King Fahd University of Petroleum & Minerals

Constriction Engineering & Management

Master of Engineering Report

CEM 600

Study On Aramco Berri Gas Plant

Safety Management Program
Submitted to:
Prof. Osama Jannadi
Submitted by
Waleed Al-Ghemlas
ID # 923510

May 30, 2004

TABLE OF CONTENT
1.

2.

Introduction............................................................................................................2
1.1

Problem statement..........................................................................................4

1.2

Objectives and scope of the study..................................................................4

1.3

Methodology..................................................................................................5

1.4

Significance....................................................................................................6

Literature Review...................................................................................................7
2.1

Safety Management........................................................................................7

2.1.1

The ESSENCE of safety management...................................................7

2.1.2

Objectives of safety management system..............................................8

2.1.3

The challenges in safety management:..................................................9

2.1.4

Factors affecting the safety performance of construction contractors. 10

2.1.5

Development of Contractors safety performance indicators...............11

2.1.6

Safety Performance Indicators.....13

2.2

Industrial accidents and its prevention program..........................................16

2.2.1

Near miss incident reporting system (NMIRS)....................................16

2.2.2

Accidents investigation principles.......................................................17

2.2.3

Routine monitoring of industrial safety...............................................18

2.3
2.3.1

Background of the CASE study...........................................................20

2.3.2

BGP Safety Management Program......................................................21

2.3.3

Near miss incident reporting system (NIRS) at BGP...........................23

2.4
3.

Safety Management Program at Saudi ARAMCO Berri gas plant..............20

Some safety standards for Questionnaire design.........................................24

Case study of Safety PROGRAMS of two contractors at Aramco - BGP...........28

3.1

Qatif Project (BI 3022)..............................................................................28

3.2

Ethane recovery (BI 3150)........................................................................30

4.

Questionnaire Design...........................................................................................33

5.

Conclusions and recommendations......................................................................43

REFERENCES.............................................................................................................45

1.

INTRODUCTION

Safety, as a concept and practice, is in transition. It has shifted form what once was little
more than plain-sense approach to eliminating agents of injury to what now is quite often
a complex methodology for the reliable control of harm. Within the boundaries of safetys
emerging abilities exists a capacity for more than simply the detection of causative
relationship and design of practical controls. These have been safety program routines
practically since their inception, and the skills involved have increased with each
succeeding year.
The current shift occurs in the growing awareness of and ability to meet the need for
affecting the wanted controls. This seems to be an ordinary, expected outcome. However,
common experience reminds us that injurious occurrences are repeated despite
knowledge of their causes or the availability of recommended controls. Indeed,
implementation difficulties have been the critical problem for safety control programs.
(Ref 4:17)
Safety is a humanitarian as well as an important issue in development progress. No body
wants to hurt others to be troublemaker however, without rules that govern the miss act or
irresponsibility it is going to be easy for people to commit safety violations. In addition to
the assets value loss resulting from unsafe damage, some of the safety violations are very
serious and may well cause serious unrecoverable consequences.
According to Roth (Ref:1), an effective safety program or safety plan could help allot in
solving, reducing or eliminating these consequences caused by those safety violation.
Unfortunately, safety in often neglected on working sites where getting the work done the

work is the first priority. Safety issues are always discussed in companies meetings but
actually it takes a low priority to schedule and budget discussions.
Safety should be an integral part of the total business activities of an enterprise. This
should be reflected in the overall management instruments for the enterprise and for the
individual sites. Furthermore, safety issues should be addressed as part of the overall
corporate Safety, Health and Environment (Safety) policies, as well as in the
development of safety management systems and safety goals and objectives. In this
regard, management should establish a corporate safety culture that is reflected in the
Safety Policy and ensures all employees are aware of their roles and responsibilities with
respect to safety. The most important factor for achieving a safe workplace is the belief
by all personnel and others involved in the operation that safety is critical. This includes
the intention to act consistently with this belief, and the genuinely safe behavior by all.
Such a result is founded in the safety culture created by management in co-operation with
other employees. (Ref: 18)
The field of industrial safety encompasses a broad range of issues including the safety of
electric power, gas utility, and various forms of heat supply, explosives, high-pressure
gas, LPG, and mines. It is the foremost duty of the administrative authority and their
responsibility for industrial safety with utilizing their experience in these diverse fields,
which play such a critical role in people's everyday lives and industrial activities. They
should improve the industrial safety regulation more effective and efficient as well as to
promote self-imposed safety activities, because of improvement in licensees' and
industries' capabilities and requests for future regulation streamlining and international
conformity of technical standards.

According to Dan Peterson (Ref: 2), he stated that it is only in recent years that most
safety professionals have been able to define their role in safety work that is being
accomplished. What they do have changed and will continue to results can be affect3ed
by dealing with root causes, safety professionals must learn to work well below the
symptomatic level.
If accidents are caused by management safety weakness, safety professionals must learn
to locate and define these weaknesses. They must evolve methods for doing this. This
may or may not lead them to do the things they did in past. Inspection may remain one of
their tools-or it may not. Investigation may be one of their tools or it may not. Certainly
safety professionals must use new tools and modernize old tools, for their direction is
different today, their duties must also be different.
1.1

PROBLEM STATEMENT

The safety programs in any construction contractors dont function efficiently, though
they have their own safety management programs. It needs to have certain evaluation for
the main construction company to evaluate thoroughly the safety programs of their
contracting companies in order to assure safe and healthy completion of the assigned
project. Here the case of Berri Gas Plant of ARAMCO, it needs an assessment tool which
could evaluate different indicators of the contractors safety management program
according to its safety needs.

1.2

OBJECTIVES AND SCOPE OF THE STUDY

The ultimate goal for every enterprise should be to have zero incidents. This goal
provides the incentive to achieve the best possible performance and ensures continuous
vigilance towards greater safety. Seeking to achieve this goal and managing safety

requires a constant effort that involves establishing safety-related objectives,

implementing those objectives, and measuring and reviewing progress in meeting those
objectives. This should be reflected in the long-term, overall Safety Policy. In order to
ensure day-to-day implementation of the Policy, concrete goals and objectives should be
established and agreed upon by the entire organization.
The general objective of this research project is to study the factors which affect the
overall safety performance of the industrial construction contractors in Saudi Arabian
context. This is to provide a tool for measurement for the contractors to plan the safety
measures and integrate the safety concerns in the construction process.
Specifically, the objectives of this project are
1. To study the various safety measures of any industrial contracting project, and list
out its salient features and to draw some indicators to measure the safety
performance of any industrial contractor.
2. To review the safety measures for two contractors at Berri Gas Plant at Saudi
ARAMCO during their contracts with the client and compare the safety measures
programs of the individual contractor to that of the ARAMCOs;
3. To design a questionnaire this acts as a tool in assessing the contractors safety
measurement programs with that of its clients. And also this questionnaire helps
in finding out the efficiency of the safety implementation programs of the
contracting companies, which helps in improvisation of its programs.
The scope of this study is limited to BGP at ARAMCO situated at Jubail industrial area,
and with two contractors; one is dealing with Qatif project and the other one with Ethan
Recovery project.
1.3

