WASHEQ PPT Afternoon session 2011

PLATINUM SPONSORS

SILVER SPONSORS

BRONZE SPONSORS

MEDIA PARTNERS

OCCUPATIONAL HEALTH AND SAFETY RISK ASSESSMENT IN THE
WORK PLACE

Ing. William Amuna
Volta River Authority

OUTLINE
Health and Safety (General)
 Profile of Volta River Authority
 Risk Assessment VRA
 Reasons for Risk Assessment
 Hierarchy of risk control measures
 Constraints on the control of risks in the work place
 Conclusion
 Question Time


INTRODUCTION


Work place occupational health and safety is an
area which deals with ensuring the protection of
workmen regarding their health, safety and welfare.
For this purpose, occupational health and safety
programmes and legislation have been initiated to
foster a safe work environment.



New legislation is enacted resulting from
international working groups and organizations
raising awareness of particular work practices
which continue to cause death and serious injury.

PROFILE OF THE VOLTA RIVER AUTHORITY
The Volta River Authority(VRA) was established on
April 26, 1961, under the Volta River Development
Act, Act 46 of the Republic of Ghana, with the core
business to generate and supply electrical energy
for industrial, commercial and domestic use in
Ghana.
 VRA started with the development of the
hydroelectric potentials of the Volta River and the
construction and maintenance of a nation-wide grid
transmission system. Today, it has expanded into
thermal generation to complement inadequate
capacity for hydro generation.


HYDRO


Having an initial installed capacity of 588MW with 4 units
in 1965, the hydro capacity was increased to 912 MW in
1972 with 2 additional units



In 2005, the Akosombo Generating Station capacity was
again increased to 1020MW after successful completion
of a Retrofit Project which involved the replacement of
turbine runners to increase efficiency.



The Kpong Generating Station, down stream of
Akosombo, commissioned in 1982, also has a capacity
of 160MW.

THERMAL
In 1999, a 330MW Combined Cycle Thermal Plant
was commissioned in Aboadze, followed by a
220MW Simple Cycle in 2000.
 Between 2005 and 2009, VRA has added an
additional 255MW thermal generation in Tema.


In 2009, the transmission function was hived off into
a separate entity, designated National Grid
Company (GRIDCo) to perform the transmission
activities.
 So currently, VRA is mainly into generation, though
it is still handling distribution in the northern part of
the country.


RISK ASSESSMENT
The Environmental Protection Agency (EPA) defines RISK
as the measure of the probability that damage to life, health,
property, and /or environment will occur as a result of a given
hazard
 Risk assessment is the process of evaluating risks to
workers’ safety and health from workplace hazards. It is a
systematic examination of all aspects of work that considers:
 what could cause injury or harm
 whether the hazards could be eliminated and, if not
 what preventive or protective measures are, or should be, in
place to control the risks.


VRA’S NON FORMAL RISK
ASSESSMENT


The usual practice when operational staff are assigned to a
job activity, is that they normally hold a “tail board
conference” where the job to be done is discussed and all
safety issues are discussed and decisions finalized.



In 2010, Management tasked Technical Services
Department to come up with a more structured way of
conducting risk assessment at the workplace and therefore a
simple template was developed which adapts the British
Safety Council method of risk assessment to suit VRA’s
operational needs.

RISK ASSESSMENT, VRA
SAFETY POLICY STATEMENT
To create a working environment in which the level of risk
to employees and equipment are reasonable and
accepted.
Safety hand books for staff
 The Corporate Safety Hand Book which sets out the
Safety Policy and Safety Management Administration of
the Authority.

RISK ASSESSMENT, VRA CONT’D
The Corporate Safety Rule Book which outlines
detailed guide on safe work practices in all our
operational activities and finally
 The Standard Protection Code which is issued to
govern the actions of all operating and maintenance
staff of the Authority the execution of their duties.


RISK ASSESSMENT, VRA CONT’D
SAFETY ACTIVITIES
 Safety Programmes are drawn out for the year
 Safety meetings are held weekly with topics
extracted from the safety handbooks
 Work area inspections are held monthly
 Issues identified are discussed in a WASACO
meeting
 Safety issues for which solutions are not found are
referred to the Central Safety Committee Meeting
which has the Chief Executive as the Chairman
with all Departmental Heads as members

SAFETY ACTIVITIES (CONT’D)


VRA Safety Management Unit is initiating a process
to provide symbolic safety signage such as
Firefighting, mandatory, warning and prohibitory
signs at its generating stations. These would be
displayed at the entrances to the generating
stations and various vantage points within those
plants.



We are also ensuring the provision of emergency
evacuation building plans displayed on all floors of
VRA building facilities. These will show escape
routes to be followed during emergency
evacuations.

FIVE STEPS TO RISK ASSESSMENT
1. Identify the Hazard
This is the process of identifying all the hazards that exist in
the workplace. You need to be aware of all the possible
hazards, but it is the significant ones that are important.
There are four main categories of hazards namely;
 Physical Hazard
 Slipping or tripping hazards
 Moving parts of machinery
 Work at heights

Chemical Hazard
 Fire (e.g. from flammable materials)
 Chemicals (e.g. battery acids)


Biological Hazard
Dust
 Bacteria


Ergonomic Hazard
 Manual handling
 Poor lighting


2. Who Might be harmed and How
This is the process of determining who may be at risk from the
hazards — the groups of staff and others likely to be
affected in the case of an incident involving the hazard.
It is important to consider the wider implications of hazards,
not just as they may affect those working in the immediate
environment

3. Evaluate the Risks
 This is the process of assessing the significance of the
risks and what needs to be done to protect people.
 The key question is: Have precautions been taken to
protect the identified groups against the risk from the
identified hazards?
 Where any existing measures do not appear to be
adequate action needs to be taken

Types of Evaluation
Qualitative Evaluation is the comprehensive identification
and description of hazards from a specified activity, to
people or the environment.
Quantitative Evaluation is the application of methodology
to produce a numerical representation of the frequency
and extent of a specified level of exposure or harm, to
specified people or the environment, from a specified
activity.

