Guide to Best Practice for Safer Construction: Principles · Guide to Best Practice for Safer...

Guide to Best Practice forSafer Construction: Principles

Guide to Best Practice forSafer Construction: Principles

Tim Fleming

Helen Lingard

Ron Wakefi eld

© Icon.Net Pty Ltd 2007

Cooperative Research Centre for Construction InnovationLevel 9, L Block, QUT Gardens Point2 George Street, Brisbane, Qld, 4000 AustraliaTelephone: +61 7 3138 9291Email: [email protected]: www.construction-innovation.info

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The authors, Engineers Australia, the Cooperative Research Centre for Construction Innovation, Icon.Net Pty Ltd, and their respective boards, stakeholders, offi cers, employees and agents make no representation or warranty concerning the accuracy or completeness of the information in this work. To the extent permissible by law, the aforementioned persons exclude all implied conditions or warranties and disclaim all liability for any loss or damage or other consequences howsoever arising from the use of the information in this book.

DISCLAIMER

The major industry associations representing clients, constructors and designers support this aspirational guide. These associations recognise that many best practices suggested by The Guide exceed OHS legal obligations. Support for The Guide does not infer support for incorporation of suggested best practices in OHS legislation, which should continue to be based on minimum standards.

The best practices outlined in this guide are proposed to improve safety outcomes, but the value of the suggested methodologies, including the examples provided, is not proven. Therefore, support by these associations is not an endorsement of any part of this guide as an accepted standard by which the professional behaviour of individual practitioners may be judged.

First published 2007 by the Cooperative Research Centre for Construction Innovation, for Icon.Net Pty Ltd.

Recommended Retail Price $66.00 (incl. GST)

ISBN: 978-0-9803503-6-4

For further information on Construction Innovation publications, please visit: www.construction-innovation.info.

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This publication has been printed using soy-based inks.

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Foreword

I became truly conscious of the vital importance of safety in construction at the signing of the John Holland Group’s fi rst contract with the Snowy Mountains Authority – then under the leadership of the great Australian engineer, Sir William Hudson. The year was 1964.

In the early days, due to rock falls and the steep slopes of the surrounding terrain, the safety record of the Snowy Mountains Authority was anything but favourable, and I recall with clarity the most impressive attitude of the Authority in implementing measures to improve construction safety performance in the fi eld.

Indeed, so concerned was Sir William to redress the situation, and to create a greater awareness of this national problem, that every Monday morning he convened and chaired a meeting of all Project Managers, at which all the Authority’s projects safety performances and statistics for the previous week would be discussed. This action was remarkably effective and produced outstanding results, out of which many new safety initiatives were born.

I remember Sir William’s words to me just after the signing of our contract – not a large one in terms of the Snowy Mountains scheme as a whole: “If the company performs well and safely – it will be well looked after. You have a great responsibility to your staff and the rest of the workforce to ensure best practices are observed.”

Sir William Hudson’s enthusiasm and actions on this aspect of construction were inspiring, and had a most desirable infl uence on me personally, and on the entire Snowy Mountains scheme. It was leadership of the highest order which achieved the result it so richly deserved.

The John Holland Group ever afterwards made safety on construction sites the number one issue. We also endeavoured to show leadership to others in the fi eld of safety practice. It worked well.

Sir John Holland AC

Flinders, VictoriaAustralia7 August 2007

ContentsPreface ............................................................................................................................................................................v

Preamble ........................................................................................................................................................................ vi

Acknowledgments ......................................................................................................................................................... vii

Glossary ......................................................................................................................................................................... ix

Introduction ................................................................................................................................................................... 1

Guide to Best Practice for Safer Construction: Principles ................................................................................................. 3

Creating a robust safety culture .................................................................................................................................. 3

The principles of a safety culture ................................................................................................................................ 4

Principle 1: Demonstrate safety leadership ............................................................................................................ 4

Principle 2: Promote design for safety .................................................................................................................... 4

Principle 3: Communicate safety information ......................................................................................................... 4

Principle 4: Manage safety risks ............................................................................................................................ 5

Principle 5: Continuously improve safety performance ........................................................................................... 5

Principle 6: Entrench safety practices .................................................................................................................... 5

How to use The Guide ............................................................................................................................................... 6

Implementation table: Creating a strong safety culture ..................................................................................................... 7

Example leadership matrix .............................................................................................................................................. 8

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PrefaceThe Cooperative Research Centre (CRC) for Construction Innovation is committed to leading the Australian property, design, construction and facility management industry in collaboration and innovation. Our CRC works with business and government to improve productivity through innovation and best practice programs. We have created an unprecedented alliance of industry, government and researchers who are committed to saving lives and preventing injuries on Australia’s construction sites.

The Federal Safety Commissioner commends the building and construction industry’s commitment to safety as refl ected through the development of this Guide to Best Practice and encourages those within the industry to use the document as a guide and a useful tool for improving occupational health and safety.

The Guide to Best Practice for Safer Construction has been developed following a detailed review of Australian and international best practice initiatives.

The Guide suggests a framework to improve safety performance on construction projects and covers all stages of a project: planning, design, construction and post-construction. Its overarching objective is to reduce the number of accidents and deaths on construction sites and to improve the ability of the industry as a whole to deliver safer construction projects and healthier employees.

The three primary stakeholder groups of the construction industry – clients, designers and constructors – have worked together to create a methodology which integrates occupational health and safety into strategic and operational decision-making at all stages of the project.

The Guide is the culmination of over two years’ work on one of our key research and implementation projects, Safer Construction – industry-led by Tim Fleming, Operations Safety Manager, NSW/ACT Region, John Holland Group, with a team comprising Verena Marshall and Kerry Pedigo (Curtin University of Technology), Greg Fraser (WA Department of Housing and Works), Kerry Brown, Michael Charles, Janet Pillay, Neal Ryan and Rachel Ryan (QUT), and Nick Blismas, Helen Lingard and Ron Wakefi eld (RMIT).

The Guide to Best Practice for Safer Construction was instigated by Engineers Australia, who established the Engineers Australia Taskforce for Construction Safety, chaired by Bill Wild, Chief Operating Offi cer, Leighton Holdings. The Taskforce comprised industry representatives from all sectors of the construction industry – clients, designers and constructors. Thanks go to Paul Dougas (Association of Consulting Engineers Australia), Murray Coleman and Tom McFadyen (Australian Constructors Association), Jane Montgomery-Hribar (Australian Procurement and Construction Council), Peter Scuderi (CRC for Construction Innovation), Peter Godfrey (Engineers Australia), Stephen Sasse (John Holland Group), Richard Calver (Master Builders Australia), Marton Marosszeky (National Committee for Construction Engineering), Wayne Artuso – observer (Offi ce of the Federal Safety Commissioner), Peter Verwer (Property Council of Australia), and Bill Barlow (The Royal Australian Institute of Architects).

The Guide is intended to be an aspirational document that leads discussion and industry change, as well as a practical tool which can be used across the industry by clients, designers and constructors and by large fi rms and small and medium-sized enterprises.

We look forward to continuing our work with you to improve safety on construction sites, and enhance the future of the Australian construction industry.

John McCarthy Dr Keith Hampson

Chair Chief Executive Offi cer CRC for Construction Innovation CRC for Construction Innovation

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PreambleI am delighted to present the Guide to Best Practice for Safer Construction.

Safety performance in the construction industry is a challenge to all of us who work in the industry. The rate of injury and death is unacceptably high, and signifi cant improvement has been elusive. It is distressing that this is particularly so in terms of the number and frequency of fatalities.

The fact is that in spite of considerable effort by, and even successes in, some sections of the industry, the Australian construction industry’s performance overall is a long way short of best practice.

