environment health safety · hence our domestic safety record is of paramount importance for our...

April - June 2016Volume - 6, Issue - 2

Environment SafetyHealth

EHS journal of L&T Construction

SAFETY IS A TEAM GAME!

3HELMET, April - June 20162 HELMET, April - June 2016

Contents

Editor : Vinod Jacob Chacko

Associate Editor : Gopi Kannan. S

Process Owners : M. Kamarajan | K. N. Sen

Malay Kumar Mahanta

Stephen Philip Storey

Ramachandran N

K. S. Sudheesh Kumar

Technical Associates : P. Nagarajan | Gabrial Fernandez

Sudarsan Rajendran

Md Quaisar Imam | Vinoth. A

Sathyanarayana Seelamanthula

Murali Krishnan

Mathivanan Palaniappan

S. Anantha Prasanna Venkatesh

Editorial team : V. Ramesh Kumar

Ashwin Chand | Mayura. K

Photography : V. S. Natanavelu | R. Vijay Kumar

Design & layout : Global Print Design, Chennai

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BECAUSE THE BEGINNING IS A GOOD PLACE TO START SAFETY

INNOVATION SCHOOL

“YOU WATCH MY BACK. I’LL WATCH YOURS!”

A NET SOLUTION FOR FAIL & FALL

LIGHT AT THE END OF THE TUNNEL

A DELAY THAT CAN SAVE LIVES!

HANGING BY A THREAD

DIGITALISATION TO ENHANCE EHS PERFORMANCE

MAKING EHS LEADERSHIP ‘FELT’

From the EDITORAccidents at site inflict huge impact on any project in terms

of damage to the Company’s reputation and credibility as

an employer. Every time we analyse the root cause of

an accident, we find that human negligence is always the

reason for it. With every accident there is impairment or

even loss of human life and the family suffers irreparable

damage that leaves them devastated. Apart from this, we

lose a good workman.

There are many international companies that have an

impeccable record of not having had any accidents for

years Eg., Dupont, Shell, etc. Being the best contractor in

India we have no reason not to achieve that feat at L&T.

Every time we bid for an International job, one of the main

questions being asked is about our Safety Statistics. Since

the competition is very tough in international markets and

with L&T being a relatively new entrant, safety plays a very

important role in our selection / rejection for international

contracts. Hence our domestic safety record is of

paramount importance for our success in international

business.

A statistical survey of our safety records reflects that

maximum accidents happen due to the following:

y Reversal of vehicles / equipment

y Failure of cranes

y Falling from height

y Electrocution by live high voltage wire

All these are known to us from time immemorial but year

after year we keep repeating these and yet we never seem to

learn from our mistakes. This, in my opinion, is absolutely

unpardonable. Time has come that we must take up mass

initiatives to eliminate all these recurring accidents. I

expect through this magazine we will be able to formulate

a sound action plan to eliminate these occurrences.

In today’s world, every process is getting upgraded to

mobile apps. Not only is it easily accessible but it is also

highly standardized and transparent since everybody is

able to reach, analyze and judge the information. I urge

all our employees to actively participate to make this

path breaking initiative hugely successful. I hope this

particular app-based initiative will arouse mass awareness

and usage across all levels of our employees.

I thank and appreciate Mr.Vinod Chacko to take a lead

in this and drive it passionately. I am sure this will play

a major role in changing our attitude towards Safety

drastically.

D. K Sen Whole Time Director & Sr. EVP (Infrastructure)

It is often said that Safety is like a lock and the individual the key. Safety has to become a habit, a way

of working for it to be effective and an individual holds the key because it is not just a matter of his/her safety but the safety of all those people working at that particular site in that place at that point in time. Safety, therefore, is all about collective responsibility. It calls for an orientation towards a safe work culture, a mindset to embrace the need to think safe, be safe and thereby live incident-free every day.

This requires a bit of learning and at L&T Construction, the Safety Innovation School (SIS) established at Kanchpiuram, aims to systematically

teach and orient employees, new and seasoned, about the various aspects of safe working using a set of real-life props along with classroom sessions conducted by expert instructors.

Why SIS?“Safety has to be integral to our DNA and that is non-negotiable,” declares Mr. S N Subrahmanyan, Deputy Managing Director and President, Larsen & Toubro. “Although we have been in the business for more than seven decades, unfortunately our safety record does not reflect that experience,” he laments. “Safety, for me, is that single criterion that differentiates a world-class organization from an ordinary one and

BECAUSE THE BEGINNING IS A GOOD PLACE TO STARTSAFETY INNOVATION SCHOOL

4 HELMET, April - June 2016 5HELMET, April - June 2016

the idea behind the Safety Innovation School is to drive home the importance of safety in our business. Today, our safety record is considered a crucial aspect of our credentials when we pitch for new projects, especially overseas. So if our safety record is not impeccable, it will severely dent our business prospects in the future,” he warns.

SIS should go a long way to allay SNS’s fears and it aims to train every employee on following safety measures across construction sites to decrease accident rates and boost the knowledge about safety. "Safety is something that happens between your ears and not something you hold in your hands," reminds Mr. M Kamarajan (MK), Head – Safety, B&F IC, echoing an oft stated reality. Danger lurks around every corner at a construction site and hence

MK’s effort is to sensitize his ‘students’ to be aware of the inherent dangers and remain focused in their pursuit of work objectives safely.

The layout and syllabusSIS is spread over a combined area of 2200 sq.m which includes an office area, classrooms and an experiential learning facility. The training session at SIS is broadly divided into theoretical and experiential. While the theoretical training takes place in a classroom-type environment, for experiential training, trainees are taken to a workshop/shop floor like environment in an adjoining building.

I settle myself in MK’s classroom as he engages with a group of 15 participants on their first day of a 3-day power packed

safety training session at SIS. Composed of largely front-line engineers and supervisors who control the actual work at site, drawn from various projects, they will go through a mix of formal theoretical safety training techniques and practical simulations. By bringing alive the challenges and demands of EHS, the session aims to leave an impact that is meaningful and lasting so that the ‘students’ can in turn cascade it to their colleagues at sites. The ‘syllabus’ seeks to alleviate risks to human health and life, reduce the possibilities of unexpected accidents at workplaces, reduce costs and engage on the concepts of safety, health & safety laws, safety management system, hierarchy of controls and associated policies.

