IS5006 SAFETY IN CONSTRUCTION

UNIT 1 ACCIDENTS CAUSES AND MANAGEMENT SYSTEMS

PROBLEMS IMPEDING SAFETY IN CONSTRUCTION INDUSTRY:

The construction industry plays a vital role in the social and economic development of all countries. its
scope is very wide from larger civil engineering projects such as road and bridge, building, water supply and
sewerage schemes and river and canal work etc. construction works are also needed in agriculture, industry,
education, health and other service industries.

It is classified into various segments industrial, housing, commercial, utilities and infrastructure work. Thus
the construction industry is a mixture of different organisations, which directly and indirectly influence the
construction process.

These organisations include property developers, architects, engineers, quantity surveyors, accountants,
lawyers, civil engineering contractors, engineering contractors, management contractors, labourers, subcontractors
and specialist trades. The construction industry‘s importance has been confirmed by several studies (Coble and
Haupt,1999).

The most common activity in construction is general building work which is domestic, commercial or
industrial in nature. This work may be new building work, such as a building extension, or, more commonly, the
refurbishment, maintenance or repair of existing buildings. The buildings may be occupied or unoccupied. Such
projects may begin with a partial or total demolition of a structure which is a particularly hazardous operation. Most
construction projects cover a range of activities such as site clearance, the demolition or dismantling of building
structures or plant and equipment, the felling of trees and the safe disposal of waste materials. The work could
involve hazardous operations, such as roof work or contact with hazardous materials, such as asbestos or lead. The
site activities will include the loading, unloading and storage of materials and site movements of vehicles and
pedestrians. Finally, the construction processes themselves are often hazardous.

These processes include fabrication, decoration, cleaning, installation and the removal and maintenance of
services (electricity, water, gas and telecommunications). Construction also includes the use of woodworking
workshops together with woodworking machines and their associated hazards, painting and decorating and the use
of heavy machinery. It will often require work to take place in confined spaces, such as excavations and
underground chambers. At the end of most projects, the site is landscaped which will introduce a new set of hazards.
Hence throughout the world, construction is one of the most hazardous industries and it is generally recognised that
health and safety on construction on sites is not satisfactory as the level of occupational accidents is high when
compared to other industries.
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The same complexity can be found with construction workplaces. Within the workplace Construction
processes involve hazardous activities, such as working at height, manual handling, exposure to hazardous
materials, demolition, frame erection, lifting operations, scaffolding and ground works, bulk materials and heavy
equipment handling, as well as the varying jobsite personnel and the regularly changing worksites.

Nearly all construction sites are temporary in nature and, during the construction process, are constantly
changing. This always leads to the temptation to compromise on health and safety issues, such as the provision of
adequate welfare facilities or the safe re-routing ofsite traffic. In addition the construction sector is characterised by
a very fragmented structure in the production phase with a large number of independent companies. This type of
organisation often makes management assignments in the building sector difficult and complex. It is not unusual
that several sub-contractors are involved in a single construction project, often more than one at a time, with varying
influence on their own and other sub-contractors‘ working conditions. A division of decisions and authority between
different, legally separate companies have often made placing responsibility diffuse and difficult.

The client, the consulting engineers, architects, general contractor and a number of subcontractors carry out
the building jointly. Moreover, at any given time, there are many young people receiving training on site in the
various construction trades. These trainees need supervision and structured training programmes. A further
characteristic of the construction industry, that makes management of this sector more troublesome, is the
unfavourably high supervisor-worker ratio. Supervisors who have more a personal and positive relationship with
workers have more favourable safety performance records (Hinze, 1997; Levitt & Samelson, 1993). This
relationship is harder to develop if the ratio is too high, which is generally the case within the construction industry
(Smallwood, 2000). Rowlinson and Lingard (1996) have attributed the prototype nature of construction projects, the
transient nature of work, low education levels of the workforce and high levels of subcontracting, as major
contributing factors to poor safety records within the construction industry worldwide.

To summarise, it can be said that the majority of the contractors especially the sub contractors are reluctant
to implement occupational health and safety program at construction sites. Thus, hopefully this study results can
determine the factors that influences the implementation of occupational health and safety program and it could
benefit the contractors, employers and the construction industry as a whole. Besides, there are some other problems
that may be stated as follows:

 The construction industry has a poor safety and health record

 There are good reasons to improve the safety and health performance
 Accident causation is complex but important
 It is important to measure safety and health performance
 Existing safety measurement systems are limited in scope and effectiveness
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 Concentrating on proactive measures instead of reactive measures should improve safety and health
performance

CAUSES OF FATAL ACCIDENTS

1. Falls. Falls accounted for 278 out of 775 (36%) total deaths in construction in 2012, according to OSHA.
An injury of this type may occur when a worker near an open-sided floor steps backwards or sideways
without looking. Falling hazards also commonly occur on stairwells with no guardrails. Since high
elevations often play a role in these falls, the results can be catastrophic to workers who sustain serious
injuries. The main cause of death in construction occurs where inadequate or no fall protection is provided.

2. Struck by object. Seventy-eight construction workers died as a result of being struck by an object in 2012.
A number of these deaths may have been prevented if the workers had undergone proper training and used
equipment and machinery properly. Employees must remember to use parking brakes on nonmoving
vehicles, reverse vehicle alarms, tool guards, personal protection equipment, debris nets, catch platforms
and more.

