at the very core is safety

April - June 2015Volume - 5, Issue - 2

Environment SafetyHealth

HELMET

At the very core is SAFETY

2 HELMET, April - June 2015 3HELMET, April - June 2015

Contents

Editor : Vinod Jacob Chacko

Associate Editor : Gopi Kannan. S

Process Owners : M. Kamarajan | P. V. Kaliappan

Malay Kumar Mahanta

Stephen Philip Storey

Ramachandran N

K. S. Sudheesh Kumar

Technical Associates : P. Nagarajan | Gabrial Fernandez

Sudarsan Rajendran

Md Quaisar Imam

Sathyanarayana Seelamanthula

Murali Krishnan | Nick Abalde

Mathivanan Palaniappan

S. Anantha Prasanna Venkatesh

Editorial team : V. Ramesh Kumar

Ashwin Chand | Mayura. K

Photography : V. S. Natanavelu | R. Vijay Kumar

Design & layout : Global Print Design, Chennai

Safety begins right at the top

At the very core is safety

A drive towards safety

An incident free project is certainly the

most successful one

Safe strategies for powerful missions

Setting smart standards in safety

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From the EDITORAccording to the World Nuclear Association

there are some 435 nuclear power reactors operational across 31 countries worldwide

producing over 375,000 MWe of total capacity to meet over 10% of the world’s energy needs. Another 70 more are under construction. With global warming posing a serious and potent threat, the world has been forced to increasingly rely on the power of the atom to meet some of its energy needs. And as nuclear reactors proliferate across the globe, the need to make it reliable and failsafe has become a core requirement.

Nuclear disasters are perhaps one of man’s worst nightmares. Not only is the threat to human life unimaginable because of such incidents but also unnerving are the aftereffects that can be long-term and widespread. Contrary to widely-held beliefs, the world has seen several nuclear accidents though fortunately only a couple has had the power to send shock waves around the world. Though the first commercial power stations commenced operations in the 1950s, the first major disaster occurred only in 1986 at Chernobyl in Russia which is also one of the worst and classified as a level 7 Event on the International Nuclear Event Scale. Although details of the impact of this disaster are sketchy, one terrifying fact is that the town of Chernobyl cannot be inhabited for the next 20,000 years! The only other disaster of such proportions was at the Fukushima Nuclear Power Plant that was ravaged by the Tohoku Tsunami in March 2011.

What these drive home to us is how critical safety is not only while operating a nuclear power plant but also, perhaps even more importantly, while constructing it. Safety in this context assumes far greater significance as we are not only talking about the safety of the people constructing or operating these plants, but also the many millions living around them. Suddenly, you realize the huge responsibility on us as India’s leading builder of nuclear power plants from a safety perspective and gives added significance to the fact that our team working on Units 3 and 4 of the Kakrapar Atomic Power Plant (KAPP) has already clocked 60 million safe man hours!

This issue of ‘Helmet’ showcases how well our Safety Culture has been inculcated and nurtured at KAPP from day one and across a range of other landmark projects as well.

Healthy people, healthy worksites and health-promoting ‘green’ construction practices intersect at the bottom line. Let us consistently follow these safe principles and help to create a safer environment around us and religiously follow the one underlying safety principle that one can never be too careful!

As a protective covering for the head, helmets are used across various applications. From the most generic crash helmets to the more specific ones, they

are regarded as the universal safety armour. Man started to use his head and realized the need to protect it from as early as history can take us. The earliest warriors on foot or the infantry relied on metal helmets to keep their heads intact during battles. With the demand for helmets going through the roof during World War 1 for obvious reasons, the production of helmets assumed an industrial approach and ushered in the age of mass manufacturing. Helmets or hard hats (as they are popularly known in the west) began to be used in factories much around the same time according to management professor Peter Drucker. He believes that it was Franz Kafka who developed the first civilian hard hat in 1912 when he was employed at the Worker’s Accident Insurance Institute in the Kingdom of Bohemia. However, there are contradictory arguments on this as it is believed that the E.D. Bullard Company, a mining equipment firm in California, was the first ever to manufacture and sell protective hats made of leather as early as 1898. But it was not until 1919 that Bullard patented the first helmet, a ‘Hard Boiled Hat‘, made of steamed canvas, glue and black paint. Recorded American history also claims that the construction site of the Golden Gate Bridge in San Francisco was the first to make helmets mandatory followed by the popular Hoover Dam project in 1931.

SAFETY BEGINS RIGHT AT THE TOP


It was around 1938 that aluminum started becoming the favored metal for hard hats owing to its light weight properties which was soon followed by fiberglass at the turn of the next decade. From then on there was no stopping the innovations that ensued to perfect the safety helmet to make it more convenient and functional with scientists constantly improving upon the design, material properties and ease of use being a product that could potentially save many precious lives.

Today, helmets are one of the most basic and mandatory PPEs worn at work in hazardous situations. It is often a sea of yellow that one can see at large construction sites with workmen donning the ubiquitous helmets. The modern helmets are normally made of high-density polyethylene (HDPE) that feature ventilation options to keep the wearer’s head cool with adjustable nape / chin straps to ensure a snug fit. More

sophisticated and specialized helmets have the provision to attach additional accessories like face shields, sun visors, earmuffs and perspiration-absorbing cloths which line the area of the forehead. Some advance versions also integrate gizmos such as radios, walkie-talkies, pagers and cameras.

In India, the helmet as a PPE is governed by and must adhere to the manufacturing stipulates of IS (Indian Standards) that lay down the specifications for industrial safety helmets. First published in 1965, these specifications on standards are reviewed and revised periodically to enhance the functionality of this protective gear. The standards include requirements regarding material, workmanship, construction, finish and performance of helmets intended to protect from falling objects and other hazards which may be encountered during activities such as mining, tunneling, quarrying and construction.

Helmets for construction industryApart from protecting against lateral impact, safety helmets also offer protection against strikes from protruded or swinging objects such as crane hooks. There are two types of helmets meant for construction of which the ‘cap style’ is lighter with the peak (frontal protrusion) providing shade to the eyes. This style is more suitable for working in restricted or narrow spaces and to add accessories such as earmuffs and welding screens. The ‘hat style’, on the other hand, ensures better protection to the face and the neck from the weather, dirt and water. Most often, the ease of use and non-hindrance to work are the basis on which the type is chosen.


