Martin Smith, Tenix, presents at the OHS Leaders Summit 2013


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

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Martin Smith, Tenix, presents at the OHS Leaders Summit 2013

  1. 1. Fatality Prevention and ProjectLifecycle Risk Management- AnEvolving ModelMartin SmithGroup GM Health, Safety, Quality and Environment
  2. 2. Defining Key TermsProject Life CycleHow a construction project is planned, controlled, and monitored from itsinception to its completion including handover for operations (does notinclude pre-feasibility or feasibility studies)Fatality or Serious Injury PrecursorA combination of hazard(s) and underlying causal factors that if leftunaddressed can result in fatal or serious injury.Single Layer DefenceOnly one layer of defence/control is in place to prevent the occurrence of afatality or serious injury; typically PPE.
  3. 3. The Key QuestionWhy do high performing organisations with developing/matureapproaches to safety continue to have fatalities and/or single layerdefence events?
  4. 4. 5How Have we Responded?We needed to adjust our approach to recognising and managing fatalityexposures (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. 5. Fatality Prevention Framework1. Re-define and sell the value proposition for Fatality Prevention2. Assess current situation and determine required cultural and technical shift3. Identify and document precursors to fatalities4. Conduct risk assessment and establish priorities for intervention5. Ensure adequate levels of protection/control6. Address underlying factors7. Ensure adequacy of infrastructure (systems, metrics etc)8. Institutionalise the approach
  6. 6. Fatality Prevention Protocols (FPP’s)1. Traffic Management2. Confined Space3. Work Vehicles and Road Safety4. Working at Heights5. Electrical Hazards6. Mobile Plant7. Working with Live Services8. Heavy Lifting (Cranes)9. Temporary Works10. Scaffolding
  7. 7. 8Adapting 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 HazardIdentification 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. 8. Establishing a More Effective RiskManagement modelFocusing on the identification and management of fatal risk at the earlystages of the project life cycle (PLC) (when the project managementsystem is evolving) to ensure improved project delivery outcomesIntegrating safety risk factors of different project stages and managingthe high risk hazards based on PLC is an appropriate way to establishan effective risk management model for fatal risk control
  9. 9. Key Underpinning AssumptionProject safety risks develop based on a "chain effect" – high risk factorsin one stage affect other stages, and high consequence/low probabilityevents that happen during construction/operations are amplified in thelater stages of the life of the project
  10. 10. Project Life Cycle Risk Management
  11. 11. Aligning the WHS Risk ManagementProgram to Project Life Cycle
  12. 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. 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 MobilisationMobilisation Stage Planning• Project Delivery Method Planning Review• Project Mobilisation Plan• Work Activity Risk Assessment-Mobilisation
  14. 14. Project Delivery Stage• Constructability Review• Maintenance Review• Operation Review• Detailed Design Risk Assessment (as required) Project Demob DeliveryDemobilisation Stage• De-Mobilisation Plan• De-mobilisation Work Activity Risk Assessment
  15. 15. Constructability Review- 3D Modelling
  16. 16. Project Close Out Stage• Close out review Close• Project Lessons Learnt Report out
  17. 17. Bid Stage
  18. 18. ‘Five Pillars’ Management Reviews1. 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. 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. 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. 21. Thank You