The project manager's role in establishing construction site safety standards

Project Management

What Role Does the Project Manager Play in Construction Safety Standards in Today's Environment?

The Project Manager must coordinate many aspects of the construction process, from the initial consultation with the client to approval of final project closeout documents. They play an integral role in all phases of the construction process and must interface with the client, government entities, and contractors in order to complete the project. They must wear many hats during the construction project. The task of assuring safety on the construction site typically falls on the contractor, and others on the "front line" of the project. However, the project manager plays an important role in construction safety by setting standards on the site in excess of those required by OSHA, NIOSH, and other entities involved in the construction process. This research will support that thesis that the project manager can have a measurable impact on the safety of the construction project.

Role of the Construction Manager

The project manager performs many roles. They play an integral role in project coordination from the early planning stages until final site clean up. The project manager has a difficult task that can become more complicated when problems arise. Accidents are not only bad for the injured worker, they cost money and disrupt the flow of the project. For these reasons, the project manager must consider safety as a top priority throughout all phases of the project. Taking a proactive stance on safety is the best approach to the problem.

In terms of project safety, the project manager has four roles. The project manager serves as a policy maker. They must set standards according to government guidelines and industry standards. Thy serve as a communicator. Once construction site policies are set, the project manager must communicate these policies so that they can reach all levels of the project. The project manager works as a facilitator. They provide the means for the manager and workers to carry out their jobs in a safe manner. They serve as a means for the worker to communicate concerns. The final role of the project manager on a construction site is that of an enforcement entity. The project manager is ultimately responsible for making certain that the rules are followed and that workers are operating in a safe manner.

Everyone is responsible for safety on a construction site. Safety is not something that occurs on the top level of the construction hierarchy. The worker is the most important link in the safety issue. The worker is the only one that can assure that all procedures are followed and that safety equipment is utilized in the proper manner. The project manager and other supervisory staff can provide the equipment and knowledge necessary to carry out the job, but they cannot assure that it is used properly.

Construction ranks as one of the most hazardous occupations in the world (Hendrikson, 2003). Safety is everyone's job, but it is ultimately in the hands of the worker. However, this is not to minimize the role of managerial staff in maintaining safety at the construction site. The project manager serves as point of contact for all of the various entities on the site. The project manager is a vital part of the chain when it comes to safety. The following will discuss the four key roles of the manager on the construction site and how the project manager can have a measurable affect on project safety in these various capacities.

The Project manager as a policy maker

The first role of the project manager is that of a policy maker. Every construction site is different and every construction project is different. With each jobsite and task to be accomplished, there are unique conditions and dangers inherent with that particular situation. One can set general standards, but this is no guarantee that any site will be safe. The general safety guidelines can serve as a place to start, but to address the conditions on a particular site requires an assessment of the hazards inherent on that site. In order to safety to be specific, safety policies must be site specific and address the unique situations that occur on that particular job site.

There are many sources of hazardous conditions on the job site. Some are general, such as dropping things, the potential to get a hand caught in equipment, or getting hit in the head with something. Some hazards are from a source on the site, such as an environmental source. Other hazards are the result of the specific work being done at the site and the need to coordinate phases of the project. For instance, when electrical contractors and plumbers are on-site together, their efforts must be coordinated carefully. Another example is when any excavating work is being done. Others in the area must be made aware of it so that they do not harm themselves or cause a potential accident. There are hundreds of examples such as these on the construction site and it is the project manager who is ultimately responsible for coordinating the various entities so that accidents can be prevented.

The most obvious source of safety standards with which the project manger must comply stem from government agencies such as the Occupational Safety and Health Administration (OSHA), the National Institute of Safety and Health, as well as state and local ordinances. However, in addition to these standards, project managers must also develop a set of site-specific rules and guidelines that address the needs specific to the worksite and phase. Standards may differ from phase to phase. New issues will continue to develop as the project progresses. Some of these changes can be foreseen from the planning stages, while others may develop unexpectedly. The project manager plays an integral role in managing changing worksite conditions and safety needs.

The project manager must work with other entities on-site in the development of the rules and regulations that will affect the worksite. OSHA standards are the most frequently cited source of construction rules and standards. The Construction Standard is found in the Code of Federal Regulations, Chapter 29, subpart 1926 (OSHA, n.d.). These standards cover many of the regulations in many of the more common areas of the construction industry. Their primary focus is on protecting the worker (OSHA, n.d.).

