14649462 benchmarking studies on safety management in construction industries

BENCHMARKING STUDIES ON SAFETY MANAGEMENT IN CONSTRUCTION INDUSTRIES by

S.NANDAKUMAR

A thesis report submitted to the

FACULTY OF CIVIL ENGINEERING in partial fulfillment of the requirement for the award of the degree of

MASTER OF ENGINEERING IN CONSTRUCTION ENGINEERING AND MANAGEMENT

DEPARTMENT OF CIVIL ENGINEEERING COLLEGE OF ENGINEERING ANNA UNIVERSITY CHENNAI 600 025 JUNE 2007

ii

BONAFIDE CERTIFICATE

Certified that this project report titled “BENCHMARKING STUDIES ON

SAFETY MANAGEMENT IN CONSTRUCTION INDUSTRIES” is the bonafide work of Mr.S.NANDA KUMAR, who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Dr.A.M.THIRUMURTHY

Dr.E.ARUMUGAM

Professor and Head,

Professor in Civil Engineering,

Department of Civil Engineering,

Structural Engineering Division,

College of Engineering, Guindy Campus,

College of Engineering, Guindy Campus,

Anna University,

Anna University,

Chennai- 600 025.

Chennai- 600 025.

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v

COLLEGE OF ENGINEERING, GUINDY CAMPUS ANNA UNIVERSITY CHENNAI 600025.

ABSTRACT OF THE PROJECT WORK

Degree and Branch

:

M.E CONSTRUCTION ENGINEERING AND MANAGEMENT

Month and Year of Submission

:

JUNE 2007

Title of the Project

:

BENCHMARKING STUDIES ON SAFETY MANAGEMENT IN CONSTRUCTION INDUSTRIES

Name of the Student

:

S.NANDAKUMAR

Roll Number

:

200511828

Name and Designation of Guide

:

Dr.E.ARUMUGAM Professor in Civil Engineering, Structural Engineering Division, College of Engineering, Guindy Campus Anna University, Chennai- 600 025

Safety plays an important role in almost all the aspect of Civil Engineering. Safety procedures in construction site are well established, but the culture of a project site and workers attitudes often result in procedures not being followed to achieve the best safety outcome. The importance of safety as a cost controlling measure is often overlooked by

vi owners and contractors. As a means of reducing the risks associated with construction, safety can significantly impact the overall cost. A dedicated commitment to safety by both the owner and contractor helps to ensure the success of the project and can impact the bottomline considerably.

The present study focuses on the effectiveness of safety management in construction site with a help of a questionnaire. The questionnaire was designed based on the following factors, namely project nature, historic factors, organizational structure, management measures, individual involvement, economic investment, labour management relation, causes and remedy for accident. As an initial step the pilot survey with the help of questionnaire was conducted with four construction personnel.

The questionnaire was modified based on the feedback of the pilot survey. The survey was conducted with ninety construction companies in and around Chennai and other major cities in Tamilnadu. Fundamental statistical analysis was made with the surveyed questionnaire and the results were reported. A booklet of minimum safety precautions to be followed in construction sites has been prepared based on the available codes, guidelines and distributed to construction companies.

Place : Chennai Date

:

(S.NANDAKUMAR) Signature of the Student

vii

ACKNOWLEDGEMENT The author expresses his sincere and heartfelt gratitude to Dr.E.ARUMUGAM, Professor, Structural Engineering Division, Anna University for his expert guidance, valuable suggestions, continued help and constant encouragement.

The author is grateful to Dr.A.M.THIRUMURTHY, Professor and Head, Department of Civil Engineering, for his kind permission to undertake this project.

The author thanks Dr.M.SEKAR. Professor, Dr.G.M.SAMUEL KNIGHT, Professor, and Dr.P.DEVADAS MANOHARAN Professor, Dr.K.C.PAZHANI Assistant Professor, Dr.C.UMARANI, Assistant Professor and Er.P.K.PRABHU KUMAR, Lecturer, and other faculties in Structural Engineering Division for their valuable suggestions. .

The author records herewith immeasurable gratitude to all his family members for their blessings, encouragement, advice and support. The author thanks the Almighty for the successful completion of this work.

THE AUTHOR

viii

TABLE OF CONTENTS

CHAPTER NO.

1

TITLE

PAGE NO

ABSTRACT

iii

ACKNOWLEDGEMENT

vii

TABLE OF CONTENTS

viii

LIST OF TABLES

xi

LIST OF FIGURES

xii

INTRODUCTION 1.1 GENERAL

1

1.2 SAFETYIMPORTANCE OF SAFETY IN CONSTRUCTION

1

1.3 IMPORTANCE OF SAFETY IN CONSTRUCTION

1

1.4 NEED FOR SAFETY MANAGEMENT

2

1.5 RESPONSIBILITY OF SAFETY

3

1.6 SAFETY CLAUSES IN CONTRACT DOCUMENTS

4

1.7 LEGAL REQUIREMENTS

4

1.8 SAFETY PROGRAMME

5

1.9 SAFETY POLICY

6

1.10 RESULTS OF AN ACCIDENT

7

1.11 HEINRICH’S DOMINO THEORY

8

1.12 A MODEL OF SAFETY CULTURE

9

1.13 SAFETY BEHAVIOUR

10

1.14 SAFETY MANAGEMENT PLAN

11

1.15 MANAGEMENT COMMITMENT & POLICIES

13

1.16 THE IMPACT OF SAFETY CULTURE

ix ON QUALITY

CHAPTER NO.

14

TITLE

PAGE NO

1.17 THE IMPACT OF SAFETY CULTURE ON RELIABILITY

14

1.18 THE IMPACT OF SAFETY CULTURE ON COMPETITIVENESS

14

1.19 THE IMPACT OF SAFETY CULTURE ON PROFITABILITY

15

1.20 BENCHMARKING

15

1.21 TYPES OF BENCHMARKING

16

1.21.1 Internal Benchmarking

16

1.21.2 Competitive Benchmarking

16

1.21.3 Generic Benchmarking

16

1.22 BENEFITS OF BENCHMARKING

17

1.23 BARRIERS OF BENCHMARKING

18

1.24 PROCESS

18

1.24.1 Planning

19

1.24.2 Analysis

19

1.24.3 Action

19

1.24.4 Review

20

1.25 OBJECTIVE

20

2

REVIEW OF LITERATURE

21

3

METHODOLOGY

29

3.1 METHODOLOGY

29

3.2 QUESTIONNAIRE STRUCTURE

30

RESULT ANALYSIS

32

4

x

CHAPTER NO.

5

TITLE

CONCLUSION

PAGE NO

39

5.1 CONCLUSION

39

5.2 SUGESSION FOR FUTURE WORK

40

REFERENCES

41

ANNEXURE – A

43

ANNEXURE – B

49

xi

LIST OF TABLES TABLE NO.

TITLE

PAGE NO.

4.1

Distribution of companies

32

4.2

Departments of respondents

32

4.3

Results of Likert scaled questions

38

xii

LIST OF FIGURES FIGURE NO.

TITLE

PAGE NO.

1.1

safety program to be followed at construction site

6

1.2

Safety culture model

10

1.3

Knowledge transfer model

17

4.1

Percentage of workers in construction site.

33

4.2

Number of crews in Construction site.

33

4.3.

Cause for the accidents

34

4.4

Bar chart for survey results

36

1

CHAPTER 1

INTRODUCTION 1.1 GENERAL

The significance of the construction industry to the economic and social life of the country is noteworthy. The industry needs much investment and involves various types of stakeholders and participants. From the point of view of safety the conditions normally encountered in the construction industry does not lend themselves to the degree of control, possible in other industries where more stable conditions are generally obtained.

The construction industry is usually very large, complex, and different from other industries. Hence it is prone to numerous health hazards.

1.2 SAFETY

An accident can be defined as an “Unplanned, Undesired, Unexpected and Uncontrolled event in which the action or reaction of an object, substance, person, or radiation results in personal injury or the probability thereof in the course of the employment”. Hence there is a need for safety measures which can be defined as the absence of danger at work, which is possible by elimination of hazards that create the danger. More practically, “A thing is provisionally categorized as safe if its risks are deemed known and in the light of that knowledge, judge to be acceptable”.

1.3 IMPORTANCE OF SAFETY IN CONSTRUCTION

The construction industry has traditionally been considered as a hazardous occupation, due to the high incidence of occupational injuries and fatal accidents. The number of fatal occupational accidents in construction all over the world is not easy to quantify, as information on this issue is not available for most countries. The outlay on construction in successive five year plans of India has been in the range of 36% to 50%.

2 The construction industry, employing the largest labour force, has accounted for about 11% of all occupational injuries and 20% deaths resulting from occupational accidents.

International Labour Organisation (ILO) has estimated that at least 60,000 fatalities occur at construction sites around the world every year. This means that one fatal accident occurs approximately every ten minutes in this sector. Most of these accidents are created due to unsafe behaviour and unsafe conditions.

1.4 NEED FOR SAFETY MANAGEMENT

The construction industry has some special features which have a direct bearing on the accident potential. In this trade the pattern of work is ever changing. The operations and physical circumstances change constantly unlike in the factories where the process, the method and the operations are generally repetive. Timings and schedules vary considerably from place to place. The most important changing factor is the change of men themselves. The inherent nature of construction jobs combined with the above factors make this industry as one with accident risks. Safety is a critical item on all construction projects for multiple reasons including protecting the welfare of employees, providing a safe work environment and controlling construction costs. However, the importance of safety as a cost controlling measure is often overlooked by owners and contractors. As a means of reducing the risks associated with construction, safety can significantly impact the overall cost. A dedicated commitment to safety by both the owner and contractor helps to ensure the success of the project and can impact the bottom-line considerably.

Safety precautions when properly enforced, it will help in minimising accidental injuries in the various operations involved in different types of construction works.

Adoption of pre-determined safety measures in each of these operations will not only prevent or reduce accidents but also promote quicker and risk- free working of labourers resulting in increased efficiency along with reduced costs of constructions.

3 1.5 RESPONSIBILITY OF SAFETY

Modern construction management cannot expect to discover the single, allpurpose programs that will meet builder needs, mounting levels of concern by contractors facing tough new laws and spiraling costs. Yet no contractor may expect to enjoy the fruits of improved job safety without a firm, detailed, written statement of objectives, and carefully spelled out definitions of the ways and the means for achieving this improvement. No such policy can curb lost time accidents, hold down the compensation, or enhance worker attitudes, and performance without being specifically adapted to each contractorâ&#x20AC;&#x2122;s own attitudes and own area of work.

There are contracts of many trade involved in a construction project. Hence the main responsibilities for safety and health are upon the principal contractor, but that each employer is responsible for applying measures relating to workers under their own control. The construction industry demands the attention of everyone involved. It requires the government, trade unions, sectorâ&#x20AC;&#x2122;s associations, developers, architects, engineers, contractors, subcontractors and workers to play their role. All the members involved must work together to create a safe and healthy workplace for all.

To avoid the high losses caused by injuries, contractors are required to implement various safety procedures like fall protection, respiratory protection, confined space entry, competent person and other programs that control the causes of injuries. If the contractor is successful in preventing these injuries, overhead cost of insurance and hidden costs of accidents are significantly reduced, bringing more profit to the contractor.

Hidden costs of an accident are four to ten times the actual costs of the claim and account for items such as employee replacement costs, loss of use, increased insurance costs, damaged product, etc. The direct cost of accidents only includes items such as doctorâ&#x20AC;&#x2122;s consultation fee, ambulance, as well as medicine costs.

