The Government’s September response to the Grenfell Tower Inquiry does not suddenly create a new set of duties for contractors. It does, however, make the direction of travel much clearer: stronger senior accountability, more visible evidence of competence, tighter control of principal contractors and designers, and better traceability of the information used to demonstrate compliance.
The direction of travel is towards clearer accountability
On 10 September 2026, the Government published its sixth progress update on the Grenfell Tower Inquiry Phase 2 recommendations. Of the 28 recommendations grouped under the construction industry, nine were recorded as complete and 19 remained in progress. The construction-industry update confirms that major reforms are still being developed rather than presenting them all as current legal requirements.
That distinction matters for contractors. Headlines about principal contractor licensing, senior sign-off and a single construction regulator can easily be read as though each measure has already taken effect. It has not. Businesses need to separate duties that already apply from proposals, consultations and legislation that may change the system later.
The Building Safety Regulator became a standalone arm’s-length body in January 2026, with the staff transfer out of HSE completed in June. Government describes this as an important step towards the proposed Single Construction Regulator, but primary legislation will still be required to establish that wider regulator.
What is already a legal duty?
The Building Regulations dutyholder regime for building work in England is already in force. Government’s current dutyholder guidance requires clients, designers and contractors to take appropriate steps around competence and compliance, with principal designer and principal contractor appointments required where the statutory circumstances apply.
Competence is not simply a qualification or card. For individuals, the regime considers skills, knowledge, experience and behaviours. For organisations, the issue is organisational capability: whether the business has suitable policies, procedures, systems and resources to fulfil the work it undertakes.
Principal contractors must plan, manage, monitor and coordinate building work so it complies with the Building Regulations. Principal designers have corresponding responsibilities for design work. These duties sit alongside, rather than replace, duties under CDM 2015, even where the same organisation is appointed to a similarly named role under both regimes.
Senior sign-off and contractor licensing remain proposals
Recommendation 20 concerns a proposed senior-manager statement from the principal designer at Gateway 2 for higher-risk building work. The September update says Government intends to strengthen senior accountability and is considering how the recommendation should be implemented. It is not currently a general statutory sign-off requirement across building control applications.
Recommendation 21 concerns a licensing scheme for principal contractors working on higher-risk buildings, together with a personal undertaking from a director or senior manager. Government says the dutyholder-regime review and its evidence-gathering work will inform implementation. There is not currently a statutory principal-contractor licensing scheme of the type recommended by the Inquiry.
Directors should nevertheless pay attention to the direction of travel. A stronger accountability regime will place even greater value on being able to show who reviewed significant decisions, what information they considered, what competence was relied upon and how unresolved compliance issues were escalated.
Competence evidence needs to reflect the real work
The wider reform programme reinforces a point that already matters in practice: competence evidence needs to be connected to the work being undertaken. A training certificate, NVQ, card or professional membership can be important evidence, but none automatically demonstrates competence for every project, complexity or dutyholder function.
Businesses should be able to show how qualifications, relevant experience, supervision, organisational systems and project-specific capability fit together. Structured development through routes such as supervisory and management NVQs is most useful when it evidences real occupational responsibility rather than becoming a certificate-collection exercise.
Better records support better decisions
The September report also confirms that construction-product reforms remain in development. Government intends to bring forward legislation for a General Safety Requirement when Parliamentary time allows and is continuing work on access to reliable product testing and performance information.
For contractors, the practical lesson extends beyond product regulation. Design decisions, substitutions, approvals, changes, installation evidence and handover information should form a traceable chain. We explored the same issue in Digital Product Records in Construction: Should Contractors Be Preparing Now?.
Technology can make that chain easier to manage, but the objective is not digitisation for its own sake. It is being able to retrieve the information behind a safety-critical decision and understand why that decision was made, even after the people originally involved have moved on.
What should you do now?
Confirm who holds your Building Regulations and CDM dutyholder roles and that appointments are correctly documented.
Review competence records so they show relevant experience, project complexity, limitations and supervision as well as qualifications.
Define how significant compliance decisions are reviewed and escalated.
Test the information trail for one important design change, product substitution or installation on a live project.
