5 year plan - Highways Englandassets.highways.gov.uk/about-us/H_S_5_year_Plan_v1.pdf · 3 Contents Foreword by the Chief Executive Introduction 4 5 Why do we need this plan? 7 Golden

Health and Safety5 year plan

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Contents Foreword by the Chief Executive

Introduction4

5

Why do we need this plan? 7

Golden threads of the plan 8

Structure of the 5 year plan 9

The 5 year plan 11

Leadership and culture 12

Customer operations 13

Supply chain 17

Road users 19

Highways England employees who work in and away from our offices 21

Competent people 22


Supply chain 24

Road users 27


Managing risks 29


Supply chain 32

Road users 35


Measuring performance 39


Supply chain 40

Road users 41


Engaging with stakeholders 43


Supply chain 44

Road users 45


Wellbeing 47

Performance indicators 49

4

This is our safety plan. It belongs to me and you as people as much as it belongs to Highways England. My absolute priority is that you go home safely at the end of every day and this plan, together with the care you take in everything you do, will help us to achieve that ambition.

We can’t eliminate risk on our road network or in the things that we do. However we can recognise it, assess it correctly, and ensure that people are protected from it.

Regardless of this plan, if you see something unsafe, report it and if you feel what you are about to do is unsafe then don’t do it.

Please play your part in making sure everyone gets home safely tonight and in delivering this plan.

Foreword by theChief Executive

5

Introduction Highways England is a public sector

company, owned by the Government. The

primary role of Highways England is to

operate and improve the motorways and

major A roads in England. A key element of

success involves making the network a safer

place to use and work on. This Health and

Safety 5 Year Plan has been developed in

conjunction with the Strategic Business Plan

and Roads Investment Strategy, which sets

out a vision for the Strategic Road Network.

The change to Highways England allows us to:

� provide a holistic approach to risk; and

� evolve our approach to health and safety by achieving a balance between the systems and behavioural aspects of risk management.

The plan establishes a series of measures that will enable Highways England to significantly improve health and safety performance and to lead health and safety management both internally and with industry partners. The plan demonstrates Highways England’s ambition to develop its approach to risk management by implementing a range of activities in the short, medium and longer term. The plan is an evolving document that will be reviewed and revised annually as we gain a better understanding of incident trends.

At the centre of our new approach to health and safety is our aim, which is ‘no one should be harmed when travelling or working on the strategic road network.’

The plan provides support to our safety value that ‘We care about each other, our suppliers, our customers and communities.’ The document will enable us to deliver business improvements through an increased health and safety maturity and build on the existing solid foundation of year on year improvements. Our activity to maintain and improve the Strategic Road Network is delivered by a diverse network of suppliers. We intend to continue working with these organisations to deliver improvements in health, safety and wellbeing.

The plan recognises the collaborative approach required to deliver our vision. Partnerships with the Emergency Services, Local Authorities, Roadworker Safety Forum (RoWSaF), Road Safety Delivery Group (RSDG), principal contractors groups, vehicle manufacturers and wider stakeholders will be further developed to improve road user safety on our open network.

The plan addresses three key activities:

� ensuring that the health and safety management system matches the needs of Highways England;

� revising the strategic direction for health, safety and wellbeing for Highways England; and

� ensuring that the right people use the right tools and behaviours to deliver our objectives safely.

6

Highways England aims to develop further our health and safety leadership approach through completion of the following activities:

� Implement health and safety leadership programmes;

� Implement a single and not overly bureaucratic health and safety management system;

� Upskill our employees to manage health and safety more effectively;

� Rationalise incident data and ensure that associated reports continue to support risk management;

� Work with our supply chain to raise health and safety standards across our industry; and

� Engage with stakeholders to achieve synergies and avoid duplications.

Through these activities, we aim to achieve the following results:

England’s strategic road network is currently one of the safest in the world. Highways England always put safety at the core of its work, and we will work towards the goal of bringing the number of people killed or injured on the network as close as possible to zero by 2040.

The number of people killed or seriously injured (KSI) on UK roads has generally been declining since 2005, however, over the last two years there has been an increase in the number of KSI’s on the strategic road network. We recognise that we must continue to improve safety by investing in our road network, both to prevent incidents from occurring and to reduce the severity of those that do. By end of 2020, we aim to have reached a target of no more than 1,393 KSIs across our network in a year. This will be achieved by a year on year reduction in those harmed across the network.

Over the course of the next five years we will invest over £11bn capital investment to modernise and maintain the network, this will also include a range of safety measures that will result in noticeable improvements for our customers and will contribute significantly to achieving the 40% reduction in KSIs. The measures that we will implement are shown in this plan in the ‘road user’ population, shown in the following section.

Actual Target

2014 2017 2020

Users –Killed and Seriously Injured (KSI's)

1853 1607 1393

Customer Operations RIDDOR Accident Frequency Rate (AFR)

0.35 0.25 0.20

Supply Chain RIDDOR Accident Frequency Rate (AFR)

0.15 0.08 0.05

2008 2009 2010 2011 2012 2013 2014

0

0.2

0.4

0.6

0.8

1

1.2 Customeroperations

Supply chain

Accident Frequency Rates (AFR)

2008 2009 2010 2011 2012 2013 2014

2,200 Trend

Actual KSIcasualties

Number KSI casualties per year

2,100

2,000

1,900

1,800

1,700

1,600

1,500

Nu

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Why do we need this plan?

There are four at-risk populations. These

are:

� Customer Operations;

� Supply Chain;

� Road users; and

� Highways England employees who work in and away from our offices.

Focus is given to high-risk populations namely road user, supply chain and customer operations. At any one time there are approximately 3000 construction workers, 6000 maintenance workers and 200 Traffic officers working on the strategic road network.

Our customer base is even greater; we have four million road users every day and journeys totalling 85 billion miles per year on our network.

