construction (design & management) regulations...

CDM STANDARD

1 British Broadcasting Corporation

CONSTRUCTION (DESIGN & MANAGEMENT) REGULATIONS 2007

CORPORATE STANDARD, ORGANISATION AND ARRANGEMENTS

“The CDM Arrangements”

April 07

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Foreword

These arrangements have been updated to reflect the revision to these regulations as well as lessons learnt by the business during their application over the preceding three years. Construction and related activities result in a heavy toll of injury and ill-health each year in the UK. The Construction (Design and Management) Regulations 2007 set out the legal requirements for the planning, management and welfare requirements of such works. Additionally, Government, the Health and Safety Executive, the construction industry and leading ‘Client’ organisations who commission construction works, have committed to improve standards through the “Revitalising Health and Safety in Construction” and “Accelerating Change” initiatives. The BBC intends to be an active participant in the drive towards a better and safer construction industry.

This document represents the BBC’s standard, organisation, arrangements and the procedures to be used when initiating construction and building projects to meet statutory requirements and to achieve ‘best-practice’. Through BBC Workplace the BBC is procuring a substantial amount of construction related activity as the BBC improves its accommodation portfolio. Construction related work has also become an increasing feature of the programme production process and larger technology installation projects involving the installation of fixed ‘plant and equipment’ can constitute ‘construction’ activity. In recognising the BBC’s responsibility and position to influence health and safety standards, by applying the aims and objectives of this document, the BBC will help to shape the construction industry in the future.

The most significant changes to the revision of the BBC CDM Policy are, firstly, the document will be referred to as a ‘standard’ with Occupational Risk Management only having three key policies for BBC Health and Safety responsibilities:

1. Health & Safety Policy 2. Environmental Policy 3. Security Policy

All these documents can be downloaded from the myRisks page. The second key change is the new name for the role of ‘Nominated Responsible Person’ (NRP), going forward this role will be referred to as the ‘Clients Representative’; for the key changes to the regulations please see the summary on the myRisks pages for CDM.

Advice on Using the CDM Standard

Below are some signposts to this documents to help you to decide if it applies to work you carry out, the way the document is organised and the parts likely to be most relevant to what you need to know.

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Corporate Standard, Organisation and Arrangements

Introduction - The section “Where does CDM apply in the BBC” explains the broad range of activities which fall in the legal definition of ‘construction’ – read this if you are in any way unsure about the requirements or if they apply to your work. The Statement shows the aims, responsibilities, and status of the CDM Standard. Additionally there are ‘Standards and Targets’ which detail five key areas on which the BBC wishes to focus in relation to health and safety in construction activities, as a ‘Client’ initiating construction projects or in carrying out construction work.

• Definitions & Abbreviations – will be helpful if you are not familiar with the terminology and particular meanings used in relation to the subject area.

• Corporate CDM Strategy and Responsibilities. – Outlines BBC management chain of responsibilities for the CDM Standard, implementation and management.

• Arrangements Relating to Construction – Details the roles and functions of ‘duty

holders’ under the CDM Regulations and required by the arrangements outlined in this document. It included sections covering application of the CDM Standard and arrangements, principles for implementation and arrangements required for specific hazards.

• Monitoring and Audit – States the responsibilities for monitoring the CDM safety

management, use of checklists, templates and project records, risk assessment processes, performance review and feedback.

• Review and Improvement – Responsibilities for improvements, feedback and

changes to the CDM Standard and BBC arrangements for CDM.

• Appointments – The responsibilities and procedures for the appointments of the CDM Duty Holders.

• Training – Outline of BBC’s training requirements for staff undertaking CDM duties.

Additional tools and information are available on the BBC myRisks site

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CORPORATE STANDARD ORGANISATION AND ARRANGEMENTS

Contents Page

1.0 Introduction 5

1.1 Does CDM Apply 8

1.2 Standards and Targets 9

2.0 Definitions and abbreviations 13

2.1 Definitions 13

2.2 Abbreviations 16

3.0 Corporate CDM Strategy and Responsibilities 17

3.1 CDM Safety Management and Organisation Chart 17

3.2 Construction Responsibilities of Director of Human Resources and Internal Communications 18

3.3 Responsibilities of the Head of Occupational Risk Management 19

3.4 Responsibilities of Divisional Head 19

3.5 Responsibilities of Project Sponsor 19

3.6 Responsibilities of Clients representative 19

4.0 Arrangements Relating to Construction Activities 21

4.1 CDM Duty Holders 21

4.2 Client 21

4.3 CDM Coordinator 22

4.4 Designers 23

4.5 Principal Contractor 23

4.6 Contractors and the self-employed 24

4.7 Application of CDM Arrangements 24

4.8 Planning and Implementing 25

4.9 Arrangements for Specific Hazards 27

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5.0 Monitoring and auditing 28

5.1 Responsibilities 28

5.2 Project Checklists, Forms and Records 28

5.3 Design Risks 29

5.4 Progress Meetings 29

5.5 Feedback 29

6.0 Review and improvement 30

7.0 Appointments 32

7.1 Clients representative 32

7.2 CDM Coordinator 32

7.3 Designer 32

7.4 Principal Contractor 32

8.0 Training 33

Appendix A

Targets for Health and Safety in Construction 36

Appendix B

Key Performance Indicators for Project Reporting 42

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1 INTRODUCTION

These Corporate arrangements have been adopted as a standard across the whole of the BBC. This standard has the commitment of MCORC to achieving effective compliance of the CDM Regulations and determining best practice in our construction activities.

This document seeks to establish a structure within which details can be prepared giving the arrangements which must be followed.

Additional detailed arrangements have been prepared at Divisional level to accommodate particular requirements. Such arrangements will be within corporate requirements and they will normally use the same or similar forms and generic documents to facilitate the monitoring and audit process set out in this document. The Director of BBC People will seek to promote the use of good practice identified by Divisions and disseminate it to the other Divisions to promote a convergence of best practice across the BBC.

Where does CDM apply in the BBC?

Potential application of the CDM Regulations to activities within the BBC is extremely broad, encompassing anything from set design and construction to technical installations as well as the more obvious building work.

Examples of possible applications are:

In programme production:

• Set design and construction, particularly where sets are large or complex • 'Warehouse' operations, semi permanent sets, etc • Make-over programmes • Work on buildings used for programmes

In technical installations:

• Permanent power installations • Equipment bays, fixed control desks, permanent lighting gantries etc • Installation of IT rooms

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In building work:

• Construction work on any property owned, leased or used by the BBC for any purpose

• Office refurbishments • Significant maintenance and life-cycle activities • Work on power, water, heating and ventilation systems, etc

The CDM Regulations apply when 'construction work' is carried out on a 'structure'.

Construction work is defined very widely (details are included in 'Definitions') - the major difficulty in deciding whether or not the regulations apply lies in the interpretation of what is, and what is not, a structure.

