Safety News

18th EDITION / ISSN 1793-1665 NOV 2010

Annual Safety Award Convention 2010

Featured Articles02 Gammon’s Journey to Safety Excellence through Teamwork

04 Highlights of the Annual Safety Award Convention 2010

09 Marina Coastal Expressway - Project Safety Commendation Award Winner 2010

11 Risk Assessment for 52 Hours Turnout Work for Jurong East Modification Project (JEMP)

Safety News

Gammon’s Strong Leadership

Safety, Integrity and Excellence are the core values of Gammon and they form the foundation upon which we build a strong safety culture. The strong leadership example set forth by Gammon’s CEO Mr. Thomas Ho has created this strong culture which enables the team to achieve safety excellence.

Gammon’s Strong Safety Culture

Our safety culture builds on a framework with five major elements:

Mindful We care about and think of safety during the course of our work. As a team, every staff is expected to be mindful and look out for one another’s safety. With this attitude, good practices are easily accepted and readily implemented on site.

FairGammon treats every team member; including workers and subcontractors fairly. Team members are encouraged to treat each other with respect. Any differences are sorted out and resolved within the team.

Informed Communication within the team is important to ensure all members are well-informed of the requirements in order to carry out work safely. Information is shared through intranet, e-mails, notice boards bulletins, toolbox talks and meetings. Lessons learnt from incidents in other projects are disseminated through safety alerts, so as to prevent any recurrence. Information of incidents that occurred in Gammon’s worksites are recorded in an online system named “Traction”. This system is accessible by Gammon’s staff globally. LearningGammon encourages staff to pursue continuous learning. As mentioned, past incidents or accidents that occurred form the learning points and are shared with team members at all levels.

RespectfulIn order to build a strong safety culture, every team member is expected to show respect to one another. All views and opinions offered by the team members will be considered and implemented whenever credible.

Training – Our Pillar in Achieving Safety Excellence

Gammon believes that nurturing a positive safety culture requires strong commitment towards training. It is through trainings that team members are made aware of the safety requirements and standards. Gammon has set up a training centre called “Zero Harm Training Centre”. The trainings include both theory and practical sessions. To-date, Gammon has trained more than 14,000 employees including staff from LTA, QP(S) and subcontractors.

Every new employee is required to undergo such trainings before he is allowed to enter the worksite. Each week, various topical training sessions are also conducted by qualified in-house trainers. External trainers are also engaged to run safety programmes such as Behaviour-based Safety (BBS) course and Traffic Controller course.

Participation and Involvement

Gammon looks upon its people as assets to the company. Team members are given opportunities to express their concerns through regular care and engagement sessions. The project director and senior staff dine regularly with the workers under informal setting while gathering feedback from them. A good example of a suggestion from workers that was put into action is the implementation of bus transport services for workers to and from their workplaces. The benefit is to ensure safer rides for the workers.

The Gammon’s project team in Downtown Line One (DTL1) Contract 909 (C909) holds monthly luncheon dialogue sessions with staff and bi-monthly luncheon dialogue sessions with subcontractors. The main purpose of the sessions is to discuss, gather feedback and provide solutions to the problems faced by the workforce. By doing so, it raises safety standards on site.

Figure 1: Nurturing a positive safety culture

Working at Height Training

Air Compressor Training

Banksman Training

Figure 3: Weekly trainings on various topics

Excellence in Safety

Positive Safety Culture

RespectfulLearningInformedFairMindful

GAMMON’S JOURNEY TO SAFETY EXCELLENCE THROUGH TEAMWORK

Figure 2: Zero Harm Training Centre

ammon’s Journey to Safety Excellence through TeamworkG

2

Safety News

Sharing Information

The team is encouraged to share information with one another. Team members are willing and eager to point out areas for improvement. They are rewarded with cash through the Near Miss Reporting system. Zero harm alerts of any incident are shared among members to prevent recurrences.

Collective Decision Making

Located in the busy Chinatown area, C909 project is highly visible with close interfaces with the public. Besides workers, safety of public members is of vital importance. In order to ensure all heavy machineries are operated safely, Gammon’s subcontractors had collectively agreed to send their machine operators for medical check-ups. This would help to certify their fitness to work as machine operators.

