SHIP Best-Practices Handbook

Construction Project Safety-Management

Best-Practices Handbook

CONSTRUCTION PROJECT SAFETY MANAGEMENT BEST PRACTICES HANDBOOK

Sathyanarayanan Rajendran and Mandi Kime

TABLE OF CONTENTS Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Chapter 1 – Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 2 – Overview of the Construction Industry and Safety . . . . . . . . . . . . . . . . . . 3 Chapter 3 – Project Team Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Chapter 4 – Safety in Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Chapter 5 – Pre-Bid and Pre-Construction Meetings . . . . . . . . . . . . . . . . . . . . . . . . . 45 Chapter 6 – Project Safety Staffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Chapter 7 – Designing for Construction Worker Safety . . . . . . . . . . . . . . . . . . . . . . . 69 Chapter 8 – Use of Modern Technology in Construction Safety Management . . . . . 81 Chapter 9 – Project Safety Startup Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Chapter 10 – Construction Site Public Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Chapter 11 – Construction Site Employee Wellness Program . . . . . . . . . . . . . . . . . . 121 Chapter 12 – Development of Site Specific Safety Plan (SSSP) . . . . . . . . . . . . . . . . 127 Chapter 13 – Job Hazard Analysis & Pre-Task Planning . . . . . . . . . . . . . . . . . . . . . 139 Chapter 14 – Safety Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161 Chapter 15 – Workplace Substance Abuse Program . . . . . . . . . . . . . . . . . . . . . . . . . 185 Chapter 16 – Accident Investigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197 Chapter 17 – Construction Site Emergency Management . . . . . . . . . . . . . . . . . . . . . 225 Chapter 18 – Employee Recognition Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 Chapter 19 – Return to Work Program Management . . . . . . . . . . . . . . . . . . . . . . . . 243 Chapter 20 – Construction Work-Related Musculoskeletal Disorders (WMSDS) . . 261 Chapter 21 – Safety Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271 Chapter 22 – Safety Performance Measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 Chapter 23 – Construction Site Environmental Management . . . . . . . . . . . . . . . . . . 291 Chapter 24 – Project Commissioning and Turnover . . . . . . . . . . . . . . . . . . . . . . . . . 311 Chapter 25 – Project Safety Records Management . . . . . . . . . . . . . . . . . . . . . . . . . . 315 i

ACKNOWLEDGMENTS Funding and support for this project have been provided by the State of Washington, Department of Labor and Industries, Safety and Health Investment Projects (SHIP) grant (Grant No. 2013ZH00237). This project would not have been possible without the hard work and dedication of the project team.  Safety and Health Investment Projects (SHIP), Department of Labor and Industries, State of Washington  Associated General Contractors of Washington (AGC of WA) o Mandi Kime, Director of Safety; Coauthor and Grant Project Manager for AGC of WA o Andrew Ledbetter, Safety Specialist o Penny Schmitt, Administrative Support  Central Washington University o Dr. Sathyanarayanan (Sathy) Rajendran, Ph.D. CSP; Author and Grant Project Manager for CWU o Heather Harrell, Post-Award Manager, Grant Accounting o Julie Guggino, Director, Research and Sponsored Programs The project team would like to thank the construction safety subject matter experts for serving as chapter peer reviewers. We acknowledge the input of the handbook development committee members for their valuable input and guidance throughout the development of this handbook. This handbook would not be possible without their contributions, insight, and advice. We wish to acknowledge the support we received from the contractors who shared their best practices in the form of pictures, forms, programs, and processes. We also express our sincere thanks to the safety and health management and construction management students from Central Washington University who assisted with the data collection. Handbook Development Committee Members • Drew Rosenfelt, LEED AP; PSF Mechanical, Inc. • Jamie Stuart; Valley Electric Co. • John L. Burdick, PCL Construction Services, Inc. • Jon Andersen, CSP, CHST, CET; Centennial Contractors Enterprises, Inc. • Mandi Kime; Associated General Contractors of Washington • Mark Gauger; G.L.Y. Construction • Pete Campbell; BNBuilders

