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Acknowledgments A Practical Guide to Safety Leadership by Dr Herbert C Biggs, Dr Donald P Dingsdag, and Dr Colette R Roos, is based on the outcomes of the CRC for Construction Innovation research project Construction Site Safety Culture. The Construction Innovation project team members for the development of the guide were: Dr Herbert Biggs (Team Leader) — Queensland University of Technology Dr Donald Dingsdag — Adjunct Queensland University of Technology Dr Colette Roos — Queensland University of Technology Ms Joanne Greig — Office of the Federal Safety Commissioner The project team would like to thank and acknowledge Lyn Pearson (CRC for Construction Innovation) and Mel Kettle (Mel Kettle Consulting) for their highly professional management of the development and publication of A Practical Guide to Safety Leadership. Without the financial and collaborative efforts bringing together industry, government and applied researchers, this valuable information may not have been successfully delivered to our industry. Thank you to the Office of the Federal Safety Commissioner for providing significant funding for this project. Project participants The involvement of and consultation with major industry stakeholders has been vital to the success of this project. The following organisations have had significant involvement in the collection of data (participating in focus groups, interviews and surveys) and the generation of research outputs used in the guide: AbiGroup Australian Constructors Association Baulderstone Hornibrook Bovis Lend Lease Clough CFMEU Department of Employment and Industrial Relations Queensland John Holland Group Joss Group Laing O’Rourke Leighton Contractors Master Builders Queensland St Hilliers Contracting vi A Practical Guide to Safety Leadership: Implementing A Construction Safety Competency Framework
Definitions and acronyms competency framework — the components of A Construction Safety Competency Framework that identify (1) those responsible for safety management tasks and (2) the knowledge, skills and behaviour that are required to complete the task effectively safety behaviour — the behaviour required to complete an activity safely safety competency — the capability to complete a safety task effectively safety management task (SMT) — a definable activity, action or process such as carrying out project risk assessments, delivering OH&S training in the workplace or evaluating OH&S performance of subcontractors safety culture — a term used to describe the safety beliefs, values and attitudes that are shared by the majority of people within an organisation or workplace (‘the way we do things around here’) safety critical position — an identified management position that has an important and ongoing safety leadership role CEO — Chief Executive Officer CRC — Cooperative Research Centre JSA — job safety analysis OH&S — occupational health and safety SMT — safety management task (see definition above) SWMS — safe work method statements Definitions and acronyms vii
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Page 5: Contents Preface Acknowledgments De
Page 11 and 12: Introduction Safety performance is
Page 13 and 14: Step 1: Understand safety culture W
Page 15 and 16: Step 1: Understand safety culture C
Page 17 and 18: Step 1: Understand safety culture S
Page 19 and 20: Step 1: Understand safety culture I
Page 21 and 22: Step 2: Identify safety critical po
Page 23 and 24: Step 3: Customise the Task and Posi
Page 29 and 30: Step 4: Adapt the competency specif
Page 31 and 32: Step 5: Plan Why is this step impor
Page 33 and 34: Step 5: Plan Industry example The c
Page 35 and 36: Step 6: Use a step-wise approach, a
Page 37 and 38: Step 8: Show continuous improvement
Page 39 and 40: Appendix c. provision of specific t
Page 41 and 42: Appendix this initial exercise, it
Page 43 and 44: Notes 32 A Practical Guide to Safet
Page 45: Notes 34 A Practical Guide to Safet

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