HSE Business Plan 2021/22The challenge
Ensuring workplaces are COVID-secure
13,000 Occupational disease deaths each year linked to past
exposures at work
1.6 million Workers suffering from work-related illness
111 People killed at work
65,427 Employee non-fatal injuries reported
38.8 million Working days lost
£16.2 billion Cost to Britain
How we are tackling it
169,488 COVID-19 compliance spot checks*
9.5 million+ COVID guidance: webpage views with a 78% user
satisfaction rating*
6263 Investigations
90% Dutyholders who took action following inspection
854 Major hazard sites contacted or visited
259 Biocide applications evaluated
986 Pesticide applications evaluated
*Year to date (YTD) figures 2020/21
4 | HSE Business Plan 2021/22
Introduction
We are facing the biggest global health challenge of our generation
and HSE
is playing its part in reducing the risks of COVID-19 in the
workplace. Our purpose to prevent work-related death, injury and
ill health is even more valid than ever.
Over time, our role has broadened beyond worker protection to
encompass public safety assurance on a wide range of issues. These
include:
enabling business to better manage risk for themselves;
protecting the environment;
our work on cyber security.
Our work in supporting the government on COVID-19 is a continuation
of our trusted role as a proportionate and enabling
regulator.
The year ahead will be significant in supporting government-wide
activities, including developing new processes as we work towards a
full operating capability for UK chemicals, product safety and
civil explosives. This follows our successful achievement of
establishing a standalone GB chemicals regulator on 1 January 2021.
We will also be enhancing our IT and digital infrastructure to
support major programmes of activity.
This will also be a defining year for HSE as we develop and set out
our new 10-year strategy and revised mission and vision. It will
look at how we respond to future regulatory challenges and ensure
our resources and processes are organised to deliver our ambition.
We continue to influence and engage stakeholders, create knowledge
and awareness of workplace health and safety risk, and encourage
behaviour change.
As outlined in the infographic on the previous page, we apply a
range of proactive regulatory tools to improve health and safety,
bringing together different interventions to achieve impact. We are
proud of the support we provide to businesses and will continue to
expand this through our user- centric web guidance and advice,
using all available
channels and technologies to improve our reach, engage in a digital
space and influence behaviours. Our guidance, communication and
engagement give employers the confidence to manage risk correctly,
help to boost productivity, support the economy, and contribute to
a fairer society.
We will continue to apply a range of proactive regulatory
approaches to improve health and safety, combining interventions to
achieve a bigger impact. Our end-to-end approach combines strategic
planning with evidenced objectives and business insight, using
blended interventions (communication, inspection and partnership
activity) that focus on enhancing end-user behaviours.
In doing so, we test, learn from and adapt our interventions to
optimise our impact. Examples of our proactive interventions
include our work in reducing risk of exposure to carcinogens and
asthmagens associated with welding fumes. Our successful stress
‘talking toolkit’ has helped employers support their workers during
the COVID-19 pandemic and will be further enhanced this year for
the construction industry and the emergency services.
We lead the way but we do not act alone. Working in partnership is
one of our strengths and is at the heart of how we protect workers
and the public. We concentrate on the most serious risks and target
industries with the greatest hazards, and sectors with the worst
risk management record.
We significantly increase our reach, influence and impact by
working with industry, trade associations, professional bodies,
trade unions and others who can promote health and safety
standards. One of our many successful forums is the Construction
Industry Advisory Committee (CONIAC). This works to bring about
improvements in health and safety standards in the construction
industry through promoting good practice and providing
sector-specific information and guidance.
We are firm and fair when using our legal powers. Inspection helps
us check that serious risks are managed sensibly, and we can
measure our impact through our surveys. These indicate that 90% of
businesses take action following a visit from HSE. When things go
wrong, investigation helps us get to the truth and learn lessons.
We will continue to hold
HSE Business Plan 2021/22 | 5
employers to account for their failures and secure justice for
victims and their families while making workplaces safer.
Throughout the COVID-19 pandemic, we have played a critical role in
the national response, helping to reduce the level of transmission
as well as support the country’s economic recovery as restrictions
are eased. In 2021/22 we plan to continue our intelligence-led
COVID compliance spot checks. We have already achieved over 10.5
million webpage views of our user-centred, COVID-specific guidance,
which has an impressive 78% usefulness rating. We have developed a
supporting communications campaign, HSE ‘Work Right’, which will
build on the extensive reach we have achieved to date and focus on
building public confidence.
Our science, engineering and analytical capability complements our
policy and operational activities. It is internationally recognised
in developing and supporting practical solutions to workplace
health and safety problems. This is demonstrated through our
leadership of the National Core Programme on COVID transmission
research in 2021/22. Our commercial work is fully aligned to our
purpose and is a further proactive intervention which positively
impacts workplace health and safety outcomes.
In January 2020, the government asked us to establish a new
Building Safety Regulator (BSR) after the Grenfell Tower disaster
and following recommendations in the Building a Safer Future report
by Dame Judith Hackitt.
We have worked closely with government to establish BSR. This
involved:
putting programme governance in place;
an increase in capability, including appointing a Chief Inspector
of Buildings; and
securing funding through the spending review 2020 process.
As part of Build Back Fairer, we will continue to develop an
effective BSR during 2021/22 – working with other regulators,
stakeholders and resident groups to implement a new regulatory
system for the safety and standards of buildings in England.
Our work builds on the sound regulatory framework HSE has helped
develop and our relentless focus
on reducing harm. We will continue to tackle long-standing
problems, such as work-related ill health and falls from height,
while helping smaller businesses manage risks proportionately and
sensibly, with improved guidance and support.
The world of work is evolving and, as part of Build Back Greener,
we will support the delivery of the government’s 10-point plan for
a green industrial revolution and a safe transition to a carbon-
neutral economy. We will also be working with the government and
other stakeholders on new and emerging technologies in the
workplace to reduce risk from activities such as 3D printing,
artificial intelligence and the use of drones.