Motivation and Problem Solving

A strong teamwork motivates team members and creates an environment where solutions to problems come naturally. An example is the lockable radiator cap, a simple and innovative idea which eliminates the risk of workers being scalded by hot steam.

Team Spirit

Strong team spirit is cultivated with LTA project team, QP(S) and subcontractors. Gammon understands that team spirit builds on trust and understanding. This in turn, will encourage more initiatives within the team. Many new practices, such

Going the Extra Miles

With a strong team spirit, we are “Going the Extra Mile”. Safety measures are implemented to upgrade safety standards not only at worksite but also at public areas.

Most notable is the iconic Noise Proof Shelter and Green Roof. It not only helps to shield off noise and dust pollution due to construction activities, but also provided a greener environment to nearby residential estates.

Conclusion

Gammon sponsored 61 subcontractors through bizSAFE level 1 in year 2008 and to-date, we have 50 subcontractors already at bizSAFE level 3 or higher.

With our relentless effort to achieve safety excellence through teamwork, and with support from our subcontractors, Gammon Construction Ltd is proud to achieve the highest accolade - The LTA Contractors Challenge Shield during the 12th Annual Safety Award Convention (ASAC) 2010. Special mention also goes to the LTA’s Chinatown Station Project Team who gave us their unwavering support instrumental in our journey towards safety excellence.

Working as a team, we strongly believe that we can complete the entire project safely and without lost time incidents.

Figure 4: Care and engagement dinner with workers

Figure 5: Workers transported by bus

Figure 6: Lockable radiator cap

Figure 7: Mass housekeeping held together with LTA project team

Figure 8: Noise proof shelter with green roof

GAMMON’S JOURNEY TO SAFETY EXCELLENCE THROUGH TEAMWORK

as the mass housekeeping exercise, pictorial safe work procedures and whip arrestor for air hose are just some of the many initiatives which are results of effective teamwork.

Brandon TohSenior Workplace Safety and Health Officer

Gammon Construction Ltd-C909

3

Safety News

At the event, Mr Michael Lim commended both LTA and contractors for their commitment and efforts which contributed to last year’s remarkable safety performance statistics for LTA: an Accident Frequency Rate (AFR) of 0.79 per million man-hours and a Severity Rate (SR) of 21 man-days per million man-hours with zero fatality. It is the best safety record in the past 10 years. However, he reminded that there are still many fatalities at the national level for the construction industry, and he urged everybody to strive for a “zero fatality” workplace.

He also commented on the encouraging participation rate in the bizSAFE programmes by the WSH Council with 5,000 companies on board, with more than 60% certified to bizSAFE Level 3. Starting from the Downtown Line 3 project, subcontractors engaged for LTA projects must possess at least the bizSAFE Level 3 certification. In his concluding remarks, he urged everybody not to be complacent with the significant gains in improving WSH and environmental standards and outcomes made in recent years but to seek continual improvement as the journey towards safety and environmental excellence is a never-ending road.

Finalists’ Presentations

Adopting last year’s presentation format, each finalist was given 15 minutes, consisting of a presentation and a theme-related skit. At the end of all the finalists’ presentations, the audience voted for their preferred presentation through SMS.

The skits were greatly enjoyed by the audience and Contract 482 left a deep impression on the audience with their poetic presentation as well as their engaging angel and devil skit.

LTA Vector Control and Road Safety Guidebooks

One of the highlights of this year’s Convention was the launching of the vector control and road safety guidebooks. The “Vector Control at LTA Sites” guidebook is the fourth in the series of LTA’s Guidebooks for Best Environmental Practices to create greater awareness and better understanding of vector control on-site. The “Road Safety Guidebook for Traffic Control at Work Zone” is a compilation of knowledge and experience gained from past ten years of implementing road diversion schemes. It will be useful to LTA project teams, as a complement to LTA’s Code of Practice for Traffic Control at Work Zone.

H

Figure 2: Official Launch of Vector Control and Road Safety Guidebooks (L-R): Mr S Satish Appoo (Director, Environmental Health Department,

NEA); Mr Michael Lim (Chairman, LTA); Mr Lim Bok Ngam (Acting Chief Executive, LTA) and Mr Frederick Wong (Group Director, Safety &

Contracts, LTA)

Figure 1: Guest of Honour, Mr Michael Lim, Chairman of LTA, delivering the opening address

Introduction

The 12th LTA Annual Safety Award Convention (ASAC) was held on 18th August 2010 at HDB Hub Auditorium. The Convention, graced by Chairman of LTA, Mr Michael Lim, was attended by a near capacity audience comprising LTA staff, contractors and professionals from the local construction industry. This annual convention, which started in 1999, is to give recognition to LTA contractors who are most proactive in implementing high standards of Workplace Safety and Health (WSH) on their worksites while at the same time giving consideration to protect the environment and the public.

