CIVIL CONSTRUCTURING

Building construction is the process of adding structure to real property or construction of

buildings. The majority of building construction jobs are small renovations, such as addition of a
room, or renovation of a bathroom. Often, the owner of the property acts as laborer, paymaster,
and design team for the entire project. Although building construction projects typically include
various common elements, such as design, financial, estimating and legal considerations, many
projects of varying sizes reach undesirable end results, such as structural collapse, cost overruns,
and/or litigation. For this reason, those with experience in the field make detailed plans and
maintain careful oversight during the project to ensure a positive outcome.

The National Cement Share Company of Ethiopia's new plant in Dire Dawa

The organization Structure of Construction

Companies
Construction companies must use a strict hierarchy to stay on schedule.
Construction work requires a strict chain of command to create accountability for managers in project
management and workplace safety. A proper hierarchy allows clear roles for each individual, which
makes it possible for construction jobs to be completed on schedule without compromising the budget
or safety of on-site workers.

Chief Executive Officer

The chief executive officer makes decisions about which construction jobs the company should bid on.
She assigns lower managers to oversee specific construction projects and outlines how many workers
are needed. CEOs occasionally visit construction sites to personally survey progress and relay any
additional instructions to the on-site management team. The CEO collaborates with a board of
directors made up of other executives who work as a team to make important company decisions.

Managing Director
The managing director is responsible for overseeing construction jobs once they're acquired. The
management director coordinates with the architect to complete structural plans for new jobs while

outlining a budget to cover land clearing, sewage systems, foundation and exterior work, interior work
and landscaping. Hiring and firing for each project is usually handled by the managing director. Thirdparty contractors, such as electricians, plumbers and well drillers, are also handpicked by the
managing director

Project Director
Before the construction company begins bidding on a potential job, the project director surveys the
site and performs a cost analysis. His report dictates the bidding strategy the company will use. After a
job is acquired, the project manager directs and disciplines the workers on site. The project director
also locates sources for raw materials and equipment and then defines a shipping route to bring those
items to the project site.

Project Supervisors
Project supervisors work under the project director and supervise certain aspects of each job. One
project supervisor might be in charge of a team that lays asphalt or concrete, while another might be
responsible for a team doing welding or jackhammering. Project supervisors also manage the
procurement and arrangement of materials on site. They ensure workers have the tools to complete
jobs on schedule and convey employee grievances or project issues to the project director.

Construction Workers
Construction workers carry out daily tasks assigned by the project supervisor. They handle all physical
aspects of the construction project, including land clearing, concrete work, carpentry, welding, interior
work, roofing, siding, asphalt and landscaping. Permits are required for workers who operate certain
types of heavy machinery, such as forklifts, wrecking balls, bulldozers and backhoes. Workers must
adhere to the plans created by the architect, follow the direction of the project manager and mind the
budget.

Organizational chart

Manufacturing Industry
The Caribbean Agro Industries Ltd organisational structure or chart

CODES AND STANDARDS

CODES
1500-1799 Construction
(1) In this code of practice:
Building contractor means a building contractor that could be required to comply with this code of
practice of particular building work only if:
(a) The person is a building contractor that is a constitutional corporation; or
(b) The person is a building industry participant and the building work is to be carried out in a Territory
or Commonwealth place.
Building industry participant means a building industry participant that could be required to comply with
the code of practice of particular building:
(a) The person is a building contractor that is a constitutional corporation; or
(b) The person is a building industry participant and the building work is to be carried out in a Territory
or Commonwealth place.
CAC Act means the Commonwealth Authorities and Companies Act
FW Act means the Fair Work Act
Industrial action has the same meaning as in the FW Act.
Industrial association has the same meaning as in the FW Act.
Industrial instrument means an award or agreement, however designated, that:
(a) Is made under or recognised by an industrial law (within the meaning of the FW Act); and
(b) relates to the relationship between an employer and the employers employees.

Inspector means a person appointed as, or taken to be appointed as, a Fair Work Building Industry
Inspectorate Inspector under the Act.
Over-award payment means a payment or benefit above the amount or value of a payment or benefit set
out in a designated building law.
WHS&R means work health safety and rehabilitation.
(2) In this code of practice, or entity is a related entity of a tenderer if the entity is engaged in building
work and is:
(a)

Connected to the tenderer by:

(i) Being able to control, or materially influence, the tenderers activities or internal
affairs; or
(ii) Being able to determine, or materially influence, the outcome of the tenderers
financial and operating policies; or
(iii) Being a member of the tenderer; or
(iv) Being financially interested in the tenderers success or failure or apparent success or
failure; or
(b) A body corporate (within the meaning of the Corporations Act) that is related to the tenderer by:
(i) Being a holding company of the tenderer; or
(ii) Being a subsidiary of the tenderer; or
(iii) Being a subsidiary of a holding company of the tenderer; or
(iv) Having one or more directors who are also directors of the tenderer; or
(v) Controlling the tenderer.
4

Funding entities
In this code of practice, each of the following is a funding entity:
(a) a Department of State of the Commonwealth;
(b) a Department of the Parliament;
(c) a prescribed Agency under the Financial Management and Accountability Regulations

1997;
(d) a Commonwealth authority that is required by a General Policy Order, issued under section
48A of the CAC Act, to apply this code of practice;
(e) a wholly-owned Commonwealth company that is required by a General Policy Order,
issued under section 48A of the CAC Act, to apply this code of practice.
Part 2
Conduct
5

General
This code of practice has been developed to:
(a) promote fair, cooperative and productive workplace relations in the building and
construction industry; and
(b) assist industry stakeholders to understand the Commonwealths expectations and
requirements in relation to entities that tender for Commonwealth funded construction-related work, are
awarded Commonwealth funded construction-related work, or both; and
(c) promote workplace reform.
Note 1 The Director is responsible for monitoring compliance with this code of practice: see paragraph
10(b) of the Act.

Note 2 A failure to comply with this code of practice may result in a building contractor or building
industry participant being unable to be granted a tender for Commonwealth funded construction-related
work.
6
Application of requirements
(1) This code of practice sets out requirements to be complied with by building contractors and
building industry participants in respect of building work.
Note This code of practice may require a person to comply with it in respect of particular building work
only if:
(a) the person is a building contractor that is a constitutional corporation; or
(b) the person is a building industry participant and the building work is to be carried out in a Territory
or Commonwealth place.
(2) A building contractor or building industry participant becomes subject to this code of practice
as follows:
(a) the contractor or participant is not subject to the code of practice in respect of any building
work unless one or more of paragraphs (b) to (d) apply;
(b) the contractor or participant becomes subject to the code of practice if:
(i) the contractor or participant submits an expression of interest or tender for building
work that is described in any of items 1 to 8 of Schedule 1; and
(ii) the expression of interest or tender for the building work was called for before this
code of practice commenced;
(c) the contractor or participant becomes subject to the code of practice when the contractor or
participant submits an expression of interest or tender for building work that is described in any of items 1
to 8 of Schedule 1;
(d) after the contractor or participant first becomes subject to the code of practice in
accordance with paragraph (b) or (c), the contractor or participant is subject to the code in respect of all
building work that is described in Schedule 1.
(3) The requirements of this code of practice apply only in relation to:
(a) participation in on-site activities; and
(b) conduct that relates to on-site activities but does not occur on the site;
including building work performed on an auxiliary or holding site separate from the primary construction
site or sites.
Part 3
Requirements to be complied with by building contractors and participants in respect
of building work
7
General responsibilities of building contractors and building industry participants
Building contractors and building industry participants undertaking building work to which this
code of practice applies must:
(a) comply with this code of practice; and
(b) require compliance with this code of practice from all subcontractors before doing business
with them relating to the building work, including ensuring that all contracts specifically require this code
of practice to be complied with:
(i) at the time of lodging an expression of interest or tender; or
(ii) in the absence of an expression of interest or tender process, before entering into a
contract; and
(c) ensure that contracts and related documents allow Inspectors access to sites, documents
and personnel to monitor compliance with this code of practice; and
(d) ensure there is a WHS&R plan for the building work; and
(e) ensure that, if threatened or actual industrial action occurs on a project, contractors,
subcontractors, consultants or project managers report the action to the funding entity; and
(f) respond to requests for information concerning matters relating to this code of practice
made by the Director; and

