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‘Revitalising CDM – Refitting the Pitfalls’. Stephen Coppin Head of EHS. WHY DID WE CHANGE CDM?. Fatalities and ill-Health in UK Construction Industry 1981- 2007. CDM PROSECUTIONS. 114 CLIENTS PROSECUTED 19 DESIGNERS PROSECUTED. Stephen Coppin-Head of EHS-01-05-07.

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Revitalising cdm refitting the pitfalls l.jpg

‘Revitalising CDM –Refitting the Pitfalls’

Stephen Coppin

Head of EHS


Why did we change cdm l.jpg

WHY DID WE CHANGE CDM?


Fatalities and ill health in uk construction industry 1981 2007 l.jpg

Fatalities and ill-Health in UK Construction Industry 1981- 2007


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CDM PROSECUTIONS

114 CLIENTS PROSECUTED

19 DESIGNERS PROSECUTED

Stephen Coppin-Head of EHS-01-05-07


What has changed main changes l.jpg

What Has Changed? – Main Changes

  • More Accountability & Duties for Clients

  • No More Client’s Agent*

  • No more Planning Supervisors - New role of CDM Coordinator – Competence*

  • Pre-construction or Pre-Tender Health & Safety Plan superseded

  • Wider definition of Design (Safety in Use)

  • CDM 07 includes Construction (HS&W) Regulations

Stephen Coppin-Head of EHS-01-05-07


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CDM 2007 – Clients’ Duties

Clients must ensure arrangements are place for each project to ensure they:-

  • Can be built without risk to Health & Safety (Construction Regulations)

  • Can be used without risk to Health & Safety (Workplace Regulations)

  • Have adequate Welfare Facilities during Construction

  • Such arrangements must be maintained and reviewed throughout each project.


  • Slide7 l.jpg

    “CLIENT’S BRIEF & DESIGN AT IT’S BEST!”


    What do clients want to have or see l.jpg

    WHAT DO CLIENTS WANT TO HAVE OR SEE!!

    IT ALL DEPENDS ON WHAT THEY REALLY LOOKING FOR?


    Clients due diligence l.jpg

    Clients’ Due Diligence

    ManagementArrangements

    Business Case , Feasibility and Concept Design

    Detailed Design

    Site Surveys

    Is it

    Construction

    Work!

    Y

    E

    S

    Competent

    Designers

    Project

    More

    Than

    30

    Days

    or

    500

    Person

    Days

    Y

    E

    S

    CDM

    Coordinator

    Appointed

    F

    10

    Design to

    meet

    Workplace

    (H,S&W)

    Regs’

    Pre-

    Construct

    Information

    Existing

    H&S

    File?

    Surveys

    N

    O

    “Competent

    Person”

    N

    O

    F

    10

    Stephen Coppin-Head of EHS-01-05-07


    Clients due diligence10 l.jpg

    Clients’ Due Diligence

    ManagementArrangements

    PROJECT PROCUREMENT & SITE PREPARATION

    CONSTR PHASE

    HANDOVER PHASE

    F10

    Req

    Competent

    Principal

    Contractor

    Appointment

    &

    Sufficient

    Time

    for

    Mobilisation

    Adequate

    Welfare

    Facilities

    Construction

    Phase

    Plan

    H&S File

    at

    Construction

    Completion

    NO

    F10

    Competent

    Contractor

    Demolition & /or

    Asbestos

    Removal& / or

    High Risk

    Work

    No

    H&S File?

    at

    Construction

    Completion

    Stephen Coppin-Head of EHS-01-05-07


    Slide11 l.jpg

    CDM 2007 – Clients’ Duties

    Clients must:-

    • Allow adequate time and resources for all stages.

      i.e. Planning, Design & Construction

    • Appoint Designers

    • Appoint Coordinator “as soon as practicable after initial design work has begun”

    Stephen Coppin-Head of EHS-01-05-07


    Slide12 l.jpg

    CDM 2007 – Clients’ Duties

    Clients must:-

    • Appoint Principal Contractor “as soon as practicable”

    • Client is deemed to appoint himself if no formal appointments are made (written)

    • Appointees must be competent & adequately resourced

    • Client is responsible for non UK based Designers

    Stephen Coppin-Head of EHS-01-05-07


    Slide13 l.jpg

    CDM 2007-

    Competence & Capabilities

    ATTITUDE

    CORE KNOWLEDGE

    Qualifications

    CORE SKILLS

    Experience

    CPD


    Slide14 l.jpg

    Appointment During Project Delivery

    RIBA

    (A) Appraisal

    (B) Strategic Briefing

    (C) Outline

    Design

    Proposals

    (D) Scheme

    Design

    (E) Detailed

    Design

    (F) Production Info.

