Introduction
Safety in construction remains a paramount concern globally, particularly in high-risk environments such as Zimbabwe, where infrastructure projects are on the rise. BK Construction, having secured a multi-million-dollar contract to build a hotel, operates under the guiding principle of “Safety our pride – zero harm, zero death.” However, with construction works already underway and several near misses recorded, the effectiveness of the company’s Safety Management System (SMS) is under scrutiny. As a Safety Manager with a background in Quantity Surveying, it is imperative to recommend practical methods to monitor and evaluate the SMS to ensure alignment with its intended objectives. This essay focuses on two key strategies: employee engagement and training, and regular safety audits and inspections. These methods are selected for their direct impact on identifying weaknesses in safety practices and fostering a proactive safety culture. The discussion will explore their implementation, benefits, and limitations, supported by relevant academic and industry evidence, to provide actionable advice for BK Construction.
Employee Engagement and Training
Employee engagement and training are foundational pillars for an effective SMS, as they directly influence workers’ awareness, behaviour, and commitment to safety protocols. In the context of construction, where hazards are diverse and dynamic, ensuring that employees are actively involved in safety processes is critical. Engagement can be fostered through participatory mechanisms such as safety committees, regular toolbox talks, and feedback systems. These platforms allow workers to voice concerns, share experiences of near misses—like those already recorded at BK Construction—and suggest improvements. According to Griffin and Neal (2000), safety performance is significantly enhanced when employees perceive that their input is valued, as this nurtures a sense of ownership over safety outcomes.
Training, on the other hand, equips employees with the technical knowledge and skills to identify hazards and adhere to safety protocols. For BK Construction, tailored training programmes could include modules on operating heavy machinery, working at heights, and handling hazardous materials—common risks in hotel construction projects. Regular refresher courses are equally important to address evolving risks and reinforce safety awareness. Research by Burke et al. (2011) highlights that well-structured training not only reduces accident rates but also improves compliance with safety regulations. However, the effectiveness of training can be limited if it lacks practical, site-specific scenarios or if language and cultural barriers exist, particularly in a diverse workforce often seen in Zimbabwean construction sites. Therefore, BK Construction must ensure that training is accessible, contextual, and reinforced through continuous engagement.
To monitor the effectiveness of these initiatives, management can employ surveys and questionnaires to gauge employee satisfaction with training content and their confidence in applying safety knowledge. Furthermore, tracking participation rates in engagement activities and correlating these with incident or near-miss data can provide quantitative insights into the SMS’s impact. While these methods are practical and resource-efficient, they rely on honest reporting and may not capture underlying cultural or motivational factors affecting safety behaviour. Nevertheless, fostering a participatory safety culture through engagement and training remains a cornerstone of SMS evaluation.
Regular Safety Audits and Inspections
Another critical method to evaluate the effectiveness of BK Construction’s SMS is through regular safety audits and inspections. Audits involve a systematic review of safety policies, procedures, and records to ensure compliance with both internal standards and external regulations, such as those set by Zimbabwe’s National Social Security Authority (NSSA) or international frameworks like ISO 45001. Inspections, conversely, focus on the physical assessment of the construction site to identify hazards, verify equipment maintenance, and observe workforce adherence to safety practices. Given the near misses already recorded at BK Construction, implementing a robust schedule of audits and inspections can provide immediate feedback on SMS performance and pinpoint areas of concern.
The primary benefit of this approach lies in its ability to proactively detect non-compliance or potential risks before they escalate into accidents. For instance, inspecting scaffolding or electrical systems could reveal issues overlooked during daily operations. According to Robson et al. (2007), regular safety audits are associated with improved safety outcomes, particularly in high-risk industries like construction, as they ensure accountability across all levels of an organisation. Additionally, audits can benchmark BK Construction’s SMS against industry best practices, providing a broader perspective on its effectiveness.
However, the success of audits and inspections hinges on their frequency, impartiality, and follow-up actions. Overburdening staff with frequent checks can lead to ‘audit fatigue,’ reducing cooperation, while infrequent inspections may miss critical lapses. Moreover, if conducted by internal teams without external validation, audits risk becoming a formality rather than a genuine tool for improvement. To address this, BK Construction could engage third-party safety consultants periodically to complement internal efforts, ensuring objectivity. Monitoring effectiveness can be achieved by maintaining detailed audit logs, tracking corrective actions taken post-inspection, and correlating findings with incident data. Though resource-intensive, especially for a company operating in a developing economy like Zimbabwe where skilled safety auditors may be scarce, this method remains indispensable for a comprehensive SMS evaluation.
Contextual Challenges and Practical Considerations
Applying these methods at BK Construction must account for contextual challenges specific to Zimbabwe’s construction sector. Limited access to advanced safety training resources or certified auditors can hinder implementation. Additionally, economic constraints may pressure the company to prioritise project timelines over safety investments. As a Quantity Surveyor, it is essential to balance cost implications with safety priorities, advocating for budget allocations that support sustained training and audit programmes without compromising project viability. Collaborating with local regulatory bodies or international safety organisations could also provide access to affordable resources and expertise.
Furthermore, cultural attitudes towards safety in Zimbabwean workplaces must be considered. In some instances, workers may underreport near misses due to fear of reprimand or job insecurity. BK Construction should therefore cultivate a ‘no-blame’ culture during engagement sessions and audits to encourage transparency. While these contextual nuances present challenges, they also underscore the importance of tailoring SMS evaluation methods to the local environment, ensuring relevance and practicality.
Conclusion
In conclusion, monitoring and evaluating the effectiveness of BK Construction’s Safety Management System is crucial to achieving its “zero harm, zero death” objective, especially given the early near misses recorded during the hotel project. Employee engagement and training, through participatory platforms and contextualised learning, foster a safety-conscious workforce, while regular safety audits and inspections provide systematic oversight to identify and mitigate risks. Both methods, though not without limitations such as resource constraints and cultural barriers, offer practical and evidence-based approaches to ensure the SMS remains robust. For BK Construction, integrating these strategies with a keen awareness of Zimbabwe’s unique challenges will be key to sustaining safety performance. Moving forward, continuous review and adaptation of these evaluation methods will not only safeguard workers but also enhance the company’s reputation as a leader in safety within the construction industry. As a Quantity Surveyor, advocating for these balanced, cost-effective safety measures ensures that both human and project outcomes are prioritised, aligning with the broader goals of sustainable construction practices.
References
- Burke, M.J., Salvador, R.O., Smith-Crowe, K., Chan-Serafin, S., Smith, A. and Sonesh, S. (2011) The dread factor: How hazards and safety training influence learning and performance. Journal of Applied Psychology, 96(1), pp. 46-70.
- Griffin, M.A. and Neal, A. (2000) Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology, 5(3), pp. 347-358.
- Robson, L.S., Clarke, J.A., Cullen, K., Bielecky, A., Severin, C., Bigelow, P.L., Irvin, E., Culyer, A. and Mahood, Q. (2007) The effectiveness of occupational health and safety management system interventions: A systematic review. Safety Science, 45(3), pp. 329-353.