4. Record Your Findings
The significant findings of the assessment must be
recorded and kept. There should, then, be a record of all
hazards, the risks that they present and what precautions
are in place to protect people from harm
 The record needs to cover all significant risks and state
the current position.


5. Review Assessments and Revise if Necessary
The way we work is constantly changing — as a result of
new or modifications of existing equipment, building
alterations, new procedures, new or modified products,
etc. Sometimes systems and procedures get changed by
the staff themselves.

VRA RISK ASSESSMENT EVALUATION
The VRA risk assessment evaluation combines the
qualitative and quantitative methods discussed
earlier to derive a risk rating.
Thus, risk assessment is defined as the
determination of the potential impact of an
individual risk by measuring or assessing both the
likelihood that it will occur and the severity of
injury should it occur, and then combining the
result according to an agreed rule to give a single
measure of potential impact.

LIKELIHOOD
Likelihood

Description

Unlikely

Occurrence close to zero

1

May Happen

Capable of taking place

2

Likely

Tend or inclined to occur

3

Very Likely

High inclination of occurrence

4

Certain

Most definitely happen – not ‘if’
but ‘when’

5



Rating

For example let’s consider an extension cable across the
entrance of an office door thereby creating a trip hazard. The
likelihood of someone tripping would be discussed by the
team and if they adjudge it to be very likely based on accident
history, interviews and experience, then with reference to the
table above the value 4 is chosen

SEVERITY
Severity

Description

Rating

Minor Injury

First Aid on site

1

Minor Injury

Treatment off site

2

2 to 4 day Injury

Treatment at Hospital

3

Major Injury

Amputation, Incapacitation,
Disfigurement, etc
Hospitalization >= 5 days

4

Death

5

Using the first example of the trip hazard we now consider
the severity of the injury should someone trip. If in the
judgment of the team the injury will be minor which requires
treatment offsite, then the number 2 is chosen with reference
to the table above.
 Using the risk assessment matrix below with severity 2
against likelihood 4, the risk rating then becomes 8


RISK ASSESSMENT MATRIX
Certain (5)

Very Likely (4)

Likely (3)

May Happen (2) Unlikely (1)

Death (5)

25

20

15

10

5

Major Injury (4)

20

16

12

8

4

2 to 4 days
injury( 3)

15

12

9

6

3

Minor Injury
(treatment off
site) (2)

10

8

6

4

2

Minor Injury
(First aid on
site) (1)

5

4

3

2

1

the table below now shows action plan to be taken following the risk
assessment. in our example the risk assessment was rated as 8
.
therefore the action to be taken should be completed within one
month as it falls in the 6-10 score range

Score
1-5

Priority
Low

Action
Represents low risk although control measures must be
maintained

6-10

Medium

Action plan - 1 month

11-19

High

Action plan - 2 weeks

20-25

Very High

Action plan – Immediate to 1 week

VRA RISK ASSESSMENT FORM
Below is the VRA risk assessment form designed to address all the five
steps in the risk assessment process.
Hazards Persons Existing
at risk measures
/numbers
affected

Cable
12
Across
office
entranc
e

None

control L

S

R

Propose L
d Control
Measure
s

S

R

Action

Date

2

4

8

Create a 2
trunk for
the cable

1

2

Take action
within one
month by
supervisor

One
month
after
asses
sment
23/4/1
1

S=Severity L=Likelihood R=Risk rating

Using the trip hazard example, the first column under
hazards will be ”extension cable at entrance to office”.
 In the second column the number of persons at risk could
be estimated by the team to be 12.
 Existing control measures is none.
 The Severity, S=2 and Likelihood, L=4 resulting in risk
rating, R=8.
 The next column indicates proposed control measures
after which another risk rating is taken. In this case
creating a trunk for the cable will reduce the likelihood, L to
1 with the severity, S=2 should someone trip. This results
in the risk rating reducing to 2 falling into the 1-6 scale in
the action plan table,


BENEFITS OF RISK ASSESSMENT
The introduction of risk assessment based health and safety
management has resulted in:
 an improved health and safety culture with managers taking a
proactive approach to risk and safety management.


fewer accidents, and less loss time through ill-health.



where the working conditions within an organization have
improved ,these would seem to be the obvious benefits.



these, in turn, will lead to fewer insurance claims and possibly
lower premiums.

