Waterman Principal Designer Training Day 2 - v10

01/09/2019
www.watermangroup.com
Safety in Design
Welcome to day 2
Dr Nick Bell
BSc(Hons) MSc PhD DipNEBOSH EnvDipNEBOSH EurOSHM COHSPrac
CMaPS FIIRSM RSP FRSPH PIEMA CertCii CPsychol CFIOSH
Health and Safety Advisor

Waterman Infrastructure and Environment
Structure of the Course

Day 1 Day 2
Morning Part 1 Part 3

Overview of CDM 2015 & Design Risk Management
Recap/Revision
the PD role
Afternoon Part 2 Part 4
Other dutyholders and Plan, manage, monitor & co-
documentation ordinate
Part 5
Wrap up and end of course assessment
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Recap
• What are the key duties of the Principal Designer?
• Notification – what makes a project notifiable, who notifies and when?
• Appointments – who appoints the principal contractor and principal designer?

What happens if they are not appointed in writing?
• PCI – Give examples of information you might need to gather ahead of a

refurbishment of a 1970’s office building
• H&S File – Give examples of information you would expect to see in the File
• Construction phase plan – who prepares it and when? What does a client
need to do with it? What would a PD need to do with it?
Course Objectives
• Understanding of the Construction Design & Management Regulations (2015)
• Understanding of the principal designer role

– What the duties are
– How they can be fulfilled (inc. some templates)
• Interactive, enjoyable
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Part 3: Design Risk Management (DRM)
Objectives of Part 3
• Broken into several sessions
• Techniques for identifying risks
• Process for managing risks
• Approaches for recording key decisions
• An in-depth look at some common hazards
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DRM Session 1:
Definitions and basic principles
Basic Principles in CDM 2015

• Designers are competent professionals. They manage risks associated with

their own designs.
• ‘So far as is reasonably practicable’ they must apply principles of prevention to:
– Eliminate foreseeable risks
– Reduce or control risks that cannot be eliminated
– Provide information about remaining risks
• PDs need to
– Put arrangements in place to facilitate this.
– Pay particular attention to the risks generated by the overall design or
issues affecting the whole site (e.g. limited access).
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Examples of arrangements
• H&S matters discussed routinely in DTM
• Workshops to discuss specific concerns
• Design reviews at end of RIBA stages

– E.g. has the construction strategy/healthy and safe methods of
construction been agreed?
• Agree use of risk registers and/or annotations
Risks from poor co-ordination

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Would you sample this?

www.watermangroup.com www.watermangroup.com
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Basics: Duty of care

• Designers (and principal designers) owe a duty of care to people who are:-
– Carrying out or liable to be affected by construction work.
• Contractors, now or in the future
• Members of the public
– Maintaining or cleaning a structure or
– Using a structure designed as a workplace
We need to think about

B
Buildability
M
Maintainability
Usability
U
Basics: Definitions
What is hazard?
• “Anything that may cause harm, e.g. chemicals, electricity, working from
ladders, noise etc.”
What is risk?
• “Risk is the chance, high or low, of someone being harmed by the hazard,
and how serious the harm could be”
We can reduce risk by:

reducing the chance of something happening and/or
reducing the potential severity
‘Residual risk’ is the risk remaining after we tried to control or reduce the risks
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DRM Session 2: Scenarios

Essential techniques for identifying and managing hazards
Scenario 1: Identifying Hazards

• Imagine this worker was in the trench to break out the top of the pile caps
with a pneumatic drill
• Please list in one minute all the different ways this person could be harmed
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Types of Hazard
• Physical e.g. working at height, energy sources (noise, vibration, electricity,

thermal/fire)
• Chemical
• Biological e.g. viruses and bacteria

• Ergonomic e.g. posture, manual handling
• Psychosocial e.g. bullying and stress
45 seconds to identify any

more hazards
Sources of Hazards
• Hazards can be presented by:-

– The activity: What are they doing? (e.g. getting in and out of
the excavation)
– The equipment: What tools or plant are they using? (e.g.
pneumatic drills)
– The location: Where are they working? What’s going on
around them?
– The substances: What substances are
they using or might be produced?
45 seconds to identify any

more hazards
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Hazards
Physical Flammable?
Can we realistically completely

