Background

Construction companies Abigroup and Leighton Joint Venture (ALJV) designed and constructed the Westlink M7 motorway (M7) in Sydney. This case study focuses on an integrated safety approach, featuring a combination of training and safety initiatives to work safely with underground utilities, particularly electrical and gas services. Construction commenced in 2003 and the M7 was open to traffic at the end of 2006.

ALJV conducted an extensive risk assessment before starting on the M7 project. Survey drawings, obtained from Dial Before You Dig, provided details on where utilities may be located. Pot-holing was subsequently used to ensure accurate location and identification of underground utilities. The location of utilities found was progressively recorded by ALJV on a map. Pot-holing involved thousands of work hours hand digging and water blasting holes to help prevent underground utilities being struck during construction.

Safety approach

ALJV consulted service stakeholders such as Integral Energy (electricity), Agility (gas and electricity), and Duke Energy (gas) as well as their own engineers and safety personnel, to develop safety procedures for work with underground utilities. Collaboration between stakeholders and implementation of safety initiatives were key factors in delivering the project safely.

Underground utilities safety initiative

Training. ALJV and Integral Energy combined their expertise to create a comprehensive underground electrical services training program for personnel onsite. Training used graphic real-life examples to emphasise the reality of the dangers of working with electricity.

Aspects of training included:

• an Electrical Safety for Construction Site Workers course;
• site inductions; and
• ALJV personnel, at Integral’s invitation, attended the Integral safety course, traditionally only available to electrical contractors accredited to work on Integral utilities.

At ALJV’s request, Integral also made supervisors available onsite to liaise with construction teams.

In addition to training and liaison, several specific safety initiatives were introduced to ensure worker safety, such as:

De-energising. High-risk electrical services were de-energised, where possible, during work on sites using methods including rerouting of the power supply to remove the risk of exposure while surrounding areas could receive power supply.

Electronic detection of utilities. Global Positioning System backpacks were developed enabling the latest survey data to be used onsite. This technology was coupled with electronic wands and pot-holing to locate underground utilities. Accurate location of utilities lowered the risk of accidentally striking underground utility services during excavation.

Service identification. Colour coded conduits were used to identify the type of service, location and depth to ensure hazard awareness. This highlighted services in key areas to reduce the risk of striking utilities. 

Permit to excavate. These permits were developed by engineers and safety personnel. Each work crew was required to be in possession of a current permit before undertaking any excavation. The permits not only covered location but detailed who was responsible for managing the works. 

Onsite training took place with personnel to ensure the work crew understood the details of the permit to excavate before excavation took place. 

Safety coordinators ensured that all excavation work complied with the conditions of the permit to excavate and that permits were clearly understood by work crews. Safety coordinators were authorised to stop work if any aspect of the permit to excavate was not adhered to. Coordinators highlighted the importance of communicating safety messages between crews.

Non-destructive digging. Surface pegs detailing depth, type of service and position were used to identify the location of services to avoid digging in those areas. Spray paint was also used to mark the service location. Water blasting, hand digging and toothless buckets were used during excavation to prevent damage to underground utilities.

Safety awareness reinforcement. Banners, posters, stickers and signage were used extensively to reinforce procedures and identify hazards involved with underground utilities. For example, banners were hung at bridges near sites, showing messages such as ‘Must have a permit to excavate’ or the warning ‘Power live’. Variable message boards, intended for users of the completed road, were utilised onsite to convey reminders of potential hazards. Each worker completed an ALJV electrical course and received a pocket-sized safety list about working with underground utilities. These safety messages reinforced the inherent risks to safety when working with underground utilities. 

ALJV’s safety approach, with its combination of collaboration, training and onsite safety initiatives, helped to create and sustain a safety culture during the construction of 40km of dual carriageway through urban Sydney. 

Through extensive training, personnel had a raised awareness of the hazards and safety requirements when working with underground utilities. Most importantly, no fatalities or injuries from exposure to underground electrical utilities were sustained while undertaking this large and complicated project.

About these case studies

The Australian Government is committed to improving the WHS standards for all workers on building and construction projects. 

These case studies have been developed to share practical ideas that can be adopted by industry to assist in their own management of WHS issues.

The Federal Safety Commissioner consults widely with industry, WHS authorities and other relevant agencies to promote a cooperative approach to improving WHS performance.

The vision of the Federal Safety Commissioner is a building and construction industry where no one is harmed.

