4/25/2014

MSc in Civil Engineering | Universities at Medway (DHL)

Student: Birgauan Catalin Alexandru

UNIVERSITY OF GREENWICH

Risk Identification and Register

Coursework Header Sheet

210243-26

Course CIVI1021: Analysis and Man of Risk in CE Course School/Level EN/PGCoursework Assignment 1 Assessment Weight 50.00%Tutor H Chen Submission Deadline 25/04/2014

Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged in accordance with the University's Regulations regarding Cheating and Plagiarism.

000624172 Tutor's comments

Grade Awarded___________ For Office Use Only__________ Final Grade_________Moderation required: yes/no Tutor______________________ Date _______________

ContentsCoursework Header Sheet................................................................................................................1

Aim........................................................................................................................................................3

Introduction...........................................................................................................................................3

Construction risk elements....................................................................................................................4

Types of Risk........................................................................................................................................4

Probability.............................................................................................................................................4

Impact....................................................................................................................................................5

Severity.................................................................................................................................................5

Mitigation..............................................................................................................................................6

Hazard Identification.........................................................................................................................6

RISK REGISTER – Underground work (Tunnel).......................................................................................8

PLANNING..........................................................................................................................................8

SITE INVESTIGATION........................................................................................................................10

DESIGN............................................................................................................................................12

CONSTRUCTION...............................................................................................................................13

OPERATION......................................................................................................................................19

Conclusion...........................................................................................................................................21

Bibliography.........................................................................................................................................22

AimThe aim of this report is to provide an assessment of risk management and related techniques in the context of construction project life cycle. Is not specialized on the mathematics of risk analysis, but it can be used as a reference to tunnel construction of civil engineering projects.

IntroductionThe word ‘risk’ derives from the Latin risicare, ‘to dare’, clearly taking the message that the risk is a choice rather than a fate. Looking back into history, around first millennium and beyond, many believed that the order of things was predestined and nothing anyone did would change what was fated to happen. One of the fundamental concepts of risk management is that individuals and their decisions they take do matter and do make a difference.

Tunnels are dug in types of materials varying from soft clay to hard rock. The method of tunnel construction depends on such factors as the ground conditions, the ground water conditions, the length and diameter of the tunnel drive, the depth of the tunnel, the logistics of supporting the tunnel excavation, the final use and shape of the tunnel and appropriate risk management.

There are three basic types of tunnel construction in common use:

Cut-and-cover tunnels, constructed in a shallow trench and then covered over.

Bored tunnels, constructed in situ, without removing the ground above. They are usually of circular or horseshoe cross-section.

Immersed tube tunnels, sunk into a body of water and sit on, or are buried just under, its bed.

Looking at the many construction types used in tunnel works, a risk identification must be carried out in order to establish the stages of risk management that must be undertaken. The identification list is usually compiled from three main techniques, although other possibilities may exist for the particular projects. Therefore a tunnel boring machines (TBMs) and associated back-up systems are used to highly automate the entire tunnelling process, reducing tunnelling costs and risks. In certain predominantly urban applications, tunnel boring is viewed as quick and cost effective alternative to laying surface rails and roads. Expensive compulsory purchase of buildings and land, with potentially lengthy planning inquiries, is eliminated. Even with this method taken on-board possible sources of risk are inevitable. An example of checklist is given below by (Smith, 2003):

Major categories of sources of risks:

Client/government/ regulatory agencies Construction materialsFunding/ fiscal Construction labour / construction plantDefinition of project LogisticsProject organisation Estimating DataDesign Inflation RatesLocal conditions Exchange RatesPermanent plant supply Force MajeureConstruction contractors

Discrete sources of risk mostly arises during design process;

· Adequacy to meet need 3. To maintainability· Experience/ competence of design organisation 4. To operability· Effectiveness of coordination: · Realism of demands on construction1. Between design offices · Soundness of design data2. Between contractor’s design and client/ consulting design· Realism of design programme:· Degree of novelty 1. In relation to design resources· Appropriateness of design: 2. In relation to construction needs1. To logistics and access 3. In relation to special requirements2. To climate · Likelihood of design change

Construction risk elements Looking above we can see that different construction projects have varying degree of risks. Therefore is the responsibility of the construction project team to identify the risk, to type the risk, identify its occurrence, impact, severity, its frequency, and then to develop a mitigation strategy to minimize the impact of the event. In conclusion, developing a tunnelling construction risk management process must have a logical approach in determining exactly what the risk event is and how it may impact the construction project.

