University of Mauritius

Faculty of Engineering

Department of Mechanical and Production Engineering

Assignment
Engineering Management Skills at Omnicane- La Baraque

Students Details:

 Program: BEng (Hons) Mechanical Engineering

 Module: Mech4016Y

Group No

Names ID

CHUMMUN PRAVESH 1311300

Ghoolet Shravankumar 1314683

Lochun Aatish 1314117

Toofany Muhammad Ziyaad 1317181

Date: 18/01/17
 Acknowledgement
We wish to express our deepest appreciation to our lecturer, Mr B. Toolsy, who introduced to us
the skills of engineering management and giving us guideline for the assignment throughout
numerous consultation.

In addition, we would also thank Mr Yash Jahajeeah for his support and guidance at Omnicane
Ltd.

We would also like to thank the employees at Omnicane who provided us with facilities being
required and conductive conditions for our assignment.

We would also thank our classmates who made valuable comment suggestion which give us
inspiration to improve our assignment.

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 Abstract
The purpose of this assignment is to understand how a company uses their management with
appropriate tools to cope with the legal requirements enforce in the country regarding the permit
of operation and the welfare of their workers and environment.

Several interviews were held at La baraque with its QSE manager to have enough information so
that different management tools such as force field analysis, hotspot analysis can be used to assess
the impact of a project on the environment and current workers.

The main issue of the project being the environmental pollution has been currently tackled using
both internal (by the company) and external (by the government) law.

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 Table of Contents
Overview .......................................................................................................................................... 1

Organization Structure: ................................................................................................................ 2

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

Literature Review ............................................................................................................................. 4

Hotspot analysis ........................................................................................................................... 4

Force field analysis ....................................................................................................................... 6

Cost Benefit analysis .................................................................................................................... 8

Description of the context ........................................................................................................ 8

Definition of objectives ............................................................................................................ 9

Identification of the project ...................................................................................................... 9

Technical feasibility & Environmental sustainability ............................................................. 9

Financial analysis ................................................................................................................... 10

Economic analysis .................................................................................................................. 10

Force field analysis carried out for Energy Plant ...................................................................... 11

Finding and solution ............................................................................................................... 12

Hotspot analysis carried out for Energy Plant ........................................................................... 13

Cost Benefit Analysis of the Energy Plant Project .................................................................... 15

Personnel Management .................................................................................................................. 17

Working conditions at Omnicane .................................................................................................. 18

Sources of Noise......................................................................................................................... 18

Nature and intensity of Impact ............................................................................................... 18

Mitigation measures ............................................................................................................... 19

Sources of dust ........................................................................................................................... 19

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 Nature and intensity of impact ............................................................................................... 19

Mitigation Measures............................................................................................................... 19

Sources of solid waste and excavated spoils.............................................................................. 19

Nature and intensity of impacts ............................................................................................. 20

Mitigation Measures............................................................................................................... 20

Sources of fugitive dust emissions ............................................................................................. 20

Nature and Intensity of Impact............................................................................................... 20

Mitigation Measures............................................................................................................... 20

Compliance with OSHAS 18001 – Occupational Health and Safety Management System ......... 21

Hazards Identification: ............................................................................................................... 23

Risk Assessment:........................................................................................................................ 23

Management Programs ............................................................................................................... 25

Competence, Training and Awareness....................................................................................... 27

Compliance with Environment Protection Act .............................................................................. 28

Part VI – National Environmental Standards............................................................................. 28

Part VI – National Environmental Standards............................................................................. 29

Compliance with OSHA 2005 ....................................................................................................... 31

Duties and Responsibilities ............................................................................................................ 31

Health and welfare (General Provisions) ....................................................................................... 34

Safety (machinery) ......................................................................................................................... 37

Safety (General Provisions) ........................................................................................................... 38

Safety and Health (special provisions)........................................................................................... 41

Registration of factory .................................................................................................................... 42

Compliance with EMPLOYMENT RIGHTS ACT ....................................................................... 43

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Compliance with Factory Employees (Remuneration Order) Regulations 2001 .......................... 53

Normal Working hours............................................................................................................... 54

Extra work .................................................................................................................................. 54

Extra remuneration for public holidays ..................................................................................... 55

Attendance Bonus ...................................................................................................................... 56

Annual leave ............................................................................................................................... 56

Sick leave.................................................................................................................................... 56

Maternity leave and benefits ...................................................................................................... 57

Overseas Leave........................................................................................................................... 57

Meal Allowance ......................................................................................................................... 57

Transport benefits and facilities ................................................................................................. 58

Protective equipment .................................................................................................................. 58

Gratuity on retirement ................................................................................................................ 59

Conclusion .................................................................................................................................. 60

References ...................................................................................................................................... 61

Appendix A .................................................................................................................................... 62

Appendix B..................................................................................................................................... 63

Appendix C..................................................................................................................................... 64

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 List of tables
Table 1-Force Field Table .............................................................................................................. 11

Table 2-Rating for score ................................................................................................................. 11

Table 3: Safety Register ................................................................................................................. 32

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 List of Figures
Figure 1-Hotspots scenario analysis method (Rylie E.O. Pelton, 2014) ......................................... 5

Figure 2-Force field analysis (Iowa, 2017) ...................................................................................... 6

Figure 3-Brainstorming Session..................................................................................................... 13

Figure 4-Location of La Baraque ................................................................................................... 16

Figure 5-Identification of Potential Emergency Situations ........................................................... 22

Figure 6-Protective Uniform .......................................................................................................... 24

Figure 7-Additional Protective Outfit ............................................................................................ 24

Figure 8-Clear Warning to Hazardous Situations .......................................................................... 25

Figure 9-Danger Notices ................................................................................................................ 26

Figure 10: Sign board ..................................................................................................................... 32

Figure 11: Use of protective equipment ......................................................................................... 34

Figure 12: Building structure ......................................................................................................... 35

Figure 13: Building structure ......................................................................................................... 35

Figure 14: Fog light ........................................................................................................................ 36

Figure 15: Drinking water facilities. .............................................................................................. 36

Figure 16: Clothes accommodation and first-aid ........................................................................... 37

Figure 17: Fencing of machinery ................................................................................................... 38

Figure 18 : Handrails ...................................................................................................................... 39

Figure 19: Walkaway passage ........................................................................................................ 39

Figure 20: Crossing and Parking .................................................................................................... 40

Figure 21: Fire extinguisher ........................................................................................................... 40

Figure 22: Fire certificate ............................................................................................................... 41

Figure 23: Image showing an example of the monthly wages of certain employees .................... 53

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Figure 24: Image showing the PPE sign boards ............................................................................ 58

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Overview
Omnicane was launched in July 2009 through a strategic rebranding of Mon Trésor & Mon Désert
Limited (MTMD), a long-established sugarcane group in Mauritius whose origins can be traced
back to the 1850s. MTMD was owned by various companies in time including Lonrho, Illovo
Sugar Limited and the holding BBHM up until 2009. Omnicane Limited was among the first
companies to be listed on the Stock Exchange of Mauritius.

The main power plant at La Baraque is one of the largest bagasse- and coal-fired cogeneration
plants in the world. It uses bagasse during the sugarcane crop period, and coal outside of the crop
period to generate steam and electricity for the cluster and electricity for the national grid. Of the
same type as the first but smaller, our second power plant at La Baraque uses woodchips and coal
and caters mainly for the distillery’s requirements in both steam and electricity.

The electricity exported yearly by our power plants to the national grid of Mauritius represents just
fewer than 30% of the annual electricity generated in the country. Furthermore, Omnicane
produces 40% of the country’s renewable bagasse-based energy.

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Organization Structure:

The day to day operation of the thermal power plant of Omnicane.