Biological Falling objects design out the need for vibrating
or materials Airline Noisetools or the need to enter
hand
Gases in trench
trench excavations?
Vehicle Silica dust
operations Are any of these significant,
Chemical Trench
Claustrophobia
unusual or difficult to manage?
collapse
Poor access/egress
We can reduce risk by reducing frequency
Vibration
and duration of exposure. Which significant
Ergonomic Weight of drill Contaminants
hazardsincan
soilwe reduce exposure to by
changing design or specification?
Groundwater Unguarded trench Ejected material
filling trench (working at height) Which of these would a principal contractor
need more information about from a PD in
Psychosocial order to manage
Underground Services Rat urine Compressor failure the issue effectively?
Key learning from Scenario 1

• There are different approaches for helping us identify the significant

hazards posed by designs
• We can then decide how best to manage them
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Scenario 2: Health Hazards and PCI

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Surveys and health hazards

Health hazards Health-Related Information:

• Asbestos • Asbestos survey
• Lead • Samples/tests e.g. lead
• Standing water: Legionella • Legionella management
• Pest issues: Pigeons, rats etc.? • Condition survey?
• Mould/spores/fungus – Pest issues?
• Needles – Damp/moulds?
• Horse hair/anthrax General Information
• Drawings
• Structural
• Electrical
• Mechanical etc.
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• Identifying potential hazards can help drive our requests for PCI
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Scenario 3: Managing Risks

• Let’s look at what the law expects in terms of how we manage hazards
Regulations for Specific Hazards

C of Noise at Work 2005

C of = Control of
Lifting Operations and Provision and use of Work
Pressure Systems Safety 2000 Equipment 1989
Lifting Equipment 1998
Electricity at Work 1989
Work at Height 2005 C of Substances Hazardous to
C of Lead at Work 2002 (as amended) Health 2002 (as amended)
C of Asbestos 2012
Confined Spaces 1997 Personal Protective

Workplace (Health, Safety and Welfare) 1992 Equipment at Work 1998
C of Vibration at Work 2005
Gas Safety (Installation and Use) 1989
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A PD does not need to know them all

• Designers will need to know those that are relevant to their discipline (e.g.
Electricity at Work Regulations and associated ‘wiring regulations’ (BS
7671))
• PD can obtain more detailed information on an as-required basis
• We will look at a few Regulations which a PD should have more awareness

of (e.g. Working at Height)
• All Regulations broadly follow the same principles of prevention
Principles of Prevention
Most effective
• Avoid risk
• Evaluate risks that can’t be avoided
• Reduce or control risks (i.e. reduce likelihood or severity)
– Combat risks at source (e.g. install pre-fabricated stairs as early
as practicable)
– Adapt the work to the individual
– Adapt to technical progress (e.g. long-life components)
– Replacing the hazardous with the less hazardous EC
– Give preference to collective protection
– Isolating the hazard from people
• Make sure people have the right information (and equipment) to
manage the risk.
Least effective
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Applying principles of prevention

• Apart from manifestation, what controls are needed or protect against

breakage?
A. Barriers
B. Appropriate materials
C. Restrict access
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How this translates to CDM 2015

• Eliminate foreseeable risks
• Reduce or control risks we cannot eliminate
• Provide information about remaining risks
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Designer Guidance
• “When considering health and safety risks, you are expected to do what is
reasonable at the time that the design is prepared, taking into account
current industry knowledge and practice.”
• CPD is critical
Options for Controlling Risks

