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TIRANA_UNIVERSITY_PPT for safety related documents.pdf
- 1. 1951 1991 Dr Georgios D. Panopoulos Management Force Group Modern Safety Management – Holistic approach
- 2. 1951 1991 Objectives Physically (unconsciousness) SAFETY is embedded into one’s way of living and working, into one’s organisation business. The challenge today is where safety must be approached in a structured way, measured and evaluated and be part of the planning for any business. The objectives are to discuss in first place why safety and in second place how much safety.
- 3. 1951 1991 Structure • Introduction • Approach to safety • Basic criteria • Holistic approach • Safety Management System (SMS) • The new H&S regulations • Apply the new H&S Reg’s in a Project
- 4. 1951 1991 Inception Does safety matters? YES! Of course! The cost of … Well it depends! Personally … Subject to the conditions … The Law says that … In many cases …
- 5. 1951 1991 Rate Safety In Albania
- 6. 1951 1991 Road Safety Minimise road accidents & Minimise consequences By applying lower speed limits ?
- 7. 1951 1991 What Is Safety For You? Anything you said and definitely not a paint of terror! Like some of the ones to follow
- 8. 1951 1991 Definitions • SAFETY (Seguricë, Sicherheit, Sécurité, Sicurezza, Ασφάλεια) • HAZARD • TYPE OF HAZARDS • RISK • RISK FOR WHOM & WHERE • EXPOSURE AT RISK • LIKELIHOOD • SEVERITY • RISK ASSESSMENT
- 9. 1951 1991 The Result “ Every system is producing the results it is designed for” Donald Mark Berwick …the premise being that both the intended and unintended consequences are designed into our systems.
- 10. 1951 1991 The Safety Criteria Traditionally there are three criteria for doing safety: • MORAL • ECONOMICS • LEGAL Now a fourth appears, SustainAbility Considering these within ….
- 11. 1951 1991 SAFETY BASIS • MORAL • ECONOMICS • LEGAL • SUSTAINABILITY Occupational Health & Safety (OH&S) VISION & POLICY To achieve the Vision of a healthy work environment free of Incidents. Injuries and Accidents, 1. Needless to say, we comply with local legislation and all directives related to Health and Safety at work. 2. We are committed to do our best to safeguard the OH&S of all our direct and indirect employees in all activities where we have management control. 3. We aim at continuous improvement of our OH&S performance by managing it as our top Business Priority. 4. We manage OH&S as an integrated system of goals, with clear responsibilities and accountabilities. 5. We continuously strive to embed safe and sound behaviour throughout the organization in our everyday activities and to create an environment in which everyone and all of us are responsible for our own and our colleagues' safety. 6. All employees are expected to follow safe-work practices, obey rules and regulations and work in a manner that upholds the high safety standards developed and endorsed by the Group. 7. We use our influence to the best of our ability to persuade our suppliers, contractors and third parties to adopt similar OH&S policy. 8. We willingly engage with stakeholders and third parties who may seek our advice.
- 12. 1951 1991 Safety Is A Moral Duty • Employers • Self – Employed • Individuals • Bus Drivers • School Masters • Playground Operators • Parents • … • Owners - Clients • Designers • Manufacturers • Project Managers • Contractors • Subcontractors
- 13. 1951 1991 Safety Is A Legal Duty • It is the employer’s duty to protect employees and others from their activities • Employees have a duty to protect themselves and others complying with the instructions provided and report any risks to their superiors • EU directive for health and safety at work in implementation as of 1.10.2006 • EU directive for health and safety in construction sites as of 1.1.2007 • Albanian Law no 10237 enforced since 18.2.2010 for H&S at work • Albanian Law, Council of Ministers Decree no 312 enforced since 5.5.2010 for coordination in construction sites
- 14. 1951 1991 Safety Is A Legal Duty Self-assessment Do you expect the other to comply first while everyone in this room is questionable where he/she abides by law? Driving; Housekeeping; Taxation; Designing; Supervising; Would you find impossible to comply fully?