The response to COVID-19 has accelerated the pace of collaboration
across the public sector and we will continue to work with other
regulators and stakeholders where our interests align. This plan
contains some of the positive feedback received for our
collaborative work on COVID compliance spot checks.
We recognise the uncertainty in setting out our plan at this time,
but remain confident that we can respond with agility if we need to
redirect resources as we have during the pandemic. However, that
may impact some of the targets and deliverables.
The world and our approach may change, but one thing remains the
same – the commitment of those who work for HSE to reduce risk,
protect people and the environment and to save lives. We are
extremely proud of the way our colleagues are responding to the
unprecedented challenge of the pandemic and are privileged to lead
them as we deliver on the commitments outlined in this plan.
Sarah Newton Sarah Albon Chair Chief Executive
6 | HSE Business Plan 2021/22
Contents
7 Our plan on a page
12 Lead and engage with others to improve workplace health and
safety
16 Provide an effective regulatory framework
21 Secure effective management and control of risk
29 Reduce the likelihood of low-frequency, high-impact catastrophic
incidents
32 Enable improvement through efficient and effective
delivery
37 Financial outlook for 2021/22
38 Monitoring our delivery
HSE Business Plan 2021/22 | 7
Our plan on a page
Our mission: The prevention of death, injury and ill health to
those at work
and those affected by work activities
Our objectives
Lead and engage with others to improve workplace health and
safety
Provide an effective regulatory framework
Secure effective management and control of risk
Reduce the likelihood of low-frequency, high-impact catastrophic
incidents
Our priorities for 2021/22
Continue to focus our activity on tackling ill health as part of
the Health and Work programme
Engage and collaborate on the learning from our expert science and
research with those who can influence workplace health and safety
performance
Embed learning on business to business burdens into policy
design
Establish the Building Safety Regulator in shadow form ahead of
legislation
As part of the transition period, establish the full operating
capability of a new UK chemical regime
Prepare and contribute to the Energy Transition (Net Zero)
government priority and development of the renewables sector
Carry out spot checks and inspections to ensure workplaces are
COVID-secure for workers and the public
Target our inspections on specific issues and activities, including
a sustained focus on work-related ill health
Investigate to swiftly tackle and reduce risks, securing
accountability for victims and their families
Operate effective statutory schemes, ensuring the safe use of
potentially harmful substances
Provide assurance that dutyholders are identifying and managing the
major hazard risks they create
Strengthen major hazard leadership and worker engagement
Deliver robust and consistent regulation of decommissioning and
dismantlement of offshore oil and gas infrastructure
Raise operators’ focus on cyber security to ensure appropriate
protection against major incidents
Enable improvement through efficient and effective delivery
Our enablers
Invest in our infrastructure focusing on IT to ensure we are fit
for the future
Support our people to be the best they can by improving inclusion
and wellbeing
Secure a sustainable financial future for HSE by improving
performance through data
8 | HSE Business Plan 2021/22
Summary of milestone delivery
Our areas of focus and milestone deliverables in the plan can be
summarised as follows:
Lead and engage with others to improve workplace health and
safety
Continue to focus our activity on tackling ill health as part of
the Health and Work programme
Establish a ‘round table’ of health and work influencers
Deliver a health and work summit to promote actions to address
work-related ill health
Develop partnership agreement with Public Health Scotland
Launch new musculoskeletal disorders (MSDs) digital risk assessment
toolbox for employers
Promote advice on MSDs through Risk Reduction Through Design
Award
Deliver targeted communications on local exhaust ventilation
Adapt our generic stress ‘talking toolkit’ for the construction
industry and the emergency services
Launch work-related stress app for SMEs
Engage and collaborate on the learning from our expert science and
research with those who can influence health and safety
improvement
Launch our live online training and conferences offering
Make 50% of our current training portfolio available in a virtual
environment
Deliver a virtual conference in one of the four government priority
areas
Deliver an agreed programme of work under the ‘PROTECT’ National
COVID-19 study
Provide an effective regulatory framework
Establish the Building Safety Regulator (BSR) in shadow form ahead
of legislation
Establish an Interim Residents’ Panel to shape the approach to
resident engagement
Establish Interim Competence Committee
Implement gateway reforms for higher-risk buildings (HRBs)
operating as a statutory consultee
Complete transition discovery working with residents, dutyholders
and co-regulators
Publish proposals for oversight of Building Control Bodies
Deliver targeted stakeholder engagement strategy
Develop draft operational and enforcement policies, procedures and
guidance
Following the UK transition period, work towards establishing the
full operating capability for chemicals, product safety and
explosives
Deliver year 1 transformation programme for the UK biocides and
pesticides regimes
Develop product safety intelligence to deliver expanded regulatory
role
Deliver an Explosives Approved Body by building capacity and
capability
Support the delivery of the government’s 10-point plan for a green
industrial revolution and safe transition to a carbon-neutral
economy
Agree future partnership with the Department for Business, Energy
and Industrial Strategy (BEIS)
Agree policy on future net zero
Assess safety of trials for new hydrogen technologies
Assure the Hydrogen Grid Research and Development Programme
HSE Business Plan 2021/22 | 9
Ensure the health and safety regulatory framework remains
proportionate, targeted and delivers optimal regulatory
outcomes
Develop shared solutions to tackle business burdens from
non-regulatory health and safety rules
Amend Personal Protective Equipment (PPE) Regulations
Undertake post-implementation review of Electromagnetic Field (EMF)
Regulations
Revise Gas Safety Regulations
Secure effective management and control of risk
Undertake spot checks and inspections, supporting local
authorities, to ensure workplaces are COVID-secure
Procure and mobilise external partners to deliver approximately
100,000 compliance spot checks
Undertake full review of resourcing approach and consider
alternative delivery models
Undertake review of current service to identify improvements
Through design, identify digital options to improve case and
performance management
Target our interventions on specific issues including work-related
ill health
Undertake a planned programme of proactive intervention, which
includes specific emphasis on:
− control of welding fumes and metalworking fluids;
− agreeing a framework with Advanced Manufacturing Forum (AMF) to
reduce risk and ensure safety;
− healthcare, focusing on violence and aggression and manual
handling;
− agriculture; − one major respiratory health-focused
construction initiative; − fixed and travelling fairgrounds.