Board of Directors

CHIEF OPERATION ACCOUNTS PLANT PROJECT MAINTENANCE

OFFICERS MANAGER MANAGER MANAGER DEVELOPMENT MANAGER
MANAGER

Assisstant Production Mechanical & Chemical Electrical Mechanical

Storekeeper
Manager Engineers Department Department

2
Introduction
The report is based on the new power plant which has recently been implemented at Omnicane
and uses woodchip for energy production. This new power plant was set up in 2015 and produces
1MW electricity adding a sustainable supply to our energy grid.

A study was performed along with the help of the Health and safety officer on site namely Mr
Yash Jahajeeah to assess all the Management, Environmental and Ethical aspect of this new
project.

In accordance to the OSHA act, Employment Rights Act, Employment Relation Act, Environment
Protection act and OSHAS 18001 a study is performed on how the project was set up in compliance
to these acts. In various companies there are employees getting injured, being handicapped due to
the non-compliance of these acts, life of workers is constantly in danger everyday if failed to
observe the rules of these acts.

In addition, in terms of Human resource management there have been many cases in Mauritius
where employees go on strikes due non monthly salary payment, people working more than the
normal working hours without being correctly paid and rewarded and much more being dismissed.

Henceforth the management policies of this new project was compared to the existing regulation
to determined how much this Woodchip project was compliant to all these acts stated above.

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 Literature Review
Hotspot analysis
Hotspot analysis is defined (Mark Barthel, 2015) as a methodological framework that allows for
the rapid assimilation and analysis of a range of information sources, including life cycle based
studies, market, and scientific research, expert opinion and stakeholder concerns.

In simple terms hotspot analysis is a method use to filter and distil often large volumes of
information to identify and prioritise hotspots for further investigation or action by industry,
governments and other stake holders.

The result from the hotspot analysis therefore allow prioritisation of resources and actions in the
above mentioned sectors.

Below are the following steps (UNEP/SETAC, 2014) used to perform a hotspot analysis

I. Goal and scope definition

 The people that would be involved in the study should be clearly defined
 Stakeholders mapping and engagement
 Perform a mind mapping for the study in order to agree on the boundaries and to
the selection of appropriate issues, impact categories and metrics to focus on.
 Identification and compiling of suitable data sources including any assumptions
II. Data gathering, expert insight and analysis
 Knowledge building and data mining and analysis, including interviews with
audience involved
 Drawing together different evidence threads from available data
 Data validation and processing
III. Hotspots identification and validation
 To determine hotspots based on significance thresholds
 Identification, analysis, ranking, characterization and stakeholder validation of
hotspots, including the development and agreement of the criteria to be used in the
ranking process
 Identification and prioritization of impact reduction opportunities and of any
existing initiatives that are already addressing part or all of an identified hotspot
 Review of initial findings by experts and key stakeholders

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  Presentation and validation of the findings
 Identification of any implementation gaps and recommendation how to mitigate
them
IV. Prioritising action
 Action planning, development of industry guidance and standards and evidence
based government policy
 Working with relevant stakeholders to disseminate and mainstream proven or
effective solutions based on feedback
The hotspot analysis scenario analysis method (Rylie E.O. Pelton, 2014) involved in the study can
be summarised as shown below:

Figure 1-Hotspots scenario analysis method (Rylie E.O. Pelton,

2014)

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Force field analysis
Force Field Analysis is a method (Iowa, 2017) for listing, discussing, and evaluating the various
forces for and against a proposed change. It helps decision makers to look at the big picture by
analysing all of the forces impacting the change and weighing the pros and cons. When the pros
and cons are identified, strategies can be developed to reduce the impact of the opposing forces
and strengthen the supporting forces.

The above can be summarised (Anon., 2016) below:

Figure 2-Force field analysis (Iowa, 2017)

The steps to perform a force field analysis are as follows:

 Define the change

Write down the goal or vision of a future desired state
 Brainstorm or Mind Map the Driving Forces
Write the factors that is favourable for the change on the left side as in Figure 2
 Brainstorm or Mind Map the Restraining Forces
Write the factors that are unfavourable to, or oppose change on the left side as in Figure 2
 Evaluate the Driving and Restraining forces.
Rate each force from 1 (weak) to 5 (strong), and total each side.

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 Review the forces.
Decide which of the forces have some flexibility for change or which can be influenced.
 Strategize
Create a strategy to strengthen the driving forces or weaken the restraining forces, or both.
 Prioritize action steps.
Identify the resources that will be needed and decide how to implement the action steps.

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Cost Benefit analysis
Cost-Benefit Analysis (CBA) is an analytical tool for judging (European Union, 2014) the
economic advantages or disadvantages of an investment decision by assessing its costs and benefits
in order to assess the welfare change attributable to it.

The steps (European Union, 2014) to perform a CBA on a particular project is done using the
following steps:

1. Description of the context

2. Definition of objectives
3. Identification of the project
4. Technical feasibility & Environmental sustainability
5. Financial analysis
6. Economic analysis
7. Risk assessment

Description of the context

The first step (European Union, 2014) of the project appraisal aims to describe the social,
economic, political and institutional context in which the project will be implemented. The key
features to be described relate to:

 the socio-economic conditions of the region that are relevant for the project,
 the policy and institutional aspects, including existing economic policies and development
plans, organisation and management of services to be provided/developed by the project,
 the current infrastructure endowment and service provision, including indicators/data on
coverage and quality of services provided, current operating costs and tariffs/fees/charges
paid by users, if any17;
 other information and statistics that are relevant to better qualify the context, for instance,
existence of environmental issues, environmental authorities likely to be involved, etc.;
 the perception and expectations of the population with relation to the service to be
provided, including, when relevant, the positions adopted by civil society organisations.

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Definition of objectives

A clear definition of the project objectives (European Union, 2014) is necessary to:

 Identify the effects of the project to be further evaluated in the CBA.

The identification of effects should be linked to the project’s objectives in order to measure
the impact on welfare.
 Verify the project’s relevance.
Evidence should be provided that the project’s rationale responds to a priority for the
territory.

Identification of the project

In particular, a project is clearly identified when:

 The physical elements and the activities that will be implemented to provide a given good
or service, and to achieve a well-defined set of objectives, consist of a self-sufficient unit
of analysis;
 The body responsible for implementation (often referred to as ‘project promoter’ or
‘beneficiary’) is identified and its technical, financial and institutional capacities analysed;
and
 The impact area, the final beneficiaries and all relevant stakeholders are duly identified
(‘who has standing?’).

Technical feasibility & Environmental sustainability

Technical feasibility and environmental sustainability are among the elements of information to
be provided in the funding request for major projects. Although both analyses are not formally part
of the CBA, their results must be concisely reported and used as a main data source within the
CBA (see box). Detailed information should be provided on:

 Demand analysis (to identify the need for an investment);

 Options analysis (to establish a list of alternatives);
 Environment and climate change considerations;
 Technical design, cost estimates and implementation schedule.

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Financial analysis

Financial analysis is carried out in order to:

 Assess the consolidated project profitability;

 Assess the project profitability for the project owner and some key stakeholders;
 Verify the project financial sustainability,
 Outline the cash flows which support the calculation of the socio-economic costs and
benefits

Economic analysis

The key concept is the use of shadow prices to reflect the social opportunity cost of goods and
services, instead of prices observed in the market, which may be distorted. The causes of these
distortion may be because of:

 Non-efficient markets where the public sector and/or operators exercise their power (e.g.
subsidies for energy generation from renewable sources, prices including a mark-up over
the marginal cost in the case of monopoly, etc.);
 Administered tariffs for utilities may fail to reflect the opportunity cost of inputs due to
affordability and equity reasons;
 Some prices include fiscal requirements (e.g. duties on import, excises, VAT and other
indirect taxes, income taxation on wages, etc.);
 For some effects no market (and prices) are available (e.g. reduction of air pollution, time
savings).