The Display Hall features an elaborate exhibition of safety tools and equipment that familiarize the trainees with the best and the latest in safety technologies. There are self-explanatory posters on safety principles and practices, about hazardous work environments, safety

paradigms and working methodologies citing actual site conditions. The cardiopulmonary resuscitation (CPR) technique is taught to help the trainees handle emergency situations. Specially designed mannequins with

programmable pneumatic damping, allow the trainees to get a realistic feel of administering CPR. Conducted under the watchful eyes of a qualified trainer, these CPR sessions teach a technique that few people can claim to know.


Teaching safety experientiallyBuilt like an airplane hangar, the Experiential Learning Centre is where site environments are simulated for the ‘students’ to practice various scenarios that can prevent accidents and help them handle emergencies. The safe method of performing various activities such as full-body harnessing, fall prevention, use of RSP (Rope Suspended Platform), what are unsafe platforms, safe use of ladders, managing confined spaces, welding, gas cutting and grinding.

For Mr. Radhakrishnan, the Principal of SIS, there is a sense of achievement

as the SIS has been a long time in the making and now that classes have begun, he is throwing himself into the thick of things with vigor and passion. Srinivasa Charan, Assistant Manager - Civil, PBEL City Project, Hyderabad, was harnessed, lifted and suspended in air to demonstrate the usage of full body harness to prevent a fall from height. “At site, I have 35 workmen under me handling reinforcement and other unskilled jobs and my team always works from a minimum height of 6 meters and this experience has helped me to understand the ills of not wearing the harness the right way and I know that a person having fallen and hanging in the safety harness should

be immediately rescued to avoid ‘suspension trauma’” he explains.

As the participants experience each of the stations, appreciate their relevance and mentally co-relate them to actual work conditions, there are knowing looks and nods of understanding. It definitely looks like SIS has ‘converted’ these 15 youngsters towards a safe work culture.

SIS may have started small but is a big initiative that will soon start handsomely returning on its investment and go a long way in realizing the organization’s objective of living incident-free every day!

On shaky groundsScenarioA 50 ton crane was engaged in lifting beams at a site. After positioning the crane, the operator was lifting the boom to execute the task when a workman noticed that one of the out-riggers of the crane was positioned over a drainage cover!

If the crane had lifted the payload, the drainage cover might have caved in tipping the crane dangerously to one side and completely out of balance. Fortunately, since the mistake was noticed well before the task was carried out, an unfortunate incident was avoided.

What was the cause?1. Operator of the crane positioned the out-rigger

unware of the presence of the drainage cover

2. Surface / ground to position out-rigger not checked

3. EHS work methodology not adhered to

4. Incompetent supervision

What are the precautions to be taken to prevent recurrence?Such an incident could have occurred due to a number of causes hence the EHS team has mandated that a supervisor shall be deputed for all such lifting activities in adherence to a clearly drafted work methodology which states that a pre-lift checklist should be mandatorily followed for every lifting activity and pre-start verification to be carried out by the Site Engineer and workforce shall be briefed about the risks involved. Furthermore, all operators and helpers of cranes are to be given trade specific training and made aware of the safe positioning of cranes.

PHEW!

LOSEALL


The now ubiquitous ‘huddle’ has become a universal symbol for team sports the world over. It also

makes for very good television viewing: fiery coaches exhorting panting and charged players to give off their best. The huddle typifies teamwork: all the players literally putting their heads together to collectively focus on their goal ahead, accepting individual responsibilities and appreciating and respecting the interplay between the players themselves.

It is much the same at a construction site because supervisors and their workmen are very much a team who have to come together to complete a project. Much like in a team sport, the supervisors play the role of setting the

“YOU WATCH

MY BACK. I’LL WATCH

YOURS!”

agenda, handing out responsibilities, setting the rules of inter-dependency and expecting complete adherence from all across the board. However, unlike in a sporting arena, the stakes are much higher at a project site where danger could lurk around every corner. Hence, it is imperative to have and extremely gratifying to know that there is someone ‘covering your back’, to borrow a term from military parlance. Precariously perched on a pole many meters above ground stringing transmission lines, a ‘linesman’ as he is known, would love the assurance that all the required safety measures have been taken and that there are people alert to act if anything goes amiss. It will in turn help him focus better on his area of delivery. In fact the ‘buddy system’ of not engaging a lone

workman for any activity that has been in practice at L&T for quite a while is now being increasingly subscribed to even by smaller construction contractors.

Team dynamics Collaboration and co-operation are deeply embedded in our DNA and if that be so, teamwork should come naturally to all but one does see some teams gelling and performing excellently while others just can’t seem to be able to put it all together. Obviously, there are a number of aspects that differentiate between performing and struggling teams, all of which have equal relevance at a construction project site.

Common objectiveA horse carriage will only move if all the horses are pulling in the same

direction. Similarly, a team will succeed only if all the members are completely in sync with what has to be achieved. There can be and should be counter points, contrarian viewpoints and disagreements. But once the best way forward is decided, everyone has to put aside their individual differences and follow the command. Digging your heels in and refusing or only half-heartedly following the agreed upon plan of action could prove very costly. The project manager and the safety manager call the shots at a site and complete compliance is non-negotiable.

Clear and precise communicationEvery aspect should be discussed threadbare; nothing left to interpretation or chance. Each team member has to be crystal clear as to how to react

in a particular situation and, more importantly, is equally clear as to how other members will react in the same situation. Daily briefings, tool-box talks and mock drills should ideally address these issues. It is also the responsibility of those down the line to seek clarity if they feel that the communication has not been clear and precise. In a crisis situation, one can neither find the time nor the opportunity to re-check or clarify. What’s more, the practice of sharing the ‘whole picture’ is far better than giving only ‘need-to-know’ information on a piecemeal. Everyone should have a clear vision of the goal and how to reach it in unison. A LOTO (Lock Out Tag Out) card legibly and clearly communicates that maintenance work is in progress. The LOTO system that has been implemented across L&T for long ensures the safety of maintenance personnel because it communicates


clearly and prevents the operations team from accidentally switching on the equipment during maintenance work.

