RoSPA’s Health and Safety Performance
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 the Annual Review 2008/09 applies GoPOP principles to RoSPA itself.
Policy
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. Phil Hughes MBE FIOSH, a member of RoSPA’s Board of Trustees, continues to oversee RoSPA’s health and safety performance.
Objectives for 2008/09
| Goals |
Progress |
| Update RoSPA H&S policies and procedures |
Redrafting H&S policies and associated forms in line with legislation and best practice, and publishing them via the staff intranet, continued. |
| Manage RoSPA 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 H&S Committee. |
| Minimise RoSPA occupational road risk |
Ninety-four per cent of all our company car drivers who took the RoSPA advanced driving test within the last three years achieved gold or silver standard, with the remainder undergoing re-testing. |
| Maintain OSH expertise throughout RoSPA |
Nine staff participated in IOSH and NEBOSH courses (including the NEBOSH Level 6 Diploma). |
| Promotion of health and well-being |
Development of new HR policies including on absenteeism. |
Performance data for the 12 months ending March 2009
| Key performance indicators |
Result
(during the year March 2009) |
Result
(during the year March 2008) |
| Reportable injuries |
Nil |
Nil |
| Minor injuries |
3 |
1 |
| Notices served |
Nil |
Nil |
| Enforcement action by health and safety enforcing authorities |
Nil |
Nil |
| Days lost due to sickness absence |
835.5 |
737 |
| Sickness absence rate per employee |
6.5 days |
6 days |
| Percentage of sickness absence due to a period of less than 20 days |
94% |
95% |
Human Resources
We regard our employees as a key component of the strategy to successfully deliver our mission to save lives and reduce injuries. We are accredited by “Investors in People” and continually look for ways to develop and train our staff.
During the year, our human resources department underwent heavy investment to reflect the commitment to our employees. This included the introduction of a new HR and payroll system, which will soon include a “self-service” element for employees, enabling them to access their records through the staff intranet.
A staff committee, comprised of volunteers, was established to devise a staff handbook to ensure best practice across RoSPA and to encourage employees to live out our values.
The RoSPA Encomium scheme, through which staff are recognised for outstanding and sustained performance, was developed further, culminating in the presentation of the first Employee of the Year award.
The first year of the RoSPA Academy proved to be very successful, with a number of academy recruits being promoted as a result of their hard work and skills learned during the year. The next tranche of academy students was recruited. The RoSPA Academy was launched to open up opportunities for capable staff and provide a more entrepreneurial and exciting environment.