The COVID-19 pandemic has affected the construction industry in a variety of ways. Depending on regional and trade-specific factors, project teams may be encountering issues such as schedule delays, material availability and labor shortages. As a result, many contractors face compressed schedules in addition to elevated safety and health concerns.
To better understand the issues contractors are dealing with as they navigate COVID-19, Construction Executive spoke with Ken Wengert, Second Vice President for Construction, Energy and Marine Risk Control at Travelers.
CE: What are some of the issues contractors may have to contend with as they face compressed schedules?
Wengert: The biggest issue with a compressed schedule is manpower. Increasing the number of workers on-site is a common way to make up for lost time, but the COVID-19 pandemic complicates that approach. To make it possible to work with a larger crew, contractors must properly communicate, manage and enforce health and safety rules among the workforce, including any new COVID-related policies relating to matters such as personal protective equipment (PPE), hand hygiene and physical distancing requirements.
If having more workers on-site is not feasible, contractors may choose to extend the length of each work day, add a second shift or schedule work on weekends. However, these alternatives present their own challenges, such as increased risk of injuries due to worker fatigue or variations in the quality of work performed.
There are also administrative and training considerations to keep in mind. For instance, new workers may require additional onboarding steps, such as drug testing and site-specific orientations.
Another potential issue involves material storage. The COVID-19 pandemic has created some supply chain disruptions, leading some contractors to procure materials well before they’re needed to help prevent schedule delays. In these cases, evaluating laydown areas is important. Weather-sensitive materials, for example, may require special protection to prevent damage. For hard-to-find or higher-value materials, contractors may want to increase site security to reduce the potential for theft or vandalism.
In addition, some contractors may struggle to obtain the materials they need, such as mechanical, electrical or building envelope components, from a specific manufacturer, forcing them to find substitutions in order to keep the project moving forward. In such cases, it is essential that the project architect or engineer reviews, accepts and documents any proposed changes.
CE: What actions can contractors take to minimize risks if faced with those impacts?
Wengert: Plan accordingly. Changes made to the project schedule, scope or workforce will affect site conditions and worker safety, so it’s critical that contractors identify those adjustments, consider their potential impacts and implement appropriate controls. For example, if there will be more workers on-site due to a compressed schedule, add temporary facilities such as restrooms and handwashing stations to accommodate that increase. Put more sanitizing posts throughout the site so they’re easily accessible. Consider assigning workers to help clean facilities and refill sanitizer stations more frequently.
One area that can be easy to overlook is transportation, both to and from the site, as well as during the course of work. Reduced carpooling and fewer people using public transportation may result in more vehicles on the job site. Contractors will want to make sure that everyone has a place to park.
Lastly, don’t forget about management personnel requirements. If there are second shifts or weekend hours, have on-site management available. Their presence is critical to keeping projects safe and on schedule. By communicating and reinforcing safety policies with workers and visitors and incorporating daily reminders into site safety meetings, management is key to ensuring controls are consistently and effectively implemented.
CE: How is the regional labor shortage affecting some contractors?
Wengert: Contractors working on compressed schedules likely are looking to hire more workers to help get their jobs done. With an increase in the number of jobs available, skilled workers may be harder to find, which may force some contractors to hire workers with little or no experience.
Others may outsource work to subcontractors to fill these roles. In such cases, contractors will need to implement proper contractual risk transfer practices and prequalify any new contractors, including cleaning and security services, before they start to work. Subcontractor management is also incredibly important. For example, be sure to convey and reinforce project-specific safety and health requirements to all subcontractors.
CE: What best practices can contractors implement to help avoid some of the more common risks facing newer employees?
Wengert: Heightened expectations around health and safety protocols combined with an increase in newer workers can seem daunting. Managing these challenges effectively requires input and engagement from all levels of an organization. Members of leadership and safety teams must work closely with project management to develop and execute site safety plans.
Since all construction projects have unique risks, consider a project-specific orientation to address safety and health policies and procedures. Make sure the orientation includes anything that may have changed over the past few months because of COVID-19. Some contractors have benefited from new worker visibility or mentoring programs.
Differentiating newer workers by having them wear a different-colored hardhat makes it easier for supervisors and more experienced workers to recognize them and offer guidance when needed.
It’s important to act swiftly on areas of concern, such as employees working without PPE or ignoring social distancing requirements. Failure to address these issues immediately can send the message that it is OK, when it is not.
The pandemic has put the construction industry in a unique situation, so it’s important everyone do their best to analyze and address the risks. If contractors plan, communicate, test and adjust their strategies as needed, all while keeping a focus on health and hygiene, they will be well positioned to navigate the additional challenges brought by COVID-19.