It has become increasingly clear that sustained safety improvements will not be achieved without signifi cant cultural and behavioural change in how the whole industry manages safety.

It has been the view of many that such change will not be achieved by heavy handed legislation, but rather that it requires the active cooperation of all sectors of the industry. It is no coincidence that the best performances of the industry have been achieved where there is a high degree of leadership and commitment shown by each of the main participants: the clients, the designers and the constructors.

Engineers Australia recognised that engineers play a substantial role in the industry and that, uniquely, engineers are prominent in the fi rms that comprise those main participants in the construction process – the clients, the designers and the constructors.

The Engineers Australia Taskforce for Construction Safety was established and embarked on its Safer Construction Project with a determination to make a real difference. I believe that the Guide to Best Practice for Safer Construction will do just that.

I offer my congratulations and thanks to everyone involved in the development of The Guide. In particular I would like to thank the CRC for Construction Innovation for its research leadership and for its role in funding and managing the development of The Guide. I also thank the other participating member organisations and those who provided additional fi nancial support.

I hope and trust that The Guide will be embraced by the whole industry as a useful and practical tool that will help drive the much needed improvement to our safety performance.

Bill Wild

ChairEngineers Australia Taskforce for Construction Safety

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Acknowledgments The Safer Construction Project was commissioned by Engineers Australia. The CRC for Construction Innovation provided the industry research leadership and coordinated the development and funding of the Guide to Best Practice for Safer Construction and associated kit materials.

The major funding for the project was provided by the CRC.

The Safer Construction project team members are:

Project leader: Tim Fleming – Operations Safety Manager, NSW/ACT Region, John Holland Group

Greg Fraser – Western Australian Department of Housing and Works

Nick Blismas, Helen Lingard and Ron Wakefi eld – RMIT

Kerry Brown, Michael Charles, Janet Pillay, Neal Ryan and Rachel Ryan – QUT

Verena Marshall and Kerry Pedigo – Curtin University of Technology

Engineers Australia Taskforce for Construction Safety

Chair: Bill Wild – Chief Operating Offi cer, Leighton Holdings

Bill Barlow – The Royal Australian Institute of Architects

Richard Calver – Master Builders Australia

Murray Coleman and Tom McFadyen – Australian Constructors Association

Paul Dougas – Association of Consulting Engineers Australia

Peter Godfrey – Engineers Australia

Marton Marosszeky – National Committee for Construction Engineering

Jane Montgomery-Hribar – Australian Procurement and Construction Council

Stephen Sasse – John Holland Group

Peter Scuderi – CRC for Construction Innovation

Peter Verwer – Property Council of Australia

Wayne Artuso – Offi ce of the Federal Safety Commissioner (observer)

viii

The following project partners undertook the research, industry consultation and developed the content provided in the Guide to Best Practice for Safer Construction:

The project partners

Industry Government Research

Vital to the success of this project has been the involvement and consultation with the major industry stakeholders:

Master Builders Australia also provided valuable input to this project.

The Safer Construction project participants would like to thank and acknowledge Mel Kettle (Mel Kettle Consulting) and Colleen Foelz (Communication and publications, CRC for Construction Innovation) for their highly professional management of the communication and publication elements of this project.

ix

GlossaryA client is a person or organisation who commissions the design and construction of a construction project.* It includes any agent appointed to manage the works on behalf of the client.

Construction, for the purposes of this document, covers all work carried out on a work site. It includes:

the construction, alteration, extension, restoration, repair, demolition or dismantling of buildings, facilities/structures or works that form, or are to form, part of land, whether or not the buildings, facilities/structures or works are permanentthe construction, alteration, extension, restoration, repair, demolition or dismantling of railways (not including rolling stock) or docksthe installation in any building, facility/structure or works of fi ttings forming, or to form, part of land, including heating, lighting, airconditioning, ventilation, power supply, drainage, sanitation, water supply, fi re protection, security and communications systemsany operation that is part of, preparatory to, or for rendering complete, work covered by the activities above, for example —

site clearance, earthmoving, excavation, tunnelling and boringthe laying of foundationsthe erection, maintenance or dismantling of scaffoldingthe prefabrication of made-to-order components to form part of any building, facility/structure or works, whether carried out on-site or off-sitesite restoration, landscaping and the provision of roadways and other access works.

A construction project is a project involving construction work, and includes design, preparation and planning.*

A constructor is a person or organisation who is responsible to a client for controlling the work of construction.

Design, in relation to any facility/structure, means any drawing, design detail, scope of works document or specifi cation relating to the facility/structure.*

A designer is a person or organisation whose profession, trade or business involves them in:

preparing designs for facilities/structures, including variations or changes to a facility/structureor

arranging for people under their control to prepare designs for facilities/structures.*

A facility/structure is any building, steel or reinforced concrete construction, railway line or siding, tramway line, dock, ship, submarine, harbour, inland navigation channel, tunnel, shaft, bridge, viaduct, waterworks, reservoir, pipe or pipeline (whatever it contains or is intended to contain), structural cable, aqueduct, sewer, sewerage works, gasholder, road, airfi eld, sea defence works, river works, drainage works, earthworks, constructed lagoon, dam, wall, mast, tower, pylon, underground tank, earth-retaining construction, fi xed plant, construction designed to preserve or alter any natural feature, and any other similar construction.*

A hazard is any thing or situation with the potential to cause harm to people.

The project risk register is a repository for project risk information.

The project safety charter is a document publicly and explicitly stating the commitment of the client to achieving the highest level of safety performance in the project.

The project safety master plan is a plan developed in the planning stage of the project, outlining the overarching safety goals and objectives of the project, establishing performance criteria against which the attainment of these goals and objectives will be evaluated, and outlining ways in which these safety goals and objectives will be met.

Residual risk is the outstanding risk remaining after a risk control measure has been implemented.

Risk, in relation to any potential injury or harm, is the likelihood and consequence of that injury or harm occurring.

Risk control measure is an action recommended or taken to either eliminate or reduce the risk of death, injury, illness or other harm.

A safety champion is a person who will lead the safety effort from the outset of the project.

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Stage review is a gateway separating project stages that reviews preceding tasks to ensure that they have been satisfactorily undertaken before moving on to the next stage.

A subcontractor is a person or organisation engaged by the constructor to undertake services necessary for the performance of a construction contract.

A supplier is a person or organisation engaged by the constructor to supply plant, equipment or materials necessary for the performance of a construction contract.

Terms marked * are extracted from the National Standard for Construction Work, fi rst published 27 April 2005 by the National Occupational Health and Safety Commission, copyright Commonwealth of Australia reproduced by permission.

1

Introduction

Scope The Guide to Best Practice for Safer Construction is intended to suggest ‘best practice’ in the management of safety on construction sites. It is a ‘guide’ and is not intended to replace or supersede any mandatory state, territory or Commonwealth law, or an instrument made under such a law, relating to construction safety. Rather, it is an aspirational document to guide the building and construction industry towards best practices to improve safety performance.

Project stakeholders should therefore refer to the occupational health and safety legislation relevant to the jurisdiction in which they are conducting construction work for information on mandatory requirements.

The Guide aims to improve safety during construction work as defi ned in the Glossary. It does not include best practice for managing safety during the post-occupancy operation, use, maintenance or cleaning of a facility/structure.

Clearly, all projects are unique and project stakeholders should determine the appropriateness and degree of applicability of the suggested tasks and procedures to their particular project, commensurate to the risk profi le of that project. It is not envisaged that the methodologies, tasks and procedures suggested in this guide would be applicable to individually constructed domestic dwellings or domestic renovations.

