SRD 564 ARCHITECTURE 5A

1. SRD 564 ARCHITECTURE 5A RESEARCH THESIS Deakin University School of Architecture & Building Occupational Health and Safety Performance in the Building and Construction Industry Prepared by Graeme Pollock 2003

2. aims and objectives of the research • AIM • Examine the performance and management of workplace health and safety in the construction industry. • OBJECTIVES • Provide an overview of the nature of the construction industry. • Analyse health and safety performance and trends in the building and construction industry. • Identify major factors which impede effective management of health and safety in the building and construction industry. • Identify opportunities for improving health and safety performance in the building and construction industry. • Reveal the cost implications of poor health and safety management on construction projects.

3. literature review GENERAL NATURE OF CONSTRUCTION WORK The general nature of the construction industry poses particular problems for the successful management of health and safety. Unique Characteristics: • temporary duration of work sites • irregular employment and unpredictable workload • effects of weather • extensive use of subcontractors • competitive tendering • lack of investment • operations in an ever-changing environment • long production cycle between inception and production phases • dependency on several industries.

4. literature review OHS MANAGEMENT • A project should only be deemed successful if it is completed without loss of life or other human suffering. • A successful management system involves establishing an effective and proactive program which seeks to encourage the prevention of accidents and injuries, rather than merely responding to problems as they occur. • Health and safety management may be defined as a process of planning, organising, leading and controlling the integration of safety into every part of an organisations process. OHS MANAGEMENT SYSTEM • A safety management system must be adaptive to a one-off and constantly changing project environment • Larger companies • Well structured and documented • Detailed operating procedures • Smaller Companies • Poor at implementing safety programmes and management systems • Work in a intensely competitive environment • Lack of resources • Unware of responsibilities Hooker Cockram Management System • Early identification and controls of risks • Implementation and review of safety systems • Skills training and communication regime • Continual Monitoring Program

5. literature review OHS STATISTICS • Approximately 60 people are killed each year in the building and construction industry, twice the level of the all industries Australian average. • Over the period 1994-95 to 1998-99, the annual average in all industries is about 400 fatalities, with the construction industry responsible for approximately 10-15% of total fatalities. • The most common sources of fatal accidents are reported as: falls from heights, falling objects, electrical and being hit by moving objects. • Compensation claims in the construction industry is about 70% higher than all industries. • The performance of Victoria and Queensland is better than for other states.

6. literature review FACTORS AFFECTING OHS PERFORMANCE • Highly Competitive Industry • Training • Nature of Employment • Safe Design • Safety Culture • Management Commitment • Industrial Relations • The Costs of Safety

7. methodology METHODOLOGY • Structured Interviews • Interviews with a range of participants: • Small, Medium and Large Contractors • Unions • Architects • Limitations of the Study • The number of interview conducted • Organisations interviewed included: • Baulderstone Hornibrook • Multiplex Constructions • Hooker Cockram Projects • Leighton Contractors • Max Findley and Associates • Len Bogatin and Associates • Complexity Project Services • CFMEU • Daryl Pelchen Architects

8. research findings FACTORS AFFECTING OHS PERFORMANCE • OHS in the Construction Industry • The Cole Commission identified that many industry participants are dissatisfied with the safety performance of the industry. • Results: • OHS performance has improved dramatically over the last five years • Considerable scope exists for further improvement. • Highly Competitive Industry • The construction industry is characterised by fierce competition and low profit margins and this has a direct effect upon the quality of workmanship and safety performance. Result: • Identified as a major barrier • Commercial and contractual pressure and intense programming causes difficulties for subcontractors. • Contractor is almost always awarded on price. • Safety management plan at tender improves the performance.

9. research findings Training • There is a lack of knowledge among many construction workers (RCBCI, 2002b) and the effectiveness of training within the industry has been questioned. • Results: • Training in the industry is adequate and effective. • Many providers of training – CFMEU, employee organisations, WorkSafe, private providers • Taken time to be trained presents difficulties for smaller contractors. • Nature of Employment • The fragmentation and the transient nature of the workforce presents particular difficulties for the successful management of health and safety. • Results: • The management of subcontractors presented the greatest difficulties. • A shortlist of preferred subcontractors • Long term workforce provide significant benefits for effective management of OHS. • Boom periods in the industry lead to a shortage of quality subcontrators. • Design and Construct can bring significant benefits. • Partnering and Alliance contracts provide benefits but are costly.

10. research findings • Safe Design • The early stages of projects are considered to offer the greatest scope for safety improvements. • Very few designers consider the buildability (with regards to safe work practices) of a project. Results: • Greatest benefits can come from Safe Design • Designers do not consider the buildability of a project as they believe it is the responsibility of the builder. • Thoughts to OHS after the completion of the building are poor. (maintenance) • Safety Culture • Positive results can be achieved in health and safety performance if a strong safety culture is evident throughout all levels • of an organisation. • Results: • An “us and them” mentality is still prevalent in the industry • A safety culture is often lacking on small construction sites. • A safety culture was a key element for the successful implementation of safety management systems.

11. research findings • Management Commitment • Management commitment to safety is recognised as key factor in developing a safety culture within an organisation. • Results: • Management commitment is a crucial element in developing a safety culture. • Attitudes of workers towards safety are often shaped by management attitudes • Industrial Relations • The abuse of OHS is a major issue in the industry and construction unions frequently use health and safety as an industrial relations tool. Results: • Unions generally improve the OHS performance in the industry • A union site is a safer site. • High frequency of industrial disputes with a “one off, all off” mentality of many union delegates.

12. research findings THE COST OF SAFETY • Improvement of health and safety management is assumed to make good financial sense for construction companies who are dedicated to efficiency and productivity Results: • Huge financial benefits to be gained from reducing injuries and accidents. • Benefit include: • Increased productivity • Improved worker morale • Improved culture • Financial benefits • Reduced industrial disputes. • Costs of managing OHS have approximately tripled from 5-10 years

13. conclusions • There has been a significant improvement in the level of performance over the last 5-10 years • Safety should be the number one priority • Commercial pressure on production and lower cost should never undermine health and safety. • Architect and engineers need to be more accountable for their designs • Significant improvements can be achieved by considering buildability of a project • Economic imperatives profoundly constrain and shape the attitudes of those who have the power to make change. • There are financial benefits to be gained from reducing injuries and accidents. Therefore, there is no reason for the deliberate avoidance of health and safety responsibilities. • The attitudes of workers to health and safety are often influenced by their training, qualifications and experience. • The narrow minded approach displayed by many industry participants stifles the potential for further improvement and for the implementation of innovative and creative solutions