Size mattersThe shell and the harness form the two primary components of a helmet. The shell is a dome shaped covering of hard and durable material while the harness is the assembly that keeps the helmet in position on the user’s head. It also absorbs the kinetic energy within the shell in the event of an impact. There are usually three different sizes of helmets. The largest one measures 590 to 640 mm at the circumference around the head band, the medium is 540 to 590 mm and the small 500 to 540 mm. The adjustable straps allow the wearer to customize the fit as it is crucial that it sits securely to derive the desired protection from possible impacts. The standards also mandate the maximum weight of a helmet (minus the attachments) at 400 g irrespective of the size.

Built to shieldThe helmet has to be dome-shaped with no metal parts passing through the shell while integrating the brim and the peak with no sharp edges. Ventilation holes, if provided, should not exceed 6 mm and should be spaced 15 mm from one another. Modern helmet shells are manufactured through the injection moulding process to ensure high build quality and a superior surface finish for easy maintenance.

Maximum impactThere is a specific distance that is maintained between the harness and the outer shell to give the helmet the space to be ‘springy’ without touching the head. A space of approximately 30 mm (1.2 inch) between the helmet’s shell and the wearer’s head is provided so that if an object strikes the shell, the impact

is less likely to be transmitted directly to the skull. It is vital that the shell does not come in contact with the wearer's head because when a falling mass hits the helmet, the resulting force to the head is extremely high which could cause serious injuries. The IS standards direct that the force transmitted to the head shall not exceed 5.0 kN. In other words, it is the force equal to a falling mass of 5 kg from a height of 1000 mm. The helmet’s harness design also integrates a suspension feature that spreads the helmet’s weight over the top of the head.

Mind on the matterAs with any other contraption, people at R&D centers across the world busy themselves on improving the features of the helmet to make it more effective and, at the same time, more convenient to use. Some of the major inputs they act upon are user feedback and rigorous tests which they subject the helmets to. Listening to the voice of user helps make the helmet more acceptable in relatively newer markets where it is wrongly perceived by some workmen as an impediment to their work. Rigorous tests include shock absorption, resistance to penetration, climatic tests from -10°C to 50°C, flammability and heat resistance.

Making the changeSafety helmets have a life period of about two years after which it needs to be replaced. As a safety product, it is certainly maintenance free and requires only normal cleaning. A periodic visual inspection will throw up telltale signs of wear and tear and whether it warrants replacement. However, if the helmet has been subjected to any impact or accident, it should be immediately replaced without a second thought.

Sawalkote Project August 2011 to June 2015

DMRC – CMC1 Project July 2010 to June 2015

CMRL Elevated Project June 2013 to June 2015

Vizag Vessel Project April 2014 to June 2015

DMRC CC 28 Project July 2014 to June 2015

Subansiri Lower HEP Project May 2011 to June 2015

Kolkata RVNL Project August 2012 to June 2015

DMRC CC 27 Project November 2014 to June 2015

Mumbai Monorail Project January 2014 to June 2015

MRC CC 05 Project August 2014 to June 2015

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Helmet congratulates the following sites for achieving five million and more LTI free safe man-hours

SafetyRoll of Honour

Spot the

HAZARDSWINNERSMr. S. Karthi Asst. Manager – EHS, TI IC

Mr. Anand Raj Senior Engineer – EHS, PT&D IC

Correct answers y Crane handling a lengthy object

y Crane used for shifting of loads

y Workman holding load without tagline

y Slushy roads

y Poor housekeeping

y No separate pedestrian pathway

y No banksman available

y Lack of warning displays

y Over-hoist limit switch has been bypassed

y Lack of access way for scaffolding stacking area


HEAVY CIVIL INFRASTRUCTUREHEAVY CIVIL INFRASTRUCTURE

The augmentation of capacities to the existing reactors at Kakrapar in Gujarat is by far the

largest ongoing nuclear power project in the country. Apart from being indigenously developed, the 1400 MWe reactors have already set several benchmarks in design, construction, operation and production. L&T has been playing a significant role in building India’s nuclear power facilities right from the inception of her nuclear

power programme by pioneering technologies in both Pressurized Heavy Water and Light Water reactors. At Kakrapar Atomic Power Plant (KAPP) L&T is involved in the construction of reactor and auxiliary buildings, waste management and exhaust ventilation building, heavy water upgrading plant and fabrication and erection of structural steel works involving civil, structural and architectural works.

Being a first-of-its-kind project, innovation has been the key to meet KAPP’s demanding construction schedules. Several methodologies and approaches were tested, tried and successfully implemented for the first time ever in the nuclear construction history of the country and perhaps even the world. As with any project of such huge scale, speed and sophistication, the issues of safety were unique and daunting. The unenviable task of the EHS team was to establish and sustain a safe work culture. “I go about my job with one term ringing in my ears all the time, L.I.F.E – Living Injury Free Every day,” asserts Sudharsan, who heads EHS at L&T’s Kakrapar project.

A safe havenIn an otherwise barren, expansive campus, the EHS office sits at the heart of it, centrally located and built around a clump of shady trees with lawns and shrubs adding to its elegance. Just opposite are rows of rest sheds where workmen put their feet up during their well-deserved breaks. In the large main atrium of the office a few dozens of fresh recruits are glued to a large plasma TV that is playing an induction video. Awareness posters adorn the walls. The other end, earmarked for PPE, has on display various types of protection equipment and listed in

detail are the actual conditions under which they need to be used.

Speaking from the office area that he shares with his small team of EHS engineers, Sudharsan says that he has been a part of the project since its inception and vouches that everyday has taught him and his team a new experience. “About 6000 workmen were deployed during the peak periods and on any given day we had to induct about a hundred fresh workmen. The induction was so integrated that by the end of one week, any workman, whether skilled or unskilled, experienced or fresh, would have a fairly good idea of the high EHS standards he needs to adhere to at L&T.” Comprising audio visual aids, instructions and demonstrations along with rules and regulations, the EHS culture is drilled into every employee through the daily grind until it becomes a habit. 83,000 workmen have thus far been inducted because of the heavy workmen attrition that is prevalent across the industry. “Everyone, right from the top management downwards is committed to living injury free,” Sudharsan explains. “In fact the Project Director makes it a point to share near miss cases with the workmen on a periodic basis and on his insistence, we have even designed a ready reckoner safety induction card to guide visitors at the site. He was also instrumental in implementing a very effective system which I feel is the main reason behind the impeccable safety records that we have been able to set. Termed ‘Job Hazard Analysis’, it is a system whereby the site engineer in consultation with the EHS engineer analyses and prepares presentations / demonstrations that are to be

At the very CORE is safety


HEAVY CIVIL INFRASTRUCTURE

proof if attacked in the unfortunate event of a war. “The rebar density and the numerous steel fabrications that went into the structure as embedded parts made space a huge constraint and usually a packed jobsite is a trap for safety lapses. Discipline and orderly housekeeping is crucial to mitigate these issues. The biggest breakthrough in terms of execution and safety where L&T has set an indelible mark is the Prefabrcated Ring Line erection,” says Sudharsan pointing upwards. Connected to the arm of a gigantic crane is suspended a hollow ring that measures as wide as the largest circus tent in diameter.