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Peer Reviewers • Cole Davis, NOVA Group Inc. • Chris Grover, CSP, CRIS, RRE; CNA Insurance • Donna Emmert, CPDM; Zurich Services Corporation • Drew Rosenfelt, LEED AP; PSF Mechanical, Inc. • Gavin Banks, Turner Construction Company • Jamie Stuart; Valley Electric Co. • Jerry Shupe, CSP; Hensel Phelps Construction Co. • John Gambatese, Ph.D., P.E., Oregon State University • John L. Burdick, PCL Construction Services, Inc. • Jon Andersen, CSP, CHST, CET; Centennial Contractors Enterprises, Inc. • Keith Dyer, CSP; Walsh Pacific • Kerry Soileau; Ferguson Construction, Inc. • Kimberley Gamble, CHST; Andersen Construction • Mandi Kime; Associated General Contractors of Washington • Mark Gauger; G.L.Y. Construction • Melanie Preusser; Zurich Services Corporation • Mike Andler, CRIS; Central Washington University • Pete Campbell; BNBuilders • Rick Zellen, CSP, ARM, CRIS, STS-C; Zurich Services Corporation Construction Contractors • Andersen Construction Co., Inc. • Andgar Corporation • Balfour Beatty Construction • BNBuilders • Exxel Pacific Inc. • G.L.Y. Construction • Gary Merlino Construction Company • Goodfellow Bros., Inc. • Guy F. Atkinson Construction, L.L.C. • Hensel Phelps Construction Co. • Hoffman Construction Company of Oregon • Hudson Bay Insulation • Korsmo Construction • Lydig Construction • Morley Builders • NOVA Group Inc. • PCL Construction Services, Inc. • PSF Mechanical, Inc. • Sellen Construction • SNC-Lavalin • Turner Construction Company iv

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INTRODUCTION Construction worker safety and health continues to be an important concern for the Washington construction industry. The industry has consistently experienced higher injury and illness rates compared to other states. In fact, the 2011 WA construction total recordable case rate per 100 full-time workers was the highest in the nation (8.7).1 Not only are construction injuries a significant cause of humanitarian concern, but the high cost associated with these injuries and deaths is also a motivation for an improved safety performance in the construction industry. The “technical” causes of injuries and illnesses (e.g. falls) in construction have long been recognized, and their persistence continues to frustrate construction safety and health practitioners. Improvement in project safety management practices is needed to lower the level of risk and improve worker safety and health performance. There is a great deal of knowledge of specific successful management practices, from pioneering safe companies, which can be used to enhance construction safety and health of the overall industry. To prevent injuries, illnesses, and fatalities, many construction contractors have implemented successful strategies (“best practices”), which are “above and beyond” regulatory compliance that have helped them improve worker safety and health performance. Even though the construction industry shares a common goal of creating an injury and incident free work environment on its jobsites, there is no common medium to share these best practices that will benefit other contractors and the industry as a whole. These best practices, if shared, can benefit the industry to fulfill its goals of creating an injuryfree work environment on construction sites. Instead of re-inventing the wheel, contractors, who are interested in improving their safety performance, can implement proven best practices during different project phases (e.g. Design or Construction) within their projects, thereby improving their project safety and health performance. 1.1 PURPOSE The purpose of the Construction Project Safety Management Best Practices Handbook is to provide comprehensive coverage of best practices from contractors of all phases of a construction project from project planning, design, project start-up, construction, commissioning, and closeout, in separate chapters. The handbook also provides various templates of safety planning forms and checklists (e.g. Pre-construction safety meeting checklist). They can be easily replicated by medium or smaller companies who otherwise cannot afford to create these tools from scratch. Each chapter has an “additional resources” section at the end for those who wish to explore more deeply into the topic area. The handbook’s scope is limited to safety management, administration, and programs in construction. The handbook’s primary focus is on project safety administration/management programs. 1 BLS (2013).

State Occupational Injuries, Illnesses, and Fatalities, available at http://www.bls.gov/iif/oshstate.htm#WA (accessed 7 October 2013).

