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OCCUPATIONAL HEALTH , SAFETY MANAGEMENT
SYSTEM [HSMS]
COLOMBO SOUTH CONTAINER TERMINAL PROJECT

1. Base on BS OHSAS 18001:2007 Occupational Health and
Safety Management Requirements
2. Compliance to Factory Ordinance - 1947 [SL] & Occupational
Safety and Health Ordinance – 1997 Chapter 509 [HKG]
legislative requirements.
3. Guided by best practices of Health and Safety at Work etc Act
1974 [UK]
4. Fulfilling the contractual OHSE obligations as employer’s
requirements
OCCUPATIONAL HEALTH , SAFETY MANAGEMENT SYSTEM [HSMS]
KEY FEATURES

1. CHEC Occupational health and safety management
system certified under OSHAS 18001-2007 since 15th
Nov 2010
2. Senior management commitment and
organizational responsibility
3. Training and development of employees as well as
subcontractors
4. Monitoring, auditing and management review of
OHSE performance
5. Adequately resourced to implement Occupational
health and Safety plan and top down management
leadership
OHS POLICY

• It’s intended that Health, Safety and Welfare shall rank
equally with other strategic objectives of the project
• committed to achieving significant and major
improvements in OHS awareness and performance.
• Continually strive to achieve and maintain best
international standards.
• Management responsibility defined.
• Reasonably practicable is done to prevent personal
injuries and asset losses as result of the company’s
activities.
• All employees including subcontractors shall be
reminded of their duties and obligations.
CSCTP OHS POLICY STATEMENT

1. Timely revised and consented by the engineer
2. Comprised with HSMS tools, Contingency
Management plans, Key performance Indicators,
Safe system of work (SSW) and customized training
tools.
3. Adopted with best international practices, approved
code of practices (ACOP) and guidance
4. Reasonably practicable in terms of implementation.
OCCUPATIONAL HEALTH AND SAFETY PLAN

1. Compliance with National Environmental Act No. 47 of
1980 [SL]
2. Environmental Management Plan addresses the
environmental issues in accordance with Environmental
Impact Analysis (EIA).
3. Timely updated and Consented by the Engineer and Local
legislative authorities (I.e., SLPA, CCD. CEA & MEPA)
4. Supported by Liquid and Solid waste management plan
and Oil spillages contingency management plans.
Environmental Management Plan

PHILOSOPHY OF TRADITIONAL HEALTH AND SAFETY MANAGEMENT
DOMINO THEORY OF ACCIDENT CAUSATION - Herbert William Heinrich @ 1940s
• Heinrich Law: Injuries are caused by the action of preceding factors. Removal of the central factor (unsafe
act/hazardous condition) negates the action of the preceding factors and prevents accidents and injuries.
• Having long years of experience in construction Industry, we don’t believe that eliminating or controlling the
hazards itself will ensure safe construction site.
• CSCTP OHS approach is much sophisticated than traditional occupational health and safety system

Latent failures of decision making by top
management in recruiting, purchasing and
policy matters
PHILOSOPHY OF CHEC HEALTH AND SAFETY MANAGEMENT
CUMULATIVE ACT EFFECT (SWISS CHEESE MODEL)
Latent failures of Line management including lack of
supervision/competencies / control and co-operation,
communication failures, unrealistic targets, lack of risk
assessments and lack of planning.
Material and method incompatibilities / instructions/
orientation/ procedures / practice / knowledge and training/
acute and chronic medical problems / bad weather and other
environmental issues.
Slips / lapses / mistakes. Deliberate rule
breaking / violations, knowledge base
mistakes. Behavioral issues Etc..
Hazard
Incident / Injury
and loss
Activefailures