Ring in a new eraThe liner is a 6 mm thick steel plate that forms the fourth and final protective layer of a reactor building and is

attached to a concrete missile shield. This air tight steel structure forms a vessel sealing off the reactor from the atmosphere and is expected to be strong enough to withstand the impact of a fully loaded passenger aircraft without rupturing. “The 50 m diameter ring liner is 5 m high and is made up of 16 panels. Conventionally, we would have lifted each panel to the location and welded it together in the shape of a ring. But that would put the workmen at peril given the frequency of lifts and the height at which they needed to work. In what is considered a first-of-its-kind attempt in the country, we decided to modularize the lifts and masterminded the pre-fabricated ring liner,” shares Sudharsan excitedly. Being the first ever attempt, the EHS team had to battle several problems of its own as there was no rule book to go by for ensuring a safe process.

Spider with strong websA very efficient 1350 t crane was deployed to execute these lifts and the payloads were pegged at 185 t inclusive of all the enabling structures. The safe working load of the mobile crane was checked thoroughly and found to be 330 t which was way above the intended lifting weight. A special spider was fabricated at the site which was attached to the lifting hook of the crane. This spider featured 16 holes to which were hooked a spatial ring type truss which was also fabricated in-situ. This was then tested meticulously from a safety perspective using concrete blocks which were cast exclusively for this purpose. Care was taken to ensure the right alignment of the spatial truss which made all the difference between safe and unsafe work methods as the spatial

delivered to workmen prior to the start of every job. This system ensured that everybody was on the same page when it came to job hazards and its mitigation strategies. The stringent project schedules warranted work to continue day and night and the nights were indeed nightmarish from a safety point of view as there could be several lapses. As an example of leading from the front, the top management of the project took it upon themselves to conduct night shift vigilance tours on a rotational basis,” shares Sudharsan.

A tall orderAlmost all the structures at KAPP were above 20 m in height calling for strict implementation of work at height regulations. While safety railings and nets protected the edges, the several protruding parts were coated using highly visible fluorescent paint. “We issued height passes through which we ensured that only those workmen who were trained to work at heights scaled up to such work sites. There was also the mandatory use of safety harnesses which had to be necessarily anchored at all times,” says Sudharsan adding that routine and surprise checks were conducted periodically to ensure strict adherence. With structures like the Natural Draft Cooling Towers reaching 170 m, matters got more complex and the EHS team had to be more forceful to drive home the concept of compliance.

Getting modularPointing to the reactor building which is the most complex and critical structure of a nuclear power plant, Sudharsan explains about the various grades of concreting that goes into making it earthquake resistant and damage



Accolades on Safety

y Best safety conscious contractor award from NPCIL for the 4th consecutive year

y Best housekeeping contractor award from NPCIL for the 5th consecutive year

y ROSPA Gold Award for the 4th consecutive year

y British Safety Council Distinction, Merit & Pass Award for the years 2011, 2012 & 2013, 2014

y National Safety Council - Sarvashreshtha Suraksha Puraskar award for the years 2012, 2013 and 2014


have redefined the way a nuclear reactor building is built,” prides Sudharsan who safely steered the workforce adding that he feels great to be a part of the team that crashed the cycle time from twenty five days to just seven!

Towering over concerns With about fourteen tower cranes operating at the job site, even the skyline of the project was congested for a comfortable turning radius. The site layout concentrated the twin reactor buildings, electrical bay and turbine buildings adjacent to each other and construction activities were in progress at all these locations. With structures rising to considerable heights, the team had to rely heavily on tower cranes for shifting material. “It was all about planning and scheduling. Luckily L&T

is the single largest contractor with most of the civil packages under its belt which made everything an internal

matter. An anti-collision plan was put in place and administrative control measures implemented to cover all the cranes. As per this system, timelines were allotted for the use and stoppage of respective tower cranes and in the event of interference, the escalation mechanism had the provision of reaching right to the project director level for resolution.” The cranes were fitted with modern walkie-talkie systems apart from featuring on-board automatic safe load indicators and cut-off mechanisms as added safety features.

A clean sweep“Nuclear power plant civil structures feature several embedded parts and a high rebar concentration which generates a lot of debris during the


truss had to bare the entire weight of the ring liner distributed at 80 points from where they were hung using slings and adjustable shackles.

“The fabrication and planning that went into the lifting sequence was only half the problem. Training the workforce on a method they had never done before was the other more challenging half. We had to deploy signalmen, riggers, crane operators and welders right from the liftoff stage to the placement and final alignment. We decided to get granular and charted out the entire plan and ran it over and over again within our team and other teams as well to get it perfected. When the D-day arrived, we implemented a military discipline that the workforce had to adhere to. The entire area was cleared and demarcated as a safe work zone. Workmen of each

trade wore different colored fatigues for easy identification. As the first sequence, the spatial ring was left hovering over the ring liner and the team connected it to the slings and shackles. Only on receiving the ‘proceed’ signal did the crane operator lift the load to a minimum height and held it there once again for checking stability and other factors,” recalls Sudharsan adding that though the entire EHS team was high-strung, they remained confident that every factor had been worked out in detail.

