Source: https://b-ok.org/book/3079879/6850bb
Timestamp: 2019-05-23 10:40:34
Document Index: 736197822

Matched Legal Cases: ['art 1', 'art 2', 'art 3', 'art 4', 'art 5', 'art 2', 'art 3', 'art 4', 'art 4', 'arts 2', 'art 4', 'art\n4']

Health and Safety Commission - Managing health and safety in construction | | download
Main Health and Safety Commission - Managing health and safety in construction
Таблица фразеологизмов немецкого и русского языков
ISBN 978 0 7176 6223 4
Information Policy Division, Her Majesty's Stationery Office,
The Office of Public Sector Information,
Fax 01603 723000 or by e-mail to hmsolicensing@opsi.x.gsi.gov.uk
This Code has been approved by the Health and Safety Commission, with the
consent of the Secretary of State. It gives practical advice on how to comply with
the law. If you follow the advice you will be doing enough to comply with the law
in respect of those specific matters on which the Code gives advice.You may use
alternative methods to those set out in the Code in order to comply with the law.
health and safety law, and it is proved that you did not follow the relevant
provisions of the Code, you will need to show that you have complied with the
law in some other way or a Court will find you at fault.
Application of the Regulations 2
Co-operation and co-ordination 4
Summary of the duties under the Regulations 5
Who are clients? 7
What clients must do for all projects 9
Completion and handover (all projects) 18
What clients don't have to do 18
The CDM co-ordinator (notifiable projects only)
Appointing the CDM co-ordinator 19
What CDM co-ordinators should do 19
Health and safety file 23
What CDM co-ordinators don't have to do 24
What designers should do for all projects 27
Making clients aware of their responsibilities 27
Preparing a design 28
Providing information 29
Additional duties where the project is notifiable 31
What designers don't have to do 32
The principal contractor (notifiable projects only)
What principal contractors must do 33
Co-operation and co-ordination 34
How many principal contractors can there be for each project? 35
Planning and managing health and safety in the construction phase 35
Controlling access onto sites 37
Site induction, training and information 38
What principal contractors don't have to do 39
What contractors must do on all projects 41
Planning and managing construction work 42
Site induction, information and training 42
Additional duties for notifiable projects 43
How to assess the competence of organisations 46
How to assess the competence of individuals 47
Worker engagement and communication
What you are required to do for all projects 55
Additional arrangements for notifiable projects 57
The health and safety file (notifiable projects only)
What you must do 61
The contents of the health and safety file 62
Pre-construction information 101
Construction phase plan 1 05
Competence 109
Guidance for assessing competence of a CDM co-ordinator for a
larger or more complex project, or one with high or unusual
Development of competence: Timeline for an unskilled
The principles of prevention 119
By virtue of Section 16(1) of the Health and Safety at Work etc. Act 1974, and
with the consent of the Secretary of State for Work and Pensions, the Health and
Safety Commission has on 13 February 2007 approved the Code of Practice
entitled Managing health and safety in construction. The Code of Practice gives
practical guidance with respect to the Construction (Design and Management)
Regulations 2007, and comes into effect on 6 April 2007.
The revised Code of Practice under the Construction (Design and Management)
Regulations 1994, which came into force on 4 September 2001, is hereby replaced
with effect from 6 April 2007.
A reference in this Code of Practice to another document does not imply approval
by the Health and Safety Commission of that document except to the extent
necessary to give effect to this Code of Practice.
Acting Secretary to the Health and Safety Commission
The Construction (Design and Management) Regulations 2007 (CDM2007)
come into force on 6 April 2007. They replace the Construction (Design and
Management) Regulations 1994 (CDM94) and the Construction (Health, Safety
and Welfare) Regulations 1996 (CHSW). This Approved Code of Practice (ACOP)
provides practical guidance on complying with the duties set out in the
Regulations. It replaces the ACOP to the Construction (Design and Management)
Regulations 1994 from 6 April 2007.
The key aim of CDM2007 is to integrate health and safety into the
management of the project and to encourage everyone involved to work together
identify hazards early on, so they can be eliminated or reduced at the design
or planning stage and the remaining risks can be properly managed;
These Regulations are intended to focus attention on planning and
management throughout construction projects, from design concept onwards. The
aim is for health and safety considerations to be treated as an essential, but
normal part of a project's development - not an afterthought or bolt-on extra.
The effort devoted to planning and managing health and safety should be in
proportion to the risks and complexity associated with the project. When deciding
what you need to do to comply with these Regulations, your focus should always
be on action necessary to reduce and manage risks. Any paperwork produced
should help with communication and risk management. Paperwork which adds
little to the management of risk is a waste of effort, and can be a dangerous
distraction from the real business of risk reduction and management.
Time and thought invested at the start of the project will pay dividends not
only in improved health and safety, but also in:
reductions in the overall cost of ownership, because the structure is designed
for safe and easy maintenance and cleaning work, and because key
information is available in the health and safety file;
reduced delays;
more reliable costings and completion dates;
improved communication and co-operation between key parties; and
improved quality of the finished product.
Typical operating and owning costs of a building* are in the ratio:
1 for construction costs ;
for maintenance and building operating costs ;
200 for business operating costs.
*Report of the Royal Academy of Engineering on The long term costs of owning
and using buildings (1998)
6 The Regulations are divided into five parts. Part 1 of the Regulations deals
with matters of interpretation and application. The Regulations apply to all
construction work in Great Britain and, by virtue of the Health and Safety at
Work etc Act 1974 (Application outside Great Britain) Order 2001, its territorial
sea, and apply to both employers and the self-employed without distinction.
Part 2 covers general management duties which apply to all construction
projects, including those which are non-notifiable.
Part 3 sets out additional management duties which apply to projects above
the notification threshold (projects lasting more than 30 days, or involving more
than 500 person days of construction work). These additional duties require
particular appointments or particular documents which will assist with the
management of health and safety from concept to completion.
Part 4 of the Regulations applies to all construction work carried out on
construction sites, and covers physical safeguards which need to be provided to
prevent danger. Duties to achieve these standards are held by contractors who
actually carry out the work, irrespective of whether they are employers or are selfemployed. Duties are also held by those who do not do construction work
themselves, but control the way in which the work is done. In each case, the
extent of the duty is in proportion to the degree of control which the individual or
organisation has over the work in question.
10 This does not mean everyone involved with design, planning or management
of the project legally must ensure that all of the specific requirements in this
section are complied with. They only have such duties if, in practice, they exercise
significant control over the actual working methods, safeguards and site
conditions. For example, contractors carrying out excavation work are normally
responsible for ensuring that the excavation is safe to work at, but if a client
specifies that it is dug and supported in a particular way, then the client will have
a duty to ensure their instructions comply with the requirements in regulation 31.
11 Contractors must not allow work to start or continue unless the necessary
safeguards are in place. For example, a brickwork contractor should not cause or
permit workers under his control to work on an incomplete scaffold, even if
providing the scaffold is another contractor's responsibility.
12 Part 5 of the Regulations covers issues of civil liability; transitional
provisions which will apply during the period when the Regulations come into
force, and amendments and revocations of other legislation.
13 Construction work is defined in the Regulations. The following are not
construction work as defined:
putting up and taking down marquees and similar tents designed to be
re-erected at various locations;
(b) general maintenance of fixed plant, except when this is done as part of other
construction work, or it involves substantial dismantling or alteration of
fixed plant which is large enough to be a structure in its own right, for
example structural alteration of a large silo; complex chemical plant; power
station generator or large boiler;
tree planting and general horticultural work;
positioning and removal of lightweight movable partitions, such as those
used to divide open-plan offices or to create exhibition stands and displays;
surveying - this includes taking levels, making measurements and examining
a structure for faults;
work to or on vessels such as ships and mobile offshore installations;
off-site manufacture of items for later use in construction work (for example
roof trusses, pre-cast concrete panels, bathroom pods and similar prefabricated elements and components);
fabrication of elements which will form parts of offshore installations;
the construction of fixed offshore oil and gas installations at the place where
14 Some construction projects include operations, such as those described in the
previous paragraph, which are not themselves construction work. Where this is
the case, the overlap between the construction and non-construction work should
be addressed in the management arrangements and the construction phase plan.
