WEF E&C Industry Action Group

Engineering & Construction

industry response to Covid-19
Restarting work safely and
efficiently
In collaboration with Boston Consulting Group
June 2020
 Contents

Executive summary 4

Introduction 6

Recommendations for safe and efficient reopening in 8

construction

1. H&S protocols and guidelines specific 8

to construction activity

2. Specific measures to work safely and 12

efficiently in particularly challenging
situations

3. Digital technologies for a safe and 14

efficient return to work

4. Coordination among key stakeholders 18

to ensure effective implementation of
the measures

Appendix 20

Contributors 28

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 EXECUTIVE SUMMARY

A safe and productive engineering and

construction industry is critical for the economy
and society. This industry generates 6% of global
GDP and 6%1 of world employment, and good
quality, affordable and sustainable built assets are
required for healthy economic and social activity.

Covid-19 is posing severe operational and financial Beyond these general H&S actions, the Covid-19 lockdown
challenges to the E&C industry period has also raised employers’ concerns around
workers’ mental wellbeing. Research shows how after
The Covid-19 crisis is already impacting the industry in
periods of lockdown ~25% of employees may experience
several ways and will have a more profound impact over
toxic levels of stress, and that those employees suffering
the coming years. BCG estimates construction activity will
from stress who do continue working report a loss of
drop 10-25% in 2020 and 0-10% in 2021 vs. 2019.
productivity of ~35%. Organizations should seek to
address this matter by setting up Mental Wellbeing Plans,
The severe implications of current Covid-19 are already
raising awareness on-site, monitoring the wellbeing of their
flourishing, and although they widely vary across countries
employees, and ensuring sustainable working conditions.
depending on the virus spread, three factors appear to
Ultimately, these initiatives will help prevent a secondary
be common: (i) project delays derived from nationwide
wave of burnouts and stress-related absenteeism later in
lockdowns or construction slowdowns, that are generating
2020.
between 20% and 60% activity loss, (ii) productivity losses
(c. 25%-40%2) and cost increases (300-350 € per worker
Particularly challenging working conditions have
and month3) derived from the implementation of new Health
been identified, which require special solutions
& Safety protocols, and (iii) supply chain disruptions derived
beyond the application of general H&S protocols
from border shutdowns and SMEs’ weak financial health.
The E&C industry is facing particularly challenging
After a period of activity stoppage or slow down, working conditions which are determined by two main
governments have mandated construction activity to factors: space limitations and the degree of human
restart, putting in place initiatives that ensure safe working interaction required. This report offers a framework to help
conditions and that help contain virus spread, compliance industry organizations identify risks in these situations
with which is being monitored by public authorities through in construction sites, and lays out examples of specific
recurrent on-site inspections. recommendations to manage 3 specific situations that
are commonly experienced: (i) in workforce mobility, (ii) in
A safe and efficient work environment could be common areas, and (iii) in buildings’ fit-out phase.
achieved in the E&C industry through the application
of 6 broad set of actions Current challenging conditions represent a unique
opportunity to accelerate adoption of technology to
From the observation of practices implemented by leading
enable a safe and efficient E&C working environment
E&C companies to comply with and enhance new working
regulations, we have identified 6 sets of actions that have In the current context, certain new technologies can unlock
proven effective across projects and geographies: (i) productivity gains and enhance safety, compensating for
increased sanitation, (ii) pre-screening of employees at entry Covid-19 operational challenges.
points, (iii) enforcement of social distancing, (iv) contact
tracing to prevent potential virus spreads, (v) symptoms This report offers a set of digital use cases that have been
communication and self-reporting to anticipate virus prioritized taking into account their potential impact in the
breakouts, and (vi) compliance assurance and monitoring. Covid-19 context, and the timing for implementation of the
respective technologies involved.

