SAFE DESIGN OF BUILDINGS AND STRUCTURES

August 2009

making a difference

New South Wales Government

Disclaimer This publication may contain occupational health and safety and workers compensation information. It may include some of your obligations under the various legislations that WorkCover NSW administers. To ensure you comply with your legal obligations you must refer to the appropriate legislation. Information on the latest laws can be checked by visiting the NSW legislation website (www.legislation.nsw.gov.au) or by contacting the free hotline service on 02 9321 3333. This publication does not represent a comprehensive statement of the law as it applies to particular problems or to individuals or as a substitute for legal advice. You should seek independent legal advice if you need assistance on the application of the law to your situation. WorkCover NSW

CONTENTS
INTRODUCTION HOW TO USE THIS GUIDE WHO IS THE GUIDE FOR? WHEN SHOULD THE INFORMATION BE USED? DEFINITIONS LEGAL OBLIGATIONS EMPLOYERS CONTROLLERS OF PREMISES SHARED RESPONSIBILITIES OTHER LEGAL OBLIGATIONS COMPETENCY OF DESIGN MANAGERS WHAT IS SAFE DESIGN? PRINCIPLES OF SAFE DESIGN LIFE CYCLE OF A BUILDING OR STRUCTURE BENEFITS OF SAFE DESIGN A RISK MANAGEMENT APPROACH TO DESIGN 1. HAZARD IDENTIFICATION 2. RISK ASSESSMENT 3. RISK ELIMINATION OR CONTROL CONSULTATION CLIENTS, OWNERS AND OCCUPIERS CONSTRUCTORS WORKSHOPS REPORTING REPORTING TO THE CLIENT (TWO STAGES) REPORTING TO THE CONSTRUCTOR HOW TO REPORT CONTRACTS AND PROCUREMENT TENDERS AND CONTRACTS PROCUREMENT A RECOMMENDED SAFE DESIGN PROCESS 1. DISCUSS THE PROJECT 2. IDENTIFY OTHER STAKEHOLDERS 3. DETERMINE THE CONSULTATION PROCESS 4. PREPARE A RISKS AND SOLUTIONS REGISTER 5. PROVIDE AN INITIAL REPORT TO THE CLIENT 6. AMEND AND FINALISE THE DESIGN 7. PROVIDE A FINAL REPORT TO THE CLIENT AND CONSTRUCTOR 8. REVIEW THE DESIGN

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3 4 4 4 5 6 6 6 6 6 7 8 8 9 9 10 10 10 11 12 12 13 13 14 14 14 15 16 16 16 17 17 17 18 18 24 24 24 24

EXAMPLES OF SAFE DESIGN CONSIDERATIONS DEMOLITION ELECTRICAL WORKS ENVIRONMENTAL FACTORS ERGONOMICS EXCAVATION HAZARDOUS SUBSTANCES AND DANGEROUS GOODS MAINTENANCE MANUAL HANDLING AND REPETITIVE STRENUOUS ACTIVITIES PLANT AND EQUIPMENT REFURBISHMENT SLIPS, TRIPS AND FALLS STEELWORK TEMPORARY WORKS TRAFFIC MANAGEMENT UTILITIES VIOLENCE AND CRIME WORK ON ROOFS FURTHER INFORMATION

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INTRODUCTION
Health and safety at the workplace is a responsibility shared by a number of people who control the design, construction, use and maintenance of the workplace. Workplace safety legislation requires a hierarchy of risk controls, which begins with the need to eliminate the risk; if the risk cannot be eliminated, then it must be controlled. Clients, project managers, design managers, architects, engineers, and others involved in the design process, have an important role to play in identifying health and safety risks that could arise throughout the life cycle of the building or structure and where practicable eliminating risks through design. This guide provides practical advice for a safe design process, leading to safer and healthier workplaces. It also includes some existing mandatory requirements, eg from the Occupational Health and Safety Act 2000 (OHS Act), Occupational Health and Safety Regulation 2001 (OHS Regulation) and the Building Code of Australia (BCA). Where the guide references such requirements, it uses the word must instead of should.

HOW TO USE THIS GUIDE

WHO IS THE GUIDE FOR? This guide is for people making decisions about the design of buildings or structures. There are many different trades, professions and organisations that have a degree of influence over the design process, including: people who specify the design requirements and make purchasing decisions, such as clients commissioning agents, developers, financiers, insurers, project managers, purchasers and end-users design professionals, such as architects, engineers and quantity surveyors ergonomics professionals, interior designers and industrial designers people involved in the construction process, including builders, constructors, demolishers, erectors and surveyors, suppliers of building materials and systems, government regulators and approval authorities.

WHEN SHOULD THE INFORMATION BE USED? This guide should be used as a reference during the planning and design of a building or structure. Designing may include processes such as: undertaking pre-design feasibility studies, conceptual designs, siting and other preliminary considerations research and development preparing technical specifications, plans and drawings arranging tendering and construction documentation undertaking cost and risk analysis preparing environmental and economic impact studies planning for construction, refurbishment or modification. This guide can also be used in the design and construction of residential housing, and other buildings and structures not normally considered workplaces.

DEFINITIONS Client the person who commissions the building or structure and has the final say in design decisions. any person or party responsible for carrying out the construction of a building or structure (including any associated demolition or excavation). Different parties may act as the constructor in a project. all the parties who have an influence on the design of a building or structure during any phase of its life cycle. Members of the design group may include: approval authorities builders clients commissioning agents constructors demolishers design managers design professionals developers end-users erectors ergonomic professionals Design manager the person(s) responsible for the design (or a design element) of a building or structure. Different parties may act as a design manager in a project, depending on its size and complexity. a person who is a designer by vocation, eg an architect or engineer. a place, which may include land, buildings or structures, or parts thereof. any person who coordinates the design manager and constructor on behalf of the client. any remaining risk that has not been eliminated or adequately controlled through safe design. any place where people work. Generally speaking, buildings and structures that require maintenance and cleaning are workplaces. financiers government regulators industrial designers insurers interior designers leasing agents manufacturers project managers purchasers suppliers surveyors.

Constructor

Design group

Design professional Premises

Project manager

Residual risk

Workplace

LEGAL OBLIGATIONS
EMPLOYERS The OHS Act requires that employers ensure the health, safety and welfare of their employees and others at the place of work1. This duty extends to ensuring that: premises where employees work are safe and without risks to health the working environment of employees is safe and without risks to health adequate facilities for the welfare of employees at work are provided.

CONTROLLERS OF PREMISES The OHS Act requires that a person who controls premises used as a place of work must ensure that the premises are safe and without risks to health. This includes people who have an obligation, under contract or lease, to maintain or repair the premises2.

SHARED RESPONSIBILITIES Employers and controllers of premises should communicate and collaborate with the design managers of their proposed work premises wherever possible, to meet their occupational health and safety (OHS) responsibilities in a coordinated manner.