3. Electrocutions. In 2012, 66 workers (9%) were seriously injured or killed by electrocution. Electrocution
is when a person, tool or piece of equipment comes into contact with power lines or exposed electrical
sources. Sometimes, these types of accident occur because workers are simply unaware of all energized
power sources, from overhead and underground power lines to damaged receptacles and connectors. As an
example, a construction worker carrying a metal ladder may strike an overhead power line.

4. Caught-in/between. Although it seems obvious to never stand between a piece of heavy equipment and an
immovable object, sometimes workers concentrating on their jobs find themselves in unexpected danger.
Caught in/between accidents are when a worker’s body part is caught, crushed, squeezed, compressed or
pinched between two or more objects. Examples include cave-ins or collapsing materials, body parts caught
in the moving parts of an unguarded piece of machinery, equipment rollovers and getting pinned between
fixed objects, like a wall, and piece of heavy equipment.

5. Slip and falls. These are among the most common accidents on a construction site. These accidents may be
linked to unsafe conditions conditions including uncovered holes or trenches and exposed stakes.

6. Ladder accidents. This is one of the leading causes of injury and long-term disability. Most ladder
accidents, including falls, happen because workers use the wrong type of ladder for their job or they set up
the ladder improperly, perhaps on a slippery or unstable surface, and the ladder unexpectedly shifts or slips.
Workers also may experience a foot slip, or they may lose their balance, or overreach. Ladders may also be
defective or improperly maintained.
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7. Scaffolding accidents. Despite strict regulations, scaffolding accidents occur. In a Bureau of Labor and
Statistics (BLS) study, 72% of workers injured in scaffold accidents attributed the accident either to the
planking or support giving way, or to the employee slipping or being struck by a falling object. In a general
sense, most scaffolding accidents are caused by improper construction or negligent maintenance.

8. Power tool and machinery accidents. Power tool and machinery injuries may occur for reasons that
include mechanical defects, electrical failure, inadequate training and failure or lack of proper safety
equipment. A significant number of injuries are caused by the use of power tools and large equipment.

9. Musculoskeletal disorders. A leading cause of injuries, disability claims and medical costs in construction
are sprains and strains of the muscles. Construction work can also cause injuries to the joints, bones, and
nerves. These injuries often stem from job demands that constantly wear and tear on the body.

10. Vehicle Accidents. Dangerous construction site vehicles include forklifts, graders, backhoes and dump
trucks. A common forklift accident occurs when the vehicle is turned or maneuvered with the load raised.
Large trucks all too often back up and hit a pedestrian. Another hazard on construction sites is falling from
a vehicle.

While construction sites may appear to be dangerous, many of these accidents can be avoided through common
sense and protective measures. Prevention begins with adequate awareness and a properly maintained working
environment that is safe and secure.

TYPES :

Physical and non-physical

Physical examples of accidents include unintended motor vehicle collisions or falls, being injured by touching
something sharp, hot, moving objects, contacting electricity or ingesting poison.

Non-physical examples are unintentionally revealing a secret or otherwise saying something incorrectly, accidental
deletion of data, forgetting an appointment etc.

CAUSES OF ACCIDENTS RELATED TO VARIOUS CONSTRUCTION ACTIVITIES:

1. Falls From Height

The most common accident is when workers fall from ladders or scaffolding which can cause injuries such
as broken bones, fractures, back injuries and also head injuries. Your rights as a worker An employer has a duty to
all its employees on their construction sites to keep them safe and to ensure that all walkways are appropriately
guarded and where scaffolding is in place to ensure that there is a safe access/egress route from the site.
However accidents do from time to time occur and maybe a ladder which is incorrectly secured or has come
 IS5006 SAFETY IN CONSTRUCTION

loose causes a fall and an injury. If this happens to you it may initially be the case that the last thing you are thinking
of is making a claim for your injuries but when the reality of your injury becomes apparent and you are aware that
you may need to take time off from work without receiving any pay to recover from your injuries you may well
reconsider making a personal injury claim.

2. Falling Objects
In a similar scenario you may be working on a construction site when an object is dropped onto you from
above without any warning or the ability on your part to move out of the way causing an injury to you which
makes it impossible for you to continue working. Injuries could vary from minor cuts and bruises to more
serious crush injuries and head and brain injuries.

Your safety rights

Again, your employer is responsible for your health and safety whilst you are on the construction site whether
they are the main contractor or not and they are required by law to keep you reasonably safe whilst you are in their
employment.

3. Tripping Hazards
In the construction industry hazards in the workplace are numerous, a further hazard to consider is the hazard
of tripping over cables or falling into holes in the ground that have been created as part of the
construction/building process.

4.Defective Equipment
If your employer provides you with power tools to allow you to complete your job then they are responsible for
keeping that work equipment in a good working order and for carrying out repairs to the equipment should it
become defective. In the event that the work equipment becomes defective and as a result of that defect you are
injured your employer would be liable for the defective equipment and responsible to compensate you for your
injuries.

5. Vehicle Accidents
Whilst working in the construction industry provision must be made for vehicles and pedestrians so that they
can circulate in a safe manner if pedestrians and vehicles come into conflict then no doubt injury to one or both
parties would occur and in this scenario again there would no doubt be fault on the part of the employer.