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1.2 SCOPE The handbook is written to meet the needs of project owners, and small and medium-sized contractors as a ready reference guide for project site safety management. It will also be helpful as a safety management training manual for entry-level safety, and construction professionals. University and college instructors can use this handbook as a construction safety management course textbook for students who are pursuing safety management or construction management degrees. 1.3 REGULATORY JURISDICTION All regulatory requirements referenced in this handbook are based on Washington Division of Occupational Safety and Health (DOSH) regulations. However, the handbook contains several safety management best practices from various contractors in the form of safety forms, checklists, programs, etc., as exhibits in most chapters. These best practice tools are only included as an example, and the readers should be aware that these contractors may reference safety regulations depending on their regulatory jurisdictions. It is the reader’s responsibility to ensure that they adapt the best practices provided in this handbook for their jurisdiction and comply with all applicable local, state, and federal regulations affecting their workplace. In addition, please note the materials available in this handbook are intended to provide general information about the subject matter covered. They are not meant to provide legal advice. Readers should contact their attorney to obtain advice with respect to any particular issue or problem.

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OVERVIEW OF THE CONSTRUCTION INDUSTRY AND SAFETY Construction worker safety continues to be a major concern for the U.S. construction industry. It is one of the most hazardous industries in the United States, historically employing about five percent of the country’s workforce, yet has accounted for a disproportionate number of on-the-job injuries. It is important that readers understand the characteristics of the industry, before reviewing the safety management best practices that will help them improve worker safety and health performance. Hence, this handbook included this opening chapter to provide a basic overview of the construction industry for readers who are unfamiliar with the industry including:  Nature of the construction industry  Industry classification  The construction team  The project life cycle  The project team  Influence of project factors on safety  Safety in the construction industry 2.1 NATURE OF THE CONSTRUCTION INDUSTRY The construction industry serves the human needs by building new structures and adding to, altering, repairing, and maintaining existing structures. These structures include but not limited to buildings, highways, bridges, dams, power plants, refineries, airports, railroads, docks, canals, levees, sewage treatment plants, and many others. The construction sector is one of the largest of all U.S. industries, with its total expenditures accounting for typically 6 to 12 percent of the Gross National Product (GNP). The total annual volume of new construction in the U.S. was $930 billion in 2013. According to the U.S. Census Bureau, there were 729,345 U.S. establishments that can be classified as construction firms in 2007, with an average of ten employees per establishment. However, not all businesses are similar. Some establishments are gigantic, generating revenues in billions of dollars, and few generate revenues in millions, and a majority generate tens of thousands of dollars. Some firms engage in international work, but most do business close to their primary office location. Remember there are very stringent requirements to run a construction business, mainly in the form of contracting licenses, to ensure public health and safety. The construction establishments have one of the highest failure rates in the U.S. due to the high risk involved. Smaller firms have a high failure rate, compared to larger ones. The industry has a very lowprofit margin mainly due to the competitive nature of the industry. During the 2008 recession, some companies were doing work for less than 1% profit. In addition, the construction industry is cyclic, 3

responds quickly to changes in the nation’s economy. The amount of construction work taking place at any given time is dependent on several factors including government expenditures, business needs, tax laws, seasonal changes, and others. A construction firm’s work on each structure is commonly referred to as a “project.” Construction projects are very complex, especially because each project is unique, and custom-built on the site by, to some degree, by an entirely different construction team. The workforce engaged in the building of these projects are classified based on their association with the union as a closed shop or open shop. A construction firm having a contract with one or more trade unions to employ only union members is called a closed shop firm. On the other hand, a company that employs workers without regard to union membership is called an open shop firm. There are companies that use a combination of these both arrangements. 2.2 INDUSTRY CLASSIFICATION The construction industry is commonly divided into four broad categories such as residential, building, engineering, and industrial construction (Table 2-1). While few construction firms specialize in all these four areas, many companies limit their scope to one or two. Table 2-1: Four Common Construction Industry Divisions and Example Projects1 Type Residential Building Engineering Industrial Examples Single-family house Healthcare Bridges Refineries Multifamily house

Offices

Tunnels

Steel mills

Condominiums

Educational

Dams

Power plants

Low-rise apartments

Religious

Levees

Smelters

High-rise apartments Public safety

Market Share Ownership

40-45 percent Mostly private

Sewage treatment Chemical plants

Amusement

Water treatment

Nuclear

Recreation

Railroads

Aviation

Government 25-30 percent Mostly private

Pipelines 20-25 percent Public

5-10 percent Private

2.3 THE CONSTRUCTION TEAM The construction team includes the owner, general contractors, specialty contractors, architects, engineers, workers, consultants, unions, vendors, suppliers, sureties, lending agencies, regulatory agencies, other government agencies, insurance companies, attorneys, consultants, and others. The major stakeholders are the owner, designer (Architect/Engineers (A/E)), general contractor, subcontractors, and the craft workers. 1 Clough, R.H, Sears, G.A., and Sears, SK. (2005). Construction Contracting – A Practical Guide to Company Management. Seventh Edition. John Wiley & Sons Inc. New Jersey.

