Lee Brunsden has been appointed as the Head of Sales EMEA at CHAS, a Veriforce company, as part of the supply chain risk management expert’s ongoing global expansion strategy. With a track record of over a decade in compliance and risk management, Lee has assisted numerous clients worldwide in enhancing
On World Mental Health Day which take place today, the 10th October 2022, Alex Minett, Head of Products and Markets at CHAS, offers five steps companies can take to make workplaces more inclusive for workers who have experienced mental health issues. It’s fair to say the covid-19 pandemic has fuelled
With the HSE set to undertake a thousand inspections during October and November in an effort to drive down the rates of muscular skeletal disorders (MSD’s) in the construction industry, Alex Minett, Head of Products & Markets at CHAS, looks at the steps workers and employers can take to prevent
CHAS, the trusted expert in supply chain compliance, has teamed up with SafetyCulture, the global technology company, to provide CHAS contractors with discounted access to SafetyCulture’s digital operations management platform. SafetyCulture’s platform empowers businesses to harness the power of observation to identify and reduce risk and save money while driving continuous
CHAS, the supply chain risk management expert, has joined forces with the Supply Chain Sustainability School to introduce the Fairness, Inclusion and Respect (FIR) Growth Assessment. The assessment provides a framework for organisations to assess and embed the principles and business benefits of a fairer, more inclusive and respectful workplace.
CHAS, the supply chain risk management expert, highlights ten issues that will affect construction supply chains in 2022. 1. The Building Safety Bill The Building Safety Bill, currently making its way through Parliament, is set to change how certain buildings are constructed, maintained and made safe. It will include regulatory
CHAS, the supply-chain risk management expert, has become a registered signatory of Building a Safer Future and is encouraging other members of the built environment sector to do the same. The Building a Safer Future Charter was launched in response to Dame Judith Hackitt’s review of building regulations and fire
The rollout of a new data-sharing agreement between the Common Assessment Standard providers means the benefits of qualifying for and specifying the scheme are greater than ever. CHAS, Managing Director Ian McKinnon explains more. What is the Common Assessment Standard? Since its launch in 2019, the Common Assessment Standard has
Offsite manufacturer of light gauge steel panelised superstructures Fusion Building Systems, has become a Member of the British Safety Council – a national organisation dedicated to making sure no one is injured at work. Fusion’s membership supports a business aspiration to achieve industry-leading health and safety standards and performance levels,
G A Smith – Reputable in Construction (The Following is a Promoted Article) Undoubtedly, one of the greatest – if not the greatest – challenges faced by plant hire firms is managing health and safety. Owing to its power and size, plant equipment is intrinsically dangerous and thus proper risk
BDC 319 : Aug 2024
Lee Brunsden has been appointed as the Head of Sales EMEA at CHAS, a Veriforce company, as part of the supply chain risk management expert’s ongoing global expansion strategy. With a track record of over a decade in compliance and risk management, Lee has assisted numerous clients worldwide in enhancing their supply chain risk management practices. Lee’s expertise in sales strategy, adept team leadership, and change management make him a valuable addition to CHAS as they expand their solutions to a broader international audience following their acquisition by Veriforce in January 2023. As a seasoned Sales Leader, with over 20 years of experience across all disciplines of sales, Lee specialises in new business development, major market expansion, and fostering high-performance sales teams. His leadership skills and passion for building partnerships will play a pivotal role in overseeing CHAS’s sales organisation across EMEA. Lee’s recent career highlights include overseeing the introduction of a new carbon product which has enjoyed rapid success. Lee has also been proactive in interfacing with trade bodies across the infrastructure sector to champion industry best practice, inform on upcoming legislation and provide industry perspective. Eager to engage with both new and existing customers, Lee is excited about launching innovative products tailored to meet the needs of the construction, utilities, and facilities management sectors in the UK and beyond. Lee comments: “I’m thrilled to be joining CHAS and to have the opportunity to play a part in their expansion plans. “CHAS has earned an excellent reputation for driving advancements in supply chain risk management within their operating sectors. I am eager to build upon this success both in the UK and overseas.” Welcoming Lee aboard, CHAS Managing Director Ian McKinnon adds: “Lee is a formidable leader with extensive experience in the supply chain risk management space. We are delighted to have him join us at this exciting time in our company’s history. “Lee’s experience and enthusiasm will be of great value as we strive to expand our product offering and our audience.” Building, Design & Construction Magazine | The Choice of Industry Professionals