15 Except where the project is for a domestic client, HSE must be notified of
projects where construction work is expected to:
involve more than 500 person days, for example 50 people working for over
16 All days on which construction work takes place count towards the period of
construction work. Holidays and weekends do not count if no construction work
takes place on these days.
17 Where a small project that is not notifiable requires a short extension, or
short-term increase in the number of people, there is no need to notify HSE.
However, if the work or the scope changes significantly so that it becomes
notifiable, HSE should be informed.
18 The information that has to be sent to HSE is set out in Schedule 1 to
CDM2007. A form, FlO(rev), can be used and is available from HSE's local offices
(at www.hse.gov.uk/forms/notification/fl0hseoffices.htm) or can be completed
online (at www.hse.gov.uk/forms/notification/fl0.pdf). You do not have to use this
form, as long as you provide all of the specified information. Notification should
be sent to the HSE offices that covers the site where the construction work is to
take place (you can get addresses of HSE's local office from HSE's Infoline (see
'References' for details).
Regulations 2(3)
19 CDM co-ordinators should notify HSE as soon as possible after their
appointment. If the principal contractor is not appointed at that time then another,
updated, notification must be made after they have been appointed. Any missing
information must be notified once it becomes available, and the notifier should
make clear that it relates to an earlier notification. If a significant change occurs, it
is helpful to notify HSE, for example when a new principal contractor is
appointed or if the start date changes by a month or more.
20 Although there is no requirement for the formal appointment of a CDM coordinator or principal contractor and for a construction phase plan for nonnotifiable projects, regulations 5 and 6 do require co-operation and co-ordination
between all members of the project team. For low risk projects, a low-key
approach will be sufficient. In higher risk projects, for example those involving
demolition, a more rigorous approach to co-ordination, co-operation and planning
will be needed. Guidance given to CDM co-ordinators and principal contractors in
this document gives an indication as to what is needed, but any action taken
should be in proportion to the risk which the work creates. The architect, lead
designer or contractor who is carrying out the bulk of the design work should
normally co-ordinate the health and safety aspects of the design work; the builder
or main contractor, if there is one, should normally co-ordinate construction
21 It is vital that those doing the work understand the risks involved and what
to do about them. If the risks are low and the precautions well understood by
those carrying out the work, then there will be no need for a written plan. In other
simple cases a brief summary that clearly sets out who does what and in what
order will be enough. Where the risks are higher, for example where the work
nearby high voltage powerlines;
then something closer to the construction phase plan will be needed. When
carrying out demolition, regulation 29 requires those in control of the work to
produce a written plan showing how danger will be prevented.
22 When considering what precautions are necessary to control risks associated
with a project, everyone who has a duty under these Regulations must take
account of the general principles of prevention specified in Schedule 1 to the
Management of Health and Safety at Work Regulations 1999 ('the Management
Regulations'). These general principles are listed in Appendix 7. Further guidance
on the application of the general principles of prevention can be found in the
Approved Code of Practice for the Management of Health and Safety at Work
Regulations 1999.'
Clients (excluding domestic clients)
23 A summary of the duties and how they are applied is given in the following
table and chart.
(Part 2 of the Regulations)
Additional duties for notifiable
projects (Part 3 of the Regulations)
n Check competence and
resources of all
Ensure there are suitable
project including welfare
Allow sufficient time and
resources for all stages
Provide pre-construction
information to designers
Eliminate hazards and
reduce risks during
about remaining risks
Make sure that the construction
phase does not start unless
there are suitable:
- construction phase plan in
Provide information relating to
the health and safety file to the
Retain and provide access to
(* There must be a CDM coordinator and principal
contractor until the end of the
Advise and assist the client with
Co-ordinate health and safety
aspects of design work and cooperate with others involved
between client, designers and
regarding ongoing design
Identify, collect and pass on
Prepare/update health and
Check client is aware of duties
and CDM co-ordinator has been
Provide any information needed
for the health and safety file
Plan, manage and
monitor own work and
that of workers
Check competence of all
their appointees and
Comply with the specific
requirements in Part 4 of
facilities for their workers
construction phase in liaison
a written plan and site rules.
(Initial plan completed before
the construction phase begins)
Give contractors relevant parts
Make sure suitable welfare
facilities are provided from the
start and maintained throughout
Ensure all workers have site
inductions and any further
information and training needed
Liaise with CDM co-ordinator
and a CDM co-ordinator has
been appointed and HSE
notified before starting work
Co-operate with principal
contractor in planning and
managing work, including
reasonable directions and site
Provide details to the principal
contractor of any contractor
whom he engages in connection
with carrying out the work
Inform principal contractor of
reportable accidents, diseases
Check own competence
Co-operate with others and co-ordinate work so as to ensure the
health and safety of construction workers and others who may be
affected by the work
Comply with requirements in Schedule 3 and Part 4 of the
Regulations for any work under their control
Take account of and apply the general principles of prevention
when carrying out duties
24 The client has one of the biggest influences over the way a project is run.
They have substantial influence and contractual control and their decisions and
approach determine:
the time, money and other resources available for projects;
(b) who makes up the project team, their competence, when they are appointed
and who does what;
whether the team is encouraged to co-operate and work together effectively;
whether the team has the information that it needs about the site and any
the arrangements for managing and co-ordinating the work of the team.
25 Because of this, they are made accountable for the impact their approach has
on the health and safety of those working on or affected by the project. However,
the Regulations also recognise that many clients know little about construction
health and safety, so clients are not required or expected to plan or manage
projects themselves. Nor do they have to develop substantial expertise in
construction health and safety, unless this is central to their business. Clients must
ensure that various things are done, but are not normally expected to do them
26 In the case of notifiable projects, clients must appoint a competent CDM coordinator. Those clients without construction expertise should rely on the CDM
co-ordinator's advice on how best to meet their duties, but the CDM co-ordinator
will need the client's support and input to be able to carry out their work
effectively. The client remains responsible for ensuring that client duties are met.
27 Clients can also, intentionally or unwittingly, take on additional
responsibilities. If they specify materials or methods of working they may well
become designers in relation to those specific matters. They will also legally be
contractors if they directly manage or carry out construction work.
28 A client is an organisation or individual for whom a construction project is
carried out. Clients only have duties when the project is associated with a business
or other undertaking (whether for profit or not). This can include for example,
local authorities, school governors, insurance companies and project originators
on Private Finance Initiative (PFI) projects. Domestic clients are a special case and
do not have duties under CDM2007.
29 Domestic clients are people who have work done on their own home or the
home of a family member, that does not relate to a trade or business, whether for
profit or not. It is the type of client that matters, not the type of property. Local
authorities, housing associations, charities, landlords and other businesses may
own domestic property, but they are not domestic clients. If the work is in
connection with the furtherance of a business attached to domestic premises, such
as a shop, the client is not a domestic client.
30 Sometimes groups who would otherwise be domestic clients form companies
to administer construction work. A common example of this is a company formed
by leaseholders of flats to undertake maintenance of the common parts of a
structure. In such a case, the company is not a domestic client, and will have
duties under the Regulations.
31 Domestic clients have no client duties under CDM2007, which means that
there is no legal requirement for appointment of a CDM co-ordinator or principal
contractor when such projects reach the notification threshold. Similarly, there is
no need to notify HSE where projects for domestic clients reach the notification
threshold. However, designers and contractors still have their normal duties as set
out in Parts 2 and 4 of the Regulations, and domestic clients will have duties
under Part 4 of the Regulations if they control the way in which construction
work is carried out (see paragraph 9).
32 Designers and contractors working for domestic clients have to manage their
own work and co-operate with and co-ordinate their work with others involved
with the project so as to safeguard the health and safety of all involved in the
project. The requirements in Schedules 2 and regulations 25-44 and other health
and safety law still apply.
33 An insurance company arranging for construction work to be carried out
under the terms of an insurance policy is the client for the purposes of CDM2007.
However, where the insured arranges the work and the insurance company
reimburses them, the insured is the client. If the latter is a domestic client they
attract no duties under CDM2007.
34 If the insurer specifies designers or contractors for certain aspects of the
work, then the insurer is responsible for establishing that they are competent.
35 It is common, with insurance-related work, for agents to be appointed to act
on behalf of either the insured or insurer. These agents resolve claims and may coordinate the remedial works. Such agents may legally be clients with all the
relevant duties.
