People delivering expertise Lagan Construction The Principal Contractor: How Have My Responsibilities Changed? By Neil McKenzie Contracts Manager Lagan

people delivering expertise

Lagan Construction

The Principal Contractor:

How Have My Responsibilities Changed?

By Neil McKenzie

Contracts Manager

Lagan Construction


We deliver high quality, innovative civil

engineering and building solutions for

roads airports water defence marine power and rail…

People delivering expertise

A Lagan company


Our expertise

Our experienced teams work closely with clients and supply chain partners throughout every project, ensuring we consistently deliver best value and quality of service across all of our key sectors.• Roads

• Marine

• Airports

• Power

• Water

• Rail

• Defence


Our resources

We operate in a number of global markets, delivering solutions to public and private clients through a network of local officesOur markets:• Northern Ireland• Republic of Ireland• UK mainland• Isle of Man• Caribbean

Our offices:• Belfast• Dunleer• Kendal• West Drayton, Healthrow• Ramsey, Isle of Man• Jamaica, Puerto Rico,

Barbados


Our projects

A1 Loughbrickland to Beechill Dualling£18m

DRD Roads Service


Our projects

Limerick Tunnel PFICapital value £250m

North Float Out Structure ~ €6M

South Cut & Cover Cofferdam ~ € 7M


Our projects

Project Lunar London Luton Airport £12m


Our projects

Bristol International Airport £7m


CDM 2007 and the contractor

Luckily for us the duties of the Principal Contractor have not changed in any

significant way.

This should be the case for all companies if they were complying with the principal

contractor requirement in the 1995 Regulations.


CDM 2007 principles

Co-operation between all parties.

Involvement of the whole workforce in the management of health and safety.


CDM 2007

The new regulations replace:

• The Construction Design & Management Regs. (NI) 1995.

• The Construction (Health, Safety & Welfare) Regs. (NI) 1996.

• They also amend the Workplace (Health, Safety & Welfare) Regs. (NI) 1992.


CDM 2007- the changes

So how does CDM 2007 really affect the Principal Contractor?


CDM 2007

1.0 Concept / design stage

2.0 Tender stage

3.0 Construction stage

4.0 Post construction stage


1.0 Concept / design stage

• Competency / experience

• Early contractor involvement

• Promotion of buildability

• Safer construction


Ideal location for safe working?


Location location…..


2.0 Tender stage

• Pre-construction information as opposed to “Pre-Tender Health & Safety Plan”.

• Adequate provision of welfare facilities.

• Time required for setting up welfare facilities.

• Good information flow.

• The success or failure of these projects is down to good communication at all stages of the contract.



Ready to commence construction?

• Ensure the client is aware of his duties

• CDM Co-ordinator appointment.

• NI10 notification.

• Welfare facilities available from day 1.

• Construction phase health and safety plan in place.


We also must touch on:• Management • Competency • Time • Information and training for the workforce• Access to site • Information to the duty holders • The health and safety plan



Welfare facilities

• toilets (male & female) with hot and cold running water.

• hand cleansers and a means of drying hands.

• smoke-free canteens with adequate seating (which have backs).

• a means of boiling water and heating food ( kettle and microwave : £60 in Tesco).

• and a drying room to dry wet clothing.

(full list available in the handouts)


Isolated sites


Isolated Sites


Welfare on sites

Before: After:


Construction phase health & safety plan

• Who does what?

• Who is responsible?

• Hazards and risks?

• How the work will be controlled?


Competency

The minimum of paperwork is required to validate credentials.

The Principle contractor must ensure that all contractors under his control

have adequate and appropriate competences

as well the resources to do the job in hand.


Vendor assessments

• Their Health and Safety policy. • Their Health and Safety plan. • Their arrangements for managing Health and Safety. These should

identify duties under CDM 2007 and any other relevant legislation (e.g. Work at Height). There should be a clear indication of how arrangements are communicated to other parties.

• The methods of determining training needs and meeting those needs.• Details of qualifications and relevant expertise for key people (Board

members, Key Project Staff, safety team members as examples) • Monitoring and Audit arrangements (including any external audit

bodies).• How the Workers are consulted and involved.• Arrangements for accident reporting and investigating accidents to

avoid repeat occurrences.• Arrangements for ensuring that providers in the supply chain (suppliers

and subcontractors) are able to carry out their duties safely and with regards to health and safety.

• How the company will identify significant Health and Safety risks and how they will be managed


Competancy

In reality there is still a lot of information required to give you

peace of mind.


Time…

Prepare & Plan


Training and information

• Inductions – Method statements– Risk assessments– Emergency procedures– Typical list (next slide)

available in the handout.


Induction

• Introduction - e.g. welcome, a description of what the project is about & who it is for, how important is safety and who’s who.

• General requirements and approaches of the principal contractor and the client.

• What are the Site Rules - e.g. Reporting of accidents, demonstrating training & competence, wearing safety equipment, receiving a briefing on your safe system of work, hand-over of documentation such as permits to work, rules on access and parking, use of radios and mobile phones.

• What are the Site Emergency Procedures e.g. Medical, Fire, other• Any particular hazards on site.

– Live gas mains, overhead cables, asbestos, clients’ activities. • What are the welfare arrangements -Toilet locations/mess

rooms/drying rooms• Where people can go for assistance/further information/help • Office, notice board, worker safety reps, complaint lines.• What’ll happen to those who don’t co-operate - Red/yellow cards,

3 strikes & out, company disciplinary procedure


Risk assessments & method statements

The workforce must be informed as to: how they are expected to perform their

duties and

the risks associated with it.

All Demolition Activities must be recorded in writing prior to work starting.


Emergency procedures

Contacts with the local emergency services,

ambulance, Fire Brigade, RNLI, etc…

What to do and who to call / inform is different on every

site


Consultation

• Inform the workforce

• Toolbox talks, weekly safety meetings, safety walkabouts

• Their performance is the real test to a healthy, safe, motivated and hopefully profitable site.


How accessible is your site?

• Prevent unauthorised persons from entering your site.

• Focus on “at-risk” groups,

such as children, when assessing site security.

• Engage local schools e.g. Safety Sam


Liaise with duty holders

Additional work or scope changes must be discussed with the Designers and the

CDM Co-ordinator to ensure they can perform their duties.


The health and safety file

The Principle Contractor must pass on all relevant information to the CDM Co-

ordinator when requested so as he can complete the

Health and Safety file.


In summary….

If as Principle Contractor you have been complying with the old CDM and

Construction Health Safety and Welfare Regulations you have very little to worry

about from CDM 2007.

If not I hope this talk will point you in the right direction!


Time to talk…

Your questions

Documents

People delivering expertise Lagan Construction The Principal Contractor: How Have My Responsibilities Changed? By Neil McKenzie Contracts Manager Lagan