Design Options Procedures/Systems of Work

Self-cleaning glass Don’t clean them
Tilt-turn windows (+ eyebolts) Pole fed system
Cradles MEWP Anything you would
check before
Rope access points Scaffolding recommending this
Ladders method?
Inspection of eyebolts, cradles etc.
Training and inspections for harnesses
Keeping pedestrians or vehicles away
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• After identifying foreseeable risks designers must apply the principles of

prevention
• Risk registers (discussed later) could be used to explain why a more

obvious solution wasn’t adopted
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Break
Scenario 4: Design Changes

• Hazard identification needs to be ongoing
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Design Changes
Questions
• Would it be OK to let the contractor pick whatever paint they wanted?
• Is specifying the use of a product a design decision?
• Has it introduced significant, unusual or difficult-to-manage risks?
• You need information to answer this
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Fosroc Galvafroid
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Applying the Principle of Prevention

Specifying the product is a design decision:

• Has it introduced risks that are significant, unusual, not likely to be
obvious or difficult-to-manage?
• Let’s apply the principles of prevention…
Avoid/Eliminate
• Can we leave cleats for a few years?
• Can we avoid using substances at all?
– E.g. installing new cleats
Reduce
• Are there likely to be low hazard alternatives?
Information
• What information would the principal contractor need?
Dust, vibration, noise

Hazards? Temporary instability: need for temporary works
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Dust, vibration, noise

Hazards? Temporary instability: need for temporary works
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• Designs may develop through the construction phase
• Hazard identification and management applies to design changes
• Designers may need to undertake some basic research to support

hazard identification
• Principal Designer must be kept ‘in the loop’ of any changes
Scenario 5: Recording Risks

• We discussed risk registers yesterday.
• Now looking at the practicalities of managing them.
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Risk Register
• Designer guidance: Records that accompany designs may be in the form

of a risk register
• A design risk register is not a project risk register
• Do you want designers to use their own
Delays register
Suppliers
Change ingoingor
market populate
into
conditions a ‘master
liquidation
in decisions/planning approval
template’?
• Pros and cons of a single register?
• Different templates may suit different disciplines
Chilled Water Isolation Valves located Chillers serve Westfield Shopping Centre.
on the incoming bus lane to the main Engie contractually bound to maintain.
bus terminal for the Olympic Park. Implications if fail?
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Chambers in poor condition

High volume of traffic, double-decker buses running

over them every 1 or 2 minutes during normal hours
Materials used, not ‘fit for purpose’ for this demand.
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Bus terminal operational 24/7.

Neighbours:
National Express Coaches,
DLR, Tube
Network Rail main station
Westfield Shopping
Olympic Stadium
- Buses need to be diverted over pedestrian

island – hence an enabling works package to
remove
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What top three items would you add to the design risk register?
• Group exercise
• What’s the hazard?

• What can be done to eliminate or reduce it?
• What information needs to be provided and to whom?
What pre-construction and/or design information is needed?
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• Risk registers provide a structured approach to recording key design

decisions about significant risks
• There may be benefits/issues in adopting a single, co-ordinated risk

register
Scenario 6:
Controlling Risks
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Co-ordination and management

What disciplines may be involved in designing chamber?

• Engineers (civil, structural)
• Mechanical specialist (pump)
• Electrical (pumps and alarms)
• IT (alarm interface)
• Temporary works designer
• Sewage Undertaker?
• Interface with others
e.g. landscaping
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• Considering maintenance activities helps designers to identify

and manage risks
• The client or their maintenance/FM teams or contractors can shed

light on the issues and should be asked to confirm they are happy
with proposed solutions
Key learning from DRM session 2

• A logical approach will help designers to identify and manage significant

risks
• Using a risk register is one approach to recording decisions
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DRM Session 3: ‘RAG’ Lists
HSE ‘RAG’ list

• Red-Amber-Green list
• Hazardous procedures, products and processes that should be eliminated

from the project where possible.
• Products, processes and procedures to be eliminated or reduced as far as

possible and only specified or allowed if unavoidable. Including amber items
would always lead to the provision of information to the principal contractor.
• Products, processes and procedures to be positively encouraged.
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Red list continued