Investigate to swiftly tackle and reduce risks, securing
accountability for victims and families
Complete 80% of fatal investigations with 12 months of
primacy
Complete 90% of non-fatal investigations within 12 months
10 | HSE Business Plan 2021/22
Operate effective statutory schemes, ensuring the safe use of
potentially harmful substances
Complete 80% of plant protection product evaluations and
authorisations to time
Complete 80% of biocide product evaluations and authorisations to
time
Programme of inspections to ensure compliance with Control of
Asbestos at Work Regulations
90% of asbestos licence applications completed to time
Publish post-implementation review of Control of Asbestos at Work
Regulations
Reduce the likelihood of low-frequency, high- impact catastrophic
incidents
Provide assurances that dutyholders are identifying and managing
the major hazard risks they create
A programme of inspections to address priority areas at major
hazard sites
Assess 75% of safety cases and reports to agreed timescales
Assess licences, classifications, notifications and authorisations
to timescales
Strengthen major hazard leadership and worker engagement
Complete a targeted programme of interventions focused on process
safety leadership principles
Raise operators’ focus on cyber security to ensure appropriate
protection against major incidents
Complete a programme of inspections at targeted major hazard sites
to assess risks that may impact industrial control systems
Complete a programme of inspections at sites of essential services
as defined by Network Information Systems (NIS) Regulations
HSE Business Plan 2021/22 | 11
Enable improvement through efficient and effective delivery
Develop a 10-year strategy and supporting target operating
model
Develop and agree mission/vision/values and strategic
objectives
Develop and agree supporting target operating model and
sub-strategies
Determine future, flexible, hybrid working arrangements
Invest in our infrastructure, focusing on IT, to ensure we are fit
for the future
Establish a test and development environment for biocides and
pesticides regimes, and BSR
Insource external IT provider
Complete user needs analysis to inform Buxton IT
infrastructure
Complete required office moves
Replace wide area network
Support our people to be the best they can by improving inclusion
and wellbeing
Embed arrangements for promoting wellbeing and prevention of mental
ill health
Reduce average working days lost (AWDL) to 5.5 days per full-time
equivalent (6 days in 2020/21)
Deliver a programme of leadership events
Hold all-staff events
Reduce instances of bullying and harassment by 10%
Secure a sustainable financial future for HSE by improving
performance through data and assurance
Develop our Spending Review 2021 case
Consult on cost recovery proposals and put enabling legislation in
place
Develop shadow performance measures to focus regulatory
utilisation
Recruit new assurance roles to build capacity and capability
Establish a programme to replace the HR, Finance and Procurement
shared services and operating platform
12 | HSE Business Plan 2021/22
Lead and engage with others to improve workplace health and
safety
The Helping Great Britain (GB) work well strategy1 recognises a
need for broad
ownership of workplace health and safety. Anyone who carries out or
influences workplace activities or behaviours has a key role. We
are committed to playing our part in enabling others to create
healthier, safer workplaces and, through our expertise, reduce the
cost of workplace injury and ill health to the economy while
helping improve productivity.
We have a key role in advising the GB and devolved governments’
wider health and work priorities. As the governments’ chief
occupational health adviser, we have expertise in the causes of
work-related ill health,2 and the measures which can prevent or
minimise it. However, the health of the working population is not
solely related to workplace conditions.
Our aim is to reduce work-related ill health through the
application and enforcement of workplace health and safety
legislation, and by supporting and seeking to influence wider
health interventions where they are linked with work and
employment. For example, we provide advice to the joint Work and
Health Unit at the Department for Work and Pensions and Department
of Health and Social Care.
We see opportunities in bringing our expertise to work with others
across government departmental boundaries to address national
issues, for example improving health outcomes as described in the
NHS long-term plan (for England).
As well as tailoring direct interventions with individual
businesses to achieve behavioural change, we provide:
focused engagement and collaboration across networks with a strong
interest in improving work-related health and safety. This
includes
1 www.hse.gov.uk/aboutus/strategiesandplans/index.htm
2 www.hse.gov.uk/aboutus/strategiesandplans/health-and-
work-strategy/health-and-work-strategy.pdf
audience-focused research and insight to evidence, target and
tailor interventions to our users’ needs and context;
specific, insight-led behaviour change campaigns to achieve
tangible improvements in awareness and action on the key issues and
themes set out in our health and safety strategies;
guidance and advice which is accessible, understandable, meets the
needs of users, and encourages proportionate risk management;
and
world-class science and evidence to support our regulatory
activities. We will provide routes to enable others (such as
government departments, public and private sector organisations) to
access our know-how, specialist facilities and research to improve
workplace health and safety performance.
We continue to work closely with local authorities as
co-regulators. Our joint LA/HSE Statement of Commitment sets out
the shared vision for the ongoing co-regulatory partnership. This
describes how working together – as effective, modern and
professional regulators – will secure the positive benefits of
world-leading workplace health and safety.
Our priorities for 2021/22
Continue to focus our activity on tackling ill health as part of
the Health and Work programme
Engage and collaborate on the learning from our expert science and
research with those who can influence workplace health and
safety improvement
HSE Business Plan 2021/22 | 13
Priority: Continue to focus our activity on tackling ill health as
part of the Health and Work programme
Overall approach to ill health
2021/22 marks the fifth year of our Health and Work strategy and
our continued focus on tackling three major causes of work-related
ill health – musculoskeletal disorders (MSDs), occupational lung
disease (OLD) and work- related stress (WRS).
We will focus on our health and work priority areas and support the
government’s current and post-COVID recovery, by providing targeted
advice, guidance and tools to help employers support their
employees’ health at work.
Our success will be measured through overall changes in attitudes,
behaviour and use of control measures.
