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A Construction Safety Competency Framework: Improving OH&S performance by creating and maintaining a safety culture

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Page 1: A Construction Safety Competency Framework · 2 A Construction Safety Competency Framework Developing a positive safety culture The concept of safety culture is a very useful and

A Construction Safety Competency Framework:Improving OH&S performance by creating and maintaining a safety culture

Page 2: A Construction Safety Competency Framework · 2 A Construction Safety Competency Framework Developing a positive safety culture The concept of safety culture is a very useful and

GOVERNM

ENT

R

E S E A R C H

Department of Main Roads

Department of Public Works

INDU

STRY

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A Construction Safety Competency Framework:Improving OH&S performance by creating and maintaining a safety culture

Donald P Dingsdag Herbert C Biggs

Vaughn L Sheahan Dean J Cipolla

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© Icon.Net Pty Ltd 2006

Cooperative Research Centre for Construction Innovation 9th Floor, Level 9, QUT Gardens Point 2 George Street, Brisbane, Qld, 4000 Australia Telephone: +61 7 3138 9291 Fax: +61 7 3138 9151 Email: [email protected] Web: www.construction-innovation.info

The content of this publication and the accompanying CD-ROM may be used and adapted to suit the professional requirements of the user. It may be reproduced, stored in a retrieval system or transmitted without the prior permission of the publisher.

All intellectual property in the ideas, concepts and design for this publication belongs to Icon.Net Pty Ltd.

The authors, the Cooperative Research Centre for Construction Innovation, Icon.Net Pty Ltd, and their respective boards, stakeholders, officers, 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.

First published 2006 by Cooperative Research Centre for Construction Innovation, for Icon.Net Pty Ltd.

Reprinted June 2008

Images © 2006 Jupiterimages Corporation

Recommended Retail Price $49.50

For further information on our publications, please visit our website: www.construction-innovation.info

ISBN 978-0-9775282-9-5

This publication is printed on 9lives 80 by Spicers Paper. This paper is derived from well-managed forests and contains 80% recycled fibre from post-consumer waste and 20% totally chlorine free pulp. It is ISO 14001 accredited and FSC (Forest Stewardship Council) certified.

This publication has been printed using soy-based inks.

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Foreword

The building and construction industry is dynamic, diverse and of critical importance to Australia’s economy and our way of life. The health of the industry is directly linked to the health of its people. While industry OH&S performance is improving, it is still a long way short of best practice and too many Australians are still being killed and injured every year.

As the Federal Safety Commissioner, I have a responsibility under the Building and Construction Industry Improvement Act 2005 to promote improved health and safety in the construction industry.

In my view, sustained improvement will not happen without cultural change. I and my Office are committed to working with all industry participants to help achieve this. However, improving OH&S is a shared responsibility. Everybody associated with the industry has a role to play and this report helps identify those roles.

I commend this report to all involved in the industry, particularly those who must play leading roles in fostering and promoting a culture that recognises and rewards improved OH&S initiative and performance.

Tom Fisher Federal Safety Commissioner

Foreword iii

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Contents

Preface v

Acknowledgments vi

Definitions and acronyms vii

Introduction 1

1. Developing a positive safety culture 2

2. Identifying safety management tasks (SMTs) and safety critical positions 4

3. Defining competency requirements: The Task and Position Competency Matrix 6

4. Integrating the framework 9

5. SMT competency specifications and culture outcomes to be achieved 12

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v

PrefaceThe Cooperative Research Centre for Construction Innovation is committed to leading the Australian property, design, construction and facility management industry in collaboration and innovation. We are dedicated to disseminating practical research outcomes to our industry — to improve business practice and enhance the competitiveness of our industry. Developing applied technology and management solutions, and delivering education and relevant industry information is what our CRC is all about.

Our Business and Industry Development Program identified safety as one of our key research areas. Improving safety in the workplace with an emphasis on cooperation at the individual workplace is critical to improving health and safety in our industry.

A Construction Safety Competency Framework results from one of our most important projects — industry-led by Dean Cipolla, Group Safety Manager, John Holland Group, with a team comprising Linda Sokolich and Danny Potocki (Bovis Lend Lease), Wayne Artuso (Australian Government Department of Employment and Workplace Relations, Office of the Federal Safety Commissioner), Dr Herbert Biggs and Vaughn Sheahan (QUT) and Dr Don Dingsdag (University of Western Sydney). The report is a culmination of two years of significant input from the broader construction industry represented by employers and employees.

We look forward to your converting the results of this applied research project into tangible outcomes and working together in leading the transformation of our industry to a new era of enhanced business practices, safety and innovation.

Mr John McCarthy Chair CRC for Construction Innovation

Dr Keith Hampson Chief Executive Officer CRC for Construction Innovation

Preface

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A Construction Safety Competency Frameworkvi

Acknowledgments

A Construction Safety Competency Framework: Improving OH&S performance by creating and maintaining a safety culture by Dr Donald P. Dingsdag, Dr Herbert C. Biggs, Vaughn L. Sheahan, and Dean J. Cipolla is based on the outcomes of the Cooperative Research Centre (CRC) for Construction Innovation research project “Construction Site Safety Culture”.

The Construction Innovation project team members are: Dean Cipolla (Project Leader) – John Holland Group Danny Potocki – Bovis Lend Lease Linda Sokolich – Bovis Lend Lease Wayne Artuso – Office of the Federal Safety Commissioner, Dr Herbert Biggs – Queensland University of Technology Vaughn Sheahan – Queensland Univeristy of Technology Dr Donald Dingsdag – University of Western Sydney

The project team wish to thank the assistance given by CRC for Construction Innovation staff, in particular Colleen Foelz for her help in editing this document.

Without the financial and collaborative efforts bringing together industry, government and applied researchers, this valuable report may not have been successfully delivered to our industry.

Project partners

Project participants

Vital to the success of this project has been the involvement and consultation with the major industry stakeholders. The following organisations have had significant involvement in the collection of data (participating in focus groups, interviews and surveys) and the generation of research outputs:

Australian Constructors Association

AbiGroup

Australian Council of Trade Unions

Australand

Barclay Mowlem

Baulderstone Hornibrook

Bovis Lend Lease

Construction, Forestry, Mining & Energy Union

Clough

Hooker Cockram

John Holland Group

Leighton Contractors

MacMahon

McConnell Dowell

Multiplex

St Hilliers

Thiess

WorkCover ACT

WorkCover NSW

WorkSafe NT

Workplace Health & Safety Qld

WorkCover SA

WorkCover Tas

WorkSafe Victoria

WorkSafe WA

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A Construction Safety Competency Framework vii

Definitions and acronyms

competency framework — for the purposes of this document, this comprises a framework of (1) who needs to be able to do which safety management tasks and (2) the knowledge, skills and behaviour that are required to complete the task effectively.

safety behaviour — the behaviour required to complete an activity safely

safety competency — the capability to complete a safety task effectively

safety management task (SMT) — a definable activity, action or process such as carrying out project risk assessments, delivering OH&S training in the workplace or evaluating OH&S performance of sub-contractors

safety culture — a term used to describe the safety beliefs, values and attitudes that are shared by the majority of people within an organisation or workplace (“The way we do things around here”). See page 2 for a full definition.

safety critical position — an identified management position that has an important and ongoing safety leadership role.

AS/NZS — Australian/New Zealand Standard

CEO — Chief Executive Officer

CPR — cardio-pulmonary resuscitation

EAP — Employee Assistance Program

First Aid TI — First Aid Treatment Injuries

GM — General Manager

HRM — Human Resource Management

IR — Industrial Relations

JSA — Job Safety Analysis

LTI — Lost Time Injury

MD — Managing Director

MSDS — Material Safety Data Sheet

MTI — Medical Treatment Injuries

OH&S — Occupational Health and Safety

RTW — return to work

SMS — Safety Management System

SMT – Safety Management Task (see definition above)

SWMS — Safe Work Method Statement

Definitions and acronyms

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A Construction Safety Competency Frameworkviii

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A Construction Safety Competency Framework1

Introduction

Industry contextOn-site employees, arguably those at greatest risk of injury, have not been receiving a consistent and clear message from all levels of management that safety is important. This inconsistency has in part been due to:

• theongoingmovementofthesub-contractorsandworkforcebetweenconstructioncompanies,projectsandsitesmakingitdifficultforanyonecompanytoconsistentlyinfluencetheattitudesandbehavioursofthismobileworkforce

• thelackofaconsistentindustry-wideunderstandingofthemeaningofsafetycompetency,withthesectortraditionallynot recognising behaviours such as communication and leadership as integral to safety competency.

Recognitionoftheneedtofurtherimproveoccupationalhealthandsafety(OH&S)performancewithintheAustralianconstructionindustryhasledsomecompaniestoadoptthesafetycultureconcepttochangesafetybehaviours.However,theprinciples of safety culture are challenging to apply in practice.

Purpose of the competency frameworkA Construction Safety Competency Framework: Improving OH&S performance by creating and maintaining a safety culture presentsaclearwayforwardfortheconstructionindustrybypromotingaconsistentnationalstandardtoimproveOH&Scompetency for key safety positions.

A Construction Safety Competency Framework provides the information required particularly for senior safety managers, senior managers and executives to implement the safety culture approach and to adapt it to suit their organisational requirements. Itdoesthisbyidentifying“whoneedstobeabletodowhat”.Intheterminologyoftheframework,thismeansidentifyingthe“safetycriticalpositionholders”andthe“safetymanagementtasks”thatthoseoccupyingthesafetycriticalpositionsneedtoperformcompetentlyandeffectively.Oncecustomised,theframeworkshouldthenbelinkedtoexistingbusinessandOH&Smanagement plans to achieve an improvement in culture and performance.

Byhavingastandardisedcompetencyframework(foundedonsafetycultureprinciples)thatisconsistentlyappliedthroughouttheindustry,itispossiblefortheindustryasawholetobemoreproactiveinimprovingthebehavioursandattitudesofthosemostatriskofdisease,injuryanddeath.ThiswouldsignificantlyreducethedifficultiesthatcompaniesfacewhenmanagingtheOH&Sperformanceofamobilelabourpoolandsub-contractingworkforce.

The framework structureThe five sections of A Construction Safety Competency Frameworkandabriefexplanationoftheircontentisprovidedbelow.

1. Developing a positive safety culture — a definition of safety culture and the particular principal contractor staff actions that lead to a positive safety culture.

2. Identifying safety management tasks (SMTs) and safety critical positions — a definition of key staff competency requirements, based on identifying the safety management tasks that safety critical position holders must be able to complete effectively.

3. Defining competency requirements: The Tasks and Position Competency Matrix — the allocation of competency requirementsfortheidentifiedprincipalcontractor’ssafetycriticalpositions,thatis,“whoneedstobeabletodowhatactivities”.

4. Integrating the framework—guidelinesforimplementingthecompetencyframeworkoutlinedinthisdocument.

5. SMT competency specifications and culture outcomes to be achieved — elements for each of the 39 identified safety management tasks, including: 1.theprocessthatshouldbefollowedwhenperformingthetask 2.theknowledge,skillsandbehavioursrequiredtocompletethetasksafelyandeffectively 3.themajorsafetycultureoutcomesthatshouldbeachievedwiththeeffectivecompletionofthetask.

Introduction

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A Construction Safety Competency Framework2

Developing a positive safety cultureTheconceptofsafetycultureisaveryusefulandrelevantwayofunderstandinghowanorganisationinfluencesthesafetybehaviour of its employees and contractors. Safety culture is used to characterise the safety beliefs, values, and attitudes that are held by an organisation. These are created and maintained principally by management (principal contractor staff) through theirwordsandactionsinregardtosafety.Fromthisbehaviour,employeeslearnwhatactionswillberewarded,toleratedorpunished.Thisinturninfluenceswhatactionsandbehaviouremployeesinitiateandmaintain,whichdirectlyrelatestosafetyperformance.

ApositivesafetycultureleadstobothimprovedOH&Sandorganisationalperformance.Nationwideinterviews,focusgroupsandsurveysconductedwiththeindustryidentifiedninebroadstaffbehaviours(referredtoascultureactions)asvitaltothedevelopmentofapositivesafetyculture.Asaconsequence,safety competency is characterised as an ability to undertake the nine identified culture actions as part of the effective completion of relevant OH&S management tasks. The competency requirements for each task (presented in section 5) reflect this focus on achieving safety culture outcomes. These culture actions are:

1. Communicate company values

2. Demonstrate leadership

3. Clarify required and expected behaviours

4. Personalise safety outcomes

5. Develop positive safety attitudes

6. Engageandownsafetyresponsibilitiesandaccountabilities

7. Increasehazard/riskawarenessandpreventivebehaviours

8. Improve understanding and effective implementation of safety management systems

9.Monitor,reviewandreflectonpersonaleffectiveness.

Table1defineseachoftheseactionsandindicateshowtheypositivelyinfluencethesafetybehaviourofstaff(referredtoasbehaviour change mechanism).

Table 1 The culture actions which lead to a positive safety culture

Culture action Mechanism for improving safety culture and behaviour

1. Communicate company values — relate the behaviours, decisions and attitudes that are expected, supported and valued by the company.

Byindicatingwhatisrewardedandsupported,companyvaluesservetobroadlydirectmanagement,employeesandsub-contractorstowardssaferbehaviours, actions and decision-making.

Staff should ensure that their communication and behaviour consistently send a message that safety is embedded as a core value.

2. Demonstrate leadership — act to motivateandinspireotherstoworktowardsachieving a particular goal or outcome by sending clear and consistent messages about the importance of OH&S.

Effectiveexhibitedleaderbehaviourswillincreasethelikelihoodofcopiedand reciprocated safety behaviours.

Staffshouldensurethattheygaininvolvementfromtheirworkforceandbehaveinamannerthatbuildspositiverelationshipswithintheworkforce.

3. Clarify required and expected behaviours — clarify to immediate employeesthespecificbehaviourswhichare required and expected of them.

Effectively undertaking this action ensures that people understand specificallywhatbehaviourstheirdirectsupervisorwantsthemtopursue.

Staff should ensure that they give consistent and clear messages to their direct employees about the specific behaviours that they expect. This expectation can be achieved by displaying the behaviours through clear communication and by reinforcement and recognition of desired behaviours by others.

1

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A Construction Safety Competency Framework 3

Culture action Mechanism for improving safety culture and behaviour

4. Personalise safety outcomes — make OH&S more obvious, relevant and emotional for the individual to personalise their role in preventing and eliminating risks and hazards.

TheunderstandingofOH&Srisksatapersonalandemotionallevelwillserve to change attitudes and behaviour.

Staffshouldensurethattheycommunicatetotheworkforce:

• thepersonalimpactoftherisksofaprocessoradistincttask

• whyitisimportanttotheindividualandtheproject

• whatbehaviourstheindividualisexpectedtoconsistentlyadopt.

5. Develop positive safety attitudes — foster the development of attitudes and beliefs that support safe behaviour.

Attitudesthatvaluehealthandsafetywillhelptodrivepositivebehaviours.

Staffshouldtakeanyopportunitytoencouragetheworkforcetogaininsightinto their attitudes by having open conversations about safe and unsafe behaviour. Staff should also challenge unsafe behaviours and attitudes in others,andrecogniseandencouragethosewhohaveshownapositiveattitudetowardssafety.

6. Engage and own safety responsibilities and accountabilities — increase input, actions and involvement in the safety management process by individuals.

Thisinvolvement,inputandparticipationleadstoempowerment,whichinturn should result in a conviction that the organisation’s safety management plan, decisions and procedures are driven by shared interests and purpose.

Staff should ensure that they take every opportunity to gain involvement and collaboration in the completion of safety management tasks. Staff should:

• askforinputfrompeoplewhoaredirectlyimpactedbydecisionsandactions

• takeonboardthecommentsoftheworkforce

• undertakecollaborativegoalsettingwhichclearlyidentifiestherequiredbehaviours.

7. Increase hazard/risk awareness and preventive behaviours — increase the individual’s (site and office-based) understanding of the OH&S outcomes associatedwiththeirdecisions,behaviours,and actions.

Thisincreasedawarenesswillleadtogreaterengagementwiththeworkforceinbehavioursthatreducehazardsandrisksincludingactivitiessuchastalkingtotheircolleaguesabouttheirownbehavioursandactions.

Staffshouldensurethattheworkforceunderstandsthatthereareidentifiedandasyetunidentifiedhazardsonsite.Increasedawarenesscanbeachievedviaregularoralandwrittencommunication,inspectionsandenforcement of safety requirements. Staff should ensure that hazard-specific trainingisgiventotheirworkforceandthatacollaborativeapproachistakento undertaking hazard/risk assessment and control.

8. Improve understanding and effective implementation of safety management systems — enable individuals to increase theirknowledgeofthespecificwaysinwhichhazardsaremanaged,aswellastheirability to apply and implement the actual OH&S processes.

Agreaterunderstandingwillincreaseaperson’sabilitytosolveproblemsandtodevelopsafeworkprocessestofurtherimprovesafetyperformance.Itwillalsoincreaseuniformityandpredictabilityofsafetymanagementbehaviourandprovideagreaterunderstandingofwhateachsystemelement is designed to achieve.