The second most important entity that the project manager must contend with is the National Institute for Occupational Safety and health (NIOSH, 2007). NIOSH is a branch of the Center for Disease Control and Prevention, while OSHA is a branch of the U.S. Department of Labor. Both OSHA and NIOSH cover many of the same topics and areas, but have a different focus. NIOSH is more concerned with the potential dangers of construction work to the public, while OSHA is only concerned with the worker. The project manager must be familiar with the regulations of both of these entities and must integrate their guidelines into the policies and procedures of the construction site. The construction manager must be concerned with both worker safety and public safety from the standpoint of the affect of construction efforts on others.

Both NIOSH and OSHA stress prevention over reaction to a situation. It is recognized that emergency preparedness for any type of emergency that could occur on the job is an essential topic for the project manager. The project manager must include contingencies for both manmade and natural disasters (NIOSH, 2007). Planning for the unexpected means a better response should a situation occur. An emergency plan is required by the project manager, as well as cooperation with local fire and emergency personnel.

Government agencies have regulations that include the minimal standards that must be met in order to remain safe. However, these are only minimal guidelines and there is much more that could be done to make the workplace a safe environment. The question that must weigh on every project manager's mind is whether federal guidelines are enough, or whether they need to go above and beyond what is required in order to reduce workplace accidents. The choice regarding how strict the practices need to be is a personal choice, but may also involve other entities, such as insurance consultants and other persons that would be affected by the liability of work related accidents. The project manager must weigh the risks associated with the job and make a choice as to how far strict the policies need to be on their particular site.

The Project Manager as a Communicator

Once the project manager must develop safety policies and procedures that are suitable for the site and working conditions. They must the effectively communicate the policies and procedures in a way that is meaningful to the worker. Managers can play an important role in this communication process, but they are not the only means available for transferring the message to the workers. It is not enough to communicate the message, they must bring the message to the workers in a way that will be remembered as they move through their day.

The project manager must effectively utilize all of the communication methods available to them. They must choose the most appropriate method of communication for the workers and for the managers. The more workers and managers hear the messages, in as many sensory modes possible, the more likely the message will be to make an impact on a reduction in accidents on the job.

Language proved to be a problem in Australia's construction industry. Many of the safety programs are conducted in English, although a significant portion of workers in the industry are non-English speakers. Communication proved to be a significant problem in the successful implementation of safety programs. The key factors were the inability to understand government safety regulations and the inability to communicate these standards to the workers (Trajkoevski & Loosemore, 2005). Project managers must be aware of language barriers that may hinder the ability to communicate safety messages to their workers.

Low English proficiency and its impact on the ability to maintain construction safety standards do not only affect countries where English is not the primary language (Trajkoevski & Loosemore, 2005). For instance, in the United States, low English proficiency can occur due educational factors or as a result of the high number of migrant workers. The project manager must be aware of these circumstances and modify the message so that it reaches every population on the construction site. It is not enough to deliver the message. The message must be delivered in a way that can be understood by those who need to receive it.

The project manager must take measures to make certain that the right message is heard by the right people at the right time. They are the first link in the communication chain that travels down to the worker performing the task. The project manager must make certain that the message can be understood by those for whom it is intended. Miscommunication at this level can have dire consequences in terms of project safety and the ability of the project manager to eliminate accidents on the job.

The Project Manager as a Facilitator

In many cases, the actual work is performed by a subcontractor. They are required to provide workers with instructions and the safety equipment necessary in order to stay safe in the work environment. However, the project manager can play a major role in facilitation of training and safety measures. Not only can the project manager make certain that rules and regulations are in place to assure worker safety, they can take a proactive stance by performing inspections and providing incentives for contractors that make an extra effort to ensure worker safety.

Knowledge is the most important tool in the ability to sty safe. Requiring contractors to hold regular safety meetings with their workers can be an important way to stress safety and to address any concerns that they may have as well. The project manager must set the tone in terms of stressing the importance of taking a proactive stance on safety.