HIERARCHY OF RISK CONTROL MEASURES
Eliminate the hazard
 Reduce the risk at source: Use a less risky option
 Isolate and Segregate: This is to prevent access to the
hazard
 Systems of Work: Organize work to reduce exposure to the
hazard
 Provide personal protective equipment (PPE)
 and provide welfare facilities


CONSTRAINTS ON THE CONTROL OF RISKS
IN THE WORK PLACE
Financial
 Management Perceptions
 Resistance to change
 Time


CONCLUSION
It is imperative to deepen the participation and
process of risk assessment at our workplace. It is
quiet an easy process and must be studied and
practiced at all work places. Improving health and
safety in the workplace need not be expensive.
 The hard work has already been done, a better
approach towards assessing risks has been
developed let us all endeavour to use it to help
create a safer and healthier workplace for all.
 IF YOU THINK SAFETY IS EXPENSIVE, TRY
ACCIDENT


Dominga Omolara Odebunmi, Fellow of the Royal Society of
Public Health, UK. Member of the British Standards Institutes
(BSI), lead auditor [OHSAS 18001, ISO 22000, ISO 9001], an open
board member of the UK Food Standard Agency and a science,
technology, engineering & mathematics ambassador, UK. Holds a
masters and bachelors in sciences, consumer studies and a risk
analyst. Has minimum of 25years entrepreneur and academic
experience; all encompassing in the field of SAFETY from
engineering, consumer, socio-economic and management
point of view.

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WASHEQ 2011

LSC; Dominga Odebunmi

THE VISION OF THE STATE; AFRICA’S MODEL MEGACITY, A GLOBAL
ECONOMIC & FINANCIAL HUB THAT IS SAFE, SECURE, FUNCTIONAL
AND PRODUCTIVE
Its MISSION is to eradicate poverty and promote economic
growth through infrastructural renewal and development.
Is it fair to say that every development in Lagos is a step
towards achieving Africa’s Millennium Development Goals
(MDG)

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WASHEQ 2011


hers.

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WASHEQ 2011


Topography of Lagos
The smallest state in Nigeria, occupying 3577sqkm;
22% is water
Africa’s Model Mega City…….
The Birth of Lagos Safety Commission; Timely
with the state’s vision and The Law
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WASHEQ 2011


International/Federal/State/LG Liaison;
Self-Regulatory System procedure for effective
safety implementation
Regulations to address many looming dangers
LSC IS FOCUSED, DEMONSTRATE STRENGTH, APPROACHABLE,
AUTHORITATIVE & OF WORLD CLASS STANDARD

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WASHEQ 2011


APPROACH
Leadership & Commitment Safety Management Style
based on Risk Prioritization
High frequency and High Impact
Low frequency and Low Impact
Effect on the following domain: Fire, Workplace, Construction, Food, Home,
Transport, Environment, Public Safety
•Population, Economy, Socio-development, Global commitment, Legislation
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WASHEQ 2011


Training within the organization & invest in capacity
and competence.
Bridging Gaps, Liaison and collaboration with other
agencies and private sectors for consistent
intervention.
Enhanced communication strategy to effectively
manage stakeholders expectations and
compliance through public enlightenment
campaigns and behaviour change communication.
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WASHEQ 2011


Traffic Safety School Club for
school children (LASTMA/MOT) initiative
HOME SAFETY: Community based enlightenment seminar –
Safety begins at Home.
EVENTS SAFETY: Safety Assessment (Safety Starts With You)
event stakeholders; following some fire outbreaks at event centre

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WASHEQ 2011


Highlights of our first Event:
Decorating of his Excellency, the Governor of Lagos State, Mr.
Babatunde Raji Fashola (SAN), as the

N0. 1 Safety Champion.
Bagged the first safety award in Nigeria given by;
Nigerian Institute of Safety Professionals

Creativity Award
Also the Inauguration of 40 Safety Champions from the first set of
public service safety champions for MDAs.
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WASHEQ 2011


VISIT TO
LAWMA
PRESENTING
COMPLIANCE
PLAN TO
SAFETY
COMMISSION

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WASHEQ 2011


45
WASHEQ 2011


MITIGATING MEETING AT NIGERIAN PORTS AUTHORITY
for Port trucks, crane, tankers on Lagos Roads

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WASHEQ 2011


FIRE/DROWNING
POT HOLES
MANHOLES
PITS
BOREHOLES
WELLS
COLLAPSE BUILDING

WEAK STRUCTURES
ACUTE & CHRONIC O.H.
ROAD ACCIDENTS
FOOD POISONING –
very common
DERMATITIS
ETC………

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WASHEQ 2011


 SO DO IT RIGHT THE FIRST TIME

 PROFIT AND SAFETY.
The following are suggested;

 SPECIAL BUDGETS
Government driven
Top Management Safety Knowledge

 RETURN ON INVESTMENT (ROI)
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WASHEQ 2011


Why? Safety+Developing World=improved GDP

ADVOCACY

ADVOCACY

.

TRO TRO
www.gereisier.com

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WASHEQ 2011


VISION

TO PROACTIVELY MAKE SAFETY A LIFESTYLE IN LAGOS STATE A
WORLD CLASS CITY AND MAINTAIN THE LEADING CHANGE
MISSION
DEVELOP POLICIES AND STRATEGIES THAT WILL BUILD A SUSTAINABLE
SAFETY CULTURE, REGULATE THROUGH A CO-ORDINATED SYSTEM OF
SAFETY GOVERNANCE FOR EFFECTIVE SOCIO—ECONOMIC DEVELOPMENT
OUR GOAL THIS YEAR; TO ACHIEVE A STRUCTURE THAT SUPPORTS

EFFECTIVE SAFETY MANAGEMENT SYSTEMS ACROSS BOARD

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WASHEQ 2011


IF WE CAN DO
IT, YOU CAN DO
BETTER

51
WASHEQ 2011


ENHANCING MINE CLOSURE FRAMEWORK IN GHANA
For Promotion of Sustainable Development

- AN INSIGHT FOR POLICY REVIEW -

Presented by:

Dipl-Ing. Koduah Dapaah, M.Eng; PGD (Mgmt); PMP; MSME
(Certified Engineer & HSE Manager)