Staff should seek to understand the company’s systems and values and communicate the requirements and the purpose of the requirements to their ownworkforce.

9. Monitor, review and reflect on personal effectiveness — frequently use various sources of information to gain feedback on the effectiveness of culture actions and other safety-related behaviours.

This action enables the individual to fine tune and continually improve their ability and effectiveness in completing the other, listed culture actions.

Staffshouldseekandusefeedbackobtainedfromconsultations,“walk-arounds”,collaborativedecisionmaking,self-reflectionandperformancemanagement.

1. Developing a positive safety culture

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A Construction Safety Competency Framework4

2 Identifying safety management tasks (SMTs) and safety critical positionsTheeffectiveimplementationofthiscompetencyframeworkwillimprovetheconsistencywithwhichprincipalcontractorsviewsafetymanagementtasksfortheirstaff.Asafetymanagementtaskisadefinableactivity,actionorprocesssuchascarryingoutprojectriskassessments,deliveringOH&StrainingintheworkplaceorevaluatingOH&Sperformanceofsub-contractors.

Theframeworkidentifies39safetymanagementtasks(seetheTaskandPositionCompetencyMatrixp.8and5. SMT competency specifications and culture outcomes to be achieved pp. 12–53). These 39 tasks fall into seven categories seen as critical to the management of OH&S performance. They are:

a. Proactively identify, assess and determine appropriate controls for OH&S hazards and risks

b. EffectivelycommunicateandconsultwithstakeholdersregardingOH&Srisks

c. Monitor,report,reviewandevaluatesafetyprogrameffectiveness

d. Engagewithsub-contractorsinOH&Sperformancemanagement

e. IdentifyandimplementrelevantcomponentsoftheOH&Sandworkers’compensationmanagementsystem

f. Understandandapplyworkers’compensationandcasemanagementprinciples

g. Provide leadership and manage staff and sub-contractor OH&S performance.

Theframeworkalsoidentifiestheprincipalcontractorsafetycriticalpositions.Thislistofpositionsisnotprescriptiveandindividualconstructioncompaniesshouldcustomiseittoreflectorganisationalandregionalrequirements.Acriticalpositionwasdefinedasapositionthathasanimportantandongoingsafetyleadershiprole.Thesepositionholdersare:

• ManagingDirector(MD)/ChiefExecutiveOfficer(CEO)/GeneralManager(GM)

• SeniorManager

• Construction/OperationsManager

• ProjectManager

• Engineer

• SiteManager/Superintendent

• Foreman

• SiteOH&SAdvisor

• RegionalOH&SManager

• StateOH&SManager

• NationalOH&SManager.

Theidentificationoftheseparticularpositionsasbeingcriticaltosafetyisnottosaythatotherpositionsarenotimportant.Astherequirementtoshow“safetyleadership”isoftendeterminedbytimeandplace,itisimportantforcompaniestodevelopsafetycompetencyinallstaffsothat,shouldtheoccasionarise,thegivenstaffmemberiscapableof“steppingup”andfulfilling the particular safety leadership role.

Figure1indicateshowstaffcompetencyrelatestocultureactions,whichinturnleadtosafetycultureandperformance.

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A Construction Safety Competency Framework 5

Figure 1 Flow chart linking individual competency to safety culture and performance

2. Identifying safety management tasks (SMTs) and safety critical positions

Staff competency(capability to undertake SMTs effectively)

Culture actions1 Communicate company values2 Demonstrate leadership3 Clarify required and expected behaviour4 Personalise safety performance5 Develop positive safety attitudes6Engageandownsafetyresponsibilitiesandaccountabilities7Increasehazard/riskawarenessandpreventiveactivityinvolvement8 Improve understanding and effective implementation of safety management systems9Monitor,reviewandreflectonpersonaleffectiveness

Safety culture

Performance

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3 Defining competency requirements: The Task and Position Competency MatrixThe Task and Position Competency Matrix (p. 8) displays the competency requirements for each of the safety critical positions. Itindicateswhichofthesafetycriticalpositionholdersrequire:

• fullcompetencytoundertakeand/orsuperviseaparticularsafetymanagementtask(scoredasa1)

• aworkingknowledgeofthesafetymanagementtask(scoredasa2).

It is important to emphasise that the task competency allocation used in this matrix reflects an effective and robust minimum standard. Each company is at a different stage of cultural development in OH&S, so it is not practical at this stage to assign a bestpracticemodelthatwouldmeeteverycompany’sneeds.Rather,itisimportanttoensureatleastthatthereisconsistencyacross a minimum standard.

Companies are encouraged to customise the Task and Position Competency Matrix to ensure that the scoring is appropriate tothestageofdevelopmentoftheorganisation’ssafetyculture.Thatis,thosecompanieswithastrongerpositivesafetyculture are in a good position to drive competency improvements through the organisational hierarchy and seek more active involvementfromseniorandlinemanagementinparticular.Thosewithless-developedpositivesafetyculturesshouldensurethatatminimumtheymeetthebasicstandardslistedwithinthisdocument.

Thematrixneedstobeperiodicallymonitoredandevaluatedtoensurethatcompetencyimprovementsarealwaysbeingpushedtohigherlevelsinthelinemanagementstructureinalignmentwithcontinuousimprovementprinciples,withadecreasing emphasis on safety department professionals driving safety outcomes.

ThenextstepinthecompetencyframeworkistoensurethatthesafetycriticalpositionholderslistedintheTaskandPositionCompetency Matrix are capable of effectively completing the relevant safety management tasks (SMTs). By ensuring the position holders attain the appropriate level of task competency, construction organisations maximise the likelihood that their staffwillundertaketheactionsthatleadtothedesiredoutcome—apositivesafetycultureandimprovedsafetyperformance.

Fortheeffectivecompletionofeachofthe39safetymanagementtasks,seesection5,SMT competency specifications and culture outcomes to be achieved. This provides in detail the:

• stepsandprocesstofollowwhencompletinganSMT

• knowledge,skillsandbehavioursrequiredtocompletetheSMTeffectively

• safetycultureoutcomesthatshouldbeachieved.

SomeoftheseSMTsandtheirassociatedprocessstepsmayincurdirectcostsaswellasthelabourtimeofthestaffimplementing them, for example, hiring external experts to recruit and select appropriate employees (SMT 37), or purchasing Standards and being audited according to their compliance requirements. These capital and labour costs are dependent on thestageofdevelopmentoftheorganisation’ssafetymanagementsystemaswellastheexpertiseofthestaffitemploys.Some of the tasks incur no capital costs, but do involve labour costs (e.g. Plan and deliver toolbox talks – SMT 13, or Challengeunsafebehaviour/attitudeatanylevelwhenencountered–SMT18).Theallocationofresourcestoundertakethe implementation successfully displays senior management commitment and a desire to improve safety culture and performance.Inamoreevolvedsafetyculturetheundertakingofthemajorityofactivitieswillformanaturalpartofeachlinemanagementrole,ratherthanbeingregardedasanaddeddutyand/orcost.Significantly,SMTswillbeconsideredaninvestmentinachievingsuccessfulprojectoutcomes.Further,thereisevidenceintheindustrythatclientsgivepreferencetocontractorswithdemonstratedsafetyperformance.

Section5shouldbeusedasanexampleandstartingpointindevelopingsafetytrainingandeducationaswellastoformthebasis of performance management activities. It can be adapted to suit the stage of development of each organisation’s safety culture.

6 A Construction Safety Competency Framework

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3. Defining competency requirements: the Task and Position Competency Matrix

Task and Position Competency Matrix

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A Construction Safety Competency Framework

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yste

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rmal

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epar

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itor s

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tify

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men

ts in

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erst

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and

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y ge

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l leg

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&S re

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ts

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erst

and

and

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y de

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legi

slat

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irem

ents

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y fu

ll w

orki

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the

orga

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to w

ork

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and

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wor

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n re

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ts

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tor s

taff

and

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em

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erfo

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ppra

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s

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k w

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to s

olve

saf

ety

prob

lem

s

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cipl

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staf

f for

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r OH

&S b

ehav

iour

/atti

tude

Rec

ruit

and

sele

ct n

ew s

taff

Adm

inis

ter fi

rst a

id to

inju

red

pers

ons

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39

Task

cat

egor

y

a. P

roac

tivel

y id

entif

y, a

sses

s an

d de

term

ine

appr

opria

te

cont

rols

for O

H&

S ri

sks

b. E

ffect

ivel

y co

mm

unic

ate

and

cons

ult w

ith

stak

ehol

ders

rega

rdin

g O

H&

S ri

sks

c. M

onito

r, re

port

, rev

iew

and

ev

alua

te s

afet

y pr

ogra

m

effe

ctiv

enes

s

d. E

ngag

e w

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ub-

cont

ract

ors

in O

H&

S pe

rfor

man

ce m

anag

emen

t

e. Id

entif

y an

d im

plem

ent

rele

vant

com

pone

nts

of

the

OH

&S a

nd w

orke

rs’

com

pens

atio

n m

anag

emen

t sy

stem

f. U

nder

stan

d an

d ap

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wor

kers

’ com

pens

atio

n an

d ca

se m

anag

emen

t prin

cipl

es

g. P

rovi

de le

ader

ship

an

d m

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aff a

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sub-

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ract

or O

H&

S pe

rfor

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ce

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pete

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lege

nd

1 =

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ndin

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d

2 =

wor

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kn

owle

dge

and

awar

enes

s re

quire

d

7Task and Position Competency Matrix

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A Construction Safety Competency Framework

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4

4. Integrating the framework

Integrating the frameworkThissectionisdesignedtostimulatediscussionandthoughtabouthowbesttointegratethisframeworkintoexistingcompanystrategies. It examines both broad strategic approaches and specific steps companies should consider to customise the material to meet their unique organisational needs and situations.

Once an organisation has developed a matrix that lists safety critical positions, and the activities that need to be undertaken withthecompetenciesrequiredtobeskilfulinthepositions,itisimportanttoestablishhowtheframeworkcanbeappliedformaximum effect. This objective is likely to be achievable through the use of existing human resource management (HRM) and safety management strategies — that is, the safety culture competencies can be incorporated in current employee selection and recruitment, training and performance management processes.

Recruitment and selectionSelectingnewemployeeswhohavethecompetenciesrequiredtosuccessfullymaintainanddevelopanappropriatesafetycultureisonemethodanorganisationcanusetoimprovesafety.Forexample,aconstructioncompanyseekinganengineermay assess candidates for communication, leadership styles and attitudes and beliefs about safety. By structuring the assessmentprocessaroundkeycompetenciesitispossiblefororganisationstoexcludepeoplewhoaremostlikelytohavea negative impact on safety culture. The skill and safety competency level of existing employees is also an issue. Hence, a robust training system based on adult learning principles also needs to be in place.

Training and developmentAsetofsafetycompetenciesshouldmakecleartotheorganisationthedifferencebetweenanemployee’scurrentbehaviouralcompetenciesandthebehaviourthatisrequired.Afterconductingatraditionaltrainingneedsanalysis,theorganisationshoulddevelop a training plan to develop the skills, abilities and behaviours required by employees to positively affect safety culture.

Additionally,bystandardisingandintegratingcoresafetyculturecompetenciesintotheorganisationalsafetymanagementandHRMsystem,itispossibletomitigatethebehaviouralskillslosswhenemployeesshifttonewprojectseitherwiththeorganisationorwithanotherconstructioncompany.Thegreatertheuptakeofstandardisedsafetyculturecompetenciesbyindividualorganisations,themoreuniformsafetypracticewillbeacrosstheindustry.

Performance managementAfterensuringthattheemployeesholdtherequiredcompetencies,itisthenimportanttopromotethedesiredbehaviours.Thiscouldbedonebylinkingbehaviourstoexistingperformancemanagementandappropriaterewardsystems.Forinstance,anemployeemaybemotivatedtoincreasetheirsafetycommunicationbyamanagementrequirementthattheyshowevidenceofthisbehaviourinordertoreceivepublicrecognitionorevenasatisfactoryperformancereview.Incorporatingsafetycompetency and demonstrated safety performance improvement in performance appraisals reinforces organisational values whilealsogivingincentivetoindividualstofocusonsafetyaspartoftheireverydayactions.

In summary, by using the human resource and safety management strategies and processes that are already in place, it is possible to apply safety culture competencies to educate staff to engage in safety culture practice and behaviours, and in doingsoimproveanorganisation’ssafetyculture.Whenviewingthesafetycultureoftheindustryasawhole,itbecomesapparent that any improvement in safety performance requires organisations to include safety competencies, informed by safety culture, as part of their current core strategic competencies.

Specific steps to integrate and customise materialWhenusingthematerialinthisframework,companiesshouldconsiderhowitcanbestbeincorporatedintotheirorganisation.Recommendationshavebeenmadethroughoutastohowcompaniescancustomisethismaterialtomeettheiruniqueorganisationalneeds,situationsandthestageoftheirsafetycultureandsafetymanagementdevelopment.Figure2onpage11displaysaflowchartoftheprocessthatanorganisationshouldfollowwhenintegratingthismaterial.

Whentoimplement,howmuch,whodoeswhatandhow,canonlybedecidedbyseniormanagementdeterminedtomake a change in safety culture and safety performance. Simply put, no matter the size or the capital resource base of the organisation, there are irreducible staff behaviours and safety management tasks the organisation must implement.

Arguably,otherthanthetimeandeffortrequired,mostoftheninecultureactionsneededfordevelopingsafetyculturecanbe introduced at no direct cost. Visible safety leadership by senior management (preferably the managing director in a larger organisationorthegeneralmanagerorownerinasmalltomediumenterprise)willnotincuradirectfinancialcost.However,

9

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A Construction Safety Competency Framework10

by visiting a site and talking to individuals, senior managers are not only demonstrating leadership (culture action 2) but they arealsocommunicatingcompanyvalues(cultureaction1).Byengagingwithindividualsandclarifyingrequiredandexpectedbehaviour(cultureaction3)theyarealsomakingOH&Smoreobvious,relevantandemotionalfortheindividual,which,inturn,personalises safety performance (culture action 4) and in so doing they are also developing positive safety attitudes (culture action 5).

SimplyhavingaseniormanageronsitetakinganinterestinOH&Sisknowntodemonstratethatmanagementisseriousaboutsafety.Butbyusingtheothersuggestedstaffbehaviours,managementisenablingtheengagementandownershipofsafetyresponsibilitiesandaccountabilities(cultureaction6).These“softer”aspectsofstaffbehaviourinfluencetheso-called“hard”orcoresafetyperformanceaspectsofbehaviour,namely,increasinghazard/riskawarenessandpreventiveactivityinvolvement(culture action 7) and improving understanding and effective implementation of safety management systems (culture action 8). Additionally,seniormanagementinvolvementinvarioussitesafetyactivities,suchas“walk-arounds”,providestheopportunityfor feedback and self-reflection for managers determining site safety outcomes (culture action 9).

Having endorsed the effectiveness of staff behaviour, it is important to recognise and remember that safety culture does not andcannotprovideaninstant“magicbullet”.Further,cultureactions1–9mustbecomplementedandsupplementedbythesafety management tasks identified in the Task and Position Competency Matrix.

Aspreviouslynoted,organisationsareatdifferentlevelsofculturaldevelopment,withsomemoreadvancedthanothers.Forthose beginning cultural development it is important to determine a starting point for minimum competency requirements. It is suggested that any organisation intent on improving safety performance by introducing or enhancing their current safety cultureprogramshouldatminimum(aswellasmeetinglegalobligations)implementcompetencyrequirementsforthefollowingsafetymanagementtasks(SMTs):

SMT 1 Carry out project risk assessments

SMT6 Carryoutworkplaceandtaskhazardidentification,riskassessmentsandcontrols(JSAsandSWMSs)

SMT 13 Plan and deliver toolbox talks

SMT 16 Consult on and resolve OH&S issues

SMT18 Challengeunsafebehaviour/attitudeatanylevelwhenencountered

SMT19 MakesitevisitswhereasiteworkerisspokentodirectlyaboutOH&Sintheworkplace

SMT20 RecogniseandrewardpeoplewhohavepositivelyimpactedonOH&S

SMT 22 Carry out formal incident investigations

SMT24 Carryoutformalinspectionsofworkplaceandworktasks

SMT 26 Monitor sub-contractor activities

SMT 29 Understand and apply general legislative OH&S requirements

SMT33 Understandandapplygeneralregulatoryworkers’compensationrequirements

SMT36 Workwithstafftosolvesafetyproblems

NOTE:TheseSMTswereidentifiedinthemanagementsurveyasthemostimportantactivitiesforreducinginjuryandincidentsintheworkplace.

The construction industry’s safety culture has been identified as having a direct impact on the industry’s current poor injury and incidentrates.Thiscompetencyframeworkdirectlyaddressestheindustry’ssafetycultureandprovidestheopportunityforsignificant cultural change and reduction of injury and incident rates.

Thechallengethatwefaceasanindustryistousethisapproachtoensurethatoursafetycriticalstaffhavetheknowledge,skills,understandingandclarityofwhatneedstobedoneandthemosteffectivewaytodoitinordertoachievesafeoutcomesintheworkplace.