The examples given require to be treated with caution; the final decision as to whether the regulations apply needs to be taken with reference to the Approved Code of Practice (ACOP) and supporting HSE industry Guidance produced by the CONIAC working group available for electronic down load from the following link:

www.citb-constructionskills.co.uk/cdm

A key principle is that whoever is sponsoring a project has the responsibility to ensure that a ‘Clients Representative’ has been appointed who will be responsible for discharging the BBC client duties in accordance with the regulations. This is the 'client' role which is fully explained in this standard.

Other legislation will apply in particular circumstances, and must be taken account of by anyone sponsoring or undertaking 'project' work, whether for programmes or any other reason.

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1.1 Where Does CDM Apply

If it is considered that the work being planned could be 'construction work', then the requirements of the CDM Regulations in respect of the 'Designer' duties will apply. The other regulations will apply according to the flowchart below. If in doubt, always seek guidance.

Figure 1

Guidance produced by the CONIAC CDM Guidance working group has defined that ‘projects’ can be described in the following five stages to ensure a consistent approach in the application of these regulations to both construction activities and projects which fall within the definition of construction under these regulations to see how this can be applied to your project please refer to Figure 2. Divisional arrangements should follow these stages to ensure consistent terminology across BBC activities. For projects which require notification to the HSE (figure 1) the CDM Coordinator should be appointed no later than Stage 2.

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Figure 2

1.2 Standards and Targets

1.2.1. Introduction

The BBC standard is to achieve ‘Best Practice’ on all of its construction activities. It will always seek to exceed the minimum standard required by law.

The identification of ‘best practice’ is not always easy and everyone concerned needs to consider the option and generally err on the side of improved safety, elimination of risk and the effective control of any residual hazards.

Design should provide for safe buildability with a focus on delivering usable buildings and production sets with safe systems for maintenance and cleaning.

Management both in construction and on going use including maintenance and strike and set activities should ensure that where hazards are created or subsequently come to light they are effectively controlled and eliminated if possible in the longer term and the appropriate information available to those who need to carry out such activities.

1.2.2. Principles

The standard calls for the adoption of the Principles set out in the Egan and Latham reports and other best practice documents and while these are specifically focused on the construction industry there are principals which can be applied to all BBC activities including those in production.

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Examples are:

Achieving Excellence through Health and Safety

This guidance highlights a variety of targets for clients to achieve. These include:

• the selection of suppliers (including advisers and designers) that have an established corporate commitment and demonstrate performance in respect of health and safety;

• the award to suppliers who have project specific proposals for managing safety that clearly demonstrates a total commitment to zero tolerance;

• the adoption of procurement rules that involve during the early development and design stages, those parties that will construct, operate, maintain (including cleaning) and use the facilities;

• the use of open output performance based specifications which give the relevant weightings to health and safety with other key drivers;

• having procedures in place which include criteria for the evaluation of competence, resources and commitment of designers and contractors in relation to health and safety; training and engagement with local communities;

• use contractors who have adopted the Considerate Contractors Scheme or similar, This sets to raise standards of:-

1. site management 2. safety and environmental awareness beyond statutory duties

A best practice client when procuring their constructed facilities should:

• demonstrate a high level of commitment to health and safety through unambiguous policies, senior management action and compliance with statutory health and safety requirements;

• carry out rigorous assessments of candidates to establish their competency and the adequacy of their resources as well as commitment to continuous improvement in health and safety during the selection process;

• know their current safety performance and continue to set increasingly demanding but realistic targets against which they can measure their ongoing performance and that of their suppliers;

• create, at an early stage, an integrated supply team and especially ensure that the design and construction aspects are properly considered before construction work starts;

• provide sufficient time to carry projects forward safely; • ensure that there are sufficient resources; • ensure that there is good communication between key parties; and • Create an environment where everyone, including workers, can put forward

suggestions for improving health and safety performance.

From the BBC’s perspective, the following groups of people need to be borne in mine when considering health and safety aspects in the procurement of a works project or service involving construction activities in terms of the whole life of the facility:

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• contractors; • others affected but not directly involved e.g. visitors, neighbours; • those who operate and maintain; • those who alter (inc strike and set), refurbish and repair; • users; • those employed by tenants in multiple occupancy situations; and • decommissioning agents, including demolition and site clearance contractors;

The primary benefits to the client for ensuring that health and safety are managed properly include:

• achieving greater value for money through whole life cost and quality; • greater certainty of a successful outcome; • reduced risk of delay and cost overrun; • opportunities for creating a positive public profile; • a commitment to people, their health, safety and welfare; and the avoidance of

criminal proceedings and legal claims for compensation.

Poor procurement practices, bad design and incompetent construction and management can lead to accidents, ill health and wasted resources. This can increase whole life project costs and result in consequential costs. It can delay the programme, bring considerable adverse publicity, give rise to costly legal proceedings and severely reduce morale.

Health and safety standards will continue to improve over the years and those procuring works projects need to consider at the outset, how these will impact on the project in the longer term. This is not to say that we can anticipate every change; rather, it is essential to strive for excellence and at the very least, be in the vanguard of best practice.

1.2.3 Accelerating Change

Although this report covers all aspects of construction it identifies three main areas to accelerate change, derived from the construction industry’s ‘Accelerating Change’ Report:-

• The need for client leadership. • The need for integrated teams and supply chains. • The need to address ‘people issues’ especially health and safety. • It stresses the importance of health and safety and the commitment of people. It too

cites the importance of the Client’s Charter KPI’s and a commitment to change and continuous improvement.

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1.2.4. Targets – Key Performance Indicators KPI’s

Reporting should be established within each divisions on arrangements, reporting should be against BBC targets and Goals in Appendix A or as agreed with ORM for specific projects or production activities.

The information in these reports should be structured as set out in Appendix B and supplied to the Client Representative at the frequency agreed. The Client Representative is responsible for ensuring these reporting requirements are agreed at the start of the project with the Project Sponsor and brought to the attention of the project team prior to appointment and form part of their contract of engagement.

1.2.5. Standards

Appendix A outlines minimum health and safety performance standards expected of contractors on BBC projects for the hazardous work activities listed herein, which are considered at this time to have significant risk. This list is not exhaustive and other standards and hazardous activities may be identified during the course of the Project.

The list in Appendix A is also intended to form the basis upon which the Principal Contractor’s performance in carrying out the work in a healthy and safe manner and complying with relevant statutory requirements can be assessed.

As it is not possible to list all the performance standards accepted in the industry, the references given in Appendix A are only those guidance documents published by HSE. Many other documents represent or supplement these industry standards, one example relating to Fire where, in addition to HSG 168, the Loss Prevention Council document entitled “Fire Prevention on Construction Sites” is very relevant.

Some of the HSE documents on the list may be out of print or have been superseded by other HSE publications in which case current best practice should be adopted.

In preparing safety method statements, contractors are expected to review all significant risks and - where not listed in Appendix A - adopt minimum health and safety performance standards which comply with relevant guidance given by HSE or other organisation appropriate to the work activity

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2. DEFINITIONS & ABBREVIATIONS 2.1 Definitions

For the purpose of this document the following definitions have been assumed.

CDM Standard These arrangements.

Competence Qualification, knowlBDGe, training and experience.