A soaring successThe contribution of signalmen was very crucial as they constantly communicated through walkie-talkies throughout the entire process. A separate person was designated to

check wind velocities and bring the process to a halt if it exceeded 8 km per min. As the ring liner was lowered to position, riggers who were positioned on the working platform of the reactor building helped bring the liner to position before it was bolted securely and later welded to perfection. The riggers were also exposed to risks owing to the swinging action of the payload in the event of higher wind velocities. The signalmen and the crane operators gave their utmost attention to this aspect to avoid any untoward incident. “The entire sequence went off as per plan and gave us tremendous confidence. It was sheer jubilation at the site after the first liner was erected. What ensued in the next few months remains etched in the history of nuclear plant construction and we are now ready to lift the entire dome structure soon. We believe that we


embedding, welding, cutting and deburring processes. From an EHS point of view, housekeeping was not just about aesthetics but it was imperative to avoid hindrance and thereby incidents. A system called automated housekeeping was formulated whereby workmen who left the site for short breaks or at the close of work hours voluntarily picked up debris and discarded them at designated bins,” informs Sudharsan about a simple system that has resulted in tremendous saving of time and effort and has been much appreciated by the client.

“The need for concreting was so high that a large fleet of transit mixers were ferrying concrete day and night to the civil structures pouring over 600 cu.m per day. This kicked up a lot of dust which not only caused health hazards but also poor visibility especially during the night hours. To suppress the dust, we kept operating sprinkler trucks and to avoid accidents we built separate walk-ways to give free road access to the transit mixers.”

Dousing the risksFire safety was another area of focus for which fire hydrants were installed at critical locations of high fire loads such as stores, carpentry and paint shops. Since nights could get climatically extreme, fire bins were made available for workmen to warm themselves so that they refrained from lighting up fires randomly giving room for possible mishaps.

Glass-fiber fire blankets were procured and stored at vantage points to save victims from the fury of fire during any such incidents. Regular fire mock drills were conducted and all workmen were trained on handling hydrant systems and on rescuing victims.

Returning from the site visit, Sudharsan converses with some of the new recruits who are undergoing induction and solicits feedback on the process. One of the inductees feels that the video was too long and too slow which was duly acknowledged by Sudharsan. Once in the office, he promptly communicates this to his team and requests to schedule a meeting to look into the same. Handing over a pocket sized card that carries the contact details of important people of the project, he explains that these cards were made available for all workmen as a ready reckoner. “Safety is all about being prepared at all times to face eventualities. Despite having all preventive systems in place, we have stocked up sufficient man-rescue baskets for rescuing victims in the case of emergencies. Though our medical centre is adequately staffed to handle first-aids cases, we have an ambulance to deal with more serious issues. However, we were lucky that such a need did not arise and the credit for this goes to the entire project team and to the workmen for having accepted the positive EHS culture and clocking a record breaking 60 million safe man hours,” smiles Sudarshan who sits below a well-stacked shelf that displays several award plaques and citations.

Beawar-Pali-Pindwara Road ProjectDecember 2011 to June 2015

Samakhiali-Gandhidham Road ProjectOctober 2012 to June 2015

Kandla-Mundra Road Project April 2011 to June 2015

Delhi-Agra Road ProjectOctober 2012 to June 2015

Ganjbasoda-Sanchi Railway ProjectMarch 2010 to June 2015

Sangareddy Road Project April 2014 to June 2015

10 MTPA Tata Steel Railway ProjectJuly 2009 to June 2015

Kannur International Airport Project November 2013 to June 2015

Chennai Metro Track WorksFebruary 2011 to June 2015

Hyderabad Metro Rail Track & OETS Project January 2013 to June 2015

KMDA Flyover / ROBs Project June 2014 to June 2015

Virddhachalam-Ariyalur Railway Construction December 2011 to June 2015

Hospet-Harlapur Railway Construction June 2012 to June 2015

Mumbai Monorail ProjectJune 2013 to June 2015

Maithon Power Railway Siding Project March 2010 to June 2015

Rahuri – Daund Railway Electrification Project September 2010 to June 2015

Rajpura Thermal Power Plant Railway Siding ProjectApril 2011 to June 2015

Bina-Ganjbasoda Railway Construction December 2012 to June 2015

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Helmet congratulates the following sites for achieving two million and more LTI free safe man-hours




Roads are the lifeline of economies, connecting places and bringing people closer. In

their efforts to create world-class road infrastructure, the highways department and road designers exercise great caution on the aspects of cornering, visibility and gradients. Even a small deviation in these crucial factors could mean the difference between safety and compromise. While laying new stretches is relatively easier and safer, addition

of lanes to existing roads pose greater threats both to those involved in the construction and road users.

With a track record of having built over 13,500 lane km of roads and highways across every state of the country, L&T took up the challenging six-laning of 59.87 km of the Hosur - Krishnagiri road from the existing four lanes. Connecting the capital city of Karnataka to the south of India, this interstate highway witnesses very high density of vehicular traffic round the clock that made this arguably one of India’s toughest expansion projects. Team L&T completed the project successful and on the way achieved the highest safety standards.

Setting a ‘toll’ standardThe project corridor was an existing toll based highway and collections continued even during the project period. “The first briefing that we received from the project manager was to ensure that under no circumstances should the road users be inconvenienced due to the construction activities,” shares Shinoj who heads the EHS department at Hosur – Krishnagiri Road Project (HKRP). It was indeed a very tall order considering that it called for diverting live traffic around work zones without causing traffic snarls. “We got ticking even as we landed at the site and immediately placed orders for the first procurement item - a large number of traffic diversion barricades.”

Following a detailed study of the traffic patterns, the team mapped the entire stretch to assess the need for enabling service roads and marking various diversion zones. It was ensured that the four lane configuration was left undisturbed across the stretch to allow road users maintain the prescribed speed limits. However, Shinoj and his

team had to battle with and integrate into the planning, the non-availability of work front at a stretch owing to several social and political issues.

Aggregated in approach“Aggregates are the largest and the most basic of supply items for a road project. We identified a suitably located mine and operated it along with quarry and crushers to ensure continuous supply of aggregates,” shares Shinoj on how enabling infrastructure was created for the project. Operated under the direct supervision of experienced mining engineers, critical operations such as blasting, sloping and benching were done to ensure safe mining practices and the approach road was maintained in complete compliance of Director General of Mines Safety (DGMS) regulations. To promote a dust free environment, the crusher area was sprinkled with water periodically, the conveyor belts were covered using metal sheets and the entire plant and stockyard was covered using a green net.

Sticking to commitmentsL&T’s commitment to protect the environment, in terms of noise levels and vibration impact far exceeded the stipulated standards. Vibrations were controlled by adjusting the size and timing of the Maximum Instantaneous Charge (MIC), which is the amount of explosive detonated at any particular instant. The possibility of fly rock was mitigated with the judicious use of ‘blast mats’ which are essentially thick shock absorbing rubber coverings. L&T’s exhaustive safety measures to carry out blasting not only drew admiration from the DGMS, but also widespread appreciation from the local community.

