CONTRACT NAME
Contract Number Contract Type
PSMC 007 West Waikato Network
NZTA2/10-009/601
2012 NZ Transport Agency GEM Awards
Health & Safety
2 Fulton Hogan | GEM Awards | Health & Safety
Table of Contents
Fulton Hogan Philosophy ................................................................................................................ 3
Management and Leadership .......................................................................................................... 4
Systems and Practice ...................................................................................................................... 6
People ............................................................................................................................................. 8
Striving for Success ......................................................................................................................... 9
Results .......................................................................................................................................... 11
Appendices
Appendix A .................................................................................................................................... 13
Monthly Divisional Tailgate ................................................................................................. 13
Appendix B .................................................................................................................................... 14
Fulton Hogan Golden Rules ............................................................................................... 14
Appendix C .................................................................................................................................... 15
Emergency Procedures Guide ............................................................................................ 15
Appendix D .................................................................................................................................... 16
PowerPoint Summary ......................................................................................................... 16
3 Fulton Hogan | GEM Awards | Health & Safety
Fulton Hogan Philosophy
The West Waikato Performance Specified
Maintenance Contract (PSMC) #007
managed by Fulton Hogan Waikato, on
behalf of the New Zealand Transport
Agency (NZTA), has from commencement
recognised the fundamental right people
have to be safe in their workplace. We are
committed to achieving a Zero Harm work
environment.
We are achieving this by:
Placing the safety of our employees,
subcontractors, customers (all state
highway stakeholders and users) above
all else.
Empowering our employees to stop any
process they feel is unsafe.
Encouraging staff to speak up about any
safety concerns.
Providing our employees with state of
the art equipment, resources, and
appropriate training so that they can
complete any task safely.
Involving our teams in identifying and
understanding the risks to which they
and others are exposed.
Building safety into our designs and
processes.
The belief that the only acceptable
target for injury rates is ‘Zero’.
The development of safety systems that
comply with and, where possible,
exceed the most stringent safety
standards.
Our team’s success is directly attributable to
our people – our greatest asset. To safeguard
our people we live by our commitment to ‘Get
the Best. Grow the Best. Keep the Best’.
These commitments are a contract of obligation
to the PSMC007 team’s health and safety, and
learning and development, as well as our
business integrity.
We are committed to:
Every job being done safely and without
injury.
The fact that harm is preventable.
Everybody being responsible for
maintaining Zero Harm.
Get the Best.
Grow the Best.
Keep the Best.
4 Fulton Hogan | GEM Awards | Health & Safety
Management and
Leadership
“How do you translate the company’s health and safety philosophy to your staff and across your business activities?”
This is an easy answer... we have an open
door policy within the team, where
communication is frequent and two way.
We complete the following regularly:
Daily tailgate meetings which include
onsite hazard identification and
mitigation measures.
Weekly planning meetings, whereby the
following week’s activities are discussed
in detail.
Monthly Divisional tailgates (completed
example attached in appendix A).
Safety engagements by all PSMC007
team members without exception.
These engagement exercises are a
means to continual improvement and as
such we use them as a learning tool.
As a result of the above, the PSMC007 team
has adopted the axiom:
The Standards You Set
Are The Ones You Walk Past
We empower staff to stop what they are doing if
they feel the task is unsafe.
Most importantly, it is our philosophy that how
we treat our staff is what stands us apart – we
encourage ideas and formally reward initiative.
We treat our staff as we want to be treated –
Feeling Valued, Honestly, and With Integrity.
To what extent do you consider the health and safety practices of your sub-contractors?
The scope of this maintenance contract
is very broad; we not only engage
physical works subcontractors but also
professional service teams to complete
(as an example) pavement designs,
engineering reports, traffic management
coordination. Safety is inherent in our
thinking – from the time the first draft is
started through to full design,
implementation and final completion.
Our safety ethos encapsulates all
activities.
As a matter of course we fully engage
subcontractors, complete annual
subcontractor inductions, as well as
regular subcontractor safety audits.
In order to take our safety management
to a higher level, a requirement of
engagement by our team is full
compliance with the Fulton Hogan
Golden rules (See appendix B).
How do you engage with your clients to improve their awareness of health and safety risks implicit with the activity that they engaged you to undertake?
Our clients are the users of the State
Highway network; we continue to
proactively communicate with all
stakeholders on a regular (planned) and
as required on an extraordinary basis.
All planned works undergo a thorough,
site specific assessment of the safety
aspects and impacts.