6. Excessive Noise/Vibrating Tool Hazards

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Noise and vibrating tools are also a cause for concern whilst working in the construction industry as excessive noise
from power tools can cause hearing loss or problems such as tinnitus (ringing in the ears). Your employer has a
duty to check for excessive noise and where possible to reduce the level of noise or the length of time you are
exposed to excessive noise whilst on site. If your employer cannot do this they are required to provide protective
equipment such as ear defenders and to ensure that you are wearing the personal protective equipment (PPE) that
they have provided.

The vibration from power tools can cause nerve and tendon damage to the hands, arms and wrists which if
experienced can be extremely debilitating with reduction and sometimes total loss of grip strength. If you believe
you are experiencing symptoms from the use of vibrating power tools it is important that you seek early medical
advice to allow medical intervention to reduce any symptoms that you may have.
Safety/protective equipment
Whilst working in construction your employer has a duty to keep you safe and to provide you with personal
protective equipment. This may vary from site to site but would generally consist of high visibility clothing, steel
toe capped boots and hard hats, dependant on the nature of your work knee pads ear defenders, face masks and back
supports are also commonly provided protective equipment.

7. Exposure To Irritants

The final thing to consider whilst looking at common accidents in construction is to consider contact with irritants
either through inhaling gasses or substances such as carbon monoxide or asbestos dust. Some of these irritants
can have devastating consequences on your health and life

HUMAN FACTORS ASSOCIATED WITH THESE ACCIDENT:

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WHAT IS A CONTRACT CLAUSE?

A contract clause is a specific provision or section within a written contract. Each clause in a contract addresses a
specific aspect related to the overall subject matter of the agreement. Contract clauses are aimed at clearly defining
the duties, rights and privileges that each party has under the contract terms. Clauses can be located in various places
in the contract, but most of the time they appear towards the end of the document.

Contract clauses can take many forms and can cover nearly aspect of business and commercial interests. A common
example is a non-disclosure clause in an employment contract, where the employer agrees not to disclose any
confidential information belonging to the company. Contract clauses are enforceable along with the rest of the
contract under state and federal laws.

What Are Some Common Clauses in a Contract?

The use of various clauses all depends on the needs of the parties. Some clauses appear more frequently in contracts
than other ones. There are “boilerplate” clauses that may appear as a standard part of some business contracts. Or,
the parties may create specific clauses that are tailor-made for each contract with a client.

Some common contract clauses include:

 Choice of Law / Forum Clause: In these types of clauses, the parties agree that the contract terms will only
be interpreted according to the laws of a specific state. Also, they may agree that litigation will only occur
in a specified jurisdiction. These are only enforceable if they don’t conflict with general requirements of
law.
 Statute of Limitations Clause: These state the time frame in which a lawsuit can be filed after a breach of
contract or other violation. Again, such clauses can’t violate already existing laws and filing requirements.

 Time of Performance Clause: These indicate the time frame in which the contract duties can or can’t be
performed. Some contracts state that “time is of the essence”, meaning that a breach of contract suit can be
filed if the duties aren’t performed in a reasonable amount of time.

 Merger Clause: A merger or integration clause states that the current written contract overrides any
previous oral or written agreements.

 Indemnification Clause: These agreements indemnify (release from liability) the other party in the event
that losses or expenses are incurred. These should be used with caution, as they could limit the ability to
recover damages for losses
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 Non-Waiver Clause: These protect parties who excuse the other party for non-performance of contract
terms. For example, suppose one party only makes payments every other month when the contract requires
monthly payments. If the non-breaching party accepts the payments but doesn’t file a lawsuit, the non-
waiver clause allows them to recover the missing payments. In other words, the party doesn’t “waive” their
full contract rights by accepting non-complying action from the other party.

 Severability Clause: This ensures that the remainder of the contract is enforceable even if one part of the
contract is determined to be invalid. Without such a clause, it’s possible for the entire contract to be
invalidated by the court if only one provision is found to be invalid. Also called a savings clause.

 Arbitration Clause: States that any legal disputes are to be resolved through arbitration rather than
litigation.

 Liquidated Damages Clause: Allows the non-breaching party to recover damages in the event that actual
damages are difficult to calculate. However, the amount of liquidated damages needs to be reasonable in
light of the circumstances.

 Attorney Fees Clause: These state that the losing party shall reimburse the other party for attorney’s fees
(and sometimes other court fees and costs).

PRE CONTRACT ACTIVATES

Pre-contract and post-contract stages

The building designer’s involvement varies with each type of development depending on defined levels of
responsibility required by the client. At the picture illustrates the main differences between the design and build and
the traditional procurement processes. The traditional stages in the creation of a new building can be defined as pre-
contract prior to commencement of work on site, describing the building in theoretical terms and post-contract once
construction has commenced.

The pre-contract stage includes the following:

• Inception
Meeting the client, receiving the client’s brief, starting to collect survey information, initial design ideas and
programming the design period.

• Feasibility
Formulating the design brief, including contributions from all the consultants, considering basic options.
 IS5006 SAFETY IN CONSTRUCTION

Outline proposals
Establishing a concept in principle from the design brief requirements, obtaining outline advice from interested
authorities.