TRANSPORTATION INFRASTRUCTURE

A DRIVE towards safety


Discharging responsiblyThe project passed through mountainous terrains featuring hard rock that had to be excavated to make room for the additional lanes. Most parts of the corridor were highly urbanized with civil structures such as houses, schools, temples and other buildings located in close proximity to the project area. Since blasting was the only way to excavate the hard rock, the EHS team was alerted to strategize measures to foster the confidence of both the community and the governmental agencies. Considering the inherent risks involved, controlled blasting using very small quantities of explosives was carried out by keeping tabs on the vibrations caused to nearby structures and flying material. “We knew that it was a laborious task to do limited blasting in high frequency, but the team conscientiously carried out 5000 blasts that cleared 60,000 cu.m of rocky obstruction without causing much inconvenience. We consider this as our greatest achievement.”

The EHS team meticulously carried out the pertinent task of networking with the residents of the nearby structures instilling confidence apart from demonstrating the extensive safety measures undertaken to the inspecting authorities to procure the necessary permissions. Based on site conditions, advance bore techniques including line drilling and pre-splitting were carried out in combination with modern blast technology such as precise timing delays, NONEL and DTH detonations. Muffle blasting was done at highly critical and congested areas to greatly reduce impact.

Bare minimum inconvenience “While precast technology has the potency to crash construction time to a fraction as compared to conventional methods, the task of transporting the casted elements to the site was riddled with risks. This was especially so since it was on a very busy highway. With about 224 girders measuring up to 30 m, the transportation of these massive


NISER Project , BhubaneswarSeptember 2011 to June 2015

Prestige Bella Vista Project, ChennaiApril 2012 to June 2015

The Address Wadhwa Project, MumbaiApril 2010 to June 2015

Cognizant Elcot IT Park Project, SholinganallurOctober 2012 to June 2015

Delhi One ProjectDecember 2011 to June 2015

ITC Sonar Hotel Project, Kolkata August 2009 to June 2015

Kohinoor Square Project, MumbaiJune 2009 to June 2015

ESIC Hospital Project, KollamApril 2010 to June 2015

TCS Project, KochiOctober 2011 to June 2015

Godrej Garden City Ph-III Project, Ahmedabad July 2011 to June 2015

ESIC Hospital Project, CoimbatoreMarch 2011 to June 2015

Riverview Phase 2 Project, LucknowMarch 2012 to June 2015

ESIC Hospital Project, JokaNovember 2009 to June 2015

CMRL Depot project, KoyambeduDecember 2010 to June 2015

Emami City Project, KolkataJanuary 2013 to June 2015

HCL Ph III Project, NoidaJanuary 2013 to June 2015

ATC Tower Project, GurgaonJanuary 2012 to June 2015

TCS Customer Care Centre, SiruseriApril 2012 to June 2015

Seawoods Ph II Project, Mumbai December 2013 to June 2015

Experion Windchants Project, Gurgaon April 2014 to June 2015

Mall of India Project, Noida September 2013 to June 2015

Wonder Cement Line – II Project, RajasthanJune 2014 to June 2015

UP Awas Vikas Basement Project, Ghaziabad August 2012 to June 2015

DLF Maiden Heights Ph – I Project, BengaluruNovember 2012 to June 2015

Omkar Worli Sales Project, Mumbai December 2012 to June 2015

C-17 IAF Hindan Project, GhaziabadAugust 2012 to June 2015

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Helmet congratulates the following sites for achieving ten million and more LTI free safe man-hours


TRANSPORTATION INFRASTRUCTURE

structures called for the highest attention to detail. To minimize the risk to public, most of the transport and erection work was executed in the wee hours of the day using the best of barricading and traffic control devices apart from advanced plant and machinery to make the commissioning failsafe,” claims Shinoj adding that most of the project team members burned a lot of midnight oil to ensure a safe construction.

Divert to avert“Perhaps the most challenging of all tasks for us was the diversion of live traffic around the construction zones where execution was on in full swing round the clock. Several temporary enabling road infrastructures such as service roads and bypasses were

created specifically to enable the smooth and safe passage of traffic,” says Shinoj. The diversions were divided into zones including the advance warning, transition, activity, terminal transition and finally the work end zone from where one could resume normal driving conditions. Road diversion barricades and signage were positioned strictly as per Indian Roads Congress guidelines and reflective vinyl stickers were used to ensure high visibility during the night hours.

Driving home the pointIn the larger objective of making every road a safe zone, the EHS team of HKRP looked beyond their call of duty and conducted several road awareness campaigns on special occasions. Being

a live toll-based project, the toll plaza offered an excellent opportunity to share information on vital aspects of safety. L&T-ites utilized the waiting time at these toll plazas to grab the attention of vehicle users and drive home the importance of wearing seat belts, using helmets and abiding by the prescribed speed limits. Such outstanding commitment of the EHS team to make every day a safe day resulted in the Hosur – Krishnagiri Road Project bagging the prestigious Safety Awards 2013 – Suraksha Puraskar from the National Safety Council of India.


BUILDINGS & FACTORIES

From a safety perspective, high rise constructions are the most demanding and the Prestige Bella

Vista, one of the largest residential high rise apartments in Chennai posed the safety team many searching questions which they were able to answer admirably.

Spread over a 25 acre land, the complex consists of 33 blocks of 16 +

ground floors with a total of 2613 flats in 1, 2, 3 and 4 BHK configurations on a total built-up area of 5060420 sq.ft. The execution team faced several challenges in terms of achieving cycle time, quality and speedy completion. For the safety team, however, it was all about clocking safe man hours right from the word ‘go’ and efficiently manage a labour strength of 4000 plus for which they devised a fool-proof

‘Safety Plan’ according to Lakshmi Narayanan, EHS Manager- Prestige Bella Vista.

“The workmen who come at 8.30 am should return safe and sound to the labour colony at 7.00 pm. That was my foremost objective and we had 12 Safety Inspectors working in day and night shifts to ensure this,” shares Lakshmi Narayanan. The site recorded a highest concrete pour of 10,000 cu.m consecutively for 10 months between July 2013 to April 2014 and achieved a cycle time of 4 and 5 days to achieve the completion target of 26th March 2015. Thanks to the efforts of the Safety team.

