SafetyNEWS

FEATURED ARTICLES02 Highlights of Annual Safety Award Convention 2011

08 Project Safety Commendation Award Winners 2011

10 Understanding the Dengue Virus Situation in

Singapore

12 Circle Line 4 & 5 Migration Strategy

14 SafeTalk at McConnell Dowell

21st EDITION | ISSN 1793-1665 | NOVEMBER 2011

13th ANNUAL SAFETY AWARDCONVENTION 2011

Highlights of Annual Safety Award Convention 2011 | Safety NEWS

Management at LTA sites’. This is the fi fth in the series of LTA’s Guidebooks for Best Environmental Practices which focus on sustainable solutions for water resource management. It aims to share with contractors and partners on the best water resource management practices.

Figure 2: Official Launch of Environmental Guidebooks

(L-R): Mr Tan Nguan Sen (Director, Catchment and Waterways, PUB); Mr Chew

Hock Yong (Chief Executive, LTA); Mr Michael Lim (Chairman, LTA); Mr Lim

Bok Ngam (Deputy Chief Executive, LTA) and Dr Ho Nyok Yong (President,

The Singapore Contractors Association Ltd)

FINALISTS’ PRESENTATIONSThe presentation format was similar to previous years with each fi nalist given 15 minutes consisting of a presentation and a theme-related skit. At the end of all the fi nalists’ presentations, the audience voted for their preferred presentation through SMS.

Figure 3: Musical and dramatic presentation by Contract 482

The skits were greatly enjoyed by the audience. Contract 482 left a deep impression on the audience with their musical and dramatic presentation as well as their engaging “angel” skit which won over the audiences for the best presentation award.

PANEL OF JUDGES POJ

Figure 4: Panel of Judges (L-R): Mr Ding Hock Hui (BCA), Mr Bernard Soh (SISO), Mr

Winston Yew Eng How (MOM), Mr Khoo Heng Tong (ExxonMobil) and Mr

Wilson Wong (SCAL)

02

HIGHLIGHTS OF ANNUAL SAFETY AWARD CONVENTION 2011

INTRODUCTIONLTA hosted its 13th Annual Safety Award Convention (ASAC) at the HDB Hub Auditorium on 27th July 2011. The Convention, graced by Chairman of LTA, Mr Michael Lim, was attended by a capacity audience of 550 guests comprising LTA staff , contractors and professionals from the local construction industry. This annual convention was fi rst launched in 1999 to give due recognition to deserving contractors for their relentless eff ort in raising the safety and health standards at their worksites. At the same time, it recognises their contribution to protecting the environment and the public.

THEME OF ASAC 2011The theme of this year’s Convention, “Driving Safety Excellence through Behaviour Based Safety” was chosen because investigation revealed that a majority of accidents are caused by unsafe behaviour. By focusing on behaviour modifi cation and motivating individuals to work safely on site, LTA believes that such initiative would help to eliminate accidents at worksites signifi cantly.

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

opening address

At the event, Mr Michael Lim commended LTA and its contractors for their relentless eff orts in continually raising the already high safety and health standards, even as many road and rail projects gain momentum. This has helped LTA in its pursuit of excellence in WSH performance, achieving its lowest Accident Frequency Rate of 0.2 accidents per million manhours worked for the last decade. However, its Severity Rate fell short of our corporate target due to two major accidents last year.

Mr Michael Lim also highlighted that LTA has implemented the Behaviour Based Safety (BBS) pilot programme at two worksites, i.e. Marina Coastal Expressway Contract 486 and Downtown Line 1 Contract 903 last year. The contractors have been encouraged by the increased site safety awareness and safe behaviour of their workforce at both sites, and have hence continued with the BBS programme.

In his concluding remarks, Chairman expressed his sincere appreciations to all contractors and sub-contractors, for their relentless pursuit in safety and environmental excellence. He added that through working together, they have made signifi cant gains in elevating workplace safety, health and environment standards in Singapore.

LTA ENVIRONMENTAL CONTROL GUIDEBOOKOne of the highlights of the Convention was the launch of the environmental guidebook on ‘Water Resource

Safety NEWS | Highlights of Annual Safety Award Convention 2011

03

HIGHLIGHTS OF ANNUAL SAFETY AWARD CONVENTION 2011

The panel of judges comprised senior representatives from the Ministry of Manpower (MOM), Building and Construction Authority (BCA), Singapore Contractors Association Ltd (SCAL), Singapore Institution of Safety Offi cers (SISO) and ExxonMobil Asia Pacifi c Pte Ltd.

The Chairman of the POJ, Mr Winston Yew Eng How from MOM, was impressed with the 3 fi nalists for their exemplary WSH management and site practices.

He cited some notable fi ndings that the POJ had observed:-

(a) Workers’ Safety Awareness & CompetenceThe fi nalists had conducted a spectrum of training, targeting at various trade and levels. Of particular interest was the one for workers with hands-on demonstration and exercises. Such training not only familiarise the workers with the tools and equipment that they will be using but also empower them to practise hazard recognition which is the very fi rst step towards an incident free worksite.

(b) Adequate Supervisory Resource Allocation The fi nalists knew that supervisors played a key role in safety and have deployed suffi cient supervisors at sites to keep a constant look out for any emerging symptom so that any fl aw are addressed in a timely fashion before they become problematic.

(c) Strong Leadership and MentorshipThe fi nalists walked the talk, providing earnest safety leadership and mentorship. It was noted that all 3 fi nalists were bizSAFE Partners. As bizSAFE Partners, they helped their subcontractors and vendors to upgrade their safety and health capabilities. In addition, they had organised numerous promotional activities to give recognition for good safety and health practices implemented on site.

