1. Annexure A1 – Project
Profile
Refurbishment of the
Gouritz Bridge
 Refurbishment of Gouritz Rail
Way Bridge, Sand blasting,steel fixing and repainting
225m bridge 85m in the air.
 Gouritz South Africa
 (TCP) Transnet capitalprojects
 TCP,SGB (Scaffolding Great Brittan)
 2010-2011
 2011
 2010
 100%
 R16 million
 90% (TCP)
 Health and Safety officer
 Project was successfully completed in time

3. Ambatovy project (Madagascar)
 Civil, Construction, Piping, Buildingof a Nickel refinery
 Tamatave Madagascar
 SNC lavalin
 SGB, KENTZ, Rio Tinto
 2006-2012
 2011
 2012
 100%
 $7 Billion
 20%
 Health and Safety officer
 Project was successfully completed

4. Extensionof phase 2 (Tenke fungurume
mine) Congo DRC
 Construction, civil, pipingand structures. Extending of
phase 2 to ensure more capacity and copper being
produced
 DRC Congo Katanga province

5.  FMI Free port – Mc morran Copper & Gold
inc.
 Reddis, Sarens
 2010- 2012
 2012
 2013
 100%
 $800 Million
 80%
 Senior Health and Safety officer
 Project was successfully completed

6. Nacala corridor rail way project “Malawi”
 Civil, Rail ways. Constructing of a railway track from
Mozambiquethrough Malawiand curved back into
Mozambiquefor completion.
 Malawi“Lilongwe”, “Blantyre” and “Balaka”
 Vale

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

8. Reconstructionand deepening of
Maydon wharf berth 1-4 & 13-14
 Construction, Marine construction, Demolishing. We are
currently breaking down the quay side of Durban
harbourand rebuildingthereof after.
 Durban
 (TCP) Transnet CapitalProjects
 Stefanutti Stocks Marine, Atomic demolishers, Nu quip

9.  2014- 2016
 2016
 Current
 35%
 R800 Million
 95%
 Night shift Health and safety officer
 Project current

10. Success achieved on the Ambatovy project
Madagascar
Annexure A2:
Construction Health and Safety Manager (CHSM)
Report one:
This report should detailthe successes that were achievedon
the project in questionand how these were achieved. The
report should demonstrate your technicalcompetence as
well as your understandingof Construction Health and Safety
Planning,Implementationand Management.The report must
incorporate your understandingof the following nine
knowledge areas.
Our main aim for this specific project was to finish it safely,
with in the correct budget set out as well as in the allowed
amount of time granted to complete this specific project.

11. Our Project was situated in the “Tamatave” area in the
republic of Madagascar, working at extreme heights
sometimes exceeding 60 metres in the air.
Our function on this project was to supply/providesafe
working platforms (Scaffolding) for a certain section of the
projects workers. Our scaffolds consists mainlyof 4 metre
uprights, 1.5metre hand and knee rails, rotating base jacks at
the bottom of scaffold accompaniedby sole platesto rest on
for an even and stable surface. We specialised in buildingall
different types of scaffold and special scaffolds such as,
Towers, Bird cages, hanging scaffolds and 1.5metre cantilever
scaffolds.
So when looking at this project from a broader aspect, we
had very challengingand high risk such as working at
extreme heights and manuallytransporting scaffolding
material from bottom of structure via a human line(Workers
transporting scaffolding upwards with their handsforming a
line of work) upwards towards working areas.
Project wise, we achievedour goals and targets set out in
completing this project on behalf of SGB-Cape scaffolding
with in the correct amount of time given to us and within

12. Budget but most of all we achieved this in a very safe manner
by having no LTI’s on our sites.
1.Procurement Management
Our procurement process was set up from South Africa, head
office, based in Johannesburg. For me to source any local
goods such as PPE, files, printing papers, payment for local
medicalsetc. It was made clearto us by management that in
the beginningof the project if we needed to purchase any
goods to make use of our petty cash system, taking into
considerationthat you had to provide the necessary proof of
payment (Slips) This petty cash system was only
implemented in the beginning and was managed by our HR
manager for time being. As the project went on and more
systems came into place, we would start fillingin a
requisitionform for whatever goods needed to be purchased,
get it approvedby our projects manager and send it off to
our head office for further clearance, we started making use
of bulk orders as the project expandedand we got more
employees on site. We tried our best in getting the best local

