Volume 2, Issue 1

ADCC-JV

Don’t Walk By

“Our work activities achieve compliance

with legislation, and our people are em-
powered to take action to minimise
Health and Safety risks.”

Think Safe……. Work Safe…… Stay Safe…...

Editorial Board
Chief Editor : DR TM Chandran
Editors: Vipinchandran Nair
: Jayakumar
Sub editors : Subhash. P
: Pradeesh Prabhakaran
Patron : Richard Harkink
Projects Director: Anthoullis Manoras
ADCC-JV, CP-26 WAS AWARDED THE CONTRACTOR OF THE MONTH FOR
ITS EXCELLENT PERFORMANCE FOR THE MONTH OF DECEMBER 2008

AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

CONTRIBUTING TO ACHIEVE…..

Phone:4562400 / 4562600
Fax: 4562456 / 4562666
Post Box: 9213 E-mail: cp11@adcc.com.qa
: cp26@adcc.com.qa
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 ES&H News Magazine AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

Jan 2009
Volume 2 Issue 1
INSIDE THIS ISSUE
Message from the Projects Director 3

Message from the Projects Director 3

Message from the Project Manager CP-11 3

Message from the Project Manager CP-11 and ES&H Managers CP-11 & CP-26 4
Editorial—Safety Culture, Balancing act of production and profit with safety at work 4

Editorial—Chemical hazard communication 5

Safety Tips 5

ES&H Article– Preventing falls from vehicles—Andreas Petrou, Chief Foreman 6

Article—Dana Marco Littlefield, QA Manager 6

ES&H Statistics 7
ES&H Article—Emergency Preparedness, Panos Botsis 7

What’s Happening 8
ES&H Statistics, What is happening 8-10

9
ES&H Article—Role of frontline leaders—DR TMChandran, ES&H Manager, CP-11 11

Welfare facilities in ADCC-JV Camp DR TMC 10

ES&H Article – Compressed Gas Cylinders—Eamonn Toland, ES&H Manager, CP-26 12

ES&H
ES&H Article
Article –– Horseplay—Vipinchandran,
Cement, A major hazard in construction
ES&H Advisorsite, Pradeesh CP-26
11
13

Safety Quiz /–Cartoon

ES&H Article Corner
VDU, Safety measures, Pradeesh Prabhakaran, ES&H Officer 13
14-16

Information Corner & Cartoon Corner

Information corner 14
17

PBS
PBS – Vipinchandran Nair, PBS Champion, CP-11 15
18

Spot theAnalysis
Hazard Hazards / Legal Corner 16
19

Legal corner 19

“ADCC JV is recognised for excellence in the way we manage Health and Safety.”

ADCC-JV Management

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CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

The Director’s column Jan 2009

Volume 2 Issue 1
Everybody needs safety orientation
When we think of safety orientation, we think immediately of new workers.
Statistically, workers who have been in the workplace for up to two years, are at higher risk for
injury and illness than experienced workers. But they are not the only people at risk. Experienced
hands also have,
♦ New equipment is commissioned
♦ New materials or chemical formulas are introduced
♦ New designs are introduced for the products you are making
♦ New or revised safety rules are imposed
♦ New workers are added to your team, or experienced workers leave
♦ New work procedures are instituted, or
♦ The workplace lay out is changed.
What is more, working safely is a matter of habit. But habits change, and had
habits creep in. Safety orientation is not just for new personnel. It is for every-
one. Neither those new to the job nor veterans are immune from the conse-
quences of an unsafe act.
Anthoullis Manoras, Projects Director, CP-11 & CP-26

From PM’s Diary

Machines are safe– when safety rules are followed.
Is using safety guards, when operating machinery, a “No
brainer”? If your answer is “Yes”, how come hundreds of
workers suffer amputations or crushing injuries, daily?
Ask this question to identify machines that must have guards.
Then relate the list to your workplace and show employees
why they must always comply with machine guarding rules.
Workers must be continually educated to follow safety rules,
respect machine guards and remain alert at all times.
Help all remember,
“The safe way is the only way!”

