The conviction data available on HSE’s web site has been analysed to assess the impact of the first year of the new Sentencing Guidelines on organisations and individuals working in the construction industry who have been convicted of breaches of health and safety legislation. Comparisons have been made with the last year of the old Guidelines.
This article discusses the impact of deterioration on the safety of concrete structures. This is illustrated by examples where deterioration has led concrete structures to collapse. The article suggests steps that designers can take to minimise the risks of deterioration to safety and discharge their duties under the CDM 2015 Regulations.
This article contains a collection downloads comparing CDM 2007 and CDM 2015 along with published discussions on key issues relating to the CDM 2015 Regulations. It will provide insight into and training on the use of these regulations.
This article contains a collection of published discussions on key issues relating to the CDM 2015 Principal Designer duties. It will provide insight into and training on this new role introduced in the CDM 2015 Regulations.
This article summarises key reasons why board engagement with health and safety risks does not always happen. The lessons from landmark incidents are discussed, and common causes for non-engagement are identified. To gain a better understanding of these causes, we delve into what lies beneath them. To provide a perspective, we also highlight what leadership and senior executives have achieved in ‘best practice’ organisations.
This post discusses what organisations can gain from undertaking risk diagnostic and benchmarking studies.
We have made a version of our risk diagnostic and benchmarking tool available for free download so that you can can identify the gaps in your organisation and benchmark your organisation against best practice.
Over the years, I have noticed a range of barriers that can prevent organisations managing risk effectively. In this article, I have collected together seven of these barriers and discussed both their effect on organisations and how to overcome them. Examples are presented to illustrate the barriers.
This post contains a comparison of the differences between organisations with best practice in risk management and those whose practice is the industry average.
This post shows that the quality of those factors which influence risk is higher and less variable in best practice organisations. Different factors are more important to the ‘best practice’ organisations than to the ‘average’ organisations.
We have made the benchmarking tool available for free download so that you can benchmark your organisation against best practice.
This is Part 2 of a two-part article, and proposes a solution to the problem of how to assess what factors influence risk in organisations. The proposed approach recognises that incidents are caused by a complex combination of events that do not happen in isolation. It enables organisations to understand what factors really influence risk.
This article discusses why organisations’ susceptibility to risk is largely determined by the mindsets and behaviours of their staff and the difficulties this causes in assessing what factors influence risk. A methodology is proposed that recognises that incidents are caused by a complex combination of events that do not happen in isolation. This methodology enables organisations to understand what factors really influence risk as part of a risk diagnostic.
We have made the Risk Diagnostic Tool freely available for download.
Download a note that identifies, clause-by-clause, the changes in the Principal Contractor and Contractor duties in the CDM 2015 regulations compared to those in CDM 2007, so making it easier to comply.
When something goes wrong, it’s because a number of factors aren’t working – do you know what factors influence risk in your organisation?. This post discusses a range of examples from high profile incidents and introduces an approach for identifying and assessing the factors that influence organisational risk.