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Friday, 31 October 2014

The First Ascent of the Climb "Truckbutt".....Climbing Up a Heavy Haul Truck

Monday, 27 October 2014

New Photos of the Kiewit Worksite Where Sam Fitzpatrick was Killed...Oct 27/2014

.I keep on searching for more evidence at every opportunity. I ask around, and tell of Sam's death at the Kiewit project at Toba Inlet. Once in a while it pays off with access to new information and images.

These new ( to me ) photos are from Jan 2009  just before Sam was killed, and other images are from May/June 2009....after Sam's February 22 death in the rockfall incident.

A quick review. Kiewit was fined 250,000 dollars for the gross mismanagement and reckless disregard that lead directly to Sam's death.
Kiewit appealed the first time and lost...decision upheld.
On second appeal...Kiewit was nailed to the cross with harsh language...but ...the WCB tribunal could not find solid evidence that the large boulder that killed Sam was generated by the actions of the two excavators working directly above Sam Fitzpatrick's hand drilling operation.
So...the fine was reduced!! 75,000 bucks plus around 90,000 dollars for a 12 billion dollar a year mega company

Today..Brian Fitzpatrick...Sam and Arlen's father is still in the battle for justice. His lawyers are preparing the paperwork for a reconsideration of the tribunal decision...5, almost 6 years after Sam's death.

Quotes from the WCB and RCMP investigation

According to veteran WorkSafe BC safety officer Barbara Deschenes, supervisor of fatal and serious injury investigations, no coroner’s report was needed. It was determined Sam Fitzpatrick died immediately of massive head injuries. After a lengthy probe into Sam’s death, Deschenes found that Kiewit was “reckless and grossly negligent,” with respect to rockfall hazards that were “glaringly and objectively obvious.”

 The boss, Jerry Karjala, also claimed ignorance about the origins of the Feb. 21 boulder, telling Deschenes: “No I surely don’t, and I don’t think, well I don’t know,” where it came from.
 Arlen tells the officer that after the emergency safety meeting, he went to his construction manager, Tim Rule, asking for more scaling workers to be hired, and then, “spoke up and said, ‘Could we do [the boulder] with the hoe drill? It would be easier and safer.’”
According to Arlen, Rule said: “Arlen, I’d love to help you, but you really got to talk to Jerry Karjala.”
Rule denied that the conversation took place, according to Deschenes’ investigation.

  Drill and blast engineer Paul MacDonald persisted in ordering the brothers to jackhammer a large boulder, and they at first resisted, according to Arlen. But, Arlen told police, MacDonald “said the hoe drill has better things to do,” and the brothers relented because “he’s the boss.”
In his police interview, Sam and Arlen’s foreman Warren Eheler contradicts Arlen’s testimony and volunteers a number of statements indicating Kiewit managers bear no responsibility for Sam’s death.
“Everything looked safe I mean, I even talked to Arlen a few hours before and I said, ‘Are you guys comfortable where we are? Can I do anything to make you safer?’ and he said, ‘No, everything is all good,’” Eheler says, in his police interview. “It was perfectly scaled. It was like the best place we’d been in months, in reality . . . nobody can blame these fellows or anything else . . . it’s a work accident.”
Later, Eheler admitted to a WorkSafe investigator that there were loose rocks above Sam and Arlen, and “we were going to scale that.”

“Without question . . . it was not properly scaled,” project manager Chris Dandurand admitted to Deschenes in a July 2009 interview.

 ( Chris Dandurand, the project manager of one of Kiewit's deadliest and most accident prone sites at Toba/Montrose..., has been recently promoted to the lofty position of Job Sponsor...nice work if you can get it )  
  Two days after Sam’s death, at the Squamish RCMP detachment, Taylor would say: “The spot we were in is a critical spot. A hairy situation.”
Taylor claimed that his understanding of the work plan was that large machine drills would be used to clear the boulder, not Sam and Arlen.
“It was a funnel coming down the mountain, so everything that runs down that mountain was going to go down that channel basically, and I knew they were down there working,” Taylor told a police interviewer. “I wasn’t sure why the plan changed [but] it wasn’t my say or my call, so we continued on.”

Incident scene photos

Discovery  Channel "Mega Builders..Peak Power" showing Sam and Arlen on  the project,,,and the cavalier attitude of management towards safety vs production.

 New photos

Early January 2009. A 450 size excavator working in the same area as Jesse Taylor was on the day that Sam was killed. Sam's hand drilling site would be directly below where this machine is sitting.

If you look can just make out the excavator working on the upper ledge...same position as the day the Sam was killed. And for construction people,,,that boulder was flyrock from a previous blast.
The excavator in this image is working on the same area as the day when Sam was killed by a boulder that rolled over the edge. The ground is extremely steep and the contours of the ground up there act like a funnel to channel any and all debris down to where Sam was drilling. Kiewit management put Sam directly in harms way. Any decent construction professional would be able to see the potential for disaster in  this scenario.

Add caption

Catch fence installed ...after Sam was killed by a boulder that rolled over this edge...and let's be serious about this...this fence would not have stopped the 2 meter boulder that came through this area.
Note...the extremely efficient rock scaling below the fence that Kiewit management claimed was not possible in the days before Sam's death.
The view through the catch fence...June 2009, 4 months after Sam was killed. Sam was directly below the two excavators working above.
Looking up at the catch fence installation. This is four months after the rock fall incident.
 In the rest of the images...from spring/summer 2009 Kiewit engages in rock scaling program that shows that it was possible to properly clean the slopes and make them safe....they just chose not save time and money.