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Force field analysis carried out for Energy Plant
In order to determine the opposing forces for the proposed change that is the implementation of
the energy plant a force field analysis is carried out. The resource person involved in the
brainstorming session was the quality, safety and environment manager.

Forces for change Score Change Forces against Change Score

proposal

New Technology 8 Training of personnel 4

Recruitment of personnel 9 Increase in Maintenance 6

cost

Increase in production 8 Increase in operation cost 6

Pioneers- First to implement No competent staff 8

Implement
Energy Plant
Sustainable-Use of wood 10 Environmental impact 10
chips through air pollution

Alleviate load on thermal 10 Increased health and 10

power station safety hazard

Increase bureaucracy 5

Increase workload 6

Table 1-Force Field Table

Weak 1-3
Average 4-6
Strong 7-10
Table 2-Rating for score

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Finding and solution

1. One of the biggest potential problems with employee training is the cost of the process. It
costs money because you have to pay one of your employees for training instead of doing
productive work. Another one, it is time requirement also. Therefore, proper planning and
scheduling should be done by the Human resource to train people at the right time (e.g. Out
of productive work time).
2. Increase of maintenance cost means more time for maintenance work which implies loss
of productivity. Therefore, one solution is to have proper planning and scheduling of
maintenance work. For e.g. Preventive and conditional base monitoring can be done for
not interrupting productivity.
3. New technologies result in increase of operation cost; therefore, this cost can be minimized
by optimizing productivity.
4. Incompetent staff often bring poor performance for the company. This are due to improper
training or lack of competition within the employee. Therefore, competent employee can
be hired and existing stall can be allocated with another work that seem to be appropriate.
5. Increase of environmental issues, health and safety hazard may cause problems to the plant
personnel itself. Therefore, proper monitoring control of air pollution can be done and
revise of new safety measures for hazard can be assess.
6. Increase of workloads can negatively affect the psychological well-being of employees,
hence resulting to accident. Therefore, this problem can solve by recruiting more people or
by working on appropriate shift.

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Hotspot analysis carried out for Energy Plant
One of the main issue with the implementation of the energy plant is the air pollution caused by
burning of wood chips along with coal. This study is therefore performed to mitigate the impact
of several issues that the project would cause.

1. Goal and scope definition

 Since only one people from the company was available (QSE manager), the study was
conducted with him and the remaining member of the groups. The goal and scope of this
study was to reduce the environmental impact of the project.
 A brainstorming session was carried out and the result is as follows:

Figure 3-Brainstorming Session

 Out of the above the transport of wood chips and carbon energy was eliminated by the
audience.
 Data parameters to measure the noise pollution and air emission was determined. In order
to measure the noise level, the noise exposure level (dBA) and level of gas pollutants were
used. The threshold used was according to OSHA 2005.
2. Data gathering, expert insights and analysis
 Gaseous Pollutant emission includes Nitrogen oxides, sulphur oxides, carbon
monoxide, carbon dioxide, particulate matter and persistent organic pollutants which
as attributed by the burning of coal and wood chips
 These emissions were measured in the vicinity of La Baraque and the results can be
found in Appendix A and according to the EIA report the ambient air quality around
the vicinity is within the prescribed ambient standards for the various parameters.
However, the level of carbon monoxide close to the power station was found to be
high. The level of particulate matter is also found to be high within the factory zones.

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  A Noise survey was carried out at various location around the factory and the result
is found in appendix B. The result of the noise survey concluded that the power plant
alone does not constitute an environmental noise nuisance to the residents within the
sugar estate residential zone at Lescalier villages both during day and night. The
frequency analysis revealed that noise at station ST1(175 m from the site) originates
mainly for the thermal plant whilst the measurement at ST6(735 m from the site)
confirmed that the thermal plant was not the major noise contributor at that location.
3. Hotspot identification and validation
 Since the level of carbon monoxide and particulate matter is found to be high close to
the power station, the impact of these pollutants can be considered a hotspot.
 Another hotspot identified is the noise exposure level to the workers on site, these can
further be increased if construction works is involved.
 Hence according to the impact of each hotspot carbon monoxide level and particulate
matter is considered to of high priority compared to noise exposure level.
4. Prioritising action
 In order to mitigate the problem of pollutant emission the following would be done:
 Use of bag type dust filters at the storage silos for the untreated and treated fly
ash

Note: All stacks will be designed as per statutory norms required to be followed
in Mauritius.

 Noise generation during construction works due to movement of heavy vehicles and
operating equipment will be limited on a duration of 6 months. Hence it is recommended
that such works should be carried out during daytime so as to minimise disturbance to the
nearby residents. For site workers, those that work close to the equipment would be
equipped with ear muffles.

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Cost Benefit Analysis of the Energy Plant Project
The proposed project that is the Energy Plant which consist of using wood chips and coal as fuel
to a produce power is assessed using cost benefit analysis.

The first step in this CBA is to describe the context that is the social, economic, political and
institutional context in which the project will be implemented. The socio-economic conditions for
the project is the increase in demand of electricity as well as being more sustainable by using the
wood chips instead of dumping them away which may lead to the destruction of the natural habitat.
The major stakeholders involved are the Ministry of environment, agriculture, housing, and labour.

The main objective of the project is to alleviate the load on the thermal power station as well to be
more sustainable in terms of the use of waste as a fuel.

The present method of disposal of wood chips in Mauritius is usually in dump yards. The
installation of an Energy plant at La Baraque to convert wood chips into fly ash in order to produce
electricity is an option to reuse the waste generated by the carpenters, that is people involved in
the manufacture of furniture. The promoters for the Energy Plant project is OMNICANE Thermal
Energy Operations Ltd. The company was registered and transcribed at Mauritius on 18th Febuary
2005. The objects for which the company has been established are inter alia to produce and sell
thermal power. The shareholding for OTEOLB are as follows: Omnicane Ltd, Sugar Investment
Trust and Sechilienne-Sidec.

The fourth step of this analysis is to have information of the demand analysis, according to CEB
(CEB, 2016) there will be an increase in demand in electricity in the future years. In order to meet
these objectives there could be another alternative such as using oil and coal but due to the rising
awareness of increase in their cost these options cannot be used. The project is located within the
sugar cluster at La Baraque. Below shows the location of the project in Lescalier.

15
 Figure 4-Location of La Baraque

The fifth steps include a financial analysis in order to compute the project’s financial performance
indicators. However, data for this part were not available and this step cannot be completed.

The economic analysis includes the evaluation of the Greenhouse gases emission only as no data
is available for the financial part. As conducted in the hotspots analysis, the Carbon Monoxide and
Particulate matter was found to be high within the vicinity of La Baraque. However necessary
control was proposed thus allowing the above emissions to be controlled.

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Personnel Management
With the introduction of the project, there is a need for the Human Resource Department to supply
personnel in order to operate and manage the plant. However due to the introduction of this new
system, there is a fear that some employees who may not cope with the change. However, the
policy of the company does not allow such termination of employment based on such issue as they
have been recruited previously based on certain job description and specification.

Hence in order to cope with the implementation of the project, there is a need to hire more workers,
that is people for the maintenance and operation department.

The source of new employees could be by:

 Promotion
 Internal Transfer
 By employing former employees who had a good service records when they left.
 Through press and advertisement
 From government employment exchanges
 Labour contractors

Therefore, the first step in the development of the personnel activity is to employ the right type of
person to operate the plant.

According to the management of Omnicane, in order to successfully operate the Energy plant,
there is a need to re deploy the current workers who are experienced enough along with some new
recruits.

Since the operation of the maintenance department caters for the maintenance of the whole plant
there is a need to recruit more electric and mechanical technicians. Hence the HR department needs
to undergo a recruitment process.

The selection process of these workers would therefore require a Job description and Job
specification provided by each department in order to recruit the right people.

