25 years of excellence Looking ahead 2015 1994. Welcome CCG Deputy Chairman - Clive Johnson, Land Securities Deputy Director- Gary O Brien Director -

25 years of excellence

Looking ahead 2015

1994

Welcome

CCG Deputy Chairman - Clive Johnson, Land Securities

Deputy Director - Gary O Brien

Director - Gren Tipper

Chair H&S Group

&

CCG H&S Strategy Review Workshop

Agenda

• Welcome – Chairman

• Key achievements 2014• Client Commitments • HSE/CDM• Construction Health leadership Group

• KPIs• Website/best practice

• Clients Leadership Role

• Comfort break – 10.30

• Strategic direction - our priorities 2015 and beyond

• How should we specify our requirements

• Structure & meetings

• Close and summarise actions – to take into pm session

Key achievements 1. Client Commitments

Gren Tipper

Client Commitments

• Leadership• Measure & improve performance• CDM 2007 transition to CDM 2015• Occupational health – CBH• Skills – CSCS• Image – CCS• Cycling Safety Scheme – TfL• Support Industry awareness campaigns

Guide 6 - Heath & Safety Commitments

We will refresh these following today

Key achievements2. HSE/CDM3. Construction Health Leadership Group

Clive Johnson

H&S linkage - Industry Groups

HSE

ConIAC

ConIACCDM

Group

ConIACHealthGroup

ConstructionIndustry

Leadership Council

ConstructionIndustry

Leadership Council Delivery

Group

ConstructionHealth

Leadership Group

Department for Health

Strategic Forumfor

Construction

CCGH&SG

ConstructionClients’GroupConsiderate

ConstructorScheme

Constructing BetterHealth

Client Leadership / CDM Working GroupSector representation

Patrick Brown BPFJames McClune AWE, NuclearDavid Pyle Heathrow AirportClive Johnson CCG/Land SecuritiesIan Simms Royal MailSteve Williams HighwaysRob Foster Gatwick AirportPhil Matyear Yorkshire WaterRobin Cawthorne Defence Infrastructure Organisation (MoD)Andy Collier Hampshire County Council (local authorities)Phil Sparham Stansted AirportSimon Butterworth Manchester AirportLiz Davis BootsJames Preston-Hood Grosvenor EstatesCliff Jones Procure 21 DfH

Client Leadership / CDM Working Group

Key areas

• Principal Designer role• Competence• Changing threshold• Changes to ACOP • Industry generated guidance material• Continuation of ConIAC sub-group• Transitioning CDM 2007 to 2015

It is estimated that every £1 billion spent in construction in previous years gives rise to 40 cases of occupational cancer

The construction industry accounts for less than 10% of the UK’s working population, but 56% of male occupational cancer registrations are construction related

98% of work related deaths in 2011/12 were caused by ill health contracted whilst working in the construction sector

Only 46% of men working in the construction sector are still able to do the job at the age of 60

Health in construction

“Committing Construction to a Healthier Future”

ϵϵй

Our VisionConstruction is the leading industry for occupational health and disease prevention.   Our MissionTo unite the construction industry in eradicating ill health and disease caused by exposure to health hazards. 

Critical Success FactorsThe CHLG vision will be realised in 2025 when:

Health culture and awarenessAll involved in the construction process - including product design and manufacturing sectors - are fully aware of their role in identifying and managing health risk exposure.Employers engage and proactively support workers to ensure they have a good basic understanding of occupational disease and ill health, hazards and risks.

Construction industry leaders clearly understand the balance, that Robens envisaged in his 1972 report, between:‘Prevention’ is the province of Occupational Hygiene. This uses science and engineering to reduce occupational ill-health and disease by accurately assessing and effectively controlling workplace health risks. ‘Cure’ is the province of Occupational Health. This considers the effects of work on an individual’s health and their health, ability and fitness to perform a particular job.

Critical Success FactorsThe CHLG vision will be realised in 2025 when:

Health in designThe Principal Designer will support the design community to design out avoidable health hazards and address the ongoing health and wellbeing of end users (premises occupiers).All designers are evaluating health risks associated with construction activities and influence the client and those executing the work to avoid health risk exposure.Hazardous exposures will be eliminated where practicable or minimized through pre-planned design and control on site.