Richard Harkink, Project Manager, CP-11

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Editorial
Jan 2009
Safety Culture - Balancing Act of Production and Profit with Safety at work.
Volume 2 Issue 1
DR.TM Chandran, Chief Editor

Safety cultures require two forms of commitment to build: organizational and employee
commitment. Let’s see how to secure each one.
Organizational Commitment.
Organizational commitment involves getting upper managers to buy-in. But it doesn’t
stop there. You also need to win over other organizational leaders down the chain of
authority including line managers, superintendents, supervisors, foremen—in short,
anyone who oversees the work of others. Not involving all organizational leaders’ causes’
culture building efforts to fail. Unfortunately, it’s a common mistake that companies
make.
Why? In my experience, 95% to 97% of the employees in a workplace do exactly what they think
their boss wants them to do. So it’s important that organizational leaders communicate their belief in
safety as a fundamental organizational principle to employees. Most significantly, they must
demonstrate their commitment to safety as a value.
Companies that have a positive safety culture (like our company) handle safety the same way. If
they don’t, the message will come through loud and clear: Safety is less important to this company
than the achievement of production and profit goals.
Employee Commitment.
To get employees to integrate safety into their own culture and workplace worldview, they must see
this same commitment being displayed by the organization’s leaders. Equally important, employees
must feel that they’re included in the safety culture.
How organizations react to safety problems that employees report is often the acid test of culture.
When problems get swept under the rug or dismissed as being too expensive to rectify—or worse,
the person who reports the problem gets chastised—it sends a clear message to employees. By
contrast, when employees are encouraged to report problems and their concerns are taken seriously,
investigated and rectified—especially with the employees’ own participation, it builds trust in the
organizational leaders and demonstrates to employees that the organization is truly committed to
safety.
Don’t underestimate the employee participation element. One of the hallmarks of a positive safety
culture is the feeling of empowerment by employees to work for their own safety. Employees who
are trained to understand safety principles and requirements, empowered by the organization to
address safety issues when they arise and encouraged and applauded when they do so, recognize
that the organization’s commitment to safety isn’t simply rhetoric. Employees should be given clear
standards of safety performance and held accountable for performing up to those standards, just the
way they are with production and profit. In this way, safety joins production and profit as equally
essential parts of workplace life and worldview.
Conclusion.
The principles and processes required to develop a positive safety culture are simple: Backing verbal
commitment to safety with real action isn’t exactly rocket science. But simple isn’t the same as easy.
Implementing these principles and processes often involves difficult decisions, painful changes and
serious effort. But it’s more than worth the investment.

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Jan 2009
Volume 2 Issue 1
Safety Tips

10 Easy steps to Complete Road Safety

1) DO check your fuel, engine oil, brakes, air pressure,
tyre treads and wind shield cleaning liquid at regular
intervals.
2) DO secure the seat belt comfortably before hitting the
road. The diagonal straps should rest on your shoul-
der, and the horizontal strap should be below your
stomach.
3) DON’T drive when you feel tired or sleepy. Make sure you pull over
and rest a while; then get going.
4) DON’T drive on an empty stomach. It can make you irritable, anx-
ious and reckless. Make sure you stop by, have a snack, and then
move on.
5) DO keep a spare bottle of water in the car at all times. In case the
engine heats up, park the car and fill some cold water in the radia-
tor.
6) DO watch out for errant pedestrians, drivers or animals. Keep a dis-
tance of at least 6 feet from the car ahead of you.
7) DON’T drive while eating, drinking or talking on the phone. If you
have to talk, pull over talk and get going.
8) DON’T get out of the car from the side where traffic is flowing.
Rather get down from the pavement side.
9) DON’T ever place a single belt over yourself and a child. In a fronted
collision, the child could be crushed by your body.
10)DON’T ever seat children under 10 years of age in the car without
appropriate child safety seats. Please keep the restraints secured at
all times in the car.

“Bad times have a scientific value. These are occasions a good learner would not miss”

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ES&H News Magazine CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

ISO Validation
This topic relates to identification of ISO Certified organizations and proper usage and display of the registration.

Allowing the ISO logo to be used would give the false impression that ISO carries out certifi-
cation activities, or has approved or authorized the organization using its logo. These activities
are not business functions of ISO.