4 1.6 SAFETY CLAUSES IN CONTRACT DOCUMENTS

All contract documents signed by the owner and contractor contains various safety clauses wherein the contractor is obligated to make provisions for the safety of men and structures, and the consequences for failure to do so. The contractor is already mandated by law to comply with state and national regulations. The owner has to demand that the contractor document and implement the proper safety programs that will protect employees working on the job site. Owners sometimes hesitate and feel that they are interfering with the contractor’s way of doing business if they express concerns over safety at a jobsite. In reality, owners have the absolute right to mandate that a good quality safety program be an important part of the selected contractor’s culture. The contract documents are an effective tool in conveying the owner’s safety requirements to the contractor. In addition, there are many benefits to prequalifying a contractor by comparing the firm’s safety record and other company statistics with the competition. A contractor with a good safety program is often a better choice even if the initial bid package is higher than the firm’s competitors. Poor safety compliance increases the owner’s risks and often inflates the final costs of a completed contract, and it is the final cost that need to be considered into this decision making process.

1.7 LEGAL REQUIREMENTS

Safety at construction sites is covered under many legal enactments. The Building and other Construction Workers Act, 1996 is a comprehensive piece of legislation that provides for registration of contractors, setting up of construction labour boards, regulation of working conditions, health and safety of construction workers etc. many other statutes are applicable to construction sites.

The repair workshops of contractors or those attached to construction sites are covered under the Factories Act, 1948. Quarries operated are covered under Mines Act, 1952. Vehicles plying to and fro at construction sites are subjected to Motor Vehicles Act, 1951. A contractor’s office is covered under the Shops and Commercial

5 establishment Act, 1962. The Contract labour Act, 1971, regulates the employment and working conditions of contractors labour. The immigrant labour is regulated under the Inter-State migrant Workers Act, 1971. The Workmenâ&#x20AC;&#x2122;s Compensation Act, 1923 is applicable to all construction sites throughout the country. It makes the employer liable to pay compensation and provide medical care to workers who meet with accident out of or in the course of employment. Child labour and maternity is dealt with under separate statutes.

Thus comprehensive safety legislation for the construction industry is yet to be framed. However, over the years, through practice as well as the decision handed down by various courts a set of ground rules describing safety practices that must be followed at construction sites have emerged.

There are four sources of legal requirements regarding safety as applicable to construction sites and construction industries. They are 1. Standards laid down by Bureau of Indian Standards.

2. Statutory provisions framed under various labour laws.

3. Contract conditions written into the contract document signed by the client and the contractor when the work is awarded.

4. Decisions, judgements and awards made by the judicial authorities from time to time.

1.8 SAFETY PROGRAMME

The safety programme of a construction organisation is a compact package which comprises a safety policy, safety department to implement the policy, and specially trained personnel to man it. Workers should be involved in the safety programme through bipartite safety committees and other participatory measures. Safety records, monitoring and training as well as periodic safety audit should be the essential aspects of such a programme. The general safety inspection program that has to be followed in construction site is shown in figure 1.1

6

Develop standards

Inspect

Correct unsafe acts or conditions

Who will inspect?

How often?

What needs to be inspected?

Any regular, special inspections done?

Any inspections looking for hazards acts and conditions?

What needs to be corrected?

Who is responsible?

When will it be done?

Document Are inspection reports filed out?

Follow up

Are all items of inspection reports corrected as required?

Figure 1.1 safety program to be followed at construction site.

1.9 SAFETY POLICY

An construction organisation which is concerned with establishing high standards of safety at work sites as well as throughout the organisation should have a safety policy which forms an integral part of the over all policy of the organisation. The safety policy comprises a statement of the organisations objective regarding safety of men in operation and at work sites. It also contains guidelines for action that will be taken at appropriate

7 levels to achieve the objectives. The safety policy will enjoy higher credibility and get better implemented if the safety reports reach the top management.

1.10 RESULTS OF AN ACCIDENT

Safety issues in construction injuries have a direct impact on the individuals involved in construction as well as on the work itself. Impacts include personal suffering of the injured worker, construction delays and productivity losses, higher insurance premiums that result from injuries, and the possible liability suits for all parties involved in the project. There are many other indirect impacts such as revenue losses on the part of the owner for late project delivery and reduced morale of the work force. The most frequent causes of injuries and deaths on construction sites are falls, being struck by an object, being caught in or between objects, electrocution, and others, such as toxic gases, drowning, and fire.

Generally, most companies follow established safety guidelines and policies that meet OSHA guidelines. However, most incidents and injuries on construction sites are a direct result of not adhering to the established safety procedures .Therefore, to ensure a successful safety program, three conditions must exist: •

Management commitment and leadership,

•

Safe working conditions, and

•

Safe work habits by all employees.

Some of the risks that are caused due to accidents both to owners and to contractors are listed below: •

Employee injuries and fatalities

•

Cost and time over-run

•

Damage to property

•

Unidentified repairs

•

Contract extensions

•

Bad publicity caused by incidents

•

Increased insurance costs.

8 Many of the research efforts in construction safety have been focused on safety management. These efforts have identified a variety of ways that supervisors and managers of construction companies can impact the safety performance on a construction project. For instance, as early as in1931Heinrich suggested that unsafe acts are the cause of a high percentage of accidents. His study found that 88% of all accidents were caused by people, while10% of accidents were attributed to unsafe conditions. Heinrich is the first to state that incidents are symptoms of a lack of management commitment to safety, and that 98% of accidents are preventable by management.Komakiin1986 reemphasized Heinrichs theory and suggested monitoring and providing feed back as attributes of effective management .Komaki added that the performance of management might affect workers performance and attitudes. Similarly, many studies have concluded that management’s commitment is a precursor to a successful safety program.

Furthermore, one study showed that there is no clear understanding or uniform agreement among designers/owners, contractors, and subcontractors safety roles at a construction site .Despite the fact that several research reports have emphasized the role of management in reducing injuries and fatalities on construction sites, the injury and illness rate in Construction continues to be one of the highest across all industry sectors.

1.11 HEINRICH’S DOMINO THEORY

Heinrich in 1931postulated that accidents were caused by either an unsafe act, an unsafe condition, or both. Termed the `Domino’ theory, this work provided the first sequential theory of the accident causation process. Heinrich’s Domino model of accident causation, but it also brought the interaction between behaviour and conditions (situation) into sharper focus for the first time. In essence, the Domino theory asserted that accidents were caused by a sequence of events which encompassed five discrete stages. This began with a person’s heredity and environment which predisposed that person to behave in certain ways (such as being an accident prone person), and which led to either an unsafe act or the creation of an unsafe condition. In turn, either of these caused an accident which resulted in an injury. Heinrich asserted that each stage of the accident process was

9 analogous to a row of dominos in line with each other. If one fell, it automatically knocked down all the other dominos. Neutralising any one of the first four would prevent the fifth: the injury. Heinrich concluded that the key domino was that pertaining to unsafe acts. This perhaps reflected his findings that approximately 80% of accidents were triggered by unsafe acts, with the remaining 20% being caused by unsafe conditions (known as the 80:20 rule).Heinrich concluded that unsafe acts were caused by poor attitudes, a lack of knowledge and skill, physical unsuitability and an unsafe environment.

1.12 A MODEL OF SAFETY CULTURE

The interactive relationship between psychological, situational and behavioural factors is applicable to the accident causation chain at all levels of an organisation. It can be cogently argued that culture is viewed as an organisations prevailing safety culture. It reflects the dynamic inter-relationships between members perceptions about, and attitudes towards, organisational safety goals; members day-to-day goal-directed safety behaviour; and the presence and quality of organisational safety systems to support goaldirected behaviour. Consistent with the idea that culture can best be described as `the way we do things around here, the potency of this interactive model for analysing safety culture resides in the explicit recognition that the relative strength of each source may be different in any given situation. Similarly, the interactive influence of each source may not occur simultaneously. It may take time for a change in safety behaviour to exert an influence on and activate the relationship with the workflow system and work-related safety attitudes. Thinking of safety culture in these terms, therefore, provides an organising framework to assist in ongoing practical assessments and analyses as shown in figure 1.2. As such, given the appropriate measuring instruments, the relative influence of each component can be determined in any given situation, so allowing either highly focused remedial actions or forward planning to take place.

10

Internal psychological factors

ORGANISATION Safety management systems and objective audit

PERSON Safety climate perceptual audit.

JOB Behavioural safety and safety programs

External observable factors

Figure 1.2 Safety culture model

1.13 SAFETY BEHAVIOUR

For many years safety professionals have been aware that the majority of workplace accidents are triggered by unsafe behaviours, and that their control is one of the keys to successful accident prevention. However, many organisations, even those companies with low accident rates have been frustrated by their inability to control unsafe acts.

Traditional approaches have tended to focus on raising the safety awareness of employees through publicity campaigns, safety training or disciplinary actions in an attempt to change both behaviour and attitudes. Although each of these approaches has its place, they are not in themselves efficient methods for managing change in either attitudes or unsafe behaviours.

The fact that changing behaviour leads to a change in attitudes enables management to focus attention on these behaviours, utilising techniques of goal setting and performance feedback, which result in significant and lasting improvements. The combination of goal-setting and performance feedback is a powerful management tool that has previously been used to good effect of improve a whole host of safety performance factors. By harnessing these motivational forces, behavioural safety approaches offer an effective alternative to traditional methods such as safety raining or

11 safety information campaigns, because they have to take into account the interrelationships between the organisation, the job and the individual. Thus behavioural safety initiatives meet the needs of both the individual and the organisation, while also positively impacting on safety culture.

Over many years, regardless of the industrial sector, scientific evaluations have typically found that implementing a behavioural safety initiative leads to: improved levels of safety performance, significant reductions in accident rates and associated costs.

Improvements in co-operation, involvement and communication between management and the workforce improvements in safety climate ongoing improvements to safety management systems ownership of safety by the workforce enhanced acceptance of responsibility for safety better understandings of the relationship between safe behaviour and accidents. Clearly, these motivational techniques are central to the improvement of safety culture as they impact upon behaviour, perceptions and attitudes, and on safety management systems. Nonetheless, the degree to which they are successful is dependent upon many factors, such as the mechanisms used to set goals, how committed people are to reaching the goals, how confident people are in their abilities, whether or not safety goals conflict with other goals, the methods used to deliver feedback, the prevailing safety climate, and the current status of the safety management system.

1.14 SAFETY MANAGEMENT PLAN

A safety management plan is a collection of documents that outline how the principal contractor will manage health and safety for employees, sub-contractors, suppliers, visitors and the general public. It will cover all work activities that make up the job. The content and detail expected in a plan will depend on the size and complexity of the proposed work. A safety management plan must be prepared before the first soil is turned and should be subjected to an ongoing review as the project evolves. This approach leads to the most effective identification and control of the health and safety risks as the project progresses. The amount and type of documentation contained in a

12 safety management plan will vary depending on the size and complexity of the project.

Much of a plan and its documentation will be transferable from project to project. At the planning stage of every project the principal contractor must review its safety management systems and generic Plan components against the new project requirements and tailor the plan to suit.

The principal contractor and/or his/her nominated technical and administrative officer is the most important for the preparation, submission and the administration of the plan ensuring compliance by employees, contractors, sub-contractors and their employees, suppliers, visitors and the general public. To ensure this occurs an individual or organization that is contracted to undertake construction work must appoint a “Responsible Officer”. In particular, the responsible officer ensures that safe systems of work are maintained and monitored and where necessary, documented.

The safety management plan must include the following features: •

Contain the Workplace Health & Safety Policy, the workers rehabilitation and compensation policy and other relevant policy documents.

•

Define the roles and responsibilities for key personnel, in particular the project manager, responsible officer and site supervisor as well as reference to the general duty of care all employees; contractors; sub-contractors and their employees; designers; manufacturers; suppliers; and installers.

•

Outline the training and minimum competency requirements for employees.

•

Establish a process for identification of hazards associated with each phase of the work and the assessment and control methodology to be used.

•

Contain copies of, or reference to, procedure documents relevant to the project activities and any safe work statements or site safety rules as applicable.

•

Indicate the site evacuation and emergency response procedures.

•

Outline the accident/incident notification, reporting, recording and investigation process.

•

Disciplinary procedures.