METHODOLOGY

The methodology of this project is on the lines of the objectives stated. The initial part of
the project is done by literature review; in the first part of literature review some
standards measures of any industrial safety management system are discussed. Also the
objectives and challenges for a management system are listed out. The next step is to
discuss the factors affecting contractors safety performance and the indicators in
developing the contractors safety performance; to have a clear idea of the contractors
safety program. Also the accident prevention program is discussed in order to describe
the routine industrial safety prevention program.
The next phase of the project mentions briefly the safety programs and measures under
taken by the ARAMCO Berri gas plant. And then to study the safety programs of the two
contracting companies that build two big projects at BGP namely Ethan recovery plant (F
20 BI 3150), and Qatif Plant ( BI 3022). Based on this study the drawbacks in their safety
programs are found out.
The final stage of the project is to design the questionnaire, while design of the
questionnaire certain safety performance indicators are considered so as to measure
correctly the required task. These indicators will be mentioned clearly in the design
process of the questionnaire. Also the questionnaire design considers the ARAMCO
safety standards.
1.4

SIGNIFICANCE

The output of the project is the questionnaire, which is a measuring device for the client,
here ARAMCO. It can measure the efficiency of the safety program of the contractors
who plea to work on any construction project, so significantly it helps in ensuring safe
and healthy project execution.

2.

LITERATURE REVIEW

This part of project deals with some conceptual and theoretical background of the issues
related to the safety management. Initially we would like to discuss the objective and
duties of a safety management system. Then list out some of the safety management
program adopted at BGP in different sectors, and then in the later part of the project it
would be compared on the basis of a standard safety management program.
2.1

SAFETY MANAGEMENT

All enterprises should have safety management systems, as part of their overall
management of the enterprises (in fact, there is a clear correlation between safely-run
enterprises and well-managed operations). A safety management system provides a
structured approach to those arrangements needed to achieve good safety performance
within an enterprise. It should be based on the Safety Policy. The system should define an
ambition level that the enterprise considers adequate for its business, as well as the safety
concerns and requirements specific to their sites. As a minimum, the requirements of the
legislation and other imperative sources should, under all circumstances, be fulfilled. (Ref
4:36)

2.1.1

The ESSENCE of safety management

A number of factors add difficulty to the safety problem, but none may be more
troublesome than the universal failure to see that the hazard control problem frequently is
quite complex. Safety therefore often is viewed largely as a simple matter of applying
specific routines. In many cases the routines are repeatedly regular despite obvious signs
of their weakness. Greatly needed is an understanding that the sources of harm, which the

safety specialty should be able to control, have basic origins although their consequences
will differ in character and severity. This view furnishes the realization that hazards are
not simply the agents most closely identified with injuries. Merely regulating them is not
the sure way to limit their effect. In fact it is necessary first to employ a means of
controlling the causes responsible for the presence of injurious agents. This in essence is
the practice of safety management. (Ref 9:5)

2.1.2

Objectives of safety management system

The primary objectives of safety management systems are to regulate formally the
activities of the enterprise in order that they are carried out safely, to continually improve
safety performance, and to support a strong safety culture. Additional benefits of a safety
management system include: (Ref 8:19)

More efficient production and maintenance with fewer operating disturbances,

releases, less absenteeism, etc.;

More efficient project management and smoother start-up by incorporating safety

considerations at an early stage;

Improved relations and increased reputation within the enterprise among

employees and union organizations and with external stakeholders (public
authorities, the public, the community, media, customers, other enterprises, etc.).

To develop and implement an efficient safety management system, which address the
following subjects, as listed below:

Organizational structure (including the roles, responsibilities, training, education,

qualifications, and inter-relationship of individuals involved in work affecting
safety);

Identification and evaluation of hazards;

Facilities and operational control;

Management of change;

Planning for emergencies;

Monitoring performance (concerning the ongoing assessment of compliance with

the Safety Policy and safety management system, and mechanisms for taking
corrective action in the event of non-compliance);

Audit and review (addressing the periodic, systematic assessment of the Safety
Policy and effectiveness and suitability of the safety management system); and

2.1.3

Accident investigation and learning from experience.

The challenges in safety management:

Control requires action, but the steps that are taken must be acceptable. They have to
meet the objective without interfering significantly with other aims that may affected.
Often, it seems that safetys requirements conflict with fiscal restraints, convenience, or
other factors. When the necessity for safe action is seen to be great enough, it may preempt other needs. Even then, however, other priorities must be considered and controls
for safety may not be optimized. (Ref 9:6,7)
Recently the growing demand for safety and safety regulations has been shaken by strong
public insistence on inflation control and increased productivity to be competitive in

world markets. Obviously, the implementation of safety depends on information and

judgment. Decision in its behalf is made according to what is known about the problem it
presents. Unfortunately knowledge about the safety programs and implementation
procedures are still in gravel limited. One significant area of inadequacy lies within the
procedure for classifying the results of safety violation; normally they are called as
accidents, which is an inadequate label. (Ref 6)
The Top6 Challenges of Safety Management are
i. Measuring organizational and employee results
ii. Using competencies in a performance management system
iii. Performance management tools to improve organizational effectiveness
iv. Supporting/evaluating your current safety culture Linking reward systems to
performance management
v. Developing and implementing safety performance management standards
vi. Aligning people with goals and corporate strategy

2.1.4

Factors affecting the safety performance of construction contractors

The following factors which affect the safety performance of construction companies,
they are listed below: (Ref 8:22)
1. Written safety policy (WSP) and measurable safety targets.
2. Communication of the WSP to the various concerned parties.
3. Safety system, including department.
4. Safety committee at company level.
5. Safety budget.