Shielding comradesAll 33 towers had overhead safeguards at the entrance as protection from falling material along with a two-level safety net - one on the working floor and the other a level below. Safety for working at heights was addressed with vertical nets and drop nets at all balconies and guardrails and toe-boards at open sides and around voids. Yellow barricading around the edges was strictly followed and work around the towers was constantly administered by the EHS inspectors to ensure proper closing of lift shop gates, slide guards, warning lines (tapes), safety around floor openings and for sufficient ventilation and lighting in the work area. To eliminate the scaffold risk while working at height, all temporary structures created for climbing were carefully scrutinized after erection.

Safe to Start The Bella Vista site introduced and implemented a fresh safety initiative

An incident free project is certainly the

MOST SUCCESSFUL ONE



- the ‘Safe to Start’ concept - wherein the EHS inspector along with the site engineer would inspect the work area for potential risks and hazards before commencement of the day’s work and rectify concerns, if any, before the workmen enter. Safety improvement slips were filled in by the site team.

A safe role playSafety is not a one man’s job but a collective effort and therefore, as per the recommendation of the IC Head, a new system was implemented with every site engineer playing the role of a Safety Officer for a week. This initiative ensured a wider and better

understanding of safety hazards across the board and increased focus on workman welfare. It also attracted more personnel into the Safety Team which in turn helped double their efforts in making sure that everyone lived incident-free every day.

Training programsRegular EHS meetings on risk assessment, legal requirements for BOCW, workmen welfare measures such as water, sanitation, labour colony maintenance, rescue and emergency preparedness were conducted at site. Training programs were organized for employees and supervisors on fresh concrete

workability parameters, handling and operating the vibrators, troubleshooting activities in case of bleeding and segregation, laboratory testing procedures, finishes in concrete, rectification of post concreting defects and do’s and don’ts while concreting. The workforce was trained on the usage of Rope Suspended Platforms (RSP), scaffolding, power tools, Personal Protective Equipment (PPE) consisting of helmets, overalls, goggles, ear-plugs, gloves, safety shoes, gas masks, belts and body harnesses and their usage was vigilantly monitored by the Safety Supervisors.

BUILDINGS & FACTORIES BUILDINGS & FACTORIES



TL Project for Power Evacuation from Kudgi TPS TL February 2014 to May 2015

BRGF Paschim Midnapur UPD January 2013 to June 2015

BRGF Purba Midnapur UPD June 2012 to June 2015

Jallandhar-Kurukshetra-PGCIL TLApril 2014 to June 2015

400kV D/C BSTL-PGCIL TL December 2012 to April 2015

400kV DCDS Raipur-Jagadalpur- Chhattisgarh TL December 2013 to June 2015

Strengthening Mumbai Metro TL System-MSETCL TL March 2013 to February 2015

RGGVY Phase-II Barabanki UPDDecember 2013 to March 2015

eBOP 2X600MW DB TPP, Chatisgarh, January 2011 to January 2015

Power Supply & SCADA system for HMRL-5 IE August 2012 to May 2015

400kV DC Line JUTL-APTCL TL May 2014 to May 2015

800kV HVDC-Biswanath Chariyal- Tangla-PGCIL TLApril 2015 June 2015

NJY Works-Hassan-CESCOM UPD August 2012 to March 2015

Puri Nabakalebara Project UPD June 2014 to June 2015

NJY Channarayapatna UPD August 2012 to June 2015

OMPL Works-ONGC Mangalore IEApril 2012 to December 2014

Coker Unit & Coke Handling-IOCL-IU IE May 2012 to Mar 2015

765kV Switchyard-Lalitpur-STPP-3x660 MW-BIDCO EHV February 2014 to May 2015

765/400kV at Phagi Jaipur-RRVPNL EHV July 2014 to March 2015

S2 Pkg-Extn of 765/400kV-PGCIL EHV June 2013 to May 2015

KPO -RMHS E&I Pkg-Tata Steel IE July 2013 to February 2015

KPO-SMS E&I PKG-Tata Steel Ltd IEJanuary 2013 to January 2015

BSNL-MOD NFS OFC Pkg- E-BSNL OFCOctober 2014 to June 2015

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Helmet congratulates the following sites for achieving one million and more LTI free safe man-hours


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Educative posters and warning signs were prominently displayed and job rotation for workers engaged in fatiguing and difficult jobs was ensured. The ‘Safety Conscious Person’ (SCOPE) of the month was recognized and rewarded from amongst engineers, supervisors and workmen.

Health firstAt most construction sites, flying dust is a great irritant. To settle the dust, two water tankers were deployed at the peak of activity to continuously spray water at one and half hour intervals in addition to a dust collector near the silo-batching plant and a sprinkler system in the crusher area prevented dust aggregates from becoming dusty. This was a new initiative introduced at the Bella Vista project site.

Bagging gloryThanks to the efforts of the entire team, the project has successfully clocked 31 million safe man hours and the Royal Society for the Prevention of Accidents (RoSPA) has bestowed the prestigious RoSPA Gold Award for Occupational Health & Safety for 2015 in recognition of the excellent implementation of EHS Management systems.


The Power Transmission & Distribution IC of L&T Construction has etched a major

milestone in Indian power infrastructure by executing and commissioning India’s first 765 kV Gas Insulated Substation (GIS) in Pune, Maharashtra, in association with Hyosung (Korea). A project of high intensity, it had many standout features and adopted several trendsetting technologies to link the southern and western power grids for

interregional power transfers. Team L&T completed this huge task in a record time of 14 months and here’s an insight as to how they achieved this adhering to the highest safety standards.

Making up for a delayed startA tough task was made even tougher when the project’s timeline was drastically reduced from 27 to 15 months by the client to compensate for the delays in land acquisition. “We kicked off on December 10, 2013,” begins Partho Kumar Poddar – EHS In-charge. “Excavation and civil works were the foremost tasks that had to be quickly streamlined. The EHS team secured the Greenfield location by putting up soft and hard barricading that prevented locals from crossing over the work zones and arranged for the excavation and efficient disposal of muck with stable compaction and regular dewatering.” Major components of the works constituted 67 footings, construction of 71 columns and 300 m of plinth beams along with precision fitment of 568 foundation bolts for the 765 kV GIS. For the 400 kV GIS there involved 27 raft and footing work along with the construction of a 150 m plinth beam with 200 precision fittings.