1
Percentage of employees in Engineering and Construction across OECD countries in 2019 (Source: OECD). 2 BCG estimation on expected decrease in performance standard, mainly due to impossibility of
carrying out part of works in parallel, decrease in number of workers to guarantee social distancing (i.e. finishing, internal, engineering works), delays at delivery/delivery of materials and tools in warehouses,
testing, hygienic breaks. 3 Introduction of standards is expected to cost 300-350 euros in a month of obligatory direct costs (incl. disinfection of facilities, daily material & equipment, general testing, lease on
4 additional transport…) on 1 worker, based on BCG estimation
The set of digital use cases selected could help
organizations implement general health and safety
measures (e.g. pre-screening of workers, monitoring social
distancing or off-site inspection of project progress), and
improve productivity (e.g. enhancing collaboration and
communication, digital planning or addressing employees’
mental wellbeing). These digital use cases leverage already
mature technologies (e.g. mobile apps, BIM or planning
software), as well as less widely implemented tools and
technologies (e.g. Augmented/Virtual Reality, aerial drones,
or IoT wearables).
Furthermore, a successful implementation of the proposed
H&S measures and new ways of working will highly
depend on close collaboration and communication with all
stakeholders involved. Engaging with Public and Private
Clients, Subcontractors, Public Authorities, Labor Unions
and Suppliers, among others, will ensure organizations
have a safe and efficient transition towards normal activity
levels.
An accelerated adoption
of digital use cases could
support the construction
industry with a safe and
efficient reopening
5
 INTRODUCTION
Covid-19 is already impacting the Engineering and
Construction industry in several ways, and will have a more
profound impact over the coming years. The implications
widely vary across countries depending on the virus
spread, but some common factors have been identified:
Project delays:
Nationwide lockdowns have triggered shutdown
or slowdown of construction-related activities, reducing
construction activity by 20% to 60%, depending
on country specific restrictions.
Productivity loss:
Between 20% to 30% productivity loss perceived across
sites, which together with the cost increases derived
from new Health & Safety (H&S) protocols (e.g. social
distancing, protection material & equipment, and other
changes in operational procedures) is putting pressure on
organizations’ financial viability.
Supply-chain disruptions:
Industry supply chains are being challenged as a
consequence of nationwide lockdowns, either due to
border shutdowns or to suppliers’ financial weakness,
ultimately impacting on projects’ viability.
Furthermore, selected geographies are suffering from
additional country-specific issues, which could further
dampen the recovery of the construction industry across
regions:
EXAMPLE
India’s construction industry recovery will be particularly
challenged by the reverse migrations of construction
laborers and the oncoming monsoon season
After several governments mandated construction activity
to stop or slow down, different initiatives have been put in
place to ensure a safe return to work:
• Governments (e.g. UK) and industry associations
(e.g. Construction Leadership Council, UK) have
issued guidelines that include new operating
recommendations and Covid-19 compulsory
restrictions, in order to ensure a safe reopening.
• Furthermore, selected governments are engaging
in discussions with industry organizations to assess
the implications of these new restrictions, as well as
to identify industry best practices, with the objective
of accelerating the return to work, and ultimately the
industry’s recovery:
6
EXAMPLES
The government of Qatar has agreed to relocate
the workforce to new shovel-ready projects, ensuring
that people can go back to work instead of waiting
for project reopening and staying under lockdown in
construction camps, which could pose an even bigger
threat to virus spread.
Compliance with these new H&S protocols is being
monitored by public authorities through recurrent on-site
inspections, while industry players face different challenges
to incorporate them depending on the environmental
context of the project, work stage and type of activity to be
performed.
Consequently, industry organizations are facing an
unplanned cost increase resulting from the loss of
productivity (e.g. due to social distancing), need for
protection equipment (e.g. sanitation materials) and new
processes (e.g. H&S trainings), which in general is not
being compensated by their clients.
Moreover, the Covid-19 crisis (e.g. confinement during
lockdown) and its implications (potential job losses,
economic uncertainty, etc.) is expected to have a severe
impact on workers’ mental wellbeing, posing additional
challenges to the industry.
Recovery will depend, among other factors, on the ability
of industry organizations to catch up with pre-Covid
productivity levels. Organizations will have to adapt quickly,
putting in place the right initiatives to ensure a safe and
fast reopening, and to increase workers’ productivity
to compensate for the effect of the new operational
challenges.
In this regard, the objective of this report is to share a set
of actions and recommendations that can support industry
organizations to accelerate a safe and efficient return to
work in the Covid-19 context.
Industry organizations are facing
an unplanned cost increase
resulting from the loss of
productivity, need for protection
equipment and new processes

7
 RECOMMENDATIONS
FOR SAFE AND EFFICIENT
REOPENING
IN CONSTRUCTION

Selected recommendations and best practices have been
identified which can help E&C organizations accelerate a
safe and efficient return to work. These recommendations
have been structured in four categories:
• E&C H&S protocols and guidelines.
• Specific measures to work safely and efficiently in
particularly challenging situations.
• Digital technologies to enable a safe and efficient working
environment.
• Coordination among key stakeholders to ensure effective
implementation of proposed actions.
1. H&S PROTOCOLS AND GUIDELINES SPECIFIC
TO CONSTRUCTION ACTIVITY
General H&S protocols and guidelines are typically adopted
by contractors, who then make sure these are passed on
to clients, subcontractors and suppliers, as well as their
own employees.
Since the declaration of the Covid-19 pandemic,
governments and industry associations have released
multiple H&S recommendations, from which a set of 6 sets
of initiatives stand out for their relevance and have proved
effective across projects and geographies:

Figure 1. Framework for restarting work safely and efficiently

GENERAL H&S PROTOCOLS DIGITAL TOOLS TO ENABLE SAFETY AND EFFICIENCY

1 2 3 1 2 3
Pre-screening Enforcement of App and IoT
Increased sanitation Tool for worker wearables to Collaboration
at entry points social distancing
pre-screening monitor social & comm. apps
distancing
4 5 Symptoms 6
Compliance
Contact tracing comm. & self
assurance 4 5 6
reporting Apps & training
Digital project Digital control
to address workers
planning software towers
mental weelbeing

ANALYZED FOR PARTICULARLY CHALLENGING SITUATIONS

1 2
Workforce mobility
7 8 9
UVs and drones for AR/VR to Online
3 Buildings’ fit-out construction permit
progress tracking facilitate specialist
Common areas & industrial approval platforms
and site inspection interventions
pre-commissioning