6. Time spent by the senior management and the company on safety matters.
It is believed that the most crucial factor affecting the safety performance of contractors
is the amount of safety budget available. Safety system was being identified by the
clients employees as the most important factor, and identified by the officials as the
second most important ranking to the time spent by the senior management. It would
appear that contractors employee have a higher degree of expectation on their seniors to
give more time to safety matters. If they do, this in turn may motivate the contractors
staff at lower level to take construction safety more seriously. Having said that, it is
peculiar to note that the contractors employees have a lower expectation, than the other
two groupings, concerning the time spent by their management on safety matters. (Ref :
12)

2.1.5

Development of Contractors safety performance indicators

In many enterprises, contractors are used to carry out certain types of work affecting
safety where the enterprise does not have sufficient resources or the correct specialists.
The use of contractors has, in some cases, increased the risk of chemical incidents. This
may be due to the fact that the contractors do not have sufficient knowledge or training in
the enterprise safety policy and procedures, or there is not sufficient co-ordination with
regular staff. A basic principle should be that the contracted workforce receives the
proper training for the installation, and should work under the same conditions as would
employees, applying the normal enterprise safety policy and procedures. (Ref 8:517)

The term indicators is used to mean observable measures that provide insights into a
concept safety - that is difficult to measure directly. The two types of indicators are
included in the Guidance: activities indicators and outcome indicators:
Activities indicators are designed to help identify whether enterprises/organizations are
taking actions believed to lower risks and
Outcome indicators are designed to help measure whether such actions are, in fact,
leading to less likelihood of an accident occurring and/or less adverse impact on human
health or the environment from an accident.
Guidance for Developing Safety Performance Indicators (Ref 4:46)
Outcome Indicators
1. Extent the contractors act in accordance with the requirements and policies of the
enterprise.
2. Extent of incidents attributed to contractors or visitors as a root or contributing
cause.
Activities Indicators
1. Are there procedures for the selection and hiring of contractors to help ensure
safety? Do they address:

General requirements and check for adequate professional competence;

Check of contractors previous performance regarding safety;

Safety conditions included as part of the contract;

Safeguarding that all equipment, materials and vehicles used by

contractors meet relevant rules and standards

2. Are there procedures to help ensure safety in relation to contractors working onsite, including:

Registration of each individual contractor when on site;

Training of each individual with a check of knowledge including updating

of training;

Regular designation of a company contact person responsible for the

contractor;

Clear channels of communication with management, with encouragement

for the contractor to come up with suggestions;

Periodic inspection of contractor performance and of contractor

construction sites;

Suspension of the contractor from the site following misconduct.

3. Are contractors treated in the same way regarding safety as employees in all
relevant aspects (safety requirements, incident reporting, etc.)?
4. Is there a system for monitoring and giving appropriate information to contractors
and visitors to the installation (recognizing that different information may need to
be given to different types of visitors)?

2.1.6

Safety Performance Indicators

Experience Modification Rate (EMR)
Recordable Incident Rate (RIR)
Lost Time Incident Rate (LTIR)
Workers Compensation Claims Frequency Indicator (WCCFI)

Measures of Safety performance currently used:

A number of safety performance indices are now in use, such as a number of disabling
injuries, injury frequency rates, injury severity rates, accident costs, number of deaths,
number of first aid cases, recordable occupational illness, the ratio of injury severity to
injury frequency and total injury rates. Many of these indices are recommended by the
American National Standards Institute ( ANSI) for use in measuring safety performance
and are described in ANSIs ( 1993) Method of Recording and Measuring work Injury
Experience ( ANSI Z-16.1).Injury rates compiled in accordance with this standard are
intended to show the relative need for accident prevention activities within an
organization to indicate the seriousness of the accident problem, to measure the
effectiveness of safety activities in organization with comparable hazards and to evaluate
progress in accident prevention within an organization or industry.
The ANSI Method of Recording and Measuring work Injury Experience ,Z-16.1
suggests that injury experience be measured by means of a disabling injury frequency
rate, a disabling injury severity rate, the average days charged per disabling injury and a
disabling injury index.ANSI further suggests that the standard injury rates be compiled in
accordance with certain rules that are included in the Z-16.1 standard.
The disabling injury frequency rate is based on the total number of death, permanent
total, permanent partial and temporary total disabilities which occur during the period
covered by the rate. The rate relates these injuries to hour worked during the period and
expresses them in terms of a million-hour unit by use of the following formula.
( Tarrants,1980).
Disabling Injury Frequency Rate (F)= Number of disabling injuries * 106
------------------------------------------------------------------

Employees hours of exposure

The major disadvantage of the disabling injury frequency rate is that it takes into account
differences in quantity of exposure due to varying employee hours of work, either within
the plant during successive time periods or among contractors within similar industry
classifications. Also, it provides a method for measuring how adequately a safety
program is functioning.

The disabling injury severity rate is defined as the number of days lost or charged per
million employee hours worked. Days lost include all scheduled charges for all deaths,
permanent total and permanent partial disabilities, plus the total days of disability from
all temporary total injuries which occur during the period covered.
The disabling injury severity rate is expressed as:
Disabling Injury Severity Rate (S) := Total days charged * 106
------------------------------------------------------------------

Employees hours of exposure

Similar to the injury frequency rate, the major value of the injury severity rate ( S) is that
it takes into account differences in quantity of exposure over time. It also answers the
question How serious are our injuries?. This rate can be used for making comparison
among different organizations and among various units within an organization.
The average days charged per disabling injury expresses the relationship between the
total days charged and the total number of disabling injuries. This index may be
computed by dividing the injury severity rate ( S) by the injury frequency rate ( F)
producing an S/F ratio. Or it may be computed directly by simply dividing the total days
charged by the total disabling injuries.

S/F = Total days charged/Number of disabling injuries

In effect, this measure reveals whether or not the more severe accidents as well as those
with less severity are eliminated.
Another measure for generating occupational safety and health statistics has been
developed by the Bureau of Labor Statistics (BLS) under the provisions of the
Occupational Safety and Health Act( OSHA).The BLS recordable occupational injury
and rate is identified as the incident rate, with a base of 200,000 man-hours exposure (Ref
:25)
Incident Rate =

( N/MH) * 200,000

Where:
N

= Number of injuries and /or illness

MH = Man hours ( Total hours worked by all employees during the reference year).
200,000 = Base for 100 full-time equivalent workers working 40 hours per week, 50
Weeks year.

2.2

INDUSTRIAL ACCIDENTS AND ITS PREVENTION PROGRAM

Each enterprise should have a system for reporting and dealing with all deviating events
which differ from normal conditions and which could have adverse effects on safety,
health or environment. This is the basis from which the organizations can learn from
experience to avoid repeating similar dangerous occurrences. (Ref :17)
Events which actually lead to measurable consequences damages to people,
environment or property should all be reported and handled promptly and efficiently. It
would obviously be the objective to have as few as possible of these kinds of events
(accidents). (Ref :14)

Events which do not lead to any measurable consequences, but which could have resulted
in consequences, had the circumstances been different near-misses, or other learning
experiences should also be reported and handled in a similar way. The objective
should also be to minimize such events; however, efforts should be made to have as many
of them as possible reported. This is of particular concern because there is a tendency not
to report events when there are no consequences.

