Health and Safety and Human Resources at RoSPA
Corporate reporting of health and safety performance in the UK remains extremely variable, making it difficult to evaluate progress in this key area. We advocate greater transparency of health and safety performance through our GoPOP
(Going Public on Performance) initiative. This section of our Annual Review 2011/12 applies GoPOP principles to RoSPA itself.
Our health and safety policy has a range of key elements, including: senior management leadership; employee involvement via the RoSPA Health and Safety Committee; a commitment to competency; and a commitment to a safe and healthy working environment with legal standards regarded as a minimum. RoSPA’s Board of Trustees continued to oversee RoSPA’s health and safety performance during 2011/12.
Objectives for 2011/12
|Update RoSPA’s H&S policies and procedures
||Policies and associated forms continued to be drafted in line with legislation and best practice and published via the staff intranet.
|Manage RoSPA’s occupational safety risks
||The results of the ongoing programme of risk assessments were fed into the OSH Risk Register for review and action by line managers and/or the Health and Safety Committee.
|Minimise RoSPA’s occupational road risk
||It is mandatory for all company car drivers, nominated drivers and staff driving on RoSPA business to complete RoSPA’s online Driver Profiler, and undertake relevant training depending on the results. Online licence checks are conducted via Interactive Driving Systems. Company car drivers must undertake the RoSPA Advanced Driving Test and 42 per cent have achieved the top-level gold standard, 39 per cent silver and 13 per cent bronze. These results are updated constantly, with drivers taking a retest every three years. RoSPA sets its minimum acceptable level for company car drivers as silver and the objective is that all drivers are to have achieved at least silver by December 2012. Beyond the gold standard, 3 per cent of drivers have achieved RoSPA’s National Diploma in Advanced Driving Instruction.
|Maintain OSH expertise throughout RoSPA
||Two staff attended the NEBOSH National General Certificate course, with a further three staff studying for the world-renowned NEBOSH National Diploma.
|Promotion of health and well-being
||RoSPA continued to use Lifeworks, an employee assistance programme designed to support staff in all aspects of life. A new Attendance at Work policy and sick pay entitlement scheme was introduced.
Performance data for the 12 months ending March 2012
|Key performance indicators
(during the year to March 2012)
(during the year to March 2011)
|Enforcement action by health and safety enforcing authorities
|Days lost due to sickness absence
||355 absence days and 229.5 days lost due to recovery from operations
|Sickness absence rate per employee
||6.6 days (88 staff absent in period)
||7.2 days (77 staff absent in period)
|Percentage of sickness absence due to a period of less than 20 days
Our employees are a vital component of the delivery of our mission to save lives and reduce injuries.
The RoSPA Encomium continued to recognise employees who demonstrated outstanding and sustained performance, and Anita Gough, facilities manager, received RoSPA’s fourth Employee of the Year award.
The RoSPA Academy Masterclass was launched to provide further learning opportunities (through seminars, workshops and visits) for past graduates of the RoSPA Academy, which encourages a more entrepreneurial and exciting working environment. The year’s programme included an outdoor activity trip to the Lake District and a visit to Devonport Naval Base.
We continued to value the thoughts and suggestions of all employees and, in addition to encouraging these to be shared informally on a regular basis, we collected them formally via an employee survey. Feedback given through the 2011 survey has fuelled plans to develop the RoSPA induction programme for new starters, introduce staff lunches hosted by the chief executive and launch a staff suggestion scheme.
We also held another of our annual staff days, which brought together employees based in our Belfast, Birmingham, Cardiff and Edinburgh offices, plus those who work from home, giving them an opportunity to get to know each other better and hear about developments across the organisation. Staff, trustees and invited guests also came together to celebrate the official opening of RoSPA House.
Overall, people felt a strong alliance to RoSPA’s mission and vision and felt positive about working for an organisation that ‘made a difference’.
RoSPA Employee Survey 2011 - Summary of Results
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