STAKEHOLDERS ENGAGEMENT TO ENSURE IMPLEMENTATION

1 Align clients on 2 Engage 3 Cooperate with 4 Coordinate with 5

Create Crisis
Covid-19 context and subcontractors on unions to ensure regulators on measures
management Commitee
new ways of working new H&S protocols workforce safety implementation

8
 Figure 2. Health & Safety protocoles and guidelines
1 Increased sanitation:
• Before reopening, make sure that any worksite (closed
or partially operated) is disinfected
• Introduce enhanced cleaning procedures across the
site and points of worker contact (e.g. tools, machinery,
vehicles)
• Keep good hygiene throughout the working day in
common areas (e.g. sanitation facilities, changing rooms,
showers and toilets)
• Stress the use of mandatory Personal Protective
Equipment (PPE) in all worksite areas and conditions
2 Pre-screening at entry points:
• Testing points must be set up at worksite entry, and a
specific site access protocol created based on testing
requirements (e.g. in-situ diagnostic or serological)
• Testing staff must wear appropriate PPE
• All staff, physicians and contractors working on the site,
regardless of role or patient contact, should be subject to
screening to ensure that they are not showing influenza-
like symptoms, thus increasing the chance of spread
• Testing protocol should include at least (i) workers
completing a standard questionnaire to assess health
risks (e.g. exposure to positive cases, self-reporting any
symptoms), (ii) checking temperature and creating a
log book to record each worker’s/visitor’s temperature,
and (iii) classify people tested by stakeholder group (e.g.
contractors, subcontractors, suppliers, gov. officials)
• All staff, physicians and contractors exiting worksite and
re-entering the same day will nonetheless be required to
go through pre-screening at entry again
• Organizations are encouraged to identify clinically
vulnerable workers, and set-up increased pre-screening
and monitoring protocols
• A clear response protocol should be set up in case any
pre-screened employee is tested positive or displays
Covid-19 symptoms
EXAMPLE
The government of Alberta has issued operating
guidelines for a safe reopening in industrial work
camps, and particularly emphasizes the relevance of an
asymptomatic workforce mass-testing strategy, as part
of a rapid response plan to prevent virus spread in the
case that an employee being affected by Covid-19.
3 Enforcement of social distancing:
• Enforce social distancing, particularly between people
working statically. If necessary, change shift planning
(e.g. stagger work crews) to reduce the number of
people on site simultaneously (e.g. ironwork, formwork in
restricted areas)
• Reduce the capacity of on-site project inductions, and
consider holding them outdoors whenever possible
• Consider restricting non-essential physical work that
requires close contact between workers, or substituting
this with automated tasks
• Stagger break times to reduce congestion and contacts
• If possible, allow plenty of space (at least two meters)
between people waiting to enter site, and consider
installing 2m distance lines (e.g. similar to those seen in
retail environments)
9
 Furthermore, chapter 3.2 includes a set of actions to ensure
social distancing is also maintained in three particularly
challenging situations: (i) in workforce mobility, (ii) in
common areas, and (iii) in buildings’ fit-out phase

4 Contact tracing:
• Extend jurisdictions for contact tracing beyond the
worksite, in order to increase effectiveness (linked to
public health jurisdiction)
• Identify clinically vulnerable workers, and define a specific
safety protocol for them
• Set up prevention mechanisms and dedicated teams
(i.e., worksite hotspot analysis) to monitor workers’
contacts

5 Communication and self-reporting of symptoms:

• Define a risk assessment framework and triggers based
on jobsite exposure situations (e.g., exhibit symptoms,
test positive, have close contact with individual tested
positive, etc.)
• Set up simple self-reporting processes and tools for
challenging situations, including channels (e.g., mobile
surveys), and clearly defining the key people to contact
(e.g., line manager)

6 Compliance assurance:
• Create a specific H&S Risk Committee
• Set up a project taskforce that monitors workers’
compliance with H&S protocols
• Hold training sessions to raise awareness
and go through H&S protocols
• Reinforce communication across sites (e.g. posters with
protocols, floor markings) and key stakeholders (e.g.
subcontractor employees)

The Covid-19 lockdown period has also raised employers’

concerns on workers’ mental wellbeing, given that research
has showed how lockdown periods can have severe effects
on employees, which can flourish months after end of
isolation:
• Surveys performed after 2 weeks of lockdown show up
to 25%1 of a sample experiencing “high toxic levels of
stress” (vs. ~15% pre-lockdown levels).
• Additionally, those employees suffering from toxic levels
of stress who do continue working report a loss of
productivity of ~35%4.
• The effects of quarantine and lockdown periods on
employees’ mental wellbeing generally appear between
3-6 months5 after isolation, and thus can sometimes be
misinterpreted by employers as if the lockdown had no
effect on the workforce.

Therefore, supporting employees’ mental health has been

identified as a critical success factor for a safe and efficient
4
For further information, please refer to Eurofund. 5 For further information, refer to “Lockdown
is the world’s biggest psychological experiment - and we will pay the price” (WEF, 2020).

10
 return to work, even though the issue has still not been
widely tackled. This report encourages organizations to
implement 4 key initiatives that could help avoid burnouts
and stress-related absenteeism through the industry
rebound period:

1 Mental Wellbeing Plan:

Develop and execute a Mental Wellbeing Plan, to provide
employees with mental health tips and tools through regular
internal communication, as well as to set-up professional
support:

Particularly, organizations should segment population to

identify high risk workers and develop targeted programs
for them.