2.2.1

Near miss incident reporting system (NMIRS)

Unsafe acts and unsafe conditions are also the cause of near miss/near hit accidents.
Near miss accident is a widely used term in the safety industry and is used in the
workplace to describe an incident that did not result in an injury. Near miss accident"
literally means that an injury actually occurred. Near hit incident is a better description.
Near hit incidents are incidents that result in neither injury nor property damage but have
the potential to cause injury or property damage and require corrective action to prevent
their reoccurrence. (Ref 4:93)
Simple procedures for dealing with near hit incidents are:
1. Immediately report near miss incidents to your supervisor. The potential for such
incidents exists throughout the workplace and all employees are required to report
them when they occur.

2. If a near miss is a result of an unsafe condition, discontinue working until the

problem has been corrected and your supervisor authorizes you to proceed.
3. If the incident is a result of unsafe acts, be certain that before employees return to
work they have been alerted to the unsafe actions and advised to avoid them.
Near miss incidents are a warning that should be taken seriously. Report near hit
incidents to your supervisor or site administrator. If left unreported, near hit incidents
may lead to serious accidents and injuries. Correcting unsafe actions and conditions will
increase safety and create a better working environment for everyone. (Ref :10)

2.2.2

Accidents investigation principles

Management should establish procedures to ensure that all accidents are investigated, to
identify the obvious as well as the underlying causes. A thorough accident investigation
will yield a number of lessons and corrective actions leading to specific measures to
eliminate or reduce the probability of recurrence. (Ref 4:147)
Reports should be prepared at the conclusion of the investigation which will include:

Date of the accident;

Date when the investigation began;

A description of the accident and all relevant details;

The obvious and underlying factors which contributed to the accident;

Immediate actions taken;

All measures or recommendations to prevent a repetition.

Accident investigations should be initiated as soon as practicable and the results

communicated to all those who could be affected by similar circumstances. This could
extend beyond the organization.
2.2.3

Routine monitoring of industrial safety

This systematic three-step program used in an industrial factory is described here to

illustrate the principles of the routine monitoring of industrial safety. (Ref 16:29)
STEP 1 - Set up easily measured performance indices for each area, for monitoring and
reporting monthly, on topics such as:

Number of permits-to-work checked and found to be defective (compared with

the previous month);

Number of leaks of process materials found on inspection at the end of the month
(compared with the previous month);

Percentage of operating procedures prepared and up-to-date (compared with the

previous month).

The aim is to get started on a preliminary monitoring system, then to improve it by a

more thorough and systematic study. All employees are involved.
STEP 2 - Using worksheets identify the critical features of each area in relation to
containment of materials and control of processes and define an appropriate monitoring
program. It could include:

Frequency of actuation of critical alarms compared with the previous month (this
can be a simple number to collect on a computer-controlled plant);

Number of alarms and trips due to be tested each month, and the number which
fail the test;

Number of control instruments recalibrated and the number which were out of
calibration by a defined significant amount, the number of points to be inspected
for corrosion or thickness, and the number found to be in need of attention.

STEP 3 - By undergoing the hazard studies on each sector of the industrys area, further
refine the understanding of critical features and procedures. Concurrently, a program of
internal auditing should be set up, involving people from within the company and
including those from the area under study. (Ref :10)
The above steps progressively improve the routine monitoring of process safety. As
implemented, there will be changes in the nature of the audits involving non-company
staff. The objectives are:

To review the quality of the monitoring and reporting systems and internal audits;

To review whether revisions are occurring to account for accident experience on

the installation or elsewhere;

To probe one or two selected areas in detail to keep the internal audit system
honed;

2.3

To review progress on major hardware improvements.

SAFETY MANAGEMENT PROGRAM AT SAUDI ARAMCO BERRI GAS

PLANT

2.3.1

Background of the CASE study

The case study of this report is about ARAMCO Berri Gas Plant, and its two contractors
namely Ethan recovery project (F-20 BI 3150), and Qatif Project ( BI 3022). Berri gas
plant department (BGPD) is the first gas plant built by Saudi ARAMCO located south of
Jubail Industrial city. It processes associated gas and condensate streams from Safaniya,
Marjan, Zuluf, Abqaiq and Abu Ali to produce fuel gas, C3 + NGL, and sulfur. As a result
of the latest expansions the plant processing capacity has increased to 1.2 BCSFD.
As early as project proposal, BGP actively participate in a constructability review
meetings that are conducted for each project. One of the review objectives is to address
the construction safety concerns and implement corrective measures during the design
phase. For example, for the upgrade of fire water system project (BI 3172), the project
execution was planned to maintain sufficient firewater coverage during the construction
to achieve the above objective. In addition, each package was subdivided to smaller
sections to minimize area and equipment at all times.
Also for ethane and NGL recovery project (ER-3150) a decision was taken to execute
part of the project early to clear the F-20 site from existing above and under ground
process piping and power cable. This effort was taken by BGP and Northern Area project
Dept. (NAPD) to better provide a safe and accessible construction area.

2.3.2

BGP Safety Management Program

In accordance with contract schedule, and prior to the commencement of contractual

activity, the contractor submits a written job-specification loss prevention program to

Saudi ARAMCO representative which is then reviewed by BGP and loss prevention
department.
This program is in accordance with Saudi ARAMCO construction safety manual, which
provides each contractor with the fundamental requirements to achieve safe working
environment. In addition, each sub-contractor develops his own job-specific loss
prevention program to ensure full understanding and superb implementation of the
program by each of the indirect and direct persona. Also, each contractor has his own
safety advisor(s) to monitor and to ensure that work is proceeding in compliance with the
safety plan.
Saudi ARAMCO has a standard set of programs to meet the safety programs on any
construction activity taking place in organization. Berri gas plant and NA projects are
implementing the following for all projects related work to ensure that the requirement
and proper authorization are met. The following are the some of the BGP safety programs
being implemented.

Excavation and shoring:

Due to potential risk associated with excavation work within operating facility,
special precautions are taken prior to any mechanical trenching. These precautions
range from test trenches around the affected area, use of cable and metal detectors
and thoroughly review of existing underground drawings.

Scaffolding

Berri gas plant has a system in place to ensure safe use of scaffolding inside the
plant. Any scaffolding in tagged with red for on-hold scaffolding, green for safe to
use scaffolding or a yellow tag for uncompleted scaffolding. Contractor and
company safety advisor conduct regular scaffolding inspections and responsible
for issuing tags as applicable.

Fencing
Where ever possible and deemed to be safe, BGP request the construction site to
be fenced and isolated from operating area. This is to avoid non-essential people
from entering operating areas, provide better supervision of construction activities
as well as expediting construction progress.

