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oday, OSH professionals need far more than technical expertise and safety knowledge. But which capabilities and attributes are crucial to work successfully on mega construction projects, to move them forward from conception to completion, and from policy to practice?
Tideway project The Tideway tunnel is a £4bn construction project under the River Thames in London. The seven-metre-diameter [22.97ft], 25km-long [15.5mi] sewer will prevent millions of tonnes of raw sewage spilling into the river every year, and is being built by three joint ventures (representing eight major construction companies) and their complex supply chains. The project began in 2016, with tunnelling starting two years later. Completion is due in 2025. Construction is a challenging sector for OSH because of the project-based nature of the work, and a culture driven by tight deadlines and low profits (typically about 2%). There is an onus on high-visibility projects such as Tideway to demonstrate the highest standards of OSH. Between 2016 and 2019, Loughborough University, part-funded by IOSH, worked alongside Tideway to understand how OSH practices unfold on mega projects. As researchers interviewed key individuals and observed meetings, a frequent topic of discussion was the required skills, capabilities and even personalities exhibited by OSH professionals. It was clear that their roles could differ substantially from other parts of the sector in terms of job scope and scale, with added challenges arising from the size of the OSH team and the complexity of the mega project delivery model.
From ‘visionary’ to ‘delivery’ A key finding from the research was the way in which OSH leadership changes as a mega project moves forward. Common qualities were ascribed to those leading OSH at all stages of the project, including being able
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TOO BIG TO FAIL Alistair Gibb, Wendy Jones and Eleanor Harvey discuss moving mega construction projects forward – what knowledge and skills do OSH professionals need?
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