- 15. 1951 1991 The EU Law Travel 1. Big firms look for excellence and business optimisation 2. Gurus present their models 3. Models are broadly accepted by the market 4. Models become a standard 5. A standard becomes a law requirement
- 16. 1951 1991 Compliance starts in east when west prepares the next bulk of legislation Law is born west and travels east The Eu Law Travel
- 17. 1951 1991 The Business Case In what grounds can one justify the prevention cost? To the recent past the most used phrases were “Accidents cost” “Safety pays”
- 18. 1951 1991 18 From Accident Cost to Safety Cost X Number of Accidents Safety Performance Y COST AC1 SC1 SP1/IR1 PC1 SC =PC + AC + MfwoAC SC =aS2 - bS + c dSC/dS = 2aS – b If dSC/dS = 0 then SC = min Prevention Cost (PC) SCmin Safety Cost (SC) Accident Cost (AC) MfwnAC1 Management Failure with No Accident Cost (MFwAC) Returns Cost (RC) New SCmin
- 19. 1951 1991 FUNDAMENTAL HYPOTHESIS safety pays Average management failure with-no- accident cost, in industry (for optimum prevention (cost) Average accident cost in industry Optimum prevention cost Optimum safety cost Number of Accidents 0 Increasing ever safety cost cost 100% of optimum prevention cost for zero accidents, equal to 100% of optimum safety cost for zero accidents
- 20. 1951 1991 FUNDAMENTAL HYPOTHESIS safety does not necessarily pay Average management failure with-no-accident cost, in industry (for optimum prevention cost) 0 Number of Accidents Average accident cost in industry Optimum prevention cost cost Area of Increasing cost Optimum safety cost Optimum safety cost area 100% of optimum prevention cost for zero accidents, equal to 100% of optimum safety cost for zero accidents
- 22. 1951 1991 ALARP As Low As Reasonably Practicable e.g. by HSE at http://www.hse.gov.uk/risk/theory/alarpglance.htm INTOLERABLE REGION e.g. R>10-3 ALARP REGION e.g. 10-3 <R< 10-6 ACCEPTABLE REGION e.g. R< 10-6
- 23. 1951 1991 INTERVENTION SCENARIO 0.00 0.50 1.00 1.50 2.00 % OF PROJECT VALUE PPC INTERVANTION IMPACT WITH INTERVENTION 1.17 0.00 0.17 0.04 1.38 WITHOUT INTERVENTION 0.63 0.58 0.37 0.12 1.7 PREVENTION MFWNA ACCIDENT IMAGE TOTAL SAFETY COST https://www.google.gr/
- 24. 1951 1991 PARETO LAW APPLIES
- 25. 1951 1991 SAFETY PERFORMANCE Safety Performance (SP) is measured/expressed in various ways. To include economic parameter (holistic approach), SP can be expressed as the ratio of: the existing risk defined as the potential failure cost Cr, over the actual fiscal cost of maintaining this performance Cp. Thus SP = Cr/ Cp For optimum prevention cost: SPop = Cr/ Cpop
- 26. 1951 1991 SAFETY PERFORMANCE IMPROVEMENT For DCpop the Improvement (change) of the Safety Performance (ISP) achieved over a certain period of time, it is given by the ratio of: the reduction (change) of the potential failure cost DCr achieved over this period, over the money spend on top of (or less than) the standard expenditure over that specific period DCpop Thus ISP = DCr /DCpop
- 27. 1951 1991 IMPROVEMENT SAFETY PERFORMANCE (X) DCp (Y) DCr DCr /DCpop (-, +) (+, +) (0, 0) (-,-) (+,-) N/A > 1 ˂ 1
- 28. 1951 1991 ALARP (As Low As Reasonably Practicable) INTOLERABLE REGION ISP >> 1 ALARP REGION ISP >=< 1 ACCEPTABLE REGION ISP << 1
- 29. 1951 1991 The Value of Prosperity and Profit Amongst the societies, the prosperity and the profit vary subject to the level of needs that the specific Society stands as a whole
- 30. 1951 1991 Safety Profits & Societal Prosperity West East Goliath Companies David Companies Level of safety Implementing the new era Society Safety burden Company safety cost
- 31. 1951 1991 CONCLUSIONS On The Economic Case • Contractors may improve their safety performance, via efficiency of prevention cost. • Safety pays, but not necessarily in sort terms and limited scope • Chance dominate final output on a project level. • Chance does not influence company/sector output long term; neither sector or society one. • Need to evaluate/consider the “safety principle” unless it has been already quantified by social – economic policy makers. • Contractors have to know what the safety cost is if – chose amongst the family of curves applying.