The project manager can take many actions that stress the importance of safety. However, safety is not a one-way street and workers must feel that they have a means to express their concerns. They must feel that if they have a complaint, it will not fall on deaf ears. A formal process for allowing employees to express concerns is an essential element to the communication process. Allowing workers to be a part of the process gives them ownership of the issue and will make more wiling to follow the protocols and guidelines, than if they are simply handed down with no worker input into the problem.

The project manager can be the most affective in achieving better safety on the construction site by developing rules and guidelines for use by contractors in maintaining acceptable safety standards. In this capacity, the project manager simply delegates the tasks that need to be done to those who can deliver the message.

Managerial Commitment to Safety

Injuries cost the company money due to lost time and production and possible equipment damage (Abudayyeh, O., Fredericks, T., Butt, S., & Shaar, a. 2006). Reducing construction injuries means fewer scheduling interruptions, lower insurance rates, and lower risk from litigation. In a recent U.S. investigation, it was found that the degree of managerial commitment to construction safety had a direct impact on reducing the number of injuries sustained on the job (Abudayyeh, Fredericks, Butt, & Shaar, 2006). A similar study conducted in China revealed similar results (Fang, Xie, & Li, 2003). This indicates the managerial commitment to safety in conjunction with a reduction in injuries is an international issue and is not related to the culture involved.

Managing construction projects safely in developing nations poses several risks that are not inherent in industrialized nations. Safety concerns are greater for projects in developing nations due to incompetent designers and contractors, poor cost estimation and change management, social issues, technological issues, and a lack of improper techniques and tools (Long et al., 2004). The exact problems differ from country to country and from region to region. However, in general, these problems are more prevalent in the poorest of the countries. This study demonstrates the necessity of proper resources in management of construction safety issues. This study addressed construction issues in Vietnam, but many of the findings can be generalized to other developing nations to a different degree. (Fang, Xie, & Li, 2003).

Competition, particularly in the European Union has had a particular impact on the construction industry. They are being asked to push the envelope in terms of quality, speed, and safety (Bosch & Philips, 2002). When speed is in high demand, it can have a negative impact on safety. As competition increases on a global basis, project managers will have to play an increasing role in the maintenance of safety standards on the construction site.

The effect of construction booms was seen in the recovery of the Asian economy. As the economy began to recover, construction increased. As construction increased, accident rates rose as well. However, accident rates rose faster than the general climb of the industry. The number of fatal accidents increased as well (Leung & Chow, 2002). Asian governments are working to establish tougher safety standards in order to reverse this tragic trend. They are working on a safety program that will be based on 14 points. Project managers will be responsible for making certain that all fourteen points are considered in their projects. The 14 points are: effective safety policy, safe work practices, safety training, group meetings, incident investigation and analysis, in-house safety rules and regulations, safety promotion, contractors evaluation, selection, and control, safety inspection, maintenance regime, hazard analysis, hazardous materials, emergency preparedness, and an occupational health program (Leung & Chow, 2002).

These standards are already in place in industrialized nations. This demonstrates a lower level of maturity in Asian countries, as far as safety is concerned. The commitment to safety is not as well established as it is in the United States and other industrialized nations. The Asian system has many of the same elements that are inherent in more established safety systems. The basic elements are present, but they are not to the stage of putting them into practice on a daily basis.

The Asian construction industry continues to make an attempt at improvement. They are modeling the intended changes to their system after those of more established nations. However, the adoption of these changes will not be enough without a means to communicate them to the individual construction sites in the region. It could be expected that in the future, project managers will serve as the vehicle for implementation of the newly established standards. In the beginning of this research, we discussed four roles that the construction manager plays in the development and implementation of safety standards. These four roles will lead them in the development of new standards for the Asian construction industry.

In the United States, efforts continue to focus on improvements in the construction industry. NIOSH is opening Several NIOSH Construction Centers to help develop greater abilities to improve public safety (Galvin, 2004). These centers may serve as a model for the development of similar programs in Asian countries as they continue to build their construction standards and put them into practice.

Special Issues in Construction Safety

It should be clear by now that project managers play an important role in maintaining safety at the construction site. Their role in construction safety begins at the first meeting and does not end until final project close out. Literature revealed that the manager's commitment to safety is one of the key factors that determine the number of accidents on a work site, the manager can affect the outcome at the construction site through their policies, communication, support, and ability to reason quickly. However, there are several other issues that disserve to be mentioned.

