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

PAGE

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

10

1. HAZARD IDENTIFICATION

10

2. RISK ASSESSMENT

10

3. RISK ELIMINATION OR CONTROL

11

CONSULTATION

12

CLIENTS, OWNERS AND OCCUPIERS

12

CONSTRUCTORS

13

WORKSHOPS

13

REPORTING

14

REPORTING TO THE CLIENT (TWO STAGES)

14

REPORTING TO THE CONSTRUCTOR

14

HOW TO REPORT

15

CONTRACTS AND PROCUREMENT

16

TENDERS AND CONTRACTS

16

PROCUREMENT

16

A RECOMMENDED SAFE DESIGN PROCESS

17

1. DISCUSS THE PROJECT

17

2. IDENTIFY OTHER STAKEHOLDERS

17

3. DETERMINE THE CONSULTATION PROCESS

18

4. PREPARE A RISKS AND SOLUTIONS REGISTER

18

5. PROVIDE AN INITIAL REPORT TO THE CLIENT

24

6. AMEND AND FINALISE THE DESIGN

24

7. PROVIDE A FINAL REPORT TO THE CLIENT AND CONSTRUCTOR

24

8. REVIEW THE DESIGN

24

EXAMPLES OF SAFE DESIGN CONSIDERATIONS

25

DEMOLITION

25

ELECTRICAL WORKS

26

ENVIRONMENTAL FACTORS

27

ERGONOMICS

27

EXCAVATION

28

HAZARDOUS SUBSTANCES AND DANGEROUS GOODS

29

MAINTENANCE

30

MANUAL HANDLING AND REPETITIVE STRENUOUS ACTIVITIES

30

PLANT AND EQUIPMENT

31

REFURBISHMENT

31

SLIPS, TRIPS AND FALLS

32

STEELWORK

33

TEMPORARY WORKS

33

TRAFFIC MANAGEMENT

34

UTILITIES

34

VIOLENCE AND CRIME

35

WORK ON ROOFS

36

FURTHER INFORMATION

38

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.
Constructor 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.
Design group 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

financiers

builders

government regulators

clients

industrial designers

commissioning agents

insurers

constructors

interior designers

demolishers

leasing agents

design managers

manufacturers

design professionals

project managers

developers

purchasers

end-users

suppliers

erectors

surveyors.

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.
Design professional

a person who is a designer by vocation, eg an architect or engineer.

Premises a place, which may include land, buildings or structures, or parts

thereof.
Project manager any person who coordinates the design manager and constructor on
behalf of the client.
Residual risk any remaining risk that has not been eliminated or adequately
controlled through safe design.
Workplace any place where people work. Generally speaking, buildings and
structures that require maintenance and cleaning are workplaces.

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 OHS Act, Section 8 Duties of employers.

2 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.

Principle 2:

The life cycle

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.

Principle 3:

Risk management

Safe design implements risk management through

systematically identifying, assessing and controlling
hazards.

Principle 4:

Knowledge and
capability

Safe design requires knowledge and capability

which should be either demonstrated or accessed by
any person influencing design.

Principle 5:

Information transfer

Safe design relies on information requiring

effective documentation and communication
between everyone involved in the life cycle of a
building or structure.

3 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
toreturn.
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
OHSconsultants.

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 Further details on the risk management process can be found in WorkCovers Risk management at work guide (2001).
5 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.

6 OHS Regulation, Clause 5 Meaning of control of risks.

11

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?

12

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
andstandards.
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.

14

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.
Thereport 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.

7 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.

15

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

16

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. 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.

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.

17

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.
TheExamples of safe design considerations later in this guide provides more information on
specific risks and solutions.
Issue or risk

Points to consider

Access and egress

Access and egress requirements, including the number and

position of exit points, emergency procedures, obstructions and
lighting. Safe access for maintenance should be included.

Building material

Risks relating to the material the building or structure is made of,

eg material flammability or emission of toxic fumes.

Building profile

Construction and maintenance risks relating to the shape and

complexity of the building profile.

Confined spaces

Risks relating to work in enclosed spaces, including the release of

fumes and lack of ventilation.

Construction method
and equipment

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.

Demolition

Risks relating to the eventual demolition of the structure, including

premature collapse and the emission of hazardous materials during
demolition.

Electrical wiring and

equipment

Risks relating to electrical works, including overhead and

underground cables, switch-rooms, switch-boxes and electrical
equipment.

18

Emergency
procedures

Risks relating to fires and other serious incidents requiring

evacuation and emergency procedures.

Environmental
conditions

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.

Environmental
impact

The health and environmental impact of construction and the

ongoing operation of the building or structure, including the
escape of vapour, dust or effluent.

Ergonomics and
manual handling

Risks relating to posture, static loading, manual handling (lifting,

pushing, carrying, throwing) and repetitive movements (packing,
typing, assembling, sorting, using hand tools), eginstalling sheets
of wall board and ceiling tiles.

Excavation

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.

Fire and explosion

Risks relating to the storage and use of flammable materials and

liquids.