Single-minded focusOften accidents happen because people are pre-occupied, distracted or mentally just not quite there. In tasks at a project site, where the smallest slip could result in injury or even worse to oneself and/or others, focus is absolutely necessary. Distractions are recipes for disasters. Even humor is unwelcome. There is a popular video doing the rounds on Whatsapp about workers atop the Christ the Redeemer statute in Rio de Janeriro, Brazil, in which one of the workmen attends to a call on his mobile! Nothing could be more dangerous. Risk-taking is rife in the construction industry because people tend to get cavalier about tasks they have been performing for years. But risk-taking has to be severely discouraged, in fact entirely avoided.

Responsibility with accountability Clarity of responsibility and accountability is an imperative and the onus is on the superiors to share these clearly, succinctly and in toto. Clockwork precision is basically about each component working precisely not only by itself but in coordination with the other parts. That is the description of a team which is totally and uniformly involved.

Absolute trust for one anotherAn act by trapeze artists is a joy to behold! Thanks to the precision and perfect synchronization of their movements. Behind this is the absolute trust that they have on each other. Each artist is sure that his/her partners will be there where they want them to be, ready to act as they want them to. It calls for skill and training.

At a site too, each person has to trust his colleagues to be there when he needs them, be it in a crisis or in the normal course of a day’s work. It is very possible that some individuals can reach higher or are capable to achieve more but they have to be aware that there are others who may not be able to match them and hence they have to be understanding and accommodative. Safety training is all about sensitizing people to the need to watch each other’s backs!

Celebrate ‘safety’Just as victorious teams celebrate by letting their hair down on occasions, the maintenance of safety has to be recognized and rewarded … and thereby reinforced.

Towards creating a ‘Safety culture’, having and keeping a well-knit, cohesive and high performing project team is an important aspect of enhancing safety at sites.

Safety nets were first introduced by fire fighters to save people from burning structures way

back in the late 1800s. Over the years, its use has increased significantly, more specifically in the construction industry as a fall protection system. It is not very uncommon these days to spot safety nets at almost all hi-rise construction sites. Usually appearing green, these passive fall protection systems have saved many a precious life and happen to be the last line of defense should something go horribly wrong in safety management. Apart from cushioning the fall, there are versions of safety nets meant to catch falling debris too which have the potential to harm those who

pass underneath a work-in-progress zone.

Falls are among the most common causes of serious work related injuries and deaths in the construction industry; precisely why high emphasis is laid on creating, implementing and sustaining a wide range of fall protection systems. Apart from the basic PPEs that include a crash helmet, workmen are also provided a full body harness and trained thoroughly on how to use the same when engaged for work at heights. There are also edge protection systems and barricades to prevent possible fall from heights. Despite such measures there is always the possibility of falling over which is where a safety net comes in handy.

A NET SOLUTION FOR FAIL &


nets. Perimeter nets are those that are erected around the building to protect workers from falling overboard or to catch construction debris. There are even special slag nets which are designed to prevent the slag of the welder’s or cutter’s torch falling on those passing below and there are the windscreen/over spray nets that are designed to restrict the spreading of paint or sandblast material while still keeping the work area well ventilated.

Normally safety nets are formed of ropes or webbing with a maximum mesh opening size not exceeding 36 sq.in in the case of personnel fall arrest systems and 3 sq.in in the case of debris nets. It is also to be ensured that every section of the net includes a border rope of the same material to which the mesh rope is to be anchored securely. Each of the material is tested thoroughly for their breaking strengths and several load tests are conducted to determine the consistency of quality.

While many combinations of rope and mesh size are possible, they are tested at lab conditions to study the impact resistance before they are approved for production. Following

Types of safety netsBased on their functionality, safety nets can be broadly classified into personnel and debris nets. While personnel nets are designed to catch falling individuals, debris net are meant to trap small and lightweight construction debri, tools, building materials and other items that may be dropped, pushed or possibly blown away from nearby structures. However, the term ‘safety net’ is interchangeably used to include both these kind of nets. It is also not uncommon to find that the construction industry tends to categorize and refer to nets according to their applications. Likewise, there are bridge nets, interior nets, perimeter nets, elevator shaft nets, roofing nets and polar crane nets which may all vary in their material properties based on their applications.

The interior nets, deployed in side buildings, where fall distance is greater than 25 feet, are essentially a combination of personnel and debris

successful tests at labs, a prototype test is conducted by an independent agency using a 17 x 24 feet sample net secured to a frame. Such frames are tested for the maximum specified load allowing a maximum deflection of only 4 inches towards any direction. Typically bags of sand are dropped from heights and details such as sag and damage to strands of mesh are checked after several such drops to study distortions.

When should they be used?Wherever the workplace is more than 25 feet above the ground, water or any other surface it is crucial that safety nets are deployed to ensure safety. Other areas of application include nets to protect adjacent structures or intermediate floors, around ladders, scaffolds, catch platforms and temporary floors.

How to install?Safety nets appear deceptively small when they are first rolled out prior to installation. Only when they are installed using appropriate hooks and other netting supports, do they stretch out to the desired height and width. This aspect makes it all the more important to have the right personnel installing these nets based on skill and experience. It is also important to evenly space out the netting support so as to allow the right sag of the net which cushions the impact of falling persons/objects.

A popular jibe has it that there are as many ways of erecting safety nets as there are construction jobs. However, conforming to some basic and fundamental rules is essential and rigging the net is one such critical responsibility. Since every


job is unique in nature, it calls for an innovative approach and thinking on the feet to erect a safety net professionally. It is a good idea to do as much of arrangements as possible on the ground, and later hoist the net into position. When two or more nets are secured together to form a larger unit, they need to be laced at 6-inch intervals using material equal in strength to that of the mesh rope or webbing. Safety nets at peripheries of structures need to extend 8 feet horizontally outward from the outer-most projection of the structure. The person making the higher elevation connections should operate only from a boatswain chair, work basket or scaffolding with complete PPE and safety harness secured to lifelines.

The installation team should ensure that the net must be rigged in such a manner so as to protect a falling worker from hitting another surface below or any net supporting rod.