Withincreasedknowledgeandunderstandingcomesincreasedownershipandsafebehaviours.Thisinturnwillultimatelyimprovethesafetycultureinourworkplacesandacrosstheindustry.

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A Construction Safety Competency Framework 114. Integrating the framework

Figure 2 How to use the safety competency framework

Understand safety culture Understandhowasafetyculturecanbebuiltandmaintainedthroughstaff

competencies and actions. This approach should be linked to your organisational strategies and objectives.

Identify safety critical positions Customise the safety critical position list for your organisationandidentifywhocurrentlyholdsthese

positions.

Plan Planhowmaterialcanbeusedintraining,educationand development, performance management, and

recruitment and selection activities.

Use a step-wise approachBreak the implementation of this material into small steps–reduce“cultureshock”andallowforearly

success to build support and momentum.

ImplementImplement strategy and material.

Customise the Task and Position Competency Matrix

Customisethematrixtoalignwithyourorganisationand map the competency requirements of your safety

critical position holders.

Adapt the competency specifications

Reviewtheprocesses,knowledge,skillsandbehaviours listed for each individual safety task and

adapt to your organisational context.

Show continuous improvementEvaluate,reviewandreflectonstrategy.Continuously

improve strategy and implementation.

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A Construction Safety Competency Framework12

5 SMT competency specifications and culture outcomes to be achievedAsdiscussedinprevioussections,thefollowingpageslistforeachofthe39identifiedSMTs:

Column1:thestepsthatshouldbefollowedwhencompletingtheSMT(processsteps)

Column2:theknowledgeandskillrequiredtoeffectivelycompletetheSMTandthebehaviourthatshouldbeundertakenwhilecompletingtheSMT

Column 3: examples of the specific outcomes that should be achieved by the effective completion of the SMT.

Thisframeworkshouldbeusedasastartingpointindevelopingtrainingandbehaviouralstrategies.Itshouldalsobeadaptedto suit the stage of development of each organisation’s safety culture.

Pleasenotethatthe“processsteps”inthefirstcolumnaresuggested activities only and they are not an exhaustive list of requiredprocesssteps.Further,theyshouldbemodifiedtosuittheneedsandstructureofeachorganisation.

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A Construction Safety Competency Framework 135. SMT competency specifications and culture outcomes to be achieved

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 1. Carry out project risk assessments

• Gatherprojectinformationrequired to undertake the risk assessment (scope of work,contractrequirements,legislative requirements).

• Selectandformriskassessment team.

• Conductprojectriskassessment.

• Identifyriskcontrols(resources, people and procedural actions required), and ensure actions are completed.

• Communicateandreviewproject risk assessment.

• Reviewcontrolimplementation progress.

Knowledge

• TheprovisionsofOH&SActs,RegulationsandCodesofPracticerelevanttotheworkplaceincluding legal responsibilities of principal contractors, sub-contractors, manufacturers, suppliers,employeesandotherpartieswithlegalresponsibility

• Managementarrangementsforkeepingtheorganisation abreast of developments in OH&S (e.g.law,controlmeasuresforhazards),mandatorylicensing and certificates

• Legallyrequiredriskassessment/managementprocedures or based on industry standard/equivalent tools such as:

AS/NZS4360:2004Riskmanagement

AS/NZS4801:2001Occupationalhealthandsafety management systems — Specification withguidanceforuse

AS/NZS4804:2001Occupationalhealthandsafetymanagementsystems—Generalguidelines on principles, systems and supporting techniques.

• Companysystemprocedures

• Appropriatelinkstoothermanagementsystems(e.g. contractors, maintenance, quality, purchasing)

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

• AnincreaseinbroaderOH&Sriskawarenessandactionbefore start up throughout the project/site including management/workforce/contractors and sub-contractors

• Developmentandcommunication of standard procedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Emphasisonimportanceof proactivity in hazard identification and risk control before risk exposure occurs

• BenchmarkingofProjectRiskAssessmentstosimilarpast and current projects within-houseandcross-industry examples — sharing informationwithcompetitorsas far as possible (on comparison and learning basis)

• Achievementofcontinuousimprovement based on realistic and realisable safety performance indicators

Skill

• CommunicationCompetencyA(GroupCommunication) – see p. 52

• Developingandmaintaininglegallyrequiredriskassessment/management procedures/tools

• DevelopingandmaintainingrelevantandappropriateriskassessmenttoolsbasedonAS/NZS4360orlegislativelyapprovedequivalentlinkedtoAS/NZS4801,AS/NZS4804orsimilarother tools auditable to nationally/internationally recognised standards

• Communicationofriskassessmentrequirementstomanagement/workforce/contractorsandsub-contractors

Behaviour

• Seeksinput/participationfromworkforce/management in development of proactive hazard identification/risk control/minimisation processes

• Seekscommitmenttoprocessandtool(s)frommanagement/workforce/contractorsandsub-contractors

• Communicatesconclusions/resultsregularlytoallrelevant parties

• Continuouslymonitors,communicatesandreviewsprocedures and related safety performance

• Reinforcesthepersonalsignificanceofsafety

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A Construction Safety Competency Framework14

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 2. Undertake and design safety reviews for constructability, operability and maintenance

• Planadesignreviewmeetingand determine appropriate personnel required to participate.

• Undertakeconceptdesignreviewanddocumentfindings.

• Incorporaterelevantfindingsinto detailed design.

• Undertakeadetaileddesignreviewandinvolverelevantpersonnel.

• Incorporatereviewfindingsinto final design.

• Follow-up,monitorandreviewactivities and actions.

Knowledge

• Discreteconstructionactivitiesrequiredfortheproject/site

• Safeworkmethodsforkeyconstructionactivities

• RelevantOH&Slegislation,CodesofPracticeandStandards

• InternalOH&Ssystems,processesandrequirements

• OH&Smanagementandauditsystems/tools

• Hierarchyofriskcontrols

• Incidentinvestigationandprocessimprovement

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

• Developmentandcommunication of standard procedures and instructions forsafetyreviewsacrosstheorganisation at all levels and throughout the project/site including contractors and sub-contractors

• Workforceengagementandcollaborationwithdevelopment/practice/maintenanceofsafetyreviews

Skill

• InterpretOH&Slegislation,CodesofPractice,Standards and management systems

• Identifyhazards,assessrisksandcontrolrisks

• Analyseworkplacedata

• EvaluateOH&Ssystems

• Workeffectivelywithteams/groups

• Comprehensiontoarequiredleveltointerpretandanalysejobinstructions,workplacedocumentationand inspection reports

• WrittencommunicationtoalevelrequiredtocompleteworkplacedocumentationandOH&Sauditreports

• Interpersonalcommunication

• Communicationtechniquesincludinglanguagestyleand active listening

• Techniquesforgivingandreceivingfeedback

• Negotiationtechniques

• Researchtechniques

• Analysistechniques

• Techniquesforsupportingothers

Behaviour

• Seeksinput/participationfromworkforce/management in development of proactive hazard identification/risk control/minimisation processes

• Seekscommitmenttoprocessandtool(s)frommanagement/workforce/contractorsandsub-contractors

• Regularlycommunicatesconclusions/resultstoallrelevant parties

• Continuouslymonitors,communicatesandreviewsprocedures and related safety performance

• Reinforcesthepersonalimportanceofsafety

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A Construction Safety Competency Framework 15

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 3. Undertake formal OH&S review of tenders

• Evaluateandverifythe adequacy of the safety management systemwiththeclient’s system requirements.

• AssesspastOH&Sperformance of client.

• Evaluatethe client’s understanding of the project/site OH&S requirements.

• Evaluatetheadequacy of the client’s proposed OH&S hazard control methods.

• Meetandconsultwithclienttoverify and clarify information provided and seek further information if necessary.

• Makeevidence-based decision regarding OH&S competency of company and suitability for project.

Knowledge

• Comprehensiveknowledgeofthenature,durationand scope of the project

• Detailedknowledgeofcompany’sandsub-contractor’swork/contract,task,labourandplantrequirements and associated hazards and risks

• DetailedknowledgeofprincipalOH&SActs,regulations and potential OH&S issues and related legal requirements or based on industry standard/equivalent tools such as:

AS/NZS4360:2004

AS/NZS4801:2001

AS/NZS4804:2001.

• Non-complianceprovisions

• Consistentreview(againstbenchmarksfrom previous projects) of client’s generic OH&S management systems and documentaryevidenceofpastLTIs,MTIs,first-aidTIs,audits,knowledge,skillsand experience of the client’s projects and other safety performance indicators indicative of client’s OH&S credentials

• Companydevelopsacontract/sitespecific health and safety management plan that meets the organisation’s safety cultural values and OH&S performance benchmarks throughout the project/site.

• Companykeystaffplantheirwork,superviseandtraintheirworkforce,identifyhazards proactively and have in place suitable control measures as part of a recognised risk assessment procedure and check regularly that these requirements are met throughout the project

• Companyundertakescontract/site-specific regular risk assessments using industry-recognised tools and approaches

• CompanyprovidesregularreportsonOH&S performance as specified by the reporting requirements under the OH&S specifications to the contract

• Company’sandsub-contractors’non-compliance provisions are detailed and consequences are formally recognised

• Inparticularforsmallercontractorsengagedbythecompanythefollowingsite/project requirements consistently apply:

The contractors have a thorough understanding of the site-specific hazardsandrisksassociatedwiththeiractivitiesbasedonSWMSs/JSAs.

The contractors establish systems and procedures for managing the OH&S risks, although these may not be documented.

The contractors are licensed for the relevant activities and their employees have appropriate training, competencies and licences required forthecontractwork.

Plant and equipment is appropriately licensed or registered and maintained/inspected regularly and operators are fully trained and certificated.

The company undertakes a contract-specific risk assessment to ensure risks are identified and controlled for the contract duration.

Skill

• Measuresclient’sSMSagainstlegallyrequiredriskassessment/management procedures/tools

• Ensuresthatclient’sSMShasagood“fit”withcompany’s SMS, values and commitment

• Ensuresthatcompany’sriskassessmentandsafetyperformancetoolsarebasedonAS/NZS4360orlegislativelyapprovedequivalentlinkedtoAS/NZS4801,AS/NZS4804orsimilarothertoolsauditableto nationally/internationally recognised standards

• Communicatesorganisation’sriskassessmentandcontrol requirements, values and commitment to contractors/sub-contractorsattenderreviewstage

• Ensuresthatnon-complianceprovisionsaremadeclear in tender/contracts

Behaviour

• Assessesandverifiestheadequacyoftheclient’sSMS

• Evaluatestheclient’sunderstandingofthespecification of OH&S requirements and that they interlockwiththeorganisation’s,SMSandmeetitsexpectations, values and commitment

• Checkstheadequacyofclient’sproposedOH&Srisk control methods and tools

• Meetstheclienttoverifyandclarifyaccuracyofinformation provided and seek further information if necessary

• Post-acceptanceoftender:

requests and achieves input/participation from workforce/managementintheimplementationof client’s hazard identification/risk control/minimisation processes

seeks and obtains commitment to process and tool(s)frommanagementworkforce/contractorsand sub-contractors

communicates regularly to all relevant parties

continuouslymonitors,communicatesandreviewsprocedures and related safety performance.

5. SMT competency specifications and culture outcomes to be achieved

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A Construction Safety Competency Framework16

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 4. Develop project OH&S management plans

• IdentifyandcommunicateOH&S areas of responsibility.

• Establishandcommunicateparticipative arrangements for the management of OH&S.

• DevelopprojectOH&Sriskprofile and key controls.

• ExamineprojectOH&Sspecification requirements.

• IncorporateapplicableOH&Slegislative requirements.

• Decideonrequiredhazardcontrol procedures.

• Allocateandcommunicateproject responsibilities and accountabilities.

• Determineandcommunicaterequired generic system requirements.

• Establishmonitoringandreviewprocesses.

• Document,reviewandfinaliseplan.

Knowledge

• Riskmanagementprinciples

• CompanyinternalOH&Sstandardsandprocedures

• Currencyoflegislation,controlmeasures,hazards

• Mandatorynotificationsandreportingrequirements

• Mandatorylicencesandcertificaterequirements

• Rangeofcontrolmeasuresavailablealongwithconsiderations for choosing different control measures to address possible inadequacies

• Considerationofwhentoseekexpertadvice

• HowthecharacteristicsandcompositionoftheworkforceimpactsonOH&Sincludingliteracy,communication skills, cultural background, gender, workerswithdisabilities,part-time,casualandcontractworkers

• Howtoaccessfurtherinformationandresources

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

• Developmentofprojectsafetymanagement plan involving all key stakeholders, i.e. includingalloftheworkforce,gaining commitment and workplace-basedownershipof plan

• Communicationofthenecessity of having site-specific OH&S management plans/safety management plans

• Consistentcommunicationandclarificationofwhichbehaviours and actions are required to enact safety management plan

Skill

• Abilitytoanalysetheentireworkingenvironmentinorder to identify risks, assess risks and design and implement appropriate safety management systems

• Abilitytoanalyserelevantworkplacedata(e.g.incident, environmental monitoring) to identify and assess risks and evaluate the effectiveness of the safety management system

• Abilitytoassesstheresourcesneededtoestablishand maintain safety management systems including a range of risk control measures

Behaviour

• Seeksinput/participationfromworkforce/management in development of project OH&S plan

• Seekscommitmenttoprocessandtool(s)frommanagement/workforce/contractorsandsub-contractors

• Communicatesconclusions/resultsregularlytoallrelevant parties

• Continuouslymonitors,communicatesandreviewsplan and related safety performance

• Reinforcesthepersonalimportanceofsafety

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A Construction Safety Competency Framework 17

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 5. Develop OH&S procedures and instructions

• Identifykeyprocessandbehavioural outcomes required by procedure.

• Identifyrelevantlegislativerequirements.

• Consultonthedevelopmentand implementation of procedures and instructions.

• Prepareandcirculateadraftprocedures document.

• Planimplementationofprocedure document.

• Monitorimplementation.

• Revieweffectivenessofprocedures and instructions.

Knowledge

• Oralandwrittencommunicationprocesses

• Trainingandadultlearningprinciples

• Understandingofcurrentsafetyriskmanagementprinciples and controls

• Understandingofsitesafetycultureandsitedynamics

• EducationalandOH&Sobjectivesunderpinningprocedures and instructions

• Adultlearningandbasicpsychologyprinciples

• Workforceengagementandcollaboration(ownership)withdevelopment/maintenance of OH&S policy/procedures

• Communicationoforganisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

• Evidenceofsafetyleadershipculturewithpublicidentification of critical safety position holders and their leadership tasks

• Developmentandcommunication of standard OH&S procedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Positivereinforcementoraffirmation of good safety practices/attitudes

• Consistentcommunicationoftheconsequencesof“at-risk”behavioursandwhytheyshould be avoided under all circumstances

• Communicationandreinforcement of corrective actions necessary to remedy “at-risk”behaviours/attitudesand actions

Skill

• Capacitytocreateanddevelopprocessdocuments that comply legislatively and that meet the organisation’s values, policy and project requirements

• Capacitytocreateanddevelopproceduresthatmeet industry and organisational OH&S and professional standards

• Capacitytocreateanddevelopproceduresand instructions that can be understood and implemented by all personnel at every level of theorganisationaswellasbycontractors/sub-contractorsandlabourhireworkers

• EducationalandOH&Sobjectivesunderpinningprocedures and instructions

• Abilitytocommunicateclearlyandconciselyinoralandwrittenformat

• Consultationskillsincorporatinga360-degreeconsultation process

• CommunicationCompetencyA(GroupCommunication) – see p. 52

• Establishedorganisationalskillstomanagemultipletasks

Behaviour

• Developsandenhancesworkforceengagementandcollaborationwithdevelopment/maintenanceofOH&S policy/procedures and instructions

• Embodiessafetybehavioursinallproceduresandwrittenandoralinstructions

• Proactivelyseeksoutinformationtoinformthedevelopment and implementation process of OH&S procedures and instructions

• Gathersanddisseminatesinformation

• Communicatesandworkswithotherstoachievecommon goals

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 6. Carry out workplace and task hazard identification, risk assessments and controls (JSAs and SWMSs)

• Identifywhoneedsto be involved in the developmentofaJSA/SWMS.

• Identifyactivityprocesssteps.

• IdentifyhazardsassociatedwitheachstepusingJSAs/SWMSs.

• AssessrisksassociatedwitheachhazardidentifiedbyJSAs/SWMSs.

• Determinecontrolsforeach hazard identified by JSAs/SWMSs.

• Allocateresponsibilitiesand timeframes for implementation of controls

• Consultallpersonsrequired to undertake the activity and seek input.

• Monitorimplementationandrevieweffectivenessof controls.

