Annexure A1 – Project Profile

Refurbishment of the Gouritz Bridge

Refurbishment of Gouritz Rail Way Bridge, Sand blasting, steel fixing and repainting 225m bridge 85m in the air.

Gouritz South Africa (TCP) Transnet capital projects TCP,SGB (Scaffolding Great Brittan) 2010-2011 2011 2010 100% R16 million 90% (TCP) Health and Safety officer Project was successfully completed in time

Ambatovy project (Madagascar)

Civil, Construction, Piping, Building of a Nickel refinery Tamatave Madagascar SNC lavalin SGB, KENTZ, Rio Tinto 2006-2012 2011 2012 100% $7 Billion 20% Health and Safety officer Project was successfully completed

Extension of phase 2 (Tenke fungurume mine) Congo DRC

Construction, civil, piping and structures. Extending of phase 2 to ensure more capacity and copper being produced

DRC Congo Katanga province

FMI Free port – Mc morran Copper & Gold inc.

Reddis, Sarens 2010- 2012 2012 2013 100% $800 Million 80% Senior Health and Safety officer Project was successfully completed

Nacala corridor rail way project “Malawi”

Civil, Rail ways. Constructing of a railway track from Mozambique through Malawi and curved back into Mozambique for completion.

Malawi “Lilongwe”, “Blantyre” and “Balaka” Vale

SRK International consultants, Mota Engil 2013 – 2014 2014 2014 100% $2 Billion 70% Senior Health and Safety advisor Project was successfully completed

Reconstruction and deepening of Maydon wharf berth 1-4 & 13-14

Construction, Marine construction, Demolishing. We are currently breaking down the quay side of Durban harbour and rebuilding thereof after.

Durban (TCP) Transnet Capital Projects Stefanutti Stocks Marine, Atomic demolishers, Nu quip

2014- 2016

2016 Current 35% R800 Million 95% Night shift Health and safety officer Project current

Success achieved on the Ambatovy project Madagascar

Annexure A2:

Construction Health and Safety Manager (CHSM)

Report one:This report should detail the successes that were achieved on the project in question and how these were achieved. The report should demonstrate your technical competence as well as your understanding of Construction Health and Safety Planning, Implementation and Management. The report must incorporate your understanding of the following nine knowledge areas.

Our main aim for this specific project was to finish it safely, with in the correct budget set out as well as in the allowed amount of time granted to complete this specific project.

Our Project was situated in the “Tamatave” area in the republic of Madagascar, working at extreme heights sometimes exceeding 60 metres in the air.

Our function on this project was to supply/provide safe working platforms (Scaffolding) for a certain section of the projects workers. Our scaffolds consists mainly of 4 metre uprights, 1.5metre hand and knee rails, rotating base jacks at the bottom of scaffold accompanied by sole plates to rest on for an even and stable surface. We specialised in building all different types of scaffold and special scaffolds such as, Towers, Bird cages, hanging scaffolds and 1.5metre cantilever scaffolds.

So when looking at this project from a broader aspect, we had very challenging and high risk such as working at extreme heights and manually transporting scaffolding material from bottom of structure via a human line(Workers transporting scaffolding upwards with their hands forming a line of work) upwards towards working areas.

Project wise, we achieved our goals and targets set out in completing this project on behalf of SGB-Cape scaffolding with in the correct amount of time given to us and within

Budget but most of all we achieved this in a very safe manner by having no LTI’s on our sites.

1.Procurement Management Our procurement process was set up from South Africa, head office, based in Johannesburg. For me to source any local goods such as PPE, files, printing papers, payment for local medicals etc. It was made clear to us by management that in the beginning of the project if we needed to purchase any goods to make use of our petty cash system, taking into consideration that you had to provide the necessary proof of payment (Slips) This petty cash system was only implemented in the beginning and was managed by our HR manager for time being. As the project went on and more systems came into place, we would start filling in a requisition form for whatever goods needed to be purchased, get it approved by our projects manager and send it off to our head office for further clearance, we started making use of bulk orders as the project expanded and we got more employees on site. We tried our best in getting the best local products available and up to the required standard, FFP 2 dust masks were made use of and was purchased locally, this product worked brilliantly in reducing the amount of dust related incidents, we found a dealer ship in town who gave us a very good price on all our dust masks (cause every project must make a profit), concerning he was the only

person providing local goods of that source in this area. This person also made himself available to us 24/7 if we needed to purchase for emergencies.