West Africa Safety, Health, Environment & Quality Conference September
23, 2011 La Palm Royal Beach Hotel, Accra - Ghana

CONCEPTS / IDEAS, DEFINITIONS
Environment – Physical and Social aspects
Decommissioning – break up, dismantling & removal and ensuring safety & security
Reclamation – earth works i.e. contouring, flattening & sealing, stabilization
Topsoil spread – Load, Haul, Dump & Spread of topsoil (viz. humus and/or oxide soil)
Revegetation – transfer of selected healthy seedlings from nursery onto field for planting
Care & maintenance – weeds, insects & erosion control, mulching, seedlings replacement,
growth monitoring
Rehabilitation – reclamation, top-soiling, revegetation, care & maintenance, stabilization
Biodiversity – combination and diversity of life forms (return of diverse species of fauna & flora)
Restoration – Rehabilitation, biodiversity assessment, self-sustaining & viable ecosystem

CONCEPTS / IDEAS, DEFINITIONS – cont’d
Stakeholders – regulators, host communities, employees, share-holders, NGOs, civil
society
Resource Conservation/management – prolonging useful life of material through reuse, recycling etc.
Mine Closure – Financial assurance, Restoration, monitoring, dialogue & disclosure,
relinquishment & walk-away, sustainable development, social license
Sustainable Development – sustaining improved technical, social, economic &
environmental aspects/capacities
Post Mining Land-use – enhancing investment options of mined-out lands with
relatively reduced (social) risks
Closure Certification – regularized close-out documentation

CONCEPTS / IDEAS, DEFINITIONS – cont’d
Closure
Depletion of mineable reserves within physical limits of mining area
Unexpected changes/deterioration in geological conditions
Changes in market conditions
Financial non-viability
Adverse environmental conditions
Adverse political conditions or social disruption
Changes in external economic factors
Kinds/modes of Closure
Planned closure – culminates in tenement relinquishment
Unplanned closure – force majeure
Temporary closure – temporary cessation of operations; under care & maintenance
Phases of Closure Planning
Initial Closure Plan
Interim Closure Plan
Final Closure Plan
Completion Criteria – Primary, Land use & Final Completion

WHAT IS GOING ON?
Exemplified in:
•

Ayanfuri Gold Mine of former AGC Experience?

•

Bonte Gold Mine Experience?

•

Mpasatia Gold Mine of former AGBL/AABL experience?

•

Resolute Amansie experience?

•

Decommissioning of ADR Plant @ AGA Iduapriem Mine experience

•

Other experiences– known and unknown; in and outside Ghana

CURRENT SYSTEM/FRAMEWORK
Reclamation Security Agreement with Environmental Protection Agency; Mining
Regulation; common practices & practical examples rely on:
•

Compliance with legislative requirements

•

Progressive Rehabilitation requirements

•

Stable landforms, Public safety, self-sustaining ecosystem

•

Closure criteria/phases

•

Post-mining land use options

CURRENT ENVIRONMENTAL FINANCIAL ASSURANCE

Current Practice:
•

Minerals Commission & EPA are jointly responsible for mine closure; and the EPA is responsible for the
implementation and management of the financial surety.

Surety instruments – Mostly, Bank Guarantee, cash, Insurance scheme etc.
Scope Financial Surety:
•

No definite aspects of mine closure; as EPA defined all aspects including transfer immovable assets,
return of site to pre-mining status, physico-chemical stability of reclaimed site

Level of financial surety:
•

based on full reclamation costs; not specified on which i.e. first, second or third party

Review: 2 year basis
Release:
•

Surety is retained for 3 years following completion and returned to proponent in full; however, period is
extended to 7 years if there is AMD

Experience:
•

so far only one has been closed that had financial surety in place. Level of financial surety was sufficient
to fund all closure costs

CHALLENGES OF CURRENT SYSTEM/FRAMEWORK
Strengths:
1. Enhanced awareness in
mine closure planning

Weaknesses:
1.
Lack or inadequacy of exemplary and functional leadership
in mine closure and post closure sustainability within the
industry

2. Conscious effort and desire 2.
of mining companies and allies
3.
to do the right thing

Sustainability of Resolute Amansie “success” story?

3. Signing or in the process of
signing reclamation security
agreement with the EPA

4.

Lack or inadequacies of policy direction on sustainable
development agenda

5.

No definite technical and costing/financial model (i.e. no
existing cost estimation framework)

6.

Lack or inadequacy of national/regional strategic framework
on mine closure planning

7.

Lack or inadequacy of functional procedural management in
mine closure, post closure, relinquishment, walk away and
certification

4. Appointment and
Availability of competent
personnel to handle mined-out
land rehabilitation and some
sort of closure planning

Lack or inadequacies of reproducible data for proper
planning e.g. cost/schedule

CHALLENGES OF CLOSURE FRAMEWORK – cont’d
Opportunities

Threats

Opportunities (that may be missed if not strategically
planned):

Threats:

1. Promotion of sustainable development

1.Conflict of interest regarding preferred land
use options

2. Promotion of community sustainability through poverty
reduction /eradication, wealth creation and enhancing alternate
job creation

2.Disenchantment against mining
3.Potential collapse of mining industry

3. Promotion of social license (basic right to do business
profitably) for corporate future

4.Unpredictability of market and investment
climate

4. Trust in mining company-community relationships enhanced
5. Promotion of business-of-tomorrow
6. Businesses’ mission fulfilled and stakeholders’ values
sustainably enhanced
7. Win-win for all

5.Galamsey destroying rehabilitated/restored
mined-out areas through sand wining, gold or
other ore re-mining and stone cracking
6.Enhances litigations

DESCRIBE THE FUTURE, DEFINE IDEAL
There is a fundamental divide between the interests of mining companies and the
interests of the communities where mining takes place. However,
- the increasing expectation for promotion of sustainable development on both
divide;
- desires for reduced human safety and health risks;
- converting environmental liabilities into viable closure assets;
- competition for land with increasing value of natural environment as enhanced
investment option;
form the basis to present principles, ideas and guidelines for regional/national
strategic policy framework, capacity enhancement, institutional re-orientation that can
yield a sustainable mix of social, economic and environmental superior outcomes with
certainty; and, all driven by technological innovations and advancement.

