OHS Performance Measurement in the Construction Industry

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Key drivers of good OHS identified in the case studies were: ■ senior management commitment; ■ competitive advantage obtained through demonstrating and marketing successful OHS; ■ OHS obligations to employees and the public; ■ external enforcement; and ■ reducing costs associated with poor OHS (e.g. insurance premiums, lost time, rehabilitation). Strategies that were undertaken by enterprises as a result of the drivers were: ■ leadership in OHS; ■ design and planning initiatives; ■ methods for consultation, communication and participation; ■ management of sub-contractors; ■ systems and processes to manage OHS; ■ training and education initiatives; ■ risk management and control of hazards; and ■ auditing procedures. Issues identified in the case study enterprises that may have a significant impact on OHS performance were: ■ the standard of vocational education and training in the industry; ■ the management of sub-contractors; ■ the type of system (formal versus informal) for managing OHS; and ■ design and constructability of the structure. The list of positive performance indicators presented in this report is not exhaustive. Enterprises wishing to identify and tailor specific positive performance indicators for their OHS management system are encouraged to use the workshop worksheet to perform this function. It is suggested that a range of positive performance indicators for OHS be adopted by an enterprise to enable a reasonable picture of the enterprise’s OHS performance to be generated. Measuring OHS performance will help enterprises identify and evaluate OHS improvement strategies. It is critical that enterprises use this information to better understand and monitor their OHS performance. Positive performance indicators allow for timely and detailed information regarding the process of managing OHS to be recorded. That is, the type and frequency of health and safety activities that are undertaken by the enterprise. This information can then be used to identify strategies that are working well and other areas in health and safety that require improvement. x OHS PERFORMANCE IN THE CONSTRUCTION INDUSTRY
A number of the positive performance indicators identified in this report relate to OHS management systems, communication, consultation and training, as well as to management processes and planning and design. These indicators reflect processes designed to maintain a high level of OHS. It is often suggested that this is best achieved by the development and implementation of the processes and systems through close consultation and agreement with workers. This consultative approach aims to generate recognition and ownership of, and to improve, the processes and systems. It also aims to allow for a high level of cooperation, and for behaviour by employers, management and the workforce, to lead to improved OHS performance. The construction working group recommend that the 22 positive performance indicators identified in this report be the basis for the development of a positive performance measurement framework at the enterprise level in the construction industry in Australia. DEVELOPMENT OF POSITIVE PERFORMANCE INDICATORS xi
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Page 8 and 9: List of Tables and Figures List of
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Page 16 and 17: Performance indicators can be eithe
Page 18 and 19: Positive performance indicators - f
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Page 22 and 23: Activity in the construction indust
Page 24 and 25: Including Victorian data (adjusted
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Page 28 and 29: Table 2. Projects of relevance to t
Page 30 and 31: OHS in the construction industry Fr
Page 32 and 33: An effective OHS management system,
Page 34 and 35: Communication and consultation Good
Page 36 and 37: 2. An effective OHS management syst
Page 38 and 39: Consultation with industry groups F
Page 40 and 41: Findings reported in the summary ha
Page 42 and 43: Project personnel In each of the ca
Page 44 and 45: Risk management and hazard control
Page 46 and 47: Indicators currently in use Each ca
Page 48 and 49: ■ number of management or OHS com
Page 50 and 51: Design Each case study enterprise i
Page 52 and 53: Enforcement, both internal and exte
Page 54 and 55: OHS management systems The translat
Page 56 and 57: Job safety analyses (JSAs) were an
Page 58 and 59: Indicators currently in use Each ca
Page 60 and 61: ■ workplace survey to determine l
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Concerns about vocational education
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50 OHS PERFORMANCE IN THE CONSTRUCT
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dedicated to the cause - a team wil
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Including OHS specifications in cal
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One enterprise, with excellent outc
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■ level of communication by emplo
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60 OHS PERFORMANCE IN THE CONSTRUCT
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contractor reported that he chose t
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Hazard management In general, hazar
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■ awareness and level of co-opera
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Working in isolation Unlike other s
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However, a distinction needs to be
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Types of performance indicators Per
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■ compensable injury rate; ■ mi
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■ Percentage change in the assess
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NOTE: It should be noted that the w
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Step 4 - Refine your KPIs Next, ref
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Appendixes Appendix 1 Performance M
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Appendix 2 Organisational, workplac
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Table 5. Organisational factors rep
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Incidents where a worker fell from
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Perception of risk of employees and
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References ABS. (1999a) Year Book A
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Shannon, H., Mayr, J. and Haines, T
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