How to care and storeIt is best to follow the manufacturer’s recommendations for maintaining and storing safety nets, but there are certain basic practices which can enhance its life expectancy. As far as possible it is better to store and erect safety nets away from direct sunlight to avoid damage. Nets should never be dragged along the ground to avoid possible abrasion. Prolonged contact with rusting iron or steel can also cause significant degradation and loss of strength.

Following the site test after installation, the nets are to be tested once every six months apart from daily inspections for cuts and damages from abrasions, heat or chemicals. It is also a good practice to remove debris on a daily basis and ensure that inflammable material is removed before carrying out activities such as welding and cutting which may produce sparks or slag.

PHEW!

LOSEALL

Smoky!ScenarioA tower crane operator went up to his cabin for a routine activity and switched on the power supply. When the swing arm started to move, he heard a cable arching noise at the slip-ring box. Shortly thereafter the box started to emit a lot of smoke and sparks. Hitting the emergency stop button, he informed the signal man to cut off main power supply at the panel. The operator immediately climbed down to safety and was escorted to the medical centre where he was found to be OK.

A detailed investigation revealed that the lightning and earthing cables which were routed along the power cable got entangled with each other owing to rotations of the tower crane more frequently in a single direction. This entanglement detached one of the slip ring cable contacts causing a short circuit in the other cables which blew-up all the fuses at the power panel.

What was the cause?1. The tower crane operator failed to notice the

entanglement of cables while climbing into cabin which is part of daily observation / check list

2. Since the entanglement was not noticed, the tower crane was not reverse rotated which led to the incident

3. Incompetent supervision

What are the precautions to be taken to prevent recurrence?

Daily checks to be enforced with more vigor and awareness training program to be conducted for tower crane operators across the business.


LIGHT AT THE END OF THE TUNNEL

Tunnels are gaining importance worldwide and tunnel construction projects are here to

stay; be it for metro rails beneath cities or to harness green power through the head race tunnels of hydel projects. Tunnel construction engineering has gone through a sea change with ever improving methods and technology over the years, yet, tunnel construction comes with its own set of challenges, especially from the safety point of view. Let’s take a deeper look and try to see the light at the end of the tunnel!

The challengesFor the weak at heart and the claustrophobic, the very act of entering a tunnel might be an ordeal with unpleasant thoughts of getting trapped in it forever; precisely why tunnel construction is often perceived as a high risk job. However, by implementing stringent EHS process controls it is

possible to mitigate the risk and identify improvement opportunities in tunnel construction and its associated activities to make workmen breathe easy with the confidence that they are in safe hands.

Some of the significant EHS challenges in tunnel construction include:

y Adverse geological conditions, rock failures, failure of portals, collapse of soil / shotcrete

y Disturbance or weakening existing nearby structures

y Inundation and flooding of tunnel

y Presence of compressed air and pneumatic systems which may fail

y Fire inside the tunnel

y Movement of people and vehicles inside the tunnel

y Storage and handling of explosives

y Inadequate ventilation and high temperatures

y Noise and vibration

y Presence of toxic fumes / gases and dust


Taking a strategic approachL&T’s Heavy Civil Infrastructure IC, with the aim of becoming one of the most competent and safest tunnel contractor has developed a comprehensive tunnel safety management strategy centered on Plan, Do, Check, Act management cycle and has aligned it with the International Tunnel Standard BS 6164.

A structured approach has been established to identify actual and potential risks with the ultimate aim to create project specific safe systems of work within the tunnel construction environment. A core committee reviews, brainstorms and formulates appropriate strategies.

External / Internal Inputs, Tools & References & Outputs

All internal and external inputs have been taken into consideration by the team to ensure that the best methods were factored in to deliver the highest EHS standards ever. Based on the project scope, external and internal inputs, specific plans and documents have been developed for implementation.

The robust EHS plan specifically for tunnel projects includes areas such as drilling, blasting, illumination and egress. As an ongoing process, the core committee has created a dynamic suite of tunnel procedures and standards that is available online within the IMS and EIP platforms.

Tunnel EHS Training & Induction

Identifying and acknowledging the need for structured training, the team developed specific training programs including project specific inductions in line with internationally accepted standards / guidance to cover the requirements of working in a tunnel environment.

Review & Change

Having toiled with and confident of having developed an efficient EHS system for tunnel management, the team is now gearing up for its first time, ground-up implementation at the recently bagged Mumbai Metro project. Periodic review of implementation at all the tunnel projects is also to be carried out every six months by the tunnel strategy committee comprising tunnel technical specialists. Changes and updates are to be implemented seamlessly to ensure continuing adequacy and suitability.

Corporate Risk Review

Project Risk Management

Project Tunnel Risk

Register

Tunnel Specific Risk Assessments

Tunnel Method

Statements

Procedures

Drilling & Blasting

Ventilation in Tunnels

Tunnel Communication

Confined Space & Compressed Air Working

Tunnel Illumination

Tunnel Plant & Machinery

Tunnel Access and Egress

Tunnel Services

Sprayed Concrete Lining

Fire ManagementStandards

Tunn

el E

HS

Man

agem

ent P

lan

Client Requirements

Industry Guidance

External Inputs

Domestic Standards

India

International Standard

BS 6164

ISO Standards

14001,18001

Local Legislation

L&T LIFE Zero Harm

Requirements

L&T Integrated

Management System (IMS)

L&T EHSPolicy

Design & Construction Processes

Outputs

Risk Mangement

Plan

TunnelSpecific EHS Procedures

Construction EHS Risk

Assessment

Design EHS Risk

Assessments

Construction Phase EHS

Plan

Lifting Plan

TrafficManagement

Plans

EmergencyResponse

Plans

TrainingNeeds

Analysis & TrainingPlans

L&T Golden Rules

L&T InternalInputs

Tunnel Strategy

Committe recommendation

Tunnel Training Strategy

DefineTunnel

TrainingNeeds

Design & Plan

TunnelTraining

EvaluateTunnel

TrainingOutcomes

DeliverTunnel

Training


SAVE LIVES!

