Strategy One Year On

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
The Health and Safety of Great Britain

\\ One year on: Being part of the solution
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The Health and Safety of Great Britain \\ One year on: Being part of the solution
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Foreword
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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 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 a comprehensive 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 flavour 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 first signs of economic recovery, which will lead to new, inexperienced recruits joining the workforce; new recruits who are at significantly higher risk of injury during their first few months of employment. \\ the Coalition Governments launch of Lord Youngs 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 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 first 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 get the 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
one year on
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Introduction
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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
one year on
To bring about improvements in health and safety performance, the need is for everyone to work together towards a set of common goals. For that to become a reality, each stakeholder within the health and safety system has to understand their role and become better at executing their responsibilities.
The Health and Safety Strategy for Great Britain \\ Be Part of the Solution
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Introduction
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one year on
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 toachieving this. As part of our plan to help deliver the strategys theme of strong leadership, we developed and piloted 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 businesseskeep track of their progress andto help them concentrate on controlling significant risks.
Terry Scuoler Chief Executive, EEF The Manufacturers Organisation
Everyone has a role to play in improving our countrys 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 a variety 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 significant risks those that occur most frequently and that will potentially cause most harm. The following organisations are seeing the benefits of this and their stories will, hopefully, encourage others to follow their example. As these examples show, a proportionate approach to health and safety management is the key to making improvements and lies at the heart of each of the strategy goals. u
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Introduction
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one year on
\\ Leadership
Health and safety leadership must start at the top, with board members and senior management championing positive change. Our first 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 influencing 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 safety culture, 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 significant risks.
\\ Involving the workforce
\\ Competence
Effective 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 joining the 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.
Research 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 are freely shared and acted on. With effective consultation in place, a culture can evolve in which health and safety problems are solved jointly something exemplified in Better Fume Control. A collaborative approach that involves workers in health and safety can also help to achieve other benefits such as lower accident rates, increased productivity, efficiency and quality.
\\ Creating healthier, safer workplaces
To 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 proportionate approach 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 workrelated; others are less clear-cut. Pathways to Health shows u
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Introduction
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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 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. 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.
one year on
\\ Customising support for SMEs
Small businesses make an important contribution to Britains economic prosperity, but they still account for a considerable number of health and safety incidents each year. This is not because 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 find goal-based health and safety management difficult 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 products or services essential in todays 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
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 benefits businesses and the economy, but it also promises us all, as individuals, a future free from preventable harm.
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The need for strong leadership

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one year on
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 communicated and acted upon by the business community.
Miles Templeman Director General, Institute of Directors
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one year on
\\ Case study Powering Improvement

Workers in the electricity industry face many significant 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 sectors new strategy: Powering Improvement. A joint initiative between employers (ENA and AEP) and trade unions, the five-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-led workshops, 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 five years, each year will see the strategy focus on a different priority area. This years focus, leadership, is a two-fold priority. The first 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 improving health 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
Whos 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 electricity industry to be world leader in health and safety performance by 2015 is realistic but challenging.
Peter Coyle Director of Operations, ENA
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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 (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) Launched in May 2010, Powering Improvement is building on the electricity industrys ten-year SAFELEC initiative, which delivered a significant improvement in safety figures 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 figure 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: Our ambition for the UK electricity industry to be a world leader in health and safety performance by 2015 is realistic but challenging. Were under no illusions, but we have a good base to work from and full support from HSE and our trade unions.
one year on
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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 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 2009 to 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. The group CEO leads an Executive Safety Leadership Team comprising divisional chief executives and key managing directors, which meets quarterly to review performance. Crossdivisional 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 profile of accident 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
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\\ Case study Home Safe Every Day
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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 expected to soar in the future due to the events 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 groups health and safety performance show how effective health and safety leadership can influence workplace culture and practice. In the last five 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 confident that we will continue to make significant 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 confident of continuing to make progress towards their target of zero workplace injuries.
one year on
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Building competence
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one year on
Developing health and safety competence across the workforce, from board room to shop floor, 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 thats practical, proportionate and right for their organisation. IOSH is working 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. Were also continuing to promote free IOSH teaching materials toprepareyoung 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
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one year on
\\ 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 findings with other young members of the workforce. The three students knowledge of health and safety issues was 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
Asbestos facts
\\ Each year, approximately 4000 deaths are caused by asbestos-related illnesses making asbestos a bigger 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 (l to r) Young Champions Daisy, Charlie and Richard, the engineering apprenticeship students from TTE Training sponsored by Shell UK
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Building competence
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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 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 qualifications, 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.
one year on
The aim is to change the mindset of the apprentices so they begin to take responsibility for their own safety.
Lisa Andrews Apprenticeship Management and Learning Support, Shell
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Building competence
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one year on
\\ Case study Target Zero

