winners all! - lntecc.com

October - December 2016Volume - 6, Issue - 4

Environment SafetyHealth

EHS journal of L&T Construction

WINNERS ALL!

Special issue on projects that bagged the Safety Awards.

2 HELMET, October - December 2016

The recent construction incidents were widely discussed and circulated in social media which reiterate the need to have more realistic approach to implement EHS requirements on the ground

to achieve our objective of ZERO HARM. The incidents are evitable when our approach to implement EHS requirements are realistic and time bound.

The business of WET IC had grown exponentially over the years and similarly the man-hours clock ticked drastic increase. As business and client expectations have increased manifold, the safe execution at more than 100 sites through employing an average workmen strength of 25000+ per day is a herculean task. To overcome this challenge, our EHS Department has developed many real-time online management tools. The digitalized EHS Management Systems were able to capture more than 60000 Unsafe Acts & Unsafe Conditions from sites and closed them on time to avoid any untoward incidents at site.

The EHS performance measurement with accountability is one of the primary contributors to our EHS culture. The EHS team developed a quantified approach to measure the EHS Performance at various levels. In line with this, 5 EHS KPI Systems were developed to have qualitative and quantitative measures of IMS implementation and documentation; training & EHS review meets; incident communication, investigation and corrective action-preventive action; audit-inspection outcomes and compliances; other proactive measures such as engineering controls, walkthroughs and communication.

WET IC promotes an EHS culture where accountability is focused around making changes – total awareness among employees on safe habits and a safe physical environment – that will prevent occurrence of an incident. The bottom line of Heinrich Principle i.e. Unsafe Act & Unsafe Condition being addressed at every aspect of the activity to avoid Loss Time Injury and fatality.

The digitalized robust EHS Online Management Systems have delivered visible results like percentage reduction in Frequency Rate 78%, Severity Rate 35% and Accident Rate 84% over a period of time.

WET IC had won Best EHS Management System Award and Best Use of IT in EHS Management Award along with other International and National Awards such as ROSPA, BSC, NSC and CII Excellence Awards. To encourage and enhance EHS Implementation across the project sites, Bi-Annual

Green Cover Trophy, Bi-Annual EHS Observations Trophy, Cluster EHS Performance Award and Annual EHS Trophy Award were awarded to selected sites.

Many scientists agree that the damage to the earth's atmosphere and climate is past and the point of no return or that the damage is near the point of no return is a universal truth. To mitigate the impact of climate change, we need to aggressively enact policies that actually reduce the concentration of CO

2 in the atmosphere. Hence, as our endeavor to protect the environment, we planted more than 2 lakh saplings across the sites in the year 2016-17.

I always have the first hand information on site EHS implementation status through various online EHS Management Systems which helped me to address the issues much faster and precisely. Finally I would like to say that the improvised EHS implementation at various levels definitely increased the productivity, competency and confidence of employees. The client appreciations and awards received show that better EHS implementation has improved our brand image and will yield better business prospects in the future..

S. Rajavel Sr. VP & Head – Water Smart World & Communication

Foreword

Contents 3 Making goal zero happen

9 Erecting radio towers safely for DMRC - the L&T way!

16 Sealing the vault safely

20 A safe site is often one that follows good house-keeping

23 15 million safe man hours and counting!

26 An award-winning effort to make safety a way of life!

31 Stringing It safe

“The first rule of business is to survive and the guiding principle of business economics is not the maximization of profit, it is the avoidance of loss”.

Peter Drucker

3HELMET, October - December 2016

“To create a sense of chronic unease within our safety culture, we need everyone to be reminded of safety hazards and risks. This ensures that everyone feels included on the safety journey. It’s not because we want people to feel uneasy; we want them to know that safety is top of mind for all of us, as it should be, so that we can all go home safely; everybody, every day!”

The Shell NTCB Project received a 5-star rating and an ‘Excellent’ safety score of 98.65 from the British Safety Council (BSC) for the Occupational, Health and Safety Audit conducted covering a wide array of areas like Organization & Policy, Strategy & Planning, Implementation &Operation, Performance Measurement,

Evaluation & Review, Leadership and Continuous Improvement. The project therefore qualified for and has since won the prestigious Sword of Honor award too.

The project involves the construction of one of three Technology Hubs for Projects & Technology on a 52 acre integrated campus with 1.2 million square feet of construction for research and engineering capabilities and various integrated contractors managed by a single HSSE MS (Management System) taking care of 2000 - 3000 workers.

“Safety has always been an integral part of project implementation – right from

Making goal zero

happen

Shell NTCB Project Bangalore


A young workforce, often in the early stages of their career, willing to work long hours and take risks drawn from a multilingual background, had its own challenges. “Training was key,” says the HSE Manager, S Sudhakar. “Interventions, measuring HSSE performance through leading indicators, on-the-spot rewards through cash cards for correct HSSE behavior and strict adherence to safety procedures vastly improved safety performance.”

A robust selection & induction process addressed the issue of a transient and multilingual work force. “An animation based training module was developed for HSSE Induction as well as trade specific training in multiple languages simulating site conditions,” shares

Sudhakar adding that, “New workmen were given specific focus for the first one month at the site through buddy systems and engagement with the workforce.” Competency assessment of workers was conducted at regular intervals pertaining to EHS and need-based training programmes were organized to improve competency levels in their respective fields. Workers and their representatives were actively involved in various committees – HSSE (building wise), food, near-miss reporting, recognition of near-miss reporting and best intervention.

Safety starts at the point of planning the activity itself: the methodology, the equipment to be used and most of the hazards and risks are identified and

the tendering stage,” informs Project Director M J Kulkarni, whose project has almost become a benchmark for safety thanks to the entire team that plans, implements and maintains safety. “We found that we were missing an important ingredient, which was about effectively managing various sub-contractors involved, the risk taking nature of the young work force and having several sub-contractors with diverse HSSE backgrounds and records. This was a challenge so we integrated them into ‘One HSSE team’ under one HSSE management system for the project. We could thereby spend more time on field rather than managing the interface between contractors.”


addressed at this stage itself with only the residual ones left to be managed during execution. Like for eg. there were 200 mm wide blocks used for masonry that weighed 38 kg whereas the site limit for manual handling by a person was only 20 kg. The solution? The blocks where changed to 100 mm wide weighing only 17 kg. Decisions to reduce risks at the planning stage were taken irrespective of the additional time and/or material required for the activity.

