This document provides an overview of training requirements and procedures for working at heights on a construction project. It discusses three training modules that must be completed to access structures, including work at heights safety, tower climbing practices, rope access, and emergency retrieval. It outlines the key roles of permit recipient, issuer, and authorizer and their responsibilities for developing work permits, emergency response plans, and ensuring safety procedures are followed for any elevated work. The training covers company policies, forms, and safe work practices for working at heights and climbing structures.
Civil Eng Assessment for Maintenance Management.pptxRajivDass1
Creating a comprehensive maintenance management guide for an airport involves several key considerations. Here's a general guide that covers various aspects of airport maintenance management:
Airport Maintenance Management Guide
Table of Contents
Introduction
Overview of Maintenance Management
Importance of Effective Maintenance in Airport Operations
Maintenance Planning
Establishing a Maintenance Strategy
Creating a Maintenance Plan
Identifying Critical Equipment and Infrastructure
Organizational Structure
Roles and Responsibilities
Maintenance Teams and Departments
Communication Channels
Asset Management
Inventory of Airport Assets
Equipment Life Cycle Management
Prioritizing Maintenance Needs
Preventive Maintenance
Scheduling Regular Inspections
Implementing Preventive Maintenance Programs
Using Technology for Monitoring
Corrective Maintenance
Responding to Breakdowns and Failures
Emergency Response Procedures
Root Cause Analysis
Predictive Maintenance
Implementing Condition Monitoring
Predictive Maintenance Technologies
Data Analysis and Decision-Making
Documentation and Record Keeping
Maintaining Maintenance Records
Documenting Work Orders
Historical Data for Analysis and Reporting
Regulatory Compliance
Understanding Aviation Regulations
Compliance with Safety Standards
Regular Audits and Inspections
Training and Skill Development
Continuous Training Programs
Certifications and Qualifications
Keeping Up with Technological Advances
Supplier and Contractor Management
Selecting Reliable Suppliers
Managing Service Contracts
Quality Assurance and Control
Safety Measures
Safety Protocols in Maintenance
Reporting Safety Incidents
Continuous Improvement in Safety Practices
Environmental Considerations
Sustainable Practices in Maintenance
Compliance with Environmental Regulations
Minimizing Environmental Impact
Budgeting and Resource Allocation
Developing Maintenance Budgets
Allocating Resources Efficiently
Cost-Benefit Analysis
Technology Integration
Implementing Maintenance Management Software
IoT and Sensor Technologies
Data Analytics for Decision Support
Emergency Response and Crisis Management
Developing Emergency Response Plans
Crisis Communication Strategies
Collaborating with Other Airport Stakeholders
Continuous Improvement
Conducting Regular Performance Reviews
Soliciting Feedback from Maintenance Teams
Implementing Lessons Learned
Conclusion
The Importance of a Proactive Maintenance Management Approach
Achieving Operational Excellence through Maintenance
Conclusion
This maintenance management guide provides a framework for developing and implementing effective maintenance practices at an airport. It's important to adapt these guidelines to the specific needs and regulations of your airport, considering factors such as size, traffic, and the complexity of operations. Regular reviews and updates to your maintenance management strategy will help ensure the ongoing safety, reliability, and efficiency of airport operations
Leadership TheoriesWrite a 700- to 1,050-word paper that addre.docxsmile790243
Leadership Theories
Write a 700- to 1,050-word paper that addresses the following:
· Describe a current event within your health care organization that requires leadership attention.
· From your readings this week, apply a leadership theory that most closely represents your approach to addressing the situation.
· Explain why your selection would accommodate a desirable outcome.
Format your paper according to APA guidelines.
Plagiarism ready.
Add the highlighted information to the project.
•Schedule PERT Analysis
•Schedule reduction (project crash) ◦Including Recommendations to reduce the schedule length and calculate impact on the budget (include examples of outsourcing with applicable example contracts)
•Resource loading and leveling
•Schedule baseline
•Budget management plan ◦From Plan Cost Management, Section 7 of PMBOK® Guide 5 (Submitted in WBS 6)
•Project Budget
•Including time phased cash flow plan
•Earned Value Analysis and Report
Project Objective:
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.2 million.
Rationale for Project:
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis:
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upper management will just be given updates as the project pr ...