Knowledge

• TheprovisionsofOH&SActs,Regulations,CodesofPracticerelevanttotheworkplaceincludinglegal responsibilities of employers, sub-contractors, employeesandotherpartieswithlegalresponsibility

• Riskmanagementprinciples

• Incidentandaccidentinvestigationprinciples

• OH&Srecordkeeping

• Considerationsforchoosingbetweendifferentcontrolmeasuresincludingpotentialhazardscreatedwiththeintroduction of another control measure

• Considerationastowhentoseekexpertadvice

• Sharedunderstandingofkey hazards, their risks and engagement of everyone throughout the site and the organisation to achieve solutions

• Constantpromotionofthesignificanceofownership,a sense of belonging, the meaningful involvement of all in safety procedures, and the advantages of sharing information

• Communicationoforganisation’s values throughout the project/site including management/workforce/contractorsandsub-contractors

• SMWSs/JSAsandothersimilar tools consistently applied before any activities arebegunwithenthusiasticinput from individuals and teams based on theknowledgethattheorganisation is committed to make the site, jobs/tasks safer

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Increaseinriskawareness

• Proactivehazardidentificationwithriskscontrolledbeforerisk exposure occurs

• Regularandconsistentpositive affirmation and reinforcementof“good”safety practices/attitudes

Skill

• CommunicationCompetencyA(GroupCommunication)– see p. 52

• Identifiespotentialandexistinghazards

• Proactivelycontrols/reduces/minimiseshazards/risks

• PrepareseasilyunderstoodJSAs/SWMSsincorporatingHazpak or similarly easily understood Risk Matrix

• ConsultsmeaningfullyandconsistentlyoncontentofJSAs/SWMSs

• Abilitytoanalysetheentireworkingenvironmentinorder to identify hazards, assess risks and design and implement appropriate safety management systems

• Abilitytoanalyserelevantworkplacedata(i.e.incident,environmental monitoring) to identify risks and assess risks and evaluate the effectiveness of the safety management system

• Abilitytoassesstheresourcesneededtoestablishandmaintain OH&S systems

Behaviour

• Seeksinput/participationfromworkforceinproactivehazard identification/risk control/minimisation

• Commitmenttoandownershipofprocessisobtained

• Conclusionscommunicatedtorelevantparties

• Continuouslymonitorsandreviewsproceduresandrelated safety performance

• Reinforcesthepersonalimportanceofsafety

• Deliversinformationinaclearandunderstandablefashion

• Checksunderstandingatappropriatetimes

• Recordsprocesssothatauditablerecordsareretained

• Createsaculturebysystematicallypayingattentiontothe collective practices the company needs to adopt

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 7. Carry out basic task competency assessments of employees

• Identifyandspecifyworkforceskilland competency requirements.

• Assessemployeesforcompetency.

• Identifyskillsshortagestoimprove task skills base.

• Undertakemeasuresto augment required skills through training, mentoring and/or hiring of additional skilled employees.

Knowledge

• Discreteconstructionactivitiesrequiredforthe project/site

• Staffcompetencyrequirementsforidentifieddiscrete activities

• Trainingandassessmentprocedures

• Safeworkmethodsforkeyconstructionactivities

• RelevantOH&Slegislation,CodesofPractice and Standards

• InternalOH&Ssystems,processesandrequirements

• OH&Smanagementandauditsystems/tools

Skill

• CommunicationCompetencyA(GroupCommunication) – see p. 52

• Developingandmaintaininglegallyrequiredrisk assessment/management procedures/tools

• Carriesoutskillsandcompetencyinventory

• Understandsandimplementsadultlearningand training, and assessment principles

• Implementsnationallyaccreditedtrainingand assessment

Behaviour

• Implementsstandardisedtaskandworkcompetencies and related required OH&S procedures and communicates assessment procedurestotheworkforceandalllevelsof management throughout the project/site including contractors and sub-contractors

• ConsistentandvisibleleadershipinOH&S behaviours and actions

• Consistentproactivecommunicationof organisation’s values, policy and procedures throughout the project/siteincludingmanagement/workforce/contractors and sub-contractors

• Taskandworkcompetenciesandrelated required OH&S procedures are standardised and assessment procedures communicated to the workforceandalllevelsofmanagementthroughout the project/site including contractors and sub-contractors

• Clarificationandconsistentreinforcementand communication of required task competencies, associated OH&S behavioursandwhycompetentexecution is important

• Enhancedproductivityandsafetyperformance achieved through accreditedtrainingthat“skillsup”employees

• Thepublicrecognitionofcompetenciesgained at toolbox talks, through public announcements or other shared communication channels

• Payincreasesawardedtosuccessfultrainees on attaining recognised competencies

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 8. Provide general OH&S information and provide basic OH&S instruction

• Developandpreparefordelivery.

• Deliverinformation,instructionand/or training

• Confirmunderstandingofimpartedknowledge.

• Seekquestionsanddiscussion.

• Monitorandreviewtraining.

• Recordinstruction/trainingconducted.

Knowledge

• OH&Slegislationandcodesofpractice

• CompanyOH&Spoliciesandprocedures

• Companyriskmanagementandsafetymanagement system

• Humanresourcepoliciesandprocedures

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Effectiveconsultationthroughouttheproject/siteincludingmanagement/workforce/contractorsandsub-contractors

• InternalmarketingandpromotionofOH&S

• Negotiationskills

• Languagesuitabletoexplaincomplexideastodifferent audiences

• Writtenadviceandreportsrequiringreasoningandprecision of expression

• Communicationtechniquestakingintoaccountculture, gender and disability

Behaviour

• Seeksinput/participationfrommanagement/workforce/contractorsandsub-contractors

• Commitmenttoprocessisobtained

• Conclusionscommunicatedtorelevantparties

• Continuouslymonitorsandreviewsproceduresandrelated safety performance

• Reinforcesthepersonalimportanceofsafety

• Deliversinformationinaclearandunderstandablefashion

• Recordsofprocessaremadesothatauditablerecords are retained

• Alignspeopletothegoalsofthecompany

• Createsaculturebysystematicallypayingattentionto the collective practices the company needs to adopt

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

• Enhancedsafetyperformancedue to an increase in knowledgeandunderstandingof OH&S procedures

• Implementationoftheaccurate recording and communication of negative and appropriate positive indicators

• Relatingandsharingwiththeworkforcetheimpactof negative and positive outcomes

• Increaseinknowledgeandunderstandingofworkingsafely and efficiently

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Ensuringthatinformationisrelevanttotask/workenvironment and shared

• Promotionofthesignificanceofownershipofsafetyinvolvement and the advantages of shared values and behaviours

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 9. Deliver company induction

• Developandplancompanyinduction and/or training.

• Delivercompanyinduction.

• Engagewithaudienceand maximise learning opportunity.

• Determine/assesscomprehension of topics covered.

• Recordcompanyinductions/training conducted.

Knowledge

• AppropriatelegislationandStandardsandCodesof Practice relevant to the industry/organisation, project/site, for example:

OH&S

key hazard areas

relevant terms and conditions of employment

employee contracts

industrial relations systems

understanding the concept of diversity

equal employment opportunity

human resource policies and practice

employee obligations and accountabilities

management obligations and accountabilities.

• Howtoaccessfurtherinformationandresources

• Adultlearningandtrainingprinciples

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53.Abilityto:

identifywhatsortoftrainingisrequiredfornewrecruits

determinehowandwhentodeliverthetraining

determinehowtoevaluateandassessthetraining

useavarietyofwordsandlanguagetoexplaincomplex ideas to different audiences.

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Deliversinformationinaclearandunderstandablefashion

• Encouragesconsultationwiththeaudience

• Checksunderstandingatappropriatetimes

• Recordsprocesssothatauditablerecordsareretained

• Establishesdirection

• Motivatesandinspires

• Alignspeopletothegoalsandvaluesofthecompany

• Createsapositivesafetyculturebysystematicallypaying attention to the collaborative practices the organisation needs to adopt

• Consistentandvisibleleadership in OH&S behaviours and actions

• Communicationofknowledgeand organisation’s values

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Clarificationofrequiredbehaviours

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 10. Deliver site/workplace-specific induction

• Developandplansiteinduction.

• Deliversiteinduction/training.

• Engageandmaximiseaudience learning opportunity.

• Determine/assesscomprehension of topics covered.

• Recordsiteinductions/training conducted.

Knowledge

• OH&SlegislationincludingStandardsandCodesofPractice relevant to the specific site, for example:

fall from heights

falling objects

workonroofs

steel construction

concrete pumping

workinginconfinedspaces

electricalandhotwork

hazardous substances

other key hazard areas

relevant terms and conditions of employment.

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Abilityto:

identifywhoshouldbetrained

identifywhatsortoftrainingisrequired

determinehowtodeliverthetraining

determinehowtoevaluateandassessthetraining

useavarietyofwordsandlanguagetoexplaincomplex ideas to different audiences.

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Deliversinformationinaclearandunderstandablefashion

• Encouragesconsultationwiththeaudience

• Checksunderstandingatappropriatetimes

• Recordsofprocessaremadesothatauditablerecords are retained

• Establishesdirectionandpurpose

• Motivatesandinspires

• Alignspeopletothegoalsandvaluesofthecompany

• Createsapositivesafetyculturebysystematicallypaying attention to the collaborative practices the organisation needs to adopt

• Increasedknowledgeandunderstanding of potential hazards and required OH&S actions and behaviours

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Clarificationofrequiredbehaviour

• Workforceengagementandcollaboration

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 11. Facilitate group/work team OH&S discussions and meetings

• Arrangemeetings.

• Facilitatemeetingspromotingencouraging discussion and interaction.

• Determineandassignactions.

• Recordmeetingoutcomesandfollow-upassignedactions.

Knowledge

• CommunicationCompetencyA(GroupCommunication) – see p. 52

• Organisationalobjectives,policiesandprocedures

• OH&SlegislationandCodesofPractice

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Genericmeetingskills(e.g.ensuresthatappropriatemeeting conventions are established and observed, that only relevant safety issues are raised in committeeandworkgroupmeetings,thatmeetingsare kept to set time limits and that minutes are kept)

• Negotiationskillstoresolveconflict

• Mediationskills

• Languagesuitabletoexplaincomplexideastodifferent audiences

• Communicationtechniquestakingintoaccountcross-cultural, gender and disability

• Facilitationskills

Behaviour

• Seeksinput/participationfrommanagement/workforce/contractorsandsub-contractors

• Commitmenttoprocessisobtained

• Behaviouralrequirementsareclearlyarticulatedto team throughout the project/site including management/workforce/contractorsandsub-contractors

• Supportsandenactseffectivefunctioningofcommittee meetings and ensures that adequate resources, facilities and time are allocated

• Reinforcesthepersonalimportanceofsafety

• Ensuresthatrolesofcommitteemembersandfunctionsofcommitteeandworkgroupareclarifiedand understood

• Makescertainthatassignedtasksallocatedbythecommittee are completed

• Designspolicyandprocedureswhichensurethathazards and related safety issues are resolved outside of committee meetings as much as possible

• Communicationofknowledgeand organisation’s values throughout the project/site including management/workforce/contractorsandsub-contractors

• Visiblesupportforandactivepromotion of safety leadership

• Meaningfulengagementinsafety discussions by all team/workgroupmembers

• Encouragementandfacilitation of resolution techniques to promote positive outcomes

• Demonstrationofpositivebehaviours on site to consistently promote effective safety procedures that reflect the credibility of the committee/workgroup

• Demonstrationofcommitment by development of and participation in checklist inspections, audits, JSAsandSWMSsbyallcommittee members

• Encouragementofparticipation in designated tasks for committee/group members and non-members arising from meetings’ determinations

• Promotionandprominentpublication of the committee/workgroup’sactivitiesthroughout the site and the organisation

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 12. Initiate and coordinate OH&S awareness activities or presentations

• IdentifyOH&Sawarenessrequirements.

• Determinetargetaudience.

• Developtheprogrambasedon consultation.

• Implementtheprogram.

• Monitorandreviewtheprogram.

Knowledge

• Adultlearningprinciples

• Basicorganisationalmotivationprinciples

• BasicprinciplesunderlyingOH&Sincluding:

safety in design

proactive hazard identification methods/tools, for example:

– SWMSs/JSAs,checklistinspections

– hierarchy of controls

– deliver toolbox talks

– “accident”/incidentcausationmodels

– human error and its ramifications

– duty of care

– OH&S legislation/Standards/Codes of Practice

– requirements for the maintenance and confidentiality of records.

• Howtoaccessfurtherinformationandresources

• Whatactivitiesarepossible,forexample:

poster campaigns

training

shortawarenesssessions

videos

newsbulletins.

• Visiblesupportforandactivepromotion of safety leadership

• Communicationofknowledgeand organisation’s values

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Observableincreaseinriskawareness,forexample:

proactive reporting and controlling of hazards

consistentwearinganduse of appropriate PPEs

completion of SWMSs/JSAsbeforetasksarebegun

demonstrated improvement in safety performance

• Meaningfulengagementinsafety discussions by all team andworkforcemembers

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Languageandcommunicationtechniquessuitableto explain complex ideas to different audiences taking into account cross-cultural differences

• Facilitationskills

• Writtencommunicationskills

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Deliversinformationinaclearandunderstandablefashion

• Encouragesconsultationwiththeaudience/group

• Checksunderstandingatappropriatetimes

• Keepsaccuraterecordsofprocesssothatauditable records are retained

• Establishesdirectionandpurpose

• Motivatesandinspires

• Alignspeopletothegoalsandvaluesofthecompany

• Createsapositivesafetyculturebysystematicallypaying attention to the collaborative practices the company needs to adopt

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 13. Plan and deliver toolbox talks

• Identifydiscussionandawarenesspoints to be discussed at toolbox meeting.

• Nominateandinviteattendees.

• Delivertoolboxmeetingsregularly.

• Assignactionsarisingfrommeetingand allocate responsibilities.

• Recordtoolboxmeetinginformationandfollow-uponrequiredactions.

Knowledge

• OH&Sissuesandrequirements

• Adultlearningprinciples

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills) – see pp. 52 and 53

• Personalisemessagetomaximiseimpact

Behaviour

• Encouragesandpromotesdiscussion and information exchange

• Seeksinput/participationfromworkforce

• Talksnotusedtopubliclydiscipline/reprimandworkforce

• Leadsbyexample

• HighlyvisiblyandobservesallsiteOH&Srequirements(e.g.wearingofPPEs)

• Visiblyworkssafelyandefficiently

• Visiblesupportforandactivepromotion of safety leadership

• Increaseinspecificknowledgeandunderstanding of various OH&S issues

• Increaseinhazard/riskawareness

• Workforceengagementandcollaboration

• Reductionof“at-risk”behavioursbecause the personalisation of consequences is consistently communicated

• Theimportanceofsafetyperformance and significance of an individual’s input to team effort is consistently and uniformly reinforced

• Accuraterecordingandcommunication of negative and appropriate positive performance indicators

• Communicationandsharingwiththeworkforcetheimpactofnegativeandpositive outcomes

• Promotionofthesignificanceofownershipofsafetyinvolvementandthe advantages of shared values and behaviours

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 14. Give formal OH&S presentations to management

• Researchandpreparethe presentation.

• Determinekeymessages and outcomes required from presentation.

• Arrangeanddeliverthe presentation relevant to audience.

• Reviewthepresentation based on audience reactions and input.

• Communicateresults/actions.

Knowledge

• RelevantOH&SlegislationandCodesofPractice

• Understandingofcurrentsafetyriskmanagementprinciples

• Knowledgeandunderstandingofthetargetaudiencesothatrelevant information can be presented in an effective manner

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53

• Presentationskills

• Literacyskillstopreparepresentationinformation,andwriteinarange of styles for different target audiences

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Clearlyoutlinesthepurposeandrelevanceofdiscussionintheintroduction

• Variestone,rhythmandpaceofdiscussiontomaintaininterest

• UseofsupportPowerPoint/overheadstosummarisediscussionpoints

• UseofrealexamplestolinktoOH&Smethods/tools

• Questionandanswertimeallocatedatappropriatepointsinpresentation

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Clarificationofrequired behaviour

• Increaseknowledgeand understanding of OH&S

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 15. Participate in site safety committee

• Supportandpromoteparticipation in safety intheworkplace.

• Supportandfacilitateeffective functioning of committee meetings.

• Support,promoteand communicate achievement of committee’s safety objectives.

Knowledge

• KnowledgeofOH&Sriskmanagementprinciples

• OH&Slegislativerequirements

• Howtoaccessfurtherinformationandresources

• Meetingprocedures

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53

• Negotiationskillstoresolveconflict

• Problemsolving

• Recordkeeping

Behaviour

• Collaborateswithteam

• Sharesinformation

• Communicatesactionsofcommitteetoworkforce

• Setsandkeepsanagenda

• Recordsminutes

• Keepsdiscussionrelevant

• Adherestotimelimits

• Activelylistenstoothersanddoesnotdominatethediscussion

• Ensuresthecommitteestaysfocusedonachievingstrategicimprovementoutcomesfortheworkplace

• Increasedknowledgeand understanding of OH&S

• CollaborationinOH&S planning and consultation

• Clarificationofrequired processes whenreportingOH&Sconcerns

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 16. Consult on and resolve OH&S issues

• Identifypotentialconflictsituations and OH&S issues.

• Initiateandtakepartinmeaningful discussion and consultation to pre-empt risks and resolve issues.

• Initiateconflictresolutionandproblem-solving strategies.