Types of Risk Risk events can be divided into groups as previously demonstrated. Also they can be divided as pure or insurable risk in which only a loss can result, and business risk in which profit or loss can result. During the identification of the risk, the management team must clearly classify the category of the risk event, so proper mitigation strategy is adopted on the project.

Risk ImportanceConsequence Catastrophic Critical Serious Marginal Negligible

Llikelihood Scale 5 4 3 2 1Frequent 5 25 20 15 10 5Probable 4 20 16 12 8 4Occasional 3 15 12 9 6 3Remote 2 10 8 6 4 2Impossible 1 5 4 3 2 1

ProbabilityOnce the risk event has been identified a probability of its occurrence must be established. The probability can be subjective objectively created by the risk evaluators. The probability can be described in several ways. The scale also should be used in determining how probability can, and often does, change as the project moves through its life cycle. Therefore continuous evaluation of probability is required since internal and external factors related to the project will influence the rating.

Typical scale for likelihood/ probabilityLIKELIHOOD/ PROBABILITY

Description Guidance Scale Probability

FrequentLikely to occur frequently, many times during the period concern, e.g.

project duration, life of the building 5 100/TProbable Several times in the period of concern. 4 10/T

Occasional Sometime in the period of concern. 3 1/T

RemoteUnlikely but possible in the period of concern, e.g. once in ten times

the life of the building. 2 1/10T

ImpossibleSo unlikely that it can be assumed that it will not occur or it cannot

occur 1 1/100T

Typical scale for consequenceCONSEQUENCE

Description Guidance Scale ProbabilityCatastrophic Death, system loss, criminal guilt, bankruptcy 5 £100V

CriticalOccupation threatening injury or illness, major damage, substantial

damages, dividend at risk. 4 £10V

SeriousLost time injury or illness damage causing down time of plant,

requires an insurance claim 3 £1V

MarginalInjury or illness requiring first aid at work only, minor damage that

can await routine maintenance, only require an apology letter. 2 £V/10Negligible As minor as to be regarded as without consequence. 1 £V/100

ImpactAfter the event is identified, along with a probability of its occurrence, the impact of the event is then determined. Conceivably there maybe numerous impacts to any one risk event. Each individual impact must be assessed and given a level of impact rating to the project. Project risk impact must thought of in terms of cost impact, schedule impact and quality of work performance.

Risk CostConsequence Catastrophic Critical Serious Marginal Negligible

Llikelihood Cost/Probability £100V £10V £V £V/10 £V/10Frequent 100/T 10000V/T 1000V/T 100V/T 10V/T V/TProbable 10/T 1000V/T 100V/T 10V/T V/T V/10TOccasional 1/T 100V/T 10V/T V/T V/10T V/100TRemote 1/10T 10V/T V/T V/10T V/100T V/1000TImpossible 1/100T V/T V/10T V/100T V/1000T V/10000T

SeverityBased on the identified risk event its occurrence probability, and it’s various possible impacts; a project severity rating is then calculated for each risk event. The overall project severity is then calculated for each risk event. The overall project severity level calculation varies in application however, the most common calculating being a multiplication of the risk element probabilities (probability of the event occurrence multiplied by its impact rating = severity level to the project).

MitigationIn construction industry risk events are identified and their severity ranked from biggest to lowest, so mitigation strategy are then developed. As a common rule, three mitigation strategies are developed for high risk severity risk events, two for medium risk events and at least one for a low-level risk impact to the project.

There a three basic risk mitigation strategies ignoring the case were no consideration is needed.

UnacceptableUndesirableAcceptableNegligible

Mitigation Strategies (Risk Responses) AdvisedIntolerable, must be eliminated or transferredTo be avoided if reasonably practical, detailed investigation needed.Can be accepted provided the risk is managedNo further consideration needed

To accept the risk event and its impact to the project a Risk Inherent Heat Map can be built as follows:

Risk AcceptabilityCatastrophic Critical Serious Marginal Negligible

LlikelihoodFrequent Unacceptable Unacceptable Unacceptable Undesirable UndesirableProbable Unacceptable Unacceptable Undesirable Undesirable AcceptableOccasional Unacceptable Undesirable Undesirable Acceptable AcceptableRemote Undesirable Undesirable Acceptable Acceptable NegligibleImpossible Undesirable Acceptable Acceptable Negligible Negligible

Hazard IdentificationThe management of risk process is initialized by first identifying the possible risks event during construction. The identification process should be performed not only during the conceptual phase, but it is an ongoing analysis though the whole life cycle of the project. It is necessary that all levels of management should have the essential basic concepts of the risk management process and to apply this knowledge during every phase of the construction project. From preliminary design to operational use of the project all levels of management must continually identify possible risk events. The following page will comprise the possible hazards in tunnelling at different phases of the construction.

