1. Getting safety on Board Agendas Version 1 2011

2. 1 Health & Safety for senior personnel Basic premise: If you don’t lead - they won’t follow Health & Safety, like all other business issues, requires effective leadership for it to work effectively in a business setting Even the Institute of Directors (IoD) are involved - it’s about being able to demonstrate leadership

3. 2 The legal stuff HASAWA Responsibilities - starts at the top and devolves down CEO (or equivalent) is ultimately accountable Board have responsibilities to report to CEo Senior managers are accountable to report upwards scary stuff

4. 3 Recent joint IoD/HSC guidance for Directors also underlines the new ‘public domain’ nature of Board-level involvement expectations (we’ll come back to this later)

5. 4 Moving goalposts Safety as a part of Business Risk Management Changes to safety law Corporate Manslaughter & The Health and Safety (Offences) Act Changes to safety best-practice (Enforcement, Litigation, Settlement of Claims) Importance of Core Values as key driver of ‘Behavioural’ Safety

6. 5 Corporate manslaughter Note, particularly, the emphasis on the role of ‘senior managers’ High levels of projected fines (2.5%-10% of turnover?) The availability of ‘the publicity sanction’

7. 6 Corporate manslaughter and you Accountability will be an important factor: Will need to offer evidence of what “good” looks like Provides a framework to challenge behaviour It is about: Avoidance An effective system

8. 7 Where do we want to be? Legally Compliant (happy with the least we have to do)? World Class? Best in the Sector? Average in Sector? Happy to act illegally if we can get away with it? Happy to be the poor relation in the Sector? Performance Time

9. 8 Relaxing too early Improvement phase Time Performance Success! Top Quartile! Maintenance! Deterioration!

10. 9 Going too far Improvement phase Time Performance Success! Maintenance! Deterioration! Success! Top Quartile!

11. 10 ‘Safety is the number 1 priority!’ But often, it’s not! And often (although it’s seen by some almost as a heresy to say so) it shouldn’t be Safety has it’s place - it has to earn that place When should safety be number 1? Corporate risk management provides for prioritisation across the whole range of business risks so that we understand when and how far to act

12. 11 Overcoming ‘silo’ thinking Corporate Governance Health & Safety Fire Risk Management Finance Controls Assurance Operations

13. The ‘Toolkit’ for Effective Safety Leadership

14. 13 Core values Core values provide the moral, ethical and business basis for all aspects of management The primary management driver has to be an agreed set of core values (exactly as we do about everything that we are or set out to be as a company) The Board (and all managers) have to buy-in to and be seen to be guided by the values (for safety) - or nobody else will be Are these as sufficiently explicit?

15. 14 Core values - the Fire Service We may risk our lives a lot, in a highly calculated manner, to protect saveable lives We may risk our lives a little, in a highly controlled manner, to protect saveable property We will not risk our lives at all for lives or property that are already lost Source: Home Office Guidanc

16. 15 Actions Revisit core values Check they define and drive what you expect Live them yourselves!

17. 16 Understanding the implications of the legal framework Undertake a “suitable and sufficient” assessment of risk Record “significant” findings Reduce risk so far as is “reasonably practicable” Overall, ensure the health, safety and welfare of all

18. 17 Actions Process for assessing and recording significant risk Ensure that actions are proportionate and appropriate to the risk Maintain an audit trail to show what you have done, are doing and plan to do

19. 18 Safety management systems PlanDo Check Review Help managers to understand their responsibilities AND what they have to DO to deliver their accountabilities

20. 19 Actions Are accountabilities for H&S clear and unequivocal at Senior Management and all other levels? Is the Health and Safety Management System functioning as desired? Is the capital spend for H&S demonstrably well- targeted and audited? Are we appropriately benchmarked (e.g. to 18001) Are we appropriately up to speed with developments in H&S?

21. 20 What is risk management? Assess risk - suitable and sufficient, significant Reduce risk - reasonable practicability Monitor risk - process and audit

22. 21 Risk Management Risk Assessment Risk Management A risk management process Risk Management Risk Assessment Risk Management Risk Assessment Risk Management Risk Assessment Reliable Comparable Valid Audit

23. 22 The ‘Top X’ Principle Risk Management Top ‘X’ Risk Management Top ‘X’ Risk Management Top ‘X’ Risk Management Risk Analysis Top ‘X’ Risk Management Risk Analysis Top ‘X’ Risk Management Risk Analysis Top ‘X’ Risk Management Risk Analysis Top ‘X’

