1. 25 years of excellence
1994
Looking ahead 2015

2. Welcome CCG Deputy Chairman - Clive Johnson, Land Securities &
Chair H&S Group
Director - Gren Tipper
Deputy Director - Gary O Brien

3. 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

4. Key achievements 1. Client Commitments
Gren Tipper
Key achievements 1. Client Commitments

5. Client Commitments

6. 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

7. Key achievements 2. HSE/CDM 3. Construction Health Leadership Group
Clive Johnson
Key achievements 2. HSE/CDM 3. Construction Health Leadership Group

8. 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

9. 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

10. 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

11. 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

12. “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.

13. 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.

14. 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.

15. 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.

16. 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.

17. 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!

18. Key achievements 5. KPIs 6. Website/Best Practice
Gary O Brien
Key achievements 5. KPIs 6. Website/Best Practice

19. Health & Safety KPIs Health Lead Indicators Lag 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

20. Health & Safety KPIs Safety Lead Indicators Lag 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

21. Health & Safety KPIs
Other resources
CSCS

22. 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

23. “What have the Romans ever done for us”
Comfort Break
“What have the Romans ever done for us”
Not only did we lose the Roman recipe for cement, we seem to have missed this also 2000 years back!
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.

25. 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?

26. Specifying our requirements
Specifying V encouraging?
What is the right approach with:
CSCS
CBH
CCS
Others?
Measuring compliance
Understanding best practice & sharing

27. 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?

28. 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