Though it may sound bizarre, it is dismaying that there are incidents of workmen succumbing on being run over by rollers while they rest under the equipment during the hotter part

of the day. This is especially so in road construction projects where weary workmen are prone to take cat naps under road construction equipment which often is the only shade available in the vicinity. The searing heat and the practically barren topography across which roads are laid further contribute to this precarious practice that has crushed the life out of several unfortunate souls who, though have been trained behaviourally, have committed the fateful error.

Pradeep Kumar from the plant and machinery team of the BBT flyover project, Kolkata, kept pondering over this issue and came up with a fool-proof and viable solution. “I was acutely aware of the numerous run over accidents involving vibrating rollers. I made it a point to interview the operators and also observe their behaviour at the work sites. It dawned then that the drivers seldom move around the equipment to check their wheels before starting up,” shares Pradeep who concluded that by implementing a safe starter system, this issue could be thwarted.

“It was my cluster head, Mr. Baneswar Takurata, who suggested that I work using relays and timers to create a safe starter system. I did some preliminary online research before physically venturing out to retail outlets to get the exact components I was looking for. What emerged finally was an electrical circuit that we implemented on a vibratory roller model A/C-0180-721-9 as a prototype. The mechanism, called the ‘safe starter system’, basically involved a switch each on the front and the rear ends of the equipment. The operator has to press this switch to close the circuit and allow for the ignition of the engine to start up. This way we could ensure that the operator would physically move to both the extremities of the equipment which would give him an opportunity to alert workmen who may be sleeping near the equipment. The prototype gave excellent results and soon the initiative was shared across the organisation for replication at various project sites. I feel very satisfied that my effort will now save precious lives,” beams a visibly happy Pradeep. Apart from this initiative, the project management team is also mulling over the idea of providing safe and secure rest areas along the project alignment for the workmen.

A DELAY THAT CAN

The sport of mountaineering has its fair share of thrills, chills and spills but people do it for the adventure

of the sport. The dynamics change when one has to scale steely frames in all kinds of weather for a living. Perched precariously atop a tower, these skilled workmen known as fitters/line men or utility workers string transmission lines all day long! Each transmission line tower is testimony to the untiring efforts of these hardy workmen. The Kudgi power distribution project that we executed spans close to 500 km so you can imagine that there was more work in the skies than on terra firma. We got talking to one of these stalwarts…

Always on the moveVinay, a robust youngster in his mid-thirties is preparing, with his 7-member team, for what he does best: ascend towers, clad with a rope arrestor. He notices our interest so takes time off to share some insights of his ‘tall’ task: “This is the core team that will take up work at heights while the rest will be engaged in ground and associated works. Yes, it takes a lot of guts to climb these towers but, we from Jharkhand are very good in doing such critical tasks because it comes quite naturally to us!” he exclaims.

Moving closer to the base of the tower, Vinay feels the silvery steel elements and nonchalantly explains: “This is a special tower that is heavier than the normal ones having close to 35 t of steel. It is being done for the first time in India.” He assesses the tower and

HANGING BY A

THREAD!


nods reassuringly to himself. “We lead a gypsy’s life because we can’t settle down anywhere but being part of a large group is a big advantage,” he shares. “Of course, L&T takes good care of us!” he winks.

All serious again, he lets out a loud whistle; all work pauses for a while as he speaks into a walkie talkie to the fitter at the top most level to move across horizontally to check the bolting at the other end of the frame. “Our lives hinge on this robust yellow wire rope,” smiles Vinay picking up one of the life lines. “It is technically called a double linear rope fall arrestor and secures us while ascending or descending towers.” He then points up to the first cross arm of the tower, “There is bolt gap in each cross arm section through which the body harness is secured that allows us horizontal and vertical movement. Precisely through this arrangement the mid-frame is tightened by a team of fitters.”

“The view from the top is great,” he laughs, “but to qualify to work at heights is tough for we have to go through a series of skill tests right from the time of induction. It is more than acquiring a handful of degrees,” he grins and adds, “The induction system in L&T is very rigorous and it is only after a thorough screening that we are allowed to work at heights. For most of us who are first timers, it is a unique experience to be part of L&T’s skills drilling process. While the animated videos inspire the not so skilled among us to evolve over time, it is the customized demonstration on safe working and living that adds value to our learnings,” he declares.

Weathering the course Pulling out his sunglasses in deference to the blazing sun, Vinay leads us under the canopy of a nearby tree. “Weather conditions play a major role in

determining the work schedule. During summer, we start work at around 8 am but during winter the schedule changes to ensure that we make progress. When it suddenly gets windy, the air pressure makes descending difficult. We have to hang on to the steely edges and climb down when there is a lull in the storm. It can be quite unnerving but with experience you are able to handle it!”

He moves away as his walkie talkie beeps to communicate with his crew after which he resumes, “There are three types of signal systems used for networking with the crew during height works. Whistling is when the range of the tower is around 60 m high while instructions to commence or stop work are determined by flagging from the ground level. For reaching workmen positioned even higher, a special frequency walkie talkie is used to convey instructions.”

‘There are about 5 types of towers depending on their voltage levels and terrain,” he elaborates. “Small towers are manually raised while the bigger ones are put together using gin-poles, derricks and pulleys and erection and takes anywhere from a week to a fortnight. Each gang does about 5 to 6 t of assembling per day and associated works such as fixing the shortages and tightening the bolts are carried out simultaneously.”

Grounding safely A whistle alerts the crew that it is time for a lunch break and the fitters clamber down hooked with safety ropes. There is a quick de-brief and then they all break for lunch but after a quick bite and rest, they have to climb up the towers again and continue their work not in cabins or offices but perched many meters above ground, ever exposed to the elements!


Digitalization is a tsunami that is sweeping over the corporate world and over

the last decade or so, organizations have focused harder in the pursuit of sharper risk mitigation strategies and improving EHS performance by leveraging technology. EHS managers therefore are seeking digitalization with functionalities that can carry EHS activities beyond mere compliance and track performance seamlessly for accurate data analytics which is crucial for enhancing efficiency and saving lives. While some organizations have developed ‘integrated risk heat maps’ that provide simplified overviews of risk areas/activities across the organization, others have created EHS dashboards

that provide analytics on good practices and grey areas.