• Identifyandimplementcorrective action.

• Communicateresolutionoutcomeswithrelevantstakeholders.

• Useeffectiveinterpersonalskills.

• Providefeedback.

Knowledge

• Industrialrelationsrequirementsrelatingtotheresolution of OH&S issues and conflict

• OH&Sissuesandlegalrequirementspertainingtoconsultation

• CodesofPracticeonconsultation

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Developingandmaintaininglegallyrequiredriskassessment/management procedures/tools

• Proactivemonitoringofworkplaceissuestopreventconflict

• Implementationofconflictresolutionstrategies

• Implementationofcorrectiveaction

• Useofeffectiveinterpersonalskills

Behaviour

• Seeksinputfromworkforce

• Implementsworkforce’sopinionsandsuggestionswheretheyaddvalue

• Showsempathywhenengagedinresolvingissues

• Defusesconflictinatimelyfashion

• Activelyseeksemployeeinvolvementinresolvingissues

• Reviewseffectivenessofcorrectiveaction

• Providesfeedback

• Facilitationofworkforceengagement and collaboration

• Proactiveidentificationofpotential conflict situations andworkplaceissues

• Providinganopenandparticipative environment for employeestoraiseworkplaceissuesinaccordancewithOH&S and IR requirements

• Meaningfulinputbyallmembersoftheworkforceonall OH&S issues according to the legislatively required consultative process

• Communicationofknowledgeand organisation’s values and policy on consultation

• Responsibilityforimplementing corrective action is delegated so that it can be fairly and speedily implemented

• Barrierstocommunicationareovercome

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 17. Speak to senior management about OH&S issues in the workplace

• Speaktoseniormanagement informally and frequently about OH&S practices, activities, issues and remedial action as required.

• Engageseniormanagement in developing a safety culture.

• Communicatethe importance of leadership in establishing safety culture.

Knowledge

• Project/siteOH&Srequirementsrelatingtotechnically/operationally specific conditions

• TheprovisionsofOH&SActs,Regulations,CodesofPracticerelevanttotheworkplaceincludinglegalresponsibilities of principal contractors, sub-contractors, manufacturers,suppliers,employeesandotherpartieswithlegal responsibility

• ManagementarrangementsforkeepingtheorganisationabreastofdevelopmentsinOH&S(e.g.law,Standards,Codes of Practice, mandatory licensing and certificates)

• Legallyrequiredriskassessment/safetymanagementprocedures or industry standard/equivalent tools such as:

AS/NZS4360:2004

AS/NZS4801:2001

AS/NZS4804:2001.

• Appropriatelinkstoothermanagementsystems(e.gcontractors, maintenance, quality, purchasing)

• Knowledgeandunderstandingofthetargetaudiencesothat relevant information can be presented in an effective manner

• Consistentandvisibleleadership by senior management in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including senior management/workforce/contractorsandsub-contractors

• AnincreaseinbroaderOH&Sawarenessandactionthroughout the project/site including senior management/workforce/contractorsandsub-contractors

• Developmentandcommunication of standard procedures and instructions across the organisation at all levels and throughout the project/site including senior management, employees, contractors and sub-contractors

• Emphasisonimportanceof proactivity in hazard identification and risk control before risk exposure occurs

• Benchmarkingofprojectsafety performance to similar past and current projectswithin-houseandcross-industry examples – senior management sharing informationwithcompetitorsas far as possible (on comparison and learning basis)

• Achievementofcontinuousimprovement based on realistic and realisable safety performance indicators

• Personalisationofconsequences is understood and advocated by senior management

Skill

• CommunicationCompetencyA(GroupCommunication)and C (Interpersonal Skills) – see pp. 52 and 53

• CommunicationofOH&Srequirementstoseniormanagement/workforce/contractorsandsub-contractors

Behaviour

• Seeksandtakesopportunitiestospeaktoseniormanagement about OH&S

• EncouragesseniormanagementinvolvementandownershipofOHSintheworkplaceandemphasisestheimportance of their interest and involvement.

• Messageispersonalisedtomaximiseimpact

• Messageisrelevantanddirect

• Seeksinput/participationfromworkforce/management/senior management in development of proactive hazard identification/risk control/minimisation processes

• SeekscommitmenttoOH&Spracticeandculturefromseniormanagement/workforce/contractorsandsub-contractors

• RegularlycommunicatesOH&Ssuccessesandinadequacies to senior management

• Continuouslymonitors,communicatesandreviewsprocedures and related safety performance

• Reinforcesthepersonalsignificanceofsafetytoseniormanagement

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 18. Challenge unsafe behaviour/attitude at any level when encountered

• Identifyspecificbehaviour/attitude of concern.

• Discuss“at-risk”behaviourwithindividuals.

• Identify“at-risk”behaviour activators.

• Discusscausesand potential risk of behaviour/attitude.

• Identifyrequiredbehaviour/attitude.

Knowledge

• Safeworkmethodsforkeyconstructionactivities

• RelevantOH&SlegislationandCodesofPractice

• UnderstandingofcurrentOH&Sandriskmanagementprinciples

• Knowledgeandunderstandingofthetargetaudiencesothat relevant information can be presented in an effective manner

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and 53

• Abilitytoidentifyunsafebehaviours/attitudes

Behaviour

• Personalisesmessagetomaximiseimpact

• Interveneswhenunsafebehaviourorattitudeisencountered

• Clearlyarticulatesrequiredbehaviour

• Deliversmessagerespectfully

• Seeksinputregardingfutureimprovementstoactivitiesorprocesses

• Publiclyacknowledgesandencouragessafebehaviours

• Consistentandvisibleleadership by management in OH&S behaviours and actions

• Communicationofknowledgeand organisation’s values

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Clarificationofrequiredbehaviour

• Workforceengagementandcollaboration

• Increasedriskawareness

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 19. Make site visits where a site worker is spoken to directly about OH&S in the workplace

• Conductplannedandunplanned site visits.

• Interactwithsitepersonnelat all levels and discuss site safety and their impact on it.

• IdentifymajorOH&Sissuesand required safe practices for discussion.

• Identifyopportunitiesfor improvement and communicate these to site managersandworkers.

• Identifyandcommunicateactions that need to be taken.

• Monitorfollow-upandcompletion of actions.

Knowledge

• Keyconstructionprocessesandtasks

• Safeworkmethodsforkeyconstructionactivities

• KeyOH&SlegislationandCodesofPractice

• Understandingofcurrentsafetymanagementandrisk management principles

• Knowledgeandunderstandingofthetargetaudience so that relevant information can be presented in an effective manner

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Abilitytoidentifyunsafebehaviour

• Abilitytocommunicatetopeoplefromarangeofdifferent backgrounds

Behaviour

• Managersfrequentlyspeaktositeworkersinformally relating to OH&S

• Conductscommunicationinarespectfulmanner

• Seeksengagementinconversation

• Establishesrapport

• Clarifiesfuturerequiredbehaviour

• Seeksinputregardingfutureimprovementstoactivities or processes

• AlwaysobservesOH&Sandsafetyrequirements

• Consistentlydisplayssafebehavioursandactions(“walksthetalk”)

• Consistentandvisibleleadership by senior management in OH&S behaviours and actions

• Communicationofknowledgeand organisation’s values

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Increasedriskawareness

• Mutualtrustandworkforceengagement and collaboration(ownership)and development of mutually beneficial relationship

• Constantpromotionofthesignificanceofownership,a sense of belonging, the meaningful involvement of all in safety procedures and the advantages of sharing information

• Positivereinforcementoraffirmation of good safety practices/behaviours/attitudes

• Continuousimprovementinsafety performance

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 20. Recognise and reward people who have positively impacted on OH&S

• Identifyandcommunicate behaviour requiring recognition.

• Identifyandpubliclyrecognise individuals whoundertakedesired behaviour.

Knowledge

• Positiveperformanceindicators–bothindividualand group

• Recognisesthesignificanceofpositivesafetyculture/shared values

• Principlesofintrinsicandextrinsicrewards

Skill

• Abilitytoidentifypositiveperformanceandbehaviour

• RecognisesindividualandcollectiveOH&Sperformance and behaviour

• Abilitytorewardperformanceandbehaviourappropriately

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

Behaviour

• Recognisesandcommunicatesspecificbehaviourtoindividualsandworkforce

• Recognisesthebehaviours,examplesandimportanceof“safetychampions”

• Ensuresthatrewarddoesnotencouragehidingorunder reporting of incidents/near misses

• Ensuresthatrewarddoesnotencourageoverreporting of positive performance indicators

• Promotesintrinsicvalueofsafebehaviour

• Consistentandvisibleleadershipbymanagement in OH&S behaviours and actions

• Communicationoforganisation’svalues throughout the project/site includingmanagement/workforce/contractors and sub-contractors

• Communicationandclarificationofrequired behaviour

• Promotionofintrinsicvalueofsafebehaviour

• Promotionandrewardingofextrinsicvalue of safe behaviour (not monetary reward)

• Publiclypraisingsafebehaviourand giving recognition to “safety champions”

• Promotionandreinforcementofthesignificanceof“ownership”ofsafetyinvolvement and the advantages of shared values and behaviours

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 21. Deliver OH&S training in the workplace

• Identifytrainingandkeyoutcome requirements.

• Identifywhorequirestrainingandtowhatlevel.

• Developtrainingpackagebased on adult learning principles.

• Devisetrainingscheduleandundertake training.

• Monitor,assessandreviewimpact of training.

• Improvefuturetrainingbasedon feedback.

Knowledge

• OH&SlegislationandCodesofPractice

• CompanyOH&Spoliciesandprocedures

• Companyriskmanagementsystem

• Adultlearningprinciplesanddifferentlearningstyles

• Howtoaccessfurtherinformationandresources

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Effectiveconsultationthroughouttheproject/sitewithmanagement/workforce/contractorsandsub-contractors

• InternalmarketingandpromotionofOH&S

• Negotiationskills

• Languagesuitabletoexplaincomplexideastodifferent audiences

• Writtenadviceandreportsrequiringreasoningandprecision of expression

• Communicationtechniquestakingintoaccountcross-cultural differences, gender and disability

• Alignspeopletothegoalsoftheorganisation

• Createsaculturebysystematicallypayingattentionto the collective practices the organisation needs to adopt

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Encouragesquestionsandemploysactivelistening

• Treatsconflictasanopportunitytoexploredifference

• Encouragesparticipationandcreativity

• Engagesallgroupmembersinanappropriateway

• Maintainsobjectivity

• Establishescredibility

• Usesapositive,tactfultone

• Presentsconcepts,logically,oneatatime

• Recognisesnon-verbalcues

• Increasedknowledgeandunderstanding of OH&S

• Increasedriskawareness

• Clarificationofrequiredbehaviour

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Provisionofrelevantandeducationally validated training

• Provisionoflegallyrequiredtraining (e.g. construction induction – soon to be nationally standardised)

• Provisionofsite-specificconstruction induction

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 22. Carry out formal incident investigations

• Undertakeimmediatepost-incident response.

• Planinvestigationofincident.

• Gatherandanalyseevidence.

• Determinecausalfactors of incidents.

• Identifyandimplementcorrective actions.

• Producereportandcommunicate findings and actions to relevant stakeholders.

Knowledge

• Standardindustryproceduresanddocumentation

• Understandingincidentcausation

• Appropriateandtimelyremedialactions

• Auditreviewprocessandtechniques

• OH&Slegislativerequirementsforincidentinvestigation/reportingapplicabletoworksite/particularjurisdiction

• Legalimplicationsofincidents

• Legislativerequirementsregardingresumptionofnormaloperations

• Hazardminimisationandcontroltechniquesforspecificincidents

• Riskmanagementprinciplesandtechniques

• Classificationandrecordingoftypesofincidents

• Structure,tasks,capabilitiesandoperationallimitationsofexternal resources and agencies used during incidents

• Mediapoliciesandprocedures(formajororprominentincidents)

• Economicconsiderationsanddecisions

• Workers’compensationandrelatedpropertyandpublicliability insurance considerations

• Consistentandvisibleleadership in supporting the reporting and investigation of incidents

• Communicationofknowledgeand organisation’s values in incident prevention and recordingwheretheyoccur

• Learningfromincidentinvestigations across the organisation/project/site to avoid the same or similar risk exposure.

• Reportingofallincidentsand near misses is actively encouraged and supported by all levels of management

• Formalprocessforinvestigation in place incorporatingworkerrepresentativewherepossible

• Investigationsarecarriedoutvisibly and immediately

• Publicationofinvestigationfindings at all levels of the organisation from toolbox talks to the boardroom

• Theinvestigatedhazard/riskimmediately remedied and theremedialactionwidelycommunicated throughout the project/site including to management/workforce/contractors and sub-contractors

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

Skill

• CommunicationCompetencyB(GivingFeedback)– see p. 52

• Developmentandapplicationofappropriateincidentnotification and investigation tool(s)

• Determiningrootcauseofinjury/illnesstoavoidsameorsimilar incident from occurring

• Devisingprocedurestocontrolthehazardandtominimisetheriskexposureoreliminatewherepossible

• Readandinterpretplans/worksitedocumentation

• Assesspotentialrelatedhazardsandassociatedrisks

• Evaluatesystemsandequipment

• Writereports

• Identifysitefacilitiesforincidentmanagement

• Accessandusesiteinformationandrecordingsystems

• Analyseinformation

• Makeeffectiveandinformeddecisions

• Effectivelyquestion

• Effectivelyinterview

• Delegateresponsibilityandtasks

Behaviour

• Findingsandnewworkmethodsarewidelycommunicatedtoworkforceandalllevelsofmanagementthroughouttheproject/site including contractors and sub-contractors

• Rewardsproactiveidentificationofthesamehazardorsimilar hazard

• Checksthatcontrolmeasuresappliedexceedlegalminimalexpectations

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 23. Carry out basic project OH&S system element audits

• Identifyauditfocusandelementcriteria.

• Notifyrelevantpersonnelofintentionand purpose of audit.

• Holdintroductorymeetingwithworkplacemanagerandrelevantpersonnel.

• Executesystemelementaudit.

• Holdexitmeetingwithworkplacemanager and relevant personnel.

• Recordandcommunicatefindingsand actions in a report.

• Providedraftreporttoworkplacemanager for comments identifying opportunities for improvement.

• Incorporatecommentsandfinalisereport.

• Ensurethatcorrectiveactionsarecompleted.

Knowledge

• OH&Slegislation,regulationsandCode of Practice

• Auditandlegalrequirements

• Suitabletoolsandapproaches

• Industrybenchmarks

Skill

• Abilitytodevelopasuitableaudittoolwithsite/project-specificbankofitems

• Abilitytoadaptandapplyasuitableandappropriate“off-the-shelf”audittool

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills) – see pp. 52 and 53

Behaviour

• Consultsandcommunicatesthroughout the project/site including management/workforce/contractorsand sub-contractors

• Auditfindings,resultingchangestoOH&Sandworkproceduresarewidelycommunicatedtoworkforceand all levels of management throughout the project/site including contractors and sub-contractors

• Communicationofknowledgeandorganisation’s values relating to unannounced and regular proactive audits conducted by internal or external auditors

• Consultationonauditprocessthroughout the project/site including management/workforce/contractorsand sub-contractors

• Incorporationoftrainedmembersofmanagementandworkforceinregular basic audits that comply withSafetyMaporsimilarproprietaryin-house systems (noting that SafetyMap is not a dedicated audit tool)

• TheconductofregularfullSafetyManagement System audits every 12 months on long projects that comply withnationalandinternationalauditing standards ranging from compliancewithAS/NZS4804:2001,for example or other similar Standards or recognised audit tools (on shorter projects – the conduct of audits at regular shorter intervals)

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 24. Carry out formal inspections of workplace and work tasks

• Planformalinspection document(s).

• Undertakeregularformal inspections.

• Interactpositivelywithworkersandleadership team members.

• Record,follow-upand communicate on required and completed actions.