• Scheme Design
Developing an agreed idea into a coherent working proposition, obtaining approvals from interested authorities.

Detail design
Fully developing the idea, incorporating specialist design work for structures, electrical and heating installations,
etc.

• Construction information
Detailed working drawings and specifications defining all the elements in the new building.

• Measurement
Preparation of bills of quantity with numerical measurement of all the materials and labors required to construct the
new building.

• Tendering arrangements
Obtaining competitive prices from a number of selected contractors.

• Pre-contract planning
Analysis of tenders and exchange of contracts between the client and the successful contractor
to construct the building as designed; confirmation of construction methodology and construction programming.

The post-contract stage includes the following:

• Construction on site
Supervision, inspections, approvals and valuations.

• Completion
Handover to client and user occupation, correction of defects, completion of contract requirements and settlement of
the final account.
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• Feedback
Lessons for the next project and for the future.

PRECONSTRUCTION MEETING

MeetingPreparation
Weekly Meetings

View all PROJECT MANAGEMENT articles

In my experience, most construction problems result from differing expectations on the part of the owner and
contractor – or architect if one if involved. Conflicts can be about the work itself, such as the size or location of a
window or entire room (“That’s not what I thought it was going to look like”) , or conflicts can arise over project
management issues, such as change orders, payment schedules, or other issues, usually involving money. In
remodeling jobs, tensions can arise over how the work is affecting the household – kids, pets, music, dust, and
bathroom use are a few common concerns. Discovering that the backhoe operator has run over your prized flower
garden is a bad way to start out a job.

The source of these conflicts is usually poor communication, not bad intentions. Before anyone starts digging or
hammering is the best time to clarify anything that is unclear in the plans or specs, and to identify and reconcile any
potential job-site conflicts. That’s why every job should begin with a preconstruction meeting – a few days to a
week before work begins. The meeting helps both the owner and contractor, as neither party benefits from a
surprises or conflicts that arise during the work.

WHO SHOULD ATTEND?

Everyone with direct responsibility for job decisions should attend. This should include both spouses, even if only
is involved in planning the job. It may also include the:

 General Contractor
 Architect/designer

 Production manager

 Job Superintendent /foreman/lead carpenter

Some contractors do this as a matter of course. If not, you may have to initiate the meeting. It is especially important
when you are working with a larger company with multiple crews. The person who helped you plan the job and
estimated the work may not be around during the construction phase. In that case, the boss, salesperson, or estimator
 IS5006 SAFETY IN CONSTRUCTION

has to pass the baton to the person running the job – that might be the production manager, superintendent, lead
carpenter, or job foreman, depending on the size and organization of the company. Just like the kids’ game of post
office, a lot can be lost in relaying the message from person A to B to C.

It’s important that you are meeting with the chief decision maker – often the company owner or partner – as well as
the person who will be on-site every day running the job. In a small company that may be one and the same person.
If either case, come to the meeting with a positive attitude of “what can I do to make the job go more smoothly” and
there’s a good chance the contractor will respond in kind.

MEETING PREPARATION
You may have been asked to come to the meeting with certain product or color selections, especially special-order
materials that might have a long lead time. If your contractor is well-organized, he will have given you a list of
selections to be made, deadlines for each decision, and a list of preferred vendors to work with. It’s important that
you make these selections on time as lead times can be quite long on some special-order items and delaying the
order could delay the whole job. You may get additional “homework” from the contractor at the meeting.

In addition to homework assigned by the contractor, you should prepare your own list of questions and concerns.
These fall roughly in a few main categories:

 The contract
 The design

 The job site

 Remodeling issues

The Contract. Carefully read though the contract carefully prior to this meeting, highlighting anything that is
unclear. You may have questions about payment procedures, change orders, or any of the key contract clauses that
guide the business relationship between you and the contractor. What exactly does “substantial completion” mean?
What types of changes will trigger a change order?

This is also a good time to review the job schedule: when will the job start and when will it end? Is the contractor
currently on schedule? Any factors that might delay the job such as poor weather or special-order items?
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Is the payment schedule clear? Are progress payments tied to tangible benchmarks such as “completion of rough
framing”? For the owner, it’s better to tie payments to completion of a job phase rather than the start of a new
phase.

Still unclear about exactly what is included – and excluded – from the bid. Better to find out now than be surprised
later? Ask if the contractor anticipates any possible cost overruns – and what you can do to limit or prevent these.

The design. While you may have labored over the design for months, tweaking this and adjusting that, you may not
be 100% clear on what is in the final set of “working drawings” which will guide the construction. These may be a
clean set of plans with any changes or revisions included, it or may be a set that has been heavily marked up by the
contractor.

In either case, make sure that this set of working drawings or “as-built” plans reflects your final decisions. If you’ve
been going back and forth on whether to add a second skylight, install an oversized tub, expand the deck size, or
whatever, make sure that your final decision is reflected in the plans, specs, and job price. If you still want to move a
closet or window, or make a bathroom a little bigger, make the adjustment now – when it involves moving a line,
not a wall.

Also, this is the time to communicate (or most likely re-communicate) any design or construction details that are of
special importance to you. For example, is it important that the large round-top window be centered over the new
kitchen sink – or that the new skylight be centered over the stairwell? Is it important that the linen closet be wide
enough to fit your vacuum cleaner and a laundry bag.