OTHER LEGAL OBLIGATIONS There is other legislation governing the design and approval of buildings and structures that is administered by other government agencies, eg councils, NSW Health, Department of Environment and Climate Change, and the Department of Planning. The recommendations in this guide should be followed in addition to (not instead of) any legal obligations.

1 2

OHS Act, Section 8 Duties of employers. OHS Act, Section 10 Duties of controllers of work premises, plant and substances.

COMPETENCY OF DESIGN MANAGERS

In the context of the safe design of buildings and structures, design managers should have the necessary skills and knowledge required to carry out the task, including: understanding how to use design to influence the reliability and safety of buildings and structures understanding the workplace hazards (and their harmful effects) relevant to the building or structure being designed. Note: Clients should advise design managers of any particular hazards that may be relevant to the workplace understanding common law and statutory OHS requirements, responsibilities and penalties understanding the risk management process, including risk assessment and typical industry practices used to control risk of injury from hazards understanding the principles of designing for normal human behaviour being aware of sources of information relating to OHS.

WHAT IS SAFE DESIGN?

Workers, controllers of premises, self-employed persons and employers expect their workplaces to be safe. Often the most cost-effective and practical approach is to avoid introducing a hazard to the workplace in the first place by eliminating it from the workplace design. Safe design is a strategy aimed at preventing injuries and disease by considering hazards as early as possible in the planning and design process. A safe design approach considers the safety of those who construct, maintain, clean, repair and demolish a building or structure as well as those who work in it. Safety can be enhanced through choices in the design process. These decisions are made in consideration of other design objectives such as aesthetics, practicality and cost. Example of safe design solutions Falls from heights are a significant cause of workplace injury. These risks can be eliminated or controlled at the design stage by considering options such as: designing roofs that incorporate edge protection providing safe access, such as catwalks, handrails and balustrades, to roof-mounted plant and equipment providing fall-arrest anchor points on roof structures prefabricating at ground level to reduce work at height.

PRINCIPLES OF SAFE DESIGN Safe Work Australia has identified the following five principles3 (key elements) for safe design: Principle 1: People with control Safe design is everyones responsibility ensuring safe design rests with all parties influencing the design of a building or structure. Safe design employs life cycle concepts applying to every phase in the life cycle of a building or structure, from conception through to redevelopment and demolition. Safe design implements risk management through systematically identifying, assessing and controlling hazards. Safe design requires knowledge and capability which should be either demonstrated or accessed by any person influencing design. Safe design relies on information requiring effective documentation and communication between everyone involved in the life cycle of a building or structure.

Principle 2:

The life cycle

Principle 3:

Risk management

Principle 4:

Knowledge and capability Information transfer

Principle 5:

Guidance on the principles of safe design for work. Canberra, Safe Work Australia.

LIFE CYCLE OF A BUILDING OR STRUCTURE Safe design requires an understanding of the OHS issues associated with each phase in the life of a building or structure, from initial conception through to demolition. The life cycle phases of a building or structure can be categorised as illustrated below.
Concept Initial Fit out and Use and Maintenance Renovation or > Design > > > > > > Demolition development construction installation occupation and repair modification

BENEFITS OF SAFE DESIGN The design process impacts on the safety of a building or structure. Using safe design principles should result in improved safety and reduced risk of illness and injury to constructors, end-users and those who maintain the building. The costs associated with an unsafe design can be significant in terms of retrofitting, production downtime, higher insurance premiums, environmental clean-up costs and the costs associated with possible litigation. It is more economical to eliminate as many workplace safety hazards as possible by well-informed decisions at the design stage than it is to control them after the building has been constructed. An inherently safer building can reduce the costs of subsequent safety measures. For example, the use of wall mounted lighting on balconies, instead of ceiling mounted, can reduce the need for maintenance staff to work at heights, with the additional benefit of cutting electricity consumption. As well as reducing business costs, safe design can help to simplify the risk control process, providing a greater ability to predict and manage hazards. Investing in safety gives clients and employees confidence that the design company is responsible and capable. This trust can attract clients and encourage existing customers to return. Safe design is both a demonstration of corporate responsibility and good business practice.

A RISK MANAGEMENT APPROACH TO DESIGN

Design managers should eliminate any foreseeable hazards that may arise from the design of a building or structure. If it is not reasonably practicable to eliminate the risk completely, then the design manager should control the risk. This process is called risk management4. Risk management should be part of the design process and integrated into meetings between parties in the design group, preferably from the concept development phase. Major design decisions are easier to make at this early stage. The risk management process consists of three main steps: hazard identification risk assessment risk elimination or control.

1.

HAZARD IDENTIFICATION

The first step is to identify potentially hazardous situations that could result in injury or illness. It is important to think creatively and systematically about potential hazards. In order to develop a comprehensive list of potential hazards, design managers should consider the systems of work involved in each life cycle phase of the building or structure. This hazard identification5 may need to involve a group of people to provide expertise in the potential hazards throughout the life cycle. The more often design managers undertake this risk identification process, the more familiar they will become with the kinds of risks involved. It may be useful to identify the most significant causes of injury and disease in the industry likely to operate in the completed building or structure. Sources of information include post-occupancy evaluations on similar buildings and structures, industry guidelines and OHS consultants.

2.

RISK ASSESSMENT

Once the hazards have been identified, the design manager should assess how likely it is that someone could be harmed by each hazard and how serious the injury or illness could be. This process enables priorities to be set and helps determine what control measures might be appropriate.

4 5

Further details on the risk management process can be found in WorkCovers Risk management at work guide (2001). Further details on hazard identification can be found in WorkCovers CHAIR: Safety in design (2001).

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3.

RISK ELIMINATION OR CONTROL

Having identified potential hazards and their risks, design managers should then consider ways to do something about them. They should aim to eliminate risks by redesigning the building or structure, or the methods of its construction. If this is not reasonably practicable, then design managers should take steps to reduce the risk. They should document any residual risks and recommended control measures, and pass the information on to the client and constructor (see Reporting later in this guide). The hierarchy of control6 model is a list of control options, in priority order, which should be used to eliminate or minimise risks to health and safety. Measures at the top of the hierarchy of controls are preferable because they are effective regardless of whether unforeseen events occur, people act as expected or equipment is being used as intended. The hierarchy of control model is as follows: Eliminate design the hazard out of the building or structure. Substitute substitute less hazardous materials, fixtures, fittings, plant or construction methods. Isolate use guards or barriers to limit access to the hazard. Engineering minimise risk by engineering means, eg provide a permanent building maintenance unit to maintain the external faade of the building. Administrative controls recommend the establishment of systems of work or signage, where required, to control residual risks. Personal protective equipment recommend suitable personal protective equipment and training, where required, to control residual risks. A combination of these measures should be applied when no single measure is enough to eliminate or minimise the risk.

OHS Regulation, Clause 5 Meaning of control of risks.