DESCRIBE THE FUTURE, DEFINE IDEAL
Key Objectives of enhanced mine closure are to:
1. Prevent or minimize adverse long-term socio-economic and
environmental impacts
2. Create self-sustaining and viable ecosystem
3. Create sustainable & viable employment and social outcomes
4. Enhance long term resource stewardship
5. Transfer and Enhance technological capacities (technological
innovations & advancement)
6. Promote community sustainability
7. Promote Entrepreneurship

RATIONAL AND CONCLUSION

There is a search for bridging the gap on fundamental divide between the interests
of mining companies and the interests of the communities where mining takes
place.
The search however should in no way be seen as impediments to dynamic market
economy driven by technology, entrepreneurship, sustainability and to individual
liberties
Society’s effort to bridge the gap must be organized around strategic goals that
simultaneously represent the desired objectives of promotion of sustainable
development for both sides of the divide – Mining Houses & Host communities
Rather than on mere environmental activism based purely on political ideologies
(i.e. tango between socialism & capitalism; or idealism & realism), self-seeking
secular benefits, etc.

RATIONAL AND CONCLUSION

Improvements in all facets of our development must be based on techniques of
sustainable development framework with pragmatic objectives and principles, and
with periodic re-assessments, dialogue and disclosure, reflecting on the challenges
of the times such as global financial crises, corporate future, poverty
eradication/reduction and above all promotion of sustainable development with
emphasis on community sustainability.
Let us re-define criteria for sustainable mine closure completion by improving on
the existing one with the challenges of the time (Break-through improvement).
Thus, the re-defined sustainable mine closure plan should form a model or
standard for the national or regional strategic mine closure framework
underpinned by definite strategic direction of the national agenda on sustainable
development, especially within host mining communities in Ghana, and perhaps
West Africa Region, if not Africa as a whole.

EXAMPLE OF MINE LAYOUT

Open Pit
RAW

Decline

RAW Access

In-Pit Adit
FAW

Level Access

FAW Access

AN EXAMPLE OF MINE-SITE NURSERY

AN EXAMPLE OF TAILINGS DAM FOR REHABILITATION

AN EXAMPLE OF REHABILITATED TAILINGS DAM

THANKS
&

“G L U E C K A U F”

Emergency Preparedness & Response: Case
Study from Sohar Refinery, Oman.
WASHEQ Conference. 23 September 2011
Presented by : Ing. Ken Yeboah

73

Sohar Refinery – Brief Profile
Oman Refineries & Petrochemicals Co. (ORPC) consists
of Mina Al Fahal (MAF) Refinery in Muscat and Sohar
Refinery located in Sohar.
MAF has been in operation since 1982 while
construction of SR commenced in 2004.
SR plants commissioned in 2006 with an installed
capacity of 116,400 bpd of feedstock.
SR Complex is made up of:
 Hydrocarbon Process units
 Utility plants
 Off-site facilities
75

Products
Electricity
Propylene

Atm. Residue
40,000 bpd

14,648 bpd

LPG

Crude Oil
76,400 bpd

100 MW

Naphtha

Sohar

8,515 bpd
12,713 bpd

Gasoline

44,930 bpd

Kerosene

9,042 bpd

Gas Oil

30,446 bpd

Fuel Oil

5,113 bpd

Sulfur

155t/d

76

Emergency Preparedness
 All industrial undertakings are prone to incidents, but
the stakes are even higher in oil and gas processing
facilities.
 An emergency situation is an incident which poses an
immediate risk to life, health, property or the
environment, and which requires immediate remedial
action.
 In an oil refinery, emergency scenarios could include
fires and explosions, plant upset, hydrocarbon
spillages,
hazardous
gas
releases,
medical
emergencies, natural disasters, etc.
78

Sohar Emergency Preparedness
 Safety Management in Sohar Refinery is viewed from
two perspectives:
1. Systems and practices for the avoidance or
prevention of accidents; and
2. Procedures for the protection from exposure to
undesirable events or reduction of the consequences
of the outcome.
 The second point, which deals with emergency
preparedness and response, is the focus of this short
presentation.
 There are three emergency levels in Sohar Refinery;
level 1, level 2 & level 3.
79

Sohar Emergency Preparedness & Response
 At Sohar Refinery, the key to rapid and effective response to
incidents is preparedness; this consists of a documented
Emergency Response Plan (ERP), coupled with available
resources, trained personnel and excellent communication
infrastructure.
 The Objectives and Leadership Commitment in the SR ERP are
to provide an effective, systematic and yet comprehensive
procedural framework to ensure:
1. Containing and controlling incidents so as to minimize the
effects on people, environment and properties.
2. Communicating the necessary information to the workforce,
public and authorities concerned.
3. Speeding up the recovery processes for both people and the
business & clean up of the environment.
80

Emergency Preparedness Arrangements


Well equipped and highly trained Emerg. Response Unit (Fire Station)



New Fire Trucks with boom facilities and high foam storage capacities



Emergency response buses, pick-up vehicles and ambulance



High capacity fixed and trolley-mounted mobile foam monitors



Well laid-out network of Fire & Gas detection system for continuous
monitoring of gas leaks around the clock.