We will continue to build collaborative relationships with other
parts of government, and public health and industry groups in
England, Scotland and Wales. Joining up our approaches to health
and work will help deliver improved outcomes for employers and
workers.
Our deliverables
Our aim is to increase the reach of our messages on the tangible
and simple steps employers can take to tackle work-related ill
health. We will work across government, and with key stakeholders,
influencers and experts, to contribute our expertise for the wider
benefit of employers and workers through:
Establishing a ‘round table’ of health and work influencers’ to
support partnership communications with SMEs and representative
groups
Q4
Delivering a health and work summit to provide shared learning and
promote tangible actions employers can take to address work-related
ill health
Q4
Develop a partnership agreement with Public Health Scotland and a
forum with health-related Scottish regulators
Q4
Musculoskeletal disorders
MSDs are the second most common reported cause of work-related ill
health in Great Britain, accounting for 30% of all cases and 27% of
all working days lost due to ill health.
Our work in 2021/22 continues to build on that from previous years
and inform future years’ activity. Our insight work has identified
further demand for digital risk assessments.
Our deliverables
Launch the new MSD digital risk assessment toolbox for
employers
Q2
Deliver and promote advice on MSDs through the Risk Reduction
Through Design Award
Q4
Occupational lung disease
Occupational respiratory disease is estimated to result in
approximately 12,000 deaths each year.
Our work in 2021/22 focuses on reducing exposure to carcinogens and
asthmagens, through using integrated intervention campaigns, with a
particular emphasis on reducing lung disease risks in metal
working.
Building on our success in influencing behaviours in metalworking
fluids, we have identified the need for a greater industry
understanding of effective local exhaust ventilation systems and
how they protect health.
Our deliverables
Q4
Work-related stress
Stress, depression or anxiety is the most commonly reported cause
of work-related ill health in Great Britain, accounting for 51% of
all cases, and 55% of all working days lost due to ill
health.
Our focus is on providing practical advice and appropriate tools to
support the prevention and management of stress.
Our successful stress ‘talking toolkit’ has already been adapted to
help employers support workers during the COVID-19 pandemic and
will be further enhanced for emergency services, where work-
related stress is a major issue.
Our deliverables
Adapt our stress ‘talking toolkit’, engaging with emergency
services partners so they can input on design and delivery
Q3
Q1
HSE Business Plan 2021/22 | 15
Priority: Engage and collaborate on the learning from our expert
science and research with those who can influence health and safety
improvement
We will use the approach outlined in our Science and Evidence
strategy,3 to deliver the work set out in our Science and Evidence
Delivery (2020-2023).
We will focus on four main areas which align with government
priorities:
Delivery of safe net zero
Ensuring Resilient Infrastructure
Healthy Working Lives
Creating intelligence from data
We will lead the ‘PROTECT’ project (Partnership for Research into
Occupational, Transport and Environmental COVID Transmission), one
of seven National Core Programmes on COVID-19. We will ensure that
knowledge generated is shared with key stakeholders.
We will build on the significant progress in developing our
relationship across government in order to support the key national
priority areas listed above. This includes the successful delivery
of a programme of work for BEIS to address the challenges of
utilising hydrogen for heating purposes in Great Britain.
We have continued to develop our relationship with the Office for
Products Safety and Standards (OPSS) and are supporting their
produce safety remit in several key areas including market
surveillance of cosmetic products, noise and performance testing of
fireworks, 3D printing and battery safety.
3 www.hse.gov.uk/research/content/science-evidence-
strategy-1620.pdf
We have also made progress in delivering our training content given
the challenges of the global COVID-19 pandemic. We have adapted to
the new environment and delivered our training through a more
modular e-learning model and will make further training available.
We have also worked with our partner The Stationery Office (TSO) to
successfully launch a mobile application. This makes guidance and
publications available in a mobile-friendly format, providing links
to other bespoke products and services.
Our deliverables
We will launch our live online training and conferences offering,
enabling us to deliver a variety of content to different audiences
utilising technology to meet customer expectations
Q2
We will make 50% of our current face- to-face training portfolio
available in a virtual environment
Q4
We will deliver at least one virtual conference in main areas of
focus of either net zero or intelligence from data
Q4
Working with our partners we will lead the delivery of an agreed
programme of work under the ‘PROTECT’ National COVID-19
partnership
16 | HSE Business Plan 2021/22
Provide an effective regulatory framework
Good regulation is essential to successful businesses, and HSE will
be working to
achieve the right regulatory balance between supporting excellent
business practice and protecting workers, the public and aspects of
the environment. The goal setting and risk- based regulatory
framework is founded on two enduring principles:
those who create risks have a responsibility to manage them;
and
action should be proportionate to the risks that need
managing.
To complement this, we will support businesses by sharing examples
of good practice, helping to build a common understanding of what a
proportionate management approach to workplace health and safety
looks like.
During 2020/21 we have made extensive contributions to the
government’s fundamental reform of the building safety system
following the Grenfell Tower disaster. We have developed a
programme to establish BSR in HSE and this has progressed well.
Capability has increased during the year with programme governance
and infrastructure in place. We will continue to engage with the
devolved administrations on building safety.
On 31 January 2020, the UK left the EU and entered a transition
period until 31 December 2020. During this transition period we
delivered Day 1 readiness for regulating UK chemicals, product
safety and explosives. Our focus for 2021/22, supported by a
successful spending review bid, is to initiate a programme of work
to deliver full operating capability. This will enable HSE to
deliver an effective and efficient regulatory service for
chemicals, product safety and explosives.
We have a significant role in helping the government deliver its
net zero priority and 10-point plan. Our focus for 2021/22 is
to:
work across government and review HSE’s regulatory framework as it
applies to current and future net zero activity; and
identify the policy, regulatory, operational and evidential steps
that will need to be met to support the innovation and development
of new technology during the transition to net zero.
