South East

Commitments

To reduce the risk of death or injury to waste service employees in both the private and public sectors and to members of the public, resulting from people driving recklessly on pavements (DRoPs) around municipal and commercial waste collection activity.

Themes

  • Acting Together
  • Managing Risk Well

Activity

Increase risk awareness and measure the frequency of DRoPs events.
Establish and implement a national campaign designed to sustainably change the behaviour of staff and the public.
Set ambitious improvement targets. Collaborate with industry forums and other stakeholders such as the National Police Chief Council. Lead an industry trial.

Timing

2018

Impact

Elimination or reduction of DRoPs events on some or all collection routes, resulting in a safer working environment for the industry and members of the public.

Update

A successful campaign liaising with other public bodies e.g. police. Trials indicating that there are over 30,000 near miss incidents on pavements involving waste collection activities each month.
Close monitoring in a trial in Staffordshire has seen a 30% improvement and reduction in reported near miss incidents following campaigns on local TV and newspapers.
By extrapolating that figure nationally then we could potentially prevent 800 serious injuries on the country’s pavements each year.

Commitments

To reduce or eliminate the risk of death resulting from people sleeping rough in commercial or large waste bins across
the UK, where they are then injured or crushed in refuse collection vehicles upon collection.

Themes

  • Acting Together
  • Managing Risk Well

Activity

Build on the risk awareness initiated in 2014/5 and maintain this as an area of national concern. Establish an industry working group bringing together all stakeholders and work with them to develop a strategy to focus on the root causes and behaviours linked to this industry-wide risk.

Timing

Ongoing.

Impact

Through greater collaboration of data between waste sector companies, charities and other stakeholders, focus on tackling high-risk hot spots and developing strategies to tackle this risk at source.

Update

A range of initiatives have been introduced – training for waste operatives with the mantra “check every bin every time”, working with homeless charities to report incidents, trials of technological solutions but they have been variable in their success rate, installation of CCTV on Front End Loader (FEL) containers, TV awareness campaigns, and the setting up of a new steering group to bring the industry together.
This is an ongoing issue.

Commitments

Helping to secure the safety of independent freelance technicians and small businesses working on temporary events and protecting others who their work affects from harm.

Themes

  • Acting Together
  • Keeping Pace With Change
  • Managing Risk Well

Activity

Blinding Light, event lighting specialists, developed, hosted and delivered a series of nine seminars that were attended by production managers, lighting designers and contractors between April and September,
2016, covering BS 7909 electrical safety and the Construction (Design and Management) Regulations 2015. They shared valuable information about the setting up and management of temporary electrical systems, as well as practical solutions for managing construction risks in an event setting.

Timing

Ongoing. Monitoring impact over the next year.

Impact

  • Legal duties and routes to compliance with the law.
  • Sharing and adopting safer working practices.
  • Reduced burden on associated administrative tasks.

Update

Ongoing.

Commitments

Promoting wider engagement on health, safety and workplace wellbeing across the University of Hertfordshire in keeping with our values: Friendly, Ambitious, Collegiate, Enterprising and Student/staff focused (FACES).

Themes

  • Acting Together
  • Sharing Our Success
  • Tackling Ill Health

Activity

A high level of cooperation between many departments delivered the third annual conference in 2016 ‘Bringing Health Back into Safety’.
Wellbeing was a key theme with 2 keynote speakers.
Key messages on wellbeing and values were included in delegate packs, reminding staff of values and key messages following the conference.

Timing

June 2016.

Impact

Full attendance and participation at the conference. Feedback from colleagues was excellent and included actions they would take as a result for their own wellbeing and others. Build on this for 2017.

Update

This is being built on in 2017.

Commitments

Establishing an effective ‘fit for task’ and health surveillance programme.

Themes

  • Tackling Ill Health

Activity

Distinguishing between health surveillance and fit for task medicals and who needs these; health surveillance is carried out for employees exposed to specific risks while fit for task medicals are for people in safety- critical roles, designed to check whether an individual’s health could compromise their ability to carry out such roles.

Timing

This programme commenced in January 2015, our target is to ensure all operations people will have had their initial screening by June 2016. The recall programme is then ongoing.

Impact

Approximately 7000 people have been through screening.
Higher-quality management information is allowing key risk areas to be identified more readily, and delivers better assessment, measurement and action planning.

Update

Over the last two years we have

  • Implemented a clear risk based approach and communicated this across our business.
  • Captured all required roles/risks in Fit for Work and Health Surveillance.
  • Implemented an easy recall process.
  • Implemented a new online pre placement process.
  • Worked with Recruitment and Facilities to ensure adjustments to roles for new starters are accommodated adequately.

Commitments

Managing key on-site occupational health issues.