The term ‘safety’ throughout The Guide is intended to include occupational health. The responsibilities apply to the reduction of risk of work-related illness, as well as to injury reduction.

The Guide does not specify all requirements that need to be satisfi ed to safely perform construction work, which are addressed in legislation, regulations, codes of practice, guidance notes and standards. The Guide intends to articulate management actions for key stakeholders in a project, and provide the framework for an appropriate allocation of responsibility for safety in construction projects.

Reasonably practicableAn obligation to comply with a provision of The Guide is an obligation to comply as far as is reasonably practicable. When determining what is reasonably practicable, the following factors should be considered:

the likelihood of the hazard or risk concerned eventuatingthe degree of harm that would result if the hazard or risk eventuatedwhat the person concerned knows, or ought reasonably to know, about the hazard or risk, and any ways of eliminating or reducing the hazard or riskthe availability and suitability of ways to eliminate or reduce the hazard or risk.

Project stakeholdersThe major stakeholders in any project are the client, the designer and the constructor. However, these stakeholders may appoint agents or representatives to act on their behalf through any stage of the life of the project. For example, a client may appoint a specialist project manager to undertake the planning of a project on its behalf, and a constructor may appoint subcontractors to carry out specialist tasks during construction. Likewise, a designer may appoint organisations or individuals to undertake specialist tasks such as geotechnical design, building services and traffi c management. Where The Guide refers to one of the project stakeholders, it is intended that all agents and subcontractors of that stakeholder should also be included.

Project delivery methodsThe Guide refers to the three project delivery models of ‘traditional’ (where design and construction are separate), ‘design and construct’ (where both functions are the responsibility of one entity) and ‘collaborative’ (where the client forms an alliance with others to plan, design and construct a facility/structure). These cover all the processes necessary to plan, design and construct a facility/structure through fi nancing arrangements such as BOT, BOOT and public–private partnerships. The Guide is based on the traditional model, but it can also be applied to design and construct and collaborative models by combining management actions appropriately.

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Participants’ controlFor each project, consideration needs to be given to the degree of control that the various participants have. This may be determined by an examination of all the circumstances of the project, including the contractual relationships between the parties, or by the initial brief. The party with control of a construction project is usually the person appointed by the client to manage or undertake the project, and is usually defi ned as the principal contractor, head contractor, builder or constructor. Various participants may have control over different aspects of a project, and these may overlap.

The role of the designerThe designer’s role in safety management of a project usually does not extend beyond the design process itself — except to review any design changes proposed by the constructor.

The designer’s primary design consideration and expertise is the safety of the facility/structure for its intended use once constructed. The designer does not normally specify ‘how’ a facility/structure will be constructed. However, the designer can also contribute to the safety of the construction activity arising from the design decisions that are made. In some states, this is a legal requirement.

Not all design functions relating to site safety are undertaken by the designer of the facility/structure. There are other design activities that relate to construction safety, such as the design of the construction site layout and access, the design of temporary protection scaffolding, or the planning of work processes. These design functions are almost never carried out by the designer of the facility/structure, and are usually undertaken by the constructor or its agents.

Often the designer of the facility/structure is also appointed by the client to provide other services during the construction phase, such as the administration of the construction contract. In this regard, the designer is acting as an agent of the client, rather than as the designer. The Guide refl ects this role in the construction stage by referring to the designer’s involvement as ‘the client’s agent, if so engaged’.

When the client also appoints the designer as an agent to administer a traditional construction contract, The Guide defi nes the advisory role of the designer in project safety initiatives, using the designer’s professional expertise and experience, during the construction and post-construction stages.1 These activities as the client’s agent include participation in the project safety leadership team and project safety meetings, management walks, stage reviews and post-project reviews. The aim is to provide the best possible resources to manage safety during the most critical stage of a project — the construction stage. The designer can make a valuable contribution at this stage, not only by the provision of additional professional expertise, but also by offering the constructor a more detached, independent review of safety initiatives.2

However, the role to be played by the designer will have to be determined by the client and clearly articulated in the contractual arrangements with the designer.3 The Guide is predicated on the basis that the designer will have an ongoing role as the client’s agent during the construction and post-construction stages. If the client chooses not to engage the designer to carry out the continuous role set out in The Guide, then the references to the designer in that role should be ignored.

MaintenanceThe Guide deals with safety management up to the post-construction stage of a project, when the facility/structure is handed over to the client. The Guide does not attempt to deal with operability and maintenance issues; however, a number of the suggested actions may also involve downstream operation and maintenance considerations.

1 This does not apply for design and construct contracts where the designer is normally employed by the constructor, or in collaborative contracts where the designer is an integral partner in the project, with a continuous role in contributing to safety management over the life of the project.

2 The designer’s role in the construction and post-construction stage of a traditional project delivery model is an advisory role only, and does not negate in any way the constructor’s responsibility to provide a safe workplace and environment in accordance with the relevant laws of the jurisdiction in which the facility/structure is being built.

3 Clients need to be aware that they cannot contract out of their legal OHS obligations.

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A major aim of The Guide is to encourage project stakeholders (i.e. client, designer and constructor) to work collaboratively and continuously throughout the project to achieve the highest possible standards of project safety management. The designer and constructor should be engaged as early as possible so that they can provide their inputs into the project safety master plan. They, in turn, should include their subcontractors and suppliers as early as possible in planning for safety. Within projects, clients should drive strong and positive safety cultures through their procurement processes. All efforts should be made to ensure that the major stakeholders work constructively to allocate responsibility for safety appropriately, and to integrate safety considerations into all project decision-making. Case studies researched during the preparation of The Guide indicate that, in those cases where safety best practice was identifi ed, a high level of integration and participation was a key factor in improving safety outcomes.

Project safety should not be a ‘blame game’. An incident that could have been avoided on a construction site refl ects poorly on all project stakeholders, and it is important that a just and fair allocation of responsibility for eliminating or reducing safety risks exists within construction project teams.

Construction is Australia’s third most dangerous industry, with an average of 49 workers killed at work each year since 1998. In 2002–03, the incidence of workplace fatalities in the Australian construction industry was nearly three times higher than the national average for all industries. It is clear that there is still signifi cant room for improvement in this aspect of Australia’s construction industry.

The Guide provides a framework for improving safety on construction projects. It covers all stages of a project — from planning and design, through construction, to post-construction (i.e. commissioning). Safety best practices are identifi ed within each stage.

Creating a robust safety cultureThere is an obligation on all providers of goods or services — whether businesses or individuals — to exercise due diligence and act with a certain standard of care. The construction industry has an obligation to provide safety for subcontractors, suppliers, the public and the operators of the completed facility/structure. Establishing and applying effective safety management programs and systems will assist in fulfi lling this obligation. Whether a business is a construction client, designer or constructor, consistent and effective operation of safety management systems throughout the business is assisted by a strong safety culture among senior management and board members overseeing its operations.

Safer construction practices are driven by the overarching aim of creating a strong safety culture among all project stakeholders. They demonstrate to stakeholders the importance of safety as an integral part of project management, and that safety objectives are considered alongside other project objectives such as quality, cost and program. They also demonstrate the importance of collaboration and teamwork between all stakeholders. In the past, traditional safety efforts focused on technical and engineering aspects, but this guide suggests that a strong and positive safety culture is essential to the improvement of safety in the construction industry.

What is a project safety culture? A project safety culture describes a shared set of organisational values, assumptions and beliefs. It is characterised by high levels of communication, confi dence and trust between the project stakeholders. One threat to the development of positive safety cultures is a lack of inter- and intra-organisational understanding of the importance of safety. It is critical that senior managers of all project participants actively demonstrate their commitment to safety through participation in their own organisation’s safety management processes and the allocation of safety responsibilities from senior management to the work face level.