13. products availableand up to the required standard, FFP 2
dust masks were made use of and was purchased locally,this
product worked brilliantlyin reducing the amount of dust
related incidents, we found a dealer ship in town who gave
us a very good price on all our dust masks (cause every
project must make a profit), concerning he was the only
person providing localgoods of that source in this area. This
person also made himself availableto us 24/7 if we needed
to purchase for emergencies.
2.Cost Management
Choosing the role as a part of the Health and Safety team, it
has become very clear to me that it was and still is part of my
responsibilitiesto not just safe lives from a day to day basis
but also take part in the complicationsthere is surrounding a
budget. (Projects are cost driven and need to make a profit)
Part of my duties was to ensure that we stay withinthe
allowedbudget, to enable me to achieve such a statement
we had to focus very strongly on our risk assessments and
Hazard identification,by conductingthese exercises
thoroughly we could identify the possible hidden cost factors
that we did not for see or were not so obviousto us but
could be greatly in cost if it had to occur, such as an
employee losing his/her arm because of an injury due to the
fact that he/she got injured but was never thoroughly trained
in assembling of an scaffolding structure. Some of these
findingswere that proper training needed to be conducted

14. on all scaffold activities,Erecting and disassembling of
scaffolds, the right toolsto be used to do this job, when all
relevant information has been gathered and assessed it then
got communicated from labourright upwards towards
management to give everybody a clearexpected view of
what we can and could achieve. Due to the size and nature of
the sites being far apart from each other at times we
allocatedmini budgets to supervisors on sites and they could
use this as long as proof of purchase was provided.
3.Hazardous Identification Management
To compile a method statement is one of your core
procedures of trying to control the workers way of going
about their dailybusiness safely. These type of method
statements helpsyou to not only identifywhich tools to be
used but also the type of material that is needed to complete
the job and fallingin line with the correct sequence of events
to successfully erect and disassemble scaffold structures.
Whiles assisting with the compilationof the method
statements I was also giving advice to Site supervisors
concerning all the relevant legal requirements such as OHS
act, SANS 10085, Client spec, Sop (safe operating procedures)
the main type of MSDS (material safety data sheets) we had

15. was for Diesel and Petrol, we as a scaffolding company did
not make use of other types of chemicals on site.
It is very important to identify your hazards clearly to
empower us to mitigate ways to solve these problems, if this
is not done clearly then the rest of the system will surely fail.
The site hazardousidentificationrisk assessment team was
from the bottom structure to top, as a Health and safety rep,
Foreman, Site Agent, Supervisors, Safety advisers and the
Projects manager. Most of our hazards were (Treated by
means of barricading and signage, since we worked at
heights it was very important to treat these hazards with the
most respect rather than to terminate, tolerate or transfer.
4.Risk Management
Before commencement of any type of project you definitely
want to identify all the different types of risks associated
with the task at hand and try to foresee that any unwanted
incidentscan occur on your site. When conducting a risk
assessment it is very important that they get classified from
hi to low or major to minor with a risk rating example if the
combined rating reaches over a certain amount then it gets
classified accordingly. If it reaches a severely high rating then

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

17. 5.Accident or Incident investigation
Management
Incident investigationis a very critical step in identifyingyour
short comings on all incidentsthat has already occurred on
site, this information can also be used to learn from our
incidents. The main cause of any investigationis all ways to
find out what was the root cause of the incident, when this
informationis gathered and assessed we can now start to
implement corrective measures by ensuring that we revise
our risk assessments, or provide training etc. As we also
made use of the Occupational Health and Safetyact 85 of
1993 and the client specifications(Kentz spec). All incidents
were communicatedto our head office via the use of an
internal SGB-Cape flash report this happenedwithin24 hours
but preferably before end of shift this report also goes to the
client but gets filled in on their specific Flash report
procedure. If a very serious injury occurred like a fatality or
an amputationthen we will notify the department of labour
in writing. These steps get followed by an investigationof the
incidentat large and consisted mainly of the Projects
Manager, Safety advisors, Supervisor, site agent, fore man
and health and safety representative. All findings of

