OHS Performance Measurement in the Construction Industry

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2. An effective OHS management system ■ Does the purchasing policy include OHS requirements or is OHS taken into account when purchasing new equipment ■ Do sub-contractors contracts and/or tenders include adherence to OHS practices ■ Does the enterprise have an effective OHS management system in place or can the organisation demonstrate systematic management of OHS ■ Number, regularity and effectiveness of OHS committee meetings. ■ What percentage of safe operating procedures are developed for work tasks ■ Is there a preventative maintenance program in place for equipment and/or machinery 3. Risk management and control of hazards ■ What percentage of major hazards are controlled and is there demonstrated use of risk assessment methods (i.e. elimination; substitution; engineering controls; administrative controls; personal protective equipment) ■ What percentage of injuries are incurred for identified major hazards ■ Does the employer have any input regarding OHS in the design of the structure ■ Observation of general housekeeping on site. ■ Is there a process in place for workers to report hazards in the workplace ■ What percentage of hazards identified through OHS committee meetings have been rectified 4. Auditing of both management systems and physical hazards ■ Number, regularity, quality and outcomes of self assessments conducted (i.e. self audits). ■ Number of sub-standard conditions identified and corrected as a result of safety audits. ■ Number, regularity, quality and outcomes of independent assessments conducted (i.e. independent audits). 5. Training and education ■ What percentage of workers have completed induction training (i.e. general, work activity and site specific) ■ What percentage of supervisors/ forepersons have received OHS training 6. Communication and consultation ■ Do training and operating instructions take into account non-literate workers (i.e. does training include videos, workshops, demonstrations, audio tapes, interpreters, if necessary) ■ How does the organisation communicate to the workforce (eg. toolbox meetings) 22 OHS PERFORMANCE IN THE CONSTRUCTION INDUSTRY
Preliminary outcome performance indicators identified were: ■ Number of injuries involving employees (especially, new employees), subcontractors or others on site, including: ■ minor work-related injuries. For example, visits to first aid or medical facility; ■ other work-related injuries which resulted in the worker taking time off work; ■ any work-related injuries that required a worker to undertake alternative work duties; and compensable work-related injuries. ■ Number of occurrences where there was damage to property (i.e. machinery, equipment, structures) or potential injury to employees, sub-contractors or others (i.e. near misses). On advice from industry, these performance indicators were categorised by the ‘OHS phases’ of a construction project. These stages included: (1) establishment of a charter regarding OHS; (2) establishment of a site specific OHS management system; (3) identification of major hazards at the site; (4) self assessment of the OHS management system; (5) self assessment of major hazards; and (6) completion of an independent audit. DEVELOPMENT OF POSITIVE PERFORMANCE INDICATORS 23
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Page 4 and 5: ii OHS PERFORMANCE IN THE CONSTRUCT
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Page 8 and 9: List of Tables and Figures List of
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Page 12 and 13: Key drivers of good OHS identified
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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 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
Page 62 and 63: Concerns about vocational education
Page 66 and 67: dedicated to the cause - a team wil
Page 68 and 69: Including OHS specifications in cal
Page 70 and 71: One enterprise, with excellent outc
Page 72 and 73: ■ level of communication by emplo
Page 76 and 77: contractor reported that he chose t
Page 78 and 79: Hazard management In general, hazar
Page 80 and 81: ■ awareness and level of co-opera
Page 82 and 83: Working in isolation Unlike other s
Page 84 and 85: 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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