36 Where remedial work is carried out under a home warranty scheme, such as
those provided by the National House Building Council (NHBC), it is the provider
of the warranty, for example NHBC, who is the client for the purposes of
CDM2007.
37 In some instances, domestic clients may buy a house or flat before the whole
project is complete, for example where house builders develop a site with a view
to selling a number of homes. In such cases the purchaser may have an interest in
the property, but it is still the developer who arranges for the construction work to
be done and they are legally the client.
38 Builder-developers are often both client and principal contractor, although
they may appoint another contractor as principal contractor. They may also be a
designer or CDM co-ordinator. They must comply with CDM2007 in all their
39 Project originators are legally the client at the start of the project, and should
ensure that a CDM co-ordinator is appointed and HSE notified during the early
design and specification phase. The project originator cannot wait until someone
else, for example the Special Purpose Vehicle (SPV), takes over the client role.
40 The role and responsibilities of the client can transfer from one party to
another as the project proceeds. This is normally the case when the SPV is
appointed to carry out detailed specification and delivery of the project. Any such
transfer should:
If the project originator does not wish to remain a client in respect of the
Regulations after the SPV has been appointed, they should make use of the
election facility in regulation 8. Without such an election, the project originator
may retain some client responsibilities.
41 In some circumstances it may not be immediately obvious who is legally the
client and there can sometimes be more than one client involved in a project. To
avoid confusion, this needs to be resolved by those involved at the earliest stage
possible. Take into account who:
Regulations 4-10
commissions the design and construction work (the employer in contract
42 If there is still doubt, then all of the possible clients can appoint one of them
as the only client for the purposes of CDM2007 (see regulation 8). Someone will
always be the client. It is in the interests of all possible contenders to identify who
it is. If not they run the risk that all will be considered to carry the client's duties
designers, contractors and other team members that they propose to engage
are competent (or work under the supervision of a competent person), are
adequately resourced and appointed early enough for the work they have to
do. Guidance on assessing competence is given in paragraphs 193-240;
they allow sufficient time for each stage of the project, from concept
they co-operate with others concerned in the project as is necessary to allow
other dutyholders to comply with their duties under the Regulations;
they co-ordinate their own work with others involved with the project in
order to ensure the safety of those carrying out the construction work, and
others who may be affected by it;
there are reasonable management arrangements in place throughout the
project to ensure that the construction work can be carried out, so far as is
reasonably practicable, safely and without risk to health. (This does not
mean managing the work themselves, as few clients have the expertise and
resources needed and it can cause confusion);
contractors have made arrangements for suitable welfare facilities to be
provided from the start and throughout the construction phase;
any fixed workplaces (for example offices, shops, factories, schools) which
are to be constructed will comply, in respect of their design and the materials
used, with any requirements of the Workplace (Health, Safety and Welfare)
Regulations 1992;3
relevant information likely to be needed by designers, contractors or others
to plan and manage their work is passed to them in order to comply with
Co-operation, co-ordination, timeliness and resources (see also
paragraphs 20 and 21)
44 Co-operation between parties and co-ordination of the work are key to the
successful management of construction health and safety. Co-operation and
co-ordination can only be meaningful if the relevant members of the project team
have been appointed early enough to allow them to contribute to risk reduction.
This is particularly important during the design stage when both clients and
contractors should contribute to discussions on buildability, usability and
maintainability of the finished structure. Clients should seek to appoint those who
can assist with design considerations at the earliest opportunity so that they can
make a full contribution to risk reduction during the planning stages.
Regulations 5, 6
45 Unrealistic deadlines and a failure to allocate sufficient funds are two of the
largest contributors to poor control of risk on site. When engaging designers and
contractors, and for notifiable projects appointing CDM co-ordinators and
principal contractors, clients have to consider the resources (for example staff,
equipment and, particularly, time) needed to plan and do the work properly. Any
contractors who are being considered for appointment should be informed of the
minimum time period allowed to them for planning and preparation before
construction work begins on site. Contractors should be given sufficient time after
their appointment to allow them to plan the work and mobilise the necessary
equipment (for example welfare facilities) and staff to allow the work to proceed
safely and without risk to health. This is particularly important where the project
involves demolition work - contractors must be given sufficient time for the
planning and safe execution of any demolition activities.
46 Clients should consult with appointees (including the principal contractor) to
find out how much time they will need for planning and preparation before work
is expected to start in order that both parties can agree a suitable time period.
Similarly, CDM co-ordinators will need sufficient time after their appointment to
carry out their duties under the Regulations. Clients must then inform their
appointees how much time the client has allowed for planning and preparation
47 Clients must only employ designers who are competent to carry out their
CDM duties. Further help with assessing competence of designers is given in
paragraphs 193-240.
Regulations 4, 5
48 Clients often employ more than one designer, for example architects, civil,
structural and services engineers. In such cases they all need to know who does
what, and the timing of the appointments needs to enable the design work to be
co-ordinated from an early stage. Nominating one designer as the 'lead designer' is
often the best way to ensure co-ordination and co-operation during work which
involves a number of designers. For notifiable sites, this 'lead designer' may be
appointed as a CDM co-ordinator under regulation 14, but the CDM
co-ordinator's duties are wider than just design co-ordination and suitable
arrangements must be made to carry out all of the CDM co-ordinator's tasks.
49 Most clients, particularly those who only occasionally commission
construction work, will not be experts in the construction process and for this
reason they are not required to take an active role in managing the work. Clients
are required to take reasonable steps to ensure that suitable management
arrangements are in place throughout the life of the project so that the work can
be carried out safely and without risk to health. The arrangements put in place
should focus on the needs of the particular job and should be proportionate to the
risks arising from the work.
The client will need to ensure that arrangements are in place to ensure that:
there is clarity as to the roles, functions and responsibilities of members of
those with duties under the Regulations have sufficient time and resource to
comply with their duties;
there is good communication, co-ordination and co-operation between
members of the project team (for example between designers and
designers are able to confirm that their designs (and any design changes) have
taken account of the requirements of regulation 11 (Designers' duties), and
that the different design elements will work together in a way which does not
create risks to the health and safety of those constructing, using or
maintaining the structure;
that the contractor is provided with the pre-construction information (see
paragraphs 55-60);
contractors are able to confirm that health and safety standards on site will
be controlled and monitored, and welfare facilities will be provided by the
contractor from the start of the construction phase through to handover and
51 Most of these arrangements will be made by others in the project team, such
as designers and contractors. Before they start work, a good way of checking is to
ask the relevant members of the team to explain their arrangements, or to ask for
examples of how they will manage these issues during the life of the project. When
discussing roles and responsibilities, on simple projects all that may be needed is a
simple list of who does what. The main duties of project team members are listed
in the table in the introduction to this Approved Code of Practice.
52 Having made these initial checks before work begins, clients should, as
necessary, review to ensure that the arrangements which have been made are
maintained. For non-notifiable projects, only simple checks will be needed, for
checking that there is adequate protection for the client's workers and/or
checking to make sure that adequate welfare facilities have been provided by
checking that there is good co-operation and communication between
designers and contractors;
asking for confirmation from the contractor that the arrangements that they
agreed to make have been implemented.
53 Most clients on non-notifiable projects should be able to carry out these
checks for themselves. If you need help, this should be available from the
competent person you have appointed under regulation 7 of the Management of
Health and Safety at Work Regulations 1999. Alternatively, you could seek advice
from someone who has acted as a CDM co-ordinator for a notifiable project, but
you are not required to appoint a CDM co-ordinator unless the project is
54 When deciding whether management arrangements are suitable and
maintained throughout the project, clients will need to make a judgement, taking
account of the nature of the project and the risks that the work will entail. If this
judgement is reasonable, and clearly based on the evidence requested and
provided, clients will not be criticised if the arrangements subsequently prove to be
inadequate, or if the company who has made the arrangements fails to implement
them properly without the client's knowledge.
ACOPACOP
Regulation 1010
A client was aware that there were electrical and gas services passing under
the site. He arranged for plans for these to be provided by the relevant utility
suppliers, and confirmed the exact location of the services by carrying out onsite tests. This information was then provided to contractors who were asked
to tender for the work so that they could take account of the presence of the
services when bidding for the work.