Theme of ASAC 2010

The theme of this year’s Convention, “Driving Safety Excellence through Teamwork” was chosen to promote camaraderie among all levels in the site hierarchy and elevate awareness in supervision, coordination and communication. It also emphasizes our stakeholders’ inter-dependence whereby developers, main contractors, consultants and subcontractors must work collectively in achieving true safety excellence.

ighlights of the Annual Safety Award Convention 2010

HIGHLIGHTS OF THE ANNUAL SAFETY AWARD CONVENTION 20104

Safety News

Panel of Judges (POJ)

The panel of judges comprised senior representatives from the Ministry of Manpower (MOM), Building and Construction Authority (BCA), Singapore Contractors Association Ltd (SCAL), Singapore Institution of Safety Officers (SISO) and Infineum Singapore Pte Ltd.

A total of 37 contractors participated in the competition. The participating contractors had to undergo monthly Environmental, Safety and Security (ESS) assessments conducted by the respective LTA project teams and a round of internal audit. Four finalists were subsequently short-listed from the Mega Category to compete for the Contractors’ Challenge Shield. They were then audited by an independent panel of judges to assess their site conditions, WSH practices and overall WSH management system and finally to deliver a theme-related presentation at the convention. The scoring criteria were 80% based on the results of the site audit and 20% on the presentation at the convention.

The competition was divided into four catergories:

A total of thirty awards were presented:

• Certificate of Excellence to the four finalists from Mega category and one each from Major, Minor and E&M category for their outstanding WSH performance.

• Certificate of Merit to three contractors from the Mega category and one each from Major and E&M category for consistent good WSH performance over the assessment period.

• Project Team Commendation Award to seven LTA project teams for their efforts in helping their respective contractors achieve outstanding WSH performance.

• Project Safety Commendation Award to the LTA Project Safety Committee with the best effort and WSH performance in ensuring and promoting excellent WSH standards at its worksites.

• Certificate of Best ASAC Theme Presentation to the finalist of the Mega category for delivering the best theme presentation as voted by the audience.

• Construction Environmental Excellence Award to three contractors who have shown outstanding environmental management at their worksites.

• Construction Environmental Merit Award to five contractors who have shown consistent environmental management at their worksites.

In addition, a new award was presented for the first time at ASAC 2010 :

• Safety Achievement Award to a contract which has been an ASAC finalist for the past 3 consecutive years to recognise their consistent outstanding WSH performance.

Categories & Awards

HIGHLIGHTS OF THE ANNUAL SAFETY AWARD CONVENTION 2010

Minor Civil contracts with value below $20m

E&M E&M contracts with value above $20m

MajorCivil contracts with value between $20m to $50m

Mega Civil contracts with value above $50m

Figure 3: Panel of Judges (L-R) :Mr Kalaivanan Krishnan (Infineum), Mr Ng Yek Meng (SCAL),

Mr Chan Yew Kwong (MOM), Mr Ding Hock Hui (BCA)and Mr Bernard Soh (SISO)

The Chairman of POJ, Mr Chan Yew Kwong from MOM, was impressed with the 4 finalists for their excellent WSH management. He cited that back in the 90s, the construction industry was perceived as operating in a “3D” mode - Dirty, Dangerous and Demanding. During that time, stakeholders and regulators worked together to look into programmes and initiatives to transform the industry from “3D” to “3P” – Professional, Productive and Progressive. From the 4 finalists’ presentations, the POJs believed that they have achieved it.

He also commended the 4 finalists for demonstrating excellence in the 5Es of WSH management and achieved exceptional good WSH performance and standards. The 5Es are:

1) Environment – The work environment is kept safe at all times. Risk of falling from height and others are either eliminated or mitigated.

2) Education – Every person on site is properly WSH inducted through specially prepared “step-by-step pictorial safe work procedures” training materials and other customised training courses. Regular toolbox meetings and site-wide briefings are conducted to constantly remind everyone to work safely at all times.

