CDM 2007MAKING A DIFFERENCE

Ken Logan

CDM 2007 : –

Making a Difference The Challenge

• To change attitudes

• To change behaviours

• Achieve sensible risk management

CDM 2007 – Key Features

To improve the

Co-ordination and

Information Flow

during: - The pre-construction

phase The construction

phase

Aim of the revision Simplify the regulations and improve clarity Maximise their flexibility Focus on planning and management, not

‘The Plan’ and other paperwork Strengthen requirements on cooperation and

coordination- encourage better integration Simplify competence assessment; reduce

bureaucracy and raise standards

Main changes CHSW and CDM combined

Regulations apply to all construction work

New trigger for appointments and preparation of the plan

Clients duty on management arrangements

A new dutyholder- the CDM Coordinator

Designers to eliminate hazards; reduce risk

Clarity in relation to competence assessment

CDM 2007 – Making A Difference Structure of the Regs-

Five parts Part 1: Introduction Part 2: General management duties applying to

construction projects Part 3: Additional duties where projects are notifable Part 4: Health and Safety on Construction sites Part 5: General Schedules 1 to 4

CDM 2007 – Making A Difference Structure of the Regs

Regulations apply to all construction work Notification triggers appointments of duty holders

and duties in Part 3 of the Regulations: - Appoint a CDM Co-ordinator Duty to provide Pre-construction information Appoint a Principal Contractor Construction Phase Plan ; Health & Safety File

Duties remain on clients, designers, & contractors regardless of notification

CDM 2007 – Making A Difference Trigger for Appointments

CDM 1995 Demolition 30 days, 500

person days 5 or more workers

CDM 2007 30 days, 500 person

days

What difference do we want to see

The Regs have been revised to address past problems This means a distinct change in current

behaviour is required to achieve the aims The key messages are

Reduce risk Reduce bureaucracy Reduce paperwork Develop understanding and take ownership

Change in mind set is required “Pre tender health and safety

plan scrapped Competence assessment is

greatly simplifiedChanges needed include stopping :

Unhelpful DRAs Coordinators insisting on DRAs to

check compliance Coordinators checking PC’s RA

and method statements CDM policy statements Verification culture

Cutting back on paper Does it reduce risk on site?

should be the covering criteria for all actions.

CDM 2007 requires following: - Pre-construction information An NI 10 Notification Form A Construction Phase Health

and Safety plan The Health and Safety File

Reaction to CDM 2007 A “business as usual approach’’ with no

change achieved – not an option Failure to take the opportunity to reduce

paperwork and bureaucratic systems ‘Gold plating’ by advice and consultancy

services beyond what is required by the Regulations

Failure for duty holders to embrace changes where their role has changed

Take this as an Opportunity to Improve.

Expectation of Clients Makes them accountable

for the impact they have on H&S standards

They should make sure things are done not do them themselves

CDM Co-ordinator is their key advisor

Must provide enough time and resource to allow the project to be delivered safely

What clients must do Engage competent and

adequately resourced team members

Provide relevant information to the team

Ensure welfare is in place from the start

Comply with Workplace Regs Ensure work does not start

until the PC has a H & S plan Ensure the H & S File is

prepared

What clients must do Where there is more than one Client they

can elect in writing one to take on the client’s duties.

Allow the contractor time for planning and preparation before the construction phase starts.

CDM co-ordinators Key advisor to the Client on: - Appointment of competent designers and

contractors; Ensure adequate arrangements are in place to

manage the project; Notify HSENI Ensure proper co-ordination of the design

process – safe to build, use, maintain, and demolish

CDM co-ordinators Key advisor to the Client on: - Identify, collect and pass on pre-construction

information to the right people at the right time Suitability of the initial Construction Phase Plan &

arrangements to have Welfare Facilities on site from the start of the project

Manage the flow of health and safety information between clients, designers and contractors

Prepare and up-date the health and safety file

CDM Co-ordinators Are expected to adopt a

positive enabling role Brevity and clarity is key They must be discouraged

from developing unproductive paper based systems

Asking for proof from designers such as DRA

They do not have to approve RA or methods statements

Advise on management arrangements not the detail

Who can be a CDM Co-ordinator Anyone - so long as they fulfil competence given in

ACOP An appointment has to be made early The duties can be carried out by a

Designer Contractor Principal Contractor CDM Co-ordinator

On small jobs a combined role of designer and CDM Co-ordinator may have advantages

CDM Co-ordinator - Knowledge & Experience

Design & Construction process – Professionally qualified to Chartered level.

Health & Safety in construction eg NEBOSH construction certificate. Etc.

Experience relevant to the task – evidence of significant work on similar projects.

Designers Designs should be safe, to build, to

use, to clean, to maintenance, to demolish

Inform others of significant or unusual risks which remain

Amount of effort put in to risk reduction should be proportionate to the risk

Take account of relevant provisions of Workplace Regs

Eliminate hazards and reduce risks from the start of the design process subject to other relevant design considerations

Designers - Information Designers must provide information to identify and

manage remaining significant risks to those that need it. This can be achieved by brief: - Notes on drawings Written information provided with the design Suggested construction sequences when not

obvious

If in doubt discuss with a constructor.

Designers - Records CDM does not require Designers to keep records Designers are not required to produce copious

amounts of paperwork detailing hazards and risk This is potentially harmful and must be positively

discouraged May reflect a lack of competence But - brief records why key decision were made will

be helpful when designs are passed to another to prevent decisions being reversed

TRANSITION – on current projects –

Reg 47(2) – client to appoint CDM-C and/or PC as soon as is practicable

Reg 47(3) – if appointing existing PS and/or PC, Client has 12 months to take reasonable steps re: Reg 4(1) – ensure competence of those appointed.

TRANSITION – on current projects –

Reg 47(4) – with no express appointment by the client, existing PS and/or PC shall be treated as having been appointed as CDM-C and/or PC

Reg 47(5) – any PS and PC treated as being appointed shall take such steps as are necessary to ensure they are competent – within 12 months.

TRANSITION – on current projects –

Reg 47(6) – any Client-appointed agent MAY, if requested by Client, continue to act as Agent (under the new Regs) until (i) client revokes, (ii) project completes, or (iii) 5 years elapses – whichever comes first.

Reg 47(7) – any Notification under old Regs shall be construed as Notice under new CDM2007 - i.e. NO NEED FOR NEW NOTIFICATION (unless details change)

Competence - Organisations: Stage 1: An assessment of the company’s organisation

and arrangements for health and safety to determine whether these are sufficient to enable them to carry out the work safely and without risks to health

Stage 2: An assessment of the company’s experience and track record to establish that it is capable of doing the work; it recognises its limitations and how these will be overcome and it appreciates the risks from doing the work and how these will be tackled

Summary Achieve the next step change in

industry performance Focus on effective planning and

management of risk through integrated teams

Real investment in competence & skills of the workforce

Paperwork should be risk focussed and project specific

Actively drive out needless bureaucracy

Provide the right information to the right people at the right time;

Building on success

                   

ACop & Industry Guidance ACoP Supported by Industry produced guidance

Guidance coordinated through ‘task and finish’ Working Group of CONIAC

Web sites HSE - http://www.hse.gov.uk SID - http://www.safetyindesign.org DBP - http://www.dbp.org.uk

Any Questions