(g) proactively ensure compliance with this code of practice by subcontractors, including by
confirming compliance at site or project meetings, and by making compliance a contractual obligation;
and
(h) if practicable, ensure that contractors and subcontractors initiate voluntary remedial action
aimed at rectifying non-compliant behaviour when it is drawn to their attention; and
(i) ensure that the Director is notified of any alleged breaches, voluntary remedial action taken
or other matters relating to this code of practice within 21 days of becoming aware of the alleged breach.
Note Additional requirements may apply in respect of Commonwealth procurement.
8
Subcontractors and related bodies and entities
(1) A building contractor or building industry participant must ensure that:
(a) an agreement entered into with a subcontractor in relation to building work that is not
privately funded building work requires the subcontractor to act in a manner that is consistent with this
code of practice on and after entering into the agreement; and
(b) the requirement is not removed from the agreement.
(2) A building contractor or building industry participant must ensure that each tenderer of which
the contractor or participant is a related entity in relation to building work that is not privately funded
building work acts in a manner that is consistent with this code of practice in relation to the building
work.
(3) A building contractor or building industry participant must ensure that each tenderer to which
the contractor or participant is related in relation to building work that is not privately funded building
work acts in a manner that is consistent with this code of practice in relation to the building work.
9
Compliance with laws, decisions, directions and orders
(1) A building contractor or building industry participant must comply with all designated building
laws that apply to the contractor or participant.
Examples
1 Laws relating to general protections such as freedom of association.
2 Laws relating to the right to enter a site where building work is performed and to have access to
records.
3 Laws relating to payments made to employees for time spent engaged in industrial action (strike pay).
4 Industrial instruments.
(2) A building contractor or building industry participant must comply with the Competition and
Consumer Act 2010 to the extent that it relates to tendering or building work.
(3) A building contractor or building industry participant:
(a) must comply with a decision, direction or order made or given by a court or tribunal that
applies to the contractor or participant; and
(b) must not enter into, participate in or facilitate an arrangement or practice which conflicts
with a decision, direction or order made or given by a court or tribunal that applies to the building
contractor or building industry participant.
Note An infringement notice or provisional improvement notice issued by an Inspector is not a decision,
direction or order made or given by a court or tribunal.
(4) Subsection (3) does not apply if:
(a) the period for payment, or for other compliance with the decision, direction or order, has
not expired; or
(b) the decision, direction or order is the subject of an appeal; or
(c) the period for appealing against the decision, direction or order has not expired; or
(d) the decision, direction or order has been revoked.
10
Unregistered written agreements and other agreements
(1) A building contractor or building industry participant must not bargain in relation to an
agreement, or make an agreement:
(a) that provides for terms, conditions or benefits of employment of the employers employees
(which may include over-award payments); and

(b)

that either:
(i) will not be certified, registered, lodged or otherwise approved under a designated
building law; or
(ii) the contractor or participant reasonably believes will not be certified, registered,
lodged or otherwise approved under a designated building law; and
(c) to which subsection (3) does not apply.
(2) In this section:
unregistered written agreement means an individual or collective agreement that:
(a) is made between an employer and either or both of the employers employees and an
industrial association; and
(b) provides for terms, conditions or benefits of employment of the employers employees
(which may include over-award payments); and
(c) has not been certified, registered, lodged or otherwise approved under a designated
building law.
(3) However, an agreement described in subsection (2) is not an unregistered written agreement to
the extent that the agreement:
(a) relates to participation in:
(i) community, welfare or charitable activities; or
(ii) initiatives to promote the employment of women, Indigenous, mature age or other
groups of workers disadvantaged in the labour market; or
(iii) workers health and wellbeing initiatives (such as health checks, suicide prevention,
screening for dust diseases, drug and alcohol awareness and treatment); or
(iv) waste-reduction, carbon pollution reduction and recycling initiatives; or
(v) programs to reduce bullying, sexual harassment or workplace discrimination; or
(vi) initiatives to encourage fair, cooperative and productive workplace relations across
the industry; or
(vii) initiatives to promote the take-up and completion of apprenticeships, such as
mentoring programs; and
(b) does not provide for an entitlement or another benefit related to that participation as
mentioned in paragraph (1)(a).
(4) Also, a common law agreement made between an employer and an individual employee is not
an unregistered written agreement.
11
Sham contracting
(1) A building contractor or building industry participant must not engage in activity that is
prohibited under a provision of Division 6 of Part 3-1 of the FW Act.
Note When this code of practice commenced, Division 6 of Part 3-1 of the FW Act dealt with the
following conduct:
(a) misrepresenting employment as an independent contracting arrangement;
(b) dismissing an employee to engage the individual as an independent contractor to perform the same,
or substantially the same, work;
(c) making a false statement in order to persuade or influence an individual who is, or was, an employee
to enter into a contract for services under which the individual would perform the same work, or
substantially the same work, as an independent contractor.
(2) A building contractor or building industry participant must not enter into a service contract
which is unfair or harsh within the meaning of Part 3 of the Independent Contractors Act 2006.
12
Engagement of non-citizens or non-residents
(1) A building contractor or building industry participant must ensure that a person engaged to
undertake building work for the contractor or participant (as an employee or as an independent contractor)
is lawfully entitled to be so engaged under Australian law.
Example
The Migration Act 1958 deals with some aspects of the lawful engagement of persons.

(2) A building contractor or building industry participant must ensure that it complies with its
responsibilities under Australian law in relation to the sponsorship, engagement and employment of a
person who is not an Australian citizen.
Example
The Migration Act 1958 and its subordinate legislation may impose conditions and obligations on the
sponsorship, engagement and employment of persons who hold visas under that Act.
13
Workplace arrangements
A building contractor or building industry participant must not engage in activity that:
(a) requires a subcontractor or supplier (through the tendering process or otherwise) to have
particular workplace arrangements in place; or
(b) attempts to unduly influence a subcontractor or supplier (through the tendering process or
otherwise) to have particular workplace arrangements in place.
Example
A head contractor must not coerce a contractor, subcontractor or consultant into making an over-award
payment.
14
Over-award payments and related matters
(1) A building contractor or building industry participant must ensure that:
(a) a contractor, subcontractor or consultant is not coerced into making an over-award
payment; and
(b) undue influence or undue pressure is not exerted, directly or indirectly, on a contractor,
subcontractor or consultant to make an over-award payment.
(2) A building contractor or building industry participant must ensure that:
(a) a contractor, subcontractor or consultant is not coerced into contributing to a particular
redundancy or superannuation fund; and
(b) undue influence or undue pressure is not exerted, directly or indirectly, on a person to
contribute to a particular redundancy or superannuation fund.
15
Freedom of association
(1) A building contractor or building industry participant must protect freedom of association by
adopting policies that:
(a) are consistent with applicable industrial law; and
(b) ensure that persons are:
(i) free to become, or not become, members of industrial associations; and
(ii) free to be represented, or not represented, by industrial associations; and
(iii) free to participate, or not participate, in lawful industrial activities.
(2) Without limiting subsection (1), the building contractor or building industry participant must
ensure that:
(a) personal information is not dealt with in breach of the Privacy Act 1988 or the FW Act;
and
(b) no ticket, no start signs are not displayed; and
(c) show card days do not occur; and
(d) there is:
(i) no discrimination against elected employee representatives; and
(ii) no disadvantage to elected employee representatives; and
(e) forms are not used to require:
(i) an employee to identify his or her union status; or
(ii) an employer to identify the union status of employees; or
(iii) a contractor to identify the union status of subcontractors; and
(f) individuals are not refused employment because of their union status; and
(g) employees are not terminated because of their union status; and