ISO is not an auditor, assessor, registrar, or certifier of management systems, products, services, mate-
rials or personnel, nor does it endorse or control any such activities performed by other parties. ISO
develops International Standards but does not operate any schemes for assessing conformity with them.
Remember !
ISO has no “ ISO 9001:2000” logo or “ ISO 14001:2004 logo ”. In addition, you are not allowed to use
ISO’s logo, which is copyrighted. ISO will take whatever actions it considers necessary to prevent the
misuse of its logo.
In brief
• Don’t use ISO’s logo.
• Don’t adapt or modify ISO’s logo for your use.
• If you want to use a logo, ask your certification body for permission to use its
logo.
• If your organization is certified to ISO 9001:2000, use the full designation (not just “ ISO 9001”).
• If your organization is certified to ISO 14001:2004, use the full designation (not just “ ISO
14001”).
• Replace use of the generic terms “ ISO 9000 certification ” and certification ” and “ ISO
14001:2004 certification ”.
• In the ISO 9001:2000 and ISO 14001:2004 contexts, “ certified ” and “certification” and
“registered” and “registration” are equivalent in meaning and you can use either term.
• Don’t say your organization has been “ accredited ” (unless it has been).
• Don’t use “ ISO certified ”, or “ ISO certification ”.
• Use instead “ ISO 9001:2000 certified ”, “ ISO 9001:2000 certification ”, “ ISO 14001:2004 certi-
fied ”, or “ ISO 14001:2004 certification ”.
• Don’t display ISO 9001:2000 or ISO 14001:2004 certification marks of conformity on products,
product labels, or product packaging, or in any way that may be interpreted as denoting product confor-
mity.
• Don’t give the impression in any context that ISO 9001:2000 or ISO 14001:2004 certifications are
product certifications or product guarantees.
• When including a reference to ISO 9001:2000 or ISO 14001:2004 certifications in product-related
information, including advertisements, do not do so in such a way that ISO 9001:2000 or ISO
14001:2004 certifications may be interpreted as being product certifications or product guarantees.
Be accurate and precise about the scope (the extent) of your organization’s ISO 9001:2000 or ISO
14001:2004 certifications, as far as both the activities and geographical locations covered by the certifi-
cations are concerned.
Dana Marco Littlefield, QA Manager
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ES&H Article— Emergency Preparedness

This is a very im-
portant subject as every business could experience some
type of emergency crisis from fire or a natural disaster. Emer-
gency preparedness will help to minimize human suffering,
together with property and economic losses caused by such
hazardous events. Any business would be wise to proceed,
step by step, through a process to develop an appropriate
emergency plan. Company rules and procedures should be
easy to understand and perform. But more importantly, work-
ers must be encouraged and trained to buy into the com-
pany’s emergency planning, designed to protect their safety.
They must understand that forethought, planning and compli-
ance will help everyone survive any unforeseen disaster.
In a time of crisis, ACTION is the key word. This step-by-step guide will ensure
employees understand their part in the company’s emergency response plan and
the IMMEDIATE ACTION THEY MUST TAKE. When everyone responds positively,
injuries can be reduced and lives saved.
In an emergency evacuation, everybody’s safety is the prime concern. This guide
provides an emergency plan framework including how to highlight escape routes,
sound the alarm, start the evacuation and complete employee assembly. Then it
goes much further discussing what actions to take for any critical plant operations
that should not be left unattended.
Get out quickly. But first, sound the alarm. However, if you decide to fight a small
fire use the correct alpha rated fire extinguishers. The proper training for the use of
these extinguishers is highlighted here together with many other fire prevention
measures. An optional item, 'How to deal with Home Fires' is included.
Accounting for everybody’s safety after an evacua-
tion is a major responsibility. Sometimes employees
work in unfamiliar noisy surroundings or are using per-
sonal protective equipment that could prevent them
from hearing an alarm. Teach employees how to oper-
ate 'buddy systems' with workers watching out for
each other. Visitors may also be present; look out for
them too.
Could a disaster hit your project site, completely dis-
rupting everyone’s lives? Of course not, that only hap-
pens to other people! If you think that way you need
an Emergency Action Plan. This topic disseminates
'How to Knowledge' for creating fast response meas-
ures, emergency escape routes and a complete
evacuation approach for everybody.
PLEASE BE PREPARED!