Road closure
Prior to a road closure work permit issuance; an approval is required from the
plants foreman and the shift superintendent. Security and fire prevention are
officially notified and an alternative access is provided to affected area to ensure
proper emergency access is maintained all the times.

Electrical Tie in package

Berri gas plant also require a detailed design package for connecting to any
existing electrical or instrumentation. BGP maintenance technicians, supervisors
and PDD attend all electrical and instrumentation tie-ins.

Working at elevations
All works at elevation requires prior approval by completing the appropriate form,
which includes a checklist to verify that all safety items are met and personal are
fully aware of the safety requirements.

Piping Tie-in:
A detailed and approved design package and material take off is required for each
tie-in form by obtaining all required signatures to ensure complete understanding
of the work, safe execution and timely execution of work.

2.3.3

Near miss incident reporting system (NIRS) at BGP

The main objective of the NIRS program is to create an open communication channel for
every BGP employee to repot near-misses. A Near miss is an incident which was about
to happen.
NIRS Benefits:

To improve BGP ownership feeling among employees.

To provide another channel to communicate safety concerns and near- misses.

To increase the awareness and education of BGP employees on incidents that

were about to happen.

A near miss is an undesired event in which physical harm to people and damage to
property are averted due to lack of contact with a source of energy or the energy transfer
staying below the threshold of the body or structure, but having the potential for harmful
contact and/or energy transfer. The following are some examples of near-misses as best
fit in with the definition given above:

A falling brick which landed on the ground without causing any equipment
damage or any human injury.

A vehicle passing through red traffic lights without hitting any other vehicle(s)
which could have resulted into injury possibly to himself and others and damage
to his and /or other vehicles.

An NGL tank within Saudi ARAMCO facilities that got badly corroded to the
extent that it could have resulted in failure, had it been for its timely discovery
through inspection.

A relief Valve that was not properly lined up and led to over pressurizing a
hydrocarbon product storage tank, but was discovered in time to save the tank
from leaking and failing.

Scaffolding that was found swaying, and handled before any human injuries or
property damage resulted.

Several corroded structural support members holding up LPG and steam pipes,
were identified and replaced timely saving the plant structure from collapsing.

Timely discovery of workers handling a relief valve improperly above live

hydrocarbon pipelines as part of construction activities and correcting the
situation timely to avoid any injuries or property damage.

2.4

SOME SAFETY STANDARDS FOR QUESTIONNAIRE DESIGN

The questionnaire developed will be used by enterprises or industrial organizations as a

means to measure performance. Which helps in measuring whether such actions are, in
fact, leading to less likelihood of an accident occurring and/or less adverse impacts on
human health or the environment should an accident occur. (Ref 4:137)
Rather, the questionnaire can only be effectively used if efforts are made to decide which
elements are relevant under your organizations particular circumstances, and steps are
taken to adapt these elements to your organizations specific needs and objectives.

For this to take place efficiently there are certain criterion categorized in the following
section according to its importance:
1. Overall policies
2. Safety goals and objectives
3. Safety leadership
4. Safety management systems
a. Personnel
b. Management of human resources
c. Training and education
d. Internal communication/information
e. Working environment
5. Safety performance review and evaluation
1. Overall Policies
A critical element of a safety culture is that there should be a clear manifestation of that
culture and the long-term objectives regarding safety from the top management,
supported throughout the organization (including the board of directors). This should be
laid down in a Safety Policy. The Policy should provide standards and strategies designed
to protect the health and safety of workers and the public, as well as the environment. The
Policy should form support for the various strategies and guidance for detailed regulation
related to safety. The Policy should not be affected by short- term changes in the
economic situation of the enterprise. The Policy is also an important instrument to convey
the corporate/company view on safety to external stakeholders. (Ref 4:72)
2. Safety Goals and Objectives

The ultimate goal for every enterprise should be to have zero incidents. This goal
provides the incentive to achieve the best possible performance and ensures continuous
vigilance towards greater safety. Seeking to achieve this goal and managing safety
requires a constant effort that involves establishing safety-related objectives,
implementing those objectives, and measuring and reviewing progress in meeting those
objectives. This should be reflected in the long-term, overall Safety Policy. In order to
ensure day-to-day implementation of the Policy, concrete goals and objectives should be
established and agreed upon by the entire organization. (Ref 4:42)
3. Safety Leadership
The management of the enterprise should ensure that there is a sound foundation, on
which all work can be based, to ensure safety. There should be a true safety culture that is
accepted by all levels of the organization. The top management commitment to safety
should be such that it is experienced in the rest of the organization as genuine.
4. Safety Management Systems
All enterprises should have safety management systems, as part of their overall
management of the enterprises (in fact, there is a clear correlation between safely-run
enterprises and well-managed operations). A safety management system provides a
structured approach to those arrangements needed to achieve good safety performance
within an enterprise. It should be based on the Safety Policy. The system should define an
ambition level that the enterprise considers adequate for its business, as well as the safety
concerns and requirements specific to their sites. As a minimum, the requirements of the
legislation and other imperative sources should, under all circumstances, be fulfilled.
5. Safety Performance Review and Evaluation

Regular review and evaluation of the safety performance of an enterprise is a necessary

part of managing safety. It is essential to measure the organizations commitment to
safety, to assess the achievements relative to policies and the goals set, and recognize
both good and inadequate or deteriorating standards of performance.
The performance reviews and evaluations should cover both managerial and technical
aspects, normally carried out by different resources at different times. The results of
reviews and evaluations should be fed back to the management and the organization, and
should be used to actively correct deficiencies and to set new goals and priorities.

3.

CASE

STUDY

OF

SAFETY

PROGRAMS

OF

TWO

CONTRACTORS AT ARAMCO - BGP

3.1

QATIF PROJECT (BI 3022)

The Qatif project was built by TECHNIP Saudi Arabia Ltd. The basic construction policy
that is been followed by the QATIF project is TECHNIP Saudi Arabia construction safety
policy. All the employees in Saudi Arabia including subcontractors will abide by the
TECHNIP requirements in addition to the Saudi ARAMCO requirements. TECHNIP
Saudi Arabia safety policy for construction is used to ensure the health and safety of all
the construction staff working in different industrial sectors of Saudi Arabia. It also
includes the employees of subcontractors, and other persons involved in construction
activities directly or indirectly. These policies can be summarized as follows:
1. Full compliance with the national laws and statutes and Saudi ARAMCO safety,
health and/or environmental and implementation of more stringent standards and
procedures where appropriate.
2. Prevention of accidents by means of information and indoctrination.
3. Direct participation of all involved parties in the actions aiming to a safer working
environment.
4. Promotion of the concepts working safety and safety first by means of
normal challenge and direct incentives.
5. Continuous vigilance in order that safety measures and precautions are actually
taken in field, at the right time and following the established procedures.
6. Immediate and constructive suppression/ correction of situations/ behaviors which
determine or tend to determine unsafe working conditions.

