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Similar initiatives have been tried before and failed, but in 2014 several international oil companies and the three major shipyards came together and decided to initiate a scaffold standard as a pilot. This pilot would test the water to see if there was any appetite for further standards. It soon became evident that there was very active support for simplifying and standardising safety, and for the benefits that this could bring to the shipyards and clients. A workshop was held in September 2015 attended by the Chief Operating Officers and Yard Managers of each of the three major shipyards, together with senior management from the client companies, and the Korean regulators (See Figure 3). The workshop set out to formally agree on the scaffolding standard as the pilot. The goal was to take the learnings from the development of the pilot standard and apply them to all remaining safety standards. The workshop also collaborated to decide on the priorities for the next set of standards, which would be based on higher risk activities, where most incidents occurred, and where there would be most benefit from standardization.

The next safety priorities, beyond scaffolding were established as follows:

  • Working at height (WAH);
  • Confined space entry (CSE);
  • Permit to work (PTW);
  • Lifting, rigging and hoisting (LRH);
  • General safety management (GSM); and
  • The associated Training for each of the above standards (TRG).

A memorandum of corporative engagement (MOCE) was signed by the fourteen participating companies at the workshop to register their commitment and continued support of the KSSS initiative.

In November 2015 the governance framework (See Figure 6) was agreed which included:

  • A steering team composed of decision makers from higher management from both Shipyards and Clients. Their purpose was to ensure resources and funding, to remove any barriers and provide steer as necessary and to ensure progress remained on schedule.
  • Site leads, which were a subset of the steering team, to act as the focal points at each shipyard, engaging with all clients and yard senior management on a regular basis to maintain momentum on behalf of the steering team.
  • A program management team to promote KSSS and administer and provide coordination of meetings and workshops, and with a responsibility to report status and progress monthly to all participants. This team also actively participated in, and presented the KSSS overview and status to multi-client forums, meetings and industry conferences to promote and communicate the initiative and increase awareness and participation.
  • Workstreams for each of the standards. These were teams formed of subject matter experts for the respective standard and with representation from each shipyard and at least four of the client companies. Once each standard was agreed within the workstream there was a clearly defined review process, requiring at least three reviews by all KSSS participants before the standard was considered finalised.
  • Implementation team to develop plans for implementation of the standards, once these were finalised and sealed.

Each team was made up of voluntary participants from the shipyards and client companies to ensure a balanced representation. Each team was assigned a team leader from a client company. In January 2016, a workshop was held to gather learnings from the scaffold standard, which was already well advanced, and communicate these to the other workstreams just commencing. This was an opportunity for each of the workstreams to introduce their members and establish the scope of work to be included in their respective standard.

In June 2016, the scaffold standard was finalised and handed over to the implementation team. The scaffold standard was implemented on six ongoing offshore projects with agreement between the client and the shipyard. This was regarded as a major milestone and was celebrated at the 1st KSSS Standard Implementation Ceremony event held in Busan on the 28th of June (See Figure 4). The event was attended by 35 professionals from three shipyards, 10 client companies, KOSHIPA and a representative from the Ministry of Employment and Labour (MOEL).

In October 2016, KOSHIPA agreed to accept the role as the custodian and administrator of the KSSS Standards on behalf of the shipyard and client companies. This was regarded as another major milestone and critical for the sustainability of the KSSS initiative.

In October 2016, other than training all KSSS Standards were finalised and a workshop was held in Busan with an agenda to establish:

  • The strategy for implementation of all the KSSS Standards.
  • The scope of work for the custodianship and administration of the KSSS Standards.
  • The focus for 2017 and beyond, with regards to the continued governance framework to ensure sustainability of the KSSS approach.
  • The need for more KSSS Standards for other high risk activities that may benefit from standardization, or the need to enhance any of the existing KSSS Standards where this may be beneficial.

The occasion was also used to mark and celebrate the finalisation of the Phase 1 KSSS Standards (See Figure 5).

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