DesignRisk Ref Short DescriptionD1 Limited shaft lay down areasD2  Adequate number of shafts and locationD3 Adequate space and conditions for launching padD4 Health and safetyD5 Contradictory or unclear specificationsD6 Copy-paste mistakesD7 Inadequate handling of water conditionsD8 Unachievable tolerancesD9 Conservative designD10 Wrong design of soil support systemsD11 Wrong conversion of unitsD12 Wrong technology adoptedD13 Incomplete quantity estimatesD14 Insufficient design analysisD15 Complex hydraulic featuresD16 Surveys incompleteD17 Inaccurate assumptions during the planning phase

OperationRisk Ref Short DescriptionO1 Health and safetyO2 Envirnomental impact from usageO3 Cave-insO4 Gas explosionsO5 Vehicle collisionsO6 Chemical leakageO7 ElectrocutionO8 FiresO9 FloodsO10 Fumes

Site investigationRisk Ref Short DescriptionS1 MethaneS2 Misinterpretation of the geologyS3 Archaeological material foundS4 Bursting groundS5 Health and safetyS6 Open cut stabilityS7 Contaminated groundS8 Contaminated groundwaterS9 Delay in obtaining utility surveyS10 Defining ground conditionsS11 Heavy groundS12 Existing utilitiesS13 Survey errorS14 Hazardous waste

Planning

Risk Ref Short Description

P1 Advance rate not achievedP2 Mobilization time not availableP3 Coal minesP4 Health and safetyP5 ConstructabilityP6 Poor planningP7 Regulations imposing technical modificationsP8 Logistical limitationsP9 Obtaining insuranceP10 Lack of communicationsP11 Unrealistic scheduleP12 Changes during the contract

P13Delays due to traffic management and laneclosures

P14 Project not fully fundedP15 Politically driven accelerated scheduleP16 Permit agency actions cause unexpected delaysP17 Public objectionsP18 Inflation and other market forces

Construction

Risk Ref Short Description

C1 Accident to workersC2 Limited working areas inside tunnelC3 Muck handling and disposal.C4 Health and safety

C5Pollution of groundwater with grouting operation or othermeans

C6 Contractor experience and capabilityC7 Poor quality control QA/QCC8 Delays in material supply and the TBMC9 Problems completing final interior liningC10 Delay in obtain permitsC11 ReworkC12 Roof collapseC13 Difficult ground controlC14 Environmental impact from blasting were necessaryC15 FireC16 Swelling groundC17 free flow of waterC18 TBM assembly problemsC19 TBM bearing failureC20 inability to react to unforeseen ground conditionsC21 Labour disputesC22 Unanticipated obstructionsC23 Water inflowsC24 Larger settlements than expected

KEY: PM=Project Manager, CT=Contractor, Des=Designer, Client, SC - subcontractor

RISK REGISTER – Underground work (Tunnel)Date: 25 April 2014 Revision: First Authorship: Birgauan Catalin Alexandru Approval: Approved

No. Risk Description Risk DetailsAssessment

Mitigation ActionAssessment

Owner Likely Conseq Assess Likely Conseq Assess Financial Risk

1 PLANNING

1.1Tender amount exceeding proposed budget

Tender amount by contractors invited for construction is much higher than proposed budget of the client

Client5

100/TFreq.

4£10V

Critical

20£1000V/TUnaccep.

Allow 10% contingency fee, so that there will be demand in the market at the time of bid. This action should be taken during the procurement process by Client Representative

21/10TRem.

3£1V

Serious

6£V/10T

Accept.

Client

1.2 Lack of adequate bidders

Lack of adequate bidders resulting from improper procurement regulation Client

4100/TFreq

2£10V

Serious

8£1000V/

TUnaccep

Undertake standard procurement process by advertising the project, or have an open bid for parterneships.

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./HSE

1.3 Improper evaluation of risk

An internal (executive) independent technical review was conducted and the risk level was rated high. It will remain at the time of the proposal offering.

Client/Contrc.

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Determine if steps can be taken to reduce the design risks. Develop containment actions and obtain senior management approval. Delay early bid submittal risk factor change.

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./HSE

1.4

Delays in starting project

Delays can arise from labour disputes between administration and actions by civil groups.Some delays can derived from changes in policy of contractors or clients.