(h) reasonable requests from workplace delegates to represent an employee of the contractor or
participant in relation to a grievance, a dispute or a discussion with a member of an industrial association
are not refused; and
(i) requirements are not imposed, or attempted to be imposed, on a contractor, subcontractor
or employer to:
(i) employ a non-working shop steward or job delegate; or
(ii) hire an individual nominated by a union; and
(j) individuals are not required to pay a bargaining fee (however described) to an industrial
association of which the individual is not a member, in respect of services provided by the association.
16
Right of entry
(1) A building contractor or building industry participant must comply with all laws of the
Commonwealth and each State and Territory to which the contractor or participant is subject to that give a
permit holder of a building association a right to enter premises where work is performed and where the
permit holder seeks to exercise that right.
Examples
1 The FW Act.
2 Work Health and Safety Acts.
3 Part 8 of the Occupational Health and Safety Act 2004 of Victoria.
4 Sections 49G and 49I to 49O of the Industrial Relations Act 1979 of Western Australia.
Note The laws mentioned in this section may not regulate all circumstances in which a person (whether a
permit holder or not) may be invited to visit a site or in which a person such as a principal contractor may
agree to allow a person to enter a site. A building contractor or building industry participant would not
contravene this section in circumstances that are not regulated by those laws.
(2) For the purposes of subsection (1), a building contractor or building industry participant may
make provision in an industrial instrument for:
(a) entry to premises where work is performed, as permitted by the FW Act; and
(b) the terms and conditions on which the premises may be entered.
17
Dispute settlement
(1) A building contractor or building industry participant must:
(a) include a genuine dispute settlement procedure in each enterprise agreement that it enters
into on or after the commencement of this code of practice; and
(b) comply with the other requirements of the FW Act relating to dispute settlement that apply
to the contractor or participant.
(2) The minimum requirements for a genuine dispute settlement procedure are:
(a) the ability for employees to appoint a representative in relation to the dispute; and
(b) procedures to settle the dispute at the workplace level in the first instance; and
(c) if a dispute is not settled at the workplace level, the capacity for a party to the dispute to
refer the matter to an independent third party for mediation or conciliation; and
(d) if the dispute is still not settled, the capacity for an independent third party to settle the
dispute by a decision binding on the parties.
Note The independent third party mentioned in paragraphs (c) and (d) may be Fair Work Australia.
18
Workplace reform
(1) A building contractor or building industry participant must comply with the requirements of the
FW Act in relation to:
(a) making agreements; and
(b) showing good faith when bargaining.
Note Parties to building work are subject to the good faith bargaining requirements under the FW Act.
As part of those requirements, bargaining representatives for an enterprise agreement must:
(a) respond to proposals made by other bargaining parties in a timely manner; and
(b) give genuine consideration to proposals made by other bargaining representatives and provide
reasons for responses to those proposals.

A bargaining representative is not obliged to make concessions during bargaining, or to reach agreement
on terms to be included in an agreement.
(2) A building contractor or building industry participant that is bargaining for an enterprise
agreement:
(a) must, as part of bargaining in good faith, genuinely consider a proposal made by a
bargaining representative; and
(b) subject to the other provisions of this code of practicemust not refuse to consider a
proposal made by a bargaining representative on the ground that a third party has indicated that:
(i) it will not procure services from a person covered by an industrial instrument that
contains a provision of a particular type; or
(ii) it will procure services only from a person covered by an industrial instrument that
contains a provision of a particular type.
19
Industrial impacts
A building contractor or building industry participant must report actual or threatened industrial
action to the Director of the Fair Work Building Industry Inspectorate as soon as practicable after the
action or threat occurs.
20
Work health safety and rehabilitation
(1) A building contractor or building industry participant must have a WHS&R management
system that:
(a) is fully documented and clearly communicated to people in the contractors or
participants business; and
(b) systematically covers the ways in which people in the contractors or participants business
are expected to work safely; and
(c) shows the way in which the contractor or participant will ensure that other people work
safely; and
(d) shows the ways in which the contractor or participant intends to improve its practices over
time, including defining roles, duties and responsibilities so that persons know what they have to do,
when and in what circumstances; and
(e) shows the way in which drug and alcohol issues in the workplace will be managed to help
ensure that no person attending the site to perform building work does so under the influence of alcohol
or other drugs.
(2) A building contractor or building industry participant that is required to establish a management
plan for WHS&R at a site as a principal contractor must:
(a) prepare the plan before work commences; and
(b) ensure that the plan:
(i) complies with the law; and
(ii) is comprehensive and site-specific; and
(c) not pass the implementation and cost of drug and alcohol testing to its subcontractors.
Note The Commonwealth is committed to being both a model client and to influence the WHS&R
outcomes for the industry. The Commonwealth has introduced the Australian Government Building and
Construction OHS Accreditation Scheme to be administered by the Federal Safety Commissioner in
accordance with the Act. The Scheme is separate to this code of practice, and further information about
the Scheme is available at www.fsc.gov.au.
(3) The minimum requirements for a management plan for WHS&R at a site are:
(a) explicit management commitment to the plan; and
(b) employee involvement in the implementation of the plan; and
(c) arrangements for rigorous work practices analysis; and
(d) arrangements for proactive worksite analysis that anticipates and assigns roles and
responsibilities and defines efficient procedures while on site; and
(e) arrangements for hazard identification, risk assessment and risk control; and

(f) arrangements for induction and task training including, with the consent of the contractor
or participant, participation of the WHS&R representative for the site; and
(g) arrangements for appropriate case management and rehabilitation; and
(h) arrangements for the efficient maintenance of records.
(4) The management plan for WHS&R for building work of a type described in Schedule 2 must
include a fitness for work policy to manage alcohol and other drugs in the workplace that applies to all
persons engaged to perform building work on a project and addresses the issues set out in Schedule 3.
21
Security of payment
A building contractor or building industry participant must:
(a) comply with all applicable laws and other requirements relating to the security of
payments that are due to persons; and
(b) ensure that payments made by the contractor or building industry participant are made in a
timely manner; and
(c) as far as practicable, ensure that disputes about payments are resolved in a reasonable,
timely and cooperative way.
Part 4
Compliance and monitoring arrangements
22

Notification
A building contractor or a building industry participant must notify the Director of a breach, or a
suspected breach, of this code of practice within 21 days after becoming aware of the breach or suspected
breach.
Schedule 1
Building work to which code of practice applies
(subsection 6(2))
1
Building work that is being undertaken by or on behalf of a funding entity (irrespective of the
value of a project).
2
Building work:
(a) that is indirectly funded by the Commonwealth by a grant or other program in
circumstances in which funding for the building work is an explicit component of the grant or program;
and
(b) for which:
(i) the value of the Commonwealths contribution to the project that includes the
building work is at least $5,000,000, and represents at least 50% of the total construction project value; or
(ii) the Commonwealths contribution to the project that includes the building work is at
least $10,000,000 (irrespective of its proportion of the total construction project value).
3
Building work:
(a) for which the Commonwealth provides assistance in advance of the commencement of
construction; and
(b) which has an identified capital component; and
(c) for which:
(i) the value of the Commonwealths contribution to the project that includes the
building work is at least $5,000,000, and represents at least 50% of the total construction project value; or
(ii) the Commonwealths contribution to the project that includes the building work is at
least $10,000,000 (irrespective of its proportion of the total construction project value).
4
A Build, Own, Operate, Transfer (BOOT) project initiated by an agency of the
Commonwealth for the delivery of functions or services of the Commonwealth.
5
A Build, Own, Operate (BOO) project initiated by an agency of the Commonwealth for the
delivery of functions or services of the Commonwealth.
6
Building work that involves a pre-commitment lease to which a funding entity is a party.

