Strategy One Year On

8/13/2019 Strategy One Year On

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The Health and Safety of Great Britain \\ One year on: Being part of the solution

Cover

Foreword

Introduction

The need for strong leadership

\\ Powering Improvement

\\ Home Safe Every Day

Building competence

\\ Young Champions

\\ Target Zero

Involving the workforce

\\ Engaging the Workforce

\\ Better Fume Control by Design

Creating healthier, safer workplaces

\\ Co-operating for a Safer Workplace

\\ Park Health RAG Rating Scheme

\\ Pathways to Health

Customising support for SMEs

\\ Estates Excellence\\ Stonesafe

Avoiding catastrophe

\\ Step Change in Safety

\\ Process Safety Forum

\\ NEXT01 \\

The Health and Safety of Great Britain\\ One year on: Being part of the solution




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Foreword

Introduction




Building competence

\\ Young Champions

\\ Target Zero













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HSE resources and challenge us all to focus on the things

we really can do to deliver on the strategy goals.

\\ despite the encouraging news that workplace fatalities for

2009/10 were the lowest level ever recorded, 150 families

are still mourning the loss of a loved one as a result of a

workplace incident.

\\ premature deaths and illnesses related to long-latency

industrial disease number several thousands a year and

remain among the most challenging to address; and

\\ recent incidents at home and abroad, which remind us that

prevention of catastrophe throughout the major hazards

industries must continue to receive attention.

The Board of HSE has reviewed what has been achieved in the

rst year of delivery of ‘Be Part of the Solution’ and progress

so far is good. All of the goals of the strategy remain relevant,

despite the changes in the environment in which we operate.

This is a longer journey. We are building on a strong and

successful performance in the past and resetting the direction for

the future. The course is now set and we have an exceptionally

strong level of commitment from others to work with us on delivery.

On behalf of the Board, I would like to thank all those who

have worked with HSE and its partners over the last year to getthe new strategy off to such a good start. Tackling real risks to

prevent death, injury and ill health to those at work and those

affected by work activities is a constant; whatever change takes

place around us.

Judith Hackitt CBE

Chair, Health and Safety Executive

When we launched The Strategy for Health

and Safety in Great Britain in the 21st

Century just over a year ago, we invited

all those involved in the health and safety

system to become ‘Part of the Solution’.

We encouraged people to make a formal commitment by signing

up to the ‘Pledge’, to develop their own delivery plans in line with

the strategy and to share stories of success and lessons learned.

The response has been really encouraging – both in terms

of the numbers of organisations, which have responded, and

also in the progress made so far.

It would be impossible for this document to provide acomprehensive picture of all of the activities and initiatives which

are now under way and aimed at delivering various elements of

the strategy. It does, however, give a avour of the broad range

of businesses and partners involved, and the levels of energy

and enthusiasm the new strategy generated. It highlights a few

examples of the new approaches being taken.

Since we launched the strategy there have been numerous

developments on the broader front, which we need to take into

account:

\\ the rst signs of economic recovery, which will lead to new,

inexperienced recruits joining the workforce; new recruitswho are at signicantly higher risk of injury during their rst

few months of employment.

\\ the Coalition Government’s launch of Lord Young’s review of

health and safety and the “compensation culture”, which we

welcome. We look forward to implementing any recommendations

Lord Young makes, which are relevant to our remit.

\\ stringent cost restraints in the public sector, which impact on

Foreword\\ one year on




Cover

Foreword

Introduction




Building competence

\\ Young Champions

\\ Target Zero













BACK \\ NEXT03 \\

Introduction\\ one year on

To bring about improvements in healthand safety performance, the need is foreveryone to work together towards a setof common goals. For that to becomea reality, each stakeholder withinthe health and safety system has tounderstand their role and become betterat executing their responsibilities.

The Health and Safety Strategy for Great Britain

\\ Be Part of the Solution

http://www.hse.gov.uk/strategy/







Cover

Foreword

Introduction




Building competence

\\ Young Champions

\\ Target Zero














04 \\ BACK \\ NEXT

Everyone has a role to play in improving our country’s health

and safety performance – this is a key message of the health

and safety strategy for Great Britain.

In this sense, the strategy is evolutionary rather than

revolutionary. It aims to recapture the underlying principle of the

Health and Safety at Work etc Act (1974): that those who create

the risks are responsible for managing them. The principles

of corporate and personal responsibility lie at the heart of how

health and safety law is applied and managed.

This document contains examples of organisations who

have accepted this responsibility and are working to be part of

the solution. These case studies illustrate efforts from across avariety of industries, including large and small businesses, trade

unions and trade associations. All have to deal with different

types of risk and, therefore, different challenges to health and

safety management.

Despite these differences, all their stories have a common

theme. They concentrate on identifying and then tackling the

most signicant risks – those that occur most frequently and that

will potentially cause most harm. The following organisations

are seeing the benets of this and their stories will, hopefully,

encourage others to follow their example. As these examples

show, a proportionate approach to health and safetymanagement is the key to making improvements and lies at the

heart of each of the strategy goals. u

EEF strongly supports the sensible

management of risks that protects both

employees and businesses alike. It is

important to maintain focus on real health

and safety issues and good leadership is

essential to achieving this. As part of our

plan to help deliver the strategy’s theme

of strong leadership, we developed andpiloted a health and safety scorecard. It

provides company boards with a practical

tool for setting and monitoring meaningful

health and safety objectives. We will

shortly be making the scorecard freely

available online, to help businesses keep

track of their progress and to help them

concentrate on controlling signicant risks.

Terry Scuoler

Chief Executive, EEF – The Manufacturers’ Organisation




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Building competence

\\ Young Champions

\\ Target Zero













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\\ Involving the workforceResearch suggests that involving workers has a positive effect

on health and safety performance. Workplaces with competent

and supported health and safety representatives (such as union

reps) are safer and healthier.