Once hazards have been quantified,
communication by means of either door
knocking/letter drops/use of the TREIS
system/SH AVMS or portable AVMS
boards is completed in order to ensure
that everyone potentially impacted by
planned works is notified in advance.
5 Fulton Hogan | GEM Awards | Health & Safety
A key tool in our communications management arsenal is ‘Salesforce’ - a web based
stakeholder management system. When a network hazard or incident is reported to us, it is
recorded in Salesforce and assigned for completion.
An ‘open cases’ report is run on a weekly basis to ensure all incidents/hazards/requests are
completed and closed. In addition to daily communications, monthly liaison meetings are held with Territorial Local
Authorities and Community Boards to ensure regular updates are provided.
6 Fulton Hogan | GEM Awards | Health & Safety
Systems and Practice
Provide examples of innovative worksite planning or construction methodologies, to avoid or effectively manage a health and safety risk.
Hazard identification is carried out on a site-
by-site basis. It is led by the Site Supervisor
and documented on a specific hazard form
and signed by all staff and subcontractors
involved in the identification process.
All hazards are assessed and managed to
eliminate, isolate or minimise the risk before
starting work. If the hazard cannot be
reduced to an acceptable risk level work will
not proceed – without compromise.
We ensure minimisation of disruption by
maximising activities undertaken within a
single mobile traffic control operation – for
example: litter collection, mowing/spraying
and edge marker post cleaning are
completed concurrently.
Provide examples of new equipment (plant, tools, device, PPE) or techniques that you applied to avoid or manage a health and safety risk?
A hot box was recently designed to be
mounted on the left side of the cyclic
trucks – both eliminating the risk of the
operator being crushed between
vehicles and reducing potential for back
injuries by reducing stooping.
Additional LED lights and reflective
strips have been installed on Cyclic
trucks and Highway Response utes, to
provide higher visibility and safety to
workers and the public, in particular at
accident sites.
Protective clothing and safety
equipment is used and worn in
accordance with Code of Practice
guidelines and hazardous materials
/chemical requirements. The PSMC007
crews offered to trial the equipement
and PPE, demonstrating our
commitment to getting it right.
New Hotbox Design
Provide examples in management of public health and safety risks – in relation to a worksite.
Managing safety effectively is a vital
element of the Contract Manager’s role.
Getting this right means death or injury to
people in the workplace is prevented.
The PSMC007 management team
evaluates the effectiveness of the safety
systems frequently, after a change in the
health and safety policies, or (should it
occur) after a critical event.
The results of hazard monitoring and
internal audits of the system are used to
identify areas where the system is
defective. Improvements are then adopted
by amending appropriate procedures in the
safety management system.
7 Fulton Hogan | GEM Awards | Health & Safety
All PSMC007 crews are fully inoculated
to reduce the risk of harm by exposure
to bacteria or other toxins.
Our Emergency Response Guide is
regularly updated to ensure each crew
member has easy access to ‘how-to’
information (see Appendix C). This
reduces delays and thus minimises the
potential harm that could be caused by
fruitlessly ringing incorrect people.
All visitors to our worksites – whether
Fulton Hogan employees or not – are
required to have a full induction to the
site, including hazard identification.
There are no exceptions to this.
Each supervisor has a Safety
Engagements form to be completed
monthly, and a minimum number of
engagements required. Our supervisors
are tracking well above the minimum,
demonstrating a ‘safety first’ mind set.
Safety engagements are recorded
instances of awareness to hazards
being raised, whether to staff or public
(refer to page 10 for details).
The condition of the State Highway
Network has improved dramatically
since commencement of this contract.
There are significantly less potholes and
surface defects, as they are dealt to as
soon as they are identified. As part of
our drive to provide a first-rate network
we have also, as an example,
proactively identified trees that are at
risk of falling, and have commenced a
removal programme to ensure they are
eliminated before they cause harm. The
reduction of these hazards and the rapid
improvement of the network results in
safer journeys for all road users.
Our collaborative approach with Kiwirail
has led to upgrades to a number of rail
crossings on this network, consequently
reducing risk and discomfort to
travellers.
Tracking well above
the minimum -
demonstrating a
‘Safety First’
mind-set
8 Fulton Hogan | GEM Awards | Health & Safety
People
How do you ensure that individual staff have the
health and safety training and skills needed for
their work environment and specific tasks?
Specific responsibilities are defined in
each employee’s position description.
Training plans are individually
developed and reviewed as part of the
performance appraisal process.
Safe Work Methods statements are built
into work instructions.
Succession planning is a fundamental
part of our recruitment policy.
How do you train to increase, and then monitor,
the health and safety capability amongst your
staff?