24. 23 Top X principle What are your Top X (e.g. 3) risks? Assure me that they are the most significant risks Demonstrate that you have a process for identifying & quantifying risk Show me you have an action plan Show me that the plan has changed for the better Show me the behaviour of the organisation, the manager or the individual is improving over time Show me that you have a new Top X list

25. 24 Actions Local tailoring of generic assessments provided from the centre Risk registers, reflecting local significant ‘Top X’ risks Maintain and audit risk registers Use them as a business tool Know what matters and seek ‘controls assurance’ that the right things are being managed by the right people in an appropriately proportional and timely way

26. 25 Risk control Risk avoidance? Risk reduction? Risk transfer? Risk tolerability? Residual risk? Reasonable practicability ‘Risk v cost’ judgements supported Act in a manner appropriate to the level, spread and trend of risk faced ‘As low as is reasonably practicable’

27. 26 Actions Can we evidence risk controls? Do the controls relate to risk assessments? Are we satisfied that ‘reasonable practicability’ has been applied? Do we understand and can we evidence ‘residual risk’?

28. 27 Working safely Most personnel never need to know about risk assessments. They need to know what the assessment reveals and how to spot and act on anything we’ve missed They need to understand: Why to work safely How to work safely When to work safely How H&S is consider when doing the job

29. 28 Actions Understand (often this means ‘being trained in’) the actions that drop out of the risk assessments Ensure the capability to account for local conditions at each work location by being able to tailor risk assessments Understand how to act when ‘new’ risk circumstances occur; and to learn from experience if incidents/accidents DO occur

30. 29 Competence Any safety system relies on competent people At all levels of the organisation, we need the assurance that all of our people have the skills, knowledge, ability, and experience to discharge their roles safely

31. 30 Actions Define competencies for job roles/functions Establish a systems of delivering and maintaining competence Audit and review competency needs

32. 31 Reactive safety So far we’ve only considered ‘pro-active’ risk evaluation, but what about learning from experience? Need for effective reporting Need for effective investigation Ensuring statutory reporting of injuries What really caused them? Prevent recurrence by understanding the Root Causes

33. 32 Actions Do we have competent people involved in accident investigation? Are ‘root causes’ being identified? Are we learning from our accidents? Are risk assessments being updated appropriately?

34. 33 Risk monitoring Appropriate to the level of residual risk Making sure the planned risk controls are actually effective in the real world Looking to see if risks change significantly over time or if new risks arise DON’T just do reactive monitoring BP were heavily criticised for this - ‘…the managers gave undue importance to acting only on that which they were measuring’ For the Board, ensure move to ‘lead’ indicators - become forward looking

35. 34 Actions Do we have appropriate monitoring? Are we sure that our documentation is up-to-date? Can we demonstrate that monitoring occurs and is effective?

36. Safety leadership

37. 36 So let’s look at the 10 key questions about effective H&S leadership Be as honest as you can. Rate whether you’re red (worried); amber (not sure); or green (happy) about each issue

38. 37 Questions 1.How well do you demonstrate - explicitly - our commitment to H&S (as covered in the HSMS)? 2.Are you effective in ensuring appropriate review of H&S matters?

39. 38 Questions 3.Have you done enough to ensure that you receive competent H&S advice, at all levels? 4.Do you ensure that all staff are sufficiently trained and competent in their H&S responsibilities?

40. 39 Questions 5.How confident are you that your workforce, particularly safety representatives, are consulted properly on H&S matters and that their concerns are reaching the appropriate level? 6.Are there systems in place to ensure that the organisation’s H&S risks have been properly assessed and that sensible control measures are established and maintained?

41. 40 Questions 7.DO you know what’s happening on the ground with H&S? Are audits undertaken to inform you about what your organisation or contractors really do? Do you act on them? 8.Do you regularly receive information about H&S performance as well as reports on injuries and work-related ill-health?

42. 41 Questions 9.Have targets been set to improve H&S performance and do you benchmark against others in your sector or beyond? 10. Are changes in work arrangements that may have significant implications for H&S being brought to your attention?

43. 42 Where do we go from here? It all depends how you scored: If you’re mainly green - we’re doing well (but check that you’re not kidding yourselves) There’s always room for improvement If it’s ‘some ambers’ - we’re well on the way The plan is now obvious If it’s ‘some reds’ - there’s lots to do The plan is both obvious and urgent!

44. 43 Contact details Human Applications The Elms Elms Grove Loughborough Leics LE11 1RG UK e-mail: enquiries@humanapps.co.uk website: www.humanapps.co.uk