This is the case study which is mainly focus on Project Safety Management

1. PROJECT SAFETY MANAGEMENT
GROUP : 08
SECTION : 02
PEM : 16

2. WHAT IS PROJECT SAFETY MANAGEMENT ?
• Generally known as HSE or Health, Safety and EnvironmentManagement.Other forms are SHE and EHS.
Depends on priority. Most commonly use form is HSE.
• Ensures that the health (physicalor mental) of workforce is maintained,that they work in safe work
environmentand there is no environmentalimpact.
• HSE Policy, better known as Safety Policy, becomes more and more importantwith increase in
Complexity of the Project.
• The more number of stakeholdersand more is the importance of the Project, leads to the requirement
of more stringent and carefullywritten safety policy
• However, irrespective of size (cost and scope), safety is of utmost importance. Increases quality of work,
productivityand helps saving cost.

3. CASE STUDY – REHABILITATION OF EXISTING
40 YEARS OLD 200 MLD STP
• LOCATION: Doha, Qatar
• CLIENT: Public Works Authority (ASHGAL), Qatar
• CONSULTANT: Parsons InternationalLimited, Qatar
• CONTRACTOR : VA Tech Wabag Limited, India
• SUB-CONTRACTORS :
M/s Medgulf Construction Company WLL
M/s Emcon Trading and Contracting LLC
M/s Elite InternationalTrading & Maintainance
M/s Voltech Group, India
• PLANT OPERATORS :
M/s Veolia Water
M/s Metito Overseas Qatar

4. WHAT MAKES THIS PROJECT COMPLEX?
• Live or running or active plant – riskier than any other new project.
• Multiplestakeholderslike client, consultant,contractor, multiplesub-contractors.
• Change of Plant Operationresponsibilitiesfrom one company to another, while execution.
• Strict local laws and regulationsfor health and safety.
• FIFA World Cup – 2022 critical Project. Aims to reduce foul smell in the area during football matches
(plant is barely 100 mtrs from a FIFA stadium).

5. SAFETY POLICY – ON SITE
• Anywork, prior to start, shall have approvedmethod statement with Risk
Assessment.
• Anywork, shall not be started without signed permit from contractor,
plant operator, consultant and client
• Individualattendance registers outside confinedspace areas– workforce
made responsible for themselves and their buddyalloted
• For all confined space work, buddysystem should be regulated
• Anyoff time work shall not be executed without availabilityofsite
emergency vehicle, first aider, HSE officer
• Special works like liftingactivities, to be carried out in supervision of
certified liftingsupervisor.Same for height works, confined space works
etc.
• PPE made mandatory.Violators are punished.Goodpractices are
rewarded
• SafetyWalk through every week. MOM is circulated and actions decided
sought within same week

6. CONTROL OVER HSE DEPARTMENT
• Project Management team’scontrol over HSE team is very important.Although, HSE shall always
function independent.However, the Project Manager is the head of safety committee, hence the
control.
• Quarterly Audits(External and Inter-Company) ensured to check all documentation arein place
• Monthlysafety progress report. Root Cause analysisof all accidentsor incidents.Preventive actions
proposed by HSE manager and approvedby Project Manager

7. PROJECT SAFETY MANAGEMENT – STAGE WISE
THE CHANNEL TUNNEL (CHUNNEL) PROJECT
CONTRACTOR : TRANSMANCHE LINK (TML)

8. INCEPTION PHASE
• Maximum of the risks considered in this phase
were purely technical.Process and approval
risks were not envisaged.
• Not much records of any safety risk considered
during this phase.
• The Project was considered simple initially and
slowly turned complex with works adding.
Probably addingto the risk list.
• Scope of works were not clear. Even bidding was
done without clearing the scope of works. This
makes risk assessment prior to call for bid
document extremely difficult.
• Although the IGC had a Safety Authority –
Independent– still it was of no particular use in
pre-bidding stage.

9. DEVELOPMENT PHASE
• This phase was very importantand significant
for TML management to decide the HSE
structure in Organisation
• TML made line management responsible for
ensuring safety
• Line management was under single, unified
management, making HSE as well, responsibility
of top management and line management.
• CEO was also, Chief Safety Officer.
• Traced safety responsibilityfrom Lead Hand to
CEO
• Example : One contractorchosen, about to work
at the heart of the project, when asked to follow
a safety measure told TML that they need
approvalfrom their HSE team.
• Moral : The respective personnel from Sub-
Contractordid not have the authority to chose
between right and wrong for his team.

10. IMPLEMENTATION PHASE
• Project Managerswere asked to set up Safety
meeting, monthly, chaired by Line managers
(juniormost) and CEO (senior most). Attended
by Lead Handsas well.
• Any accident or incidentto be investigatedby
Lead Hand (party leader). Then reviewed by
his/her supervisor, then line manager and so on
until CEO.
• Category of accidentsor incidentswere formed
by line manager, insteadof instruction from top
tier management.
• Analysisof accidents or incidentsshowed that
95% of accidents or incidentshappeneddue to
Human Behaviorsand not due to the extreme
conditionslike undergroundworks
• Example : Back Strain was common work place
accident. Upon analysisand investigation,it was
found that the method of pullingpoint levers
was wrong. Same was rectified – increased
productivityand reduced health risk.
• TML had sensors to record temperature and gas
levelsin the tunnel – permanent recording –
direct data to controllers

11. CLOSE OUT PHASE
• The initialchange in safety organization,to
include line managers and make them
responsible, was the most complexchange in
organization
• Due to this change TML faced problems for the
phased hand-over of the project to the client,
ET. The principalcause for rejecting the
proposed organizationhasbeen the failure to
identify satisfactorilythe safety chain from the
operativeto the chief executive.
• The Project was closed in 1994 and entered the
Operationand Maintenancephase with a very
good safety review, throughout the four (4)
stages of the project

12. PROJECT SAFETY MANAGEMENT – RATING
THE CHANNEL TUNNEL (CHUNNEL) PROJECT
CONTRACTOR : TRANSMANCHE LINK (TML)

13. RATINGS BASED ON CASE STUDY
Phases
• INITIATION PHASE
• DEVELOPMENTPHASE
• IMPLIMENTATIONPHASE
• CLOSE OUT PHASE
Rate (1-5)
• 2
• 4
• 4
• 3

14. PROJECT SAFETY MANAGEMENT – LESSONS
LEARNED
THE CHANNEL TUNNEL (CHUNNEL) PROJECT
CONTRACTOR : TRANSMANCHE LINK (TML)

15. WHAT DID WE LEARN ?
• Safety of workforce shall alwaysbe on top priority. No project is bigger than a life.
• Continuousevaluationof HSE policies required.
• Ignorance is not bliss – in this case. Every worker deserves to go back to his/her family, safely.
• Proper structuring of HSE organizationfor a project is very important.
• Making Line Managersresponsible for their team’s safety and healthincreases productivityand quality
in work.
• FollowingHSE norms saves cost – like cost incurred due to accidents, fatalities,insuranceclaimed by
workforce, statutory fine etc.

16. ”
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WHO HELPED US – THOU WILL BE REMEBERED, ALWAYS
• The Bombardier Story (by Larry MacDonald)
• Megaproject Management (by Virginia A Greiman)
• Safety in Underground Construction and Operation of the Explanatory Studies Facility at Yucca
Mountain (by US National Committee on Tunneling Technology and National Research Council)