Monitor Government reforms without treating proposals as current law before they take effect.
Our professional view
The important theme running through these reforms is not simply more paperwork. It is the ability to demonstrate that competent people made properly informed decisions within organisations capable of controlling the work.
A business can employ very capable individuals and still fail if responsibilities are unclear, information is fragmented or commercial pressure prevents proper escalation. Equally, a sophisticated management system has limited value if nobody can show how it influences decisions on a live project.
Construction businesses do not need to wait for every future reform before improving that position. All Star Safety’s health and safety consultancy service can support contractors reviewing dutyholder arrangements, competence systems and practical compliance assurance.
Additional construction training places are positive news, particularly in regions where employers struggle to recruit skilled tradespeople, plant operators, supervisors and managers. But more course capacity will not automatically resolve the skills shortage. Employers still need to provide practical experience, suitable supervision and a clear route from learning into safe, competent work.
This is primarily provider-capacity funding rather than a new direct grant for every employer. Its practical value will depend on whether businesses engage with providers, offer meaningful workplace experience and create jobs into which trained learners can progress.
Why more course places are only part of the answer
A learner can complete a course successfully without yet being ready to carry out every aspect of an occupational role unsupervised. Construction competence depends on training, knowledge, practical skill and experience being applied safely in real working conditions.
That distinction matters because construction work takes place in changing environments and often involves plant, work at height, lifting operations, excavations, temporary works and interaction with other contractors. A classroom or controlled training environment can establish important foundations, but competence continues to develop in the workplace.
The legal duty is about capability, not certificates alone
Under Regulation 8 of CDM 2015, those appointing contractors need to take reasonable steps to ensure that they have the necessary skills, knowledge, experience and organisational capability. Contractors must also ensure that people carrying out work under their control have the required skills, knowledge, training and experience, or are developing them under appropriate supervision.
Cards, certificates and qualifications can all form part of the evidence. None removes the employer’s responsibility to consider whether the individual is ready for the actual work being assigned.
Training, qualifications and authorisation serve different purposes
Training develops knowledge and practical ability. Qualifications confirm that specified learning outcomes or occupational standards have been assessed. Competence cards provide standardised evidence connected to training, testing or qualifications. Employer authorisation is the organisation’s decision that a person may carry out a particular task or use specified equipment.
A good skills system keeps those distinctions clear. Someone may be trained but still require supervision. An experienced worker may be competent in the role but need an NVQ to formally demonstrate that competence. A carded operator may still need machine familiarisation and site-specific authorisation.
Build a workforce pipeline rather than reacting to vacancies
Employers should review anticipated contracts over the next 12 to 24 months and identify likely requirements for trades, plant operators, lifting personnel, supervisors and managers. Waiting until mobilisation to discover that the right skills are unavailable usually leaves fewer options and greater pressure on recruitment.
A role-based skills matrix can help by recording mandatory training, occupational qualifications, cards, experience expectations, site-specific training, refresher requirements and authorisation status. Crucially, it should distinguish between people who are trained, those who are developing under supervision and those who are authorised to work independently.
Local colleges and independent providers can also be engaged earlier. Employers may be able to contribute to site visits, work experience, practical demonstrations, mock interviews and progression routes from initial training into employment and workplace assessment.
What should you do now?
Forecast workforce requirements for the next 12 to 24 months.
Identify likely regional training providers for the occupations you need.
Create or update a role-based skills and competence matrix.
Separate training, qualification, card and authorisation requirements.
Record workers who are still developing competence.
Define the supervision required for each developing worker.
Provide equipment and site familiarisation before independent work.
Identify suitable mentors and give them time to support learners.
Use NVQ assessment once experienced workers are carrying out the full occupational role.
Review competence when roles, equipment or project conditions change.
Our professional view
The construction industry does not simply need more people attending courses. It needs reliable routes from learning into competent employment. The strongest model combines initial training, structured workplace exposure, competent supervision, employer authorisation, occupational assessment and continuing development.
Employers that engage early with training providers and build progression into workforce planning are more likely to turn additional training capacity into a genuine skills pipeline rather than another collection of certificates.