L&T’s Water & Effluent Treatment (WET) business has seen spectacular growth in the recent past and has evolved from being a strategic business group to an Independent Company (IC) within three years. Such exponential growth has warranted a comprehensive, versatile and dynamic EHS Management System for which the EHS team sought to primarily address the bottom part of Henerich’s Triangle to monitor on real time, Unsafe Acts/Behaviors/Conditions and address these issues right at a fundamental level. What finally emerged was a paradigm shift from the conventional EHS system replete with a host of advantages.

DIGITALISATION TO ENHANCE EHS PERFORMANCE

The team arrived at a six-pronged strategy on:

1. Online EHS Observation Module (EOM)

2. Confirmation on Action Taken (CAT)

3. Online IMS Audit Module

4. Online First Aid Analysis Module

5. Five EHS KPIs

6. EHS Officer’s (EHSO) Productivity Module

1. EHS Observation Module The EHS Observation Module attempts

to capture daily observations which can be categorized based on hazard, location, site engineer, sub-contractor, or department. Typically when an EHS or site engineer registers an observation, a mail is automatically generated to the specific site engineer (with a copy to the Project Manager) and triggers a SMS to his mobile. The site engineer rectifies the unsafe situation and uploads the documentary evidence in the EOM for verification by the EHS engineer, who can either accept or reject the evidence based on its merits. If the observation is not acted upon by the site engineer within stipulated time limits, a five level escalation mail gets generated

automatically to reach the Project Manager, Cluster Head, BU Head, SBG Head and ultimately even the IC Head!

The EOM data can be analyzed to interpret:

1. EHS engineer’s productivity

2. Permutations/combinations of unsafe aspects

3. Incident Potential Rate (IPR) of the site

4. Classified % of unsafe condition in a particular site for a particular period

5. Classified % of unsafe behavior of the site engineer during a select period

6. Classified % of unsafe behavior of the sub-contractor

The module can also provide data on the sub-contractors engaged at the site, which can help the Supply Chain Management team make informed decisions in selecting sub-contractors based on their EHS performance for further engagements.

Paper Inspection Online Inspection

Often gets misfiled or lost Easy access / well organized

Tracking trends and outstanding items are difficult

Easy tracking of inspection data with status

Report generation may take days/week Instant reports possible

Tracking progress on non-compliance inspection item is challenging

Ensures accountability for corrective actions through escalation system


Behavior Based Safety

Behavior-Based Safety (BBS) is a research-based analysis of behavioral practices and course corrections through counselling and training. The online EOM tags unsafe behavior of site engineers and/or construction managers and the history of such observations helps the EHS team to identify behavioral patterns of individuals to analyze if they have deviated from safety practices owing to lack of knowledge or due to their behavior, based on which specialized BBS training/counselling can be tailored. Serious and/or frequent cases of behavioral issues trigger escalation mails to the project manager, audit &

training cell and the EHS engineer for specific behavioral correction training.

EOM also allows day-to-day tracking of Incident Potential Rate (IPR) across the project site which helps understand its core strength apart from understanding thorny issues such as the effect of floating workmen on the site’s EHS culture.

2. Confirmation of Action TakenThe observations captured by the cluster EHS team and the complaints received through the toll free safety information system are registered in

the CAT module which will generate automatic mails to the project managers. If the site engineer does not close the complaints within the stipulated time, a five level escalation mail is generated as per the escalation matrix assigned.

3. Online IMS Audit ModuleWith over 140 sites in WET IC, scheduling audits as per clause: 4.5.5 of International Standard ISO 14001:2004 and OHSAS 18001:2007 is an uphill task. The EHS team has therefore formed an Audit Training Cell (ATC) to schedule and record internal, inter-site

and surveillance audits and training conducted across the business.

Typically the auditor and auditee receive intimation mails with details such as site name and date of audits among others. The auditor conducts the audits as per schedule and uploads the observations and non-compliances (NCs) in the module. The uploaded observations and NCs are received by the auditee who uploads documentary evidence on the raised points for its closure in the portal. The auditor verifies the documentary evidence to either accept or reject the claim. In the absence of timely closure of observations and NCs not getting carried out, a five level escalation mail gets automatically generated. Conceivably, this online module has substantially reduced documentation and compliance follow-ups, enabling easy record keeping and trend analysis. The module also ensures timely upload of audit reports by the auditor.

The captured NCs and observations are categorized through Why-Why Analysis for root cause corrective actions. Repetitive NCs and observations trigger permanent risk reduction initiatives through engineering control measures.

4. Online First Aid Analysis ModuleFirst aid cases are captured along with detailed investigation reports including the cause, activity, type of injury and the body part injured through the module. The captured data along with mitigation measures to eliminate recurrence is made online for implementation. This proactive action has helped reduce the number of Loss Time Injuries.

5. Five EHS KPIsInternationally, EHS performance is monitored through an analysis of frequency, severity and fatality rates. However, these are the end results of man-hours worked through a particular time period and critical factors such as expansion of the project, floating manpower, geological conditions, cultural and behavioral aspects and technology which play a major role in sustaining EHS performance are not factored in. As a proactive measure, the EHS team at WET IC quantified such indicators and formed


a 5 point key performance indicator system for better root cause analysis.

1. IMS implementation and documentation

2. Training & EHS review meets

3. Incident communication, investigation and Corrective Action Preventive Action

4. Audit-Inspection outcomes and compliances

5. Other pro-active measures such as engineering controls, walkthroughs and communication

6. EHSOs Productivity ModuleThe EHS department operates on result oriented Key Value Drivers based on the EHS objectives which is approved by the EHS Head at the beginning of the year. The core duty of every individual at the EHS team will focus on capturing the hazards, risks associated and violations at the sites. Thereby, EOM provides data on the total observations captured by the EHSO which can help in the analyzing performance and managing risks more efficiently.

The EHS team at WET IC is hopeful that with this technology-driven EHS implementation and the availability of real time data for analysis will help achieve sustainable development and the module will offer itself as an efficient solution for every stakeholder across the business to perform better towards making every day an incident free day!