Often a few inches can make a big difference to the usability of a space, but construction drawings often lack this
level of precision unless you make the point and the contractor adds a written note. Focus on the details that are
most important to you. Remember, no job is perfect or perfectly matches the written plan. But the contractor can pay
special attention to the issues that are most important to you – if you communicate these. These might include:

 Molding profiles – you should see a sample so you’re not surprised

 Trim details around doors and windows, such as window sill treatment (see a sample if possible)

 Ceiling heights in rooms with dormers or sloped ceilings

 Heights of counters, vanities, closet poles, and shelving. A family of 6 footers might want something
different than 5 footers.
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 Details for stair railings and newels

 Pains, stains, and clear finishes – glossy, semi-gloss, eggshell, flat? Are stains solid, semi-solid, or semi-
transparent? Water-based or oil?

 Usable, interior sizes of closets, showers, and tubs, sinks, etc. Published specs don’t always tell the whole
story.

 The layout of ceramic tiles and the treatment of corners and edges, such as baseboards.

 How new work will patch and match to existing in remodels

 Energy details – Do you want everything as tight and well-insulated as possible?

By now, you should be familiar with all finish materials being used on the job. If not, make sure you see a sample
and approve the color, texture, and composition of the material.

The job site. You should have discussed this earlier, but now is a good time to review the contractors job-site
policies and procedures? Who will run the job day-to-day. What time does the workday start and end? What
potential dangers does the job create and what safety efforts are made to keep kids and others from wandering
around the project and getting hurt?

It’s a good idea to make regular visits to the job site to make sure things are progressing smoothly and the building
is coming together as you imagined. Ask when you should make these visits and who to contact with and questions
or concerns.

A well-run company maintains a clean job site without a lot of construction debris and equipment strewn about. A
messy job site is dangerous to workers and visitors. If things don’t look right, speak up.

Remodeling issues. In remodeling projects, the line between your living quarters and the job-site is blurred. In some
cases, like an addition, the work can be segregated from the main living areas. In others, like a kitchen remodel, you
may have carpenters showing up while you’re running around in your nighties, creating a host of potential problems.
Some contractors have clear policies about what is and isn’t permitted, while others may need some guidance from
you. Some key issues are:
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 Dust and debris – Demolition generates vast quantities of dust and debris, and construction creates a lot of
sawdust and material scraps. How does the contractor plan to keep dust and dirt out of the main living area?
How will the contractor manage daily cleanup, storage, and disposal of wastes.
 Damage by workers – What is the potential for damage to your home, inside and out, from workers and
equipment? If workers need to move people and materials over interior spaces, what will be done to protect
floors and finishes? Will trucks and equipment damage the yard, plantings, walkways, or the driveway?
Might the new work cause cracks or nail pops in existing plaster or drywall? What will be done to protect
your property and who will pay for necessary repairs?

 Cutting and patching – Will there need to be cuts into existing walls and ceilings, outside the main work
area, to run new plumbing, wiring, or ductwork? Or to add extra framing members for support? Will all this
be repaired at no extra charge? How about patching and painting to match the existing finishes?

 Tool and material storage – Where will tools and materials be stored? Any safety or security issues?

 Pets – Any issues with pets barking, biting, escaping, etc.? Now’s the time to discuss this and work out
mutually acceptable solutions.

 Bathrooms – Are the workers welcome in one or all or your bathrooms? Or is a porta-potty in order?

 Music – Are the workers planning on listening to Led Zeppelin at 100 decibels – and do you have a
problem with that? Discuss the company’s policies and your needs.

 Smoking – What are the company’s policies and your family’s needs?

 Dangers – Any special dangers you and your family – especially kids, should be aware of and what
precautions are being taken. A foundation hole or partially built home or addition are attractive to kids and
very dangerous. In fact, the law calls such places an attractive nuisance, and may hold you liable for injuries
to children who trespass and hurt themselves

 Security – Will a chunk of wall be open overnight and what security measures will be taken? Does your
home have a security system? If so, how will workers enter and exit without setting off alarms?

 Kitchen and bath interruptions – Will you not have use of these spaces for a period of time? Try to nail
down the specifics and minimize the downtime.

 Electrical – Will there be interruptions of electrical power? Will this be an issue for your computers and
home electronics?
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 Match existing – This is discussed in the section on contracts. If you haven’t already, now is a good time
to view samples of colors, tiles, moldings, etc., to see if they match well enough.

 Landscaping – If the job involved excavation or damage to existing lawns and gardens, in what condition
will they left? Rough grading only? Finish grade with grass seed? Sodding?

WEEKLY MEETINGS
Depending on the size of the job, you may want to arrange for additional job-site meetings on a regular schedule.
This provides a good opportunity for two-way discussions of any issues that arose during the week or are anticipated
during the week ahead. It can be very brief, and if nothing else, is a good time to bring the crew some coffee and
build goodwill.

If the job site is your home, a quick Monday morning meeting with the key people running the job (for example, the
owner and foreman) may be a good idea. That gives you time over the weekend to inspect the work, review the
plans if necessary, discuss any concerns with your spouse or architect, and communicate any questions or concerns
before work begins the following week.