Civil Eng Assessment for Maintenance Management.pptxRajivDass1
Creating a comprehensive maintenance management guide for an airport involves several key considerations. Here's a general guide that covers various aspects of airport maintenance management:
Airport Maintenance Management Guide
Table of Contents
Introduction
Overview of Maintenance Management
Importance of Effective Maintenance in Airport Operations
Maintenance Planning
Establishing a Maintenance Strategy
Creating a Maintenance Plan
Identifying Critical Equipment and Infrastructure
Organizational Structure
Roles and Responsibilities
Maintenance Teams and Departments
Communication Channels
Asset Management
Inventory of Airport Assets
Equipment Life Cycle Management
Prioritizing Maintenance Needs
Preventive Maintenance
Scheduling Regular Inspections
Implementing Preventive Maintenance Programs
Using Technology for Monitoring
Corrective Maintenance
Responding to Breakdowns and Failures
Emergency Response Procedures
Root Cause Analysis
Predictive Maintenance
Implementing Condition Monitoring
Predictive Maintenance Technologies
Data Analysis and Decision-Making
Documentation and Record Keeping
Maintaining Maintenance Records
Documenting Work Orders
Historical Data for Analysis and Reporting
Regulatory Compliance
Understanding Aviation Regulations
Compliance with Safety Standards
Regular Audits and Inspections
Training and Skill Development
Continuous Training Programs
Certifications and Qualifications
Keeping Up with Technological Advances
Supplier and Contractor Management
Selecting Reliable Suppliers
Managing Service Contracts
Quality Assurance and Control
Safety Measures
Safety Protocols in Maintenance
Reporting Safety Incidents
Continuous Improvement in Safety Practices
Environmental Considerations
Sustainable Practices in Maintenance
Compliance with Environmental Regulations
Minimizing Environmental Impact
Budgeting and Resource Allocation
Developing Maintenance Budgets
Allocating Resources Efficiently
Cost-Benefit Analysis
Technology Integration
Implementing Maintenance Management Software
IoT and Sensor Technologies
Data Analytics for Decision Support
Emergency Response and Crisis Management
Developing Emergency Response Plans
Crisis Communication Strategies
Collaborating with Other Airport Stakeholders
Continuous Improvement
Conducting Regular Performance Reviews
Soliciting Feedback from Maintenance Teams
Implementing Lessons Learned
Conclusion
The Importance of a Proactive Maintenance Management Approach
Achieving Operational Excellence through Maintenance
Conclusion
This maintenance management guide provides a framework for developing and implementing effective maintenance practices at an airport. It's important to adapt these guidelines to the specific needs and regulations of your airport, considering factors such as size, traffic, and the complexity of operations. Regular reviews and updates to your maintenance management strategy will help ensure the ongoing safety, reliability, and efficiency of airport operations
Leadership TheoriesWrite a 700- to 1,050-word paper that addre.docxsmile790243
Leadership Theories
Write a 700- to 1,050-word paper that addresses the following:
· Describe a current event within your health care organization that requires leadership attention.
· From your readings this week, apply a leadership theory that most closely represents your approach to addressing the situation.
· Explain why your selection would accommodate a desirable outcome.
Format your paper according to APA guidelines.
Plagiarism ready.
Add the highlighted information to the project.
•Schedule PERT Analysis
•Schedule reduction (project crash) ◦Including Recommendations to reduce the schedule length and calculate impact on the budget (include examples of outsourcing with applicable example contracts)
•Resource loading and leveling
•Schedule baseline
•Budget management plan ◦From Plan Cost Management, Section 7 of PMBOK® Guide 5 (Submitted in WBS 6)
•Project Budget
•Including time phased cash flow plan
•Earned Value Analysis and Report
Project Objective:
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.2 million.
Rationale for Project:
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis:
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upper management will just be given updates as the project pr ...
The term Prestartup Safety Review (PSSR) first received prominence in the process industries with the introduction of the Process Safety Management (PSM) regulations.
Credible Plans, Integrated Reporting, and Control SystemsGlen Alleman
Project success starts with a credible plan for delivering the needed capabilities as planned. This starts with knowing what Done looks like in units of measure meaningful to the decision makers.