PM.4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Remind the project team is not monitoring the schedule and remind the team the significance of this activity. Senior project manager should perform a project update with all contracted parties to determine project status.

21/TOcc

1£1KMarg

2£1K/TAccept

PM

1.5 Client 4 8 2 1 Client

Political issues New laws affecting the development of the project 100/T

Freq

2£10K

Serious£1000k/TUnaccep

Deep investigation of current and future laws by a legal team 1/T

Occ£1KMarg

2£1K/TAccept

1.6

Poor leadership of the project leader

Repeated delays because of decisions not been made on time PM 4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Rigorous selection of the personnel to select a suitable leader for the project.

This decision should be taken during.

21/TOcc

1£1KMarg

2£1K/TAccept

PM

1.7 Scope of work

A statement of work

(SOW) description of services does not exist

PM4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Develop a statement of work with the senior design management and then review this document with the owner to obtain approval. The SOW should be at minimum address time, cost and quality objectives.

21/TOcc

1£1VMarg

2£1V/TAccept

PM

1.8 Communication plan with client

The client has multiple divisions and/ or departments involved in the project, however overall project client ownership is not clear.

PM 4100/TFreq

2£10V

Serious

8£1000V/TUnaccep

Request a meeting with all possible members of the client’s management team and establish client ownership. Ensure the owner’s staff is accountable, has repos ability for decision-making and has ability to act on client’s behalf.

21/TOcc

1£1VMarg

2£1V/TAccept

PM

1.9

Unexpected changes to the project

Project manager not able to understand the requirements of the client PM 4

100/TFreq

2£10V

Serious

8£1000V/TUnaccep

Constant collaborative work between the client and the planning team. 2

1/TOcc

1£1VMarg

2£1V/TAccept

PM

1.10

Risk assessment analysis – also applicable for insurance purposes.

A pre contract proposal risk assurance review was not performed by the project team or approved by senior management and, the project has been accepted.

PM4100/TFreq

2£10V

Serious

8£1000V/TUnaccep

Conduct a proposal risk assurance and documents the results. Conduct a quality assessment review of the project. Do not execute any part of the contract until the risk proposal assurance review has been completed and review by senior design management and insurance company.

21/TOcc

1£1VMarg

2£1V/TAccept

PM

1.11Design Exporting design

requirements are unclear or PM 4

100/T 2£10V

8£1000V/T

Obtain an international expert, or firm, to verify design requirements. Verify

21/T

1£1V

2£1V/T

PM

performance issues have not been reviewed by a professional in international design Freq Serious Unaccep

that any international subcontract to aid the design team has appropriate licence/ permits used in international design.

Occ Marg Accept

2 SITE INVESTIGATION

2.1 Earthquake

1.Damage to tunnel lining2.Collaps of tunnel3.Damage to BE4.Interrupton of work

Client4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

1.Seismic design2.Emergency response plan3.Emergency evacuation drill4.Insurance

21/TOcc

1£1KMarg

2£1K/TAccept

Contr/subcon

2.2Flooding inside tunnelling due to close water table

1.Surface run off2.Dyke level LT design flood WL3.Failure of dyke4.No early warning system5.Insufficient emergency response and rescue

Client3

10/TProb

3£100KCritc

9£1000k/TUnaccep

1.Implement Flood Risk Control Measures2.Check/maintenance of risk control measures3.Awareness4. .Emergency evacuation drills

10.1/TRem

1£1KMarg

1£0.1K/

TAccept

Client/Cont.

2.3 Soil Problems

1.Sand lenses or sandy layers with low or no cohesion at top of tunnel excavation2.Non cohesive loose soil3.Cohesive soil with high swelling index4.Face completely in soft ground5.Mixed face conditions6.Significant strength difference btw materials at excavation face

Client / 310/TProb

41000KCatas

12£10000k

/TUnaccep

1.Avoid semi-open made within non-cohesive soil2.Ground and top treatment3.Measures of settlement reduction4.Realation btw cutter head rotation and velocity of stroke5.Condition of soil within cutter head chamber6.Decrease of face pressure7.Treatment in case of very unfavourable ground conditions8.Controllable over cutter

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./ Client

2.4Local complaining due environmental issues brought by project

Local communities opposition to the construction plans due environmental concerns

Client3

10/T

2

1V

6

10V/T

Extensive surveying of the inhabitants of the communities prior works start.