13 1.15 MANAGEMENT COMMITMENT & POLICIES

An effective safety management system will feature a series of policy documents that communicate how the system will be managed. These policy documents will cover key system elements, such as: •

Management Commitment

•

Workplace Health & Safety

•

Rehabilitation & Compensation

•

Responsibility & Accountability

•

Duties of all persons in the workplace

•

A statement requiring employees, contractors, sub contractors and visitors to comply with the safety management system

•

Provision of Resources

•

Consultation & Communication

•

Plant and equipment and associated certificates of competency

•

Training (induction, ongoing etc)

•

Hazardous materials

•

Hazard Management

•

Documentation & Document Control

•

Auditing

•

Accident/incident reporting and investigation

•

Discipline

•

System Maintenance & Improvement

Policy documents outline, in broad terms, the commitment to measurable goals and form the framework for the development of detailed procedures and safe work method statements. Policies, procedures and safe work method statements help form the safety management plan.

14 1.16 THE IMPACT OF SAFETY CULTURE ON QUALITY

An evaluation of the impact of safety culture on quality in construction organisations revealed that better work methods and reduced absenteeism had contributed to improved organizational performance, while also impacting on product quality.

Similarly, construction industry studies have shown that projects driven by safety are more likely to be on schedule and within budget. Major investments in safety in the British steel industry not only resulted in significant reductions in accidents with corresponding increases in productivity, but also led to increasingly positive attitudes about quality and safety.

1.17 THE IMPACT OF SAFETY CULTURE ON RELIABILITY

The impact of safety culture on the reliability of technological systems is thought to be indirect through organisational structures and processes: partly because the reliability of complex technical systems is dependent on the quality of its structural components and sub systems; partly because human reliability is dependent on the variability of human error probabilities; and, partly because of the interaction between them. Reliability has been reported to improve by a factor of three, and sometimes by as much as a factor of ten, when quality improvements are initiated. It is likely, however, that some of these improvements are related to the use of better monitoring and feedback systems, both of which are vital safety culture features, and as a result of streamlining production processes.

1.18 THE IMPACT OF SAFETY CULTURE ON COMPETITIVENESS

A good safety culture can also contribute to competitiveness in many ways. It may make the difference between winning or losing a contract it may affect peopleâ&#x20AC;&#x2122;s way of thinking and lead to the development of safety features for the project activities which are then used as marketing means and it positively impacts on employeesâ&#x20AC;&#x2122; commitment

15 and loyalty to the organisation, resulting in greater job satisfaction, productivity and reduced absenteeism.

1.19 THE IMPACT OF SAFETY CULTURE ON PROFITABILITY

Although a focus on safety has often been seen as non-productive expenditure demanded by law, it can also contribute to profit by minimising loss and adding to the capital value of an organisation. Construction industry research has shown that an investment of 2.5% of direct labour costs in an effective safety program should, at a conservative estimate, produce a gross saving of 6.5% (4.0% net) of direct labour costs.

As a whole, the available evidence indicates that an effective safety culture is an essential element of any business strategy, as it has so many positive effects on other areas of business performance. It also illustrates the point that safety culture does not operate in a vacuum: it affects, and in turn is affected by, other operational processes or organisational systems.

1.20 BENCHMARKING

Benchmarking is a management technique to improve business performance. It is used to compare performance between different organisations or different units within a single organisation undertaking similar processes. Benchmarking is one of the ongoing methods of measuring and improving products, services and practices against the best that can be identified in any industry anywhere. It can also be defined as the search for industry best practices which lead to superior performance. Unlike traditional competitive analyses which focus on one industry and its benchmarks, benchmarking can compare the ways in which similar processes are carried out irrespective of whether the outputs are different or difficult to measure. Benchmarking is a very versatile tool that can be applied in a variety of ways to meet a range of requirements for improvement.

A benchmark is "the best in class" performance achieved for a specific business process or activity. It is the performance that has been achieved in reality and can be used to establish improvement goals.

16 1.21 TYPES OF BENCHMARKING

Benchmarking can be carried out against any organisation or target that is deemed to be best in class. A full benchmarking exercise will involve not only the collection and comparison of data, but will include fact-finding studies to unearth the reasons for superior performance.

The following are the three types of benchmarking. â&#x20AC;˘

Internal Benchmarking

â&#x20AC;˘

Competitive Benchmarking

â&#x20AC;˘

Generic Benchmarking

1.21.1 Internal Benchmarking Internal benchmarking is a comparison of internal operations such as one site against another within the same company. Large companies will often have plenty of scope for this sort of benchmarking, and should aim to bring the level of performance of the whole company to the current best in company.

1.21.2 Competitive Benchmarking Competitive benchmarking is a comparison against a specific competitor for the product, service or function of interest. This will provide data and information about what competitors are achieving. It is more difficult and complex to carry out.

1.21.3 Generic Benchmarking Generic benchmarking is a comparison of business functions or processes that are the same, regardless of industry or country. A ready-mix concrete company compared its delivery performance against a pizza delivery company is type of generic benchmarking.

Both were in the business of delivering products which had to arrive at the point of use promptly.

17 1.22 BENEFITS OF BENCHMARKING

Although the major focus of benchmarking is usually planning and organizing, one of its main objectives is to introduce new ideas to an organization. One of the implications of the benchmarking process is that organization needs to overcome their internal boundaries in order to assess opportunities and threats in the external environment. In this context, benchmarking can be used to identify innovation by helping management understand the external environment and by promoting organizational learning. Organisations that use benchmarking successfully report that the cost of benchmarking is repaid at least ten-fold. Benchmarking can be used to help identify which processes to improve that is, the area we aim to achieve the best. It ought to help set targets - that is, what is the gap between our organisation existing processes and the best practice found in other organisations. It can also help when used in conjunction with a number of performance improvement techniques, such as business analysis and redesign of business processes. The knowledge transfer model is shown in figure 1.4

Transmission of knowledge

Abstraction

Application

Best practices

Company

Learning

Figure 1.4 Knowledge transfer model

18

1.23 BARRIERS OF BENCHMARKING

There are several barriers to the implementation of performance measurement systems in the construction industry, due to the peculiarities of this sector. These barriers arise because 1. Construction is project-oriented industry and each project is unique in terms of design and site conditions 2. Establishing a project performance measurement system and incorporating the measures into the company routine require a fairly intense effort; 3. The responsibilities for data collection, processing, and analysis, in general are not well defined at the beginning of the project; 4. Each project usually have a different managerial team and the use of measures will depend on the capabilities and motivation of each manager. To combat these barriers.

5. Benchmarking initiative demands a joint effort from several organizations, such as governmental entities, construction client’s individual companies, research institutions, and industry organizations.

1.24 PROCESS

Benchmarking consists of a logical sequence of stages which an organisation goes through to achieve continuous improvement in its key processes. It involves using reference models as the starting point. The process include the following, •

Facilitate change

•

Provide senior management support

•

Involve process owners. Their involvement encourages acceptance and buy-in by those who will be affected immediately by the changes which will be required to improve performance

•

Set up benchmarking teams. As a benchmarking culture develops, people will apply the method as part of the normal way in which they manage their work

19 •

Acquire the skills. People who undertake benchmarking require a small amount of training and guidance. An experienced in-house facilitator or external consultant will probably be required to provide technical assurance and encouragement in making use of reference models.

The method can be applied at various levels from relatively straightforward in-

house comparisons through to industry-wide search for best practice. It comprises four basic stages: planning, analysis, action and review.

1.24.1 Planning •

Selecting the broad business process or function to benchmark Within that process defining the activity to be benchmarked Identifying the resources required for the study

•

Confirming the key performance measures or indicators to measure the performance in carrying out the activity

•

Documenting the existing way in which the activity is carried out

•

Identifying appropriate reference models as a starting point for your assessment; you may also find supplier intelligence information useful

1.24.2 Analysis •

Collecting information to identify the scope for improvement

•

Comparing the existing process with that of appropriate reference models to identify differences and innovations

•

Agreeing targets for improvement which are expected as a result of adopting new ways of doing things.

1.24.3 Action •

Communicating the results of the study throughout the relevant parts of the organisation

•

Planning how to achieve the improvements

•

Implementing the improvement plan, monitoring progress and reviewing as necessary.

20 1.24.4 Review •

Reviewing performance when the changes have been bedded in

•

Identifying and rectifying anything which may have caused the organisation to fall short of its target

•

Communicating the results of the changes implemented to the organisation

•

Considering benchmarking again to continue the improvement process.

1.25 OBJECTIVE

It is clear from the construction industries safety record that there is room for improvement in the implementation of safety procedures and guidelines. However, no attempts have been made to define what is really meant by management’s commitment to construction safety and what steps must be followed to achieve an effective commitment to safety. The problem becomes further complicated in case of small and medium level establishment. The top level contractors are growing while the medium level contractors are lagging behind mainly because of their quality and safety standards.

The objective of the present study is to find the construction safety factors affecting the medium level contractors and to improve their safety performance.

Therefore, the main objectives in this study are: 1. To find the safety factors affecting the small and medium level contractors.

2. To identify the relationship between managements commitment to safety and the safety record of a company.

3. To identify what are the factors affecting construction safety.

4. To identify what attributes are presenting a successful commitment.

5. To prepare a booklet of minimum safety precautions to be followed in construction activities.

21

CHAPTER 2

REVIEW OF LITERATURE

A vast review of literature in the field of construction safety and benchmarking initiatives in construction were available. The author deals with few of literature that was collected.

Ron Sharpe et.al (1995) have developed an "assessment tool or model" to identify risk factors for employees that will identify personnel whose understanding of safe work practices is such that it places them, and those with whom they work, at a higher risk of being involved in an accident. They have developed further tools to bridge the gap in safety including motivational, personal skills and other support systems to improve their safety awareness and to provide the appropriate personnel with the safety tools and thereby minimise the likelihood of them being involved in an accident. They have tracked the effectiveness of the program against key performance indicators. They have urged to automate as much information handling as possible via computer based systems to assist in the delivery of the assessment and training program and also help the industry overcome access and resource problems, reaching sub-contractors and aiding cost effectiveness.

Tang.S.L et.al (1997) worked out a method which will help improve construction safety proactively by correlating the two auditing scores (quality and safety) with safety performance. The principle objective of this work was to develop two indicators. The first indicator is the relationship between accident rates and quality auditing scores and the second one is the relationship between accident rates and safety auditing scores. The indicators would be in the form of simple graphs relating accident rates with the scores achieved in quality audit and safety audit exercises being used by local construction contractors. Both problems inherently reflect the insufficient effort input by management of the construction contractors.

22 Helen Lingard et.al (1998) have aimed to test the effectiveness of Behavioral Safety Methods (BSM) by applying goal-setting and feedback interventions to specific areas of safety performance on Hong Kong Housing Authority construction sites. Using a within-group experimental design and with the use of a proportional rating safety measurement instrument, data were collected on the effectiveness of BSM on Hong Kong sites. The data were analyzed using autoregressive moving averages models, and the results were mixed in that a significant improvement in safety performance occurred in the housekeeping category of intervention but no improvement was observed in the access to heights and bamboo scaffolding categories. They concluded with a goal setting/expectancy theory model of site safety improvement has been synthesized, and the lack of provision of an adequate safety infrastructure has been identified as a serious impediment to improvement.

Edwin Sawacha et.al (1999) have discussed the factors influencing safety on construction sites. The impacts of the historical, economical, psychological, technical, procedural, organizational and the environmental issues are considered in terms of how these factors are linked with the level of site safety. The historical factor is assessed by the background and characteristics of the individual, such as age and experience. The economic factor was determined by the monetary values which are associated with safety such as, hazard pay. The psychological factor is assessed by the safety behavior of fellow workers onsite including supervisors. The technical land procedural factors were assessed by the provision of training and handling of safety equipment on site. The organizational and environmental factors are assessed by the type of policy that the management adapts to site safety. Information regarding these factors was correlated with accidents records in a sample of 120 operatives. The top five important issues found to be associated with site safety were: (1) management talk on safety; (2) provision of safety booklets; (3) provision of safety equipment; (4) providing safety environment and (5) appointing a trained safety representative onsite.