2.Cost Management Choosing the role as a part of the Health and Safety team, it has become very clear to me that it was and still is part of my responsibilities to not just safe lives from a day to day basis but also take part in the complications there is surrounding a budget. (Projects are cost driven and need to make a profit)

Part of my duties was to ensure that we stay within the allowed budget, to enable me to achieve such a statement we had to focus very strongly on our risk assessments and Hazard identification, by conducting these exercises thoroughly we could identify the possible hidden cost factors that we did not for see or were not so obvious to us but could be greatly in cost if it had to occur, such as an employee losing his/her arm because of an injury due to the fact that he/she got injured but was never thoroughly trained in assembling of an scaffolding structure. Some of these findings were that proper training needed to be conducted

on all scaffold activities, Erecting and disassembling of scaffolds, the right tools to be used to do this job, when all relevant information has been gathered and assessed it then

got communicated from labour right upwards towards management to give everybody a clear expected view of what we can and could achieve. Due to the size and nature of the sites being far apart from each other at times we allocated mini budgets to supervisors on sites and they could use this as long as proof of purchase was provided.

3.Hazardous Identification Management To compile a method statement is one of your core procedures of trying to control the workers way of going about their daily business safely. These type of method statements helps you to not only identify which tools to be used but also the type of material that is needed to complete the job and falling in line with the correct sequence of events to successfully erect and disassemble scaffold structures.

Whiles assisting with the compilation of the method statements I was also giving advice to Site supervisors concerning all the relevant legal requirements such as OHS act, SANS 10085, Client spec, Sop (safe operating procedures) the main type of MSDS (material safety data sheets) we had

was for Diesel and Petrol, we as a scaffolding company did not make use of other types of chemicals on site.

It is very important to identify your hazards clearly to empower us to mitigate ways to solve these problems, if this is not done clearly then the rest of the system will surely fail. The site hazardous identification risk assessment team was from the bottom structure to top, as a Health and safety rep, Foreman, Site Agent, Supervisors, Safety advisers and the Projects manager. Most of our hazards were (Treated by means of barricading and signage, since we worked at heights it was very important to treat these hazards with the most respect rather than to terminate, tolerate or transfer.

4.Risk Management Before commencement of any type of project you definitely want to identify all the different types of risks associated with the task at hand and try to foresee that any unwanted incidents can occur on your site. When conducting a risk assessment it is very important that they get classified from hi to low or major to minor with a risk rating example if the combined rating reaches over a certain amount then it gets classified accordingly. If it reaches a severely high rating then

obviously a lot of attention needs to be given to this specific activity although risk assessments should be conducted on each activity as a standard. Because of the nature of this project we were forced to work at very extreme heights thus in the risk assessment we identified that all people need the relevant training to work at heights as well as the correct tools such as a double lanyard with big hooks for them to hook up at all times when performing their duties on our safe working plat forms (Scaffolds). To ensure effective communication of our risk assessment we communicate all our findings to workers and get their signature for proof and approval that the revised risk assessment was communicated to them and that they understood the changes made, this process goes for the whole company so that we can learn from our previous mistakes. We as the management of that specific project were not fond of transferring risk towards subcontractors but in some extreme cases where this took place we had personnel assigned to do regular check-ups on that specific part of the project.

5.Accident or Incident investigation Management

Incident investigation is a very critical step in identifying your short comings on all incidents that has already occurred on site, this information can also be used to learn from our incidents. The main cause of any investigation is all ways to find out what was the root cause of the incident, when this information is gathered and assessed we can now start to implement corrective measures by ensuring that we revise our risk assessments, or provide training etc. As we also made use of the Occupational Health and Safety act 85 of

1993 and the client specifications (Kentz spec). All incidents were communicated to our head office via the use of an internal SGB-Cape flash report this happened within 24 hours but preferably before end of shift this report also goes to the client but gets filled in on their specific Flash report procedure. If a very serious injury occurred like a fatality or an amputation then we will notify the department of labour in writing. These steps get followed by an investigation of the incident at large and consisted mainly of the Projects Manager, Safety advisors, Supervisor, site agent, fore man and health and safety representative. All findings of

Investigation gets completed, finalised and conveyed to all parties involved within one week of the incident occurring. Part of our monthly statistics which was compiled by myself consisted of LTI (Lost time injury) rates, the weekly and monthly hours achieved by all staff, the amount of incidents that occurred, the total number of labour presenting our organisation etc.