Risk management approach:All permit holders (Engineers) had to

y Ensure that their permits were

displayed at the worksite whenever work was underway

y Ensure that the HIRA was always complied with

y Always remain at or in close visual contact with the work site to supervise the workmen

y Ensure that the work site and equipment were safe whenever work was suspended and signing the permit to confirm the same

y Brief the person who takes over as a Permit Holder about the status of work, the requirements of the permit, available HSSE controls, HSSE controls to be further taken and particulars of HIRA.

y To immediately stop work and move all personnel to a safe location if conditions on site became hazardous or the precautions on the HIRA become inadequate

This zero tolerance to risk further helped improve safety standards.

Significant efforts were taken to reduce risks through new methods, mechanization of processes and reduction in manual handling. New equipment such as duct lifters, granite stone lifters and self-locking trollies were sourced from all around the world and while some were indigenously designed and custom-made such as cantilever platforms for external work.


HSSE one team approach: There was NO separate Management system for the OT and IC teams and One HSSE MS & Plan for the site was applicable for all contractors and subcontractors. There was one common shift HSSE Inspection Report at end of the day that was sent to the project manager of SHELL and the contractor

while joint teams were identified for various HSSE MS elements as per the integrated HSSE organogram.

A robust SIMPOS (Controlling of Simultaneous Operation) system was successfully implemented:

y Three week rolling over look ahead plan – with specific focus on simultaneous operations which was shared with the permit issuing and reviewing teams

y Agreed sequence of work between disciplines – operational staff of Shell and the execution team (L&T)

y Identify Building In-charges who were responsible for ensuring that the hazards related to simultaneous operations were minimized

At SHELL, all the Engineers and Supervisors underwent an initial HSSE Induction post which their training needs were identified through various

Safety Communication

Induction training

Job specific training

Safety committee meeting

Morning PEP talks to workmen

Safety notice

boards at office & site

Safety statistics

boardMonthly HSSE

Rewards Scheme

Visitor Induction

Workmen Engagement

Sessions

Self Assessment

Assessment by team

Identify development

needs

On & Off job training & mentoring

Reassessment (Periodic)


processes and a training plan evolved that included training in -

y Work permit systems

y Safe To Start Work

y Firefighting

y First Aid

In addition to these, they are given some specialized training in Customized Two Day Construction Safety Programme.

Managing risk - strategy adopted Fire was identified as one of the significant hazards in the operational area where kilometers of gas lines were welded in the lab building associated with other activities. To minimize the risk, all the employees were trained on basic firefighting which included operation of fire extinguishers while the work and HSSE supervisors were trained on advanced Firefighting:

y Checking portable fire extinguishers

y Hazard recognition and fire risk potential

y Hot work permit requirements

y Emergency firefighting procedures

y Selection and use of portable fire extinguishers

y Storage and handling of flammable and combustible liquids

In addition, there was a dedicated team of 9 retired army personnel, trained in advanced firefighting, on the site premises whose primary duty was vigilance and firefighting. A well-equipped fire emergency alarm system was also in place wherein manual call points and smoke detectors were provided in the labor colony.


Strategy adopted managing risk on working at height

No external scaffold was used for façade works of the office building with control measures included at the bidding stage itself. The truss for storage sheds was assembled at ground level itself thus eliminating assembly of components at heights. Risks were also addressed by using powered access platforms, extensive use of boom lifts and scissors lift for working at heights.

Safe operating procedures:Safe operating and maintenance procedures were developed and documented for all site activities. The operating procedures were generated from an established technique of risk assessments which formed a part of the HSSE management system. All activities carried out at the construction site were well planned and method statements were prepared to define the scope of each and every activity. Risk assessments were prepared as per work method statements at least 3 months before the commencement of the activity which were revised, reviewed and approved by the Client for carrying out any job.

Occupational health at siteBetter health means better productivity with less time lost due to injury or illness for which an entire range of programs were designed and implemented to keep the work force healthy, safe and productive.

y Medical guidance

y A cost effective medical surveillance program to meet needs

y Facilitating rapid return of injured or ill employees

y Formulation of emergency preparedness and response plans

y Assistance to develop record-keeping and reporting requirements

y Organizing first aid training, certifications and drills

y Conducting health awareness training among workmen and staff

What the auditors found and appreciatedThe BSC auditors found all that they sought at the Shell – NTCB project site. One team concept with one management system and plan, SIMOPS, HIRA (540 HIRA prepared for all routine and non-routine activities), a waste management plan, a logistics plan (49 revisions pertaining to site condition), meticulous record keeping, clearly identifying critical EHS roles and a structured competence framework prepared and implemented for each of the roles such as permit holders, scaffold inspectors, scaffolders, operators, electricians and fire watchers.

Praise from the BSC auditors: “Created a positive atmosphere that promotes near miss reporting and empowers even a new worker to intervene in case of noncompliance!”

At the end of the day, the safety success of Shell – NTCB is articulated by the BSC judges:

“Very impressive safety metrics and goal zero outcome for such an extensive and challenging project.”

“The project is a shining example of how great HSE leadership sets the remainder of the project for success.”


L&T Construction’s Smart World and Communication Business was awarded a most unique and challenging contract to Design, Manufacture, Supply, Install, Test and Commission a Radio System for the Delhi Metro Rail Corporation

(CS 14 Contract). The scope included:

¾ Erection of 30/40 mtr. radio towers at 25 locations

¾ 105 km LCX cable installations in underground tunnels and metro stations

¾ 116 trains to be equipped with 232 train borne radio equipment

¾ Commissioning of 108 stations (35 underground) along with 45 MTS sites

¾ Having to coordinate with multiple designated contractors/authorities

To ensure that the entire project was executed safely and without incidents, robust safety procedures were put in place.

Safe Execution Cards (SEC)To ensure that all potential hazards (acts or conditions that can cause injury) were identified and controlled, a Safe Execution Card system was implemented at site that was filled in by the concerned supervisor or site engineer and then verified on site by the EHSO. This system went a long way in identifying and eliminating or controlling risks at the workplace that could otherwise have caused incidents and/or injuries.

Erecting radio towers safely

for DMRC - the L&T way!

Delhi Metro Rail Project


A team of Site Engineers and EHSO conducted Hazard Identification and Risk Assessments to identify the critical activities. Various site specific safe operating procedures and safe working methods were prepared and communicated through pep-talks to the workmen and staff before carrying out any critical activity.

Height pass systemTo address the risks involved in working at heights, a system was put in place to screen and identify workers by simulating various work at height scenarios to test their competency and medical fitness. This was preceded and succeeded by medical tests for blood pressure, vertigo, headaches, pulse, etc. by a certified doctor. Only workers who successfully passed these tests were employed at the site which ensured that only competent and medically fit persons were employed for work at height activities.

