JANUARY - FEBRUARYCONSTRUCTIONTECHREVIEW.COM9Digital Twin technology (BIM with access to continuous data) further extends beyond the building and construction delivery phase to as-built, end-use, and facility management with information layers that include:· the physical layer (the as-built design data);· building system layer (a Building Management System that delivers real-time data from systems and components that are integrated), and· the people layer (behavioral data on how people use and operate the building).The implications of the above innovations for those with a more traditional H&S mindset that still measure performance using injury rates alone are profound. More and more H&S and other risk managers need to be technically savvy and seek out predictive data that better informs an organization of its risks. Increasingly, risks are being informed by intelligent design and systems data within a construction environment using BIM or other technological innovations. A simple example is the use of cameras/ sensor overlays to identify mobile plant and people clash points on a construction site. The ability to identify such locations in real time enables a predictive design intervention, e.g., an overhead pedestrian bridge, to be implemented before an incident occurs.A variety of organizations are exploring predictive data to better inform H&S performance outcomes. For example, a large Australian construction contractor has determined that adverse changes to the construction schedule, coupled with unapproved scope changes on a construction project, mean that the project is four times more likely to experience a high potential notifiable incident within the next two months. In summary, data to assess H&S performance outcomes across industries like construction requires careful consideration in the context of a thorough understanding of the business and its undertakings, its work processes, working environments, and associated H&S risks, together with published research or other information specific to the industry. A suite of lead and lag indicators is the desired approach and could include the following:Lead:· High-level review of H&S risks in pre-tender to ensure that key risks are identified and design changes, including temporary works, are planned and priced in the tender., e.g., perimeter screens on a high-rise construction project to prevent the fall of people or fall of materials. · Concept Design and Detailed Design reviews, including permanent and temporary works buildings or structures and their construction, end-use, maintenance, and operation phases aimed at eliminating H&S risks where reasonably practicable;· High-risk construction work methodology reviews with key trade partners pre and post-tender to capture key trade innovation and buildability knowledge aimed at eliminating H&S risks.· Critical incident analysis, trending and preventative actions, and the extent to which design is implicated in incidents;· Engineering or better control measures consistent with the Hierarchy Of Control for key H&S risks; · Assurance monitoring across multiple levels of a construction project, including front-line personnel that supervise high-risk work activities; · Use of BIM and other technology that achieves multiple benefits to design, planning, quality, or other disciplines from which H&S improvements are a flow-on effect; and· Senior leadership engagement to drive a positive, transformational, and open learning culture that is blame free.Lag:· Workers' compensation premiums as a percentage of total payroll compared with all industry data; and· Incident trending includes injury mechanisms, incident circumstances, and severity.Overall, the above indicators, attached to metrics or other replicable scorecards, enable a more detailed composite picture of health and safety performance than injury data alone. As such, the approach should be considered by all forward thinking organizations seeking the next evolution of health and safety management.
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