    (G)Bill of Quantities

    (H) Tender Action

    BS 6079

    Conception

    Feasibility

    Implementation (Design & Construct)

    APM

    Opportunity Identification

    Design and Development

    CIC

    1. Preparation & 2. Concept

    3. Design Development

    4. Production of Information

    CCG

    Guidance

    Stage 1

    Stage 2

    Stage 3

    1

    Business

    Justification

    2

    Procurement

    Strategy

    OGC GATEWAYS

    DP1

    Outline

    Design

    DP2

    Detailed

    Design

    0

    Strategic

    Assessment

    3

    Investment

    Decision


    Design planning phase gateway process ra a ci chart l.jpg

    Design & Planning Phase – Gateway Process: RA(A)CI Chart


    Gateway model for ohs sustainability l.jpg

    Gateway Model for OHS & Sustainability

    CONCEPT

    PLANNING &

    DETAILED DESIGN

    FEASIBILITY

    CONSTRUCTION

    MAINTENANCE

    1

    3

    14

    8

    16

    G8

    2

    15

    9

    4

    R

    G2

    G7

    G1

    10

    5

    G4

    11

    6

    12

    7

    Go/No Go

    G5

    G3

    13

    R

    G6


    Slide17 l.jpg

    Integrated Gateway Process


    Planning design phase h s workshops l.jpg

    BENEFITS

    Planning & Design Phase : H&S Workshops

    Confirm

    Buildability

    &

    Maintainability

    Facilitate

    Collaborative

    Design Risk

    Management


    Designing out e r i c l.jpg

    Designing Out - E.R.I.(C)

    • By experience

    • By red,amber, & green lists (optional)

    • By challenging existing practice

    • By considering the implications of your actions (Collective Measures)

    • By talking/listening to contractors (Individual Measures)

    Stephen Coppin-Head of EHS-01-05-07


    Slide20 l.jpg

    MEASURING PERFORMANCE & REVIEW - KPIs


    Slide21 l.jpg

    Lessons Learnt =

    Reduces The Chance

    of Reaching Serious

    Incidents

    With True Near

    Hit-Miss Reporting

    & Behavioural Change

    Industry

    & Us In 2003/04

    BENEFITS OF BEHAVIOURAL CHANGE AND NEAR HIT/MISS REPORTING


    Slide22 l.jpg

    ‘EXEMPLA PRACTICE’ ZONE

    ‘BEST PRACTICE’ ZONE

    ‘LEGAL COMPILANCE’ LEVEL

    ‘NON-COMPLIANCE’ ZONE

    CONSTRUCTOR TEAMS 2003/04

    CONSTRUCTOR TEAMS 2004/05

    CONSTRUCTOR TEAMS 2005/06


    Accident incident rate air l.jpg

    ACCIDENT INCIDENT RATE (AIR)

    TRADITIONAL

    IPT – PPC 2000


    Slide24 l.jpg

    9 C’s

    - Trust

    CDM

    C

    Control

    Consultation

    Collaboration

    D

    PC

    Communication

    Culture

    Commitment

    Cooperation

    Competence

    Coordination


    Slide25 l.jpg

    Next Steps

    • CLEAR BRIEFS & DE- BRIEFS.

    • BETTER PRE-PLANNING IN PROCUREMENT & DESIGN INFORMATION (RISK MANAGEMENT).

    • RIGHT INFORMATION TO THE RIGHT PEOPLE AT RIGHT TIME*.

    • ASSISTING A TRAINED SUPPLY CHAIN (ALL).

    • INCENTIVE & REWARD SCHEMES (REVIEW OF KPI’s).

    • BUILD UPON PREVIOUS LESSONS LEARNT & SUCCESSES.


    Slide26 l.jpg

    CDM Guidance

    Principal Contractors

    CDM Co-ordinators

    Designers

    Clients

    Contractors

    Workers

    www.citb-constructionskills.co.uk/cdm


    Slide27 l.jpg

    Thank You

    for

    Your

    Attention


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