Albert W.K. Kwok. et.al (2000) outlines the results of research conducted with Civil Engineers regarding their views and knowledge on Construction Design and Management (CDM) regulations. The CDM regulations were introduced in the United

23 Kingdom on 31st March 1995 in compliance with European Directives. The objectives of this regulation were to improve construction safety by enhancing co-ordination and communication among project parties through out all stages of the construction project.

The results revealed that more than 95% of the respondents did not know about the requirements of CDM regulations.

Joe M. Wilson. et.al (2000)

presented a discussion of the methods of safety

management employed on a small to medium sized project in the northwestern United States. It was stated that the principles behind safety management are fairly simple in concept; it was during the implementation of such a program that construction companies may encounter their most difficult obstacles. Therefore, the process must be constantly monitored and adjusted to achieve the desired goals. They had highlighted several of the problems encountered and the solutions utilized to overcome these problems.

Christopher Auld .M. et.al (2001), have measured the impact of on-site safety inspections on the frequency of work-related injury and death in the Alberta construction sector. The data were disaggregated by sub industry allowing different risk levels to be associated with different work activities. In the sample study, there was a dramatic decrease in inspection activity, which allows us to assess the necessity for continuing with current levels of inspection effort. It was concluded that the on-site safety inspections have no effect on the risk of accident and injury but have a positive effect in reducing the number of work-related fatalities.

Satish.B.Mohan.et.al (2002) have prepared a checklist based on the past records and Occupational Safety and Health Administration (OSHA) guidelines. It was observed that over 75% of all cases brought before the Occupational Safety and Health Review Commission (OSHRC) were serious violations or worse. This means that the standards being violated and contested are placing employees at risk of being injured. They concluded that to better protect employees; the employers must be made aware of what is required for them in regard to safety. With more concise and clear language, the

24 standards would be easier to follow. It was also stated that the employerâ&#x20AC;&#x2122;s motivation is required for providing a safety environment.

Sherif Mohamed (2003) adopted the balanced scorecard tool to benchmark organizational safety culture in construction. He emphasis that this tool has the potential to provide a medium to translate the organizationâ&#x20AC;&#x2122;s safety policy into a clear set of goals across four perspectives: management, operational, customer, and learning. These goals were then further translated into a system of performance measures that could effectively communicate a powerful strategic focus on safety to the entire organization. Four perspectives have been developed to represent all stakeholders, thereby ensuring that a holistic view of safety is used for strategic reflection and implementation. He insisted that by selecting and evaluating the appropriate measures, in each perspective, requirements can be identified, and actions to the identified goals can be aligned and facilitated. He proposed the balanced scorecard approach to enable construction organizations to pursue incremental safety performance improvements. Work-in-progress is briefly reported to give insight into the potential applicability of this approach.

Evelyn Ai Lin Teo et.al (2004) proposed a policy, process, personnel and incentive framework which may help project managers manage construction site safety.

A postal survey of contractors in Singapore was conducted by them to test the framework. It is found that site accidents are more likely to happen when there was inadequate company policies, unsafe practices, and poor attitudes of construction personnel, poor management commitment and insufficient safety knowledge and training of workers. It is recommended that project managers need to pay more attention to the important factors identified in this study to help them enhance performance at construction sites and reduce the frequency of accidents. The main finding of this study was that site safety is affected by four main factors: company safety policy; construction process; personnel management with regard to safety; and incentives. In terms of safety policies, it recommended that project managers implement policies relating to safety management systems.

25 Fang.D. P et.al (2004) presented information by which to measure safety management performance on construction sites. They have identified the key factors that influence safety management and have developed a method for measuring safety management performance on construction sites. Based on the survey and interview data collected on safety management factors in 82 construction projects in China, the safety management index as a means to evaluate real-time safety management performance by measuring key management factors was developed. The quantified factors were compared with the commonly accepted physical safety performance index, which was derived from inspection records of physical safety conditions, accident rates, and the satisfaction of the project management team. Based on this benchmarking study, a practical safety assessment method was developed by them and then implemented on six construction projects. Their results proved that this method can be an effective tool to evaluate safety management on construction projects.

Ricardo RamĂ­rez.R et.al (2004) presented the results of the first application of a management evaluation system for benchmarking management practices in the construction industry. The system supports a National Benchmarking System recently established in the Chilean Construction Industry by incorporating qualitative management aspects in addition to quantative performance indicators. Different analyses were made to determine trends in the industry sector by correlating the qualitative evaluations from surveys with the performance indicators. Thirteen construction companies participated in the initial application of the benchmarking system. A correlation analysis carried out by them and found that safety performance was strongly related to companies having superior planning and control, quality management, cost control and subcontractor management policies.

John A. Gambatese. et.al (2005) presented a pilot study that was conducted to investigate the practice of addressing construction worker safety when designing a project and to determine the feasibility and practicality of such an intervention. It was found through interviews with architects and engineers that a large percentage of design professionals are interested and willing to implement the concept in practice. They

26 described the key changes needed for implementation of the concept in practice which include: a change in designer mindset toward safety; establishment of a motivational force to promote designing for safety; increase designer knowledge of the concept; incorporate construction safety knowledge in the design phase; utilize designers knowledgeable about design-for-safety modifications; make design for safety tools and guidelines available for use and reference; and mitigate designer liability exposure

Michael Toole.P.E (2005) suggested the role of engineering and construction professionals in construction safety. He identified that the Civil Engineers could contribute to construction worker safety by performing five tasks differently than current custom and practice namely reviewing their designs, creating design documents, assisting the owner in procuring construction, reviewing submittals, and inspecting work in progress. He have identified four sets of major barriers that prevent designers from increasing worker safety through these tasks, namely lack of safety expertise, lack of understanding of construction processes, typical contract terms, and professional fees.

Potential ways for reducing these barriers were suggested by him. The United Kingdom regulations required engineers to design for safety are summarized, but it is concluded that similar legislation in other countries would not be appropriate.

Todd W. Loushin et.al (2005) described that a significant portion of construction contract money was wasted due to insufficient planning and project mismanagement.

They conducted interviews with management representatives to gain insight into their perception and use of safety and quality management in construction. From a safety standpoint, the sample admitted using similar performance measures. From a quality standpoint, the contractors relied on a variety of subjective or after-the-fact measures for quality. Worker attitude and lack of skilled workers were cited as major barriers to the improvement of quality and safety. They had concluded that the respondents did not see the potential benefits of integrating safety and quality management to reduce injuries while improving productivity.

27 Dayana.B.Costa et.al (2006) have discussed initiatives to develop performance measurement systems for benchmarking in four different countries the United Kingdom, Chile, the United States, and Brazil. Their study pointed out some of the benefits, problems, limitations, and opportunities for improvement of these initiatives. The lessons learned should be used for upgrading the existing initiatives and devising new ones. A joint effort involving several organizations is necessary for the successful design and implementation of benchmarking programs. Such an effort should not be limited to data collection but should also provide data analysis and training, as well as enable the exchange of best practices among the companies aiming to promote innovation.

Moreover, these measures should be assessed and revised periodically, according to the needs of the companies involved. The commonalities among these initiatives indicate that they potentially could be used for International benchmarking.

Gregory Carter et.al (2006) presented an investigation indicating the current levels of hazard identification on three U.K. construction projects. Their study reveal that a maximum of only 6.7% of the method statements analyzed on these projects managed to identify all of the hazards that should have been identified, based upon current knowledge. Maximum hazard identification levels were found to be 89.9% for a construction project within the nuclear industry, 72.8% for a project within the railway industry, and 66.5% for a project within both the railway and general construction industry sector. Their results indicate that hazard identification levels are far from ideal.

They had concluded with an information technology tool for construction project safety management and, in particular, a module within total-safety designed to help construction personnel develop method statements with improved levels of hazard identification.

OsamaAbudayyeh et.al (2006) have carried out a study to determine the correlation between management commitment to safety and the frequency of construction-related injuries and illnesses. To achieve this purpose, a survey was developed and sent to a random sample of the top five hundred US construction companies. Survey results point to a clear statistical correlation between management commitment on safety and injury and illness rates. The costs resulting from injuries and

28 equipment damage, combined with the associated financial loss resulting from schedule disruptions, insurance hikes, and workers compensation, impact the profitability of any construction operation. They have concluded that these costs may be minimized or avoided through focused safety efforts on construction job sites.

Xinyu Huang et.al (2006) described the owner’s role in construction safety. They were claiming that the recent improvements in construction industry were due to the concerted efforts of owners, contractors, subcontractors, and designers. While past safety studies have investigated the roles of contractors, subcontractors, and designers, the owner’s impact on construction safety has not been previously investigated. Data were obtained by conducting interviews on large construction projects. The relationship between project safety performance and the owner’s influence was examined, with particular focus on project characteristics, the selection of safe contractors, contractual safety requirements, and the owner’s participation in safety management during project execution. By identifying practices of owners associated with good project safety performances, the author has given guidance on how owners directly impact safety performance.

Guidelines for safety management plans published by the workplace standards Tasmania deals with the importance of safety management plans in construction industry.

It had clearly discussed the factors that have to be added in safety management plan. The factors include management commitment, policies, legal requirement, resources, training and competency, inspection and auditing etc.

.

29

CHAPTER 3

METHODOLOGY 3.1 METHODOLOGY

The present study was conducted to establish a benchmark to measure real-time safety management performance on construction sites. The methodology adopted in this work is the collection of data by the method of survey. Surveying with a help of questionnaire was found to be most efficient based on the literature review conducted by the author.

The work can be divided into four phases namely: •

Preliminary study phase

•

Data collection phase

•

Data analysis phase

•

Implementation phase.

In the preliminary study phase, an initial step was to identify factors that might influence construction safety management. The process of developing the factors began with a view of the literature. The criteria to select such factors include 1. Validity: the factors must be closely related to safety management practice on site; 2. Quantifiable: the factors should be objectively defined and can be expressed as an numeric value; and 3. Realistic: the factors must accurately reflect actual situation on construction projects, based on the consideration of both the cultural and economic aspects of the projects.

30 QUESTIONNAIRE STRUCTURE

The objective of the present study is to carry out a benchmarking study on construction safety. This work is based on the questionnaire survey carried out in construction site. The questionnaire is designed to collect data regarding their current safety provision and implementation in the site. The questions are designed mainly to obtain the information regarding their safety investment, accident cost, importance given for safety at site. Totally ten general questions, twenty open ended questions, sixteen optional question and thirty one question based on Likert scale were framed. In case of Likert scale a five point scale was used. The questionnaire was designed based on the following eight factors.

1. Project nature 2. Historic factors 3. Organizational structure 4. Management measures 5. Individual involvement 6. Economic investment 7. Labour management relation 8. Causes and remedy for accident

The effectiveness of the designed questionnaire was checked with the help of a pilot survey carried out in the first phase of the project work. The pilot survey was carried out with four construction companies in Chennai. The questionnaire was modified based on the feedback of the survey.

In the date collection phase the data was obtained from ninety construction companies mostly around Chennai and other major cities in Tamilnadu. The construction sites were visited in person and the questionnaire was distributed to the concerned person. The response was obtained immediately or collected later at the planned time. The projects that were executed currently by the surveyed companies are mostly residential complex and information technological parks. The cost of the project varies from eight crores and

31 one hundred and twenty crores. The respondents were mostly project managers and site engineers.

In the data analysis phase the questionnaire was numbered when it is obtained from the respondent. The data analysis sought to establish the variables that affect construction safety. The mean and standard deviation for each response was made for the optional questions and Likert scaled questions. In case of other questions the total response of the questionnaire is counted. The results are presented in terms of tables and charts.

In the implementation phase, based on the results of the survey conclusion was made and the results are presented. A booklet of minimum safety precautions to be followed in construction sites was prepared based on the available codes and guidelines. The booklet was prepared keeping in mind the medium and small level contractors who are lagging behind in construction safety standards. The booklet was distributed to the companies for possible implementation in their construction site, to minimise accident and to improve safety in their construction sites.

