Helmet Mar15

HELMET
Environment Health Safety
Volume - 5, Issue - 1 January - March 2015
Safety never happens by accident!

Contents
From the EDITOR
Towering high in EHS
H
4 istorically and statistically, air travel is
Management considered the safest mode of travel. You
might be surprised by this fact: if one was
to co-relate the sheer quantum of air traffic to the
The road to successful 10 number of global aviation accidents or incidents,

the number is very small compared to that of rail or
EHS Management road travel. It is unfortunate that one air crash can
kill many people at one go and the magnitude of the
tragedy tends to color ones perception of safety.
Safety is at the heart of 17 In reality, rail or road accidents far out-number
the matter air-related ones and that is because millions
upon millions of dollars are spent each year by
governments and aviation companies to keep
Piling on safety 24 pushing technological frontiers and continuously

improve and enhance safety training for everyone
concerned. Often, the blame for aviation accidents is
Reaching new heights 30 promptly laid on the head of the pilot who, in most
cases, is never around to defend his case. The pilot
of safety is dead; long live pilot error is oft-heard in aviation
circles. The fact of the matter is that everyone
even remotely connected has a vital role to play
in ensuring that every flight is safely completed
right from pre-take off to post-landing checks. The
smallest error or oversight by the most insignificant
person in the chain can be the weakest link that can
put so many lives in jeopardy.
Editor : Vinod Jacob Chacko
Similarly, on a construction site, the onus of
Associate Editor : Gopi Kannan. S ensuring safe conduct is a responsibility that is
shared by every single individual present at the
Process Owners : M. Kamarajan | P. V. Kaliappan
site. In this issue of Helmet, we are showcasing 5
Malay Kumar Mahanta projects, one from each of the five Independent
Stephen Philip Storey Companies of L&T Construction that were chosen
Ramachandran N as benchmarks for their outstanding safety track
K. S. Sudheesh Kumar records. Winners of the annual Safety Awards 2013-
14, these projects were able to clock many millions
Technical Associates : P. Nagarajan | Gabrial Fernandez
of safe man hours by meticulously following and
Sudarsan Rajendran rigorously implementing safety norms. Right from
Md Quaisar Imam creating and inculcating a safety consciousness,
Sathyanarayana Seelamanthula hazard identification and taking appropriate
Murali Krishnan | Nick Abalde steps for its mitigation, risk assessments, stringent
Mathivanan Palaniappan adherence to safe operating procedures, frequent
S. Anantha Prasanna Venkatesh medical and health check-ups and ensuring ready
availability of medical facilities, constantly keeping
Editorial team : V. Ramesh Kumar safety as a core value and sticking to the basics are
Ashwin Chand | Mayura. K some of the secrets of their success.
Photography : V. S. Natanavelu | R. Vijay Kumar Having done it all, they religiously followed the one
underlying safety principle that one can never be too
Design & layout : Global Print Design, Chennai
careful!
2 HELMET, January - March 2015

Safety
of Honour
R o ll
Helmet congratulates the following sites for achieving

six million and more LTI free safe man-hours
31 NISER Project, Bhubaneswar

September 2011 to March 2015
10 TCS Customer Care Centre, Siruseri
April 2012 to December 2014
30 The Address Wadhwa Project, Mumbai

April 2010 to March 2015
10 Emami City Project, Kolkata
January 2013 to March 2015
30 Prestige Bella Vista Project, Chennai

10 Seawoods PH II Project, Mumbai
December 2013 to March 2015
25 Delhi One Project

10 Reliance Convention Centre Project, BKC Mumbai
July 2014 to March 2015
23 Cognizant Elcot IT Park Project, Sholinganallur

October 2012 to March 2015
9 UP Awas Vikas Basement Project, Ghaziabad
August 2012 to March 2015
22 Rajashree Cement Plant Project

March 2011 to March 2015
9 DLF Maiden Heights Ph I Project, Bengaluru
November 2012 to March 2015
19 ITC Sonar Hotel Project, Kolkata

9 Omkar Worli Sales Project, Mumbai
17 Kohinoor Square Project, Mumbai

June 2009 to March 2015
9 Experion Windchants Project, Gurgaon
16 ESIC Hospital Project, Kollam

9 C-17 IAF Hindan Project, Ghaziabad
16 TCS Project, Kochi

9 Mall of India Project, Noida
14 Godrej Garden City Ph-III Project, Ahmedabad

8 Olympia Grande Project, Chennai
13 ESIC Hospital Project, Coimbatore

8 Ireo Victory Valley Project, Gurgaon
13 Riverview Phase 2 Project, Lucknow

8 Reliance Twin Tower Project, Mumbai
May 2013 to March 2015
12 ESIC Hospital Project, Joka

November 2009 to March 2015 7 Hill Crest Project, Bengaluru
12 CMRL Depot Project, Koyambedu

December 2010 to March 2015 6 DLF Crest Phase 2 Project, Gurgaon
11 AIIMS Project, Bhubaneswar

6 Planet SKS Project, Mangalore
11 HCL Ph III Project, Noida

6 The Grand Arch Project, Gurgaon
May 2013 to March 2015
10 ATC Tower Project, Gurgaon

6 Vaishnavi Terraces Project, Bengaluru
HELMET, January - March 2015 3

BUILDINGS & FACTORIES
Towering high in EHS Management
C
hennais importance amongst apartment project at Pallavaram on The project has been divided into
the pantheon of Indian metros the outskirts of Chennai bearing two zones: Zone 1 of 395 flats have
is rapidly increasing with the the excellence of L&Ts construction been handed over for customer
growth of industries and commerce. This business. Spread over 7 acres, the occupation while the remaining flats
is attracting fresh talent by the droves project features 17 high rise towers under Zone 2 is nearing completion.
which in turn has triggered a growing housing 728 apartments that share a Constructing over a million sq.ft
demand for new homes. Several well- common basement, stilt floor and 11 within three years certainly calls for
known developers have entered the typical floors involving a total built-up unprecedented speed and steep asking
fray and the Chennai skyline is rapidly area of 1.15 million sq.ft. A standout rates of construction schedules which
transforming as more and more high- feature of the complex is its proximity significantly increase EHS risks. Ever
rises reach for the sky. to the arterial GST road, the airport mindful of the potential risks, the
terminal and the sub-urban railway EHS team stuck to their guns and has
In tune with this trend is Olympia station that promises comprehensive successfully completed a lion share of
Grande a multi-storied residential connectivity to the residents. the construction incident free.

Committed to safety implement strategies to create a proactive safe work culture.