Construction Health and Safety Plan

The Principal Contractor’s plan describing how the job will be managed and detailing how all risks will be controlled.

BDG Business Direction Group

External References in this document to “external” relate to duties carried out by those independent of the project team e.g. BBC Occupational Risk Management (ORM) or a consultant to the BBC.

Milestones Key stages during the project when individual activities are deemed complete.

Milestone Certificate Stages during the project where completion of certain activities required by the regulations are certified as complete and notified to the Clients representative.

Clients representative The BBC person appointed to discharge those duties placed on the client by these regulations on behalf of the BBC.

Information Pack The client must ensure arrangements for ensuring information in their possession is made available to the project team when required.

Pre-vetted contractors Contractors who have passed the BBC contractor approval process.

Project A Project is a set of related activities organised to produce specific and predefined deliverables, and has finite start and end dates to achieve a BBC business objective with an agreed cost. Projects generally form part of a programme of work to achieve specific business objectives.

Project Health and The plan describing the method by which health

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Safety Plan and safety aspects of a project will be managed and monitored.

Project Sponsor A named person who is the head of the project procurement process.

Client means a person who in the course or furtherance of a business—

seeks or accepts the services of another which may be used in the carrying out of a project for him; or

carries out a project himself

Construction Site includes any place where construction work is being carried out or to which the workers have access, but does not include a workplace within it which is set aside for purposes other than construction work

Construction Phase means the period of time starting when construction work in any project starts and ending when construction work in that project is completed

Construction Work means the carrying out of any building, civil engineering or engineering construction work and includes—

the construction, alteration, conversion, fitting out, commissioning, renovation, repair, upkeep, redecoration or other maintenance (including cleaning which involves the use of water or an abrasive at high pressure or the use of corrosive or toxic substances), de-commissioning, demolition or dismantling of a structure or part of a structure;

the preparation for an intended structure, including site clearance, exploration and investigation (but not site survey) and the clearance or preparation of the site or structure for use or occupation at its conclusion;

the assembly on site of prefabricated elements to form a structure or the disassembly on site of prefabricated elements which, immediately before such disassembly, formed a structure;

the removal of a structure or part of a structure or

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of any product or waste resulting from demolition or dismantling of a structure or from disassembly of prefabricated elements which immediately before such disassembly formed such a structure; and

the installation, commissioning, maintenance, repair or removal of mechanical, electrical, gas, compressed air, hydraulic, telecommunications, computer or similar services which are normally fixed within or to a structure,

but does not include the exploration for or extraction of mineral resources or activities preparatory thereto carried out at a place where such exploration or extraction is carried out

Construction Phase Plan

means a document recording the health and safety arrangements, site rules and any special measures for construction work

Contractor means any person (including a client, principal contractor or other person referred to in these Regulations) who, in the course or furtherance of a business, carries out or manages construction work

Design includes drawings, design details, specification and bill of quantities (including specification of articles or substances) relating to a structure, and calculations prepared for the purpose of a design

Designer means any person (including a client, contractor or other person referred to in these Regulations) who in the course or furtherance of a business—

• prepares or modifies a design; or • arranges for or instructs any person under

his control to do so,

relating to a structure or to a product or mechanical or electrical system intended for a particular structure; and a person is deemed to prepare a design where a design is prepared by a person under his control

CDM Coordinator means the person appointed as a co-ordinator under regulation 14(1)

Principal Contractor means the person appointed as the principal

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contractor under regulation 14(2)

2.2 Abbreviations

CDM Construction (Design and Management) Regulations 2007

MCORC Management Committee for Occupational Risk Compliance

DBP Director BBC People

H&S Health and Safety

ORA Occupational Risk Adviser

HASAWA Health and Safety at Work etc. Act 1974

HSE Health and Safety Executive

MHSWR Management of Health and Safety at Work Regulations 1999

AFR Accident Frequency Rate

O&M Manuals

Operation & Maintenance Manuals

ORM Occupational Risk Management

PC Principal Contractor

PM Project Manager

CDMC CDM Coordinator

O&M Operation & Maintenance

QS Quantity Surveyor

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3 CORPORATE CDM STRATEGY AND RESPONSIBILITIES 3.1 CDM Safety Management Organisation Chart

Corporate

Divisional

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3.2 Responsibilities of Director of BBC People

The Director of BBC People is accountable to the Director General and the Board Direction Group (BDG) for the implementation of the Corporate arrangements in relation to CDM and will ensure that:-

• arrangements are established, • procedures implemented, • staff trained, • systems monitored and audited,

BDG is provided with confirmation that the corporate strategy is implemented and that real improvements to safety in construction are being maintained.

The BBC’s Health & Safety policy statement defines Occupational health and safety is everyone’s responsibility, and a prime responsibility of all levels of Management. This applies equally to staff working in project and construction management.

Responsibilities include:

• Directing and guiding the organisation in Safety and Health matters relating to construction.

• Following the ‘Best Practice’ objectives set out in the following documents. • “Accelerating Change” – Strategic Forum for Construction • “Achieving Excellence through Health and Safety” – Office of Government

Commerce • “Constructing the Team” – The Latham Report • “Rethinking Construction” – Sir John Egan’s Report • Ensuring that adequate resources are available to achieve the Safety and Health

objectives • Ensuring that within each Division one senior manager is designated and suitably

trained to ensure compliance. • Monitoring Corporate and Divisional CDM procedures and working with the Divisions

to ensure that they meet the Corporate requirements. • Ensuring that only competent persons are appointed to undertake duties under the

CDM Regulations. • Ensuring that the BBC joins and supports in any appropriate industry groups whose

aims and objectives seek to improve Health and Safety in the construction process. • Setting a personal example at all times. • Monitoring the BBC’s performance in Construction Projects by reviewing audit

reports and presenting them to MCORC. • Monitoring Divisional CDM arrangements to ensure their progressive development. • Reviewing these procedures and implementing any changes considered beneficial.

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3.3 Responsibilities of Head of Occupational Risk Management (HORM)

The specific role of the Head of Occupational Risk Management (HORM) in relation to CDM includes responsibility for:

• advising the Director of BBC People on development and maintenance of the CDM Standard and improvements to the standards set.

• setting corporate targets for Health and Safety Plans. • the appointment of staff to undertake the monitoring of CDM activities. • ensuring the implementation of HSE initiatives. • giving advice to the Clients Representative and advising them on the appropriate

targets for their construction project Health and Safety Plans. • coordinating the receipt of inspection and monitoring information, its review and the

preparation of information to MCORC. 3.4 Responsibilities of Divisional Head

Divisional Chief Executives and Directors will take responsibility for CDM related matters within their Divisions. They may appoint a competent senior manager to implement these procedures. They will also ensure that:-

• divisional CDM arrangements are prepared and implemented, • a competent person is appointed as the Clients representative for each project, • the CDM Coordinator and Clients Representative are included in the tender

evaluation of contractors, • advice and guidance is obtained as necessary from HORM, • appointments made in relation to all construction projects are of competent staff, • training and advice are provided, • Adequate time and resources are made available to undertake projects safely. • Information is provided to ORM for monitoring and audit. • Construction Health and Safety within the division is monitored at all levels and take

steps to rectify any failings. • Divisional arrangements are reviewed regularly to reflect revisions to corporate policy

or other best practice arrangements. 3.5 Responsibilities of the Project Sponsor

The Project Sponsor is a named person who is the head of the project procurement process. The Project Sponsor is responsible for ensuring the appointment of a Clients representative for the project.