55 Clients must provide designers and contractors who may be bidding for the
work (or who they intend to engage), with the project-specific health and safety
information needed to identify hazards and risks associated with the design and
construction work. (The pre-construction information).
56 The information should be provided as part of the early procurement process
or tendering, and responses to the issues identified can be a real help when judging
competence of those tendering for the work. It therefore needs to be identified,
assembled and sent out in good time, so that those who need it when preparing to
bid or when preparing for the work can decide what resources (including time)
will be needed to enable design, planning and construction work to be organised
and carried out properly. Where design work continues during the construction
phase, the pre-construction information will need to be provided to designers
before work starts on each new element of the design. Similarly, where contractors
are appointed during the construction phase, each contractor (or those who are
bidding for the work) must be provided with the pre-construction information in
time for them to take this into account when preparing their bid, or preparing for
57 Clients who already have a health and safety file from earlier work, or who
have previously carried out surveys or assessments, including assessments and
plans under the Control of Asbestos at Work Regulations 2002 or the Control of
Asbestos Regulations 2006,2 may already have all, or much of the information
needed. However, where there are gaps in this information, the client should
ensure that these are filled by commissioning surveys or by making other
reasonable enquiries. It is not acceptable for clients to make general reference to
hazards which might exist - for example that '.... there may be asbestos present in
the building'. Clients should carry out the necessary surveys in advance and
provide the necessary information to those who need it.
for the right people at
58 The pre-construction information provided should be sufficient to ensure that
significant risks during the work can be anticipated and planned for. It should
concentrate on those issues that designers and contractors could not reasonably be
expected to anticipate or identify, and not on obvious hazards such as the
likelihood that the project would involve work at height. Appendix 2 lists topics
that should be considered when drawing up the pre-construction information.
A row of single storey brick-built garages was to be demolished. The site was
to be completely fenced off. The pre-construction information stated that there
were no hazardous substances or services to the garages. It provided details
of the access route to the garages and stated that in recent months children
had been playing in the area.
The principal contractor and demolition contractor agreed that no other
59 The information needs to be in a form that is convenient, ie clear, concise
and easily understood, but it can be included in other documents, for example the
specification, providing the relevant health and safety issues are fully covered.
Brief notes on 'as built' drawings are particularly useful, but should be checked in
case significant alterations have been carried out. In the case of notifiable projects,
CDM co-ordinators will normally advise the client as to what is needed and
arrange for relevant information to be given to designers and contractors.
Guidance for CDM co-ordinators is given in paragraphs 84-108.
60 Clients are also required to tell contractors who they engage to carry out
construction work (including, where relevant, principal contractors) the minimum
notice that they will be given before they are expected to start construction work.
This is to ensure that contractors have sufficient time to plan and prepare - for
example mobilise their workforce and equipment, and make arrangements for
welfare facilities to be provided (see Example 5).
and 9(1 )(b)
61 Clients do not have to provide welfare facilities for construction workers, but
if there are particular constraints which make it difficult for facilities to be
provided, the client should co-operate with contractors and assist them with their
Regulations 14, 15,
For notifiable projects, in addition to the duties set out above, clients must:
appoint a CDM co-ordinator to advise and assist with their duties and to coordinate the arrangements for health and safety during the planning phase;
appoint a principal contractor to plan and manage the construction work preferably early enough for them to work with the designer on issues relating
to buildability, usability and maintainability;
ensure that the construction phase does not start until the principal
contractor has prepared a suitable construction phase plan and made
arrangements for suitable welfare facilities to be present from the start of the
make sure the health and safety file is prepared, reviewed, or updated ready
for handover at the end of the construction work. This must then be kept
available for any future construction work or to pass on to a new owner.
63 Getting the right people for these roles and making early appointments is
particularly important for clients with little construction or health and safety
expertise, as they will need to rely on the advice given by the CDM co-ordinator
on matters relating to the competence of those who they intend to appoint, and
the adequacy of the management arrangements made by appointees. For notifiable
projects, if a client does not make these appointments they become legally liable
for the work that the CDM co-ordinator and principal contractor should do, as
well as for not making the appointments.
A designer specified tilt and turn windows to reduce risks during window
cleaning. The client overruled this on the grounds of cost. The designer
pointed out that the client was taking over his duties under regulation 11, and
needed to address how the risk to window-cleaners could be minimised and
how the duties under the Workplace (Health, Safety and Welfare) Regulations
1992 could be complied with.
64 For notifiable projects, the client must appoint a competent, adequately
resourced CDM co-ordinator as soon as practicable after initial design work or
other preparations for construction work have begun. Guidance on the assessment
of competence of a CDM co-ordinator can be found in paragraphs 193-240.
On a large contract for a bank, worth several million pounds, the CDM
co-ordinator was appointed late and given less than 48 hours to prepare the
This meant that there was insufficient time to properly consider the plan. Work
was delayed because the contractor had no information about the
(underground services to be found on site. In addition the co-ordinator was not
able to ensure that health and safety aspects of the design had been properly
65 The CDM co-ordinator provides clients with a key project advisor in respect
of construction health and safety risk management matters. Their main purpose is
to help clients to carry out their duties; to co-ordinate health and safety aspects of
the design work and to prepare the health and safety file.
66 Early appointment is crucial for effective planning and establishing
management arrangements from the start. The Regulations require the
appointment to take place as soon as is practicable after initial design work or
other preparation for construction work has begun. This allows the client to
appraise their project needs and objectives, including the business case and any
possible constraints on development to enable them to decide whether or not to
proceed with the project before appointing the CDM co-ordinator. The CDM coordinator needs to be in a position to be able to co-ordinate design work and
advise on the suitability and compatibility of designs, and therefore they should be
appointed before significant detailed design work begins. Significant detailed
design work includes preparation of the initial concept design and implementation
of any strategic brief. As a scheme moves into the detailed design stage, it becomes
more difficult to make fundamental changes that eliminate hazards and reduce
risks associated with early design decisions.
61 Proper consideration of the health and safety implications of the design for
those who build and maintain the structure will make a significant contribution to
reducing its whole life cost, and will make delivery to time, cost and quality more
68 The CDM co-ordinator can be an individual or a company. CDM coordinators can be appointed independently of any other role on the project team,
or they may combine this work with another role, for example, project manager,
designer or principal contractor. Where the role is combined, it is crucial that the
CDM co-ordinator has sufficient independence to carry out their tasks effectively.
The tasks can be shared out, but when this happens it is important to make sure
that all of the duties are discharged. On simple projects, one person should be able
to provide all of the support that clients need, but a team approach will be more
common for larger or more complicated projects because of the workload and
69 For notifiable projects, clients must appoint one competent, adequately
resourced principal contractor to plan, manage and monitor the construction
work. Guidance on assessing the competence of principal contractors is given in
70 The principal contractor can be an organisation or an individual, and is
usually the main or managing contractor. A principal contractor's key duty is to
co-ordinate and manage the construction phase to ensure the health and safety of
everybody carrying out construction work, or who is affected by the work.
A client recognised that welfare facilities were required from the beginning of
the construction phase. This meant services had to be installed early.
To ensure that services would be available from the start of the construction
phase, arrangements were made with utility companies for enabling works to
be done before the contractor arrived on site.
This reduced the lead-time required before construction could begin.
71 The principal contractor must be appointed as soon as the client knows
enough about the project to select a suitable contractor. Early appointment allows
the principal contractor and other specialists, for example maintenance
contractors and facilities management experts to make a substantial contribution
to ensuring the buildability and maintainability of the structure under
construction. This helps to eliminate and reduce risks to health and safety, and to
avoid interruptions, delays and other problems, which can add significantly to the
costs of a project.
72 Early appointment is essential for the principal contractor to have sufficient
time to develop an adequate construction phase plan and to arrange for
appropriate resources, including welfare facilities, to be available when work
commences on site. (Ensuring that welfare facilities are provided when work starts
on site is a specific duty of the principal contractor, but the client also has a duty
to make sure that the principal contractor has done so.) Principal contractors
should be told as part of the pre-construction information the minimum amount
of time which they will be given for planning and preparation before the
construction work is expected to start on site (regulation 10(2)(c)).