- 32. 1951 1991 CONCLUSIONS on the economic case extrapolating data • Cost of Safety should interest social partners, not only Employers (Contactors). • Safety cost should be fairly allocated to involved parties, including society at large. • Insurers have also a great interest on the cost of safety. • For public works, safety is a parameter of a fair competition and a good for all • Safety in construction has a latent cost for society at large.
- 33. 1951 1991 The New Era • The protection of human life in the western societies became a standard over the last decade • Safety becomes a corner stone in doing business • Safety becomes a significant factor, which is fully considered from the conceptual phase of a project • Holistic approach is adopted by Society and Companies
- 34. 1951 1991 The Business Travel WORKFORCE INDUSTRY
- 35. 1951 1991 Follow the Leaders OH&S Policy
- 36. 1951 1991 Reset our objectives
- 37. 1951 1991 37 Pure Luck 1 severe 1 Severe 1 1 severe 1 10 No severe 10 3 No severe 3 29 No severe 29 30 Damagesonly 300 50 First aids 50 80 Damages only 80 300 No injury 300 600 No injury & no damage 600 400 No injury & no damage 400 Heinrich, 1950 Industrial accident prevention, 3rd edition Heinrich, 1950 Sample 330 Bird, 1969 Practical loss control leadership, F.E.Bird Jnr and G.L.Germain, 1985 Sample 1753498 Tye/Pearson, 1974/1975 Management safety manual. British Safety Council 5-Star Health and SMS. Sample almost 1000000
- 38. 1951 1991 38 Safety Management Systems Bird, 1969 Practical loss control leadership F.E.Bird Jnr and G.L.Germain, 1985 regulations Safety measures 10 No severe 30 Damages only 600 Near misses Safety Management System Procedures 1 severe
- 39. 1951 1991 39 Policy Organising Planning & Implementing Measuring Performance Reviewing SMS Safety audits Safety Management System (SMS) 1
- 40. 1951 1991 40 Applying a SMS in Business Level 3 Επίπεδο 2 Level 1 SMS Constructors Constructor 1 Constructor 2 Constructor 3 Constructor ν SMS SMS Designers Designer 1 Designer 2 Designer 3 Designer ς ν SMS Safety Procedures for Operation Review & Revise evaluating Planning & Implementing Organising Policy Level 0 Description, Policy and strategic goals Works Safety Instructions At site Legal Framework Decommissioning O&M Srart up Construction Desing Safety Procedures for construction SMS Suppliers Supplier 1 Supplier 2 Supplier 3 Supplier ς ν SMS Legend Instruction line Info line
- 41. 1951 1991 41 OH&S Policy Safety Management System (SMS) 2
- 42. 1951 1991 Others… eaxhaustes wastes damages delays Nuisance injuries Operation maintenance procedures (process) Uncontrolled risks CONTINUAL IMPROVEMENT Production (output) Hardware – infrastructure & raw materials (input) byproducts Continual improvement Global Business and local Environment
- 43. 1951 1991 Safety Management Systems Roles & Responsibilities (liabilities) BoD TOP MANAGEMENT MIDDLE AND LINE MANAGEMENT WORKFORCE Policy Resources Authorisations Review Implement Policy Organise & planning Monitoring and evaluating performance Proposals to BoD Implement Supervise Train & inform Employees Inform Managers Follow the instructions Comply with the rules Be trained Inform supervisors
- 44. 1951 1991 Safety Management Systems behavioral issues BoD TOP MANAGEMENT MIDDLE AND LINE MANAGEMENT WORKFORCE People People People People
- 45. 1951 1991 INDIVIDUALS Different people Different cultures Different priorities Different mentalities Different capabilities Different knowledge Different needs Different ethics n VSC = Σvci, i=1 Were i=1, 2, 3…. n-1, n) n = population
- 46. 1951 1991 SAFETY PERFORMANCE (ENERGY) (X) Managerial capacity (energy) (Y) Technical capacity (energy) (-, +) (M, T) (+, +) (0, 0) (-,-) (+,-) (Z) Cultural based capacity (energy)
- 47. 1951 1991 SAFETY PERFORMANCE BoD TOP MANAGEMENT MIDDLE AND LINE MANAGEMENT WORKFORCE Policy Resources Authorisations Review Implement Policy Organise & planning Monitoring and evaluating performance Proposals to BoD Implement Supervise Train & inform Employees Inform Managers Follow the instructions Comply with the rules Be trained Inform supervisors