Guide to Best Practice for Safer Construction: Principles

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Principle 2: Promote design for safety Effective safety management at the design stage can minimise risks to the health and safety of people who subsequently construct, occupy and maintain a facility/structure.

Consequently, the client should ensure that a designer is engaged who has a demonstrated understanding and awareness of safety risk management or other suitable credentials of safety in design, appropriate to the risks of the project. Often during the design stage, a number of organisations or individuals contribute to the fi nal design, with their contributions being coordinated by a prime design manager — usually a principal designer acting for the client (the designer), or the client itself. In such cases, all organisations and individuals should participate in appropriate risk assessments and safety management decisions appropriate to their sphere of control.

Comprehensive and systematic design safety reviews should be conducted at appropriate intervals during the design process. These reviews should be based on appropriate risk management methods. Design safety reviews should be collaborative in nature where possible. Safety risks arising as a result of the design should be eliminated wherever possible or practicable. Where elimination is not possible, efforts to reduce safety risk through design modifi cation should be made.

Residual risk, i.e. the identifi ed risks remaining following the design safety risk management process, should be documented and clearly communicated to relevant stakeholders — including the client, the constructor, and the owner/occupier — where they would not, or may not, be readily apparent to ‘downstream’ stakeholders in their own risk assessment.

Principle 3: Communicate safety informationCommunication and consultation are essential to the management of safety. Within construction projects, safety information should be exchanged between the different stakeholders.

Open and honest dialogue regarding safety issues between the client, the designer and the constructor (including subcontractors) should be maintained throughout the life of the project. This may be verbal or non-verbal, formal or informal.

It is very important that safety communication and consultation start as early as possible in the project. Wherever possible, potential constructors should be consulted during the planning and design stages, and given the opportunity to comment on project defi nition and design.

Throughout construction, safety risk information should be communicated to relevant stakeholders, including (but not limited to) subcontractors, suppliers, workers, trade unions, regulators and members of the public. Within stakeholder organisations, safety expectations and procedures should be clearly communicated to the workforce.

It is also vital that bottom-up communication of safety issues occurs. Consultative processes should be established to enable timely worker participation in the making of decisions that impact on safety. The views of people engaged to perform construction work in relation

The principles of a safety cultureThe framework for The Guide suggests six best practice principles for creating a strong safety culture.1 These principles are intended to operate at an industry level as broad values for adoption at both corporate and project levels.

The best practice principles are:

Principle 1: Demonstrate safety leadership

Principle 2: Promote design for safety

Principle 3: Communicate safety information

Principle 4: Manage safety risks

Principle 5: Continuously improve safety performance

Principle 6: Entrench safety practices.

Each of these principles is described below.

Principle 1: Demonstrate safety leadershipSafety leadership involves communicating the importance of safety in all interactions with subordinates, subcontractors, suppliers and other project stakeholders throughout all processes within the life of the construction project.

In any construction project there are many competing objectives, such as quality, cost, time and production. The various stakeholders also have their own objectives. In the context of these pressures, safety messages can become mixed, and organisations do not always do what they commit to in formal policy statements and safety plans.

For this reason, it is critical that strong safety leadership is demonstrated from top management down to front-line supervisors. Safety should be enshrined in corporate goals, with strategic objectives and plans for achievement as for other corporate directions.

There is a strong behavioural component to safety leadership. It is important that senior managers, such as chief executive offi cers, managing directors and board members, lead by example and are consistent in the way they behave in relation to safety. Safety leadership is as much about what is not discussed as what is. When senior managers constantly talk about cost or production and say little about safety, this creates the impression that safety is less important than these other project goals.

Safety leadership also includes the recognition and reward of good safety management and performance, as well as the constructive correction of substandard safety management or performance. Senior managers should ‘walk’ construction sites and collaborate with site project managers and workforce members alike, to reinforce the corporate commitment to safety and to ensure that all resources are provided to support safety best practices.

Within the construction supply chain, safety leadership should also be demonstrated. Clients should demonstrate leadership through establishing clear safety objectives for the projects they procure, and by appointing safety champions for the project. Prime contractors should also establish safety leadership in the way that they manage subcontractors and suppliers.

1 These principles were adapted from, and are consistent with, the Federal Safety Commissioner’s Safety Principles and Guidance released in September 2006.

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In order for the industry to maintain sustained improvement in safety, clear targets and appropriate key performance indicators (KPIs) should be established for safety at an industry, organisation and project level, and safety performance must be rigorously monitored and measured.

This measurement should incorporate traditional ‘lagging’, as well as proactive ‘leading’ indicators of safety performance. The continuous improvement of safety also requires industry-wide collaboration in the form of benchmarking and information sharing.

Regular reviews of safety management performance should be undertaken through all stages of the project life cycle. These should be conducted collaboratively between all project stakeholders, including subcontractors.

On completion of construction projects, a post-project review of safety performance and processes of clients, designers and constructors should be undertaken. This review should also evaluate the extent to which these parties have worked cooperatively to ensure safety in the project. Lessons from these post-project safety reviews should be captured and shared within and between organisations in the industry.

Principle 6: Entrench safety practicesThrough the diligent application of the preceding principles, best safety practices should be entrenched as an integral part of an industry-wide safety culture.

The vast majority of fi rms operating in the construction industry are small to medium-sized enterprises (SMEs). It is essential that larger construction organisations work to disseminate safety knowledge and best practice among the SMEs with whom they do business.

This dissemination can be facilitated by the establishment of clear safety requirements in the selection of SME subcontractors or suppliers, and the inclusion of safety requirements in subcontracts. Construction organisations can also support the development of safety capability in SME fi rms through the establishment of long-term relationships with subcontractors and suppliers (perhaps through preferred provider schemes), and the implementation of safety mentoring schemes for SME subcontractors and suppliers.

Construction organisations should also require SME subcontractors to participate fully in project safety management programs, including safety planning, training, monitoring and reporting.

to a project, or their representatives, must be properly considered.

A project safety communication strategy should be formalised and documented as a critical component of the project safety master plan.

Principle 4: Manage safety risksThe systematic management of safety risks through the elimination or reduction of risks is a requisite for improved safety performance within the construction industry.

At all stages in the project process decisions should be made on the basis of careful consideration of the safety implications of available options. Decisions made about project options, design of the permanent facility/structure, design of the construction process, choice of plant, equipment, materials and construction methods, and project organisational arrangements should be made following an assessment of safety risks, using an appropriate and recognised risk assessment method.

Wherever possible, safety risks should be eliminated through design or engineering solutions to create a safe workplace. Where workplace risks cannot be physically removed, they should be reduced as far as possible or practicable. It is always better to make the workplace safer than rely on behavioural controls, because people are fallible and will always make mistakes.

When a risk cannot be eliminated, risk control measures must be considered in the following order:

substitute the hazard giving rise to the risk with a ‘less risky’ hazardisolate the hazard from people whose safety could be at riskminimise the risk by engineeringapply administrative measures, e.g. the adoption of safe systems of workuse personal protective equipment.

Even when a work site has been made as safe as possible, there is an opportunity to reduce the likelihood of incidents further by ensuring that safe work procedures are understood by everyone and consistently followed. Providing people with equipment that is fi t for purpose, and ensuring that they possess the knowledge, skills and abilities they need to work safely, are critical aspects of good safety management.

Safety risk information relating to the project should be recorded and made available to those who must manage or work with a risk, in accordance with the project safety communication strategy. All project decision-making that could have an impact upon safety risk should involve input from those parties that could be affected by that risk.