3.6 Responsibilities of the Clients representative.

The Clients Representative is responsible for the effective control of project construction activities on behalf of the BBC. They will act as an initial contact point for the project and will

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ensure that the CDM procedures are adhered to. They will perform the BBC’s Client duties. Specifically they will ensure that:

• a CDM Coordinator is appointed for ‘notifiable projects’ before stage 2 of the project, • there is a process of risk assessment to identify and eliminate or reduce all significant

hazards resulting from construction activities, • emergency procedures are prepared, reviewed and updated as necessary to

minimise the impact of such eventualities on the project, • a Project Health and Safety Management Plan is prepared for the BBC activities and

that there are suitable arrangements for the project (these do not have to be produced by the BBC),

• There is a welfare strategy in place for the project, • health and safety is included in the tender evaluation of Contractors, • there is an assessment of the competence and resources of the CDM Coordinator,

Designers and Principal Contractors, • the CDM Coordinator advises as necessary on the competence and resource issues

relating to the appointment of Designers and Contractors, • the CDM Coordinator has suitable arrangements to facilitate coordination of the

design team and communication of risks from the outset of the project, • the design requirements are implemented by the CDM Coordinator and design team, • construction work only starts once advised by the CDM Coordinator that a suitable

and adequately developed Construction Phase Health and Safety Plan has been developed by the Principal Contractor and is in place,

• the collation of information for the Health and Safety File is progressed throughout the project,

• the Project Safety Plan contains targets for improvement which are implemented, • Contractors and suppliers maintain or improve upon the standards set in the Project

Safety Management Plan. • the holder of the Health and Safety File is identified and that they are made aware of

the need to retain it and make it available for subsequent works,

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4 Arrangements Relating to Construction Activities

4.1 CDM Duty Holders

The regulations specifically require that Clients appoint Designers, CDM Coordinator and Contractors who are competent and adequately resourced to undertake their role in the project.

The Duty Holders/Key Parties under the Regulations are:

• The Client • The CDM Coordinator • The Designer • The Principal Contractor • Other Contractors and the Self-Employed

Each key party has a different and clear role under the Regulations. By working together and collaborating with other duty holders all parties can improve the health, safety and welfare standards on construction sites and the subsequent construction work such as maintenance of the property and window cleaning.

The details given below include an outline of some of the various tasks to be undertaken by the key parties.

4.2 The Client

The Client should be satisfied that only competent people are appointed as CDM Coordinator and Principal Contractor. This also applies when making arrangements for the appointment of Designers and Contractors. They should also ensure, so far as is reasonably practicable, that sufficient resources, including time, have been or will be allocated to enable the project to be carried out safely. Duties include:-

• determining whether the project falls within the scope of the Regulations, • the timely appointment of a competent and adequately resourced CDM Coordinator

and Principal Contractor, • being reasonably satisfied that any Designer(s) the Client arranges to prepare

designs are competent and make adequate provisions for health and safety, • Providing the CDM Coordinator with relevant health and safety information about

existing structures and the site. The Client must not leave it to the Contractor to discover known hazards. The Client must make this information available to the

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CDM Coordinator early enough for its implications to be assessed by the Designer(s),

• allowing sufficient time for the design and construction work to be carried out properly,

• being reasonably satisfied that any other Contractor(s) that the Client arranges to carry out construction work, are competent and have made adequate provision for health and safety,

• ensuring, that construction starts only when the Principal Contractor has suitably developed a Construction Phase Health and Safety Plan,

• complying with other health and safety legislation where the Client’s work activities or undertakings may be affected by the construction work,

• ensure, so far as is reasonably practicable, co-operation between Contractors and the Client’s employees, particularly in occupied premises,

• ensure that the project Health and Safety File is available for any future construction work and/or for handing on to a new owner after the project is complete,

4.3 The CDM Coordinator

The CDM Coordinator has overall responsibility for co-ordinating the health and safety aspects of the design and planning phase and for seeing that the appropriate information required by the Client is provided as required, the Principal Contractor has an adequately developed Health and Safety Plan before construction activities start and there are arrangements for the collection of information required by the Health and Safety File and arrangements for handing over this document when construction works are complete. The CDM Coordinator main responsibility is to ensure that all those who carry out design work on a project, particularly during the design stage, collaborate and pay adequate attention to the need to reduce risk wherever possible.

The CDM Coordinator must:

• Advise the Clients representative on competence and the adequacy of resources (including time) when they are considering appointments.

• Review arrangements for managing the project, and their required documentation and feedback and agree with the Clients Representative an appropriate standard which will be adopted in view of the scale, complexity and risks involved in the project.

• Ensure, so far as is reasonably practicable, that enough attention has been paid to health and safety during design and that the design includes adequate information about anything which might affect the health or safety of people carrying out construction activities, or everyone else who might be affected by this work.

• Take reasonable steps to ensure co-operation between Designers. • Be able to advice on the initial contents of the Construction Phase Health and Safety

Plan. • Notify the project to the Health and Safety Executive where required. • Ensure that the ‘Information Pack’ is prepared in good time. • Take part in the tender evaluation of Contractors to ensure that Health and Safety

issues are considered. • Advice to the Clients representative on the Principal Contractor’s developed Health

and Safety Plan before the construction phase starts including welfare arrangements.

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• If requested, give advice to the Clients representative on the Principal Contractor’s and other Contractors’ competence and the adequacy of provision for health and safety.

• Ensure that a Health and Safety File is prepared, reviewed and amended as necessary and delivered to the Clients representative at the end of the project.

4.4 The Designer

Designers should ensure, so far as is reasonably practicable, their designs avoid, or where this is not possible minimise risks to health and safety while they are being built, maintained, repaired or demolished. Where risks cannot be avoided, adequate information has to be provided. Design work includes the preparation of specifications - it is not limited to drawings. Designers must:

• Take reasonable steps to ensure that the Clients representative is aware of his duties under CDM before starting design work.

• Identify the significant health and safety hazards and risks of the design work. • Give adequate regards to the hierarchy of risk control; • avoid foreseeable risk/ eliminate the hazard • combat risk at source • Prepare designs with adequate regard to health and safety and to the information

supplied by the Clients representative. • Provide adequate information on health and safety for those who need it in or with

the designs. • Co-operate with the CDM Coordinator and, where appropriate, with other Designers

involved in the project, so that each of them can comply with their duties under the Regulations. This includes providing any information needed in the health and Safety File.