(d) Comprehensive Risk Assessment & Safe Work ProceduresThe fi nalists did not leave safety outcome to chances. They studied into each and every method statement before conducting comprehensive Risk Assessment and coming up with suitable and practical control measures. These include the implementation of Safe Work Procedures (SWP) and providing proper guidance to the operatives in carrying out their task safely.

(e) Harnessing Engineering Creativity and InnovationBuilding a world-class transportation infrastructure in a congested built-up location requires engineering ingenuity. The fi nalists had developed construction plans to deal with challenges such as underground utilities and existing sub-structure, as well as managing heavy traffi c fl ow above ground.

(f ) Community Empathy and OutreachEstablishing rapport with nearby stakeholders achieve greater understanding and cooperation. Some of their concerns include dust & noise pollution as well as road diversion. The fi nalists have demonstrated that they are able to manage them well.

CATEGORIES & AWARDSThe competition was divided into four categories:

Minor Civil contracts with value below $20m

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

Major Civil contracts with value between $20m to $50m

Mega Civil contracts with value above $50m

A total of 30 contractors participated in the competition. The contractors were scored based on their monthly Environmental, Safety and Security (ESS) assessments, safety performance statistics and a round of internal audit conducted by LTA’s project management teams. Three fi nalists were subsequently short-listed from the Mega Category to compete for the Contractors’ Challenge Shield. They were then audited by an independent panel of judges to assess their site conditions, WSH practices and overall WSH management system. They also had to deliver a theme-related presentation at the convention. The scoring criteria were 80% based on the results of the site audit and 20% on the presentation at the convention.

The following awards were presented:• Certifi cate of Excellence to the three fi nalists from Mega

category and one each from Minor and E&M categories for their outstanding WSH performance.

• Certifi cate of Merit to fi ve contractors from the Mega category and one from Major and two from E&M category for consistent good WSH performance over the assessment period.

• Project Safety Commendation Award to three LTA Project Safety Committees with the best eff ort and WSH performance in ensuring and promoting excellent WSH standards at its worksites.

• Certifi cate of Best ASAC Theme Presentation to the fi nalist of the Mega category for delivering the best theme presentation as voted by the audience.

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

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

In addition, two new award categories and two certifi cates of appreciation were presented for the fi rst time at ASAC 2011:• Accident-Free Million Man-hours Recognition Award

to main contractors who have achieved a considerable accident-free man-hour milestone without reportable accidents or major incidents;

• Subcontractors’ Safety Recognition Award gives due recognition to subcontractors who have made a signifi cant contribution to good WSH performance.

• Certifi cate of Appreciation for Behaviour Based Safety pilot implementation program to MCE C486 and DTL1 C903.

Lee Cheng ChuenSenior Executive, Safety & Health

Safety Division

The Winners of ASAC 2011 | Safety NEWS

THE WINNERS OF ASAC 2011

Figure 5: McConnell Dowell South East Asia Pte Ltd, DTL2 Contract 916, proudly receiving the LTA Contractors’ Challenge Shield

Contractors’ Challenge Shield (ASAC Champion)

Figure 11: Mega Category (Finalist) – Ssangyong Engineering & Construction Co Ltd, MCE Contract 482

Figure 6: Mega Category (Finalist) - Ssangyong Engineering & Construction Co. Ltd, MCE Contract 482

Best ASAC Theme Presentation

Figure 12: Minor Category – Hwa Seng Builder Pte Ltd, Contract ER342

Figure 7: Mr Chuah Han Leong, Director (MCE), receiving the Project Safety Commendation Award

LTA Project Safety Commendation Award

Figure 13: E&M Category – Alstom Transport S.A., Alstom Transport (S) Pte Ltd and Singapore Technologies Electronics Ltd Consortium, Contract 830A

Figure 8: Mr Tan Kian Thong, Director (DTL2 CT2), receiving the Project Safety Commendation Award

Figure 14: Mega Category – Samsung C&T Corporation, MCE Contract 483

Certifi cate of Merit

Figure 9: Mr Ong Boon Ann, Director (CDL E&M), receiving the Project Safety Commendation Award

Figure 15: Mega Category – Taisei Corporation, DTL1 Contract 907

Figure 10: Mega Category (Finalist) – Samsung-Soletanche Bachy France JV, DTL1 Contract 908

Certifi cate of Excellence

Figure 16: Mega Category - Gammon Construction Ltd, DTL1 Contract 909

04

Safety NEWS | The Winners of ASAC 2011

THE WINNERS OF ASAC 2011

Figure 17: Mega Category – Ssangyong Engineering & Construction Co Ltd, DTL2 Contract 921

Figure 23: Mega Category – Gammon Construction Ltd, DTL1 Contract 909

Construction Environmental Merit Award

Figure 18: Mega Category – Alpine Bau GMBH, DTL2 Contract 918 Figure 24: Mega Category – Penta-Ocean Construction Co Ltd, MCE Contract 485

Figure 19: Major Category – Samwoh Corporation Pte Ltd, Contract ER233 Figure 25: Mega Category – Samsung-Soletanche Bachy France JV, DTL1 Contract 908

Figure 20: E&M Category – Singapore Technologies Electronics Ltd, Contract 1320 Figure 26: Mega Category – GS Engineering & Construction - TSC JV, DTL2 Contract 913

Figure 21: E&M Category – Guthrie Engineering (S) Pte Ltd, Contract 973A1 Figure 27: Mega Category – Ssangyong Engineering & Construction Co Ltd, DTL2 Contract 921