The total cost of the project is 370 million $ and the total number of man hours worked
was 16, 534,905.
Project Statistics:
The following are the project statistics for the Berri Gas Qatif project.
Type of
accidents

LTI

RI

NM

PD

MVI

No. Of
accidents

79

17

16

LEGEND

LTI
RI
NM
PD
MVI
F

Lost Time Incident

Recordable Injury
Near Miss
Property Damage
Motor Vehicular Incident
Fire incidents

Total Man-Hours = 16, 534,905

Total Recordable Incident Rate = 0.024

Chart showing the incidents distribution at Qatif Project

3.2

ETHANE RECOVERY (BI 3150)

The Ethane recovery project (BI 3150) is carried out by AMEC BKW Arabia Ltd.
AMEC process and energy limited recognize its responsibility in health, safety, fire and
will ensure by means of managerial controls, compliance with the Saudi ARAMCO
construction safety manual directives, and all applicable Saudi ARAMCO GIs and
standards, that these issues are effectively managed on a day to day basis at the new Berri
gas plant ethane recovery project. The total cost of the project is about 466 million $, and
the total number of man hours worked was 23,721,505.
Health, Safety and security objectives
It is AMECs objective to manage and carry out all the associated activities of new
facility with zero time-lost injuries or significant incidents, no detrimental health
incidents and no breaches of security. The main objectives are:

Identify the activities of significant risk and by means of risk assessment will
prepare control measures and written work method statements to alleviate such
matters.

Ensure that persons are trained/ instructed in the required health and safety etc
control measures applicable to their work including method statements, permit to
work systems etc.

Promoting a positive approach a health, safety and security issues.

Monitoring the effectiveness of the management of health, safety and security by

frequent visual inspections and scheduled audits from home based professional,
safety, health and environmental personnel.

SAFETY POLICIES
The safety policies for the contractor are as follows:
1.

Ensure that the project health and safety plan is prepared, together with
appropriate health and safety arrangements, rules and procedures common to all
contractors involved in the project.

2.

Provide for the staff and implement, or where necessary agree or determine for
others, safe methods of working and systems which identify hazards at each place
of work within his responsibility.

3.

Plan and organize work to be carried out to the required standards with minimum
risk to persons, plant, equipment and materials.

4.

To act immediately on any breach of safety rules or unsafe situation this comes to
the attention and reports such breaches to appropriate management.

5.

Make provision for adequate welfare facilities, protective clothing and equipment
and first aid relevant to the project.

6.

Ensure that all the personnel including subcontractors are made aware of and
comply with the project health and safety plan; and

7.

Enforce the company disciplinary procedure in relation to breaches of safety

procedure, policy or practice.

Project Statistics:
The following are the project statistics for the Berri Gas Ethan recovery project.
Type of
accidents

LTI

RI

NM

PD

MVI

No. Of
accidents

12

14

LEGEND

LTI
RI
NM
PD
MVI
F

Lost Time Incident

Recordable Injury
Near Miss
Property Damage
Motor Vehicular Incident
Fire incidents

Total Man-Hours = 23,721,505

Total Recordable Incident Rate = 0.019

F
7%
MVI
12%

PD
32%

LTI
5%
RI
16%

LTI

RI

NM

PD

MVI

NM
28%

Chart showing the incidents distribution at Ethane Recovery Project

4.

QUESTIONNAIRE DESIGN

The following section describes a questionnaire to assess the safety management for any
industrial contractor.

This questionnaire is a measure for the safety performance

indicators, which can be used a tool for measuring the workplace health & safety self
management systems review. It is also used to demonstrate that an organization has
addressed or has given an undertaking to address specific workplace health and safety
management systems criteria.
The questionnaire was subdivided into the following main categories in order to
incorporate all the aspects of the safety management issues; this will give a wide range of
evaluation criterion. Those are:
A. Health and safety policy communication
B. Allocation of Responsibilities / Accountability
C. Health and safety consultation
D. Hazard identification, evaluation and control
E. Training
F. Workplace specific issues
G. Reporting and investigation
H. Emergency planning
Calculating scores for the questionnaire:
This questionnaire is a self assessment questionnaire; each section of the questionnaire
has been assigned a certain credit. Apart from that each and every question has been

given some marks, according to its importance in the section. The final assessment is
calculated as follows.
If the answer for any question is YES for any question in the questionnaire, then
assign full marks allotted to that.
If the answer is NO and you are able to achieve the state of YES in about 3
months then assign 20% of the marks allotted, else assign ZERO.
After completion of questionnaire in a section sum all the gained marks and
multiply with the corresponding weight given for that section. Then sum up the
scores of all the sections for getting total scores.
The sample for the scoring is shown below:

In relation to section (A) you are able to answer yes to question 1, therefore
award yourself 5 marks. The answer to question 2 is also yes, therefore award
yourself another 5 marks. For section (A) your total mark is 10. Now multiply
your total mark (i.e. 10) by the numerical weighting given as 3. Your total score
for section (A) is 30. Write 30 in the appropriate space at the end of section (A).

Now move to section (B). For question 1 your initial answer is no, you make a
commitment to have these in place within 3 months of completing the initial
assessment, therefore award yourself 20% of 2 marks i.e. 0.4. For questions 2 and
3 you are able to answer yes, therefore award yourself 5 + 3 = 8 marks. For
section (B) your total mark is 0.4 + 8 = 8.4. Now multiply your total mark (i.e.
8.4) by the numerical weighting given as 3. Your total score for section (B) is
25.2. Write 25.2 in the appropriate space at the end of section (B).

SECTION/QUESTIONS
Yes

No

If "No"
when will
you be able
to answer
'Yes'

(A) HEALTH AND SAFETY POLICY

COMMUNICATION
1. Have health and safety

COMMENTS

Weighting for (A) = 3

Do these objectives include:

objectives been communicated

to employees? E.g. are they

Protection of the health and

included in induction material,

safety of employees and

safety manual, on-going

other persons e.g. visitors/

training or distributed as

members of the public

written policy?

At:__/__/__

Expectations of managers
5 marks

and employees
General statement of
management response to
incidents/ accidents
E.g. is the policy signed and

2. Has executive management

made a commitment?

At:__/__/__

reviewed by Executive
Management?

5 marks
Multiply total marks for section (A) By the weighting

Your score for (A) =

(B) ALLOCATION OF RESPONSIBILITY/
ACCOUNTABILITY
1. Do duty statements/job

Weighting for (B) = 3

descriptions exist and include

health and safety management
responsibilities?
2 marks

At:__/__/__

2. Are people fully conversant

with their workplace health and
safety responsibilities?