7
Building work that involves a Public Private Partnership (PPP) for the delivery of functions or
services of the Commonwealth.
Note A PPP involves the creation of an asset through financing and ownership control by a private party
and private sector delivery of related services that may normally have been provided by the
Commonwealth. An agency of the Commonwealth may contribute to establishing the infrastructure, for
example through land, capital works or risk sharing. The service delivered may be paid for by the
Commonwealth or directly by the end user.
8
Building work that involves a Private Finance Initiative (PFI) for the delivery of functions or
services of the Commonwealth.
Note A PFI involves the creation of an asset through financing and ownership control by a private party
and private sector delivery of related services that may normally have been provided by the
Commonwealth. An agency of the Commonwealth may contribute to establishing the infrastructure, for
example through land, capital works or risk sharing. The service delivered may be paid for by the
Commonwealth or directly by the end user.
9
Building work whose funding is not described in items 1 to 3 (privately funded building work).
Schedule 2
Building work requiring a fitness for work policy to manage alcohol or other drugs in
the workplace
1

Building work that is described in items 1 to 8 of Schedule 1 for which:

(a) the value of the Commonwealths contribution to the project that includes the building
work is at least $5,000,000 and represents at least 50% of the total construction project value; or
(b) the Commonwealths contribution to the project that includes the building work is at least
$10,000,000 (irrespective of its proportion of the total construction project value).
Schedule 3
Fitness for Work/Alcohol and other drugs in the workplace
(subsection 20(4))
The fitness for work policy referred to in subsection 20(4) must address:
1
how those on site (including employees of the principal contractor, subcontractors and their
employees and others) will be required to comply with the relevant fitness for work policy (i.e. through
contract or some other enforceable means).
2
the use of an objective medical testing method/s to detect the presence of drugs or alcohol in a
worker's system and outline the detection method/s to be used on the project.
3
the requirement that all of the following substances are tested for:
(a) Alcohol;
(b) Opiates;
(c) THC:
(d) Cocaine;
(e) Benzodiazepines;
(f) Amphetamine; and
(g) Methamphetamine.

STANDARDS

Construction Materials
BSIs standards and publications provide guidelines for construction industry professionals (typically, but
not exclusively, structural engineers, materials specifiers and site managers) to ensure appropriate
selection of materials and good standards of workmanship.
The standards are used to specify all normal technical requirements for the following construction
materials:

Asphalt
Asphalt is used in roofing materials, surfacing roads, in lining the walls of water-retaining
structures such as reservoirs and swimming pools, and in manufacturing floor tiles. Most of the
test methods for asphalt are based on national test methods from European countries, including
UK test methods specified in British Standards

Concrete, Aggregates and Masonry

Concrete is a composite building material made from the combination of aggregate and cement binder. It is the most
commonly used construction material; its used to make pavements, building structures, foundations, motorways and roads,
overpasses, parking structures, brick/block walls and footings for gates, fences and poles.
BSI standards and publications specify requirements for the constituent materials used in concrete, aggregates and
masonry. They also provide guidance for construction industry professionals to ensure appropriate selection of materials and
good standards of workmanship in masonry structures.

Fencing
With the demand for buildings to be greener and more efficient, timber is increasingly seen as a major construction material
of the future. Timber is one of the most environmentally friendly building materials, offering superior insulation, low CO2
emissions and sustainability when compared to other options.

Glass
BSI standards provide guidance on the following intended uses of insulating glass units: installations in windows, doors,
curtain walling, roofs and partitions where there exists protection against direct ultraviolet radiation at the edges.
In cases where there is no protection against direct ultraviolet radiation at the edges, such as structural sealant glazing
systems, additional European technical specifications should be followed.

Roofing
BSI standards give recommendations for the design, materials, application, installation and performance of materials and
associated fittings and accessories used in the construction of pitched and flat roofs.
They cover rain and wind resistance, durability, drainage, thermal insulation, sound insulation, control of condensation,
structural support, fire precautions, maintenance and repair.
The standards are essential reference for designers, manufacturers and installers of roofing products.

Steel
There have been many technological advances in steel products and materials in recent years; it is now the most frequently
used metal in construction. Steel is utilized in a wide range of buildings and constructions, and is often combined with other
types of building materials, such as concrete.

BSI standards and publications specify all normal technical requirements for the manufacture and use of steel in
construction.

Timber
With the demand for buildings to be greener and more efficient, timber is increasingly seen as a major
construction material of the future. Timber is one of the most environmentally friendly building materials,
offering superior insulation, low CO2 emissions and sustainability when compared to other options.

Safety rules to be followed

Woodworking can be a safe and enjoyable hobby or vocation, IF you follow some
very basic woodworking safety rules. All of the rules are common-sense ideas, but
failure to follow these rules will greatly increase the chance of injury when working
with your tools. The wood shop is not the place to be in a hurry or have an "it won't
happen to me" attitude. Commit these ten rules to habit, and your woodworking
experiences will be safer and much more enjoyable.

Predrag Vuckovic / Getty Images

1. Always Wear Safety Equipment
The first and most important rule of woodworking is to wear appropriate safety
equipment. While hearing protection is necessary for some very noisy tools such as
routers and surface planers, and latex gloves may be necessary when applying
finishes, there is no time in the wood shop that you should be without your safety
glasses. Put them on when you enter the shop, and don't take them off until you
leave. Your eyesight is too important to take chances.
pipe cutting machine
Pipe cutting machines for chipless orbital or knife cutting processes
2. Wear Appropriate Clothing
Whenever working in the wood shop, remember to avoid loose-fitting clothing, as
you wouldn't want any of your attire to become entangled in a saw blade or cutting
head. Wear clothes that are comfortable for the environment in which you're
working, but also will protect your body from any wayward wood chips that might
result from cutting. Before beginning, remember to remove any dangling jewelry
such as neck chains or bracelets.
3. Avoid Drugs and Alcohol
Intoxicating substances and woodworking are a dangerous mix. Stay out of the
wood shop if you are even remotely under the influence of any intoxicants.
While it may seem harmless for the weekend woodworker to crack open a beer (or
six) while working on a project, avoid the temptation until you're finished with the
woodworking. You're going to be much less likely to encounter a problem if you're
clean and sober when working with your power tools.
4. Disconnect Power Before Blade Changes

Whenever you need to change a blade or bit on a power tool, always disconnect the
electricity to the power tool before even beginning the blade change. (Don't just
check to see that the switch is off, as a switch could get bumped or malfunction.)
Many a woodworker has lost fingers (or worse) by forgetting this simple but very
important rule. I've seen woodworkers even go as far as to affix the wrenches to the
power cables so there is NO chance they'll forget to disconnect the power.
5. Try Using One Extension Cord
Here's a tip I've used regularly in the past. For all 110-volt power tools in the shop, I
use one heavy-duty extension cord. Not one per tool, but one TOTAL. This way, I'm
forced to switch the cord from tool to tool before the tool can be used. In this
manner, you are always remembering to plug and unplug the power when moving
from one tool to another, and you'll be more cognizant of the need to disconnect the
power when making bit or blade changes.
6. Use Sharp Blades & Bits
This one seems like a no-brainer, but a dull cutting tool is a dangerous tool. If a saw
blade is not as sharp as it ideally should be, the tool and the woodworker will have
to work harder to complete the desired task. In such cases, the tool will be more
likely to kick-back or bind. Besides, a sharper cutting tool will produce a cleaner cut,
so there are more than just safety advantages here. Keep the blade sharp and clean
of pitch, and you'll be safer and have better results.
7. Always Check for Nails, Screws and Other Metal
Another no-brainer tip which doesn't bear mentioning, so that's why I'm going to
mention it: Always check the stock you're preparing to cut for any metal (nails,
screws, staples, etc.) before beginning a cut. Nails and rapidly spinning saw blades
are not a good mix. Not only can this damage the cutting head and the stock, but at
the very minimum, can cause the stock to kick back, which is a common cause of
injury. Inspect the stock (or better yet, use a metal detector) before cutting.
8. Always Work Against the Cutter
Woodworking Power Tools are designed so that the direction that the wood moves
through the tool (or the direction that the tool moves across the wood) is in the
opposite direction of the movement of the cutting head. In other words, a router bit
or saw blade should cut against the motion and not with it. The cutter should cut
into the stock, not with the stock.
9. Never Reach Over a Blade to Remove Cut-Offs
When working on a Table Saw, Miter Saw, etc., never put your hands anywhere near
the moving blade, especially when attempting to remove waste or cut-offs. Wait
until the blade has stopped moving and THEN reach for the cut-off. Better yet, once

the saw blade has stopped, use a piece of scrap or a push stick to move the waste
away from the blade. Remember that switches can be inadvertently bumped or
malfunction, so just because the blade has stopped, don't relax and put your hands
too close.
10. Avoid Distractions
Distractions are a part of everyday life, and working in the wood shop is no
different. When you are summoned or distracted while in the middle of performing
an action with a power tool, remember to always finish the cut to a safe conclusion
before dealing with the distraction. Taking your attention away from the
woodworking tool is a recipe for disaster.