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2.3.1 Owner The owner is an individual or entity who initiates, funds and enjoys the benefits of the completed project. Construction projects are typically classified as privately funded or publicly funded (local, state, or federal). In 2013, approximately 72% ($664 billion) of construction was privately financed, and various public agencies funded 28% ($266 billion) of construction. In this handbook, the term owner is used to designate this role. 2.3.2 Architect / Engineer (A/E) The A/E, commonly referred to as a designer, performs the design of the construction project. The architect’s services are predominantly used when designing residential or building projects, and engineers are commonly used to design industrial and heavy civil projects. Upon the owner’s request, the designers also provide construction phase services such as, oversee change order management, perform site inspections, review and approve progress payments and many other functions. In this handbook, the term designer is used to designate the A/E. 2.3.3 General Contractor (GC) The general contractor (GC), also known as the prime or controlling contractor, is the construction firm that is in “contract” with the owner to construct the project, according to the designer’s plans and specifications. In this handbook, the term general contractor will be used to designate the prime contractor. While some GC firms will have tradespeople to perform a part of the project scope (e.g., concrete scope) called self-performed work, they mostly hire specialized contractors to perform significant portions of the construction work. The GC is responsible for completing a successful project by controlling the four crucial project elements: safety, quality, cost, and schedule. The GC frequently interacts with the designer to implement the project design, gather and evaluate subcontractor bids, obtain necessary government permits, and coordinate all subcontractors. The GC can be held liable for the negligence of subcontractors. 2.3.4 Subcontractor The subcontractor or specialty contractor is also a construction firm that contracts with the GC to perform a portion of the project scope (e.g., site preparation, structural, mechanical work, and electrical work), but are not responsible for the entire project. Subcontractors may also give part of their contract to other contractors, who are commonly known as “sub-tier” subcontractors. For example, a mechanical subcontractor sometimes will subcontract insulation of pipes and HVAC system to specialized insulation contractors. 2.3.5 Craft workers The specialty contractor, depending on their trade, will hire construction crafts from diverse trades. Common tradespeople one can see on a typical construction site include:  Construction laborers and helpers  Construction equipment operators/Operating engineers  Truck driver  Boilermaker 5

 Welder  Carpenters  Cement finishers  Structural iron and steel workers  Masons – brick, block, and stone  Electricians  Drywall and ceiling tile installers, and tapers  Elevator installers  Glaziers  Painters  Plumbers, pipefitters, and steamfitters  Sheet metal workers  Insulation workers  Tile and marble setters  Roofers  Hazardous materials removal workers Please refer the occupational outlook handbook by the U.S. Bureau of Labor Statistics, which provides a detailed description of these occupations and commonly performed tasks on the construction site.2 The construction workforce is very diverse, with about 2 million construction workers in 2010 were born in foreign countries, with 24% Hispanic workers in the industry. Construction had the highest percentage of Hispanic workers in 2010, only second to agriculture.3 Union members in construction have advantages in educational attainment, wage and fringe benefits, training, and longer employment tenure, compared with non-union workers.4 In 2011, more than 1 million construction workers were union members accounting for 15.2% of the 6.7 million wage-and-salary workers in construction. In 2010, the average age of a construction worker was 41.5. 2.4 THE PROJECT LIFE CYCLE The project lifecycle starts with the conceptual planning phase and continues through design, procurement, construction, startup and commissioning, operations, and maintenance. 2.4.1 Planning Phase During the planning phase the owner expresses the need for a new structure, identifies project needs and scope, hires consultants to perform project feasibility study (i.e., in terms of finance, schedule, risks), and makes the decision whether to proceed with the project. This phase also involves the selection of the project designer.