For further information:

• Contact the FSC Assist Line on 1800 652 500
• Contact the OFSC via email at ofsc@dewr.gov.au

Incident & Injury Free

Incident & Injury Free (IIF) is an international program developed by Bovis Lend Lease to encourage a positive health and safety culture in the company. 

Through IIF, Bovis Lend Lease have adopted the following vision:  Bovis Lend Lease will operate incident and injury free and we are committed to realising this wherever we have a presence.

IIF focus points

Incident & Injury Free was implemented by Bovis Lend Lease Australia in 2002. The IIF program complements the Bovis Lend Lease Environment, Health and Safety Management (EH&S) framework, and sets six focus points for the company. 

These are to:

• identify IIF leaders and champions
• motivate employees to operate and maintain IIF
• ensure efficient and effective implementation of EH&S processes
• assist subcontractors to implement IIF, and to improve execution of Safe Work Method Statements
• gain recognition, support and involvement from clients
• gain recognition, support and involvement from the community

IIF initiatives 

In consultation with workers, Bovis Lend Lease Australia have developed a range of innovative and practical measures to implement the IIF program. Initiatives including workplace signage and slogans, as well as safety BBQs and lunches, are just some examples.

The initiatives recognise the importance of promoting safety in a manner which is relevant to workers at the site level.

Workplace signage

Bovis Lend Lease worksites are distinctive for their safety signs, which have been introduced to increase safety awareness on site. 

Slogans, such as Enjoy Tomorrow—Think Safe Today, are developed by workers at the start of each project to remind those on site of the importance of safe work practices. Management at Bovis Lend Lease ACT believes that this helps to develop buy-in of workers, ensuring that they take ownership of their safety and that of their workmates.

Workplace safety plans

At the start of each project, an IIF safety plan is developed. This plan details the actions that will be undertaken to enable the worksite to meet the focus points of IIF. All company employees and subcontractors are required to read and adhere to the plan.

Through the IIF safety plan, workers are encouraged to take responsibility for their own safety and that of their co-workers. 

Workers and managers are also encouraged to identify and address unsafe practices, and to advise anyone working unsafely to do the right thing.

Safety barbeques

As part of the focus on developing a safety culture, Bovis Lend Lease hold regular safety BBQs for their projects. The purpose of these BBQs is to provide company employees and subcontractors an informal environment in which to discuss the WHS risks and hazards associated with their particular project, and to enable them to work out strategies for improvement.

Safety newsletters

To encourage awareness and participation in the IIF program, various project sites have developed monthly newsletters for circulation to company employees, subcontractors and clients. The newsletters showcase the safety initiatives being implemented on the worksite, and aim to encourage all those involved in the construction process to continue to aspire to higher WHS standards.

About these case studies

The Australian Government is committed to improving the WHS standards for all workers on building and construction projects. 

These case studies have been developed to share practical ideas that can be adopted by industry to assist in their own management of WHS issues.

The Federal Safety Commissioner consults widely with industry, WHS authorities and other relevant agencies to promote a cooperative approach to improving WHS performance.

The vision of the Federal Safety Commissioner is a building and construction industry where no one is harmed.

For further information:

• Contact the FSC Assist Line on 1800 652 500
• Contact the OFSC via email at ofsc@dewr.gov.au

Disclaimer

The Office of the Federal Safety Commissioner has prepared this case study to promote workplace health and safety (WHS) in the Building and Construction Industry. When developing WHS initiatives, businesses and individuals should consider the circumstances and requirements particular to them, and seek professional advice where required.

While the Commonwealth has exercised reasonable care in providing useful information, the Commonwealth makes no representations, express or implied, as to the accuracy of the information contained in this case study. The Commonwealth accepts no liability for any use of the information contained in this case study or any reliance placed on it.

This case study may list persons, organisations, products, or services, or may incorporate material sourced from third parties. Such lists or material are assembled in good faith. However, any such list or material does not necessarily constitute any form of endorsement by the Commonwealth of that person, organisation, product, service, or third party. The Commonwealth does not accept any responsibility for such lists or material.

Background

A W Edwards Pty Limited is a privately owned Australian company which commenced operations in 1921.

In late 2004, A W Edwards began building four underground stations to service the new Epping to Chatswood Rail Line in Sydney, New South Wales. All these underground works were handed over on time in 2007.