The recruitment policy of La baraque usually employs people living in the vicinity of L’escalier,
but in case there is no potential workers are available, the HRM would be flexible on such policy
thus recruiting people outside the define area.

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Note: The job description and specification is available in appendix C

Once the recruited, the workers would be trained for a period of 6 months, then allowed to work
independently without any supervision

Working conditions at Omnicane

During the implementation/operation of the project, the workers on site are exposed to the
following:

 Noise generation at the construction stage

 Raw Materials spills
 Solid waste
 Gaseous pollutant emissions (Already discuss in hotspot analysis)
 Fugitive dust emission

Hence in order to solve the above issues, there is a need for an Environmental Management Plan
to eliminate the above negative impact on the workers.

In order to eliminate the above mention impact, it is important in the Environmental management
plan to identify the sources of these impact.

Sources of Noise

The sources of noise will be due construction works which include:

 Excavation of top soil and back filling

 Construction of concrete platforms for various section
 The erection of metallic structures
 New foundation to support metallic structures
 Construction of a metiallic clad building
 Rood and she cladding
 Construction of Ash silos

Nature and intensity of Impact

Increased of noise level due to construction equipment and vehicular traffic will be intermittent
and occurring mostly during daytime. This impact will affect both workers and nearby residents.

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Mitigation measures

Noise generation during construction works due to movement of heavy vehicles and operating
equipment will be limited in duration (6 months). Nevertheless, it is recommended that such works
be carried out during daytime so as to minimise disturbances to the nearby residents.

For site workers, those that work close to the equipment should be equipped with ear muffles.

Sources of dust
During the site preparation for the construction of the energy plant, the land will be excavated and
backfilled with sound material. Moreover, some site levelling would be required, hence the use of
heavy equipment would generate dust. Furthermore, stockpiling of building materials such as rock
sand, cement would generate dust plumes.

Nature and intensity of impact

Dust emission during the site preparation and constructional phases would occur in the event of
dry climatic conditions and the site workers will be affected as well as people living in the vicinity.

Mitigation Measures

Dust emissions can be minimised by the control of vehicular speed and good management of
material stockpiles. The latter should be shielded from the wind. In order to ensure the risk of the
dust nuisance is minimised further, the following site management practices should be adopted:

 Heavy vehicles carrying loose materials will be covered with a tarpaulin

 Use of water sprays during hot dry periods to dampen down working areas and road ways
 Frequent washing of road and surfaces
 Wheel washing of vehicles leaving the sites as this would lead to airborne dust it not done.

Sources of solid waste and excavated spoils

During the construction phase, solid waste includes:

 Concrete spills, wood and plastic

 Construction wastes such as rubbles from site clearing and construction
 Packaging materials from a new equipment
 Normal Daily refuse from the construction workers

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Nature and intensity of impacts

The solid waste generated during construction of the building can be considered to non-hazardous
waste and as such does not require specific conditions for storage.

Mitigation Measures

Green and organics debris should be carted away from site to the Mare Chicose landfill. During
construction, other rubbles as well as packaging materials should be sent directly to Mare Chicose
Land fill sit by authorised waste lorries. Control of littering should be rigorously enforced by the
contractors and sub-contractors and monitored by the site engineer.

Sources of fugitive dust emissions

In the energy plant, the dust emission would be likely caused by the transportation of fly ash or in
case of leakage from the stock of fly ash.

Nature and Intensity of Impact

The dust emission will be fugitive in nature and maximum when the wind velocities are likely to
be high. The dust emissions are likely to be confined to the place of generation only. The
quantification of these fugitive emission from the area sources is difficult as it depends on a lot of
factors such as dust particle size, specific gravity of dust particles, wind velocities, moisture
content of the material and ambient temperatures

Mitigation Measures

The following mitigation measures should form part of the design of the energy plant:

 Transport of wood chips and coal to the Energy plant using lorries fitted with pneumatic
system for unloading and loading of products
 Pneumatic conveyor system to transport the wood chips, coal and fly ash
 Fugitive Emission Control Bag filters

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Compliance with OSHAS 18001 – Occupational Health and Safety
Management System
BS OHSAS 18001 is a specification giving requirements for an Occupational Health and Safety
OH&S Management System, to enable an organization to control its OH&S risks and improve its
performance. It does not lay down specific performance criteria or give detailed specifications for
the actual structure or form of the management system. It is applicable to any organization that
wishes to:

 Establish an OH&S Management System to eliminate or minimize risk to employees and

other interested parties who may be exposed to OH&S risks associated with its activities
 Implement, maintain and continually improve an OH&S Management System
 Assure itself of its conformance with its stated OH&S policy
 Demonstrate such conformance to others
 Seek certification/ registration of its OH&S Management System by an external
organization
 Make a self-determination and declaration of conformance with this OHSAS specification.

21
As per the OSHAS 8001 ACT the first process is identifying the potential hazards which is
performed by the safety officer and processed as follows:

Figure 5-Identification of Potential Emergency Situations

22
The figure above is a flowchart provided to us by the safety officer regarding the identification of
potential emergency situations, however as we’ve been informed they work on the same basis for
identifying potential hazards.

Hazards Identification:

 The first step for the health and safety officer is to identify potential risk of hazard while
working in collaboration with the employees. As said by the officer constant
communication is the key to understand difficulties employees face on the site of work.
 All the potential hazards are then recorded formally by the officer in charge and is given
to the employee working in these sections.
 Inspection is performed daily by the safety officer in the Omnicane plant but then comes
on a weekly basis on the wood chip power plant and if ever there are new hazards, the
official recorded form is updated.
 In addition, all new recruits are never allowed to work alone and is given weekly training
by the Health and safety officer

Risk Assessment:
A risk assessment is a thorough examination of what could cause harm to people so that we could
take more precautions and prevent harm. The objective is than no one get hurts or even fall sick
due to some hazardous components.

Thus the health and safety officer after identifying the risks analyses who’s the people who might
get hurt. An evaluation is performed concerning whether the existing precautions is enough or
there should be more and all these findings are recorded formally.

As shown below all employees working on the woodchip power station must wear their protective
uniform, protective cask and shoes.

23
 Figure 6-Protective Uniform

Figure 7-Additional Protective Outfit

24
In addition, the Company provide additional protective uniforms to those workers who forgot their
outfits at home and put their health into risk while working.

 In terms of documentation all pass incidents were recorded, even near misses in work
site are recorded.

Management Programs

In terms of management approach at Omnicane :

 Assessing all legal laws and requirements and being upto date to the latest Government
Gazette.
 Recording all past hazards and help in case of insurance policy if ever one gets injured.
 In constant communication with the employee on site to review and improve working
conditions. And invest in new latest equipment to ensure a better safety of the employee.
 The latest investment by the management section is the purchase of a lifting winch which
helps to evacuate personals working in confined spaces.

Figure 8-Clear Warning to Hazardous Situations

25
 Figure 9-Danger Notices

As shown from figures above the management section of Omnicane Industry inserts notices for
employee awareness.

26
Competence, Training and Awareness
The working roles are divided in the Omnicane workforce from top level management to simple
employee. Each worker knows their roles and responsibilities.

There is an Employee performance appraisal for each new recruits which conducted by the
supervisor in charge of him.

Training programs are performed by the Health and safety officer for employees working on the
wood chip power plant and as it is a new project constant training as believed by the Health and
safety officer is important to minimize chances of injuries.

27
Compliance with Environment Protection Act
Part VI – National Environmental Standards
As from Omnicane Group Environment Policy, Omnicane strives to profoundly research, promote
and operate to meet the needs of today without compromising those of the future. They develop
collective eco-consciousness by promoting cleaner production.

They are motivated to implement a ‘zero waste’ concept by embracing design for environment
strategies, pollution prevention and resource recovery.