Project managers must be aware of how cultural and gender issues affect the construction process. Masculinity at construction sites has been associated with several stereotypical behaviors that could impact the ability of the project manager to maintain a safe working environment. It was found that masculine culture involves gender identity and sexuality, girl-watching, risk and physical prowess, horseplay, and consumption of alcohol (Iacuone, 2005). These activities are a part of the construction culture. These activities can divert worker attention, resulting in a higher accident rate. Activities associated with masculinity on the construction site should be curtailed, so that workers can keep their mind on their jobs. The project manager can play an important role in helping to curtain these activities by addressing them through policies.

Road construction is one of the most dangerous of all the construction professions. In many cases, the workers can take preventative actions themselves to avoid being in an accident. However, road construction is an area where the worker is placed in danger by the public. One of the most common causes of accidents at a road construction site is being struck by a moving vehicle. From a project manager standpoint, it is difficult to determine what any particular passing motorist will do. This is an area over which the project manager has no control. Therefore, it is one of the most difficult areas to manage in terms of construction safety. Road construction crew safety presents a special problem for project managers.

Project managers must consider many issues related to safety and health. Some are considered hard issues, such as the number of accidents on the job. However, some could be considered soft issues, such as the use of hearing protection. Many project managers do not place an emphasis on soft issues, but these types of injuries can be just as expensive as more serious accidents. Younger workers are less likely to use protective devices than older workers (Lusk et al., 2002). Younger workers are more likely to take risks than older employees as well (Lusk et al., 2002: Pergula, 2002).

Suggestions for Improving Construction Safety

The project manager plays a vital role in maintaining safety on the construction site. However, surprisingly, safety is typically assumed to be the responsibility of those that are working in the area of the hazards. As we have seen, the project manager has the ability to affectively influence the outcome of safety related issues in a positive manner. However, in order to do so they must be cognizant of their need to make a conscious effort to do so. Several suggestions were found that might prove helpful in managing safety outcomes so that they reflect positive change for the construction crew.

They must realize their roles at each stage of the construction process and take measures to make certain that the correct policies are in place and that the information will reach the recipients in a form that they integrate into their daily routines. The project manager must then continue to offer this type of support throughout the project. The project manager can have a significant impact on reduction of injuries on the job site, if they choose to take a proactive, rather than a reactive stance on the topic..

As we found from Asian studies, safety requires a cultural transformation into one that is informed and aware of the safety issues involved on the work site. If the managerial staff is not overly concerned about safety issues, the workers are not likely to be concerned either. Research demonstrates that an attitude towards safety is contagious, regardless of whether they are positive or negative. This factor stresses the importance of making certain that the project manager places safety among the top priorities of the project. A positive attitude from management is a key factor in the ability to make certain that the workers place safety at the top of their list as well.

In order to be effective, safety needs to be built into the design of the project. It needs to be a part of the initial phases, rather than an after thought. The time to think about safety is not after construction has begun, but in the initial project planning meetings. The project manager must attempt to identify as many hazards as possible on the site and to make contingencies for working with them.

Project managers are accustomed for assuming responsibility for accidents, should they occur. However, designers may be hesitant to take on the responsibility of assuming a portion of risk. They may be concerned from liability standpoint and may not wish to assume any of the risks involved at the site. They may also be concerned that these issues will represent higher overhead costs. Safety protocol could have an impact on both direct and indirect costs for the project. Project managers need to be reminded that even though safety concerns will result in higher initial costs, they results in lower total project costs. They will enjoy lower insurance rates, lower lost time costs, and lower litigation costs. The long-term benefits of including safety as a part of the project design outweigh the costs of not planning for an accident on the job.

Another key difficulty in the ability to include designers in the safety aspect of the project is that many of them are not as extensively trained in safety as other managers who are more involved with the construction process. They may not be as familiar with safety protocol as someone One possible solution to this would be to include safety as a more integral part of their formal training. Safety needs to play a more important role in the training and curricula of project managers. Another solution may be to provide safety seminars for design personnel so that they can learn to incorporate safety into their initial design. This represents a shift away from traditional thinking about safety on the job site.

One of the first tasks of the project manager will be to identify which hazards exist on the jobsite. They will require the help to other professionals who are familiar with the site and can offer advice as to the specific hazards on and around the intended construction site. These same professional may also have insight into the best way to manage or eliminate these hazards. Eliminating hazards on the jobsite requires a team effort.