A meeting in the builder’s office may also suffice, but is less effective. Since the focus at this point is the work in
progress, there is no substitute for being on the jobsite.

Otherwise, discuss with the company owner how it is best to communicate during the course of the job. Some things
can wait until the next meeting; others need to be addressed right away. Some issues (a cracked piece of siding) can
be handled by the people on the job site; others (the wrong color siding) may need to go higher up the chain of
command.

Make sure you know whom to speak to and how to reach them. And make sure you have access to the people with
the authority to address your concerns. However, always be respectful and choose your battles carefully. Your
project will be more successful if you remain team members working together rather than fighting over every detail.

DESIGNING FOR CONSTRUCTION WORKER SAFETY (DFCS)

Designing for Safety (DFS) is the formal process that incorporates hazard analysis at the beginning of a design
(Hagan). This process starts with identifying the hazard(s). Engineering measures are then applied to eliminate the
hazard(s) or reduce the risk. The hierarchy of design measures starts with eliminating the hazard(s) by engineering
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design. If the hazard(s) cannot be eliminated by engineering design, then safety device(s) are incorporated. If the
risk of injury cannot be eliminated by engineering design, or reduced by incorporating a safety device, then
warnings, instruction, and training are the last resort. This process has been applied to the design of products,
equipment, machines, facilities, buildings, and job tasks. Manufacture, assembly, and maintenance are considered
during the design process.

Designing for Construction Worker Safety (DfCS) is an extension of the DFS process to construction projects. The
DfCS process applies to the design of a permanent building, facility, or structure. The process does not address
methods to make construction safer, but how to make a project safer to build. For example, the use of fall protection
systems is not part of the DfCS process. Where DfCS would come into play is to influence design decisions that
could eliminate or significantly reduce the need for fall protection systems during construction and maintenance. It
requires the ability to identify potential hazards associated with construction and maintenance workers in the design
stage of a project. The skill of the design professional is then applied to eliminate the hazard (or significantly reduce
the risk) by incorporating the appropriate design features.

The involvement of design professionals, specifically engineers, is not totally new to construction safety. Many of
the OSHA construction regulations currently require an “engineer” or “engineering controls”. Subpart P
(excavations), Subpart L (scaffolds), Subpart R (steel erection), Subpart N (cranes, derricks, hoists, elevators, and
conveyors), Subpart Q (concrete and masonry construction), and Subpart M (fall protection) all make reference to
engineering services. DfCS takes the skill of the design professional one step further. Rather than designing
temporary structures and systems for construction, design expertise would be extended to include the safety aspects
of permanent structures, including maintenance.
 IS5006 SAFETY IN CONSTRUCTION

Figure 2 depicts the typical DfCS process. The key feature of this process is the input of site safety knowledge into
design decisions. A number of progress reviews would ensure that safety is considered throughout the design
process. The end product, the design documents, would not look any different than they do now. The only
difference is that the drawing and specifications would reflect a design that is safer to build and maintain. Table I is
a sample listing of DfCS design details.

Table I DfCS Design Details (from Weinstein(2005), Gambatese (1997), Behm(2005))

Suggestion Purpose

1. Design prefab units that can be built on the Reduce worker exposure to falls and being

on the ground and erected in place struck by falling objects

2. Design underground utilities to be placed Eliminate safety hazards associated with

using trenchless technologies trenching

3. Allow adequate clearance between structure Overhead power lines are hazardous when
 IS5006 SAFETY IN CONSTRUCTION

and power lines. operating cranes

4. Design 42” parapet walls Eliminate need for fall protection

5. Design permanent anchorage points Provide fall protection anchorage during

construction and future maintenance

6. Specify primers, sealers, and other coatings Reduce noxious fumes

that do not emit noxious fumes

7. Design permanent anchorage points in Provide fall protection anchorage for

residential roofs roofing contractors during future

maintenance

8. Design cable type lifeline system Allows workers to hook onto the structure

for tower structures and move up and down during future

maintenance

9. Design window sills to be 42 inches above Eliminate need for fall protection during

floor construction and future maintenance

10. Design permanent guardrails around Prevent workers from falling through skylights
skylight
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Contributory factors for an assessor to consider concerning the Work Permit System

The Safety Report should address the following points:

 Whether staff have been sufficiently informed, instructed, trained and supervised to minimise a potential
human failing during operation of the work permit system;
 Whether the work permit system includes sufficient safety information, maintenance instructions, correct
PPE and equipment for use;
 Whether the work permit contains sufficient information about the type of work required (Equipment
removal, excavation, hot/cold work, repairing seals, vessel entry, waste disposal, isolation);
 Whether there is sufficient provision available to fulfil the requirements of the work permit system;
 Whether the employees responsible for control of the maintenance work are identified within the work
permit system and that the work is properly authorised by a responsible person;
 Whether the work permit system is managed, regularly inspected and reviewed;
 Whether all work permits are kept on file;
 Human factors (stress, fatigue, shift work, attitude);
 Whether sufficient precautions are taken prior to initiating a work permit (isolation, draining, flushing,
environmental monitoring, risk assessments, communication, time allotted for the work);
 Whether staff are aware of the type of environment they are working in during the operation of a work
permit (flammable, corrosive, explosive, zones 0, 1 & 2, electricity supplies);
 Whether the person responsible for operating the plant is aware of the type of maintenance involved and
how long it is likely to take; and
 Whether the work permit system involves a formal procedure whereby the maintained plant or equipment is
handed back to operation.

