OHSMS in the Construction Industry? James Platner, Ctr to Protect Workers’ Rights Gregory Zigulis, Univ of Tennessee Construction Industry Research and Policy Center

Occupational Health and Safety Management Systems (OHSMS) AIHA Guidelines ILO 2001 Guidelines ANSI Z10 Committee National Standards in the UK & Elsewhere OSHA VPP

Complexities of Construction Transient Workforce Changing Workforce & Employers on Site New Organization on Each Project Organization Defined by Many Contracts Each Project Is Unique Multiple Employers Limited Management of Work Process

Key Features of OHSMS Management Commitment Worker Involvement Defined Performance Responsibilities Measurable Performance Metrics Mechanism for Audit or Data Collection Feedback of Performance Metrics Continuous Improvement

Management Commitment Multiple employers-for each project stage Responsive to Client/Owner Requirements Complex Multi-tier Management Structures Design & Build Often Contracted Separate Limited Oversight of Work Process by CM Communication Challenges Production Incentives and Deadlines

Worker Involvement Continuously Changing Contingent Workers May Draw on National Labor Market Craft Workers May Define Work Process Diverse Skills and Tasks Employees, Co-employees, Self-employed Multiple Employers on Site Language and Literacy Challenges

Defined Performance Responsibilities (Who Does What?) Requires Advance Assessment of Hazards Regular Changes in Project Unexpected Hazards and Occurrences Every Project Different Production and Deadlines Dominate Limited Cooperation Across Employers Limited Safety Management Personnel

Measurable Performance Metrics No Standardized Measures Incentives Effecting Reporting of Injuries Limited Reporting of Disease May Be Defined by the Owner/Client -Focus on Value-Added for Owner Must be Task Based - Complex Metrics Metrics Vary Between Employers on Site

Mechanism for Audit or Data Collection Small Work Crews Dominate Construction Small Employers Rarely Hire Consultants No Standard Data Collection Processes Most Performance Audits Driven by Owner Must Audit During Narrow Task Window Few Employees on Same Task - Poor Stats Internal or 3rd Party?

Feedback of Performance Based on Metrics Subcontractors and Workers May be Gone to Another Job Before Report Completion Every Project is Different Communication Challenges on Site Workers Change Between Audit & Report Employers Change From Audit to Report Tasks Change from Audit to Report

Continuous Improvement Requires Continuity of Relationships Requires Defined Repetitive Tasks Requires Continuity of Other Factors –Management Commitment, Worker Involvement, Responsibilities, Metrics, Measurement, Feedback

CONCLUSIONS Most Applicable to Large Contractor & CM Likely to be Owner/Client Driven - Can Provide Value-Added for Owner Challenging to Implement Effective System Largely Transferable Site-to-Site Needs Standardized Metrics to be Accepted Potentially Valuable Tool to Reduce Injury