Critical Success FactorsThe CHLG vision will be realised in 2025 when:

Integrated approach to healthThere is register of occupational health and hygiene service providers that are experienced in working within the construction sector and they are supported to develop services and expertise to meet the growing needs of our industry.

All workers in the construction industry will have their base line health assessed and be monitored throughout their working life to ensure any occupational disease found is not made worse. The whole industry is working to national minimum standards for occupational health management and be working towards higher standards.

There is a maintained National Hub to share best practice in ill-health and disease prevention, allowing free access for all to find practical examples to be adopted by individuals and employers of any size or complexity.

Confidential health assessments records are held securely and accessible to those authorised to support the health management of workers given the transient nature of the workforce i.e. as secure as those records kept by the individual’s GP, but utilised proactively to protect workers’ from occupational disease and support long term employment.

Industry bodies engaged in the field of occupational health, occupational hygiene and wellbeing will be working together as one, supporting the industry in a holistic manner.

Critical Success FactorsThe CHLG vision will be realised in 2025 when:

Measuring successHealth surveillance data is analysed to identify trends and instigate corrective action and education where appropriate. The health burden on “UK plc” is understood and monitored for improvement and benchmarking against other industries.

Incidence rates of occupational disease and ill health are falling year on year.

The industry is a healthier and more attractive place to work.

Construction Industry Summit8-9 September 2015 London

• Health is on the agenda• We are leading on it• It builds towards a Health Summit – Spring 2016• High impact – like Prescott in 2001!

Key achievements 5. KPIs6. Website/Best Practice

Gary O Brien

Health & Safety KPIs

Health

• Lead Indicators

• Health Plan established• Health related risk assessments carried out• Occupational Health facilities available• Health Surveillance e.g. Safety critical medical plans• D&A testing undertaken

• Lag Indicators

• D&A testing performance• Health screening (planned vs actual)• Hours saved through OH provision• Worker related ill health (stress, asbestos, skin etc.)• Absence management

Health & Safety KPIs

Safety

• Lead Indicators

• Safety Management Systems compliance • Number of Management Safety visits (planned vs actual)• Leadership commitment to Safety (Workforce engagement)• Safety leadership training (% complete)• Safety Audits (planned vs. actual)

• Lag Indicators

• AFR• LTI• Fire activations• Near miss/significant incidents (actual vs. potential)• 3rd party/public inquiry

Health & Safety KPIs

Other resources

CSCS

Client Leadership Role

• Are we comfortable leading?• Do we have the right balance?• Is there more we can do?• Is there anything we should stop doing

“What have the Romans ever done for us”

The negative health effects of asbestos were known to the Romans. Both Strabo and Pliny also mentioned the sickness that seemed to follow those who worked with asbestos. It was recommended never to buy asbestos quarry slaves as they often "died young". Lung ailments were a common problem to anyone who worked with asbestos fibres. Pliny even made reference to PPE, the use of a transparent bladder skin as a respirator to avoid inhalation of the dust by slaves.

Not only did we lose the Roman recipe for cement, we seem to have missed this also 2000 years back!

Comfort Break

Strategic Direction

• Are we focussing on the right things?• Do we have the right balance between members needs and industry representation?• Do you believe you are getting value from membership?• Are we missing any key areas?

Specifying our requirements

• Specifying V encouraging?• What is the right approach with:

• CSCS• CBH• CCS• Others?

• Measuring compliance• Understanding best practice & sharing

Structure & Meetings

Currently have:• Annual strategy event• Quarterly H&S Group meetings• Task – groups:

• CDM (industry-wide)• KPI• Design 4 Health & Safety (industry-wide)• Others?

Is this working for the majority?Do we need to change anything?Wider involvement?

H&S linkage - Industry Groups

HSE

ConIAC

ConIACCDM

Group

ConIACHealthGroup

ConstructionIndustry

Leadership Council

ConstructionIndustry

Leadership Council Delivery

Group

ConstructionHealth

Leadership Group

Department for Health

Strategic Forumfor

Construction

CCGH&SG

ConstructionClients’GroupConsiderate

ConstructorScheme

Constructing BetterHealth