3) Enforcement – Self-enforcement of WSH rules and practices is carried out to ensure high level of compliance. Fines for non-compliance are imposed and collectively used for WSH training and awards.

4) Leadership by Example – Senior management are actively involved in effective WSH management through regular site inspections and audits. They are also present at regular safety events to give recognition and rewards to those who work safely.

5) Empowerment of employees – Workers are empowered to make the worksite safe. They are encouraged and rewarded for reporting of near misses.

Leong Choong YiokSenior Executive, Safety & Health

Safety Division

5

Safety News6

The Winners of ASAC 2010

Figure 7: Mega Category (Finalist) Samsung-Soletanche Bachy JV,DTL1 Contract 908

Figure 11: E&M Category – Shinryo Corporation Singapore Branch,CCL E&M Contract 831B

Figure 12: Mega Category – McConnell Dowell South East Asia Pte Ltd, DTL2 Contract 916

Figure 8: Mega Category (Finalist) - Ssangyong Engineering &Construction Co., Ltd, MCE Contract 482

Figure 9: Major Category – Or Kim Peow Contractors (Pte) Ltd,Road Projects Contract ER194

Figure 10: Minor Category – Quek & Quek Civil Engineering Pte Ltd,Road Projects Contract ER303

Certificate of Excellence

Certificate of Merit

Contractors’ Challenge Shield (ASAC Champion)

Safety Achievement Award

Figure 4: Gammon Construction Ltd, DTL1 Contract C909,proudly receiving the LTA Contractors’ Challenge Shield

Figure 5: Mega Category (Safety Achievement Award) - Alstom Transport SA, Alstom Transport (S) Pte Ltd and SingaporeTechnologies Electronics Ltd Consortium, CCL E&M Contract 830

HIGHLIGHTS OF THE ANNUAL SAFETY AWARD CONVENTION 2010

Figure 6: Mega Category (Finalist) - Taisei Corporation,DTL1 Contract 907

Figure 13: Mega Category – Ssangyong Engineering &Construction Co. Ltd, DTL2 Contract 921

Safety News 7

Figure 16: E&M Category – Meiden Singapore Pte Ltd,JEMP Contract 1593

Figure 17: Mega Category (Finalist) Ssangyong Engineering &Construction Co. Ltd, MCE Contract 482

Figure 14: Mega Category – Samsung C&T Corporation,MCE Contract 486

Figure 15: Major Category – Expand Construction Pte Ltd,Station Upgrade Contract 1315A

Best ASAC Theme Presentation

Figure 19: Mega Category – Gammon Construction Ltd,DTL1 Contract 909

Figure 20: Minor Category – ANDO Singapore Pte Ltd,Road Projects Contract ER317

Figure 21: Mega Category – Ssangyong Engineering &Construction Co. Ltd, DTL2 Contract 921

Figure 22: Mega Category – Ssangyong Engineering &Construction Co. Ltd, MCE Contract 482

Figure 23: Mega Category – Sato Kogyo-Daelim Joint Venture,MCE Contract 487

Construction Environmental Merit Award

HIGHLIGHTS OF THE ANNUAL SAFETY AWARD CONVENTION 2010

Figure 18: Mega Category – Shimizu Corporation, DTL1 Contract 905

Construction Environmental Excellence Award

Safety News7

Figure 30: Mr R Jaysankar, Deputy Director (MCE), receivingthe award for MCE Contract 482 Project Team

Figure 31: Mr Ong Boon Ann, Director (CDL E&M), receivingthe award for CCL E&M Contract 831B Project Team

Figure 27: Mr Marcus Karakashian, Director (DTL1), receivingthe award for DTL1 Contract 909 Project Team

Figure 28: Mr Goh Kok Hwa, Deputy Director (DTL1), receivingthe award for DTL1 Contract 907 Project Team

Figure 29: Mr Tan Kok Jin, Deputy Director (DTL1), receivingthe award for DTL1 Contract 908 Project Team

LTA Project Team Commendation Award

Figure 24: Mega Category – Samwoh Corporation Pte Ltd,Road Projects Contract ER233

Figure 25: Major Category – Hwa Seng Builder Pte Ltd,Road Projects Contract ER217