32

CHAPTER 4

RESULT ANALYSIS The questionnaire was distributed among two hundred companies mostly around Chennai and other important cities. Totally ninety questionnaire returned as on date. The response rate was (45%).The percentage of companies that had participated in the survey are shown in the table 4.1 Table 4.1 Distribution of companies

Sl.no

Nature of company

Percentage

1

Promoters

40

2

Contractor

33

3

Sub contractor

20

4

Consultant

7

The respondents were from various departments as shown in table 4.2. The average experience of the respondents was 6 years and varies from a minimum of one year to a maximum of sixteen years. The projects currently handled by the surveyed companies are residential complexes, information technology parks and commercial complexes.

Table 4.2 Departments of respondents

Sl.no

Department

Percentage

1

Administration

23

2

Design department

53

3

Project management

18

4

Others

6

33 The break up of the number of workers working in the construction site is shown in the figure 4.1. The working shifts in most of the sites are two shift bases. The working hours in each shift varies from ten to fourteen hours.

50-100 workers 22%

0-50 workers 42%

100-150 workers Figure 4.1 Percentage of workers in construction site.

The number of crews working in the construction project is shown in figure4.2.

The number of workers in each crew varies from seven to twenty two with an average of eleven workers. In most of the project there is no separate safety supervisor. The safety of construction workers is taken care by the supervisor of the crew itself. No separate safety inspection was carried out in construction site.

Percentage of workers

60 50

48 37

40 30 20

15

10 0 <10 crews

10 - 20 crews

> 20 crews

Number of crews

Figure 4.2 Number of crews in Construction site.

34 The percentage of safety investment that was made by the companies is less and not defined clearly. The general types of accident that commonly occur in construction site as observed by the respondents are stated below: 1. Falling from height.

2. Failure of temporary structures.

3. Fall of objects.

4. Hit by object.

5. Electrocution.

6. Slippage.

7. Caught in between.

8. Collapse.

The cause for the accidents as stated by the respondents is shown in Figure 4.3.

Out of the ninety companies surveyed accident has occurred in twelve construction sites.

There is no fatality in the surveyed companies. The damages that are reported after an accident are worker injury, loss of man days, wastage of material, breakage of form materials, financial claims, etc. The financial loss in terms of claim for medical treatment to injured worker, insurance claims and material costs vary from rupees ten thousand for minor injuries to one lakhs fourty thousand rupees. Out of the ninety companies surveyed four companies face legal suits for the cause of accident.

Coworker 6%

Unsafe act 9%

Unexpected/ Natural 7%

Unsafe condition 25%

Figure 4.3 Cause for the accidents

Worker was at fault 53%

35 Out of the companies surveyed only thirty two companies (35 percent) have a separate safety department. In the remaining companies the safety measures are taken care by the execution department. Seventy four companies (82 percent) admitted that the top management has involvement in safety measures at site. The site safety is checked frequently by the top managements of these companies. In most of the companies the supervisors are given authority to stop work for identified hazards. Fourty companies (44 percent) accepted that they do not provide adequate personal protective equipment to their workers. In most of the companies even though the company provide adequate personal protective equipment, due to non availability of strict rules and regulation the workers are not using them properly.

Project managers of twenty two companies (24 percent) attend safety meeting regularly. Almost all the companies surveyed have first aid facility in site and pays for the medical expenses of the injured workers, only six companies (7 percent) have medical practitioner available in site during the working hours. Totally fifty two companies (58 percent) provide safety training to their workers and seventy eight companies (87 percent) accepted that the training given to workers are effective. Fifty companies (56 percent) keep daily safety records of the project. Very few companies provide workers compensation insurance for their injured workers. All the companies accepted that the schedule pressure in completing the project was passed directly to construction workers.

Six companies (8 percent) have won safety award. The results are shown in figure 4.4.

36

100 90

Percentage of companies

80 70 60 50 40 30 20 10 0 separate safety department

management inspects site safety

management checks safety records

adequate personnel protective equipment

authority to stop work

project manager attends the safety meetings

safety meetings are attended by workers

daily safety records

safety training for new workers

effectiveness of training

schedule pressures to workers

medical professional

first aid facilities

workers compensation insurance

medical expenses of injured workers

award for safety

Figure 4.4 Bar chart for survey results

Most of the companies that take part in the survey have a separate environment health and safety (EHS) document. But the safety provisions that are recommended in the EHS document are not implemented in construction sites.

The results of the Likert scaled questions are shown in Table 4.3. The mean value of all the factors that affect construction site safety vary between 2.22 to 4.78, which emphasis that in the whole of the companies that was surveyed the safety features are between low and very high level.. Out of the thirty one factors considered three factors were ranked as very high, ten factors as high, fourteen factors as medium and four factors

37 as low effect with respect to safety. The coordination and control of sub contractor, control on sub contractorâ&#x20AC;&#x2122;s safety behaviour and the provision of personal protective equipment by the company were ranked as top three factors that affect construction safety with an average mean of 4.78, 4.72 and 4.56 respectively.

The standard deviation (Ď&#x192;) of the respondents varies around 1, revealing that the response is same for all the companies. The maximum deviation of 1.19 and 1.18 was observed in case of usage of heavy equipment and application of new technology in the project respectively. This is due to the reason that most of the companies surveyed use traditional methods for building construction. The management of most of the companies is not willing to invest much on plant and machinery. Implementing the safety practices in construction sites was a major hurdle as said by the respondents. This is mainly due to the lack of management commitment/ interest in safety measures.

38 Table 4.3 Results of Likert scaled questions FACTORS

MEAN

SD( Ď&#x192;)

Placement of safety posters /symbols

3.24

0.68

Worker-management relationship

4.18

0.68

Control on sub-contract's safety behaviour

4.72

0.90

Safety policy of company

3.52

0.64

Adequacy of in-house safety rules and regulations

3.14

0.66

Understanding of safety rules and regulations

4.10

0.77

Implementation of safety practices on site

4.20

1.13

Familiarity with type and method of construction by safety in charge

3.26

0.69

Effectiveness of safety training given to new workers

3.44

0.73

Attitudes of supervisor's towards safe work practices

3.12

0.84

Attitudes of workers towards safe work practices

3.72

0.71

Workers safety performance

3.94

0.88

Complexity of construction

3.40

1.04

Application of new technology in the project

3.18

1.18

Usage of heavy equipment

3.12

1.19

Provision of personal protective equipment (PPE) by the company

4.56

0.92

Usage of PPE by the workers

2.60

0.85

Efficiency of PPE in preventing accidents

3.70

0.83

Proper handling of tools by the workers

3.96

0.77

Identification of unsafe practices on site

4.28

0.78

Identification and control of hazardous activities

3.96

0.66

Accident due to failure of shoring / scaffolding / formwork

2.22

0.77

Accident due to improper usage of ladders

2.34

0.72

Accident due to failure of equipment and plants

2.12

0.86

Frequency of safety inspection carried out

3.30

0.73

Co-ordination, control and management of sub-contractors

4.78

0.82

Workers language and communication barriers

3.00

0.60

Workers adaptation to working environment

3.00

0.63

Degree and level of punishments in terms of fines

2.54

0.81

Degree and level of punishments in terms of suspension from work

2.34

0.62

Introduction of incentives for safe worker

3.30

0.64

39

CHAPTER 5

CONCLUSION 5.1 CONCLUSION

The work environments in construction activities are generally more hazardous than other industries due to the use of heavy equipment, dangerous tools, and hazardous materials, all of which increase the potential for serious accidents and injuries. Therefore, it is evident that a focused dedication towards safety is needed from construction at all levels. It can be inferred from the survey data that safety managers have the opportunity to influence and enhance the sense of safety and the quality of the work environment.

Owners of large projects can more actively participate in construction safety management in each stage of project execution, including project design, contract selection, contract development, the construction phase, selecting safe contractors, and developing the safety culture on the projects through safety training and safety recognition programs.

A questionnaire was prepared based on the literature survey conducted by the author. The questionnaire was distributed to two hundred companies and ninety responses were obtained in time. Fundamental statistical analysis was carried out with the completed questionnaire and the results are reported. The mean value of all the factors considered for Likert scaled question vary between 2.22 to 4.78 and the standard deviation vary around 1.

The important finding of this study is that site safety is affected by company safety policy; construction process; personnel management with regard to safety. If these factors are addressed and monitored closely, accident reduction may be realized in construction sites. The construction companies shall also be willing to give safety training/awareness to the construction workers to reduce and eliminate the future lost time injuries, time and cost. Certain ground rules need to framed by the construction companies for effective and efficient use of personnel protective equipment.

40 The results show that it is very important for both workers and supervisors to adopt safe work behaviours. The willingness of workers to adopt safe work practices also depends largely on the perception of safety, level of safety education and training received, cultural back-grounds and communication between fellow workers and superiors. Supervisors play an important role in influencing their workers in the adoption of safe work behaviours. The supervisor’s safety behaviours and actions have a direct impact and influence on workers. To portray positive safety behaviours, supervisors are required to lead by example, integrate safety into all phases of the job, never ignore near miss occurrences and have no blame cultural mind sets.

The results also show that the influence of management on the safety and health standards on site is very crucial. The responsibilities and roles that management plays will determine the over all safety performance of the entire site. Safety culture has to be adopted in all organisations through strong support and encouragement by senior management. By management’s endorsement, safety promotion will boost the morale and motivate site personnel to think and works safely.

A booklet was prepared based on the “Building and other construction workers (regulation

of employment and conditions of service) rules, 1996”. The booklet was

distributed to small and medium level construction companies for possible implementation on their construction sites.

5.2 SUGESSION FOR FUTURE WORK

1. The questionnaire can be modified based on the need for a particular type of project and surveyed.

2. The survey can be carried out by separating the construction companies based on the factors like type of company, annual turn over, location of the company, etc.

3. Statistical analysis can be further carried out to explore the results of the survey.

4. The effective use of the booklet prepared can be checked and corrections can be made based on the needs of the construction site requirement.

41

REFERENCES 1. Christopher Auld.M, J. C. Herbert Emery and Daniel V. Gordon (2001), “The Efficacy of Construction Site Safety Inspections”, Journal of Labor Economics, volume 19, The University of Chicago,

900–921.

2. Dayana. B. Costa; Carlos T. Formoso; Michail Kagio glou; Luis F. Alarcón; and Carlos. H.Caldas,M (2006) “Benchmarking Initiatives in the Construction Industry: Lessons Learned and Improvement Opportunities” Journal of Management in Engineering, Vol. 22, No. 4, October 1,2006.ASCE,158–167.

3. Dominic Cooper, “Improving Safety Culture-A Practical Guide”, John Wiley and son’s ltd, 1998.

4. Edwin Sawacha ,Shamil Naoum and Daniel Fong (1999) “Factors affecting safety performance on construction sited” International Journal of Project Management, Volume 17, 307-315.

5. Evelyn Ai Lin Teo , Florence Yean Ling, Adrian Fook (2005) “Framework for project managers to manage construction safety” International Journal of Project Management ,volume 23 september 2005, 329–341.

6. Fang D. P; X. Y. Huang; and Jimmie Hinze, M. (2004) “Benchmarking Studies on Construction Safety Management in China” Journal of Construction Engineering and Management, Vol. 130, No. 3, June 1, 2004.

ASCE. 424–432.

7. Gregory Carter and Simon D. Smith (2006) “Safety Hazard Identification on Construction Projects” Journal of Construction Engineering and Management, Vol.132, No. 2, February 1, 2006. ASCE, 197-205.

8. Guidelines for safety management plans”, Department of Infrastructure, Energy and Resources, workplace standards Tasmania.

9. Helen

Lingard,

management

in

Steve Hong

Rowlinson Kong's

(1998),

“Behaviour-based

construction

safety

industry”,Construction

Management & Economics, Volume 16, July 1, 1998, 481 – 488.

10. Joe M. Wilson Jr. and Enno Koehn,(2000) “Safety management : problems encountered

and

recommended

solutions”

Journal

of

Construction

Engineering and Management, Vol. 126, No. 1, January 2000. ASCE, 77-79.