Raising a steely edifice Putting together the steel components to fortify the GIS buildings was the crux of this project highlights Partho Kumar Poddar. “For the first time in the history of Power Grid Corporation of India (PGCIL), prefabricated structural steel was used to construct the substations. Measuring to a built-up area of 2928 sq.m and 673 sq.m, the 765 and 400 kV GIS buildings had specific execution challenges due to variations

in the designs. While most of the steel customization was done at a factory adjacent to the site, our challenge was to formulate a secure arrangement to integrate the steely structures for which we set up 14000 cu.m of scaffolding along with the support staircase system at site to facilitate safe working during the structural welding, painting, puff panel erection, roofing and window works. We ensured that only workmen trained in erection and high-end welding works were deployed to execute such tasks which involved 9050 m of welding for sizes in the range of 6 to 10 mm.”

Ensuring robust sidewall supports“Executing the brick masonry works for the side walls of the GIS units was the next safety priority and we addressed it by deploying a dedicated team of skilled workmen for systematic erection of the scaffolding material,” Partho Kumar informs. “6000 cu.m of scaffolding along with support staircase were customized to execute 3300 sq.m of puff paneling, 300 cu.m of brickwork, 2700 sq.m of plastering and painting. Roofing works which comprised 2850 sq.m and 610 sq.m for both the units were executed only after fixing of the welded wire mesh and fibre glass wool insulation.”

A small matter of moving 1650 t of equipment The heart of the system formed the heavy GIS equipment imported from Korea received in 547 consignments and as Partho Kumar Poddar elaborates, “We strategized a proper approach to store the extra-large equipment based on the erection sequence across

Safe strategies for POWERFUL MISSIONS

POWER TRANSMISSION & DISTRIBUTION


a 7500 sq.m area. To facilitate safe access to site, a compacted road was laid and the consignments were transported on low bed trailers along with a 50 t swing crane. We had an expert team of workmen with safety supervisors for this activity which comprised deft handling of 54 breakers, 378 isolators, 273 current transformers, 12 potential transformers with bus ducts and supports. Once all this was inside the units, it was a lot easier to do the lifts and integrate them with an EOT crane,” he smiles.

Reaching high … safelyPartho Kumar points to the towering GIS units, “Working at heights was one of the most critical activities for which strict safety precautionary measures were implemented. Only workmen who had prior expertise in such works were engaged after thorough screening and imparting of safety induction instructions. Since work was happening at both the GIS units, periodic safety training was conducted to bring out the importance of the

tasks.” Some of the mandatory PEPs used included vertical and horizontal life lines to access the work spots and facilitate lateral movement on the towers and reflective jackets for the tower gang. “To ensure that the system was foolproof, working at heights after 6.30 pm was prohibited and all the tools and tackles which included even full body harness were inspected on a timely basis for any wear and tear.” The EHS team was instrumental in paving the way for a range of support systems such as working platforms,


Spot the

HAZARDSIf you have spotted the hazards, rush it to [email protected]. First five correct answers will win exciting gifts!

Storm Water Drainage Works, Jabalpur

Hoshiarpur & Jalandhar Sewerage Scheme

Hogenikal Water Supply Project – Pkg - 5

GIDC-DAHEJ Water Supply Project, 25 & 50 MGD

Nalgonda UGD & WSS

UGDS & WSIS, Nizamabad

Kamal Vihar Project, Raipur

GDWSS, Hyderabad

Rehabilitation and O&M of 110 MGD Bhagirathi WTP

Trans Varuna Sewerage Work, Varanasi

Dhanbad Water Supply Project

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Helmet congratulates the following sites for achieving four million and more LTI free safe man-hours


establishing access ways to work fronts, installing fall arrestors at critical places and barricading for safe execution of works. One of the major achievements was to devise a logistics plan to accommodate the rafter beams measuring 48 m in length and erected at a height of 19 m.

Being prepared for the unprepared Amidst hectic work it was imperative to have a contingency plan asserts Partho Kumar, “We fulfilled this requirement by conducting emergency mock drills instructing the crew on the process of disembarking from work in a proper

way and also trained a team to play the lead in case of any eventuality. We also tied up with the local hospital for assistance and sufficient doses of anti-venom were stocked at the adjacent Panchayat Prathmik Chikitsalaya.”

Assuring a safe test bed “Having done all the good work it was time to sign off in style,” beams Partho Kumar. “Testing and commissioning was the last leg of the critical activities and was handled by an expert team from L&T well versed in all the precautionary measures. The support crew was guided on the mode of ascent and descent while working

near equipment and was equipped with insulated tools such as rubber mounted ladders and body earthing during the testing works.” A first-of-its-kind hi-pot test testified that the GIS was fully secure and the substation was commissioned on 25th February 2015. At the end of it all, apart from accolades and a memento from PGCIL, the project team had one million incident-free man-hours to feel proud about on their efforts to complete a huge project safely and well ahead of time.

POWER TRANSMISSION & DISTRIBUTION


L&T Construction’s Smart Solutions Business Unit has in a quick span of time executed a first-of-its-

kind integrated city surveillance project for the state of Gujarat across three key cities to facilitate automation of traffic management and enhance vigilance. Erecting CCTV cameras across 288 on–the-road locations was no mean task as it involved efficiently meeting the demands of a cross-section of stake-holders and utility providers with

minimum disruption to the residents, commercial establishments, passers-by and the traffic. Here’s a vivid account on the travails of charting a secure access way for project execution from the EHS perspective.

Being vigilant on the ground Finalizing the CCTV junctions and locations for the accessories support equipment across a 100 km dia in Ahmedabad, Gandhi Nagar and Vadodara was the primary task for the project team highlights Shashikant – the EHS In-charge. “The EHS team formulated a secure work assessment plan to complete the task within 45 days through dedicated groups for each location equipped with safety PPEs. Special care was taken to ensure that a safe distance was maintained from power lines and surveys of high traffic density areas were done only during the restricted hours. To facilitate networking and immediate communication, each group was provided with a vehicle and a comprehensive safety kit that included carbolic acid, potable water and oral dehydration salt to combat the intense summers.”