Hence their aim:

 Strive to comply with all environmental legislations, regulations and other requirements
relevant to our activities, products and services
 Be committed to continual improvement for the reduction and prevention of pollution from
our activities
 Develop and uphold the culture of Reduce, Reuse and Recycle within all our operations
 Promote environmental awareness amongst our employees through continuous education
and training
 Communicate this policy to all our employees and ensure that it is made available to our
stakeholders as and when required.

Henceforth we’re worked according to the Environment Protection Act 2002 to see if they are
compliant to the rules and regulations.

28
Part VI – National Environmental Standards
As per Part VI section 37 EPA, the Minister may issue guidelines in the Gazette on

1. Water
2. Effluent limitations
3. Air
4. Noise
5. Waste
6. Pesticide Residues
7. Odour

Which the however is the case in Mauritius.

 As per section 38, any water discharge or water usage should be checked to protect the
public health, welfare and environment which is performed monthly as specified to us by
the health and safety officer. They should ensure water quality for domestic supply, wildlife
and recreational purpose.
 Concerning the standards of air (section 40), Omnicane must operate as per Minister
standards to promote public health and welfare, animal and plant life.

Thus omnicane operates firstly to record all environment impacts in regards to this newly build
woodchip power plant. The document consists of all possible hazards and discharge that can affect
air standards. Base on this the air quality is checked to as to be compliant to the minimum air
quality stated by the government which is checked monthly depending on operations performed.

The controlled of concentration of substance in air and atmospheric pollution is also performed
and in parallel to the OSHA act 2005, a yearly lung test is performed to the employees to check if
there is any anomalies concerning dust amount stacked inside but till now no case was registered.

 As per the Section 41 the noise emission should be able to maintain and preserve public
health, public comfort and environment.

As per Government standards the maximum allowable decibel:

07.00 - 21.00 hrs is 60*dB

21.00 – 07.00 hrs is 55*dB

29
And for neighboring households around the industry:

07.00 – 18. 00 hrs is 60*dB

18.00 – 21.00 hrs is 55*dB

21.00 – 07.00 hrs is 50*dB

Henceforth the monitoring of noise level is performed by an external expert carried out twice per
year. The noise level checked is done within the cluster and 500m within range of the industry.

 In regard to section 42 which waste shall be considered as hazardous, and the Minister
should prescribe standards for hazardous waste to control pollution of the environment.

Hence Omnicane work is a way to identify, analyse and classify all its waste. All non-Hazardous
waste is considered as General Waste however the Hazardous waste is compared to the Hazardous
waste regulations.

In the case of oil waste in Omnicane , the oil is recycled and used as eco fuel.

 For the non-Hazardous waste, Omnicane control its collection, transportation and disposal.
A contractor is hired for the licensing of waste disposal site.
 Some Non Hazardous waste are as follows: Oil, Battery, Electrical Components and Paper
 Regarding to the effluent discharges, Omnicanes controles the temperature and pH of all
its discharge waste more precisely liquid or sewage waste. Each month an expert check for
effluent discharge as a non-controlled discharge can affect the marine line and ecosystem.
Omnicane abide to the Regulations made by the Minister under Section 96 of the EPA
2002 where the parameters (temperature, PH, Chlorine etc..) are stated along with the
maximum permissible limit.

30
Compliance with OSHA 2005
OSH or as it is commonly known as the workplace health and safety (WHS) or occupational health
and safety (OHS) was enacted by the Congress to help all employers and their workers decrease
job accidents, injuries, medical illnesses and death. This act was called Occupational Safety and
Health Act of 1970. It was created by the Occupational Safety and Health Administration with the
mission for national compliance for occupational health and safety jobs for both employers and
employees. This very important act aims to help companies and businesses in protecting their
workers and reduce the number of workplace injuries, medical illnesses and death.

The primary goal of the Occupational Safety and Health Act is to foster and nourish a healthy and
safe work environment for all individuals in the work field. Besides the employers and employees,
the OSH could also help protect co-workers, the members of the family, customers and other
individuals who might possibly be affected in the workplace environment. Therefore, in this
assignment we will see how the organization run in accordance to the OSHA 2005 and to what
extent it obeys the regulations.

Duties and Responsibilities

Under the law OSHA 2005 section 5, employers are responsible for health and safety
management. It is an employer's duty to protect the health, safety and welfare of their employees
and other people who might be affected by their business. Employers must do whatever is
reasonably practicable to achieve this. This means making sure that workers and others are
protected from anything that may cause harm, effectively controlling any risks to injury or health
that could arise in the workplace.

For instant, the health & safety officer has ensured that precaution sign board are fixed at every
hazardous area on the site in order to convey to the employees to take necessary precaution for
their own safety. This can be shown in figure 1 below.

31
 Figure 10: Sign board

As per section 10, 11, 12, employers have duties under health and safety law to assess risks in the
workplace. A risk assessment is therefore carried out once every two years that address all risks
that might cause harm in the workplace of the company. All information is recorded in a document
which the company name it as the “Safety Register”. An example that the document contain is
shown below in table1.

Area Activity Hazards Risk People at Risk Likelihoo Legal

risk assessmen d severity requireme
t nt (OSHA)

e.g. Coal/bagass Fire/ Burns Plant Section 12,

Boiler e explosio or personnel, 36, 56, 57,
operatio Combustion n in bodil contractor 58, 74, 75,
n furnace y s, visitors 76, 82.
in furnace
injury

Table 3: Safety Register

32
Some of the control measures for the above were:

 Designed as per MFPA and ASME code

 Furnace trip automatically in case of deviation from furnace pressure set point
 Emergency stop in control room and control room is never left unattended
 Critical parameter transmitted in control room, in case of deviation from set parameter
visual and auditory alarm automatically generate to the corrective action
 Firefighting trainings
 No smoking sign
 Horse reel
 Emergency response procedures
 Fire certificate

As per section 14, every employee while at work need to take responsible care for the health &
safety of himself and that of other persons who may be affected by his acts or omissions at work.
The use of protective equipment and clothing are mandatory, without these they won’t have access
to the workplace. These equipment affords protection from risk of bodily injury. Figure 2 show an
employee equipped with protective equipment.

As we know there are many smokers, therefore it is their duties not to smoke at the place of work,
since a smoking zone has been demarcated to the smokers.

Under this section and according to the set rules & regulation of the company, if any person
recklessly damages, interferes with or misuses anything provided in the interest of safety, health
or welfare, legal action may be taken against him.

33
 Figure 11: Use of protective equipment

Under section 15, if workers think their employer is exposing them to risks or is not carrying out
their legal duties regards to health and safety, and if this has been pointed out to them but no
satisfactory response has been received, workers can make a complaint to the personal secretary
or upper management.

Health and welfare (General Provisions)

The building structure where the employee works in should be sound construction and kept in a
good state of repair according to section 34. The present building structure of the company was
established using ASME standards. For more safety, the initial design of the structure has been
modified. Platforms, guardrails, stairs have been added where seem to be appropriate for
maintenance work. Figure 3 & 4 show the building structure of the company.

34
 Figure 12: Building structure

Figure 13: Building structure

According to section 35, cleanliness for effective housekeeping can eliminate some workplace
hazards and help get a job done safely and properly. Poor housekeeping can frequently contribute
to accidents by hiding hazards that cause injuries. If the sight of paper, debris, clutter and spills is
accepted as normal, then other more serious health and safety hazards may be taken for granted.
The task of cleaning and waste disposal are assigned to contractors.

Concerning section 37, 38 fresh air is needed for respiration, to dilute and remove impurities and
odours and to dissipate excess heat. Legislation requires that every enclosed workplace has
effective and suitable ventilation, which provides a sufficient quantity of fresh or purified air.

