Transcript Document
CDM 2007 MAKING A DIFFERENCE
Ken Logan
CDM 2007 : – Making a Difference The Challenge
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To change attitudes
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To change behaviours
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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 simplified Changes 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 CDM 2007 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