42 11. John A. Gambatese, Michael Behm, and Jimmie W. Hinze, (2005) “Viability of Designing for Construction Worker Safety” Journal of Construction Engineering and Management, Vol. 131, No. 9,September 1, 2005,ASCE , 80-88.

12. Michael Toole.P.E (2005)

“Increasing Engineers Role in Construction

Safety: Opportunities and Barriers” Journal of Professional Issues in Engineering, Vol. 131, No. 3, July 1, 2005. ASCE, 199–207.

13. OsamaAbudayyeh , Tycho K. Fredericks , Steven E. Butt , Areen Shaar(2006) “An investigation of managements commitment to construction safety” International Journal of Project Management , volume 20,167–174.

14. Ricardo Ramírez R. , Luis Fernando Alarcón C. and Peter Knights (2002) “Benchmarking

management

practices in the construction industry”

International Journal of Project Management , volume 12,158-166.

15. Ron Sharpe; (1995)“safety plus improving construction worker safety”.

Journal of construction Industry Institute, Australia Inc. 16. Satish B. Mohan and Bryan D. Niles (2002) “ Effectiveness of Occupational safety and Health Administration Citations”, Practical periodical on structural design and construction,Vol.7, No.2, May 1, 2002,ASCE,85-89.

17. Sherif

Mohamed

(2003)

“Scorecard

Approach

to

Benchmarking

Organizational Safety Culture in Construction”, Journal of Construction Engineering and Management, Vol. 129, No. 1, February 1, 2003,ASCE, 80-88.

18. Todd W. Loushine, Peter Hoonakker , Pascal Carayon , Michael J. Smith , and E. Andrew Kapp (2005) “Safety and quality management systems in construction some insight from contractors” Journal of Construction Engineering and Management, Vol. 152, No. 1, April, 2006,ASCE,52-61.

19. Xinyu Huang and Jimmie Hinze (2006)

“Owner’s Role in Construction

Safety” Journal of Construction Engineering and Management, Vol.132, No. 2, February 1, 2006. ASCE, 164–173.

20. www.ogc.gov.uk/sdtoolkit/deliveryteam/index.html.

21. www.constructingexcellence.org.uk/zones/kpizone/benchmarking/default.jsp.

43

ANNEXURE - A BENCHMARKING STUDIES ON SAFETY MANAGEMENT IN CONSTRUCTION INDUSTRIES

The significance of construction industry to the economic and social life of the country is note worthy. The construction industry is very large, complex, and different from other industries. Hence it is prone to the effect of accidents that may be even fatal.

Hence safety plays an important role in all aspects of the construction industry.

About the Questionnaire Survey This work is carried out to establish a benchmark to measure real-time safety management performance on construction site. The evaluators have to encircle the appropriate option given under each questions.

It will be very useful if the evaluators could provide any useful further details regarding the construction safety based on their findings and experience.

It is assured that the data provided will be used only for academic purpose and the identity of the evaluators and the company will be kept confidential.

44

GENERAL INFORMATION

1. What type of company you belong to?

2. Which department you belong to?

3. What is your experience in construction industry?

4. What is the value of current project?

5. What are the types of projects handled by your company? a)

Residential complex

b)

Commercial complex

c)

Information Technology Parks

d)

Roads & Bridges

e)

All the above and more, like _____________

6. What is the current project handled by your company?

7. Education level

_____________

8. Does your company have an International presence _____________ 9. Does your company have an ISO accreditation? If yes name it. _____________ 10. Ethical and moral values are followed in construction industry?

45

SAFETY MANAGEMENT QUESTIONNAIRE PART -1 1. Whether the company is following any safety code / standard , If yes name it _____________ 2. How many numbers of subcontractors are there in the project?

3. What is the normal working height of worker in site?

4. What is the percentage of site area to building area?

5. What is the average number of workers in the site per shift?

6. What is the number of crews in the project?

7. What is the average number of workers in the crew?

8. How many safety supervisors are there in the project?

9. What is the frequency of safety inspections conducted by the safety supervisor?

10. When the safety meetings are conducted?

11. What is the percentage of safety investment (Including personnel protective equipment) to total project cost?

12. What are the general causes for the accident?

13. What is the total number of accidents that occurred in the project?

14. What is the number of fatalities?

15. What are the types of damages reported?

16. What is the cause for the accident?

17. What is the financial loss due to accident (Till date)?

18. What is the time delay due to accident (Till date)?

19. What is the number of complaints/grievances/legal suits your company is facing due to accident?

20. What is the number of workers / supervisors given medical training?

46

PART - 2 1. Is there a separate safety department in your company? Yes / No 2. Whether top management inspects site safety regularly? Yes / No 3. Whether top management checks safety records of the project? Yes / No 4. Whether the company provides adequate personnel protective equipment to all workers? Yes / No 5. Whether the safety supervisor has authority to stop site work for identified hazards? Yes / No 6. Whether the project manager attends the safety meetings? Yes / No 7. Whether safety meetings are attended by workers ?Yes / No 8. Whether daily safety records are kept? Yes / No 9. Whether there is any safety training for new workers? Yes / No 10. Is the training effective? Yes / No 11. Whether the schedule pressures are passed on to the workers? Yes / No 12. Whether medical professional available in the site? Yes / No 13. Whether first aid facilities are available in the site? Yes / No 14. Whether the company buys workers compensation insurance? Yes / No 15. Whether the company pays for the medical expenses of injured workers? Yes / No 16. Has your company received any award for safety? Yes / No

47

PART - 3

Sl.no

Very Low 1

FACTORS

Low

Medium

High

2

3

4

Very high 5

1.

Placement of safety posters /symbols

1

2

3

4

5

2.

Worker-management relationship

1

2

3

4

5

3.

Control on sub-contract's safety behaviour

1

2

3

4

5

4.

Safety policy of company

1

2

3

4

5

5.

Adequacy of in-house safety rules and

1

2

3

4

5

regulations 6.

Understanding of safety rules and regulations

1

2

3

4

5

7.

Implementation of safety practices on site

1

2

3

4

5

8.

Familiarity

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

with

type

and

method

of

construction by safety in charge 9.

Effectiveness of safety training given to new workers

10.

Attitudes of supervisor's towards safe work practices

11.

Attitudes of workers towards safe work practices

12.

Workers safety performance

1

2

3

4

5

13.

Complexity of construction

1

2

3

4

5

14.

Application of new technology in the project

1

2

3

4

5

15.

Usage of heavy equipment

1

2

3

4

5

16.

Provision of personal protective equipment

1

2

3

4

5

(PPE) by the company 17.

Usage of PPE by the workers

1

2

3

4

5

18.

Efficiency of PPE in preventing accidents

1

2

3

4

5

19.

Proper handling of tools by the workers

1

2

3

4

5

20.

Identification of unsafe practices on site

1

2

3

4

5

48 21.

Identification

and

control

of

hazardous

activities 22.

Accident due to failure of

shoring /

scaffolding / formwork 23.

Accident due to improper usage of ladders

24.

Accident due to failure of equipment and plants

25.

Frequency of safety inspection carried out

26.

Co-ordination, control and management of sub-contractors

27.

Workers

language

and

communication

barriers 28.

Workers adaptation to working environment

29.

Degree and level of punishments in terms of fines

30.

Degree and level of punishments in terms of suspension from work

31.

Introduction of incentives for safe worker

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Any additional comments/suggestions

49

ANNEXURE B This booklet has been prepared based on the provisions of â&#x20AC;&#x153;BUILDING AND OTHER CONSTRUCTION WORKERS (REGULATION OF EMPLOYMENT AND CONDITIONS OF SERVICE) RULES, 1996â&#x20AC;?. The booklet has been prepared for possible implementation of required safety measures in construction sites.

The Act has been made applicable to even small establishments employing 10 workers in any building and other construction work.

SAFETY COMMITTEES. Every establishment wherein 500 or more building workers are ordinarily employed, there shall be a safety committee constituted by the employer which shall be represented by equal number of representatives of employer and the building workers employed in such establishment The main functions of the safety committee, shall be, 1. To identify probable cases of accident and safe practice in building or other construction work and to suggest remedial measures.

2. To stimulate interest of employees and building workers in safety by organising safety weeks, safety competitions, talks and film shows on safety, preparing posters or taking similar other measures as and when required or as necessary.

3. To go round the construction site with a view to check unsafe practices and defect unsafe conditions and to recommend remedial measures for their rectification including first aid, medical and welfare facilities.

4. To look into the health hazards associated with handling different types of explosives, chemicals and other construction materials and to suggest remedial measures including use of proper personal protective equipment.

5. To suggest measures for improving welfare amenities in the construction site and other miscellaneous aspects of safety, health and welfare in building or other construction work.

50 An employer shall ensure at a construction site of a building or other construction work that adequate measures are taken to protect building workers against the following features:

FIRE PROTECTION The such construction site is provided with,1. Fire extinguishing equipment sufficient to extinguish any probable fire at such construction site.

2. An adequate water supply at ample pressure to control fire hazard.

3. Number of trained persons required to operate the fire extinguishing equipment 4. Fire extinguishing equipment provided properly maintained and inspected at regular intervals of not less than once in a year by the responsible person and a record of such inspections is maintained;

EMERGENCY ACTION PLANS The employer at construction site shall be prepared for emergency action plan to handle the emergencies like, 1. Fire and explosion, 2. Collapse of lifting appliances and transport equipment, 3. Collapse of building, sheds or structures etc., 4. Gas leakage or spillage of dangerous goods or chemicals, 5. Drowning of building workers, sinking of vessels, and 6. Land slides getting building workers buried, floods, storms and other natural calamities.

FENCING OF MOTORS 1. All motors, cogwheels, chains and friction gearing, flywheels, shafting, dangerous and moving parts of machinery and steam pipes are securely fenced.

2. The fencing of dangerous parts of machinery is not removed while such machinery is in motion or in use.

51 3. No part of any machinery which is in motion and which is not securely fenced is examined, lubricated, adjusted or repaired except by a person skilled for such examination, lubrication , adjustment or repairs.

4. Machine parts are cleaned when such machine is stopped.

5. When a machine is stopped for servicing or repairs adequate measures are taken to ensure that such machine does not restart inadvertently.

LIFTING AND CARRYING OF EXCESSIVE WEIGHT No building worker lifts by hand or carries overhead or over his back or shoulders any material, articles, tool or appliances exceeding in weight the maximum limits set out in the following table unless aided by any other building worker or a mechanical device.

Person.

Maximum weight /load in kg

Adult-man

50

Adult-woman

30

Adolescent-male

30

Adolescent-female

20

HEALTH AND SAFETY POLICY Every establishment employing fifty or more building workers shall prepare a written statement of policy in respect of safety, and. health of building workers and submit the same for the approval of the Chief Inspector of Inspection of building and construction.

The policy referred shall contain the following, 1. The intentions and commitments of the establishment regarding health, safety, environmental protection of building workers; 2. Organisational arrangements made to carry out the policy referred specifying the responsibility at different levels of hierarchy; 3. Responsibilities of the principal employer, contractor, sub-contractor, transporter or other agencies involved in the building or other construction work: 4. Techniques and methods for assessment of risk to safety, health and environmental and remedial measures therefore;

52 5. Arrangements for training of building workers, trainers, supervisors or other persons engaged in the construction work: The establishment shall revise the policy referred as necessary under the following circumstances, namely:6. Whenever any expansion or modification having implication on safety and health of the building workers is made in such building or other construction work; or 7. Whenever any new building or other construction work, substances, articles or techniques are introduced having implication on health and safety of building workers.

OVERHEAD PROTECTION 1. The employer shall ensure at the building or other construction work that overhead protection is erected along the periphery of every building under construction which shall be of 15 m or more in height when completed.

2. Overhead protection referred shall not be less than 2 m wide and shall be erected at a height not more than 5 m above the base of the building and. the outer edge of such overhead protection shall be 150mm higher than the inner edge thereof or shall be erected at an angle of not more than 20째 to its horizontal sloping into the building.