On World Mental Health Day which take place today, the 10th October 2022, Alex Minett, Head of Products and Markets at CHAS, offers five steps companies can take to make workplaces more inclusive for workers who have experienced mental health issues. It’s fair to say the covid-19 pandemic has fuelled a global emergency for mental health, and there’s no sign of letup with ongoing disruption to mental health services and access to treatment. This is compounded by the current cost-of-living crisis and the extra stressor this is putting on people’s everyday lives. A recent position statement published by The Royal College of Psychiatrists (RCPsych) calls for better workplace support when it comes to meeting mental health challenges to help people with mental health issues return to and stay in work. Indeed, latest statistics from the HSE put stress, anxiety and depression as the leading cause of sick leave, accounting for 50% of ill health absences. While this is a 6% increase on pre-pandemic levels, it’s worth noting that figures were already on the rise in 2019. What’s clear is that employers can play a significant role in providing mental health support not only to safeguard their workers’ wellbeing but to shore up business security and productivity too. 1. Create a culture of transparency One of the biggest barriers to addressing mental health is the ongoing stigma perpetuated by it being an invisible problem, particularly in the workplace. It stands to reason that the best way to create normalcy is to get people talking. The RCPsych report puts the onus on workplace leaders to start the conversation, recommending “that those in supervisory positions, from the most junior upwards, feel confident enough to identify potential mental health difficulties in their staff and to speak with them about such difficulties.” Whether this message is communicated through one-to-ones, informal forums, structured training or toolbox talks, the aim is to open up discussions around mental health so that an employee doesn’t suffer in silence and allow the problem to grow. 2. Offer flexibility and support According to mental health charity, Mind, studies consistently show that employees who feel valued and supported at work will have higher health and wellbeing levels leading to fewer mental health challenges. Being able to offer an improved work-life balance is within the remit of the employer. Where possible, consider offering remote or flexible working that balances employees’ individual needs with the business’s running. It is worth pointing out, however, that loneliness and isolation can be a key factor in mental health issues, so remote work comes with its own risk assessment requirements. Other positive steps employers can take include pointing employees in the direction of recommended counselling and support services and enabling access to them during working hours like they would for other medical appointments. As with any illness, employees returning to work following mental health-related sickness absence should be offered phased returns, return to work assessments and access to training to catch up on any career development they may have missed. 3. Review policies and procedures All relevant HR policies (including health and safety, sickness absence, grievance policies etc) should be joined up in their inclusion and approach to mental health. HR leaders should bear in mind that mental health issues might contribute to incidents leading to disciplinary action and performance management. They should also consider the impact of dismissal and redundancy on individuals by ensuring that appropriate support and access to advocates are available for those who need them. In terms of legislation, the Equality Act 2010 considers it a disability if someone has “a mental impairment that has a substantial, adverse, and long-term effect on [their] ability to carry out normal day-to-day activities.” This means that employees with a mental health disability have the legal right to request reasonable adjustment changes to their job and receive protection from discrimination, victimisation and harassment. 4. Lead from the top Managers and leaders are in a unique position to send a clear message to staff about the importance of workplace wellbeing. In the first instance, they should prioritise understanding the triggers for workplace mental health issues, which may include working long hours without breaks, to overly pressurised working environments. They can then take steps to tackle where these issues may arise in their organisations by, for example, actively encouraging and role modelling healthy working habits such as taking full lunch breaks and annual leave as well as working sensible hours. Employee engagement is also crucial for employers to identify what they may need to do regarding challenging mental health issues. Staff forums and surveys are all useful for employers to take stock of their current approaches to mental health and identify where improvements are needed. 5. Strive to be better Promoting an organisation-wide mental health strategy signals a serious commitment to the issue of mental health, particularly when looking at it through the lens of a broader fairness, inclusion and respect (FIR) approach to working practices which include mental health among its many other topics. A strategy should centre around promoting staff wellbeing, identifying the causes of work-related mental health problems and what support staff need. Where employers are looking to strengthen their approach to this issue, undertaking the CHAS FIR growth assessment will set a benchmark for what they are doing now against what more they need to do to achieve industry best practice and ultimately become industry leaders in supporting mental health challenges in the workplace. Conclusion Positive employment has a vital role to play in promoting better mental health. Where, according to RCPsych, a ‘good workplace’ offers “benefits such as job security, an appropriate wage, positive work-life balance, opportunities for career progression, and supportive mental health and wellbeing policies”, employers can look to be rewarded by a loyal, more productive workforce contributing to better business performance.