Radio towers location finalizationFinalizing the radio tower locations for accessory support equipment across metro stations was the primary task for the project team. The EHS team formulated a secure work assessment plan to complete the task through dedicated groups for each location equipped with safety PPEs and other safety accessories. Special care was taken, in consultation with DMRC officials, to ensure that all radio tower locations were located at a safe distance from the station building and the surrounding area for excavation for foundation and tower erection.


Safe excavationWorking alongside stations is risky and therefore excavation commenced only after obtaining the ‘IM-14-C’ excavation clearance permit from the DMRC Civil in-charge which is mandatory for urban infrastructure projects. Thorough checks were conducted through locators to assess underground utilities prior to commencing excavations. Almost every location had various interfaces and permissions had to be sought from the respective authorities before starting work. In certain cases, the underground power lines/water pipe lines had to be de-energized and shifted to facilitate works while at a few strategic locations, the team encountered rocky strata which had to be excavated with rock breakers and the dump safely shifted away from the site. Most of the excavations were completed during the day time at which


time the sites were secured with hard and soft barricading and sign boards to alert the general public.

Safe methods for excavation were evolved depending on the soil condition. The angle of slope was determined between 34 to 53 degrees depending upon the type of the soil, and the AH shoring systems were assembled and installed in accordance with the OEM’s instructions. The crew was briefed not to carry out any excavation below the level of the existing foundations and if they did encounter deeply embedded structures, then the work could only continue after a thorough review and provision of the supports. At the station areas, the excavated muck was always covered with large polythene sheets and immediately moved to the dumping yard on dumpers. In special cases,

where the disposal area was limited, the site engineer adopted a reduced width of not less than 1 m to carry the additional load.

During the rainy season, dewatering was an hourly activity at some sites to ensure easy access. Due care was always taken to secure the pump handling during operations so that it did not hit passersby. The EHS team ensured that a supervisor manned each activity and secured access points such as stairways, ladders and ramps for the workmen to safely access and exit the excavated pits.

Reinforcing control measuresThe EHS team enforced stringent safety measures for executing the

reinforcement tasks. Only workmen trained in bar bending and bar cutting were deployed to operate the machines which were equipped with double insulation and inspected on a daily basis. A tag line system was followed to keep track of the TMT rods which sequenced the loading and unloading operations.

Cementing the radio tower foundationConcreting works constituted a major portion of the radio tower erection works. There were 25 locations and the scope involved large scale foundation works. For each of these locations, a customized shuttering scheme was devised and installed at locations only by trained


supervisors. The bulk of concreting was done through a slew of transit mixers during the early morning hours when traffic was sparse. The challenge for the EHS team was to ensure that the locations remained safe and undisturbed for the 21-day curing period.

Radio tower lifting process For secure radio tower erection works, a safe lifting plan was evolved for every lift that listed out the weight, cranes used and angle of lifting along with sling details. The activity was taken forward only after thorough assessment and client approval. Though working at heights is always a challenge, there is always a need to continuously monitor the activities while lifting the radio towers. Most of the work was carried out during the day for safety reasons through the crane that provided greater reach and enhanced visibility to the operator.

The lifting plan was customized taking into consideration the working area, ensuring stability of crane and hydra movement area at all stages of erection and establishing safe access for workmen that proved vital to the success of the exercise across locations. It followed a set pattern where the radio tower erection was taken up only after the concrete in the footings and piers attained 75% of the intended minimum compressive design strength to support the loads imposed during tower erection. The tower was erected using web slings, ascertaining the capacity of the crane and hydra and the workmen were provided with full body harnesses during such works.


LCX cable laying Apart from tower erection, LCX cable laying work was another major task that required to be performed inside tunnels with safe movement of 215x170x215 cm cable drums weighing 965 Kg. These drums were shifted from the store to site only after the client’s clearance adopting safe methods for mechanical & manual material handling and ensuring compliance with SOPs.

The drums were then moved from the drop point to the tunnel or underground station area after a thorough survey of the tracks that ensured track alignment, electrical cables, power boards, passage clearance and confirmation with EHS personnel. 6 ft. aluminum ladders were used for RF cable clamping and

punching inside the tunnels. Emergency evacuation drills were conducted to test the preparedness and response of the workmen and supervisors inside the tunnels and underground stations.

Material handling A project of such vast spread naturally involved the safe handling of a huge quantum of materials most of which were stacked at the site office area and the Sarita Vihar metro depot and then moved to different locations based on the requirement. The services of an experienced rigging crew along with supervisors were engaged for handling the shifting of the radio tower poles, RF cable drums and MTS. A pulley system was devised to lift and lower the formwork items and the materials were

properly wrapped and knotted before moving. Strong side supports were provided for fabricated structures of more than 1 m in height with minimum ground contact. Workmen were also trained to handle mechanical materials with tie ropes and slings.

Safe working platform A dual level working platform was devised to accommodate the workmen with materials. Envisaging the sequence of tasks, the EHS team designed a 600 mm and 900 mm stage which was fitted with knee rails, hand rails and toe guards ranging from 150 mm to 1200 mm. During erection of scaffoldings, walkway planks were tied with GI wire and beams at the ground level and then secured with wire ropes.


Team workThe safety system ensured that work proceeded seamlessly. A log book detailing the crew, employees was maintained by the supervisor at each location. An External Auditing Agency, chosen by the client, conducted EHS Audits of the project once every quarter to ensure compliances. Frequent visits by the top management, and regular visits by the Project Manager and EHS Team kept everyone one on their toes and safe!

At the end of the day, safety is achieved only through concerted team work and under the leadership of Project Manager, Narendra Kumar, the team comprising Shashikant Pawar (EHS Lead), Ankit Srivastava (Design Lead), Anoop Yadav (I&C Manager), Robin Hooda (System Engineering) performed with wonderful team spirit to execute the project by complying with all the EHS & quality norms to ensure safety, health and environmental sustainability.

