ITA/RISK MANAGEMENT | TECHNICAL


The project should also have independent


construction supervision, and resources to ensure design and other risk assumptions are verifiably so, helped by instrumentation and monitoring, during construction. The Code is not intended to address all health and


safety (H&S) risks on a tunnel project and necessary risk assessment is to be to local standards. Where specific standards are lacking, locally, the


insured then tell the insurers what is being used instead for H&S, and design and construction.


Risk, Culture and Competence The guide points out that risks are not generic but assessed, weighed and listed specific to each tunnel project in its unique location and envisaged character, to be developed through design and construction options. Risk are to be identified and mitigated – ideally


eliminated, but otherwise such that failures due to “all reasonably foreseeable causes” are “extremely remote” during both the construction phase and throughout the design life of the tunnel works. ‘Tunnel works’ are defined in the code (Appendix A)


as “tunnels, caverns, shafts and associated underground structures howsoever constructed and including the renovation of existing underground structures.” The code says risk management is a documenting


procedure of the risk assessment process – evaluating consequences versus ‘risk treatment’ (in costs, effort or other disadvantages), noting the ‘residual risk’ level and also addressing its acceptability to those potentially affected should such occur. Then, management of risk uses controls, the


performance monitored and noted at all stages using ‘live’ Risk Registers which provide an audit trail, reviewable through Risk Meetings. Responsibilities for all this is to be set down in contracts. To successfully undertake and deliver such an


approach – consistently – will take committed management, operating in a co-operative culture that “should support and encourage all individuals in learning from incidents, reporting near misses and escalating any areas of concern”. Clearly, communication is vital, in intent and processes. To enable that to be achieved, and to cover all the bases required, there must be sufficient resource among the project parties and competency of experience. Competence, therefore, includes not only assessing recent experience and precedence among the organisations but also availability of key personnel – ongoing. The point on competency, says the Code, extends


to the client – it needs to have sufficient resource and experience in its technical and management teams at all stages of project evolution, and they have to be available – or secure an official ‘Client’s Representative’, though that cannot be a contractor. Crucially, the stand-in has to be just as able, though


no more is said and it can be reflected how outsiders might have sufficient insight and perspective into a


Above: Latest edition of the Code jointly from tunnellers and insurers was published earlier in 2023 September 2023 | 25


client’s own priorities in business and outlook, when developing the asset for their long-term operational business. But the client should, in the first instance, have such inhouse capability and nous ensured for itself. The Code is quite demanding of clients as well as


supply chain parties. It is to provide: design assurance (H&S, third parties, environment, and preparation of Risk Assessments and Risk Registers – and appointing parties/individuals with authorised responsibility); independent construction supervision (quality assurance, contracts and method statements, and compliance monitoring). It is also advised to consider arranging for


independent oversight (eg by setting up a Tunnel Advisory Board); set out the scope and then lead the set up and effective management of the digital model; and, develop and maintain an ‘Overall management Organisation Chart’, adds the Code.


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