ABSTRACT
One of the main lessons to have come from the writing of this book is that OHS problems are complicated. There are no easy answers to the difficulties we face in the construction industry, and to look for easy solutions would be a foolish and unrewarding task. Thus, in this concluding chapter we try to indicate what we believe is the direction for the better management of OHS in the construction industry. In so doing, we highlight what we consider to be some of the most important issues to be tackled; whether these be positive steps, such as the incorporation of knowledge management into organisations, or the pointing out of flaws in current approaches to the management of OHS in projects. We offer no glib solutions. Hence, the issues that we discuss in this concluding chapter are predicated on the fact that it will take considerable time and effort to improve OHS, through systematic management, in some sectors of the construction industry. As a consequence, one of the themes of this chapter is that participants in the construction industry should look inwards at how they organise their operations but, at the same time, be prepared to consider the external environment in which their organisations operate. Failure to maintain this strategic external focus in the management of OHS puts organisations at risk of legal liability and business failure, through public condemnation and an inability to recruit and retain skilled employees in the future.