Commissioning Best Practices to Follow during the Turnover PhaseOlivia Wilson
Commissioning is a complex process but if we follow the best practices and maintain documents properly then we come up successfully. A successful transition is said to occur when the commissioning-specific documentation is complete, fully organised, building systems are operable as per the design and O&M personnel are trained appropriately to operate the systems. Click to know everything about the commissioning process: https://www.global-cxm.com/commissioning/
This document provides a brief review of commissioning and start-up activities. If you are not familiar with commissioning activities and find yourself in a situation where you need to provide some input on commissioning costs, this document will give you the basic understanding.
Table of ContentsProject ObjectiveRationale for Projec.docxssuserf9c51d
Table of Contents
Project Objective
Rationale for Project
Stakeholders Analysis
Statement of Work:
Risk Assessment
Timeline
Scope Statement Development
WBS Structure
WBS Dictionary
Scope Baseline Maintenance
Scope Change
Deliverable Acceptance
Scope and Requirements Integration
Schedule Methodology
Schedule Tools
Schedule Reporting and Format
Process Management
Activity identification
Activity sequencing
Estimating resources
Estimating effort and duration
Schedule Reduction
Rules for Performance Measurement
Cost Reporting and Format
Project Estimate Bottom-Up and Expert Judgement Approach
Updating, monitoring and controlling
Labor
Outsourced Services
Inspections and Permits
Contingencies
Earned Value Analysis and Report
Appendix
Exhibit 1. Budget chart
Exhibit 2 Network Diagram
Exhibit 3 Outsourcing Contract
Exhibit 4 PERT Analysis
Exhibit 5 Status Reporting Format
Exhibit 6 EV Metrics at completion as well as time phased cashflow plan
Exhibit 7 Closeout Checklist
Exhibit 8 Project Flow Gantt Chart
Exhibit 9 Project Schedule
Exhibit 10 Resource Loading
Exhibit 11 Crashed Schedule
References
Project Objective
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.1 million.
Rationale for Project
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upp ...
The term Prestartup Safety Review (PSSR) first received prominence in the process industries with the introduction of the Process Safety Management (PSM) regulations.
Credible Plans, Integrated Reporting, and Control SystemsGlen Alleman
Project success starts with a credible plan for delivering the needed capabilities as planned. This starts with knowing what Done looks like in units of measure meaningful to the decision makers.
Commissioning Best Practices to Follow during the Turnover PhaseOlivia Wilson
Commissioning is a complex process but if we follow the best practices and maintain documents properly then we come up successfully. A successful transition is said to occur when the commissioning-specific documentation is complete, fully organised, building systems are operable as per the design and O&M personnel are trained appropriately to operate the systems. Click to know everything about the commissioning process: https://www.global-cxm.com/commissioning/
This document provides a brief review of commissioning and start-up activities. If you are not familiar with commissioning activities and find yourself in a situation where you need to provide some input on commissioning costs, this document will give you the basic understanding.
Table of ContentsProject ObjectiveRationale for Projec.docxssuserf9c51d
Table of Contents
Project Objective
Rationale for Project
Stakeholders Analysis
Statement of Work:
Risk Assessment
Timeline
Scope Statement Development
WBS Structure
WBS Dictionary
Scope Baseline Maintenance
Scope Change
Deliverable Acceptance
Scope and Requirements Integration
Schedule Methodology
Schedule Tools
Schedule Reporting and Format
Process Management
Activity identification
Activity sequencing
Estimating resources
Estimating effort and duration
Schedule Reduction
Rules for Performance Measurement
Cost Reporting and Format
Project Estimate Bottom-Up and Expert Judgement Approach
Updating, monitoring and controlling
Labor
Outsourced Services
Inspections and Permits
Contingencies
Earned Value Analysis and Report
Appendix
Exhibit 1. Budget chart
Exhibit 2 Network Diagram
Exhibit 3 Outsourcing Contract
Exhibit 4 PERT Analysis
Exhibit 5 Status Reporting Format
Exhibit 6 EV Metrics at completion as well as time phased cashflow plan
Exhibit 7 Closeout Checklist
Exhibit 8 Project Flow Gantt Chart
Exhibit 9 Project Schedule
Exhibit 10 Resource Loading
Exhibit 11 Crashed Schedule
References
Project Objective
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.1 million.
Rationale for Project
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upp ...
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2. 2
Introduction
• The aim of this session is to provide personnel who will be
involved with working at heights (W@H) activities on this
project with an introduction to the Company W@H systems
and process requirements.