Panos Botsis, Construction Superintendent 7

 ES&H News Magazine AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

Jan 2009
Volume 2 Issue 1

ES&H Statistics

Cumulative Man hours As on Remarks

worked

CP-11 - 4,609,335 30/01/2009 Without LTA

CP-26 - 3,902,233

Total No of STARRT briefing 935 in CP-11

for the Month of January
1223 in CP-26

No of BOT Observations for 36 in CP-11

the Month of January

BOT: Behavior Observation Team

ADCC have a major safety campaign with a target of zero accidents

and an uncompromising message
message:

‘If it’s not safe

safe--don’t do it’

Accident Statistics as on 30/01/2009

FOR THE MONTH OF JAN PREVIOUS MONTH TILL DATE

CATEGORY (CUMULATIVE)

CP
CP--11 CP
CP--26 CP
CP--11 CP
CP--26 CP
CP--11 CP
CP--26
LWDC NIL NIL NIL NIL NIL NIL
RWDC NIL NIL NIL NIL NIL NIL
MTC NIL NIL 6 NIL 6 NIL
NMI 1 4 35 14 36 18
MAJPD NIL NIL NIL NIL NIL NIL
MINPD 1 NIL 20 9 21 9
MAJENV NIL NIL NIL NIL NIL NIL
MINENV NIL NIL NIL NIL NIL NIL
(LWDC) Lost Work Day Cases, (RWDC) Restricted Work Day Cases, (MTC) Medical Treatment Cases (NMI) Near Miss
Incidents, (MAJPD) Major Property Damage, (MINPD) Minor Property Damage , (MAJENV) Major Environmental Inci-
dent, (MINENV) Minor Environmental Incident. 8
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What is happening
Jan 2009
ES&H Trainings –October
Sl No Subject Training provider Volume 2 Issue 1
1 Hand tools Safety ADCC-JV (CP-11)

2 Hazard Identification ADCC-JV (CP-11 & CP-26)

3 Permit-to-Work ADCC-JV (CP-11 & CP-26)

4 Office Safety & Environmental Awareness ADCC-JV (CP-11 & CP-26)

5 Working at heights ADCC-JV (CP-11 & CP-26)

6 STARRT—Refresher ADCC-JV (CP-11 & CP-26)

7 Leadership training OBI (CP-11 & CP-26)

8 Fire Watcher/ Hot Jobs ADCC-JV (CP-11)

9 Basic lifting & Rigging awareness ADCC-JV (CP-11)

Positive Action Notices

CP-11 received 4 positive action notices from OBI for the month of January 2009 on categories like
Excellent Housekeeping, Proper PPE compliances, Excellent welfare facilities, Proper Waste Management,
Excellent traffic management etc.

Audits and Assessments

BESH ASSESSMENT OF BOTH CPs OF ADCC-JV WERE COMPLETED WITHOUT MAJOR ISSUES. THE
NON COMPLIANCES AT THE TIME OF BESH AUDIT ARE CLOSED OUT. THE REMAINING PART OF
THE ASSESSMENT WHICH IS NOT RELATED TO OUR CPs IS BEING REVIEWED FOR COMPLIANCE
AS APPLICABLE.

• MAKE SURE YOU UNDERSTAND

THE HAZARDS AND RISKS
AROUND YOU.

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What is happening
Jan 2009
Volume 2 Issue 1

PERMIT-TO-WORK AND HAZARD IDENTIFICATION TRAINING BY DR.TM CHANDRAN

DSD Started steel erection at Cargo Terminal Site

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Jan 2009
ES&H Article
Volume 2 Issue 1

Frontline leaders play a key role in helping management to comply with safety laws.
Employers are required to operate within safety limits set by a labyrinth of laws and regulations governing workplace
safety.
In practice those in direct leadership positions, including supervisors and team leaders, are directly involved in meeting their
employers’ safety obligations.
If you are in a supervisory position you must
♦ Know the laws and regulations that apply to activities carried out under your direction;
♦ Make sure that the work site is, and remains in compliance with applicable laws;
♦ Analyse the work under your supervision to identify potential hazards;
♦ Make sure that your team members are protected from recognized workplace hazards by means of engineered
protective devices, administrative options and personal protective equipment;
♦ See that team members work in ways that do not conflict with the law;
♦ In general sense, see that team members work safely, in accordance with management’s responsibility to furnish
employees from job-related safety and health hazards.
An effective programme looks beyond specific requirements of law to prevent all workplace injuries and illnesses. The
programme should include the four elements of management commitment and employee involvement, worksite analysis,
hazard prevention and control, and safety and health training.
Management commitment and employee involvement
Management commitment and employee involvement from the core of an occupational safety and health programme.
Management provides the motivating force and needed resources. Workers express their own commitment to safety and
health protection for themselves and for their fellow workers.
Some recommended actions are:
♦ State clearly a worksite policy on safe and healthful work and working conditions
♦ Provide visible top management involvement
♦ Hold managers, supervisors, and employees accountable for meeting their safety responsibilities.