Developing a genuine management / workforce partnership

based on trust, respect and co-operation, not only helps to

resolve potential issues quickly, it also ensures that solutions are

practical and that risks are managed effectively.

Engaging the Workforce shows how effective worker

involvement, combined with safety representative support, can

create a workplace where concerns, ideas and solutions arefreely shared and acted on. With effective consultation in place,

a culture can evolve in which health and safety problems are

solved jointly – something exemplied in Better Fume Control.

A collaborative approach that involves workers in health and

safety can also help to achieve other benets such as lower

accident rates, increased productivity, efciency and quality.

\\ Creating healthier, safer workplacesTo create a healthier, safer workplace, organisations need to

identify the groups of workers most at risk and what those risks

are. The case studies in this section show that a proportionateapproach to risk management achieves good results.

Park Health RAG Rating Scheme describes the

development of a system to help supervisors identify, prioritise

and deal with work-related risks effectively and consistently.

However, designing targets and actions to tackle ill health

can prove complex. Some ill-health cases are clearly work-

related; others are less clear-cut. Pathways to Health shows u

\\ LeadershipHealth and safety leadership must start at the top, with board

members and senior management championing positive change.

Our rst case study – Powering Improvement – tells how

one group of organisations is working together to lead health

and safety progress in the electricity industry. They aim to

generate long-term improvements through working towards

several of the strategy goals, and they start with leadership as

the key to inuencing progress.

Good leaders drive progress, as our second case study –

Home Safe Every Day – shows. Here, senior management

commitment is fostering a positive workplace health and safetyculture, resulting in continuous improvements in performance.

Importantly, good leadership focuses on real health and

safety issues and distances itself from the trivia that distract

attention from managing signicant risks.

\\ CompetenceEffective health and safety management requires competence

at every level. For businesses operating over a number of

locations, competence means consistent health and safety

practices and standards, as demonstrated in Target Zero.

It also means making sure that young people joiningthe workforce have high enough levels of health and safety

understanding to make them aware of risk. Young Champions

shows how one company works with its apprentices to embed

knowledge of the risks they may face.

Competence is the ability for every director, manager and worker

to recognise the most common foreseeable risks – particularly those

with serious consequences – and to take steps to control them.




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Building competence

\\ Young Champions

\\ Target Zero













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the right management systems and culture are in place.

Our second example, Process Safety Forum, highlights the

importance of sharing best practice and experiences to prevent

future incidents.

Both are long-term initiatives and recognise that improving

performance and maintaining controls in these high-risk sectors

takes time and commitment. Hazardous industries are a crucial

part of our lives, but the critical objective is to make sure that we

are all protected from potentially catastrophic incidents.

Different industries, different risks, different

solutions – but one aim. A year after the

health and safety strategy launch, these

case studies are an encouraging start at

improving performance. But much

remains to be done. The onus is now

on others to follow their lead and

consider what they can do to ‘be part

of the solution’.

Making Britain a healthier, safer

place to work surely beneftsbusinesses and the economy,

but it also promises us all,

as individuals, a future free from

preventable harm.

a relatively low-risk workplace taking an innovative approach to

these issues.

In sectors with a higher-than-average injury rate, new ways

must be found to tackle old problems. Co-operating for a Safer

Workplace shows how one agricultural company is acting to

improve health and safety performance in one of our most

dangerous industries.

\\ Customising support for SMEsSmall businesses make an important contribution to Britain’s

economic prosperity, but they still account for a considerable

number of health and safety incidents each year. This is notbecause SMEs are inherently dangerous, but some do have to

conduct hazardous activities as part of their work, such as those

based in agricultural and construction industries.

SMEs often nd goal-based health and safety management

difcult to apply. Both case studies in this section show how

health and safety support is being customised to help the

increasing numbers of SMEs comply with their health and

safety obligations.

\\ Avoiding catastrophe

Britain has many highly specialised industries providing productsor services essential in today’s world, including energy for

homes and workplaces and fuels for power vehicles.

However, if hazardous industries are not properly managed

they could cause harm to their workers and the public. Even

a small failure in their health and safety regimes can have

catastrophic consequences. Step Change in Safety illustrates

the long-term commitment needed in these sectors to make sure




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Building competence

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Good leadership is central to the

embedding of work practice across an

organisation. The Institute of Directors

is wholly enthusiastic about the positive

impacts that strong health and safety

leadership can deliver and will be working

closely with HSE to ensure that this

message continues to be communicatedand acted upon by the business

community.

Miles Templeman

Director General, Institute of Directors

The need for strong leadership\\ one year on




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Foreword

Introduction




Building competence

\\ Young Champions

\\ Target Zero













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\\ Case study Powering Improvement


Workers in the electricity industry face many signicant risks

which need to be managed. Key to this risk management is

strong leadership, where senior staff members take ownership

of risks and accept the responsibility of managing them.

Improving health and safety leadership throughout the

UK electricity industry is a key objective of this sector’s new

strategy: Powering Improvement.

A joint initiative between employers (ENA and AEP) and

trade unions, the ve-year strategy aims to deliver continuous

improvements in proportionate risk management in the electricity

generation, transmission and distribution sectors.

The strategy was developed over a number of ENA-ledworkshops, where they worked with Prospect, Unison, Unite and

GMB trade unions and HSE. The TUC have offered the initiative

their full support. Through their work on this strategy, ENA and

AEP are leading by example, exhibiting the sort of leadership

skills they want to establish across the industry.

To maintain momentum throughout the ve years, each year

will see the strategy focus on a different priority area.