2 U.S. Bureau of Labor Statistics. Occupational Outlook Handbook, 2013-14 Edition. http://www.bls.gov/ooh/construction-and-extraction/ (Accessed December 2014)

3 The Center for Construction Research and Training (CPWR). The Construction Chart Book, 5th Edition.

http://www.cpwr.com/sites/default/files/publications/5th%20Edition%20Chart%20Book%20Final.pdf (Accessed December 2014)

4 The Center for Construction Research and Training (CPWR). The Construction Chart Book, 5th Edition.

http://www.cpwr.com/sites/default/files/publications/5th%20Edition%20Chart%20Book%20Final.pdf (Accessed December 2014)

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2.4.2 Design Phase The project designer starts the design phase with a preliminary design concept that meets the owner’s specifications regarding the project’s use, appearance, and cost. Once the owner reviews the preliminary design and approves it, the designer will then develop detailed drawings and specifications for the construction of the project. The owner also obtains any land use approvals and any appropriate permits, and sometimes even orders long-lead equipment that will be part of the final facility. 2.4.3 Contract Phase The project is now ready for construction. Thus, the owner will begin the general contractor (GC) selection process. The construction drawings and specifications are given to the prospective GCs for bidding, which will allow them to prepare an accurate estimate of the project cost. Readers should have some basic understanding of the most common contracting methods and project delivery methods. A brief overview is provided in this chapter. There are three common ways of delivering a construction project:  Design-bid-build (DBB) – The DBB is the traditional and most common project delivery method to deliver projects. It involves three distinct phases: the design phase, the bid phase, and the build phase. There is no overlap between the three phases, and each phase is finished before the next one begins. The owner contracts separately with the design firm to design the project and develop construction plans and specifications, and the GC to construct the project.  Design-build (DB) – The DB method also called as fast-tracking method, overlaps the project design and construction phase. The DB method has gained popularity in the last two decades, and might overtake DBB as the most common method of project delivery. There are several variations, but in all cases the owner maintains a single contract: 1. The owner contracts with a “single entity” (integrated design-builder) to provide both design and construction services. 2. The owner contracts with a “joint-venture” between design and construction firms to provide design-build services. 3. The owner contracts with a “GC” as the design-builder, and then the GC subcontracts the design to an A/E firm. 4. The owner contracts with a “design firm” as the design-builder, and then the design firm subcontracts the construction scope to a GC. Though many variations exist, compensation for the DB firm is usually based on a fixed price or a guaranteed maximum price (GMP). The owner is essentially asking the DB firm to finish their scope of work within a certain dollar amount.  Construction Manager/General Contractor (CM/GC) – The CM/GC is a modified DB process in which the owner enters into a contract with a design firm and a CM/GC firm separately. The CM/GC is selected at an early point in the design phase, typically using a competitive selection process. The construction input during the design by the CM/GC firm is one of the major advantages of this method. The CM/GC firm can collaborate with the designer on the development of the design and preparation of design documents. Once the design has progressed to an acceptable level, the CM/GC firm submits a guaranteed maximum price (GMP) for the project to the owner. After reaching a GMP agreement, the construction begins. 7

There are two major types of contracting methods used by construction owners to select a contract with the GC. They are competitive bidding and negotiated contract.  Competitive Bidding – A majority of the public owners obtain competitive bids or hard-bid, from multiple GCs, and awards the project to the lowest responsible bidder using a “lumpsum” contract. Many state statutes require hard-bids. Any change in scope or price needs a change order to be approved by the owner or designee. Hard-bid contracts can create adversarial relationship between owner, A/E, and GCs; since most times the A/E acts as the owner’s representative during the construction phase by reviewing change orders approvals and progress payments approvals.  Negotiated Contract – Without going through the competitive bidding process, most private owners negotiate a contract for a project with a preselected construction firm, based on experience on similar projects, qualifications, reputation, and other reasons. This method is gaining popularity in recent years. With many state legislations allowing for negotiated contracts, even public agencies are using this approach over the past few years. The negotiated contract typically involves a cost plus an agreed upon percentage of the GC’s overhead and profit. Since this method does not require bid, it saves some time for the owner. 2.4.4 Construction Phase Once the owner gives the approval to proceed with construction, the GC procures the services of several subcontractors to complete the project using either competitive bidding or negotiated contract. The primary objective of the GC is to build the project per the drawings and specifications. There are four main aspects of construction that the contractor will control. They include safety, cost, schedule, and quality. At substantial completion, a punch list is prepared which identifies items that must be completed before the project can be accepted by the owner. Final completion occurs when all of the punch list items have been taken care by the GC. 2.4.5 Turnover Phase Commissioning, closeout, and turnover is the next stage of the construction project life cycle. Commissioning is done to ensure the building systems, equipment, and the overall facility functions correctly. During this phase, the contractor typically moves out of the project. 2.4.6 Operations and Maintenance The final stage is the operations and maintenance phase, which includes all the services required to ensure a facility or equipment functions as designed. 2.5 THE PROJECT TEAM (CONTRACTOR HIERARCHY) Construction projects are complex and need a team with a variety of professionals. A sample contractor hierarchy is shown in Figure 2-1 that will help readers understand the construction site hierarchy. Figure 2-1 is an example, remember the hierarchy will vary from project to project, depending on project size, and complexity. But, the critical thing is to understand is that these are the members who are responsible and accountable for safety. The primary focus should be on the supervision and craft workers: 8