3. The employer shall ensure at the building and other construction work that any area exposed to risk or falling material articles or objects is roped off or cordoned off or otherwise suitably guarded from inadvertent entry of persons other than building worker at work in such area.

SLIPPING, TRIPPING, CUTTING AND FALLING HAZARDS 1. All passage ways, platforms and other places of construction works at the building or other construction work shall be kept by the employer free from accumulations of dust, debris or similar materials and from other obstructions that may cause tripping.

2. Any sharp projections or protruding nails or similar projections which may cause any cutting hazard to a building worker at the building or other construction work

53 shall be removed or otherwise made safe by taking suitable measures by the employer.

3. No employer shall allow any building worker at building or other construction work to use the passageway or a scaffold, platform or any other elevated working surface which is in a slippery and dangerous condition and shall ensure that water, grease oil or other similar substances which may cause the surface slippery be removed or sanded, saw dusted or covered with suitable material to make it safe from slipping hazard at a building or other construction work.

4. Wherever building workers at a building or other construction work are exposed to the hazard of falling into water. They shall be provided by the employer with adequate equipment for saving themselves from drowning and rescuing from such hazard and if the Chief Inspector of Inspection of Building and Construction considers necessary.

5. Every open side or opening into or through which a building worker, vehicle or lifting appliance or other equipment may fall at a building or other construction work shall be covered or guarded suitably by the employer to prevent such fall except where free access is necessary by reasons of the nature of the work.

6. Wherever building workers at a building or other construction work are exposed to the hazards of falling from height while employed on such work, they shall be provided by the employer with adequate equipment or means for saving them from such hazards. Such equipment or means shall be in accordance with the national standards.

7. Whenever there is a possibility of falling of any material equipment or building worker at a construction site relating to a building or other construction work, adequate and suitable safety net shall be provided by employer in accordance with the national standards.

CORROSIVE SUBSTANCES The employer shall ensure that corrosive substances, including alkalis and acids, shall be stored and used by a person dealing with such substances at a building or other construction work in such a manner that it does not endanger the building worker and

54 suitable protective equipment shall be provided by the employer to a building worker during handling or use of such substances at a building or other construction work and in case of spillage of such substances on the building worker, immediate remedial measures shall be taken by the employer.

EYE PROTECTION. Suitable personal protective equipment for the protection of eyes shall be provided by an employer and used by the building worker engaged in operations like welding, cutting, chipping, grinding or similar operations which may cause hazard to his eyes at a building or other construction work.

HEAD PROTECTION AND OTHER PROTECTIVE APPAREL 1. Every building worker required to pass through or work within the areas at building or other construction work where there is hazard of his being struck by falling objects or materials shall be provided by the employer with safety helmets of type and tested in accordance with the national standards.

2. Every building worker required to work in water or in wet concrete or in other similar work at a building or other construction work shall be provided with suitable water-proof boots by the employer.

3. Every building worker required to work in rain or in similar wet condition at building or other construction work, shall be provided with water-proof coat with hat by the employer.

4. Every building worker required to use or handle alkalies, acid or other similar corrosive substances at a building or other construction work shall be provided with appropriate protective equipment by an employer, in accordance with the national standards.

5. Every building worker engaged in handling sharp object or materials at a building or other construction work which may cause hand injury, shall be provided with suitable hand-gloves by the employer, in accordance with the national standards.

55 ELECTRICAL HAZARDS 1. . The employer shall display and maintain suitable warning signs at conspicuous places at a building or other construction work.

2. Before commencement of any building or other construction work, the employer shall take adequate measures to prevent any worker from coming into physical contact with any electrical equipment or apparatus, machines or live electrical circuit which may cause electrical hazard during the course of his employment at a building or other construction work 3. In workplaces at a building or other construction work where the exact location of underground electric power line is not known, the building workers using jackhammers, crow bars or other hand-tools which may come in contact with a live electrical line shall be provided by the employer with insulated protective gloves and footwear of the type in accordance with the national standards.

4. The employer shall ensure that as far as practicable, no wiring, which may come in contact with water or which may be mechanically damaged, is left on ground or floor at a building or other construction work.

5. The employer shall ensure that all electrical appliances and current currying equipment used at a building or other construction work are made of sound material and are properly and adequately earthed. The employer shall ensure that all temporary electrical installations at building or other construction work are provided with earth-leakage circuit breakers.

VEHICULAR TRAFFIC 1. Whenever any building or other construction work is being carried on, or is located in close proximity to a road or any other place where any vehicular traffic may cause danger to building workers, the employer shall ensure that such building or other construction work is barricaded and suitable warning signs and lights displayed or erected to prevent such danger.

2. The employer shall ensure that all vehicles used at construction site of building or other construction work comply with the requirements of the Motor Vehicles Act 1988 (Central Act 59 of 1988) and the rules made there under.

56 3. The employer shall ensure that a driver of a vehicle of any class or description operating at a construction site of a building or other construction work holds valid driving licence under the Motor Vehicles Act, 1988 (Central Act 59 of 1988).

4. The maximum speed of vehicles plying in the construction sites should not exceed 20 Kmph

STABILITY OF STRUCTURES The employer shall ensure that no wall, chimney or other structure or part of a structure is left unguarded in such condition that it may fall, collapse or weaken due to wind pressure vibration due to any other reason at a site of a building or other construction work.

ILLUMINATION OF PASSAGE-WAYS The employer shall ensure that illumination sufficient for maintaining safe working conditions at a site of a building or other construction work is provided where building workers are required to work or pass and for passage ways, stairways and landing as per the requirement.

STACKING OF MATERIALS 1. All building materials are stored or stacked in safe and orderly manner to avoid obstruction of any passageway or place of work; 2. Material piles (or) stored or stacked in such a manner as to ensure stability; 3. Material or equipment is not stored upon any floor or platform in such quantity as to exceed its safe carrying capacity: and 4. Material or equipment is not stored or placed so close to any edge of a floor or platform as to endanger the safety of persons below or working in the vicinity.

DISPOSAL OF DEBRIS 1. Debris are handled and disposed of by a method which does not cause danger to the safety of a person.

57 2. Debris is not allowed to accumulate so as to constitute a hazard.

3. Debris is kept sufficiently moist to bring down the dust within the permissible limit.

4. Debris are not thrown inside or outside from any height of such building or other construction work.

5. On completion of work left over building material, article or other substance or debris are disposed of as soon as possible to avoid any hazard to any traffic or person.

USE OF SAFETY HELMETS AND SHOES 1. The Inspector may, having regard to the nature of hazards involved in the work carried out, order the employer in writing to supply to the building workers exposed to particular hazard at a building or other construction work, any personal protective equipment, namely safety Helmets and Shoes as may be found necessary.

2. The employer shall ensure that all persons who are performing such work wear safety, shoes and helmets conforming to the national standards.

AUTOMATIC SAFE LOAD INDICATORS 1. Every crane, if so constructed that the safe working load may be varied by raising or lowering of the jib or otherwise, is attached with an automatic indicator of safe working loads which gives a warning to the operator wherever the load exceeds the safe working load.

2. Cut-out is provided which automatically arrests the movements of the lifting parts of every crane if the load exceeds the safe working load, wherever possible.

INSTALLATION 1. Installation of cranes shall be made by competent persons.

2. It shall be installed as such appliances cannot be displaced by the load, vibration or other influences.

58 3. In a manner that the operator of such appliances is not exposed to danger from loads, ropes or drums.

4. In a manner that the operator can either see over the zone of operation or communicate with all loading and unloading points by signal, or other communication system.

5. Adequate clearance is provided between parts or loads of lifting appliances and the fixed objects such as walls and posts or electrical conductors.

6. The lifting appliances, when exposed to wind loading are given sufficient additional strength, stability and rigidity to withstand such loading safely; and no structural alterations or repairs are made on any part of the lifting appliances that affect the safety of such appliances without obtaining the opinion of the competent person to this effect.

OPERATION OF LIFTING APPLIANCES 1. Every crane driver or lifting operator possess adequate skill and training in the operation of the particular lifting appliance; 2. No person under 18 years of age is in control of any lifting appliance, scaffold winch, or to give signals to the operator.

3. Precaution is taken by the trained operator to prevent lifting appliance from being set in motion.

4. The lifting appliance operator attention is not distracted while he is working.

5. No crane, hoist, winch or other lifting appliance or any part of such crane, hoist winch or other lifting appliance is, except for testing purposes, loaded beyond the safe working load.

6. During the hoisting operations effective precaution is taken to prevent any person from standing or passing under the load in such operations.

7. Operator does not leave lifting appliance unattended while power is on or load is suspended to such appliance.

8. No person rides on a suspended load or on any lifting appliance.

9. Every part of a load in course of being hoisted or lowered is adequately suspended and supported to prevent danger.

59 10. Every receptacle used for hoisting bricks, tiles, slates or other material is suitably enclosed as to prevent the fall of any such materials.

11. The hoisting platform is enclosed when loose materials or loaded wheel-barrows are placed directly on such platform or lowering such material or wheel-barrows.

12. No material is raised, lowered or slowed with any lifting appliance in such a way as to cause sudden jerks to such appliance.

13. In hoisting a barrow any wheel of such barrow is not used as a means of support unless adequate steps are taken to prevent the axle of such wheel from slipping out of its bearings.

14. Long objects like planks or girders are provided with a tag line to prevent any possibility of danger while raising or lowering such objects.

15. during the process of landing of material, a building worker is not permitted to lean out into empty space for finding out of the loading and unloading of such material.

16. The hoisting of loads at places where there is regular flow of traffic is carried out in an enclosed space, or in case such hoisting is impracticable in enclosed space, measures are taken to hold up or divert the traffic during the time of such hoisting.

17. Adequate steps are taken to prevent a load in the course of being hoisted or lowered from coming into contact with any object to avoid any displacement of such load.

18. Appliances are provided and used for building heavy loads when raising or lowering heavy loads to avoid crushing of hands of building workers during such raising or lowering of loads.

HOISTS 1. Hoist towers are, designed according to relevant national standards.

2. Hoist shafts are provided with rigid panels or other adequate fencing, (i)

At the ground level on all sides of such shafts; and

(ii)

At all other levels on all sides of the access to such shafts;

3. The walls of hoist shafts, except at approaches, extend at least 2 m above the floor or platform of access to such shafts.

60 4. Approaches to a hoist are provided with gates which are, (i)

Gridded to maintain visibility;

(ii)

At least of 2 m height; and

(iii)

Equipped with a device which requires such gate to be closed before the platform of such hoist can leave the landing and prevents the gate from being opened unless such platform is at the landing.

5. Approaches to a hoist are adequately lit.

6. The guides of hoist platforms offer sufficient resistance to bending and to buckling in the case of jamming, by providing a safety catch.

7. Overhead beams and their supports are capable of holding the total maximum live and dead loads that such beams and supports will be required to carry, with a safety factor of at least five.

8. A clear space is provided, (i)

Above the highest stopping place of a cage or platform to allow sufficient unobstructed travel of such cage or platform in case of over winding.

(ii)

Below the lowest stopping place of such cage or platform.

9. Adequate covering is provided above the top of hoist shafts to prevent materials from falling into such shafts.

10. Outdoor hoist towers are erected on adequately firm foundations and are securely braced, guyed and anchored.

11. A ladder way extends from the bottom to the top of every outdoor hoist tower in case no other ladder way exists within easy reach.

12. The rated capacity of a hoisting engine is at least 1.5 times the maximum load that such engine will be required to move.

13. All gearing on a hoisting engine is securely enclosed.

14. Steam piping of a hoisting engine is adequately protected against accidental contact of such piping with a building worker.

15. Electrical equipment of a hoisting engine is effectively earthed.

16. A hoist is provided with suitable devices to stop a hoisting engine as soon as the platform of such hoist reaches its highest stopping place.

61 17. A hoisting engine is protected by a suitable cover against weather and falling objects.

18. A hoisting engine set up in a public thoroughfare is completely enclosed.

19. All exhaust steam pipes discharge steam in such a manner that the steam so discharged does not scald any person or obstruct the operator's view.