The rate of improvement in safety performance has plateaued across customer operations and the supply chain, but has increased for road users in recent years:

� Road user casualties have reduced year on year, until 2013, when an increase in the overall rate of Killed and Seriously Injured (KSI) was reported. In 2014, this trend has continued, with KSI’s increasing to 1,853.

� The Customer Operations Accident Frequency Rate (AFR) has decreased, although the rate of improvement has also decreased.

� The supply chain AFR has plateaued with a slight increase in 2013/14.

Whilst clear progress has been made over recent years, the creation of Highways England together with the associated £15.2billion investment means we will need to make a step change in our approach to health and safety.

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Leadership &

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Golden threads

of the plan

Strong health and safety performance is

based around the following five elements

which make up the golden threads of the

plan:

� Leadership & Culture

� Competent People

� Managing Risks

� Measuring Performance

� Engaging Stakeholders

Each of these elements is described below:

Developing and implementing a Health and Safety Leadership & Cultural Change Programme. This includes a Leadership and Behavioural Safety Programme as the journey is as much about personal responsibility as it is about corporate action.

Improving competency arrangements to ensure that all employees and members of the supply chain have the skills, knowledge and experience to carry out their duties safely.

Managing risks through the development of a single health and safety management system to address both road user and workforce risks. This system will include rationalised company procedures and processes to create systems of work that are pragmatic and risk-based.

Measuring performance through the use of enhanced governance standards and corporate assurance arrangements. Data gathered will be used to check the validity of risk control practices and revisit risk management plans where necessary.

Engaging stakeholders including the supply chain, Police, Fire & Rescue, Driver and Vehicle Standards Agency (DVSA), Driver and Vehicle Licencing Agency (DVLA), Local Authorities, and key industry partners RoWSaf and the Safe Use of Roadside Verges in Emergencies Group (SURVIVE Group).

The plan details the work to be delivered across all risk populations under each of these five elements.

9

Structure of the 5 year plan

The plan adopts a two tiered approach

that recognises the need to prioritise

actions in relation to the risks being

addressed. During 2015 through to 2017,

we will begin to drive a more mature

safety culture whilst revising our health

and safety management system to

reflect the changes in the way we will

work as Highways England. In parallel

with that and during 2017-2020 we will

continue to identify and embed best

practice including working with other UK

infrastructure client organisations.

The plan further develops the work we have undertaken in relation to;

� introducing health and safety leadership programmes;

� engaging our supply chain; reducing carriageway crossings;

� reducing anti-social driver behaviour;

� improving the road worthiness of vehicles;

� developing our guidance and standards for road design; and

� setting the standard for managing health and safety risks on the strategic road network.

Our current data and analysis leads us to focus on key improvement areas. These issues are outlined at the beginning of each golden thread and are shown in bold.

Wellbeing is included in the plan given its important role in improving employees’ general health. The plan separates occupational health and safety from wellbeing in acknowledgement of the differing legislative duties.

The plan will be further developed in 2016 to include ‘communities affected by our activities’.

The success of the plan is dependent upon its ownership by the Senior Leadership Team. As a result, actions have been assigned to several members of the Executive Committee.

An action tracker will be used to enable the Highways England Board Committee and Executive Committee to monitor progress of actions. The Executive Safety Committee and the Board Safety Committee will, at the prevailing frequency at which they meet, regularly review and scrutinise progress of the action tracker.

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The 5 year plan

11

Leadership and culture

Leaders at all levels need to appreciate

a wide range of health and safety risks.

Our leaders will play an important part in

shaping the safety culture of Highways

England and embedding health and

safety into the DNA of our business.

The key issues to address are:

1. Ensuring the revised strategic direction for Highways England is understood by all stakeholders and the safe behaviours expected of those who work for Highways England are more widely deployed across all parts of the business.

2. Ensuring leaders have access to relevant, organised and accurate data to enable them to set health, safety and wellbeing priorities and monitor the effectiveness of risk controls.

3. Improving the strategic focus on health aspects of risk management.

.

4

Improve the quality of information provided to the Board, Executive and Divisional management meetings to ensure that the lessons learned from all incidents are shared and progress against the health and safety action plan is monitored. As we strive to be a learning organisation and for continuous improvement, we will be reviewing any exercises learned and feedback given and implemented where clear benefits exist into any future republications of the plan.

Start Date: April 2015 Target End Date: September 2015 Owner: Executive Director Professional

and Technical Solutions

12

2Embed the Highways England health and safety vision using a variety of mechanisms including: national roadshows, banners, posters, leaflets, intranet, internet and screensavers.

Start Date: October 2015 Target End Date: Ongoing Owner: Executive Director Professional


3Embed the consideration of health and safety risks within corporate values to promote the belief that everyone has a role to play in keeping themselves, colleagues, roadworkers and road users safe every day.

Start Date: April 2015 Target End Date: June 2015 Owner: Executive Director Human

Resources

Customer operations1

Develop a clear health and safety vision to ensure that all stakeholders of Highways England are aligned in the improvement of health and safety performance across Highways England.