Spot the

HAZARDSWINNERSUmang Chimalwar, EHS Dept, DMRC CC17

Vigneshkumar, Engineer - Formwork, Oberoi Splendour Project

Prasenjit Ghosh, Formwork Dept. TI IC

Correct answers y Hooking point of shifting-material is improper

y Edge protection not available at lower level

y Safety barricading not provided with top rail and mid rail

y No safety net around scaffold stair case

y Horizontal and diagonal bracings missing in scaffolding

y Timber H beam is placed as walkway platform and no proper platform in a few areas

y Scaffolding inspection tag not visible in the given picture

y Dismantling of staging/shuttering is not in order, bracings are left hanging

y No one wearing reflective jackets

y Tag line not visible - workmen are directly guiding the load at top level

y Lack of life line provision and no use of Full Body Harness for higher level shuttering works


Sealing the vault

safely

Kakrapar Atomic Power Project


L&T has constructed the majority of nuclear power plants and heavy water projects in the

country including the Madras Atomic Power Plants 1&2, Kalpakkam, the Kaiga Atomic Power Plants 1&2, the Tarapur Atomic Power Project 3&4, Kudankulam Nuclear Power Project 1&2 and Kakrapar Atomic Power Project 3&4. L&T is presently constructing critical structures for Unit 3&4 at the Kakrapar plant. As the undisputed leader in the domain, L&T has constantly innovated with construction methods and advance technology to take nuclear power construction to new heights and set benchmarks in each of these projects. Taking a giant leap towards modularization in nuclear construction, team L&T lifted the ring liners as a single unit for the first time in the country to be placed on the reactor building. As an icing

to the already decorated cake, the team created spectacular history by successfully lifting the gigantic 355 t Inner Containment (IC) dome liner as a single unit on 9th June 2016, a first of its kind attempt in the country and perhaps, the world!

It took the team four months to painstakingly fabricate and meticulously plan the sequence to safely lift the mammoth circular steel structure from the trestle which supported it on the ground. “The unit comprises 53 individual panels of varying geometries that were precision welded together in sequence to achieve a distortion tolerance of only 18 mm. We did about 53 km of welding to form a unique tori-spherical shape by two dimensional bending of the backing members,” explains Gopinath Alla, the Project Manager.

Handling such hefty loads warranted special lugs, tools and tackles. About 18 lifting lugs were integrated with special tools & tackles. 55 t bow shackles and 45 t turn buckles were imported with in-built load cell arrangements. Telemetric monitoring of these load cells ensured uniformity of loads on all the slings offering stability and thereby safety. 106 t heavy duty towers supported and maintained the profile and elevation of the structure along with specially fabricated timber packing. The main component to be lifted was a specially fabricated 12.5 t evener beam that was heat treated to release stresses and tested using 1.25 times the actual load to ensure absolute safety of the suspended load.

“We were staring at a ‘first-time in- history’ kind of a scenario and there were no references to benchmark


ourselves with. The entire workforce had to be motivated and prepared to handle this unique challenge and safety was a key area of focus in the entire operation. The long hours of briefing sessions and the frequent mock and load test sessions helped drive home the point to the entire team,” clarifies R. Sudharsan, the EHS Manager who burnt the midnight oil on several occasions along with his team so that even the minutest of details on clearing work space, PPEs, housekeeping and the like were not missed out.

Confidence comes with knowledge and maintaining exacting standards was something the team spared no efforts. Wind velocities and temperature variations were measured and correlated with the meteorological department to understand the vagaries of the elements on the operation. With temperatures rising to 45 degree centigrade, provision for heat expansion were considered apart from providing temporary rest sheds to avoid heat stroke and heat stress among workmen.

Riggers played a crucial part in the entire operation and a specialized rigger gang, authorized by both NPCIL and L&T, was hired and a rigger committee formed to plan and execute activities. “The 47 m diameter and 8.25 m tall iconic dome structure had to be lifted to a height of 44m and placed on the reactor building (RB). For a safe working platform atop the RB for the riggers, we erected bracket platforms both inside and along the outer wall. To prevent fall of welding spatters from atop the RB, fire retardant cloth was placed below the work area to avoid fire incidents,” adds R. Sudharsan.

Finally, the day of the lift dawned and the team in full force assembled in the wee hours of the morning. With bated


breath they completed all the final checks and waited for the first light to begin exactly at 5.45 am. The areas right below the suspended load and around the crane and RB were demarcated and made out of bounds. Communication and signaling were seamless between the crane operators, signalmen and the riggers who were also kept abreast with climatic inputs to modify the operation

accordingly. In just 120 minutes the heavy load was lifted to the planned height and lowered in position onto the IC dome structure atop the inner containment wall onto the waiting 144 stools. The team waiting there rapidly swung into action to complete the alignment and anchoring which took another 3 hours after which the crane was safely released.

As the jubilant team celebrated amidst loud cheers that the demanding task had been completed with utmost safety and quality, it was announced that the team had managed to achieve an astonishing 6 mm tolerance at the center of the dome as against the permissible 30 mm. “We were elated when the Atomic Energy Regulatory Board (AERB), one of the toughest regulatory bodies of the country, complimented us that they were unable to differentiate between the 3D model of the dome liner and the actual one created by L&T,” says I Chandran, the delighted Project Director who adds that this feat comes as a crowning glory to this exceptional team at Kakrapar that has already set several benchmarks in safety including 4 consecutive Gold Awards & one Gold Medal from RoSPA and 3 consecutive Sarvasreshta Suraksha Puraskar & one Shreshta Suraksha Puraskar from the National Safety Council of India apart from successively bagging the internal safety awards!


A recent report by an US-based agency holds China and India responsible for 50% of all the

pollution being created on planet earth! While many will take this report with a fistful of salt considering its source and the veracity of the report will be vehemently questioned and enthusiastically debated, there is no denying the fact that India does contribute considerably towards pollution creation and among the various contributory factors is construction activity. Of course, dust, muck, debris are unavoidable by-products of construction but it also puts

a huge responsibility on us, construction professionals, to control the resultant pollution primarily through efficient house-keeping. Good house-keeping goes beyond just cleaning floors, surfaces and clutter; it helps significantly to create a safer work place and a cleaner planet.

An interesting house-keeping method adopted by the Omkar 1973 safety team when cleaning the floor and dust was to sweep outside in rather that inside out to prevent debris from flying off high floors and endanger people and workmen

A safe site is often one that

follows good house-keeping

Omkar 1973 at Worli


alike. A simple but very effective ploy and obviously the result of out-of-the-box thinking. More such thinking about an oft-considered mundane activity and wide-spread awareness of the dangers of poor house-keeping will go a long way to improve and maintain higher safety standards at sites.

Most injuries at construction sites are due to either people slipping on wet, oily surfaces or tripping over things carelessly strewn about or falling off unguarded edges or openings. Even in a seemingly chaotic construction site,

it is possible to put everything in their proper places. A dry, clean floor, removal of all projecting nails, splinters, loose boards, keeping corridors and exits clear, warnings if there are oil or grease spills and proper barricading around openings are the bare minimum safety essentials. Anti-skid flooring, mirrors installed at blind corners are other methods to ensure safety.