With the HSE set to undertake a thousand inspections during October and November in an effort to drive down the rates of muscular skeletal disorders (MSD’s) in the construction industry, Alex Minett, Head of Products & Markets at CHAS, looks at the steps workers and employers can take to prevent these injuries on site. Construction work is a physical job, meaning lifting and moving heavy objects on site is to be expected. Nevertheless, the law requires employers to prevent the ill health of their workers, which includes injuries to muscles, bones, joints and nerves. The good news is that when work is properly planned and the correct training, aids and equipment are in place to prevent injuries, many moving and handling risks can be effectively mitigated. How can back problems occur? Generally, back issues will develop over time and become a chronic or episodic problem causing mild to severe pain. Sometimes they will occur after a work-related accident. According to the HSE, tasks that can cause back pain or make existing issues worse include: Lifting heavy or bulky loads Carrying loads awkwardly, possibly one-handed Pushing, pulling or dragging heavy loads Manual handling in awkward places, such as during delivery work Repetitive tasks, such as packing products Bending, crouching or stooping Stretching, twisting and reaching Being in one position for a long time Working beyond your capability or when physically overtired Working with display screen equipment (with poor posture) Driving long distances or over rough ground, especially if the seat is not, or cannot be, properly adjusted or operating heavy equipment (for example, excavators) While rarely life-threatening, back problems can cause life-limiting conditions and chronic pain for sufferers. Legal obligations and managing the risk Under theThe Health and Safety at Work etc. Act 1974 employers have a duty to protect workers from harm by providing adequate training in health and safety as well as information, instruction and supervision. They must also maintain a secure working environment where tasks can be undertaken safely. The Manual Handling Operations Regulations 1992 relate specifically to work that involves ‘the moving of items either by lifting, lowering, carrying, pushing or pulling’, any of which could present a potential risk of injury. It’s easier to prevent back injuries than cure them, and the steps an employer must take under the regulations begin with looking at whether the need for manual handling can be avoided altogether. Where this is not possible employers then have a duty to make a suitable assessment of the risk of injury from any manual handling operations that cannot be avoided while looking to reduce the risk of harm to as low as is reasonably practical, such as by using machinery or other equipment to carry out the task. Risk assessments and safety procedures should be reviewed regularly. Lastly, the regulations state that where possible, employees who are undertaking manual handling should be provided with precise information on the weight of each load and the heaviest side of any load whose centre of gravity is not positioned centrally. Training is a crucial aspect of managing any health and safety risk. For example, employees should be educated on the dangers of back and spine injuries and how to recognise and avoid the causes. Training should also include techniques on moving and handling heavy loads and equipment either through demonstrations or videos. Employee input when it comes to managing the risk of back injury is valuable. Often back pain occurs following a previous episode, so employees are best placed to provide information on their back health histories as well as their capabilities and they should always be encouraged to report problems early so the proper treatment can be sought. People are far more likely to recover from back pain when recognised early and treated appropriately. Where an employee may be reluctant to admit to their limitations, look for signs they may be struggling with back pain. Reluctance to do particular tasks could be a red flag that they are harbouring an injury. Return to work discussions are an essential part of an employees recovery. It may be possible that they can come back before all their symptoms have completely disappeared depending on medical advice and consider whether an adjustment to work practices to accommodate their return will be necessary. It might be prudent to consult an occupational health professional for advice on back pain. Larger companies may have in-house occupational health departments; however there are plenty of external contractors who provide occupational health services. Back pain and mental health It is worth noting that sufferers of any chronic pain could go on to develop issues with their mental health, such as depression. Unrelenting back pain can lead to poor sleeping and eating habits, interrupt physical activity and all of the other activities that contribute to positive emotional wellbeing. Stress from suffering with pain can often exacerbate the physical symptoms, and so it becomes a