(To be continued in the next issue)

DR.TMC
• MAKE SURE YOU FOLLOW BEST
PRACTICE, THE RULES AND METHOD
STATEMENTS.
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Eamonn Toland, ES&H Manager CP-26

Safe Use and Storage of Compressed Gas Cylinders.

Compressed gases present several hazards. Labels on the cylinder and the Material Safety Data
Sheet (MSDS) supplied with the gas and/or your Safety Field Manual tell you about the hazardous
properties of the gas; such as toxic, flammable, or oxidizer. In addition to the gas hazards, com-
pressed gas cylinders pose other hazards simply because they contain gas under pressure.
Regardless of the properties of the gas, any gas under pressure can explode if the cylinder is im-
properly stored or handled. Making a balloon fly around by suddenly releasing the air is amusing,
but a flying cylinder is not so funny. The principle is the same for both a balloon and a com-
pressed gas cylinder. Improperly releasing the gas from a compressed gas cylinder is extremely
dangerous. Cylinders are definitely not balloons--they are hard and heavy. A sudden release of
the gas can cause a cylinder to become a missile-like projectile, destroying everything in its path.
Cylinders have been known to penetrate concrete-block walls. To prevent such a dangerous
situation, there are several general procedures to follow for safe storage and handling of a com-
pressed gas cylinder:
• Store cylinders in an area specifically designated for that purpose. This area must protect the
cylinders from being struck by another object. The area must be well-ventilated and away from
sources of heat. It must be at least 20 feet away from highly combustible materials. Oxidizers
must be stored at least 20 feet away from flammable gases.
• Cylinders must not be dropped or allowed to fall. Chain and rack them in an upright position
during use and storage. When transporting cylinders, they must be secured from falling.
• When moving a cylinder, even for a short distance, all the valves must be closed, the regulator
removed, and the valve cap installed. Never use the valve cap to lift a cylinder. If you are using a
crane or some other lifting device to move a cylinder, use a cradle or boat designed for that pur-
pose. Never use a sling or a magnet to move a cylinder.
• Never permit cylinders to contact live electrical equipment or grounding cables.
• Cylinders must be protected from the sun's direct rays, especially in high-temperature cli-
mates. Cylinders must also be protected from ice and snow accumulation.
Before the gas is used, install the proper pressure-reducing regulator on the valve. After installa-
tion, verify the regulator is working, that all gauges are operating correctly and that all connections
are tight to ensure that there are no leaks. When you are ready to use the gas, open the valve
with your hands. Never use a wrench or other tool. If you cannot open it with your hands, do not
use it.
Following these procedures, which should be outlined in our safety Tool Box Talks will help pre-
vent accidents. Remember, your safety when using compressed gas cylinders depends on you.
In the coming weeks there will be many areas on CP 26 where daily use of gas cylin-
ders will be commonplace. We all must ensure ALL workers are aware these cylinders
are very dangerous if tampered with and MUST only be used by competent personnel.

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Jan 2009
ES&H Article Volume 2 Issue 1

Horseplay is a safety topic that is imperative to all types of industries, such

as; Construction, Customer Service, Driving, Food/Package Goods, General
Service, Health Care, Home
Safety, Hospitality, Industrial /
Manufacturing, Municipalities,
Office Safety, Pharmaceutical/Bio
Science, Retail, School Bus, Truck
Driving, Utilities and Warehousing
Late in their shift, employees
sometimes get a little bored with
their jobs, so they try to liven things
up with a little fun. However, fun
can have its dangerous side.
Horseplay is another matter as this
usually involves practical jokes that
could hurt somebody. Take an
early stand… Point out that there
are no ‘harmless’ jokes.
Horseplay is an ongoing, hard-to-
control part of the everyday
working environment and this type of behavior can best be described as
childish, infantile, and foolish in nature usually disrupting work of employees
with the potential for personal injuries. Horseplay should never be tolerated
in the workplace and supervisors and managers have direct responsibility for
controlling such behavior. Employees found to have contributed to any
adverse consequences, in particular an injury or worse, should be subject to
disciplinary action.