The committee was responsible among other things to conduct
Right from the beginning, the top managements involvement weekly site walk-downs during which improvement areas
in the project was very high and safety was put at the top of the were identified and on-the-spot solutions were arrived at.
priority list by the Project Manager downwards. All the safety
boxes were ticked right from readily issuing PPEs, organizing Learning from near-misses
elaborate inductions for workmen, daily PEP talks and weekly
safety walk-downs. Near-misses, though dangerous and completely avoidable, are
also opportunities of learning. The EHS committee thoroughly
Universally, accidents are largely caused either due to Unsafe analyzed near-miss cases along with the workmen involved to
Conditions or Unsafe Acts. The project leadership took identify the root causes and arrive at remedial measures so as
cognizance of this to draw out a clear mandate to ensure to avoid re-occurrences. The team also emphasized the need
the prevalence of the safest conditions throughout the for bottom line communication (right down to the workmen)
project site. Effective systems such as the formation of a EHS to create awareness among workmen.
Committee, the implementation of 'safe to start' work cards,
safety improvement slips and widespread safety awareness Safe to start work
campaigns went a long way in sensitizing workmen to avoid
unsafe practices and acts. Workmen were permitted to enter the job sites only on receiving
the safe to work card from their respective site engineers. The
A committee for corrective action site engineer was bestowed with the responsibility to visit the
site at the beginning of each day to ascertain safe working
To create a consciousness for and awareness about safe practices, conditions and issue safe to work' cards only if the work
an EHS committee was formed comprising department heads, environment was found conducive. Precautionary measures
the project manager and the safety officer to plan, monitor and were drawn up in consultation with the EHS committee on a
Peripheral working platform Overhead protection at driveway

devised to identify the source and

cause of incidents, if any. This was to
ensure that the same incident does not
recur. The Olympia Grande project has
maintained a 0 incident record to date.
Promoting upward
communication
To create and promote an atmosphere
of transparency in communication and
make it easier for workmen to approach
the project EHS committee especially
in the event of near miss cases, a plan
was drawn up whereby hazards could
be reported using written slips by
workmen. The filled out slips had to be
dropped into complaint boxes that were
placed across the project site. Soon, the
committee realized that participation
Floor cleaning machine Continuous housekeeping
was poor because of low literacy rates
among the workmen and therefore the
war footing basis if non-compliance and measures were put in place to safeguard system was modified with a Dictaphone
hazards were noticed. personnel from unknown risks. facility for workmen to report the hazard
as an audio complaint. This simpler and
Safety improvement Investigating incidents easier method proved to be an instant
slips A detailed methodology document
hit and several workmen came forward
to report hazards. Rapid and unbiased
on incident investigation report was
Safety Improvement Slips were issued
to erring workmen who exhibited
lapses in safety and such workmen
were advised on the importance of
wearing the right PPEs apart from
impressing on them the seriousness of
safety lapses. These slips greatly helped
in reducing unsafe acts by making the
workmen aware of the implications of
their violations through a proactive EHS
management approach that eliminated
repetition of safety lapses.
Assessing risks
Risks can either be known or unknown.
A detailed risk assessment carried out
prior to the commencement of every
construction sequence to minimize the
known risks involved. Strong preventive Emergency rescue cage

redressal of such complaints further

strengthened the workmens trust in the
project team.
Solving a lofty issue

The project team implemented golden
safety rules, one of which was the
compulsory anchoring of the safety
harness while working at heights. This
was reiterated to the workmen through
signage displayed at vantage points
across the project site. Several mitigation
strategies were implemented to reduce
the risks involved in working at heights
that included:
Wall Protection: The project comprised

of several low-level wall openings
Handrail provided in the staircase area before concreting
for front elevation purposes. These
openings were temporarily covered
using painted grills.
Peripheral working platform and

safety net: As per the original plan,
safety nets on working platforms were
provided only for a height of 2.1 m,
which was increased to 2.7 m to offer
better protection and a safer working
environment.
Overhead protection: All movement

areas on the ground were provided with
a safety net to arrest fall of construction
material from above.
Lifeline: A standard provision was made

to create anchoring points for lifelines
on the aluminum shutters itself.
Handrails: Temporary handrails were

provided well before the casting of
slabs which helped in safe and easy
movement of workmen between the
floors.
Campaigning on safety
The EHS committee was also keen to
promote health awareness for the overall

To me, safety is team work and collective responsibility. The workmen

are the real safety heroes and winners at this site as they have taken our
safety message to heart and done what is needed and brought laurels to
the team, in the process. It is noteworthy to mention the key strategies
that have contributed towards achieving the safety milestones. . Every
working day commenced with the administration of the safety pledge
which was imbibed in spirit by the team to pursue the safety objectives
Mr. S. Ganesan, (second form left) Project Manager,

Olympia Grande receiving the safety award
yy The senior project management team members displayed a sense of individual ownership by personally checking
for hazards during their morning and evening site visits which was an invaluable safety initiative One of our goals
was to maintain a dust free atmosphere for which we used sweeping and vacuum cleaning machines apart from
deploying sprinklers for settling the dust
yy We believed that our project was only as strong as the workforce and hence strove to provide them a hygienic
living space. The project team inspected their habitat on alternate days to improve the living conditions. We also
conducted regular health camps to keep them fit and awareness camps to prevent diseases.
yy To make 100% compliance on PPEs, workmen were checked at the entrance with their ID cards and screened
through the breath analyser for substance abuse.
yy Our dictaphone feedback system opened up new vistas in the communication flow between the management and
execution teams at our site. This resulted in the implementation of some great ideas and improvements in safety.
yy All engineers and workmen supervisors were encouraged to complete the EHS learning modules on L&Ts Any Time
Learning portal and the outstanding performers were recognized with the SCOPE (Safety COnscious PErformer of
the month) award.
Mr. S. Ganesan,
Project Manager
benefit of workmen and conducted

several free health camps such as eye,
begin with an awareness presentation
on a safety aspect and an exclusive,
The proof of the pudding
lungs, dental and comprehensive health daily EHS committee meeting was While a project site can set safety
checks on a quarterly basis. conducted to quickly discuss points to records owing to various factors,
constantly re-engineer safety systems Olympia Grande has achieved a high
Committed to deliver and innovations. rate of safety standards thanks purely
to the firm commitment from its project
To emphasize their strong commitment The EHS committee also suggested that
management team by promoting and
towards safety, the project team made employees from across departments
maintaining a positive and proactive
it a practice to begin the weekly review visit workmen habitats once every two
EHS culture throughout the project
meetings with safety as the first topic. days on a rotational basis to improve the
period. Due recognition has not taken
Safety moments or sharing of best overall hygiene conditions and maintain
long in coming: the project has bagged
practices was presented by one of the good housekeeping. Even this subtle
the internal EHS Award and the
EHS committee members during these contribution towards EHS was duly
prestigious British Safety Council award
review meetings. It was also mandated noticed and greatly appreciated by the
by clocking an impressive 8 million safe
that all meetings at the project would client through recognition certificates.
man hours since inception.

Safety
of Honour
R o ll

three million and more LTI free safe man-hours
36 Beawar Pali Pindwara Road Project 5 Sangareddy Road Project
December 2011 to March 2015 April 2013 to March 2015
18 Samakhiali Gandhidham Road 5 10 MTPA Tata Steel Railway Project

Project
4 Kannur International Airport Project

16 Kandla Mundra Road Project
4 Chennai Metro Track Works
February 2011 to March 2015
8 Delhi Agra Road Project
3 Hyderabad Metro Rail Track & OETS
Project
7 Ganjbasoda-Sanchi Railway Project
7 Panskura-Kharagpur Railway Project