vicious circle. GPs will often suggest psychological therapy in addition to other treatments for back pain. Conclusion Injuries to muscles, bones and joints are commonplace, particularly in the construction industry. Although they can improve within weeks, the disruption to businesses and workforces can be significant, even more so when there is a high risk the problems can return. Not to mention the detrimental impact MSD’s have on employees themselves. With the HSE inspection campaign set to shine a light on these conditions over the next few months, now is a good time to review current health and safety policies and ensure robust management strategies are in place when it comes to preventing these all-too-common workplace injuries. To find out more about how CHAS can help ensure high standards of health and safety throughout your supply chain, call 0345 521 9111 or visit chas.co.uk
CHAS, the trusted expert in supply chain compliance, has teamed up with SafetyCulture, the global technology company, to provide CHAS contractors with discounted access to SafetyCulture’s digital operations management platform. SafetyCulture’s platform empowers businesses to harness the power of observation to identify and reduce risk and save money while driving continuous improvement in safety and quality management. The agreement includes the use of iAuditor, SafetyCulture’s flagship inspection management software which allows teams to capture data, identify areas of improvement, share reports and collaborate via a simple-to-use app. Using iAuditor, CHAS members can perform checks, report issues, automate tasks and communicate fluidly within a single auditable trail. CHAS members have access to an exclusive 10% discount on iAuditor and can get started for free for up to 10 users. CHAS members are also eligible for a 10% discount on EdApp, an all-in-one mobile training platform that gives workers the flexibility to train at any place, any time. The SafetyCulture discount is the latest in an ever-growing bank of CHAS membership benefits designed to help members’ businesses thrive and save them thousands of pounds a year. Other benefits include discounted cyber security support, access to a free legal helpline, 20% discount with Speedy Hire, TradePoint cards that give 10% off at B&Q, as well as discounted training courses and free access to e-learning resources. Commenting on CHAS’s partnership with Safety Culture, CHAS Managing Director Ian McKinnon says: “We’re really excited to be teaming up with SafetyCulture to offer our members an exclusive discount on access to this cutting edge platform. “CHAS is committed to helping members strive for continuous improvement in their health & safety performance and SafetyCulture’s tools enable users to do just that. “By harnessing these tools, CHAS members will have the potential to strengthen their risk management processes, reduce accidents and incident levels and build even better businesses.” Niamh Keane, Head of UK, SafetyCulture adds: “SafetyCulture and CHAS share a vision to make the highest levels of risk, health and safety and quality management available as broadly as possible. Through the use of SafetyCulture’s easy-to-use tools like iAuditor and EdApp, CHAS members will be able to equip their frontline with market-leading technology and skills to deliver on this vision.” To find out more about how CHAS can help your business, call CHAS today on 0345 521 9111 or visit www.chas.co.uk
CHAS, the supply chain risk management expert, has joined forces with the Supply Chain Sustainability School to introduce the Fairness, Inclusion and Respect (FIR) Growth Assessment. The assessment provides a framework for organisations to assess and embed the principles and business benefits of a fairer, more inclusive and respectful workplace. It has been specifically designed by construction clients, contractors and sub-contractors and is suitable for organisations of any size, large or small. Commenting on the new partnership, CHAS Managing Director Ian McKinnon says: “We are excited to join forces with the Supply Chain Sustainability School to further the construction industry’s progress in becoming more diverse and inclusive and make the sector a better place to work for everyone.” Promoting a culture of fairness, inclusion and respect has multiple benefits. Not only are diverse businesses more profitable, they are also better at attracting and retaining talent, as jobseekers increasingly favour employers that are committed to diversity and equality. Having a diverse workforce can also lead to better workplace performance by generating new ideas and perspectives, and increasing employee engagement. Furthermore, clients and large contractors increasingly expect their supply-chain partners to work with them to implement diversity and inclusion practices and policies. Become accredited Businesses can now become accredited for their commitment to promoting fairness, inclusion and respect via a new CHAS accreditation. The CHAS Fairness, Inclusion and Respect accreditation enables companies to confirm that they are embedding this issue within