We look for opportunities to reform and modernise our regulatory
framework to ensure the regulation is smarter, better targeted and
less costly to business. This will include challenging business-
to-business burdens to help ensure that workplace health and safety
works as an enabler, not a barrier, to innovation, trade and
growth.
Our priorities for 2021/22
Continue to establish BSR within HSE, initially in shadow form
ahead of the required legislation
Following the end of the transition period, work towards
establishing the full operating capability for UK chemicals,
product safety and explosives
Support the delivery of the government’s 10-point plan for a green
industrial revolution and a safe transition to a carbon-neutral
economy
Ensure the health and safety regulatory framework remains
proportionate, targeted and delivers optimal regulatory
outcomes
HSE Business Plan 2021/22 | 17
Priority: Continue to establish BSR in HSE, initially in shadow
form ahead of the required legislation
Following the Grenfell Tower tragedy, the government committed to
introduce radical reforms of the building safety system following
Dame Judith Hackitt’s independent review of building regulation and
fire safety. At the heart of the reforms is the creation of a new
Building Safety Regulator (BSR). On 20 January 2020, the Housing
Secretary announced that BSR would be established within HSE.
BSR will have three key functions:
leading the implementation of the new, more stringent regulatory
regime for higher-risk residential buildings in scope;
promoting competence among industry professionals and regulators
who have key roles in delivering safe, high-performing buildings;
and
oversight of the building safety and performance system.
During 2020/21, HSE has made substantial progress. We have:
supported the Ministry of Housing, Communities and Local Government
(MHCLG) to publish a draft Building Safety Bill in July 2020;
created a Building Safety and Construction Division in HSE to bring
HSE’s construction operations together with the work to establish
BSR;
appointed the first Chief Inspector of Buildings to establish and
lead BSR;
established the BSR transition programme with robust governance and
management arrangements, and with now over 100 people dedicated to
the delivery of BSR;
taken on leadership of the Joint Regulators’ Group and worked with
partner regulators, early adopter organisations, and design trial
participants to produce an early guide for landlords and building
owners on the principles of safety cases, enabling them to prepare
for the new regulatory regime;
supported over 44 stakeholder events reaching over 8,000
stakeholders, leaders and professional bodies, reached just over 5
million individuals about HSE’s future BSR role through social
media channels, and signed up nearly 6,000 organisations to our
regular BSR updates; and
supported local authorities and Fire and Rescue Services to
progress cladding remediation and the prioritisation of existing
buildings through the Fire Protection Board.
The BSR transition is an ambitious multi-year programme of
transformation aligned with the planned implementation from 2023 of
MHCLG’s building safety legislative reforms. It comprises a number
of programme and other deliverables overseen by the BSR Programme
Board.
Our deliverables
Establish an Interim Residents’ Panel to advise and shape the
approach to resident engagement
Q1
Establish an Interim Competence Committee to support a consistent
approach to building safety competence standards
Q1
Q2
Q3
Q3
Deliver targeted stakeholder engagement strategy to prepare for new
regime
Q4
Develop draft operational and enforcement policies, procedures and
guidance to deliver Gateway building control functions
Q4
18 | HSE Business Plan 2021/22
Priority: Following the end of the transition period, work towards
establishing the full operating capability for chemicals, product
safety and explosives
A new relationship was agreed with the EU on 24 December 2020. The
Trade and Cooperation Agreement (TCA) sits alongside the Withdrawal
Agreement and the Northern Ireland Protocol. The TCA provides for a
zero tariff and zero quotas agreement and is implemented in our
domestic law by the European Union (Future Relationship) Act
2020.
The TCA contains joint commitments to maintain high standards of
protection and to prevent distortions in trade but this does not
prevent independent regulatory action by the UK in the
future.
The TCA also contains a chemicals annex. This focuses on regulatory
cooperation between the UK and the EU. It does not constrain
independent regulatory action by the UK.
During 2020/21 we have delivered an extensive programme of work
which successfully delivered interim operating capability for 1
January 2021.
For 2021/22 we will initiate a programme of work to develop our
full operating capability, enabling HSE to deliver effective and
efficient regulatory services for chemicals, product safety and
explosives. This will include support for Northern Ireland as part
of the UK internal market.
We will also deliver the first-year operational plan for GB
chemicals regimes as the national independent GB regulator and
support Northern Ireland as part of the UK internal market.
Our deliverables
Deliver year 1 transformation programme for UK biocides and
pesticides regimes
Q4
Q4
Deliver an Explosives Approved Body by building capacity and
capability informed by customer insight and market design
Q3
HSE Business Plan 2021/22 | 19
Priority: Support the delivery of the government’s 10-point plan
for a green industrial revolution and a safe transition to a
carbon-neutral economy
The 10-point plan4 for a green industrial revolution is a
significant step in government efforts to deliver the UK’s public
and legal commitment of achieving net zero greenhouse gas,
including carbon dioxide emissions, by 2050 (2045 in
Scotland).
We are already active in several net zero programmes, particularly
in the energy sector. Offshore wind generation (and other renewable
energy sources), driving the growth of low carbon hydrogen and
investing in carbon capture, utilisation and storage, is already
requiring significant policy, regulatory and operational activity
from HSE and collaborative working with other government
departments.
However, there will be both direct and indirect impacts on HSE from
other parts of the 10-point plan. The development of greener
building technologies, the decarbonisation of industry and the
growth of innovative battery technologies will all change the
profile of risks that require managing in future.
Achieving net zero goals will require incremental progress over the
long term. Our focus for 2021/22 is to review HSE’s regulatory
framework as it applies to current and future net zero activity –
identifying the policy, regulatory, operational and evidential
steps needed to support the innovation and development of new
technology during the transition to net zero. This will build on
the success of our science work in addressing the challenges of
hydrogen for heating purposes in Great Britain.
4 www.gov.uk/government/publications/the-ten-point-plan-
for-a-green-industrial-revolution/title#introduction
We will work with other government departments on their net zero
programmes to ensure a joined-up approach to regulation, with the
focus on safety where it is needed.