The $190 million STAT-EAST Works project comprised fit out, services installation, entry structures and concourse works. Also included were works on the station cavern ceilings, landscaping and installation of lifts and escalators.

The STAT-EAST Works project included construction within a ‘live’ rail environment to replace an existing station facility.

A W Edwards and other contractors worked side by side to deliver the project and assure the safety of workers and rail patrons. All phases of the project required a high degree of coordination, planning and communication, as A W Edwards installed the services to the stations while the civil contractor installed the services in the tunnel.

Addressing the challenges

The majority of the STAT-EAST Works project was conducted underground, heightening the risks and hazards to employees.

These risks include:

• maintaining air quality
• noise
• falls from heights
• confined spaces
• changes in control of the sites over the life of the project. 

A W Edwards created a Site Safety Plan to address these and other risks. The Site Safety Plan included:

• coordination and consistency of safety on all four separate sites for the one project
• a unique risk assessment tool and incident reporting table
• specific corrective action procedures in relation to safety and environmental breaches
• a safety protocols risk matrix tool for workers working underground, in confined spaces and at heights
• communication procedures for consultation between A W Edwards and other contractors.

Initiatives implemented 

A W Edwards identified the challenges and worked with senior staff and on site employees to implement initiatives which could achieve a high level of occupational health and safety during the life of the project.

The initiatives included:

• a thorough review of methodology/staging
• a process of reviewing and providing a work permit to subcontractors based on their Safe Work Methods Statements (SWMS)
• training for subcontractors and workers in how to write and review SWMS
• consultation between the four different sites, with both management and workforce involvement so that ‘lessons learnt’ between the sites were communicated clearly
• ‘Daily Musters’—providing successful communication and consultation between all workers and management on a daily basis.

Results

Communication and consultation was successful between A W Edwards and other contractors, resulting in improved OHS performance.

The introduction of the ‘Daily Muster’ initiative proved successful in identifying issues throughout the project and ensuring these were relayed to all employees on a daily basis.

In turn this helped subcontractors and employees at all levels to understand, review and update their Safe Work Method Statements (SWMS) on a regular basis.

MBA Award 

A W Edwards was awarded the 2006 Federal Safety Commissioner’s Award for Excellence in Occupational Health and Safety for an exceptional safety record in the face of significant hazards. This award was presented in conjunction with the Master Builders Safety Award in Civil Construction at the Master Builders Australia 2006 National Building and Construction Awards.

For further information about the STAT-EAST Works 

Ph : 02 9958 1474 Web: www.awedwards.com.au

About these case studies

The Australian Government is committed to improving the WHS standards for all workers on building and construction projects. 

These case studies have been developed to share practical ideas that can be adopted by industry to assist in their own management of WHS issues.

The Federal Safety Commissioner consults widely with industry, WHS authorities and other relevant agencies to promote a cooperative approach to improving WHS performance.

The vision of the Federal Safety Commissioner is a building and construction industry where no one is harmed.

For further information:

• Contact the FSC Assist Line on 1800 652 500
• Contact the OFSC via email at ofsc@dewr.gov.au

Disclaimer

The Office of the Federal Safety Commissioner has prepared this case study to promote workplace health and safety (WHS) in the Building and Construction Industry. When developing WHS initiatives, businesses and individuals should consider the circumstances and requirements particular to them, and seek professional advice where required.

While the Commonwealth has exercised reasonable care in providing useful information, the Commonwealth makes no representations, express or implied, as to the accuracy of the information contained in this case study. The Commonwealth accepts no liability for any use of the information contained in this case study or any reliance placed on it.

This case study may list persons, organisations, products, or services, or may incorporate material sourced from third parties. Such lists or material are assembled in good faith. However, any such list or material does not necessarily constitute any form of endorsement by the Commonwealth of that person, organisation, product, service, or third party. The Commonwealth does not accept any responsibility for such lists or material.

A multi-disciplined service provider

Based in Western Australia with regional offices nationally, Ausclad Group of Companies Limited (AGC) supplies total engineering solutions including fabrication, construction and maintenance services across a variety of industries throughout Australia and overseas. 

As a result of this diversity, AGC management has implemented a number of initiatives to reduce the impact of its operations on the health and safety of its people, the environment and the community.

Recently, AGC has been recognised for its commitment to health and safety, in particular, for the implementation of effective health and safety, and environmental management practices. 

One HSE management system

AGC’s commitment to the health and safety of its employees, contractors and visitors is demonstrated through the implementation and continuous improvement of the AGC Corporate Health, Safety and Environment (HSE) Management System.

