​As long as we’ve had houses and other structures, we’ve had people who specialized in building them. Until the last 100 years or so, though, the idea of safety in the construction industry just didn’t exist.
 
How has construction industry safety improved over the years, and what advances are we still making to ensure workers are safe on the job?

​One hundred years ago, construction safety looked a lot different than it does today. In the late 1800s and early 1900s, there were no safety measures to prevent people from getting injured or even killed on the job. While employees had the option to sue their employer for damages, their chances of winning were slim to none because employers weren’t liable for these incidents.
 
The U.S. government didn’t establish the National Safety Council until 1913, and it wasn’t until 1921 that a majority of the states had some sort of Workers’ Compensation laws on the books. OSHA, the Occupational Safety and Health Administration that we so often cite as the construction safety “bible,” didn’t make its appearance until 1971.
 
Even with all the advances made over the past century, there were still 3.5 fatalities for every 100,000 workers in the sector in 2019.

​Construction site safety is something the industry is constantly trying to improve, with varying levels of success. Despite this, one out of every five workplace fatalities happens in the construction industry, the highest across every sector. What can companies do to improve safety on their work sites?
 
A safe work site starts with comprehensive and continual safety training. Everyone should receive the same training, and that shouldn’t stop once a new hire has completed their onboarding. Visitors and anyone who doesn’t work for your company should either be barred from entering the job site, or should be accompanied by a trained employee at all times to prevent incidents.
 
In addition to training, employees also need the tools and equipment to do their job safely. This should include, but not be limited to, personal protective equipment (PPE) like hard hats, safety goggles, ear protection, and gloves. All equipment and PPE needs to be maintained so it’s in good working order, and repaired or replaced as needed. Read 5 traits of the safest contractors.
 
Keep in mind that you will need different sizes of PPE for your various crew members. This is one part of life where one-size-fits-all just won’t cut it.

​Construction safety has come a long way in the last 100 years, from a time when we had no safety rules whatsoever, to now, when we’ve got plenty of rules to keep us safe. It’s not a perfect system, but it’s been a series of strong steps in the right direction.

Author Bio: Rose Morrison is a freelance writer who covers construction and building design topics. She is also the managing editor for Renovated. ​

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
Visit to read more.
The books are available in paper and ebook from most online stores including Amazon.

Frequently construction projects end over budget, are finished late, are of poor quality, cause injury or death to workers and even to those using the project after it's complete, contractors loose money on the project, or the project ends in protracted and expensive legal battles.

How can we improve construction project outcomes for all parties - client or owner, contractor, subcontractors, and suppliers?

Is it possible to have a project win-win for all parties?

How can we improve the success of our construction projects?

​It is possible to improve the success of construction projects with better collaboration.

Some say that collaboration can be improved by using technology. How will this happen?

Can new forms of contract improve collaboration?

Who is responsible for improving collaboration on construction projects?

​Join me with this presentation I gave as a CPD webinar as I share my thoughts and experience on how we can improve collaboration in the construction industry.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
Visit to read more.
The books are available in paper and ebook from most online stores including Amazon.

Frequently construction projects end in long and acrimonious disputes which can be costly, consume large amounts of time and energy, and which sometimes drag on long after the project construction work is complete. These disputes may end inconclusively with no winners - except perhaps the lawyers.

​These disputes occur between clients/owners and contractors, between contractors and their subcontractors and suppliers.

In my last article Avoiding Construction Disputes  I mentioned that I had resolved hundreds, probably more than a thousand, variation claims (change orders) with my clients amicably and without declaring a dispute.

So how can we prevent disputes on our construction projects?

Contractors can avoid disputes if:

• You have a good signed contract in place.
• You take steps to mitigate and avoid changes and delays by warning the employer ahead of time when information or access is required, and by notifying the employer as soon as a variation or delay arises. The object should not be to trip the client/employer and their team up, it is more important to have a successful project.
• You avoid some employers and some projects.
• Your variation claims are clear, fair and right, with supporting documentation.
• You keep accurate project documentation.
• There is an approved construction schedule which is regularly updated, is in sufficient detail, and clearly shows milestones, links, and durations. 
• You regularly communicate with the employer and their team.
• You are willing to engage and negotiate with the employer.
• You try the cup of coffee approach. A meeting often solves an issue that 10 emails cannot!
• You ask for expert help when necessary.
• If the employer’s responsible person is unprepared to budge you may be able to meet with their manager or even talk to the employer directly.
• It is possible to come up with other solutions to help the employer.
• You do not fight the unwinnable.
• You keep your emotions and ego out of your decisions.
• You understand the other party’s argument and counter it with facts.
• You admit when you are wrong.
• You employ subcontractors and suppliers who are capable of delivering the project, not simply because they are the cheapest.
• You ensure that you deliver a quality project on time.
• You continually monitor the quality and progress of subcontractors and take prompt action to correct problems.

Employers can avoid disputes by:

• Not selecting contractors on price alone. Select contractors who have the resources and capabilities to do the work. Contractors whose price is a fair reflection of what the project should cost. The cheapest price seldom works out to be cheap.
• Ensuring there is a proper and fair contract in place.
• Minimising changes and delays to the project.
• Ensuring that the construction project and contractor are managed properly. This includes monitoring progress and quality as the project proceeds, and taking proactive steps with the contractor to rectify the problems. 
• Taking prompt action when problems occur on the project. Don't wait until the end of the project to find fault - it's usually too late by then.
• Understanding the contract.
• Promptly adjudicating the contractor’s variation claims (change orders) in a fair and impartial manner in accordance with the contract document. Ensuring you understand the claim before you reject it.
• Communicating your decision on the merits of a claim to the contractor so it is clear what parts of the claim you reject and why.
• Holding a meeting with the contractor to understand the basis of variation claims and the contractor’s calculations if these are not clear.
• Not trying to profit unfairly from the contractor or take advantage of the contractor.
• Keeping egos and personalities out of your decisions.
• Making informed decisions in the best interests of the project.
• Building trust and collaboration on the project.

Collaboration between contractors and the client or owner, collaboration between contractors and their subcontractors, a team effort can lead to a successful construction project for all. Good communication is essential to successful projects. Aiming for a project that is a win for everyone, rather than a winner take all approach.

​It is possible to avoid construction disputes.

​This article is from the webinar Avoiding Construction Disputes by the author and information included in author's book Construction Claims: A Short Guide for Contractors. 
This easy to read book demystifies the claims (change order) processes ensuring entitlements are claimed. Learn when you can claim, how to make claims compelling, and the supporting documentation required to win. Your eyes will be opened to numerous events, costs and impacts. Knowing some of these tips could dramatically improve profits and avoid time consuming acrimonious disputes.
Also included is advice for contractors to avoid and defend claims from employers and subcontractors.

​© 2021 This article is not to be reproduced for commercial purposes without written permission from the author.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
Visit to read more.
The books are available in paper and ebook from most online stores including Amazon.