When asked what the key challenge is on the London Olympics construction project, the chair of the Olympic Delivery Authority answers very simply: “It is getting to the end of this project without killing anybody.”
Delivering the opening address on day two of the IOSH 11 Conference, John Armitt told a packed auditorium that this would be a rare achievement on such a massive project and recalled how the construction of Terminal 5 passed by with a good safety record until a few months before its completion, a construction worker lost his life in an accident.
Highlighting leadership and behaviours as two fundamental areas to focus on in driving improvements in safety, he took the opportunity to encourage the practitioners in the audience to “engage and capture” the hearts and minds of the leaders in their organisations because real progress on health and safety would only start to be made once it is seen to be just as important as other business elements, such as cost and delivery.
Armitt’s comments came as the prelude to a series of health and safety-related presentations around the theme of building a legacy from the Games next year. Lawrence Waterman, head of health and safety at the Olympic Delivery Authority, outlined first how safety, health and well-being were built into the construction programme, highlighting the reuse of soil and materials in the groundwork phase, through to dismantling power lines on the site to allow overhead cranes to operate safely, and using waterways to deliver many of the supplies, thereby reducing the risk and inconvenience to road users.
Explaining the ODA’s approach to health and safety leadership, Waterman told delegates how an HSE Leadership Board, comprising the ODA’s CEO and chair, executive directors, and the executives of delivery partner organisations, set up the dedicated Safety, Health and Environment Leadership Team (SHELT). This body devised an overall strategy, which has been translated into practical project plans by specific project leadership teams further down the chain.
Measures that have helped the ODA achieve an Accident Frequency Rate (AFR) of less than 0.18 over the period October 2005 to date include safety tours by specific project teams on other project sites to benchmark progress, celebrating success where it occurs, and a wall of fame highlighting those that have passed a mandatory supervisor training course.
The AFR, said Waterman, is still not good enough, but he pointed out that it is a rate that is comparable to and lower than the average for all UK employment, rather than the average rate across just the construction sector.
The importance of strong and clear leadership was also emphasised by Stephen Williams, the HSE’s director for London 2012. Williams explained that the Olympics is seen, within HSE circles, as an opportunity to drive up standards of health and safety across the board. He outlined to delegates how the HSE had devised its intervention strategy during the construction and build-up to the Games, stressing that this is built on: early intervention; early discussion with designers and contractors; focus on high-risk activities; consistent and proportionate enforcement action where necessary; and avoiding duplication with other regulators.
Like the ODA, this intervention strategy is broken down into specific inspection plans for each of the projects. Inspectors have been told to focus on a number of key areas, including leadership, competence, supervisors, key risks, the induction and briefing process, and arrangements for worker involvement.
Williams went on to say that the project has certainly not been plain sailing, with some occasional firm discussions having been held between the HSE and the ODA, but he praised the Authority for taking on board any lessons learned and acting on them.
The HSE is now beginning to capture the data and analyse what lessons can be learnt from the project. It is beginning to populate some of these lessons on its website on a specific ‘London 2012’ page, and is currently working on formal research that will look at: the barriers and best practice to leadership and worker involvement; how the CDM Regulations 2007 worked in practice on the Olympic Park; how safety culture can be embedded across organisations and projects; how occupational health can be effectively delivered in construction; and further work on temporary structures.
On this final point, he explained that work is going on between local authorities and the HSE to see how temporary structures should be regulated under the CDM Regulations.
Describing his vision of success for the Games in safety terms, he said it should be measured by: no fatalities or major incidents; no health and safety ’conkers bonkers’ stories during the Games; and no proactive or reactive inspections while the event is taking place.
He concluded by outlining five tips that have been highlighted by the construction programme for the Games: setting out and sharing your goals; knowing what success looks like; leadership from all; involving your workforce; and learning from your experience.
With less than 18 months to go, the Games appears to be living up to its legacy ambitions in terms of health and safety.
To watch exclusive interviews with Stephen Williams and Lawrence Waterman click on the videos below:
