1. Chairman - Construction Health Leadership Group
Clive Johnson
Chairman - H&S Group
Chairman - Construction Health Leadership Group

2. Client Commitments

3. Guide 6 - Heath & Safety 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
We will refresh these following today

4. H&S linkage - Industry Groups
Constructing
Better
Health
Construction
Clients’
Group
Considerate
Constructor
Scheme
CCG
H&SG
HSE
Construction
Industry Leadership Council
ConIAC
Construction
Health Leadership Group
Construction
Industry Leadership Council Delivery Group
Strategic Forum
for
Construction
ConIAC
Health
Group
ConIAC
CDM
Group
Department for
Health

5. Client Leadership / CDM Working Group Sector representation
Patrick Brown BPF
James McClune AWE, Nuclear
David Pyle Heathrow Airport
Clive Johnson CCG/Land Securities
Ian Simms Royal Mail
Steve Williams Highways
Rob Foster Gatwick Airport
Phil Matyear Yorkshire Water
Robin Cawthorne Defence Infrastructure Organisation (MoD)
Andy Collier Hampshire County Council (local authorities)
Phil Sparham Stansted Airport
Simon Butterworth Manchester Airport
Liz Davis Boots
James Preston-Hood Grosvenor Estates
Cliff Jones Procure 21 DfH

6. 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

7. Health in construction
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

8. “Committing Construction to a Healthier Future”
Our Vision
Construction is the leading industry for occupational health and disease prevention.
Our Mission
To unite the construction industry in eradicating ill health and disease caused by exposure to health hazards.

9. Critical Success Factors
The CHLG vision will be realised in 2025 when:
Health culture and awareness
All 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.

10. Critical Success Factors
The CHLG vision will be realised in 2025 when:
Health in design
The 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.

11. Critical Success Factors
The CHLG vision will be realised in 2025 when:
Integrated approach to health
There 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.

12. Critical Success Factors
The CHLG vision will be realised in 2025 when:
Measuring success
Health 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.

13. Construction Industry Summit 8-9 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!