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CDM 2007
MAKING A DIFFERENCE
Ken Logan
CDM 2007 : –
Making a Difference
The Challenge
•
To change attitudes
•
To change behaviours
•
Achieve sensible risk
management
CDM 2007 – Key
To improve the
Co-ordination and
Information Flow
during: пЂї The pre-construction
phase
пЂї The construction
phase
Features
Aim of the revision
пЂї Simplify
the regulations and improve clarity
пЂї Maximise their flexibility
пЂї Focus on planning and management, not
�The Plan’ and other paperwork
пЂї Strengthen requirements on cooperation
and coordination- encourage better
integration
пЂї Simplify competence assessment; reduce
bureaucracy and raise standards
Main changes
пЂї
пЂї
пЂї
пЂї
пЂї
пЂї
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 RegsпЂї
Five parts
пЂї
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
Regulations apply to all construction work
Notification triggers appointments of duty holders
and duties in Part 3 of the Regulations: пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
CDM 1995
Demolition
30 days, 500
person days
5 or more workers
пЂї
CDM 2007
30 days, 500 person
days
What difference do we want to
see
пЂї The
Regs have been revised to address
past problems
пЂї This
means a distinct change in current
behaviour is required to achieve the aims
пЂї The key messages are
пЂї Reduce
risk
пЂї Reduce bureaucracy
пЂї Reduce paperwork
пЂї Develop understanding and take ownership
Change in mind set is required
пЂї
пЂї
“Pre tender health and safety
plan scrapped
Competence assessment is
greatly simplified
Changes needed include stopping :
пЂїUnhelpful DRAs
пЂїCoordinators insisting on DRAs to
check compliance
Coordinators checking PC’s RA
and method statements
пЂїCDM policy statements
пЂїVerification culture
Cutting back on paper
пЂї
пЂї
Does it reduce risk on site?
should be the covering
criteria for all actions.
CDM 2007 requires
following: пЂї
пЂї
пЂї
пЂї
Pre-construction information
An NI 10 Notification Form
A Construction Phase Health
and Safety plan
The Health and Safety File
Reaction to CDM 2007
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї Where
there is more than one Client they
can elect in writing one to take on the
client’s duties.
пЂї Allow the contractor time for planning and
preparation before the construction phase
starts.
CDM co-ordinators
пЂї Key
advisor to the Client on: пЂї Appointment of competent designers and
contractors;
пЂї Ensure adequate arrangements are in place to
manage the project;
пЂї Notify HSENI
пЂї Ensure proper co-ordination of the design
process – safe to build, use, maintain, and
demolish
CDM co-ordinators
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
Are expected to adopt a
positive enabling role
Brevity and clarity is key
They must be discouraged
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
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
пЂї
пЂї
пЂї
пЂї
пЂї
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
& Construction process –
Professionally qualified to Chartered level.
пЂї Health & Safety in construction eg
NEBOSH construction certificate. Etc.
 Experience relevant to the task – evidence
of significant work on similar projects.
пЂї Design
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
Designers must provide information to identify and
manage remaining significant risks to those that
need it. This can be achieved by brief: пЂї Notes on drawings
пЂї Written information provided with the design
пЂї Suggested construction sequences when not
obvious
If in doubt discuss with a constructor.
Designers - Records
пЂї
пЂї
пЂї
пЂї
пЂї
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 –
47(2) – client to appoint CDM-C and/or
PC as soon as is practicable
пЂї 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.
пЂї Reg
TRANSITION – on current
projects –
пЂї
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
пЂї
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 –
пЂї
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.
пЂї
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:
пЂї
пЂї
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
пЂї
пЂї
пЂї
пЂї
пЂї
пЂї
пЂї
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
пЂї
пЂї
ACoP
Supported by Industry produced guidance
пЂї
пЂї
Guidance coordinated through �task and finish’ Working
Group of CONIAC
Web sites
пЂї
пЂї
пЂї
HSE - http://www.hse.gov.uk
SID - http://www.safetyindesign.org
DBP - http://www.dbp.org.uk
Any Questions
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