AGC’s system provides a central standard for the management of health and safety issues, and is applied to all AGC business units across all sites and activities. 

Overall, the system incorporates executive and line management responsibilities and accountabilities, and seeks out workforce participation by demonstrating the responsibilities and accountabilities of all employees, including subcontractors.

The policies and procedures comprising the HSE system are developed through transparent and consultative processes. The policies are tabled at project and Group HSE Committee meetings, operational and management meetings, where they are reviewed for practicality and compliance. AGC’s Managing Director is the sign off point for all HSE policies, and is accountable for ensuring the policies are fully implemented and annually reviewed.

At the centre of AGC’s HSE system is the Corporate HSE Management Plan. The plan outlines AGC’s HSE framework and details the OHS objectives for the organisation. The plan forms part of AGC’s overall corporate strategy and is made available to all employees. 

A commitment to ZERO HARM 

To complement the HSE system, AGC has established a company value of ‘ZERO HARM’. This incorporates:

• no injuries to anyone—anytime; and
• care and respect for the environment and the community.

Through ZERO HARM, AGC has committed to ensuring that all incidents are prevented through effective hazard identification and risk management practices. This is reflected in all AGC’s HSE policies and procedures and forms part of AGC’s corporate values.

Ten HSE standards

AGC has introduced a set of ten HSE standards. The standards aim to assist employees and management in better understanding their HSE responsibilities and accountabilities. Further, they aim to provide information on the requirements needed for achieving the ultimate goal of ZERO HARM. 

The standards cover: 

• a demonstrated commitment to leadership and accountability in facilitating ZERO HARM 
• the continuous improvement and development of all HSE goals, objectives and targets
• the implementation of effective hazard identification and risk management practices
• competency and HSE training of all employees and subcontractors
• open and transparent communication and consultation arrangements
• the maintenance and inspection of all plant and equipment, and the implementation of procedures for correct operation and handling
• the implementation of health and hygiene initiatives, including effective rehabilitation management practices
• the evaluation and review of all purchasing, lease and hire arrangements
• the implementation of incident identification, investigation and reporting procedures
• the continual monitoring and evaluation of HSE systems and procedures.

Improved HSE performance 

By integrating a set of HSE standards and a commitment to ZERO HARM into their overall HSE framework, AGC has set a course to dramatically improve its health and safety performance. Importantly, AGC noted a 60 per cent reduction in lost time injury rates for 2006.

Award winning results

AGC received the 2006 Best Workplace Health and Safety Management System Award for its commitment to the effective management of health and safety.

The award was presented by the then Minister for Employment and Workplace Relations, the

Hon Joe Hockey MP, and the Chairman of the Australian Safety and Compensation Council, Mr Bill Scales AO, at the 2006 Safe Work Australia Awards.

Commenting on AGC’s health and safety management, the judging panel remarked that the organisation would be considered exceptional if it continued on its present path.

For further information on AGC’s Corporate HSE Management System contact enquiries@ausclad.com.au

About these case studies

The Australian Government is committed to improving the WHS standards for all workers on building and construction projects. 

These case studies have been developed to share practical ideas that can be adopted by industry to assist in their own management of WHS issues.

The Federal Safety Commissioner consults widely with industry, WHS authorities and other relevant agencies to promote a cooperative approach to improving WHS performance.

The vision of the Federal Safety Commissioner is a building and construction industry where no one is harmed.

For further information:

• Contact the FSC Assist Line on 1800 652 500
• Contact the OFSC via email at ofsc@dewr.gov.au

Disclaimer

The Office of the Federal Safety Commissioner has prepared this case study to promote workplace health and safety (WHS) in the Building and Construction Industry. When developing WHS initiatives, businesses and individuals should consider the circumstances and requirements particular to them, and seek professional advice where required.

While the Commonwealth has exercised reasonable care in providing useful information, the Commonwealth makes no representations, express or implied, as to the accuracy of the information contained in this case study. The Commonwealth accepts no liability for any use of the information contained in this case study or any reliance placed on it.

This case study may list persons, organisations, products, or services, or may incorporate material sourced from third parties. Such lists or material are assembled in good faith. However, any such list or material does not necessarily constitute any form of endorsement by the Commonwealth of that person, organisation, product, service, or third party. The Commonwealth does not accept any responsibility for such lists or material.