Start Date: April 2015 Target End Date: June 2015 Owner: Executive Director Professional


Figure 1: Example of a Safety Behavioural Discussion Tool

Leeds creative N150098

Safety behavioural discussion

Date Time Location

Tour carriedout by

Descriptionof works

On sitesupervisor

Highways EnglandProject Manager

Sub-contractor(s)

4. SITE SECURITY & HOUSEKEEPING

Daily Briefings (Received by operatives, signed for, task and local risks identified, emergency procedures known)Public Safety / Perimeter Security (In place, secure, warning signs, public footpaths maintained)Access to Work Areas (Steps up embankments, gates in fences, access routes signed)Material Storage (Tidy, safe, secure, hazardous materials controlled, linked to COSHH assessments)Site Lighting (Adequate to identify hazards and work safely)

5

Develop a health and safety leadership and behavioural safety programme to support the key facets of a positive safety culture. Elements should include:

� Defining the safety behaviours expected at all levels; senior leaders, management and operators;

� Health and safety courses for the Board, Executive and Senior Leadership Team (SLT) which include Directors’ responsibilities and Construction (Design and Management) Regulations 2015 (CDM 2015);

� ½ day training to help SLT undertake effective health and safety leadership tours;

� Leadership tour programme to visibly promote the culture and health and safety expectations of Highways England;

� Safety Coaching Courses – to support peer education of risk;

� Safe Behavioural Discussions – to correct unsafe behaviours and reinforce positive behaviours as shown in Figure 1; and

� ‘Take 5’ initiatives to encourage employees to think of the risks involved at the start of any activity.

Health and Safety Vision Statements which will help the business to understand the health and safety focus as shown in Figure 2.

� ‘Just Culture’ Model which balances learning from incidents with accountability and helps to establish a clear line between acceptable and unacceptable behaviour.

Start Date: October 2015 Target End Date: March 2017 Owner: Executive Director Professional


13

6Advance sequentially through the Safety Culture Maturity © Model presented in Figure 3 by building on the strengths and removing the weaknesses of the previous level. The 5 Year Plan will provide the direction of travel. Progress will be measured at annual intervals to achieve a Level 3 by 2017 and Level 4 by 2020.

Start Date: April 2015

Target End Date: March 2016 and ongoing

Owner: Executive Director Professional and Technical Solutions

Figure 3: Safety Cultural Maturity Model

Figure 2: Draft Health and Safety Vision Statement

Continually improving Level 5

Cooporating Level 4

Involving Level 3

Managing Level 2

Emerging Level 1 Develop managementcommitment

Realise the importance of frontline staff& develop personal responsibility

Engage all staff to develop cooporation& commitment to improving safety

Develop consistency &fight complacency

Improvin

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In

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Leeds creative N150098

Our safety vision

Our goals � As a business we continually think about safety

and how to improve it

� Everyone demonstrates our safety behaviours

� Everyone plays a part in ensuring we put safety at the heart of all decisions and actions

� To be recognised by our people, partners and customers for our strong safety culture

Our safety commitment

� We will continuously improve our safety

� We will empower employees to report near misses, accidents and ensure actions are undertaken to improve safety performance

� We will continuously improve our safety

� We will apply a sensible and proportional risk management approach

� We will develop a fair treatment culture

� We will consider safety risks within all decision making

Our behaviours

Safety Leadership

� Seeking innovative and safer ways of working

� Putting health and safety at the core of all planning and decision making

� Inspiring and recognising safe behaviours in others and encouraging others to talk openly and honestly about safety issues

� Leading by example by taking care of the health and safety of self and others

Our people

I think and act safely

� Seeking innovative and safer ways of working

� Putting health and safety at the core of all planning and decision making

� Inspiring and recognising safe behaviours in others and encouraging others to talk openly and honestly about safety issues

� Leading by example by taking care of the health and safety of self and others

We the Highways England Executive Team area fully committed to strengthening our safety culture in line with our vision, goal, commitments and behaviours outlined above.

Jim O’Sullivan Simon Sheldon-Wilson David Poole

David Brewer Ginny Clarke San Johal

Peter Adams Stephen Dauncey Mike Wilson

No one should be harmed when travelling or working on the strategic road network......No one should be harm

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pera

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Leadership &

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Engaging

Stakeholders

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No one should be harmed when travelling or working on the strategic road network

14

7 Undertake a health and safety benchmarking exercise to; understand comparable performance; support continuous learning; and share good practice.

Start Date: July 2015 Target End Date: March 2016 Owner: Executive Director Professional


8 Develop a suite of leading and lagging indicators to measure the success of the Plan.

Start Date: April 2015 Target End Date: June 2015 Owner: Executive Director Professional


12 Deliver a national roadshow to launch the new Health and Safety 5 Year Plan.

Start Date: October 2015 Target End Date: March 2016 Owner: Chief Executive

10 Review and revise the Safety Leadership Tour Programme to include Executive and Board members with clear targets, monitoring and reporting.

Start Date: July 2015 Target End Date: September 2015 Owner: Executive Director Professional


11 Introduce Highways England Health, Safety and Wellbeing Awards for our employees and supply chain.

Start Date: July 2015 Target End Date: March 2016 Owner: Executive Director Commercial

and Procurement

15

9 Incorporate improved health and safety leadership responsibilities into all role profiles.

Start Date: April 2015 Target End Date: December 2015 Owner: Executive Director Human

Resources

13Develop a Supply Chain Safety Maturity Matrix, to reference throughout the supply chain lifecycle (i.e.Pre Qualification Questionnaire (PQQ), tender assessment, performance management, and delivery assurance). This matrix will be developed with input from the supply chain, and be based on industry best practice.

Start Date: October 2015 Target End Date: March 2016 Owner: Executive Director Commercial

and Procurement

Supply chain

14 Review and update contract documentation and the supply chain lifecycle processes to align with the Supply Chain and the Supply Chain Maturity Matrix.

Start Date: April 2016 Target End Date: September 2016 Owner: Executive Director Commercial

and Procurement

16

16 Provide clear guidance on what ‘health and safety leadership’ means for Highways England Project Managers and audit compliance with it.

Start Date: October 2015 Target End Date: March 2016 Owner: Executive Director of Major

Projects

15 Develop and implement an assurance approach that will align with the Supply Chain Safety Maturity Matrix.


and Procurement

17

17 Develop and mandate adherence to the Highways England Safety Leadership Programme.

Start Date: October 2015 Target End Date: March 2016 Owner: Executive Director Human

Resources

18 Hold biannual health, safety and wellbeing forums to share best practice across the supply chain.

Start Date: January 2016 Target End Date: March 2020 Owner: Executive Director Commercial

and Procurement

19 Give greater focus to Occupational Health management throughout Highways England and supply chain audits and inspections.