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CONSULTATION
Design managers should consult with technical experts and representatives of people involved at each phase of the life cycle of the building or structure, so that foreseeable risks can be identified at the design stage. This design group can provide important information about potential risks associated with the construction, use, maintenance and demolition of the building or structure. Over time, design managers should develop a greater understanding of the risks faced by constructors, maintenance workers and others, leading to improved designs and streamlining the consultative process.

CLIENTS, OWNERS AND OCCUPIERS Consulting with clients, owners and occupiers helps the design manager to carry out a safe design process. It may assist the design manager to identify any particular hazards in the workplace and possible ways of eliminating or reducing the risks. Design managers should explain to clients any health and safety risks that are identified during the risk management process. It is important that the client understands, as early as possible, any cost implications of addressing these risks. If the occupier is not known, it may be beneficial to consult with representatives from similar workplaces. Questions for clients, owners and occupiers: Have they done their own risk assessment? What will the completed building or structure be used for, and what industries and workers are likely to be involved? What are the known safety hazards associated with activities to be undertaken in the completed building or structure? What are the space requirements for the safe use of plant? What is the suitable design of layout, fixtures and fittings? Will there be any significant hazards involved, such as storage of dangerous goods, biological materials handling or work involving high temperatures? Do they have information on any design or other solutions that could ensure the health and safety of people working in the completed structure? This could include a review of post-occupancy evaluations from similar workplaces. Do they have workers eg OHS representatives working in similar workplaces, whose knowledge can be used in the consultation process? What maintenance, repair, service and cleaning is likely to be involved during the operation of the building or structure?

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CONSTRUCTORS For the design manager to better understand the hazards associated with the construction of the project, they should consult with the constructor. Questions for constructors: What are the known safety or health hazards associated with the excavation and construction of the building or structure? Are there any risks associated with the proposed location of the building or structure? What standards will be used during the construction of the building or structure? Does the constructor have information on any design or other solutions that could ensure the health and safety of people involved in the construction of the building or structure?

WORKSHOPS Workshops are an effective means of gathering the knowledge and experience of a range of stakeholders to identify hazards and develop appropriate solutions. They are particularly useful as a project becomes larger or more complex. Where it is appropriate to hold more than one workshop, due to the complexity of the project or the size of the design group, it is important to ensure that all issues are still covered. The following information is provided to assist in preparing and conducting a safe design workshop. Preparing for the workshop: Identify a design group or range of stakeholders. Include the client, the constructor, the occupier, OHS representatives and personnel who will work at the new workplace. Usually on large and complex projects where the constructor or occupier is not yet known, it may be beneficial to engage the services of specialist consultants with expertise in the type of construction and intended usage. The workshop should include between three and eight representatives to ensure that the process remains effective but manageable. For large and complex projects, appoint a facilitator to keep the discussion on track and on time. Clearly define the purpose and scope of the workshop. Collect information on the workplace, including intended workflows, profiles of injury and disease for the industry, information from similar workplaces, and relevant guidelines and standards. Develop the template for an OHS risks and solutions register to record the outcomes of the workshop. An example is provided in this guide. Conducting the workshop: Provide an overview of the workplace and its intended use. Identify the hazards. Assess and prioritise the risks. Consider how the identified risks can be eliminated or controlled. Document the potential hazards, risk control solutions, actions required, the persons responsible and any residual risks. 13

REPORTING
Once they have undertaken the risk management process in consultation with affected parties, the design manager should provide information about residual risks to the client (or project manager, where relevant, to pass on to the client) and constructor. All reports should be in writing and presented in a clear and concise manner. Employers who will use the workplaces in the completed building or structure, can use information about residual risks to develop their own risk controls in consultation with workers and their health and safety representatives.

REPORTING TO THE CLIENT (TWO STAGES) For large and complex projects, the design manager should provide two safe design reports to the client. For smaller or less complex projects where the client is directly involved in the design consultation, a single final report may be adequate. The initial report to the client should be provided at the concept development phase and include information on: any known hazards eg hazardous structural features, materials, procedures or practices how identified hazards could be eliminated or minimised by design modifications, substitute materials or alternative methods of construction. The client may consequently agree for revisions to be made to the design. The final report to the client should be provided upon completion of the final design and include information about any residual risks.

REPORTING TO THE CONSTRUCTOR The client should provide a copy of the latest report to the constructor to help them ensure that those undertaking the construction work, and other people near the construction site, are not exposed to foreseeable risks to their health and safety. The information should be sufficiently detailed to allow the constructor to draw up appropriate safe work methods.

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HOW TO REPORT A risks and solutions register7 should be prepared early in the design process to track how risk controls are being established for each hazard. Once the register has been completed, information about residual risks should be communicated to relevant downstream users. The report should include: a record of the identified workplace risks that were not completely eliminated or controlled in the design of the building or structure (residual risks) an assessment of these risks, so that constructors and end users can better understand their relative importance and prioritise control measures how the risks could arise an explanation of design measures that partially control the residual risks any additional comments that could help constructors and end users eliminate or control the residual risks.

A risks and solutions register pro forma is provided in section 4 of this guide. More information on risk registers is available in Australian/New Zealand Standard AS/NZS 4360 Risk management.

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CONTRACTS AND PROCUREMENT

TENDERS AND CONTRACTS Workplace health and safety performance criteria should be included as tender or contract conditions. Requirements of the tender process should include demonstrated evidence of the tenderers safety management systems and safety history, and contract conditions should include compliance with OHS obligations and regular safety performance reports. The information submitted in the tender should then be used during the evaluation process. This will serve to exclude tenderers without satisfactory performance. Sufficient time should be given for tenderers to examine the tender documents carefully, so that pricing reflects the costs of implementing safety requirements.

PROCUREMENT Good OHS outcomes can be achieved through responsible decisions made by the client and project manager. The client and project manager should ensure that procurement specifications include safe design and consultation requirements. The risk management process should be applied to procurement of any goods or services. Consider what could be done to eliminate or minimise any risk identified and specify these controls in tender documents. It is important to identify any specific controls needed to safely construct certain items or features, so that they can be costed accordingly. Where projects are offered through an unqualified process to obtain the lowest price, clients and project managers risk ending up with contractors who are unable to perform the work safely and may take short cuts to save on time and materials. This can have an adverse effect on health and safety performance. Government agencies and firms in high-risk industries commonly integrate health and safety performance into their procurement guidelines. This reduces the risk to their facilities and of exposure to the potentially high costs of remedial action after the construction process has already begun. For further guidance and resources on procurement, refer to the NSW Governments procurement policy at www.commerce.nsw.gov.au

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A RECOMMENDED SAFE DESIGN PROCESS

The following process is recommended to incorporate safe design principles, risk management, consultation and reporting. However, design managers should modify the process to suit the particular requirements and constraints of the project. The safe design process should begin at the concept development phase. This is the best opportunity to make fundamental changes because much of the design is still to be determined. The recommended safe design process consists of eight basic steps: 1. 2. 3. 4. 5. 6. 7. 8. Discuss the project. Identify other stakeholders. Determine the consultation process. Prepare a risks and solutions register. Provide an initial report to the client. Amend and finalise the design. Provide a final report to the client and constructor. Review the design.