Our deliverables
Agree future partnership with BEIS Q2 Develop and agree our policy
and
operational position on current and future net zero activity
Q2
Commence work with BEIS to assess the safety of trials for proposed
new hydrogen technologies using our science, policy and regulatory
expertise
Q4
Work with BEIS and industry to assure that the Hydrogen Grid
Research and Development Programme (HyGrid) encompasses appropriate
consideration of worker and public health and safety
Q4
Priority: Ensure the health and safety regulatory framework remains
proportionate, targeted and delivers optimal regulatory
outcomes
HSE continues to play its part in supporting the government’s
Better Regulation agenda, ensuring we support innovation,
introduction of new technology and enabling improvements in
productivity. Our regulatory framework is maintained in line with
the government’s Better Regulation principles (targeted,
proportionate, consistent, transparent and accountable).
We look for opportunities to reform and modernise our regulatory
framework to ensure it is proportionate, better targeted and less
costly to business. This will include challenging business-
to-business burdens to help ensure that workplace health and safety
not only provides protection but is an enabler, not a barrier, to
innovation, trade and growth.
Implement the IAEA’s recommendations for improving ionising
radiation protection in Great Britain.
Our deliverables
Work with business bodies to develop shared solutions and messaging
to tackle the burdens identified in HSE’s report into
non-regulatory health and safety rules
Q4
Carry out amendments to the Personal Protective Equipment
Regulations to implement the outcomes of the December 2020 judicial
review ruling
Q3
Undertake a Post Implementation Review of The Control of
Electromagnetic Fields at Work Regulations
Q2
Q4
Secure effective management and control of risk
One of the foundations of our role as a regulator is to secure the
effective
management and control of risk. We use different interventions to
assess and secure effective management and control of hazards and
remove risk from the workplace. These include inspections,
investigations, permissioning and licensing regimes. Our activities
are based on intelligence and targeting in line with published
sector strategies.
During the last year, we have been dealing with the COVID-19
pandemic. Industries and sectors that were previously considered
low risk, from a worker protection or public health and safety
perspective, are now potentially high risk.
In response, during 2020/21 we carried out a programme of around
160,000 interventions to check how businesses implemented measures
to reduce transmission of COVID-19. We used a blended approach,
including virtual inspections (using IT platforms), spot checks
carried out by telephone call, and traditional on-site visits
amplified through a ‘COVID-Secure’ campaign.
We have secured a further additional £14m for 2021/22 and will
utilise this to undertake further compliance spot checks as well as
improving the efficiency of the operation. Our activity will be
kept under review and evolve as required to support the
government’s ambitions in respect of COVID-19 recovery.
Our oversight of the chemicals industry enables the safe and
sustainable use of thousands of chemicals including pesticides and
biocides. Through our work we reduce the potential harm to people
or the environment and to maximise the benefits to ensure essential
products remain on the market and can be used safely.
We investigate incidents, causes of ill health and workplace health
and safety concerns (complaints), in line with our published
selection criteria. We draw upon our science and engineering
specialists and facilities to provide forensic analysis. We also
work with other regulators, the police and local
authorities, to determine causes, learn and share lessons and
ensure necessary measures are in place to prevent recurrence.
Where businesses are not managing risks to people’s safety or
health, we secure improvements in line with our enforcement policy
and enforcement management model.
Through proportionate enforcement action, we seek to prevent harm,
secure sustained improvement in managing health and safety risk,
and hold people to account when they fail to meet their obligations
to protect people. Where appropriate, we prosecute those who behave
in a reckless way or where there has been a serious breach of
duty.
Our approach supports fairness for those who invest appropriately
in managing risk and work safely, deterring those businesses who
fail to meet their obligations or deliberately break the law and
place people at risk.
We use data and evidence to better target our regulatory work, and
amplify the outcomes from our frontline inspection, investigation
and enforcement activity with modern communication
techniques.
Our priorities for 2021/22
Carry out spot checks and inspections, supporting local
authorities, to ensure workplaces are COVID-secure
Target our interventions on specific issues and activities,
including a sustained focus on work- related ill health
Investigate to swiftly tackle and reduce risks, securing
accountability for victims and their families
Operate effective statutory schemes, ensuring the safe use of
potentially harmful substances
22 | HSE Business Plan 2021/22
Priority: Carry out spot checks and inspections, supporting local
authorities, to ensure workplaces are COVID-secure
During 2020/21 we carried out a programme of interventions to check
how businesses are implementing measures to prevent the
transmission of COVID-19.
We took a blended approach, including virtual inspections, spot
checks carried out by telephone call, and traditional on-site
visits.
Assurance in respect of the telephone call checks was validated by
sample physical inspections to ensure regulatory outcomes were
consistent.
Using reprioritised resources and the additional £14.2m funding, to
aid the safe return to work and ensure employers are managing risks
posed by COVID-19, we:
assembled a virtual Personal Protective Equipment (PPE) Unit team
to allow government and industry to make timely, evidence-based
decisions about how PPE can be safely and rapidly deployed to help
protect workers;
established an inbound enquiry service which offered COVID-19
advice and guidance for dutyholders;
worked with local authorities to ensure consistent standards of
regulatory activity and undertake joint campaigns and COVID-secure
spot check activity. This joint working has expanded our reach and
our leadership and support has been appreciated, as reflected in
the comments from businesses and stakeholders on the
following page;
carried out communications activity through multiple channels,
ensuring employers have the right guidance and employees feel safe
and confident that their employer is managing risks posed by COVID
in the workplace. We have also communicated guidance and support on
working from home;
completed a GB-wide, targeted and proactive programme of spot
checks to ensure workplaces are COVID-secure and responded to
workplace and localised outbreaks using a blend of regulatory
levers; and
investigated all COVID-19 concerns.
