Now and Beyond London 2012:

3. Now and Beyond London 2012: Business Opportunities for Wales A Commitment to Excellence in Construction

4. Nawr a Thi Hwnt i Lundain 2012 Cyfleoedd Busnes i Gymru Ymrwymiad i Ragoriaeth wrth Adeiladu

5. Richard WilsonChairmanConstructing Excellence in Wales

6. Don WardConstructing Excellence in the Built Environment

7. Don Ward Chief Executive, Constructing Excellence obo Strategic Forum 2012 Task Group

8. Unique opportunity The 2012 Olympic and Paralympic Games offer a unique opportunity to showcase the very best of Britain The 2012 Construction Commitments cover six key areas vital to deliver a successful 2012 Games whilst enabling the Client and industry to exceed current best practices A unique opportunity to deliver exemplary projects… and a legacy for ALL projects in the UK by 2012, not just the Games

9. Industry change - maintaining momentum 1994 1998 2002 2006

10. 2012 Construction Commitments

11. Strategic Forum 2012 Task Group Chairman Government Architecture &Design Commercial The Regions Client Sustainability & Services Specialist Contractor Skills Infrastructure & Engineering Legal Distributor Unions Secretary Materials Producer Constructing Excellence SME Major Contractor Peter Rogers The Rt Hon Margaret Hodge MP Rab Bennetts OBE Richard Clare Dr Bryan Jackson OBE Howard Shiplee Peter Head OBE Trevor Hursthouse Sir Michael Latham Rod MacDonald Ann Minogue Matt Nichols Alan Ritchie Graham Watts Mike Welton Bob White Graham Wren Andrew Wyllie

12. Six Key Areas

13. Procurement & integration Transparency Best value Early contractor involvement Collaborative working Fair payment policies

14. Sustainability “One Planet Living” Sustainable development strategy Action plans Local environmental enhancememt Legacy

15. Health and safety Risk register Injury and incident free Occupational health Implement Health & Safety Code 100% CSCS workforce

16. Design quality Clear brief before design starts Whole life value Design Quality Indicator Encourage visionary design Provide opportunities for emerging designers

17. Commitment to people Local community involvement Training and development Equal opportunities Project-specific agreements Considerate sites

18. Client leadership Clear vision Detailed brief Clear financial objections Champion best practice Flexible payment policy

19. Top-level commitment

20. 364 signatories as of end April 2008

21. Who is signing so far? www.strategicforum.org.uk

22. www.strategicforum.org.uk

23. Morag StuartOlympic Delivery Authority

24. Now and Beyond London 2012: Business Opportunities for Wales A Commitment to Excellence in Construction

25. Peter LobbanConstructionSkills

26. Nawr a Thi Hwnt i Lundain 2012 Cyfleoedd Busnes i Gymru Ymrwymiad i Ragoriaeth wrth Adeiladu

27. Rosi EdwardsHSE

28. THE 2007 CDM REGS – making a difference Rosi Edwards Head of Operations, Construction - HSE

29. CDM 2007 • These regulations are here to help you • Manage design and construction process better • So you all have a better industry with a better product • a safe, healthy workforce • and contented public

30. The Construction Industry in Wales • Contributes £4bn to Welsh economy • Provides 8.7% of Gross Value Added • Around 10,000 businesses – mostly SMEs • over 90,000 workers – 10% of workforce • Major new projects 2007-12 worth £14.6bn

31. CDM 2007 – Making A DifferenceThe Problem: safety In Wales construction : Fatals: 5 employees 2006-7 (p) 3 employees 2005-6 7 employees 2004-5 Rate: in line with GB-wide (4 per 100,000), 4x Welsh all-industry rate Major injuries to employees: 226 in 2006-7 Rate: fatal and major: 304.9, in line with GB rate

32. The problem: health Occupational ill health: • musculo-skeletal injuries - backs • respiratory • Dermatitis – 1 in 10 brickies leaves the industry because of this • hearing loss and hand arm vibration • Majority of ill health problems not reported

33. CDM 1994 - What has been achieved across GB (Percentage incidence rate changes against targets)

34. CDM 2007 – Making A DifferenceThe Challenge • To change attitudes • To change behaviours • Achieve sensible risk management

35. CDM 2007 – Making A DifferenceCDM 1994 – A New Approach 1 Implemented the TMCS Directive and Introduced : • Duties on clients • Duties on designers • The role of Planning Supervisor; • The role of Principal Contractor; • The pre-tender H&S Plan; • The H&S Plan; • The H&S File.