1.

DISCUSS THE PROJECT

Those involved in the safe design process should establish a strong, collaborative relationship to ensure the effective exchange of information. Clients should discuss with design managers what types of activities and tasks are likely to be carried out in the building or structure when it is completed. These discussions will provide preliminary information about some of the risks that should be considered during the design process. Any client who will be the employer or controller of the completed workplace will have obligations under the OHS Act to ensure that the premises are safe and without risks to the health and safety of workers and visitors to the workplace. As such, it is in their interest to be closely involved in the health and safety aspects of the design process.

2.

IDENTIFY OTHER STAKEHOLDERS

The client and design manager should identify an appropriate design group to include in the consultation process. If it is not possible to identify the end users, it may be possible to seek the assistance of OHS representatives from similar workplaces. By drawing on the expertise of a diverse group of people, the chance of overlooking a hazard is significantly reduced.

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3.

DETERMINE THE CONSULTATION PROCESS

Once the design group has been identified, the design manager should determine the best means by which they can communicate. For large or complex projects, a formal workshop led by a skilled facilitator is recommended (see Workshops earlier in this guide). Further information on this process is detailed in WorkCovers CHAIR: Safety in design tool. If it proves impractical to get the design group together in one place, a significant amount of information can be gathered by conducting a well-planned survey. For some more routine projects, the consultation process may be as simple as a series of phone calls seeking clarification on identified risks and documenting the outcomes.

4.

PREPARE A RISKS AND SOLUTIONS REGISTER

The design manager should then lead a preliminary risk analysis in consultation with the design group. The aim of this step is to identify and document a broad range of hazards before the detailed design begins. Identified potential hazards should be recorded in a risks and solutions register. This should include the foreseeable risks posed to people at each phase of the life cycle of the building or structure. The table below can be used as a quick reference for some issues and risks to consider. The Examples of safe design considerations later in this guide provides more information on specific risks and solutions. Issue or risk Access and egress Points to consider Access and egress requirements, including the number and position of exit points, emergency procedures, obstructions and lighting. Safe access for maintenance should be included. Risks relating to the material the building or structure is made of, eg material flammability or emission of toxic fumes. Construction and maintenance risks relating to the shape and complexity of the building profile. Risks relating to work in enclosed spaces, including the release of fumes and lack of ventilation. How the temporary position of construction plant and materials, the use of scaffolding, the movement and operation of equipment, and the sequence and timing of works, affect the safety of construction and other workers. Risks relating to the eventual demolition of the structure, including premature collapse and the emission of hazardous materials during demolition. Risks relating to electrical works, including overhead and underground cables, switch-rooms, switch-boxes and electrical equipment.

Building material Building profile Confined spaces Construction method and equipment

Demolition

Electrical wiring and equipment

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Emergency procedures Environmental conditions Environmental impact Ergonomics and manual handling

Risks relating to fires and other serious incidents requiring evacuation and emergency procedures. Risks created by weather, including high and low temperatures, wind and rain. Risks include the potential impact of environmental extremes, such as earthquakes, flooding, lightning and high winds. The health and environmental impact of construction and the ongoing operation of the building or structure, including the escape of vapour, dust or effluent. Risks relating to posture, static loading, manual handling (lifting, pushing, carrying, throwing) and repetitive movements (packing, typing, assembling, sorting, using hand tools), eg installing sheets of wall board and ceiling tiles. Risks relating to excavations near to or during construction, including the stability of structures and using plant and machinery near an excavation, and falls into the excavation. Risks relating to the storage and use of flammable materials and liquids. Risks relating to the storage and handling of dangerous goods and hazardous substances, during construction and end use of the building or structure. Risks relating to working at heights, including falls and dropped objects. Risks relating to the inspection, cleaning, maintenance and testing of plant and structures (including building maintenance units). The size and movement of plant and materials, and the space required for their safe movement. Risks relating to the movement of equipment and materials during construction, as well as at the completed workplace including ramps, slopes, floor surfaces, and distances and equipment to be moved. Risks relating to the use of noisy equipment during construction and in the completed workplace. The provision of safety equipment, such as safety showers, barriers, guards and anchor points for fall-arrest systems. Risks relating to slips, trips and falls, including steps, ramps, ladders and floor surfaces. Structural strength and stability, including the permanent and temporary loads borne by the structure itself, as well as the integrity of temporary supports. The provision of lighting, air, ventilation, water, fuel and electricity during the construction process, as well as the ongoing operation of the building or structure. Risks arising from violent customers, robberies and other illegal activities, particularly entrapment points and the potential risks for individuals working in isolation.

Excavation

Fire and explosion Dangerous goods and hazardous substances Heights and depths Maintenance, inspection and testing Movement of materials, plant and vehicles

Noise Safety equipment Slips, trips and falls hazards Structural strength and stability Utilities and services

Violence

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The design group should try to identify the issues or risks, and their likelihood and possible consequences. They should then rank the risks accordingly. Once the risks have been identified and ranked, the design manager should develop design solutions (where practicable) to each of those risks, in consultation with the design group. Solutions may be applied or adapted from a number of sources, including: OHS legislation BCA Australian Standards guidance material provided by WorkCover and other organisations discussions with technical experts a review of the issues raised in previous hazard analyses. These solutions should be documented in the risks and solutions register. The risks and solutions register should then be used to inform the design as it moves beyond the concept development phase. An example register is shown on the following page.

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RISKS AND SOLUTIONS REGISTER What are the consequences? OHS legislation BCA Australian Standard Who is at risk? Risk rank (16) References Design solution Action

What is the issue or risk?

What are the causes?

What is the likelihood?

Clauses 39 and 5661 of the OHS Reg. 1 WorkCovers Code of Practice for Safe Work on Roofs part 1 DP3 (fall prevention barriers)

Falls from heights

Lack of safe access to maintain plant Serious injury or fatality

Likely

Construction or maintenance workers

AS 1657 Fixed platforms, walkways, stairways and ladders Design, construction and installation.

Option 1 Locate air conditioning and scrubber units close to access point, and specify parapets around access point and plant Option 2 locate within a plant room

Consult with client re parapets and options for the location of access point

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22 RISKS AND SOLUTIONS REGISTER What are the consequences? OHS legislation Clauses 6365 of the OHS Reg. Serious injury or fatality 1 Construction plant operators WorkCovers Code of Practice for Work Near Overhead Powerlines BCA Australian Standard Who is at risk? Risk rank (16) References Design solution AS 1418.1 Cranes, hoists and winches General Design requirements AS/ NZS 3012 solution not proposed Electrical installations Construction and demolition sites (see 2.5.5) Medical Construction attention and workers and several days off end-users work 4 Clauses 3439 and 45 of the OHS Reg. DP2 (slipresistant walking surfaces) AS/NZS 3661.2 Slip resistance of pedestrian surfaces Provide floor with material complying with DP2

What is the issue or risk?