 Project Manager  Superintendent  General Foreman – assigned when there are 3 to 5 foremen  Foreman – typically 10 or fewer craft workers are assigned to a foreman, called the crew.  Craft Workers

General Contractor

2nd Tier Subcontractors Vendors/Suppliers

Subcontractor # 1

Project Manager

Self-perform Work

Project Manager

Project Superintendent

Supervision

Superintendent

Project Engineers, Field Superintendents, etc.

Estimators

1-2 General Foreman

Safety

3-5 Foremen

Security

10 Workers

Schedulers Contract Managers Clerical Staff

Figure 2-1: Example General Contractor, Subcontractor, and Supervision Hierarchy 2.6 INFLUENCE OF PROJECT FACTORS ON SAFETY This chapter discusses the influence of various project factors and on project safety such as:  Project life cycle  The construction team  Project delivery methods 2.6.1 Project Life Cycle vs. Safety When should a project consider construction worker safety? In order to have a high influence on project safety performance, construction safety should be a primary consideration during the conceptual and preliminary design phases of the project development process as shown in the time-safety influence curve in Figure 2-2.

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Figure 2-2: Time / Safety Influence Curve5 2.6.2 Construction Team Players vs. Safety The parties who have significant control of and/or influence on the construction worker safety and health are the owner, general contractor, subcontractor, and designer. Just as each party influences and contributes to the completed project in its own way, each affects the construction site safety differently. A wealth of literature exists in the area of construction safety that has identified the roles and influence of the four major parties (owner, constructors, subcontractors, and designers) that are summarized below:  Owners – Safety elements that should be implemented by owners to improve safety are: o Owner safety commitment o Selection of GCs based on safety (injury rates, qualifications of safety and project management staff, quality of contractor safety program) o Safety requirements in contracts (safety representative, resume of safety personnel, site specific safety plan, CEO safety commitment letter, and minimum training) o Owner involvement in safety activities during pre-planning, design, and construction phases  General Contractors - There seems to be a consensus among the safety researchers and professionals that the major elements that will help achieve better safety performance mostly revolve around the nine zero accident techniques:6 o Demonstrated management commitment o Staffing for safety 5 Szymberski, R. (1997). Construction Project Safety Planning. TAPPI Journal, 80(11), 69-74. 6 Hinze, J., Mathis, J., Frey, P.D., Wilson, G., DeForge, P., Cobb, M., and Marconnet, G. (2001). “Making Zero Accidents a Reality,” Annual Conference of the Construction Industry Institute, San Francisco, CA.