• The session also aims at providing you with the necessary
skills / knowledge to perform your role confidently and safely.
• It is important that you understand clearly your role and
responsibilities when it comes to preparing for, or performing
W@H activities.
3. 3
Core training – Pre Requisites
All personnel that intend to access structures MUST have
undertaken specialised training in tower climbing practices that
includes but is not limited to the following:
• Work at Heights (includes basic training of safe work systems,
safety harnesses & fall arrest components & emergency
procedure awareness)
• Tower Climbing Practices including the use of specialised
equipment
• Industrial Rope Access
• Emergency Retrieval and Provisions (Tower Rescue)
Evidence of completion of these, (and completion of this training)
MUST be provided before being permitted to climb on this Project
4. 4
Training Modules
Module 1: Introduction to Structure Climbing Requirements
Persons who MUST complete this module include:
Climbing personnel, Supervisor/Leading Hand (of climbing activities),
Persons intending to become a Structure Climbing Permit Recipient,
Permit Issuer or Permit Authoriser.
Module 2: Permit Recipient Training
Persons who MUST complete this module include: Supervisor/Leading
Hand (of climbing activities), Persons intending to become a Structure
Climbing Permit Recipient, Permit Issuer or Permit Authoriser.
Module 3: Permit Issuer/ Authoriser Training
Persons who MUST complete this module include:
Persons intending to become a Permit Issuer or Permit Authoriser.
6. 6
Key Procedures that we will be reviewing:
• Working at Heights & Tower Climbing Practices (Procedure 101)
• Structure Climbing Work Permit (Form 101-1)
• Fall Arrest Equip Inspection Checklist (Appendix 101-6)
• Fall Restraint & Fall Arrest Device Inspection Report (Appendix
101-7)
• Notification of Isolated Works
• Emergency and Injury Management for Working on Structures
(Procedure 104)
Introduction to Requirements
7. 7
Working at Heights & Tower Climbing Practices (Procedure 101)
All W@H and tower climbing activities shall be planned in accordance with this
procedure.
This procedure describes the fundamental work systems and equipment that are
required to be used where personnel must perform work in an elevated position
and there is the potential for injury due to free fall. It also includes details of
work systems and equipment for specialist structure access.
(Let’s review the document)
NOTE:
Section 5.6.3: NO BACK HOOKING PERMITTED WITH LANYARDS
Section 7: Competency/Training Requirements. Core competencies required before
climbing permitted on project.
Procedures
8. 8
Structure Climbing Work Permit (Form 101-1)
Where tower climbing is required a Structure Climbing
Work Permit must be completed. The permit shall
incorporate a documented risk assessment (SWMS/JSA)
before the commencement of work and at any time the
work process changes.
All Climbing Personnel MUST read, understand, and sign
onto the Structure Climbing Work Permit.
(Let’s review the Permit)
9. 9
Structure Climbing Emergency Response Plan
Whenever tower climbing is to be performed, a Structure
Climbing Emergency Response Plan must be
established. The contents of this plan MUST be
communicated by the responsible Supervisor to ALL
persons working on the job.
(Let’s review the Plan)
10. 10
Fall Arrest Equip Inspection Checklist
(Appendix 101-6)
All equipment should be thoroughly inspected (using this
Checklist) before climbing any structure.
A record of inspection is required every 6 months and should
be recorded either on form Appendix 101-7 Fall Restraint
and Fall Arrest Device Inspection or on an appropriate
register.
(Let’s review the document)
11. 11
Notification of Isolated Works
Where the site is considered remote, the nearest local emergency
services shall be made aware of the work being carried out.
The following info must be provided:
• Location map of site and how to access
• Contact name and telephone number of the supervisor
• Duration of the work and hours being worked, inc travel time
A formal system shall be in place with the field crew and supervisor
(Let’s review the document)
12. 12
Emergency and Injury Management for Working on Structures
(Procedure 104)
This procedure details the processes to be followed in relation
to Emergency and Injury management for working on
transmission line structures, in order to ensure the safety of
all personnel involved in emergency retrieval.
(Let’s review the document)
13. 13
• SWMS must be developed for all W@H activities as a key
part of the job planning.
• SWMS must be submitted to the Project OHS Team for
review and approval prior to any W@H activities
commencing.
• All hazards and controls are to be identified and
communicated with all personnel involved in the activity,
prior to commencing the work.