2

1/T

1

1V/10

2

V/10T

During Site

Investigation

2.5Health problems due harmful contaminants

Unknown polluted air/ water or ground in the construction site

Contr4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Site investigators must approach the site at first time with caution and protective equipment. The right caution methods must be adopted for safe removal and disposal of contaminants.

1

1/10T

1

1V/10

1

V/100T

During Site

Investigation

2.6

Misinterpretation of the geology / wrong geotechnical data

Equipment used not the adequate for the assessment of the land.

Contr4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Use of experienced geotechnical engineers with adequate equipment and training. Use teams that worked before in previous cases. Make sure some feedback is obtain from previous clients.

1

1/10T

1

1V/10

1

V/100T

During Site

Investigation

2.7Archaeological material found

Archeological items located during the excavation process causing the activities to stop

Contr4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

In-deep site investigation if suspicion of nearby historical zones.

1

1/10T

2

1V

2

V/10T

During Site

Investigati

2.8 Buried explosives

Delays due dangerous explosives from past wars on the excavation site. Contr

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Thorough site history review and on site investigation to approve that the site is safe to work on it. Use trained specialists to determine the likelihood of finding explosives on site.

1

1/10T

2

1V

2

V/10T

During Site

Investigation

2.9 Health and safety

Health and safety of surveyors could be at risk when touching contaminated land or water. Hazardous waste could be in the ground which would trigger

Contr4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Site investigators must approach the site at first time with caution and protective equipment. Quantitative samples would be raised from the ground to establish any contamination

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./ Client

diseases. in the ground

3 DESIGN

3.1 Internal experience of design team

The project design lead, which is the person responsible for the day-to-day management of the project , is unassigned at time of award of design team

Client4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Obtain commitment from senior management to assign an experienced project design lead-immediately. Document who will identify resources and when they will be applied to the project.

21/TOcc

1£1KMarg

2£1K/TAccept

Client

3.2

Drawings and specifications development performance

The design being proposed may require major changes after construction installation to match user’s mode of mode of operational use. The design team believes that the owner does not taken steps, or appreciates the existing design.

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Review with the owner their responsibilities in identifying scope of work and the project assumptions and dependencies toward a successful construction project. Conduct an owner readiness assessment. Share the results with the owner and the owner’s end users, and obtain agreement on how to proceed with the design.

21/TOcc

1£1KMarg

2£1K/TAccept

Des

3.3

Project drawings are out of scale because of lack of information sharing between designers and engineers.

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Use of a data common environment by the designers like BIM (building information modelling).

21/TOcc

1£1KMarg

2£1K/TAccept

Des

3.4

Project drawings do not reflect what is on site because designers are not familiar with the real life construction site, redesign likely to occur

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Designers must visit the construction site together with the site investigators before new section is being build.

21/TOcc

1£1KMarg

2£1K/TAccept

Des

3.5

Incompatibility of software used between different departments could make changes in the files formats/ scales with possible data loss causing delays in delivery.

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Empathize the use of the same file formats / software. Enforce a third party to check the quality of drawings before hand over to contractors

21/TOcc

1£1KMarg

2£1K/TAccept

Des

3.6 Documentation control issues Project documentation control

has not been agreed to as to roles and responsibilities

Client4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Establish a clear project control management procedure. Do not execute a contract until terms for collection, revisions and maintenance documentation has been clearly

21/TOcc

1£1KMarg

2£1K/TAccept

C

established. Legally bind for information use and sharing.

3.7

Important data loss due to hardware and software critical errors causing the loss of project information (e.g. drawings, budgets, cost of materials)

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Use of redundant systems and data storage or cloud services.

21/TOcc

1£1KMarg

2£1K/TAccept

Des

3.8

Structural compatibility of design

The elements of temporary works used for bracings made of steel are under designed causing failure of tunnel walls.

Des4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

A second team must be enforced to provide checks and make sure that the designed structural elements will support the bearing capacity as the soil will be removed.

21/TOcc

1£1KMarg

2£1K/TAccept

Des

4 CONSTRUCTION

4.1Underlying workmen health problems

Workmen getting previous injuries aggravated during the construction

CT4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Establish compulsory health check policy

21/TOcc

1£1KMarg

2£1K/TAccept

Prior Constru

ction start

4.2 Strike by workers

Workers demanding better working conditions refusing to work CT 4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Use of transparent and legally binding contracts and good negotiation skills

21/TOcc

1£1KMarg

2£1K/TAccept

Prior Constru

ction

4.3

Light equipment failure

Minor delays due light excavation equipment not working properly causing productivity loss

CT4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Replacement light excavation equipment stored or on stand-by to be used when needed

