What the Considerate Constructors Scheme Code update means in practice

An evolution, not a revolution

For many contractors, the Considerate Constructors Scheme (CCS) Code of Considerate Practice is something they already recognise in day-to-day delivery. It’s visible in how teams speak to residents, how concerns are listened to, how employee welfare is prioritised, how environmental impacts are managed and how disruption is addressed long before a complaint is raised.

The 2026 update to the CCS Code and checklist builds on that everyday reality, making the principles clearer, fairer and more effective for the realities of modern construction.

This is very much an evolution, not a revolution. Around 90% of the Code remains familiar. What’s changed is how expectations are structured, evidenced and recognised, so that good practice across community, environment and workforce is easier to demonstrate, easier to explain to teams and easier to scale and apply more consistently across the industry.

From activities to outcomes

One of the biggest shifts in the updated checklist is its move away from describing how something is done, towards a clearer focus on outcomes. The previous structure, with 27 questions, has been replaced by 24 themes across community, environment and workforce, each supported by defined outcome-focused expectations written in plain language that focus on real-world impact.

This matters because construction sites are not all the same. What excellence looks like on a city centre retrofit won’t look identical on a long-term infrastructure scheme – but the outcomes should be consistent: communities informed and respected, a workforce that feels safe and valued and an environment that is protected and responsibly managed.

The new structure allows monitors to assess impact rather than process and gives contractors more flexibility in how they achieve those outcomes, trusting teams to do what works best for their sites and communities. This change in particular has been welcomed by SMEs and specialist suppliers.

Fairer scoring that supports improvement

The introduction of a percentage-based scoring model is another important step. By replacing the old ‘out of 45’ approach, the scheme now offers clearer visibility of performance across each pillar, with all expectations scored as not met, partially met, or fully met in a way that is simpler and more transparent.

Crucially, this isn’t about creating pressure to score highly. It’s about enabling continuous improvement across all three pillars. Teams can see at a glance where they are performing strongly, whether that’s community relations, environmental controls or workforce culture and where targeted improvement will make the biggest difference without feeling penalised for being open and honest.

Repeat visits focus less on restating what is already working and more on what has changed and improved since the last assessment, supporting learning over time rather than encouraging one-off performance.

Recognising innovation and best practice

Alongside clear expectations and fairer assessment, the updated checklist also creates space to recognise innovation and emerging best practice. Construction excellence does not stand still, and many sites and organisations are already going beyond the scope of the Code through new ways of working, creative engagement approaches, digital tools, workforce initiatives or environmental solutions.

By encouraging teams to evidence innovation and share what works well, the Scheme can help surface practical examples of leadership that others can learn from. This is not about raising the bar beyond reach, but recognising where thoughtful, site-led initiatives deliver real benefits for communities, the workforce or the environment and helping those ideas travel across the industry. In this way, the Code supports continual learning and improvement alongside compliance and consistency.

Aligning with wider industry expectations

The updated checklist is deliberately aligned with the direction of travel across the industry. Themes and expectations reflect approaches familiar to those working with ISO-style management systems, environmental assessment frameworks such as BREEAM, public sector social value reporting, and increasingly, Procurement Act expectations around supply chain visibility and responsible subcontracting.

The Code is designed to go beyond minimum standards and support contractors in demonstrating leadership in a way that feels proportionate and achievable. For example, the strengthened supply chain theme encourages better collaboration, transparency and shared responsibility, supporting organisations to evidence ethical practice, fair treatment and reliable delivery across their supply networks. This recognises that consideration extends beyond the site boundary.

Perhaps the most significant reinforcement within the code is its emphasis on workforce wellbeing and respect. Mental health support, skin cancer awareness and UV protection guidance and clearer expectations around harassment and inclusivity all reflect a simple truth: considerate construction starts and ends with how we treat people.

Looking ahead

The updated checklist and scoring model are designed to make good practice clearer to demonstrate and easier to improve over time. By focusing on outcomes rather than prescriptive actions, the new structure gives teams the flexibility to respond to local context while still being assessed against consistent expectations.

In an industry facing increasing scrutiny from clients, communities and regulators, the updated Code supports construction sites to move confidently beyond minimum standards and show, in practical terms, what responsible construction looks like today and how it will continue to evolve in the years ahead.

As appeared in Construction Management Magazine on 14 May 2026.