Workplace instructors and workplace
tutors assess competency in all areas of
the operations.
An innovative training programme, the
‘People Development Platform’ has
recently been implemented. This is a
unique in-house learning and
development tool, conceptualised by
Fulton Hogan. This system has been
rolled out as our master training system
– it recognises the individual training
framework for each member of staff and
is being used to establish the training
needs of individuals to ensure their own
personal development plan is achieved.
How are staff involved in developing ideas for
improvement?
Fulton Hogan holds a compulsory
Annual Safety Day, which all staff are
required to attend. It includes
workshops, discussions, and full
participation by all staff to ensure two-
way communication is accomplished.
All PSMC007 staff hold regular
(recorded) Tailgates, and are fully
engaged in completing Opportunity For
Improvement forms and coming up with
new ideas.
There is also an Operational
Improvement Process (OIP) in place for
the contract, allowing quick identification
of ways we can do things better.
How do you maintain awareness of work place
health and safety, on and off-site?
We have a number of ways to ensure
awareness of Health and Safety is
maintained:
Divisional Tailgates.
First Day Back.
Annual Safety Day.
Daily Prestart Tailgate and Hazard ID.
Hazard Alerts / Red Alerts.
Two-Monthly General Management
Meetings.
National Communication Quarter.
Poor judgement or performance is not
tolerated – this is our culture and all
PSMC007 crews police themselves.
9 Fulton Hogan | GEM Awards | Health & Safety
Striving for Success
How did you measure health and safety success at a worksite level, or across the company?
This contract has remained at zero-harm since commencement, which is our greatest
measure of success – and the only target we will accept.
Safety Engagement reporting has increased, demonstrating a fantastic level of
commitment from our staff, from the ground up, and our focus on Continual
Improvement.
Harm Free Days
3160 days
As at end November 2012
457
0
1
Sep
-11
Oct
-11
No
v-1
1
De
c-1
1
Jan
-12
Feb
-12
Mar
-12
Ap
r-1
2
May
-12
Jun
-12
Jul-
12
Au
g-1
2
Sep
-12
Oct
-12
No
v-1
2
Incident Records
Lost Time Injuries Medical Treatments First Aid Cases
10 Fulton Hogan | GEM Awards | Health & Safety
What process did you apply for capturing health and safety risks, identifying commonalities or unique risks, and driving improvement into your worksite practices?
Hazard Identification records are
reviewed and retained. Newly identified
hazards are automatically added to our
Hazard Register.
Our regular site safety audits, and
tracking of Safety Engagements are
captured in the ProjectLink database,
which was designed for this contract.
Safety Engagements are categorised
into 9 groups:
- Traffic,
- Plant,
- Hazard Id,
- Onsite,
- PPE,
- Seatbelt,
- New Temp,
- Subcontractor,
- Wellbeing,
- Positive.
These are reported monthly to Fulton
Hogan Corporate and added to the
national statistics. They are also used
by the Regional Health and Safety
Manager for tracking trends and
reporting statistics to Management and
Staff.
When an incident or near miss occurs,
the information is recorded and
investigated. Staff across the country
are advised via tailgate meetings, and
alerted to any potential risk and
mitigation.
Provide examples of where a site specific initiative has been picked up for wider use across the company.
Where a fault is found in relation to plant
it is communicated to all staff via
tailgates. This ensures a high level of
awareness of any issues.
The additional reflective strips and LEDs
installed on PSMC007 vehicles are
being considered for roll out across the
wider company fleet, as a means to
reduce risk.
Example of Safety Engagement Form
Cyclic Truck and Ute
11 Fulton Hogan | GEM Awards | Health & Safety
Results
Can you demonstrate an improvement in health and safety outcomes in relation to specific activities, over time across the whole company, or in relation to your industry peers?
We are justifiably proud of our Zero Harm record, which only one other division (and one that
we liaise with regularly) has equalled since this contract began. The statistics below show a
very clear result.