QUALITY ASSURANCE IN CONSTRUCTION

 IS5006 SAFETY IN CONSTRUCTION

WORKERS' COMPENSATION

It is a form of insurance providing wage replacement and medical benefits to employees injured in the course of
employment in exchange for mandatory relinquishment of the employee's right to sue their employer for the tort of
negligence. The trade-off between assured, limited coverage and lack of recourse outside the worker compensation
system is known as "the compensation bargain". One of the problems that the compensation bargain solved is the
problem of employers becoming insolvent as a result of high damage awards. The system of collective liability was
created to prevent that, and thus to ensure security of compensation to the workers. Individual immunity is the
necessary corollary to collective liability.

While plans differ among jurisdictions, provision can be made for weekly payments in place of wages (functioning
in this case as a form of disability insurance), compensation for economic loss (past and future), reimbursement or
 IS5006 SAFETY IN CONSTRUCTION

payment of medical and like expenses (functioning in this case as a form of health insurance), and benefits payable
to the dependents of workers killed during employment.

General damage for pain and suffering, and punitive damages for employer negligence, are generally not available
in workers' compensation plans, and negligence is generally not an issue in the case. These laws were first enacted
in Europe and Oceania, with the United States following shortly thereafter.

RECORDING OF ACCIDENTS AND SAFETY MEASURES –

Accident Reporting
All near misses, incidents and accidents should be reported no matter how slight they may appear. Accidents happen
for a reason, it could be machine failure, unsafe work practices or poor housekeeping, but reporting these
occurrences can help identify the cause and help prevent this accident reoccurring.
Accident reporting varies from organisation to organisation as procedures are different. Usually the most effective
way of reporting incidents/accidents is through a specific reporting form.
The form should contain a detailed description of the incident, the persons and tasks involved, injuries obtained, any
medical treatment given and witness statements if they are available. If possible pictures of the scene should also be
included.
All reports should be submitted to management as soon as possible so the incident can be investigated.

1. Record the IP’s Personal and Contact Details

 First name
 Last name
 Contact phone number
 Email Address
 Home Address
 Reason for being at the location
 Sex
 Age or Date of Birth
 Occupation
 Employee Number (where applicable)
 Whether the IP was a member of the public
2. Record Your Contact Details and Information

 First name
 Last name
 Position
 IS5006 SAFETY IN CONSTRUCTION

 Contact phone number

 Email Address
 Employee Number (where applicable)
3. Record Accident Details

 The date of the accident

 The time of the accident
 The location of the accident e.g. area or department
4. Record Injury Details

 The type of injury the IP suffered e.g. fracture, laceration, bruising, burn
 The part of the body injured
 Whether the IP required hospitalisation or resuscitation
 Whether the IP was unconscious
 Whether the IP is an employee and had lost days from work due the accident and how many days
 Whether the IP taken from the scene by ambulance to hospital
5. Collect Witness Details

 First name
 Last name
 Contact phone number
 Email Address
 Address
6. Gather Supporting Evidence

If witnesses are available and can provide a written statement, record the statement along with the accident report as
evidence.

Other examples of evidence…

 CCTV footage
 Photographs
 Training Records
 Health and Safety Check Records
 Cleaning Logs
7. Record How the Accident Happened

Record any details of the accident given to you by the IP in your accident report.
 IS5006 SAFETY IN CONSTRUCTION

Example questions to ask yourself and information to record at this stage…

 How did the injury occur?

 What have you observed?
 Was there anything unusual or different about the working conditions?
 What personal protective equipment was being worn at the time of the accident?
 What work process or activity was being carried out at time?
 What equipment was being used at the time?
 What were the events that led up to the accident?
8. Record What Caused the Accident

When recording information about how the accident happened use only the objective facts that you have gathered
e.g. leave assumptions or accusations out of the record.

Example questions to ask yourself and information to record at this stage…

 Was the IP a new employee?

 What suitable training had the IP had to carry out the task?
 Was it due to human error?
 Did the IP have a lapse in concentration?
 Was the accident due to faulty equipment?
 Was the IP fatigued or stressed?
 Is there a preventive maintenance program in place?
 Was the IP following the correct health and safety procedures?
9. Record What Was Done When Dealing with the Accident

Example questions to ask yourself and information to record at this stage…

 Was first aid was administered?

 What first aid was administered?
 Was an ambulance called?
 How was the area made safe?
 What had been done directly after the accident happened?
10. Record What Has Been Done to Prevent Such an Accident Happening Again

Example questions to ask yourself and information to record at this stage…

 Have any training needs been identified?

 IS5006 SAFETY IN CONSTRUCTION

 Has a plan been put in place for corrective action?

 How will your preventative measures stop future occurrences of the accident?
11. Review Risk Assessments

Review and update any relevant risk assessments to reduce the risk of re-occurrence. Record within your accident
report which risk assessments have been reviewed.