Themes

  • Tackling Ill Health

Activity

We work with occupational hygienists to monitor noise, vibration and COSHH across our workplaces. We have developed:

  • a database so we can monitor our trends and develop action plans with our workplace teams;
  • an approach to proactively manage our key occupational health fatal and severe risks.

Timing

Ongoing.

Impact

In-depth focus on key risk areas has facilitated better health risk control.
Improved management information is allowing key risk areas to be identified, and delivers better assessment, measurement and action planning.

Update

Laing We have identified our key health risks as MSD, Mental Health and HAVS. Over the last two years we have implemented the following;

  • MSD
  • Piloted DorsaVi sensors which monitor back positioning and strain with our stone mason’s division and identified key risk areas which have led to a change in how certain activities are carried out, improvement to tools being used, rotation of tasks amongst the team members. Improved training and awareness.
  • Rolled out easy access physio.
  • Implemented a new DSE programme

Mental Health – see working on wellbeing section (above)

HAVS

  • Implemented a more robust managing HAVS process across the business
  • Changed work methods and tools
  • Improved training and awareness
  • Procured better low vibration tools

Commitments

Working on wellbeing.

Themes

  • Acting Together
  • Tackling Ill Health

Activity

We have partnered with the charity MIND to raise awareness of mental health in the workplace.
To date we have:

  • trained 200 managers in mental health awareness;
  • engaged 20 mental health champions;
  • signed the ‘Time to Change’ pledge;
  • signed up to the MIND Workplace Wellbeing Index.

Timing

Ongoing.

Impact

We are seeing better understanding across the business, with the initial ‘push’ already turning into a ‘pull’ from within the company as workplaces get engaged.

Update

Our mental health and wellbeing strategy was created in October 2015.
We have achieved the following;

  • Developed a mental health strategy and action plan.
  • Signed the ‘Time to Change’ pledge.
  • Trained 400 managers in mental health awareness.
  • Recruited a team of 50 mental health champions.
  • Held our first mental health champions conference.
  • Shared lived experiences
  • Introduced Wellbeing Action plans and a stress framework.
  • Created a mental health area on our intranet with new procedures.
  • Incorporated mental health into relevant learning and development and programmes.
  • Celebrated Mental Health Days.
  • Made MIND a corporate charity and have raised £50,000 through fundraising.
  • Signed up to the MIND Wellbeing Index for the second year running.
  • Rolled out Mindfulness and Resilience training to 384 people.
  • Introduced wellbeing sessions.

Commitments

Engage with SME stone work businesses to increase their awareness and understanding of key health and safety issues, in particular control of exposure to respiratory crystalline silica.

Themes

  • Acting Together
  • Supporting Small Employers
  • Tackling Ill Health

Activity

In April 2016, The Stone Federation Great Britain organised a safety and health awareness day which was hosted by one of their members.
HSE provided the session speakers. The event had an emphasis on control of exposure to silica containing stone dust.

Timing

Completed.

Impact

In April 2016, The Stone Federation Great Britain organised a safety and health awareness day which was hosted by one of their members.
HSE provided the session speakers. The event had an emphasis on control of exposure to silica containing stone dust.

Update

The Federation use Cardinus Risk Management Ltd to provide a Health and safety Advice line for members and they have produced a new Health and Safety section on the Federation’s website including documents and guidance notes.
The Federation’s constitution requires all members to complete an annual Health and Safety survey and these results are currently being analysed with the results due by the end of the year.

Commitments

Carry out mandatory and other inspection events to interact with a wider number of engineers, including poor performers.

Themes

  • Supporting Small Employers

Activity

GSR are carrying out mandatory attendance training events for 250 poor-performing engineers to increase performance rather than immediately removing them from the
register. Other inspection events are open to all engineers.
These events support small businesses to achieve compliance with the law by learning from GSR and peers.

Timing

3-year programme initially.

Impact

250 places for poor- performing engineers and over 2000 places for other engineers.
Positive feedback – engineers value the face-to-face interaction with GSR and peers.

Update

The risk based inspection programme focussing on 12% of the register who were producing a lower than expected quality level.
GSR developed a programme of Mandatory Attendance Events (MAE) which registered businesses that consistently failed are instructed to attend.
The engineers follow a structured set of presentations and knowledge assessments and are then reassessed.
Evidence shows that those that have attended a MAE now have a significantly improved quality level, based on a 13.9% reduction in defects identified through subsequent inspection activities (15% reduced to 1.1% following MAE attendance and tightened inspection).

Commitments

Young Driver Academy (YDA) to reduce risk of driving at work for high-risk/inexperienced drivers.

Themes

  • Managing Risk Well

Activity

Focusing on our new apprentices the 12-month YDA includes 6 ‘on-the-job’ visits, focusing on road/personal safety while carrying out their normal routine and promoting ‘good habits’ that become skills for life and assessing attitude, knowledge, understanding and performance to prove competence in 9 units contributing to safe operation of a commercial vehicle.