20 Implement an internationally recognised ‘Safe Systems’ approach to road safety.

Start Date: April 2015 Target End Date: December 2015 Owner: Executive Director Professional


Road users

Safe systems approach

Road safety management systemCollect data and carry out evidential reasearch to monitor

implementation and effectiveness of the vision

Movingaway from:ReactiveSafetyFixingProblemsEngineeringFocus

MovingTowards:ProctiveSafetyIncidentPreventionPartnershipWorking

Safer roadsRaise inherent

safety andprotective

quality of thenetwork for

the bene�t ofALL

road users

SafervehiclesEncouragedeploymentof improved

vehicle safetytechnologies

for bothactive and

passivesafety

SaferpeopleDevelop

intelligence led,innovative

programmesto improveroad userbehaviour

withmeasurableoutcomes

Post collision responseImprove post incident responsiveness to minimise

the impact on casualties and the road user

21Review the current Investment Decision Committee process with respect to how safety is an integral part of the decision process. The intention should be to show in the process how demonstrable improvements to road user safety can be made by the investment proposed, to inform the decision process and committee members effectively.

Start Date: August 2015 Target End Date: December 2015 Owner: Chief Finance Officer

18

22Develop strategic partnerships and associated programmes of work with key stakeholders, such as the RoadSafe Advisory Board and National Road Safety Committee.

Start Date: January 2015 Target End Date: June 2016 Owner: Executive Director Customer

Operations

23

Re-introduce Regional Road Safety Co-ordinators to engage with high risk road user groups. Using casualty and collision data develop Regional Incident and Casualty Reduction Plans for each region to achieve the maximum reduction in KSI’s. Develop a supporting forecasting model to show how we will achieve (or better) the 2020 KSI target through anticipated casualty savings which may be derived from interventions based on the three primary pillars of roads, vehicles and people.

Start Date: April 2015 Target End Date: March 2016 Owner: Executive Director Network

Delivery and Development

24Develop business cases for additional resources to support wider activities across Highways England. For example, work with the National Roads Policing Intelligence Forum (NRPIF) to deliver awareness campaigns and undertake a range of compliance activities on roads where KSIs are significantly higher than average.

Start Date: April 2015 Target End Date: June 2016 Owner: Executive Director Customer

Operations

19

25Ensure that the Highways England vision is shared by our facilities management contractor and is evidenced in the standards of office facilities and reception procedures. Visitors must feel the vision has real meaning.

Start Date: April 2016 Target End Date: December 2016 Owner: Chief Finance Officer

Highways England employees who

work in and away from our offices

26Using a subset of the Customer Operations Health and Safety Leadership and Behavioural Safety Programme, develop a proportionate and relevant corresponding initiative for office based employees.

Start Date: April 2016 Target End Date: March 2017 Owner: Executive Director Professional


20

Competent

people

Competence is demonstrated when every

director, manager and worker recognises

the risks in operational activities and

then apply the right measures to control

and manage those risks.


4. Ensuring that resources to engage stakeholders in supporting delivery of the plan (such as funding Police resources to improve enforcement) are available.

5. Reviewing the way in which we select and manage contractors.

6. Developing the different skills required to reflect the evolving needs of Highways England.

7. Ensuring that all roles have clearly defined competencies and are appropriately resourced.

27 Include one health and safety objective within all appraisals and departmental objectives to help people to understand their health and safety responsibilities.

Start Date: April 2015 Target End Date: December 2015 Owner: Executive Director Human

Resources

28Identify training co-ordinators and safety coaches across the business to support employees in the use of the new health and safety management system and associated procedures.

Start Date: January 2017 Target End Date: March 2017 Owner: Executive Director Professional


Customer operations

21

29 Develop resources to deliver the 5 Year Plan through restructure of the Road User and National Health and Safety Teams.



30Undertake a review of safety processes across all functions in Customer Operations, to ensure safety is consistently incorporated into areas such as recruitment, shift working, training, responsibility matrices and communications.

Start Date: April 2015 Target End Date: March 2016 Owner: Executive Director Customer

Operations

32 Implement the new, rationalised Traffic Officer Manual into Customer Operations with specialist support.


Operations

33 Introduce a robust and proportionate programme of periodic refresher training across Highways England.

Start Date: October 2015 Target End Date: March 2016 Owner: Executive Director Human

Resources

22

31Develop a decision tool (matrix etc.) that proportionately describes and allows the Traffic Officer Service to make risk based decisions when no clear procedure is available. This should support the moral dilemma question raised in the Customer Operations Operational Policy.

Start Date: January 2016 Target End Date: March 2016 Owner: Executive Director Customer

Operations

23

Supply chain 34 Audit training records twice a year to ensure contractor employees are competent, with an initial focus on high risk activities.

Start Date: July 2016 Target End Date: September 2016 Owner: Chief Finance Officer

35 Implement a robust auditing regime to check contractor compliance against the practices advocated by Highways England.


36Develop a training package to upskill all project managers so that they are competent to discharge their responsibilities under Construction (Design and Management) Regulations 2015.

Start Date: January 2016 Target End Date: June 2016 Owner: Executive Director of Major

Projects

37 Ensure all supervisors and risk assessment authors have attended a risk assessment course.

Start Date: October 2015 Target End Date: December 2016 Owner: Executive Director Network


38 Develop a Highways England competency or Passport Scheme which all those working on the network must complete on a regular basis to ensure maintenance of skills.



24

40Work with Highways England supply chain to review current supervisory competency standards/criteria. Develop a guidance document, in conjunction with the supply chain, outlining recommended supervisory competencies based on the size and complexity of all works. Explore the mechanisms to ensure this guidance is adopted across the Supply Chain and assess compliance with the guidance.