For experienced workers already carrying out their role, our construction NVQ routes provide workplace-based assessment across trade, plant, lifting, supervisory, management and occupational health and safety occupations.
A competent person is not someone who is expected to know everything about health and safety. Employers need access to people with the right skills, knowledge and experience for the risks they face. In construction that often means combining effective in-house management with specialist advice where the work goes beyond the competence of a general adviser.
Why the definition matters in real construction work
Construction businesses sometimes appoint a health and safety manager, adviser or external consultant and then assume that person can independently deal with every specialist issue that arises. That is not what the law requires, and it is rarely a sensible way to manage complex work.
The more useful question is whether the person providing advice is competent for the particular risk, project and decision being considered.
HSE’s guidance on getting competent help describes competence in terms of having the skills, knowledge and experience needed to recognise hazards and help the employer establish sensible controls.
The wording “one or more” is important. The law does not assume that every organisation will find all of the expertise it needs in one individual.
Does a competent person need a formal qualification?
Not necessarily for the general Regulation 7 role. Formal qualifications can provide valuable evidence of knowledge and professional development, but competence must still be considered against the work being undertaken.
Holding a recognised health and safety qualification does not automatically make somebody competent to design temporary works, calculate a complex lifting operation, carry out occupational hygiene monitoring or provide specialist fire-engineering advice. Equally, substantial practical knowledge and experience should not be ignored simply because someone does not hold a particular certificate.
Construction adds its own competence requirements. Under Regulation 8 of CDM 2015, contractors and designers must possess the skills, knowledge, experience and organisational capability needed for the work they undertake.
Where does general competence end?
A competent construction health and safety adviser may be well placed to support general risk management, RAMS, inspections, contractor management, incident investigation, policies, training arrangements and compliance monitoring.
Depending on the work, additional specialist expertise may still be required for matters such as:
occupational hygiene monitoring;
asbestos surveying or analytical work;
structural engineering;
complex lifting operations;
specialist temporary works design;
occupational health; or
specialist fire engineering.
Recognising that boundary is part of competence. The strongest adviser is often the person who knows when the issue has moved outside their own expertise and obtains the right additional support.
Managers and supervisors remain part of the competence system
External advice does not transfer the employer’s legal duties. Directors still need to make decisions, provide resources and ensure controls are implemented. Site managers and supervisors turn those arrangements into what actually happens during construction.
A consultant can write a strong procedure but will not usually be standing beside every excavation, item of plant or work-at-height activity. Contractors therefore need competence at several levels: leadership, professional advice, project management, frontline supervision and workforce execution.
Workplace-based Supervisory and Management NVQs can provide evidence of competence in real management activities, while IOSH Managing Safely can support managers and supervisors in understanding risk and their responsibilities.
How should employers check competence?
Do not reduce the check to a list of certificates. Consider the person’s relevant training, knowledge, practical experience, recent work, familiarity with the industry and ability to deal with the particular risks involved.
For an external consultant, the scope should be clear. If the business needs advice on lifting operations, for example, establish whether the adviser has relevant lifting knowledge and experience rather than assuming a general health and safety qualification covers the subject automatically.
The same principle applies to employees, subcontractors and supervisors. Cards and qualifications may form part of the evidence but should be considered alongside actual capability and the support available.
What should you do now?
Identify who is formally providing competent health and safety assistance.
Define the areas they are competent to advise on.
Review whether the company’s work has become larger, more complex or higher risk.
Identify activities requiring specialist expertise outside the core team.
Check that site managers and supervisors can implement the advice in practice.
Review qualifications, relevant experience and continuing professional development.
Make responsibility clear where several advisers or specialists are involved.
Act on competent advice once it has been provided.
Our professional view
A strong competence system is layered rather than dependent on one individual. Employers need competent managers, supervisors and workers as well as access to specialist professional advice where necessary.
Expecting one health and safety adviser to be an expert in every technical discipline can create false confidence. Good professional judgement includes understanding the limit of your own competence and bringing the right specialist into the team before the issue becomes a problem.
All Star Safety provides construction-focused health and safety consultancy, including retained competent-person support, site inspections and project-specific advice, while working alongside other technical specialists where the project requires them.