What are the causes?

What is the likelihood?

Action

Interference Powerlines with power- adjacent to lines boundary

Unlikely

Advise client of the residual risk to be addressed during construction

Slips and trips

Slippery steps and floor surfaces

Unlikely

Consult with client re appropriate floor materials

RISKS AND SOLUTIONS REGISTER What are the consequences? OHS legislation Clause 141 of the OHS Reg. BCA Australian Standard Who is at risk? Risk rank (16) References Design solution Action

What is the issue or risk?

What are the causes?

What is the likelihood?

Being struck by vehicles Serious injury or fatality 3 End-users and delivery drivers

Movement of forklifts and delivery vehicles WorkCovers Code of Practice for Moving Plant on Construction Sites

Unlikely

C2.4 (requirements for open spaces and vehicular access)

Design solution not proposed

Advise client of the residual risk to be addressed during construction

Poor visibility from heavy foliage First aid needed 6 Delivery drivers

Unchecked growth of trees

Very unlikely

C2.4 (requirements for open spaces and vehicular access)

Specification of low-growing foliage to prevent blocking of line of sight Also reduces risks arising from amenity tree pruning

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5.

PROVIDE AN INITIAL REPORT TO THE CLIENT

The design manager or project manager should provide the client with an initial report to help them decide on design options. The report should contain information as specified in Reporting earlier in this guide.

6.

AMEND AND FINALISE THE DESIGN

On the basis of the information included in the initial report, the client may agree for revisions to be made to the design.

7.

PROVIDE A FINAL REPORT TO THE CLIENT AND CONSTRUCTOR

Once the design has been completed, a final report should be provided to the client and constructor as described in Reporting earlier in this guide. The information in this final report should be passed on to the owner or controller of the building or structure where possible. Any residual risk identified in the report must be controlled before activities that may expose a person to that risk are undertaken.

8.

REVIEW THE DESIGN

It is important to review the design if new information that may affect the original decisions is brought to the attention of anyone in the design group.

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EXAMPLES OF SAFE DESIGN CONSIDERATIONS

DEMOLITION8 Demolition often involves: a risk of falls from working from heights hazards arising from the dismantling or collapse of structures (such as being struck or buried by falling material) exposure to dust and other hazardous substances exposure to noise. Similar issues arise during refurbishment operations, which often include small-scale demolitions. Passing on information: Relevant information such as surveys, historical drawings and service records should be provided to the demolition contractor where available. Risk of collapse: Design managers should consider the dangers involved in working on structures at or near the point of collapse. They should provide information on load paths, including: critical loading conditions that could cause collapse critical load-bearing elements that should not be removed without supporting arrangements (including individual truss members, load-bearing walls, columns under supporting beams, floor beams, and lintels and members providing lateral restraint to compression members) pre-stressed concrete which contains considerable tension in its tendons. Design managers should consider risks arising from temporary situations, such as the creation of retaining walls and excavations when basements and foundations are removed, or destabilising structures when demolishing an adjoining structure. Hazardous materials: Design managers should consider the risks arising from possible exposure to dust and hazardous substances, particularly surface treatments or materials such as sandstone. See the hazardous materials section for further information.

Control measures for demolition works are provided in the OHS Regulation (Part 8.6) and Australian Standard AS 2601 Demolition of structures.

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ELECTRICAL WORKS Electrical hazards can arise from contact with overhead power lines and underground cables, and from installing, repairing and maintaining electrical installations. Overhead power lines: Design managers should, following consultation and agreement with the relevant electricity network operator, specify that overhead powerlines be disconnected, re-routed, covered or have them run underground before construction begins, to avoid contact with cranes, mobile plant, scaffolding and other tall equipment. Access roads, building material dumpsites and unloading areas should be located away from overhead power lines. Electrical installations9: Electrical services can be designed to minimise the need for electricians to work in cramped or restricted work areas during construction and maintenance such as lift motor rooms. Design managers should consider the location of, access to and egress from, and work space in the switchroom. For example, design managers should ensure adequate working space when switchboard doors are opened, and extra room for manual handling aids such as trolleys, if required. Design managers should plan to minimise the length of large cables by considering the location of the submains or switchroom. Where possible, cables should be laid top down where gravity can assist in the laying of the cables, rather than hauling them from the bottom up10. Design managers should consider if the design allows for the use of mechanical cable pulling devices and the mechanical movement of cable drums, to reduce manual handling risks. Where practicable, conduits should be pre-installed to eliminate the need to chase walls. Further information: Code of Practice: Work Near Overhead Power Lines Code of Practice: Electrical Practices for Construction Work Work near underground assets

Installation of electrical utility services must be undertaken in accordance with the OHS Regulation (Parts 4.2 and 7.7) and the Electricity (Consumer Safety) Regulation 2006, which requires all electrical installation work to be carried out in accordance with Australian/New Zealand Standard AS/NZS 3000 Electrical installations (known as the Australian/New Zealand Wiring rules). 10 Manual handling: Electricians, Department of Commerce Western Australia.

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ENVIRONMENTAL FACTORS Design managers should consider issues arising from weather, such as: slippery surfaces, paths, ramps and steps during rain collapse of excavations electrical hazards (such as wet electrical cables, sockets and equipment) lightning strikes flooding snow wind. Rain: When planning long-term jobs, design managers should consider programming potential rainaffected work for drier months. They should ensure that sufficient drainage is provided to manage the effects of rainwater and ponding (especially during excavation). Anti-slip surface materials, grills, grates and tapes should be specified, to prevent the risk of slips, trips and falls. Structural collapse: The design should ensure the structural integrity of the building and its temporary works under the action of rain, snow, wind, ground water, thermal effects and extreme environmental conditions (including floods and bushfires), where there is evidence of risk. See the Excavation section for further information.

ERGONOMICS Design managers should take the capabilities and limitations of users into account. They should consider the characteristics of the jobs and tasks that these users would be expected to carry out, and consider how the design and layout of the work environment is likely to affect workers and others at the workplace. Considerations should include the special needs of users such as the elderly or people with a disability. Specifications are included in the BCA. Design managers should ensure that workers can adopt a variety of healthy and safe postures, and should avoid designing maintenance and construction activities that require work in restricted spaces or awkward access. Design managers can improve safety in finished buildings by considering reach distances and the heights of built-in shelving, storage and bench tops. They should try to avoid designs that would require repetitive or prolonged movements to complete job tasks. For example, they can customise the layout to minimise goods handling and transportation.