Timing

  • 2014 – started to analyse vehicle claims.
  • By the end of July 2015 a total of 600 young drivers will be progressing through the programme.

Impact

  • RTIs in young drivers have reduced from 45% in 2013 to 4% in 2016.
  • During 2014 crash severity reduced by 30%, equating to a £1 million saving in own damage and third- party costs.

Update

BG won the Brake Company Driver Safety (large fleets) and the Fleet Safety Partnership awards in 2017.

Commitments

‘Don’t Walk By’ (DWB) initiative to increase reporting of near-misses and hazards.

Themes

  • Managing Risk Well

Activity

An office-based initiative rolled out to 25 sites and 20 000 people. Online reporting via a user-friendly portal or to a dedicated phone number. The online content is concise following a logical, simple format. Created posters and a digital induction slideshow, which identifies the part individuals contribute to safety on site.

Timing

  • Late 2013 – programme developed and delivered.
  • Further branding developed.
  • Ongoing initiative.

Impact

  • 50% increase in proactive reporting.
  • 54% decrease in recordable injuries.
  • Trends allow focused initiatives, campaigns and resources on these identified areas to provide maximum impact and return.

Update

In 2016 we linked it to Office wise our life saving rules for our office site. Resulting in a 50% increase in reporting and 54% decrease in recordable injuries with over 40,200 proactive reports across 25 sites.
YTD 2017 over 55,000

Commitments

ASSIST approach to change behaviours and drive a proactive focus on customer safety.

Themes

  • Managing Risk Well

Activity

Dynamic risk assessment is combined with proactive communication to deliver ASSIST, a behavioural safety programme to ensure engineers have a simple process to follow:

  • Assess customer, then job.
  • Settle customer; consider their needs.
  • Set up safely.
  • Inform; regularly check with customer.
  • Share concerns with colleagues or manager.
  • Think about work and impacts.

Timing

  • January 2011 – monitoring customer events.
  • ASSIST approach ongoing.

Impact

Continual improvement since the initial launch which has helped
British Gas realisea 60% reduction in customer events and
an increase in customer engagement leading to other positive impacts.

Update

Continual improvement since launch. British Gas realised an initial 60% reduction in customer events. YTD 2017 has seen a further 48% reduction. Increasing customer engagement and other positive impacts.

Commitments

To improve health and safety performance and reduce accidents by better managing risk and transforming organisational behaviour.

Themes

  • Acting Together
  • Managing Risk Well

Activity

Amey’s target zero campaign drives continual improvement towards a goal of sustained zero harm throughout the business. To improve their health and safety culture, the Consulting, Rail and Strategic Highways Division chose the Risk Management Maturity Model (RM3) to drive an outcomes-based improvement strategy. Amey worked with the Health and Safety Laboratory (HSL) to ensure the expert application of RM3 and gain assurance that the campaign’s objectives were realistic and evidence-based.

Timing

Launch of refreshed Target Zero Campaign – 2014.

Appointment of HSL – 2015.

Impact

Since the target zero launch in 2014, survey responses show 86% of customers, 92% of employees and 97% of suppliers recognise Amey’s health and safety commitment.

All incident injury rates show a 20% reduction and RIDDOR injuries are nearly halved.

Update

Ongoing.

Commitments

As part of the Helping Great Britain work well strategy, Wates Group set out a campaign called ‘We’re Safer Together’.

Themes

  • Acting Together

Activity

The ‘We’re Safer Together’ campaign is focused around simple but effective forms of communication and the emphasis is around ‘only together can we improve’. A simple focus on the worker, workplace and wellbeing.

Timing

Ongoing.

Impact

The campaign, and as part of the roadmap, Wates Group have
set out a strategy to significantly improve health and wellbeing across their offices and site environments.

Update

Ongoing.

Commitments

To remind employees worldwide that they are part of a single organisation with shared health and safety values.

Themes

  • Acting Together

Activity

Produced drinks coasters for everyone in the organisation, which are also seen by customers and the supply chain, with simple graphics depicting different health and safety topics and important reminders of key action points. These provide a tangible reminder that everyone is part of one company with shared values.

Timing

Planned last autumn and launched the coasters this year in January.

Impact

In the three years after introducing these measures they aim to halve both the number of lost time injuries and incidence of illness.

Update

In the last year first-aid accidents have been closely monitoring as a KPI and have seen the number drop from 30 in 2015, to 18 in 2016, to 11 up until the end of September 2017.
Wellbeing and Stress and Mental Health workshops run.
Launching in 2018, a management development programme which will include advice on managing stress for managers, identifying potential actions to resolve the stressful situation and/or prevent future work-related stress, based on the HSE Stress Management Standards.