6.Legislation and Regulations

SANS 10085 National standard for erecting and disassembling of scaffolding structures

Occupational Health and Safety act 85 of 1993 and regulations

COID act National environmental act Constitution of the republic of South Africa Sectorial determination

7.Health, Hygiene and Environmental Management

A successful project goes hand in hand with the moral of the employees, these morals can also get influenced by their health and the hygiene facilities that they make use of on a daily basis, these factors (Health and Hygiene), forms a base in Healthy and Safety Management to boost personnel’s moral and will always be a part of our duties as Health and safety professionals to ensure that we provide adequate facilities to eat in as well as provide clean and hygienic toilets to be used. The correct area to erect these facilities is also important as you don’t want to eat near a sewage pipe or go to the toilet where you are exposed to excessive noise levels. These facilities gets cleaned daily and a roster is set up for cleaning staff to follow and sign. Environmental impact studies was done from the Clients side before the project commenced and approval was granted as long as we respected the nature and the changes we caused to it by our actions. We were very fortunate to not have found any old asbestos on site as well as no use of silica by means of sand blasting was used seeing this was a brand new plant and no maintenance were required. Before entering our sites all staff goes for an annual entrance as well as exit medical or when his duties on the specific project is finished, here they will also test for TB and HIV and aids but this information is

strictly confidential and gets respected a lot. In some cases where it was obvious that people were sick due to their symptoms or they were cooperative from the beginning about their status being positive. We encouraged them to follow a healthy life style by eating correct and keeping fitness levels up in the gym. Exercise facilities were provided in the form of a gym and soccer fields as well as very healthy and imported nutritional foods.

8.Communication Management To be able to communicate properly is a very important tool and should be utilised in the correct manner. We mainly made use of emails and cell phone to communicate on a supervisory level but for the guys that are exposed at ground on site level we issued each of the necessary foreman with two way radios for proper communication with each other whiles performing their duties far from each other and exposed to serious working at heights (Radios had slings attached to them, to prevent from falling). We also made use different types of communication methods such as a day to day information session before work gets done, (these sessions are Toolbox talks before work commence), Health and Safety committee meetings, safety stand downs, revision and communication of al revised method statements and risk assessments on a 3 monthly basis or after incident occurred.

Seeing this was an international project we had 72 different cultures present on site. To try and break the language barriers we had local people on site that could interpret information if needed be (Preferred languages English, French and Portuguese). It took a while for the work force to build up a good SHEQ culture, but once it was in place through means of constant coaching and monitoring and complying to the my brother’s keeper policy which states that we look out for each other in the working environment we achieved a very positive SHEQ culture which was maintained throughout the duration of the whole project

9.Emergency preparedness Management Emergency preparedness management takes on a whole new role when you enter the world of an expat worker or set foot on international projects, this current project (Ambatovy project) based in Madagascar posed its own significant risks in the sense that the country came out of a very political unstable back ground with a civil war breaking out in 2009, with these type of risks at hand we had emergency procedures in place such as Emergency evacuation airplanes which could be accessed if needed in case of a serious accident on site, if someone needed to be flown to the

Republic of South Africa to receive the correct treatment or if political reasons such as unrest in the local community which can cause a pose a threat to our expat workers. This systems works effectively due to the fact that we did flew out a worker in an emergency situation when he got injured whiles being off duty. He was flown successfully to the republic of South Africa where he received the correct treatment. This emergency procedure was also displayed on our “SMI” (Safety Management Information) boards and communicated to all. We did fake drills at relevant intervals and took notes as well as the time it took for all to respond, we tried to improve this every time by getting our times lower

Report two:

This report should detail the challenges / frustrations or failures that you experienced on your project and how you handled these. The report should demonstrate your technical competence as well as your understanding of Construction Health and Safety Planning, Implementation and Management. The report must incorporate your understanding of the following nine knowledge areas.