As part of the Spending Review 2020, we have secured further
additional funding of £14m for 2021/22 which will be utilised
to:
procure and mobilise external partners to deliver telephone and
on-site compliance spot checks. An initial target of 100,000 checks
has been set which will be reviewed as pandemic restrictions are
eased;
undertake a full review of the whole resourcing approach and
consider alternative models, including wider use of partners and
fixed-term staff; and
review the current service to inform service design improvements
and support digital solutions.
Our deliverables
Procure and mobilise external partners to deliver compliance spot
checks
Q1
Undertake full review of resourcing approach and consider
alternative delivery models
Q1
Q2
Through design, identify digital options to improve case and
performance management
Q3
Feedback on COVID compliance spot checks
The HSE spot checks helped the council reach out to businesses to
ensure they were COVID-secure, at a time that the service was
really stretched. Local authority
Worthwhile collaborative process which allows LAs to focus
resources on those businesses who need support. Local
authority
The spot check programme is well designed with comprehensive
support from HSE – it provided us with the confidence to know that
our businesses were compliant leaving us to resource other areas of
COVID security. Local authority
A great example of partnership working during the current pandemic.
The HSE and LAs working together to increase business awareness and
compliance, to reduce the risks to public health. Local
authority
May I take this opportunity to thank you for all the information
provided over the last five weeks, I believe the project has been
well organised and of value to Sefton. Going forward we will be
able to utilise the questions, script and model to complete further
remote interactions with business followed up by onsite visits
where there have been failures identified. Karen Beer – Sefton
Council
Our Chief Exec is pleased with this project, really feels supported
by HSE in dealing with the local challenges COVID is presenting,
and respects HSE’s involvement. The Media & Comms pack was
really good, businesses are feeding back they have seen the
campaigns. Victoria Clarke – Melton Council
This project activity has become part of our ‘Rising Tide Plan’ a
multi-agency approach to tackle COVID. Elaine Bird –
Harborough
When you do have a conversation with someone and they’re making you
reconsider certain aspects of what you’re doing, you’re more likely
to open up. Small business, metal fabrication
24 | HSE Business Plan 2021/22
Priority: Target our interventions on specific issues and
activities, including a sustained focus on work-related ill
health
For 2021/22 we have carried out a detailed analysis of existing
case work and expected resource demands in responding to and
investigating incidents, concerns and similar events.
We anticipate approximately 80% of our time will be spent on fatal
investigations (including COVID-19 cases), non-fatal
investigations, prosecution cases, concerns and training a large
cohort of new inspectors. With the remaining 20% of our field
resource, we anticipate carrying out around 14,000 inspections
(maintaining the same number as 2020/21). This will cover the
intervention programmes of the specific core initiatives set out
below.
Our ambition is to increase the number of inspections in future
years as more trainee inspectors qualify following further
investment and recruitment into the regulatory training
programme.
Our inspection campaigns for 2021/22 align with the specific issues
outlined within our sector plans5 and health priorities. These will
be supported by communications, insight and engagement with
stakeholders. Where appropriate, we will revisit some previously
inspected businesses in woodworking and fabricated metals to
evaluate whether there is evidence of sustained and improved
compliance. Data will be collected in a consistent way to enable
appropriate evaluation.
We will continue to develop policies and standards relating to
COVID-19 control as our understanding develops. We will check that
the measures necessary to control the risk of transmission are
effective in workplaces.
5 www.hse.gov.uk/aboutus/strategiesandplans/index.htm
Inspections will focus on the control of carcinogens and asthmagens
specifically associated with welding fumes, flame cutting,
paint-handling processes and metalworking fluids.
Our deliverables
Programme of inspections with a specific focus on control of
welding fumes and metalworking fluids
Advance manufacturing
We will work with key industry stakeholders, including Make UK and
the Catapult Centres, to optimise the opportunities presented by
new manufacturing technologies to reduce accident and injury risks
in workplaces compared to traditional manufacturing
processes.
Our deliverables
We will identify key contributors and build membership of the
Advanced Manufacturing Forum (AMF) to reduce risk. We will agree a
framework with AMF to address the challenges to ensure safe
workplaces
Q4
Healthcare
The healthcare sector continues to suffer injuries and ill heath
due to the manual handling of patients, and increased incidents of
violence and aggression towards healthcare staff.
Inspections will target violence and aggression and manual handling
risks. They will focus on the management arrangements for training,
supervision, monitoring and review of the risks, together with
providing and using manual handling equipment.
Our deliverables
Programme of inspections to NHS Trusts and Health Boards to focus
on violence and aggression, and manual handling
Q4
Agriculture
The agriculture sector continues to have a high rate of workplace
fatalities, injuries and ill health.
Inspections will include those businesses invited to attend our
insight-led agricultural compliance events and will focus on the
range of workplace risks covered in those events.
Our deliverables
As part of a wide strategic intervention programme, direct
inspection of businesses invited to attend an agricultural
compliance event. Focus will be on the full risk profile of the
business aligned with compliance event content
Q4
Construction
Construction remains a hazardous industry, and while performance
has improved, the level of incidents and ill health remain
high.
We will continue to work closely with the Construction Industry
Advisory Committee (CONIAC) and the Construction Leadership Council
(CLC) to further improve standards and increase our influence and
reach in the sector by providing advice and guidance. Our
Construction Sector Plan outlines how we will focus on:
SMEs carrying out refurbishments;
embedding requirements of the Construction Design and Management
Regulations (CDM) through targeted inspections of dutyholders,
providing principal designer services;
prevention and control of occupational lung disease (especially
asbestos and dust) and MSDs. COVID control measures will be
included in all interventions; and
providing a national coordinator and virtual team for managing and
delivering the strategy for decommissioning and dismantling
offshore structure.
Our deliverables
One major respiratory risk health- focused initiative of
inspections covering a representational range of site types and
activities
Q3
Fairgrounds
Industry performance in relation to public safety is comparatively
good, given the number of visitors to fairgrounds and theme parks,
and number of rides taken annually. However, previous incidents
highlight the risk of failure or incorrect operation of some rides
which can result in fatalities and multiple serious injuries.