A lift plan can look straightforward until the accessories are added. Heavier shackles increase the suspended load. A load-specific sling-angle restriction can require longer legs and more headroom. A chain block may help position the load, but it also adds weight and height. These details can change whether the proposed arrangement will work.
A free reference to help you build the complete picture
All Star Safety’s 42-page lifting accessory reference helps Appointed Persons, lift supervisors and trainees find capacities, weights and dimensions, then compare different arrangements. It brings together named manufacturer data, dimension drawings, angle guidance and worked examples in an A4 handout.
Use it when developing a theoretical lift plan, checking an accessory schedule or exploring a different rigging arrangement. The useful question is whether the complete assembly suits the load, attachment points and available space.
We have made every effort to ensure the data is accurate at the date of issue. You must still check it yourself against current manufacturer instructions and the actual equipment before relying on it.
1. Calculate the mass of the whole suspended arrangement
Start with a verified load mass, then list everything suspended below the crane hook: complete sling assemblies, shackles, lifting points, hoists, beams and any other attachments. Establish what is already included in the stated load mass so that each item is counted once.
Worked example: a 10,000 kg load plus 500 kg of accessories gives a physical gross mass of 10,500 kg at the crane hook. In this example, the 500 kg includes every accessory below the hook, and none is already included in the load mass.
Use that complete arrangement when assessing crane capacity, following the crane manufacturer’s load-chart basis and required deductions, including the treatment of the hook block. Keep any planning or booking allowance explicit and separate from the physical mass calculation.
A common trap: shortening a chain sling changes its working length, but it does not remove the weight of chain that remains suspended. Include the complete assembly and retained chain.
2. Check how the sling angle affects headroom
A tighter angle limit can change the rigging you need. For example, a particular tank’s manufacturer may limit the included angle between accessories to 60° or less. That restriction takes precedence over a course convention or the wider angle permitted by a sling’s capacity chart.
Consider two equal, free sling legs connecting points 2.000 m apart at the same elevation. The included angle is the angle between the two legs; each leg is at half that angle from vertical.
Included angle
Free length of each leg
Vertical rise to the upper junction
90°
1.414 m
1.000 m
60°
2.000 m
1.732 m
Idealised geometry, rounded to the nearest millimetre. Fitting offsets and operational clearances are additional.
For the same 2 m spacing, the 60° arrangement requires longer free legs and 732 mm more vertical rise. This compares two different leg lengths; you cannot make that change simply by altering the angle of a fixed-length sling while keeping the attachment spacing unchanged.
Check the assembly’s working load limit for the actual configuration and angle, together with the load’s lifting-point restrictions. A larger sling does not increase the capacity of the lifting eye beneath it.
3. Build hook height from consistent reference points
Map the arrangement from the load’s attachment points to the crane hook bearing point. Add the relevant vertical contributions of the free sling legs, connectors, master link, hoist or other equipment, then allow for the load’s required position and operating clearance.
Read the dimension drawing: an overall dimension may differ from the distance between the bearing points needed in your calculation.
Check what the stated length includes: a complete sling’s effective working length is not automatically the free inclined leg length. Avoid adding end fittings twice.
Distinguish hoist dimensions: a chain block’s height of lift is not its closed headroom.
Recalculate after a substitution: a different shackle, lifting point or hoist can change mass, fit and height even when its headline capacity looks suitable.
Five checks before you finalise the arrangement
Load: confirm mass, centre of gravity, orientation and the manufacturer’s lifting instructions.
Connections: check attachment-point ratings, direction of pull, sling mode and angles, and physical compatibility.
Accessories: record the exact products, complete assembly masses and the dimensions used in your calculation.
Crane and space: assess the planned operating radius and height against the correct crane configuration and load chart, including required deductions and clearances.
Changes: review substitutions and changed site conditions, update the plan and make sure the lifting team understands the agreed arrangement.
These calculations are part of the wider lift plan. Ground conditions, access, the load route, people, weather and supervision also need consideration. HSE’s guidance on planning and organising lifting operations explains how planning, competence and resources should reflect the work and its risks.