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EXCAVATION Excavation11 poses a number of safety risks, including: collapse of works objects falling into an excavation a person falling into an excavation exposure to substances in an excavation, eg carbon monoxide from plant driven by an internal combustion engine or by digging into contaminated materials damaging underground utilities, eg power cables or gas pipes. It may be possible in some circumstances to eliminate the need to excavate altogether. For example, it may be possible to specify piling where the soil is poor, rather than digging down to stronger ground, or trenchless technologies for installing underground utilities. Utilities: Design managers should assist the constructor in establishing the exact location of existing underground utilities, including electrical power cables, gas pipes, sewer pipes and water pipes, by providing service plans when available. Design managers may be able to modify the siting of the building or its temporary works to avoid contact with underground services, or relocate the services. Installation of plant or other utilities should be kept away from underground cables. If provided with old services drawings, the design manager should allow for location inaccuracies and the possibility of other unknown or hidden services. Design managers should ensure that works are not undertaken in the vicinity of overhead powerlines. Traffic: Design managers should consider issues relating to the transportation of excavated material, including the length of the haul and any risks posed by its route. Collapse prevention: Design managers should specify and allow sufficient space for the battering (sloping) or benching of excavations, to minimise the risk of collapse. Where possible, they should avoid locating excavations near static loads (such as buildings, walls and immobile plant) or dynamic loads (including traffic and excavation equipment). Fall prevention: Works should be designed so that workers can avoid having to be near deep trenches.

11 Control measures for excavation work are provided in the OHS Regulation (Part 8.5).

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HAZARDOUS SUBSTANCES AND DANGEROUS GOODS Design managers can reduce the risks created by hazardous substances or dangerous goods12 by specifying that less hazardous alternatives be used. They should consider reducing the use of hazardous substances in: adhesives surface coatings (especially spray painting) concrete work (including cement, accelerants and retardants, plasticisers and joint sealants) masonry work (including cleaners, sealants, insulation and dust) steelwork (including paints, rust-proofing, grouts and welding fumes) timberwork (including paints, preservatives and flame retardants). Design managers should also consider the risks from the use of hazardous chemicals and substances in existing structures when planning demolition or refurbishment operations. Identify and replace: Where possible, replace hazardous substances with ones that are less hazardous, eg by specifying water-based paints or high-flashpoint solvents. Dust: Cutting, chasing and scabbling creates dust. Design managers can eliminate the need for these processes by using cast-in ducting or alternative means of joint formation. Paints, adhesives and coatings: Paint thinners, solvents and paints themselves can give off hazardous vapours. If possible, water-based paints should be specified. Design managers should consider using a physical fastening system instead of a solvent-based adhesive. Asbestos: Demolition and refurbishment may require removal of asbestos-containing materials13. This presents major health risks to workers, occupants and the public. Only specially-trained and equipped contractors should carry out such asbestos removal. A licensed asbestos removal contractor may be required. Examples of old material that may contain asbestos include: acoustic ceiling tiles asbestos cement building tiles such as corrugated and flat sheets, pipes and gutters, chimney, heater and hot water flues electrical metering backing boards eaves (pre-1984) firedoors lagging around old heater pipes lift motor rooms wall and ceiling sheeting in wet areas such as bathrooms (pre-1984).
12 The use of hazardous substances must be undertaken in accordance with the OHS Regulation. 13 Risk assessment and control in premises containing asbestos or asbestos-containing materials must be undertaken in accordance with Clauses 43 and 44 of the OHS Regulation) and the Code of Practice for the Management and Control of Asbestos in Workplaces.

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MAINTENANCE Design managers can improve safety for maintenance and cleaning workers by providing safe access to roofs, plant rooms and windows in designs and specifications. The best solution is to avoid the need for access at all. For example, serviceable plant and pipe-work can be located at ground level, rather than roofs or other heights. If access is unavoidable, design managers should provide permanent safe access as part of the building or structure, such as stairs or a walkway with guardrails, or an access platform permanently slung cradled or cantilevered from the structure. Avoid locating high maintenance items above stairways and other recesses. The design should provide access for window cleaning and other faade maintenance requirements, eg externally by providing a building maintenance unit or other access system, or internally by providing balconies or suitable reversible windows. Design managers should specify materials with high durability and low maintenance requirements where possible.

MANUAL HANDLING AND REPETITIVE STRENUOUS ACTIVITIES Manual handling is one of the most significant causes of workplace injury across all industry sectors. Manual handling of building materials: Building materials (such as concrete blocks or cladding), as well as temporary structures (such as scaffolding), are often specified by design managers and can have a serious impact on the workers moving and installing them. Design managers should consider eliminating the need for handling heavy components by specifying the lightest product that meets the design criteria. They may also be able to specify a convenient delivery point, to ensure short manual hauls for loads of bricks, blocks and tiles. Where possible, bulky, pre-fabricated items should be lifted by a crane to reduce ergonomic issues associated with on-site construction and movement through existing corridors. Design managers can also ensure that specifications and plans are clearly marked with the weights of the materials. They may also be able to specify and mark lifting points into large or heavy building components. Design managers should ensure that the length of long members and components allows them to be manoeuvred through corridors.

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PLANT AND EQUIPMENT Completed buildings need to accommodate and support a range of plant and equipment which must be safely installed, accessed, operated and maintained. Considering these issues in the selection and location of items of plant such as air conditioning, fire detection and suppression systems, lifts and escalators, hot water systems, boilers and building maintenance units (BMUs) will contribute to the overall safety of the building for users and maintenance staff. For example, mounting air conditioning units in easily accessible and serviceable locations can help ensure the safety of maintenance staff. The layouts and dimensions should allow ease of access for building and maintenance tasks. Construction plant and equipment14: Design managers should allow for the use of temporary works equipment and scaffolding, providing level surfaces and sufficient room (including heights and widths) around temporary work and equipment for easy access. Design managers should provide sufficient room for cranes and ensure that good foundations are provided. Poor or uneven ground, heavy or irregular loads, or large lifting radii should be avoided.

REFURBISHMENT Refurbishment is an important and hazardous aspect of renovation that occurs when the essential structure of the building is left intact while parts are repaired or replaced. Refurbishment often involves strengthening the structure, replacing windows and floors, stripping and replacing cladding, installing new heating, ventilation equipment or lifts, or total rewiring. Refurbishment presents many of the same hazards as construction and demolition work. Hazards include: structural collapse exposure to hazardous substances falls from heights working in confined spaces. Hazards may be more difficult to control where the premises remain occupied during refurbishment. In such situations, the public may be exposed to hazards resulting from the work. It is important that the work be planned to minimise hazards to both workers and the public. Design managers may be able to detail the works to minimise the risk of public access to areas where work is to be carried out.