Treatment and procedure for 3 injures

which occur in the workshop or site

Most minor burns will heal on their own, and home treatment is usually all that is
needed to relieve your symptoms and promote healing. But if you suspect you may
have a more severe injury, use first-aid measures while you arrange for an
evaluation by your doctor.
Immediate first aid for burns

First, stop the burning to prevent a more severe burn.

Heat burns (thermal burns): Smother any flames by covering them with
a blanket or water. If your clothing catches fire, do not run: stop,
drop, and roll on the ground to smother the flames.

Cold temperature burns: Try first aid measures to warm the areas.
Small areas of your body (ears, face, nose, fingers, toes) that are really
cold or frozen can be warmed by blowing warm air on them, tucking
them inside your clothing or putting them in warm water.

Liquid scald burns (thermal burns): Run cool tap water over the burn
for 10 to 20 minutes. Do

not use ice.

Electrical burns: After the person has been separated from the
electrical source, check for breathing and a heartbeat. If the person is
not breathing or does not have a heartbeat, call 911.

Chemical burns: Natural foods such as chili peppers, which contain a

substance irritating to the skin, can cause a burning sensation. When a
chemical burn occurs, find out what chemical caused the burn

Tar or hot plastic burns: Immediately run cold water over the hot tar or
hot plastic to cool the tar or plastic.

1. Next, look for other injuries. The burn may not be the only injury.
2. Remove any jewelry or clothing at the site of the burn. If clothing is stuck to
the burn, do not remove it. Carefully cut around the stuck fabric to remove
loose fabric. Remove all jewelry, because it may be hard to remove it later if
swelling occurs.
Prepare for an evaluation by a doctor
If you are going to see your doctor soon:

Cover the burn with a clean, dry cloth to reduce the risk of infection.

Do not put any salve or medicine on the burned area, so your doctor can
properly assess your burn.

Do not put ice or butter on the burned area, because these measures do not
help and can

Eye Injury Treatment

Reviewed by Brian S. Boxer Wachler, MD on January 20, 2016

An object such as a piece of glass or metal is sticking out of the eye.

An object such as a piece of glass or metal is sticking out of the eye.

1. For Chemical Exposure

Don't rub eyes.

Immediately wash out the eye with lots of water. Use whatever is closest -water fountain, shower, garden hose.

Get medical help while you are doing this, or after 15 to 20 minutes of
continuous flushing

Don't bandage the eye.

2. For a Blow to the Eye

Apply a cold compress, but don't put pressure on the eye.

Take over-the-counter acetaminophen (Tylenol) or ibuprofen (Advil,Motrin) for

pain.

If there is bruising, bleeding, change in vision, or it hurts when your eye

moves, see a doctor right away.

3. For a Foreign Particle in Eye

Don't rub the eye.

Pull the upper lid down and blink repeatedly.

If particle is still there, rinse with eyewash.

If rinsing doesn't help, close eye, bandage it lightly, and see a doctor.

Bleeding Cuts or Wounds

Bleeding

Reviewed by Melinda Ratini, DO, MS on January 21, 2016

 Bleeding is severe
You suspect internal bleeding
There is an abdominal or chest wound
Bleeding can't be stopped after 10 minutes of firm and steady
pressure
Blood spurts out of wound

Bleeding is severe

You suspect internal bleeding

There is an abdominal or chest wound

Bleeding can't be stopped after 10 minutes of firm and steady pressure

Blood spurts out of wound

1. Stop Bleeding

Apply direct pressure on the cut or wound with a clean cloth, tissue, or piece
of gauze until bleeding stops.

If blood soaks through the material, dont remove it. Put more cloth or gauze
on top of it and continue to apply pressure.

If the wound is on the arm or leg, raise limb above the heart, if possible, to
help slow bleeding.

Wash your hands again after giving first aid and before cleaning and dressing
the wound.

Do not apply a tourniquet unless the bleeding is severe and not stopped with
direct pressure.

2. Clean Cut or Wound

Gently clean with soap and warm water. Try to rinse soap out of wound to
prevent irritation.

Dont use hydrogen peroxide or iodine, which can damage tissue.

3. Protect the Wound

Apply antibiotic cream to reduce risk of infection and cover with a sterile
bandage.

Change the bandage daily to keep the wound clean and dry.

4. When to Call a Doctor

The wound is deep or the edges are jagged or gaping open.

The wound is on the persons face.

The wound has dirt or debris that wont come out.

The wound shows signs of infection, such as redness, tenderness, or a thick

discharge, or if the person runs a fever.

The area around the wound feels numb.

Red streaks form around the wound.

The person has a puncture wound or deep cut and hasnt had a tetanus
shot in the past five years, or anyone who hasnt had a tetanus shot in the
past 10 years.

Electric Shock Treatment

Reviewed by Carol DerSarkissian on November 18, 2015

 The person has been injured by an electrical shock.

The person has been injured by an electrical shock.

Electrical shocks always need emergency medical attention -- even if the person
seems to be fine afterward.
The 911 emergency personnel may instruct you on the following:
1. Separate the Person From Current's Source
To turn off power:

Unplug an appliance if plug is undamaged or shut off power via circuit

breaker, fuse box, or outside switch.

If you can't turn off power:

Stand on something dry and non-conductive, such as dry newspapers,

telephone book, or wooden board.

Try to separate the person from current using non-conductive object such as
wooden or plastic broom handle, chair, or rubber doormat.

If high voltage lines are involved:

The local power company must shut them off.

Do not try to separate the person from current if you feel a tingling sensation
in your legs and lower body. Hop on one foot to a safe place where you can
wait for lines to be disconnected.

If a power line falls on a car, instruct the passengers to stay inside unless
explosion or fire threatens.

2. Do CPR, if Necessary
When you can safely touch the person, do CPR if the person is not breathing or does
not have a pulse.

For a child, start CPR for children

For an adult, start adult CPR.

3. Check for Other Injuries

If the person is bleeding, apply pressure and elevate the wound if it's in an
arm or leg.

There may be a fracture if the shock caused the person to fall.

For burns, see Burn Treatment.

4. Wait for 911 to Arrive

5. Follow Up

A doctor will check the person for burns, fractures, dislocations, and other
injuries.

An ECG, blood tests, urine test, CT scan, or MRI may be necessary.

The person may be admitted to the hospital or a burn centre.

A students Duty roster

NAME DATE DUTY
PETER
SAM
ZACK

14-10-16
18-10-16
19-10-16

K.C

20-10-16

CUT 5 sheets of pile

Cut 6 of 4*4
Cut 4 pieces of steel in
4ft
Bend 4 pieces of steel
cut

START END

Maintain Construction Tools & Equipment

Proper maintenance of construction tools and equipment is critical to preserving them for future
construction jobs. Failure to maintain the tools properly results in unnecessary expense

Clean the construction tools and equipment after each day's work. While a thorough cleaning is
not required each day, a general wipe-down and removal of the heaviest construction dirt is key to
extending the life of the tools.