their organisation in line with industry best practice and guidelines. As well as helping companies demonstrate that they are responsible businesses, this can help them win more work. The assessment involves a mix of online questions and in-person interviews and considers the role of six key factors in effectively embedding a culture of Fairness, Inclusion and Respect, which include; strategy, leadership and governance; recruitment and development; working practices; the site environment, and the supply chain. Commenting on the launch of the accreditation, Ian McKinnon says: “As the industry becomes more attuned to the value of Fairness, Inclusion and Respect, it is a real benefit for businesses to be able to demonstrate that they are taking this issue seriously. “CHAS’s new accreditation provides reassurance that Fairness, Inclusion and Respect is being embedded effectively throughout an organisation in line with current best practice and guidelines. This in turn can help companies grow their reputations and businesses.” To find out more about the CHAS Fairness, Inclusion and Respect accreditation, call CHAS today on 0345 521 9111 or visit www.chas.co.uk Building Design and Construction Magazine | The Home of Construction & Property News
CHAS, the supply chain risk management expert, highlights ten issues that will affect construction supply chains in 2022. 1. The Building Safety Bill The Building Safety Bill, currently making its way through Parliament, is set to change how certain buildings are constructed, maintained and made safe. It will include regulatory reforms on fire safety and quality of construction products and will introduce a developer levy. Virtually everyone involved in the design, construction and management of higher-risk buildings will be affected. It is expected that the Bill will receive Royal Assent between April and June 2022 with the provisions coming into force in stages. The HSE will oversee the new building safety regime and is already urging affected parties such as designers to prepare. For more information, subscribe to the HSE’s free BSR eBulletin here: https://public.govdelivery.com/accounts/UKHSE/signup/15087 2. New framework for Environmental protection The Environment Bill became the Environment Act 2021 when it received Royal Assent on 9th November 2021, introducing a post-Brexit framework for environmental governance, primarily in England. The Act paves the way for further laws and guidelines such as legally binding targets around air pollution, biodiversity, water quality and waste which will be defined in due course. Businesses of all sizes can prepare by reviewing how they currently monitor and manage environmental processes and ensuring environmental management remains high on their agenda. 3. Net Zero targets From 1st October 2021, it became mandatory for all companies bidding for government contracts worth more than five million pounds a year to commit to achieving net zero emissions by 2050. Under the new rules, set out in Public Policy Note 06/21, in-scope organisations need to produce a carbon reduction plan detailing where their emissions come from and what environmental management measures they have in place. While some large companies already self-report Scope 1 (direct) and Scope 2 (indirect owned) carbon emissions under the Streamlined Energy and Carbon Reporting regulations, the new targets require them to go further. This includes committing to achieving Net Zero by 2050 and reporting Scope 3 emissions such as business travel, employee commuting, transportation, distribution and waste. The requirements currently only apply to government contracts, but they could become an advisory part of the Common Assessment Standard in 2022. 4. Focus on Diversity & Inclusion Diversity & Inclusion is an issue steadily rising up the supply chain agenda, with construction clients increasingly looking for evidence that contractors are proactive in this area. A progressive Diversity & Inclusion strategy will look to create a positive workplace environment where everyone feels valued and people are treated as individuals according to their needs. This may, for example, include making reasonable workplace adjustments to accommodate those with disabilities or those that have different work/life commitments. To help companies improve their approach to Diversity & Inclusion, The Supply Chain Sustainability School offers a free Fairness, Inclusion & Respect toolkit which can be accessed here:https://www.supplychainschool.co.uk/topics/fir/ 5. The standardisation of Social Value The concept of social value has been around for a while but it is set to become more defined in 2022. Within construction, social value usually covers how a build can add value in terms of its wider social, economic, and environmental benefits, but there is growing demand for more consistent measurement of social value. The Social Value Portal’s National Social Value Measurement Framework – also known as the National TOMS – provides a consistent method of reporting and measuring social value. Construction companies can find out more about how