Hitesh Dalpat Rathod worked as a Construction Health and Safety Officer on various projects. His responsibilities included ensuring procurement incorporated health and safety, conducting risk assessments at all stages, managing hazard identification, investigating incidents, ensuring compliance with legislation, managing health, hygiene and environmental issues, effective communication, and emergency preparedness. He achieved this through developing health and safety plans, conducting regular inspections, training workers, and implementing control measures to improve safety performance.

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Annexure A2
2015
Hitesh Dalpat Rathod
I.D number: G6856997
Construction Health and safety officer
Project Report
ACHIEVEMENTS
PROCUREMENT MANAGEMENT
Procurement management is all about the way health and safety should be incorporated into
the procurement process depends on the site and complexity of the construction project. There
is a range of different models that can be used for procurement including planning, design,
contract, construction and evaluation. Planning stage: Developing a procurement plan/
Business case. Identify general safety issues in the project whether the asset is building,
roadwork’s, accommodation facilities, a community redevelopment or civil construction, it is
important to identify the broad safety issue that may be involved in the project. Design stage:
Establish risk management practices, consider options to eliminate or minimize safety risks.
Prepare a final list of safety risk for response from tenderers. Tender: identify general safety
requirement for response tender documents should not only specify that contractors are
expected to comply with relevant OHS legislation but should also require them to demonstrate
their safety capabilities with respect to the project. This should include providing evidence of
third party certified management system, details of safety qualifications project personal and
resource levels and details of key management practices, such as safety inductions site
meeting, risk management practices such as safe work method statements for high risk work.
Construction: Require regular safety reports, require regular meeting and carry out audits
Evaluation: Developing a safety evaluation report. Contract: Include as OHS general clause In
the process of procurement management every contractor is required to develop, prepare and
implement a plan and system that will be aimed which will set out how health and safety will be
managed during the construction process.
OHS COST MANAGEMENT
A cost benefit analysis ( CBA) health and safety theoretical framework is presented towards providing an
appropriate analytical tool to help examine key issues and capture the various benefits, safety
investment, direct and indirect cost of accidents. The framework assesses the economic viability of
health and safety using CBA. The framework shows different types of cost of accidents that contractors
incur which can be avoided through effective health and safety management. The direct and indirect
costs lead to costs of accidents and have economic impact on contractors. The reductions of these cost
are the expected benefits that lead to improved health and safety performance. This will help improve
the quality of the decision-making process and lead towards accident reduction on construction sites.
Accidents in the construction industry represent a substantial ongoing to the employers, workers and

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society. The cost of accidents incurred by contractors on account of accident are divided into three
sections. The first is the cost of construction health and safety measures, this refers to cost related to
the following: first aid; machinery/ equipment; personal protective equipment; safety training;
investigation; accident prevention and recurrence; hiring of temporary worker, recruitment and
replacement of competent workers. The performance of the health and safety affects the reduction of
cost of accidents as well as better production and improvement of the overall image of the industry. The
second is ‘direct costs’ this is cost caused by accident arising from the occurrence of accidents despite
the fact that safety measures were in place, direct cost is also defined as those actual cost that can be
directly attributable to injuries and fatalities which refers to expenditure on insurance; damage to
buildings and equipment or vehicles; damage to the product; cost of health or expenditure on medical
care worker illness; pain as well as discomfort. The third is indirect costs of accidents, indirect cost refer
to costs that may not be covered by insurance and are the less tangible costs that result from accident.
As demonstrated above, accident in the construction industry have great consequences not only on the
employers but also on the workers, co-workers, families and the society. Construction work is
intrinsically hazardous, but inadequate task planning, poor safety training, lack of safety incentives,
insufficient incident investigation and poor management. The CBA framework suggests strategies for the
management of health and safety at a much-reduced cost.
OHS HAZARD IDENTIFICATION MANAGEMENT
Every contractor conducting a business or undertaking construction work has obligations under the
work occupational health and safety act 85 of 1993 as well the work occupational health and safety
regulation 85 of 1993 to manage risks to health and safety so far as is reasonably practicable. A risk
management approach involves identification and assessment of risk followed by elimination of risks in
the first instance or where this is not practicable, minimizing those risks so as far a reasonably
practicable. The most important key we use for managing risks in the workplace was consulting with
workers affected by a health and safety matter to allow us to control matter identified by them, it is
important to involve the workers in the hazard identification, risk assessment and risk control processes.
Workplace hazard identification, assessment and control is an on-going process. It should be undertaken
at various times including if it has not been done before; when a hazard has been identified; when a
change to the workplace may introduce or change a hazard. Such as when changes occur to the work
equipment, practices, procedures or environment; as part of responding to a workplace incident, even
where an injury has not occurred and where new information about a risk becomes available or
concerns about a risk are raised by workers. It is often more effective and easy to eliminate hazards if
risk management approaches used at the planning and design stages for products, processes and places
work. Most hazards in a workplace are identified on a risk assessment which are assessed and control
on a risk assessment, hazard that are not mentioned on risk assessment can also be identified and
controlled on a daily site task instruction (DSTI) and a mini risk assessment. The following of safe work
procedure (SWP) is also more effective and make it easy to eliminate and control hazard to conducting
the task. Personnel as a Safety officer conducting job observation and plan task observation also allow
you to identify hazard associated with the task been carried out on site by the workers.