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o o o o o o o

Safety planning Safety training and education Worker participation and involvement Recognition and rewards Subcontractor management Accident/incident reporting and investigations Drug and alcohol testing

 Subcontractors – Research on a subcontractor’s role in construction safety has been minimal. Some of the significant subcontractor safety elements include: o Task coordination by analyzing project schedule o Have fewer contractors on the project o Hiring known subcontractors by the GCs o GC or CM provided a full-time project safety representative o GC discussed safety at coordination meetings and pre-job meetings o GC monitored project safety performance o GC required full compliance with the safety regulations from subs o Top management commitment/involvement in project safety o Minimizing worker turnover o Implementing employee drug testing o Training with the assistance of contractor associations  Designers – Some of the significant designer elements include:7 o Safety during conceptual planning stages of the project o Safety in design concept o Safety during constructibility reviews o Life cycle safety review o Safety training for designers o Inclusion of hazard symbols in project plans o Involvement of foremen (GC) in constructibility review/design process o Use of the Design for Construction Safety Toolbox After examining the list above, the readers will understand that the best practices of the owner, general contractor, and subcontractors are similar in nature. 2.6.3 Project Delivery vs. Safety Construction project delivery method is the one of the most important factors that impact the project safety performance. Three questions to consider when choosing a project delivery method:  Which method allows the complete coordination of the entire project team (owners, designers, and GCs)?  Which method permits the incorporation of safety during the early phases of the project lifecycle?  Which method provides significant limitations to worker safety and health? 7 Rajendran, S. (2006). “Sustainable Construction Safety and Health Rating System.” Doctor of Philosophy Dissertation, Oregon State University, Corvallis, Oregon, December 2006.

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Table 2-2 summarizes the advantages and disadvantages of the construction worker safety with respect to the delivery and contracting methods.

Method DBB

Table 2-2: Impact of project delivery methods on construction safety Advantages Disadvantages o Fully designed scope of work o Selection of GC/subs based on past safety minimizes surprises performance is not possible o No GC involvement in the design to incorporate safety o No constructibility review

DB

o Selection of GC/subs based on past safety performance o GC provides input into project design improving constructibility o Designer can incorporate safety into project design

o GMP given earlier in the process allows negotiation of safety budget upfront CM/GC o Selection of GC/subs based on past safety performance o GC provides input into project design improving constructibility o Designer can incorporate safety into project design

o Potential to ignore safety to save costs o Difficult to incorporate safety in design if the designer is unfamiliar with design for safety concepts o Difficult to incorporate safety in design if the designers is reluctant to consider safety during design due to liability concerns

o Difficult to incorporate safety in design if the designer is unfamiliar with design for safety concepts o Difficult to incorporate safety in design if the designers is reluctant to consider safety during design due to liability concerns

o GMP given earlier in the process allows negotiation of safety budget upfront 2.7 SAFETY IN THE CONSTRUCTION INDUSTRY Construction is a hazardous industry. The fatal and non-fatal injury rates have considerably declined since the early 1990s, but the rate is among the highest of all U.S. industries. The following chapters presents the industry accident statistics, cost of accidents, common accident causes, and common hazards, to provide the readers a better understanding of the safety issues faced by the industry. 12

2.7.1 Construction Safety Management Risks The typical hazards found on construction sites are discussed later in this chapter. Readers should understand the common risks associated with safety management so that it can be eliminated, minimized, or transferred. A non-exhaustive list of typical construction risks include: 1. 2. 3. 4.

Worker injuries and illnesses Damage to GC and subcontractors equipment, vehicle, material, and property on the site Injuries to the members of the public due to negligence of contractors Damage to equipment, vehicle, material, and property of the general public due to negligence of contractors 5. Negligence of one contractor resulting in an injury to another contractor or property damage 6. Environmental damages 7. Business interruptions due to any of the items 1 through 7 Care should be taken to eliminate or minimize these risks, in addition to purchasing proper insurance coverage. 2.7.2 Accident Statistics Out of 3,929 worker fatalities in private industry in calendar year 2013, 796 or 20.3% were in construction; that is, one in five worker deaths were in construction. Table 2-3 presents some of the most important safety statistics. The data presented in this paragraph are from two sources: the U.S. Bureau of Labor Statistics8 and the Construction Chart Book, the Center for Construction Research and Training, 5th edition.9 Table 2-3: U.S. Construction Industry Injury and Illnesses Statistics Description Statistics 3.8 2013 Total Recordable Injury Rate (TRIR) 2013 Days away, restricted, transfer rate (DART) 2.2 2012 Median days away from work due to injury 11 2012 Number of construction fatalities (most of all industries) 806 9.9 2012 Number of fatalities per 100,000 full-time equivalent workers 2012 Age group with highest number of nonfatal injuries and illnesses 25-34 2012 Percentage of injuries involving employees with service