Figure 33: Ms Choo Eng Geok, Deputy Director Road Construction, receiving the award for Road Projects Contract ER303 Project Team

Figure 32: Mr Yap Boon Leong, Director Road Construction, receiving the award for Road Projects Contract ER194 Project Team

8HIGHLIGHTS OF THE ANNUAL SAFETY AWARD CONVENTION 2010

LTA Project Safety Commendation Award

Figure 26: Mr Chuah Han Leong, Director (MCE), receiving the Project Safety Commendation Award

Safety News

Introduction

When completed, the dual five-lane, 5km long Marina Coastal Expressway (MCE) will be the tenth expressway in Singapore and a key element of the strategic island-wide road network to support the long-term growth of Singapore. MCE will cater for the projected increase in traffic volume generated by high-density developments in Marina Bay area, and will serve as an essential transport link from Marina Bay to the rest of the island.

The MCE includes a 3.6km long road tunnel, two ventilation buildings and three interchanges with KPE/ECP, Marina Boulevard/Central Boulevard, and AYE/Maxwell Road. It will be built largely on reclaimed land, and will include a 420m section that runs below the seabed of Marina Bay.

Construction of the MCE began in early 2009 and is expected to be completed in second half of 2013. The main civil works have been awarded under six separate contracts to main contractors from Japan, South Korea and Singapore. Another seven contracts for system-wide installations have also been awarded.

Construction Challenges

The 5km long expressway is one of LTA’s most technically challenging projects thus far. Soft ground condition is one of the challenges faced by the project team, with marine clay as deep as 60 metres in some areas. The work also includes reclamation of 13.1 hectares of land at Marina Wharf and Marina East, to create new land space for the construction of the expressway.

The soft ground conditions, coupled with the deep excavations, require robust temporary works for the earth retaining systems, along with extensive ground improvement works to ensure safety. A typical excavation is 15m deep and 60m wide (enough for more than 15 traffic lanes), but there are sections as deep as 25m and as wide as 120m. An estimated 3 million m3 of excavation spoils will be removed.

The Project Safety Committee’s monthly meeting is chaired by LTA’s Director for MCE, Mr Chuah Han Leong, with representatives from the contractors’ senior management and Safety, Health and Environmental (S.H.E.) personnel, Qualified Person (Supervision)’s staff and LTA project team. It forges a close partnership in enforcing, enhancing and promoting S.H.E. management on MCE worksites.

The 420m tunnel section that runs beneath the sea bed across the Marina Bay connecting Marina South and Marina East is approximately 20m below mean sea level. Here a key challenge is to ensure that the adjacent Marina Barrage can continue to operate normally while work progresses. The temporary cofferdams for the tunnel excavation must also be able to withstand the forces created by the water discharge of up to 2,000m3/sec during operation of the barrage.

At the Marina South section of the MCE, the tunnel will run above the proposed North-South Line Extension (NSLe). As part of the MCE works, a 280m section of the NSLe tunnel will be constructed directly under the MCE tunnel.

Safety Performance Goals

Although there is a yearly target set for LTA projects in terms of Accident Frequency Rate (AFR) and Accident Severity Rate (ASR), MCE contractors have been encouraged to perform better than the LTA targets and strive to achieve an accident-free worksite.

With the commitment from all the contractors, MCE had maintained zero AFR and ASR since the start of construction, with a total of more than fifteen million safe manhours worked as of October 2010.

Project Safety Committee

Marina Coastal Expressway Project Safety Commendation Award 2010

Figure 2: Construction of tunnel under the sea next to Marina Barrage

Figure 3: Director (MCE) Mr Chuah Han Leong receiving the ProjectSafety Commendation Award 2010 from Acting Chief Executive

Mr Lim Bok Ngam

Figure 1: Map of MCE

MARINA COASTAL EXPRESSWAY PROJECT SAFETY COMMENDATION AWARD 20109

Safety News

Joint observation of worker’s behaviour in site

operations for modification of method statements

Rear-view camera for lifting machines

Specialised lifting gears for heavy lifting operations

Field testing of ground for movement of heavy

machinery

Workers’ S.H.E. feedback system to management

bizSAFE Level 3 certification for all subcontractors

Electronic tagging system for personnel entry/exit

from excavation

On top of the monthly meetings, weekly, monthly and quarterly joint S.H.E. inspections are conducted with contractors by a team of dedicated and competent engineers. Mr Chuah visits the MCE sites regularly, and also conducts his safety tour twice yearly for all MCE sites.