TRANSPORTATION INFRASTRUCTURE
The road to successful EHS Management
T The five-pronged
he 244-km Beawar Pali of constant highway traffic, controlling
Pindwara Road on NH 14 in the dangers associated with blasting and
Rajasthan is a very significant one tunneling, having to work with radically strategy
as it strategically connects the northern differing soil structure and composition,
With the project stretching over 244
part of the country to its nearest port in and, perhaps, the biggest of them all
kilometers and adjoining areas and an
Gujarat. Consequently, the project that the unpredictable, temperamental
army of relatively unskilled workmen,
L&T Construction won to convert the local population. Each was unique in its
the EHS team had their hands full to
existing 2-lane highway into a 4-lane nature and each warranting unique
instill a culture of safe work practice. If
one was as crucial as it was difficult. handling and resolution. What
the length of the project was challenging,
was required was foresight to
Purely, from an EHS perspective, the so also were the extreme climatic
anticipate situations and problems,
Beawar Pali Pindwara Road Project conditions of the dry and arid regions of
meticulous planning at times to great
(BPPRP) was fraught with several interior Rajasthan that dissuaded even
degrees of granularity and flawless
challenges starting with the huge seasoned workmen who had migrated
implementation. All aspects considered,
area over which the project stretched, from other parts of the country. Added
it can be safely said that this project was
managing a largely unskilled work force, to this, skilled labour was at a premium
one of the toughest from an EHS point
having to contend with a high quantum and hence the work force had to be
of view.

constantly motivated and incentivized Executive Management Support: The Realistic Expectations: The EHS team
to retain them. top management brought to bear its was motivated to unhesitatingly seek top
full influence to support the efforts of management support and understand
After considerable brainstorming the EHS team, making quick decisions limitations before committing on
involving all levels of personnel and giving prompt budgetary approvals deliverables which ensured that there
associated with the project, a five- for procuring the necessary safety were only realistic expectations from
pronged strategy was adapted to address equipment and PPEs. the EHS team thereby eliminating
the following critical issues. unhealthy performance pressures.
yy Human Involvement Clear Statement of Requirements:
Requirements were clearly indicated While this 5-pronged strategy did not
yy Executive Management Support through statements of audit, security, guarantee a safe work environment and
yy Clear Statement of Requirements reports and validation requirements incident-free functioning, it definitely
which created a seamless flow of involved a high level of planning that
yy Proper Planning
communication among teammates that increased the probability of success to a
yy Realistic Expectations ensured good clarity on the overall EHS great degree.
goals and deliverables.
Human Involvement: At a project site,
every individual has to be involved in Proper Planning: Based on the
Keep the traffic
creating a safe work environment and requirements, the EHS team laid out flowing always
therefore the task before the EHS team the blueprint of the safety plan along
BPPRP involved the four-laning of
was to sensitize everyone the project with milestones and a clearly defined
an existing two lane carriageway on
team members, supervisors, workmen, ultimate goal of zero incidents. The
NH14 and since roads are the lifelines
subcontractors, vendors and the EHS progress was to be completely
of the economy, the team could ill-
community at large to the need for a transparent and constant learning from
afford disrupting the traffic even for
safe work environment. near misses, if any.
Model showing the advance warning zone

Men at Work
Details about distance to the
hazard
Any change affecting traffic
arrangements (such as a
reduction in the number of
lanes and/or in the speed
limit) within the traffic control
zone
Extent of the hazard (for
instance; the length of
restriction)
Approach transition zone: This zone is

the point of diversion where road users
are redirected from the normal path. The
signage in this area should:
Guide traffic into the altered
traffic flow pattern around the
working zone
Reduce the approach speed
of vehicles and channelize
them into narrower and / or
restricted number of lanes or a
temporary carriageway
a little while. The challenges were to Understanding the temporary traffic Maintain visibility of signs
contend with live traffic and plan traffic control zones: The entire section of and barricades
diversions to enable project execution the roadway between the advance
Working / activity zone: This is the
and create work fronts without causing warning sign, through to the last traffic
actual construction site where work is
inconvenience to either the project team control device is what is known as the
executed. It is marked by the presence
or the road users. These again called temporary traffic control zone which
of a Work space (portion of the
for careful planning and impeccable can be further classified as:
highway that is closed to road users and
implementation by resorting to
1. Advance warning zone earmarked for construction activity) a
world-class road diversion and traffic
2. Approach transition zone Traffic space (through which road users
management strategies.
3. Working / activity zone are routed) and a Buffer space that
Since vehicular traffic was heavy 4. Terminal transition zone separates the normal traffic flow from
comprising largely of trucks and trailers, 5. Work zone end the work space or unsafe area. Neither
the EHS team had to be doubly cautious Advance warning zone: On entering work activity nor storage of equipment,
in diverting such vehicles hauling heavy this zone, the road user is notified about vehicles or material should be present
payloads, especially during nights or the approaching hazard and is therefore within this buffer space.
when visibility was low. To address this, prepared for the change in driving Terminal transition zone: From the
mandatory, regulatory and cautionary conditions. This is the point from which point of the terminal transition zone,
signboards were placed as per approved drivers are advised to reduce speed as the traffic will be redirected from
international norms to segregate they approach the transition zone. A the deviated path onto the original
the various zones that fall under the series of traffic signs along the length of carriageway, through tapering or
temporary traffic control zones. the zone communicates: circular curves.

Work zone end: Work zone end extends weak zones to prevent cave-ins during the approved window periods after prior
right from the end of the terminal taper the drilling activity. To further mitigate intimation to the nearest police station
length to the last traffic control device, this risk, the project team installed 4 m and traffic department.
which may be a signage indicating the rock bolts to stabilize the soil and the
The safety team had to ensure that the
end of road work. Either an end road drilling rigs were operated at lower rpms
blasting and tunneling activities were
work sign or a speed limit sign can be to maintain borehole wall integrity. The
restricted strictly within the authorized
used to inform road users that they can EHS team worked in close coordination
project area because blasting in
resume normal driving conditions and with the tunneling team to ensure that
unauthorized areas can attract heavy
return to cruise mode! at no time the safety of personnel was
Governmental penalties and hamper
at risk and only trained workmen were
Thanks to the implementation of all the progress of the project. By way of
deployed in this exercise.
these traffic control zones, the project abundant caution, the team installed
team mastered the art of executing Ground vibrations and control flying high precision GPS-based guidance
the critical activity with minimum rocks had to be closely monitored systems for the tunneling team to get
discomfort to the road users. during the tunneling. While the former accurate coordinates to progress with
can cause structural damages to the the work.
Tunneling and blasting foundations of nearby structures, flying
safely rocks can be a threat to both people and Blast zone safety
structures in the vicinity. Muffle blasting
was extensively adopted to control flying A pre-blast meet to sensitize personnel
The project scope included twin
rocks. The Velocity of Detonation (VOD) involved in the blasting and traffic control
tunnels through the Aravali range of
was observed and blasts were filmed for ensured that everyone clearly understood
mountains with each tunnel of about
a better understanding of the intensity the detonation sequence and when the
300 m length featuring three lanes apart
of the blast so as to exercise control area could be cleared for restoring traffic.
from the shoulder area measuring to a
over further blasting operations. The Following an assessment of the bounds
diameter of 13.36 m. The tunneling team
blasting crew timed the blasts within of the blast area, all personnel and
cautiously avoided voids and cavities in
Stemming process Temo rock machine for Drilling and Rock bolting in Tunnel Works

equipment were cleared from the area

and guards posted at all access points to
prevent re-entry of personnel. Once the
blast area was cleared, the crew and the
blaster retreated into the designated safe
shelter area and sounded the warning
alarm along with a series of pre-blast
signals. Once the blaster was sure that the
area had been fully secured, the shot was
detonated. Following the blasting, the
blaster would wait for the dust to settle
down completely before visiting the area
and giving the All Clear signal to restore
traffic and other project activities.
Crossing the Sendra