2 Raising awareness:
Encourage open conversations with workers, and
communicate the support available:

Overall, the relevance of a healthy lifestyle inside and

outside worksite should be stressed, as it is a key driver for
mental wellbeing (e.g. proper sleep and rest, healthy eating
habits).

3 Monitoring:
Set-up monitoring protocols to be supervised by a
specific taskforce, or to be assigned to managers as new
responsibility:

Designees (e.g. 3-4 workers per jobsite, depending on

project size) should be trained to focus on supporting the
workforce’s mental wellbeing, whilst monitoring compliance
with H&S regulations.

4 Sustainable working conditions:

Organizations should be aware of the relevance of having
sustainable working conditions, which therefore are
adjusted to current added operating complexities:

EXAMPLE
Some organizations are setting up relief areas where
workers can safely take off PPE for a limited period of time,
without putting at risk their colleagues

Organizations operating in construction sites should

take into consideration the whole compendium of H&S
recommendations available, to then prioritize them
according to the specific conditions of each worksite and
Employees suffering project phase.

from toxic levels of Furthermore, it has already been observed that regulations
stress who continue and guidelines differ by country, which could cause
confusion among organizations operating in different
working report a loss markets. This working group encourages organizations
to follow strictly the local regulations, and to take the
of productivity of ~35% recommendations offered in this report as additional
guidelines.

11
 2. SPECIFIC MEASURES TO WORK SAFELY
AND EFFICIENTLY IN PARTICULARLY CHALLENGING SITUATIONS
A framework has been developed to help industry
organizations identify risks in particularly challenging
situations in construction sites, as well as specific
recommendations to manage these risks.
Two main factors condition the risk profile of worksite
situations:
a. Space limitations
b. Degree of human interaction required
Organizations can assess these factors in order to come up
with tailored solutions that can overcome health risks and
minimize productivity losses.
In this regard, three particularly high-risk situations have
been analyzed, and recommendations have been proposed
to overcome them:
1 Workforce mobility: Major H&S challenges are currently
being faced by construction workers when traveling in
buses or cars to and from construction sites, given
the density and contact exposure of workers. Various
initiatives have been put in place to ensure compliance
with new protocols:
Figure 3. E&C Digital use cases
12
• Engineered seat isolation (e.g. plastic films covering the
seats)
• Decreased capacity per vehicle (even if it means leaving
seats empty)
• Carrying out sanitization at the end of each journey
• Stagger workforce transport (e.g. at start and end times
of the day)
2 Common areas: The biggest challenges are often not
faced in the construction sites themselves, but in canteens
and camps, where the level of interactions is higher. Several
initiatives have been implemented to ensure safety in these
areas:
• Enforce social distancing through signage (e.g. floor
marking)
• Limit capacity
• Limit time spent per employee
• Require cashless and paperless transactions
• Prohibit food and drink sharing
• Stagger lunch times by working groups
• Segment workforce in “small families” to favor contact
tracing (e.g. living in a camp: lodging, transport, eating
and working together)
3 Buildings’ fit-out & industrial
pre-commissioning phase: The fit-out phase of a nearly
completed building, or the pre-commissioning of an
industrial development, may also put at risk workers’ safety.
It is when congestion is often at its highest, as several
subcontractor teams work simultaneously on different
tasks in a limited space. Organizations have implemented
different measures, such as:
• Isolated and limited working areas (e.g. floor markings,
protection films)
• Re-planned works to limit the subcontractor teams
working per time slot
• Increased sanitization protocols throughout the entire
phase to ensure disinfection after workday

Biggest challenges are

often not faced in the
construction sites, but
in canteens and camps,
where the level of
interactions is higher

13
 3. DIGITAL TECHNOLOGIES FOR A SAFE • Online tools allow the workforce to complete the health
AND EFFICIENT RETURN TO WORK risk questionnaires required for Covid-19 pre-screening
protocols at entry sites. This would allow those workers
Covid-19 represents a unique opportunity to accelerate
who are unwell or show Covid-19 symptoms to stay
the digitalization agenda of the E&C industry.
home in order prevent the risk of further virus spread
We have identified a set of existing technologies that EXAMPLE
can enable a safe and productive working environment, The government of Alberta has created an online “Fit For
especially under current constraints. Work” tool6 , which includes pre-screening health check
questionnaires, and which organizations can leverage as
We have prioritized these technologies (see Figure 3) based part of their pre-screening protocol
on their potential impact in the current Covid-19 context,
and the required timing for implementation. Technologies to track and monitor social distancing:
• Software-enabled cameras that control the perimeter
Pre-screening technologies: across worksites, track social distancing compliance,
• Medical evaluation gateways providing the non-contact and release real-time alerts and daily reports to indicate
ability to pre-screen workers for Covid-19 symptoms, how often workers were in too close a proximity. The
such as temperature, blood oxygen levels, heart rate or software leverages machine learning and analytics
respiration rates (e.g. SymptomSense product) to identify key H&S or operations parameters, to be
able later to identify H&S risks, benchmarking them
• Thermal imaging technology for the pre-screening of
across projects and being able to create a dashboard
workers, which measures human temperatures (within
and risk assessment reports for project managers to
0.3ºC accuracy), and that can notify monitoring teams
act accordingly. EverCam and SMARTVID.IO offer
when someone has a fever. Providers offer the solutions
similar solutions, in the case of SMARTVID.IO with the
in several design formats, such as through hand-held
optionality of integrating the software plug-in in existing
units, or mounted on cameras allowing large areas to be
conventional jobsite security cameras
scanned at once (e.g. Mitie)