In recognition of MCE’s pro-activeness in managing safety and the positive performance since the start of construction, MCE was awarded the LTA Project Safety Commendation Award for 2010.

Conclusion

Quoting the words of Director (MCE) Mr. Chuah Han Leong, “…good safety behaviour and practices can be cultivated, shared and transmitted. I emphasize personal responsibility of workers and a spirit of looking out for fellow workers on site. I am proud of the proactive safety efforts of the MCE contractors as we seek to build an accident-free worksite”. With such positive safety culture, it will boost the team in achieving greater heights in safety excellence.

In addition to the monthly meetings, 6-monthly dialogue sessions are held between the senior management of LTA and contractors, to bring across safety messages and to emphasize the importance of S.H.E. management. Past safety performance reviews, lessons learnt from investigations of accidents/incidents and safety initiatives to address new challenges are discussed in the dialogue sessions.

Awards Received by MCE Contractors

MCE contractors have done the project proud with both local and international awards this year:

Senior Management Safety Dialogue Sessions

Safety Initiatives

Contract Contractor Award

482 Ssangyong Engineering & Construction Co. Ltd

• LTA ASAC 2010 Finalist and Certificate of Excellence

• LTA ASAC 2010 Best Theme Presentation

• LTA Construction Environmental Merit Award 2010

• RoSPA Gold Award 2010

• WSH Council (SHARP) Performance Award 2010

485 Penta – Ocean Construction Co. Ltd

• WSH Council (SHARP) Performance Award 2010

486 Samsung C & T Corporation

• LTA ASAC 2010 Certificate of Merit

487 Sato Kogyo – Daelim JV

• LTA Construction Environmental Merit Award 2010

Figure 5: The MCE senior management safety dialogue

Teamwork between LTA and Contractors

The monthly Project Safety Committee meeting provides an excellent platform for MCE’s project management team and its contractors to discuss S.H.E. concerns and share good S.H.E. practices on site. Updates on accidents/incidents, case studies and alerts from LTA, Ministry of Manpower, Workplace Safety and Health Council, National Environment Agency and other government agencies are actively discussed in the meeting to keep the committee abreast of the latest statutory requirements, lessons learnt and best practices.

MCE contractors have been proactive in the implementation of good S.H.E practices. Their commitment to safety can be demonstrated in the safety initiatives undertaken by them. Besides regular activities such as emergency drills, safety promotion campaigns and safety trainings, other special safety initiatives undertaken by MCE contractors include:

Figure 4: Mr Chuah ona safety tour

Table 2: Awards received by MCE contractors

MARINA COASTAL EXPRESSWAY PROJECT SAFETY COMMENDATION AWARD 2010

isk Assesment for 52 Hours Turnout Work for Jurong East Modification Project (JEMP)

10Table 1: Safety initiatives undertaken by MCE contractors

Andrew Tan Hock SengManager, Safety

Safety Division

Safety News

Introduction

As part of system capacity improvement on the existing lines, the aim of the Jurong East Modification Project (JEMP) is to build a station extension adjacent to the existing Jurong East MRT Station, new viaducts (total length approximately 2.6km) and associated tracks, with connection to the existing viaduct and operating railway tracks. Together with the additional platform and trains, it will allow the North-South Line to be operated at shorter headway of about 2 minutes at the upgraded Jurong East station from the current headway of 3.5 minutes.

The most challenging part for this infrastructure enhancement project is the installation of 3 new turnouts onto existing viaducts within continuous 52 hours (Stage 5). The turnout installation was carried out after the following 4 stages.

• Stage 1: To connect the new viaduct to existing viaduct and install hoardings• Stage 2: Hangers and cable trough Installation • Stage 3: Cable diversion works • Stage 4: Dismantling of existing parapet wall and viaduct wing and stabilising of the operating tracks

Stage 4 works was completed in July 2010, the 3 turnouts was successfully installed onto the live tracks in September 2010 over 2 weekends.

