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A Construction Safety Competency Framework:Improving OH&S performance by creating and maintaining a safety culture
GOVERNM
ENT
R
E S E A R C H
Department of Main Roads
Department of Public Works
INDU
STRY
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
© 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
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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
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
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
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
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
A Construction Safety Competency Frameworkviii
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
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
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
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.
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
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
3. Defining competency requirements: the Task and Position Competency Matrix
Task and Position Competency Matrix
A Construction Safety Competency Framework
Task
and
Pos
itio
n C
ompe
tenc
y M
atri
xSa
fety
cri
tical
pos
ition
s
National Safety Manager 1 1 1 1 2 1 1 2 1 1 1 1 1 1 2 1 1 1 2 2 2 1 2 1 2 2 2 1 2
State Safety Manager 1 2 1 1 1 1 2 1 2 1 1 2 2 2 1 1 1 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 1
Regional Safety Manager 1 1 1 1 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2
Site OH&S Advisor 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 2 2 1 1 2
Foreman / Supervisor 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Site Manager / Superintendent 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 1 2 1 2 1 1 2 2
Engineer 1 1 1 1 2 2 2 2 1 1 2 1 1 1 2 1 1 1 2
Project Manager 1 1 2 2 1 1 1 2 1 1 2 1 2 1 1 2 1 2 1 1 1 1 1 1 2 1 1 1 2
Operations / Construction Manager 1 2 1 1 2 1 2 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1 1 2
Senior Manager 2 1 2 2 2 2 2 2 2 1 1 2 2 2 2 1 2 1 1 1 1 2 2 2
MD / CEO / GM 2 2 2 2 2 2 2 2 1 2 1 1 1 1 2 2 2 2 2 1 1 2 2 1
Safe
ty m
anag
emen
t tas
ks (1
-39)
Car
ry o
ut p
roje
ct ri
sk a
sses
smen
ts
Und
erta
ke a
nd d
esig
n sa
fety
revi
ews
for c
onst
ruct
abilit
y, o
pera
bilit
y an
d m
aint
enan
ce
Und
erta
ke fo
rmal
OH
&S re
view
of t
ende
rs
Dev
elop
pro
ject
saf
ety
man
agem
ent p
lans
Dev
elop
OH
&S p
roce
dure
s an
d in
stru
ctio
ns
Car
ry o
ut w
orkp
lace
and
task
haz
ard
iden
tifi c
atio
n, ri
sk a
sses
smen
ts a
nd c
ontro
l (JS
As/S
WM
Ss)
Car
ry o
ut b
asic
task
com
pete
ncy
asse
ssm
ents
of e
mpl
oyee
s
Prov
ide
gene
ral O
H&S
info
rmat
ion
and
prov
ide
basi
c O
H&S
inst
ruct
ion
Del
iver
com
pany
indu
ctio
n
Del
iver
site
/wor
kpla
ce-s
peci
fi c in
duct
ion
Faci
litat
e gr
oup/
wor
k te
am O
H&S
dis
cuss
ions
and
mee
tings
Initi
ate
and
coor
dina
te O
H&S
aw
aren
ess
activ
ities
or p
rese
ntat
ions
Plan
and
del
iver
tool
box
talk
s
Giv
e fo
rmal
OH
&S p
rese
ntat
ions
to m
anag
emen
t
Parti
cipa
te in
site
saf
ety
com
mitt
ee
Con
sult
on a
nd re
solv
e O
H&S
issu
es
Spea
k to
sen
ior m
anag
emen
t abo
ut O
H&S
issu
es in
the
wor
kpla
ce
Cha
lleng
e un
safe
beh
avio
ur/a
ttitu
de a
t any
leve
l whe
n e
ncou
nter
ed
Mak
e si
te v
isits
whe
re a
site
wor
ker i
s sp
oken
to d
irect
ly a
bout
OH
&S in
the
wor
kpla
ce
Rec
ogni
se a
nd re
war
d pe
ople
who
hav
e po
sitiv
ely
impa
cted
on
OH
&S
Del
iver
OH
&S tr
aini
ng in
the
wor
kpla
ce
Car
ry o
ut fo
rmal
inci
dent
inve
stig
atio
ns
Car
ry o
ut b
asic
pro
ject
OH
&S s
yste
m e
lem
ent a
udits
Car
ry o
ut fo
rmal
insp
ectio
ns o
f wor
kpla
ce a
nd w
ork
task
s
Res
earc
h an
d pr
epar
e re
ports
on
OH
&S is
sues
, per
form
ance
and
impr
ovem
ent s
trate
gies
Mon
itor s
ub-c
ontra
ctor
act
iviti
es
Iden
tify
and
incl
ude
suita
ble
OH
&S re
quire
men
ts in
to s
ub-c
ontra
ctor
pac
kage
s
Eval
uate
OH
&S p
erfo
rman
ce o
f sub
cont
ract
ors
Und
erst
and
and
appl
y ge
nera
l leg
isla
tive
OH
&S re
quire
men
ts
Und
erst
and
and
appl
y de
taile
d O
H&S
legi
slat
ive
requ
irem
ents
Appl
y fu
ll w
orki
ng k
now
ledg
e of
the
orga
nisa
tion’
s sa
fety
man
agem
ent s
yste
m
Assi
st w
ith re
turn
to w
ork
and
reha
bilit
atio
n pr
oces
ses
Und
erst
and
and
appl
y ge
nera
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pers
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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
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y
a. P
roac
tivel
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entif
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sses
s an
d de
term
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and
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7Task and Position Competency Matrix
A Construction Safety Competency Framework
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
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.
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.
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.
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
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
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
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
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
A Construction Safety Competency Framework18
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
A Construction Safety Competency Framework 19
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
A Construction Safety Competency Framework20
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
A Construction Safety Competency Framework 21
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
A Construction Safety Competency Framework22
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
A Construction Safety Competency Framework 23
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
A Construction Safety Competency Framework24
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
A Construction Safety Competency Framework 25
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
A Construction Safety Competency Framework26
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
A Construction Safety Competency Framework 27
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
A Construction Safety Competency Framework28
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
A Construction Safety Competency Framework 29
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
A Construction Safety Competency Framework30
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
A Construction Safety Competency Framework 31
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
A Construction Safety Competency Framework32
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
A Construction Safety Competency Framework 33
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
A Construction Safety Competency Framework34
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)
A Construction Safety Competency Framework 35
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
A Construction Safety Competency Framework36
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
A Construction Safety Competency Framework 37
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
A Construction Safety Competency Framework38
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
A Construction Safety Competency Framework 39
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
A Construction Safety Competency Framework40
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
A Construction Safety Competency Framework 41
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
A Construction Safety Competency Framework42
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
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
A Construction Safety Competency Framework44
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
A Construction Safety Competency Framework 45
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
A Construction Safety Competency Framework46
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
A Construction Safety Competency Framework 47
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
A Construction Safety Competency Framework48
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
A Construction Safety Competency Framework 49
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
A Construction Safety Competency Framework50
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
A Construction Safety Competency Framework 51
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
A Construction Safety Competency Framework52
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.
A Construction Safety Competency Framework 53
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
A Construction Safety Competency Framework54 Section No
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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