Start Date: October 2015 Target End Date: January 2016 Owner: Executive Director Network


41Work with Highways England supply chain to review processes in place to ensure that health and safety is managed for all visitors and occasional site workers (including specifically delivery drivers). Develop a guidance document, in conjunction with the supply chain, outlining recommended controls needed for visitors based on the size and complexity of all works.

Start Date: October 2015 Target End Date: January 2016

Owner: Executive Director of Major Projects

39Work with Highways England supply chain to review current supervisory ratios for all scope of works undertaken. Develop a guidance document, in conjunction with the supply chain, outlining recommended supervisory levels based on the size and complexity of all works. Explore the mechanisms to ensure this guidance is adopted across the Supply Chain and assess compliance with the guidance.

Start Date: October 2015 Target End Date: January 2016 Owner: Executive Director of Major

Projects

25

42 Undertake a Cost Benefit Analysis of the potential to use third parties to assess supply chain risk.


and Procurement

43 Ensure that all Tier 1 Contractors have a structured plan to address health, safety and wellbeing of 2nd and 3rd Tier contractors.

Start Date: October 2016 Target End Date: June 2017 Owner: Executive Director Commercial

and Procurement

44 Ensure that all Tier 1 contractors have a structured plan in place to address identified literacy and language issues within their Tier 2 and Tier 3 workforce.


and Procurement

Road users 45 Develop a series of campaigns to reduce the number of incidents resulting from poor vehicle maintenance and planning by 43,000 by 2020.

Start Date: October 2016 Target End Date: March 2020 Owner: Executive Director Network


46Deliver a Commercial Vehicle Incident Prevention Programme in recognition of the impact that this class of vehicle has when involved in an incident. 401 KSIs involved LGVs and HGVs in 2014. We will reduce the severity and number of HGV incidents by 20%


Target End Date: March 2020 Owner: Executive Director Customer Operations

26

47 Develop role profiles for office based staff to include health and safety responsibilities.

Start Date: April 2016 Target End Date: September 2016 Owner: Executive Director Human

Resources



48Review role profiles and competency standards for Highways England employees responsible for managing facilities management contractors and ensure they have a common understanding of their role.

Start Date: April 2016 Target End Date: September 2016 Owner: Chief Finance Officer

27

Managing risks There is a need for a sensible and pragmatic

approach to risk management. This does

not mean risk elimination at all cost.


8. I mproving the integration of road user and workforce safety systems.

9. Managing health and safety risks alongside other business risks including those associated with delivery, quality, reputation and finance.

10. Identifying and managing significant health and safety risks.

11. Using health and safety audits and learning from incident investigations to drive improvement.

49Develop a single health and safety management system which considers human factors. The health and safety management system will be controlled by the Health and Safety Team.

Start Date: October 2015 Target End Date: December 2016 Owner: Executive Director Professional


50 Audit the completion of supervisory checks following Crown Censure findings.

Start Date: April 2015 Target End Date: June 2015 Owner: Executive Director Customer

Operations

Customer operations

28

51Develop and roll out investigation training to all operational managers to ensure the root causes of incidents are identified and subsequent remedial actions are put in place.



53Provide targeted health awareness training to Highways England employees with particular focus given to manual handling, stress and work related upper limb disorders. Review this list annually to ensure the correct focus on priority topics.

Start Date: February 2016 Target End Date: On-going Owner: Executive Director Professional


54Using current risk assessments, tool box talks and behavioural safety tools, create a resource library to support all contractors in the management of risk and promote the sharing of good practice.

Start Date: April 2016 Target End Date: June 2016 Owner: Executive Director of Major

Projects

55Devise and develop a plan to ensure Client, Principal Contractor, Principal Designer and Designer duties as defined under Construction (Design & Management) Regulations 2015 will be fulfilled in the new Area 7 contract. 2016 will involve developing a mobilisation plan for the rest of the business.

Start Date: October 2015 Target End Date: June 2016 Owner: Executive Director Network


52 Work with Human Resources to further develop Occupational Health procedures and associated documents.



29

56Audit application of GD04 model entitled ‘Safety Risk Management of the Strategic Road Network’ which ensures that safety risks are considered through the lifecycle of a project.



58 Eliminate or reduce risk throughout the project life-cycle by timely and structured consideration of construction, maintenance and operational risks.

Start Date: July 2015 Target End Date: March 2017 Owner: Executive Director Network


59 Revise the procedures for dealing with significant incidents to assure effective management, investigation and implementation of lessons learned.



57There are currently 155 Health & Safety projects being undertaken across the organisation. The number of projects will be rationalised to give focus to key risk areas and eliminate duplication. A programme board will be established in October 2015 to monitor progress of the remaining projects.

Start Date: October 2015 Target End Date: September 2016 Owner: Executive Director Professional


30

63 Revise the Management of Change Procedure to ensure health and safety risks are considered.

Start Date: January 2016 Target End Date: March 2016 Owner: Executive Director of Major

Projects

31

Supply chain

60Develop supply chain guidance which provides minimum standards for safe systems of work for high risk activities (e.g. working at height, night working and the role of Principal Designer in assuming ‘as built is as designed’.) This action will enable contractors to achieve the same level of ‘as low as is reasonably practicable’.


Projects

64Effectively monitor the Historic Railway Estate assets on behalf of the Secretary of State for Transport to achieve the targets of:

� keeping the public and our workforce safe at lowest possible cost; and � Managed dilapidation.

Start Date: April 2015 Target End Date: Ongoing Owner: Executive Director Network


61Develop supply chain guidance which provides minimum standards for the management of risk, to ensure there are suitable and sufficient Human Resources systems and work patterns to consider the working environment e.g. night working and fatigue.