Working on a linear project that stretches over 1300km, the

Western Dedicated Freight Corridor (WDFC) project management team realized early on that everyone even remotely connected to this mega project will play a vital role in its safety performance. The smallest error or oversight by even the most insignificant person in the chain can be the weakest link that can put so many lives in jeopardy. Therefore, there was an increased thrust on the leadership team to shoulder the responsibility and ensure that everyone lived incident free everyday! In the process, the team formed a safe work culture and led by example creating a ‘Felt Leadership Framework’ that went by the guideline of:

A leader should be the Chooser who takes opportunity as a Player, seeks opportunity as a Pioneer and creates opportunity as a Creator.

rather than;

A Leader as the Observer who avoids or contains opportunity and as a Victim ignores or denies opportunities that are detrimental to the cause of safety.

Accordingly, the leaders set standards & expectations and implemented EHS strategies that ranged from inspiration whenever possible, to agreement, or even enforcement, if necessary. Read on to understand how this much desirable change was brought about with aspects on which the team introspected on a daily basis.

MAKING EHS LEADERSHIP ‘FELT’


NEGATIVE –

Poor work practice Unsafe work environment No follow up People do not know or follow the rules You do not have a say You do not do what you say you will do No consequences for your acts or omissions No recognition

POSITIVE +

People intervene Recognition Everyone follows the rules People follow up Positive examples Positive role models Risk is assessed Knowledge is shared Communication flows both upwards and downwards

Walking through my construction site, what do I see and experience? Leaders at the project were urged to ask the following questions often:Do people in my operation see, feel and are aware of safety norms and take personal responsibility to adhere to the same? Am I intervening whenever necessary and make the team realise the positive and negative consequences?

How good a safety leader am I?

y I know my safety risks

y I demonstrate visible and felt safety

leadership through measurable actions

y I motivate, coach and develop my people in effective safety management

y I hold individuals and myself accountable for their / my safety behavior and performance

y I engage wherever appropriate with stakeholders on safety

Is there a gap in my knowledge or commitment? If yes, should I get:Self Help

y Consult L&T leadership for commitment & guidance

y Attend L&T training programmes

y Collaborate with my regional safety peers

y Create my personal plan to enhance implementation

Expert Help

y Behavioural safety expert support

y EHS Head – EHS team members

y Guidance from approved external consultants

Before a site visit I always: y Ensure I am wearing my PPE y Schedule the field time in my diary

and stick to my commitment y Am aware of the activities on the

day of the visit y Am aware of the recent site EHS

performance and I use this during my communication

y Am aware of the key contractors operating and review their EHS action plans

y Have checked the latest audit reports and have picked a couple of closed actions to verify the same

y Am aware of the violations at the site and pick a few to specifically drill into details

y Engage with workers informally and encourage them to speak openly

y Join a tool box talk or job hazard analysis

With about 5000 workmen spread across hundreds of kilometers, the task of setting in a safe work culture was indeed a tall order. But with total commitment and with the higher objective living incident free everyday every single person willingly embraced the EHS strategic implementation clocking a whopping 16 million safe work man hours since inception of the project.


SafetyRoll of Honour

Helmet congratulates the following sites for achieving million and more LTI free safe man-hours

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15

15

14

14

14

14

14

37

32

29

27

25

23

17

17

BUILDINGS & FACTORIES

NISER Project, Bhubaneswar September 2011 to June 2016

The Address Wadhwa Project, Mumbai April 2010 to June 2016

Delhi One Project December 2011 to June 2016

ITC Sonar Hotel Project, Kolkata August 2009 to June 2016

Cognizant Elcot IT Park Project, Sholinganallur October 2012 to June 2016

DLF Capital Green Project, Moti Nagar June 2014 to June 2016

ESIC Hospital Project, Kollam April 2010 to June 2016

Emami City Project, Kolkata January 2013 to June 2016

Godrej Garden City Ph-III Project, Ahmedabad July 2011 to June 2016

Riverview Phase 2 Project, Lucknow March 2012 to June 2016

L&T Realty, Sanofi Tower Project, Powai February 2013 to June 2016

Hyderabad Metro Rail Project August 2015 to June 2016

ESIC Hospital Project, Coimbatore March 2011 to June 2016

UP Awas Vikas Basement Project, Ghaziabad August 2012 to June 2016

HCL Ph III Project, Noida January 2013 to June 2016

Mall of India Project, Noida September 2013 to June 2016

Saved owing to a powerless situation

ScenarioA transit mixer was parked right below a 11 kV HT line for concreting a track foundation ignoring the potential hazard. Following concreting, the helper climbed through the access ladder to clean concrete chute and came in close proximity with the HT line. Fortunately he was observed by a supervisor who alerted him to climb down immediately. Also, it was fortunate that there was no power supply at that point of time.

What was the cause? y Placing the transit mixer below the HT line

y Height of the overhead line was only 5 meters

y Lack of awareness among Engineers/Supervisors towards the potential hazards of a live electrical HT Line

What are the precautions to be taken to prevent recurrence?

y Height of the overhead line to be increased to 12 meters and insulate the HT line below the access

y Competent supervision will ensure that there are warning messages / caution boards at such dangerous/hazardous locations PHEW!

LOSEALL



Omkar Worli Sales Project, Mumbai December 2012 to June 2016

ESIC Hospital Project, Joka November 2009 to June 2016

Emami Cement Plant Project, Raipur March 2014 to June 2016

TCS Customer Care Centre, Siruseri April 2012 to June 2016

RIL Township Project, Jamnagar May 2014 to June 2016

TCS Adibatla Project, Hyderabad September 2012 to June 2016

Omkar Bhoiwada Rehab Building Project, Mumbai June 2011 to June 2016

IIT Project, Hyderabad August 2014 to June 2016

Spot the

HAZARDSWINNERSP. Gowrisankar, QA/QC Engineer, DB Crown project, Mumbai

Abhishek Verma, GET QA/QC Department, DB Crown project, Mumbai

Shivakumar R, Sr. Engineer – EHS, Dhirubhai Ambani International Convention and Exhibition Centre Project, Mumbai