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Amber continued
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Green list continued

Using RAG lists

• Clients may have their own items (check briefs)
• Use as prompt in discussion with client

– E.g. helping them review design options
• Check if designers are using them
• Use them as aide memoire when sampling designs
• Note that they do not cover all possible design risks
• Helps to demonstrate an ‘overall prevention policy’ and forms part of your

overall arrangement for managing risk
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Break
DRM Session 4: Health Hazards

Asbestos, Silica, Lead
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Asbestos
• Exposure associated with a range of diseases e.g.

mesothelioma, asbestosis, asbestos-related lung cancer
Asbestos Surveys
• HSG 264 “Asbestos: The Survey Guide”
• First issued 2010, replacing MDHS 100
• HSG 264 supports compliance with the Control of Asbestos Regulations 2012
• Surveys required on properties built before 2000
• Two surveys: Management and Refurbishment & Demolition (R&D)
• Supply the whole report as PCI
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Lead
• Covered by Control of Lead at Work Regulations 2002
• Supported by ACoP and Guidance (L132)
• Body absorbs lead when you:

– Breathe in lead dust, fume or vapour;
– Swallow any lead, e.g. eat, drink, smoke, or bite your nails without
washing your hands and face.
• Can cause symptoms such as headaches, nausea, tiredness
• Uncontrolled ongoing exposure can lead to kidney damage and nerve and
brain damage
Lead
• Hazardous activities?
• Stripping/preparing leaded paint from windows etc. Lead pigments widely

used in paints until the 1960s. Not removed from commonly used paint ‘til
early 1980s. Often overpainted (several times)
• Working with lead on roofs
• Hot cutting of lead or leaded paint in demolition and dismantling operations
• Blast removal of old leaded paint
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Lead
• Commission lead surveys of old paintwork
• This will influence method of removing paintwork
• “Recommend blast cleaning in accordance with BS EN 8501-1 and coated

with zinc phosphate primer”
Respirable Crystalline Silica (RCS)

• Found in stone, rocks sands and clays
• Causes silicosis – hardening or scarring of lungs
• Associated with chronic obstructive pulmonary

disorder, heart disease, kidney failure and lung
cancer
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On Site Controls
Note: If doing mass dust suppression,

need to consider run off.
Eliminating/Reducing Dust?
• Reduce number of holes required during

design/planning
• Pre-cast service runs
• Specifying correct finishes
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Flagstones
• Careful design to limit cuts required
• Confirm materials can be cut off site
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“There are a number of smaller openings, typically 800x200mm which as

currently drawn would appear to cut through the ribbed floor slabs.
If these openings could be orientated such as the attached sketch so that
we don’t have to cut through the ribs, this would negate the need for
trimming works and would therefore be a significant time/cost saving.”
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Key Learning Points

• Construction work presents an array of health hazards to workers
• Surveys can be crucial in determining the presence and extent of

hazardous substances
• These surveys form pre-construction information
• Some health hazards can be eliminated/reduced by design decisions

DRM Session 5: Working at Height
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Avoiding Work at Height

Collective fall prevention

• Edge protection on roofs
• Non-fragile surfaces
• Scaffolding (fixed or
mobile scaffold tower)
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Individual fall prevention

• Fall restraint harness and lanyard
Collective fall protection

• Nets
• Bean bags or air bags
• Watch out for lateral pressure on structure
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Individual fall protection

• Fall arrest harness
• Need a rescue plan
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Work at height and client briefs

Gutter Cleaning
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Key Learning Points

• Falls from height cause the most number of fatal injuries in construction
• Designers can eliminate or reduce/control working at height risks
• Working at height has it’s own hierarchy of control

DRM Session 6: Other Buildability Issues
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Space constraints
Hazards in the surrounding environment (seen/unseen)?