Figure 22: Mega Category – Shanghai Tunnel Engineering Co, DTL1 Contract 902

Construction Environmental Excellence Award

Figure 28: Major Category – Samwoh Corporation Pte Ltd, Contract ER233

05

The Winners of ASAC 2011 | Safety NEWS

THE WINNERS OF ASAC 2011

06

Sub Contractors’ Award

Figure 29: Ang Tong Seng Brothers Enterprises Pte Ltd Figure 35: Kamigumi Singapore Pte Ltd

Figure 30: Dongah Geological Engineering Co Ltd Figure 36: Kim Hup Chor Construction Pte Ltd

Figure 31: Double Wong Foundation Pte Ltd Figure 37: Peng Chuan Engineering Construction Pte Ltd

Figure 32: Foundation Alliance Pte Ltd Figure 38: Utraco Pte Ltd

Figure 33: Hirose (S) Pte Ltd Figure 39: Sambo E&C Co Ltd

Figure 34: HSL Constructor Pte Ltd Figure 40: Technocrete Pte Ltd

Safety NEWS | The Winners of ASAC 2011

THE WINNERS OF ASAC 2011

07

Figure 41: Yong Nam Engineering & Construction Pte Ltd Figure 47: Category 2 (contracts below $120 million) and achieved above a quarter of 1 million man-hours worked – Or Kim Peow Contractors Pte Ltd, Contract ER288

Accident Free Million Man-hours’ Award

Figure 42: Category 1 (contracts $120 million and above) and achieved above 2 million man-hours worked – Ssangyong Engineering & Construction Co Ltd, MCE Contract 482

Figure 48: Category 2 (contracts below $120 million) and achieved above a quarter of 1 million man-hours worked – Samwoh Corporation Pte Ltd Contract, ER233

Figure 43: Category 1 (contracts $120 million and above) and achieved above 2 million man-hours worked – Samsung C&T Corporation, MCE Contract 483

Figure 49: Category 3 (for E&M Projects) and achieved above a quarter of 1 million man-hours worked – Singapore Technologies Electronic Ltd, Contract 1320

Figure 44: Category 1 (contracts $120 million and above) and achieved above 2 million man-hours worked – Samsung C&T Corporation, MCE Contract 486

Figure 50: Category 3 (for E&M Projects) and achieved above a quarter of 1million man-hours worked – Guthrie Engineering (S) Pte Ltd, Contract 973A1

Figure 45: Category 1 (contracts $120 million and above) and achieved above 2 million man-hours worked – Soletanche Bachy - Koh Brothers JV, DTL1 Contract 903

Figure 51: Category 3 (for E&M Projects) and achieved above a quarter of 1million man-hours worked – Alstom Transport S.A., Alstom Transport (S) Pte Ltd and Singapore Technologies Electronics Ltd Consortium, Contract 830A

Figure 46: Category 1 (contracts $120 million and above) and achieved above 2 million man-hours worked – Ssangyong Engineering & Construction Co Ltd, DTL2 Contract 921

Project Safety Commendation Award Winners 2011 | Safety NEWS08

PROJECT SAFETY COMMENDATION AWARD WINNERS 2011

(CSC) would then review and determine the deserving project(s) to be awarded the Project Safety Commendation Award.

All the 3 winners of the Project Safety Commendation Award demonstrated strong commitment towards safety and environmental excellence on their projects.

BEST PRACTICES AND INNOVATIVE IDEASPerhaps one of the most valuable and interesting areas of the Award would be the various best practices and innovative ideas shared by the contractors of these 3 projects.

(a) Marina Costal ExpresswayIn-house Training ProgrammesIn collaboration with external consultants and suppliers of portable electrical tools, a series of tailored made training programmes for the workers were developed and implemented. In addition, a fully equipped safety training centre was set up to provide relevant and applicable training courses specifi c to the work site.

Behavioural Based Safety (BBS) ProgrammeWith the support of the Project Safety Committee, the contractors actively participated in the inaugural BBS programme which resulted in signifi cant improvement to site safety standards.

One of the contractors went further by introducing the ‘Meet the Safety Manager’ session, as part of the several enhancements to the BBS programme. Workers were able to meet and discuss safety matters in a friendly and conducive environment.

INTRODUCTION

The Project Safety Commendation Award recognises the pro-active eff orts by LTA Project Safety Committee(s) in the promotion and implementation of high workplace safety and health (WSH) standards at LTA worksites. In addition, it encourages LTA project teams to participate with contractors on WSH issues, promote and cultivate a higher standard of safety awareness amongst project sites.

At this year’s Annual Safety Award Convention (ASAC), there were 3 winners of the Project Safety Commendation award:(a) Marina Coastal Expressway(b) Downtown Line Stage 2 (Civil Construction Team 2) (c) Circle & Downtown Lines (E&M)

ASSESSMENT CRITERIAThe assessment criteria cover several key WSH areas, including safety performance, best practices and innovative ideas, as well as environmental compliance.