1.Procurement Management As in most cases in the beginning of the project, and especially the nature of this project and the geographical location there off, we definitely encountered some hick ups with procurement of articles that we needed on our sites when the stock that we ordered from the republic of South Africa ran out or got used up very quickly like the FFP 2 dust masks that were issued to the employees on a daily basis due to the exposure to dust on all the sites. In order for me to gain access to the petty cash or make use of the petty cash system I had to get a hold of the HR Manager who was situated at the main office block of our company on the opposite side of our project, the taxi had to take me to the HR manager and to the town later to purchase the goods, but this taxi driver was very unreliable in the sense that he had bad time management and was never on time or there when you needed him the most.

At first we also just bought whatever we could get or see that looked like it could do the job to protect the workers on site, we made use of this way of doing things until we met a more reliable provider which we used from there on with the correct standard of PPE we required.

2.Cost Management The choice I made to become a Health and Safety professional definitely put me on the spot in getting a very well planned out budget readily available and within good reason. These planned out budgets came with their own sets of headaches, In order to get a higher budget allowance from head office we had to motivate our reasons very strongly by explaining the risk assessments and Hazard identification findings in detail so that they could all understand the risks we were exposed to as a company and why it is of high importance that we had enough money in our budget to accommodate whatever we needed to purchase or for the correct training that we required, be it locally or from the republic of South Africa to ensure we comply with our company standards and up to the clients Health and Safety spec. In order for us to have achieved our goal in getting an higher budget we took our time and did thorough risk assessments that were very time consuming but also challenging in the same breath seeing that at that stage of the project most of the people spoke French on the project and we could not explain to them what we are busy conducting or know what they are busy with, this problem got sorted out with interpreters on sites and as well as changing the clients policy to state that the official language of the project going forward will be English.

3.Hazardous Identification Management In order for us to ensure that we get a very good, accurate and logic method statement was at times very frustrating as the type of scaffolds we were erecting and disassembling on a day to day basis on the Ambatovy project was very specialised in their shapes and sizes and a person with expert advice on these scaffolds were hard to find, not even mentioning the fact that he/she would probably not be fluent in English as we made use of some local and international members in our company to represent us on this specific project. Keeping this in mind there is always time limits and due dates on a project and these exercises were time consuming and required a lot of patience. In order for us to compile a very good and accurate method statement we had to get it spot on so that we could get our Hazard identification motivated strongly and all possible risks identified to ensure a hazardous free as possible site at all times, taking in consideration that some of the local personnel that we made use were not up to standard and intensive training and attention needed to be given to these individuals in their home language. This was how we treated this matter successfully.

4.Risk Management We as the Management of the project did and would always have had the same problem with the language barrier (verbal), this would be an ongoing issue right through this project on all different topics. What was also extremely challenging was to get some of the documentation in the preferred language of the subcontractor (Written), for instance when the local labour that we made use of to erect scaffolds had to go for training on the safe erecting and dismantling of a scaffolding structure, they also required them to write a theoretical exam on the completion of their practical examination (If possible we tried to get papers for them in their preferred language. Believe it or not but at times Google translate was the only and still the best option to overcome these types of barriers. Whenever our risks gets transferred to one of the subcontractors on our sites we made use of our own personnel to do regular check-ups on these subcontractors, this process took a lot of our time and if we found that the subcontractor is not complying to the agreement that was made between us we have to take further steps which prolongs the process even more so. Thus being the reason that we try to terminate, treat or tolerate the findings on site ourselves. In order to revise our documents in time before the task is due to start again we

had to put in a lot of overtime hours to prepare these documents, submit them and wait for feedback from the client, and if they are satisfied we get the go ahead and they will sometimes do random check-ups to see if we are complying to what we are stating our revised documentation.

5.Accident or Incident investigation Management

In order for us as the Management of the project to either Tolerate, Terminate or Treat an incident, we firstly had to identify the short comings by conducting a proper Accident and Incident investigation which will give us these answers. Most of the investigations that took place had local people with little educational back ground and this you can imagine was not an easy task to do, they for some specific reason thought that they were going to lose their jobs if they took part in these investigations and played dumb when it came to their statements. Our flash reports that we conducted on incidents that took place on our sites were sent electronically via E-mail to our head office in the Republic of South Africa for approval within 24 hours of the incident taking place, in order for us to achieve this we needed a very reliable internet source.