Keep airlines and electrical cords protected from heavy foot-traffic and construction vehicles.
Forklifts, or other motorized machinery, can easily cut or crush cords and hoses, preventing the
tools from working properly, and creating potential electrical hazards. Cover the electrical cords
with purpose-built ramps or casing.

Lubricate air tools and pneumatic equipment before each day's use. Condensation in the airline
creates an environment for corrosion inside pneumatic tools. Coating the internal components of
these tools with air-tool oil will displace the moisture and prevent tool corrosion.

Inspect and repair all construction equipment and tools at the completion of each job. Make all
repairs to the equipment that are necessary for future construction work. This will prevent time
being wasted repairing faulty equipment at future construction job sites.

No machine may be used or work undertaken unless the technician-in-charge is satisfied that the
person is capable of doing so safely. If equipment is fitted with guards these must be used.
Equipment must never be used if the safety guards have been removed.

Any person working in the mechanical and electronic workshop must have read and signed the
appropriate risk assessment if the work or equipment they are using has been risk assessed. Risk
assessments are kept in a filing cabinet within the mechanical workshop

No person shall mount any abrasive wheel unless he/she has been trained in accordance with the
Provision and Use of Work Equipment Regulations 1998. Grinding machines shall only be
operated by technical staff and eye protection must be worn.

Service records of all machine tools, plant and equipment must be kept. They must list the date of
any service/repair and name of the person responsible for carrying out that service/repair. Faults
which cannot be repaired immediately should be reported to the technician-in-charge and a note
should be attached to the machine where it is clearly visible indicating that the equipment is out
of order.

All Portable Electrical Equipment must be regularly inspected and tested for electrical safety.

Lifting equipment must be registered with the Universitys Engineering Insurers and be subject to
annual inspection.

All air receivers must be subject to a thorough examination at the statutorily required intervals.

Where applicable suitable Local Exhaust Ventilation (LEV) must be used. The LEV systems must
be subjected to a thorough inspection and test at least once every 14 months.
Ladders/stepladders should be individually identified and formal inspections carried out.

No welding may be undertaken unless the technician-in-charge is satisfied that the person is
capable of doing so safely. During any welding operation the fume extraction system must be
used.

When using woodworking machines the dust extractor and face masks must be used.

Equipment must be cleaned after use. Any materials, tools or equipment used must be tidied
away.

Precision measuring equipment, drills, etc. must be replaced in their appropriate cabinets after
each working day.

Tools and equipment must not be removed from the workshop without permission from the
technician-in-charge.

Store Your Tools Properly

You have to work with the space you have. Maybe you hang them on pegboards, maybe you store them in
boxes, bags, or chests, or maybe you keep them in drawers or on shelves in your shop..
Pegboards make a great storage system for tools. They let you see all your tools at a glance and they can
make use of wall space in a pretty efficient way. If you don't have enough wall space, though, you can
still take advantage of pegboards by building a hinged system, a rolling pegboard, or even a portable
pegboard storage system.

Store power tools in their original cases. Unless you have a climate-controlled workshop, your best bet
for storing power tools in the hard plastic cases they usually come with. Not only are they better-protected
from humidity, they're just better-protected in general.

Use silica gel packs or rust collector. The silica gel packs that come in
lots of packaging are great at keeping moisture at bay. Toss them in drawers
or toolboxes and they can help keep rust away. You can also buy rust
inhibitors for the same purpose and even anti-rust liners for drawers and
shelves.

Photographs of students wearing protective gears and

equipments

An accident report form

Form completed for Accident:
Date:
Location:

Time:

Description of the accident:

Witness name and address:

Daytime phone number:

Witness name and address:

Daytime phone number:

Factor involved:
( ) Unsafe act:
( ) Unsafe condition:
What corrective action was taken, if any?

Supervisors signature:

Date:

Form Completed for Injured person:

Name of injured person:

Address:

Phone number :
Work number:

Gender:

Home number:

Age:

Nature of injury:

Affected body part(s):

Status of the injured person:

( ) Staff member
( ) Client
( ) Visitor
( ) Other (specify): _________________

Cause of the injury: (Check all that apply and

specify)
( ) An object:
( ) Equipment or tool:
( ) Hazardous substance:
( ) Other:

Severity of the injury:

( ) Minor (First aid)
( ) Severe, but not disabling
( ) Severe and disabling
( ) Fatality

Protective equipment:
( ) Was required
( ) Was available
( ) Was used
( ) Was not sufficient to prevent injury

Medical treatment provided by:

Comments:

Form completed for employees:

Job title:

Status: ( ) Full-time

Injured while on the job:

( ) Yes ( ) No

Job being perfumed when injury

occurred:

Stopped work immediately:

( ) Yes ( ) No

Date supervisor learned of injury:

Person Completing This Form:

Name:

Date:

Job title:

Phone number:

( ) Part-time

A small business:

BUSINESS PLAN

____________________
____________________, ____________________
__________
October 16, 2016
Executive Summary
The Ownership
The company will be structured as a sole proprietorship.
The Management
______________________________________________________________________

______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
The Goals and Objectives
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
The Product
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
The Target Market
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Pricing Strategy
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
The Competitors
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Business Plan - ____________________
The Company
Business Sector
The owners would like to start a business in the retail sector.
Company Goals and Objectives
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Company Ownership Structure
The company will be structured as a sole proprietorship.
Ownership Background
____________________ (owner):
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Company Management Structure
______________________________________________________________________
______________________________________________________________________

______________________________________________________________________
______________________________________________________________________.
Organizational Timeline
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Company Assets
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
The Product
The Product
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Marketing Plan
The Target Market
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Pricing
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Advertising
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Competitor Analysis
The Competitors
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________.
Staffing
____________________ will employ one full-time employee in the initial startup phase.

Company Details
Company Name: Buckup's houseing and repair limited
Company street address: benjones street
Country:Grenada
City/town: Grenville

Company Forecast
Describe the company's goals and objectives:
The aim of this company is to find ways of building person homes in a given and short time
limit. And to withstand the forces of the weather.
Describe the planned timeline for reaching the objectives:
These objectives will be reached in the 6 months of good construction studies by friends and family
members of major financial business
Ownership Details:
Company structure:
Sole proprietorship
Partnership
Corporation
Limited Liability Company (L.L.C.)
Other
Who owns the company?
Owner
Full name: Jonathan Thomas
Describe the owner's experience and training:
My training was accomplished during years of studies in college, universities and work as assistance
manager in major companies in the US.
Management Details
Describe the company's management structure:
The of the company will be the top structure and the decision making and information processing
will be done together as one unit.
Company Assets

Describe the company's assets:

The company owns 2500 acres of land available for future businesses 5 manufacturing industries 3
deals with making of the natural resources and 2 educational institution to benefits of its younger
generation such as schools, training centres etc. Also we have the different transportation for
different fields available.
Product/Service Details
Describe the primary product/service offered by the company:
The main product of the company the is better and affordable housing or build materials and also
strong sustainable house for its customers.
Proprietary Rights
Does the company hold any patents, trademarks, licenses or other proprietary rights?
YesNo
Future Product/Services
Does the company have any additional products/services that may be developed in the future?
YesNo
Customers
Describe the company's target market:
Low as well as high income personnels
Does the company have any established customers?
YesNo
Pricing
Describe the company's pricing approach:
Prices will the same throughout the year.
SWOT Analysis
Would you like to include a detailed analysis of the company's
strengths, weaknesses, opportunities, and threats?
YesNo
Operational Details
Would you like to describe your day-to-day operations?
YesNo
Would you like to describe the operational facilities?
YesNo
Do you have any outside suppliers?
Yes
Staffing Requirements
How many staff does the company require?
I am the sole employee
Describe staffing requirements