73 There can only be one principal contractor at any one time. To ensure
continuity, clients should normally keep the same principal contractor for the
whole project from site clearance and preparation to final completion. However,
there may be exceptions, for example where:
preliminary works, for example involving demolition or site preparation
work, where there is a substantial delay between site clearance and the start
of new construction work;
separate projects for different clients, for example for a building shell and
subsequent fitting-out work.
be clear to, and agreed by all those involved, particularly in relation to the
timing of the change;
provide the practical authority to enable the principal contractor to discharge
75 For notifiable projects, clients must appoint a competent CDM co-ordinator
who will assist them with the assessment of the adequacy of the management
arrangements made by others in the project team. Having appointed a competent
CDM co-ordinator, the client is entitled to rely on their advice when making these
judgements. Guidance for CDM co-ordinators is covered in paragraphs 84-108.
76 For notifiable projects, before construction work begins clients must check to
ensure that suitable welfare facilities have been provided, and that the
construction phase plan has been prepared by the principal contractor. With the
help of the CDM co-ordinator, clients must ensure that the plan is project-specific
and suitable. Guidance on the content of the construction phase plan is given in
77 Once the construction phase has begun, neither clients nor CDM
co-ordinators have a duty to check that the plan is updated; this is the
responsibility of the principal contractor.
78 For notifiable projects, the health and safety file ('the file') is a source of
information that will help to reduce the risks and costs involved in future
construction work, including cleaning, maintenance, alterations, refurbishment
and demolition. Clients therefore need to ensure that the file is prepared and kept
available for inspection in the event of such work. It is a key part of the
information, which the client, or the client's successor, must pass on to anyone
preparing or carrying out work to which CDM2007 applies.
79 As soon as a CDM co-ordinator is appointed, clients should discuss and
agree a suitable, user-friendly format for the file and what type of information it
should contain. At the end of the construction phase, normally at practical
completion, the file must be finalised and given to the client by the CDM
co-ordinator. In some cases, for example where there is partial occupation or
phased handover of a project it may be needed earlier to inform other work. For
this to happen, CDM co-ordinators need to make appropriate arrangements at the
beginning of the project to collect and compile the information that is likely to be
needed for the file as work progresses. There is further information about the file
and its contents in paragraphs 256-268.
80 One of the most important stages in a project is when it nears completion
and is handed over to the client. It is rare for all construction work to be
completed before handover. Sometimes clients, in their eagerness to have things up
and running, assume control when a great deal of construction work remains.
81 Risks to employees and others not engaged in construction work can increase
substantially as they visit the site or spend more time there. The risks to the
construction workers can also increase, due to the presence and work of others
not directly engaged or experienced in construction work.
82 To minimise such risks, the management of this phase needs to be considered
well in advance to address:
the nature, scope and duration of any finishing-off work;
how this work will be managed and by whom;
how the site will be split up, and access controlled, to safeguard construction
workers as well as clients' employees and/or members of the public.
For simple projects these arrangements can be discussed and agreed between the
various parties. In more complex situations, the arrangements should be recorded
as part of the construction phase plan.
plan or manage construction projects themselves; or
specify how work must be done, for example requiring a structure to be
demolished by hand. Indeed they should not do so unless they have the
expertise to assess the various options and risks involved. (They should, of
course, point out particular risks that would inform this decision.)
provide welfare facilities for those carrying out construction work (though
they should co-operate with the contractor to assist with his arrangements);
check designs to make sure that regulation 11 has been complied with;
visit the site (to supervise or check construction work standards);
employ third party assurance advisors to monitor health and safety standards
on site (though there may be benefits to the client in doing so);
subscribe to third party competence assessment schemes (though there may
be benefits from doing so).
84 The role of CDM co-ordinator is to provide the client with a key project
advisor in respect of construction health and safety risk management matters.
They should assist and advise the client on appointment of competent contractors
and the adequacy of management arrangements; ensure proper co-ordination of
the health and safety aspects of the design process; facilitate good communication
and co-operation between project team members and prepare the health and safety
85 Through early involvement with clients and designers, a CDM co-ordinator
can make a significant contribution to reducing risks to workers during
construction, and to contractors and end users who work on or in the structure
86 Early appointment of the CDM co-ordinator is crucial for effective planning
and establishing management arrangements from the start. The Regulations
require the appointment to take place as soon as is practicable after initial design
work or other preparation for construction work has begun. This allows the client
to appraise their project needs and objectives, including the business case and any
proceed with the project before appointing the CDM co-ordinator. The CDM coordinator needs to be in a position to be able to co-ordinate the health and safety
aspects of the design work and advise on the suitability and compatibility of
designs, and therefore they should be appointed before significant detailed design
work begins. Significant detailed design work includes preparation of the initial
concept design and implementation of any strategic brief. As a scheme moves into
the detailed design stage, it becomes more difficult to make fundamental changes
that eliminate hazards and reduce risks associated with early design decisions.
87 Proper consideration of the health and safety implications of the design for
88 The CDM co-ordinator can be an individual or a company. They can be
appointed independently of any other role on the project team, or they may
combine this work with another role, for example, project manager, designer or
principal contractor. Where the role is combined, it is crucial that the CDM
co-ordinator has sufficient independence to carry out their tasks effectively. The
tasks can be shared out, but when this happens it is important to make sure that
all of the duties are discharged. On simple projects one person should be able to
provide all of the support that clients need, but a team approach will be more
89 Paragraphs 193-240 contain advice on selecting a competent CDM coordinator.
give suitable and sufficient advice and assistance to clients in order to help
them to comply with their duties, in particular:
(ii) the duty to ensure that adequate arrangements are in place for
notify HSE about the project (see paragraphs 15-19);
where relevant to health and safety;
identify and collect the pre-construction information and advise the client if
surveys need to be commissioned to fill significant gaps;
promptly provide in a convenient form to those involved with the design of
the structure; and to every contractor (including the principal contractor)
who may be or has been appointed by the client, such parts of the preconstruction information which are relevant to each;
manage the flow of health and safety information between clients, designers
advise the client on the suitability of the initial construction phase plan and
the arrangements made to ensure that welfare facilities are on site from the
produce or update a relevant, user friendly, health and safety file suitable for
future use at the end of the construction phase.
Advising the client on competency of designers and contractors
The CDM co-ordinator noted that a design required the heads of in situ cast
pile caps to be broken down by hand, causing the team considerable
exposure to noise and hand-arm vibration.
He suggested that by slightly redesigning the reinforcing steelwork and fitting
it with protective sleeving before the pour, it would be possible to use either a
machine-mounted concrete crusher or a hydraulic burster instead of handheld breakers.
This suggestion was agreed with the designer and adopted, resulting in
considerable time savings as well as reducing the health risk.
91 Clients are responsible for appointing competent and adequately resourced
designers and contractors (including principal contractors). A competent CDM
co-ordinator will have the knowledge and expertise to assist clients with these
assessments. Further advice on assessing the competence of dutyholders can be
found in paragraphs 193-240.
Regulations 10, 15
92 Co-operation and co-ordination can only be achieved if there is good
communication between all parties involved in a particular aspect of a project.
During planning stages the CDM co-ordinator needs to make sure that there are
appropriate systems in place to encourage communication and the sharing of
relevant information, and CDM co-ordinators should manage the flow of
information between the team members. They may need to convene special
meetings if they are not satisfied there is sufficient co-operation between designers
or with other team members, or if adequate regard is not being given to health
and safety. It is, however, better for these issues to be addressed in routine project
93 Clients must provide designers and contractors who may be bidding for the
construction work. (The pre-construction information). For notifiable projects,
clients are required to provide this information to the CDM co-ordinator. The
CDM co-ordinator should check the information to ensure that it is complete,
advise the client if there are any significant gaps or defects, and ensure these are
filled by commissioning surveys or by making other reasonable enquiries. The
CDM co-ordinator should then provide designers or contractors who may be
bidding for, or preparing to carry out construction work on site, with such parts
of the pre-construction information that are relevant to each.
94 Guidance on the content of the pre-construction information and when it
should be provided is given in paragraphs 55-60 and Appendix 2.