Fulton Hogan Leading KPI's since 01/09/11
PSMC 007 Maintenance Surfacing Pavements Industries Construction
LTI Free days 470 470 470 470 470 470
MTI Free days 470 275 332 260 470 470
FAI Free days 470 198 274 470 393 470
Zero harm days 470 198 274 260 393 470
Waikato Divisional Performance Since the Start of PSMC 007 Contract (01/09/2011)
Fulton Hogan Lagging KPI's since 01/09/11
PSMC 007 Maintenance Surfacing Pavements Industries Construction
# LTIs 0 0 0 0 0 0
# MTIs 0 1 2 1 0 0
# FAIs 0 1 2 0 1 0
Waikato Divisional Performance Since the Start of PSMC 007 Contract (01/09/2011)
12 Fulton Hogan | GEM Awards | Health & Safety
Appendices
Appendix A – Monthly Divisional Tailgate
(Example)
Appendix B – Fulton Hogan Golden Rules
Appendix C – Emergency Response Guide
Appendix D – PowerPoint Summary
13 Fulton Hogan | GEM Awards | Health & Safety
Appendix A
Monthly Divisional
Tailgate
14 Fulton Hogan | GEM Awards | Health & Safety
Appendix B
Fulton Hogan
Golden Rules
Golden Rules Procedure
31.05.12
This is an uncontrolled copy if photocopied or printed from InfoLink. Copyright © 2012, Fulton Hogan Ltd. All rights reserved. Page 1 of 3
The Golden Rules are an important part of Fulton Hogan’s efforts to keep people safe. They reflect the focus on Fulton Hogan’s 5 Critical Risk Areas of:
Fall Prevention5 CRITICAL RISK AREAS
Electricity & Energy
Bitumen
LICENSED Moving Plant STOP
Traffic
Why do we need Golden Rules?All of the plans, procedures, processes and measures in Fulton Hogan’s Operational Health and Safety System are important in making our workplaces safe. But if we had to pick out a handful of actions that we can all do, at all times, to keep people safe, it would be the Golden Rules. We have selected these rules because a high proportion of our serious harm incidents occur in these areas, and the consequences can be extreme.
If we can get these right all the time, it will go a long way to making our workplace safer.
What are the Golden Rules and what do they mean?
You must use Fall Protection when there is a risk of falling
• Fall protection is all about ensuring that we stop people getting injured when there is a reasonable risk of a fall, from one level to another, that could result in injury
• Where it is impracticable to eliminate work that has a risk of falling, then that work shall be performed in accordance with the Fall Prevention Procedure
• We need to ensure that we: - Identify the fall hazards- Control the fall hazards
(e.g. prevent the worker falling or objects falling on others)- Provide safe access to and from the workplace- Have a task and site specific rescue plan in place and regularly check that
those controls are working
• Fall protection can have a number of different controls - like working from the ground, use of handrails, barriers or edge protection, through to using elevated work platforms or harness systems - all of which help to protect us from the risk of getting injured through falling at work
• If you are required to work with a safety harness then you will need to have completed an accredited course in safety harness use.
Golden Rules Procedure
31.05.12
This is an uncontrolled copy if photocopied or printed from InfoLink. Copyright © 2012, Fulton Hogan Ltd. All rights reserved. Page 2 of 3
PERMIT
You must have a Permit to Work for specified work activities
• Specified work activities are defined by the risk assessment and can include hot work, cold work, work in confined spaces, working at heights, working with mobile cranes, excavation and trenching, and notifiable work
• Fulton Hogan has a single Permit to Work process that covers the above work activities within our Safety Management System
• Where required, a Permit to Work must be obtained from a trained Permit Issuer before commencing any of these tasks
• The Permit to Work helps us to ensure that we have all the necessary controls in place to do the job safely.
You must Isolate and Lock Out before maintenance work begins on plant and equipment
• Most of the plant and equipment we use will need to be worked on for inspection, repair or servicing
• When we carryout maintenance work, it’s really important to make sure all energy sources have been securely neutralised before work starts
• If the plant or equipment moves, starts unexpectedly, drops, or rolls when we’re working on it, a serious injury could result
• We need to make sure that it is safe, not just for us, but also for others, who might not know that we’re working on it.
• Where power is required to diagnose or test equipment, make sure you Isolate and Lock Out before further work begins.
LICENSED
You must be Licensed to operate plant
• You must have the correct licence and endorsement to operate all plant
• All plant and equipment we use has its own risks and constraints, and the licensing process ensures that we have the right skills and knowledge to manage them
You must always wear your Seat Belt
• Everyone knows that wearing a seat belt in a car could help save your life in the event of an accident - the same applies to vehicles we operate at work
• Whether you are driving light vehicles around the site or between jobs, or operating excavators, rollers, or other plant, seat belts help keep us safe if something unexpected happens
• It’s such a small thing we do every day when we drive to and from work, so lets make sure the same habits are formed at work.