Knowledge

• Extensiveknowledgeofconstructionprocessesanddiscreteworktasks

• TheprovisionsofOH&SActs,Regulations,CodesofPracticerelevanttotheworkplaceincludinglegalresponsibilities of employers, sub-contractors, employees and other parties

• Understandsproactivehazardidentificationriskassessmentand inspection principles

• Suitableinspectionmethodsandtools

• OH&Srecordkeepingandrelatedsystems

• Considerationsforchoosingbetweendifferentcontrolmeasuresincludingpotentialhazardscreatedwiththeintroduction of another control measure

• Considerationastowhentoseekexpertadvice

• Consistentandvisibleleadershipin OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractorsandsub-contractors

• Communicationofknowledgeand organisation’s values relating to regular and proactive inspections

• Incorporationofworkforceinregular formal inspections, such as checklist inspections and unannouncedwalk-aroundsbysenior management

• Reductionof“at-risk”behavioursbecause the personalisation of consequences is consistently communicated

• Developmentandnurturingofownershipofsafetycultureprocesses by incorporating employees in formal inspections

• AnincreaseinbroaderOH&Sriskawarenessandactionthroughout the project/site including management/workforce/contractorsandsub-contractors

• Developmentandcommunication of standard procedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Emphasisonimportanceofproactivity in hazard identification and risk control before risk exposure occurs

• Benchmarkingofinspectionresultswithsimilarpastandcurrentprojectswithin-houseand cross-industry examples –sharinginformationwithcompetitors as far as possible (on comparison and learning basis)

• Achievementofcontinuousimprovement based on realistic and realisable safety performance indicators

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)– see pp. 52 and 53

• Abilitytoproactivelycontrol/reduce/minimisehazards/risks

• Abilitytoinspecttheentireworkingenvironmentinordertoidentify hazards, assess risks and design and implement appropriate safety management systems

• Abilitytoprioritisehazardsandappropriatecontrolsaccording to assessment and evaluation of risks

• Abilitytoanalyserelevantworkplacedata(i.e.incident,environmental monitoring) to identify risks and assess risks and evaluate the effectiveness of the safety management system

• Abilitytoassesstheresourcesneededtoestablishandmaintain OH&S systems

Behaviour

• Reinforcesthepersonalimportanceofsafety

• Findingsandnewworkmethodsarewidelycommunicatedtoworkforceandalllevelsofmanagementthroughouttheproject/site including contractors and sub-contractors

• Rewardsproactiveidentificationofidentifiedhazardsorsimilar hazards

• Seeksinput/participationfromworkforceinproactivehazardidentification/risk control/minimisation

• Commitmenttoandownershipofprocessisobtained

• Communicatesconclusionsofinspectionstorelevantparties

• Continuouslymonitorsandreviewsproceduresandrelatedsafety performance

• Deliversinformationinaclearandunderstandablefashion

• Checksunderstandingatappropriatetimes

• Recordsofprocessaremadesothatauditablerecordsareretained

• Createsaculturebysystematicallypayingattentiontothecollective practices the company needs to adopt

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 25. Research and prepare reports on OH&S issues, performance and improvement strategies

• Obtaininformationandidentify potential OH&S issues.

• Identifyimprovementsandassociated actions.

• Draftreportfordiscussionand consultation.

• Produceandcommunicatefindings and improvement strategies of final report.

Knowledge

• OH&SLegislation,Regulation,Standards,CodesofPractice

• SafetyManagementSystems

• Incidentinvestigationandprocessimprovement

• Howtoaccesssourcesofinformation

• Researchtechniques

• Analysistechniques

• Rangeofcontrolmeasuresavailablealongwithconsiderations for choosing different control measures to address possible inadequacies

• Considerationofwhentoseekexpertadvice

• Communicationtechniquesincludinglanguagestyleand active listening

• Techniquesforgivingandreceivingfeedback

• Emphasisonimportanceof proactivity in hazard identification and risk control before safety performance is adversely affected

• Improvementofstandardsafety management procedures and practice across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Workforceengagementandcollaborationwithdevelopment/implementation/maintenance of safety performance improvement

• Communicationofthenecessity of having site-specific OH&S improvement strategyrenewingcommitmentandworkplace-basedownership

• Consistentcommunicationand clarification of those behaviours and actions required to enact safety performance improvement

• Consistentandvisibleleadership by management in OH&S behaviours and actions

Skill

• Reportwriting

• Makerecommendations

• Researchtechniques

• Clarityofwrittencommunication

• Abilitytoanalysedata

• Abilitytoobtainappropriatedataorinformation

• Preparingdraftreportsandproducingfinalreports(note: reports referred to in this context are of a complexnatureandrequiresignificantwrittencommunication skills)

Behaviour

• Reinforcesthepersonalimportanceofsafetyinwrittenmaterial

• Useswrittenmaterialtoclarifywhatspecificbehaviour is required

• Takesacollaborativeandinclusiveapproachtogathering information for reports

• Communicatesinformationtorelevantpartiesin language that is most likely to result in understanding

• Seekscommitmenttoprocessfrommanagement/workforce/contractorsandsub-contractors

• Regularlycommunicatesconclusions/resultstoallrelevant parties

• Continuouslymonitors,communicatesandreviewsprocedures and related safety performance

• Reinforcesthepersonalimportanceofsafety

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 26. Monitor sub-contractor activities

• Determinescopeofhazards/risks and associated sub-contractor activities and consult on expected performance standards.

• IncludeOHSrequirements and performance expectations on sub-contractor’s tender and contract specifications.

• Developandadminister documents/tools.

• Monitorsub-contractor’s site and personnel’s activities.

• Communicateresultsof monitoring process andfollow-upwithcorrective and preventive actions.

Knowledge

• OH&Sissuesandlegalrequirementsrelatingtospecific duty of care of all parties

• Safeworkmethodsforkeyconstructionactivitiesand the organisation’s SMS

• Understandingofcurrentsafetyriskmanagement,auditing principles and tools

• Keyperformanceindicatorsincluding“negative/lag”indicators(e.g.LTIs)and“positive/leading”indicators(e.g.reportingof“nearmisses”

• Knowledgeandunderstandingofthetargetaudience so that relevant information can be presented in an effective manner

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Abilitytoidentifyandmonitoracceptableperformance standards in sub-contractor’s SMS document and to rectify substandard elements

• Abilitytoidentifyrisksandhazardsspecifictosub-contractor’sspecifictasksorworkareaandmonitorperformance

• AbilitytomonitorandevaluateOH&Sperformance

Behaviour

• Informssub-contractorsofspecificOH&Sperformance requirements

• Providessub-contractorswithrelevantOH&Sinformation making certain that they understand their duty of care and their OH&S obligations

• Frequentlyandregularlydocumentsreviews

• Frequentlyseeksinputfromsub-contractorstoidentify current and potential issues

• Continuouslymonitors,communicatesandreviewsprocedures and related safety performance

• Resolvesnon-complianceissuesequitablyandspeedily

• ConsistentandvisibleleadershipinOH&S behaviours and actions

• Consistentproactivecommunicationofknowledgeandorganisation’svalues, policy and procedures to contractors and sub-contractors

• Consistentclarificationofrequiredbehaviour to contractors and sub-contractors

• Provisionofasite/project-specificSMS document that relates directly to an organisation’s OH&S values, policy and procedures before start-up if appropriate or before engagement,whicheverapplies

• Provisionofabasicaudittoolthat compares projected stated performance standards of sub-contractor’sSMSwithachievedoutcomes at regular intervals dependent on length of sub-contractor engagement on project/site

• Meaningfulregularcommunication/discussionwithsub-contractoron safety performance praising outcomes that have met or exceeded projected outcomes

• Meaningfulcommunication/discussionwithsub-contractoronsafety performance outcomes that have not met projected outcomes and negotiation of appropriate remedial action by sub-contractor

• Equitableresolutionofnon-compliance issues

• Regularexaminationofincidentnotifications/injury/first-aid register that proactively identify hazards/ “hot spots”

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 27. Identify and include suitable OH&S requirements into sub-contractor packages (e.g. risk assessment tools)

• Definesub-contractor’s scope ofworkandOH&Srequirements and include these in initial tender documentation provided to sub-contractor.

• SpecifyOH&Srequirements and performance standards in contract.

• Determineadditionalcontract specification/OH&S requirements as needed.

• Holdpre-mobilisationmeetingwithsub-contractor’s leadership team to discuss and ensure clear OH&S performance expectations are understood and aligned.

• Measure,reviewand communicate performance.

Knowledge

• Natureanddurationofthesub-contractor’swork/contract, task, labour and plant requirements and associated hazards and risks

• DetailedknowledgeofprincipalOH&SActs,regulations and potential OH&S issues as they relate to duty of care of principal contractor/persons in control of premises/construction sites, sub-contractors

• Legallyrequiredriskassessment/managementprocedures

• Performancemeasuringprocesses/tools

• Incidentnotificationprocedures

• Non-performanceinclusions

Skill

• Ensuresthatsubcontractor’sSMS/safetyplancomplieswithlegallyrequiredriskassessment/management procedures/tools

• Ensuresthatsubcontractor’sSMS/safetyplanhasagood“fit”withorganisation’sSMS,valuesandcommitment

• Ensuresthatsub-contractor’sriskassessmentandsafety performance tools are based on legislatively or industry-approved tools auditable to recognised or industry performance standards

• CommunicationCompetencyB(GivingFeedback)–see p. 52

Behaviour

• Communicatesorganisation’sriskassessmentandcontrol requirements, values and commitment to sub-contractors

• Requestsandachievesinput/participationfromworkforce/managementintheimplementationofsub-contractor’s hazard identification/risk control/minimisation tools

• Seeksandobtainscommitmenttosub-contractorsprocessandtoolsfrommanagement/workforce

• Communicatestoallrelevantpartiesatregularintervals (dependent on length of contract) records and reports on OH&S performance

• Regularlyexaminesincidentnotifications/injury/first-aid register to proactively identify hazards/“hot spots”

• ConsistentandvisibleleadershipinOH&S behaviours and actions

• Communicationofknowledgeand organisation’s values to sub-contractors

• Consistentrequirementforsub-contractors to regularly undertake contract/site-specific regular risk assessments using industry recognised tools and approaches

• ProvisionofregularreportsonOH&Sperformance by sub-contractors as specified by the reporting requirements under the OH&S specifications to the contract.

• Developmentandcommunicationofstandard procedures and instructions whichensurethat:

the sub-contractor has a good understanding of the site-specific hazardsandrisksassociatedwiththeir activities based on SWMSs/JSAs

the sub-contractor has established systems and procedures for managing the OH&S risks, although these may not be documented

the sub-contractor is licensed for the relevant activities and employees have appropriate training, competencies and licences required for the contract work

plant and equipment is appropriately licensed or registered and maintained/inspected regularly and that operators are fully trained and certificated

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 28. Evaluate OH&S performance of sub-contractors

• DetermineOH&Sperformance standards and measurements.

• Assessandevaluatesub-contractor’s OH&S performance.

• Providefeedbackto sub-contractors and sub-contractors’ personnel for future use and reference.

Knowledge

• Safeworkmethodsforkeyconstructionactivitiesand the organisation’s SMS

• Understandingofcurrentsafetyriskmanagement,auditing principles and tools

• Keyperformanceindicators,thatis“negative/lag”indicators,(e.g.LTIs)and“positive/leading”indicators(e.g.reportingof“nearmisses”)

• Techniquestobenchmarkintra-organisationalperformance indicators (project to project and cross-industrywheneverpossible)

• Regularandproactiveperformancemonitoringduring the project and evaluation at conclusion of project

• Knowledgeandunderstandingofthetargetaudience so that relevant information can be presented and communicated in an effective manner

• ConsistentandvisibleleadershipinOH&S behaviours and actions

• Communicationofknowledgeand organisation’s values to sub-contractors

• Consistentperformanceindicatorsapplied throughout the project

• Theachievementofperformancebenchmarking, monitoring and evaluation throughout the project/site by:

developing an inspection and audit schedule regularly measuring performance and implementing correctiveactionswhereneededover the duration of the project

holdingregularmeetingswithsub-contractorstoreviewhealthandsafety performance and to discuss successes and non-conformance and to ensure corrective actions are discussed equitably

ensuring that the sub-contractors meet their performance reporting requirements under the OH&S specifications to the contract.

• Atthecompletionofeachproject,the sub-contractor’s OH&S performanceontheprojectwithintheframeworkoftheproject,OH&Sobjectives and performance targets are evaluated and recorded in the Project SMS Plan.

• EvaluationsareusedtoidentifyOH&Sproblemswhicharoseandsuccessesthatwereachievedinorder to compare performance againsttheOH&Sgoalsthatweresetfor the project at its commencement

• Outcomesofthisreviewrecordedin the Project SMS Plan and used to inform OH&S procedures and sub-contractor selection for future projects

Skill

• Abilitytoproactivelyidentifyhazardsandrisks

• Abilitytodevelopandimplementappropriateandrelevant performance indicators

• Abilitytobenchmark,monitorandevaluateOH&Sperformance

• CommunicationCompetencyB(GivingFeedback)–see p. 52

• Abilitytoregularlycommunicateand/orpublishperformance successes and non-conformance

Behaviour

• Positiveperformancerecognised

• Sub-contractors’non-performancesarerecognisedand consequences are discussed

• Stepsneededtoimproveperformanceareclearlycommunicated to sub-contractors

• Regularlyandproactivelymonitorshealthandsafetyperformance throughout the project to ensure that contractconditionsarebeingcompliedwithandlegal requirements are being met

• Carriesoutaprogressivereviewofsub-contractor’sOH&S performance at regular intervals throughout the project to evaluate performance during currency of project/contract to make proactive adjustments to performance

• RetainstheProjectSMSPlanasanimportantresource document on health and safety issues for the completedprojectsothatitcanbereferencedwhenmaintenanceandrepairworkistobecarriedout

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 29. Understand and apply general regulatory OH&S requirements

• Interpretandcommunicatesourcesof information regarding OH&S legislation.

• Providerelevantuseableinformationon site regarding the company’s OH&S legislative obligations.

• Describeandexplainorganisationaldue diligence requirements.

• ExplainbasicrequirementsofOH&Slegislation.

• Communicateeffectivelyandpositivelywithallstakeholdersregarding compliance matters.

• Incorporatelegislativerequirementsinto practice.

Knowledge

• FundamentalOH&Sregulatoryrequirements,forexample,Acts,(includingprincipalOH&SAct),workers’compensation,Regulations,Standards and Codes of Practice

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills) – see pp. 52 and 53

• Abilitytoregularlycommunicateand/or publish performance successes and non-conformance

• Understandingofenforcementrequirementsandhowtousetheseto develop safety behaviours that exceed legislative expectations

• Abilitytoidentifywhenandhowtoapply legal requirements to comply to prevent penalty notices and/or prosecutions

• Understandingofenforcementrequirementsandhowtoincorporatethese into OH&S procedures/tools

Behaviour

• Clearlycommunicatesbehaviouralrequirements to others

• Developsandappliesrequirementsexceeding legal expectations

• Personalisesmessagetomaximiseunderstanding of regulatory requirements

• Sharedunderstandingoflegislativeobligations

• Generalregardtowardslegislativerequirementsasloweststandard

• Willingnessandcapacitytoexceedlegislative compliance

• Communicationandclarificationofrequired behaviour

• Personalisationofconsequences

• Provisionofrelevantandeducationally validated training

• Provisionoflegallyrequiredtraining(e.g. construction induction – soon to be nationally standardised) and risk assessment

• Provisionofsiteconstructioninduction

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 30. Understand and apply detailed OH&S legislative requirements (e.g. welfare provisions as well as safety and health)

• Locateandidentifyrelevant detailed OH&S legislative requirements.

• Interpretandexplaindetailed requirements of legislation.

• Applydetailedrequirements of legislation.

• Communicateeffectively and positivelywithallparties including regulatory representatives.

Knowledge

• DetailedOH&Sregulatoryrequirements,forexampleActs(includingprincipalOH&SAct),workers’compensation,Regulations, Standards, Codes of Practice, for example, Hazard identification processes, Risk assessment procedures,Eliminationorcontrolrisks,Reviewofriskassessments and control measures for construction-specific hazards/tasks such as:

workingatheights

fall prevention

scaffolding, dogging, rigging

electricity

hazardous substances

asbestos

dangerous goods

noise management

atmosphere/confined spaces

manual handling

workingwithplant

explosive-poweredtools.

• Provideinstruction,trainingandinformation

• Providesupervision

• ProvisionofappropriatePPE

• Provideforemergencies

• Provideamenities

• Maintenanceofamenitiesandaccommodation

• Providefirst-aidfacilitiesandpersonnel

• Detailedwelfareprovisions

• Notificationofincidents

• OH&Spoliciesandprocedures

• Inductionprocedures

• MaterialsSafetyDataSheetsandmaterialshandlingmethods

• Settingupconsultationarrangements

• WorkgroupsrepresentedbyOH&ScommitteesorOH&Srepresentatives etc.

• Sharedunderstandingof detailed safety, health andwelfarelegislativerequirements and their implementation to enhance OH&S performance and culture

• Generalregardtowardslegislative requirements as loweststandard

• Willingnessandcapacitytoexceed legislative compliance

• Developmentandmaintenance of safety and healthandwelfareprovisionsthat are above the standards legislatively required

• Provisionofadequatesiteamenitiesandotherwelfarerequirements(e.g.EAP,alcohol and drug counselling)

• Communicationoflegislativerequirements throughout the project/site including management/workforce/contractors and sub-contractors

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractors and sub-contractors

Continued next page

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 30 (continued). Understand and apply detailed OH&S legislative requirements (e.g. welfare provisions as well as safety and health)

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)– see pp. 52 and 53

• Abilitytoregularlycommunicateand/orpublishperformance successes and non-conformance

• Understandingandimplementationofenforcementrequirementsandhowtousethesetodevelopsafetybehaviours that exceed legislative expectations

• Abilitytoidentifywhenandhowtoapplylegalrequirementsto comply to prevent penalty notices and/or prosecutions etc.topreventdowntime

• UnderstandingandimplementationofenforcementrequirementsandhowtoincorporatetheseintoOH&Sprocedures/tools

• Developsrelevantpolicyandproceduresculturethroughouttheproject/siteincludingmanagement/workforce/contractors and sub-contractors

• Abilitytocollect,analyseandorganiseinformation

• Collectsorganises,interpretsandunderstandstheinformation required for the preparation and application of OH&S policies and procedures including, for example, safeworkinstructions,qualityassuranceprocedures,manufacturer’s instructions, and MSDSs, entry permits for confined spaces, certification for plant operation

• AnincreaseingeneralOH&Sriskawarenessandactionthroughout the project/site including management/workforce/contractorsandsub-contractors

• Communicationofstandardprocedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Emphasisonimportanceof proactivity in hazard identification and risk control before risk exposure occurs

Behaviour

• Developsandappliesrequirementsexceedinglegalexpectations

• Developsproceduresthatworktocomplementandsupplement the behaviours intended to develop the safety culture

• Clearlyrelatesbehaviouralrequirementstoothers

• Personalisesmessagetomaximiseunderstandingofregulatory requirements

• Constantlymonitorsandreviewspolicyandprocedures

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A Construction Safety Competency Framework 435. SMT competency specifications and culture outcomes to be achieved

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 31. Apply full working knowledge of the organisation’s safety management system (SMS)

• UnderstandOH&Spolicy, system requirements and intent.

