Small-scale contractors (SSCs) require management strategies in implementing occupational health and safety (OH&S) performance at projects to reduce accidents, injuries, fatalities and diseases. Management strategy success factors have been acknowledged to be of great benefit in improving in OH&S performance. Hence, the study sought to assess the management strategy success factors for the improvement of OH&S performance by SSCs in Zambia’s electricity industry. Using quantitative methods, data was collected using a survey questionnaire from 246 respondents representing firm owners, managers, project managers and OH&S representatives at electricity industry projects at 70.3% response rate. Descriptive and inferential statistics were adopted as methods of data analysis using exploratory factor analysis. After analysis, the success factors were clustered into three construct categories within OH&S performance namely, compliance and workplace processes, policy and human resource development, and leadership and structure significant values ranging from 0.513 to 0.972. The independent reliability was tested using the Cronbach Alpha coefficient. The study exposed management strategy success factors are well recognised by most SSCs and contributed to the body of knowledge in this mastery by introducing three success factors for OH&S performance. It is recommended that these factors be adopted and considered to improve OH&S performance management by SSCs in the electricity industry in Zambia.
The purpose of the study was to quantify waste content in faecal sludge using an appropriate method and characterise the solid wastes inherent with the faecal sludge into categories. A total of eight (8) domestic pit-latrines were analysed in the peri-urban area of Kanyama settlement in Lusaka from July to October, 2018. From each latrine, three (3) samples were obtained for analysis of solid waste and sand/grit quantities. The quantified solid waste was further characterised to generate its composition. The method of estimation involved separation of the excreta from the solid waste and grit/sand of the faecal sludge by means of washing and drying of the contents. The results indicated high content of total waste, taken as the summation of all the solid waste including grit/sand which averaged 34.2±10.3% (n=24) per wet mass of faecal sludge and 68.9±8.0% (n=24) per dry mass of faecal sludge. Characterisation of the solid waste in the faecal sludge (n=24) showed a composition of 54.4±13.3% textiles, 16.7±6.4% plastics, 8.6±9.3% others, 8.6±5.8% organic waste, 7.6±4.8% paper, 3.1±3.6% metal and 1.0±1.2% glass. The high content of waste has an implication on the handling of faecal sludge especially at the stages of desludging, treatment and disposal/re-use. The study proposed and recommended implementation of user education, improving solid waste management systems in periurban areas and studying the feasibility of placing some facilities like biogas digesters above ground to facilitate removal of grit, which is usually problematic with underground facilities. The study also proposed and recommended strengthening the regulation on the construction and operations of latrines, which should be supported by enacting a responsive regulatory framework to ensure all measures, are effectively implemented.
The Zambian construction industry, like many developing countries, has over the past years experienced an imbalance in the distribution of works between local and foreign contractors. In a bid to bridge the gap, the Government of the Republic of Zambia in 2012 introduced a policy on subcontracting which provided for mandatory subcontracting of 20% of all major contracts to local contractors. There has however been outcries from subcontractors that the policy has not been beneficial. The study sought to investigate subcontracting practices in order to develop a framework for building capacity for local contractors within the construction industry in Zambia. The objective of the study was to explore the regulatory requirements on subcontracting in Zambia and establish the 20% subcontracting policy inadquescies . The study adopted the mixed-method approach in which both semi-structured interviews (main contractors, sub-contractors consultants and project owners) and survey questionnaire were adopted for primary data collection. The questionnaire was distributed to 70 respondents and a response rate of 71% was attained. The investigation was conducted on 40 projects implemented in Zambia between 2012 and 2015. The study established four major deficiencies of the policy which include: subcontractors do not participate early in the procurement process and are introduced after contract is awarded; no clear guidelines on the implementation of the policy; subcontractors do not take part in determining works; and it is difficult to grow capacity of local contractors using the 20% subcontracting policy because contractors engaged to be main on projects do not show interest in developing and building local contractors capacity due to lack of incentives. A framework was developed that can be used to meet the study objectives and that of the policy in subcontracting and reduce the current inadequacies. The study recommended the use of the proposed framework by the government to reduce the current gaps.
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