What you will find in the download
The reference covers lifting eyes and swivel lifting points; shackles; chain, textile and wire-rope slings; master links; chain blocks; and selected handling attachments. Higher-capacity selections include the corresponding published masses, with manufacturer illustrations showing what the dimensions refer to.
Worked comparisons and an arrangement worksheet help you assess alternative accessories. Manufacturer identities and source links are retained, and historical Q45 information is clearly separated from current product ranges.
The handout labels All Star Safety’s 10%/25% planning allowances and normal 90° included-angle training convention separately from manufacturer limits and statutory requirements. Apply the tighter restriction imposed by the load or any component.
The free All Star Safety reference is formatted for A4 printing.
Check the source before using the figures
Product specifications can change, and equipment with similar names or capacities may have different weights, dimensions and limitations. Verify the exact product and assembly, the working load limit for its mode and angle, total accessory weight, dimensions, compatibility and load-specific restrictions.
Resolve missing, inconsistent or uncertain information before using it in a lift plan. The reference supports competent planning; it does not replace the manufacturer’s instructions, equipment checks or a lift-specific assessment. Please tell us if you identify a discrepancy so we can review and correct it.
RUD VLBG-PLUS instructions — product-specific installation and loading guidance for the identified RUD range. Follow the links in the PDF for other manufacturers.
Put the planning into practice with All Star Safety
Lift planning and consultancy: if you need a lift plan prepared, an independent review of an existing plan or Appointed Person support, our lifting operations consultancy services can help. Get us involved while you are selecting the equipment and arrangement, when there is still time to resolve questions.
Training for your team: our bespoke in-house safety training can be tailored to your working environment. Talk to us about the lifting topics your team needs to strengthen, such as accessory selection, gross-load calculations, hook-height checks and communicating the plan.
Need help preparing or reviewing a lift plan, developing your team’s skills or choosing a lifting NVQ? Get in touch with All Star Safety. Tell us about the load, equipment, site or training need and your proposed timescale, and we can discuss the support you require.
New CITB research suggests the construction workforce is becoming increasingly local. Fewer workers are travelling long distances for employment, while the industry still needs tens of thousands of additional people each year. For contractors, that means recruitment strategies built around bringing labour in from elsewhere may become less reliable — and developing skills closer to where projects are being delivered will matter more.
CITB’s latest data points to a more local labour market
The CITB Workforce Mobility and Skills research, published on 12 August, found that 34% of construction workers had worked no more than 20 miles from home during the previous 12 months.
At the other end of the scale, 28% had worked more than 50 miles from home, down from 32% in 2022. The longer-term change is even clearer: only 10% had worked more than 100 miles from home, compared with 21% in 2015.
CITB attributes the trend partly to family, lifestyle and personal circumstances becoming more influential when people decide where they are prepared to work. Its conclusion is that skills strategies increasingly need to be place-based, linking employers, training provision and workforce development more closely to regional demand.
This is labour-market research rather than a new legal requirement, but it raises an important practical question for contractors: where will your next generation of skilled workers actually come from?
Why relying on a travelling workforce may become harder
Construction has always depended heavily on mobility. Major infrastructure schemes, commercial developments and housing programmes create temporary peaks in demand, and skilled workers have traditionally followed the work.
That flexibility is unlikely to disappear, but CITB’s figures suggest employers should not assume it will continue at the same level.
This comes at a time when the underlying workforce requirement remains substantial. CITB’s Construction Workforce Outlook 2026–2030 estimates that construction needs an average of around 41,200 additional workers each year between 2026 and 2030 — approximately 206,000 people over five years.
The issue is therefore not simply attracting people into construction nationally. Employers increasingly need to consider whether the right trades, plant operators, supervisors and managers will be available within realistic travelling distance of their projects.
For a business tendering for work several years ahead, workforce availability should therefore sit alongside plant, materials, subcontractor capacity and programme risk when assessing whether the job can genuinely be resourced.
Local training becomes part of project resilience
One response is to recruit locally. Another is to develop more capability within the workforce already available.
That might include bringing apprentices and new entrants into the industry, but it should also include existing employees who can progress into skilled, supervisory or management roles.
An experienced operative may already be carrying out work competently but need an occupational qualification to demonstrate that competence formally. A supervisor may be capable of progressing into site management but require structured development before taking on the wider responsibility.