14 Work with plant must be undertaken in accordance with the OHS Regulation (Part 5.4)

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Structural information: Design managers should learn whatever they can about the building or structure to be refurbished or renovated. In particular, they should consider: the age of the building or structure, which provides information about the building and design techniques employed during its construction the strength of the building or structure, which should identify how structural additions should be supported by the existing structure and whether walls are solid or not the condition of the building or structure, which would identify any possible weakening of the structure over time, such as rotting timber or corrosion of steel the materials used, which would identify the strength of the structure and the presence of any hazardous substances, including asbestos and lead paint. Structural collapse: To avoid structural collapse during rebuilding, design managers should: calculate the global and component strengths of the existing structure and ensure that the forces applied during construction do not exceed the capacity of the existing structure determine which elements of the existing structure are essential for its stability and highlight them on the plans. See the Demolition, Electrical works, Hazardous substances and dangerous goods, Temporary Works and Work on roofs sections for further information.

SLIPS, TRIPS AND FALLS Slips, trips and falls are among the most common causes of injuries to employees and also account for a high proportion of injuries reported by members of the public visiting worksites. Common causes of slips, trips and falls include: steps and stairways internal and external floor and ground surfaces ladders, mobile ramps and stairways. When a risk of slipping is present, design managers should specify non-slip surfaces or the application of a non-slip floor coating. They should consider the impact of weather conditions (see the section on environmental factors). When designing stairs, they should consider the gradient and ensure that adequate handrails, ramps and lighting are provided. Many accidents result from obstacles or poor housekeeping. Design managers can reduce this risk by providing adequate storage facilities.

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STEELWORK Steelwork often requires work at height on incomplete structures and often involves the use of machines. Design managers can take a number of steps to improve the safety of steelwork erection, including: ensuring that patterns of bolt holes are as uniform as possible throughout the frame, for easy insertion of bolts providing pre-attached seating cleats on columns at joints with beams, so the ends of beams may rest still while steel erectors are inserting bolts ensuring that access stairs form part of the early frame, so that steel erectors do not have to rely on ladders and beams for access specifying that, if needed, holes be drilled in columns during fabrication, for steel erectors to use as anchors for fall-arrest systems ensuring that floor plates are placed as early as possible, to reduce reliance on fall-arrest systems and ladders. As steelwork is usually erected piecemeal, there is a risk of instability and collapse. However, this can be avoided by providing bracing for vulnerable members. See the Temporary works and Work on roofs sections for further information.

TEMPORARY WORKS Temporary works provide access to the worksite or to support works until they have been strengthened. They include: scaffolds edge protection formwork and falsework. Design managers may be able to specify building components and construction methods that eliminate the need for falsework or formwork. Structures in their temporary state can be unstable. This includes frames where the cladding contributes to its sway stability or long-span members that require bracing until another is connected. Design managers should ensure that temporary works are not omitted or removed prematurely. Design managers should provide information about the restrictions, proper use and load bearing capacities of structural components, as well as information on lateral forces to be supported by temporary works equipment. They can specify attachment points for components (especially around glazing which may otherwise lack such points) and fall protection attachments. Measures should be designed so that workers are not required to work beyond the confines of the protection provided. For example, anchor points should be provided at suitable spacing to limit the workers movement to only the protected area.

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TRAFFIC MANAGEMENT Where the end-purpose of the building or structure is known, design managers should consider the likely traffic flow. They should consider the risks raised by the movement of trucks, forklifts and other vehicles and mobile plant. Design managers should separate heavy transport access from lighter vehicle access, and separate pedestrian from vehicle access. Design managers of worksites where forklifts and other mobile plant are expected to operate should consider ways to improve pedestrian safety, such as designated pedestrian exclusion zones and pedestrian walkways. Pedestrian access should be organised in such a way that there will be no perceived benefits in taking shortcuts through vehicle access ways. In areas that are likely to be vehicle traffic areas, additional consideration will need to be given to the location of offices, meal rooms and toilets, and how these will be accessed. Design managers should also consider the safety of workers and the public when vehicles and plant enter and leave the worksite. They should consider the need for: turning space waiting and queuing space traffic calming devices (eg speed bumps, chicanes and gates) visibility of approach and avoiding blind spots safe short term parking. Access and parking for staff and visitors should be separate to delivery access. Further information: WorkCovers guide on Traffic management in warehousing

UTILITIES Provision in buildings of utilities15, such as electricity, gas, water and telecommunications, is usually carried out by specialist subcontractors. Principal hazards include: falls dust and fumes from drilling and cutting electric shock or fire from electrical services fire from gas services. The detailing of ducts, channels and openings in the design should specify that they are either cast or built into the structure, to ensure that construction workers do not have to chase out channels and ducts or open holes using power tools, which create noise and harmful dust. Design managers should provide adequate space for ducts and equipment, to ensure that installers can work from safe positions.

15 The installation and modification of utilities must be undertaken in accordance with the OHS Regulation, other relevant regulations such as the Electricity Safety (Electrical Installations) Regulation 1998 and the relevant Australian Standards.

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VIOLENCE AND CRIME When designing or modifying buildings, design managers must take into account the need to minimise the risk of violence and crime. Crime prevention through environmental design (CPTED) is a crime prevention approach that considers the relationship between the built environment and its users. CPTED principles fall into four broad categories: territorial reinforcement, surveillance, space management and access control. CPTED seeks to influence the design of buildings and structures by: increasing the risk to criminals by increasing the possibility of detection, challenge and capture increasing the effort required to commit crime by increasing the time, energy or resources that need to be expended reducing the potential rewards of crime by minimising, removing or concealing crime benefits removing conditions that create confusion about required norms of behaviour. Examples of violence and crime prevention measures that design managers can integrate into the design of workplaces include: positioning windows to ensure that people inside the building have a clear view of the street, and that people outside (including police) can see inside ensuring that landscaping and fencing do not obscure views from the workplace providing adequate lighting to fully illuminate the interior and exterior of the building, parking areas and other surrounding spaces providing clear entry points accessed from the main street frontage, to avoid indentations or alleyways positioning automatic teller machines (ATMs) in low risk areas keeping parking areas close to the entry points and ensuring that they are connected by a well-lit pathway clearly defining public and private space to avoid confusion about which areas are accessible to the public using fittings, fixtures and paint surfaces that are positioned and designed to deter vandalism. Cash handling and transfer: Design managers should collaborate with cash-in-transit industry representatives to reduce the risk of robbery. Reducing the risk of robbery can be achieved by designing the building so that the transfer of cash can be achieved safely, safe access and egress is offered to persons involved in cashin-transit operations, and security devices such as cameras are located in prominent areas. Some types of worksites, such as late-night retail, may place workers at a higher risk of being exposed to violence and robbery. Design managers may need to consider the need for special security features such as deep counters, bullet-resistant security screens, emergency safe rooms or multiple exits to avoid entrapment of staff.