Golden Rules Procedure
31.05.12
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When working with bitumen you must wear Bitumen PPE
• Bitumen and the various solvents and products we use with it can be highly dan-gerous if not used correctly. Over the years, staff have been badly burnt by bitu-men when they didn’t wear correct PPE
• We have lots of controls in place to make sure our plant and equipment is safe to use, however, we also need to make sure that we minimise harm in the event something unexpected goes wrong while handling bitumen
• We need to make sure that we’re wearing the correct Bitumen PPE for the task that we are doing, such as heat resistant gloves, full face protection, protective foot-wear, and ankle to wrist clothing.
STOPYou must have a plan to Manage Traffic and Pedestrians on all work sites
• Working around or adjacent to live traffic and moving plant is a dangerous activity for our staff, subcontractors, pedestrians and the travelling public
• Traffic Management Plans and Hazard ID’s are the tools that we use to review hazards and risks on a site, and outline ways to control the probability of them causing harm
• We must put controls in place to ensure that we are doing the job as safely and effectively as possible.
What are the consequences?A breach of the Golden Rules will be treated as serious misconduct. There will be a disciplinary investigation in every case, and disciplinary action could include dismissal. Disciplinary Procedures can be found on InfoLink.
A breach of the Golden Rules by a subcontractor or subcontract employee will be treated extremely seriously, and likely lead to expulsion from the site.
How can we learn more about the Golden Rules?The Golden Rules are something that we will all need to be responsible for, but if you want any more information or feel like talking with someone about them you could try:
• Members of the various Critical Risk groups;
• Your local Safety Manager or Adviser;
• Your local Health and Safety Representative or Committee; and
• Your Supervisor or Manager.
Always follow the Golden Rules
The last line of defence against the 5 Critical Risk Areas
CR IT IC AL
R ISK ARE A S
Traffic
Moving Plant
Electricity & Energy
Fall PreventionBitumen
You must use Fall Protection when there is a risk of falling
STOP
You must have a plan to Manage Traffic and Pedestrians on all work sites
You must Isolate and Lock Out before
PERMIT
You must have a Permit to Work for specified
work activities
When working with bitumen, you must wear Bitumen PPE
maintenance work begins on plant and equipment
You must be Licensed
to operate plant
LICENSED
You must always
wear your Seat Belt
CRITICAL RISK AREAS GOLDEN RULES STAY SAFEStop – Think – Go
Ask yourself the StaySafe questionsWhat am I doing?What could go wrong?How can I make it safer?
A high proportion of our safety incidents fall within these 5 critical risk areas, with a high potential for serious injury and even death.
The minimum safety standard expected from every Fulton Hogan person and worksite as we strive for Zero Harm.
15 Fulton Hogan | GEM Awards | Health & Safety
Appendix C
Emergency Procedures
Guide
PSMC 007
Incident Response
Guidelines
December 2012
Incident Response Guidelines
Page 2 of 14 G:\PSMC007 WEST WAIKATO\Guidelines for Managing Incident Response - 12/12/12.docx
Record Of Amendments Date Amendment description 24/8/12 General Update KM
20/9/12 Update – Wandering Stock pg 11.
6/11/12 Updated phone numbers KM
12/12/12 Removed TRA Section KM
Incident Response Guidelines
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Contents Record Of Amendments ................................................................................................ 2
After Hours Callouts - General ...................................................................................... 4
Example of a completed Emergency / Incident Form ................................................... 6
Accident ......................................................................................................................... 7
Bleeding ......................................................................................................................... 7
Detritus or Spill .............................................................................................................. 8
Flooding ......................................................................................................................... 8
Ice ................................................................................................................................... 9
Lighting .......................................................................................................................... 9
Pavement ...................................................................................................................... 10
Slip ............................................................................................................................... 10
Stock ............................................................................................................................ 11
Trees, Leaves & Foliage .............................................................................................. 11
Mobile VMS Boards .................................................................................................... 11
Other Contractors Working On the Network ............................................................... 12
Managing Crew Working Hours at Callouts ............................................................... 12
Reminders: Be Prepared .............................................................................................. 13
Network Map ............................................................................................................... 14
Incident Response Guidelines
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After Hours Callouts - General This is a guide to help the After Hours On-Call Manager / Supervisor with how to deal with callouts.
Be prepared.
Think about what might happen before it happens. What would you do about it?
Our clients (NZTA / LOCAL COUNCILS / PUBLIC) rely on us to keep their
roads clear, open and available.
After the FIRE SERVICE / POLICE / AMBULANCE we’re it. We are the 4th Emergency response unit.
Callout types Nearly all incidents can be categorised under the following
ACCIDENT
BLEEDING
DETRITUS or SPILL
FLOODING
ICE
LIGHTING
SLIP
STOCK
TRAFFIC
TREES In all cases undertake the following process: When taking a call Record all information from whoever notified you of the incident /event.....in general this is either TOC (NZTA Traffic Operations Centre) on 09 927 9753 or Police Northern Communications on 09 571 2800
Ensure you thoroughly quiz the caller on the incident (as per the callout sheet), and gather as much information as possible. This will allow you to direct a response unit to the exact location, with the required resources.
Note – in the event that the caller is vague as to the incident location, or if you are unsure of what has been requested of us, ask that they update you as soon as possible with more detailed information.
Incident Response Guidelines
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Note the TREIS Event Id, so that you can refer to this when updating all Stakeholders.
Contact our response unit 1 Detail the on-call response team and if requested additional resource to the incident
Note – Ensure the response team are notified to update you, when they arrive on site and regularly throughout the duration of the incident response
2 If required contact the on-call Traffic Management Supervisor to detail TTM resources. During the callout 1 Stay in touch with our response units
Note - if there are multiple responses being addressed at the same time, there may be occasion where response units are “1-man” units and may be alone for a period of time
2 Update the On-Call Manager, Contract Manager & Operations Manager 3 Continually Update TOC (09 927 9753) – if the response is elevated to a major incident /
road closure, the On-call Manager is to update NZTA (Wouter 027 285 6743 or Sunny 021 243 8930).
Resolving Event 1 When the incident is over “resolve” the event with the TOC (09 927 9753). Records 1 Log all incoming and outgoing calls and messages 2 Log all resources used, both Fulton Hogan (times of start and end) and any
Subcontractors called in to attend 3 Fill in the ‘Incident Response Sheet’ and pass on to Eddie Wallace 4 Where possible record the details of the vehicles / individuals concerned, for cost
recovery purposes.
Incident Response Guidelines
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Example of a completed Emergency / Incident Form
Incident Response Guidelines
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The following section is intended to give the On-Call Supervisor & Manager ‘Options’ when dealing with commonly occurring issues. These are not the only solutions, however are suggested methodologies / processes which to follow.
Accident When a call comes through notifying of a vehicle crash, question the caller to find out the status of the accident – eg, serious or fatal. ACTION
Despatch Response Team; o If required (Lv1 roads) despatch 2nd response team for site TTM o For Lv2/3 networks contact On-call TTM Supervisor
If there will be a road closure for more than 20 minutes: o Call Wouter – 027 285 6743 o Call NZTA-TOC (VMA) – 09 927 9753
If there will be a road closure for more than 2 hours: o Call TREIS – 04 495 0660 o Call PSMC Contract Manager (Mike James) – 027 675 2846 o Call affected District Councils o Call affected neighbouring consultants
If incident has Category A Injury or Fatality: o Deploy Safety Engineer or other FH Manager o Call PSMC Contract Manager (Mike James) – 027 675 2846 o Call NZTA (Wouter) – 027 285 6743
Bleeding During the summer excessive heat can cause bleeding or melting of bitumen on the road surface. The most vulnerable times of the day tend to be from about midday to late afternoon. The best way to deal with bleeding is to spread sealing chip over the affected area. During the summer a road maintenance crew will have been set up to respond to bleeding. ACTION - Contact On-call Manager, in order to assist with resource allocation
OPTIONS o ‘Run In’ Gr5 / 6 chip onto pavement surface in order to restore texture o Enforce temporary speed limit o Apply water, via a watercart to cool surface.
Incident Response Guidelines
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Detritus or Spill Examples: diesel spillage or animal offal spilt from a cartage truck, which can cause the road to be slippery and therefore dangerous. The most effective way is to deal with this is to place mineral sponge over diesel spills or spread grit over offal fat. ACTION
Despatch Cyclic Response Team
Is there an environmental hazard? If YES On-call Manager to determine the following;
o What is the hazard? o Is the spill able to be contained by a bund? Options:
Sand Sealing chip Tarpaulin
o If not call 111 – request fire brigade to assistance with containment o For specialist advice / assistance call;
Mike Feck – FH Waikato Environmental Manager 027 413 0039 Waikato Regional Council (Formerly Environment Waikato)
0800 800 410 or 07 859 0999
With assistance from the above determine treatment strategy; o Contain? o Absorb? o Apply grit? o Watercut?
