19/09/2016

1

Nancy Henry

CDM 2016 overview and update

What is CDM 2016 about?

CDM applies to all construction

work

• requirements for managing risk on

construction PROJECTS

• standards to be achieved BUT NOT

how to achieve them

• a flexible framework

• compliance strategies will vary

dependant on the project risk profile

A project is more than a

construction site

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Philosophy and objectives (1)

• Integrate health and safety into project

management

– Risk management not an after-thought or bolt-

on extra

– Improve communication and co-ordination

• Encourage all involved to work together to:

– Plan and manage from the outset, identify

hazards early on

– Target effort where it can do most good

• Benefits:

– Reduced delays

– Improved reliability of costings and completion

targets

philosophy and objectives (2)

• Effort on planning and management should be in proportion to project risk and complexity

• Associated paperwork should help communicate and manage the risk

• Paperwork which adds little is a WASTE OF EFFORT and a distraction from real risk management

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Overview of Key Changes• Significant structural simplification of the regulations

Overview of Key Changes• Significant structural simplification of the regulations

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4

The Triangle of Control

client

PD PC

The Client role – strengthened in CDM 2016

• Make suitable arrangements

for managing a project

including the allocation of

sufficient time and other

resources to:

• Maintain and review these

arrangements

• Provide PCI

• Ensure CPP is drawn up

• Ensure PC and PD comply.

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5

Client Pillars

Successful H&S Project

Successful H&S Project

Designers

Contractors

Principal Contractor (PC)

Workers

Principal Designer (PD)

Make suitable

arrangements

for managing

the project

Appoint a

Principal

Designer and

PC

Allow

sufficient time

and resources

for the project

Ensure

relevant

information is

prepared and

given to other

duty holders

Ensure the

project is

notified to

HSE (F10)

Ensure the

Principal

Designer and

PC carry out

their duties

Ensure

welfare

facilities are

provided

With thanks to Atkins Global

The Principal Designer

• Born out of necessity

• CDM-C role did not always work

• An organisation rather than individual.

• The PD Should– Strengthen design risk management and co-operation

– Mirror the PC role in achieving co-ordination

– Ensure information flow

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Principal Designer Pillars

Successful H&S Project

Successful H&S Project

Designers

Contractors

Principal Contractor (PC)

Workers

Client

Plan, manage

and monitor

the pre-

construction

phase

Identify,

eliminate or

control

foreseeable

risks

Ensure

designers

carryout their

duties

(coordination

and

cooperation)

Prepare and

provide

relevant

information to

other duty

holders (PCI)

Liaise with

the PC

throughout

the

construction

phase

Prepare the

Health and

Safety File

With thanks to Atkins Global

PD role – what do we want industry to achieve?

• Designers taking responsibility for coordination,

information flows and health and safety

– Mirror role to the Principal Contractor

– Ability to influence the Client and PC

– More strategic approach on a project

– Proactively eliminating and mitigating risks

– An integral part of design – not separate

• Added value

– Reduced number of dutyholders

• Change accountability

– No delegation of H&S to consultant

– Remove the non-notifiable behaviours

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PC PD

Who can be a PD?

• Must be a designer with

relevant SKE

• In control of pre-

construction phase

• Organisation or individual –

often a team

• ‘Designer’ includes anyone

who prepares/modifies

designs or

arranges/instructs others to

do so

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The PD - messages

• PDs role involves co-ordinating the work of the others in the

project team

• Embeds H&S into everything

• Expected that PD will usually be lead designer – but not

legally required

• No legal requirement for CDM adviser for PD or client

Its up to the client and project team to decide the configuration.

Its FLEXIBLE!!

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HSEGB’s reflections -

some early PD behaviours

• Reluctance to take on the PD role when appropriate

• Additional fees for unnecessary work in the integrated design process

• Perception CDM stifles creativity

• Limited understanding of risk management/control hierarchy

• Unnecessary use/creation of third party ‘industry’ – no statutory ‘CDM advisor’ role

HSEGB’s reflections

Other issues that have arisen

• Competence vs SK(T)E

• Meaning of ‘maintenance’

• Notification of projects

• Construction phase plans

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Skills Knowledge (Training) and Experience (SKE)

• Skills - The ability to do something well; expertise: a particular

ability

• Knowledge - Facts, information, and skills acquired through

experience or education; the theoretical or practical

understanding of a subject: The sum of what is known:

• Training - The action of teaching a person a particular skill or

type of behaviour

• Experience - Practical contact with and observation of facts or

events:

Information sourcesSix guides: One for each of

the five duty holders under

CDM and an additional one

for workers

Legal Series

(L153)

INDG 411 -

clients

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11

• 12 months

• Ends 1st August 2017

• ONLY for moving from

CDMC to PD

• ALL other changes

are now in place

HSENI Transition period leaflet

• HSENI simple guide