Two Plasma Screen Display Monitors: One at MCB and the other at
Fire control Room at Fire station with Audio-visual display



Manual alarm call points, emergency siren and public address system



Readily available and well maintained fire water system



Deluge system provided for critical equipments: vessels / tanks/ pressurized
storage tanks, etc.



Regular rehearsal (drills) on possible emergency scenarios



Mutual Aid Agreement with major companies within the Sohar Industrial
Port Area.
81

SR Emergency Response Organization
Emergency Siren
& Announcement over
Public Address System

Emergency Response
14 Operation Shift
Fire Crew
Fire Engines
2 Lab. Shift Fire Crew

Forward Control Centre setup
Ambulance
5 HSE Shift Fire Crew
On-Scene
Commander

Emergency Control Center
Under Incident Commander

Shift Superintendent acts as the OSC until relieved
by SR Fire Chief (Head of FP&FF)

30 back up fire crew
Civil Defense Crew(Oman Fire Service)

All personnel except Operation & Emergency Response
Team move to assembly points:
ASSEMBLY POINTS

Mutual Aid Partners

82

SR Emergency Response Organization
 Emergency Control Centre

Activated for Level
2 & 3 Emergencies

 Serves as the communication link between the support teams and the Onscene Commander.
 Serves as the headquarters for the Incident Commander (CEO)
1. Advisory Group
 Managers: Technical Services, Reliability, HSE & Production Planning &
Marketing

2. Chief Coordination Group
 Public Affairs Coordinator
 Amenity & Transport Coordinator
 Material Coordinator & Financial Support
 Equipment & Maintenance Coordinator
 Electrical & Communication Coordinator
 HSE Coordinator
 Contract Manpower Coordinator
 Incident Recorder
83

Training & Competency
 HSE Fire Crews are sent out for industrial fire fighting training in
the US (Nevada), UK and Muscat Fire College.
 Operations and Laboratory (1st Line response crew) and
Maintenance (2nd Line response crew) are trained on-site at the
SR fire fighting grounds.
 Periodic emergency mock drills are carried out to ascertain the
effectiveness of the ER Plan.
 This enables review of the plan to ensure continual
improvement.
 Frequency of Drills
 Levels1 & 2: Annually
 Level - 3: Once in two years
84

Conclusion
 Industrial accidents, particularly in the petroleum industry have always been
very devastating.
 Recent catastrophic incidents include BP Texas City (2005), Buncefield - UK
(2005), Jaipur Oil Depot Fire - India (2009) Tesoro Corp. Refinery - US (2010),
TOR Loading Gantry Fire - Ghana (2010), Pembroke Chevron Oil Refinery - UK
(2011).
 At ORPC - SR, we understand that we are not totally immune from the
aforementioned incidents, and therefore commit enormous resources and
efforts at preventing such catastrophes in our refinery.
 No matter how effective an emergency response infrastructure maybe, the
costs associated with industrial accidents are so prohibitive.
 Thus our continual drive for excellence in HSE Management, and we believe
this has no finishing line…….

85

Thank you

Oman Refineries and Petrochemicals Company – Sohar Refinery

P. O. Box 282, P. C. 322, Falaj Al Qabail, Sohar, Sultanate of Oman
Telephone: +968 26851000 Fax: +968 26851211
http://www.orpc.co.om

86

WASHEQ Conference 2011

The Scourge of
g
‘MANUAL HANDLING’
in the Construction
Industry
Presented by Daniel A. Anoff MSc. Pg. Civil Eng. AMIDE ICIOB


Introduction
• Annually, over 20% of all injuries in

•
•

the Construction Industry were
sustained whilst manually lifting and
t i d hil t
ll lifti
d
handling materials or equipment.
The Construction Industry accounts
for 25% of all injury accidents.
All manual work involves lifting and
handling to some extent.


Manual Handling ‘Ride’
Ride
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BEFORE

DURING

AFTER


Aim of the Presentation
• T improve awareness of Health and S f t
To i
f H lth d Safety
•
•
•

on Construction Project Sites.
To gain an understanding of the principles of
Safer Manual Handling Techniques for both
loads and people.
To
T explain h
l i how th musculoskeletal system
the
l k l t l
t
can be used effectively to reduce the risk of
injury.
To explain safer handling principles and use
of safe system of work whilst moving and
handling.
h dli


Content
1.
1
2.
3.
4.
5.
6.
7.
8.
9.
10.
10

Definition
Statistics
Anatomy
y
Mechanics
Injuries
Risk Assessment
Law
Guidelines
G
Kinetic Method of Lifting
Conclusion


1.
1 Definition
• Any activity requiring the use of

force exerted by a person to lift,
lower, push, pull, carry or otherwise
move, hold or restrain any animate
or inanimate object
object.

• The force or load don’t need to be
“heavy” or “awkward” to cause the
heavy
awkward
handler lasting health problems
problems.