they can implement it in their business practices here: socialvalueportal.com/national-toms/ 6. The increase in digitalisation Digitalisation has been a slow burner for the construction industry, but according to McKinsey , Covid-19 was a turning point with 50% of companies surveyed saying they have increased investment in digital transformation to meet the demands of the next normal. Central to the construction industry’s digital transformation is Building Information Modelling (BIM), which offers digital modelling for all components of the construction process from tools, people and materials to mapping work areas, reducing defects and identifying health and safety hotspots. The ability to move the planning of build projects online allows a more collaborative way of working with stakeholders having access to data and documents from anywhere and at any time. Guidance on implementing BIM, designed to help construction businesses on their journey to digital transformation, is available from the UK BIM Framework and is updated quarterly. 7. The skills shortage Figures from the Office for National Statistics (ONS) show a record leap in job vacancies, estimated to be 1.2 million in September 2021 across all industries. The skills shortage has been a growing concern within construction due to workers reaching retirement age and not enough people entering the industry to replace them. Furthermore, the industry has seen a 42% decline in EU workers. The skills shortage makes it even more critical that efforts to diversify the industry and attract a wider range of people to construction roles pay off. It also reinforces the importance of looking after existing staff and contractors. In recent months CHAS has seen record use of the CHAS Jobs Board, a free resource that allows construction clients to quickly and easily find local accredited contractors. Find out more here: www.chas.co.uk/blog/jobs-board-now-live/ 8. Materials shortages The Department for Business and Energy and Industrial Strategy’s Monthly Statistic of Building and Components consistently showed month-on-month price rises throughout 2021. The Construction Leadership Council reported improvements in product supply in some areas, and the Timber Trade Federation (TTF) are now receiving record-breaking timber imports; however, supplies are still likely to be under strain in 2022. A shortage of HGV drivers to deliver materials remains an issue, with take-up low for the government’s 10,500 visas for overseas lorry drivers. An FMB survey shows jobs are still being delayed as a result. 9. COVID-19 Covid-19 is still circulating with outbreaks and the impact of new variants difficult to predict. Businesses will therefore need to remain COVID-secure and continue to manage the risks of the virus in 2022.
CHAS, the supply-chain risk management expert, has become a registered signatory of Building a Safer Future and is encouraging other members of the built environment sector to do the same. The Building a Safer Future Charter was launched in response to Dame Judith Hackitt’s review of building regulations and fire safety to instigate the cultural and behavioural changes required to achieve a safer building system. Signatories must make five commitments to prioritise safety first in the built environment. These include: Collaborate to spearhead culture change and be the voice of building safety across the sector. Be transparent in the interests of safety, sharing key information with residents, clients, contractors and statutory bodies in a useful and accessible manner in the design, construction and occupation phases of the process. Make safety a key factor of choice in who they work with, ensuring that building safety is placed at the centre of selection decisions without compromising quality or value for money. Ensure that the voices and safety of residents, visitors and employees are central to their decision-making process. Set out and communicate clear responsibilities within their organisation and with their partners, ensuring everyone with a stake in the building during design, construction and occupation understands their role and has the time and resources they need to achieve and maintain building safety. Any organisations or individuals who work in or have a professional connection or interest in the UK built environment can sign up to the Building a Safer Future Charter. It applies to any organisation involved in pre, during and post-construction activity (including maintenance and residential/community organisations). CHAS Managing Director, Ian McKinnon, comments: “As an authority and trusted advisor on health and safety compliance, responsible for setting industry benchmarks, CHAS is committed to the continuous improvement of health & safety standards in the UK. “We therefore fully support the commitments set out in the Building a Safer Future Charter and actively encourage our contractors and other members of the construction community to do the same. “The more widely the scheme is embraced, the more successful it will be in driving the culture change required to improve building safety.”