Advising the client on adequacy of management arrangements
95 Clients must make sure that there are suitable (project-specific) arrangements
for managing each project so that the work can be carried out safely and without
risk to health. Most clients, particularly those who only occasionally commission
construction work, will not be experts in the construction process. The
Regulations do not require clients to take an active role in managing the work, but
they do require clients to take reasonable steps to ensure that suitable management
arrangements are in place throughout the life of the project.
96 The CDM co-ordinator should assist with the development of these
arrangements, and should advise clients on whether or not the arrangements are
adequate. They should assist the client with decisions about how much time a
contractor will need to prepare before construction work begins. When advising
and assisting the client, the following issues should be considered.
Is the client aware of their duties and do they understand what is expected of
Has the client prepared relevant information about the site in order to meet
their duties under regulation 10?
Have the necessary appointments been made, and has the project been
Is there an established project team who meet regularly to discuss and
co-ordinate activities in relation to the project?
Are project team members clear about their roles and responsibilities?
Are there arrangements in place for co-ordinating design work and reviewing
the design to ensure that the requirements in regulation 11 are being
Are there arrangements in place for dealing with late changes to the design,
and for co-operating with contractors, so that problems are shared?
Has the principal contractor been given enough time to plan and prepare for
the work, and mobilise for the start of the construction phase?
Has the principal contractor made arrangements for providing welfare
facilities on site from the outset, and have they prepared a construction phase
plan that addresses the main risks during the early stages of construction?
Are there suitable arrangements for developing the plan to cover risks that
arise as the work progresses?
Has the format for the health and safety file been agreed, and are
arrangements in place for collecting the information which it will contain?
Has the principal contractor put in place suitable arrangements for
consulting with workers on site; for carrying out site induction and for
ensuring that workers are adequately trained and supervised?
97 Not all of these questions will need answers at the start of the project, and
the arrangements will need to evolve as the project develops. The key thing is to
plan ahead so that arrangements are in place before the risks that need managing
materialise on site.
Co-ordinating design work: Design reviews
98 The CDM co-ordinator's legal responsibility in respect of design work only
extends to health and safety aspects of the design - checking that the requirements
of regulation 11 have been addressed and that the different design elements work
together without causing danger. This is best achieved through design reviews
during which health and safety issues are addressed alongside practicality and cost
in a wider review of the design's buildability, maintainability and usability.
99 When considering buildability, meetings should where possible include the
contractors) so that difficulties associated with construction can be discussed and
solutions agreed before the work begins. When discussing usability and
maintainability, involving the client or those who will be responsible for operating
the building or structure will mean that proper consideration can be given to the
health and safety of those who will maintain and use the structure once it has
been completed. Doing this during the design stage will result in significant cost
savings for the client, as rectifying mistakes after the structure has been built is
100 As part of design reviews, CDM co-ordinators need to ensure that the
designers have identified a safe method for construction for unusual or complex
designs, and that the designs include the information needed by other designers
and contractors to allow them to work safely and without risk to health. This
information needs to be clear and concise.
101 The timing of the reviews also needs careful consideration. Design needs to
be far enough on for people to have a clear view of what is in mind, but not so far
on that it is too late to modify the proposals, if necessary. Design is an iterative
process so it may need review at several different stages. The effort devoted to
design review should be in proportion to the risks and complexity.
102 CDM co-ordinators who identify important health and safety issues that
have not been addressed in the design must draw them to the attention of the
103 Design often continues throughout a project and CDM co-ordinators have a
continuing role during the construction phase - ensuring that designers, including
those engaged by a contractor and contractors who carry out design work
themselves, co-operate with each other, and designs meet the requirements of the
Regulations. Where design changes and decisions during the construction phase
have significant health and safety implications, CDM co-ordinators should liaise
with the principal contractor about any implications for the construction phase
104 The design of temporary works, such as falsework, formwork and
scaffolding, falls within the scope of CDM2007. CDM co-ordinators have to take
reasonable steps to ensure co-operation between permanent and temporary works
designers, in particular to ensure that arrangements are in place to ensure that
designs are compatible and that the permanent works can support any loadings
from temporary works.
The CDM co-ordinator together with the principal contractor ensured that the
mechanical and electrical contractor for a multi-storey office block discussed
the location of the services with the pre-cast floor contractor. This allowed the
services drawings to be completed in time for service voids to be pre-formed
in the pre-cast floors during the manufacturing stage.
Operatives avoided significant exposure to noise and vibration from extensive
diamond drilling on site. It was also significantly quicker and cheaper.
105 CDM co-ordinators need to pay particular attention to late designs or late
changes to designs. Examples would be revisions on architects' instructions, when
clients require changes or when unforeseen problems are encountered on site. The
CDM co-ordinator should make sure that there are arrangements in place to
ensure that such changes do not result in significantly increased risks on site.
106 CDM co-ordinators must prepare a suitable health and safety file, or update
it - if one already exists. It is important that they discuss this with the client
before work starts on site so that the format can be agreed, along with who
should provide what information, when. This requires the co-operation of several
dutyholders, so CDM co-ordinators need to make sure that designers and
contractors know, early on, what they will have to provide.
107 Clients may need to provide incentives or include requirements in contracts
to ensure that the information is given to the CDM co-ordinator immediately after
relevant design or construction work is completed. At the end of a project the
CDM coordinator should give the completed file to the client for safekeeping
(paragraphs 256-268 provide more information on the health and safety file.)
108 CDM co-ordinators don't have to:
approve the appointment of designers, principal contractors or contractors,
although they normally advise clients about competence and resources;
approve or check designs, although they have to be satisfied that the design
process addresses the need to eliminate hazards and control risks;
approve the principal contractor's construction phase plan, although they
have to be able to advise clients on its adequacy at the start of construction;
supervise the principal contractor's implementation of the construction phase
plan - this is the responsibility of the principal contractor; or
supervise or monitor construction work - this is the responsibility of the
109 Designers are in a unique position to reduce the risks that arise during
construction work, and have a key role to play in CDM2007. Designs develop
from initial concepts through to a detailed specification, often involving different
teams and people at various stages. At each stage, designers from all disciplines
can make a significant contribution by identifying and eliminating hazards, and
reducing likely risks from hazards where elimination is not possible.
110 Designers' earliest decisions fundamentally affect the health and safety of
construction work. These decisions influence later design choices, and considerable
work may be required if it is necessary to unravel earlier decisions. It is therefore
vital to address health and safety from the very start.
On a major office development with a large central atrium, the electrical
contractor highlighted an innovative product for the roof glazing that was
unknown to the other team members, including the designers. This was a
double glazed unit incorporating internal prismatic reflectors.
It removed the problem of glare and the need for high-level roller blinds. It was
virtually maintenance free, and led to significant savings over the life the
building, and significantly reduced the need to work at height.
111 Designers' responsibilities extend beyond the construction phase of a project.
They also need to consider the health and safety of those who will maintain,
repair, clean, refurbish and eventually remove or demolish all or part of a
structure as well as the health and safety of users of workplaces. For most
designers, buildability considerations and ensuring that the structure can be easily
maintained and repaired will be part of their normal work, and thinking about the
health and safety of those who do this work should not be an onerous duty.
Failure to address these issues adequately at the design stage will usually increase
running costs, because clients will then be faced with more costly solutions when
repairs and maintenance become necessary.
112 Where significant risks remain when they have done what they can, designers
should provide information with the design to ensure that the CDM co-ordinator,
other designers and contractors are aware of these risks and can take account of
them (see paragraphs 131-134).
113 Designers also have duties under other legislation, including those parts of
the Management of Health and Safety at Work Regulations 1999 which require
risk assessment. Compliance with regulation 11 of CDM2007 (as set out in
paragraphs 109-145) will usually be sufficient for designers to achieve compliance
with regulations 3(1), (2) and (6) of the Management Regulations as they relate to
114 Advice on the selection of competent designers is given in paragraphs
115 Designers are those who have a trade or a business which involves them in:
preparing designs for construction work, including variations. This includes
preparing drawings, design details, specifications, bills of quantities and the
specification (or prohibition) of articles and substances, as well as all the
related analysis, calculations, and preparatory work; or
arranging for their employees or other people under their control to prepare
designs relating to a structure or part of a structure.
It does not matter whether the design is recorded (for example on paper or a
computer) or not (for example it is only communicated orally).