View of the tunnel
by-pass
The Sendra bypass section was perhaps
the most difficult section to execute
owing to five factors that involved
safety. Firstly, there was a live, busy
and critical railway line that connects
North India to the West. Then there was
the future alignment of the Dedicated
Freight Corridor project, a network of
underground oil and gas pipelines, the
rise and fall of the terrain from 0 to
60 m within a few meters and to top it
all, heavy traffic on the existing road just
30 m away.
All activities had to be carefully calibrated

keeping the safety hazards in mind as
unscientific blasting in this section could
have serious implications. The EHS team
used controlled blasting with utmost
care and slowed down the progress,
which yielded remarkable results and set
exceptional safety track records that are
benchmarks for future road projects to
achieve.
Treading softly
Another challenge that the project
faced was the varying quality of soil.
The project influence area comprised
Erection of steel girders at the Sendra by-pass section

metamorphic terrain of the Archean handled as diplomatically as possible. At a signalman and signage were placed at
age. Then there were the rolling Aravali times, even the media was approached vantage points to drive home the point
range of hills which was a highly to reach out to the local communities which helped avert potential incidents.
faulted area with weak zones of brittle to apprise them of the situation and However, the EHS team was also aware
material. The strata varied with almost impress upon them the fruits of the that any one safety program could never
every passing meter from hard to soft temporary inconvenience. be the magic panacea for all safety ills
rock and sometimes to even sandy soil, at the project site so they ingeniously
making drilling and blasting a risky task. Behaviour Based Safety integrated several safety programs and
Overcoming the odds, the project team with ceaseless vigil over the project
Behaviour Based Safety (BBS) is an
bored through the mighty hills to safely operations, carefully knitted a fabric
application of behaviour science
create a seamless passage towards the of safe work culture that protected
research that has proved that more than
end point. workmen and road users throughout
90% of accidents at the workplace are
the entire progress of the project.
triggered by unsafe human behavior.
Garnering local support BBS is essentially a variety of programs It is not every day that one hears of a
that focuses on worker behavior as the road project achieving over 35 million
Managing the local populace was
cause for almost all workplace accidents. injury-free man hours! The Beawar-Pali-
another challenge because disgruntled
BBS was identified as the proper tool for Pindwara road project has won several
locals could easily disrupt the progress
targeting zero incidents at the site and International safety awards including
of the project. Every effort was made
increased the focus on BBS targeted and MORR (Management of Occupational
to strike a rapport with the local
structured training programmes. Road Risk) which was bagged for the
communities and prime them about
the project. The threat was great during very first time in the annals of L&T
Even minor aspects such as reversing of
tunneling and blasting as their kuchha history and not without reason.
a vehicle were given relevant attention.
mud habitations could hardly withstand The EHS team made it mandatory for
the vibrations or fall out but these were drivers to reverse only in the presence of

Safety
of Honour
R o ll

five million and more LTI free safe man-hours
60 Kakrapar Atomic Power Project 8 Subansiri Lower HEP Project

February 2010 to March 2015 May 2011 to March 2015
24 Badarpur Faridabad DMRC Project

8 Vizag Vessel Project Site
February 2012 to March 2015 April 2014 to March 2015
10 Sawalkote Project
7 DMRC CC 28 Project
August 2011 to March 2015 July 2014 to March 2015
10 DMRC CMC1 Project 5 Kolkatta RVNL Project

July 2010 to March 2015 August 2012 to March 2015
9 CMRL Elevated Project

Correct answers
yy Wire laying on the ground, it
should have been laid either
underground or above 7 feet
Spot the yy Cable laid out over wet area
yy Protruding rebars
HAZARDS yy No clear access way to the work

location
yy Slippery ground and trip hazard
WINNERS yy No barricading around the area
yy Water logging nearby workplace
Mr. Vipul Rathi Health issue
Sr. Engineer, B&F IC, Ahmedabad Cluster yy Non-compliance with certain PPE
Mr. S. K. Mehedi Hassan (Reflective Jacket)
Engineer (Civil), W&RE IC

HEAVY CIVIL INFRASTRUCTURE
Safety is at the heart of the matter
T
ruly the building of two additional building demanded high standards and Gold Award for the 4th consecutive year,
reactors (Units 3 & 4) of 700 the engineers and workforce at the site British Safety Council Distinction, Merit &
MW each for Nuclear Power positively responded to the challenges. Pass Award from 2011, to 2014, National
Corporation of India Limited (NPCIL) at Right from day one, the project site Safety Council - Sarvashreshtha Suraksha
the Kakrapar Atomic Power Plant (KAPP) has been successful in continuously Puraskar for the years 2012, 2013 and
is something to write home about. And, improving safety of the workforce. It 2014 and the internal EHS Award. Several
to have done it by facing and overcoming is no wonder therefore that the many accolades from the client for best safety
some of the sternest tests and clocking awards have come rolling in, some of and housekeeping management have
some 59.9 million safe man-hours in the them bagged consecutively for years. also been won for good measure.
process bespeaks of outstanding project
The list is long and illustrious: Best All this is proof enough for a project that
and safety management expertise.
Safety Conscious Contractor award from was a resounding success from a safety
Significant initiatives were introduced,
NPCIL for the 4th consecutive year, Best perspective and this article is on how
implemented, monitored by the site
team as their safety responsibility. The Housekeeping Contractor award from the Kakrapar EHS team succeeded with
complexity of the work and the nature of NPCIL for the 5thconsecutive year, ROSPA flying colors.

Setting the contours of

the challenge
Following the successful operation
of two units of 220 MW each at KAPP
for over a decade, NPCIL decided to
expand capacities by building two more
reactors of 700 MW each. Riding on the
strength of having built almost all of
the nuclear reactors in India till then,
L&T won the countrys single largest
order in the nuclear sector warding off
some stiff international competition.
The scope of work for L&T Construction
involved the construction of a reactor
building, auxiliary buildings, a waste
management and exhaust ventilation
building, a heavy water upgrading plant,
fabrication and erection of structural
steel works involving civil, structural
and architectural works. Display of posters on daily peptalk with raised platform
Over several years, KAPP has been the

center of hectic activity with several
and sub-contractors straining every
muscle and sinew to meet some tight
Inculcating safety as a
contractors (L&T being the main one) construction schedules. culture
During peak periods, the project had
over 6000 men at work, more than half of
whom were unskilled. The primary task
for the EHS team was therefore to induct
the screened workmen and sensitize
them to adhere to strict safety standards.
In what could easily be considered
a record, the EHS team has inducted
over 81,600 workmen till date through
structurally developed programs.
The nature of work was primarily heavy

concreting, structural steel fabrication
and erection that warranted close
monitoring. Working at heights was
another critical area to focus on and the
safety record clearly reveals a job well
done.
Apart from regular inspections,

monitoring and training programs, the
project director and the four project
Pep talk delivered by seniors

managers were personally involved in

instilling a safe work culture across the
workforce. In what could be termed as
leadership through action, the project
director made it a practice to directly
address the workforce sharing details
about near miss cases received from
the other projects to increase safety
awareness levels and to keep raising the
safety bar.
Even general visitors to the project site

were given a detailed session on safety
induction before being granted entry.
An induction card, to be used as a ready
reckoner, was prepared and handed over
to every single visitor to the project site.
The fusion of safety and

productivity Working platform to execute critical work at height
A unique system called Job Hazard