How could we manage this? Who would be involved?
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DRM Session 7:
Maintenance Access
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‘BUM’ Issues on a large development

Optional Exercise, Time Permitting
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Part 3 Wrap Up
Recap of Part 3
• Think BUM!
• Take a systematic approach to identifying and managing risks
• Designers must, SFAIRP, eliminate or control/reduce these risks and pass on

information about residual risks
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Recap of progress
Day 1 Day 2

the PD role
Part 5
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Part 4: Plan, Manage, Monitor & Co-ordinate
Co-ordination: Top Tips

1. Practical/proportionate arrangements for exchanging information

• Meetings
• Use of email or web-based systems (e.g. 4projects)
• File naming protocols and version control conventions
• Drawing registers
• Co-ordinated drawings, BIM etc.
2. Consider sequence of appointments and time permitted – do they

support co-ordination/risk management?
3. Maintain up-to-date lists of designers and their roles
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Expected
output at
RIBA Stage 2
Service risers &

distribution zones
BSRIA BG6:
“A design framework for Building Services”
Expected
output at
RIBA Stage 2
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Developed
design
RIBA Stage 3
Developed
design
RIBA Stage 3
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Reflection on Past Leaders

• Securing co-operation is a slightly different beast
• Team 1: Please think about the worst leader/manager you have had or
heard about (respect their privacy). What is it that made them so bad?
• Team 2: Please think about the best leader/manager you have had or
heard about (respect their privacy). What is it that made them so good?
• Feedback in 5 minutes
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Less Effective Leaders

• Don’t listen
• Bully
• Don’t trust subordinates: Micro-manages
• Don’t appear to care about subordinates
• Expectations are unclear/shifting/unrealistic
• No ‘pat on the back’ (and/or takes credit for your work)
• Always finds fault
Transactional Leadership
• Sets goals/targets
• Provides tools and resources
• Measures/monitors performance
• Gives feedback
• Rewards and sanctions
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Transformational Leadership
• Uses transactional techniques and…
• Creates a vision
• Walks the talk – Has integrity
• Coaches subordinates – helps them find the solutions
• Supports subordinates development
• Show consideration for subordinates
• Places appropriate trust in subordinates
• How is all this relevant to the PD role?
Groupwork Session:
Planning, Managing, Monitoring

1. You are PD on a project and are having to work with a group of designers for the first
time. How do you establish effective working relationships?
2. What measures can you use to determine whether designers are working effectively?
3. You are PD on a project but not lead designer. What sort of issues will you need to
iron out with them (e.g. would it work if you are both calling DTM?)?
4. You will continue as PD during the construction phase of a project (due to ongoing
design work). What sort of issues might you need to liaise with the PC about?
5. If you call a meeting, how can you get the best out of it?
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Working with resistance

• A designer, principal contractor or client are not co-operating. You decide

to have a meeting. What approach would you take?
• Introductions, establish rapport and purpose of meeting

• Identify what is working well
• Make your observations
• Ask for their observations – what is their interpretation? Be open minded. This may
reveal new insights or gaps in their capability.
• Discuss implications - do they have similar/different concerns?
• Agree actions. If there are still areas of disagreement…
• “Is there anything more than I can reasonably do?”
• Explain/take what actions are in your own power
• Avoid issuing ultimatums
• Escalate if necessary
Temporary Works Design
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Temporary Works
• Defined in BS5975: 2008 “Code of practice for temporary works

procedures and the permissible stress design of falsework” as “(those)
parts of the works that allow or enable construction of, protect, support or
provide access to, the permanent works and which might or might not
remain in place at the completion of the works”.
What examples of temporary works can you see?!