Start Date: October 2015 Target End Date: February 2016 Owner: Executive Director of Major

Projects

62 Review current training afforded to those working at night and deliver improvements where required.

Start Date: October 2015 Target End Date: February 2016 Owner: Executive Director Network


32

68

Amend tender questions and the Strategic Alignment Review Tool (assessment tool used in stage 1 of the tender process) to be more specific relating to:

� How subcontractors have responded to considerable legislative health and safety changes

� How the contractor has applied the hierarchy of risk management in the development of its health and safety management systems

� Changes to the contractor health and safety management system to demonstrate that the system is constantly evolving.

� Control of catastrophic risk.

Start Date: October 2016 Target End Date: December 2016 Owner: Executive Director Commercial

and Procurement

66 Monitor progress against the General Asbestos Management Plan as agreed with the Health and Safety Executive.



Owner: Executive Director Network Delivery and Development

67Review IAN 128/12 (Supply Chain Health and Safety Incident Reporting) and revise as appropriate to support sharper focus on timely reporting and the issue of associated alerts.

Start Date: October 2015 Target End Date: December 2016 Owner: Executive Director Professional


65 Complete a review of the risk areas to Highways England and associated control measures of its management of tenanted properties.



Owner: Executive Director of Major Projects

33

69 Embed zero crossing initiative through the use of vehicle mounted signage; communication technology and maintenance vehicles for gantries.



70Publish a report on the use of health surveillance by Tier 1, 2 and 3 contractors to gain baseline data from which improvement measures can be devised and implemented.

Start Date: January 2016 Target End Date: December 2016 Owner: Executive Director Professional


71Reduce incursions into roadworks through signage and protection as three roadworker fatalities occurred between 2004 and 2012 as a result of incursions into roadworks.

Start Date: July 2015 Target End Date: March 2016 Owner: Executive Director of Major

Projects

72 Revise contractual documentation to ensure legally privileged investigation reports can be accessed by Highways England.

Start Date: July 2015 Target End Date: March 2016 Owner: Executive Director Commercial

and Procurement

73Work with stakeholders including the HSE to improve the focus of supply chain contractors on the control of the risks to long term health associated with night working, manual handling, dust, noise, vibration, and exposure to materials which cause occupational cancer.

Start Date: April 2016 Target End Date: March 2017 Owner: Executive Director of Major

Projects

75Set out an investment strategy so that roads with a 1* and 2* safety rating are raised to a higher standard over the Roads Investment Strategy 2 period. Currently 63% of single carriageway falls below the stated aim of 3* roads. Collisions occurring on single carriageway roads have a much greater KSI rate.



74Develop a revised star rating system to enable customers to understand the level of safety that they can expect from each route standard to influence and moderate driver behaviour.

Start Date: December 2015 Target End Date: March 2018 Owner: Executive Director Professional


76 Implement improvements that ensure that more than 90% of travel on the Strategic Road Network is on roads with a safety rating equivalent to 3* by 2020.



34

77

The Delivery Plan outlines the range of infrastructure measures that will be implemented to improve road safety. Interventions include:

� The introduction of expressways and smart motorways; � Providing better routes for non-motorised users; � Providing safer verges; � Upgrading unprotected lay-bys; � Improving signing and road marking; and � Developing and deploying technology to prevent, detect and monitor incidents.



Road users

78Identify the factors involved in causing vulnerable user casualties and the associated measures which can be developed to reduce risk. A key focus will be Powered Two Wheelers.

Start Date: July 2015 Target End Date: December 2016 Owner: Executive Director Professional


79 Develop a menu of initiatives illustrating the various ways that a reduction in KSIs could be achieved.



80Invest £105m by the end of March 2020 in additional new cycling provision and facilities for vulnerable users on the Strategic Road Network. This funding will be targeted to provide additional safe routes that encourage sustainable forms of transport.



81Commission a range of road safety research projects to improve understanding of incidents including:

� the causes of fatalities in collisions on the network; � the current state of the roadworthiness of vehicles; � the impact of road works on driver stress.



35

82Continue to develop Requirement & Advice documents to improve design standards and to improve the effectiveness of road safety evaluations. The needs of vulnerable users must be fully considered.



83 Undertake research and user surveys to better understand the factors that we can influence which contribute to poor driver behaviour.



84Review the safety risk assessments and data collected for smart motorways and identify the steps necessary to reduce road user confusion, especially surrounding Red X and use of hard shoulder.



85Further develop and refine Command and Control data to improve data quality, accuracy and consistency to support a broad range of interventions to reduce incidents on the strategic road network.

Start Date: July 2015 Target End Date: March 2018 Owner: Executive Director Customer

Operations

86 Develop a Suicide Prevention Group with key stakeholders and develop an action plan to reduce the number of suicide attempts across the strategic road network.

Start Date: January 2016 Target End Date: March 2018 Owner: Executive Director Professional


36

87Review, and where necessary amend, our internal risk control processes (e.g. Inductions, Working Away From Office, Driving on Business, Buildings Safety Manual) to ensure that they are fit for purpose and easy to use.

Start Date: January 2016 Target End Date: June 2016 Owner: Executive Director Human

Resources



37

Measuring

performance

Monitoring and reporting systems

provide confidence that risk control

systems are working as expected and

highlight areas requiring improvement.


12. Reviewing data collection methodology and analysis.

13. Developing more forward facing indicators to drive improvement.

88Assess the benefits of using other measures to monitor performance such as Accident Frequency Rate (AFR) and Lost Time Incidents (LTI) linked to financial costs, and amend data collection processes accordingly.

Start Date: July 2016 Target End Date: September 2016 Owner: Executive Director Network


89Dedicate national resource to managing all safety and occupational health data to enable key trends to be identified and the risk management system to be adapted as appropriate.



Customer operations

38

90 Review and revise the safety climate tool to ensure questions relate to the changes and resulting progress that the Health and Safety 5 Year Plan will bring.