9
Safety Culture MaturityPHILOSOPHY OF HEALTH AND SAFETY MANAGEMENT
CREATING A SAFETY CULTURE WITHIN CONSTRUCTION INDUSTRY
Most of construction companies in Sri Lanka
• SAFETY MANAGED WITH WORKFORCE
INVOLVEMENT AND LEAD INDICATORS
Generative
Proactive
Calculative
• THE ORGANIZATION LOOKS FOR FIXES TO
ACCIDENTS AND INCIDENTS AFTER THEY HAPPEN
Reactive
• THE ORGANIZATION CARES LESS ABOUT SAFETY
THAN ABOUT NOT BEING CAUGHT
Pathological
SAFETY IS MANAGED ON THE BASIS OF PROCEDURES
AND DOCUMENTATION AND USES TRAIL INDICATORS
SAFETY IS HOW THE COMPANY RUNS ITS BUSINESS,
POSSESSES A HEALTHY SAFETY PARANOIA
The Aim of CSCTP

Objective Key performance indicator
1. Protect employees from OHS related injuries 1. Zero Fatality / No permanent disability injuries
2. Maintain all injury rate less than 13 / 1000 workers
3. Maintain IFR below 0.36 / 100,000 man hours
2. Minimize business risk 1. Zero OHS convictions
2. Zero Suspension Notices
3. Manage fire risk to best practices
3. Contingency plans are in place 1. Emergency response plans are in place and all
employees & sub contractors are trained
2. Provide adequate First aid facilities
3. Zero non compliance against OHS plan
4. Provide adequate H & S training to all employees
and subcontractors
1. All employees and sub- contactors are given with H & S
induction in agreed schedule
2. Tool box talks are carried out @ agreed schedules
5. To achieve continues improvement plans 1. Achieve 5% reduction in IR and IFR year over year
6. Protect the Environment 1. Observe local legislation
2. No suspension orders
3. No Neighborhood complains
OHSE OBJECTIVES AND KEY PERFORMANCE INDICATORS

HSE Key Performance Indicators - Reactive MPL 2012 2013
Number of fatalities / Permanent Disable injuries Zero 00 00
No of reportable Occupational Injuries (MTI +O3DI) ALARP 11 04
Number of reportable incidents ALARP 13 02
IR = Injury Rate Per 1000 employees) 13 9.17 3.1
TRIFR = Injury Frequency rate per 100,000 man hours
worked
0.36 0.29 0.30
No Of Near miss / Dangerous occurrences ALARP 03 00
Number of Security Incidents ALARP 12 06
No. of Non- conformances by CICT / AECOM ALARP 09 00
Number of Observations by CICT / AECOM ALARP 29 11
Number of Environmental Observations (Authority) ALARP 06 03
Number of suspension / prohibition Notices Zero 00 00
Number of neighborhood Complaints Zero 06 00
OHSE PERFORMANCE – YEAR 2012/2013
MPL = MAXIMUM PERMISSIBLE LIMIT ALARP = AS LOW AS REASONABLY PRACTICABLE

HSE Key Performance Indicators - Proactive Target 2012 2013
Number of Safety inspections conducted by CHEC Daily 320 68
Number of Safety Walk (CHEC / CICT/ AECOM) Weekly 35 08
Number of employees undergone OHSE induction training ALL 1068 251
Number of safety Toolbox conducted - CHEC Daily 218 53
Number of recorded observations issued for action by
CHEC
- 217 118
Number of Non-Compliances records issued by CHEC - 43 09
Number of suspension / prohibition notices issued by CHEC - 04 01
Penalty enforced for repeated safety violations by CHEC - 550K 300K
Number of Environmental sampling As per EMP 123 02
Number of warnings issued to material suppliers by CHEC
on safety violations
- 12 30
Number of employees issued with Final Warning for
repeated safety violations
- 14 04
OHSE PERFORMANCE – YEAR 2012/2013

1. Each work activity is Risk assessed prior to
commencement of work.
2. Risk assessment is a planning tool which determine the
hazards and the risk involved with such activities
3. Thus the risk mitigation measures are identified before
hand and work methods revised accordingly.
4. Risk assessment also considered to a communication tool
so that all parties involved in such activities aware of the
risk involved.
OHSE Risk Management Tools – Activity Base Risk Assessment
Risk Assessment process
STEP 1
Look for the Hazards with
regards to work activity
Decide who might be
harmed and how
Evaluate the risks and
decide on risk mitigation
actions
Record your findings
Review the assessment
and revise if necessary
Communicate to working
parties for implementation
and educate workers on
residual risk
Review the Risk Assessment
at workplace
STEP 2
STEP 3
DEBRIEF
STEP 4
STEP 5
REVIEW