The performances of the Project Safety Committees are evaluated based on the above key WSH areas and the results collated by Safety Division. The Corporate Safety Committee

Figure 1: Mr Chuah Han Leong, Director (MCE) receiving the award from Mr Chew

Hock Yong (Chief Executive, LTA)

Figure 4: Training in progress on the safe use of portable electrical tools

Figure 5: The contractor’s Safety Manager having a safety review with the worker

Figure 2: Mr Tan Kian Thong, Director (DTL2 CT2) receiving the award from Mr

Chew Hock Yong (Chief Executive, LTA)

Figure 3: Mr Ong Boon Ann, Director (CDL E&M) receiving the award from Mr Chew

Hock Yong (Chief Executive, LTA)

Safety NEWS | Project Safety Commendation Award Winners 2011

09

PROJECT SAFETY COMMENDATION AWARD WINNERS 2011

(b) Downtown Line Stage 2 (Civil Construction Team 2)Rear View Camera For Heavy MachineryRear view cameras were fi tted onto heavy machinery as part of the WSH enhancement. These cameras help the operators of such machinery to have a better view of the blind spots behind them, which are in addition to having the lifting supervisor and banksman keeping the machinery’s moving radius obstruction free.

While this initiative is not meant to replace the lifting supervisor and banksman, it helps the operator to be able to react in time in instances whereby workers may intrude into the blind spot of the moving radius of the heavy machinery and prevent an accident.

Provision of Rubber Padding on Crane LatticeIt was noted that during lifting operations, the wire rope will generate noise as it hits the crane’s lattice when the crane boom moves. This was even more pronounced during night works.

As part of the contractor’s WSH initiatives, they wrapped the crane lattice with rubber padding for cranes deployed during night works. This signifi cantly reduced the noise generated at night.

(c) Circle & Downtown Lines (E&M)Daily Tools and Equipment ChecksDaily tools and equipment inspection as well as testing are carried out before and after installation works. This ensures that the workers use the right tool for the work and faulty items are identifi ed and replaced. Thus eliminating the risk of workers injuring themselves by using unsafe tools and equipment.

Buddy System for Work at HeightTo ensure that work at height is carried out safely, a buddy system was developed and implemented. In this system, a general worker will permanently buddy two skilled technicians. Not only does this ensures that the general worker is being guided by the more experience skilled technicians, the quality of work is also improved.

CONCLUSIONThe Project Safety Commendation award aims to motivate the project teams to work towards safety and environmental excellence and acknowledging their eff orts in achieving this goal. This is the fi rst year that the awards are given to 3 projects. There is no doubt that the current safety and environmental standards have been raised and we can look forward to more projects being recognised in the next ASAC.

Nicholas Neo Say KheanSenior Executive, Safety

Safety Division

Figure 6: Rear view camera mounted in the operator’s cabin

Figure 7: Rubber padding on crane lattice

Figure 8: Workers laid their tools and equipment for inspection and testing their

portable electrical tools

Figure 9: A general worker partners 2 skilled technicians when working at height

Understanding the Dengue Virus Situation in Singapore | Safety NEWS

UNDERSTANDING THE DENGUE VIRUS SITUATION IN SINGAPORE

INTRODUCTIONDengue Fever and Dengue Haemorrhagic Fever are some of the most common mosquito-borne viral diseases in the world. The global incidence of dengue has increased dramatically in recent decades and the World Health Organisation (WHO) estimates that about 2.5 billion people are now at risk from dengue. This is equivalent to two-fi fths of the world’s population. The South East Asia and Western Pacifi c regions alone account for 75% of these cases and WHO estimates that there are about 50 million dengue infections worldwide every year.

The threat of dengue is very real in Singapore. There are thousands of dengue cases reported annually. In year 2005, where Singapore experienced the last dengue epidemic, about 14000 cases were reported and 27 deaths associated with the infection.

DENGUE TRANSMISSION CYCLEFor dengue transmission to take place, three critical elements must be present:• Host (human as the main carrier and multiplier of the

virus)• The Aedes mosquito (the transmitter/ vector)• The dengue virus

Dengue viruses are transmitted to human through the bite of an infected female Aedes mosquito. The infected human then acts as the reservoir of the virus and serves as the source of the virus for uninfected mosquitoes.

Aedes aegypti & Aedes albopictusThere are two species of Aedes mosquito that can transmit the dengue virus:

Aedes aegypti is the most effi cient vector responsible for dengue transmission and outbreaks. The Aedes aegypti is commonly found indoors near to human inhabitants and show a strong preference for breeding in man-made structures such as fl ower pot plates and ornamental vases.

Aedes albopictus shows a preference to breed in natural containers such as holes in trunks of trees or axils of plants.

THE VIRUS SITUATION IN SINGAPOREUnderstanding the dengue serotypesThe dengue fever virus is a RNA virus (virus that has ribonucleic acid as its genetic material) of the family Flaviviridae, genus Flavivirus. There are four strains (serotypes) of dengue viruses and these are often referred to as DENV-1, DENV-2, DENV-3 and DENV-4. Anyone of these serotypes is capable of causing the full spectrum of the dengue illness. An infection by one particular serotype can produce life-long immunity against that particular serotype but no cross immunity against the other serotypes. In fact, some studies have suggested that if an individual who has previously been infected and recovered from a particular serotype is now infected with any of the other three, he may have an increased risk of developing a more severe form of dengue.

The shift in virus serotype is another area of concern as it has been shown to be associated with outbreaks. The virus serotypes circulating in Singapore are constantly being monitored. The above graph shows that DENV-2 has been the pre-dominant serotype in Singapore in years 2009 and 2010 (DENV-2 has in fact been the pre-dominant serotype in Singapore since 2007). This means that the majority of Singaporeans who had been infected with dengue in recent years have been infected with DENV-2 and will have immunity against it.

If the above graph starts to show a reverse in trend (DENV-2 to fall and any of the other three starts to rise), it could indicate that an impending dengue outbreak may soon happen. It also means that the population that was previously infected with dengue will now face renewed health concerns if they are to be infected again by a different serotype.