Fire is another hazard that needs to be pre-empted. Flammable material have to be always placed in designated storage areas and such material should be

moved only when needed. Unnecessary shifting of combustible material not only increases danger during movement but temporary storage in the work area is asking for trouble. Staircase doors must always be kept shut and the correct type of fire extinguishers must always be available for ready use.

A construction site can normally be visually identified by the amount of dust it kicks up. Dust not only adversely impacts the quality of air but it can also be harmful to the workmen and even to the plant, machinery and


other equipment installed at the site. Vacuuming, sweeping and regular sprinkling of water are common methods of controlling dust which become critical especially when construction sites are in close proximity to residential buildings.

The danger of falling objects can be addressed by removing all the unwanted stuff and ensuring that nets ‘catch’ all flying threats. It is often said that a cluttered desk is a reflection of a confused mind. By the same token, a clutter-free work place reflects a well-organized, well-managed work site. Even psychologically, supervisors and workmen find it easier to work in an uncluttered environment that also enhances productivity.

Like most crucial procedures, house-keeping needs to be given its due, followed and monitored diligently. Very much like safety, good house-keeping is also an attitude that needs to be internalized and recognized as an imperative at site. There have to be clearly written rules that have to be strictly followed. It is important to fix the frequency for house-keeping activities. In some sites, cleaning, checking, clearing happens twice a day!

Perhaps, the most effective way of maintaining good house-keeping is by imbibing the culture of workmen and staff to clean up their respective work area at the end of their shifts.

House-keeping issues are seemingly simple and are often swept under the carpet. If unattended, these can often be disastrous. The good thing, however, is that they are easy to detect and even easier to fix.


The Abu Dhabi airport is a scene of hectic activity as it fast-tracks several initiatives to increase

capacity to handle 45 million passengers and more cargo per annum, enhance passenger experience and convert it into a world-class transit hub. L&T is playing its part in this mega project and is responsible for Airside construction that includes a major tunnel, Phase 1 Automated People Mover (APM) and electrical and mechanical works for the airside. An index of the efforts of Project Director Keith Levers and his HSE team of Safety Office Aneesh, Reddy, Jijo, Renjith, Ebey, Sherin, Hernan, Nidheesh and Koodeswaram is that the site has clocked 15 million safe man hours

without loss of time due to incidents which marks a triumph of a concerted effort by the safety and construction personnel and religious following of some basic safety principles.

For airside construction, trenching and excavation are two critical activities which are presently the main activities at site both of which carry huge risks like cave-ins, unprotected trenches, falling loads and hazards posed by mobile equipment. It is therefore imperative for workmen to enter trenches only after taking adequate precautions. To ensure safety, best safety practices are being followed in terms of proper classification of the soil, only competent

15 million safe man hours and

counting!

Abu Dhabi Airports Project


people are designated for this task, identification of hazards – underlying, temporary or permanent prior to the start of excavation, use of only the best and appropriate protective equipment and identification of additional hazards to be prepared with protective measures like PPE for workmen, proper storage of stockpile, equipment access/egress, etc.

Health is wealth: The health of a work force is of primary importance and the project’s ‘Health & Wealth Programme’ is designed to address any and all medical issues faced by the workmen. A blood donation drive was conducted and the blood collected from the 52 personnel who participated was given to the Abu Dhabi Blood Bank. Another note-worthy initiative was a ‘Stop Smoking’ campaign urging workmen to kick the butt.

Awareness, Training & Workshops: Regular Toolbox Talks and training workshops both internal and external are conducted regularly to enhance the workmen’s knowledge of safety and sustainability. Weekly safety meetings involving the Project Director, Construction Manager, Engineers and the HSE team review potential hazards and propose preemptive measures. The observations are also submitted to the Construction Management Agency (CMA) during the bi-weekly meetings. All are urged to be open, positive and proactive in their reporting. Several workshops and seminars are

conducted to keep ‘Safety’ and ‘Sustainability’ top of mind like the seminar on climate change conducted by the ADAC’s (the client) Sustainability Manager which served as an eye-opener to all about the gradual deterioration of the planet, how construction activities are also responsible for it and how each one can contribute towards arresting stopping that deterioration.

Appreciation: It is also important to reward and recognize workmen for exhibiting safety consciousness and such efforts are recognized at site through gifts and certificates given out at functions.

Recognizing a hero – An employee – Rashiul Fakir Osman Fakir – was rewarded for his heroic act of preventing a fire in the MTB GH that is being constructed by another contractor. His knowledge of using the right kind of fire extinguisher and his bravery to push himself to face danger are the stuff that heroes are made off. His selfless act prevented huge damage of property and perhaps, loss of lives.


Audits & inspections: Compliance to relevant requirements and regulations can be ascertained by external and internal audits that are regularly carried out, the findings of which are important basis to improve standards. CMA also conducts monthly audits and the average scores are consistently above 90%! Inspections are also carried out internally and externally (by the CMA HSE team) which are communicated to L&T through AECOM’s ‘Lifeguard’, an online reporting system. Due cognizance is taken of these inspection findings and immediately addressed.

ESTIDAMA: The Midfield Terminal Complex is registered with Abu Dhabi’s Green Building Rating System

– ESTIDAMA – and L&T is committed to the systems requirements that are achieved by implementing the Construction Environmental Management Plan (CEMP), the project’s sustainability requirements and Waste Water & Material Procurement (regional material, certified wood and recycled material) Management.

At the end of the day, safety works best at the site when it is top driven with sufficient involvement from the leadership and that has been of a high order at the Abu Dhabi airport project which is why the project walked away with the Safety Award for 2016.


The Government machinery at

‘Telangana’, the fledgling state of

India, faces the pressure of meeting

the pressing needs of its citizens who

expect more from its administration.

The foremost among them being the

provision for safe drinking water which

has a direct bearing on the health and

economic development of the state. The

‘Telangana Drinking Water Grid’ was

conceived as a step towards alleviating

water scarcity and to providing safe

drinking water to all habitations from

surface sources on a sustainable basis

with enhanced supply of 100 liters per head at the household level.

L&T Construction won the mandate for the TDWSP-Khammam project on the strength of being a comprehensive solutions provider for water infrastructure from concept to

An award-winning effort to make safety a way of life!