Monitor the amount of spill absorbent material / grit used. If required despatch additional stocks. This needs to be removed after the event either by hand (if safe) or contact the Transpacific Manager (Sweeper Truck) Baz Carr 021 470 462
Flooding This leads to major travel delays until flooding recedes. Most flooding occurs on the SH1 network, at the following locations:
SH1 Meremere
SH1 Mercer
SH1 Hamilton (Normandy Ave / Cobham Drive Intersection (catchpits blocked)) Flooding normally require sites to be signed and “manned” warning motorists of flooding. If required a VMS board may be put out warning motorists of potential delays. ACTION
Despatch Cyclic Response Team
Contact On-call TTM Supervisor (Attenuators / VMS boards)
Inform On-call Manager
If warranted (i.e. full closure) Inform Contract / Operations Manager.
Incident Response Guidelines
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Ice This generally only occurs during June, July and August. During these periods the operations team will be regularly monitoring temperatures. ACTION
Despatch Cyclic Response Team
If required, despatch sealing truck (c/w roller spreader & Gr 5/6 sealing chip); chip to be ‘run-in’ over the affected area in order to break up the iced surface
This must be removed after the event. Despatch (if not already on site), cyclic truck with broom.
Contact Transpacific Manager (Sweeper Trucks) Baz Carr 021 470 462.
If required Contact On-call TTM Supervisor (Attenuators / VMS boards)
Inform On-call Manager
Inform Contract / Operations Manager
Lighting We are responsible for all SH Streetlight assets. All URBAN ornamental lighting assets are maintained by the relevant Local Authority. ACTION
All light pole faults (examples being blown luminary / damaged pole) are subcontracted to McKay Electrical; faults are to be recorded and passed to Eddie Wallace (next working day) for programming
Where a damaged pole is posing a hazard (i.e. lying across the carriageway), despatch Cyclic Response team & McKay Electrical (07 850 4264) in order to conduct a hazard assessment / isolate power supply.
NOTE:
Cyclic response crews are NOT to attempt to move a damaged light pole which is still connected to a power source from the carriageway, without first gaining approval to do so from McKay Electrical
In order to achieve response times of the lighting OPM, all faults have to be rectified within 7 days.
Incident Response Guidelines
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Pavement Potholes often appear during the winter months during heavy rainfall. This is particularly noticeable on the higher volume networks. Generally the easiest fix is to fill and compact the pothole with EzyStreet. ACTION
Despatch Cyclic Response Team
For Lv2/3 networks contact On-call TTM Supervisor (Attenuators)
If the pavement failures are widespread, consider utilising a mobile VMS board to inform motorists of the hazard.
NOTE:
During the winter period, stocks of EzyStreet will be stored at the Ohinewai Depot
On no account are cyclic crews to attempt to fill potholes without suitable TTM in place.
Slip Slips are most prevalent during the winter months and can either be small slips that fall into the water table and partly onto the road, or a large slip that falls right across the road forcing the road to be closed.
Large slips For large slips which occur during the night (requiring road closure): ACTION
Despatch Cyclic Response Team
Despatch Planned Maintenance Team to assess the extent of the slip (Mike Jones 027 476 3952 or Glen Carmichael 027 705 6042)
For Lv2/3 networks contact On-call TTM Supervisor (despatch Attenuators / mobile VMS)
Inform On-call Manager, Contract / Operations Manager.
Small slips ACTION
Despatch Cyclic Response Team
If the slip poses no further risk, inform the Planned Maintenance Team on the next working day.
If bad weather is anticipated / expected and the slip is blocking a side drain, setup a monitoring regime until the planned maintenance team can deal to the hazard.
Incident Response Guidelines
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Stock Wandering stock is a safety issue and requires immediate attention. Often the offending wandering stock will have gone long before our response unit has arrived onsite ACTION
Despatch Cyclic Response Team
If the stock are located, attempt to identify the owner for cost recovery
If a large number of animals have been hit, additional resources may be required to clear the carcasses from the road (i.e. loader).
Note: For stock within the Waipa region, please call 0800 924 723 and Waipa District Council will arrange collection.
Trees, Leaves & Foliage When responding to a call either for trees blocking all or part of the road, or leaves / foliage blocking side drains or catchpits, ensure you thoroughly question the caller on the extent of the issue. ACTION
Despatch Cyclic Response Team (ensuring they have a chainsaw for tree work); o If required (Lv1 roads) despatch 2nd response cyclic team for site TTM o For Lv2/3 networks contact On-call TTM Supervisor
Blocked catchpits which are unable to be cleared by our teams may require sucking out. Call Transpacific Manager Baz Carr 021 470 462
During autumn, leaves on the road create a hazard. Ensure the road surface is thoroughly broomed prior to opening up the site to traffic
NOTE
SH1 Normandy Ave / Cobham Drive intersection is a high risk flooding area, largely due to foliage from the adjacent gum trees blocking grates.