Unfortunately this was not the case and our servers broke down a lot being of for more than a week at some times, the IT Manager had to be flown in to fix this problem (we made use a lot of our smart phones and tablets to convey our messages at our own expense. We tried to make our teams proactive and to focus on prevention or reoccurrence of incidents by constantly having safety representatives present at site level to monitor if work progresses safely and up to the revised risk assessments.

6.Legislation and Regulations

SANS 10085 National standard for erecting and disassembling of scaffolding structures

Occupational Health and Safety act 85 of 1993 and regulations

COID act National environmental act Constitution of the republic of South Africa Sectorial determination

By making use of these regulations and standards we as the management team had to constantly provide legal advice to each other, our workers, fore man, supervisors and the client. We had to refer to regulations and acts in our daily reports as well as when consulting with the client, this took time as we had to look up some of the information on our different standards and regulations being used.

7.Health, Hygiene and Environmental Management

We had various challenges in this section as the Management of this specific project. Firstly being our hygiene Management, The local people did not have a very hygienic life style because of two factors, adequate facilities for them to practice their hygiene such as proper showers and toilets etc. Secondly there was simply not enough funds/money available for them to spend on under arm roll on or other materials to improve their hygiene status. We then provided them with adequate facilities to refresh on their respective sites which they made use of on a daily basis to practice and

lift up their hygiene status. Upon entering the site (Ambatovy project) for the first time I noticed a lot of natural morasses and they were providing the necessary Environment to sustain live for the funniest looking fishes and reptiles I have ever came across, it is with much sadness that I dare say they destroyed all of these natural ponds or morasses in the area where they expanded the site, I did not see any Environmental people present, or any Environmental impact studies being conducted this was a sight for sore eyes, Not enough attention is being paid to projects Environmental side in very 3rd world countries such as Madagascar. On top of that we had blistering heat on this project due its geographical locality being so close to the equator, in the mornings at 6:00 am the expected temperature could be anything in the late twenty’s or early thirty degrees with a daily expected humidity of between 60 – 100%. At 13:00 pm the temperatures rose into the late thirty degrees. This was a nightmare to try and keep all the employees adequately hydrated as to prevent serious dehydration and sunburn in this blistering heat. We provided them with enough bottled water to drink from every day but was difficult to get these large amounts of sealed bottle water readily available on site.

8.Communication Management In order for us to have achieved a good communication system on site and at management level we had to constantly do maintenance our communication tools such as Emailing programs, two way radios and cell phones. We experienced problems from time to time with our emails and the program we used (Micro soft outlook). In order for the two way radios to work effectively the whole day they had to be charged at night and spare batteries also had to be charged in case some of the batteries being used got flat during the day. Because we made use our own smart phones a lot to convey messages we had to take extra good care of it because if it fell and the screen cracked, well then that was it for that phone and the relevant spare parts were not always readily available where we situated at. In order for us to achieve all our different types of communication methods we had many issues such as people not showing up on time for important weekly meetings or simply not excusing themselves (They were dealt with in a separate manner, disciplinary). With all the 72 different types of cultures present on site and it being an international project we had to respect each other in the sense that we are all professionals, keeping in mind our cultures differed vastly, we had interpreters for language issues and culture awareness sessions to learn more about each other and why

we do certain things the way we do them. In order to get the SHEQ culture right, we had to make the work staff use to the idea of “My brother’s keeper” we had to coach them to understand that the guy in the team next to him is a vital link in the chain to complete this project and they should all look out for each other’s safety. It took the people a while to get this SHEQ culture going but once it started we maintained it right throughout the project even in the starting time and close down times.

9.Emergency preparedness Management The challenges that we faced concerning our Emergency preparedness was of a very special kind with political unstable out breaks in the country at that time we had to have very accurate drills conducted as well as availability of emergency equipment such as stand by evacuation planes readily available. To get these drills done in a good time we need to practice them at regular intervals and try to improve on our previous recordings, if we took longer than the previous exercise, reasons had to be provided so that we could learn from them and try to prevent them from reoccurring in the future. Our SMI boards (Safety Management Information) displayed all our Emergency

procedures, but was mainly done in English, the local staff struggled with the understanding there of and we got the Policy converted in French to suit all.