Principle 5: Continuously improve safety performanceSafety management should strive for continuous improvement by regularly reviewing safety performance, seeking feedback from project stakeholders, and using the lessons learned to improve performance and to share and promote best practices in the construction industry.

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Example leadership matrix The Example leadership matrix identifi es the leadership responsibilities of project stakeholders — the client, the designer and the constructor — in relation to best practice tasks identifi ed in the Implementation table on page 7. The Example leadership matrix shows the possible roles of the three principal stakeholders in a project for each of the following project delivery models:

traditional — where the client undertakes the planning and engages a designer to carry out the design and a constructor to build the facility/structuredesign and construct — where the client undertakes the planning and engages a constructor to both design and build the facility/structure. The constructor may separately engage a designer or may use in-house resourcescollaborative — where the client forms an alliance with the designer and the constructor to plan, design and build the facility/structure.

The degrees of responsibility are shown for each major stakeholder as an example, but these will need to be considered and defi ned for each project to suit its own situation.

Safety best practices Safety best practices are described for each stage of a project, and are grouped by the best practice principle which they serve, as a reminder of this relationship.

Each safety best practice task is numbered relative to its project stage, and includes a brief description of the best practice, followed by:

action — the task to be carried outdescription — a short description of the safety best practice, an explanation of the importance of the action, and some suggested strategies for considerationkey benefi ts — the benefi ts to be achieved by implementing the safety best practicedesirable outcomes — the behavioural and procedural changes effected by the implementation of the safety best practiceperformance measures — the outputs that can be measured and recorded as evidence that the safety best practice has been carried outleadership — the stakeholder with prime responsibility for implementing the action.

Throughout The Guide, case examples are provided to illustrate implementation of safety best practices in the Australian construction industry.

For further details refer to ‘Using the implementation kit’ provided in the kit

•

•

•

••

•

•

•

•

How to use The Guide In addition to the best practice principles, the key parts to The Guide are the:

Implementation table: Creating a strong safety culture (page 7) Example leadership matrix (page 9)Safety best practices (published as a separate document in this kit, full title Guide to Best Practice for Safer Construction: Tasks).

These are described below.

Implementation table: Creating a strong safety culture This section identifi es how the six best practice principles previously described are applied through the four stages of a project’s life cycle — planning, design, construction and post-construction. The principles are shown in descending order down the page, while the project stages are shown across the page. Within each principle and at each stage of the project, best practice tasks are identifi ed. They are numbered according to the project stage.

Although stages 1–4 imply a time-scale across the page, in reality, tasks may overlap, depending on the project delivery method.

Project stages are separated by stage reviews. The purpose of these stage reviews is to ensure that all tasks have been completed prior to moving to the next project stage. In this way, stage reviews act as ‘gateways’ in the project process. Before progressing to the next stage of the project, each of the participants can check whether all safety practices from the preceding stage have been completed. Stage reviews also provide an opportunity for project participants to refl ect on the safety processes and outcomes of the preceding stage, and feed safety information forward for use in subsequent stages of the project.

During a stage review, safety information arising in one project stage should be collated and communicated to parties involved in subsequent stages of the project to ensure that they are fully informed about project safety matters. It is also an opportunity for the project safety leadership team to ensure that any new stakeholders (such as suppliers, subcontractors and technical service providers) joining in the succeeding stages are identifi ed, fully informed and incorporated into the collaborative project safety processes.

Stage reviews are intended to be collaborative, providing an opportunity for the client, designer and constructor to refl ect on their own safety practices and those of other parties to the project, share information about safety initiatives or identifi ed risks, and resolve any safety issues that might become apparent in the course of the stage review.

Participation in stage reviews will depend, in part, on the project delivery method selected by the client. In a traditional delivery method, only the client and the designer would participate in the fi rst stage review, because the constructor would not yet have been appointed. However, in a collaborative delivery method, such as an alliance, the client, designer and constructor would all participate in every stage review.

•

••

6

Implementation table: Creating a strong safety culture

77

STA

GE 3

:CON

STRUCTIO

N

STA

GE 1:

Pla

nnin

gSTA

GE 1:

Pla

nnin

gSTA

GE 3

:CON

STRUCTIO

N

STA

GE 2

:Des

ign

STA

GE 2

:Des

ign

STA

GE 3

:CON

STRUCTIO

N

STA

GE 4

:Post

-const

ruct

ion

STA

GE 3

:Const

ruct

ion

STA

GE 3

:Const

ruct

ion

IMPLE

MEN

TATIO

N T

ABLE

: Cre

ating a

str

ong s

afe

ty c

ulture

STA

GE 4

:Post

-const

ruct

ion

1.1

Est

ablis

h a

proj

ect s

afet

y m

anag

emen

t fra

mew

ork

1.2

Ide

ntify

saf

ety

cham

pion

s fo

r app

oint

men

t to

the

proj

ect

safe

ty le

ader

ship

team

1.3

App

oint

a p

roje

ct s

afet

y le

ader

ship

team

1.4

Dev

elop

pro

ject

saf

ety

char

ter

1.5

Dev

elop

pro

ject

saf

ety

mas

ter p

lan

Pri

nci

ple

1 –

Dem

on

stra

te s

afe

ty le

ad

ersh

ip

Pri

nci

ple

2 –

Pro

mo

te d

esig

n f

or

safe

ty

Pri

nci

ple

3 –

Co

mm

un

ica

te s

afe

ty in

form

ati

on

Pri

nci

ple

4 –

Ma

na

ge

safe

ty r

isks

Pri

nci

ple

5 –

Co

nti

nu

ou

sly

imp

rove

sa

fety

per

form

an

ce

Pri

nci

ple

6 –

En

tren

ch s

afe

ty p

ract

ices

1.6

Spe

cify

saf

ety

requ

irem

ents

in p

roje

ct b

rief

1.7

Inc

lude

saf

e de

sign

requ

irem

ents

in d

esig

n co

nsul

tant

co

ntra

cts

1.8

Sel

ect q

ualifi

ed

desi

gner

1.9

Est

ablis

h re

quire

men

ts fo

r saf

ety

in d

esig

n

1.10

Co

mm

unic

ate

safe

ty c

omm

itmen

ts to

pro

spec

tive

stak

ehol

ders

1.11

Com

mun

icat

e pr

ojec

t saf

ety

risk

info

rmat

ion

to re

leva

nt

stak

ehol

ders

1.12

Co

nduc

t ris

k an

alys

is o

f pro

ject

opt

ions

1.13

Un

derta

ke te

chni

cal f

easi

bilit

y st

udie

s of

via

ble

optio

ns

1.14

Se

lect

pre

ferr

ed p

roje

ct o

ptio

n ba

sed

on ro

bust

risk

as

sess

men

t

1.15

Re

cord

saf

ety

info

rmat

ion

in a

pro

ject

risk

regi

ster

1.16

Est

ablis

h ke

y pe

rfor

man

ce in

dica

tors

(KPI

s) fo

r saf

ety

1.17

Co

ntin

uous

ly d

evel

op s

afet

y ca

pabi

litie

s

1.18

De

velo

p lo

ng-te

rm re

latio

nshi

ps w

ithin

sup

ply

chai

n

2.1

Dev

elop

des

ign

safe

ty p

lan

2.2

Spe

cify

how

saf

ety

is to

be

addr

esse

d in

tend

ers

for

cons

truct

ion

2.3

Inc

lude

saf

ety

requ

irem

ents

in c

onst

ruct

ion

cont

ract

doc

umen

ts

2.4

Est

ablis

h as

sess

men

t crit

eria

for p

rosp

ectiv

e co

nstru

ctor

s

2.5

Eva

luat

e te

nder

s ag

ains

t saf

ety

crite

ria

2.6

Sel

ect q

ualifi

ed

cons

truct

or

2.7

Con

duct

des

ign

revi

ews

to e

limin

ate/

redu

ce ri

sks

at c

once

pt

and

deta

iled

desi

gn s

tage

s

2.8

Con

side

r con

stru

ctab

ility

in d

esig

n sa

fety

revi

ews

2.9

Incl

ude

safe

ty in

form

atio

n in

des

ign

docu

men

tatio

n

2.10

Com

mun

icat

e re

leva

nt p

roje

ct s

afet

y ris

k in

form

atio

n to

co

nstru

ctor

s vi

a th

e pr

ojec

t ris

k re

gist

er

2.11

Rec

ord

resi

dual

saf

ety

risk

info

rmat

ion

in th

e pr

ojec

t ris

k re

gist

er

2.12

Rev

iew

key

per

form

ance

indi

cato

rs (K

PIs)