This year’s focus, leadership, is a two-fold priority. The

rst step is for senior managers in ENA/AEP companies to

demonstrate their commitment by signing up to Powering

Improvement. The second step is to build on this by improvinghealth and safety leadership throughout the management chain

so that good practice cascades to all levels of workers.

Supporting the annual priorities are three overarching themes

– improving competence, worker involvement and leadership –

inspired by the 2009 health and safety strategy ‘Be part of the

solution’. Through action on these themes, the industry intends

to achieve a change in health and safety culture. u

Who’s who?

ENA: Energy Networks Association – the industry

body for UK energy transmission and distribution

sectors

AEP: Association of Electricity Producers – the

industry body for UK energy generation sector

Our ambition for

the UK electricityindustry to beworld leader inhealth and safety

performance by2015 is realisticbut challenging.Peter Coyle

Director of Operations, ENA




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Building competence

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Launched in May 2010, Powering Improvement is building

on the electricity industry’s ten-year SAFELEC initiative, which

delivered a signicant improvement in safety gures for the

industry. In 2002, for example, the incident rate of fatal and

major injury accidents was 95 per 100 000 employees; by 2009

this gure had fallen to 77.

By working towards the goals in ‘Be part of the solution’ to

generate improved performance, it is hoped the new strategy

will bring similar positive results. In 2011 and 2012 the focus will

be occupational health / well-being and asset management /

maintenance, respectively.

Peter Coyle, Director of Operations at ENA, said: ‘Ourambition for the UK electricity industry to be a world leader

in health and safety performance by 2015 is realistic but

challenging. We’re under no illusions, but we have a good base

to work from and full support from HSE and our trade unions.’

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(l to r) Mike Clancy (Deputy General Secretary, Prospect),

David Porter (Chief Executive, Association of Electricity

Producers) and David Smith (Chief Executive, Energy

Networks Association) at the Energy Industry Safety Health

and Environment Conference (SHE2010)




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Building competence

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\\ Case study Home Safe Every Day


The group CEO leads an Executive Safety Leadership

Team comprising divisional chief executives and key managing

directors, which meets quarterly to review performance. Cross-

divisional visits by health and safety managers are supported by

a ‘high visibility’ programme of senior management commitment

to health and safety. This sees managing directors visiting sites

outside their own area of responsibility to raise the prole ofaccident reduction across the business.

Health and safety leadership is encouraged through all

levels of the management chain by a range of initiatives. In

2009, the annual Babcock Group Safety Excellence Awards

were established to recognise and reward the best safety

management initiatives and performance across the group.

Over 200 nominations were received and this is u

With 27 000 employees spread across different locations,

effective health and safety leadership is crucial for Babcock

– particularly as many of its business activities, such as

working on high-voltage transmission systems, are potentially

dangerous.

As part of its goal to achieve zero workplace injuries,

Babcock launched a ‘Home Safe Every Day’ message in 2009to support its group-wide strategy to ensure all staff, contractors

and visitors return home safely to their families every day.

Through strong senior management leadership on health

and safety issues – teamed with a dedicated communications

campaign – Babcock aim to create a world-class health and

safety culture. And they make sure their commitment is visible

for all to see.




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expected to soar in the future due to the event’s success in

raising awareness of health and safety.

A key aspect of leading on health and safety issues at

Babcock is the delivery of simple, effective safety messages

to staff. The aim is to keep safety at the forefront of workplace

culture by reminding people of the main reasons to return home

safely every day – family and friends. Not content with involving

the management chain, workers and contractors, Babcock

successfully got employees’ children on board with the launch

of a design contest for a ‘Home Safe Every Day’ calendar. The

posters have proved extremely powerful in ‘nudging’ people

towards adopting positive attitudes to health and safety at work.Continuous improvement trends across the group’s health

and safety performance show how effective health and safety

leadership can inuence workplace culture and practice. In the

last ve years, the number of RIDDOR injuries has dropped

by almost half, while the overall number of

injuries has fallen by nearly a quarter.

Cliff Jones, SHEQS Director: Networks,

is focused on future improvements: ‘We still

have a long way to go, but with a growing

commitment across the company we are

condent that we will continue to makesignicant progress towards our goal of zero

workplace injuries for our business.’

Through effective health and safety

leadership and increasing commitment at all

levels of their workforce, Babcock are condent

of continuing to make progress towards their

target of zero workplace injuries.

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12 \\ The Health and Safety of Great Britain \\ One year on: Being part of the solution

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Foreword

Introduction




Building competence

\\ Young Champions

\\ Target Zero













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Building competence\\ one year on

Developing health and safety competence across theworkforce, from board room to shop oor, is a vital part of

the strategy. It is important that employers and their staff

have the necessary skills to assess the risks that arise

from their work and identify the best ways of managing

them. Where external assistance is required, employers

need to know where they can get advice that’s practical,

proportionate and right for their organisation. IOSH isworking with HSE and others to help raise standards

and facilitate access to good advice by exploring

the introduction of accreditation for health and safety

consultants. We’re also continuing to promote

free IOSH teaching materials to prepare young

people for a safer working life. Competence

is the essence of good health and safety

management and IOSH is pleased to

support work towards this goal.

Rob Strange OBE

Chief Executive, Institution of Occupational

Safety and Health (IOSH)




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Building competence

\\ Young Champions

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\\ Case study Young Champions

The success of the HSE-led Young Champions programme

– which involved engineering apprenticeship students at TTE

Training – has seen Shell introduce a culture change in the way

its apprentices learn about health and safety.

Three Shell-sponsored apprentices took part in an HSE focus

group on how to make those joining the workforce more aware of

asbestos risks in relation to the Hidden Killer campaign.

As extremely vocal and engaged members of the focus

group, the three students were asked to become Young

Champions for the campaign and share their ndings with other

young members of the workforce.