2.
2 Statistics
Summary of largest cause of accidents at work
Summary of largest cause of accidents at work

•
•
•
•
•
•

37% Manual Handling
19% Slips, Trips and Falls
12% Other Causes
20% Struck by an Object
7% Falling from Height
5% Machinery


3. Anatomy of the Human Body
3
The Spine
It has three main functions
p
p
1. To protect the spinal cord
2. To allow movement
3. To support the upper body
The Complex System
It consist of the following
1. Spinal Cord
2. Nerves
3. Ligaments
4. Muscles & Tendons


3. Anatomy-Vertebrae
3 AnatomySpinal Cord

• The vertebrae consist of

33 bones: the top 24 are
separated by discs.
• Each vertebrae has 4
joints hi h
j i t which enables
bl
movement.
• The vertebrae are larger
towards the bottom of the
spine.
spine

Disc

Vertebrae


3. Anatomy-Disc
3 AnatomyNucleus

•
•
•
•

Act as shock absorbers
Firmly tt h d to
Fi l attached t vertebrae
t b
Poor blood supply
Annulus
Annulus stretches and
relaxes during movement

Disc
sc


3. Anatomy-Disc cont’d
3 Anatomycont d
• Repeated stresses can

cause minute tears and
bulging of the disk.
• Presses on adjacent nerves
and ligaments – pins &
needles, pain, numbness
• Commonly called a slipped
disc
di


3. Anatomy- Muscles
3 Anatomy• Muscles are bundles of fibre

which enable movement
• Messages from the brain cause
them to contract and relax
• Connected by tendons and
when muscles contract the
bones are drawn closer together
• A damaged muscle is called a
strain

3. Anatomy-Ligament & Nerves
3 AnatomyLigament

Nerves

• Strong fibrous tissue
• Small deg ee o
S a degree of

• Millions of fibres

•

•

•

elasticity
Stooped back posture
can result in permanent
elongation – weakness
and pain
Damaged if stretched
too far and torn – called
a sprain
sprain.

•
•

t a s tt g e ect ca
transmitting electrical
impulses
Vertebrae enclose and
protect
Nerves branch out from the
spinal cord and pass
i l
d d
between vertebrae
Irritated nerves can be felt
right along there length –
called sciatica.


4.
4 Mechanic of Manual Handling
• Although mechanical

equipment should be used
whenever practicable, much
practicable
of the work will inevitably
continue to be done
manually.
manually

• The risk of injury can be
j y

greatly reduced by a
knowledge and application
of correct lifting and handling
techniques and by taking a
few elementary precautions
precautions.


4. Mechanic of Manual Handling
4
● Balance point is through centre of body when

•
•
•
•

standing.
A load held in front disturbs the balance - tension
is generated in the back muscles to compensate
Forms a lever effect
effect.
Average person holding a 10kg load at arms
length g
g generates a counterbalancing tension up
g
p
to 10 times more – to avoid falling over.
High or repetitive levels of tension in the back
can cause d
damage – called muscle strain.
ll d
l t i


4.
4 Mechanics

Centre of Gravity

Centre of Gravity

Lever effect is reduced if load held closer to the body


4.
4 Mechanics

Graphic Illustration‐ Deformation of vertebrae when put under load strain
Graphic Illustration‐


5.
5 Injuries
Injuries
I j i are strains and sprains t muscles
t i
d
i to
l
and joints, torn ligaments and tendons, disc
trouble and hernias.
● These are often caused by sudden and

awkward movements e g twisting or
movements, e.g.
jerking while lifting, or handling heavy
loads;
loads; lifting loads beyond their physical
capabilities.
capabilities
● Back injuries are most frequently
sustained while lifting and handling
g
g
manually.


5.
5 Injuries
• They may be the cumulative effect of

repeated minor injuries, or the result of an
abrupt strain
strain.
• Stoop lifting should be avoided; it greatly
increases the chances of sustaining back
injuries.
i j i
• Laboratory tests show that the stresses
imposed on a rounded back during stoop
lifting is six times that experienced if the trunk
is kept erect while bending at the knees.


5.
5 Injuries
• The muscles of the abdominal wall are
particularly vulnerable, and excessive
strain may lead to ruptures.
ruptures
• Cuts and abrasions from rough
surfaces, sharp or jagged edges,
,
p j gg
g ,
splinters, projections, etc.
• Protective clothing should be worn;
especially leather or PVC gloves to
protect the hands.


5.
5 Injuries
• The risk of injury is reduced by

knowledge of correct lifting
techniques and not by attempting
to lift excessively heavy loads
without assistance.

• Crushing of limbs, etc. by falling

loads, o by fingers, hands o feet
oads, or
ge s, a ds or eet
becoming trapped by loads.


6. Risk Assessment
6
Before handling a load established the following:
load,
● What has to be moved?

● How far does it have to

● What d
Wh t does it weigh?
i h?

be
b moved and f
d d from
where to where?
● Can the process that
requires it to be moved
be changed?
● C
Can th move b carried
the
be
i d
out more safely with
mechanical assistance?
assistance?

● Can it be safely handled by

one person?
● Where is the load’s centre
of gravity?
● Does it really have to be
moved?
● Will assistance be
required?


6. Risk Assessment
6
● Suitable protective clothing should be worn
worn.

This may include gloves, safety footwear, safety
helmets, and special overalls if hot or corrosive
substances are to be carried.
● Ensure that the lifting and lowering areas are
g
g
clear of tripping hazards, and likewise check the
route over which the load is to be carried.
● Not all loads need to be carried, of course. It
may be easiest to roll, slew or push them. But
assistance might still b required t avoid th
i t
i ht till be
i d to
id the
risk of injury.


6. Risk Assessment
• Correct positioning of hands and feet in

relation to the movement of the load is
essential.
• Timber wedges should be used when
raising or lowering heavy loads to prevent
fingers and hands becoming crushed.
crushed.