Analysis was introduced wherein both in the overall housekeeping of the mark of commitment towards safety,
the EHS and construction engineers site. This committee implemented an the senior project management team
analyzed the hazards of every single task innovative idea christened Automated stepped in and volunteered to conduct
and prepared a report acknowledging Housekeeping which yielded amazing daily night shift vigilance tours on
their complete understanding of the results. Simple in approach, the system rotational basis.
situation. It was then the responsibility encouraged workmen to remove small
At a project site that sees heavy
of the site engineer to explain the scraps and debris from their respective
concreting of over 600 cu.m per day,
hazards and mitigation strategies to the work sites and deposit them in bins as
it was imperative to ensure complete
workmen before the commencement of they proceeded for their breaks and at
safety while concreting for which the site
daily activities. Safe Work Procedures the end of the day.
implemented a system of commencing
were prepared and followed for all
Since work progressed 24x7, a stricter the activity only after the concrete pour
routine and non-routine activities.
vigil was required during night shifts to clearance certification was received
Pocket guides as ready reckoners were
ensure zero incidents. Once again, as a from the concerned safety supervisor.
developed and distributed to fabricators
and riggers.
To ensure protection from the failure

of tools and tackles, a system was
devised by which the safety steward
would thoroughly inspect and approve
all the power tools before use while all
regular tools & tackles were color coded.
The fabrication shops were inspected
and certified on a quarterly basis and
a dedicated committee was formed
to ensure continual improvement

fire (due to welding, gas cutting &

grinding), clash of material (due to
frequent use of tower cranes) and fall
of loose material got the project team
working on alternative safe solutions.
Challenges also included the delivery
of very high welding quality with
zero tolerance and perfect vertical
and horizontal alignment of plates;
an extremely demanding target given
the ambient conditions, high wind
velocities and working at heights on
narrow platforms.
After an in-depth study and analysis, the

Ventilation arrangement to exhaust harmful fumes while welding, grinding and gas-cutting project team arrived at an innovative
idea of assembling the entire performed
ring liner comprising 16 panels (10 m
The constant movement of concrete radiation in an emergency situation.
long and 5 m high carbon steel plates)
mixers to enable the concreting raised The first layer is the fuel ceramic
on the ground and lift them into position
a lot of dust thus reducing visibility, itself, fuel cladding tubes make up the
as single cylindrical hollow structures.
especially during nights. To tackle this second layer while the reactor vessel
Weighing 142 t, the ring liner warranted
issue, the EHS team arranged for regular forms the third and the fourth and
a high capacity crane with special truss
water sprinkling to settle the dust and final protective layer is a reinforced
arrangement to lift the structure safely to
also created a dedicated walkway across steel structure which is usually
position without causing any structural
the project to prevent pedestrians from attached to a concrete missile shield.
deformities.
stepping into the paths of the trucks This steel structure is an airtight vessel
and other heavy vehicles. Reflective sealing off the reactor vessel from the The in-house team at L&T designed
traffic signage and dedicated signalmen atmosphere. While there are stringent and fabricated a spatial ring type truss
with baton lights were positioned at norms for the design and thickness
important junctions of the project roads of the containment structure and the
to guide the drivers. missile shield, it is generally expected
to be strong enough to withstand the
Among the tallest of structures at impact of a fully loaded passenger
the project site was the Natural Draft aircraft without rupturing.
Cooling Tower that is soon expected to
reach a dizzying height of over 170 m. At KAPP, the reactor buildings inner
Workmen for such tall structures were containment wall is about 50 m
specially trained on working-at-height in diameter made of a 6 mm thick
methodologies apart from ensuring that carbon steel liner plate with backing
they wore the safety harnesses that were structural members. Called the
always anchored to safety lifelines. performed ring liner, several layers
of such 5 m high rings were welded
At the nucleus was the together to form the containment
structure. Conventionally, this
ring liner erection structure would have been assembled
At the heart of a nuclear power plant in-situ as parts, but the inherent
is its reactor building which usually risks of working at heights coupled
consists of four layers to contain with several other hazards such as
Earth resistance tester

weighing 375 t which was hooked up to yy Operators to sound horn on have installed fire hydrants at the
the crane from 16 points. Using slings entering overlapping zones stores building which was identified
and shackles at 80 points, the spatial yy Operation of the cranes only at as a good practice worthy of emulation
truss was attached to the performed lower speeds by other projects sites of L&T
ring liner. A dedicated team of over a Construction. Fire bins were placed
yy Suspension of crane operations
hundred including signalmen, riggers, at specific locations for the workmen
when wind velocities exceeded 45
welders and gas cutters operated out of a to combat the cold and dissuade them
kmph
barricaded area, the access to which was from randomly lighting up fires to keep
restricted to everybody else to ensure yy Positioning the lifting hook at themselves warm during inclement
the highest safety norms. the highest point and the trolley weather conditions. The project was
near the cabin when cranes were also equipped with glass-fiber fire
A well placed work methodology was not in use blankets to save victims during a
prepared for the entire sequence after fire incident. Regular fire mock drills
multiple trails in consultation with yy All cranes to feature on-board
were conducted for all the workmen
experts. The entire workforce was automatic safe load indicators and
on handling hydrant systems and
briefed on their role and practices for cut-off mechanisms
rescuing victims.
executing relevant work.
All the measures were not only
Considered the first-ever feat of its implemented, but strictly monitored for Also trending
kind in the construction industry, this deviations. yy Below-the-ground welding,
systematic and modularized erection grinding and gas cutting activities
method to create the containment For safety from fire were producing harmful fumes.
structure has set a national benchmark Adequate ventilation arrangements
Fire hydrants were installed in the
in both the construction and safe were made to exhaust the fumes
buildings and at critical locations
work methodology at a nuclear power from such workplaces.
identified with high fire loads such
project.
as stores, carpentry and paint shops. yy An emergency water sprinkler
KAPP was one of the first projects to system was provided at the ice plant
Operating cranes
safely
KAPP featured fourteen tower
cranes operating in the thick of
construction activities in very
congested conditions. The crane
operators and crew had to be of high
caliber to operate in such intricate
situations. The stringent screening
process followed by rigorous on-
the-job training brought the crew
up to speed and desired level. Of the
various hazards identified, collision
due to the tower cranes falling on
the same working radius was critical.
An anti-collision plan was evolved
and administrative control measures
were implemented that included:
yy Avoiding operation of cranes
within a radius of 25 m
Poster display highlighting right work practices

Aerial view of the site showing the complexity of work and high-end P&M Water sprinkling system for the ice plant to dilute ammonia to mitigate
emergency issues
to dilute ammonia and mitigate

a possible emergency situation
Staying healthy; keeping
because of its leakage. the environment healthy
yy It was mandated that all buildings too
should clearly display the floor
Several health camps were conducted
opening details at its entrance.
and an ambulance was available round
yy Sufficient man rescue baskets the clock at the site with three first aid
were made available for rescuing staff at a medical center and a visiting
victims in case of emergency doctor. On the aspect of environment
situations. management, the EHS team innovatively
yy All overhead electrical lines converted waste to productive use.
were insulated using a goal post Unwanted concrete cubes were used
structure along with cautionary for traffic management while about 6
signage to ensure safe passage of tons of scrap metal was used to fabricate
vehicles underneath. drainage grills, delineators, walkways
and fire stands. The ambient air quality
yy Trip hazards were eliminated was constantly monitored as were
by applying fluorescent paint the noise levels to keep them within
over projected parts including permissible levels.
protruding rods.
Ring system for identification

Safety
of Honour
R o ll

three million and more LTI free safe man-hours
14 Storm Water Drainage Works

Jabalpur
4 GDWSS Hyderabad
4 Rehabilitation and O&M of 110 MGD

6 Hoshiarpur & Jalandhar Sewerage Scheme Bhagirathi WTP
5 Hogenikal Waater Suply Project PKG 5

4 Trans Varuna Sewerage Work
Varanasi
4 GIDC-DAHEJ Water Supply Project,
25 & 50 MGD 4 Dhanbad Water Supply Project
4 Nalgonda UGD & WSS 4 Areva 125MW CSP Solar Thermal

Plant-Pokaran
4 UGDS & WSIS Nizamabad
3 GCW Package-Pokaran
4 Kamal Vihar Project Raipur
Spot the
HAZARDS
If you have spotted the hazards, rush it to
ngfernandez@lntecc.com. First five correct
answers will win exciting gifts!