Figure 4. Recommended digital use cases for a safe and efficient return to work

6
For further reference, please refer to Gov. of Alberta Health Services’ “Fit for Work” tool (https://www.albertahealthservices.ca/topics/Page17076.aspx)

14
 Project planning technology providers
offer tools that can improve project
productivity, and connect the three
key project stakeholders, through
paperless and off-site reporting
• Construction-specific BLE7/RFID8 wearable technology
to track distancing between workers. A wearable can
help organizations monitor contacts or exposure to other
workers, sending an alert before distance requirements
are breached, providing trace-of-contact history in the
case of an infection emergency, or a comprehensive
report to showcase to regulators the precautions taken.
Selected providers offer similar solutions, such as iTWO
Safe or Prysmex
• Ultra-wideband industrial technology (approx. 10 times
more accurate than BLE/RFID technology) to track
real-time worker location, helping organizations monitor
social distancing in real time, trace contacts or exposure
to other workers, and time spent in high-risk areas (e.g.
KINEXON technology)
Collaboration and communication platforms:
• Several collaboration and task management app
providers offer solutions that enable organizations to
have a mobile connection among employees, task
assignment, automatic quality sheet version control,
access to project blueprints, and share of markups and
annotations
• Virtual Reality tools to communicate with clients located
off-site, supporting video, information panels, maps
and plans, audio tracks, links to outside websites, and
feedback. Furthermore, they offer a chat function so that
experts can remotely answer questions as visitors look
around the materials, as substitution for an in-person
7
BLE: Bluetooth Low Energy. 8 RFID: Radio-frequency identification
event. AECOM offers a construction-specific software,
and several technology providers offer general online
communication tools (e.g. Zoom, Webex)
Covid-19 specific communication platforms:
Selected communication and collaboration technology
providers offer mobile app solutions that facilitate
the organization-wide communication of Covid-19-
related notifications. For instance, the solutions enable
organizations to release or update Covid-19 protocols,
share alerts if positive cases are identified, or allow workers
to self-report symptoms (e.g. Atlassian, Alertmedia or
BCG’s Safe@Work app)
Digital project planning solutions to increase
productivity, while keeping planners more off-site,
thus reducing worker density:
Selected project planning technology providers offer
planning and collaboration tools prepared for desktop
and mobile devices that can improve project productivity
and connect three key stakeholders (project managers,
jobsite workers and clients) through paperless and off-site
reporting. First, such a tool enables project managers to
conduct off-site granular planning of activities, resource
planning (labor, material and machinery), and dynamic
re-planning & scenario analysis. On the other hand,
workers on the ground can update activity progress in
real time through a mobile app, where they can fill in the
required quality and activity checklists. Finally, clients are
15
 given access to quality and progress checklists, which
are required for the processing of project payments.
Similar solutions are provided by Procore, Fieldlens,
Fieldwire, PlanGrid, TouchPlan.IO, LeanPlando, vPlanner or
BuilderTrend, among other technology providers.
Digital control tower to manage projects with
reduced physical presence and paperless approach:
• Selected project planning and collaboration tools offer
integrated project dashboards that allow for data-driven
review and decision-making around project activities.
These digital war rooms also include action item
trackers, to ensure timely resolution of identified issues
• For instance, MTWO (from RIB Group) offers a BIM-
enabled platform for integral management of projects
throughout the Investment Planning, Design, Bidding,
Construction and Operations & Maintenance phases.
MTWO offers a control tower dashboard that provides
a holistic project overview, enabling users to have a
single point of communication with all stakeholders (e.g.
architect, subcontractors, technical providers, suppliers,
customers), integrating BIM models (synchronizable with
Revit), including time planning and cost management
information (e.g. cash-flow forecasts), creating project
planning and workflows, scheduling and integrating ERP,
and real-time progress management
Tools and processes to address workers’ mental
wellbeing:
Several software providers (e.g. SAP ) offer different
solutions to address workers’ wellbeing, which combine
online support tools with tailored trainings around key
mental wellbeing pillars: stress management, psychological
safety, positive thinking, asking for help, emotional
regulation and mindfulness.
Unmanned vehicles and drones for progress tracking
and site inspection:
The incorporation of drones in construction for progress
tracking and site inspection has been proven successful
before Covid-19 restrictions, but these solutions could
now be even more relevant, as they could help alleviate the
labor resource needs on-site for these activities. Selected
organizations have shown the different applications of this
technology:
EXAMPLES
Autostrade & RED use HD imaging and infrared drone-
mounted cameras for asset inspection, which in the
Covid-19 context can include the supervision of H&S
protocol compliance (e.g. social distancing)
The UK’s Crossrail project has leveraged unmanned aerial
vehicles to monitor rail track progress
Spanish Rail and the Delhi Metro have used drones and
unmanned aerial vehicles for routing surveys (e.g. to check
for elevated lines)
9
For further information, please refer to Mayer (2018): Mastering Digital
Transformation with Mindfulness.
16
Komatsu has used fully autonomous bulldozers, which are
led by drones mapping the activity area and guiding the
equipment without the need for additional on-site labor
Augmented Reality (AR) or Virtual Reality (VR)
technology can help reduce specialist human
interventions across design and engineering,
enhance safety during construction, and foster
efficient operations and maintenance:
EXAMPLES
Skanska uses AR/VR to assess construction design
options and conceptual estimates to help accelerate
decision-making and approval throughout the project
stages
The UK’s Crossrail uses AR interfaces to detect pipes
and electricity lines during rail track construction to avoid
accidents and improve safety
McCarthy uses AR inspections to compare construction
progress to original blueprints, helping workers and project
managers to identify deviations rapidly
At ENEL, operators receive remote AR/VR support from
technical advisors. Workers wear headsets with cameras
and portable viewers which then replicate the image’s
content to technical advisors off-site, ultimately getting their
advice in real time to perform complex repairs
Collaborative construction permit approval platform:
9
Not only the private side has opportunities to accelerate
technology adoption, but also governments and public
authorities could embrace new ways of working to be part
of the transformational change of the industry
For instance, selected software providers offer online
solutions to governments and city councils to conduct
integrated construction project approval processes online
EXAMPLE
SoftTech’s BIMDCR software is an integrated Building
Plan Approval System which enables public authorities to
perform online scrutiny of building proposals submitted
by applicants. In particular, the software facilitates a single
point of submission for applicants, the analysis of BIM
models submitted, the interaction and approval across all
government departments in the same online application
model, or the release of Green Building Code compliance
approval documents online (if BIM model includes the
required information)
Selected organizations have been leading the way in the • Action cameras to track progress and monitor protocol
industry’s transformation, embracing the current situation to compliance: Aerial drone images, overlapped to project
accelerate the adoption of multiple technologies throughout blue prints, are helping the organization track progress in
their project footprint: large projects without the need for in-person inspections
• Tools to enable off-site collaboration in the engineering
EXAMPLE
and design phase: Collaboration platforms and own
A US construction organization has deployed several
virtual inspection tools enable the project mgmt. office
technologies to ensure an efficient return to work in the
to connect with off-site technical experts, suppliers and
Covid-19 context:
customers, to show project progress and difficulties
• Scenario modeling tools to predict staffing under different
• Action cameras to monitor site H&S protocols and
conditions: The corporation developed
activity progress: Using portable cameras (e.g. GoPro) or
its own scenario modeling tool leveraging AI and Data
mobile phone apps, the organization created live videos
Analytics to simulate construction sequences, schedules
to monitor site conditions and activity, avoiding in-person
and cost options, allowing the project office to identify
inspections
the optimal case