20. The motion of a hoist is not reversed without first bringing it to rest to avoid any harm from such reverse motion.

21. A hoist not designed for the conveyance of persons, is not set in motion from the platform of such hoist.

22. Pawls and ratchet wheels of a hoist, requiring disengagement of such pawls from such ratchet wheels, before the platform of such hoist is lowered, are not used.

23. A platform of a hoist is capable of supporting such maximum load that such platform may carry, with a safety factor of at least three.

24. A platform of a hoist is equipped with suitable safety gear which can hold such platform with its maximum load in case its hoisting rope breaks.

25. On platform of a hoist, the wheelbarrows or truck are efficiently blocked in a safe position.

26. A cage of a hoist or a platform, where the building workers are required to enter into such cage or to go on such platform at landing level, is provided with a locking arrangement to prevent such cage or platform from moving during the time a worker enters or leaves such cage or platform.

27. The sides of a platform of a hoist, which are not used for loading or unloading, are provided with toe-board and enclosures of a wire mesh or any other suitable means to prevent the fall of any part of a load from such platform.

28. A platform of a hoist, which has any probability of falling and part of load from it. is provided with an adequate covering with such fall.

29. The counter-weights of a hoist consisting of an assemblage of several parts are so constructed that such parts are rigidly connected together, 30. The counter-weights of a hoist run between guides.

31. At every level of work the building workers are provided with adequate platforms for performing such work.

62 CONCRETING WORK 1. Explain the sequence of steps to be taken for completion of the construction.

2. Formwork and shores used for concrete work are structurally safe and are properly braced or tied together so as to maintain position and shape.

3. Formwork structure used for concrete work has sufficient cat-walks and other secure access for inspection of such structure if such structure is in two or more tiers.

4. A building worker handling cement or concrete, wears close-fitting clothing, gloves, helmet or hard hat, safety goggles, proper foot wear and respirator or mask to protect him from danger in such handling.

5. Moving parts of the elevators, hoists, screens, bunkers, chutes, grouting equipment used for concrete work and of other equipment used for storing, transport and other handling ingredients of concrete are securely fenced to avoid contact of building workers with such moving parts.

6. Concrete buckets used with cranes or aerial cable ways are free from projections from which accumulations of concrete could fall; and movements of concrete buckets are governed by signals necessary to avoid any danger by such movements.

7. Scaffolding carrying a pipe for pumped concrete is strong enough to support such pipe at time when such pipe is tilled with concrete or water or any other liquid and to bear all the building workers who may be on such scaffold at such time, safely.

8. Every pipe for carrying pumped concrete is securely anchored at its end point and at each curve on it; provided near the top of such pipe with an air release valve: and securely attached to a pump nozzle by a bolted collar or other adequate means.

9. The operation of concrete pumps is governed by standard signals.

10. A building worker, who is in good physical condition, operates vibrators used in concreting work; all practical measures are taken to reduce the amount of vibration transmitted to the operators working in concreting work.

11. Care to be taken that the building workers do not stand directly over jacking equipment while stressing of concrete girders and beams is being done.

63 BEAMS, FLOORS AND ROOFS 1. Horizontal and diagonal bracings are provided in both longitudinal and transverse directions as may be necessary to provide structural stability to formwork used in concreting work and shores used in such concreting work are properly seated top and bottom and secured in their places; 2. Where shores used in concreting work rest upon the ground base plates are provided for keeping such shores firm and in level; 3. Where the floor to ceiling height of a concreting work exceeds 9 m, the formwork deck used in such concreting work is supported by shores constructed 2 or more tiers, or where the dead, live and impact loads on the formwork used in such concreting work exceed 700 kg/m2 , the structure of such formwork is designed by a Professional Engineer.

STRIPPING 1. Stripping of form work used in concreting work commenced until the concrete such form work is fully set, examined and certified to this effect by the responsible person and record of such examination and certification is maintained.

2. Stripped forms in concreting work are removed or stock-piled promptly after stripping from all areas in which building workers are required to work or pass.

3. Protruding nails, wire ties and other form work accessories not required for subsequent concreting work are pulled, cut or otherwise made safe.

RESHORING Reshoring used in concreting work is provided to a slab or beam for its safe support after its stripping or where such slab or beam is subjected to superimposed loads due to construction above such slab or beam.

EXCAVATION AND TUNNELING WORKS 1. Suitable warning signs or notices, required for the safety of building workers, carrying out the work of an excavation or tunneling shall be displayed or erected at conspicuous places at such excavation or tunneling work.

64 2. The employer shall ensure at a construction site of a building or other construction work that all work places where excavation or tunneling work are carried out shall be adequately illuminated.

3. The plank used for sheet piling in excavation or tunneling work is of sound material with adequate strength; shores and braces used in excavation or tunneling work are of adequate dimensions and are so placed as to the effective for their intended purposes.

4. Earth supported shores or braces used in excavation or tunneling work bear against a footing of sufficient area and stability to prevent the shifting of such shores or braces.

5. The employer shall ensure that the ladders, stair cases or ramps are provided, as the case may be, for safe access to and egress from excavation where the depth of such excavation exceeds 1.5 m.

6. When the depth of a trench requires two lengths of sheet piling, one above the other, the lower piling is set inside the bottom strings or walls of the upper piling and such sheet piling is driven down and braced as the excavation continues and all metal sheet piles used in excavation or a trench are welded end to end and secured by other similar means.

7. The machinery used in excavation and tunneling work is positioned and operated in such a way that such machinery does not endanger the operator of such machinery or any other person in the vicinity. The vibration of the machinery should not be transferred to supporting structures.

8. There is should not be exposed live wire in working areas at an excavation work which are accessible to building workers other than those authorised to work on such live lines.

9. In case of cohesive soils like clay, silty clay, sandy clay, clay loam etc. an minimum sloping of 3/4:1 is to be provided.

10. For type B granular cohesion less soils including angular gravel (similar to crushed rock), silt, silt loam, sandy loam an minimum sloping of 1: 1 be provided.

65 11. For type C soils like gravel, sand, loamy sand, submerged soil or soil from which water is freely seeping; or submerged rock that is not stable a sloping of 1.5 : 1 is to be provided.

LADDERS AND STEP-LADDERS 1. Every ladder or step-ladder used in building or other construction work is of good construction, made of sound material and of adequate strength. The side rails should be nonconductive such as wood or fiberglass.

2. When a ladder is used as a means of communication, such ladder is lashed to a fixed structure so that while working on such ladder it does not slip.

3. A ladder or a step ladder does not stand on loose bricks or other loose packing and has a level and firm footing.

4. Where it is required, in case of use of fixed ladders, sufficient foot-holds and hand-holds are provided for use by the building worker.

5. The ladder needs to be secured so as to prevent undue swaying, equally and properly supported on each of its upright.

6. Placed as nearly as possible at a inclination of 4:1.

7. The employer shall ensure that no ladder is used which has a missing or defective rung or a rung which depends for its support solely on nails, spikes or other similar fixing.

8. The ladders are to be constructed upright of adequate strength and are made of straight grained wood free from defects and having the grain of such wood running length-wise.

SAFETY BELT 1. Safety belt, life lines and devices for the attachment of such life line conform to the relevant national standards; every building worker is supplied with safety belt and safety life lines for his protection and such building worker uses such bells and life lines during the performance of his work.

66 2. The minimum breaking strength for anchors should be 3.5 kN or 4 times the weight of worker and that of the wires of lifeline should not be less than 26.7 kN for vertical lifeline and 89 kN for horizontal lifeline.

3. The use of safety belt must be insisted for working at height more than 2 m.

Free-fall of a person should not to exceed 1.80 m 4. All building workers using safety belts and safety life lines have the knowledge of safe use and maintenance of such belts and life lines and are supplied with necessary instructions.

SAFETY NET Every safety net is of adequate strength made of sound material and is suitable for use and conforms to the relevant national standards.

1. The responsible person for maintenance of the safety nets and their use ensures safe fixing of such safety nets and provides such safety nets with suitable and to sufficient anchorage so that the purpose for which such safety net is intended for use is served.

2. The net used for protecting person from falling should be 100 x 100 mm mesh and that used to protect person working below be 25 x 25 mm mesh.

3. The free fall distance should not exceed 6.0 m 4. For working at a height of 3.0 m the net shall extend up to 1.5 to 3.0 m. When the height exceeds 4.0 m the net shall be provided for a minimum extension of 4.0 m.

FORM WORK 1. All form works are properly designed keeping in view the safety of building workers, building or structures.

2. A responsible person for structural frame and form work,-inspects and examines the material, timber, structural steel and scaffolding for its strength and suitability before being taken into use.

3. Necessary steps or measures to correct any situation with a view to prevent accident or dangerous occurrence during performance of such structural frame and form work be taken.

67 SCAFFOLD 1. Every scaffold and every component thereof is of adequate construction, made of sound material and free from defects and is safe for the purposes for which it is intended for use.

2. When bamboo is used for scaffolding, such bamboo is of suitable quality, good condition, free from protruding knots and stripped off to avoid any injury to building workers during handling such bamboo.

3. No building worker is permitted to work on a scaffold which has been damaged or weakened unless adequate safety measures have been taken to ensure the safety of such building workers; and necessary warning signs are displayed at such places where repairs of scaffold are undertaken.

4. Where a scaffold or a part of a scaffold is used which has previously been used by another employer for his building workers, such scaffold or part thereof is used only after its inspection and examination by a responsible person for its use that such scaffold or part is safe and fit for such use.

5. The height of every tower scaffold used in building or other construction work is not more than 8 times, the lesser of a base dimension of such scaffold.

6. All metal scaffolds used in building or other construction work conform to the relevant national standards.

WORKING PLATFORM. 1. Working platform is provided around the face or edge of a building adjoining at every uppermost permanent floor of such building under construction and at any level where construction work of such building is carried out.

2. A platform is designed to suit the number of building workers to be employed on each bay of a scaffold work on such platform and the materials or articles and tools to be carried with them in such bay.

3. The safe working load and the number of building workers to be employed in each bay of a scaffold are displayed for the information of all the building workers employed at such construction site.

68 4. Board, plank and decking used in construction of a working platform is of uniform size and strength and is capable of supporting the load and the number of building workers in accordance with the relevant national standards keeping in view the safety of such building workers.

5. Material decking, which forms part of a working platform is provided with non-skid surface and no board or plank, which forms the working platform is projected beyond its end support.

6. Adequate measures are taken to prevent injury which may be caused by falling material and objects by using safety nets or other suitable means; concrete, other debris or materials are not allowed to accumulate at any platform on a scaffold.

7. Where a work is to be done at the end of a wall, working platform at such work place is faced or wherever practicable, at least sixty centimeters beyond the end of such walls.

8. The working platform should be 600 mm wide when used for person and 800 mm when used for person & material.

9. Overhang of the platform should be minimum 50 mm to a maximum

of

4 times the thickness of the board used.

10. The maximum allowable span between supports of the working platform be 1.5 m for 1.5â&#x20AC;? thick plank and 2.6 m for 2â&#x20AC;? thick plank.

OPENING 1. There is no opening in any working platform except for allowing access to such working platform.

2. Wherever opening on a platform is unavoidable, necessary measures for protection against falling of objects or building workers from such platform are taken by providing suitable safety nets, belts or any other similar means.

3. Access from one working platform to another platform on a scaffold, if required, is provided with suitable and safe ladder for the use of building workers, working on such platform.

69 GUARDRAILS 1. Every side of a working platform from which a person is liable to fall is provided with suitable and safety guardrails and toe-board of adequate strength to prevent fall of any building worker, material or tools from such platform.

2. Rails must be able to withstand a minimum force of 75 kgs. / mt.

3. The top rails should be provided at a height of 900 mm.

4. Toe boards for guardrail should be at least 150 mm wide.

Preventable Accidents, if not prevented due to our negligence, It is nothing short of a murder.

- Dr.S.Radhakrishnan