OHS Leaders Summit, Tenix, health, safety, Media Corp International, Martin Smith

1. Fatality Prevention and Project
Lifecycle Risk Management- An
Evolving Model
Martin Smith
Group GM Health, Safety, Quality and Environment

2. Defining Key Terms
Project Life Cycle
How a construction project is planned, controlled, and monitored from its
inception to its completion including handover for operations (does not
include pre-feasibility or feasibility studies)
Fatality or Serious Injury Precursor
A combination of hazard(s) and underlying causal factors that if left
unaddressed can result in fatal or serious injury.
Single Layer Defence
Only one layer of defence/control is in place to prevent the occurrence of a
fatality or serious injury; typically PPE.

3. The Key Question
Why do high performing organisations with developing/mature
approaches to safety continue to have fatalities and/or single layer
defence events?

4. 5
How Have we Responded?
We needed to adjust our approach to recognising and managing fatality
exposures (Technical and culture)
Technical:
• Re-design and implementation of safety systems
• Challenge current Risk Model
• Focus on likely precursors to fatalities
• Ensure multiple layers of protection/control for high risk hazards
• Develop capability at each level of the business
Re-thinking our strategy for fatal risk !!

5. Fatality Prevention Framework
1. Re-define and sell the value proposition for Fatality Prevention
2. Assess current situation and determine required cultural and
technical shift
3. Identify and document precursors to fatalities
4. Conduct risk assessment and establish priorities for intervention
5. Ensure adequate levels of protection/control
6. Address underlying factors
7. Ensure adequacy of infrastructure (systems, metrics etc)
8. Institutionalise the approach

6. Fatality Prevention Protocols (FPP’s)
1. Traffic Management
2. Confined Space
3. Work Vehicles and Road Safety
4. Working at Heights
5. Electrical Hazards
6. Mobile Plant
7. Working with Live Services
8. Heavy Lifting (Cranes)
9. Temporary Works
10. Scaffolding

7. 8
Adapting the Risk Strategy (from Mercer 2012)
Risk Assessment: Risk Mitigation:
Low Severity F(x): Severity + Low to Middle
Exposure Experience-Based Order from Control
Likelihood Hierarchy
Hazard
Identification
Risk Mitigation:
Likely Risk Assessment:
High Order from
Precursor to F(x): Severity +
Control Hierarchy;
Fatality or Control-based
Layers of
Serious Injury Likelihood
Protection

8. Establishing a More Effective Risk
Management model
Focusing on the identification and management of fatal risk at the early
stages of the project life cycle (PLC) (when the project management
system is evolving) to ensure improved project delivery outcomes
Integrating safety risk factors of different project stages and managing
the high risk hazards based on PLC is an appropriate way to establish
an effective risk management model for fatal risk control

9. Key Underpinning Assumption
Project safety risks develop based on a "chain effect" – high risk factors
in one stage affect other stages, and high consequence/low probability
events that happen during construction/operations are amplified in the
later stages of the life of the project

10. Project Life Cycle Risk Management

11. Aligning the WHS Risk Management
Program to Project Life Cycle

12. Bid Stage
• Preliminary Project SQE Risk Assessment
• Conceptual Design Risk Assessment (as required)
• Bid Commitment Review (Gate)
Post
Bid Stage
Bid
Post Bid Stage Stage
• HSQE Risk Management Plan
• Project HSEQ Management Plan (s) Rev 2
• Mobilisation Work Activity Risk Assessment
• Detailed Design Risk Assessment (as required)

13. Project Delivery Planning Stage
• HSQE Risk Management Plan
• Project HSEQ Management Plan (s) Rev 2
• Mobilisation Work Activity Risk Assessment
• Detailed Design Risk Assessment (as required)
Project
Delivery Mobilisation
Mobilisation Stage Planning
• Project Delivery Method Planning Review
• Project Mobilisation Plan
• Work Activity Risk Assessment-Mobilisation

14. Project Delivery Stage
• Constructability Review
• Maintenance Review
• Operation Review
• Detailed Design Risk Assessment (as required)
Project
Demob
Delivery
Demobilisation Stage
• De-Mobilisation Plan
• De-mobilisation Work Activity Risk Assessment

15. Constructability Review- 3D Modelling

16. Project Close Out Stage
• Close out review Close
• Project Lessons Learnt Report out

17. Bid Stage

18. ‘Five Pillars’ Management Reviews
1. To ensure that prospects are aligned with our philosophy and approach to safety (prior to developing the bid)
2. Ensure all fatal risks are identified with effective mitigation plans costed (prior to bid submission)
3. Deliver against project HSEQ Plans, mitigate risks including fatal risks (monthly)
4. Monitor Divisional performance to avoid surprises (monthly)
5. Ensure Divisions deliver on Zero Harm Plans (monthly)

19. This is a Work in Progress...
• Continue to analyse data for incident precursors and any
unexpected/hidden relationships at company level
• Continue to provide training to key personnel on PLC risk management
and Fatality Prevention Protocols (Designers , BD, Estimators etc)
• Maintain focus on higher-risk activities / operations through the
Executive and the Board
• Codify FPP’s into WHSMS and make them habitual
• Strengthen the audit program- Fatality Prevention Audits
• Feed Lessons Learnt process into ‘Market to Contract’ Phase
• Continue to evolve fatality prevention metrics that are predictive and
robust
• Continue to have risk focused/discovery conversations

20. Should we Ever Declare Victory?
“Never in all history have we harnessed such formidable technology.
Every scientific advancement known to man has been incorporated into
its design. The operational controls are sound and foolproof!”
E.J. Smith, Captain of the Titanic

21. Thank You