35
Lighting should be sufficient to enable to work, use facilities and move about safely and without
eye strain and other ill health effects. Legislation requires that every workplace has suitable and
sufficient lighting and it shall, as far as it is reasonable practicable, be by natural lighting. For
instant selection of suitable lighting for the task being performed, (e.g. very intricate work may
need additional lighting) therefore fog light are used as shown in figure 5.

Figure 14: Fog light

Concerning section (40) supply of drinking water and (41) washing facilities are provided and
maintained at suitable points conveniently accessible to all employees an adequate supply of
wholesome drinking water as shown in figure 6.

Figure 15: Drinking water facilities.

36
Suitable accommodation for clothing not worn during working hours are provided and maintained
for the use of the employees. The provision of first aid is also provided in the circumstances for
enabling first-aid to be rendered to the employees if they are injured or become ill at work as stated
in section 42 and 45 respectively. Figure 7 show the situation above.

Figure 16: Clothes accommodation and first-aid

Safety (machinery)
Both young and newly recruited people need to undergo proper training when they first start a job
especially when they are going to deal with hazardous machinery and workplace stated under
section 46. According to the policy of the company (Child labour policy) no one below 16 of age
is recruited. The new recruit should undergo a 6 months training under the supervision by a person
who has a thorough knowledge and experience of the workplace and the machine. They need it to
increase their capabilities and competencies to a level where they can do the work without putting
themselves and others at risk. Effective supervision will also help monitor the effectiveness of the
training young people have received, and there will be clear benefits in assessing whether a young
person has the necessary capacity and competence to do the job.

Moving machine parts have the potential to cause severe workplace injuries, such as crushed
fingers or hands, amputations, burns, or blindness. Safeguards are essential for protecting workers
from these preventable injuries. Any machine part, function, or process that may cause injury must
be safeguarded. When the operation of a machine or accidental contact injure the operator or others
in the vicinity, the hazards must be eliminated or controlled. As per section 47, 48 all the machinery

37
that seem to be dangerous are fenced as shown in figure 8. All the fencing and safeguards are
checked and maintained annually. In case of damage they are replaced when being notice.

Figure 17: Fencing of machinery

Under section 55, the permanent Secretary shall duly register the steam boiler, after making an
investigations as he thinks fit and imposing such conditions as are appropriate and issue a
registration number. For instant, a boiler inspection is carried out by a boiler inspector and if the
boiler conforms to the standards prescribed by regulations, it is issued a certificate of inspection.
The inspection and registration need to be renewed every year. The materials used in constructing
the boiler are conformed to ASTM standards.

Safety (General Provisions)

As stated in section 64, Safe means of access and safe place of employment, are offered to the
employee. For instant all the floors, steps, stairs, passages available are of sound construction and
properly maintained and are kept free from any obstruction and from any substance likely to cause
any accident. For all platforms on height, staircase in the building, handrails are provided as shown
in figure 9.

38
 Figure 18 : Handrails

Considering traffic rules on the site, the, maximum speed has been set to 15 km/h for all type of
vehicles since the site is subjected to heavy vehicles. Proper parking has been allocated to the
employees with proper demarcating lines. Walkaway passages demarcated with yellow lines and
crossing have been set on the site to provide safety to the employee as shown in figure 10 and 11.

Figure 19: Walkaway passage

39
 Figure 20: Crossing and Parking

As stated in section 74, the company provide and maintain readily accessible, means of
extinguishing fire in case a fire as shown in figure 12. A sufficient number of the worker are trained
enough in the use of fire extinguisher. In case the fire is uncontrollable, firefighting, evacuation
plan and assembly point have been established by the company.

Figure 21: Fire extinguisher

40
As per section 76 fire certificate has been issued by the Service where required in respect of any
premises used at the workplace as shown in figure 13.

Figure 22: Fire certificate

Safety and Health (special provisions)

As per section 77, the company offer medical health surveillance to all its employee free of charge.
Therefore, the health surveillance is carried out once every 6 month to ensure that the health of the
employee are not affected by the activity perform. The main hazardous substance are carbon dust
particle, therefore the main tests perform are spirometry test for lung and blood test. Ear test are
also performed due to high level noise. A health record of every employee is kept confidential in
accordance with principle of medical ethics as stated in section 78.

The health record document contains information like:

 Surname
 Sex
 date of birth;
 residential address;

41
  date of commencement of present employment;
 a historical record of jobs involving exposure to substances requiring health surveillance
in the employment
 conclusions of all other health surveillance procedures, including dates and names of
persons who have carried out the health surveillance

Registration of factory

As per section 87, for setting up a factory, a factory building permit is required which is normally
issued by the personal secretary. A registration certificate issued by the personal secretary is also
needed to run the factory. Every year the factory registration certificate is renewed or a new
application is appealed. It is to be noted that under section 89, the personal secretary has the right
to cancel the factory registration in case of fraud or misrepresentation of documents.

42
Compliance with EMPLOYMENT RIGHTS ACT
Section Compliance with Omnicane conclusion
Wood chip project

Emergency pocedures  Service agreement

 Respect all laws
53. Contractual worker
 Medical surveillance
 Plicies and procedures
 Respect speed limit
 PPE
 Cannot employ less than 16year old
 Risk assessment of the activity to be carried out is
given to contractors
 Sign to all risk assessment
 2 copies 1 to contractor one to company
 Check accident reporting
 Inform all risk to exernal bodies
 Injury
 Fire
 Sabotage
 Cyclone

43
  Spillage of ash during transportation

PART XII – JOB CONTRACTORS Ensure all payments carried out within delay

Joint liability of employer and job

contractor
(1) Subject to subsection (2), a job

44
contractor and the principal, for
whom the job contractor has recruited or
employed a worker, shall be jointly and
severally liable for the payment of the
remuneration of any worker. (2) The
liability of the principal of a job contractor
under subsection (1) shall be limited to the
sum payable by him to the job contractor
under the arrangement between them.
(3) No person who is jointly liable with a
job contractor under subsection (1) may
set up as a defence to a claim from a
worker seeking to recover remuneration
the fact that he has already paid to the job
contractor any sum due under the
arrangement with the job contractor.

PART XIII – RECORDS AND

ADMINISTRATION

58. Register of employers

(1) Every employer who has 10 or more

45
workers shall apply to the Permanent
Secretary for registration under this Act.
(2) Every application made under
subsection (1) shall be made in the
prescribed form.
(3) The Permanent Secretary shall
maintain a register of employers.

59. Keeping of records There is 2 copy available for every worker at omnicane. I is
(1) Every employer referred to in section handed over to the worker and one is kept at the company to
58 shall keep a register of monitor the health condition of the worker and progression
workers, a record of remuneration paid, an
inspection report book, and such other
records as may be prescribed, and shall
retain these records for a period of 3 years.
(2) There shall be sufficient compliance if
an employer keeps the information
specified in subsection (1) in an electronic
form.
(3) Every employer shall—
(a) enter, in the register of workers, the

46
name, the date of birth and
the date of employment of every worker
and the nature and conditions of the work
he performs;
(b) enter, in the record of remuneration
paid, the days or periods
during which a worker has worked and the
remuneration and
other benefits paid to the worker.
(4) Every employer shall, on request—
(a) produce to an officer any records kept
under subsections (1) and
(3); (b) sign any entry made in the
inspection report book by an officer;
(c) submit to the Permanent Secretary
such particulars as may be
required.

60. Labour inspection  Risk Assessment

The Ministry shall be responsible for  Check status of mesh room

maintaining a labour inspection service  Machine inspection report

47
which shall—  RCD weekly/ testing
(a) administer and ensure the enforcement  Weekly check for lifting equipment
of this Act and any other
enactment relating to labour or
employment;
Employment Rights Act
[Issue 5] E9B – 42 (2)
(b) bring to the notice of the Minister
defects or abuses not specifically covered
by this Act or any other enactment relating
to
labour or employment.