The three students’ knowledge of health and safety issueswas greatly heightened by the opportunity – so much so that

Shell decided to channel the students’ energy into making a

presentation on asbestos risks to all staff based at its Stanlow

Manufacturing Complex, where the students are now

working full-time. u

(l to r) Young Champions Daisy, Charlie and Richard, the

engineering apprenticeship students from TTE Trainingsponsored by Shell UK

Asbestos facts

\\ Each year, approximately 4000 deaths are caused

by asbestos-related illnesses – making asbestos abigger killer than road accidents

\\ Asbestos could be present in any premises built

or refurbished before the year 2000

\\ Effective engagement of apprentices through

training is vital, as tradespeople are the group most

at risk of exposure to asbestos




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Building competence

\\ Young Champions

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Following the success of the presentation, the self-learning

approach has now been rolled out across the 20 apprentices

studying for NVQ Level 3 and HNC qualications, who are

currently based at the Stanlow site. This is fully supported by the

Shell Leadership Team and HSSE Manager.

The new approach focuses on colleagues speaking to each

other as equals, rather than information only being fed from the

top downwards. And the students are learning how to seek out

knowledge for themselves by researching different aspects of

health and safety. This helps Shell to ensure that apprentices

have the necessary knowledge and skills to identify risks and

safe working practices.Shell Apprenticeship Management and Learning Support,

Lisa Andrews, said: ‘We have introduced a learning method

whereby all the apprentices in that year are working in

groups to put together and deliver their own 30-minute safety

presentations to site.

‘The aim is to change the mindset of the apprentices so they

begin to take responsibility for their own learning and their own

safety. It also sends a message

to other staff based on site that

they too need to be involved in

sensible risk management.’

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The aim is to changethe mindset ofthe apprentices sothey begin to takeresponsibility fortheir own safety.Lisa Andrews

Apprenticeship Management

and Learning Support, Shell






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Building competence

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Although this is a long-term initiative, the company is

already seeing results. In March, British Gypsum achieved zerolost time injuries over a 12-month period. By November 2010,

they hope to complete 12 months without injuries requiring

medical treatment.

Neil Proctor, Head of Safety at British Gypsum, said: ‘It’s

taken a lot of hard work to get to where we are, but it will take

more hard work to sustain it. We now need to focus on near-

misses and other leading indicators to ensure that we maintain

the current safety standards within British Gypsum so that they

become part of our culture.’

such as conned space entry and machine interventions.

Each manufacturing site led on one procedure, helping

produce a draft document, identifying gaps and testing it out on

the shop oor. Members of the central health and safety team then

took ownership, carrying out cross-functional audits to test that the

procedures worked and to ensure they met all legal requirements.

A key objective of this programme has been ‘Learn Once

Deploy Many’, combining the work at each site to create a ‘How

To’ guide. These documents demonstrate how procedures

should be implemented to ensure all sites meet the standard

quickly and to the required quality.

The process was supported by ve trade union safetyrepresentatives, one based at each factory site. Once each

procedure was completed, it was shared with the other sites

before being rolled out. All ve procedures have now been

completed and are being deployed, including shared learning

with head ofce and the training centres, where appropriate.

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Best practice successes

All worker representatives have been able to visit

all factories to share health and safety concerns

and ideas face-to-face. This has helped to improvecompetence and achieve consistent health and

safety practice.

The best practice consultation effort has

signifcantly improved cross-site engagement

through focused workshops to ensure British

Gypsum ‘get it right frst time’.




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Building competence

\\ Young Champions

\\ Target Zero









\\ Estates Excellence

\\ Stonesafe




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All the evidence is that where we haveunion health and safety representatives,

that workplace is safer and healthier. We

welcome the commitment from HSE to

promoting worker involvement, and in

particular encouraging the role that unions

can play in supporting workers.

Brendan BarberGeneral Secretary, Trade Unions Congress (TUC)

Involving the workforce\\ one year on




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\\ Stonesafe




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\\ Case study Engaging the Workforce


When the site for the Aquatics Centre on the Olympic Park

in London was rst set up – with Balfour Beatty as the main

contractor – they established a team to oversee two-way health

and safety communications across the site.

With up to 20 sub-contractors on site at any one time,

the aim was to develop a culture where anyone could raise

a concern or idea regarding health and safety. This focus on

workforce engagement helps ensure consistently high standards

of health and safety are attained across a large site.

Engaging the Workforce is made up of ve different initiatives.

Safety representatives have been established to inspect areas

of the workplace – working on rotation so that each area of the

site is assessed with fresh eyes. This is backed up by HSEQ

Observation Cards, which allow staff to submit any cases of good

and bad practice they come across, encouraging them to get

involved and communicate on health and safety issues. u

Engaging the Workforce \\ Safety Representative Inspections

\\ HSEQ Observation Cards

\\ Making Safety Personal Cards

\\ Daily Activity Briefs

\\ Safety Circle




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\\ Stonesafe




Every member of the 550 staff on site has been issued with

a ‘Making Safety Personal’ card to complete, which reads: ‘In

2010, I will make safety personal by... .’ One answer given bya site supervisor was ‘… by challenging unsafe conditions and

never just walking by.’

To support these communication initiatives, Daily Activity

Briefs take place in the morning to discuss any important issues

in each construction area and a Safety Circle is used to gather

workers together to discuss health and safety concerns.

The combined impact of these initiatives has led to a culture

change, where workers are now proactive on health and safety

issues. In some cases, workers using HSEQ Observation

Cards are taking the necessary action to solve the problem and

submitting completed cards to the HSEQ team.

The Aquatics Centre HSEQ Manager, Carole Bardell,

said: ‘The success of the initiatives is thanks to the workers

who made a commitment to get involved in resolving health

and safety issues. The HSEQ team could not successfully

establish effective health and safety communications alone.