The rollout of a new data-sharing agreement between the Common Assessment Standard providers means the benefits of qualifying for and specifying the scheme are greater than ever. CHAS, Managing Director Ian McKinnon explains more. What is the Common Assessment Standard? Since its launch in 2019, the Common Assessment Standard has fast become the construction industry’s gold standard for prequalification. Led by Build UK, with the support of CECA, the scheme has been designed to replace multiple assessment schemes with one comprehensive industry-agreed questionnaire, based on existing prequalification questionnaires, including PAS 91. Previously the PQ system was complex and repetitive, with an estimated 180,000 specialist contractors required to produce over two million pieces of paper every year for 5,000 contractors at a cost of up to £1 billion. The Common Assessment Standard cuts through this inefficiency while helping the industry manage risk across a wider range of criteria such as sustainability, modern slavery and financial performance. Who specifies the Common Assessment Standard? As the Common Assessment standard is resetting a long-established system, a phased approach is being taken to its rollout. This allows companies to adopt the Common Assessment Standard at a time that suits them; however, it has already gained strong support from both the public and private sectors. The Crown Commercial Service (CCS) requires that contractors appointed to its seven-year framework assess their supply chains using the Common Assessment Standard, and it is expected to feature in the details of the Government’s new Construction Playbook. The Construction Leadership Council (CLC) also supports the scheme. Many major contractors have also moved swiftly to specifying the new standard, with this figure expected to rise now that the data-sharing agreement is in place. What’s the relevance of the data-sharing agreement? CHAS was the first accreditation body to offer the Common Assessment Standard in 2019 via the CHAS Premier and CHAS Premier Assured packages. Although contractors could now take the assessment with other approved assessment bodies, the data-sharing agreement means the details of everyone who passes the assessment can be accessed via any of the providers, regardless of which assessment body carries out the audit. For CHAS contractors, this means they only need to complete the Common Assessment Standard once a year with CHAS to qualify for a wide range of work rather than having to sign up to multiple schemes – saving time and money. Meanwhile, clients looking for pre-qualified contractors simply specify the Common Assessment Standard to find contractors accredited to a single, consistent industry-agreed standard. Clients can access a database of these contractors via the services of any of the assessment bodies – such as the free CHAS Client Portal. Why choose CHAS? As well as being the founder of third party accreditation and a trusted authority on supply chain risk management, CHAS is renowned for providing a friendly and efficient service and high customer satisfaction levels. CHAS contractors receive additional benefits such as access to e-learning resources, discounted fuel and shopping schemes and business insurance. CHAS is also committed to helping contractors who are not yet ready to complete the Common Assessment Standard to work towards higher levels of accreditation. Meanwhile, it is free, quick and easy for clients to sign up to the CHAS Client Portal where they will also find a suite of complimentary supply chain management and procurement tools. How can you find out more? To find out more about qualifying for, or specifying, the Common Assessment Standard, visit www.chas.co.uk or call 0345 521 9111
Offsite manufacturer of light gauge steel panelised superstructures Fusion Building Systems, has become a Member of the British Safety Council – a national organisation dedicated to making sure no one is injured at work. Fusion’s membership supports a business aspiration to achieve industry-leading health and safety standards and performance levels, setting a benchmark for the offsite construction sector as a whole. As a Member, Fusion will be able to access the latest health and safety information, stay up to date on all legislative changes and utilise the training resources made available for employees, with the aim of achieving a positive and proactive health and safety culture right across the business. David Bayliss, Fusion Health & Safety Manager, said: “Robust health and safety procedures are important for any business, but in construction, the risks could be considered more severe. We operate across varying environments; offices, a manufacturing facility, transportation and on live construction sites, so need to be sure we’re working to best practice guidelines at all times for the safety of our own employees, as well as those they’re working with. “We aspire to be industry-leading in our health and safety standards and our Membership of the British Safety Council will help us on our way to achieving this. All employees will benefit from the online resources which are made available to them and our commitment to working safely will continue to form part of our supply chain partner agreements.” Fusion’s health and safety record over the past seven years is already significantly better than average for the manufacturing facility and is industry-leading on-site. The Company also holds accreditations with CHAS (Contractors Health & Safety Assessment Scheme), BOPAS (Build Offsite Property Insurance Scheme), ISO9001, ISO14001, and is a member of industry bodies including the SCI (Steel Construction Institute). David continued: “Our membership of the British Safety Council is further evidence of how we’re developing as a business and how we’re working to improve standards not only in offsite manufacturing, but across the wider construction industry.” For further information visit www.fusionbuild.com or www.britsafe.org