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OHS RISK MANAGEMENT
Risk management in construction is management function that has the objective of protecting people,
assets and profits by eliminating or minimizing the potential for loss from pure adverse risk and the
provision of funds to recover form losses that do occur. Risk management as an approach to improving
safety is being written into legislation. There are a number of different techniques that may be applied
and their appropriateness will vary between different situations. Because of the large number of work
environments and tasks to be assessed, an efficient and effective method of assessment is required in
order that limited resources can be appropriately directed. The generic term risk management has been
substituted in the industry for anything that has to do with risk assessment. However. It is important to
make the distinction between two terms namely, the risk management process and the risk
management system, that appear to be used interchangeably at present under the generic risk
management banner. The risk management process is the process whereby risk assessment are
undertaken, remedial actions identified and implemented and followed up. The risk management
system is the overlying safety management system in which the risk management process is but on part,
albeit the most important part.
There are three type of risk assessments that we used on site for risk managing:
• Baseline risk assessments are done during the design or commissioning phases of an operation
can be done after the business has been operating for some time. It basically takes a helicopter
view of the operation and looks at all the risks that need to be managed. Baseline risk
assessment is a legal requirement and needs to be revised periodically, normally every two
years. The deliverables of a baseline risk assessment are risk register of the significant risk; risk
profile / footprint of the operation; critical task inventory; action plans to manage the
unacceptable risks. The results of the baseline risk assessment are used to implement the
following control, system or processes, medical surveillance programs; hygiene monitoring
programs; standards and procedures; inspection checklists and schedules; training materials and
programs; maintenance and checks and design changes and plans.
Project risk assessment has to do with the identification, analysis and evaluation of the physical,
operational and business risks of a project. A proper risk assessment has the following benefits
lowering cast and confusion and prioritization and stakeholder support, input for portfolio
management and mitigation of unnecessary risks, setting expectations and establishing reserves
and communication and control.
• Issue base risk assessment describes risk assessment that are done on a number of issue that
has been identified during baseline or other risk assessment or through incident analysis and
include the following critical, fatal or high that is not understood or controlled properly and
needs further analysis, risks that have not been identified before and that are unknown to the
management and workers, complex risks that have been identified through incident analysis for
further studies or analysis and risk identified during high risk potential or near misses.
Every task that is conducted onsite requires a method statement then only you can draw up an
issue base risk assessment for that task, tools, equipment, power tools and plant also requires

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to have an issue base risk assessment. Change management is applied as circumstance and
needs arise, separate risk assessment studies will need to be conducted. These will normally be
associated with a system for the management of change. Additional risk assessment will need to
be carried out when a new machine is introduced on site, a system of work is changed or
operations are altered, after an accident or a near miss has occurred and when new knowledge
comes to light and information is received which may influence the level of risk to employees on
site. Change is an addition, revision, deletion, modification or replacement to any aspect of the
company’s business having potential to impact health, safety environment, regulatory
compliance or operational performance. All issue the issue base risk assessment are reviewed
after every near-miss, incident and accident that take place on site and must be communicated
with the work crew.
• Routine/ Non routine task or activity based risk assessment can be done as part of baseline risk
assessment or it can be separately conducted. It is used to list and analyses routine or non-
routine tasks and record the significant risk exposures whilst doing the tasks. A critical task
register is compiled and the information is used to develop safe working procedures and task
instructions that are used in formal training and on-the-job training. Some type of risk analysis
should be performed before every job. Some tasks are routine and the hazards and controls well
understood. For routine tasks consider using a standard operating procedure, a set of standing
orders that control the know hazards. For tasks that are complex, unusual, difficult, require the
interaction of many people or systems or involve new tools methods, a JSA, DSTI should be
performed prior to performing the job.
OHS ACCIDENT OR INCIDENT INVESTIGATION MANAGEMENT
Managing incidents on a project required me to ensure that the incidents were investigated properly to
ensure that reoccurrence does not take place. All incident, accident, near miss, and property damage
should be reported buy the employees and investigation must be done to find the cause of incident and
be able to put control measures in order to prevent the reoccurrence of the similar incident. An
example would be one incident an employee lost the tip of his left baby finger. I had to ensure that the
task was put to a complete stop. The injured was rushed to the medical station and accompanied by one
of my subordinates. During that time the site manager and the client were contacted and informed of
the incident. All witnesses were interviewed and statements taken, all evidence at the incident scene
were preserved and the area barricaded off. A preliminary investigation was conducted to gather facts
and evidence. The employee was referred to the private hospital and I had to complete the FEM form. I
had to then compile the annexure 2 report and also contact the DOL. Once the reporting structure was
completed I would then request for a final investigation to be conducted based on the route Cause
analysis methodology. I would then compile an investigation pack which would be kept for records sake
and ensure that an incident recall be conducted with our workforce. The lessons learned would be
communicated to the workforce and I would update and revise the issue based Risk assessment as well
as the base line to ensure that the risk factor had been controlled and preventative measures are
effective.The lessons learned for incidents which took place on the project would be incorporated into