for s

afet

y

2.13

Con

tinuo

usly

dev

elop

saf

ety

capa

bilit

ies

2.14

Pr

ovid

e m

ento

ring

sche

mes

for S

ME

desi

gner

s

3.1

Dev

elop

con

stru

ctio

n sa

fety

pla

n

3.2

Dem

onst

rate

man

agem

ent c

omm

itmen

t to

safe

ty p

roce

sses

at

all l

evel

s

3.3

Im

plem

ent s

enio

r man

agem

ent-l

ed ‘s

afet

y w

alks

’

3.4

Con

duct

regu

lar s

ite in

spec

tions

3.5

Con

sulta

tion

and

talk

ing

safe

ty

3.6

Des

ign

safe

con

stru

ctio

n pr

oces

ses

3.7

Rev

iew

saf

ety

risk

in d

esig

n ch

ange

s

3.8

Com

mun

icat

e sa

fety

risk

info

rmat

ion

to re

leva

nt s

take

hold

ers

3.9

Pro

vide

regu

lar s

afet

y pe

rfor

man

ce fe

edba

ck to

pro

ject

pe

rson

nel

3.10

Impl

emen

t sys

tem

atic

risk

man

agem

ent p

roce

sses

3.11

Id

entif

y an

d re

ctify

saf

ety

defi c

ienc

ies

3.12

Re

cord

risk

info

rmat

ion

3.13

Und

erta

ke re

gula

r mea

sure

men

t of p

roje

ct s

afet

y pe

rfor

man

ce u

sing

lead

ing

indi

cato

rs, c

limat

e su

rvey

s an

d la

ggin

g in

dica

tors

3.14

Re

gula

rly a

naly

se p

roje

ct s

afet

y pe

rfor

man

ce d

ata

3.15

Con

tinuo

usly

dev

elop

saf

ety

capa

bilit

ies

3.16

Pr

omot

e sa

fety

man

agem

ent p

ract

ices

with

in S

ME

subc

ontra

ctor

s

3.17

Im

plem

ent s

afet

y m

ento

ring

syst

em fo

r SM

E su

bcon

tract

ors

4.1

Dev

elop

a c

omm

issi

onin

g sa

fety

pla

n

4.2

Per

form

pos

t-con

stru

ctio

n re

view

4.3

Eva

luat

e pr

ojec

t per

form

ance

4.4

Rec

ogni

se a

nd re

war

d go

od s

afet

y m

anag

emen

t and

le

ader

ship

4.5

Eva

luat

e ef

fect

iven

ess

of d

esig

n sa

fety

revi

ew

4.6

Rec

ord

effe

ctiv

e de

sign

sol

utio

ns fo

r fut

ure

proj

ects

4.7

Com

mun

icat

e sa

fety

kno

wle

dge

to a

ll pr

ojec

t par

ticip

ants

4.8

Con

duct

app

ropr

iate

test

ing

of p

lant

/equ

ipm

ent p

rior t

o co

mm

issi

onin

g

4.9

Rec

ord

safe

ty in

form

atio

n re

leva

nt to

faci

lity

oper

atio

n

4.10

Un

derta

ke c

olla

bora

tive

post

-pro

ject

revi

ew o

f saf

ety

perf

orm

ance

4.11

Cap

ture

and

reco

rd le

sson

s le

arne

d fo

r fut

ure

proj

ects

4.12

Rev

iew

long

-term

rela

tions

hips

with

SM

Es

4.13

Fu

ture

inte

rfac

e be

twee

n pr

ime

cont

ract

ors

and

sub-

cont

ract

ors

This

table

is ad

apted

from

a be

st pr

actic

e mod

el de

velo

ped

by th

e Sch

ool o

f Pro

perty

, Con

struc

tion

and

Proj

ect M

anag

emen

t, RM

IT U

nive

rsity

.

Example leadership matrix

9

Exa

mp

le le

ad

ersh

ip m

atr

ixTr

adit

ion

al t

ype

con

trac

tD

esig

n a

nd

co

nst

ruct

co

ntr

act

Co

llab

ora

tive

co

ntr

act

Client

Designer

Constructor

Client

Designer

Constructor

Client

Designer

Constructor

BE

ST

PR

AC

TIC

ES

STAGE 1: Planning

Task

1.1

Est

ablis

h a

proj

ect

safe

ty m

anag

emen

t fr

amew

ork

STAGE 1: Planning

1.1

LC

C1.

1L

CC

1.1

LP

PTa

sk 1

.2

Id

entif

y sa

fety

cha

mpi

ons

for

appo

intm

ent

to t

he p

roje

ct s

afet

y le

ader

ship

tea

m1.

2L

CC

1.2

LC

C1.

2L

PP

Task

1.3

App

oint

a p

roje

ct s

afet

y le

ader

ship

tea

m1.

3L

CC

1.3

LC

C1.

3L

PP

Task

1.4

Dev

elop

pro

ject

saf

ety

char

ter

1.4

LC

C1.

4L

CC

1.4

LP

PTa

sk 1

.5

D

evel

op p

roje

ct s

afet

y m

aste

r pl

an1.

5L

CC

1.5

LC

C1.

5L

PP

Task

1.6

Spe

cify

saf

ety

requ

irem

ents

in p

roje

ct b

rief

1.6

LC

C1.

6L

CC

1.6

LP

PTa

sk 1

.7

In

clud

e sa

fe d

esig

n re

quire

men

ts in

des

ign

cons

ulta

nt c

ontr

acts

1.7

LC

C1.

7L

CC

1.7

LP

PTa

sk 1

.8

S

elec

t qu

alifi

ed d

esig

ner

1.8

LC

C1.

8L

CC

1.8

LP

PTa

sk 1

.9

E

stab

lish

requ

irem

ents

for

safe

ty in

des

ign

1.9

LC

C1.

9L

CC

1.9

LP

PTa

sk 1

.10

C

omm

unic

ate

safe

ty c

omm

itmen

ts t

o pr

ospe

ctiv

e st

akeh

olde

rs1.

10L

CC

1.10

LC

C1.

10L

PP

Task

1.1

1

Com

mun

icat

e pr

ojec

t sa

fety

ris

k in

form

atio

n to

rel

evan

t st

akeh

olde

rs1.

11L

CC

1.11

LC

C1.

11L

PP

Task

1.1

2

Con

duct

ris

k an

alys

is o

f pro

ject

opt

ions

1.12

LC

C1.

12L

CC

1.12

LP

PTa

sk 1

.13

U

nder

take

tec

hnic

al fe

asib

ility

stud

ies

of v

iabl

e op

tions

1.13

LC

C1.

13L

CC

1.13

LP

PTa

sk 1

.14

S

elec

t pr

efer

red

proj

ect

optio

n ba

sed

on r

obus

t ris

k as

sess

men

t1.

14L

CC

1.14

LC

C1.