TDWSP-Khammam Project


commissioning. Involving a scope of 50 MLD Water Treatment Plant, 30 OHBR (reservoirs), 20 Lakh cu.m of excavation and 2000 km of pipe laying work, this project envisages to provide water to 832 habitations quenching the thirst of 13 lakh people.

Not without risksConstruction of treatment plants, overhead tanks, the laying and joining of pipes and ducts along several kilometers of roads alongside live traffic came with its own share of risks and perils. Added to this was the last mile connect of providing every household with service connections. Apart from being linear, the entire project was scattered along villages, roads, highways and even craggy hillocks. This made planning EHS for such a project an uphill task. With workmen from across the country and across skillsets, it became all the more difficult to create a safe working culture and the EHS team deemed it fit to build safety as an ‘attitude’ and not as a ‘concept’.

“The focus was on involvement and we tried to evolve innovative solutions to make workmen understand the significance of safety and adhere to rules voluntarily. We formulated strategies taking into consideration the workmen’s point of view and this made all the difference” states Praveen Kumar A, EHS Manager of the project, adding that the team kept urging workmen to come up with work-improvement suggestions that fostered a sense of belonging and innovation at work.

Safety in - safety outThis project demanded skilled, semiskilled and unskilled workmen who were deployed simultaneously along the scattered project locations with which came the need to induct


them with appropriate exposure to the expected standards of safety and compulsory proper use of PPEs. Apart from stringent screening processes and pre-employment medical checks, each and every workman was given an elaborate induction irrespective of work experience through audio visual presentations and talks by senior project personnel. “The emphasis was always on training; we had periodic training programs on areas such as work at height, excavation and electrical safety not only to keep inculcating a safe work culture but also to help workmen identify hazards or unsafe conditions on their own and take remedial steps. The idea was to make safety a second nature

to workmen with such repeated exposures,” apprises Praveen.

Target zero Perhaps the most hazardous of all execution scope was the laying of underground pipelines along bustling roads. To ensure safety, the task was never carried out without the presence of a trained signalman to divert traffic for operations which were usually cut and cover methods of pipe laying. Hard barricading was erected at the site immediately on completion of any excavation. The EHS team wasted no time in identifying significant hazards and implementing elaborate control measures. For instance, to study the presence of underground utilities, even

excavating small trial pits was allowed only by using insulation crow bars after procuring clearance from the EHS officer who worked on necessary mitigation strategies in consultation with the utility owners.

Among the construction of treatment plants and overhead reservoirs, the Palair and Wyra proved most challenging because strong flow of water. Special safety precautions had to be taken as some of the reservoirs reached heights of even 35 m. “We trained every engineer like the EHS engineer and conducted frequent mock drills to drive home the point,” says Praveen adding that safety nets were extensively used to prevent workmen falling from height.


Digital does itGoing by the organization’s thrust on digitalization, the EHS team at TDWSP-Khammam were quick to ride the e-wave and reap rich dividends in the EHS arena which helped track not only individual performances of EHS personnel but also helped measure the project’s overall EHS performance seamlessly. The seven online EHS modules were proactively used for monitoring, registering, effectively managing and reporting EHS performance. The data generated provided significant insights indicating areas of strength and weakness to shift focus appropriately.

Seven online EHS modules:

1. Online EHS Observation Module (EOM)

2. Confirmation on Action Taken (CAT)

3. Online IMS Audit Module

4. Online First Aid Analysis Cases and Near Miss Cases with Accident or incident Registration

5. Five EHS KPI’s

6. EHS Officer’s (EHSO) Productivity Module

7. Online EHS Statistics Registration Module

While the EHS observation module attempted to capture daily activities that could be categorized based on hazard, location, site engineer, sub-contractor or the department, the CAT recorded these observations which were circulated to all site engineers for necessary compliance. Non-compliances and observations captured through audits were uploaded in the audit module for compliance.

All first aid, near miss, accidents or incidents cases were captured along with detailed investigation reports including


the cause, activity, type of injury and the body part injured. This data along with mitigation measures was posted online to create awareness and thereby reduce recurrence and Lost Time Injuries in turn.

The triumph Building safety as an attitude called for unwavering dedication from the EHS team and constant vigilance. The team ensured monthly EHS walkthroughs led by the Project Manager apart from conducting EHS Committee meetings where several areas were discussed and meaningful and safe solutions arrived at for thwarting any EHS challenge.

Full credit to the project team for having deftly integrated EHS as a way of life at the TDWSP-Khammam project. This was another project where safety was never seen as a barrier to progress rather only seen as a system to enhance productivity. Of course, not every result was achieved through conventional means and there were several instances when the situation demanded innovative concepts and increased commitment. The project team kept brainstorming and pooling ideas to thrash every single hurdle and nipping thorny issues in the bud, in the process creating a foolproof EHS system that was ‘by the workmen and for the workmen’. Built on these strong foundations, the TDWSP-Khammam has not only clocked 1 million safe man hours with zero accidents, but also has won the EHS Rolling Trophy for 2016.

Workmen speak

Ram Tiwary from Jharkhand flashes a stain toothed smile when asked to be candid about how he feels being a part of this project. He finds it surprising that with his Aadhaar card, the project team could get all the information about his earlier experience with L&T and has consequently given him due weightage while assigning work. “There is a large training hall in this project and we keep being sent there often to see videos that tell us how to do things right. We all feel involved and empowered because they keep taking our opinion before creating any policy,” says Tiwary before adding that he feels lucky and blessed to be working in a project that lays so much emphasis on workmen safety. “With my safety becoming the responsibility of the project team, I can work with confidence and my family back home is also glad that I am in safe hands,” says Tiwary bidding adieu.


Power is the backbone of the economy and countries across the globe aim to provide

uninterrupted power supply to their citizens. Power from the points of production to the areas of consumption are conveyed by the ubiquitous transmission line towers - the steel giants with outstretched arms that hold the wires (conductors) carrying high voltage power. Be it craggy hills, racing streams, bustling roads or serene agricultural fields, transmission lines traverse them all to light up homes and places of work where power is needed the most.

Constructing power transmission corridors are more challenging than what meets the eye. Apart from having to deal with heavy structural loads of tower elements and the sags of the conductors vis-à-vis impact from the elements, there are positional challenges such as rugged terrains, inaccessibility and other socio-environmental considerations to contend with. With higher voltages, these challenges get compounded as structures need to be taller and heavier.