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Examples
• Earthworks - trenches, excavations, temporary slopes and stockpiles.
• Structures - formwork, falsework, propping, façade retention, scaffolding,

temporary bridges, site hoarding and signage, site fencing, cofferdams.
• Equipment/plant foundations - tower crane bases, supports, anchors and

ties for construction hoists and mast climbing work platforms (MCWPs),
groundworks to provide suitable locations for plant erection, e.g. mobile
cranes and piling rigs.
HSE Guidance (2010)

• “Contractors should be able to demonstrate that they have in place effective

arrangements for controlling risks arising from the use of temporary works. These
are usually captured in a temporary works procedure which will contain most or all
of the following elements:”
• Appointment of a Temporary Works Co-ordinator (TWC)
• Preparation of an adequate design brief
• Completion and maintenance of a temporary works register
• Production of a temporary works design
• Independent checking of the temporary works design
• Issue of a design/design check certificate, if appropriate
• Pre-erection inspection of the temporary works materials and components
What is the relevance to the PD role?
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• In a nutshell, designers must consider;

• construction sequence;
• space requirements;
• impact on existing/adjacent structures;
• temporary works requirements;
• incl. managing temporary instability;
• co-ordination of different TW
• In a nutshell, designers must consider; These probably already feature in

• construction sequence; ‘construction strategies’
• space requirements;
• impact on existing/adjacent structures; It would be useful to flag
• temporary works requirements;
these up at RIBA Stage 3
and through Stage 4
• incl. managing temporary instability;
• co-ordination of different TW
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Design by consulting civil &

structural engineers
“Reduced Dig arrangement

plan”
Key items to note:
i.e. temporary works being

considered by permanent
works designer
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• In a nutshell, PD must check;

• PW designers consider buildability;
• Temporary works requirements;
• Risks associated with temporary conditions;
• PCI/Information is flowing to/from designers (incl. TW designers) and TWC;
• (Probably with help of TWC) designers take account of CPP;
• TW designers and TWD co-ordinators also fulfil their duties
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The following TW OK… I can work up the design briefs

I’ll develop the TW design to meet the
may be needed… and we’ll work out who we’ll ask to
develop the TW design and what brief and will submit it for checking. I’ll
The following identify any unusual or significant risks
risks exist while level of checks we need
to the people installing the TW (e.g.
building is in installation sequence)
temporary state
TWC
TW
Designer
PW
Designer Thanks!
Have you also considered… I make sure the TW
Will this impact on other designer has translated the
designs or site logistics etc.? brief into an effective and
Let’s get the information safe design
and relevant PCI to the TWC
TW Design
Checker
PD
Independent Checks
Scope Independence of Checker

0 Standard Solutions e.g. standard trench Check may be carried out by another
boxes member of site or design team
1 Simple designs. These may include: The check may be carried out by
formwork: false work (where top another member of the design team
restraint is not assumed):
2 More complex or involved designs. The check should be carried out by
Designs for excavations, for foundations, an individual not involved in the
for structural steelwork connections, design and not consulted by the
for reinforced concrete designer
3 Complex or innovative designs e.g. The check should be carried out by
basement excavations or tunnels another organisation
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Examples:
Portal frames where the cladding
contributes to sway stability
Advise the contractor about:

Existence of hazards
Specifying bracing between first two bays
How designers can to form basis of a braced erection
help contractors
manage the temporary
instability of structures
What could contractors do to prevent this incident?

What should designers and PD have done?
Great – we’ll
The floor can take
crack on
the weight of a
digger
Fatalities & Injuries
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May 2019
Health and
Safety at
Work
Magazine
Expanding the PD Role
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PD optional duties
• Notification (discussed yesterday)
• Advise on capability of dutyholders (discussed yesterday)
• Advising on suitability of the Construction Phase Plan
• Advising on construction phase welfare
• Visiting site
Contents of CPP
• Appendix 3 of L153 and Principal Contractors guidance

• Health and safety aims
• Site rules
• Arrangements for:
– Managing risks
– Securing cooperation and coordination
– Involving workers
• Site induction
• Welfare
• Fire and emergency procedures
• Not general health and safety policies
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Advising on the CPP