Risk assessments can be created electronically on the PYRAMID™ Risk Management System and reviewed and
updated on-line. Using PYRAMID™ for risk assessments has all the added benefits of notifications, monitoring and
reporting that the on-line risk management system has to offer.
12. Report the Accident to the HSE as per RIDDOR Requirements

If the accident meets the RIDDOR criteria then it will need to be reported to the HSE via their web site. Your
accident report can be used as a reference to complete the on-line forms and then as reference to any possible future
investigation.

EDUCATION AND TRAINING

Education and training are important tools for informing workers and managers about workplace hazards and
controls so they can work more safely and be more productive. Another role of education and training, however, is
to provide workers and managers with a greater understanding of the safety and health program itself, so that they
can contribute to its development and implementation.

Education and training provides employers, managers, supervisors, and workers with:

 Knowledge and skills needed to do their work safely and avoid creating hazards that could place
themselves or others at risk.
 Awareness and understanding of workplace hazards and how to identify, report, and control them.

 Specialized training, when their work involves unique hazards.

Additional training may be needed depending on the roles assigned to employers or individual managers,
supervisors, and workers. For example, employers, managers, and supervisors may need specific training to ensure
that they can fulfill their roles in providing leadership, direction, and resources for the safety and health program.
Workers assigned specific roles in the program (e.g., incident investigation team members) may need training to
ensure their full participation in those functions.
 IS5006 SAFETY IN CONSTRUCTION

Effective training and education can be provided outside a formal classroom setting. Peer-to-peer training, on-the-
job training, and worksite demonstrations can be effective in conveying safety concepts, ensuring understanding of
hazards and their controls, and promoting good work practices.

Action item 1: Provide program awareness training

Action Item 2: Train employers, managers and supervisors on their roles in the program

Action item 3: Train workers on their specific roles in the safety and health program

Action item 4: Train workers on hazard identification and controls

Action item 1: Provide program awareness training

Managers, supervisors, and workers all need to understand the program's structure, plans, and procedures. Having
this knowledge ensures that everyone can fully participate in developing, implementing, and improving the program.

How to accomplish it

 Provide training to all managers, supervisors, workers, and contractor, subcontractor, and temporary agency
workers on:
o Safety and health policies, goals, and procedures

o Functions of the safety and health program

o Whom to contact with questions or concerns about the program (including contact information)

o How to report hazards, injuries, illnesses, and close calls/near misses

o What to do in an emergency

o The employer's responsibilities under the program

o Workers' rights under the Occupational Safety and Health Act

 Provide information on the safety and health hazards of the workplace and the controls for those hazards.

 Ensure that training is provided in the language(s) and at a literacy level that all workers can understand.

 Emphasize that the program can only work when everyone is involved and feels comfortable discussing
concerns; making suggestions; and reporting injuries, incidents, and hazards.
 IS5006 SAFETY IN CONSTRUCTION

 Confirm, as part of the training, that all workers have the right to report injuries, incidents, hazards, and
concerns and to fully participate in the program without fear of retaliation.

Action item 2: Train employers, managers, and supervisors on their roles in the program

Employers, managers, and supervisors are responsible for workers' safety, yet sometimes have little training on
safety-related concepts and techniques. They may benefit from specific training that allows them to fulfill their
leadership roles in the program.

How to accomplish it

 Reinforce employers, managers, and supervisors' knowledge of their responsibilities under the
Occupational Safety and Health Act and the workers' rights guaranteed by the Act.
 Train employers, managers, and supervisors on procedures for responding to workers' reports of injuries,
illnesses, and incidents, including ways to avoid discouraging reporting.

 Instruct employers, managers, and supervisors on fundamental concepts and techniques for recognizing
hazards and methods of controlling them, including the hierarchy of controls (see "Hazard Prevention and
Control").

 Instruct employers, managers, and supervisors on incident investigation techniques, including root cause
analysis.

Action item 3: Train workers on their specific roles in the safety and health program

Additional training may be needed to ensure that workers can incorporate any assigned safety and health
responsibilities into their daily routines and activities.

How to accomplish it

 Instruct workers on how to report injuries, illnesses, incidents, and concerns. If a computerized reporting
system is used, ensure that all employees have the basic computer skills and computer access sufficient to
submit an effective report.
 Instruct workers assigned specific roles within the safety and health program on how they should carry out
those responsibilities, including:

o Hazard recognition and controls (see action item 4)

o Participation in incident investigations

 IS5006 SAFETY IN CONSTRUCTION

o Program evaluation and improvement

 Provide opportunities for workers to ask questions and provide feedback during and after the training.

 As the program evolves, institute a more formal process for determining the training needs of workers
responsible for developing, implementing, and maintaining the program.

Action item 4: Train workers on hazard identification and controls

Providing workers with an understanding of hazard recognition and control and actively involving them in the
process can help to eliminate hazards before an incident occurs.

How to accomplish it

 Train workers on techniques for identifying hazards, such as job hazard analysis.
 Train workers so they understand and can recognize the hazards they may encounter in their own jobs, as
well as more general work-related hazards.

 Instruct workers on concepts and techniques for controlling hazards, including the hierarchy of controls and
its importance.

 Train workers on the proper use of work practice and administrative controls.

 Train workers on when and how to wear required personal protective equipment.

 Provide additional training, as necessary, when a change in facilities, equipment, processes, materials, or
work organization could increase hazards, and whenever a worker is assigned a new task.