116 Designers therefore include:
architects, civil and structural engineers, building surveyors, landscape
architects, other consultants, manufacturers and design practices (of whatever
discipline) contributing to, or having overall responsibility for, any part of
the design, for example drainage engineers designing the drainage for a new
anyone who specifies or alters a design, or who specifies the use of a
particular method of work or material, such as a design manager, quantity
surveyor who insists on specific material or a client who stipulates a
particular layout for a new building;
building service designers, engineering practices or others designing plant
which forms part of the permanent structure (including lifts, heating,
ventilation and electrical systems), for example a specialist provider of
permanent fire extinguishing installations;
those purchasing materials where the choice has been left open, for example
those purchasing building blocks and so deciding the weights that bricklayers
must handle;
contractors carrying out design work as part of their contribution to a
project, such as an engineering contractor providing design, procurement and
temporary works engineers, including those designing auxiliary structures,
such as formwork, falsework, facade retention schemes, scaffolding, and
interior designers, including shopfitters who also develop the design;
heritage organisations who specify how work is to be done in detail, for
example providing detailed requirements to stabilise existing structures; and
those determining how buildings and structures are altered, for example
during refurbishment, where this has the potential for partial or complete
117 Local authority or government officials may provide advice relating to
designs and relevant statutory requirements, for example the Building Regulations
2000,4 but this does not make them designers. This is because these are legal
requirements where the designer has no choice in respect of compliance. Any such
requirements should be treated as 'design constraints' in the usual way. However,
if the statutory bodies require that particular features which are not statutory
requirements are included or excluded (for example stipulating the use of
hazardous substances for cleaning or the absence of edge protection on flat roofs),
then they are designers and must ensure that they comply with these CDM
118 Manufacturers supplying standardised products that can be used in any
project are not designers under CDM2007, although they may have duties under
supply legislation. The person who selects the product is a designer and must take
account of health and safety issues arising from its use. If a product is purposemade for a project, the person who prepares the specification is a designer under
CDM2007, and so is the manufacturer who develops the detailed design.
119 Designers should:
make sure that they are competent and adequately resourced to address the
health and safety issues likely to be involved in the design;
check that clients are aware of their duties;
When carrying out design work, avoid foreseeable risks to those involved in
the construction and future use of the structure, and in doing so, they should
eliminate hazards (so far as is reasonably practicable, taking account of other
design considerations) and reduce risk associated with those hazards which
provide adequate information about any significant risks associated with the
co-ordinate their work with that of others in order to improve the way in
which risks are managed and controlled.
120 In carrying out these duties, designers need to consider the hazards and risks
carry out construction work including demolition;
clean any window or transparent or translucent wall, ceiling or roof in or on
a structure or maintain the permanent fixtures and fittings;
Regulations 4, 5, 6,
use a structure designed as a place of work;
When do these duties apply?
121 These duties apply whenever designs are prepared which may be used in
construction work in Great Britain. This includes concept design, competitions,
bids for grants, modifications of existing designs and relevant work carried out as
part of feasibility studies. It does not matter whether or not planning permission
or funds have been secured; the project is notifiable or high-risk; or the client is a
122 Designers are often the first point of contact for a client, and CDM2007
requires them to check that clients are aware of their duties under the Regulations.
A designer considered the use of a water-based paint for the exterior of a
metal spire on a tall building to reduce exposure to solvents.
She determined that the level of exposure to solvents from a solvent-based
paint would be low, and the metalwork would require more frequent repainting
with a water-based paint.
She therefore concluded that it was better to specify the solvent-based paint
because of the high risk of frequent working at height.
123 The duty to inform is aimed at the designer who has the initial or main
contact with the client. Other designers need take no action unless they have
reason to suspect that clients are not aware of their duties.
Prepari ng a design
124 Designers have to weigh many factors as they prepare their designs. Health
and safety considerations have to be weighed alongside other considerations,
including cost, fitness for purpose, aesthetics, buildability, maintainability and
environmental impact. CDM2007 allows designers to take due account of other
relevant design considerations. The Regulations do not prescribe design outcomes,
but they do require designers to weigh the various factors and reach reasoned,
125 Designers are required to avoid foreseeable risks 'so far as is reasonably
practicable, taking due account of other relevant design considerations'. The
greater the risk, the greater the weight that must be given to eliminating or
reducing it. Designers are not expected to consider or address risks which cannot
be foreseen, and the Regulations do not require zero risk designs because this is
simply impossible. However, designers must not produce designs that cannot be
constructed, maintained, used or demolished in reasonable safety.
126 Designers should critically assess their design proposals at an early stage, and
then throughout the design process, to ensure that health and safety issues are
identified, integrated into the overall design process and addressed as they go
along. It is pointless to complete the design first, then try to address the risks
which the design has introduced. By then, all of the key decisions are likely to
have been taken and no one will be willing to make any changes because of the
127 The first thing that designers need to do is eliminate hazards (things with a
potential to cause harm) from their designs so far as is reasonably practicable,
taking account of other design considerations. Examples would be to design out
things like fragile roofing materials or products; eliminating rooflights from areas
where roof access is needed; positioning plant which needs regular maintenance at
ground level so there is no need for work at height or providing permanent safe
access for work at height. Eliminating hazards removes the associated risk, and is
therefore the best option and should always be the first choice.
Regulation 11(3),
A designer specified the use of lifting attachments. Not only did this reduced
work at height, but it was estimated by the steel erectors that they were saving
128 It is not always reasonably practicable to eliminate hazards, and where this is
the case consideration should be given to incorporating design solutions which
reduce the overall risk to an acceptable level. This can be done by reducing the:
likelihood of harm (injury or adverse health effect);
potential severity of the harm;
number of people exposed to the harm; and
129 The amount of effort put into eliminating hazards and reducing risks should
depend on the degree of risk. There is little point in spending a lot of money, time
and trouble on low risk issues. There is also little to be gained by detailed
comparison of construction techniques that present similar risks, for example
whether to specify a steel frame or concrete portal building. The focus should be
on issues that are known to have the potential to cause significant harm, and
where there are known solutions that reduce the risks to everyone exposed.
130 Designers also need to take account of other relevant health and safety
requirements when carrying out design work. Where the structure will be used as
a workplace, (for example factories, offices, schools, hospitals) they need to take
account of the provisions of the Workplace (Health, Safety and Welfare)
Regulations 1992 which relate to the design of, or materials used in the structure.
This means taking account of risks directly related to the proposed use of the
structure, including associated private roadways and pedestrian routes, and risks
arising from the need to clean and maintain the permanent fixtures and fittings.
For example, hospitals will need to be designed in a way which will accommodate
the safe lifting and movement of patients; food preparation and serving areas will
need non-slip floors.
During the construction of a multi-storey office block the design sequence
required the stairways to be installed progressively, as the floors were
completed. This provided much quicker and safer access for people and
materials than ladders.
A designer considered using augered piles for a scheme to be built on
contaminated land. He recognised that workers could be exposed to a toxic
hazard. As a raft foundation was not viable from an engineering viewpoint,
driven piles were specified. However, if augered piles had been the only
reasonably practicable solution, the designer would have needed to include
the possibility of exposure to toxic substances in the pre-construction
131 Designers must provide information that other project team members are
likely to need to identify and manage the remaining risks. This should be project
specific, and concentrate on significant risks which may not be obvious to those
who use the design. For example, providing generic risk information about the
prevention of falls is pointless, because competent contractors will already know
what needs to be done, but if the design gives rise to a specific and unusual fall
risk which may not be obvious to contractors, designers should provide
information about this risk.
ACOP COP
132 Designers also need to provide information about aspects of the design that
could create significant risks during future construction work or maintenance. If in
doubt about the level of information needed, the best way to find out is to ask
those who will use it.
133 Significant risks are not necessarily those that involve the greatest risks, but
those, including health risks that are:
134 Information should be brief, clear, precise, and in a form suitable for the
users. This can be achieved using:
notes on drawings - this is preferred, since the notes will then be immediately
available to those carrying out the work. They can refer to other documents
if more detail is needed, and be annotated to keep them up to date;
written information provided with the design - this should be project specific,
and should only contain information which will be useful to those
constructing or maintaining the structure;
suggested construction sequences showing how the design could be erected
safely, where this is not obvious, for example suggested sequences for putting
up pre-cast panel concrete structures. Contractors may then adopt this
method or develop their own approach.