21/TOcc

1£1KMarg

2£1K/TAccept

During Constru

ction

4.4

Heavy equipment failure

Severe delays due heavy excavation equipment not working properly causing productivity loss

CT4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Replacement heavy excavation equipment stored or on stand-by during important activities

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

During Constru

ction

4.5 Toxic/Explosive Gases or Chemicals 1.Diffusion of gases from

Client/geolog

310/T

3£100K

9£1000k/T

1.Survey for gases2.TBM gas detection system

21/T

1£1K

2£1K/T

geology

ground2.Spreading of gases3.Lack of detection/alarm4.Explosion5.Fire6.Burn

y Prob Critc Unaccep

3.Additional gas detection system4.Alarm levels for critical concentrations5.Sufficient ventilation system6.Special PPE masks7.First aid/oxygen bottle8.Medical care9.Fire fighting10.Evacuation plans

Occ Marg Accept

4.6 Noise

1.Excessive noise at site2.lack of noise control3.working long duration at noise site4.Lose of hear5.Psychological effect

Contr4

100/TFreq

2£10K

Serious

8£1000k/TUnaccep

1. Implement the Plan and Procedure.2. Earplug, Ear muff.3. Avoid noisy work.4. Control noise level.5. Exchange crew.6. Time break to crew.7. Noise doze measurement.8. Testing/maintenance of equipment.10. Awareness.

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./HSE

4.7 Fire

1.Combustibles materials2.Flammables3.Ignition sources4.Low control means5.Loss of time6.Economic loss

Contr/Subcon

310/TProb

2£10K

Serious

6£100K/T

undes

1.Implement Fire Risk Control Management2.High security measures3.Inspection of control means4.Fire tightening equipment5.Firefighting drills6.Emergency evacuation drills

21/TOcc

1£1KMarg

2£1K/TAccept

Cont./Subcont

4.8All Equipment/Tools/Materials

1.Unsuitable equipment/toolsMaterials2.Lack of maintenance and repair3.Incorrect operation4.Inappropriate operation conditions5.Substandard equipment/tools/materials

Contr/Subcon

310/TProb

41000KCatas

12£10000k

/TUnaccep

1.Implement Procurement Procedure2.Compliance with the requirements3.Equipment/product certificates4.Tests/inspection5.Technical Specifications

21/TOcc

1£1KMarg

2£1K/TAccept

Contr/Subcont

4.9 All Operations

1.Lack of operation control2.Lack of process control3.Lack of Task specific HSE plan4.Lack of permit to work

Contr/Subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Implement the operation, HSE process control and permit to work procedure2.Management/supervision/monitoring3.Skill/competency/awareness4.Communication

21/TOcc

1£1KMarg

2£1K/TAccept

Contr/Subcont

4.10 Collapse

1.Lack of skills/competency/Awareness2.Equpment failure3.Uncontrolled vehicle4.Insufficient support for tunnel

Cont./subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Support excavation Operations2.Construction machines equipment and machine guardProcedure3.Test/inspection of equipment4.Certified operator5.Awareness

21/TOcc

1£1KMarg

2£1K/TAccept

Cont.

4.11 Mechanical Works

1.Rupture of pipe/pump/plant2.Failure/movement of parts3.Crached/knocked down4.Lack of skills/competency/awareness

Const3

10/TProb

2£10K

Serious

6£100K/T

undes

1.Implement instruction2.Supervision3.Test/inspection of equipment4.Regular maintenance5.Certified mechanical

21/TOcc

1£1KMarg

2£1K/TAccept

Contr

4.12 Electric Works

1.Electric shock2.Burn by arching3.Live power lines4.Direct contact5.work nearby high voltage

Cont/subcon

310/TProb

41000KCatas

12£10000k

/TUnaccep

1.Electric safety procedure2.Supervision3.Test/inspection of equipment4.Certified electrician5.Awareness

21/TOcc

1£1KMarg

2£1K/TAccept

Const

4.13 Alignment Conflicts

1.Movement of base point2.Mis-survey3.Deviation from alignment4.Corrective work5.Loss of time6.Economic loss

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Protection of base points2.Cross check of survey system3.Periodical calibration of equipment4.High precision survey5.More frequent survey6.Monitoring of tunnel deformation

21/TOcc

1£1KMarg

2£1K/TAccept

Eng

4.14 Changing of CuttingTools

1.Entry into cutting head chamber2.Changing from backside is not possible3.Entry into front space4.Sensitive structures above