17
 4. COORDINATION AMONG KEY STAKEHOLDERS TO ENSURE
EFFECTIVE IMPLEMENTATION OF THE MEASURES
A successful implementation will require the engagement
and cooperation of all key stakeholders:
• Public & private clients
• Regulators & policy makers
• Subcontractors
• Labor unions
• Suppliers
Frequent, integrated and positive communication among
the stakeholder group should be implemented, particularity
at the early stages of work reopening:
Align clients on the Covid-19 context and new ways of
working:
• Organizations should open a dialog with clients to raise
awareness and recognition of the Covid-19 context, and
its derived cost implications, to make sure risk and cost
burden does not fall exclusively on one side
• Furthermore, technology brings an opportunity to
accelerate a safer and efficient return to work, and thus
clients should be involved in its adoption (e.g. clients to
empower technology use by asking for it as part of bids)
Engage subcontractors on new H&S protocols to comply
with new H&S protocols and ways of working. For instance,
a key member of subcontractor’s project leadership could
be included in the H&S monitoring taskforce to ensure
mandatory involvement
Cooperate closely with labor unions to monitor workforce
mental health and working conditions:
• Unions could provide support in ensuring that employee
concerns about working conditions are tackled, and
above all, that workers are adequately protected in all
situations

Integrated and positive

communication among key
stakeholders will be crucial,
particularly at early stages
of reopening

18
• Unions will also play a relevant role in helping control any and also importantly aims at allowing organizations to lower
potential rise in absenteeism, which could cause severe considerably the costs of the introduction of such measures
disruptions if not anticipated in comparison with actions of the existing regulations

Coordinate with regulators on measure implementation: • Proactively be part of the solution, providing rapid
feedback on the effectiveness of the measures released
• Initiate a dialog with regulators and public authorities to
by the governments, and giving regulators visibility on
discuss potential measures that could help the industry
their implications
recover
Finally, creating Crisis Management Committees,
EXAMPLE composed of the different stakeholder groups involved
The Gov. of Russia is developing a “Construction Industry across the entire project decision-making process, could
Standard” in collaboration with Private organizations, to help monitor newly implemented measures, as well as,
define and systematize key measures to return to work and importantly, project productivity throughout the different
prevent the spread of new infections. The new “Industry reopening phases.
Standard” aims at levelling the existing differences in
the regulatory base of territorial subjects of the Russian
Federation, and takes into account the specifics of the
epidemiological situation per region, the key identified
epidemiological risks (e.g. admission of employees at
worksite, transportation or accommodation of workers),