4.5 The Principal Contractor

The Principal Contractor should take account of health and safety issues when preparing and presenting tender or similar documents. The Principal Contractor also has to develop the Construction Health and Safety Plan and co-ordinate the activities of all Contractors to ensure they comply with health and safety legislation. Principal Contractors also have duties to check on the provision of information and training for employees and for consulting with employees, and the Self-Employed on health and safety. The distinct and key duty of a Principal Contractor is the effective management of health and safety during the construction phase of a project. Principal Contractors must:

• Ensure that a suitable Construction Phase Health and Safety Plan is prepared before construction work begins; implemented, and kept up to date as the project progresses and adapted to incorporate any alterations.

• Must be satisfied that when arranging for a Contractor to carry out construction work, or for a Designer to prepare designs, they are competent and adequately resourced.

• Promote communication, co-ordination and co-operation between all contractors particularly under the Management of Health and Safety at Work Regulations 1999 and the Provision and Use of Work Equipment Regulations 1998.

• Obtain and check safety method statements from Contractors. • Ensure that people at work receive information and training in health and safety.

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• Make arrangements for discussing health and safety matters with people on site. • Allow only authorised people onto site • Enforce any site rules. • Provide relevant information to contractors, including any who are self-employed. • Encourage people at work, or their representatives, to offer advice on health and

safety. • Monitor health and safety performance and set out reporting arrangements to the

Clients Representative. • Provide the CDM Coordinator promptly with any information relevant to the Health

and Safety File and ensure arrangements for the collection and collation of information from sub-contractors and package works.

• Ensure, so far as is reasonably practicable, public/Client’s staff are not affected by the works.

• Ensure, so far as is reasonably practicable, that any risks arising are controlled. • Where necessary amend emergency and monitoring procedures on site. • Display the project notification form on site.

4.6 Other Contractors and the Self-Employed

Other Contractors and the Self-Employed should co-operate with the Principal Contractor and provide relevant information on the health and safety risks created by their work and how they will be controlled. Such Contractors also have duties for the provision of other information to the Principal Contractor and to employees. The Self-Employed have duties similar to Contractors. All Contractors and the Self-Employed must;

• must be satisfied that any Contractors or Designers they engage are competent and adequately resourced.

• Provide information to the Principal Contractor about risks to others created by their work. Thus the Contractor needs to identify the hazards of their work, assess the risks arising from these hazards and tell the Principal Contractor how these risks are to be controlled.

• Comply with any reasonable directions from the Principal Contractor, and with any relevant rules in the Construction Phase Health and Safety Plan.

• Raise any health and safety concerns to the Principal Contractor • Inform the Principal Contractor of any death, injury, ill health or dangerous

occurrence; provide information required by project reports to Clients Representative. • Provide the Principal Contractor with information to be included in the Health and

Safety File. • Co-operate with other Contractors. • Provide information and training to their employees.

4.7 Application of CDM Arrangements

MCORC has approved a strategy for establishing effective control of construction activities within the BBC.

The Director of BBC People is accountable for this policy and will undertake the duties set out previously including reporting to MCORC.

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It is policy that best practice measures will be followed to ensure the safety of everyone who may be affected by the BBC’s construction activities. These arrangements will apply throughout the BBC to ensure a consistent approach to CDM. This will be achieved by:

• Seeking to achieve the highest standards of construction health and safety through the application of best practice in the industry.

• Preparing safety standards and working arrangements for design, construction and maintenance to eliminate or control hazards.

• Providing the resources to achieve these standards. These will include competent staff, equipment, finance and time, all of which must be adequate to achieve the BBC’s targets and goals.

• Recognising all statutory obligations for construction works as a minimum standard and striving to exceed these wherever possible.

• Setting targets and upgrading standards to achieve the BBC’s aim of continuous improvement.

• Recognising that staff at all levels are a vital asset and that appropriate training programmes will be available for staff to maintain awareness and up-to-date knowlBDGe.

• Reviewing at every stage of the project the competence of all those involved, their training needs and the means by which these are addressed.

• Adopting a practical and flexible approach to health and safety so that staff can understand and participate in the process and adapt it to meet business needs.

• Having a process of audit, review and reporting of compliance at all levels. • Monitoring incidents and accidents, to establish trends, and recommending actions

for improvement. • Ensuring that contractors and suppliers have policies and procedures that equal or

exceed those set out by the BBC. • Encouraging staff to participate in joint consultation and in the programme for

continuous improvement in health and safety. • Co-operating with the HSE and other relevant enforcement authorities.

4.8 Planning and Implementation

The control of Health and Safety for BBC activities which fall within the scope of these regulations is set out below. Arrangements and detailed procedures will be set at Divisional Level to ensure compliance with this corporate CDM Standard. Any significant change introduced by a Division to these arrangements to better reflect the specialist nature of the work must be advised to Occupational Risk Management (ORM).

The requirements of CDM apply to all projects which fall within the definition of ‘construction’ for those projects which are not notifiable far greater responsibility is placed on the clients as there is no CDM Coordinator to support them; such projects will include many production activities, minor projects including technology projects and maintenance and life-cycle activities. Although certain appointments, notification and documents will not be necessary other requirements still apply. The duties placed on Designers always apply. There is no formal duties for projects which are not notifiable to produce information for the Health and Safety File; however there is an ongoing duty on the client and therefore the BBC to maintain these records therefore it is essential that any works carried out on non-notifiable projects which may result in the existing Health and Safety File being updated must be

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identified prior to the appointment of any contractors and the information required set out as part of the scope of works.

There will always be a need to keep records of the work undertaken for future reference. (Health and Safety File)

Before appointing any duty holder each party must be assessed for both competence and resources further guidance can be located on myRisks

Where a preferred contractor or individual fails to meet the criteria set for competence or resources the BBC will work with them to achieve the required standard before appointment.

All parties are required to meet or exceed the standards set by the BBC and to monitor their activities in accordance with the agreed monitoring and audit criteria.

The Clients representative will continue to monitor the health and safety aspects of all projects by keeping under review the ‘milestone’ events and monitoring and audit checks. The Clients representative will in turn report the findings of monitoring regularly to the Project Sponsor.

The tender evaluation of Contractors will include the CDM Coordinator and Clients’ Representative to ensure the appropriate consideration of health and safety issues, for projects which do not require a CDM Coordinator this duty will fall to the Clients’ Representative.

Before appointing an organisation from the BBC’s pre-vetted list the competence of key individuals and resource should be checked to ensure that they can discharge their duties effectively.

Arrangements will establish an appropriate level of independence between the CDM Coordinator and other duty holders.

Throughout the project the Clients representative will liaise with the CDM Coordinator to ensure that information for the health and safety File is being collated, for projects which do not require a CDM Coordinator this duty will fall to the Clients Representative. The File should be provided in both hard copy and electronically (if available). Additional copies or other requirements should be as specified in the contract.

The completed Health and Safety File must be available by practical completion and the final stage payment will not be made until a File agreed by the design team and accepted by the CDM Coordinator of where not required the Client Representative is available.

A post project review will be undertaken of the Principal Contractor and any subcontractors by members of the design team and the CDM Coordinator. This will consider their performance and any problems, accidents etc. that occurred. This review will include consideration of the contractors and a subsequent entry will be made in the pre-vetted Contractors list. Inclusion of contractors not on the pre-vetted list will establish a performance record, which may be useful in considering a contractor for subsequent approval.

