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By Christoph Marsh

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Sample text

Although the Regulations dictate actions that must be undertaken by the principal contractor, all of these are of basic common sense that should normally be complied with under good management practice. Basically, the principal contractor must ensure that: ▪ all actions of contractors on site are properly co-ordinated and comply with the health Building services procurement 22 and safety requirements ▪ all appointed contractors are competent ▪ sufficient health and safety provisions have been made within a contractors work plan ▪ only authorised people enter the construction site and are briefed on the dangers and safety requirements.

Good procurement practice dictates that standardised contracts should always be used, as considerable time has been spent to ensure the interconnectivity between their constituent parts, together with sufficient case law existing to highlight their robustness. It is important that the obligations set by the employer within the main contract are stepped down to the subcontractor. This will also provide the subcontractor with the same rights and privileges enjoyed by the other parties. To work effectively the two agreements must be complementary.

Lynton PLC (1995) The UK Construction Challenge , London, Lynton PLC Company Report. 5. E. (1992) An Introduction to Building Procurement Systems , London, E&FN Spon. 6. Parsloe, C. (1990) A Design Briefing Manual , Bracknell, BSRIA Publications. 7. Turner, A. (1990) Building Procurement , Basingstoke, The Macmillan Press Ltd. 8. Wild, J. (1997) Site Management of Building Services Contractors , London, E&FN Spon. 1 CONTRACT RISK All construction projects involve risk. The traditional method in which risk was dealt with during procurement was through the contract, which led to many disputes and the general view that construction is an adversarial business.

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