- 48. 1951 1991 OPTIMISING SAFETY PERFORMANCE BoD TOP MANAGEMENT MIDDLE AND LINE MANAGEMENT WORKFORCE Policy Resources Authorisation Review Implement policy Organise & planning Monitoring and evaluating performance Proposals to BoD Implement Supervise Train & inform Employees Inform managers Follow the instructions Comply with the rules Be trained Inform supervisors
- 49. 1951 1991 ICSI PRINCIPLE for CULTURAL CHANGE KNOW UNDERSTAND DIGEST ACCEPT TELL EXPLAIN SHOW/PRACTICE CONVIENCE
- 50. 1951 1991 Improving Safety – Moving Furtherer The movers’ (safety) energy must be greater than the energy needed to change the behavior of the individuals involved. Tools and techniques employed may increase the performance of the movers (reduce lost energy)
- 51. 1951 1991 Minimum Criteria for Success 1. Insist and consist 2. Insist and consist 3. Insist and consist
- 52. 1951 1991 REVIEW • Safety is rather a cultural than a technical matter • Safety is a multidisciplinary task • There are legal, moral and business reasons to do safety • The approach must be holistic • Managing safety requires a clear safety policy and defined targets and responsibilities • Hierarchy must be fully involved. They all have a role. Participation and contribution. • Safety is unlimited; how much safety is the first question to answer; what is the business case comes next (not necessarily) • Big organisations are also good in safety – produce and sell safety
- 53. 1951 1991 REVIEW • OHSAS 18001 is a good guidance Europe – wide • Systems should be measurable – define factors and indicators to measure performance • A system must ensure a continual improvement • Safety department (safety engineer) is the director of the orchestra. The others are the musicians. No musicians no concert. • Training is a key element in changing culture and improve performance • Consistence and insistence is a criteria for safety excellence • Make your organisation an organisation that learns and ensures continual improvement; use holistic approach to assess the safety case
- 54. 1951 1991
- 55. 1951 1991 Make an exercise Work out safety in a project.
- 56. 1951 1991 PROJECT SAFETY MANAGEMENT (THE SEQUENSE) • Once upon a time …
- 57. 1951 1991 PRELIMENARY PHASE (LEVEL 0) People decided to build a new plant. They defined then the minimum safety standards to follow, determining the risk inherent to the operation phase, or the selection of the equipment and technology determined itself the risk to be inherited. Specifications for main equipment, design factors, technology, etc are the result of a thorough Risk Assessment already performed by the industry, since main equipment, design philosophy etc have been assessed by manufacturers, practice and law.
- 58. 1951 1991 RISK ASSESSMENT - LEVEL 0 Level 0 Design basis, core specifications, selection of land/location
- 59. 1951 1991 DESIGN PHASE (LEVEL 1) Developing (Detailing) the design, specific safety studies are carried out to assess and/or quantify associated risks and confirm design and design specs as well as operational needs. • Hazard and Operability Studies • Hazard Identification (Hazid) • ATEX (explosive atmospheres) • Safety Integrity level (SIL) • Quantitative Risk Assessment • Health and Safety File (HSF) • Stress analysis • Fire study • Earthquake study • Signing and labeling study
- 60. 1951 1991 RISK ASSESSMENT - LEVEL 0 Level 0 Design basis, core specifications, selection of land LEVEL 1 Safety Studies, Quantitative and Qualitative Risk assessment
- 61. 1951 1991 ROUTINE OPERATION & MAINTENANCE (LEVEL 2) Considering: • Safety Studies findings and recommendations; • Operational philosophy; • Management systems in place; • Staffing; • Works given out/outsourced (contractors) • and the alike, then a Plant’s Qualitative Risk Assessment is prepared and it is incorporated into the OPS manuals and the management procedures.