Const 310/TProb

2£10K

Serious

6£100K/T

undes

1.Change under less risky soil condition2.Treatment of ground3.Semi-close mode if possible4.PPE for work under pressure5.Gradual pressure change

21/TOcc

1£1KMarg

2£1K/TAccept

Const

tunnel5.high face pressure above tunnel6.Change of cutting tools under pressure7.Sudden decompression

6.Compressed air equipment7.Proper and regular maintenance of cutting tools8.Safe location for stoppage of TBM to be defined in advance

4.15 Tunnel installation

1.Electrical installation2.Lighting system3.Water supply system4.Ventilation system5.Communication system

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Instal suitable system2.Battery Lights in tunnel3.Diesel set in operation4.Water storage tanks5.Air ducts close to face6.Flashing warning lights at dangerous locations7.Emergency light8.periodical check of equibment

21/TOcc

1£1KMarg

2£1K/TAccept

Const

4.16 Hot work

1.Burn2.Breakdown of equipment3.Misus of equipment4.Lack of proper PPE

Client3

10/TProb

2£10K

Serious

6£100K/T

undes

1.Welding Cutting and Grinding Procedure2.PPE procedure3.Test/inspection of Welding4.Certified welder5.Awareness

21/TOcc

1£1KMarg

2£1K/TAccept

Contr/subcon

4.17 Cold Work

.Struck/Crushed2.Breakdown of equipment3.Misus of equipment4.Lack of skill/competency

Const3

10/TProb

2£10K

Serious

6£100K/T

undes

1.Implement Instructions2.Test inspection of equipment3.Skilled workers

21/TOcc

1£1KMarg

2£1K/TAccept

Contr

4.18 Over Cutting

1.Side wall collapse of twinTunnels2.Insufficient side wall between tunnels3.Excessive ground deformations4.Interruption of tunnelling

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Controled cutting2.Adequate cover and overburden3.Backfill grouting parallel to excavation4.Measure for settlement reduction5.Monitorig tunnel deformation6.Application of trigger levels

21/TOcc

1£1KMarg

2£1K/TAccept

Const

4.19 All Employee

1.Mental and physical insufficiency of employee2.Accidents3.Increasing DAFW(day away from work case)4.Decreasing productivity

Contr3

10/TProb

2£10K

Serious

6£100K/T

undes

1. Implement the Plan and Procedure.2. Medical checks at recruitment.3. Periodical medical checks.4. Hygiene inspections.5. Medical application as required.6. Awareness.

10.1/TRem

1£1KMarg

1£0.1k/TAccept

Const/HSE

4.20

Own Employee/ Subcontractors

1.lack of skill and competency2.lack of awareness3.Lack of proper PPE

Subcon

310/TProb

2£10K

Serious

6£100K/T

undes

1. Implement the PPE (personal protective equipment) Procedure.2. Selection of employees/ Subcontractor.3. HSE (health safety and environment) induction to all employees.4. System/technical/emergency training.5. Awareness.6. Communication.

10.1/TRem

1£1KMarg

1£0.1k/TAccept

Contr/Subcont/

HSE

4.21 Area / Shaft Security

1.Lack of security measures2.Security incidents3.Unauthrized entry/trans pass4.Lack of awareness

Contr 310/TProb

3£100KCritc

9£1000k/TUnaccep

1. Implement the Plan and Procedure.2. Additional measures if required.3. Heave duty barrier and guardrail around shaft.4. Inspection.5. Induction to visitors.6. Accompanying visitors.7. Awareness.

21/TOcc

1£1KMarg

2£1K/TAccept

Const/HSE

4.22 Emergency Situations

1.Lack of emergency responsePlan2.Lack of rescue plan3.lack of skill/competency/awareness4.Lacck of liaison with Authorities

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Site specific emergency response plan2.Reviw the plan3.Early warning4.Skill/competency/awareness5.Communication/Liaison withAuthorities

21/TOcc

1£1KMarg

2£1K/TAccept

Const

4.23 Tunnel Transport

1.Crushed/Trapped2.Damaged tracks3.Deformation of rolling stock4.Derailing of rolling stock5.Overspeeding

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Certified operators2.Maintenance/repair tracks3.Speed limit4.Speed alarm

21/TOcc

1£1KMarg

2£1K/TAccept

Const/Subcon

4.24 Working at Height

1.Fall down2.Struck by falling objects3.Struck by other equipment4.Failure of platform5.Unsafe platform

Cont/subcon

310/TProb

3£100KCritc

9£1000k/TUnaccep

1.Implement working at height and scaffolding procedure2.Supervision3.Test/inspection4.Qualified worker5.Awareness

21/TOcc

1£1KMarg

2£1K/TAccept

Const/Subcon

4.25

Stolen materials necessary and acquire on behalf of client

Supplies been sold by the site engineer/ workers to third parties.