14L

PP

Task

1.1

5

Rec

ord

safe

ty in

form

atio

n in

a p

roje

ct r

isk

regi

ster

1.15

LC

C1.

15L

CC

1.15

LP

PTa

sk 1

.16

E

stab

lish

key

perf

orm

ance

indi

cato

rs (K

PIs

) for

saf

ety

1.16

LC

C1.

16L

CC

1.16

LP

PTa

sk 1

.17

C

ontin

uous

ly d

evel

op s

afet

y ca

pabi

litie

s1.

17L

CC

1.17

LC

C1.

17L

PP

Task

1.1

8

Dev

elop

long

-ter

m r

elat

ions

hips

with

in s

uppl

y ch

ain

1.18

LC

C1.

18L

CC

1.18

LP

P

STAGE 2: Design

Task

2.1

Dev

elop

des

ign

safe

ty p

lan

STAGE 2: Design

2.1

PL

C2.

1P

LP

2.1

PL

PTa

sk 2

.2

S

peci

fy h

ow s

afet

y is

to

be a

ddre

ssed

in t

ende

rs fo

r co

nstr

uctio

n2.

2L

PC

2.2

LC

C2.

2L

CC

Task

2.3

Incl

ude

safe

ty r

equi

rem

ents

in c

onst

ruct

ion

cont

ract

doc

umen

ts2.

3L

PC

2.3

LC

C2.

3L

PP

Task

2.4

Est

ablis

h as

sess

men

t cr

iteria

for

pros

pect

ive

cons

truc

tors

2.4

LP

C2.

4L

CC

2.4

LP

PTa

sk 2

.5

E

valu

ate

tend

ers

agai

nst

safe

ty c

riter

ia2.

5L

PC

2.5

LC

C2.

5L

CC

Task

2.6

Sel

ect

qual

ifi ed

con

stru

ctor

2.6

LP

C2.

6L

CC

2.6

LC

CTa

sk 2

.7

C

ondu

ct d

esig

n re

view

s to

elim

inat

e/re

duce

ris

k at

con

cept

and

det

aile

d de

sign

sta

ges

2.7

PL

C2.

7P

LL

2.7

PL

PTa

sk 2

.8

C

onsi

der

cons

truc

tabi

lity

in d

esig

n sa

fety

rev

iew

s2.

8P

LC

2.8

PL

L2.

8P

LP

Task

2.9

Incl

ude

safe

ty in

form

atio

n in

des

ign

docu

men

tatio

n2.

9C

LC

2.9

CL

L2.

9P

LP

Task

2.1

0

Com

mun

icat

e re

leva

nt p

roje

ct s

afet

y ris

k in

form

atio

n to

con

stru

ctor

s vi

a th

e pr

ojec

t ris

k re

gist

er2.

10L

PC

2.10

LP

P2.

10L

PP

Task

2.1

1

Rec

ord

resi

dual

saf

ety

risk

info

rmat

ion

in t

he p

roje

ct r

isk

regi

ster

2.11

LP

C2.

11L

PP

2.11

PL

PTa

sk 2

.12

R

evie

w k

ey p

erfo

rman

ce in

dica

tors

(KP

Is) f

or s

afet

y2.

12L

PP

2.12

LP

P2.

12L

LL

Task

2.1

3

Con

tinuo

usly

dev

elop

saf

ety

capa

bilit

ies

2.13

LP

C2.

13L

PP

2.13

LL

LTa

sk 2

.14

P

rovi

de m

ento

ring

sche

me

for

SM

E d

esig

ners

2.14

LP

C2.

14L

PP

2.14

LL

L

STAGE 3: Construction

Task

3.1

Dev

elop

con

stru

ctio

n sa

fety

pla

n

STAGE 3: Construction

3.1

PC

L3.

1P

PL

3.1

PP

LTa

sk 3

.2

D

emon

stra

te m

anag

emen

t co

mm

itmen

t to

saf

ety

proc

esse

s at

all

leve

ls3.

2L

CL

3.2

LP

L3.

2L

LL

Task

3.3

Impl

emen

t se

nior

man

agem

ent-

led

‘saf

ety

wal

ks’

3.3

LC

L3.

3L

PL

3.3

LL

LTa

sk 3

.4

C

ondu

ct r

egul

ar s

ite in

spec

tions

3.4

LC

L3.

4L

PL

3.4

LL

LTa

sk 3

.5

C

onsu

ltatio

n an

d ta

lkin

g sa

fety

3.5

LC

L3.

5L

PL

3.5

LL

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The Guide to Best Practice for Safer Construction has been developed following a detailed review of practical Australian and international best practice initiatives.The Guide suggests a framework to improve safety performance on construction projects and covers all stages of a project: planning, design, construction and post-construction. Its overarching objective is to reduce the number of accidents and deathson construction sites and to improve the ability of the industry as a whole to deliver safer construction projects and healthieremployees.The three primary stakeholder groups of the construction industry – clients, designers and constructors – have worked together to create a methodology which integrates occupational health and safety into strategic and operational decision-making at all stages of the project. The Guide is intended to be an aspirational document that leads discussion and industry change, as well as a practical tool which can be used across the industry by clients, designers and constructors and by large fi rms and small and medium-sized enterprises.

Guide to Best Practice for Safer Construction: Implementation kit

The Guide to Best Practice for Safer Construction: Implementation kit is available from www.construction-innovation.info. Cooperative Research Centre for Construction InnovationLevel 9, L Block, QUT Gardens Point 2 George St, Brisbane Qld, 4000 AUSTRALIATelephone: +61 7 3138 9291 Fax: +61 7 3138 9151 Email: [email protected]

ISBN 978-0-9803503-6-4

September 2007

STAGE 3: CONSTRUCTION

STAGE 1:PlanningSTAGE 1:Planning STAGE 3: CONSTRUCTION

STAGE 2:Design

STAGE 2:Design STAGE 3: CONSTRUCTION

STAGE 4:Post-construction

STAGE 3:Construction

STAGE 3:Construction

IMPLEMENTATION TABLE: Creating a strong safety culture

STAGE 4:Post-construction

1.1 Establish a project safety management framework

1.2 Identify safety champions for appointment to the project safety leadership team

1.3 Appoint a project safety leadership team

1.4 Develop project safety charter

1.5 Develop project safety master plan

Principle 1 – Demonstrate safety leadership

Principle 2 – Promote design for safety

Principle 3 – Communicate safety information

Principle 4 – Manage safety risks

Principle 5 – Continuously improve safety performance

Principle 6 – Entrench safety practices

1.6 Specify safety requirements in project brief

1.7 Include safe design requirements in design consultant contracts

1.8 Select qualified designer

1.9 Establish requirements for safety in design

1.10 Communicate safety commitments to prospective stakeholders

1.11 Communicate project safety risk information to relevant stakeholders

1.12 Conduct risk analysis of project options

1.13 Undertake technical feasibility studies of viable options

1.14 Select preferred project option based on robust risk assessment

1.15 Record safety information in a project risk register

1.16 Establish key performance indicators (KPIs) for safety

1.17 Continuously develop safety capabilities

1.18 Develop long-term relationships within supply chain

2.1 Develop design safety plan

2.2 Specify how safety is to be addressed in tenders for construction

2.3 Include safety requirements in construction contract documents

2.4 Establish assessment criteria for prospective constructors

2.5 Evaluate tenders against safety criteria

2.6 Select qualified constructor

2.7 Conduct design reviews to eliminate/reduce risks at concept and detailed design stages

2.8 Consider constructability in design safety reviews

2.9 Include safety information in design documentation

2.10 Communicate relevant project safety risk information to constructors via the project risk register

2.11 Record residual safety risk information in the project risk register

2.12 Review key performance indicators (KPIs) for safety


2.14 Provide mentoring schemes for SME designers

3.1 Develop construction safety plan

3.2 Demonstrate management commitment to safety processes at all levels

3.3 Implement senior management-led ‘safety walks’

3.4 Conduct regular site inspections

3.5 Consultation and talking safety

3.6 Design safe construction processes

3.7 Review safety risk in design changes

3.8 Communicate safety risk information to relevant stakeholders

3.9 Provide regular safety performance feedback to project personnel

3.10 Implement systematic risk management processes

3.11 Identify and rectify safety deficiencies

3.12 Record risk information

3.13 Undertake regular measurement of project safety performance using leading indicators, climate surveys and lagging indicators