Capital Requirements
Would you like to include a summary of the company's financial requirements?
YesNo
Would you like to describe how the company will repay any financial obligations?
YesNo
Financial Statement
Would you like to include an Income Statement?
An Income Statement is also called a Profit and Loss Statement.
YesNo

This will be dated:

Building Design Principles

Designing buildings to effectively meet the conditions and realities of a Post Carbon, ClimateChanged world will require a shift in our current understanding of what constitutes good building
design and sound building practice. Many of the practices that we now take for granted, like
cladding our buildings in curtain wall building envelopes, in future, may no longer be economically
feasible. To address these needed changes in building design and construction strategies and
techniques, we propose the following building design principles for designing and constructing
buildings in a post-carbon, climate responsive building environment:
1. Use low carbon-input materials and systems:
Any materials and systems that require either significant amounts of energy, or are derived from oil
by-products in their manufacture, will become economically uncompetitive because of the relative
increase in energy costs on the down side of the peak oil curve, as well as the probable additional
costs associated with potential future carbon cap-and-trade regulations or tariffs. Materials such as
wood and low-energy input masonry should be considered as more appropriate building materials.
Moreover, the use of wood as a building material will be a very effective strategy for sequestering
carbon as part of future regional, national, or international carbon sequestration strategies and
policies.
2. Design and plan buildings for low external energy inputs for ongoing building operations:
Buildings should be designed to be highly energy efficient and include the use of highly insulated
building envelopes, triple insulated glazing, and, where possible, passive solar heating with thermal
mass storage systems. Where required, lighting systems should use LED task lighting in
combination with natural day-lighting. Design to allow for natural ventilation, and simple low
energy mechanical systems
3. Design buildings for maximum day-lighting:
Daylight will be the primary source of lighting for buildings in a post-carbon city, so buildings
should be designed to make the most of daylight for internal lighting. Because the pressure to
reduce the overall surface area of glazing in building envelopes to reduce energy loss will be
significant, the use of daylight will become of strategic importance in the design of building form.
Narrower floor plates, internal courtyards, and atrium spaces are good examples of possible
daylight effective strategies.

4. Design "generic buildings" for future flexibility of use:

Because energy costs will be higher in the post carbon city, both construction materials and the
construction process will be relatively more expensive than they are now. These higher costs of
construction will create an impetus for building owners to design for future flexibility in their
building designs, so that later renovations and alteration can be undertaken in the most cost
effective manner. The most effective strategies for designing for future flexibility are the use of
modularity and standardization in the planning of program spaces. Modularity provides for
building spaces to be multiples of one another, and standardization of spaces aims for the provision
of common denominator spaces that can be used for many overlapping uses. Buildings should be
designed for both first and future uses. Form should not "follow function" but instead follow many
future functions.
5. Design for Durability and Robustness:
To maximize the future resilience of buildings, buildings should be designed for durability and
robustness. Use materials and construction methods must be durable in the face of more energetic
weather, and increasing number of significant weather events that increasing climate change will
produce.
6. Design for use of local materials and products:
Resilient cities will need to be much more localized in their use of materials and products. The
increased cost of energy will dramatically increase transportation-related costs of non-local
materials. That should in turn create a greater demand for locally produced materials and products
for building construction.
7. Design and plan for low energy input constructability:
Design and plan for buildings that can be built efficiently by manual labour, and that do not require
oil-fuelled machines and systems requiring significant quantities of fuel for operation. As the cost of
fuel increases as a result of the price pressures of Peak Oil, energy intensive construction techniques
could become be less economically effective, and the costs of manual labour will potentially be less a
less critical a factor in selecting construction techniques.
8. Design for use of building systems that can be serviced and maintained with local materials,
parts and labour:
Climate change and peak oil will more than likely reduce global trade, and reduce easy access to
materials, products and systems from other countries. Therefore, building systems should be
designed to be serviceable through a local supply of parts and labour.

CONSTRUCTION PROSESSES

Every construction process is unique and depends on the scope and complexity of the project. But
each time a sustainable house is built, the process follows typical steps, and the principles are
similar for smaller scale projects like renovations.
The articles Renovations and additions and Buying a home off the plan include more information
on the construction process specific to those situations.
Step 1: Choosing a builder
Before you get to the stage of choosing a builder, your research and design process will have yielded
finished design documents to put out for tender by builders (see Preliminary research; The design
process).
Two common ways to choose a builder are:
choose a preferred builder and invite them to prepare a quotation or tender (and seek an
alternative quotation to ensure competitive pricing)
call open or selective tenders from a range of builders and choose on the basis of price.
Each method delivers a builder and a quotation but one emphasises best price and the other,
preferred builder. In either case, note in your tender documents that you are not obliged to accept
the lowest or any tender.
A designer generally helps choose builders to tender for a project, based on recommendations and
past experience. Advertised open tenders deliver variable outcomes and often exclude smaller
specialist builders who do not have time to tender for multiple projects.
Your choice of builder is almost as critical as your choice of designer.
The principal role of a builder is to coordinate the building works as project manager. This role
includes supervising and coordinating each trade; sourcing, quantifying and coordinating delivery
of materials; and, most importantly, quality-assuring the entire process.
Builders and tradespeople are understandably risk-averse and tend to manage risk by using tried
and proven materials and practices. Sustainable outcomes often require the use of innovative
materials and practices. To avoid problems later, ensure each builder is made aware of your
commitment to a sustainable home when they are invited to tender.
A construction site
Dragi Markovic & DSEWPaC
Sourcing certified environmentally preferred materials (see Materials) at competitive rates and
supervising tradespeople to ensure materials are correctly installed requires a builder who is

prepared to go the extra step. Choose a builder who is both trained in and committed to delivering
sustainable outcomes. Familiarise yourself with environmental certification systems to inform your
own decision or agreement.
Both Master Builders Australia (MBA) and the Housing Industry Association (HIA) train builders
in sustainable practices. Choosing a builder with this training from their website listings is a good
first step but does not guarantee delivery of best practice outcomes. References from satisfied
clients are an effective quality assurance method. Both MBA and HIA run sustainability awards
programs and the lists of past winners on their websites also provide a good indication of ability.
Committed builders:
carefully implement sustainability features as specified in the design
source and use recycled or reused materials
access environmentally certified materials and ensure they are ordered with adequate lead times
separate waste streams on site
instruct and even backcharge subcontractors who fail to use environmentally preferred practices
ensure that glues, resins, paints and finishes are indoor air quality friendly
conserve on-site biodiversity
install and maintain sediment control barriers.
Several certification schemes can independently certify products and services as environmentally
sustainable. Good Environmental Choice Australia (GECA) is an independent, not-for-profit
organisation that runs the internationally recognised Environmental Choice Australia Ecolabelling
Program. Green Tick is based on a life cycle assessment (LCA) of the effects of an operation down
its supply chain.
The green tick sustainable certified logo
Green Tick Certified.
The environmental choice Australia logo
Good Environmental Choice Australia.
Step 2: Tender documents and contracts
In projects being tendered by more than one builder, this step precedes Step 1.
Tender documents must clearly identify any sustainability practices or materials certification
requirements that are different from business as usual. Attach schedules to the tender documents
that tenderers are required to sign.
Allaying builder concerns about the unfamiliar aspects of sustainable practice can reduce the
amount they allow for unknown contingencies.
Contingency sums
Areas of unknown risk can be accommodated through contingency sums or allowances that can be
called on to cover unexpected costs. They are often used to cover unexpected subsoil and foundation
related costs; increasingly they are being used to provide flexibility in choosing innovative
sustainable technologies and practices.