36. CDM 2007 – Making A DifferenceCDM 1994 – A New Approach 2 New Specific Duties : • Clients & others to only appoint persons who are competent; • Designers to avoid risks from the design; • Planning Supervisor to ensure design & related information are adequate; • All to provide information & co-operate with each other.

37. CDM 2007 – Making A DifferenceCDM 1994 – What wasn’t working • Clients and designers were slow to change; • Clients had no early access to expert advice; • Competence slow to improve; • Less effective communication, coordination, planning and management than expected; • Bureaucracy mounting.

38. CDM 2007 – Making A DifferenceWhy change - Aims of the revision • Simplify and improve clarity • Maximise flexibility • Focus on effective planning and management of risk • Improve cooperation and coordination - encourage better integration • Simplify competence assessment; reduce bureaucracy

39. CDM 2007 Making a differenceSimplify & improve clarity • Combined CHSW & CDM 1994; • Simplified application; • Clarified & made explicit client’s duties; • Clarified designer duty • Consulting workforce – clearer requirement.

40. CDM 2007 Making a differenceMaximise flexibility Anyone competent can fulfil roles Suitable for all forms of contract - Conventional Contracting - Design and Build - PFI

41. CDM 2007 Making a differenceFocus on planning and management • Strategic approach to health and safety management; • Each duty holder to take ownership; • Client: Pre-construction information; • Principal Contractor: Construction Phase Plan; • Co-ordinator: H&S File.

42. CDM 2007 Making a differenceImproved coordination & integration - Explicit duties to cooperate and coordinate; - Early appointments; - New duty holder - CDM Co-ordinator; - The right information to the right people, at the right time.

43. CDM 2007 Making a differenceSimplify assessments; reduce bureaucracy 1 Clarified Competence Requirements – ACOP: • Understand risk in construction and control measures; • Knowledge of the tasks to be done and the risks; • Experience and ability to carry out duties. Already seeing effects

44. CDM 2007 – Making A DifferenceSimplify assessments; reduce bureaucracy 2 Reduced Paperwork: • CDM 2007 requires 3 documents • An F10 Notification • A Construction Phase Plan • The Health and Safety File • Any other paper is your choice – Does it reduce risk on site?

45. CDM 2007 Making a differenceSimplify assessments; reduce bureaucracy 3 Simplified application CDM 1994 CDM 2007 -Enforcing Authority -Non domestic client -Client status -30 days/500 person days -Demolition -30 days/500 person days -5 or more workers

46. CDM 2007 – Making A DifferenceEnforcement • A pragmatic approach during first 12 months, in line with transitional provisions • Focus on deliberate breaches creating real risks, not paperwork issues; • Focus on duty holder competence; • No change in approach where the breach is of a pre-existing duty.

47. Rt Hon Rhodri Morgan AM First Minister for Wales

48. CDM 2007 – Making A DifferenceHSE’s Priorities for 2008/09 - 1 Key Target Sectors: • Refurbishment; • Home Build; • Also roadworks • Asbestos licensing

49. CDM 2007 – Making A DifferenceHSE’s Priorities for 2007/08 - 2 Within key target sectors, the emphasis is on: • CDM 2007 • Management of occupational health risks • Good order/slips & trips • Worker engagement

50. CDM 2007 – Making A DifferenceStrategic Priorities Small sites and small construction firms • Local authorities as clients and employers and regulators • Vulnerable workers • Major accident potential.