• Identifyindividualcomponents of the OH&S management system relevant to task.

• Applyandcommunicate system’s requirements effectively.

• Ensuresystem’spractical application to the site’s/project’s OH&S requirements.

Knowledge

• PrinciplesoftheinternalSMS

• TheprovisionsofOH&SActs,Regulations,Codesof Practice relevant to the project/site including legal responsibilities of principal contractors, sub-contractors, manufacturers, suppliers, employees andotherpartieswithlegalresponsibility

• Managementarrangementsforkeepingtheorganisation abreast of developments in OH&S (e.g.law,controlmeasuresforhazards),mandatorylicensing and certificates

• Legallyrequiredriskassessment/managementprocedures or based on industry standard/equivalent tools such as:

AS/NZS4360:2004

AS/NZS4801:2001

AS/NZS4804:2001companysystemprocedures.

• Appropriatelinkstoothermanagementsystems(e.g. contractors, maintenance, quality, purchasing)

• Companyvision,strategyandOH&Spolicy

Skill

• AbilitytoidentifywhenandhowtoapplycompanyvisiontotheSMSandhowitimpactsOH&Sperformance

• AbilitytoclearlycommunicateOH&Spolicytoworkgroups and individuals

• Planning,implementing,auditing,investigationandinspection

• AbilitytoshowleadershipinenactingSMS

• CommunicationCompetencyB(GivingFeedback)–see p. 52

• Abilitytoregularlycommunicateand/orpublishperformance successes and non-conformance

Behaviour

• VisiblyobservesSMSproceduresandbehaviours

• Consistentlycommunicatesthepurposeofthesystem to others

• Communicatesrequiredbehaviourstoothers

• Principlesandrequirementsoftheorganisation’sSMSarewidelyandregularly communicated, understood and applied

• Sharedunderstandingofkeyhazards, their risks and engagement of everyone throughout the site and the organisation to achieve solutions using the SMS tools/procedures

• Constantpromotionofthesignificanceofownership,asenseof belonging, the meaningful involvement of all in safety procedures and the advantages of sharing information

• Communicationoforganisation’svalues throughout the project/site includingmanagement/workforce/contractors and sub-contractors

• SMWSs/JSAsandothersimilartools consistently applied before any activitiesarebegunwithenthusiasticinput from individuals and teams basedontheknowledgethattheorganisation is committed to making the site, jobs/tasks safer

• Reductionof“at-risk”behavioursbecause the personalisation of consequences is consistently communicated

• Increaseinriskawareness

• Proactivehazardidentificationwithrisks controlled before risk exposure occurs

• Regularandconsistentpositiveaffirmation and reinforcement of “good”safetypractices/attitudes

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 32. Assist with return to work and rehabilitation processes

• Informworkgroup(s)of reporting and RTW processes and requirements.

• Developandmaintainreporting processes.

• Coordinateclaimssubmission and follow-upprocesses.

• Assistwithdevelopment and monitor implementation of RTW plans.

• Monitorandevaluateinjured person’s progress.

• Maintainrecordsofhazards that caused injury/illness.

• Effectivelyinteractwithinjuredworkerandallinjury treatment and RTW stakeholders.

Knowledge

• Relevantlegislation

• Returntoworkandrehabilitationrequirements,processes and value of early RTW and its impact on rehabilitation

• ReturntoworkprocessincludingimplementationofRTW plan

• Legislativeinjurymanagementrequirements

• Workers’compensationrequirements

• Record-keepingrequirements

Skill

• ImplementationofRTWplanbasedonmeaningfulcommunication from injured person, medical practitioner,workers’compensationinsurerandinjury management coordinator to effect full recoveryandreasonablereturntowork

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Findingsuitabledutiesforinjured/illpersoniftheycannot perform their former duties

• Meaningfulcommunicationwithinjuredperson,medicalpractitioner,workers’compensationinsurerand injury management coordinator

• Reassigninginjured/illpersontofulldutiesasreasonably as possible or to lighter duties if necessary

• Identifieshazardthatcausedinjury/illnessandeliminates/minimises future risk exposure according to Hierarchy of Controls

Behaviour

• Monitorsandevaluatesinjuredperson’sprogressand capacity to full reassignment based on meaningfuldiscussionwithinjured/illperson,medicalpractitioner,workers’compensationinsurerand injury management coordinator

• Communicatespoliciesandprocedurestoinjured/ill person making clear that the organisation’s aim is to rehabilitate the injured/ill person as close as possible to the situation before they sustained injury/ill-health

• Ensuresthatthehazardthatcausedinjury/illnessis controlled by eliminating/minimising future risk exposure

• Communicationofknowledgeof organisation’s values and commitment to timely and viable RTW, rehabilitation and injury management process

• Communicationandpublicationof organisation’s policy and commitment to mutually acceptable RTW and RTW Plan based on input from injured person, medical practitioner,workers’compensationinsurer and injury management coordinator

• ThefunctionofreasonableRTWprovisions are understood

• Policiesandproceduresmakingclear that the organisation’s aim is to rehabilitate the injured/ill person as close as possible to the situation before they sustained injury/ill-health

• Personalisationofconsequencesofinjury/ill-health and to strive hard to prevent them at all times

• Communicationandpublicationofcontrol strategies managing hazards that caused injury/illness

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 33. Understand and apply general regulatory workers’ compensation requirements

• Provideandexplainorganisationalworkers’compensation processes to workgroup(s).

• Interpretandapplyworkers’compensation legislative requirements.

• Explainbasicrequirementsofworkers’compensationlegislation.

• Incorporatelegislativeworkers’compensationandorganisational requirements into practice.

Knowledge

• OH&Slegislation,includingActs,Regulations,Codes of Practice

• workers’compensationlegislation

• RehabilitationandRTWpolicyandprocedures

• Record-keepingproceduresforincidents,LTIs,MTIs, first-aid TIs

Skill

• Understandsworkers’compensation/RTWrequirements and implementation

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Consultswithandcounselsemployeesandliaiseswithmanagement

• Providesadvicetomanagementandemployees

• Assessesinjuredemployeesforsuitabledutiesunder RTW provision

Behaviour

• Highlightsthattheworkers’compensation/RTWprocesses reflect the concern the company has forthehealthandwellbeingofemployees

• Communicatesandexplainsresponsibilitiesformanagementandworkerstoreportallinjuries

• Encouragestheworkforcetoreportallinjuries,incidents and hazards

• EnsuresthatinjuryregisterisusedtoreportallinjuriesonsiteincludingLTIs,MTIs,first-aidTIs

• Regularlymonitorsinjuryregisterforinjury/incident“hotspots”toimplementremedialactions

• Communicationofknowledgeof organisation’s values and commitment to timely and viableworkers’compensationprocesses, RTW, rehabilitation and injury management process

• Legislativelyrequiredworkers’compensation provisions are quickly and efficiently implemented and reasonable RTW provisions are mutually understood

• Communicationandpublicationof organisation’s policy and commitment to timely and viableworkers’compensationprocesses

• Developmentofmutuallyacceptable RTW plan based on input from injured person, medicalpractitioner,workers’compensation insurer and injury management coordinator

• Policiesandproceduresmakingclear that the organisation’s aim is to rehabilitate the injured/ill person as close as possible to the situation before they sustained injury/ill-health

• Personalisationofconsequencesof injury/ill-health and to strive hard to prevent them at all times

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 34. Mentor staff and follow their progress

• Planandscheduleregularmentoring meetings.

• Undertakeunplannedpositiveinteractionwithmentee.

• Collaborativelyidentifyimprovement goals.

• Providesupportandfeedbackto mentee.

• Reviewandimprovementoring process.

Knowledge

• OH&Sprinciplesandpractice

• Basicmentoringprinciplesandrelationships

• OH&Sbehaviourexpectedandrequiredofstaff

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(Interpersonal Skills) – see pp. 52 and 53

• Activelistening

• Meaningfulengagementtechniques

• Workeffectivelywithindividuals/groups

Behaviour

• Allocatestimetomentoring

• Establishesmeaningfulrelationshipsandengagement

• Exhibitsleadershipthroughsafebehavioursand actions

• DiscussesOH&Sinmeetingsandininformalconversations

• Clarifiesexpectedbehaviour

• AlwaysobservesOH&Sandsafetyrequirements

• Consistentlydisplayssafebehavioursandactions(“walksthetalk”)

• MakestheimportanceofOH&Spersonallyrelevant

• Seeksengagementinproblem-solvingofOH&S issues

• SeeksownershipinOH&Sactions

• Evidenceofvisiblesafetyleadershipculturewiththeactiveinteractionofsafety critical position holders and mentees

• Interactiveworkforceengagementand collaboration in interventions before risk exposure occurs

• Workforceownershipofsafetycultural process exhibited through safe behaviours and actions

• Communicationoforganisation’svalues, policy and procedures throughout the project/site including management/workforce/contractorsand sub-contractors

• Positivereinforcementoraffirmationof good safety practices/attitudes

• Consistentcommunicationoftheconsequencesof“at-risk”behavioursandwhytheyshouldbeavoidedunder all circumstances

• Consistentproactivecommunicationand sharing of organisation’s values, policy and procedures throughout the project/site including management/workforce/contractorsandsub-contractors

• Emphasisonimportanceofproactivity in hazard identification and risk control before risk exposure occurs

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 35. Conduct employee performance appraisals

• Identifyandcommunicate OH&S performance requirements and behaviours.

• Assessperformance and behaviours using objective methods.

• Providefeedbackto employee and recognise performance.

• Collaborativelydefine and discussesnewperformance goals.

• Evaluateand improve performance appraisal process.

Knowledge

• Employmentperformanceappraisalprocesses

• OH&Skeyperformanceindicators

• Principlesofsafeworkmethods

• OH&Sandtaskperformanceappraisalbestpractice

• Consistentandvisibleleadership in OH&S behaviours and actions

• Consistentproactivecommunication of organisation’s values, policy, task and OH&S performance standards throughout the project/site including management/workforce/contractorsand sub-contractors

• Developmentandcommunication of standard task and OH&S procedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Emphasisonimportanceof proactivity in hazard identification and risk control before risk exposure occurs

• AnincreaseinbroaderOH&Sriskawarenessand action throughout the project/site including management/workforce/contractors and sub-contractors

• Developmentofproject task and OH&S performance standards involving all key stakeholders, i.e. including alloftheworkforce,gaining commitment andworkplace-basedownership

• Communicationofthenecessity of having site/project-specific task and OH&S performance appraisals

• Consistentcommunicationand clarification of whichbehavioursandactions are required to meet OH&S and task performance and appraisal standards

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53

• Activelistening

• Meaningfulengagementtechniques

• Workeffectivelywithindividuals/groups

• Communicationskillstocollaboratewithothersonusingperformance appraisal methods, training packages and accredited courses, for example:

discussing issues

asking questions

accepting feedback and instruction

interpretingwritteninformation

• Planningskillsto:

develop a structure for a particular application of the performance appraisal process, education and training packages and accredited courses

coordinate the use of more than one training package/learning approach/accredited courses or more than one performance/competency standard

• Skillsto:

analyse,interpretandapplyqualificationsframeworksofappropriate learning, training packages and accredited courses

select, analyse and interpret individual performance/competency standards

analyse, interpret and apply all sections of the performance appraisal/assessment guidelines

Behaviour

• IncludesOH&Sperformanceinanyperformanceappraisalprocess

• Clearlyandspecificallycommunicatesfutureperformancerequirements

• ConstantlymakesimportanceofOH&Spersonallyrelevant

• Seeksengagementinproblem-solvingOH&Sissues

• Seeksownershipoffuturesafeworkandsafetymanagementactivities

• Definescompetencystandardsonperformanceoutcomes,appliedknowledge,adultlearningprinciplesandskillsneededfortasksand processes

• Ensuresthatperformancestandardsformthebasisforlearningand training delivery on recognised adult educational principles

• Ensuresthatlearningisoutcomes-focusednotinputs-driven

• Ensuresthatperformancestandardsestablishrequirementsforperiodic and regular appraisal

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 36. Work with staff to solve safety problems

• Collaborativelyandproactively identify OH&S hazards and issues.

• Seekinputfromstakeholders.

• Collaborativelydevelop and implement solutions.

• Assessoutcomesofimplementation.

Knowledge

• Basicmanagementandgroup/teamprocesses

• Problem-solvingtechniques

• Oralandwrittencommunicationprocesses

• Trainingandadultlearningprinciples

• Understandingofcurrentsafetyriskmanagementprinciplesandcontrols

• Understandingofsitesafetycultureandsitedynamics

• EducationalandOH&Sobjectivesunderpinningproceduresandinstructions

• Adultlearningandbasicpsychologyprinciples

• Legislativelyrequiredhazardidentificationandriskcontrolmethodsbased on Standards and Codes of Practice relevant to the specific site activities, for example:

falls from heights

falling objects

workonroofs

steel construction

concrete pumping

workinginconfinedspaces

electricalandhotwork

hazardous substances.

• Interactiveworkforceengagement and collaboration in interventions before risk exposure occurs

• Increasedknowledgeand understanding of OH&S requirements

• Workforceengagement and collaboration (ownership)withdevelopment of proactive problem-solving techniques

• Communicationoforganisation’s values, policy and procedures throughout the project/site including management/workforce/contractorsand sub-contractors

• Evidenceofsafetyleadershipculturewiththe active involvement of safety critical position holders in solving safety problems

• Developmentandcommunication of standard OH&S problem-solving procedures and instructions across the organisation at all levels and throughout the project/site including contractors and sub-contractors

• Positivereinforcementor affirmation of good safety practices/attitudes

• Consistentcommunication of the consequences of “at-risk”behavioursandwhytheyshouldbe avoided under all circumstances

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53

• Capacitytocreateanddeveloplearningandproblem-solvingskillsthatexceedlegislativerequirementswhichmeettheorganisation’svalues, policy and project requirements

• Capacitytocreateanddeveloplearningandproblem-solvingprocesses that exceed legislative requirements that create industry and organisational OH&S and professional standards

• CapacitytocreateanddevelopOH&Sproceduresandinstructionsthat can be understood and implemented by all personnel at every leveloftheorganisationaswellasbycontractors/sub-contractorsandlabourhireworkers

• DevelopandimplementeducationalelementsforOH&Sobjectivesunderpinning procedures and instructions

• Abilitytocommunicateclearlyandconciselyinoralandwrittenformat

• Consultationskillsincorporatinga360-degreeconsultationprocess

• Establishedorganisationalskillstomanagemultipletasks

Continued next page

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 36 (continued). Work with staff to solve safety problems

Behaviour

• DisplaysconsistentandvisibleleadershipinOH&Sbehavioursandactions

• Clearlyandspecificallycommunicatesperformancerequirements

• Seeksinputandparticipationfromstaff

• Seekscommitmenttoprocess

• Proactivelyseeksoutinformationtoinformthedevelopmentandimplementation process of problem solving

• Gathersanddisseminatesinformation

• Communicatesandworkswithotherstoachievecommongoals

• Communicationandreinforcement of corrective actions necessary to remedy “at-risk”behaviours/attitudes and actions

• Clarificationofrequired behaviour

• Personalisationofconsequences

Process steps Knowledge, skill and behaviour Culture outcomes

SMT 37. Discipline staff for poor OH&S behaviour/attitude

• Identifyandcommunicate rules/OH&S behaviour/attitude requirements to all on site.

• Providefeedbacktoindividuals regarding specific breach of requirements/expectations.

• Providedisincentivesfor future breaches and encouragement whereimprovementhas been achieved.