At:__/__/__

5 marks
3. Are peoples performances
regularly evaluated against
these responsibilities?

At:__/__/__

This should be recorded

3 marks
Multiply total marks for section (B) ......... by the weighting
Your score for (B) =
(C) HEALTH AND SAFETY CONSULTATION
1. Does a group exist and have
At:__/__/__

Weighting for (C) = 6

This group should include

responsibility for reviewing/

management, employees and

resolving health and safety

Health and Safety

issues?

Representatives e.g. Health &

2 marks

Safety Committee or Staff

meeting

Are minutes kept?

2 marks
2. Are actions to correct health

At:__/__/__

and safety problems,

allocated to persons with
responsibility for carrying
out these actions, within a
specified time?
2 marks

At:__/__/__

3. Are workers made aware of

their right to nominate and
elect health and safety
representatives and if so,

At:__/__/__

how?
2 marks
Multiply total marks for section (C) ......... by the weighting
Your score for (C) =
(D) HAZARD IDENTIFICATION, EVALUATION AND
CONTROL

Weighting for (D) = 12

NB: Consideration must be given to manual handling, hazardous substances, machinery

and equipment, noise and workplace environment issues.
1. Does the workplace use past
and current incident
information to identify

At:__/__/__

e.g. accidents and

claims

potential risks?
2 marks
2. Does the workplace use any
of the following to identify
risks and hazards:
Workplace inspections
Formal/informal work
discussions

At:__/__/__

Independent audits
Hazard reporting system
Job analysis/observation
Other
3 marks
3. Is the Health and Safety

At:__/__/__

The evaluation should

include;

Committee, employees or

(a) Probability of
occurrence
(b) Frequency of
exposure

consultant involved in risk

evaluation and management
as appropriate?

(c) Severity of outcomes

2 marks
Multiply total marks for section (D) ......... by the weighting

Your score for (D) =

Weighting for (E) =
8

(E) TRAINING
1. Is the Induction training
documented as a program?

At:__/__/__

2 marks
2. Are records of training maintained?
1 mark
3. Is on- the -job Training documented
as a program?

At:__/__/__

At:__/__/__

2 marks
4. Are records of this training

At:__/__/__

maintained?
2 marks
5. Is training provided to supervisors
to ensure they have the ability to
discharge allocated health and

At:__/__/__

safety responsibilities?
2 marks
Multiply total marks for section (E) ......... by the weighting
Your score for (E) =

(F) WORKPLACE SPECIFIC ISSUES

1. Do you know the provisions of

Weighting for (F) = 12

e.g. Welding, Forklift
Operator, etc.

the Workplace Health and Safety

Act and Regulations regarding

At:__/__/__

prescribed occupations?
1 mark
2. Are there checks in place to
ensure you comply with
certification requirements?

At:__/__/__

1 mark
3. Is training and supervision
provided for persons seeking/
needing certification?

At:__/__/__

1 mark
4. Do you know the provisions of
the Workplace Health and Safety
Act and Regulation regarding the

At:__/__/__

plant used in your business?

1 mark
5. Have maintenance responsibilities
been allocated?
1 mark
6. Are maintenance schedules kept?
1 mark
7. Where maintenance is by contract
are contract conditions written to
ensure sound maintenance?

At:__/__/__
At:__/__/__

At:__/__/__

1 mark
8. Do you regularly inspect and
report on gear?

1 mark

e.g. manufacturers
recommendations
e.g. ropes, ladders, etc.

At:__/__/__

9. Do work instructions include an

assessment of the need for
personal protective clothing and

At:__/__/__

equipment?
1 mark
10. Where personal equipment is
provided, is there a system which
ensures it is stored, maintained,
worn correctly and replaced when

At:__/__/__

necessary?
1 mark
Multiply total marks for section (F) ......... by the weighting
Your score for (F) =
(G) REPORTING AND INVESTIGATION
1. Do you know which events
need to be recorded and or
reported?

Weighting for (G) = 8

E.g. incidents, accidents,
At:__/__/__

Bodily Injury.

1 mark
2. Is there a formalized
procedure for reporting?
1 mark

workplace illness and Serious

It should be included in the

At:__/__/__

health and safety policy

statement, induction
handbook, safety manual.

3. Is there a system in place to

check on the reporting rate?

At:__/__/__

1 mark
4. Has the responsibility for
recording incidents and
maintaining records been
allocated to a position?
1 mark

At:__/__/__

e.g. check first aid usage

against incident records.

5. Are records made on the

appropriate forms when
required?

1 mark

6. Can these records be

produced? 1 mark
7. Have responsibilities for

At:__/__/__

e.g. Incident Record/ Report

Form

At:__/__/__
At:__/__/__

prompt investigation/
analysis of incidents/
accidents been allocated?
1 mark
8. Are Records of

At:__/__/__

investigation including
responsibility for corrective
action kept and available?
2 marks
9. Does management receive

At:__/__/__

timely reports on health and

safety in the workplace
from the person with
allocated responsibility?
1 mark
Multiply total marks for section (G) ......... by the weighting
Your score for (G) =

(H) EMERGENCY PLANNING

1. Have appropriate personnel

Weighting for (H ) =
8
At:__/__/__

been assigned roles in

emergency procedures and are
their names/titles displayed and
communicated? 1 mark
2. Is there a system in place to

At:__/__/__

ensure the early treatment of

the ill or injured? 2 marks
3. Is suitable emergency

At:__/__/__

equipment available to enable

e.g. chemical spill,

hold-ups, first aid.

minimization of the incident?

1 mark
4. Is responsibility allocated for

At:__/__/__

e.g. ambulance, fire.

contacting relevant authorities?

1 mark
5. Is there a review process in

At:__/__/__

place to respond to changes in

workplace/ environment?
1 mark
6. Are emergency procedures

At:__/__/__

tested and evaluated on a

regular basis?
2 marks
Multiply total marks for section (H ) ......... by the weighting
Your score for (H ) =
TOTAL SCORE FOR SECTION (A) THROUGH TO (H) = ......................................

5.

CONCLUSIONS AND RECOMMENDATIONS

Safety Management has become one of the most essential elements of Risk Management
over the years. Failures by companies to develop and implement safe systems of work
can result in substantial claims by employees (and former employees) for injuries, and
long term diseases, and physical disablement, and in some cases prosecution by the
regulatory bodies. The direct costs on a company of such claims together with the
more substantial non-insurable on-costs of business interruption, loss of expertise, and
investigating time taken up by senior management can be phenomenal and far
outweigh the costs covered by the insurance policies.
The knowledge base in the Safety Management System above forms the basis for the
following additional independent Safety Consultancy services to clients:

Industrial Risk Assessments: Reduce risk, with corresponding reductions in

Employer's Liability insurance premiums, and reductions in personal injury and
plant/property claims.