- 62. 1951 1991 RISK ASSESSMENT - LEVEL 2 Level 0 Design basis, core specifications, selection of land LEVEL 1 Safety Studies, Quantitative and Qualitative Risk assessment LEVEL 2 Qualitative RA for the routine status of the Plant, incorporated into the Ops manuals and Management Systems procedures
- 63. 1951 1991 ROUTINE & NON-ROUTINE OPERATION & MAINTENANCE WORKS (LEVEL 3) Based on the standard stuff, confirm/revise Plant’s RA on spot for the particular: • Systems included • Personnel • Environment • Equipment • Layout – alignment • Procedure to be followed • Weather, timeschedule, … ; and prepare for that work a specific RA based on the method statement and vice versa
- 64. 1951 1991 RISK ASSESSMENT - LEVEL 3 Level 0 Design basis, core specifications, selection of land LEVEL 1 Safety Studies, Quantitative and Qualitative Risk assessment LEVEL 2 Qualitative RA for the routine status of the Plant, incorporated into the Ops manuals and Management Systems procedures LEVEL 3 Qualitative Work Specific RA, based and interlinked with the particular work and its specific method statement, together with the standard system in place (e.g. PtW, LoTo, etc)
- 65. 1951 1991 BASIC STRUCTURE OF A RA CONDITION/ EQUIPMENT/ ACTIVITY SAFETY MEASURES (CONTROLS) LIKELIHOOD ”L“ (of a specific outcome) SEVERITY “S” (of that specific outcome) OTHER FACTORS “OF” (e.g. exposure) RISK “R” R= LX S (X OF) MITIGATION L’ S’ OF’ R’ (residual risk) P(Ai) is the likelihood (probability) of an event Ai, where i=1,2,3,…n n SP(Ai) =1 i=1 P(Bj) is the likelihood (probability) of a possible outcome , where j=1,2,3,…m The total assessed likelihood L or calculated probability of a specific outcome is given below n P(Bj) = SP(Bj/Ai) i=1 Whilst the L of a specific outcome of a specific event is P(Bj) = P(Bj/Ai)
- 66. 1951 1991 ALARP (As Low As Reasonably Practicable) INTOLERABLE REGION ALARP REGION ACCEPTABLE REGION -12 e.g. 10 -9 e.g. 10 -6 e.g. 10
- 67. 1951 1991 REVIEW PROJECT LIFE CYCLE It should be borne in mind that reducing the risks from an existing plant ALARP may still result in a level of residual risk which is higher than that which would be achieved by reducing the risks ALARP in a similar, new plant. Factors which could lead to this difference include (holistic approach) : • practicability of retrofitting a measure on an existing plant, • the extra cost of retrofitting measures compared to embedded them in a new plant, • the risks involved in installation of the retrofitted measure; and • the projected lifetime of the existing plant . THE CONCEPT 250 t 800 t/h ` 1.000 t/h 250 t/h 22.500 t 22.500 t 400 t/h 375 t/h 7.500 t 7.500 t. 250 t/h 480t/h (bauxite) 270t 250 t 187,2t/h 45 t/h 1,2 t/h 3,6 t/h 25t Vertical Raw mill 280 t/h HGG: 50,16GJ/h 150 t/h 60t/h Coal Pet Coke Bag filter High Temp 120 t/h 100m3 213 t/h Reclaimer 60 t/h 230 t/h BF dust Raw coal 100t 150 m3 5 stages 15 t/h ILC Preheater 9,6t/h x 1,05 5,2t/h x 1,05 25t/h 150/250t/h Storage Bauxite ILS Limestone 150t/h 3000 t 3.000t 1.000 t 600t/h 480t/h 30m3 (clinker) 600t/h 3x300t/h 480 t/h 3-300t/h 250t/h 300t/h to trucks 25m3 600 t 600 t 200t/h HGG: 30,16GJ/h 3.000bags/h (50kg) 4.000bags/h (25kg) 6.000 t 6.000 t 6.000 t 100 t fly ash fly ash Grate Cooler Clinker storage Vertical Coal mill Bag Filter Rotary Kiln 3.300 t/d Bag filter 300t 100 t corrective material truck hopper IBAU (CC) 7.000 t Limestone Flysch Iron corrective silo 500 t 270 t Raw limestone (quarry) Raw clay hopper (quarry) 100 t Coal storage IV 32,5 N 6.000 t Raw coal 150 m3 Pozollan 5.000 t 5.000 t Pulverized coal 100 t Pulverized coal 100 t Packing Plant Palletizing Plant 100 pallets/h I 42,5 N 1.000 t I 42,5 R II 32,5 N 100t Pallet storage 5.000 pallets (two rows) Lignite 3x7.000t Gypsum Clinker Limestone Gypsum Pozzolan 40.000 t fly ash Off standard clinker silo Grinding aid 20m3 THE DESIGN MANAGEMENT OF INHERENT OPERATIONAL & EMERGING RISKS Concept Preliminary design Basic design Detail design FEED Construction Testing & commissioning Hand over O&M Decommis sioning