(Let’s review the document)
Safe Work Method Statements (SWMS)
14. 14
• Complete Module1 - Theory Assessment
• If you have any concerns about working at heights, speak
with your Line Supervisor or an OHS Team member.
IF IN DOUBT …. ASK
What Now ???
16. 16
• Typically the role of the Permit Recipient (Structure
Climbing) is performed by the Supervisor / Team Leader
of the work group performing the W@H activities.
• The Project Manager MUST authorise this person to
perform the role, once they have successfully completed
Modules 1 and 2 of this training session.
• The details of the authorised Permit Recipient is recorded
on the Structure Climbing Permit Authority Register for
the Project.
•
Permit Recipient - Role
17. 17
Key responsibilities include (but not limited to):
• Raising request for a structure climbing permit
• Assisting Permit Issuer to complete sections 1 & 2 of the permit.
• Signing acceptance of the permit (section 6)
• Communicating permit requirements, inc SWMS & ER plan with work
group.
• Ensuring all climbing personnel sign on to permit and perform
activities in line with the designated SWMS.
• Ensuring permit is located with Hazard Status Board at tower site
and accessible to the work crew. (If more than one site exists under
the permit scope, ensure copy of the permit, SWMS and ER plan are
at each site)
• Sign off and return permit upon work completion. (section 6)
Permit Recipient - Responsibilities
18. 18
Lets review and discuss the documents associated with
the role of Permit Recipient and confirm the key activities:
• Structure Climbing Work Permit Guidelines
• Structure Climbing Work Permit
• PAC Projects- Structure Climbing Work Permit
Flowchart
• Structure Climbing Emergency Response Plan
Permit Recipient - Role & Responsibilities
21. 21
• The role of the Permit Issuer (Structure Climbing) is
performed by a member of the Project OHS Team.
• The Project Manager MUST authorise this person to
perform the role, once they have successfully completed
Modules 1, 2 & 3 of this training module.
• The details of the authorised Permit Issuer is recorded on
the Structure Climbing Permit Authority Register for the
Project.
Permit Issuer - Role
22. 22
• The role of the Permit Authoriser (Structure Climbing) is performed
by either the Project Manager or Project Construction Manager.
• In the absence of either of the above, a member of the Project OHS
Team who has successfully completed the JHP PAC Projects -
Working at Heights Modules 1,2,3, may authorise the permit.
• The National Operations Manager MUST authorise these persons to
perform this role, upon successful completion of Modules 1, 2 & 3 of
this training.
• A Structure Climbing Permit Authority Register is maintained for the
Project with details of the Permit Authorisers recorded.
Permit Authoriser - Role
23. 23
Key responsibilities include (but not limited to):
• Confirm the requested activity aligns within the construction plan / schedule
with the respective Project Engineer /Supervisor.
• Accurately complete sections 1 and 2 of the Structure Climbing Work Permit
in consultation with the responsible Supervisor/ Team Leader.
• Issue the permit to Supervisor/Team Leader (Auth Permit Recipient).
• Retain copy of permit (& ER Plan) in the Project OHS office for reference
during the Permits period of validity.
• Record Permit details in the “Structure Climbing Work Permit Issue Register”
• File copy of the Permit until return of original from Recipient.
• Monitor expiry dates of open permits and ensure permits Do NOT exceed
period of validity.
• Accept returned/completed Permit upon work completion and file.
• Enter details of completed permit in the “Structure Climbing Work Permit
Issue Register”
Permit Issuer - Responsibilities
24. 24
Key responsibilities include (but not limited to):
• Perform overall review of complete permit (particular
focus on Section 2)
• Ensure necessary sign offs on permit are completed.
• Acknowledge and sign approval of Permit (section 6 )
• Review and Approve Section 3 “SPECIAL
REQUIREMENTS” as required
Permit Authoriser - Responsibilities
25. 25
Lets review and discuss the documents associated with
the role of Permit Issuer/Authoriser and confirm the key
activities:
• Structure Climbing Work Permit Guidelines
• Structure Climbing Work Permit
• PAC Projects- Structure Climbing Permit Flowchart
• Structure Climbing Emergency Response Plan
• Structure Climbing Permit Register
Responsibilities
26. 26
Complete Module 3 - Theory Assessment
REMEMBER - IF IN DOUBT …. ASK
Thank you for your time
Questions ??