Due Diligence Audits: Safeguarding against unknown and costly industrial risks
during the acquisition of a company, and any subsequent long term financial
liability.

Expert Witness Reports: Accident investigations for personal injury claims and/or
plant/property damage, during litigation proceedings.

The overall safety record for the two projects was quite good. However there are quite
few near miss cases for Ethane recovery project (12) compared with Qatif project (79).
Motor vehicle incidents in Qatif project are two times higher than the Ethan Recovery
project. Qatif project had no fire incident; however Ethan Recovery project had 3. In

general, When comparing both the projects performance Ethane recovery project (BI
3150) has a better safety management program. In fact both the project have almost same
safety management program as the Saudi ARAMCO is forcing those two contractors for
applying those regulations.
Recommendations:
Some of the recommendations that could help in improving the safety program of other
contractors or Plant operations are mentioned as follows:
1. Lifting operations over a live or energized pipe racks:
Critical lift plans shall be thoroughly studied and all existing facilities are verified
and identified in the sketched/drawings prior to perform the intended lift. The
existing facilities shall be legibly reflected in the attached drawing. A method of
statement or lifting procedure is to be included, these items will enhance the
awareness of plant operation personnel.
2. Plant operation personnel shall have an assigned Rigger so as to countercheck the
prepared Critical Lift Plan by the contractor ensuring that all requirements of
General Instructions (Crane Lifts) are met.
3. Movable Stairs to be provided through out the plant so that these stairs will help
employees to escape quickly whenever emergency is to occur. Whenever any
instructions have came up from BGP Supt. Employees are ready to leave and
evacuate the affected area.

4. Checklists of all activities:

Contractor shall prepare a checklist of all activities to be performed prior to obtain

a work permit. Involvement of Issuer, receiver, Safety officer and Construction
supervisor are deemed necessary to ensure that all safety precautionary measures
are implemented and provided. This is one requirement that will help the safety
program to move smoothly.

5. Training of employees:
A regular training for critical work shall be consistently implemented to enhance
safety awareness of individual and remind him about carrying out work safely. It
is not only those workers on site who are doing the physical job but also technical
support employees such as CTS, ITS,MTS, Operations to acquire a better
understanding about the regulations and standards.

REFERENCES

1. Roth, R.D. and G.R. Smith, Safety Program and the construction manager,
Journal of Construction Engineering and Management, Vol. 117 No. 2 pp 360
361.
2. Donald W hine, John Lewko and Joi Blanco, Alignment to workspace safety
principles: Application to mining, Journal of Safety research, Vol. 30 No. 3, pp
173 185 (1999)
3. Jimme Hinze, and John Gambatese, Factors that influence safety performance
of specialty contractors, Journal of Construction Engineering and management,
Vol. 129, No. 2 April 1, 2003
4. Guidance on Safety performance indicators, Organization for Economic Cooperation

and

Development,

Chemical

Plant

safety

Source:

http://www.oecd.org/department/0,2688,en_2649_34365_1_1_1_1_1,00.html
5. TARCISIO A. SAURIN, CARLOS T. FORMOSO and LIA B. M.
GUIMARS, Safety and production: an integrated planning and control model,
Construction Management and Economics (February 2004) 22, 159169.
6. Industrial safety report at OSHA compliance training
http://www.atc.tec.mn.us/CustomizedTraining/Web%20Pages/safety.htm
7. Department of Industrial Relations Chapter 4. Division of Industrial Safety,
Department of safety California, USA
http://www.dir.ca.gov/Title8/sub7.html
8. Amarjit Singh, Jimme Hinze & Richard J. Coble, Implementation of safety
and health on construction sites, Proceeding of Second International Conference
of CIB at Honolulu, 24 27 March 1999.

9. Grimaldi and Simonds, Safety management, 4th Ed. 1984 Published by

Richard D. Irwin, Inc. Homewood, Illinois 60430.
10. Industrial Safety and Health Law, Law No. 91 of May 31, 2000 Industrial
safety in Japan.
http://www.jicosh.gr.jp/english/law/IndustrialSafetyHealth_Law/10.htm#lawA88
-3
11. Kam C.W. & Tang S.L. 1997. Development an implementation of quality
assurance in public construction works in Singapore and Hong Kong,
International Journal of Quality & Reliability Management, Vol.14 No.9, 1997,
909-928.
12. K.W.Wong, P.C. Chan & K.K.Lo, Factors affecting the safety performance of
contractors and construction sites, Department of buildings and real estate,
1999, Rotterdam, ISBN 90 5809 0361
13. Enno "Ed" Koehn, P.E., F.ASCE and Nirmal K. Datta, Quality,
Environmental, and Health and Safety Management Systems for Construction
Engineering - Journal of Construction Engineering and Management -September/October 2003 -- Volume 129, Issue 5, pp. 562-569.
14. C174 Prevention of Major Industrial Accidents Convention, 1993, International
Labor organization.
Source: http://www.ilo.org/public/english/bureau/stat/class/
15. Joe M. Wilson Jr. and Enno Ed Koehn, SAFETY MANAGEMENT:
PROBLEMS ENCOUNTERED AND RECOMMENDED SOLUTIONS, Journal

of Construction Engineering and Management -- January/February 2000 -Volume 126, Issue 1, pp. 77-79.
16. Monitoring Hazards to prevent major industrial accidents, Health and
employment safety Act 1994. Department of Labor safety, Willington New
Zealand.
17. Moral, ethical obligations an issue for safety design. (1997). Engineering
Times. NSPE, Washington, D.C., 19(8), 16, 23.
18. M. Edwards, The Design of an Accident Investigation Procedure, Applied
Ergonomics, 1981.
19. International Labour Organisation. Prevention of Major Industrial Accidents.
ISBN 92-2-107101-4.
20. Rethinking Construction. 2002. Rethinking Construction: 2002. Rethinking
Construction Ltd. London. (available at www.rethinkingconstruction.org).
21. Construction Industry Development Board. 2002. 2002 Construction Industry
Indicators: First interim report. Pretoria.
22. Harper, R., and Koehn, E. (1998), Managing industrial construction safety in
southeast Texas. J. Construction Engg. & Management, 124(6), 3539.
23. Battikha, M. G., and Russell, A. D. (1988). Construction quality management
present and future. Can. Journal Civil Engg., 25(4), 401411.
24. Hinze, J. (1998). Identifying root causes of construction injuries. J. Constr.
Eng. Manage., 124(1), 6771.
25. Raouf, A., Dhillon, B.S.,Safety Assessment, Lewis publishers, 1994