62. Power to summon The person assign by the company will represent the company
(1) Where the Permanent Secretary— in case of
(a) has reason to believe that an offence Stop order and penalty fee
relating to the observance
of this Act or any other enactment relating
to labour or employment has been
committed by an employer; or
(b) wishes to enquire into a matter

48
concerning a dispute between an
employer and his workers or their
representatives,
he may, by written notice, summon any
person, whom he believes can provide
information relating to the offence or the
enquiry, to attend and produce any
document which he may require.
(2) Any person summoned under
subsection (1) who—
(a) having been served with the written
notice, fails to comply with
its requirements;
(b) refuses to answer faithfully any
question put to him by the Permanent
Secretary;
(c) gives any false or misleading
information;
(d) refuses to produce a document
required by the Permanent
Secretary, shall commit an offence.
(3) (a) The written notice specified in

49
subsection (1) shall be issued to the person
concerned by causing it to be—
(i) handed over to him in person; or
(ii) left at, or sent by registered post to his
registered office or, his
usual or last known place of business or
residence.
(b) Any person to whom a written notice
is issued in accordance
with paragraph (a) who—
(i) refuses to accept delivery of the written
notice; or
(ii) fails to take delivery of the written
notice after being informed
that it awaits him at a post office,
shall be deemed to have been duly served
with the written notice on

50
63. Complaint procedure Human resource and director of company responsible
(1) Any worker may make a complaint to Operation manager for the department concern
the Permanent Secretary
e.g if a person is fired,
against his employer or any agent of the
employer, in respect of any matter arising
out of his employment.
(2) No employer or agent of an employer
shall prevent a worker from making a
complaint to the Permanent Secretary
under subsection (1).
(3) Where a complaint has been received
by the Permanent Secretary and he is
satisfied that any provision of this Act or
any other enactment relating to the
employment of the complainant has not
been complied with, he may issue a notice
enforcing compliance.
(4) Any employer issued with a notice
under subsection (3) may, within 7 days of
the receipt of the notice, challenge such
notice before the Court, which may after
hearing the parties, revoke or affirm the

51
notice.
(5) Where an employer does not challenge
a notice, or where he challenges the notice
and the Court affirms the notice, the
employer shall comply with the
requirements thereof within 14 days of the
date of receipt of the notice or the date of
the decision of the Court, as the case may
be.

52
Compliance with Factory Employees (Remuneration Order)
Regulations 2001
At Omnicane thermal energy operations, this act is closely abided by. Moreover, this act is based
on mainly industrial regulations which have much in depth consideration about employees’ rights
in industries. Hence, as claimed by the company, they follow this act together with the
Employment rights act.

Below are the points in the Industrial relation act and it compliances at Omnicane Industry.

This act comprises of regulations made by the Minister under section 96 of the Industrial Relations
Act.

1) Below is attach an image showing the Monthly wage of employee as per regulation 3(1)
(a).

Figure 23: Image showing an example of the monthly wages of certain employees

It was noted, that every employee’s salary double the one stated in the act. It was indeed true as
discussed with the employees there. Moreover, they mentioned they were happy with their current

53
salary. The minimum salary at OTEO was Rs 12000 and it was for a normal clerk. A storekeeper
basic salary will be Rs 14000 which doubles the salary shown in the picture above.

Normal Working hours

The normal working week for every employee, other than a watchman, shall consist of 45 hours'
work, excluding time allowed for meal and tea breaks, made up of -

(a) 8 hours' work on every day other than a Saturday or public holiday, and 5 hours' work on
every Saturday other than a public holiday, if the employee is required to work 6 days in a
week;

(b) 9 hours' work on every day, other than a Saturday or public holiday, if the employee is
required to work 5 days in a week.

Every employee shall be entitled on every working day to -

(a) a lunch break of one hour; and

(b) 2 tea breaks of 10 minutes each, the first to be taken not earlier than 2 hours before lunch
and the second not later than 2 hours after lunch.

A normal working week for a watchman shall consist of 72 hours, made up of 12 hours work
on every day, other than a public holiday. Where a watchman is required to work on every day
of a month, he shall be entitled to 3 days' leave without pay during the month, one of the days
being a Sunday.

The above regulations is rightly practice at OTEO. They have breaks at the following time:

 09 00 to 09 15
 12 00 to 13 00
 15 00 to 15 15

The breaks is even 5 minute more compared to the rules.

For the normal 8 hours they are paid 1.5% and 2% for above the 8 hours.

Extra work
At OTEO, when an employee works on a public holiday, he shall be remunerated for the first 8
hours, at twice the basic rate; and
54
 (ii) Thereafter, at 3 times the basic rate;

(b) performs more than a normal day's work, he shall, except for work performed on a public
holiday, be remunerated at one and a half times the basic rate per hour.

A watchman who -

(a) Works on a public holiday, shall be remunerated -

(i) For the first 12 hours, at twice the basic rate;

(ii) Thereafter at three times the basic rate;

(b) performs more than a normal day's work on any other day shall be remunerated at one and
a half times the basic rate.

Subject to sub-paragraph (b), where an employee is required to perform extra work immediately
after a normal day's work, he shall be granted a rest-period of 15 minutes prior to performing such
extra work.

(b) Such rest-period shall not be reckoned as falling within working hours.

The above regulations are rightly respected.

Extra remuneration for public holidays

Since, OTEO is a 24h non-stop operating mill, working on public holidays are inevitable. Hence
as per regulations, where an employee, other than a monthly paid employee, has remained in
continuous employment with the same employer for 12 consecutive months, he shall be entitled,
in the following 12 months, to a normal day's wages in respect of every public holiday, other than
a Sunday, that occurs while he is in the service of the employer and on which he is not required to
work.

55
Attendance Bonus
a) Every employee who, during a period of one month, does not absent himself from work on
any day on which he is required to work, shall be entitled at the end of that month to an
attendance bonus of not less than 5 per cent of the basic wages he has earned for that month.
b) Absence on annual leave and injury leave following injury arising out of and in the course
of employment shall not be reckoned as absence from work.

Annual leave

Where an employee has remained in continuous employment with the same employer for 12
consecutive months, he shall, in the following 12 months, be entitled to –

a) 16 working days' leave on full pay in the case of an employee employed on a 6-day
week;
b) 13 working days’ leave on full pay in the case of an employee employed on a 5-
day week.
This is adopted at OTEO and also there is seven days annual leave which may be taken
consecutively at such a time as the employee may, on application made to and approved
by the employer, elect.

Sick leave
At OTEO, where an employee has remained in continuous employment with the same employer
for 12 consecutive months, he shall, during the following 12 months be entitled to -

(a) 21 days' sick leave on full pay; and

(b) A further period of 15 days on half pay in respect of any time which is -

(i) Wholly spent in a clinic or hospital; or

(ii) Certified by a medical practitioner of a clinic or hospital as necessary for the recuperation
of the employee's health after his discharge from the clinic or hospital.

56
 An employee who is absent from work on ground of illness shall –

(a) Notify his employer of the illness on the first day of his absence; and

(b) Forward a medical certificate to that effect so as to reach his employer not later than the
fifth day of absence if the illness lasts for more than 4 consecutive days.

An employer may, at his own expense, cause a medical practitioner to examine an employee who
is absent owing to sickness, with the employees consent.

Maternity leave and benefits

As per the industrial relation act, where a female employee has remained in continuous
employment with the same employer for 12 months immediately preceding her confinement, she
shall, on production of a medical certificate, be entitled to -

(a) 12 weeks’ leave on full pay to be taken at her discretion before and/or after confinement
provided that at least 6 weeks' leave shall be taken immediately following the confinement;
Moreover at OTEO, this is exceeded up to 14 weeks.