Risk Assessment

A rigorous study of the various stages of works during the turnout implementation was done. Risk assessments, contingencies and safety measures that must be taken to minimize risks of causing delay to work were planned and discussed. The risk assessments covered the following 3 areas:

(i) Construction Safety Management

This risk assessment was done by Signalling & Trackwork contractors and reviewed with LTA and SMRT based on the construction hazards identified in the method statements.

Turnout Structure & Installation

The main turnout works involved connecting a new running track to existing running track. A total of 3 new turnouts were installed onto existing North-bound and South-bound tracks towards Bukit Batok (BBT) station and the existing East-bound track towards Clementi (CLE) station. This turnout works involved the shutdown of train service between Jurong East (JUR) Station and the affected stations (BBT & CLE) on both Saturday and Sunday on 2 separate weekends. The turnout installation works includes removing existing track and its E&M installations, installation of the new turnout and E&M installation followed by testing & commissioning; and lastly reconnection work. (ii) Operational Safety Management

This risk assessment focused on potential operational safety risks such as train derailment and collision during installation and commissioning of the 3 new turnouts. The potential hazards are identified during Hazard and Operability Study (HAZOPS) between LTA, SMRT and Signalling & Trackwork contractors. A total of 45 operational hazards were identified.

To further enhance the commuters’ safety and crowd management at the affected stations (BBT, LKS & CLE), the JEMP Team worked closely with the Half Height Platform Screen Door (HHPSD) project team to bring forward the completion of HHPSD at the above-mentioned stations.

isk Assesment for 52 Hours Turnout Work for Jurong East Modification Project (JEMP)

Figure 1: EB Turnout Ready For Stage 4 Works

Figure 3: Final Turnout after Completion of Stage 5

Figure 4: From “Reel” to “Real”

Figure 5: Turnout Inspection at staging area before Stage 5 works

RNew Signalling &

Communications CablesNew Viaduct

ExistingViaduct

RISK ASSESMENT FOR 52 HOURS TURNOUT WORK FOR JURONG EAST MODIFICATION PROJECT(JEMP)

Figure 2 :Schematic Layout of the Three New Turnouts

10 11

Safety News

(iii) Public Communications

The train service disruption at JUR Station over the weekends had significant impact on commuters. Therefore, extensive communication channels were established to ensure a seamless work progress with minimal disturbance to public. To achieve this, stakeholders (e.g. Advisers and Grassroots Organizations) were indentified and consulted prior to the disruption of MRT services at JUR Station.

Commuters were advised to take alternative mode of transport, avoid travelling via the bus-bridging MRT stations, take non-affected bound MRT services and normal bus services whenever possible. They were informed of the estimated additional travel time required.

Challenge - Overrun of 52 Hours Turnout Works Any prolonged disruption to train service due to the overrun of the turnout installation works would be highly undesirable and would greatly affect the efficiency of the public transport network.

Planing and detailed coordination on the works, risks and mitigation measures started since last year with meetings at working and steering committee levels.

Construction work schedule and potential emergency events which were perceived to have a direct impact in delaying the turnout installation work were studied. Milestones of the turnout works were set and the corresponding mitigating actions were identified. 7 major events were identified and mitigating measures for each event were stated in order to minimize the likelihood of schedule overrun (some examples shown in Table 1).

To ensure a smooth restoration of train services on the following Monday, the JEMP Team implemented the following additional measures:

- A Steering Committee chaired by GDRL (TEL) was formed to direct any ad-hoc incidents or delay that may occur during the 52 hours work.

- JEMP Team and key staff from Engineering were on full-time standing supervision for the 52 hours work, with provision of real-time worksite images being sent to Land Transport Operations Centre (LTOC).

- SMRT prepared Operation Circular and set up a workgroup to work closely with LTA to address any issues arising during the 52 hours turnout installation works.

- Using the turnout on the viaduct within the JEMP construction area as trial run.

Conclusion

JEMP is part of LTA’s continual effort in providing the commuters with a more efficient transport system. The turnout installation work was successfully completed and train service was restored on the following Mondays as planned. In safe and timely delivery of this work, all the above-mentioned risk assessment and contingency plans are paramount to safeguard the project schedule and ensure the timely restoration of train services.

Lee Hui KhimExecutive Engineer

Systems Assurance and Integration Division

Ridhwan Lazim Project Engineer

Existing Lines

Events Mitigation

Worksite Fatality • Ensure proper Safe Work Procedures (SWPs) are followed closely.