& Technical Solutions

91 Introduce a reporting requirement for ill-health on supply chain contractors during 2016.

Start Date: January 2016 Target End Date: March 2016 Owner: Executive Director Commercial

and Procurement

39

Supply chain 92 Develop a suite of leading indicators specifically targeted at improving the effectiveness of occupational health programmes in supply chain organisations.

Start Date: July 2015 Target End Date: December 2015 Owner: Executive Director of Major

Projects

93 Develop and roll out a single incident management system for contractors and Highways England employees.



94 Establish a competent resource to audit and facilitate best practice sharing throughout the Highways England supply chain.



Road users

97 Develop improved monitoring capability to ensure incidents on the All Purpose Trunk Roads (APTR) are captured (i.e. breakdowns, damage only accidents etc.).


Operations

98 Work with the Motor Insurance Bureau to improve our understanding of incidents on the network, in particular those related to ‘damage only’.



99 Develop regional performance KSI monitoring points and targets to track performance across regions in support of the casualty reduction targets.

Start Date: July 2015 Target End Date: Ongoing Owner: Executive Director Network


95Work with the Standing Committee for Road Accident Statistics (SCRAS) to improve the quality of data entered by the Police following a road traffic personal injury collision (STATS 19 form).



96Liaise with Department for Transport (DfT) and Police to promote the development and roll-out of Collision Recording and Sharing (CRASH) to monitor the quality and consistency of casualty and collision data. Support the development of an “online public self-reporting system” to further strengthen collision reporting and enhanced data collection.

Start Date: July 2015 Target End Date: March 2018 Owner: Executive Director Professional


40

100 Develop an annual report about asset contribution to KSI reduction.

Start Date: July 2015 Target End Date: Ongoing Owner: Executive Director Network


101 Identify and adopt a range of leading indicators to measure office-based employees’ health and safety.




41

Engaging with stakeholders

Involving stakeholders is key to integrating

health and safety as part of everyday

business rather than it being seen as

something to be done by somebody else.


14. Ensuring health and safety is integral to Highways England’s approach to collaborative relationships.

102Review existing Highways England safety forums and determine their effectiveness. There are over 43 safety forums attended by employees, creating duplication and ineffective use of resources.


Projects

103 Review and revise the way in which Highways England engages with Trade Unions including through Regional Health and Safety Forums.


Resources

Customer operations

42

104Collaborate with other Directorates to implement a way of working to ensure any new technologies or projects are engaged with Customer Operations in the development stage.


Operations

105Publish annual revisions of the Highways England Health and Safety 5 Year Plan and include a section regarding ‘communities affected by our activities’ within the 2016 update and onwards.

Start Date: October 2015 Target End Date: Annually Owner: Executive Director Professional


Supply chain 106 Set up a ‘UK Infrastructure Client Health, Safety and Wellbeing Group’ which gives focus to improving the way these topics are managed.

Start Date: January 2016 Target End Date: March 2016 Owner: Executive Director of Major

Projects

43

107 Review and revise regional safety forums attended by Principal Contractor representatives and monitor attendance.

Start Date: January 2016 Target End Date: June 2017 Owner: Executive Director Network


108 Review and revise the Road Worker Safety Forum (RoWSaF) Strategy to ensure that it effectively addresses catastrophic risks.

Start Date: October 2015 Target End Date: June 2017

Owner: Executive Director Professional and Technical Solutions

Road users109

Develop and deliver targeted driver awareness campaigns working with key partners focusing on high risk groups, (such as young motorists and older drivers) to reduce KSIs across these groups by 10% in the period 2014 to 2019.



110Reduce levels of poor compliance through enforcement and education initiatives. Take forward Hard Shoulder and Red X activities and send at least 50,000 warning letters in 2016/17.


Operations

Figure 4: KSI Casualties involving young motorists with 10% reduction from 2014 by 2019

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

727

632

604

553

468

481

447

340

367

327

330

44

114 Review and revise our hire car policy to ensure all hire vehicles meet a minimum 5* New Car Assessment Programme (NCAP) rating.

Start Date: January 2016 Target End Date: September 2016 Owner: Chief Finance Officer

115Review, rationalise and improve the effectiveness of the consultative arrangements for Highways England including those established under Safety Representatives and Safety Committees Regulations 1977.


Resources



113Work with car manufacturers and other organisations to develop technologies that improve safety, such as collision avoidance technology and autonomous vehicles which mitigate against key contributory factors in accidents.



112Expand our engagement and collaboration with road safety partners, developing targeted enforcement and education interventions to address a wide range of non-compliance issues, such as fatigue, distraction, alcohol and drugs.

Start Date: January 2017 Target End Date: June 2017 Owner: Executive Director Customer

Operations

111 Further develop our compliance capability with partners to address a broader range of anti-social behaviours including close following and mobile phone use.



45

Wellbeing Good health is good business. Healthy

workplaces, designed to protect and

promote health and well-being, are key to

preventing illness arising in the first place.

Good health improves an individual’s

quality of life and can add value to our

organisation by increasing motivation and

therefore reducing the costs of absence or

poor performance. This 5 Year Plan aims

to support employees to lead a healthy

lifestyle and maintain a healthy workplace.

116 Ensure all managers attend a stress management course, as on average each employee is absent from work one day per year due to stress.

Start Date: January 2016 Target End Date: December 2017 Owner: Executive Director Human

Resources

117Develop wellbeing programmes in conjunction with occupational health providers to launch ‘initiatives of the month’ which are relevant to the roles of employees. e.g. promoting fitness given the active role of Traffic Officers.

Start Date: April 2016 Target End Date: March 2017 Owner: Executive Director Human

Resources

Customer operations

118 Hold a health and safety week with a focus on two wellbeing themes, such as smoking cessation and mental health.

Start Date: April 2016 Target End Date: Ongoing Owner: Executive Director Professional


46

120 Ensure all managers attend a stress management course as on average each employee is absent from work one day per year due to stress.