WATER & RENEWABLE ENERGY
Piling on safety
Flocculator and IPS (Inclined Plate Settler) building
O
ne of the toughest tasks of a the mandate for the Garden Reach the Hooghly and the laying of gigantic
Municipal Corporation is to project on the strength of being a transmission mains by carefully
keep the taps flowing otherwise comprehensive solutions provider for circumventing vital underground
life literally grinds to a standstill and water infrastructure from concept to utilities. Hence, the onus on the EHS
can often lead to, in volatile places like commissioning. The major scope of the team was to evolve innovative solutions
the city of Kolkata, riot-like situations. project involved the construction of an to safely accomplish these tasks.
As the population grows unchecked, intake jetty, pump houses, reservoirs,
this task becomes increasingly more water treatment plants and transmission Comprehensive in nature, the project
arduous as the infrastructure that has mains all to be done in the midst of a saw a high inflow of unskilled and semi-
to be either built or enhanced results in teeming city populace and right beside skilled workmen who were deployed
chaos and disgruntlement among the the mighty River Hooghly. simultaneously at the various packages
citizenry. of the project and the need to induct
Braving all these challenges, the

Getting the right men them with the appropriate exposure
to the expected standards of safety and
Kolkata Municipal Corporation took for the right job to enforce the proper use of PPEs was
up the task of initiating a water supply imperative. Workmen were inducted
The work scope of the Garden Reach
scheme to meet the demands of potable only after a stringent screening process
Water Supply Project was very daunting
water supply to the southeastern part at a dedicated facility in the site office
involving marine piling on the banks of
of the city. L&T Construction won following which every single workman,

Scope of works
yy 110 MGD jetty along with

laying of twin 1829 mm suction
pipes
yy Raw water pump house of 5210
cu.m / hr capacity
yy 50 MGD water treatment plant
yy 8.5 MGD clear water reservoir
yy Clear water pumping station of
4000 cu.m / hr capacity
yy Laying of 1.5 km long 400 mm
diameter line from sludge
pump house to sludge pond
yy Laying of 3.8 km of 1829 mm
raw water transmission main
from raw water pump house
to collection well of water
treatment plant
Safe staging and scaffolding installation
irrespective of working experience, was

given a detailed induction that included
audio visual presentations apart from
talks by senior members of the project
and job related training. Periodic
training programs were scheduled not
only to inculcate a safe work culture but
also to help workmen identify hazards
or unsafe conditions on their own and
take remedial steps. These measures
reiterated to them the need to always
don PPEs, anchor harnesses and know
appropriate responses during crises
situations.
Promoting a safe work

culture
The responsibility of creating and
maintaining a safe culture is a shared
one and to get workmen involved in
the process, the EHS team urged them
to come up with work-improvement
EHS walkthrough

Emergency mock drills and training
suggestions which fostered a sense of them was adjudged as the Safest incidents. Hard barricading was done
of freedom and innovation at work. Employee of the month motivating during the entire piling operations and
Good suggestions were rewarded them to achieve more. MS plates and sand bags were used
and so were the workmen who were for workmen to get a sure footing in
found adhering to all EHS standards Target zero achieved the slush. Safety nets were extensively
with an on the spot mobile phone used on the outer periphery of the jetty
recharge coupon. The site also made The construction of the intake jetty on structure to safeguard workmen from
it a practice to choose and display an the banks of the Hooghly and the laying falling into the river. Rescue mock drills
ideal workmans image as the model of underground transmission mains were conducted to train workmen on
on safety signage which became and pipes along the highly congested the modus operandi in case something
aspirational for other workmen to be city zones posed the biggest problems untoward occurred despite the
so acknowledged which in turn helped for the EHS team. The Hooghly is a very barricades, safety harnesses and nets.
achieve better EHS system adherence. aggressive river with a strong flow and
The EHS team did not stop with the 3-metre high tides. Since work was The transmission mains cut across
workmen, even the construction happening at its banks, special safety densely populated and busy locations
engineers were screened and one precautions had to be taken to avoid of the city. The port area with its heavy

container truck traffic posed several risks

to the working crew but with dedicated
support from the city traffic police
department, the EHS team was able to
divert traffic to enable excavation for
the cut and cover method of pipe laying.
Of the utilities that were encountered,
live electric cables were lethal, and
therefore, an EHS officer was appointed
exclusively to study the underground
utility situation using a sophisticated
utility monitor that indicated the buried
utilities. The excavation commenced
only after a clearance from the EHS
officer who worked on necessary
mitigation strategies in consultation
with the utility owners in case of
interface issues.
Despite drilling through 1953 piles,

50,000 cu.m of excavation, 14,000 cu.m
of concreting and 3.5 kilometers of pipe
laying, the team emerged successful
with zero accidents as envisioned and Hygiene precautionary measures
also managed to clock 2 million injury-

free safe man hours. first aid center for exigencies. An incidents. Snake repellent pits were
emergency contact list was prepared created at remote store and office
The EHS roster and prominently displayed across the

project for reporting any untoward
locations as the area was prone to
visits from the slithering species.
Inspections
Risks and hazards at the work place

were identified and eliminated by
the project team through structured
inspections. A typical day began
with the construction manager and
his team inspecting the work site
thoroughly and clearing it as safe and
conducive for the workmen to enter.
On a monthly basis, the cluster EHS
manager made an overall inspection of
the site, the report of which was made
online with a tracking mechanism to
work out solutions and compliances.
Infrastructure
Apart from a dedicated safety training

hall, the site created a centralized
Mass EHS awareness to workmen

For us, at Garden Reach Water Supply Project, EHS is not just an act,
its a responsibility to strive for perfection! Not everyone is lucky
enough to be on building projects that provide basic amenities like
water to people. I consider myself blessed to be working on such
projects and as a responsible citizen, I have resolved never to yield
to any circumstance to complete the project without any unsafe act.
Our project culture is never on the lines of I tell, you follow, especially
so with safety. We were cautious to build safety as an attitude and
not as a concept that is pushed down peoples throat as a bitter
pill. This warranted a lot of patience and guidance from the project
management team.
Mr. G. Somasundaram, (second form left) Project Not every result is achieved through conventional means. There are
Manager, 110 MGD Intake Jetty & 50 MGD WTP at several instances when the situations demand innovative concepts.
Garden Reach, Kolkata receiving the safety award
This project had a lot of scope for such innovation, and together, the
team came up with several path-breaking solutions to enhance the
overall safety performance because we firmly believed that EHS is the
basic foundation upon which a project is built.
G. Somasundaram,
Project Manager
Initiatives
Apart from the EHS initiatives, the project

team gave due importance to the aspects
of health and environment too. During
the progress of the project, 2200 saplings
were planted and over 200 health camps
including a few no-tobacco camps were
conducted.
The sweet taste of triumph
Safety was seldom seen as a barrier to

progress but in fact as a system for better
productivity. The Garden Reach Water
Supply project has not only achieved a zero
accident and clocked 2 million safe man
hours but have also bagged the prestigious
award from the British Safety Council for
2014 apart from the internal EHS award.
Classroom EHS training and induction to site engineers