- 68. 1951 1991 Preplanning & Design phase Operation & Maintenance phase Level of Safety Cost of Safety
- 69. 1951 1991 CONSTRAINTS • LOCAL MARKET • COUNTRY SAFETY CULTURE • PLANING (including design and timeschedule) • BIDDING – FAIR PRICE • REQUIRED INVESTMENT • BIDDING – UNDERSTANDING THE H&S REQ’S • OURSELVES
- 70. 1951 1991 CONTRACTORS POLICY CORNERSTONES The are four corner tones in managing contractors. The Owner has to demonstrate clearly that he (the Owner): 1. wants safety; 2. knows safety; 3. can do it; and 4. does do it. Georgios D. Panopoulos (2003) Has in place a clear Safety Policy Has in place contract specific tender H&S requirements including contractor’s minimum H&S requirements and the project/scope specific effective HSP/SMS Has in place a competent and committed organisation dully authorised and possessing an arsenal to manage the Project’s Safety and battle risk generation from day one. Regardless initial delays and costs, Owner applies the H&S procedures from day one, including Contractor’s evaluation.
- 71. 1951 1991 SAFETY ENERGY «Δός μοι πά στω καί τάν γαν κινήσω» “Give me place to stand and I will move the earth” Archimedes 3rd century bc ~ ~
- 72. 1951 1991 Go back to our exercise
- 73. 1951 1991 New Safety Regulations • It is the employer’s duty to protect employees and others from their activities • Employees have a duty to protect themselves and others complying with the instructions provided and report any risks to their superiors • EU directive for health and safety at work in implementation as of 1.10.2006 • EU directive for health and safety in construction sites as of 1.1.2007 • Albanian Law no 10237 enforced since 18.2.2010 for H&S at work • Albanian Law, Council of Ministers Decree no 312 enforced since 5.5.2010 for coordination in construction sites
- 74. 1951 1991 New Safety Regulations 1. Health and Safety Coordination during the Design phase 2. Health and Safety Plan during the Design phase 3. Health and Safety File during the Design phase 4. Project (Plant) Safety Studies 5. H&S Management of Change 6. Health and Safety Coordination during the Construction phase 7. Health and Safety Plan during the Construction phase 8. Health and Safety File during the Construction phase 9. Revise/update/confirm Project (Plant) Safety Studies 10. Confirm Project (Plant) Risk Assessment
- 75. 1951 1991 Health & Safety Coordination during the Design phase • Ensure that H&S issues associated with the design (philosophy, configuration, machinery, process, operational philosophy and procedures) are identified and addressed satisfactorily. • Ensure also that other H&S issues associated with the constructability and operability in general are identified and addressed satisfactorily. • Not review the design, not redo the design • Manage changes • Appoint the H&S coordinator(s)/Team • Develop Health & Safety File and Health & Safety Plan
- 76. 1951 1991 Health & Safety Coordinator Design phase • A person or a team that Ensure that H&S issues associated with the design (philosophy, configuration, machinery, process, operational philosophy and procedures) are identified and addressed satisfactorily. • Ensure also that other H&S issues associated with the constructability and operability in general are identified and addressed satisfactorily. • Not review the design • Not redo the design • Manage changes
- 77. 1951 1991 Health and Safety Plan during the Design phase 1. The law 2. The practice • Structured • Friendly • Practicable & Operable • Specific but flexible • Updated • Content • Traceable • Value for money • Useful to Contractors and Supervisors
- 78. 1951 1991 Health and Safety File during the Design phase 1. The law 2. The practice • Friendly • Practicable & Operable • Specific but flexible • Updated • Content • Traceable • Value for money • Manageable by Contractors and Supervisors • Useful to operators