The construction teams are equally responsible for the progress

we’ve made.’

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The success of theinitiatives is thanksto the workerswho made acommitment to

get involved inresolving healthand safety issues.

Carole BardellHSEQ Manager,

the Aquatics Centre




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\\ Stonesafe




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\\ Case study Better Fume Control by Design


When a member of staff at KAC Alarms identied a possible

health issue the company quickly investigated.

They discovered that the local exhaust ventilation (LEV)

hoods in place were not controlling solder fumes consistently,

even though they were well maintained. This could potentially

lead to some staff being over-exposed to solder fumes.

It was decided to redesign the hoods to ensure that they

provided complete protection. With advice from HSE, two

prototype LEV hoods were designed for solderers to try out; one

xed and the other movable.

Staff using the LEV hoods were involved in the design

process and for the movable hoods the solderers’ views werecentral to the work station redesign. The company made sure

that their staff were consulted throughout to ensure that u

(above) Improved hood design

(left) Original hood design




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\\ Stonesafe




the new work stations would be more comfortable and more

productive.

Staff then took part in a pilot of the new LEV hoods to ensure

that the new designs were practical and productive to use. Once

the nal modications had been agreed, KAC replaced all of the

old hoods with the new designs.

Since the new LEV hoods have been tted, exposure to solder

fumes has fallen close to undetectable levels – and a potentially

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The KAC Alarms approach encouraged positive

engagement with all staff through team work and

making sure staff concerns and suggestions were

incorporated in the redesign process. The result

was that the new work stations were practical and

comfortable to use, as well as offering effective LEV

protection. KAC staff were happy to use the new

work stations, as they understood the reason why

the changes were important and had been involved

throughout. Exposure measurements taken by HSE

have confrmed the new hoods are a signifcant

safety improvement.

Not only is our workplace

now safer for our workers, butour workforce is now moreaware of how they can makea positive impact regardinghealth and safety issues.Ian Garden

QHSE Manager, KAC Alarms

serious health risk has been prevented at a relatively low cost.

KAC Alarms QHSE Manager, Ian Garden, said: ‘We’ve

had positive feedback from staff because the hoods have

been designed around the way they work as well as protecting

their health.

‘Not only is our workplace now safer for our workers, but our

workforce is now more aware of how they can make a positive

impact regarding health and safety issues.’




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\\ Stonesafe




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The recent workplace statistics made fortragic reading; any serious injury or fatal

accident on a farm has a devastating

impact on the farming families, their farm

workers and the businesses involved.

The NFU is committed to working with HSE

towards the ‘healthier, safer workplaces’

goal; aiming to improve on-farm safetyand to minimise farm deaths and serious

accidents, particularly through the

‘Make the Promise’ campaign.

Peter Kendall

President, National Farmers’ Union (NFU)

Creating healthier, safer workplaces\\ one year on

http://www.hse.gov.uk/agriculture/makethepromise/index.htm

http://www.hse.gov.uk/agriculture/makethepromise/index.htm




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\\ Stonesafe




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\\ Case study Co-operating for a Safer Workplace

Farming is statistically the most dangerous major industry in

Britain, with proportionately more work-related deaths than

any other sector. In the last ten years, 455 people have died

in needless farm accidents – and the picture is not improving.

Latest gures show an increase to 38 deaths in 2009/10,

compared with 25 the previous year.

Some think that death and injury in farming is ‘part of the job’ –

but that’s a dangerously old-fashioned view of a modern industry.

It’s certainly not a view shared by the Co-operative Farms,

one of the largest farmers in the UK. With 16 farms and packing

plants covering 50 000 acres, this is a business which places

safety rmly at the heart of their working environment.

In order to put safety at the centre of workplace culture, the

company recognises it is vital to adopt a proactive approach to

health and safety at every level, from the top downwards. u


The Co-operative Farms believesthat our farm staff are one of thebusiness’s biggest assets. We need a fitand healthy workforce, with familieswho know they will return safely atthe end of the day. By focusing onmanaging the most serious risks, weaim to make safety an integral partof our working environment.Ian Taylor

Head of Commercial Operations




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business’s biggest assets. We need a t and healthy workforce,

with families who know they will return safely at the end of the

day. By focusing on managing the most serious risks, we aim to

make safety an integral part of our working environment.’

They aim to ensure that all their farms use consistent methods,

with regular monitoring, auditing and up-to-date assessment of

the risks involved.

To encourage commitment, they set themselves the

challenge of having a plan for health and safety that establishes

levels of management responsibility and a safe workplace.

Their objective is to reduce accidents by improving ‘near-miss’

reporting and investigation techniques, rooting out the causes

to prioritise resources more effectively and control the most

frequent or potentially harmful risks.

The company can then use this information to try and nd

new ways of tackling long-standing issues. A major safety issueon many farms is the use of old, poorly maintained equipment.

To discourage their staff from using potentially dangerous,

ageing or second-hand equipment, the company runs a scheme

that allows them to work co-operatively to loan expensive

machinery between farms when they need it. Co-operative

Farms’ equipment is regularly serviced and maintained to

ensure it is both safe and productive to use.

Practical solutions are supported and reinforced by a

comprehensive three-year health and safety training programme,

which covers induction at the beginning of employment and offers

refresher courses throughout for all full- and part-time employees.

Looking to the future, Co-operative Farms recognises that

strong leadership will continue to play a key role in building on

existing improvements. By focusing on controlling the most serious

and common dangers, the end result should be a safer workplace

for all, keeping both staff and the public safe on their farms.

Ian Taylor, Head of Commercial Operations, said: ‘The

Co-operative Farms believes that our farm staff are one of the

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\\ Case study Park Health RAG Rating Scheme


The Park Health Occupational Health Servicewas established to make the Olympic Park a

safer and healthier place to work. Based on

the 500-acre site, the service is jointly run by

Sypol and Duradiamond.