Safety
of Honour
R o ll

one million and more LTI free safe man-hours
6 RSP Raurkela 2 3X660 MW TPS Expansion Project,

April 2010 to January 2015 Koradi
March 2012 to February 2015
3 BGTL-Gorakhpur
December 2012 to January 2015 1 R-APDRP Project, Jalandhar City (Pkg-5)
May 2013 to February 2015
3 765 kV & 400 kV Kudgi Transmission

Line Project 1 RGGVY-II Rural Electrification,
June 2014 to January 2015 Lakhimpur
December 2013 to January 2015
2 5X270 MW Thermal Power Project,

Amravati 1 765/400 kV GIS Substation, Pune
July 2011 to February 2015 October 2013 to January 2015
2 RGGVY-II Rural Electrification, 1 400 kV D/C Khandwa Indore TL

Jaunpur January 2014 to February 2015
December 2013 to February 2015
1 DCU & CHS Package, IOCL, Paradeep

2 400 kV D/C Kurukshetra Jalandhar TL Refinery Project
March 2014 to January 2015 April 2012 to February 2015

POWER TRANSMISSION & DISTRIBUTION
Reaching new heights of safety
L
&T Constructions PT&D IC won
the mandate to build the 765 kV
Raipur-Wardha Transmission
Line (RWTL), a 125 km hexa type line
to evacuate power from the pooling
stations in Chhattisgarh by connecting
to the western grid through a substation
at Wardha (Deoli). Apart from its
strategic importance, the RWTL project
involved the erection of 309 towers
meandering through thick paddy fields
and dense forests. Added to these, were
the challenges of crossing a river, railway
lines and a couple of critical power lines.
While most projects of this nature

pose huge challenges, the RWTL
project was particularly critical from a
safety perspective and it required the
combined skills of the execution team
to achieve a safety track record that
is clearly something to be aspired for.
Rigorous systems meticulously followed
and implemented with round-the-clock
monitoring, over the 4 years that the
project took to complete is how they
made it happen and be deemed worthy
for the EHS Safety Award for 2014-15.
Managing efficiently
For ease of managing a huge workforce,
a typical pyramid structure was created.
43 supervisors were deployed to manage
about 60 teams each comprising a dozen
workmen who had the onus of executing
foundation, tower erection and stringing
activities. For creating and inculcating a
safe work culture, the project deployed
21 safety stewards along the length of
line.
Work was suspended during the

monsoon and was in full swing during

the height of the summer months. In

soaring temperatures, project activities
were suspended between noon and
about four p.m. in the evening to
ensure that the workmen remained
healthy.
Size matters in safety

Perhaps, one of the critical areas
of working on a transmission line
project is working at heights. All the
stringent guidelines listed under safe
work at heights were adhered to and
implemented at all times right from the
word go. An average tower reached a
height of 75 m and weighed about 90
tons while the towers erected across
Wainganga river soared to heights of
165 m and weighed a massive 461 tons.
This called for meticulous planning
and close monitoring of safety systems
to avert any untoward incidents.
The primary challenge for erecting the

towers on the river bed was handling
the heavy loads. To ensure safety and
timely completion of work, the first
two sections of the tower was erected
using heavy cranes and from the third
section onwards, the segments were
erected using gin poles. Though river
crossing works were executed on the
dry river bed, all precautionary steps
were taken to construct 5.5x5.5 m deep
foundations, and for galvanised tower
member erection works.
As another safety precaution, only

certified tools and tackles were used.
Safe Working Load (SWL) details were
embossed on tools and tackles such as
gin poles, pulleys, clamp, D-shackles and
wire ropes that were susceptible to wear
and tear. Further, the site team ensured
periodical third party inspections apart
from daily internal inspections prior to
the use of these tools and tackles. As
an important procedure the Pre-Task

Plan (PTP) detailing the sequence of to ascertain that they did not passes to ensure that only
erection procedures was prepared well suffer from acrophobia (fear of authorized workmen went up
before commencing the actual erection heights). the towers.
which was shared with the entire Experienced teams: The Observer: An observer was
working crew so that everybody was on heights works were only deployed to monitor and
the same page. assigned to teams that had report the unsafe behaviour of
prior experience working on the workmen while working
Perched safely transmission line projects for on towers. Such occurrences
L&T. were immediately reported
Working at heights is always fraught
External training: Training to the concerned site/EHS
with danger. To reduce the risks
on a periodical basis with engineer. The observer was
involved, the team strictly implemented
special programs on working also tasked to correct such
the established fall prevention systems
at heights was organised mistakes of workmen on the
apart from considering behavioural
through external agencies spot to avoid recurrence of
aspects and capabilities of workmen
apart from regular in-house such safety lapses.
deployed for such activities.
sessions. Height watchers: They
Medical fitness: Only
Height pass: The team were deployed in each
medically fit workmen were
issued height passes only team with a specific task
engaged.
to those assigned to work at to closely supervise and
Trade test: Workmen were
heights. Surprise checks were ascertain, using binoculars,
screened through trade tests
conducted on these height whether the tower fitters

had anchored their full

body harness properly.
Stringing it safely and other hindrances. The continuous
monitoring and communication
These height watchers The execution team effectively used within the stringing team ensured that
used whistles as signals to licensed walkie-talkies for seamless both the personnel engaged and the
warn the fitters whether communication during the stringing vegetation in the surroundings were
their harnesses were activities. For every span, a signalman not damaged.
secured properly and with a walkie-talkie device was
megaphones for alerting deployed for monitoring and reporting A science in material
and communicating with on the movement of wires and
the working crew. intrusions if any. The wires were strung
handling
both manually and mechanically. For safe and systematic material
Color coding: All tools and
Manually, the conductor was first handling, the 5S technique was adapted
tackles were inspected by a
pulled at the ground level by means in the project. This helped in executing
competent authority as per
of a portable winch machine and the work in an orderly and efficient
statutory requirements and
tractor was deposited along the line. manner and in avoiding missing and
color coded Blue for those
Each wire was passed through aerial mixing of parts.
fit and Red for the unfit.
rollers. The final sag was completed
Vertical and horizontal through a winch machine. In the The towers in the project were of different
lifelines: These were mechanical method, a puller and types with diverse parts of varying sizes,
provided for safe ascending, tensioner machine was deployed for weights and length of segments. For safe
descending and for lateral pulling the conductor in between the and systematic material handling, the
movements on the tower. towers after duly clearing the bushes parts were packed panel-wise according

