25 years of excellence
1994
Looking ahead 2015
Welcome
CCG Deputy Chairman - Clive Johnson, Land Securities
&
Chair H&S Group
Director - Gren Tipper
Deputy Director - Gary O Brien
CCG H&S Strategy Review Workshop
Agenda
• Welcome – Chairman
• Comfort break – 10.30
• Key achievements 2014
• Client Commitments
• HSE/CDM
• Construction Health leadership Group
• KPIs
• Website/best practice
• Strategic direction - our priorities 2015 and beyond
• Clients Leadership Role
• Close and summarise actions – to take into pm session
• How should we specify our requirements
• Structure & meetings
Gren Tipper
Key achievements
1. Client Commitments
Client Commitments
Guide 6 - Heath & Safety Commitments
• Leadership
• Measure & improve performance
• CDM 2007 transition to CDM 2015
• Occupational health – CBH
• Skills – CSCS
• Image – CCS
• Cycling Safety Scheme – TfL
• Support Industry awareness campaigns
We will refresh these following today
Clive Johnson
Key achievements
2. HSE/CDM
3. Construction Health Leadership Group
H&S linkage - Industry Groups
Constructing
Better
Health
Considerate
Constructor
Scheme
CCG
H&SG
HSE
Construction
Health
Leadership
Group
ConIAC
ConIAC
Health
Group
Construction
Clients’
Group
ConIAC
CDM
Group
Department for
Health
Construction
Industry
Leadership
Council
Construction
Industry
Leadership
Council Delivery
Group
Strategic Forum
for
Construction
Client Leadership / CDM Working Group
Sector representation
Patrick Brown
James McClune
David Pyle
Clive Johnson
Ian Simms
Steve Williams
Rob Foster
Phil Matyear
Robin Cawthorne
Andy Collier
Phil Sparham
Simon Butterworth
Liz Davis
James Preston-Hood
Cliff Jones
BPF
AWE, Nuclear
Heathrow Airport
CCG/Land Securities
Royal Mail
Highways
Gatwick Airport
Yorkshire Water
Defence Infrastructure Organisation (MoD)
Hampshire County Council (local authorities)
Stansted Airport
Manchester Airport
Boots
Grosvenor Estates
Procure 21 DfH
Client Leadership / CDM Working Group
Key areas
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Principal Designer role
Competence
Changing threshold
Changes to ACOP
Industry generated guidance material
Continuation of ConIAC sub-group
Transitioning CDM 2007 to 2015
Health in construction
It is estimated that every £1 billion spent in construction in previous years gives rise to 40 cases of
occupational cancer
The construction industry accounts for less than 10% of the UK’s working population, but 56% of male
occupational cancer registrations are construction related
98% of work related deaths in 2011/12 were caused by ill health contracted whilst working in the
construction sector
Only 46% of men working in the construction sector are still able to do the job at the age of 60
“Committing Construction to a Healthier Future”
Our Vision
Construction is the leading industry for
occupational health and disease prevention.
Our Mission
To unite the construction industry in eradicating
ill health and disease caused by exposure to
health hazards.
Critical Success Factors
The CHLG vision will be realised in 2025 when:
Health culture and awareness
All involved in the construction process - including product design and manufacturing sectors - are fully aware of their
role in identifying and managing health risk exposure.
Employers engage and proactively support workers to ensure they have a good basic understanding of occupational
disease and ill health, hazards and risks.
Construction industry leaders clearly understand the balance, that Robens envisaged in his 1972 report, between:
‘Prevention’ is the province of Occupational Hygiene. This uses science and engineering to reduce
occupational ill-health and disease by accurately assessing and effectively controlling workplace health risks.
‘Cure’ is the province of Occupational Health. This considers the effects of work on an individual’s health and
their health, ability and fitness to perform a particular job.
Critical Success Factors
The CHLG vision will be realised in 2025 when:
Health in design
The Principal Designer will support the design community to design out avoidable health hazards and address the ongoing
health and wellbeing of end users (premises occupiers).
All designers are evaluating health risks associated with construction activities and influence the client and those executing
the work to avoid health risk exposure.
Hazardous exposures will be eliminated where practicable or minimized through pre-planned design and control on site.