Perfecting the art of unearthing Working along the city roads is a most grueling task says Shashikant, “Excavation commenced only after obtaining the ‘IM 14 C’ clearance permit which is mandatory for urban infrastructure projects. A thorough check was conducted through to assess underground utilities prior to taking up the horizontal boring works. Almost every location had various end users and permissions had to be sought

from the respective authorities before commencing excavations. In certain cases, the underground power lines had to be de-energized to facilitate works while at some of the strategic junctions, the team encountered rocky strata which had to be excavated with rock breakers and the dump was safely shifted away from the site.” He elaborates, “Most of the excavation was completed during the day; critical activities were earmarked and executed during the restricted hours. The sites were secured with hard and soft barricading and sign boards put up to alert the general public.”

The team strategized safe methods of excavation depending on the soil condition. “The crew was briefed not to carry out any excavation below the level of the existing foundations and if they encountered deeply embedded structures, the work was only to be taken forward after a thorough review and provision of supports. On narrow roads, the excavated muck was covered with large polythene sheets and immediately moved to the dumping yard. In special cases, where the disposal area was limited, the site engineer adopted a reduced width not less than 1m to carry the additional load. In all such cases, substantial toe-boards were provided to prevent roll backs into the trench.”

Dewatering was an hourly activity which was taken up at all locations to ensure easy access especially during the monsoon period, explains Shashikant. “Care was taken to secure the pump handle during operation so that it did not hit passersby. The EHS team ensured that a supervisor manned each activity and support properties such as stairs, ladders and ramps were provided for workmen to access and exit the pits safely.”

Setting SMART standards in safety

WATER SMART WORLD & COMMUNICATION



Reinforcing control measuresThe EHS team enforced stringent safety measures for executing the reinforcement tasks. Only workmen trained in bar bending and bar cutting were deployed to operate the machines which were equipped with double insulation and inspected on a daily basis. An area barricading system was followed to keep track of the TMT rods which sequenced the loading and unloading operations.

Cementing the foundationConcreting works formed a major portion of the field works and as Shashikant explains, “There were close to 600 locations and the scope involved small scale foundation works for camera poles, electric and junction boxes. For each of these locations, a customized shuttering scheme was devised and the system was installed at locations by trained supervisors. The bulk of concreting was done

through a slew of transit mixers late at night or during the early morning hours when traffic was sparse. At an average, 10 locations were assigned to one transit mixer and the challenge for the EHS team was to ensure that the locations remained safe and undisturbed till the curing was done over 21 days.”

Deft material handling A project of such a vast spread would naturally involve the safe handling

of a huge quantum of materials

most of which were stacked at

the Charcharwadi Depot and then

moved to different locations based

on the requirement. “The services of

an experienced rigging crew along

with a supervisor were engaged for

handling the shifting of poles and

junction boxes,” informs Shashikant.

“For lifting and lowering of formwork

items a pulley system was devised and

materials were properly wrapped and

knotted before moving. Strong side

supports were ensured for fabricated

structures more than 1 m in height


with minimum ground contact.

Workmen were also trained on

handling mechanical materials with

tie ropes and slings.”

Establishing a secure holiday work plan A crunching schedule kept the project

team busy even during holidays to

speed up the field tasks. “A secure

system was put in place,” relates

Shashikant, “so that works could be

carried out seamlessly and a log book

detailing the crew and employees was

maintained by the supervisor at each

location. During night works, safety

indicators such as blinking flashers,

reflector cones along with signal men

were deployed to divert traffic.”



Creating a safe platform A dual level working platform was devised to accommodate the workmen with materials. Envisaging the sequence of tasks, the EHS team designed a stage which was equipped with knee roll hand rails and toe guards ranging from 150 mm to 1200 mm. During the scaffolding Shashikant cites, “Walkway planks were tied with GI wire and scaffolding pipe at the ground level was secured on base plate to facilitate the works.”

Streamlining the lifting process “For a secure system of erection works, a scheme was prepared for every lift which listed out the weight of the activity, cranes used, and angle of lifting along with sling details,” reveals Shashikant. “It was only after thorough assessment and approval that the activity was taken forward. Though working at heights was never an issue in this project, there was a need to continuously monitor the activities while putting up the poles and fitting the cameras because it was all happening in the public space. Most of the work was carried out between 2 to 4 am for safety reasons through the Farana (F15) hydra crane which provided greater reach and enhanced visibility to the operator. The poles were erected and the cameras installed with hydraulic manlifters.”

Customizing the erection design taking into consideration the ground conditions, ensuring stability at all stages of erection and establishing safe access for workmen proved vital to the success of the exercise across


locations. Speaking about sequencing of tasks, Shashikant highlights, “It followed a set pattern where the structural steel erection was taken up only after the concrete in the footings and piers attained 75% of the intended minimum compressive design strength to support the loads imposed during steel erection. Precast frame columns were inserted into the foundation blocks and temporarily held in place after alignment with wedges and props until it was secured by grouting. Poles were erected using web slings with D shackles and the workmen were provided with full body harnesses while working at heights.

Delivering excellence through safety The project was turned around in just 9 months thanks largely to a robust safety system. “We have clocked close to 80,000 safe man-hours which may seem incidental when compared with other projects but the numbers alone don’t reflect the intensity of this job,” concludes Shashikant with a small smile.

L&T Construction in association with National Safety Council organised a one day seminar on “Fire Safety in High Rise Towers” on May 14, 2015 at The Leela, Mumbai. The programme was inaugurated by Mr. V. B. Sant, Director General, National Safety Council, in the presence of Mr. M.V. Satish, Senior Vice President & Head B&F IC and Mr. Niranjan Simha, Vice President& Head, Residential Buildings & Factories.

Attended by various builders, designers, contractors and facility management personnel, the seminar included various technical sessions on burning issues like design aspects of fire system, managing fire safety in construction, cooking gas installation, electrical systems and statutory requirements. Eminent experts, present at the seminar, shared their personal experiences. The seminar was co-ordinated Mr.Josy John, EHS Head - West, Residential Buildings & Factories along with officials from National Safety Council.

One day Seminar on Fire Safety in High Rise Towers

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 Lokavani Southern Printers Pvt. Ltd., Chennai.

COMMANDMENTS OF SAFETY

1. You are responsible for your own safety and for the safety of others.

2. All incidents are preventable.

3. Do not take shortcuts. Always follow the rules.

4. If you are not trained, don't do it.

5. Use the right tools and equipment.

6. Assess the risks before you approach your work.

7. Report all hazards.

8. Do not indulge in horseplay while at work.

9. Keep your work area clean.

10. Wear the right personal protective equipment.

at the very core is safety

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