Mobile VMS Boards From time to time mobile variable message signs (VMS) are used on the Network, eg; for Ice Patrol or Emergency Works. The On-call TTM Supervisor controls the allocation / transportation of these assets. If required, additional VMS boards are available from RSEA in Hamilton. Our contact with RSEA is Kevin Moore 0272 9000 095.
Incident Response Guidelines
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Other Contractors Working On the Network From time to time other contractors are procured to work on the networks and will have TTM (Temporary Traffic Management) site setups.
Managing Crew Working Hours at Callouts We need to be mindful of how long our crews spend attending callouts, particularly their working hours. The key reason is keeping them safe - not having them turn up to work fatigued the next day, after having worked during the night at callouts. Drivers and operators using logbooks
All time spent working must be recorded in logbooks as ‘work time’. In general drivers must take a break of at least 30 minutes after 5 ½ hours or work-time – no matter what type or work takes place during that period.
In any 24 hour period drivers can work a maximum of 13 hours extended (once only) to 17 hours for an emergency. They must then take a break of at least 10 hours (as well as the standard half-hour breaks required every 5 ½ hours).
Drivers can accumulate work time of up to 70 hours before they must take a break of at least 24 hours.
The time between one 24 hour break and the next is legally described as ‘cumulative work period’. A cumulative work period will be made up of a collection of cumulative work days, where drivers have taken the necessary breaks to meet their work requirements.
Some callouts will require a person driving a truck and therefore operating a log book. They are subject to the above driving rules regarding their ‘work time’.
Minimum Break (As per the Collective Agreement) The current collective agreement requires “The hours of work shall wherever reasonably practicable, be so arranged that employees have at least 10 hours off duty between the work of successive periods of duty. I.e. 10 hour break between working days.
If we have people working at night on call outs ensure their manager / supervisor is informed what hours they’ve worked, so a decision can be made whether to relieve them the next day, or allow them to continue working.
Incident Response Guidelines
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Reminders: Be Prepared
1. Before going on-call check who you have available for callouts, make contact with them to make sure they are available
2. Keep your phone charged and with you at all times. It is a good idea to have all phone numbers pre-loaded onto your mobile phone – see below
3. Keep a log of all calls made or received, this is handy for knowing when we responded to a callout or when work crews “clocked” in and out
4. Complete an incident response form for all callouts.
Think about what might happen before it happens.
What would you do about it?
Incident Response Guidelines
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Network Map
16 Fulton Hogan | GEM Awards | Health & Safety
Appendix D
PowerPoint Summary
www.fultonhogan.com
2012 NZTA GEM Awards:
Health & Safety
www.fultonhogan.com
PSMC 007 West Waikato Network
Philosophy:
• Commitment to Zero Harm
• Our people are our greatest asset
• Commitment to staff health & safety, and
learning & development
• Live by the mantra:
‘Get the Best. Grow the Best. Keep the Best’
2012 NZTA GEM Awards:
Health & Safety
www.fultonhogan.com
Health & Safety Culture:
• Staff have full authority to stop work if they believe
it is unsafe to proceed
• Incident response guide in every vehicle provides
vital information to minimise delays
• PSMC007 crews have established full PPE for
all works in advance of formal requirements
• Hotbox designed to reduce back injuries from
stooping for long periods of time
• Active encouragement to find innovative ways to
improve safety/reduce risk
2012 NZTA GEM Awards:
Health & Safety
www.fultonhogan.com
Measures of Success:
• This contract has achieved and maintained Zero Harm since commencement – a
record we are proud of!
2012 NZTA GEM Awards:
Health & Safety
Fulton Hogan Leading KPI's since 01/09/11
PSMC 007 Maintenance Surfacing Pavements Industries Construction
LTI Free days 470 470 470 470 470 470
MTI Free days 470 275 332 260 470 470
FAI Free days 470 198 274 470 393 470
Zero harm days 470 198 274 260 393 470
Fulton Hogan Lagging KPI's since 01/09/11
PSMC 007 Maintenance Surfacing Pavements Industries Construction
# LTIs 0 0 0 0 0 0
# MTIs 0 1 2 1 0 0
# FAIs 0 1 2 0 1 0
Waikato Divisional Performance Since the Start of PSMC 007 Contract (01/09/2011)
Waikato Divisional Performance Since the Start of PSMC 007 Contract (01/09/2011)
www.fultonhogan.com
Measures of Success:
• Increase in Safety Engagement reporting, demonstrating a high level of commitment –
from the ground up.
2012 NZTA GEM Awards:
Health & Safety
Engagements and Audits – 2012