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4.9 Arrangements for Specific Hazards

4.9.1 Arrangements & Procedures For Asbestos

The BBC recognises that most properties will have asbestos present in the building fabric or structure.

The BBC has existing mandatory arrangements for the management of Asbestos and implements this policy through arrangements with its property service partner Johnson Controls (JCI). JCI has a dedicated Asbestos Management Team [AMT] that ensures policy compliance, and by utilising their competency and structure the BBC effectively discharges its management control. These arrangements cover all BBC properties and through the Contract of Operations and Services with JCI. The AMT is the BBC’s source of competent advice for matters relating to asbestos management.

BBC Property monitors the standards and compliance of the JCI service, ensuring that the process for the management and control of asbestos meets with statutory requirements and the BBC Asbestos Standard.

When acting as Client or occupier of premises the BBC in conjunction with JCI will ensure that all relevant information such as surveys, location drawings, reports, etc. will be made available to the CDM Coordinator at the earliest opportunity for inclusion in any tender information provided.

Continued liaison between the JCI Asbestos Management Team and the Contractor must be maintained during the construction works, and advice or action controlled through this route.

Further detailed information on these arrangements and procedures is contained in the BBC Asbestos Standard. Contact should be made to the Asbestos Management Team.

Information on myRisks:

CDM STANDARD Occupational Risk Management


5 MONITORING AND AUDIT 5.1 Responsibilities

These procedures require a comprehensive health and safety monitoring and management system incorporating inspection and audit feedback and implementation at all levels of the management structure.

Director of BBC People will:

• set the standards to be adopted, • ensure that the monitoring system is effective, • ensure that there are procedures to monitor and review feedback, • present appropriate information to MCORC,

Head of Occupational Risk Management will:

• make recommendations to Director of BBC People on the need for and scope of, inspections, audits, and other feedback required,

• collate the information provided by the monitoring system and prepare appropriate statistics for Director of BBC People,

• review these procedures and associated guidance and make recommendations to Director of BBC People,

Divisional Heads will:

• be the focal point for passing information to ORM, • review the monitoring information and take action on any significant health and safety

issues, • liaise with Divisional Head to establish targets for projects health and safety plans

and the implementation of continuous improvement,

Clients Representative will:-

• agree the health and safety monitoring regime for the project, • prepare the project health and safety plan and ensure that its requirements include

arrangements for the monitoring and reporting required by these arrangements and are proportionate to the scale, complexity and hazards created by the project,

• Recommend to Head of Occupational Risk Management any improvements to these arrangements that become apparent during the construction process,

5.2 Project Checklists, Forms and Records

In order to provide a verifiable audit trail there are a number forms that should be completed progressively throughout the project. Forms may be tailored to suit the scope and

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complexity of a specific project. Please see myRisks CDM site for more tools and information.

5.3 Design Risks

The health and safety aspects of the design process are normally monitored by the CDM Coordinator whose role includes coordination of hazard awareness between Designers. This role should be proactive in seeking to get the Designers to eliminate the identified hazards and to alert the Clients representative in writing to any which the Designers fail to eliminate. This notification should normally include the reason the hazard was not eliminated, the means by which the Designer considers the hazard may be controlled in the future and the cost implication for future maintenance or cleaning activities. Where the hazard may put anyone at risk the Clients representative will require a description of the proposed control measures.

5.4 Progress Meetings

Project health and safety issues will be monitored by the inclusion of health and safety as a specific agenda item at all progress meetings. Typically this should include reports on:-

• current health and safety issues, • visits by HSE/EHO inspectors, • appropriate information for reporting and information relating to accident frequency

rates (AFR), • the approval or rejection of subcontractor method statements for forthcoming work, • a report on recorded accidents and incidents (both notifiable or not), • action taken following accident investigation, • health and safety inspection results, • subcontractor health and safety adviser reports (where available), • progress against the targets set in the plan, • project specific safety initiatives, • safety related incentive schemes,

5.5 Feedback

The BBC’s arrangements for monitoring and review require an integrated approach to audit and inspection. Local project inspection reports will be reviewed through the divisional management structure and summaries passed regularly to ORM. Monitoring by ORM will look at practice at all project stages and management levels. Standard forms should be used for monitoring and feedback.

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6.0 REVIEW AND IMPROVEMENT

Management at each level should seek to identify areas for improvement and implement these where possible. Any changes concerning the responsibilities of others should be passed to those concerned with both evidence of the problem and any suggestions for improvement.

At the appropriate level recommendations should be developed further into a continuous improvement programme.

The Director of BBC People will:

• Review CDM issues, audit reports and significant events. • Review progress in the implementation and development of the corporate strategy, • collate information from the various sources and report to MCORC,

Typically reports may include:

• Significant incidents, their investigation, findings and recommendations. • Accident statistics. • Progress in eliminating significant hazards. • Statistics from audit programme showing trends • Enforcement actions. • Progress on recommendations made by enforcing authorities. • Significant changes to the continuous improvement programme. • Changes to these procedures.

Head of Occupational Risk Management will:

• Collate statistics, audit reports and action following significant events and prepare reports for the MCORC meetings.

• Report on developments in the CDM manual. • Feedback to the Client Representative appropriate targets for health and safety.

Divisional Heads will:

• Receive reports from the Client Representative on activities, audits and other H&S monitoring within the division and pass them to Head of Occupational Risk Management.

• Initiate appropriate changes to divisional procedures. • Implement improvements to health and safety as a result of inspection or audit

recommendations.

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Client Representative will:

• Review local inspection reports and other project feedback to monitor safety activity and significant events

• Facilitate the ORM and external audit process, monitor reports and action recommendations.

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7.0 APPOINTMENTS

7.1 Clients representative

Divisional heads will be responsible for ensuring that competent staff are appointed in writing to act as the Clients representative for construction activities. The Client Representative has responsibilities as set out in this document and divisional arrangements.

In addition these procedures provide for the Client Representative to be the focal point in the monitoring of the Client’s activities in accordance with the Project Health and Safety Plan.

7.2 CDM Coordinator

The CDM Coordinator will be appointed by the Client Representative in writing normally at the concept and feasibility stage. In turn he will advise the HSE of the project and the appointment on the project notification to the HSE where required (form F10). The Client Representative can sign this document, as client, on behalf of the BBC; All subsequent appointments/changes will also be notified by the CDM Coordinator.

Prior to appointment the CDM Coordinator will need to demonstrate that he can satisfy the competence and resource requirements detailed in these procedures.

7.3 Designer

Projects may have design input from many designers.

Where the BBC appoints designers their competence and resources must be established by the Client Representative. Others who may appoint designers will be required to adopt a similar approach.

7.4 Principal Contractor

The Client Representative must review and approve the competence and resource of the Principal Contractor before appointment.

In addition to the normal contractor duties the BBC will require that the contract provides arrangements for the contractor to meet the BBC’s requirements in respect of H&S monitoring and feedback as set out in the Project Health and Safety Management Plan, the Pre Construction H&S Plan and these procedures.