Sypol’s focus, through its Ill-health

Prevention team, is to evaluate and control

hazards to health on the site. This is partly

done through their RAG (Red/Amber/Green)

Rating Scheme, which uses visual prompting

to make health and safety decisions consistent

and easier to understand.Through effective risk assessment, the

RAG system can establish when hazardous

substances, contaminated land and occupational

noise could have an adverse effect on workers and

outline the steps necessary to reduce the risks.

Hazardous substances are assessed through

an online COSHH management system, where the

name of a product can be typed in along with the activity being

undertaken. The contractor can then quickly assess the risks

by checking the RAG rating. This helped one site contractor to

change its paint primer from one containing lead (Red rating) to

one without lead content (Green rating) – with the assistance of

the Park Health on-site hygienists.

Contaminated land is assessed through RAG maps, which

use site investigation data to map where hazardous substances

– such as mercury or benzene – are present in the soil. A Red

area is heavily contaminated and requires a site-specic risk

assessment; Amber areas require additional hygiene u

Piling on the

stadium site

Noise monitoring

on the Olympic

Park




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requirements – provided on a checklist – and Green areasrequire the usual site standard of protection. The maps ensure

that workers have adequate protection and controls in place

before the ground is broken.

Occupational noise can be assessed through a RAG target

system. Once a noise assessment of a specic task – such as

piling on the main Olympic Stadium – has been carried out,

a three-layer ‘bull’s eye’ target can be established of inner,

secondary and outer rings.

The innermost circle is the Red area, where hearing

protection must be worn; workers in the secondary (Amber)

circle should be offered hearing protection; while no additionalprotection is needed for workers in the outer (Green) circle. This

means that hearing protection zones around noisier operations

can be easily delineated, reducing the risk to staff while allowing

quieter operations to be planned in areas within the Green circle.

Karen Baxter, Park Health’s Director of Ill-health Prevention

Services, said: ‘The intention of a RAG rating is to make choices

as simple as possible, so people making decisions quickly can

still make the right ones.

‘It provides a simple system

with a controlled regime that

is proportionate with the

associated risk, so more likely

to be used in practice. For

example, if you don’t make

workers wear protective clothing

when they know they don’t need

to, they are more likely to wear

it when they do need to.’

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Less than the

lower exposure

action value of

80 dB(A)

Greater than the

lower exposure

action value of

80 dB(A)

Greater than the

upper exposure

action value of

85 dB(A)

The intention of a RAGrating is to make choicesas simple as possible, so

people making decisionsquickly can still make theright ones.Karen Baxter

Director of

Ill-health PreventionServices, Park Health

>55m

45–55m

>45m

RIG

Visual assessment of noise exposure from piling operations




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\\ Case study Pathways to Health


In September 2009, Bangor University signed the pledge to playtheir part in reducing work-related death, injuries and ill health.

The university is supporting the health and safety strategy

through Pathways to Health, a range of initiatives designed by

the university’s Occupational Health Practitioner (OHP) to help

minimise work-related ill health, and to complement the health

and safety management systems already in place.

Pathways to Health uses the university’s existing annual

health surveillance programme, which includes a general health

check to staff. Although health checks are not required by health

and safety law, they help the university to identify any potential

issues at an early stage, allowing for quick intervention andresolution.

In 2009, a case of hand–arm vibration was detected during

the annual health surveillance of a gardener. To help understand

and resolve any issues the whole gardening team participated

in a discussion to identify practical ways to further reduce their

exposure to both hand–arm vibration and other health and

safety risks involved in their work.

The health check programme also helps to reduce the

chance of pre-existing health conditions being compounded

by work. Even if not caused by work-related triggers,

musculoskeletal disorders like back pain can be affected by

workplace activities such as lengthy sitting and lifting. Each

year, the OHP organises an eight-week Back Club funded by

the university’s health and safety budget, which aims to support

the person to manage their condition. Those who have suffered

back pain within the previous 12 months are invited to attend

classes run with the support of the university sports centre.

Participants benet from core stability exercises designed u

(l to r) GaryMartin (Health

& Safety

Inspectorate)

and Professor

Merfyn

Jones (Vice-

Chancellor)

signing

the pledge

at Bangor

University




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to strengthen the muscles which support the spine, helping toreduce the risk of future back problems.

Although the primary role of the OHP is to support the health

of the institution’s 2000 staff, Pathways to Health activities

are shared among students and people who are not directly

employed by the university. This includes a calendar of events

supporting the prevention of work-related – and general – ill

health, such as the provision of AED debrillator training for

staff, which helped to save two lives in 18 months.

Coupling general health and well-being promotion with

health and safety messages has helped the university to win

hearts and minds – staff can relate to information they are givenand are more likely to take it on board. Through re-enforcing the

steps staff can take to protect themselves and their colleagues,

the programme has already made signicant progress.

Bangor University Occupational Health Practitioner, Joe

Patton, said: ‘Long-term sick cases have fallen by 37%, from

104 in 2007 to 65 in 2009. This

reduction reects the impact

of Bangor University’s pledge

to be part of the solution to put

health and safety at the heart of

what we do.’

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Long-termsick caseshave fallen by37%, from104 in 2007to 65 in 2009.This reductionreflects the

impact ofBangorUniversity’s

pledge to be part of thesolution to

put health andsafety at the

heart of whatwe do.Joe Patton

Bangor University

Occupational Health

Practitioner




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The FSB was pleased that a focus onsupporting small rms with health and

safety was included within the HSE’s

strategy and were keen that the small

business voice was listened to. We look

forward to seeing continued help and

support for small rms from the HSE.