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Further information: The NSW Government has developed a whole-of-government approach to the prevention of crime, which forms part of the National crime prevention strategy. This approach includes ways in which councils, architects and others can design safer environments. One such example is the Crime prevention through environmental design strategy, an approach that applies crime prevention strategies to the planning and design stages of buildings and public spaces. Further information on this strategy is detailed in the Crime prevention resource manual, which can be obtained from the NSW Attorney Generals Department. NSW Police provides Safer by design training to planners, designers, crime prevention officers and other government agencies. WorkCovers Code of Practice Cash in Transit, provides guidance to prevent injury and illness to persons engaged in cash-in-transit operations.

WORK ON ROOFS Roofs are hazardous places to work because they are at heights16 and often involve fragile materials. Workers can fall from edges or through fragile or incomplete roofing surfaces. Designs of roofs and roof framing should take into account whether the work practices necessary to carry out the installation and maintenance of the designs are safe. Matters to be considered should include at least the following: the use of fall prevention equipment, such as guardrails or guardrail attachments at the perimeter measures to prevent falls through the roof, such as roof member spacing, safety mesh, fall prevention sarking and trafficable roof cladding providing anchorage points for a fall arrest system, where required for use during installation, subsequent work on the roof and maintenance the strength of roof members to which guardrails are attached or which act as an anchorage point for a fall arrest system provisions for safe access to or through the roof space. Design managers may be able to minimise the need for roof work during construction. For example, trusses can be designed to allow for pre-assembly and lifting. Design managers can also consider: designing parapets to a height that complies with guardrail requirements, eliminating the need to erect guardrails during construction and future roof maintenance avoiding high pitch roofs, unless additional measures are put in place to ensure the safety of construction and maintenance workers reducing the space between roof trusses and battens, to reduce the risk of falls during roof construction.

16 Work at heights must be undertaken in accordance with the OHS Regulation (see Part 4.3).

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Roof maintenance: The risks to maintenance staff can be minimised by: avoiding materials and plant (including seals) that require regular inspection, maintenance or replacement routing vents through the building sides instead of the roof combining exhaust flues into a single vent positioning gutters so that they can be cleaned safely from cherry-pickers or safe access routes. If this is not possible, ladder tying points should be provided, and flat surfaces to provide a level ladder base designing roof structures so that damage from storms is minimised, reducing the need for repairs locating maintenance items near the centre of the roof, away from hazards such as skylights and roof edges, and providing dedicated access walkways, including handrails and non-slip surfaces marking hazards and non-walk areas. Fragile materials: Fragile roofing materials present a significant hazard to construction workers, and an even greater hazard to maintenance workers, who may be unaware of their fragile nature. Design managers can improve the safety of workers by not specifying fragile materials. Alternatively, safety mesh should be specified. Design managers should ensure that the roof structure is strong enough to support the loads it will be subject to during construction, such as stacks of roof sheets or tiles. Further information: WorkCovers Code of Practice for Safe Work on Roofs Part 1: Commercial and Industrial Buildings WorkCovers Code of Practice for Safe Work on Roofs Part 2: Residential Buildings WorkCovers Safe working at heights provides practical information and solutions for working at heights in construction and related industries

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FURTHER INFORMATION
For general advice or guidance, call WorkCover on 13 10 50 or go to www.workcover.nsw.gov.au WORKCOVER NSW RESOURCES WorkCover provides a range of resources that can assist in identifying hazards and developing design solutions. CHAIR: Safety in design tool, catalogue no WC00976a, assists design managers, constructors, clients and other key stakeholders to come together to reduce construction, maintenance, repair and demolition safety risks associated with design. Risk management at work, catalogue no WC00425, provides a model for the systematic management of workplace hazards. Also referenced in this guide: Code of practice: Work near overhead power lines, catalogue no WC01394 Code of practice: Electrical practices for construction work, catalogue no WC00301 Code of practice: Cash in transit, catalogue no WC01203 Code of practice: Safe work on roofs part 1: Commercial and industrial buildings, catalogue no WC00304 Code of practice: Safe work on roofs part 2: Residential buildings, catalogue no WC00308 Work near underground assets, catalogue no WC01419 Traffic management in warehousing, catalogue no WC05856. Safe working at heights, catalogue no WC01321.

AUSTRALIAN STANDARDS AS 1319 AS/NZS 1680 AS/NZS 1680 AS 2601 AS/NZS 3000 AS 3610 AS 4024 AS/NZS 4360 AS/NZS 4576 AS/NZS 4801 Safety signs for the occupational environment Part 1: Interior and workplace lighting General principles and recommendations Part 2: Interior lighting Industrial tasks and processes Demolition of structures Electrical installations (known as the Australian/New Zealand Wiring rules) Formwork for concrete Safety of machinery Risk management Guidelines for scaffolding Occupational health and safety management systems Specification with guidance for use

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SAFE WORK AUSTRALIA RESOURCES Design issues in work related serious injuries is the second report arising from an Australian Safety and Compensation Council (ASCC) research project that considers the contribution of design issues to the occurrence of work-related injuries. Guidance on the principles of safe design for work explains the principles of safe design and provides a number of examples of best practice. Safe design for engineering students supports engineering educators in training students about the importance of designing safe products, processes and systems, and to develop safe design skills relevant to professional engineering. Code of practice for the management and control of asbestos in workplaces assists people with control of premises and/or plant to control the risks of asbestos and asbestos-containing materials in workplaces.

OTHER RESOURCES The Occupational Health and Safety Act 2000, and the Occupational Health and Safety Regulation 2001 www.legislation.nsw.gov.au Association of Consulting Engineers Australia www.acea.com.au Australasian Health Facility Guidelines www.healthfacilityguidelines.com.au Centre for Health Assets Australasia www.fbe.unsw.edu.au/chaa The Cooperative Research Centre for Construction Innovations Guide to best practice for safer construction www.construction-innovation.info/ The National Australian Built Environment Rating System (NABERS) www.nabers.com.au NSW Government Department of Healths Health facility guidelines Australasian health facility guidelines in NSW www.health.nsw.gov.au/policies Safer by design information www.police.nsw.gov.au Crime prevention resource manual www.lawlink.nsw.gov.au Royal Australian Institute of Architects www.architecture.com.au Australian Council of Built Environment Design Professionals (BEDP) www.bedp.asn.au SiD (Safety in Design) www.safetyindesign.org Sydney Water Corporations Health and safety procedure www.sydneywater.com.au Total asset management manual (NSW Government Asset Management Committee) www.gamc.nsw.gov.au/tam Western Australia Department of Commerces Manual Handling: Electricians

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Catalogue No. WC02088 WorkCover Publications Hotline 1300 799 003 WorkCover NSW 92-100 Donnison Street Gosford NSW 2250 Locked Bag 2906 Lisarow NSW 2252 WorkCover Assistance Service 13 10 50 Website www.workcover.nsw.gov.au
ISBN 978 1 74218 216 2 Copyright WorkCover NSW 0709