Genetic Diversity of Dengue Viruses in SingaporeThere is a genetically diverse pool of dengue viruses in Singapore which results in “fi tter” viruses that have increased potential for causing outbreaks. There are three main reasons contributing to the emergence of fi tter viruses:

• High global transmission results in a high rate of mutation among viruses. This inevitably produces a virus that will have the capability of triggering off an epidemic.

• Singapore as a global city in a highly endemic region is well connected to the rest of the world. Every year millions of visitors pass through Singapore which results in multiple importations of viruses.

• The stringent vector control measures implemented in Singapore over the years have resulted in a low mosquito population. However, the low immunity among residents enables the virus to continue circulating and evolve in Singapore. This provides opportunities for selection and adaptation of fi t viruses.

Month 2010

120.0

100.0

80.0

60.0

40.0

20.0

0.0

pe

rce

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Oct-09

77.8

Nov-09

65.5

81.0

68.271.0

63.869.2

54.3

74.765.3

62.9

96.3

33.9

Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10

D1 D2 D3 D4

1.90.0

Figure 1: Dengue Serotype for 2009/2010

10

Safety NEWS | Understanding the Dengue Virus Situation in Singapore

As shown in Figure 2, it takes approximately 10 days for Clade I virus to achieve an infective level of 90% in the salivary gland. This leaves the mosquito with only four remaining days to carry out a transmission. On the other hand, the “fi tter” Clade II virus is able to achieve a full infective level of 100% by the seventh day, leaving the mosquito with another seven days of eff ective transmission.

At the same time, a fi tter virus with a higher level of viral loading can increase the chances of an individual being infected with lesser bites. As shown in Figure 3, Clade II virus is able to achieve a higher level of viral load in the mosquito’s saliva when compared to the Clade I virus on a day to day basis.

CONCLUSIONThe virus analysis reveals that the dengue challenge will remain. There is currently no specifi c treatment available for dengue fever, however a dengue vaccine is currently being test-bedded and the results have been promising. If all goes well, it is expected to be commercially available within the next fi ve years.

It should be noted that even with the dengue vaccine being available in future, Aedes mosquitoes are still capable of transmitting the chikungunya2 virus. There are no specifi c treatments and vaccines for chikungunya currently. Hence, Singapore shall continue to adopt an integrated approach towards vector management.

Leveraging on the strength of our staff and contractors, LTA can contribute towards the national eff orts by generating greater awareness through families and friends and by removing stagnant water at our homes and workplaces.

(Special thanks to the National Environment Agency (NEA) and the Environmental Health Institute (EHI) for the information and visuals used in this article)

Mataias Chew Boon Bwan Environmental Manager

Safety Division

Year DENV-2clade

Aedes Premise Index

Number of cases

2002 I 2.2% 2600 cases

2003 I 1.7% 8000 cases

2004 I 2.0% 2300 cases

2007 II 0.7% 7900 cases

2008 II 0.38% 4600 cases

2009 II 0.35% 2500 cases

2010 II, III, IV 0.35% 4000 cases

2011 III, IV2700 cases

(to date)

UNDERSTANDING THE DENGUE VIRUS SITUATION IN SINGAPORE

An evolved virus can be identifi ed by comparing and grouping them into clades1. Each clade can be diff erentiated from its ancestor that has diff erent genetic fi ngerprint. The above table shows that in year 2002, the DENV-2 Clade I virus resulted in 2600 dengue cases with a relatively higher mosquito population (Aedes Premise Index of 2.2%) yet with the mosquito population being drastically reduced ( to 0.7%) in year 2007, the evolved virus (DENV-2 Clade II) managed to trigger off 7900 dengue cases. This suggests that the DENV-2 Clade I virus had evolved into a much fi tter DENV-2 Clade II virus with a higher potential to trigger off an epidemic.

“Fitter” Virus ExplainedA “fi tter” virus can be broadly defi ned as one that multiplies more quickly in a mosquito and thus can reach a higher infective level within a shorter time frame and has a higher level of potency.

An average Aedes mosquito can live for about 14 days in the natural environment. When the mosquito fi rst acquires the dengue virus, the virus will have to travel from the gut where it fi rst resides, to the salivary gland before it can be transmitted to the victim when the mosquito feeds. The shorter the time taken for the virus to travel from the gut to the salivary gland, the more time the mosquito has to transmit the virus.

Table 1: Evolution of Virus Vs Dengue Cases

Figure 2: Clade II Virus: More Aedes mosquito reaches infective level earlier

Figure 3: Clade II Virus: Higher viral load in saliva of mosquitoes

Days post-infection

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0

20

10

40

30

50

60

90

80

70

100

4 5 6 7 1410

Clade I, prior to 2007

Clade II, 2007-2010

Days post-infection3

0

1

2

3

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Clade II, 2007-2010

Clade I, prior to 2007

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2 Chikungunya is a mosquito-borne viral disease caused by an alphavirus of the family

Togaviridae. Both Aedes aegypti and Aedes albopictus are vectors found to transmit this

disease.

1 Clade is defi ned as a group of organisms whose members share homologous features

derived from a common ancestor.

11

Circle Line 4 & 5 Migration Strategy | Safety NEWS

CIRCLE LINE 4 & 5 MIGRATION STRATEGY

BACKGROUNDThe Circle Line (CCL) is a fully underground orbital line, linking all Mass Rapid Transit (MRT) lines leading to the city. 33.3 kilometres long with 28 underground stations, the CCL runs through some of the busiest corridors in the city, starting from Dhoby Ghaut (DBG) station and ending at HarbourFront (HBF) station. Five stations from Marymount (MRM) to Bartley (BLY) (CCL 3) were opened to the public on 28 May 2009 and 11 stations from DBG to BLY (CCL 1 & 2) were opened on 17 April 2010. With the opening of the fi nal stretch of 12 stations from Caldecott (CDT) to HBF (CCL 4 & 5) on 8 October this year, the CCL was fi nally completed.