John Walker National Chairman, Federation of Small Businesses (FSB)

Customising support for SMEs\\ one year on




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the skills to identify and control their risks so they can makeinformed decisions about managing them sensibly. This free

service is provided by Forum members working with the local

business community.

Smaller businesses (up to about 80 employees) are offered

a visit by an adviser from the local authority, re service or

Health and Safety Executive (HSE), who works with u

\\ Case study Estates Excellence


One of the rst initiatives to be born out of the 2009 healthand safety strategy ‘Be part of the solution’ was the Estates

Excellence project.

The South East Stakeholder Forum – consisting of over 20

organisations, including employers’ representatives such as

IoD, FSB and EEF, workers (SERTUC), local authorities and

government, major employers including SERCO, Centrica and

Southern Water and insurers Zurich &

QBE – was formed in February 2009

to take up the strategy challenge.

Its response was Estates

Excellence, a new initiative to helpsmall organisations gain business

benets from good health and safety

management.

Offering free education, advice

and support to businesses within an

‘estate’ (a business community in a

specic industrial area), the project

helps businesses reduce costs from

unhealthy and unsafe workplaces,

including lost hours and production

due to accidents or ill health, civil

claims and high insurance premiums.

It does this by giving businesses

(l to r) Fiona Byrne (Slough BC), Heather Bryant (HSE),

Thomas Kilduff (Slough BC), Ginny De Haan (Slough BC) and Gareth

Broughton (HSE) at an Estates Excellence seminar for small businesses in Slough




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This additional help was offered because research suggeststhat SMEs often need more support to manage health and

safety sensibly. It is important that all businesses understand

how to control risks effectively and many small businesses are in

industries where levels of injury and ill health are relatively high.

Of the six pilots being run over an 18-month period, the

Medway, Slough and Swale estates have been successfully

completed, with around 50% of businesses taking up training.

Early feedback from businesses is positive and conrms

commitments to making improvements have already resulted in

practical outcomes.

Andy Barter from the Federation of Small Businesses (FSB)said: ‘What’s so great about Estates Excellence is that it has

absolutely no cost to small businesses themselves and they get a

fast, effective way of improving health and safety and other risks.

Working together, lots of organisations are offering their expertise

for free and, as a result, 100s of small businesses have been given

a boost to help them understand and manage their key risks.’

them to help identifyany knowledge gaps in

relation to their key risks.

The project then provides

support through a range

of stakeholder-led training

sessions and workshops

to help businesses raise their knowledge and understanding –

enabling them to manage risks effectively. Ongoing support is

provided through a community website designed to encourage

them to work together to address any issues.

Businesses with potentially signicant health risks areoffered additional support highlighting the value of appropriate

health surveillance. Employees at risk of noise-induced

deafness, hand–arm vibration sickness, dermatitis and

respiratory disease are tested in a mobile health unit and, if

necessary, referred to their doctor and the businesses advised

of the risks and how to control them.

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Six pilot estates:

\\ Medway \\ Slough

\\ Southampton \\ Arun

\\ Swale \\ Cherwell

What’s so great about EstatesExcellence is that it has absolutely

no cost to small businessesthemselves and they get a fast,effective way of improving healthand safety and other risks.Andy Barter

Federation of Small Businesses (FSB)EE




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handling. A members’ audit had

found these four were recurring

risks that member companies had

to manage.The rst Stonesafe pack

was launched in July 2010 and

included information on techniques

for moving and lifting slabs and

the safe unloading of slabs from

vehicles – and particularly from

A-frames.

A risk assessment review

covering how to deal with the

35 hazardous substances stone

workers come into contact with –

including silica dust – has been

produced so all advice is available

in a standardised format. The pack

also includes the latest information

regarding the control of hand–arm

vibration risks. u

\\ Case study Stonesafe

Over the past ve years therehas been a spate of accidents

in the stone industry which

have brought health and safety

issues to the fore.

A total of six deaths have

occurred linked to the unloading

of stone from A-frames. While

only one of these fatalities was a Stone Federation member, as

far as Chief Executive Jane Buxey is concerned, it is six deaths

too many.

To drive health and safety issues forward, Stone Federationlaunched the Stonesafe initiative, which focuses on risk

management guidance for SMEs within the sector.

The reason for the SME focus is that the majority of

companies within the industry are small businesses – and

often respond better to customised approaches and guidance

to help them understand how to full their health and safety

responsibilities.

The main health and safety issues covered by Stonesafe

are: noise; dust; hand–arm vibration; and manual / mechanical


Helping non-membersAlthough the main Stonesafe support is for Stone

Federation members, non-members took part in

a related HSE Safety and Health Awareness Day

(SHAD), supported by Stone Federation. Another

SHAD is being planned for later in the year.

We’re workingclosely with

small businesseson Stonesafebecause wewant ourmembers not tobe frightenedof health andsafety and tounderstandwhat is requiredof them.Jane Buxey

Stone Federation Chief

Executive




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Stone Federation has also produced mirror stickers, which read:‘You are looking at a person responsible for your safety’ to remind

workers at all levels of their health and safety responsibilities.

Small companies often don’t have staff to deal solely with

health and safety, or the resources to search for guidance. The

aim of the pack is to provide SMEs with information available

in one place so that health and safety best practice is easy to

access and follow.

Another members’ audit is being planned for 2011 to

set a benchmark for the state of health and safety in the

industry, using information recorded through HSE’s RIDDOR

incident report system. The audit will be used to see whereimprovements have been made, to learn from trends and to set

new targets for the industry to meet over the coming years.

Stone Federation Chief Executive, Jane Buxey, said: ‘We’re

working closely with small businesses on Stonesafe because

we want our members not to be frightened of health and safety

and to understand what is required of them.’