• 2 teams working on a 12 hour shift per team to address fatigue concerns.

• Clearly define the Traction Power Isolation Plan & Signalling Protection with strict control access points.

Train Overrun into worksite

• Activate red flashing light with notice at BBT, JUR and CLE headwalls to warn train driver.

• Ensure length of 3rd rail to be isolated is sufficient to prevent trains overrun into the non-live power section.

• Placement of warning sign at station headwalls of BBT, JUR and CLE.

• Issuance of Operations Circular.

Events Mitigation

Equipment Failure • Ensure redundancy and standby for all critical equipment and test equipment e.g. standby additional heavy duty mobile crane around the area.

Delivery Disruption • Advance delivery of materials to site.

• Maintain excess/surplus material and consumables.

Toppling of Crane • Ensure Proper Safe Work Procedures (SWPs) are followed closely.

Lightning • Weather study (previous lightning history in the area).

• Engagement of NEA Metrological Dept services to provide continuous watch for the occurrence or expected occurrence of thunderstorm or lightning within a 6km radius around the JUR Station.

• Temporary lightning protection system to be provided

Fire • Proper SWP to be followed closely for hot works.

• Gas cylinder to be fitted with flashback arrestors.

Table 1: List of events and mitigation measures

RISK ASSESMENT FOR 52 HOURS TURNOUT WORK FOR JURONG EAST MODIFICATION PROJECT(JEMP)

Figure 6: Bus Bridging Route Site Survey with GDRL(TEL)

12

Safety News

ccident Statistics

2010 Accident Statistics*

*Based on Singapore Workplace Safety and Health Act Requirements

A

ACCIDENT STATISTICS 13

Editorial Page

Safety Phoa says…“The Behavior-based Safety programme can only be effective with strong commitment and dedication from both our contractors and LTA project teams.”

Editorial Committee

AdvisorCorporate Safety Committee

EditorJoanne Teo Yu Jing

Circulation OfficerZaidani Bte Ramli

Contributions or Feedback to:

Land Transport AuthoritySafety Division251 North Bridge Road, Singapore 179102Tel: (65) 6332 6150 Fax: (65) 6332 6129Email address: joanne_teo@lta.gov.sgSafety News is also available online athttp://www.lta.gov.sg/projects/index_proj_safety.htm

Behavior-based Safety (BBS) in LTA Worksites

Tsinghua University was engaged by LTA in April 2010 as consultant to conduct a pilot Behavior-based Safety (BBS) study on Downtown Line 1 Contract 903 and Marina Coastal Expressway Contract 486.

The 19th and 20th October 2010 marked the successful completion of the BBS pilot programme in C486 and C903 respectively. Both worksites had shown significant improvement in safe behavior of workers.

Going forward, a BBS tracking and analytical software as well as a BBS training package will be developed. LTA staff and contractors will work hand in hand to achieve this next level of safety excellence.

24th Safety Workshop & 16th Construction Staff Award (CSA) Ceremony held on 2nd November 2010The presentations made at the Safety Workshop were:“Challenges Faced by JEMP: Civil Construction in Live Railway Environment”by Senior Project Engineer Benny Chua

“Safety Measures for the Double Wall Cofferdam Construction in the Sea”by Project Engineer Tan Wee Thong

Construction of Singapore’s Downtown Line (DTL) MRT Tunnels above Existing East-West Line (EWL) Stacked Tunnels at Robinson Rdby Senior Project Engineer Markus Ruddock

For the CSA, a total of 13 recipients were recognised for their exemplary efforts in driving safety and environmental aspects towards excellence at their workplace.

The CSA winners with CE, from L-to-R: Gan Eng Keong (CCL5), Chua Chow Chon Benny (JEMP), Tham Kong Weng (CCL5), Lim Chee Boon (MCE), Muhammad Zaid Bin Salleh (CDL(E&M)), Lau Mui Heng (MCE), Lim Kian Seng Roy (RC Subgroup), CE Chew Hock Yong, Yahya Bin Ali Bahajaj (DTL2 CT2), Lim Heng Nian (DTL1), Teo Beng Sai (DTL2 CT1), Teo Kim Yon (IE), Lam Yong Ling Lester (DTL2 CT1), Chiam Choon Meng (DTL2 CT2)

BBS Pilot Programme Closing Ceremony at C486 and C903