A Case-Based Framework
for Project Managers
STUDENT PAPER
By Ayesha Faisal
Project Management Program
College of Professional Studies
Northeastern University
Toronto, Canada
Abstract
This paper examines how Ontario’s primary construction safety laws, including the Occupational Health and Safety Act (OHSA), Ontario Regulation 213/91, and the Workplace Safety and Insurance Act (WSIA), shape project governance and risk management practices on construction sites. Using a multi-case analysis of five major decisions between 2013 and 2024, including Metron, Vixman, Cobra Float, Limen Group, and the landmark R v Greater Sudbury (City) ruling, the study identifies recurring safety failures and the legal reasoning behind associated convictions. These cases highlight critical deficiencies in supervision, competency, fall protection, equipment handling, and employer due diligence across Ontario projects. Based on the patterns identified, the paper proposes a Case-Based Safety Governance Framework to help project managers implement statutory obligations more effectively. The framework provides practical tools for integrating legal duties into hazard planning, contractor oversight, documentation systems, and safety audits. This study contributes a practitioner-focused, legally grounded model that supports safer, compliant, and more accountable construction project delivery in Ontario.
Keywords: Ontario OHSA; construction safety; project governance; case law; O. Reg. 213/91; WSIA; risk management.
Introduction
Construction work in Ontario takes place within one of the most regulated safety environments in Canada. The province’s construction sector has repeatedly experienced preventable fatalities linked to weak supervision, inadequate hazard control, and failures to comply with established legal obligations. To address these risks, Ontario’s legislative framework, particularly the Occupational Health and Safety Act (OHSA), Ontario Regulation 213/91: Construction Projects, and the Workplace Safety and Insurance Act (WSIA), establishes strict duties for employers, constructors, supervisors, and workers. Yet recent case law demonstrates that despite clear statutory requirements, gaps in implementation and oversight remain common on project sites.
For project managers, these legal obligations are not merely compliance requirements but essential components of project risk governance. Understanding how courts interpret breaches, allocate liability, and evaluate due diligence is critical to preventing incidents and avoiding organizational and personal penalties. This paper analyzes key Ontario cases to identify consistent safety failures and extracts actionable lessons for project leaders. The insight gained forms the foundation of a case-based framework designed to help managers embed legal requirements into day-to-day project safety governance.
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How to cite this paper: Faisal, A. (2026). Implementing Ontario Construction Safety Laws: A Case-Based Framework for Project Managers; PM World Journal, Vol. XV, Issue I, January. Available online at https://pmworldjournal.com/wp-content/uploads/2026/01/pmwj160-Jan2026-Faisal-Implementing-Ontario-Construction-Safety-Laws.pdf
About the Author
Ayesha Faisal
Northeastern University
Toronto, Canada
Ayesha Faisal is a graduate student in Construction Project Management at Northeastern University, Toronto. She holds a Bachelor of Science in Civil Engineering from NUST, where she led a research project on sustainable photocatalytic pavements. Her academic and professional interests include construction safety law, project risk management, sustainable materials, and infrastructure governance. She has industry experience as a Quantity Surveying Intern in the UAE and actively researches the integration of legal frameworks into practical project delivery. She is based in Toronto, Canada. She can be contacted at faisal.ay@northeastern.edu.