Start Date: January 2016 Target End Date: December 2016 Owner: Executive Director Human

Resources



121 Develop wellbeing programmes in conjunction with occupational health providers to launch ‘initiatives of the month’ which are relevant to the roles of employees.

Start Date: January 2016 Target End Date: March 2017 Owner: Executive Director Human

Resources

122 Hold a health and safety week with a focus on two wellbeing themes such as smoking cessation and mental health.

Start Date: April 2016 Target End Date: Ongoing Owner: Executive Director Human

Resources

47

Supply chain

119

Deliver a supply chain workshop to identify ways in which to help Small and Medium Enterprises (SME’s) within the supply chain to deliver health and wellbeing initiatives. Consideration will be given to:

� Extending the use of facilities used by principal contractors to SMEs; � Organising a Highways England sponsored ‘wellbeing’ bus � Audits on supply chain provision to identify best practice

Start Date: January 2016 Target End Date: September 2016 Owner: Executive Director Professional


Performance indicatorsPerformance Indicator At Risk Population

2014/15 Actual

2015 Monitoring Points

% Improvement on 2014 actual





Tier 1

Number of KSI (killed and Seriously Injured) Road Users 1,853

% Health and Safety 5 Year Plan completed All populations 5 N/A N/A N/A

RIDDOR (Reportable incidents)

AFR – RIDDOR injury rate per 100,000 hours worked

Customer Operations 0.43 0.25 30 0.20 43 0.15 57

Office employees 0.00

Supply Chain employees 0.15

Number of high potential near misses including dangerous occurrences

Customer Operations

Near miss 30

Dang occ. 0

Office employees

Near miss 0

Dang occ. 0

Supply Chain employees

Near miss 397

Dang occ. 2

Average sick days per person

Customer Operations 12.48


Supply chain employeesAvailable from December 2015

48

Performance Indicator At Risk Population 2014/15 Actual2015 Monitoring

Points% Improvement on 2014 actual





Tier 2

% of incidents reported within 5 days

Customer Operations 96

Office employees 81

Supply chain employees 43

% of RIDDOR incidents where investigation report is uploaded to database within 21 days




% of incident investigation – closed out within 14 days

Customer Operations Available from Nov 2015

Office employees Available from Nov 2015

Supply Chain employees 71

% of eligible employees attending behavioural safety training course


Office employees 0

% of Assurance and Compliance checks completed as planned

Customer Operations

RCC A & C (Feb14 to Aug 15) assessed 67%On road 9 June 14 to Aug 15) Assessed 52%

% of line manager quarterly observations completed as planned


% of independent site inspections completed against monthly target

Supply Chain employees 100

% high potential near misses closed within 14 working days

Customer Operations Jan 2016

Office employees Jan 2016

Supply Chain employees 85%

Number of near misses related to traffic management (no.)

Customer Operations Dec 2015

Supply chain employees Dec 2015

% of safety tours completed as planned by Highways England managers and directors


Office Staff 5


Number of carriageway crossings undertaken Supply chain employees 2306

Incursions at roadworks Supply chain employees Dec 2015

49

Performance IndicatorAt Risk

Population2014/15 Actual

2015 Monitoring

Points

% Improvement

on 2014 Actual

2017 Monitoring

Points

% Improvement

on 2014 Actual

2020 Monitoring

Points

% Improvement

on 2014 Actual

Serious safety breaches identified during independent site inspections.


12

Blue Star observations made during independent site inspections.


39

% of managers attending stress management courses

Highways England employees

The Mental Wellbeing Awareness Line Managers

Course has been delivered to 35% of Line Managers over

the last 2 years

% of completed monthly tasks within Line Managers’ toolkit

Highways England employees

Next update November 2015

Vulnerable Road Users KSI Road Users 727 391 5 654 10

Number of Powered Two Wheelers KSI Road Users 345 328 5 311 10

Young drivers KSI Road Users 367 349 5 312 15

Commercial Vehicle KSI Road Users 401 381 5 321 20

Motorway KSI Road Users 720 432 40

A road Dual KSI Road Users 716 430 40

A Road Single KSI Road Users 417 250 40

Level of compliance with speed limits Road Users Available from March 2019

Level of compliance with seat belt usage Road Users Available from March 2019

Level of compliance alcohol and drug impairment Road Users Available from March 2019

Level of compliance mobile phones Road Users Available from March 2019

Level of compliance - aggressive driver/rider behaviour Road Users Available from March 2019

Safety Rating – 90% of travel on SRN Roads with 3* Safety Rating Baseline identified

Road Users September 2016

Compliance Activities – Letters Issued Road Users Available from March 2017 50,000 ----------- 100,000 -----------

Road worthiness – reduce the number of unroadworthy/defective vehicles on the network.*

Road Users 430,000 408,500 5 387,000 15

50

If you need help accessing this or any other Highways England information,

please call 0300 123 5000 and we will help you.

© Crown copyright 2015.

You may re-use this information (not including logos) free of charge in any format or medium,

under the terms of the Open Government Licence. To view this licence:

visit www.nationalarchives.gov.uk/doc/open-government-licence/

write to the Information Policy Team, The National Archives, Kew, London TW9 4DU,

or email [email protected].

This document is also available on our website at www.highways.gov.uk

If you have any enquiries about this publication email [email protected]

or call 0300 123 5000*. Please quote the Highways England publications code PR48/15

Highways England Creative job number Leeds N150166

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Documents

5 year plan - Highways Englandassets.highways.gov.uk/about-us/H_S_5_year_Plan_v1.pdf · 3 Contents Foreword by the Chief Executive Introduction 4 5 Why do we need this plan? 7 Golden