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Vipinchandran, ES&H Advisor, CP-11
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Jan 2009
ES&H Article Volume 2 Issue 1
What’s the difference between a VDU, a VDT, a monitor and display screen equip-
ment (DSE)?

There isn’t one. All these terms mean the same thing - a display screen, usually forming
part of a computer and showing text, numbers or graphics.

‘Does my VDU affect my health?’

Answers to some common questions from VDU users

Am I at risk?
VDUs have been blamed - often wrongly - for
a wide range of health problems. In fact, only
a small proportion of VDU users actually suf-
fer ill health as a result of their work. Where
problems do occur, they are generally caused
by the way in which VDUs are being used,
rather than the VDUs themselves. So prob-
lems can be avoided by good workplace and
job design, and by the way you use your VDU
and workstation.

Are aches and pains caused by using a VDU? What about ‘RSI’?
Some users may get aches and pains in their hands, wrists, arms, neck, shoulders or back,
especially after long periods of uninterrupted VDU work. ‘Repetitive strain injury’ (RSI) has be-
come a popular term for these aches, pains and disorders, but can be misleading - it means
different things to different people. A better medical name for this whole group of conditions is
‘upper limb disorders’. Usually these disorders do not last, but in a few cases they may be-
come persistent or even disabling.

How can I avoid these aches, pains and disorders?

Problems of this kind may have a physical cause, but may also be more likely if a VDU user
feels stressed by the work (see next question). If you get aches or pains you should alert your
supervisor or line manager.

Problems can often be avoided by good workplace design, so that you can work comfortably,
and by good working practices (like taking frequent short breaks from the VDU). Prevention is
easiest if action is taken early, before the problem has become serious.

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VDU—Safety Measures Jan 2009

Volume 2 Issue 1
What can be done to reduce stress in my VDU work?
People who use a VDU sometimes complain of stress, but this usually arises from
increased pace of work or pressure to meet deadlines, not the VDU itself. Some VDU
workers find stress reduced because the VDU makes their job easier or more interesting,
but for others stress becomes worse. This can happen when a system does not work well
or when the user does not feel in control or competent to operate it.

Employers can help overcome stress by providing the right training, and by designing
systems and tasks to match the abilities of the people who work with them.

Can work with VDUs affect eyesight?

Extensive research has found no evidence that VDUs can cause disease or permanent
damage to eyes. But long spells of VDU work can lead to tired eyes and discomfort. Also,
by giving your eyes more demanding tasks, it might make you aware of an eyesight
problem you had not noticed before. You and your employer can help your eyes by
ensuring your VDU is well positioned and properly adjusted, and that the workplace
lighting is suitable. Ask for an eye test if you still think there is a problem.

What about problems with my contact lenses or bifocals?

The heat generated by computers and other equipment can make the air seem drier,
and some contact lens wearers find this uncomfortable. If you have this problem but
don’t want to change to spectacles, you can try blinking more often or using tear-
substitute drops. Where the air is dry, employers can help by taking steps to increase
the humidity.

People with bifocal spectacles may find them less than ideal for VDU work. It is
important to be able to see the screen easily without having to raise or lower your head.
If you can’t work comfortably with bifocals, you may need a different type of spectacles.
Consult your optician or doctor if in doubt.

What can I do to help myself?

Make full use of the equipment provided, and adjust it to get the best from it and to
avoid potential health problems. If the Regulations apply to you, your employer should
cover these things in training. If the Regulations don’t apply, it is still worth setting up
your workstation properly, to be as comfortable as possible.