1. HSE Team conducts daily observations on site and record them
with evidence
2. For negative observations feedback given on-the-spot.
3. HSE Team empowered to stop any work carried out with elevated
risk level and work resume only when reasonable risk mitigation
measures are taken
4. Recorded observations are issued to line managers / Engineers for
corrective / Preventive actions
5. HSE Team continue with follow up actions until the risk mitigated
to an acceptable level.
OHSE Risk Management Tools – Work place inspection and Observations
Observations & Feedback from HSE Team
Issuance of recorded observations with recommendations to Line managers Statistical Analysis for Management Review

1. More than a safety inspection. Involves representatives
from Construction Management, Client and The Engineer.
2. Critical thinking of Risk perspective.
3. Avoid “Tunnel Vision”
4. Shows management commitment towards Health Safety
and Environmental matters.
5. Addresses “resources Issues”
OHSE Risk Management Tools – Joined Safety Walk
Solutions
&
Commitment

1. Repeated violations and major slips and lapses of
adhering to site safety standards are handle
through OHS non-compliance procedure.
2. predetermined process.
3. Enforcement of contractual obligations.
4. Sub Contractors are legally bonded to comply.
OHSE Risk Management Tools – OHS Non Compliance Handling
NCR Handling Procedure
STEP 1
Record Observation on Site
Determine the OHSE &
business Impact
Record and issue NCR with
recommendations.
Written replay from receiver
with commitment
Implementation
Management review
STEP 2
STEP 3
DEBRIEF
STEP 4
STEP 5
REVIEW
NCR Handling Procedure
STEP 1
Record Observation on Site
Determine the OHSE &
business Impact
Record and issue NCR with
recommendations.
Written replay from receiver
with commitment
Implementation
Management review
STEP 2
STEP 3
DEBRIEF
STEP 4
STEP 5
REVIEW

● Intended to promote the safety culture within the organization by implementing reward and penalty system.
● Ultimate goal is to minimize accidents and potential losses to business and thereby achieving business
objectives.
● HSE team will conduct safety observations for non compliances against stipulated safety standards.
● Recorded critical violations of Safety standards will be issued with Non-Compliances records (NCR)
● Financial penalty will be enforced against the section or subcontractors instead of individuals.
● NCRs are duly approved by Project managers and CHEC commercial department will deal with financial matter.
● Financial penalty will be used for HSE benefits of all.
OHSE RISK MANAGEMENT TOOLS – OHSE INCENTIVE SCHEME
Safety Promotion Policy List of critical violations NCR and penalty notification
Acknowledgement by the
sub contractor and
commitment to improve

TRAINING AND DEVELOPMENT
HSE Induction Training
Accident Prevention Training
OHSE Induction Training
Job specific Training Toolbox talks
Toolbox talks
Job specific Training
The principal objective is to make sure the
availability of a skilled and willing staff &
workforce.
Impart we will ensure that personal growth and
well been of employees by educating and
providing information.
TOOLBOX TALK:
– DAILY SAFETY BRIEFING BY SAFETY OFFICERS OR CONSTRUCTION
FOREMEN OB WORK SPECIFIC AS WELL AS GENERIC SAFETY TOPICS.
OHSE INDUCTION TRAINING:
– OCCUPATIONAL HEALTH AND SAFETY ORIENTATION PROGRAM FOR
ALL NEW COMERS INCLUDING TRAINEES AND VISITORS ON THEIR FIRST
DAY ARRIVAL TO SITE. USUALLY CONDUCTED BY A SAFETY OFFICER.
HEALTH AND SAFETY TRAINING FOR SUPERVISORY STAFF:
– AIMED TO ELEVATE THE KNOWLEDGE AND AWARENESS OF SITE
SPECIFIC HEALTH AND SAFETY MATTERS.
ON THE JOB TRAINING:
– TO ENSURE THAT SPECIFIC WORKMEN ARE READY FOR WORKS
WITH NECESSARY SKILLS.