Prime cost schedules

Another way to overcome risk aversion on the part of the builder is to nominate subcontractors to
supply and install innovative technologies and provide the builder with a schedule of allowances
(or prime cost schedule) to include in the tender.
Many designers choose and specify the exact make and model of important or high cost items such
as windows and doors, solar hot water systems, smart metering and energy control systems, and onsite renewable energy generation. You or your designer can have these items quoted by preferred
suppliers and nominated in the contract as prime cost schedule items to avoid substitution of
inappropriate or substandard products by competitive tenderers.
Preferred subcontractors
You can also nominate preferred subcontractors if you know a local green plumber, electrician or
painter who is reliable and professional. Many builders have preferred subcontractors so negotiate
this option carefully.
Lump sum versus cost plus
Choose between fixed price/lump sum or cost plus. These decisions are usually made before
calling tenders but revisions may be negotiated with the chosen builder before contracts are signed.
Lump sum tenders and contracts are generally effective at capping the budget but can encourage
cost cutting that can compromise sustainable outcomes.
In cost plus scenarios, the builder nominates a percentage addition to materials costs for ordering
and scheduling, and hourly rates for the builder and trades. These contracts require high levels of
trust between owner and builder. While allowing the owner more control over expenditure
decisions, they reduce builder responsibility for cost overruns. This can force cost cutting and loss
of important sustainable features (e.g. photovoltaic arrays) as the budget is exhausted.
For tight budgets, fixed price contracts are generally preferable. If cost plus is used, quarantine
budget allowances for sustainable features.
Contracts
Standard home building contracts are available from many sources including lending authorities
and industry peak bodies. They form the basis of your legally binding agreement with your builder,
and of any dispute resolution.
Choose a contract that strikes a reasonable balance between your needs and those of your builder.
Clear dispute resolution provisions and nominated independent arbitrators are essential. Annex the
builders tender, council approved plans and specifications, certified engineering details and any
schedules (prime cost, contingency sums or nominated suppliers/contractors) to the contract.
Have your solicitor and designer review your contract before signing.
Indicate sustainability requirements on specifications and include penalties for substituting inferior
materials and products.

Tendering tips to ensure environmentally preferred outcomes

Drawings and specifications form part of the contract documentation. Ensure they clearly indicate
sustainability requirements and include penalties for substitution of inferior materials and
products.
Consider nominating important, high cost items such as windows in a prime cost schedule to avoid
substitution by competitive tenderers.
Clearly describe sustainable methods or materials that are not yet standard building practice and
include advice on how to implement or source them.
Include unambiguous instructions that prevent changes or substitution without approval by you or
your designer.
Ask tendering builders to check tender documents for sustainability compliance risks and note or
allow for any contingencies in their tender.
Ask builders to recommend alternative solutions that suit their trades and supply chains while
delivering equal or improved environmental outcomes.
Consider the use of contracts that link payment to the achievement of specified environmental
outcomes (e.g. details of environmentally certified materials, window and glazing specifications, and
reuse or recycling details).
Develop a schedule of reusable materials (if youre renovating or demolishing an existing house)
and negotiate their reuse with your builder.
Owner building
Some consumers choose to manage their own projects as owner builders. Unless you are
experienced in housing construction, are fully conversant with local building practices and supply
chains, and have sound working relationships with local trades, this option is fraught with risk.
Sustainable construction often requires tradespeople to adopt new practices and materials and this
can be very difficult for an inexperienced owner builder to negotiate.
Step 3: Construction supervision and certification
Many opportunities to achieve best practice sustainable outcomes are lost during construction. This
is often due to lack of understanding of environmentally sound principles and practices by builders
and tradespeople, or ineffective certification.
A sediment fence in the middle of an open site with ground cover.
Photo: eadig14245 John Baker & DSEWPaC
Sediment fences prevent environmental damage from building site runoff into waterways.
A house that is under construction; a skip lies nearby.

Photo: Kathie Stove

Keep the site clean by storing all waste in skips.
Supervision
Your builder is frequently called on to make decisions about materials and procedures that vary
from those nominated in the plans and specifications due to trade preferences or unavailability of
preferred materials. Builders refer these (often urgent) decisions to a supervisor for verification if
one is nominated. If not, they may make expeditious but less sustainable choices.
Well-informed advice from experienced professionals can quality-assure decision making and
ensure environmentally preferred choices.
Professional advice or project management by a committed, highly informed individual or company
is critical to quality-assure the decision-making process and recommend environmentally preferred
alternatives such as those discussed throughout Your Home.
Many designers offer a supervision service as part of their fee structure. Architects in some states
are prevented from offering project management services. If you adopt this role as owner, consult
competent advisers or consultants to verify your decisions.
Project management or supervision adds substantial professional indemnity risk to a designers
insurance profile so many designers prefer a less formal advisory role. You should sight a project
management endorsement on a current professional indemnity policy before formally appointing a
supervisor or project manager.
Certification
Inspection and certification of your project at critical stages is required by law to confirm that it is
built in accordance with the approved plans, specifications, relevant Australian Standards, Building
Code of Australia and council regulations, to ensure structural integrity, health, safety and amenity.
These inspections can identify and rectify problems or omissions before they are built in. Reported
instances of inadequate certification of sustainability compliance in several jurisdictions indicate
that this important aspect is sometimes overlooked. If you are concerned, seek immediate advice
from your designer or building sustainability assessor (see The design process).
Many private certifiers offer specialised environmental certification. Contact the Australian
Institute of Building Surveyors (http://aibs.com.au/) for more advice.
Step 4: Commissioning and handover
Sometimes the best design and construction innovation can be wasted because the concepts arent
communicated to the owner at handover. Ask your designer and builder for an owners manual. If
you are a practitioner, give your client detailed instructions on how to operate and maintain the
home at handover. If you sell your home make sure the new owners have a copy.
An owners manual or operation guide covers:
summer and winter operation settings and daynight routines for: operating and maintaining
heating and cooling appliances

opening/closing curtains and windows

operating ventilation systems (cross and stack)
operating shading systems
operating roof space ventilator
cleaning of solar appliances
termite barriers and inspection schedule
operating guides for water harvesting and treatment systems
isolation valves for services (gas, electricity and water)
hot water system sacrificial anode replacement date
hot water system pressure relief valve checks
painting intervals
appropriate cleaning products for all surfaces and finishes
landscape maintenance requirements.
Take care to avoid these pitfalls
Common causes of disappointment or dispute emerge from choosing the wrong designer or builder,
or both.
Budget overruns can arise from circumstances within or beyond your control:
preliminary cost overruns (e.g. council fees, design, geotechnical report, engineering design and
certification, surveyor fees)
site challenges (unforseen site difficulties)
weather
materials unavailability
not nailing the details (e.g. materials selection or indoor air-quality friendly finishes)
receiving/accepting poor advice (particularly from suppliers and inexperienced tradespeople) when
urgent decisions need to be made.
Very few new design/build projects fit within the clients timeline expectations due to:
council delays
lengthy design processes particularly when many changes are made
delays finding an available builder
weather and builder related delays
tradespeople shortages
availability and delivery of sustainable technologies that are outside the builders normal supply
chain.
Negotiating reasonable, equitable compromises may be beyond your capabilities.
Under-performance can be due to design, construction or operation:
Thermal performance may not deliver to expectations, commonly because of poor operation, poor
sealing, failure to close or open windows, inadequate or faulty insulation, inadequate shading, and
use of inappropriate glass. A building sustainability assessor can advise on these matters.
If energy consumption is higher than expected, monitor consumption of individual appliances, and
install smart metering or energy management systems. The behaviour of one individual in a
household can often unknowingly account for excessive energy use.

CONSTRUCTION

ELEMENTS

Construction Elements are the virtual equivalents of actual three-dimensional building

components. They include Walls, Columns, Beams, Roofs, Slabs, Meshes, Zones and Curtain Walls.
Each of these elements has a dedicated tool in the ArchiCAD Toolbox.
Elements are displayed as solid building components in the 3D Window. Their cut or elevated view
can be projected in Section and Elevation windows.
How to Place a Construction Element in ArchiCAD
Walls
Columns
Beams
Place a Wall/Column/Beam with a Complex Profile
Roofs
Slabs
Meshes
Zones
Curtain Wall: A System Tool