The Lalitpur to Agra Circuit – I & II posed the usual challenges of a TL project including crossing of extra high voltage power lines, railway lines, National highways, forest areas and the Yamuna river. This scope made the project team sit upright from day one and start planning to create a fail-proof EHS system integrating global practices and at the same time considering local hurdles. “During the initial phases of the project I kept repeating to my team one of Sir Winston Churchill’s popular quotes, ‘If you are failing to plan, you are planning to fail’ and this was to accentuate the importance of sharpening our blades. The initiation phase is critical to the success of a project as it establishes its core foundations. Risk assessment becomes one of the major areas to

Stringing it safe

Lalitpur to Agra Circuit


look out for in EHS and we wanted to create a positive work environment and complete the project with a tag of Zero Harm Project,” says Parwez Ahamad the Cluster EHS Manager.

“With single minded focus on identifying risks in all activities right from concept to commissioning and finally handing over, the project team was trained on Hazard Identification and Risk Assessment. This helped us build an impressive database which became our foundation on which we strategized mitigation measures that were implemented under stringent compliance,” explains Gyan Sundar Maurya the EHS In charge.

Crossing over carefullyThe project crossed six railway lines and for each crossing the plan and schedule of the job was clearly prepared and submitted to the railway department well in advance for clearance. Separate teams were formed for material availability, logistics, shut down clearance, PPE availability and even for forecasting climatic conditions. Every team played its part to perfection and consequently stringing was done in the most efficient and safest manner possible.

“Road crossings were a wee bit more challenging than we had initially anticipated. While we insisted on diverting traffic during crucial phases, it was not always possible. We finally resorted to studying traffic density and timed the stringing during low traffic periods when we could temporarily stop it,” says Shashi Bhushan Nayak who also handles EHS of the project along with Sundar.

“Power line crossings demanded shutdown periods and to make things absolutely safe and secure, a person was deputed exclusively to co-ordinate with


the electricity board officials for line clearances. The only task for this person, who was stationed at the isolation point, was to ensure that power was restored only after confirmation from the site in-charge that all workmen had reached the ground level after completing the stringing activities. For crossing the Yamuna river, we hired a couple of boats and ensured life jackets for all workmen. To be absolutely safe, we also hired two trained swimmers to handle untoward situations if any,” adds Sundar.

Best practices y Safe lifting of tower elements after

scientific load calculations and preparing lifting sequences with diagram

y ISMC channels used for back-stay of towers to offer better stability

y With average height of tower at 72 m, fall protection was ensured at each level through horizontal life lines and retractable fall arrestors during lifting of the derrick

y Power winch deployed for final sagging of conductor

y An innovative technique for PP rope crossing through an aerial roller was introduced during paying out of pilot wire

y Additional nut welded at the neck of tommy bar to prevent its fall

y Megaphone provided for giving instructions to workmen at height

The EHS team ensured that every single workmen went through a stringent screening process to assess technical knowledge and there was a special emphasis on work at height. All unsafe acts and conditions were taken up with the sub-contractors during weekly meetings to prevent their recurrence.

“Though most of our workmen were well-trained in all areas of EHS, we still kept their exposure to training modules high to make EHS their second nature. External agencies were roped in for demonstrations and special training sessions were conducted on critical areas such as stringing, tower erection, and shutdown processes. In all, about forty thousand man hours were invested for training alone,” shares Sashi.

The Lalitpur – Agra TL team is a sterling example of how by simply sticking to the basics and established practices and implementing systems earnestly, a site can emerge victorious above others to not just clock impressive safe man hours, but also bag the annual EHS award.

During the initial phases of the project

I kept repeating to my team one of Sir Winston Churchill’s

popular quotes, ‘If you are failing to plan, you

are planning to fail


PHEW!

LOSEALL

Structural damage during excavation!ScenarioA project team was involved in laying a RCC pipe at a residential area that was located adjacent to a railway track. A couple of days later it was noticed that cracks had developed on some of the residences!

What was the cause?1. Unequal bearing pressure under different parts

of the sub-structure which was in excess of safe bearing strength of the soil

2. Low factor of safety in the design of foundation of the building

3. Variation in the nature and type of supporting soil due to excavation

4. The already old building was affected by vibrations/environmental stresses due to moving trains as it is located near a railway track

5. Monsoon can also be considered as an additional factor that could have reduced the bearing pressure

What are the precautions to be taken to prevent recurrence?1. Soil testing prior to excavation could have

prevented the occurrence

2. Checking structural stability of nearby structures with the help of a structural engineer


SafetyRoll of Honour

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

18

17

16

15

15

15

15

39

33

30

29

25

23

19

BUILDINGS & FACTORIES

NISER Project, Bhubaneswar September 2011 to December 2016

The Address Wadhwa Project, Mumbai April 2010 to December 2016

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

ITC Sonar Hotel Project, Kolkata August 2009 to December 2016

Shell NTCB Project, Bengaluru February 2014 to December 2016

Hyderabad Metro rail Project August 2015 to December 2016

Emami City Project, Kolkata January 2013 to December 2016

ESIC Hospital Project, Kollam April 2010 to December 2016

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

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

RIL Township Project, Jamnagar May 2014 to December 2016

Omkar Worli Sales Project, Mumbai December 2012 to December 2016

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

Prestige Sunrise Park Project, Bengaluru January 2014 to December 2016



ESIC Hospital Project, Coimbatore March 2011 to December 2016

Emami Cement Plant Project, Raipur March 2014 to December 2016

ESIC Hospital Project, Joka November 2009 to December 2016

TCS Adibatla Project, Hyderabad September 2012 to December 2016

DLF Crest Project, Gurgaon January 2016 to December 2016

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

AIIMS Project, Bhubaneshwar October 2011 to December 2016

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

BARC Trombay Project June 2012 to December 2016

King Fisher Tower Project, Bengaluru July 2013 to December 2016

ITC Green Centre Project, Bengaluru July 2013 to December 2016

TRANSPORTATION INFRASTRUCTURE

Western Dedicated Freight Corridor Project (CTP 1&2) October 2015 to December 2016

Kandla Mundra Road Project April 2011 to December 2016

MH-KNT Border to Sangareddy December 2015 to December 2016

Development of Unnao to Lucknow Expressway June 2015 to December 2016

Chennai Metro Track Works February 2011 to December 2016

10

10

44

21

12

9

7

14

14

13

13

12

11

11

11

11



Hyderabad Metro Track & OETS January 2013 to December 2016

Rewa Katni Jabalpur Lakhnadon Road Project June 2015 to December 2016

KMDA Flyover Project March 2014 to December 2016

Mumbai Monorail June 2013 to December 2016

Kannur International Airport Project December 2015 to December 2016

Hospet Chitradurga Road Project February 2016 to December 2016

Vriddhachalam - Ariyalur Railway Construction Project December 2011 to December 2016