INTRODUCTIONCCL 4 & 5 phase of the CCL Rail Transit System (RTS) comprises many systems which were tested and integrated together to ensure a safe and reliable rail operation. Many of the systems in CCL 4 & 5 were able to be tested concurrently with CCL 1 to 3 in revenue service. However, to achieve a fully automated driverless train running for the whole of CCL 1 to 5 operation, a rigorous test regime was planned for the migration works. This involves the main core systems to be executed successfully without impact to the existing revenue service operation. The following are the main core systems:(a) Integrated Supervisory and Control System (ISCS)(b) Automatic Train Supervision (ATS) System(c) Signalling System(d) Communications (COMS) Systems(e) Traction Power Supply System

Each of the systems for CCL 4 & 5 RTS was put through rigorous testing to ensure compliance with the design, safety, performance, reliability, availability and maintainability requirements. Integrated tests were then carried out to verify overall system compatibility and to ensure interface requirements between various systems were met. System acceptance test for the overall CCL 4 & 5 RTS was then conducted before integrating it with the CCL 1, 2 & 3 operations.

INTEGRATION WITH CCL 1, 2 & 3 SYSTEM As CCL 1, 2 & 3 were in revenue operation, it was critical that a strategy was planned to integrate CCL 4 & 5 into the existing live operation system in CCL 1, 2 & 3. This will ensure that CCL 1 to 5 will operate as a whole railway line. The overall integration process requires that the hardware and software of the diff erent systems be migrated, i.e. upgraded and expanded at each of the stations and also at the Operational Control Centre (OCC) at Kim Chuan Depot. This integration and testing works have to be carried out without service disruption and impact to the safety integrity of the existing systems. The overall planning and execution of the migration strategy is lead by a team called the Testing & Commissioning Board (TCB) headed by DD(System) with representatives from LTA CCL Project Team, Operator and the Contractor.

USE OF TEST OCC SYSTEMAs the Live OCC is being used for CCL 1, 2 & 3 revenue operation, it cannot be used for testing. It can only be upgraded during the fi nal phase of migration to achieve integration with CCL 4 & 5 systems. To mitigate any risk during testing, a separate set of equipment for Test OCC system was setup. This allows CCL 4 & 5 Systems integration

and acceptance testing to be carried out independently and without interfering with the existing CCL 1 to 3 operations as shown in Figure 1.

The Test OCC is connected to a Network Switch so that the CCL 4 & 5 systems can be linked to the Live OCC for integration testing and also facilitate a fast and easy way of reverting back to the CCL 1 to 3 operations without impact to revenue service.

CCL 4 & 5 MIGRATION STRATEGYAll the migration works for the main core systems were conducted during non-revenue hours, i.e. from 1:00 to 4:30 a.m. The TCB established a sound and proven migration process and adopted appropriate risk management measures.

Migration ProcessThe following steps in the migration process were implemented in CCL 4 & 5:• Step 1: Strategy Planning• Step 2: Migrate• Step 3: Validation Test• Step 4: Implementation

By implementing this migration process for each system, the whole CCL 4 & 5 RTS was eventually integrated with CCL 1, 2 & 3. Before on-site migration, a review was conducted to identify the risks associated with technical and safety impact and to determine the necessary mitigation measures. The process also requires that concise and clear written method statements for each system to be migrated are documented and accepted by TCB. The degree of safety criticality and contingency plan was clearly stated in the method statements.

Migration Planning and Management The main core systems were planned to migrate systematically in three diff erent phases illustrated in Figure 2. It mitigates any risk of impact to service, i.e. in case of any problem encountered at each phase of migration, the system can be recovered in a timely manner. The phases of migration were sequenced in such a way that systems with less safety impact were migrated fi rst followed by safety critical system to be migrated in the last phase.

Phase-1

Migration

Phase-2

Migration

Phase-3

Migration

Handover

to

SMRT

Validation:

Live OCCCarousel

Test CCL3-5

Validation:

NonRegressionTest CCL1-3

TestOCC

NetworkSwitch

CCL 4&5Test Running

From CDT to HBF

LiveOCC

CCL 1, 2 & 3Revenue Service

From DBG to MRM

Figure 1: Concurrent Activities for Live OCC and Test OCC before migration

Figure 2: CCL 4 & 5 Migration Management

12

Safety NEWS | Circle Line 4 & 5 Migration Strategy

CIRCLE LINE 4 & 5 MIGRATION STRATEGY

ISCS and COMS, being the less safety critical, were migrated in Phase-1. This ensures that the performance of real time remote monitoring and control is stable and working as expected, before proceeding to the next phase of migration.

Before a full migration of ATS in Phase-2 was implemented, non-regression testing was carried out by partially migrating one of two ATS servers loaded with CCL 1-5 confi guration. This verifi es that no abnormal behaviors were introduced into the system before the full ATS migration was carried out.

After ISCS, COMS and ATS systems were successfully migrated, the fi nal phase of migration (Phase-3) comprises the Signalling System and the Traction Power Supply System. Signalling System migration could not be done earlier than the other systems as there was a remote risk of a train to trespass from CCL 1, 2 & 3 into CCL 4 & 5 and vice versa in the course of various systems migration. Traction Power Supply system was migrated last as any tripping of CCL 4 & 5 traction power would directly aff ect CCL 1-3 revenue service. All migrated systems were carefully validated and verifi ed to confi rm its correctness, performance and integration to existing operation line through a series of non-regression tests and trains carousel run carried out in a comprehensive manner as shown in Figure 2.

Risk ManagementTo ensure no service disruption and safety impact to the existing system during the migration process, the following measures were put in place throughout the course of migration:

(a) Progressive migrationFor good traceability and troubleshooting, the core and critical systems such as ISCS, ATS and Signalling were carefully planned and migrated in diff erent phases.

To minimise risk associated with major software releases and software compatibility issues, the following approaches were implemented:• All migration activities were carried out during non-

revenue hours• Proper Software Release Notes & Method Statements • Non-regression tests on CCL1, 2 & 3 during engineering

hours• Phase-by-phase confi guration checks

(b) Contingency planFor every migration, there was a risk of undesired behaviors and unforeseen outcome, especially during non-regression testing. Contingency plan was put in place to ensure that the system can be reverted to the original operational line confi guration timely.

For CCL 4 & 5 migration, proper procedures were established to ensure that reverting back to the original operational line version would be fast and accurate. For ISCS, a Network Control Switch (see Figure 3) was used and for ATS, a separate set of hard disks were confi gured for CCL 1-5 and for CCL 1-3 (see Figure 4).

(c) Prevention of ‘trespassing’ train To prevent the revenue service train from accidentally ‘trespassing’ into CCL 4 while migration is in progress, Computer Based Interlock (CBI) control keyswitch was

installed in the Signalling equipment room at Bishan Station (see Figure 5). To prevent unauthorised switching, a lock key is provided.

When the CBI control keyswitch is at N-S position, as in Figure 5a, the train will not be able to travel from MRM to CDT. When the keyswitch is locked at E-W position, only then will the train be allowed to travel from MRM to CDT as depicted in Figure 5b.

CONCLUSIONWith thorough, stringent planning, systematic approach and proper execution of the whole process, the full migration of CCL 4 & 5 was successfully completed with no service disruption and no safety impact to the existing line operation.

Yee Boon Cheow, 2DDLow Siew Eng, SPE

Kang Meng Liat, SPMCDL E&M

Test OCC(Network Switch at position ‘A’)

Live OCC(Network Switch at position ‘B’)

Revert to Test OCC

Figure 3: ISCS Network Control Switch

Figure 4: ATS Contingency plan: Sequences of reverting back the HDs with CCL 1-3

Configuration

CCL 1-3 HDs

being

inserted

Change to

CCL1-3

configuration

completed

ATS HDs with CCL 1-3configuration

After CCL 1-5

configuration

validation

CCL 1-5 HDs

being

removed

ATS HDs with CCL 1-5configuration

Figure 5: CBI Control Keyswitch

Before Migration After Migration

5a: Keyswitch slotlocked at North-South position

5b: Keyswitch slotlocked at East-Westposition

13

SafeTalk at McConnell Dowell | Safety NEWS

SAFETALK AT McCONNELL DOWELL

Once trained, management and project staff put their skills into practice. They regularly spend time in the workplace to coach and give feedback to the staff as well as listening and learning to fi nd better and safer ways to work.

McConnell Dowell have operations in many countries with diff erent cultures. As a result, SafeTalk is sometimes challenging because of diff erences in language, expectations and past experiences. However, leadership recognises that this is an even stronger reason to connect with the workforce and demonstrate value for safety.

It may take more eff ort and a bit of creativity to communicate, but it is worth the eff ort. By doing so, managers can set clear expectations so that everyone can work together eff ectively.

TIPS FOR A POSITIVE SAFETY INTERACTION

♦ Do not just look at the obvious things like PPE and housekeeping. Focus on the big risks and things that could result in serious injuries.

♦ If you see something positive, recognise and encourage these behaviours. This helps make safety a positive experience.

♦ Ask questions to understand if people know the risks and how they are controlled.

♦ Do not just tell people what they should be doing. Build ownership by working together to solve problems and reduce risk-taking.

THE IMPACTSSince using SafeTalk to focus on people and behaviours, McConnell Dowell has taken the next step in its improvement journey. Systems are now used more eff ectively because people better understand the hazards in their workplace and what they need to do to control the risks.

Processes such as Job Safety & Environmental Analysis (JSEAs) and pre-starts are more than just a paperwork exercise. They are an opportunity to step back, reassess and plan the work.

In the past, discussions about safety mostly focused on what people were doing wrong. Now in DTL2 Contract 916, employees, contractors, managers, LTA and QP(S) personnel work together to resolve safety issues and fi nd better ways to work.

Safety is becoming a core value for McConnell Dowell and the company is moving closer to ensuring that everyone goes home without harm, everyday.

Ivan D’SouzaSafety Manager

McConnell DowellDTL2-C916

INTRODUCTIONFor many organisations, safety is not a core value. Its importance is recognised, but it is seen as a compliance requirement and an unavoidable cost of doing business.

Yet, safety can be used in a very diff erent way – to drive business success at a strategic level by adopting safety as a core value. Organisations that do so understand that their success depends on the competence, courage and commitment of the workforce.

Through a behaviour approach to safety, these organisations care for workers, understand issues in the workplace and deal with them proactively. They are rewarded with initiative, cooperation and loyalty from their people, resulting in a combination of savings and effi ciency, eff ective employee relations and a highly motivated workforce.