19
 APPENDIX
CHECKLISTS TO ENSURE
COMPLIANCE WITH PROPOSED
BEST PRACTICES
This recommendations are aimed at complementing, not substituting,
local regulations in place

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1. INCREASED SANITATION
A Before reopening, make sure that any worksite is disinfected

Conduct a health risk assessment at all worksite Carry out cleaning procedures and provide hand
areas that have been either totally or partially sanitizer before restarting work
closed before restarting work

B Introduce enhanced cleaning and ventilation procedures

across the site and points of worker contact

Clean work areas and equipment after each shift Disable fingerprint scanners and other security
or use with the usual cleaning and disinfection systems that require touching, or clean them
materials thoroughly after every use

Clear workspaces and remove waste and Open windows and doors frequently to encourage
belongings from work areas at the end of shifts ventilation, where possible

Reinforce daily cleaning of clothing Clean frequently objects and surfaces that are
touched regularly (e.g. buckets, control panels),
and make sure there are adequate disposal
arrangements for cleaning materials

C Keep good hygiene throughout the working day in common areas

Provide additional handwashing facilities, for
example, pop-ups, particularly on a large site or
where there are significant numbers of personnel
on site
Set clear use and cleaning guidance for toilets
to ensure that they are kept clean and social
distancing is maintained as far as possible
Use signs and posters to build awareness of good
handwashing techniques, the need to increase
handwashing frequency and avoid touching the
face, and coughing or sneezing into a tissue which
is binned safely, or into your arm if a tissue is not
available

D Stress the use of PPE in all worksite areas and conditions

Clean thoroughly re-usable PPE after use and Dispose of single use PPE so that it cannot
ensure it is not shared between workers be reused

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 2. PRE-SCREENING
AT ENTRY POINTS

A Stress use of appropriate PPE for testing staff

Set up weekly training sessions for testing staff Provide hand sanitizer and required daily PPE
to stress relevance of H&S protocols, given their equipment to testing staff before gate opening
exposure, and review the week’s operational
guidelines and restrictions

B Define testing protocol and classify people tested

Define testing record book and protocol, Set up weekly training sessions for pre-screening
identifying personnel entering jobsite by staff to go through test recording procedure
stakeholder group (e.g. subcontractors,
suppliers, gov. officials) Ensure testing staff closely monitor workers with
high-risk profile (e.g. >55 years) and report to H&S
Testing protocol should include workers team
completing a standard questionnaire to assess
health risks (e.g. exposure to positive cases,
self-reporting any symptoms)

C Set up testing points (e.g. person required to travel to/from an operational site
or entry point)

Set up testing points throughout worksite,
ensuring that all personnel arriving/departing
flow through them (e.g. staff, physicians and
contractors working on the site, regardless of
role or patient contact)
Carry out recurrent disinfection procedures at
entry gates (e.g. pre-screening walk-off gates)
Define process alternatives for entry/exit points
where appropriate (e.g. deactivating pass
readers at turnstiles in favor of showing pass
to security personnel at a distance)
Communicate testing protocols and PPE
requirements to all expected jobsite visits and
workforce
Use markings and introduce one-way flow at entry
and exit points
Have all staff exiting worksite and re-entering
the same day go through pre-screening again
at re-entry

D Introduce clear response protocols if tested positive, including:

Advise the employee to self-quarantine
for 14 days
Contact those employees identified by the
infected employee
Inform the workforce that an employee
has been diagnosed with Covid-19
Ask the employee to identify all coworkers that
they came into contact with during at least previous
14 days, or trace contact if technology in place
Consider closing the area of activity of the
positive-case worker for an OSHA approved
cleaning process

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3. ENFORCEMENT
OF SOCIAL DISTANCING

A Enforce social distancing between people working statically

Change layouts to allow people to work further
apart from each other
If it’s not possible to move workstations further
apart, allow people to work side by side, or
facing away from each other, rather than face-
to-face
Reduce the capacity of on-site project
inductions, and consider holding them outdoors
whenever possible
Consider restricting non-essential physical work
that requires close contact between workers, or
substituting this with automated tasks
Adjust cycle times and work content to allow for
production with incomplete shifts, reducing the
number of people on site simultaneously
Separate sites into working zones to keep
different groups of workers physically
separated as far as practical

B Ensure social distancing when coming to and leaving work

Stagger arrival and departure times to reduce Reduce congestion at entry/exit by having more
congestion in and out of the worksite entry points
Allow plenty of space (>2 meters) between
people waiting to enter site, and consider
installing distance lines (e.g. similar to those seen
in retail shops)

C Provide for social distancing in workforce mobility across sites

Limit passengers in corporate vehicles (e.g.
work minibuses), including leaving seats empty if
necessary
Encourage workers to use own transport and
travel alone
Provide additional parking or other transport
facilities such as bikeracks to allow people to
use individual modes of transport
Reduce job rotation within worksite, as well as
equipment rotation, for instance through single tasks
in single areas for the day
Regulate use of high traffic areas including corridors,
lifts, turnstiles and walkways to maintain distance