Workplace-based construction NVQs can be particularly useful in this situation because experienced workers can demonstrate competence through their normal work rather than being removed from productive employment for lengthy classroom programmes. All Star Safety’s current NVQ provision ranges from trade and plant operations through to supervisory, management, lifting and occupational health and safety qualifications.
That does not mean qualifications should be used simply to fill vacancies quickly. The aim should be to identify people with the right experience and potential, then give them the development required for the role they are moving into.
Local recruitment does not lower the competence standard
A shortage of available workers does not change the employer’s health and safety responsibilities.
Under CDM 2015, contractors must have the necessary skills, knowledge, experience and, where relevant, organisational capability to undertake construction work safely. Contractors must also check that workers they employ or appoint have the skills, knowledge, training and experience necessary for their work, or are receiving appropriate training and supervision while developing them.
The HSE guidance for contractors makes the important point that the required level should be proportionate to the complexity of the work and the risks involved.
That creates an important distinction between developing someone and putting someone into a position before they are ready.
For example, promoting an experienced tradesperson into a supervisory role can be an excellent way to retain knowledge locally. But the individual may now need development in planning work, communicating controls, monitoring subcontractors, managing changing conditions and challenging unsafe behaviour.
Similarly, a competent plant operator does not automatically become a competent lift supervisor simply because the project cannot recruit one locally.
A successful local skills strategy must therefore develop competence rather than simply change job titles.
Employers may be able to obtain help with the cost
CITB is increasingly organising training support around local employer demand.
Its Employer Networks bring employers together within local areas to identify skills needs and influence how training support is prioritised. From April 2026, eligible micro, small and medium employers employing up to 249 people can access support through the networks, subject to the current funding rules and available budgets.
Current arrangements include 50% match funding for eligible training, or fixed contributions for certain health and safety courses. Annual caps vary according to employer size, and some areas such as plant, scaffolding and first aid are treated differently, so businesses should check eligibility before committing expenditure.
CITB’s East of England team also highlights local support including Employer Networks, apprenticeship assistance and Norfolk and Suffolk Skills Bootcamps.
The wider point is important: training budgets should not automatically be planned on the assumption that the employer must pay the full commercial cost of every development activity.
What does this mean for Suffolk and East Anglia?
For employers in Suffolk, this is more than a national workforce statistic.
Major projects such as Sizewell C are creating long-term demand alongside existing construction, civil engineering, utilities, housing, maintenance and infrastructure work throughout the region. All Star Safety already supports contractors and workers around Leiston and the wider East Suffolk area through local construction training and assessment.
Where several projects compete for the same occupations, waiting until mobilisation to recruit can leave employers competing for a relatively small pool of qualified people.
A stronger approach is to work backwards from the programme.
If a project will need additional supervisors in 12 months, identify potential supervisors now. If additional plant categories will be required, assess the existing workforce. If managers need stronger health and safety knowledge, programmes such as IOSH Managing Safely can form part of that development before the responsibility arrives.
The training plan then becomes part of workforce planning rather than an exercise carried out only when a card expires or a client refuses site access.
What should you do now?
Contractors planning work over the next 12–36 months should consider adding a simple workforce capability review to their normal business planning:
Identify the occupations and supervisory roles required by confirmed and likely projects.
Record where shortages already exist.
Consider how far workers currently travel and whether that model is sustainable.
Identify existing employees capable of progression.
Check which roles require additional training, occupational qualifications or supervised experience.
Review apprenticeship and new-entrant opportunities where genuine long-term roles exist.
Check available CITB grants, Employer Network support and other local funding before booking training.
Speak to training providers early enough for courses and assessments to be completed before project mobilisation.
Keep competence requirements separate from simple labour availability — particularly for safety-critical roles.
The change highlighted by CITB is gradual rather than dramatic, but the direction is significant. Employers that develop people locally, retain experienced workers and plan competence ahead of project demand are likely to be less exposed when the next major project starts competing for the same workforce.
For contractors reviewing their future skills requirements, All Star Safety can help develop a structured construction training plan covering the qualifications and development required by the people already within the business.
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