Dangerous goods
and hazardous
substances

Risks relating to the storage and handling of dangerous goods and

hazardous substances, during construction and end use of the
building or structure.

Heights and depths

Risks relating to working at heights, including falls and dropped

objects.

Maintenance,
inspection and
testing

Risks relating to the inspection, cleaning, maintenance and testing

of plant and structures (including building maintenance units).

Movement of
materials, plant and
vehicles

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 bemoved.

Noise

Risks relating to the use of noisy equipment during construction

and in the completed workplace.

Safety equipment

The provision of safety equipment, such as safety showers,

barriers, guards and anchor points for fall-arrest systems.

Slips, trips and falls

hazards

Risks relating to slips, trips and falls, including steps, ramps,

ladders and floor surfaces.

Structural strength
and stability

Structural strength and stability, including the permanent and

temporary loads borne by the structure itself, as well as the
integrity of temporary supports.

Utilities and services

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.

Violence

Risks arising from violent customers, robberies and other illegal

activities, particularly entrapment points and the potential risks for
individuals working in isolation.

19

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.

20

21

Falls from
heights

What is the
issue or
risk?

Lack of safe
access to
maintain
plant

What are the

causes?

Likely

What
is the
likelihood?

Serious injury
or fatality

What are the

consequences?

Construction
or
maintenance
workers

Who is at
risk?

Risk rank
(16)

WorkCovers
Code of
Practice for
Safe Work on
Roofs part 1

Clauses 39
and 5661 of
the OHS Reg.

OHS
legislation

RISKS AND SOLUTIONS REGISTER

DP3 (fall
prevention
barriers)

BCA

References

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

Australian
Standard

Option 2
locate within
a plant room

Option 1
Locate air
conditioning
and scrubber
units close to
access point,
and specify
parapets
around access
point and
plant

Design
solution

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

Action

22

What are the

causes?

Slips and
trips

Slippery
steps
and floor
surfaces

Interference Powerlines
with power- adjacent to
lines
boundary

What is the
issue or
risk?

Unlikely

Unlikely

What
is the
likelihood?

Construction
plant
operators

Who is at
risk?

Medical
Construction
attention and
workers and
several days off
end-users
work

Serious injury
or fatality

What are the

consequences?

Risk rank
(16)

Clauses
3439 and
45 of the
OHS Reg.

WorkCovers
Code of
Practice for
Work Near
Overhead
Powerlines

Clauses
6365 of the
OHS Reg.

OHS
legislation

RISKS AND SOLUTIONS REGISTER

DP2 (slipresistant
walking
surfaces)

BCA

References

AS/NZS
3661.2 Slip
resistance of
pedestrian
surfaces

Provide floor
with material
complying
with DP2

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)

Australian
Standard

Design
solution

Consult with
client re
appropriate
floor materials

Advise
client of
the residual
risk to be
addressed
during
construction

Action

23

Movement
of forklifts
and delivery
vehicles

Unchecked
growth of
trees

Poor
visibility
from heavy
foliage

What are the

causes?

Being
struck by
vehicles

What is the
issue or
risk?

Very
unlikely

Unlikely

What
is the
likelihood?

First aid
needed

Serious injury
or fatality

What are the

consequences?

Delivery
drivers

End-users
and delivery
drivers

Who is at
risk?

Risk rank
(16)

WorkCovers
Code of
Practice
for Moving
Plant on
Construction
Sites

Clause 141
of the OHS
Reg.

OHS
legislation

RISKS AND SOLUTIONS REGISTER

Design
solution not
proposed

Specification
of low-growing
foliage to
prevent
blocking of
line of sight
Also reduces
risks arising
from amenity
tree pruning
C2.4
(requirements
for open
spaces and
vehicular
access)

Australian
Standard

Design
solution

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

BCA

References

Advise
client of
the residual
risk to be
addressed
during
construction

Action

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
wherepossible.
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.

24

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.

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

25

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

9 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.

26

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.

27

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.
Forexample, 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).

28

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.
Thispresents 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.

29

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.

30

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
foundationsare 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)

31

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.

32

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
removedprematurely.
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.

33

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.

34

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.

35

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.
Forexample, 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).

36

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
IndustrialBuildings
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

37

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

Safety signs for the occupational environment

AS/NZS 1680

 art 1: Interior and workplace lighting General principles and

P
recommendations

AS/NZS 1680

Part 2: Interior lighting Industrial tasks and processes

AS 2601

Demolition of structures

AS/NZS 3000

Electrical installations (known as the Australian/New Zealand Wiring rules)

AS 3610

Formwork for concrete

AS 4024

Safety of machinery

AS/NZS 4360

Risk management

AS/NZS 4576

Guidelines for scaffolding

AS/NZS 4801

 ccupational health and safety management systems Specification with

O
guidance for use

38

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 Guideto 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

39

Catalogue No. WC02088 WorkCover Publications Hotline 1300 799 003

WorkCover NSW 92-100 Donnison Street Gosford NSW 2250
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Website www.workcover.nsw.gov.au
ISBN 978 1 74218 216 2 Copyright WorkCover NSW 0709