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Good health and safety is essential toenable industries to operate effectively.

CIA is committed to helping to deliver the

strategy, particularly the goal of reducing

the likelihood of high impact catastrophic

incidents whilst maintaining industry’s

operational capability. CIA contributions

towards this goal include the publication of

a Process Safety Leadership Best Practice

Guide, our membership of the Process

Safety Leadership Group and our

commitment to the Process

Safety Forum. Looking ahead,

CIA will look to strengthen this

collaborative work and seek

to measure its performance

better in this crucial area.

Steve Elliot

Chief Executive, Chemical Industries

Association

Avoiding catastrophe\\ one year on




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\\ Case study Step Change in Safety


First established in 1997, the StepChange in Safety initiative has launched a

new strategy to improve health and safety

standards in the UK oil and gas industry.

Step Change in Safety is a partnership

established by organisations working in

the oil and gas industry, which aims to

signicantly reduce UK offshore injuries.

The Strategic Plan 2010–2015

recognised that to achieve improvements

in this industry requires long-term

commitment. The plan was partiallymodelled on the 2009 health and safety

strategy ‘Be part of the solution’,

with common themes of leadership,

communication, co-operation and

workforce involvement.

This year, the focus is on progressing

competence and leadership by:

developing good practice guidance;

increasing senior managers’

understanding of risk management; and developing and

implementing industry-wide training standards. Effective

approaches to health and safety are essential as oil and gas

extraction and processing are hazardous activities – failings in

this sector can have potentially catastrophic consequences for

staff, the public and the environment.

Analysis of health and safety breaches shows that a

signicant number involve human error. In response to this,

Step Change in Safety has published a Human Factors u

What is OPITO?

OPITO is the Oil & Gas Academy

and the industry’s focal point for

skills and knowledge.




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good practicebooklet to raise

awareness of the

issues and to offer

simple actions

workers can

take to prevent

such breaches.

In addition, asset integrity workshops are being run for senior

managers.

To help standardise training across the industry, Step Change

in Safety is nalising arrangements with OPITO for the roll-out ofsome role-specic Permit to Work training that will be accepted

by most dutyholders. Completion of the training ensures that

oil and gas industry workers are able to perform specic tasks

safely. Efforts to standardise Permit to Work training will help

promote consistent standards and reduce duplication without

affecting expertise. The standardised training will require the

completion of a refresher course every four years.

Step Change in Safety Co-Chair, John Forrest, said: ‘A key

area of risk this sector must manage is the correct operation and

maintenance of offshore oil and gas installations. This work is

fundamental to minimising the risk of hydrocarbon release – and

the occurrence of potentially catastrophic events.’

The rst annual progress report, to be published in January

2011, will reect how the industry has progressed

against long-term strategy commitments.

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Core strategic areas

\\ Recognising hazard and

reducing risk

\\ Personal ownership for safety

\\ Asset integrity

The correct operation and maintenanceof offshore oil and gas installations isfundamental to minimising the risk ofhydrocarbon releases – and theoccurrence of potentiallycatastrophic events.John Forrest

Step Change in

Safety Co-Chair




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\\ Case study Process Safety Forum

analyse information from other sectors. OGUK, for example, hasshared its Asset Integrity Management Programme, and the NIA

its Safety Performance Indicator Framework. The CIA has also

made available its ‘smart’ database, used for recording trends

in incidents and near-misses. Phil Scott, Safety and Risk Policy

Manager for the CIA, explained: ‘It’s important that we look at

how to prevent all disasters, and not just take lessons from u

When even small failures in control of major hazards canhave catastrophic consequences, prevention of such incidents

is a high priority for all concerned. Which is why, at HSE’s

‘Leading from the top’ conference, HSE Chair Judith Hackitt

CBE challenged senior gures in the major hazards industry to

demonstrate leadership in avoiding major accident hazards.

Following the conference a number of industry bodies within

the major hazards sectors set up a cross-industry Process

Safety Forum (PSF) – working together to drive forward health

and safety improvements by sharing information and learning

from each other’s experiences.

The PSF was formed by ve industry associationsrepresenting the chemical, oil, storage, nuclear and offshore

industries: the CIA, UKPIA, TSA, NIA and OGUK. The PSF Chair

is Paul Thomas CB, who is President of the Nuclear Institute and

also Chairman of RSSB (the Rail Safety and Standards Board),

and thus brings rail industry experience to the Forum.

While the main activities of each association aim to provide

support and guidance for their members, they now work to

share this information with each other. All member organisations

have contributed openly to the process, enabling the Forum to


Process Safety Forum membersCIA: Chemical Industries Association

NIA: Nuclear Industries Association

TSA: Tank Storage Association

OGUK: Oil & Gas UK

UKPIA: UK Petroleum Industries Association




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our own sector. We are able to askourselves “What can we learn from

this report?” – there may be ways the

recommendations can help us.’

The PSF organisations are also

actively contributing to a system of

Safety Alerts for process safety incidents

developed by the group – this allows

sharing of learning points between the

sectors based on real incidents or near-

misses.

The Process Safety Forum is along-term initiative aimed at achieving

lasting improvements. It has already laid

the foundations for future progress by

bringing together a number of inuential

organisations and encouraging the

exchange of best practice. This is not

a ‘quick x’ solution, however, and the members recognise

that long-term action is required to achieve permanent and

continuous improvements.

The Forum is currently planning future work to build on

existing achievements. This includes a conference in 2011 to

share its health and safety experience with sectors outside the

current PSF membership. They hope that this will allow other

businesses to benet from the work the Forum is doing and so

help to raise overall standards in health and safety performance.

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It’s important that welook at how to preventall disasters, not justtake lessons from ourown sector.Phil Scott

Safety and Risk Policy Manager, CIA

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