Bijan Sen, MWSS - Sahibganj

Sivarajan. K, Asst. Manager – Orchid Crown Project

Correct answers y Workman at the extreme edge with

edge protection missing

y Non-availability / inadequate edge protection in several areas – a complete edge protection must include top rail, mid rail and a toe board

y Non-availability of safety net below – has to be provided below 6 meter level

y Incomplete scaffold at the edge of the slab - scaffold must have a bracing, support and working platform

y Window openings are not covered either with grills or vertical safety nets

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12

12

12

14

13

13

13


Prestige Sunrise Park Project, Bengaluru January 2014 to June 2016

Lodha Fiorenza Project, Goregaon, Mumbai August 2011 to June 2016

DLF Maiden Heights Ph – I Project, Bengaluru November 2012 to June 2016

Prestige Lakeside Habitat Project, Bengaluru October 2015 to June 2016

Olympia Grande Project, Pallavaram June 2012 to June 2016

TRANSPORTATION INFRASTRUCTURE

Western Dedicated Freight Corridor Project October 2015 to May 2016

Kandla Mundra Road Project April 2011 to May 2016

Delhi Agra Road Project October 2012 to May 2016

Samakhiali Gandhidham Road Project October 2012 to May 2016

ADAC - Midfield Terminal Complex – Airside Infrastructure April 2013 to March 2016

Sambalpur Rourkela Road Project February 2015 to May 2016

Chennai Metro Track works February 2011 to May 2016

Hyderabad Metro Track & OETS January 2013 to May 2016

KMDA Flyover Project March 2014 to May 2016

Unnao Lucknow Road Project June 2015 to May 2016

10MTPA Tata steel Electrified Rail Corridor Project July 2009 to May 2016

20

14

14

11

6

6

6

5

5

12

11

11

10

10

27

20



Mumbai Monorail June 2013 to May 2016

Vriddhachalam-Ariyalur Railway Construction Project December 2011 to May 2016

Hospet-Harlapur Railway Construction Project January 2013 to May 2016

Sindhudurg Airport Project February 2013 to May 2016

Manwath Beed Road Project December 2014 to May 2016

BBT Flyover Project November 2014 to May 2016

Kanaktora Jharsuguda Road Project May 2014 to May 2016

Garden Reach Flyover Project June 2014 to May 2016

Maithon Railway Siding March 2010 to May 2016

Rahuri – Daund Railway Electrification Project September 2010 to May 2016

Rajpura Railway Siding April 2011 to May 2016

Bina-Ganjbasoda Railway Construction Project December 2012 to May 2016

Wadi-Raichur Railway Electrification Project January 2012 to May 2016

POWER TRANSMISSION & DISTRIBUTION

BSNL-MOD NFS OFC PKG- E-BSNL October 2014 to May 2016

TLT Pondichery Factory May 2015 to March 2016

TLT Pithampur Factory May 2015 to May 2016

400 kV D/C Raipur to Jagdalpur TL January 2014 to May 2016

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2

2

2

6

3

3

3

4

3

3

3

3

2

2

2

2


Coke Oven Battery Project July 2013 to May 2016

Coochbeher under RGGVY 12th Plan – WBSEDCL February 2015 to April 2016

Nadia under RGGVY 12th plan – WBSEDCL April 2015 to April 2016

24-Parganas Under RGGVY 12th Plan - WBSEDCL January 2015 to April 2016

Varanasi SCADA work for System Improvement June 2015 to June 2016

HEAVY CIVIL INFRASTRUCTURE

Vizag Vessels

DMRC CC28

Narmada bridge

Kochi KC02

DMRC CC05

Mumbai Monorail

Kolkata RVNL

Hyderabad Metro

Kakrapar (MP package)

Kakrapar (NDCT package)

CMRL UG 04

DMRC CC17

Kakrapar (IDCT package)

Barapullah Bridge

CMRL UG-03

DMRC CC-77

Kalpakkam (FRFCF)

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8

7

7

7

6

6

6

5

4

3

3

2

2

2

1

1

1

1

17

12

11



Mandovi Bridge Goa

RAPP Project

WATER SMART WORLD & COMMUNICATION

Storm Water Drainage Works, Jabalpur

UFW-D2 A & D2B, Bangalore

Bhatpara Sewer Network and Waste Water Treatment

Construction Of Ganga River Front, Patna

GIDC-DAHEJ Water Supply Project, 25 & 50 MGD

Kamal Vihar Project, Raipur

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5

5

5

1

1

15

7

Spot the

HAZARDSIf you have spotted the hazards, rush it to [email protected].


Garden Reach Water Supply Project

Underground Drainage Porbandar

Underground Drainage Jamnagar

Project, Hyderabad

Underground Drainage & Water Supply Improvement Scheme, Nizamabad

Godavari Drinking Water Supply

CETP, Narol

Underground Drainage Junagadh

52 MGD Surface Water Based Water Treatment Plant at South 24 Parganas

Kharkai Barrage with Gates and its Allied Works

METALLURGICAL & MATERIAL HANDLING

Hot Strip Mill, TSL, Kalinganagar

Coke Oven, TSL, Kalinganagar

Sinter Plant, TSL, Kalinganagar

Raw Material Handling System, TSL, Kalinganagar

Material Handling System, RIL, Jamnagar

Coal Handling Plant, RRVUNL, Chhabra

Blast Furnace#8, BSP, Bhilai

Blast Furnace, TSL, Kalinganagar

Coal Handling Plant, LPGCL, Lalitpur

Steel Melting Shop, TSL, Kalinganagar

Coke Oven, JSW, Dolvi

LTEW, Kanchipuram

Maintanence of Bucket Wheel Excavators, NLC, Neyveli

EGA Projects, Abu Dhabi

Coal Handling System, HMEL, Bathinda

Coal Handling Plant, NCL, Khadia

Coal Handling Plant, Khandwa

Coal Handling Plant, Lingaraj

Coal Handling Plant, Nigahi

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4

4

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3

3

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3

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11

9

7

4

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3

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3

3

1

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Edited by Mr. Vinod Jacob Chacko for L&T Construction from L&T Construction Headquarters, Manapakkam, Chennai - 600 089. The views expressed in this magazine are not necessarily those of the Management. The contents of this magazine may not be reproduced without the written permission of the Editor. Not for sale. Only for circulation among employees of L&T Construction. Printed at Lokavani Southern Printers Pvt. Ltd., Chennai.

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