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1
Nancy Henry
CDM 2016 overview and update
What is CDM 2016 about?
CDM applies to all construction
work
• requirements for managing risk on
construction PROJECTS
• standards to be achieved BUT NOT
how to achieve them
• a flexible framework
• compliance strategies will vary
dependant on the project risk profile
A project is more than a
construction site
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Philosophy and objectives (1)
• Integrate health and safety into project
management
– Risk management not an after-thought or bolt-
on extra
– Improve communication and co-ordination
• Encourage all involved to work together to:
– Plan and manage from the outset, identify
hazards early on
– Target effort where it can do most good
• Benefits:
– Reduced delays
– Improved reliability of costings and completion
targets
philosophy and objectives (2)
• Effort on planning and management should be in proportion to project risk and complexity
• Associated paperwork should help communicate and manage the risk
• Paperwork which adds little is a WASTE OF EFFORT and a distraction from real risk management
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Overview of Key Changes• Significant structural simplification of the regulations
Overview of Key Changes• Significant structural simplification of the regulations
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The Triangle of Control
client
PD PC
The Client role – strengthened in CDM 2016
• Make suitable arrangements
for managing a project
including the allocation of
sufficient time and other
resources to:
• Maintain and review these
arrangements
• Provide PCI
• Ensure CPP is drawn up
• Ensure PC and PD comply.
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Client Pillars
Successful H&S Project
Successful H&S Project
Designers
Contractors
Principal Contractor (PC)
Workers
Principal Designer (PD)
Make suitable
arrangements
for managing
the project
Appoint a
Principal
Designer and
PC
Allow
sufficient time
and resources
for the project
Ensure
relevant
information is
prepared and
given to other
duty holders
Ensure the
project is
notified to
HSE (F10)
Ensure the
Principal
Designer and
PC carry out
their duties
Ensure
welfare
facilities are
provided
With thanks to Atkins Global
The Principal Designer
• Born out of necessity
• CDM-C role did not always work
• An organisation rather than individual.
• The PD Should– Strengthen design risk management and co-operation
– Mirror the PC role in achieving co-ordination
– Ensure information flow
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Principal Designer Pillars
Successful H&S Project
Successful H&S Project
Designers
Contractors
Principal Contractor (PC)
Workers
Client
Plan, manage
and monitor
the pre-
construction
phase
Identify,
eliminate or
control
foreseeable
risks
Ensure
designers
carryout their
duties
(coordination
and
cooperation)
Prepare and
provide
relevant
information to
other duty
holders (PCI)
Liaise with
the PC
throughout
the
construction
phase
Prepare the
Health and
Safety File
With thanks to Atkins Global
PD role – what do we want industry to achieve?
• Designers taking responsibility for coordination,
information flows and health and safety
– Mirror role to the Principal Contractor
– Ability to influence the Client and PC
– More strategic approach on a project
– Proactively eliminating and mitigating risks
– An integral part of design – not separate
• Added value
– Reduced number of dutyholders
• Change accountability
– No delegation of H&S to consultant
– Remove the non-notifiable behaviours
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PC PD
Who can be a PD?
• Must be a designer with
relevant SKE
• In control of pre-
construction phase
• Organisation or individual –
often a team
• ‘Designer’ includes anyone
who prepares/modifies
designs or
arranges/instructs others to
do so
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The PD - messages
• PDs role involves co-ordinating the work of the others in the
project team
• Embeds H&S into everything
• Expected that PD will usually be lead designer – but not
legally required
• No legal requirement for CDM adviser for PD or client
Its up to the client and project team to decide the configuration.
Its FLEXIBLE!!
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HSEGB’s reflections -
some early PD behaviours
• Reluctance to take on the PD role when appropriate
• Additional fees for unnecessary work in the integrated design process
• Perception CDM stifles creativity
• Limited understanding of risk management/control hierarchy
• Unnecessary use/creation of third party ‘industry’ – no statutory ‘CDM advisor’ role
HSEGB’s reflections
Other issues that have arisen
• Competence vs SK(T)E
• Meaning of ‘maintenance’
• Notification of projects
• Construction phase plans
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Skills Knowledge (Training) and Experience (SKE)
• Skills - The ability to do something well; expertise: a particular
ability
• Knowledge - Facts, information, and skills acquired through
experience or education; the theoretical or practical
understanding of a subject: The sum of what is known:
• Training - The action of teaching a person a particular skill or
type of behaviour
• Experience - Practical contact with and observation of facts or
events:
Information sourcesSix guides: One for each of
the five duty holders under
CDM and an additional one
for workers
Legal Series
(L153)
INDG 411 -
clients
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• 12 months
• Ends 1st August 2017
• ONLY for moving from
CDMC to PD
• ALL other changes
are now in place
HSENI Transition period leaflet
• HSENI simple guide