Industrialized nations such as the United States and the European Union realize the importance of including safety into the project design and are beginning to develop standards that will include this concept. Groups already involved in jobsite safety, such as OSHA and NIOSH will play an important part in the development of these standards a will professional and trade organizations. Developing nations are not are far along in the process of developing improved construction safety standards and many have a long way to go before they can even meet the current standards of industrialized nations.

Designing for construction safety (DfCS) is a new term that refers to the concept of considering construction safety in the design process (Toole & Marshall, 2007). One example of DfCS at work is in the area of preventing falls during construction. In the construction of many buildings, workers must work at heights far above the ground. Preventing fall-related injuries is a primary concern for these workers. In order to reduce fall potential parapets are erected around the area where the workers must be. The International Building Code requires that the parapet walls are at least 31" high (Toole & Marshall, 2007). OSH, requires a cable or rail 39-42" high (Toole & Marshall, 2007). By including parapet wall that is 39" high a fall protection system will be provided earlier in the construction phase (Toole & Marshall, 2007). This is one example where safety is a consideration in the early design phases of the project.

Designing for Construction Safety is an emerging trend that will continue to become more popular, as safety becomes a more integral part of the design process (Toole & Marshall, 2007). This concept represents a paradigm shift away from thinking about construction safety as a problem for contractors once the project has begun. This trend began emerging in 2004 and has been growing continuously since that time. It is expected to become the standard, rather than the exception in the future (Toole & Marshall, 2007).

Once the design is completed and the planning stage is complete, the next phases in implementing a safety program is to communicate this new protocol to every one involved in the construction process. The final task of the project manager is to make certain that the rules are enforced and documented. Some of the elements of the safety program include the maintenance of safe working conditions, setting performance goals, and developing a rewards program as an incentive to remain safe on the construction site. Attention to safety needs to be rewarded to serve as an example to others and to continue to promote safe practices.

The final requirement of a safety program is to provide a means of review. If and when a circumstance occurs, one needs to conduct a thorough investigation to determine the cause of the accident. Corrective action needs to be taken in order to make certain that it does not occur again in the future. Safety needs to become a part of employee reviews. It is expected that these measures will result in fewer employee complaints, reduced absenteeism, lower expenses due to injuries, and reduced worker's compensation claims. Fewer accidents and injuries has a positive affect on the workplace. It can result in improved employee morale and job satisfaction. It can have a measurable impact on productivity, reduced hidden costs, and reduced insurance claims. All of these positive benefits means projects that come under budget,

The project manager, site supervisor and safety supervisor are essential parts of the design team and must work together throughout the project in order to achieve realistic safety goals. Project rules and regulations can be as firm or as malleable as they need to be, according to site characteristics. The key point is that they must result in a reduction in worker injuries on the job, and they must meet all applicable legal guidelines.

Participation in safety early on in the project represents a new definition for the project manager. This new way of thinking is spreading to construction projects around the globe. Safety has always been a key concern in the construction industry. However, project management often handed those duties over entirely to supervisory staff. Now supervisory staff includes project management in the circle of persons most concerned with worker safety.

We discovered though academic literature that managerial commitment must be visible. Teamwork is the key component of success and will continue to be a guiding factor these new protocols begin to develop. Safety programs that only exist on paper will not meet the increasing demand for a safe workplace. Programs must be realistic and able to be easily integrated into the daily routine of the site. When safety becomes a part of the organizational culture, it will be likely to be the most successful at preventing accidents. Everyone must become accustomed to thinking in terms of safety on a daily basis.

This research examined the construction industry in general terms. It also acknowledged that every construction project is unique and has its own set of circumstances that must be dealt with in order to provide a safe working environment. Traditional ways of thinking about these hazards is changing. This new way of managing these new safety and health risks takes a more holistic, rather than sympathetic role than it did in the past.

Changing roles for project managers are the result of changes in the construction industry. As the pace of construction continues to soar, safety becomes an even more important issue than before. The industry has come to realize that if it wishes to continue to grow and thrive in the future, it will have to address the key issues that it confronts in today's global business climate. This research supports the thesis that project managers have a measurable impact on the outcome of a construction project.