18. Investigationgets completed, finalisedand conveyed to all
parties involvedwithin one week of the incident occurring.
Part of our monthly statistics which was compiledby myself
consisted of LTI (Lost time injury) rates, the weekly and
monthly hours achieved by all staff, the amount of incidents
that occurred, the total number of labourpresenting our
organisationetc.
6.Legislation and Regulations
 SANS 10085 Nationalstandard for erecting and
disassembling of scaffolding structures
 OccupationalHealthand Safety act 85 of 1993 and
regulations
 COID act
 Nationalenvironmentalact
 Constitutionof the republic of South Africa
 Sectorial determination

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

20. strictly confidentialand gets respected a lot. In some cases
where it was obviousthat people were sick due to their
symptoms or they were cooperative from the beginning
about their status being positive. We encouraged them to
follow a healthy life style by eating correct and keeping
fitness levelsup in the gym. Exercise facilities were provided
in the form of a gym and soccer fields as well as very healthy
and imported nutritionalfoods.
8.Communication Management
To be able to communicate properly is a very important tool
and should be utilised in the correct manner. We mainly
made use of emails and cell phone to communicate on a
supervisory level but for the guys that are exposed at ground
on site level we issued each of the necessary foreman with
two way radios for proper communicationwith each other
whiles performing their duties far from each other and
exposed to serious working at heights (Radios had slings
attached to them, to prevent from falling). We also made use
different types of communicationmethods such as a day to
day information session before work gets done, (these
sessions are Toolboxtalksbefore work commence), Health
and Safety committee meetings, safety stand downs, revision
and communicationof al revised method statements and risk
assessments on a 3 monthly basis or after incidentoccurred.

21. Seeing this was an international projectwe had 72 different
cultures present on site. To try and break the language
barriers we had local people on site that could interpret
informationif needed be (Preferred languages English,
French and Portuguese). It took a while for the work force to
buildup a good SHEQ culture, but once it was in place
through means of constant coaching and monitoring and
complying to the my brother’s keeper policy which states
that we look out for each other in the working environment
we achieveda very positive SHEQ culture which was
maintainedthroughoutthe duration of the whole project
9.Emergency preparedness Management
Emergency preparednessmanagement takes on a whole new
role when you enter the world of an expat worker or set foot
on international projects,this current project (Ambatovy
project) based in Madagascarposed its own significant risks
in the sense that the country came out of a very political
unstable back ground with a civil war breaking out in 2009,
with these type of risks at hand we had emergency
procedures in place such as Emergency evacuationairplanes
which could be accessed if needed in case of a serious
accident on site, if someone needed to be flown to the

22. Republicof South Africa to receive the correct treatment or if
politicalreasons such as unrest in the local community which
can cause a pose a threat to our expat workers. This systems
works effectively due to the fact that we did flew out a
worker in an emergency situationwhen he got injured whiles
being off duty. He was flown successfully to the republic of
South Africa where he received the correct treatment. This
emergency procedure was also displayedon our “SMI”
(Safety Management Information) boards and communicated
to all. We did fake drills at relevant intervalsand took notes
as well as the time it took for all to respond, we tried to
improve this every time by getting our times lower
Report two:
This report should detail the challenges / frustrationsor
failures that you experienced on your project and how you
handled these. The report should demonstrate your
technical competence as well as your understandingof
Construction Health and Safety Planning, Implementation
and Management. The report must incorporate your
understandingof the following nine knowledge areas.