Client3

10/TProb

3£100KCritc

9£1000k/TUnaccep

Investigation of the site personnel past jobs and works to assess their character and works ethics.

Independent security firm in charge of the materials safety.

21/TOcc

1£1KMarg

2£1K/TAccept

Client

5 OPERATION

5.1

Traffic and machinery movements

Collision or entrapment

Fire and rescue personnel

Public

Other agencies

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Road closure/fending off procedures

Shut down and isolation of machinery/ automated equipment

Restricted access.

21/TOcc

1£1KMarg

2£1K/TAccept

Prior Constru

ction start

5.2

Electricity Electrocution of the tunnel users.

Fire and rescue personnel

Public

Other agencies

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Isolation, bonding to earth and testing to ensure electrical safety

Advice from internal and/or external

specialists eg tactical advisors and utility company representatives

21/TOcc

1£1KMarg

2£1K/TAccept

Prior Constru

ction

5.3

Light equipment failure

Minor delays due light equipment not working properly causing temporary closure of the tunnel. Client

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Replacement light should be design for easy access. Equipment stored or on stand-by to be used when needed.

Emergency lights should be provided to aid minimum lighting by the time main light will be changed.

21/TOcc

1£1KMarg

2£1K/TAccept

Client

5.4

Water

Floodings

Drowning

Biological agents

Slips and fall Fire and rescue personnel

Public

Other agencies

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Water safety arrangements, including high flow pumps.

Universal hygiene procedures/ biological filters should be provided for pumps

Appropriate personal protective equipment for example dry suits, personal floatation devices.

Emergency evacuation procedure.

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Oper

5.5

Heat, smoke, smoke travel and fire

A fire could start as vehicles collides or inflammable material are set on fire on different tunnel structures

Fire and rescue

personnel

Public

Other agencies

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Scene/site lightingTraining and awarenessFirefighting personal protective equipment enclosed in walls at intervals.Control of ventilation systems and sprinklers if provided by design.Knowledge of prevailing wind conditionsControl of water run-off.

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Oper

5.6

Excessive noise Noise

Fire and rescue

personnel

Public

Other agencies

4100/

TFreq

2£10K

Serious

8£1000k/TUnaccep

Limit exposure

Crew rotation

Provision of hearing protection

Awareness

Health monitoring

Provide noise absorption panels to reduce in tunnel noise produced by echoes and cars.

4100/TFreq

2£10K

Serious

8£1000k/TUnaccep

Oper

Conclusion Risk management is still evolving, yet the demand for complex application continues to grow. The increasing demand for infrastructure projects requires that improvements of communication at all management levels like planning; site investigations, design, construction and operation should occur. This is required because it is only through improved understanding of the projects and the risks that a better project decisions can be made tomorrow. The identification of risk resulting from early stages of project planning it is an essential step which should be clearly established by the owner. A construction risk policy may indicate: the scope; risk objectives and the risk management strategy.An overview of the risk management activities as seen from owners perspective are represented in Fig. 1.

Figure 1 Risk management activity flow for owner and contractor

S. Degn Eskesen et al. / Tunnelling and Underground Space Technology 19 (2004) 217–237

Risk if can’t be damaged, a mitigation option should be putted in place were possible. As a civil engineer graduate, during this project I observed that is very useful to understand the likelihood and consequences brought by risks, so an appropriate response can be taken before more damage is created to the structure or its users. After this behaviour is understood a risk register is created so all important information that are needed are easy to access by all project stakeholders. Looking at today world biggest driver which is the continuous advanced technological changes due to computing power is easy to understand that soon risk management will be developed to those parts involved in project decisions which are working full time, therefore a real-time analysis is computed. The role of specialist analysis is like to dissolve as better decision-making is likely to include optimal use of human experts, consideration of sustainability issues and better understanding of engineering project management.Is quite difficult to think if a perfect risk management system like the risk registers is possible to be improved but for the foreseeable future as a best solution, therefore the main factor to change its specification will be evaluated on how much positive impact could bring to the project, how faster can a project could be finished on time, within the budget. Complex specification like in case of a tunnel will enquire reliance on improving systems of project risk management.

BibliographySmith, N. J., 2003. Appraisal, Risk and Uncertainty. 1st ed. London: Thomas Telford.