Target Zero is construction product manufacturer British Gypsums health and safety programme, which focuses on a mission of zero injury and zero harm across the organisation. The programme is targeting a long-term increase in health and safety standards and competence across five manufacturing sites, five gypsum mines, head office and three product training centres in the UK, through initiatives such as Best Practice Procedures. Previously each site functioned as a separate business with its own health and safety procedures. Best Practice Procedures aim to develop safe work behaviour by consulting the workforce early and producing a single set of procedures to use consistently across the group. The first phase of Best Practice Procedures concentrated on the four main injury loss areas: workplace transport; falls from height; slips and trips; and manual handling; plus a procedure on stress as that was one area where limited data was available. The second phase is now looking at other key risks, u
We need to focus on nearmisses and other leading indicators to ensure that we maintain the current safety standards within British Gypsum so that they become part of our culture.
Neil Proctor Head of Safety at British Gypsum British Gypsum East Leake Plant BP3 plasterboard line, where safety and manufacturing efficiency are strongly linked
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Building competence
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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 such as confined 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 floor. 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 five trade union safety representatives, one based at each factory site. Once each procedure was completed, it was shared with the other sites before being rolled out. All five procedures have now been completed and are being deployed, including shared learning with head office and the training centres, where appropriate.
one year on
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 improve competence and achieve consistent health and safety practice. The best practice consultation effort has significantly improved cross-site engagement through focused workshops to ensure British Gypsum get it right first time.
Although this is a long-term initiative, the company is already seeing results. In March, British Gypsum achieved zero lost 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: Its 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 nearmisses and other leading indicators to ensure that we maintain the current safety standards within British Gypsum so that they become part of our culture.
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Involving the workforce

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one year on
All the evidence is that where we have union 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 Barber General Secretary, Trade Unions Congress (TUC)
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\\ Case study Engaging the Workforce
When the site for the Aquatics Centre on the Olympic Park in London was first 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 five 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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one year on
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 by a 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 weve made.
The success of the initiatives is thanks to the workers who made a commitment to get involved in resolving health and safety issues.
Carole Bardell HSEQ Manager, the Aquatics Centre
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\\ Case study Better Fume Control by Design

When a member of staff at KAC Alarms identified 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 fixed and the other movable. Staff using the LEV hoods were involved in the design process and for the movable hoods the solderers views were central 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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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 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 final modifications had been agreed, KAC replaced all of the old hoods with the new designs. Since the new LEV hoods have been fitted, exposure to solder fumes has fallen close to undetectable levels and a potentially serious health risk has been prevented at a relatively low cost. KAC Alarms QHSE Manager, Ian Garden, said: Weve 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.
one year on

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 confirmed the new hoods are a significant safety improvement.
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.
Ian Garden QHSE Manager, KAC Alarms
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Creating healthier, safer workplaces

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one year on
The recent workplace statistics made for tragic 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 safety and to minimise farm deaths and serious accidents, particularly through the Make the Promise campaign.
Peter Kendall President, National Farmers Union (NFU)
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one year on
\\ 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 figures 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 thats a dangerously old-fashioned view of a modern industry. Its 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 firmly 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 believes that our farm staff are one of the businesss 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.
Ian Taylor Head of Commercial Operations
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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 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 find new ways of tackling long-standing issues. A major safety issue on 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 businesss biggest assets. We need a fit 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.
one year on
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one year on
\\ Case study Park Health RAG Rating Scheme

The Park Health Occupational Health Service was 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. Sypols 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-specific risk assessment; Amber areas require additional hygiene u
Noise monitoring on the Olympic Park
Piling on the stadium site
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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 requirements provided on a checklist and Green areas require 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 specific task such as piling on the main Olympic Stadium has been carried out, a three-layer bulls 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 additional protection 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 Healths 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 dont make workers wear protective clothing when they know they dont need to, they are more likely to wear it when they do need to.
one year on
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.
Karen Baxter Director of Ill-health Prevention Services, Park Health Visual assessment of noise exposure from piling operations >55m 4555m >45m RIG 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)
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one year on
(l to r) Gary Martin (Health & Safety Inspectorate) and Professor Merfyn Jones (ViceChancellor) signing the pledge at Bangor University
\\ Case study Pathways to Health

In September 2009, Bangor University signed the pledge to play their 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 universitys 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 universitys 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 and resolution. In 2009, a case of handarm 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 handarm 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 universitys 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 benefit from core stability exercises designed u
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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 to strengthen the muscles which support the spine, helping to reduce the risk of future back problems. Although the primary role of the OHP is to support the health of the institutions 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 defibrillator 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 given and 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 significant 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 reflects the impact of Bangor Universitys pledge to be part of the solution to put health and safety at the heart of what we do.
one year on
Long-term sick cases have fallen by 37%, from 104 in 2007 to 65 in 2009. This reduction reects the impact of Bangor Universitys pledge to be part of the solution to put health and safety at the heart of what we do.
Joe Patton Bangor University Occupational Health Practitioner
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Customising support for SMEs

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one year on
The FSB was pleased that a focus on supporting small firms with health and safety was included within the HSEs strategy and were keen that the small business voice was listened to. We look forward to seeing continued help and support for small firms from the HSE.
John Walker National Chairman, Federation of Small Businesses (FSB)
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one year on
\\ Case study Estates Excellence