The Client Representative will set targets to be included in the Project H&S Plan and the Principal Contractor will be responsible for seeking to achieve those targets.

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The provision, in excess of the requirements of the CDM Regulations, for target setting and monitoring of the work by the Client should be included in the contract documentation.

The contract will also provide for the direct auditing of safety in the construction process by the BBC or its advisers.

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8.0 TRAINING

The HASAWA 1974 requires that all staff are adequately trained, supervised, instructed and provided with appropriate information; all courses are valid for a maximum of three years where refresher training must be taken. This applies to our contractors, but equally to BBC staff. Training requirements within the BBC will include:-

COURSE TYPE WHO TO STANDARDS TO BE ACHIEVED

General Introduction to CDM

All employees who may be involved in construction activities.

All employees who initiate construction work.

Ability to recognise construction work.

Understand the principles of CDM.

Recognise the main responsibilities of duty holders.

CDM for Client For those undertaking the role of Clients representative

In depth understanding of the duty holders roles.

Ability to assess the competence and resources of duty holders.

CDM for Designers

Anyone whose work may include design for any element of a construction project

In depth understanding of Designers role

KnowlBDGe of risk assessment.

Understanding of the hierarchy of risk control.

CDM refresher course

All of the above

Reinforce the principle of risk elimination.

Emphasise current best practice.

Address delegate uncertainties.

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NB 1 Courses will depend on the availability and suitability of course and attendance related to the individuals needs as assessed during their staff appraisal or on appointment to a specific project team or following a training needs analysis.

NB 2 Information from courses will be supplemented by course notes or specific guidance in the BBC’s detailed arrangements.

NB 3 Training needs must be reviewed routinely and when the CDM regulations or guidance is updated.

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APPENDIX A

Targets for Health and Safety in Construction

CDM STANDARD


1. Standards and Targets - Introduction

The BBC in its drive toward improving the standard of Health & Safety on its Construction Projects will set specific standards to reflect the industry safety initiatives and set targets for 5 areas of construction activity. These reflect the HSE priority for their present work focus, revitalising initiatives and new legislation [Control of Work at Height Regulations]. The BBC, as a major Client and initiator of construction works, will drive these forward.

These targets may not be appropriate for production activities and divisional arrangements should set out their targets where possible aligned to these, also arrangements for collating and reporting on progress.

The BBC has chosen to prioritise the following areas in so far as they not only relate to global standards and targets but are issues where important outcomes of previous incidents and accidents must be addressed:

• Competency • Site traffic management • Falls from height • Airborne contaminants • Control of noise

All Designers will be made aware of these standards and related targets and they will be included in the project tender information provided by the BBC.

The Client Representative should ensure that there are arrangements for the reporting and performance monitoring of these standards and targets.

2. Standards

Competency

The BBC recognises that every aspect of the design and construction process will rely on input from competent persons at all levels. The ACOP gives clear guidance on requirements for competence and resources. An important underpinning requirement of competence is the need for sufficient training which the BBC intends to ensure is in place by the establishment of:

• Management Training

All BBC staff involved in CDM activities will be trained to the standard defined [see Section 8] to ensure that they fully understand their roles, responsibilities and accountability for CDM related works.

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• Staff Training

Contractors staff and BBC staff who take on the role of Contractor will be expected to hold a relevant competency/skill card, such as the Construction Skills Certification Scheme [CSCS] card [http://www.cscs.uk.com/default.asp] or that of an affiliated scheme [as shown in Major Contractors Group H & S Strategy].

• Designer Training In the selection of competent designers the BBC will ensure that designers have had appropriate training to enable to recognise and carry out their CDM duties and that this must include continuing professional development in CDM related matters.

• Induction Training The Principal Contractor shall ensure that all personnel engaged on a site will attend an induction programme. This is mandatory before the issue of a security pass enabling them to enter any site.

The induction will cover:

1. Site Specific Induction - This will identify the Site Safety Management arrangements covering issues such as fire evacuation, parking arrangements, permits to work, control of site visitors, etc. and will be subject to the necessary refresher and update training during the duration of the construction activity.

2. Job Specific Induction - Covering any additional information an individual must know about undertaking their specific role or job.

3. Asbestos Awareness Training - To give all an understanding of the safety management of asbestos arrangements in the BBC [see Section 4.10.1].

4. Tool Box Talks and Briefings 5. As part of the process for raising H&S awareness on construction projects,

the Principal Contractor will organise and deliver a programme of Tool-Box Talks for the workforce. The programme will be agreed with the Clients Representative.

6. Non-English Speaking Personnel 7. All contractors must be able to demonstrate arrangements and adequate

supervision to show that safety information and instruction is comprehensible to all workers on site and recognises that their workforce includes non-English speaking personnel.

8. Site Traffic Management 9. Many construction activities take place within BBC occupied premises in

addition to major project developments. Significant consideration must be given to preventing any transport or construction operation/pedestrian interface accidents or incidents.

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To meet this outcome:

The BBC as Client will provide site specific information which will include for example, site rules, vehicle free zones, information to staff and visitors and assembly points in the event of evacuation.

Designers through their risk assessments will pay due regard of the site layout in their designs, ensuring that access and circulation routes not hindered during the construction process.

The Principal Contractor will carry out a specific Risk Assessment before any work is commenced, covering site traffic movement and pedestrian access. He will then be expected to include Management Control Systems in the construction phase H&S plan to ensure that site traffic and pedestrian access controls are in place and managed.

Visitors will be subject to a Security Pass procedure and will not be permitted on the site unless escorted by a qualified person (being a person who has completed the site induction process).

The CDM Coordinator in co-ordinating all risk assessments will specifically address, in conjunction with Designers, the hierarchy of control, i.e. elimination, substitution, reduction, adaptation and suitable control measures; and seek all final designs are compliant with the Workplace Regulations.

Falls from Height

One of the most significant causes of serious injuries during the construction process is falls from height. Early consideration of work at height during the design and procurement phase will significantly reduce this unacceptable toll.

At all stages therefore:

1. Designers and the Principal Contractor will implement measures that use physical fall prevention [safe working platforms, safety nets, design incorporated protection etc.] in preference to use of fall arrest equipment.

2. Designers must ensure that final designs avoid the use of portable ladders and platforms as a means of ongoing maintenance access to structures and plant.

3. The Principal Contractor must carry out specific Risk Assessments to determine the safety of all operations at height, including the design of work platforms with barriers or nets.

Airborne Contaminants

The BBC has many operational areas which remain active during the construction process. The Principal Contractor must ensure statutory compliance with the Control of Substances Hazardous to Health Regulations and will in addition ensure that all Designer Risk Assessments must specifically address the measures to be taken to eliminate the adverse effects of substances used on site. Special regard must be taken to ensure there are no airborne contaminants allowed that could be drawn into air conditioning systems, e.g. fumes from generators or vehicles, solvents, etc., or cause nuisance to others affected by the construction activities.