Hospet - Harlapur Railway Construction Project January 2013 to December 2016

Manwath Beed Road Project December 2014 to December 2016

BBT Flyover Project November 2014 to December 2016

Sindhudurg Airport Project February 2013 to December 2016

Delhi Agra Road Project August 2016 to December 2016

Kanaktora Jharsuguda Road Project May 2014 to December 2016

Garden Reach Flyover Project June 2014 to December 2016

Bina-Ganjbasoda Railway Construction Project December 2012 to December 2016

Wadi-Raichur Railway Electrification Project January 2012 to December 2016

4

4

3

3

3

3

3

3

7

7

6

5

5

5

4

4



Maithon Railway Siding March 2010 to December 2016

Sambalpur Rourkela Road Project October 2016 to December 2016

Barauni- Katihar Railway Electrification Project May 2013 to December 2016

Ghoshpukur Salsalabari Road Project December 2015 to December 2016

Bijapur Gulbarga Homnabad Road Project March 2015 to December 2016

POWER TRANSMISSION & DISTRIBUTION

Power Supply & SCADA-Stage 2,3 & 5-HMRL Project May 2012 to December 2016

Nadia under RGGVY 12th Plan-WBSEDCL April 2015 to October 2016

Coochbehar under RGGVY 12th Plan-WBSEDCL February 2015 to December 2016

Baripada - SS01 GIS Extn PKG PGCIL March 2015 to October 2016

R-APDRP Ludhiana January 2016 to December 2016

DMRC CE-09 (LOT-2) March 2016 to December 2016

765/132kV Switchyard for NTPC Gadarwara May 2015 to October 2016

400kV Quad D/C Yeramarus to Bellary TL November 2015 to October 2016

HEAVY CIVIL INFRASTRUCTURE

Vizag Vessels

DMRC CC 28

2

1

1

1

1

1

20

12

3

3

2

2

2

4

2



Narmada bridge

Riyadh Metro JV

Kolkata RVNL

DMRC CC 05

Kakrapar (MP)

CMRL UG 04

Kakrapar (NDCT)

DMRC CC-17

Barapullah Bridge

Kakrapar (IDCT)

DMRC CC 77

Kalpakkam (FRFCF)

DMRC CC-27

Kochi Metro KC-03

RAPP Project

Lucknow CC 01

Punatsangchhu HEP

Singoli Bhatwari HEP

Kalpakkam -WMP& Allied

CMRL UG 03

WATER & EFFLUENT TREATMENT

Bhatpara Sewer Network and Waste Water Treatment

O AND M For Sri Sathya Sai Water Supply Anantapur

2

2

1

1

1

1

1

1

7

6

12

10

8

8

8

7

7

5

5

4

3

2



Cuttack Sewer Scheme

Vellore - Package I

RDA-Pakage-1 Development Works of Kamal Vihar

River Front Development Project, Patna, Bihar

Garden Reach Water Treatment and Transmission Main

Ratangarh Sujangarh WSP

Dahej Water Supply Project-N and Intake - 25MGD

Kharkai Barrage with Gates and its Allied Works

5

5

4

4

6

6

5

5

Spot the

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



Porbandar UGD

UFW D2B

Sewerage Scheme in Varanasi City

Laying of Sewers at Cuttack

Godavari Drinking Water Supply Project

CETP

Jamnagar UGD

Surface Water Based WTP at Kulpi N 9 Blocks @ S24P

Junagadh UGD

Udaipura WSS

UFW D2A

15 Nos LIS in Cluster XV @Bolngir Subrnapur Boudh

Taranagar Jhunjhunu Water Supply Project

METALLURGICAL & MATERIAL HANDLING

Hot Strip Mill, TSL, Kalinganagar

Coke Oven, TSL, Kalinganagar

Sinter Plant, TSL, Kalinganagar

Raw Material Handling System, TSL, Kalinganagar

Coal Handling Plant, RRVUNL, Chhabra

4

4

4

4

4

4

4

4

3

3

3

3

3

40

35

18

18

12



Blast Furnace#8, BSP, Bhilai

Blast Furnace, TSL, Kalinganagar

Coal Handling Plant, LPGCL, Lalitpur

Coke Oven, JSW, Dolvi

LTEW, Kanchipuram

Maintanence of Bucket Wheel Excavators, NLC, Neyveli

EGA Projects, Abu Dhabi

Steel Melting Shop, TSL, Kalinganagar

Pet Coke Evacuation Project, IOCL, Paradip

Coal Handling Plant, NCL, Khadia

Coal Handling Plant, Khandwa

Coal Handling Plant, Lingaraj

Coal Handling Plant, Nigahi

Kansbahal Works

APSEZL, Mundra

Pet Coke Handling & Storage Facility, ORPIC, Oman

Coke Dry Quenching Project, TSL, Jamshedpur

2

2

2

2

2

1

1

1

4

4

10

4

4

4

4

3

2

PHEW!

LOSEALL

Yielding under pressure!ScenarioA project team was engaged in pressure testing a vessel upto 400 bar. The team noticed an air leak at the valve block area soon after the pressure crossed 50 bar. The process was stopped and checked which revealed that the valve block area housed a Teflon dummy whereas, only stainless steel dummies should have been used for such high pressures. The prompt response of the team in identifying the wrong part being used in the equipment averted a possible incident.

What was the cause?1. Teflon dummy used in the place of stainless steel

dummy

2. Incompetent supervision

What are the precautions to be taken to prevent recurrence?1. It was mandated to check dummies before every

pressure test

2. Painting not to be allowed on dummies to enable easy identification of type

3. Incident to be shared to workmen across sites to create awareness

A NEAR MISS TODAY COULD BE AN ACCIDENT

TOMORROW

Report All Near Missses

Edited by Vinod Jacob Chacko for L&T Construction from L&T Construction Headquarters, Manapakkam, Chennai - 600 089. Editorial team: Gopi Kannan. S | Ashwin Chand, Photography: V. S. Natanavelu | R. Vijay Kumar 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 | Kavin. S | Vinoth. A | Sathyanarayana Seelamanthula Murali Krishnan | Minhaj Ahmed Ansari | Mathivanan Palaniappan | S. Anantha Prasanna Venkatesh Design & layout: Global Print Design, Chennai, Printed at Quadra Press Pvt. Ltd., Chennai.

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 free circulation among employees of L&T Construction and their customers.

winners all! - lntecc.com

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