Sunday, 12 October 2014

Gotta Go Back to Work

Heading back to fill up the bank account one more time.

I just found these guys the other day while diving down the rabbit hole.

I'll leave it here as a little guide post until I get back.

Saturday, 11 October 2014

Old Logging Treasures From the International Man of Rust, Skadill

Like I said before, if Atlantis had old logging equipment, Skadill would have found it by now.

1.Cool old IHC truck and madill yarder

2.Ex Army truck converted to off- highway log hauler

3. 1958 American log loader in action

Friday, 10 October 2014

If It's Friday...This Must Be a Musical Interlude

I'll use this definition

A short play ( theater ) or, in general, any representation between parts of a larger stage production.

I love peering into the history of a famous song...who wrote it...where did it come from?

Singer/songwriter Tim Hardin, one of the greats that you never hear off...but you love his songs.

And the Rod and Ronnie version...kinda funny banter at the start.

Tim Hardin at Woodstock ( the real 1969 version )

Robert Plant ( the Led Zeppelin guy ) singing Tim's song

Alison Krauss and Dwight Yoakam give it a go

Wednesday, 8 October 2014

SNC Lavalin Boss Makes Big Noises About Criminal Charges ( Globe and Mail Article )

Go to the Globe and Mail homepage
Robert Card, Chief Executive Officer of SNC- Lavalin Group Inc., is photographed in Toronto, Ontario Tuesday, November 5, 2013. (Kevin Van Paassen/The Globe and Mail)

SNC-Lavalin chief warns criminal charges could force closing or sale Add to ...

The head of Canadian engineering giant SNC-Lavalin Group Inc. says any move by authorities to charge the company in connection with an extensive bribery scandal would immediately threaten its future and could force it to close down.
SNC chief executive officer Robert Card, speaking to The Globe and Mail’s editorial board, said he would be “deeply concerned” if the company was charged because it would hurt the business severely. And “if the company can’t do business, you really only have two choices. You are going to do some dismemberment and cease to exist entirely, or you are going to be owned by somebody else.”
Special to Globe and Mail Update Oct. 08 2013, 7:00 PM EDT

Video: SNC-Lavalin’s ethics chief on the company’s global plan

More Related to this Story

A shift to a foreign owner would jeopardize the 5,000 Canadian SNC jobs that are associated with its headquarters, he said.
SNC has been reeling from probes into alleged unethical dealings by some of its former employees in Libya, Algeria, Bangladesh, and in the contracting process for a new hospital in Montreal. It has fired the alleged perpetrators – including its former CEO Pierre Duhaime – and overhauled its compliance efforts, bringing in Mr. Card in 2012 to clean up the company. Six former employees, including four former executives, face criminal charges related to the scandal. None of the allegations have been proven.
The company has already taken a financial hit from the allegations and survived, Mr. Card said, but it might not be able to continue in its present form if it faces criminal charges.
“I’m not panicked,” he said, because he thinks policy makers will understand the implications for a crucial homegrown company. What does worry him, however, is if “some lower-level person says, ‘I don’t think they are really going to be injured by this, so we are going to do it and see what happens.’”
One reason the company would take such a hit is that a majority of SNC’s business in Canada is associated with government entities. New federal anti-corruption rules would ban companies from doing business with the government if they have been convicted of crimes. That policy is a “meat cleaver” that allows little leeway in getting companies to improve their behaviour, Mr. Card said.
Even if SNC was charged, but not convicted, it would face such damage to its reputation that all its government business would be at risk, Mr. Card said. “We operate on image,” he said. “Imagine you are a government official and you are getting ready to award a big contract to a company and they have been charged. You have two other companies that haven’t been charged bidding for it ...”
The reputational damage would also affect international work, he said, because foreign clients would be concerned if SNC faced charges in its home jurisdiction.
Mr. Card said he can understand that law enforcement authorities might want to send a strong message to other companies to warn them off unethical behaviour, but he hopes they will take into account that “there is absolutely no way to inflict harm on the bad people through the company.”
Indeed, charging the company would amount to “inflicting pain on the survivors, who are already victimized.” Essentially it would mean “bayoneting the wounded ... and the shareholders, which are largely pension funds,” he said.
Mr. Card acknowledged that SNC needs to be held accountable for the activity that took place in the company. “There needs to be some signal sent. I don’t know what it is. ... [It] would be meaningful, but would not change the strategic direction of the company.”
Mr. Card, the first American to run SNC, is a former official of the U.S. Department of Energy, and before joining the Canadian company he was a senior executive at Colorado-based engineering services firm CH2M Hill Co. Ltd. Within months of joining SNC, Mr. Card overhauled the firm’s oversight procedures, putting in place a “chief compliance officer” to make sure it didn’t break any laws as it looks for contracts in Canada and other countries.
He has also altered the company’s strategy. This spring, SNC pulled the trigger on two significant deals as part of its shift away from infrastructure holdings, and toward construction and engineering – particularly in the oil and gas business.
In May, it signed a deal to sell its Alberta electricity transmission company AltaLink for $3.2-billion. Then in June it agreed to the $2.1-billion purchase of London-based oil and gas services company Kentz Corp., a firm that has 15,500 employees and operates in three dozen countries. The Kentz deal has closed, while the AltaLink sale is still waiting for approval from Alberta regulators.
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