3.14 Regularly analyse project safety performance data


3.16 Promote safety management practices within SME subcontractors

3.17 Implement safety mentoring system for SME subcontractors

4.1 Develop a commissioning safety plan

4.2 Perform post-construction review

4.3 Evaluate project performance

4.4 Recognise and reward good safety management and leadership

4.5 Evaluate effectiveness of design safety review

4.6 Record effective design solutions for future projects

4.7 Communicate safety knowledge to all project participants

4.8 Conduct appropriate testing of plant/equipment prior to commissioning

4.9 Record safety information relevant to facility operation

4.10 Undertake collaborative post-project review of safety performance

4.11 Capture and record lessons learned for future projects

4.12 Review long-term relationships with SMEs

4.13 Future interface between prime contractors and sub-contractors

This table is adapted from a best practice model developed by the School of Property, Construction and Project Management, RMIT University.



Develop Commissioning Safety Plan

ClientConstructorDesigner

Task 4.2 Perform Post-construction Review


Task 4.3 Evaluate project performance


Task 4.4 Recognise and reward good safety management and leadership


Task 4.5 Evaluate effectiveness of design safety review


Task 4.6 Record effective design solutions for future projects


Task 4.7 Communicate safety knowledge to all project stakeholders


Task 4.8 Conduct appropriate testing of plant/equipment prior to commissioningClientConstructorDesigner

Task 4.9 Record safety information relevant to facility operation


PRINCIPLE 1 – Demonstrate safety leadership

Who will take the lead?

PRINCIPLE 2 – Promote design for safety

PRINCIPLE 3 – Communicate safety information

Implementation checklist 4

PRINCIPLE 4 – Manage safety risks

Guide to Best Practice for Safer Construction: Executive summary

Construction is Australia’s third most dangerous industry, with an average of 49 workers killed at work each year since 1998. In 2002–2003, the incidence of workplace fatalities in the Australian construction industry was nearly three times higher than the national average for all industries. It is clear that there is still significant room for improvement in this aspect of Australia’s construction industry.

The Guide to Best Practice for Safer Construction has been developed following a detailed review of practical Australian and international best practice initiatives.

The Guide is the key outcome of the Safer Construction Project, which was commissioned by Engineers Australia in response to the recognised need to reduce accidents and deaths in construction processes. The roles that engineers play for the main participants in the industry, the clients, designers/professionals, and the constructors, was also recognised and seen as a potential driver of change in the industry.

The Cooperative Research Centre (CRC) for Construction Innovation provided the industry research leadership in coordinating and funding this key project.

The Guide provides a framework for improving safety performance on construction projects. It addresses all stages of the construction process: planning, design, construction and post-construction. Its overarching objective is to reduce the number of accidents and deaths on construction sites and to improve the ability of the industry as a whole to deliver safer construction projects and healthier employees.

The three primary stakeholder groups of the construction industry – clients, designers and constructors – have worked together to suggest best practice which integrates occupational health and safety into strategic and operational decision-making at all stages of the project.

Guide to Best Practice forSafer Construction: Case studies

Guide to Best Practice for

Safer Construction: Literature review

‘From concept to completion’

Guide to Best Practice forSafer Construction: Implementation kit

ISBN 978-0-9803503-2-6

Guide to Best Practice for Safer Construction: Principles

Guide to Best Practice forSafer Construction: Tasks

Task 3.1 Develop construction safety planClient

ConstructorDesignerTask 3.2 Demonstrate management commitment to safety processes at all levels Client

ConstructorDesignerTask 3.3 Implement senior management-led ‘safety walks’ Client

ConstructorDesignerTask 3.4 Conduct regular site inspections

ClientConstructor

DesignerTask 3.5 Consultation and talking safetyClient

ConstructorDesigner

Task 3.6 Develop safe construction methodsClient

ConstructorDesignerTask 3.7 Review safety risk in design changes

ClientConstructor

Designer

Task 3.8 Communicate safety risk information to relevant stakeholders ClientConstructor

DesignerTask 3.9 Provide regular safety performance feedback to project personnel ClientConstructor

Designer





STAGE 2: DesignSTAGE 2: Design

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

Client

Constructor

Designer

PRINCIPLE 1 – Demonstrate safety leadershipWho will take the lead?



STAGE 1: Planning

STAGE 1: Planning

Task 1.1 Establish a project safety management framework

Client

Constructor

Designer

Task 1.2 Identify safety champions for appointment to the project safety leadership team

Client

Constructor

Designer

Task 1.3 Appoint a project safety leadership team

Client

Constructor

Designer

Task 1.4 Develop project safety charter

Client

Constructor

Designer

Task 1.5 Develop project safety master plan

Client

Constructor

Designer

Task 1.6 Specify safety requirements in project brief

Client

Constructor

Designer

Task 1.7 Include safe design requirements in design consultant contracts

Client

Constructor

Designer

Task 1.8 Select qualified designer

Client

Constructor

Designer

Task 1.9 Establish requirements for safety in design

Client

Constructor

Designer

Task 1.10 Communicate safety commitments to prospective stakeholders

Client

Constructor

Designer

Task 1.11 Communicate project safety risk information to relevant stakeholders

Client

Constructor

Designer

PRINCIPLE 1 – Demonstrate safety leadership





Using the implementation kit

The Guide to Best Practice for Safer Construction: Implementation kit suggests a framework for clients, designers and constructors to improve safety performance at all stages of a construction project. It contains the following:

Guide to Best Practice for Safer Construction: Principles In this part of The Guide, the suggested six best practice principles for creating a strong safety culture are outlined. Understanding these principles is important in identifying the responsibilities of client, designer and contractor in relation to occupational health and safety (OHS) within project teams.

Once familiar with the principles and their implications for your organisation, the ‘Implementation table: Creating a strong safety culture’ provides an overview of tasks listed by principle for each stage of a construction lifecycle. The safety tasks have been grouped to show the application of the principles in each stage of the project cycle. Note that the best practice tasks are numbered according to the project stage. Although stages 1 to 4 imply a time-scale across the page, in reality, tasks may overlap across stages, depending on the project delivery method.

The ‘Example leadership matrix’ suggests the leadership responsibilities of project stakeholders — client, designer and constructor — in relation to best practice tasks identified in the implementation table. The matrix shows the possible roles of the three principal stakeholders in a project for each of the following project delivery models:

traditionaldesign and construct collaborative.

The extent of responsibility is suggested for each major stakeholder, but these will need to be considered and defined for each project.

A glossary provides clarification on terminology used in the documents.

Guide to Best Practice for Safer Construction: TasksIn the second part to The Guide, the tasks for improving safety are outlined for each of the four main stages of a project: planning, design, construction and post-construction and are grouped by the suggested best practice principle which they serve. The information provided includes:

the suggested action to be taken to complete the taska detailed description of the task key benefits of the taskdesirable outcomes of the task performance measurement criteria a recommendation of who should lead the task best practice case studies.

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