It is not always possible to provide all the information at the same time,
particularly when design work is continuing whilst construction work is
underway. In these circumstances information should be released as the design
develops, but construction work should not be allowed to proceed unless all the
information necessary for the work to be carried out safely has been provided.
A structural engineering consultancy was engaged to provide detailed design
drawings for the steelwork to be incorporated in a complex alteration to an
existing structure. The company recognised that many of the structural steel
elements were of different lengths and the site layout meant that it would be
difficult to lift the beams into position during assembly. The structural engineer
ensured that simple lifting brackets were designed into each structural steel
element, and that the lifting points were marked on the design drawings. This
reduced the likelihood of error on site and the time taken for installation of the
steel was reduced by a third.
135 Designers must co-operate with the client, and other designers and
contractors, including those designing temporary works. This is to ensure that
incompatibilities between designs are identified and resolved as early as possible,
and that the right information is provided in the pre-construction information.
136 For smaller projects where most of the work is done by a single designer, this
can be achieved through discussion with those who use or are affected by the
design. For larger projects or those involving significant risks, a more managed
approach will be necessary.
137 Co-operation can be encouraged by:
setting up an integrated team involving designers, principal contractor and
other relevant contractors;
(b) the appointment of a lead designer, where many designers are involved (see
paragraph 48);
agreeing a common approach to risk reduction during design;
(d) regular meetings of all the design team (including the CDM co-ordinator)
with contractors, and others;
regular reviews of developing designs;
site visits, through which designers can gain a direct insight into how the
risks are managed in practice.
138 Regular reviews of the design involving all members of the design team are
particularly important in making sure that proper consideration is given to
buildability, usability and maintainability. When considering buildability, meetings
should include the contractor so that difficulties associated with construction can
be discussed and solutions agreed before the work begins. When discussing
usability and maintainability, involving the client or those who will be responsible
for operating the building or structure will mean that proper consideration can be
given to the health and safety of those who will maintain and use the structure
once it has been completed. Doing this during the design stage will result in
significant cost savings for the client, as rectifying mistakes after the structure has
been built is always expensive.
139 In addition to the duties outlined above, when the project is notifiable,
ensure that the client has appointed a CDM co-ordinator;
ensure that they do not start design work other than initial design work
unless a CDM co-ordinator has been appointed;
co-operate with the CDM co-ordinator, principal contractor and with any
other designers or contractors as necessary for each of them to comply with
their duties. This includes providing any information needed for the preconstruction information or health and safety file.
140 For a notifiable project, designers need to ensure that a CDM co-ordinator
has been appointed. If appointment has been done, then designers can assume that
the client is aware of their duties.
141 Early appointment of the CDM co-ordinator is crucial for effective planning
work or other preparation for construction work has begun. Guidance on the
timing of appointment of the CDM co-ordinator is given in paragraph 66.
142 Once the CDM co-ordinator has been appointed, the designer will need to
co-operate with them and provide the information which the CDM co-ordinator
needs to comply with their duties.
143 Under CDM2007, designers don't have to:
take into account or provide information about unforeseeable hazards and
design for possible future uses of structures that cannot reasonably be
anticipated from their design brief;
specify construction methods, except where the design assumes or requires a
particular construction or erection sequence, or where a competent
contractor might need such information;
exercise any health and safety management function over contractors or
An air conditioning system, which included a water cooling tower, was
refurbished as part of a factory extension.
The designer made sure that the system complied with current design
standards and included safe access for cleaning and maintenance.
Information was provided to the occupier on maintenance and testing of the
system to ensure the control of legionella.
144 Designers are not legally required to keep records of the process through
which they achieve a safe design, but it can be useful to record why certain key
decisions were made. Brief records of the points considered, the conclusions
reached, and the basis for those conclusions, can be very helpful when designs are
passed from one designer to another. This will reduce the likelihood of important
decisions being reversed by those who may not fully understand the implications
145 Too much paperwork is as bad as too little, because the useless hides the
necessary. Large volumes of paperwork listing generic hazards and risks, most of
which are well known to contractors and others who use the design are positively
harmful, and suggest a lack of competence on the part of the designer.
146 Good management of health and safety on site is crucial to the successful
delivery of a construction project: The key duty of principal contractors is to
properly plan, manage and co-ordinate work during the construction phase in
order to ensure that the risks are properly controlled. Principal contractors must
also comply with the duties placed on all contractors under the Regulations.
147 Principal contractors are usually the main or managing contractor. This
allows the management of health and safety to be incorporated into the wider
management of project delivery. This is good business practice as well as being
helpful for health and safety purposes.
148 Although written plans are only legally required for notifiable projects, all
projects must be properly planned and managed, and the principles set out in this
section may be relevant to those who plan for non-notifiable projects.
149 Advice on selection of a competent principal contractor is given in
150 Principal contractors must:
Regulations 4,5,6
and 22-24 and part
4 of the Regulations
satisfy themselves that clients are aware of their duties, that a CDM
co-ordinator has been appointed and HSE notified before they start work;
make sure that they are competent to address the health and safety issues
likely to be involved in the management of the construction phase;
ensure that the construction phase is properly planned, managed and
monitored, with adequately resourced, competent site management
appropriate to the risk and activity.
ensure that every contractor who will work on the project is informed of the
minimum amount of time which they will be allowed for planning and
preparation before they begin work on site;
ensure that all contractors are provided with the information about the
project that they need to enable them to carry out their work safely and
without risk to health. Requests from contractors for information should be
met promptly;
ensure safe working and co-ordination and co-operation between
ensure that a suitable construction phase plan ('the plan') is:
prepared before construction work begins,
developed in discussion with, and communicated to, contractors
affected by it,
satisfy themselves that the designers and contractors that they engage are
competent and adequately resourced (see paragraphs 193-240);
ensure suitable welfare facilities are provided from the start of the
take reasonable steps to prevent unauthorised access to the site;
prepare and enforce any necessary site rules;
provide (copies of or access to) relevant parts of the plan and other
information to contractors, including the self-employed, in time for them to
plan their work;
(m) liaise with the CDM co-ordinator on design carried out during the
construction phase, including design by specialist contractors, and its
implications for the plan;
Regulations 4,5,6,
provide the CDM co-ordinator promptly with any information relevant to
the health and safety file (see paragraphs 256-268);
ensure that all the workers have been provided with suitable health and
safety induction, information and training;
ensure that the workforce is consulted about health and safety matters (see
paragraphs 241-255);
display the project notification.
151 Good co-operation and co-ordination of work between all of the parties
involved in a project is essential if risks are to be identified early on and properly
controlled. Principal contractors should take the lead and actively encourage cooperation and co-ordination between contractors from an early stage. A team
approach involving the client, designers, contractors and even manufacturers who
work closely together will often produce the best results. This allows the client,
designers, contractors and facilities management experts, together, to identify the
best solution for the client's needs, taking account of the practicalities of
construction work, maintenance and use. Even on projects where it is not practical
to formally establish an integrated team, the client, designer, contractors and
others involved in the project still need to work together.
152 If there are other projects on the same or neighbouring sites (for example
adjacent units on the same industrial estate) then the co-operation and coordination needs to extend to those involved with such projects. If this need can
be identified early on, the risks that one project may cause for the other can also
be identified and addressed in the early stages of project planning. If potential
problems are not identified until the actual work has started they can be much
more difficult to address.
153 Good, timely communication is essential to co-operation and co-ordination
of activities. Information about risks and precautions needs to be shared sensibly
(ie relevant information, not everything) when it is needed to plan and manage
work. Drawings can be used to highlight hazards or unusual work sequences
identified by designers, with advice on where to find more information, if
required. Induction training and toolbox talks help to ensure workers understand
the risks and precautions, and are a good opportunity to inform workers of site
rules or any special risks relating to the project.
154 There can only be one principal contractor for a project at any one time.
However, sometimes two or more projects take place on a site at the same time.
This can occur if different clients commission adjacent work, or if a client
procures two truly independent, unrelated packages of work which do not rely
upon one another for their viability or completion.
155 Where overlapping projects are running on a single construction site, it is
best to appoint one principal contractor for them all. If this is not done, all the
principal contractors mus