Knowledge

• Safeworkmethodsforkeyconstructionactivities

• Unsafebehavioursandactions

• Organisation’svaluesandpolicies

• OH&SlegislationincludingActs,Regulations,CodesofPractice

• Employment/IRlawrequirementsfordisciplinaryprocedures

• CompanyHR/IRdisciplinarypolicyandprocedures

Skill

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)andC(InterpersonalSkills)–seepp.52and53

• Feedbackandcounsellingtechniques

• Implementationofcompanydisciplinarypolicyandprocedures

Behaviour

• Personalisesmessagetomaximiseimpact

• Seeksengagementandcollaborationinremediationprocess

• Usesfeedbackandcounsellingasanalternativetopunishment

• Providesfeedbackonimprovementsinobservedperformance

• Reinforcessafebehavioursthroughpraise

• Explicitlylinksthesafebehaviourtothepraise

• Consistentlyidentifieswhythe“at-risk”behaviouroccurredwithoutattributing blame

• Consistentlyexamineswhythe“at-risk”behaviouroccurredtoestablish root cause so that solutions can be implemented

• Buildstrustintheorganisation/onproject/sitebyusinganincidentanalysis process to identify improvement opportunities

• Replacesinvestigationof“accidents”withanincidentanalysisprocess that identifies real causes

• Focusesonfact-findingnotfault-findingtoremovefearandmistrust

• Clearlyandspecificallyarticulatesfutureperformancerequirements

• Usesacollaborativeapproachtoincidentanalysis,withmanagers,contractors, sub-contractors and employees participating as equals in the analysis process

• Tactfullyandprivatelyusespunishmentaslastresort

• Communicationofknowledgeandorganisation’s values

• Personalisationofconsequences

• Clarificationofrequired behaviour

• Workforceengagement and collaboration

• Increasedriskawareness

5. SMT competency specifications and culture outcomes to be achieved

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 38. Recruit and select new staff

• Identifyroleexpectations, accountabilities and responsibilities.

• Identifyexpected behavioural and attitudinal requirements of role.

• Identifyandcommunicate specific staff competency requirements against expectations.

• Recruitandselect staff based on these requirements.

• Providetraining and development to improve competency of selected staff wheregapsareidentified.

Knowledge

• Currentandcontingencyworkforceandskillsrequirementforproject/site

• Futureprojects’workforceandskillsrequirements

• Task,skillandOH&Scompetencyrequirementsofintendedstaff

• Recruitmentandselectionprocesses

• HR/IRpolicyandprocedures

• Interviewprocedures

• Communicationofknowledgeand organisation’s values

• Clarificationof required behaviour

• Personalisationof consequences

• Increasedriskawareness

Skill

• Selectionandinterviewingskillsthatbringout:

thattheintervieweehasthelengthandtypeofexperienceasitrelatestotheposition

thattheintervieweehasthenecessarytechnicalskills

performance and (OH&S) skills that an individual may use on- or off-the-job (e.g. writtenandoralcommunication,analyticalability,persistence,assertiveness)

unique (OH&S) experiences or ideas that an individual brings to the job/organisation/project/site

interviewee’sabilitytofunctionaspartofateamandasanindividual

creativity and flexibility in adapting to the particular task/skill/OH&S requirements needed for project/site

problem-solving and conflict resolution abilities

leadership potential among peers, employees/juniors

evidence of ability to be an effective manager/employee/team member and task model relative to the organisation’s (OH&S) values

• Useofqualifiedconsultantstorisk-profileprospectiveemployees

• Usesmedicalchecksbeforeemploymentcommencesbycompany-designateddoctortoestablishhealthandfitnessadequatetoperformworkefficientlyandsafely

• CommunicationCompetencyA(GroupCommunication),B(GivingFeedback)and C (Interpersonal Skills) – see pp. 52 and 53

Behaviour

• IncludesOH&Scompetencyrequirementsinallrecruitmentandselectionpractices

• Consistentlydisplayssafebehavioursandactions(“walksthetalk”)

• Ensuresallnewrecruitsareprovidedwithgeneralandsiteinduction

• Ensuresthatallnewrecruitsareinstructed,trainedandsupervisedinsafeworkperformance for all techniques, tasks and processes, equipment and machinery as required

• Ensuresthatallnewrecruitshavetheappropriateandcurrentqualificationsandcertification as required

• OrganisesfornewrecruitstoattendOH&Strainingcoursesasrequired

• Providesadequatesupervisionfornewrecruitsdependingonthenatureofthetasks and associated processes

• Regularlyandperiodicallyevaluatesandmonitorsrecruit’staskandOH&Sperformance

• Establishesandreinforcesorganisation’scommitmentandOH&Svalues

• DisplaysconsistentandvisibleleadershipinOH&Sbehavioursandactions

• Clearlyandspecificallycommunicatesperformancerequirements

• Seeksinputandparticipationfromstaff

• Seekscommitmenttoprocess

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Process steps Knowledge, skill and behaviour Culture outcomes

SMT 39. Administer first aid to injured persons

• Followalllegislativeand organisational procedures regarding the provision of first aid.

Knowledge

• Specificfirst-aidqualifications

• Abilitytoquicklymanagecommoninjuries

• Sharedunderstandingoflegislative first-aid obligations

• Generalregardtowardslegislative requirements as loweststandard

• Willingnessandcapacitytoexceed legislative compliance

• Provisionoflegislativelyappropriate and readily available first-aid facilities/first-aid kits and trained officers/senior first aiders

• Wellpublicisedandreadilyavailable training programs that identify as many site employees as necessary to act as first aiders and includes remuneration for successful trainees

• Communicationtoallemployees/contractors/sub-contractors the necessity to treat and register all injuries immediatelynomatterhowminor they seem

• Communicationandclarification of required behaviour

• Personalisationofconsequences

• Reductionof“at-risk”behaviours because the personalisation of consequences is consistently communicated

• Proactivehazardidentificationwithriskscontrolledbeforerisk exposure causes harm

• Regularandconsistentpositive affirmation and reinforcementof“good”safety practices/attitudes

Skill

• Abilitytoapplyfirstaid

• Trainedinseniorfirstaid

• TrainedinCPR

• Developmentandimplementationofemergencymanagement plan

• Documentingoffirst-aidplan,forexample:

first aiders – number required to cover all shifts/areas, roster for shifts/areas, contact numbers

specific training requirements for first aiders

responseproceduresfollowinganincident–whodoeswhatandinwhatsequence

first-aidroom/requirements,location–whoisresponsible

first-aidkits/requirements,location–whoisresponsible

first-aid records documentation

formsused–whofillsthemout,wherearetheykeptandbywhom.

Behaviour

• Ensuresthattreatmentisprovidedinatimelymanner

• Focusisoncareandconcernforinjuredperson,notassigning blame

conductsaperiodicreviewofallfirst-aidarrangements,involvingthepeoplewhohaveaccountabilitiesunderoriginal first-aid plan

ifworkpracticesaremodified,ornewworkpracticesintroduced,reviewsthefirst-aidplanagainstoriginalriskexposure to ensure it is still adequate

periodically organises a mock first-aid emergency to checkthatthefirst-aidplanworks

regularly checks that kits and first-aid rooms are accessible and not locked

evaluates the effectiveness of first aid provided if an incident requiring first aid does occur and makes changes to the original first-aid plan if necessary

regularlyreviewsfirst-aidprovisionsasunidentifiedhazards are identified

communicates first-aid plan to first aiders, supervisors/team leaders/managers, employees, sub-contractors and visitors

includes first-aid information in inductions

ensures that critical contact telephone numbers (emergency services, ambulance, fire), medical services, hospital, Poisons Information Centre are provided

ensures correct signage is erected.

5. SMT competency specifications and culture outcomes to be achieved

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Communication Competency A (Group Communication)The purpose of this competency is to set out the skills, abilities and behaviours required to effectively communicate in groups. Thiscompetencyisvitalforensuringthatinformationisgiventotheworkforceinawaythatislikelytoresultinagreaterunderstandingofsafetyandwhatbehaviours/actionsarerequiredofit.

Toachievetheseaims,itisrecommendedthatstaffrequiringthiscompetencyhavethefollowingknowledge.

• Understandingofadultlearningprinciples:

buildingnewinformationonpreviouscontexts

observational learning or modelling

self-paced learning.

Fundamentaltosuccessfulgroupcommunicationistheabilityto:

• buildtrustandrapport

• engagewiththeaudiencethroughinteractionandstimulation

• developanopenandfairdialogue

• delivermessagesindifferentformatstobestsuittheaudience.

Some possible learning strategies that could be employed to augment current approaches to information sharing:

• participantsinvitedtodiscusswhathasworkedinthepastinsimilartoolboxtalks/workgroupsetc.anddiscusswhatactions and behaviours contributed to the success — once agreed, build these elements into the current session

• casestudies

• presentationofaudiovisualmaterialfollowedbydiscussions

• coachingormentoringarrangements

• useofsociallearningormodelling.

Communication Competency B (Giving Feedback)The purpose of this competency is to set out the skills, abilities and behaviours required to effectively give feedback and tomanagesafetyperformanceatanindividuallevel.Effectivelygiven,feedbackor“constructivecriticism”isimportantforincreasingtheprobabilitythatthemessagewillbeunderstoodandacceptedbytherecipient.

Poorlycommunicatedfeedbackcanresultinangerandotherstrongnegativeemotions,whichcandrawarecipient’sattentionawayfromtheactualmessage,focusingitontherecipient’sownfeelingsofresentmentforexample.Well-deliveredfeedbackshouldengagerecipientsinidentifyingtheundesiredbehaviouraswellaspresentingawayofworkingwiththemtoidentifystrategies for improvement. This engagement should increase the likelihood of the recipient undertaking the required behaviour in the future.

Toachievetheseaims,itisrecommendedthatstaffrequiringthiscompetencyhavethefollowingknowledge:

• adultlearningprinciples

• basicinterpersonaltechniques,forexampleknowingwhentoask:

whatmotivatespeople?

whydopeoplebehaveinparticularways?

howdopeoplemakedecisions?

whatarethebestwaystoencouragebehaviourchange?

• athoroughknowledgeoftheworkenvironment.

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Apersoncompetentingivingfeedbackwillensurethefollowingactionsoccur:

• Thefocusisonobservablebehaviours.

• Noinferenceswillbedrawnbetweenobservablebehavioursandpersonalcharacteristics(e.g.peoplearenotreferredtoas idiots).

• Feedbackwilloccurearlyintheprocess.

• Amountoffeedbackisappropriate(toolittleisineffective;toomuchorover-detailedcausesfrustration).

• Everyopportunityistakenforpositivefeedback.

• Negativefeedback,ifneeded,tobeprovidedbyatrainedandknowledgeableindividualwhoisvaluedbytheemployee.

Communication Competency C (Interpersonal Skills)Effective interpersonal skills are important for the everyday management of safety and the creation and maintenance of a safety culture. Competency in this area is useful for activities such as consultation, safety audits, and inspections and participationinvarioussafety-relatedcommitteesandworkgroups.Thepurposeofthiscompetencyistoimproveworkingrelationshipsonsiteandtoreduceconflictandanyconceptof“usandthem”developing.Byimprovingworkingrelationships,itwillbeeasiertocollaborateandconsultonOH&Sissues.

Apersonwhoiscompetentwithinterpersonalskillswillhavethefollowingknowledge:

• Basicinterpersonalskills,suchasknowing:

whatmotivatespeople

whypeoplebehaveinparticularways

howpeoplemakedecisions

thebestwaystoencouragebehaviourchange.

• Anunderstandingoftheroleandprocessesofcommunicationingroupandindividualinteractions.

Acompetentpersonwoulddisplaythefollowingabilities:

• activelistening

• clearandunambiguousspeechandinstructions

• appropriateandtimelyfeedback.

5. SMT competency specifications and culture outcomes to be achieved

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A Construction Safety Competency Framework: Improving OH&S performance by creating and maintaining a safety culture presents a clear way forward for the construction industry by promoting a consistent national standard to improve OH&S competency for key safety positions. It directly addresses the industry’s safety culture and provides the opportunity for significant cultural change and reduction of injury and incident rates.

A Construction Safety Competency Framework provides the information required by senior safety managers, senior managers and executives to implement the safety culture concept and to adapt it to suit their organisational requirements. By outlining the knowledge, skill and behaviour required of safety critical staff and the processes for achieving a change in safety culture, the framework paves the way for improving workplace safety in the industry.

For copies of this industry publication go to www.construction-innovation.info or contact:

Cooperative Research Centre for Construction Innovation 9th Floor, Level 9, QUT Gardens Point 2 George Street, Brisbane, Qld, 4000 Australia Telephone: +61 7 3138 9291 Fax: +61 7 3138 9151 Email: [email protected] Web: www.construction-innovation.info

ISBN 978-0-9775282-9-5 June 2008

An executive summary is also available online

The competency frameworkA Construction Safety Competency Framework is designed for use by safety managers, senior managers and executives and demonstrates how to create and maintain a positive safety culture through the development of principal contractor staff competency.

The framework identifies a number of safety critical positions and the safety tasks they need to be able to perform competently. By linking this framework to strategic business and OH&S performance plans, it can raise the quality of an organisation’s safety culture and safety performance.

The emphasis of the framework is on its effective implementation and making content available so that it can readily be adapted to suit an organisation’s individual requirements.

Positive safety culture and behaviour changeSafety culture is a highly useful and relevant concept for understanding how an organisation influences the safety behaviour of their employees and sub-contractors. It is used to characterise the safety beliefs, values and attitudes that are held by those within the organisation, project or site.

These beliefs, values and attitudes are communicated largely by management (principal contractor staff) through their words and actions with regard to safety. From this, employees learn what behaviour will be rewarded, tolerated or punished. This in turn influences what behaviours employees initiate and maintain and share with sub-contractors – which directly relates to both safety and organisational performance.

The competency framework identifies nine broad staff actions considered essential to the development of a positive and effective safety culture. They include communicating company values, demonstrating leadership, clarifying required and expected behaviour and personalising safety performance.

The framework expands and explains these actions and indicates how they work to influence the safety behaviour of employees (referred to as the behaviour change mechanism) and thereby improve overall safety performance. Most of the nine can be introduced at no direct cost, except for the time and effort taken by executive managers to visit sites.

The Task and Position Competency MatrixUnderpinning the framework is the Task and Position Competency Matrix which links the principal contractor’s safety critical position holders (e.g. Project Manager, Site OH&S Advisor, Engineer) to the competency requirements (full competency or working knowledge) for the major tasks needed to manage OH&S performance.

EXECUTIVE SUMMARY

The 39 tasks are grouped within the following categories:

proactively identify, assess and determine appropriate controls for OH&S riskseffectively communicate and consult with stakeholders regarding OH&S risksmonitor, report, review and evaluate safety program effectivenessengage with sub-contractors in OH&S performance management identify and implement relevant components of the OH&S and workers’ compensation management system understand and apply workers’ compensation and case management principlesprovide leadership and manage staff and sub-contractor OH&S performance.

Competency specifications and outcomesFor each of the 39 identified tasks, the framework lists in detail the steps that should be followed when completing the task, the knowledge and skill required to effectively complete the task, and the behaviour that should be undertaken while completing the task. Examples of outcomes that should be achieved by the effective completion of the task are also provided. See extract below.

By ensuring that the position holders are competent to complete the relevant tasks, construction organisations can maximise the likelihood that staff will undertake the actions that lead to a positive safety culture. Individual construction companies need to customise the matrix and table of specifications to reflect their organisational and regional requirements.

Implementation -- integrate and customise Once safety critical positions and the safety competencies required to be skillful in the positions are established, it is vital that they are integrated into the organisation’s HRM and OH&S management procedures. This practice can occur through existing and new employee selection and recruitment methods as well as training and performance management processes.

Clearly, individual construction organisations are at varying levels of safety system implementation, so it is strongly recommended that the material is customised to meet unique organisational needs, situations and the stage of safety culture and safety management development.

It is essential that the customised material is monitored, periodically reviewed, evaluated and improved to ensure that competency improvements are always being guided to higher levels in alignment with continuous improvement principles.

Competency specificationsProcess steps Knowledge, skill and behaviour Culture outcomes

Safety Management Task 1. Carry out project risk assessments

The full version of A Construction Safety Competency Frameworkis available from www.construction-innovation.info (from 22 September, 2006.)

A Construction Safety Competency Framework

A Construction Safety Competency Framework:

Improving OH&S performance by creating and maintaining a safety culture

On-site employees in the construction industry,

arguably those at the greatest risk of injury, have not

been receiving a consistent and clear message from

all levels of management that safety is critical and that

safe behaviour is a requirement.

A Construction Safety Competency Framework:

Improving OH&S performance by creating and

maintaining a safety culture has been developed through

a Cooperative Research Centre (CRC) for Construction

Innovation project. It presents a practical application for

overcoming significant barriers that hinder Occupational

Health and Safety (OH&S) performance improvement

for the industry.

One such barrier is the movement of the sub-contractors

and workforce between construction companies,

projects and sites. Labour mobility makes it difficult

for any one company to consistently influence

this workforce’s safety attitudes and behaviours.

In addition, the sector traditionally does not view

behaviours such as communication and leadership

as a necessary part of safety competency.

By having an accepted standardised competency

framework (founded on safety culture principles), it

is possible for the industry to become more proactive

in improving the behaviours and attitudes of those

most at risk. It would also reduce the difficulties

that companies face when managing the OH&S

performance of a mobile labour pool and sub-

contracting workforce.

Executive summary

Established and supported under the Australian Government’s Cooperative Research Centres Programme