One of the first initiatives to be born out of the 2009 health and 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 help small organisations gain business benefits from good health and safety management. Offering free education, advice and support to businesses within an estate (a business community in a specific 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 the skills to identify and control their risks so they can make informed 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, fire service or Health and Safety Executive (HSE), who works with u
(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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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 them to help identify Six pilot estates: any knowledge gaps in relation to their key risks. \\ Medway \\ Slough The project then provides \\ Southampton \\ Arun support through a range \\ Swale \\ Cherwell 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 significant health risks are offered additional support highlighting the value of appropriate health surveillance. Employees at risk of noise-induced deafness, handarm 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. This additional help was offered because research suggests that 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 confirms commitments to making improvements have already resulted in practical outcomes. Andy Barter from the Federation of Small Businesses (FSB) said: Whats 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.
one year on
Whats 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.
Andy Barter Federation of Small Businesses (FSB)
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one year on
\\ Case study Stonesafe

Over the past five years there has 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 Federation launched 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 fulfil their health and safety responsibilities. The main health and safety issues covered by Stonesafe are: noise; dust; handarm vibration; and manual / mechanical
Helping non-members
Although 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.
handling. A members audit had found these four were recurring risks that member companies had to manage. The first 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 handarm vibration risks. u
Were 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.
Jane Buxey Stone Federation Chief Executive
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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 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 dont 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 HSEs RIDDOR incident report system. The audit will be used to see where improvements 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: Were 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.
one year on
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Avoiding catastrophe
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one year on
Good health and safety is essential to enable 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 industrys 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
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one year on
\\ Case study Step Change in Safety

First established in 1997, the Step Change 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 significantly reduce UK offshore injuries. The Strategic Plan 20102015 recognised that to achieve improvements in this industry requires long-term commitment. The plan was partially modelled 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 significant 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 industrys focal point for skills and knowledge.
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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 good practice Core strategic areas booklet to raise awareness of the \\ Recognising hazard and issues and to offer reducing risk simple actions \\ Personal ownership for safety workers can \\ Asset integrity 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 finalising arrangements with OPITO for the roll-out of some role-specific 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 specific 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 first annual progress report, to be published in January 2011, will reflect how the industry has progressed against long-term strategy commitments.
one year on
The correct operation and maintenance of offshore oil and gas installations is fundamental to minimising the risk of hydrocarbon releases and the occurrence of potentially catastrophic events.
John Forrest Step Change in Safety Co-Chair
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one year on
\\ Case study Process Safety Forum

When even small failures in control of major hazards can have catastrophic consequences, prevention of such incidents is a high priority for all concerned. Which is why, at HSEs Leading from the top conference,HSE Chair Judith Hackitt CBE challenged senior figures 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 others experiences. The PSF was formed by five industry associations representing 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 analyse information from other sectors. OGUK, for example, has shared 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: Its important that we look at how to prevent all disasters, and not just take lessons from u
Process Safety Forum members

CIA: Chemical Industries Association NIA: Nuclear Industries Association TSA: Tank Storage Association OGUK: Oil & Gas UK UKPIA: UK Petroleum Industries Association
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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 our own sector. We are able to ask ourselves 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 nearmisses. The Process Safety Forum is a long-term initiative aimed at achieving lasting improvements. It has already laid the foundations for future progress by bringing together a number of influential organisations and encouraging the exchange of best practice. This is not a quick fix 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 benefit from the work the Forum is doing and so help to raise overall standards in health and safety performance.
one year on
Its important that we look at how to prevent all disasters, not just take lessons from our own sector.
Phil Scott Safety and Risk Policy Manager, CIA
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Cover Foreword Introduction The need for strong leadership \\

The Health and Safety of Great Britain

\\ Involving the workforce

\\ Creating healthier, safer workplaces

\\ Customising support for SMEs

The need for strong leadership

The need for strong leadership

\\ Case study Powering Improvement

The need for strong leadership

The need for strong leadership

\\ Case study Home Safe Every Day

The need for strong leadership

\\ Case study Young Champions

\\ Case study Target Zero

Best practice successes

Involving the workforce

Involving the workforce

\\ Case study Engaging the Workforce

Engaging the Workforce

Involving the workforce

Involving the workforce

\\ Case study Better Fume Control by Design

(above) Improved hood design (left) Original hood design

Involving the workforce

Involving the workforce

Creating healthier, safer workplaces

Creating healthier, safer workplaces

\\ Case study Co-operating for a Safer Workplace

Creating healthier, safer workplaces

Creating healthier, safer workplaces

\\ Case study Park Health RAG Rating Scheme

Noise monitoring on the Olympic Park

Piling on the stadium site

Creating healthier, safer workplaces

Creating healthier, safer workplaces

\\ Case study Pathways to Health

Creating healthier, safer workplaces

Customising support for SMEs

Customising support for SMEs

\\ Case study Estates Excellence

Customising support for SMEs

Customising support for SMEs

\\ Case study Stonesafe

Customising support for SMEs

\\ Case study Step Change in Safety

\\ Case study Process Safety Forum

Process Safety Forum members

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