23. 1.Procurement Management
As in most cases in the beginning of the project, and
especiallythe nature of this project and the geographical
locationthere off, we definitelyencountered some hick ups
with procurement of articles that we needed on our sites
when the stock that we ordered from the republicof South
Africa ran out or got used up very quicklylike the FFP 2 dust
masks that were issued to the employees on a dailybasis due
to the exposure to dust on all the sites. In order for me to
gain access to the petty cash or make use of the petty cash
system I had to get a hold of the HR Manager who was
situated at the main office block of our company on the
opposite side of our project, the taxi had to take me to the
HR manager and to the town laterto purchase the goods, but
this taxi driver was very unreliablein the sense that he had
bad time management and was never on time or there when
you needed him the most.
At first we also just bought whatever we could get or see that
looked like it could do the job to protect the workers on site,
we made use of this way of doing thingsuntil we met a more
reliableprovider which we used from there on with the
correct standard of PPE we required.

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

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

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

27. had to put in a lot of overtime hours to prepare these
documents, submit them and wait for feedback from the
client, and if they are satisfied we get the go ahead and they
will sometimes do random check-ups to see if we are
complying to what we are stating our revised documentation.
5.Accident or Incident investigation
Management
In order for us as the Management of the project to either
Tolerate, Terminate or Treat an incident, we firstly had to
identify the short comings by conductinga proper Accident
and Incident investigationwhich will give us these
answers. Most of the investigationsthat took place had
local peoplewith little educationalback ground and this
you can imagine was not an easy task to do, they for some
specific reason thought that they were going to lose their
jobs if they took part in these investigationsand played
dumb when it came to theirstatements. Our flash reports
that we conducted on incidentsthat took place on our
sites were sent electronicallyvia E-mail to our head office
in the Republicof South Africa for approvalwithin 24
hours of the incidenttaking place, in order for us to
achieve this we needed a very reliableinternet source.

28. Unfortunately this was not the case and our servers broke
down a lot being of for more than a week at some times,
the IT Manager had to be flown in to fix this problem (we
made use a lot of our smart phones and tablets to convey
our messages at our own expense. We tried to make our
teams proactive and to focus on prevention or
reoccurrence of incidentsby constantly having safety
representatives present at site level to monitorif work
progresses safely and up to the revised risk assessments.
6.Legislation and Regulations
 SANS 10085 Nationalstandard for erecting and
disassembling of scaffolding structures
 OccupationalHealthand Safety act 85 of 1993 and
regulations
 COID act
 Nationalenvironmentalact
 Constitutionof the republic of South Africa
 Sectorial determination

29. By making use of these regulationsand standards we as the
management team had to constantlyprovide legal advice to
each other, our workers, fore man, supervisors and the
client. We had to refer to regulationsand acts in our daily
reports as well as when consulting with the client, this took
time as we had to look up some of the information on our
different standards and regulationsbeing used.
7.Health, Hygiene and Environmental
Management
We had variouschallenges in this section as the Management
of this specific project. Firstly being our hygiene
Management, The local people did not have a very hygienic
life style because of two factors, adequatefacilities for them
to practice their hygiene such as proper showers and toilets
etc. Secondlythere was simply not enough funds/money
availablefor them to spend on under arm roll on or other
materialsto improve their hygiene status. We then provided
them with adequatefacilities to refresh on their respective
sites which they made use of on a daily basisto practice and

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

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

32. we do certain things the way we do them. In order to get the
SHEQ culture right, we had to make the work staff use to the
idea of “My brother’s keeper” we had to coach them to
understand that the guy in the team next to him is a vital link
in the chainto complete this project and they should all look
out for each other’s safety. It took the people a while to get
this SHEQ culture going but once it started we maintainedit
right throughout the project even in the starting time and
close down times.
9.Emergency preparedness Management
The challenges that we faced concerning our Emergency
preparedness was of a very special kind with political
unstable out breaks in the country at that time we had to
have very accurate drillsconducted as well as availabilityof
emergency equipmentsuch as stand by evacuationplanes
readily available.To get these drillsdone in a good time we
need to practice them at regular intervalsand try to improve
on our previousrecordings, if we took longer than the
previousexercise, reasons had to be provided so that we
could learn from them and try to prevent them from
reoccurring in the future. Our SMI boards(Safety
Management Information) displayedall our Emergency

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