kit and trained a few crew members to

act in emergency situations that could
arise. On a monthly basis, mock drills
on potential risks such as fall from
height, electrocution, sunstroke, and
snakebites were conducted to test
the effectiveness of the emergency
arrangements. In addition, several
other safety systems implemented
included:
Chemical snake repellants to

keep reptiles at bay
Tower materials were stored

only on tarpaulins to avoid
rust and for safer handling
and housekeeping
Daily pep talks were given

to workmen during which
information on near miss
cases, violations and good
practices were shared
On a monthly basis, the most

safety conscious workman
was identified and rewarded
in the presence of the client
Awareness posters were

displayed at all worksites to
drive home the point of safety
Mock rescue operations from

heights were demonstrated
to the type of the tower. Once received
at the stores, the tower materials were
Being doubly cautious using third party agencies on a
stacked using name plates and barricades Apart from having every conceivable periodical basis
to avoid mixing or missing of parts. safety system in place to ensure a safe
All unsafe acts were
work environment, the execution
Most of the project locations were immediately reported by an
team was fully prepared with crises
remote, lacking proper approach online EHS monitoring system
management strategies. An emergency
roads. Due to the terrain, the project for immediate compliance. As
vehicle with a basic first-aid facility
team customized a tractor trolley with per the system, a stipulated
was stationed every 30 km throughout
modifications which was used to safely timeline was fixed depending
the length of the line. The team tied
shift the tower materials to the project on the potential risk and when
up with nearby hospitals specializing
location. Specific training was given to not complied to, the cases
in anti-venom treatments to ensure
the tractor and truck drivers and the were escalated to senior levels
immediate treatment in case of
crane operators on the handling and of management for further
snakebites. Every worksite had a rescue
shifting of tower parts safely. action.

Mr. Naga Chaitanya Evani, (second form left) Project Manager, 765 kV
Raipur Wardha Transmission Line Project receiving the safety award
The 765 kV Raipur Wardha Transmission Line

Project was quite a challenging one bothin terms of
execution and safety management. Of the 125 km,
about 65 km was through a foresti in hilly terrain.
During the monsoon periods, the project activities
came to a grinding halt. Even the foundation pits
had to be carefully excavated as the black cotton soil
prevalent in the region did not offer much rigidity
and was collapsing frequently during excavation.
The pits also had to be continuously dewatered for
even depths of 5 m. A large group of workmen were
deployed for each of the foundation works and at the
river crossing tower. Since the bottom most leg of the
river crossing weighed about 7 t, a tyre mounted 40 t
crane was hired and over a hundred workmen were
engaged only to feed the crane. Because of the increase
in the number of workmen and the difficult working
conditions, our site team took all precautionary steps
to ensure that safety was never compromised. Once
the river crossing tower was completed, we were
elated that we had safely installed the countrys tallest
765 kV river crossing tower. When the work was at Traversing the terrain
its peak in the monsoon season, we realized that the The project traversed thick paddy fields where right of way was
chance of epidemics such as malaria was high and an issue and then through dense forest where the threats from
promptly engaged doctors for routine camps and poisonous reptiles such as snakes loomed large.
ensured that all water bodies near the camps were
decontaminated with chlorine. Over 1500 workmen
were engaged in the peak period and thanks to the
Rewards and recognition
stringent implementation of all the EHS policies and Though the challenges were many, thanks to the dedication
guidelines, we are nearing completion without any and commitment of the execution team, the 125-km long,
notable incidents.. 765 kV Raipur-Wardha Transmission Line project clocked
approximately 5 million safe man hours. The project also
Naga Chaitanya Evani bagged the prestigious British Safety Council International
Project Manager award in 2014 apart from several accolades from a very
delighted client.

Maintenance
(works to sustain
The greatest
the behaviour
change)
Action
PPE is to
(practices the
desired behaviour)
Preparation
provide a work
(intends to take
action)
The Stages of
environment in
Contemplation
(aware of the
problem and of Behaviour Change
the desired
behaviour change)
which PPE is not

Precontemplation
(unaware of the
problem)
needed. There is no shortcut to safety!

There is no escalator/ lift in bringing positive safety
behaviour in employees We have definite steps to go
through!!
Accountability Ladder
get on with it
rful
find solutions "Safety is,

powe
"own it"
without doubt,
acknowledge reality the most crucial
wait and hope investment we
rless
excuses can make. And

powe
blame others the question is

unaware not what it costs
us, but what it
On the lower rungs of blaming others and giving saves."
excuses for non-performance?
Or
On the upper rungs of owning it, finding solutions
and getting on with it?
Edited by Mr. Vinod Jacob Chacko for L&T Construction from L&T Construction Headquarters, Manapakkam, Chennai - 600 089. The views
expressed in this magazine are not necessarily those of the Management. The contents of this magazine may not be reproduced without the
written permission of the Editor. Not for sale. Only for circulation among employees of L&T Construction. Printed at Srikals Graphics Pvt.
Ltd., Chennai.

Helmet Mar15

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Helmet Mar15

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HELMET

Environment Health Safety

Volume - 5, Issue - 1 January - March 2015

Safety never happens by accident!

The road to successful 10 number of global aviation accidents or incidents,

Piling on safety 24 pushing technological frontiers and continuously

2 HELMET, January - March 2015

Helmet congratulates the following sites for achieving

31 NISER Project, Bhubaneswar

30 The Address Wadhwa Project, Mumbai

30 Prestige Bella Vista Project, Chennai

25 Delhi One Project

23 Cognizant Elcot IT Park Project, Sholinganallur

22 Rajashree Cement Plant Project

19 ITC Sonar Hotel Project, Kolkata

17 Kohinoor Square Project, Mumbai

16 ESIC Hospital Project, Kollam

16 TCS Project, Kochi

14 Godrej Garden City Ph-III Project, Ahmedabad

13 ESIC Hospital Project, Coimbatore

13 Riverview Phase 2 Project, Lucknow

12 ESIC Hospital Project, Joka

12 CMRL Depot Project, Koyambedu

11 AIIMS Project, Bhubaneswar

11 HCL Ph III Project, Noida

10 ATC Tower Project, Gurgaon

HELMET, January - March 2015 3

Towering high in EHS Management

4 HELMET, January - March 2015

Committed to safety implement strategies to create a proactive safe work culture.

Peripheral working platform Overhead protection at driveway

HELMET, January - March 2015 5

devised to identify the source and

6 HELMET, January - March 2015

redressal of such complaints further

Solving a lofty issue

Wall Protection: The project comprised

Peripheral working platform and

Overhead protection: All movement

Lifeline: A standard provision was made

Handrails: Temporary handrails were

HELMET, January - March 2015 7

To me, safety is team work and collective responsibility. The workmen

Mr. S. Ganesan, (second form left) Project Manager,

benefit of workmen and conducted

8 HELMET, January - March 2015

Helmet congratulates the following sites for achieving

18 Samakhiali Gandhidham Road 5 10 MTPA Tata Steel Railway Project

4 Kannur International Airport Project

7 Panskura-Kharagpur Railway Project

HELMET, January - March 2015 9

The road to successful EHS Management

10 HELMET, January - March 2015

Model showing the advance warning zone

HELMET, January - March 2015 11

Approach transition zone: This zone is

12 HELMET, January - March 2015

HELMET, January - March 2015 13

equipment were cleared from the area

Crossing the Sendra

All activities had to be carefully calibrated

14 HELMET, January - March 2015

HELMET, January - March 2015 15

Helmet congratulates the following sites for achieving