McCONNELL DOWELL’S APPROACHMcConnell Dowell is committed to its safety vision that everyone goes home without harm daily. In 2006, McConnell Dowell’s leadership recognised that the company has to build on its systems and processes for the company to create a great safety culture and raise its safety performance to new heights.

McConnell Dowell worked with the LJM Group, a safety culture and leadership consultant, to design and adopt an interaction process called SafeTalk. The objective was to encourage visible, active safety leadership and engagement between management and the workforce.

SafeTalk is similar to ‘behavioural based safety’ processes. It addresses people’s actions in the workplace, aiming to increase safe behaviours and reduce unsafe acts. SafeTalk goes about achieving these by building people’s knowledge, risk perceptions and commitment. It not only helps projects to create a stronger safety culture, but also helps people at all levels to work safely and manage risks more eff ectively.

SAFETALK TRAININGAt each project, McConnell Dowell’s managers, supervisors, engineers and safety professionals are trained in SafeTalk. This training includes eff ective observation and coaching skills. It focuses on understanding the fundamentals of safety culture and how to improve performance through people.

SafeTalk involves these steps: ♦ Planning a visit to the workplace. Gathering information on the type of on-going work at site, the key risks and recent incidents.

♦ Briefl y observing work. Focusing on observing workers’ behaviours at site, the observer can better understand the critical risks resulting from unsafe behaviours that could cause a serious incident. Part of the observation process is to also ensure that staff is leading by example such as donning the appropriate Personal Protective Equipment (PPE).

♦ Asking people to stop their work and have a discussion about safety. SafeTalks are a coaching conversation – asking questions, talking about the risks and fi nding ways to improve.

♦ Debriefi ng on any outcomes. This includes both positive and negative observations. Agreements to change behaviours or conditions are also discussed.

♦ Recording the key points of the interaction on a simple form that captures safe and at risk behaviours and the agreed follow up actions.

Figure 1: SafeTalk being practiced at site

14

15

2011 Accident Statistics*

* Based on Singapore Workplace Safety and Health Act Requirements

SAFETY PERFORMANCE STATISTICS

CUMULATIVE ACCIDENT FREQUENCY RATE (AFR)

0.30.2 0.2

0.3 0.3 0.3 0.3 0.3 0.3 0.30.0

0.5

1.0

1.5

2.0

2.5

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT

AFR

LTA Actual LTA TARGET (1.2) 2010 INDUSTRY FIGURE (2.2)

CUMULATIVE FREQUENCY - SEVERITY INDEX (FSI)

0.340.370.34

0.36

0.430.46

0.39

0.250.32

0.34

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT

FSI

LTA ACTUAL LTA TARGET (0.18) 2010 INDUSTRY FIGURE (0.7)

CUMULATIVE SEVERITY RATE (SR)

410

557

302

587

731

587

489422 515

457

0

100

200

300

400

500

600

700

800

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT

SR

LTA ACTUAL LTA TARGET (28) 2010 INDUSTRY FIGURE (223)

EDITORIAL PAGE

LTA Wins International Award for the Brown-to-Clear (B2C) System

The Land Transport Authority (LTA) was awarded the International Convention on Quality Control Circles (ICQCC) 2011’s Excellent (Gold) Award in Yokohama, Japan in September this year for its innovative recyclable bio-ball filtration system. It is commonly known as the B2C (Brown to Clear) system. Our team competed with as many as 177 international QCC teams.

The B2C system was developed to better manage silty water at LTA sites by redesigning the existing silt trap into one with a better functional capability while at the same time making it easier to maintain.

B2C uses bio-balls for filtration instead of the conventional gravels or stone aggregates to filter silty water at LTA’s construction sites. The bio-balls have a better filtering efficiency which reduces the amount of sediments channelled to the treatment system. This reduces the quantity of chemicals required and hence lessening treatment cost. This makes B2C a more cost-effective choice. Bio-balls are also lighter than stone aggregates which make maintenance easier and faster. This encourages a higher frequency of maintenance.

B2C is now actively used in LTA’s major construction sites and has helped contractors achieve significant amount of cost savings and enhance productivity.

Editorial Committee Contributions or feedback to:

Land Transport Authority

Safety Division

251 North Bridge Road, Singapore 179102

Tel: (65) 6332 6154 Fax: (65) 6332 6129

Email address: saw_seng_chua@lta.gov.sg

Safety News is also available online at http://internet-stg.

lta.gov.sg/projects/index_proj_safety.htm

Writers

Lee Cheng Chuen

Nicholas Neo Say Khean

Mataias Chew Boon Bwan

Yee Boon Cheow

Low Siew Eng

Kang Meng Liat

Ivan D’Souza

Advisor

Corporate Safety Committee

Editor

Chua Saw Seng

Circulation Offi cer Zhuo Shumei

Gazette of WSH Subsidiary Legislations

The following subsidiary legislations made under the WSH Act were gazetted on 9 September 2011.

(a) WSH (First Aid) (Amendment) Regulations 2011(b) WSH (General Provisions) (Amendment) Regulations 2011(c) WSH (Medical Examinations) Regulations 2011(d) WSH (Operation of Cranes) Regulations 2011(e) WSH (Scaff old) Regulations 2011

The above Regulations previously only cover a limited class of workplaces. In line with the extension of the WSH Act to cover all workplaces on 1 September 2011, they were reviewed for updates and alignment to the new regime.

For more information on your roles and responsibilities, please visit www.wshc.sg

Use of the B2C system in LTA construction sitesHard Hats team (Low Shu Qing & Lock Yan Ni) with the judges