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the company induction so employees would be made aware of the incidents which occurred before
mobilizing to site.
OHS LEGISLATIONS AND REGULATIONS
Legally it was my role and responsibility to advise the site management as to what the companies’ legal
obligations were. According to the OHS Act 95 of 1993 and all regulations promulgated under the Act
such as ensuring there is an appointed 16.2 I would facilitate legal appointment structures based on the
project as well as CR 6.1 who would be the construction manager and all his subordinates CR6.2 under
his control. I had to ensure that relevant training was conducted to our workforce to ensure duty to
inform was conducted by on site induction training. I had to ensure that there was an HSE plan
developed for the project and ensure that a fall protection plan is developed and in place as well. I
would also ensure that all legally required inspections be conducted by appointed personnel regularly
for example 3 monthly inspection on our lifting tackle and a yearly load test certificate be made
available. I had to ensure that there was adequately conducted risk assessments including a health risk
assessment which considered ergonomics.
I had to ensure that a Health and Safety committee was established and minutes kept of all meetings
held. I had to ensure that there was a nominated HSE representative appointed on the project and
ensure that he/she is sent for training.
OHS HEALTH, HYGIENE AND ENVIRONMENTAL MANAGEMENT
Here I had to ensure that all employees before being brought to site are medically screened for fitness
and any restrictions made Note of. I had to ensure that regular yearly medical screening is conducted
and ensure that employees who were to leave the company had conducted an exit medical screening.
Regular surveys would be done for example ergonomic survey based on the comfort and suitability for
the worker. I had also arranged for noise surveys to be done and had to ensure that hearing protection
was available and suitable to reducing noise levels.
I had to ensure that sanitary requirements we're met such as toilets which were to be cleaned daily with
cleaning agents. I had to ensure that portable water was provided to the workforce and that hand soap
and hand towels were provided for. I had to ensure that employees maintained personal hygiene by
regular toolbox talks. I had to ensure that spill kits were available for any spills, that diesel browsers had
drip trays and we're cleaned regularly.
OHS COMMUNICATION MANAGEMENT
Communication to client and company Head Office via email was very important as it would allow me to
have proof that communication had been submitted. Using a text message template for any incidents
also assisted in ensuring effective communication was achieved and that all relevant parties have been
informed. Radio communication with site personnel also assisted in effective remedial action. Radio

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communication was also important in ensuring that in a time of emergency all parties are intractable so
that coordination of emergencies could be effective. Networking with other professionals in the industry
via email and social networking sites also assisted in sharing experiences which opened up to learning.
OHS EMERGENCY PREPAREDNESS MANAGEMENT
I had to prepare an emergency plan which would be specific to the project conditions. I was involved in
supplying local fire department with a list of all our flammable chemicals which we would use on a
project to have them aware of what chemicals they would have to deal with in an event of a fire or
explosion. I also arranged for 6 monthly mock emergency drills which would be used to establish any
improvements necessary in an event of a real Emergency. Having clear radio communication with the
field supervision to ensure that in an event they can contact me so I may coordinate the emergency
effectively was also very important. Ensuring that all personnel are out of the danger area and that
necessary local emergency response personnel would arrive on the scene in an efficient time. Ensuring
that clear identification of the area which was effected is described to emergency services to ensure
they arrive on the scene. Conducting a roll call to ensure all personnel are counted for and assist in
remedying the situation so that losses could be brought to a minimum and so operation can go back to
normal. I would also ensure that regular awareness was promoted as to what the workforce are
required to follow in an emergency scenario. I would also place up an emergency evacuation route plot
plan in a clear conspicuous place. These are the accomplishment which I managed to achieve within the
nine knowledge areas. To highlight the main focus points was my intention and hopefully I have clearly
indicated it within this report.