- 79. 1951 1991 Project Safety Studies • Hazard and Operability Studies (HAZOP) • Hazard Identification (HAZID) • ATEX (explosive atmospheres) • Safety Integrity level (SIL) • Quantitative Risk Assessment • Stress analysis • Fire study • Earthquake study • Signing and labeling study • Lighting • Lightning protection • …
- 80. 1951 1991 (H&S) Management of Change 1. Identify systems and subsystems affected and their owners 2. Identify associated H&S issues 3. Pre-assess H&S impact if any 4. Revise studies/drawings etc 5. Redo/revise associated safety studies if necessary 6. Confirm H&S impact and mitigation measures 7. Verify/confirm change 8. Record the change and impacts 9. Communicate 10. Confirm response
- 81. 1951 1991
- 82. 1951 1991 Health & Safety Coordination during the Construction phase • Ensure that H&S issues associated with the construction methods (techniques, equipment, materials, personnel, prefabrication, shifts, logistics, etc) and site master plan design are identified and addressed satisfactorily. • Ensure also that other H&S issues associated with the project environment and personnel in general are identified and addressed satisfactorily. • Design input/design frozen • Manage changes • Appoint the H&S coordinator(s)/Team • Update Health & Safety File and revise Health & Safety Plan
- 83. 1951 1991 Health & Safety Coordinator Construction phase • A person or a team that ensures that H&S issues associated with the construction of the project are identified and addressed satisfactorily. • Ensure also that other H&S issues associated with the environment in general of the project are identified and addressed satisfactorily. • Identify involved entities and ensure coordination between them • Ensure HSF is updated/completed • Ensure HSP updated/revised • Monitor that HSP is implemented
- 84. 1951 1991 Health and Safety Plan during the Construction phase 1. The law 2. The designers 3. The practice • Structured • Friendly • Practicable & Operable • Specific but flexible • Updated • Content • Traceable • Value for money • Useful to Contractors/subsontractors and Supervisors
- 85. 1951 1991 Health and Safety File during the Design phase 1. The law 2. The designers 3. The practice • Friendly • Practicable & Operable • Specific but flexible • Updated • Content • Traceable • Value for money • Useful to operators
- 86. 1951 1991 Project Safety Studies • Revised and updated if necessary • Confirmed before start up (commissioning)
- 87. 1951 1991 (H&S) Management of Change 1. Identify systems and subsystems affected and their owners 2. Identify associated H&S issues 3. Pre-assess H&S impact if any 4. Revise studies/drawings etc 5. Redo/revise associated safety studies if necessary 6. Confirm H&S impact and mitigation measures 7. Verify/confirm change 8. Record the change and impacts 9. Communicate 10. Confirm response
- 88. 1951 1991
- 89. 1951 1991 CONTROL GATE #1 of N personnel materials vehicles equipment tools visitors External assistance Trespassers AOB Safe pass® Permit to enter Spec’s Planning & Timeschedule Arrangements Custody Monitoring Risk assessment Emergencies Ex. Assistance OK IN NOT OK delivery personnel constructor visitors visitors Re-planning Documentation Training Equipment …
- 90. 1951 1991 SAFETY ENERGY «Δός μοι πά στω καί τάν γαν κινήσω» “Give me place to stand and I will move the earth” Archimedes 3rd century bc ~ ~
- 91. 1951 1991 Closing Thank you for your attention I hope it was well worth it for you being here tonight Please keep us posted for any changes we helped to make in your organisation Dr Georgios Panopoulos
- 92. 1951 1991 Η ασφάλεια είναι πολιτισμός Safety is an element of civilisation Management Force Group Guvenlik’ uygarligin bir parcasidir Bezbednosta e kultura Siguria eshte civilizim من عنصر السالمة الحضارة عناصر Безопасността е култура La sécurité est un élément culturel Sicherheit ist ein Element der Kultur