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Jan 2009
Volume 2 Issue 1
Getting comfortable
Adjust your chair and VDU to find the most comfortable position for your work. As a
broad guide, your forearms should be approximately horizontal and your eyes the same
height as the top of the VDU. Make sure you have enough work space to take whatever
documents or other equipment you need. Try different arrangements of keyboard,
screen, mouse and documents to find the best arrangement for you. A document holder
may help you avoid awkward neck and eye movements.
Arrange your desk and VDU to avoid glare, or bright reflections on the screen. This will
be easiest if neither you nor the screen is directly facing windows or bright lights. Adjust
curtains or blinds to prevent unwanted light. Make sure there is space under your desk
to move your legs freely. Move any obstacles such as boxes or equipment. Avoid ex-
cess pressure from the edge of your seat on the backs of your legs and knees. A foot-
rest may be helpful, particularly for smaller users.

Keying in
Adjust your keyboard to get a good keying position. A space in front of the keyboard is
sometimes helpful for resting the hands and wrists when not keying. Try to keep your
wrists straight when keying. Keep a soft touch on the keys and don’t overstretch your
fingers. Good keyboard technique is important.

Pradeesh Prabhakaran, ES&H Officer

16
 ES&H News Magazine AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

Information corner

PERMIT-TO-WORK SYSTEM:
A Permit to Work System is a formal written procedural system used to plan
and control work which is considered potentially hazardous, to ensure the
work is completed in accordance with safe working practices.
WHY IS IT IMPORTANT?
When incidents do occur, human factors, such as failure to implement pro-
cedures properly, are often a root cause. These failures may in turn be at-
tributable to a lack of training, instruction or understanding of either the
purpose or practical application of Permit-to-Work (PTW) systems.
WHERE IT IS APPLICABLE?
Permit To Work system should be considered where it is intended to carry
out any work which has the potential to adversely affect the safety of per-
son/s, the site or an adverse impact on the environment.
HOW IT IS ASSESSED?
⇒ At design stage activity is assessed for its Risk Potential.
⇒ Next stage is breaking the activity to look at the risk through different
stages such as processing, temporary works, support works, methods
and completion.

Cartoon corner

17
ES&H News Magazine AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

Volume 1 Issue 2

18
Vipinchandran Nair, PBS Champion, CP-11
 ES&H News Magazine AS ON 30th JANUARY 2009 CP-11 ACHIEVED 4.6 MILLION MAN-HOURS AND

CP-26 ACHIEVED 3.9 MILLION MAN-HOURS WITHOUT LTA.

Jan 2009
Volume 2 Issue 1

SPOT THE HAZARDS

SPOT 5 MAJOR HAZARDS IN THE PICTURE AND SEND TO THE FOLLOWING E-MAIL ID. ALL THE CORRECT ENTRIES WILL BE
PUT INTO A LOTTO TO SELECT ONE WINNER.
Answers to be addressed to vchandrannair@adcc.com.qa

Legal Corner
Every edition will have a couple of legal requirements to be complied with in the Construction Industry.

1. As per Qatari Labour Law Article 100, The employer shall take all precautionary measures for protect-
ing the workers during the work from any injury or disease that may result from the work performed in
his establishment or from any accident, defect or breakdown in the machinery and equipment therein or
from fire.

2. As per Qatari Labour Law 104, The employer employing a number of workers ranging from five to
twenty-five shall prepare for them a first aid box furnished with the medicines tools and equipment to
be specified by the competent medical authority. The box shall be kept in a conspicuous place in the
establishment and shall be available to the workers. The use of the box shall be entrusted to a worker
trained in providing first-aid medical services.

KNOW YOUR EMERGENCY CONTACTS ALWAYS AT YOUR CALL

CP-11 CP-26

Mr. Richard Harkink (Project Manager) 5881692

Mr. Demetriades Constantinos (CM) 5537139

DR. TM Chandran (ES&H Manager) 5051599

Mr. Eamonn Toland (ES&H Manager) 5826013

Mr. Valdemaro Mari (Sr.Admn Manager) 6880029 Mr. Valdemaro Mari (Sr.Admn Manager) 6880029

Mr. Basil George Latham (Administrator) 5364814 Mr. Basil George Latham (Administrator) 5364814

Mr. Sayyar Singh (Male Nurse) 6406869 Mr. Amir Khan (Male Nurse) 5087600
19

All manuscripts in this Magazine have undergone initial editor screening and editorial office screening prior to publishing