D Restrict use of common spaces (e.g. canteens, relief areas)

Limit capacity in common areas and workers’ Stagger break times to reduce congestion
time spent there and contacts
Encourage workers to bring their own prepared
lunch to site and eat respecting social
distancing, and stress the relevance
of no food sharing

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 4. CONTACT TRACING
A Extend contact tracing beyond the worksite to increase prevention reliability
and efficiency
Communicate and raise awareness within
workforce on H&S compliance beyond jobsite
B Identify vulnerable workers
Train H&S monitoring taskforce in understanding
current guidelines on the criteria for clinically
extremely vulnerable and clinically vulnerable
groups
Define monitoring protocol and record book,
including daily pre-screening data from entry/exit
points
C Define safety protocol for vulnerable workers
Strongly advise clinically extremely vulnerable
individuals not to work outside home (if possible),
supporting them to work from home either in
their current role or an alternative one
If they have to spend time within 2m of others,
assess whether this involves an acceptable level
of risk
D Restrict use of common spaces (e.g. canteens, relief areas)
Implement a dedicated taskforce for H&S
compliance, reporting to HSE team and project
mgmt., which can identify potential worksite
hotspots at every project work stage
Set up weekly survey on 14-day symptom self-
reporting, allowing H&S team to monitor health
conditions
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Ask workforce to self-report any potential exposure
to positive cases beyond worksite
Ask workforce who live with clinically extremely
vulnerable individuals to self-report, to be taken into
account in task planning, in order to ensure they are
able to follow stricter H&S protocols
Offer clinically vulnerable (but not extremely clinically
vulnerable) individuals who cannot work from home
the option of the safest available on-site roles,
enabling them to stay 2m away from others
Advise any worker who has been exposed to
positive cases at home/worksite to self-quarantine
for 14 days
Set up weekly survey asking employees to identify all
coworkers they came into contact with that week
Especially in campsites, consider segmenting
workforce into “small families” to favor contact tracing
(e.g. living in a camp: same camp lodge, transport,
eat and work together)
Consider closing the area of activity of potential
positive-case workers for an approved disinfection
process
5. SYMPTOM COMM.
& SELF-REPORTING

A Define a risk assessment framework and triggers based on jobsite exposure

situations (e.g., exhibit symptoms, test positive, have close contact with
individual tested positive, etc.)

Define risk assessment and reaction protocol Initiate contact tracing protocol for any worker
for different situations: tested positive/exposed to positive cases

If worker exhibits symptoms, or has been
in close contact with a colleague who has
tested positive, advise immediate 7-day
quarantine, mandatory testing and daily
health conditions’ self-reporting
Workers exposed to area of activity of a
positive case, but never working at <2m,
advise to daily monitor health conditions
and self-report symptoms
Consider closing the area of activity of potential
positive-case workers for an approved disinfection
process
Consider retiring equipment (e.g. tools) used by
positive-case workers for an approved disinfection
process

Recurrent exposure to jobsite hotspot

B Set up simple self-reporting processes and tools for challenging situations

Assign “go-to person” responsibility within H&S
taskforce, facilitating a single point of contact for
workforce direct self-reporting of symptoms
Set up specific online platforms (e.g. website) to
facilitate access to new operational guidelines
and communication protocols
Communicate and publish in worksite signage the
channels for communication in the case of identified
symptoms/exposure to positive cases (e.g. contact
person, telephone hotline, email, surveys)
Introduce mobile daily or weekly surveys on
symptom self-reporting to monitor health conditions

Establish mobile weekly survey, asking

employees to identify all coworkers they came
into contact with that working week (should no
contact tracing tools have been implemented)

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 6. COMPLIANCE ASSURANCE
A Create project-specific H&S Risk Committee to monitor H&S initiatives

Set up monthly Risk Committee meeting,
involving global H&S business unit members,
Project Committee members and worksite
managers
Set up weekly Risk Committee meeting, involving
Project Committee members and worksite
managers
Set up daily review and alignment between
managers and crews

B Set up a project taskforce that monitors workers’ compliance

with H&S protocols

Define governance (roles and responsibilities) of Appoint workers to join H&S compliance team
H&S compliance between HSE representative
and dedicated team Daily reporting through H&S protocol checklist

Report to Project Committee on identified risks

or non-compliant activities

C Hold training sessions to raise awareness and go through H&S protocols

Set up dedicated weekly training sessions for Go through the still applicable operational guidelines
project managers and workforce in order to raise and restrictions every week, making sure to update
awareness and stress the relevance of the H&S deployed signage and communication
protocols
Highlight past identified lessons learned/relaxed
behaviors to ensure workforce compliance with
new protocols

D Reinforce communication across sites and key stakeholders

Reinforce physical communication across site Distribute online handbook (e.g. App) with new
(e.g. signs, labeling, etc.), especially in areas with guidelines to all staff (incl. subcontractors and
highest traffic (e.g. canteens, rest areas, lifts) suppliers of building materials/equipment)

Report established protocols to public health Reinforce communication of worksite entry and
officials and unions exit protocols

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