G A Smith – Reputable in Construction (The Following is a Promoted Article) Undoubtedly, one of the greatest – if not the greatest – challenges faced by plant hire firms is managing health and safety. Owing to its power and size, plant equipment is intrinsically dangerous and thus proper risk management is a fundamental part of haulage business’ operations. Beginning with just one wagon in 1987, G A Smith has since grown into specialist plant hire firm of multiple vehicles and multiple areas of expertise. Operating out of three depots in Birtley, Cramlington and Felton, and with four core areas of business – plant hire, bulk haulage, bulk handling and earthworks – the firm functions as a one-stop-shop in loading, conveyance and handling. Through diversification, the firm has established a leading reputation with its construction industry clients and is favoured for its technically-competent and professional services. Although the weight G A Smith places on health and safety is then perhaps unsurprising, the firm’s success in managing risk is somewhat remarkable. Training has been key for the firm; by providing operatives with the most up-to-date advice, knowledge and skills, risk of injury by human error or misdemeanour can be mitigated. With several SMSTS-trained site managers, a number of SSSTS-trained site supervisors and all operatives having undergone CPCS training or an equivalent, G A Smith leaves nothing down to chance and has built up a level of competence that, for the most part, prevents accidents from happening altogether. More than simply providing opportunities for training however, G A Smith has taken the decision to carry out some specialist training in-house rather than sourcing courses from an external supplier. Claire Trusty, Health and Safety Officer at G A Smith, says the benefits of internal training are manifold: “Taking a hands-on approach to training has enabled us to provide operatives with exactly the qualifications and skills they needs for each specific job. What’s more, we’re also able manage operatives’ practice more attentively and make sure not only that they have the right knowledge and the right skills to perform but, equally, that they’re effecting what they’ve learned in training on a day-to-day basis.” Conducting training in-house is also well-suited to the often unpredictable schedules and working hours of G A Smith’s operatives, and thus prevents the company from having to take time away from either site works or the customer. Training provided includes: manual handling, basic working at height and fire awareness. In addition, all operatives have recently benefited from a Self-Study Environmental Awareness with a view to easing G A Smith’s transition to a ISO 14001-accredited firm. Indeed, following recent audits, the company is now accredited with ISO 14001, ISO 18001 and ISO 9001, the successful achievement of which, Trusty highlights, will prove invaluable during tendering in the future and, more generally, reinstates G A Smith’s commitment to quality and corporate responsibility. ISO accreditation is just another seal of approval for the company which also possesses a number of highly-regarded industry accolades, including SafeContractor, Constructionline and CHAS accreditation. In respect of just what CHAS membership provides the business, Trusty echoes her sentiment on ISO accreditation as well as stressing that the principles of CHAS are, in many ways, commonsense. “When we first started to invest in health and safety, changing the business in line with the requirements CHAS, it was actually much more simple and much more intuitive than it first seemed. Ultimately, CHAS mandates that businesses recognise their responsibility to provide a safe working environment for operatives and mitigate risk to the public. When you look at it like that, there’s very little to dispute.” In terms of how those ambitions are actualised on site, G A Smith issues all operatives with an up-to-date health and safety policy and PPE during induction, reviewing potential risks and hazards on a site-by-site basis and making amends as necessary. Risk assessments, method statements and COSHH assessments are all completed internally and, likewise, reviewed regularly so as to identify any changes or emerging matters of address. With profound emphasis on health and safety, G A Smith continues to excel in the bulk haulage and handling industry, proving that the – whilst the industry may be characterised by risk – it need not be defined by accident or injury. And with express commitment to maintaining such high standards evident in the company’s recent successful audit for ISO accreditation, G A Smith can only grow in prominence.