Critical Success Factors
The CHLG vision will be realised in 2025 when:
Integrated approach to health
There is register of occupational health and hygiene service providers that are experienced in working within the construction sector and
they are supported to develop services and expertise to meet the growing needs of our industry.
All workers in the construction industry will have their base line health assessed and be monitored throughout their working life to
ensure any occupational disease found is not made worse.
The whole industry is working to national minimum standards for occupational health management and be working towards higher
standards.
There is a maintained National Hub to share best practice in ill-health and disease prevention, allowing free access for all to find
practical examples to be adopted by individuals and employers of any size or complexity.
Confidential health assessments records are held securely and accessible to those authorised to support the health management of
workers given the transient nature of the workforce i.e. as secure as those records kept by the individual’s GP, but utilised proactively to
protect workers’ from occupational disease and support long term employment.
Industry bodies engaged in the field of occupational health, occupational hygiene and wellbeing will be working together as one,
supporting the industry in a holistic manner.
Critical Success Factors
The CHLG vision will be realised in 2025 when:
Measuring success
Health surveillance data is analysed to identify trends and instigate corrective action and education where appropriate.
The health burden on “UK plc” is understood and monitored for improvement and benchmarking against other industries.
Incidence rates of occupational disease and ill health are falling year on year.
The industry is a healthier and more attractive place to work.
Construction Industry Summit
8-9 September 2015 London
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Health is on the agenda
We are leading on it
It builds towards a Health Summit – Spring 2016
High impact – like Prescott in 2001!
Gary O Brien
Key achievements
5. KPIs
6. Website/Best Practice
Health & Safety KPIs
Health
• Lead Indicators
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Health Plan established
Health related risk assessments carried out
Occupational Health facilities available
Health Surveillance e.g. Safety critical medical plans
D&A testing undertaken
• Lag Indicators
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D&A testing performance
Health screening (planned vs actual)
Hours saved through OH provision
Worker related ill health (stress, asbestos, skin etc.)
Absence management
Health & Safety KPIs
Safety
• Lead Indicators
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Safety Management Systems compliance
Number of Management Safety visits (planned vs actual)
Leadership commitment to Safety (Workforce engagement)
Safety leadership training (% complete)
Safety Audits (planned vs. actual)
• Lag Indicators
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AFR
LTI
Fire activations
Near miss/significant incidents (actual vs. potential)
3rd party/public inquiry
Health & Safety KPIs
Other resources
CSCS
Client Leadership Role
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Are we comfortable leading?
Do we have the right balance?
Is there more we can do?
Is there anything we should stop doing
Comfort Break
“What have the Romans ever done for us”
Not only did we lose the Roman recipe for cement, we seem to have missed this also
2000 years back!
The negative health effects of asbestos were known to the Romans. Both Strabo and Pliny
also mentioned the sickness that seemed to follow those who worked with asbestos. It was
recommended never to buy asbestos quarry slaves as they often "died young". Lung ailments
were a common problem to anyone who worked with asbestos fibres. Pliny even made
reference to PPE, the use of a transparent bladder skin as a respirator to avoid inhalation of
the dust by slaves.
Strategic Direction
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Are we focussing on the right things?
Do we have the right balance between members needs and industry representation?
Do you believe you are getting value from membership?
Are we missing any key areas?
Specifying our requirements
• Specifying V encouraging?
• What is the right approach with:
• CSCS
• CBH
• CCS
• Others?
• Measuring compliance
• Understanding best practice & sharing
Structure & Meetings
Currently have:
• Annual strategy event
• Quarterly H&S Group meetings
• Task – groups:
• CDM (industry-wide)
• KPI
• Design 4 Health & Safety (industry-wide)
• Others?
Is this working for the majority?
Do we need to change anything?
Wider involvement?
H&S linkage - Industry Groups
Constructing
Better
Health
Considerate
Constructor
Scheme
CCG
H&SG
HSE
Construction
Health
Leadership
Group
ConIAC
ConIAC
Health
Group
Construction
Clients’
Group
ConIAC
CDM
Group
Department for
Health
Construction
Industry
Leadership
Council
Construction
Industry
Leadership
Council Delivery
Group
Strategic Forum
for
Construction