The introduction of Part 2A of the Building Regulations marks a significant step forward in improving accountability across the construction industry. Rather than introducing requirements that apply only to higher-risk buildings, Part 2A establishes a framework of responsibilities for all building work, placing legal duties on both individuals and organisations involved in the design, management and delivery of projects. 

At the heart of these changes is one clear message: competence is no longer simply considered best practice – it is a legal obligation. 

A new framework of legal responsibilities 

Part 2A introduces clearly defined duty holder roles, each with specific legal responsibilities to help ensure building work complies with the Building Regulations. These roles include: 

• Client 

• Principal Designer 

• Designer 

• Principal Contractor 

• Contractor 

Each duty holder has a distinct role to play in delivering compliant building work. However, meeting these obligations is not the responsibility of one individual alone. Compliance relies on every duty holder understanding their responsibilities and working together throughout the project. 

Competence means more than qualifications 

One of the biggest changes introduced by Part 2A is the legal requirement for duty holders to be competent. 

For individuals, competence means having the appropriate skills, knowledge, experience and behaviours (SKEB) to carry out the work they are responsible for. 

For organisations, competence goes further. Organisations must demonstrate that they have the capability, management systems, processes and resources needed to fulfil their duties effectively and consistently. 

Competence is therefore about much more than holding qualifications or completing training. It is about ensuring people, processes and organisational arrangements work together to deliver compliant, safe buildings. 

The principles set out in BS 8670-1 reinforce this approach by highlighting the importance of ensuring individuals possess the appropriate skills, knowledge, experience and behaviours for the specific work they undertake. 

Competence starts with proper planning 

Competence is not demonstrated only by those carrying out technical work. It also extends to how projects are planned and managed from the outset. 

Clients have a legal duty to make suitable arrangements for managing projects, including ensuring that sufficient time and resources are allocated to enable work to comply with the Building Regulations. 

This is an important aspect of competence that is sometimes overlooked. Even highly competent professionals cannot deliver compliant work if programmes are unrealistic or projects are under-resourced. 

Similarly, organisations must establish, maintain and regularly review the systems and procedures that support compliance throughout the life of a project. 

Cooperation is essential for compliance 

Part 2A also recognises that competence cannot exist in isolation. Effective compliance depends on cooperation, coordination and communication between everyone involved in a project. 

From the client through to designers, principal contractors and contractors, duty holders must work collaboratively, sharing relevant information and coordinating their activities so that each party can carry out its responsibilities effectively. 

This duty to cooperate becomes even more important where work is delegated or subcontracted. Organisations remain responsible for ensuring that anyone carrying out work on their behalf is competent to do so. 

Raising standards across the industry 

The introduction of Part 2A raises expectations across the construction sector. Individuals must be able to demonstrate they are competent to undertake their role, while organisations must be able to show they have the capability and systems needed to support compliance. 

This reinforces the importance of ongoing professional development, robust organisational processes and independent third-party certification in providing confidence that competency requirements are being met. 

Ultimately, competence is not a one-off assessment or a training certificate. It is an ongoing commitment that combines capable individuals, effective organisations, realistic project planning and strong collaboration between all duty holders. 

By embedding these principles throughout every stage of a project, the industry can improve compliance, strengthen accountability and help deliver safer buildings for everyone. 

Further Guidance  

The government has published guidance outlining these new requirements, including specific sections on competence:  

View guidance here