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Control of Noise

The BBC is acutely aware of the outcomes of unwanted construction-related noise. Firstly, this can have a detrimental effect on health. Secondly, it can affect the BBC’s business operations in programme production and occupants of the buildings. Thirdly it has unwarranted and unpleasant effects on all those adjacent to construction activities.

All those involved in the design and construction phases of project will give specific regard to noise prevention and control during the construction, use and demolition of the structure.

To achieve this in particular:

1. Designers and The Principal Contractor must ensure that risk assessments specifically address the measures to be taken to eliminate the adverse effects of noise on site during construction and demolition.

2. Where plant operation and maintenance continues through the structure life cycle Designers will ensure risk assessments address noise control.

Risk assessments and control strategies must include effective monitoring arrangements.

3. Targets

The following targets have been approved by the Executive Committee of the BBC. The Committee will review progress and will impose additional targets as the monitoring and feedback processes evolves.

Competency

That 90% of Contractors staff employed on construction works will hold a competency/skill card such as CSCS.

That 80% of BBC staff that act in the role of Contractor on construction works will hold a competency/skill card such as CSCS.

The BBC recognises that in the construction industry there is a prevalence of forged CSCS documents and it will reflect other organisations’ drive to train their staff to recognise and maintain stringent controls.

The BBC will expect Principal Contractors to have staff trained to recognise forged cards.

All Principal Contractors will instigate a site induction passport scheme on all projects.

On all projects from 2004 the Principal Contractor will ensure that contractors give Tool-Box Talks on a weekly basis, these talks will be relevant to the current activity which they are undertaking.

The Principal Contractor will be required to maintain a register/attendance list of all personnel attending their Tool-Box Talks.

The Principal Contractor shall maintain written records which show that the instructions given by him to the non-English speaking personnel have been clearly understood by each

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of them. Such records shall include those for Safety Induction, Emergency Procedures, Safety Method Statements and Safety Tool-Box Talks and Briefings.

Site Traffic Management

The Principal Contractor will report all incidents and accidents related to site traffic management* to the Client. The Client in turn will ensure that these are investigated, outcomes noted and suitable remedial measures implemented.

* Site traffic management is to include all contractors’ vehicle movements to, from and on the site.

The BBC will aim to reduce incidents from the 2004 baseline by 10% year on year.

Falls from Height

The Principal Contractor will report all incidents and accidents related to falls from height to the Client Representative. The Client Representative in turn will ensure that these are investigated, outcomes noted and suitable remedial measures implemented.

Since 2005 the BBC has been committed to reducing incidents and accidents baseline by 10% year on year and will not exceed 50% of the Industry Standard figures.

All Designer risk assessments will include prevention of falls from height as a specific factor for consideration.

Airborne Contaminants

All Designer Risk Assessments must specifically address the measures available to eliminate the use or exposure to "hazardous substances" on the site which have the potential for adverse effects on persons and to use safer alternatives or methods where reasonably practicable.

Control of Noise

All Designer risk assessments will include noise as a specific factor for consideration.

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APPENDIX B

Key Performance Indicators for Project Reporting

CDM STANDARD


PERFORMACE MEASUREMENT SYSTEM The aim of project reporting is to implement simple yet effective performance measurement systems which will both incentives project teams to continually improve their performance as well as enabling the BBC to identify areas for improvement within our own processes. We want projects to be delivered: on budget; on time; safely; efficiently; free from defects; to agreed specifications and fit for purpose. Our intention is to measure all projects against 6 Key Performance Indicators (KPI’s) which can be reviewed alongside industry best practice. The 6 KPI’s will be used for all construction projects and will be suitably adjusted to reflect varying project values and programs. KPI 1 – Cost predictability Purpose: This measures the PV’s ability to predict out turn costs and meet target costs. Definition: Change between the approved estimated project costs following scheme work up and the actual project cost (after adjusting for client changes) plus 1, expressed as a percentage of the approved estimated project cost. Measure: Estimated cost - Actual cost 100 - 95 + 1 = PC; + 1 = 1.05 (105%) Estimated cost 100

(Cost = Construction cost + Basic Service Fees + Additional fees + Associated costs)

KPI 2 – Time predictability Purpose: This measures the PV’s ability to predict out turn duration and meet target program. Definition: Change between the approved estimated project program following scheme work up and the actual project program (after adjusting for client changes) plus 1, expressed as a percentage of the approved estimated project program. Measure: Estimated time - Actual time 100 - 95 + 1 = PC; + 1 = 1.05 (105%) Estimated time 100 (Time = Construction time + Design time) KPI 3 – Quality of Product & Design Purpose: This measures the PV’s ability to ensure an agreed level of design quality is achieved. Definition: Stakeholder completion of a Design Quality Indicator (DQI) based questionnaire to

measure project design quality by focusing on the needs of the end user. Measure: Completion of the questionnaire to measure Functionality, Build quality and Impact of design at pre-determined project stages:- Stage 1 - The Brief (outline proposal) Stage 2 – Mid Design (scheme work up) Stage 3 – Tender and appointment

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Stage 4 – Construction Phase Stage 5 – Hand over and In Use (post occupation) KPI 4 – Project Lead-in Time Purpose: To set targets for project lead-in times to ensure the period between project inception

and start on site is minimised. Definition: Period between date of project inception and date of start on site. Measure: Average number of weeks between date of project inception and date of start on site

according to project type, with targets set to reduce average time periods. KPI 5 – Health and Safety Purpose: To deliver projects in a safe and controlled manner by reducing accident frequency. Definition: Accident rate per 100,000 person hours worked on a project basis i.e. the accident

incident rate (AIR). This includes accidents involving third parties such as members of the public of client staff.

Measure: No. of reportable accidents during project x 100,000 x 52 Average number employed during the project Project duration KPI 6 – Quality of service Purpose: To measure quality of service by assessing the level of customer satisfaction Definition: The completion of a customer feedback questionnaire to assess whether the project achieved the budget holder’s expectations in terms of the quality of the service provided. Measure: The averaged score for all questions will be the KPI score for the project.

(See Appendix A – KPI 6 draft questionnaire)

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KPI 6 Questionnaire Please give a score for each of the questions below with 1 = “Totally Dissatisfied” and 10 = “Totally Satisfied”

CUSTOMER SATISFACTION No – Totally Dissatisfied

As expected – Average

Satisfaction

Yes – Totally Satisfied

Criteria 1 2 3 4 5 6 7 8 9 10

Are you happy with the quality of service received from the project team?

Do you think the project team communicated effectively with you during the project?

Do you think we understood your brief and have delivered the finished project in accordance with your brief?

Is the finished project fit for purpose?

Did the project teams seem to understand the technical requirements of the project?

Do you think the CM teams co‐ordinated the project effectively?

Do you think the project team fully understood your needs?

Do you think changes to the agreed project were handled efficiently and professionally?

Do you think your issues were resolved in a timely manner?

Was your project delivered without any unapproved disruption or impact on your business continuity?

CUSTOMER FEEDBACK – specific to service provided by LST, identify areas recommended for improvement

SIGNATURE DATE:

PROJECT MANAGER FEEDBACK

SIGNATURE DATE:

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