Overseas Leave

At Omnicane, they grant to every employee reckoning continuous employment with them for a
period of at least 15 years, one overseas leave of at least 2 months to be wholly spent abroad. For
the purposes of annual leave, sick leave and end of year bonus, such overseas leave shall be deemed
to constitute attendance at work.

Meal Allowance
As per the act, where an employee who has completed a normal day’s work is required to perform
extra work after 7 p.m., he shall, in addition to remuneration due under paragraphs 2 and 4, be paid
a meal allowance of Rs 25 per day. However, the management at Omnicane found this a really
small amount where the employee can even afford proper food. Instead, the company provide food
such as “Debonair Pizza”, “Vegetable Food “and “KFC” amongst others during extra work.

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Transport benefits and facilities
For those who do shifts, they get company van to return safely home. Also, the employees who
come by bus or by their own car are refunded the full tranpost cost. For company business purposes
or late night works, the employees also have company car facilities.

Protective equipment
At OTOE, the wearing of PPE is primordial. Every supervisor ensure that his team is wearing the
proper PPE before any intervention. Every month the status of PPE is checked. Each year training
is carried out how to properly used the PPE and health test are carried out to raise awareness of
the importance of PPE.

At every entry or exit, there are sign boards and indication of with PPE is required. This is
illustrated in the picture below:

Figure 24: Image showing the PPE sign boards

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Gratuity on retirement

At OTEO, there is a scheme where 3% of the employee salary is deducted at the end of each month.
Also the employer gives 10% if the employer accepts this scheme. Hence at retirement, the person
will still have the same salary which he or she was obtaining during his/her working time.
Therefore, even after retiring the person continues to get his normal salary. This is knowm as “plan
pension” and there are also other facilities given like “plan medical” where the person can obtain
life insurance and money at retirement. These are not included in the regulations but at OTEO,
they offer these facilities to the employees. According to the law, Where an employee who has
been in the continuous employment of an employer for not less than 10 years retires before the age
of 60 on the ground of permanent incapacity to perform his work duly certified by a Government
Medical Practitioner, the employer shall pay a gratuity to him. The section for death grant and
Gratuity at death as per the regulations is also respected.

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Conclusion
Highlighting the different analysis, two hotspots were identified namely the carbon emission and
the noise pollution, solution to mitigate such problem was dust bag filters at silos and PPEs for the
workers expose to high noise level. The force field analysis carried out shows that there were two
forces highly affecting the change namely the health hazard and environmental impact.
Appropriate measures were therefore discussed such as air monitoring system being a legal
requirement and implementation on the company law during the construction phase of the plant.
The cost benefit again shows that the implementation of such project alleviate the load the thermal
power station and improved the image of the company as they are moving towards a sustainable
production of energy. It is also important to note that the company is certified ISO 18001, ISO
9001 and ISO 14001 hence abiding by all the norms though internal and external audits. The
project is found to comply with all the latest legal requirement enforce in Mauritius.

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References
Anon., 2016. Lewin's force field analysis explained. [Online]
Available at: http://www.change-management-coach.com/force-field-analysis.html
[Accessed 16 1 2017].

CEB, 2016. Central Electricity Board. [Online]

Available at:
http://ceb.intnet.mu/CorporateInfo/IEP2013/Chapter4_Demand%20Forecast%20for%20Mauritiu
s.pdf
[Accessed 16 01 2016].

European Union, 2014. In: Guide to Cost-Benefit Analysis of Investment Projects. Luxembourg:
European Union, pp. 25-76.

Iowa, 2017. Force field analysis. [Online]

Available at: http://www.extension.iastate.edu/communities/force-field-analysis
[Accessed 16 1 2017].

Mark Barthel, J. F., 2015. Hotspot analysis: Providing focus for action. In: Life cycle management.
s.l.:Springer, pp. 149-167.

Rylie E.O. Pelton, T. S., 2014. Hotspot Scenario Analysis. Journal of Idustrial Ecology, 19(3), pp.
427-440.

UNEP/SETAC, 2014. Hotspots Analysis: mapping of existing methodologies, s.l.: s.n.

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Appendix A

62
Appendix B

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Appendix C
Industrial Electrician Job Description

Industrial Electrician Job Duties:

 Responsible for operating, changing over, setting, repairing, and improving on fillers;
packaging equipment, combining equipment, and providing support for the workings of
auxiliary equipment
 Maintain logs, and record labor, materials, and equipment used
 Responsible for calibrating and checking instruments
 Respond quickly to emergency situations
 Abreast of the utilization of every tool, which may include drills, mechanical saws, sanders,
and buffers
 Perform routine maintenance on production equipment, and perform repair on them when
necessary
 Wire machines and electrical panels in line with prints
 Weld or operate a miller
 Assemble gas circuits from prints
 Light machining
 Troubleshooting: identify a problem and proffer logical solutions to them.
 Browse blueprints and lots of schematics, and use an array of tools and diagnostic devices
to service and install electrical components.

Industrial Electrician Job specifications:

 Must have up to 3 years’ experience as an electrician working in an industrial environment

 Must have expertise with PLC Controls
 Excellent understanding of safety rules in an industrial setting
 Must be familiar with industrial and electrical laws
 Must be able to work late hours and overnight, and should be able to work weekends as
well
 Strong mechanical, analytical, and solution driven skills
 Excellent communication ability
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  Experience in Automation, conveyors, and artificial intelligence expertise
 Possess state certification or equivalent qualification or license
 Possess strong electrical and mechanical abilities
 Must be able to use basic tools and machinery
 Ability to schedule and balance priorities; and possess a strong adherence to deadlines
 Awareness of operational machinery problems in short proximity
 Strong ability to read measure devices and blueprints
 Strong understanding of PLC controls
 Customer Service: ability to relate with and work with several people irrespective of their
background
 Critical Thinking: once a problem is identified, industrial electricians should be able to deal
with it critically.

Industrial Maintenance Mechanic Job Description

Industrial Maintenance Mechanic Job Duties:

 Ensures operation of machinery and mechanical equipment by completing preventive

maintenance requirements on engines, motors, pneumatic tools, conveyor systems, and
production machines; following diagrams, sketches, operations manuals, manufacturer's
instructions, and engineering specifications; troubleshooting malfunctions.
 Locates sources of problems by observing mechanical devices in operation; listening for
problems; using precision measuring and testing instruments.
 Removes defective parts by dismantling devices; using hoists, cranes, and hand and power
tools; examining form and texture of parts.
 Determines changes in dimensional requirements of parts by inspecting used parts; using
rules, calipers, micrometers, and other measuring instruments.
 Adjusts functional parts of devices and control instruments by using hand tools, levels,
plumb bobs, and straightedges.
 Controls downtime by informing production workers of routine preventive maintenance
techniques; monitoring compliance.
 Fabricates repair parts by using machine shop instrumentation and equipment.

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  Maintains equipment, parts, and supplies inventories by checking stock to determine
inventory level; anticipating needed equipment, parts, and supplies; placing and expediting
orders; verifying receipt.
 Conserves maintenance resources by using equipment and supplies as needed to
accomplish job results.
 Provides mechanical maintenance information by answering questions and requests.
 Prepares mechanical maintenance reports by collecting, analyzing, and summarizing
information and trends.
 Maintains technical knowledge by attending educational workshops; reviewing technical
publications; establishing personal networks.
 Maintains continuity among work teams by documenting and communicating actions,
irregularities, and continuing needs.
 Maintains safe and clean working environment by complying with procedures, rules, and
regulations.
 Contributes to team effort by accomplishing related results as needed.

Industrial Maintenance Mechanic Job Specifications:

Equipment Maintenance, Technical Understanding, Technical Zeal, Deals with Uncertainty, Basic
Safety, Power Tools, Attention to Detail, Flexibility, Supervision, Job Knowledge, Productivity

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