CDM 2015 – HSE’s
PERSPECTIVE
Philip White
Health and Safety Executive
7 July 2015
Progress on Health & Safety
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Significant culture change
over last 10-15 years
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Long-term downward trend
fatals/major injuries
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Greater focus on health
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More integrated approach
to managing h&s
Greater ownership by
industry
Challenges for the industry
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Leadership in procurement
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Understanding and
delivering a competent
workforce
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Two tier industry
Effective management and
co-ordination
Preventing occupational
disease /illness
Challenges for the industry (cont)
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Managing major incident
potential
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Designing out problems
Growth in bureaucracy
Non-value adding activity
Sensible and proportionate
approaches
Broad policy drivers
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Growth
Better regulation through:
– simplification
– reducing red
tape/bureaucracy
– focus on risk
– proportionality
– consistency
CDM – policy drivers
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EU Directive implementation
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Those who ‘create’ risk
responsible for ‘managing’ it
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Structural simplification
Early review of CDM 2007
No changes on standards to
be achieved on sites
Simplified and targeted
guidance
What CDM 2015 achieves
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Simplified Regulations
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Embedding the co-ordination
function within the project team
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Removal of explicit competence
requirements
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Greater relevance to small projects
Strengthened client role
Removal of exemption for
domestic clients
Applies to all construction projects
What stays ‘broadly’ the same
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Application to all projects
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Part 4 technical standards
for construction sites
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Schedule 2 – welfare
requirements
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Co-ordinators for H&S in
the pre- and construction
phases
Role of the Principal
Contractor
Outline of main changes
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Simplified structure
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‘Competence’ – removed in its current
form
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Construction phase plan for all projects
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Notification is a stand alone requirement
– not trigger point for additional duties
Client – greater responsibility
Domestic client exemption – removed
CDM co-ordinator role - removed
Principal Designer role (PD) –
introduced
Threshold for appointments – more than
1 contractor
CDM 2015 – Clients
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Influence performance
through the procurement
process
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selecting and appointing
the right team
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setting the standards
making the arrangements
holding Principals to
account
CDM 2015 - Guidance Package
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‘L’ Series guidance
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New CDM 2015 HSE website
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Template construction phase
plan
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Smartphone App – Construction
Phase Plan for small projects
6 CONIAC industry guides –
endorsed by HSE
‘Have work done safely’ leaflet
for small commercial clients
CDM 2015
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Much already familiar
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Looking for sensible, practical &
pragmatic application
Good opportunity to review
arrangements
Great flexibility
Much already in place – little new
required
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Too many myths
Compliance expectations
unchanged
Summary – CDM 2015
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Simplified Regulations
•
Removal of exemption for domestic
clients
•
Removal of explicit competence
requirements
Greater relevance to small projects
Applies to all construction projects
Strengthened client role
Embedding the co-ordination
function within the project team
rather than within the role of an
individual (CDMC)
Some observations
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No change in enforcement policy –
NOT Fee For Intervention driven
Interesting challenges on
enforcement
Looking at long term change –
where we wanted to be 20 years
ago on PD
Construction work very varied –
impossible to create perfect fit in all
circumstances
On-going work on competence
Managing project risk
Sensible & practical approach
In Summary
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Revised CDM Regulations:
– simplification
– improved collaboration
– Responsibilities in supply chain
– focus on real issues
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Opportunity for industry to
demonstrate sensible approach
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Practical & pragmatic approach
required
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All have a role and responsibility –
though reappraisal for some
CDM 2015 – Role of Principal Designer
and Principal Contractor
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Building collaboration between the
co-ordinators and client
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Improving risk identification,
management and control.
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Working through the project –
sharing and using risk information
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Improving risk management in
design and ownership
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Those who create risk ‘manage’ it
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Flexible in discharging functions
Skills and knowledge will develop
over longer term
Operational priorities
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Main inspection effort smaller
projects, refurbishment and
asbestos
Addressing underlying causation
– following incident; and
– where risk not managed
Challenging senior management –
Senior level leadership
Early engagement on major project
Engaging and helping small firms:
– Working Well Together events
– simplified guidance