7. The Law
• The Health and Safety at Work etc.
Act 1974 (HASAWA)
• The Management of Health and
Safety at Work Regulations 1999
(MHSWA)
• The Manual Handling Operations
Regulations 1992


7. The Law
HASAWA:
HASAWA:
● G
General d
l duty to ensure the
h

health, safety and welfare at
work of their employees. In
employees
particular, they have a duty to
e su e the safe
ensure t e sa e use, handling,
a d g,
storage and transport of articles
and substances so far as is
reasonably practicable.


7. The Law
MHSWR:
MHSWR:
● Regulation 3(1) requires

employers to risk assess work
activities. Thi risk assessment
ti iti
This i k
t
should identify whether there is a
risk of injury from manual handling
operations in the workplace.
workplace.


7. The Law
The Manual Handling Operations
Regulations 1992:
1992:
• These regulations are based on
an ergonomic approach to
preventing manual handling
injuries. This involves fitting the
j
g
job to the worker, taking into
account anatomy, physiology
and psychology.
d
h l


7. The Law
These regulations require a
number of relevant factors to be
taken i t
t k into consideration d i
id ti during
manual handling:
These are known as TILE:
● Task
● Individual Capability
● Load
● Environment


7. The Law
● Task: What is it about the way that we

organise the task which might affect
our health and safety?
safety?
● Individual Capabilities: What is it about
the people who are doing the j that
p p
g
job
might affect their health and safety?
safety?
● Load: What is it about the load which
Load:
might affect our health and safety?
i ht ff t
h lth d safety?
f t
● Environment: What is it about the place
Environment:
which might affect our health and
safety?


7. The Law
These regulations set out a hierarchy of
measures employers should work through
to prevent or reduce the likelihood of injury:
injury:
●
●
●
●
●

Avoid manual handling
Assess the task
Reduce th risk
R d
the i k
Monitor the task
Inform and train staff on residual risks


8.
8 Guidelines
• There is no such thing as a
completely ‘safe’ manual
safe
handling operation. But working
within the following guidelines
will cut the risk and reduce the
need for a more detailed
assessment.
assessment


8.
8 Guidelines

Each box in the diagram above shows guideline weights for lifting and lowering


8. Guidelines
Special Factors in Operation
S i lF t i O
ti

Rough Guide
R
h G id

Operation repeated once or twice a minute

Reduce weight by 30%

Operation repeated five to eight times a minute
p
p
g

g
y

Operation repeated more than 12 times/second


‘Average’ Female


Handler twist through 45 degrees


Handler twist through 90 degrees


Handler seated and twisting
seated and twisting

Less than 5kg
than 5kg

Handlers seated

About 5kg

Pushing or pulling a load (assumed that force is
applied with hands between knuckles and
shoulder height)

About 25kg for starting or
stopping a load. About 10kg
for keeping a load in motion


9.
9 Kinetic Method of Lifting
● The weight that can be lifted by any individual will

vary according to personal physique, age, condition
and practice, and the techniques employed.
employed.

● Youthful exuberance and bravado often tempt

younger employees to attempt to lift loads that are
too heavy. While they may succeed in the short
heavy
term, long term damage may be done.
done.

● Lifting capacity declines with age and an older

person may not be capable of lifting the same load
as a younger person; although this can be offset by
employing a better technique.
technique


9. Kinetic Method of Lifting
● The weight to be lifted must be

within the lifting capacity of the
individual worker and the load
should be approached squarely,
facing the intended direction of
travel.
travel.
● The feet are positioned about a

hip’s width apart, one foot slightly in
front of the body.
y


9.
● The load is tilted with one hand (if

necessary) so that the other hand can
obtain a secure grip at the corner
g p
nearest the body.
● The free hand is then transferred to the

furthest corner of the load and drawn as
c ose o e u
close to the trunk as poss b e
possible.
● Arms should be well tucked in to provide

maximum support to the load.


9.
● The load should be held firmly into

the body and carried to where it is
to b d
t be deposited.
it d
● The closer the centre of gravity of

the load can be kept to that of the
body,
body the easier and more natural
the lift. It is important to be able to
see over or around the load so as to
avoid tripping hazards.


9.
● When the weight is approaching the

maximum lifting capacity of the
individual,
individual it will be necessary to lean
back on the hips with the load to bring
the trunk to the erect position before
straightening th l
t i ht i the legs t lift the load.
to
th l d
● In this instance the body is being used

simply as a counterbalance to keep
muscular effort down to a minimum.


9.

• Grips should not be changed
while carrying the load. First
rest the load on a ledge or
other firm support, then
change the grip if necessary
necessary.


9.
● When large or awkward weights are

involved, assistance should be sought.
sought.
● Co-ordinating team activity is important
Co-

in team lifting. One person should give
directions during lifting, carrying and
lowering.
● Properly designed lifting aids will enable

some tasks to be performed more
quickly and easily and also eliminate the
risk of injury or damage.


10. Conclusion
10
● Musculoskeletal disorders

(MSDs) are the biggest cause of
occupational ill health in the
construction Industry.
● This could be avoided if

management and workers did
their bit to make the workplace
safer.


10. Conclusion
10
● F
From th top to the bottom, it’s in
the t t th b tt
it’ i

everyone’s interest to keep
themselves safe from injuries that
are avoidable.
● Unless everyone actually takes

so e action
some act o to improve t e
p o e the
situation, nothing will change and
construction workers will continue
to be seriously injured.


REMEMBER
PREVENTION IS
BETTER THAN
CURE


THE END

WASHEQ PPT Afternoon session 2011

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