EMERGENCY PREPAREDNESS
Toolbox talks
 It is the responsibility of CHEC to ensure that any risks arising from work
activities are eliminated or reduced to the minimum reasonably practicable.
 However, CHEC recognizes that despite these measures it cannot be assumed that
a major incident will never occur.
 Therefore CHEC ensure that the contingency management plans are in place,
communicated and adequately resourced at any given time.
 CHEC already prepared and sustain contingency plans for the following major
issues
 Occupational Injury
 Theft
 Fire
 Extreme weather Conditions
 Marine Emergency
 Emergency Leadership team appointed and contact numbers are in place
 Adequate numbers of First aiders and first aid supplies available on site.
 Emergency Vehicles available in day and night
 MOU between SLPA and CHEC with regards to contingency management of marine
oil spillages and moderate or major fire incidents

ACCIDENTS / INCIDENT REPORTING & INVESTIGATION
Toolbox talks
● In compliance with the law;
‒ FACTORY ORDINANCE LAW NO 12 OF 1976 (NOTIFICATION AND
INVESTIGATION OF ACCIDENTS AND INDUSTRIAL DISEASES)
‒OCCUPATIONAL SAFETY AND HEALTH ORDINANCE - CHAPTER 509
SECTION 13 [HONG KONG]
‒ RIDDOR OF 1985 [UK] AS BEST PRACTICE.
● Benefits of accident reporting and investigation
 PREVENTION OF FUTURE, SIMILAR LOSSES
 CONTRIBUTION TO THE BOTTOM LINE
 REDUCTION OF HUMAN SUFFERING
 CONTINUOUS IMPROVEMENT PROCESS
● Process of accident investigation
 ESTABLISH CHAIN OF EVENTS
 IDENTIFY ROOT CAUSES
 IDENTIFY FAULTS
 IDENTIFY CORRECTIVE/PREVENTATIVE ACTION
 PREVENT RECURRENCE
Incident Occurs – injury, transport, fire or
security
Contain the scene and preserve evidence
Undertake the Investigation – remember to
take photographs, drawings and statements
Is the incident reportable?
Review risk assessment for adequacy
and ensure precautions are taken to
prevent re-occurence
Fill the accident report and send to HSE
Manager within 24 hours. HSE Manager
well circulate preliminary accident report to
concern parties
Review by Construction Manager &
HSE manager. Agree on
actions. [Final accident report to
be completed within 03 days of
accident]
Complete Corrective /
Preventive actions and review at
H &S meeting. Project Manager
Sign off.
END
END
Responsible Person:
Sectional Manager /
Safety and Risk Manage
Responsible Person:
Immediate Supervisor
or the Manager & Safety officer
Responsible Person:
Immediate supervisor
or manager
Responsible Person:
Construction Manager together
with HSE Manager.
Responsible Person:
Immediate Supervisor
or the Manager
HSE Manager
INCIDENT REPORTING PROCEDURE
NO
YES

Difficulties and deficiencies
Toolbox talks
● Subcontractors are unwilling to adhere to EU Safety standers
 MIX OF CHINESE, LOCAL AND EU STANDARDS ARE USED.
 NO UNIFORMITY.
 CONFLICT WITH MEETING ENGINEER’S ADVICES ON HSE MATTERS
● Cultural and heritage issues
 RELUCTANCE TO WEAR PRESCRIBED PPE
 POOR RISK PERCEPTION
 CUTTING CORNERS
 COMMUNICATION DIFFICULTIES
 LACK OF COMMITMENT
● Lack of construction competencies
 LACK OF PLANNING AND COORDINATION – HSE IN “FIRE FIGHTING”
 INCOMPETENT WORKERS (LOCAL STAFF)

HSE Communication, participation and consultation
Monthly HSE Meeting with Client &
Engineer
On-site consultation with SLPA & CCD Subcontractors Health and Safety meeting
Safety Slogans and Safety Posters Communicating HSE updates to
workforce
Updating local rules to Chinese staff

Inspections, Monitoring and Auditing
Env. impact monitoring at neighborhood Env. impact monitoring at site
Local Authority inspections External audits and verifications - AECOM

Environmental Protection
Chemical Spray for mosquito control Harbur basin water sampling Cleaning activities
Thermal fogging for mosquito control Liquid waste management Solid waste management

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Health and safety management system csctp

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