health & safety...potential harm that could be caused by fruitlessly ringing incorrect people....

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


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.


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.


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.


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.


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


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.


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


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


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


# LTIs 0 0 0 0 0 0

# MTIs 0 1 2 1 0 0

# FAIs 0 1 2 0 1 0



Appendices

Appendix A – Monthly Divisional Tailgate

(Example)

Appendix B – Fulton Hogan Golden Rules

Appendix C – Emergency Response Guide

Appendix D – PowerPoint Summary


Appendix A

Monthly Divisional

Tailgate


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.


31.05.12


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.


31.05.12


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.


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



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



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.



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.



Example of a completed Emergency / Incident Form



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.



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


Contact On-call TTM Supervisor (Attenuators / VMS boards)

Inform On-call Manager

If warranted (i.e. full closure) Inform Contract / Operations Manager.



Ice This generally only occurs during June, July and August. During these periods the operations team will be regularly monitoring temperatures. ACTION


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.



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


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 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


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.



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


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.



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.



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?



Network Map


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’


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


Health & Safety

www.fultonhogan.com

Measures of Success:

• This contract has achieved and maintained Zero Harm since commencement – a

record we are proud of!


Health & Safety

Fulton Hogan Leading KPI's since 01/09/11


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


# LTIs 0 0 0 0 0 0

# MTIs 0 1 2 1 0 0

# FAIs 0 1 2 0 1 0



www.fultonhogan.com

Measures of Success:

• Increase in Safety Engagement reporting, demonstrating a high level of commitment –

from the ground up.


Health & Safety

Engagements and Audits – 2012

health & safety...potential harm that could be caused by fruitlessly ringing incorrect people....

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