• The Construction Phase Plan should also contain

– Specific measures for higher risk work (listed in schedule 3 inc. work near high voltage
lines or work exposing workers to risk of drowning)
Things to check
• Is it site-specific? (e.g. uses site

constraint information?)
• Is it proportionate?
• Has it addressed residual risks
highlighted by the PD?
• Site plans could cover:-
– Site layout
– Traffic
– First aid
– Fire
– Waste
– Etc.
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Advising on welfare
• Requirements detailed in Schedule 2 of CDM 2015

– Toilets, drinking water, washing facilities etc.
• Could include using client’s own facilities (e.g. small scale refurbishment)
• Needs to be proportionate to number of workers, nature of work etc.
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Scope may cover

• Checking what is proposed in the CPP
• Undertaking a pre-start check of facilities
• Periodic checks during Construction Phase
Recap of Part 4
• PD need to use a range of approaches to fulfil their duties of planning,

managing, monitoring and co-ordinating the pre-construction phase
and ensuring designers are meeting their own duties
• Temporary works designers should be included in this process
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Part 5: Wrap up and end of course

assessment
Recap of the Course

Day 1 Day 2

the PD role
Part 5
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Course Objectives & Feedback

• Understanding of the Construction Design & Management Regulations (2015)
• Understanding of the principal designer role

– What the duties are
– How they can be fulfilled
• Interactive, enjoyable
• Comments & Feedback. Note: Optional, annual affiliate membership of APS
Assessment
• Note – Certificates will take approx. 2 months to arrive
• Read the instructions
• ‘Open book’ – that does not mean you can copy answers!
• 17 multi-format questions in 1 hour
• Scoring for multiple choice: -1 for incorrect answers
• 70% pass mark
• Please leave quietly when finished
• We’ll be in touch within 3 weeks with outcome
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Waterman Principal Designer Training Day 2 - v10

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Waterman Principal Designer Training Day 2 - v10

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What are the key duties of the Principal Designer?

What are the key duties of the Principal Designer?

What makes a project notifiable under CDM 2015?

What makes a project notifiable under CDM 2015?

01/09/2019

Health and Safety Advisor

Structure of the Course

Morning Part 1 Part 3

• What are the key duties of the Principal Designer?

• Notification – what makes a project notifiable, who notifies and when?

• Appointments – who appoints the principal contractor and principal designer?

• PCI – Give examples of information you might need to gather ahead of a

• Understanding of the Construction Design & Management Regulations (2015)

• Understanding of the principal designer role

Part 3: Design Risk Management (DRM)

• Broken into several sessions

• Techniques for identifying risks

• Process for managing risks

• Approaches for recording key decisions

• An in-depth look at some common hazards

Basic Principles in CDM 2015

• Designers are competent professionals. They manage risks associated with

• H&S matters discussed routinely in DTM

• Workshops to discuss specific concerns

• Design reviews at end of RIBA stages

• Agree use of risk registers and/or annotations

Risks from poor co-ordination

Would you sample this?

Basics: Duty of care

We need to think about

We can reduce risk by:

DRM Session 2: Scenarios

Scenario 1: Identifying Hazards

• Physical e.g. working at height, energy sources (noise, vibration, electricity,

• Biological e.g. viruses and bacteria

45 seconds to identify any

• Hazards can be presented by:-

45 seconds to identify any

Can we realistically completely

Key learning from Scenario 1

• There are different approaches for helping us identify the significant

• We can then decide how best to manage them

Scenario 2: Health Hazards and PCI

Surveys and health hazards

Health hazards Health-Related Information:

Key learning from Scenario 2

Scenario 3: Managing Risks

Regulations for Specific Hazards

C of Noise at Work 2005

Confined Spaces 1997 Personal Protective

A PD does not need to know them all

• PD can obtain more detailed information on an as-required basis

• We will look at a few Regulations which a PD should have more awareness

• All Regulations broadly follow the same principles of prevention

Applying principles of prevention

• Apart from manifestation, what controls are needed or protect against

How this translates to CDM 2015

• Eliminate foreseeable risks