Public safety is our inspection priority alongside the control of
risks to the public both from fixed and travelling fairgrounds,
with emphasis on the standards of inspection and maintenance of
rides and the control of risks associated with inflatables.
Our deliverables
As the sector reopens, we will focus our efforts on engagement and
assurance processes within both the fixed and travelling
fairgrounds industries, supported by targeted inspection
activity
Q4
Priority: Investigate to swiftly tackle and reduce risks, securing
accountability for victims and their families
Doing investigation work remains a priority, whether measured by
its impact on health and safety or by the speed, ease and
efficiency of our processes.
We will continue to investigate incidents and workplace health and
safety concerns in line with our published selection criteria and
we will seek timely completion of both fatal and non-fatal
investigations.
When consistent with HSE’s enforcement policy, we will prosecute
those who commit serious breaches of the law.
Our deliverables
Fatal investigations
Complete 80% of fatal investigations within 12 months of HSE
receiving primacy
ongoing
Non-fatal investigations
Complete 90% of non-fatal investigations within 12 months of the
incident
ongoing
Priority: Operate effective statutory schemes, ensuring the safe
use of potentially harmful substances
Chemicals industry
Our oversight of the chemicals industry enables the safe and
sustainable use of thousands of chemicals, including pesticides and
biocides.
HSE has a statutory role to identify chemical risks and ensure
those responsible reduce these risks to levels that are acceptable
to society.
We will continue to evaluate and make regulatory decisions on the
authorisation of biocide and plant protection products, the
approval of active substances, and monitor maximum residue levels
of pesticides in food, before they can be sold on the UK
market.
As part of Official Control Regulations, we have established an
enforcement function and will undertake a programme of targeted
inspection and enforcement activities.
We will deliver the functions of the UK’s REACH Agency following
its establishment on 1 January 2021.
Our deliverables
Complete 80% of plant protection product evaluations and
authorisations within the relevant deadlines
ongoing
Complete 80% of biocide product evaluations and authorisations
within the relevant deadlines
ongoing
Asbestos licensing
Work with asbestos requires a high degree of regulatory oversight.
Asbestos can still be present in any building built or refurbished
before the year 2000.
Classed as a category 1 carcinogen, asbestos-related disease still
kills around 5,000 people each year.
As part of this oversight, HSE operates a statutory asbestos
licensing regime – granting and renewing licences to carry out
higher-risk work with asbestos subject to sufficient demonstration
and assessment that required standards can be met.
We evaluate all licence applications and carry out a proportionate
inspection programme of notified licensed asbestos removal work to
ensure compliance.
Our deliverables
Programme of inspections of individual licensed contractors to
ensure compliance with Control of Asbestos Regulations by
individual licensees
Q4
ongoing
Complete and publish the report of Post Implementation Review of
Control of Asbestos Regulations
Q3
Reduce the likelihood of low-frequency, high-impact catastrophic
incidents
Priority: Investigate to swiftly tackle and reduce risks, securing
accountability for victims and their families
Great Britain has highly specialised, strategically important
industries which
are essential to the country’s economy and social infrastructure
but whose processes and hazard potential can cause great harm to
their workers, the environment and the public.
A single incident with catastrophic consequences can undermine
entire sectors by eroding public trust and acceptance of the need
for such activities.
HSE’s regulatory approach is to provide assurance that risks are
being properly managed. The approach is described in our Major
Hazard Regulatory Model.6
The aim of our regulatory activities in major hazard sectors is
to:
confirm dutyholders have properly focused their risk management
efforts on major accident hazards, and are controlling risks and
complying with the law;
take proportionate action, including enforcement, to ensure
dutyholders make improvements where there is evidence of
significant shortfalls in control measures; and
provide advice to the planning system to protect people around
major hazard sites, major hazard pipelines and licensed explosives
sites.
We work collaboratively with other regulators, agencies, government
departments and devolved administrations to promote cooperation,
minimise duplication, coordinate joint regulatory activities, and
share information and intelligence. We will not intervene if
another regulator has specific responsibility. We work closely with
established stakeholder fora in major hazard industries to drive
and influence behavioural change.
We will ensure that our approach is based on the best available
data and evidence including foresight analysis to consider the
future world
6 www.hse.gov.uk/regulating-major-hazards/major-
hazards-regulatory-model.pdf
of work. We will address emerging challenges in major hazard
industries including scientific research into the new advanced
manufacturing techniques in the explosives sector.
We plan to deliver around 650 offshore and onshore major hazard
interventions, while recognising that delivering safety case and
safety report assessments and investigations which meet our
incident selection criteria will take priority.
Our priorities for 2021/22
Provide assurance that dutyholders are identifying and managing the
major hazard risks they create
Strengthen major hazard leadership and worker engagement with a
specific focus on industry leadership of process safety
Raise operators’ focus on cyber security to ensure appropriate
protection against major incidents
Priority: Provide assurance that dutyholders are identifying and
managing the major hazard risks they create
We use intelligence from multiple sources to deliver a programme of
regulatory activities including:
targeted inspections to test dutyholders’ risk management
systems;
assessment of safety cases and reports by which dutyholders
demonstrate how they control major hazards;
issuing licences, classifications and authorisations for explosives
manufacture, storage and transport and genetically modified
organism assessments; and
advising planning authorities on proposals for hazardous substance
consents and developments around major hazard sites.
Our deliverables
A programme of proactive inspections to address priority areas at
major hazard sites including on shore ‘mothballed’ sites
Q4
Assess 75% of safety cases and safety reports within agreed
timescales
ongoing
ongoing
Priority: Strengthen engagement with industry on process safety
leadership principles
Our priority is to promote effective leadership across high hazard
industries and gain commitments to sustained improvement, so that
ownership of risks is taken by those with the responsibility to
reduce them.
Process safety will be a specific focus in 2021/22 and we will
review industry leadership on areas including hydrocarbon release
reduction, asset integrity, operational integrity and maintenance
management.
We will create an intervention plan to stimulate and test the
embedding of the principles of process safety leadership for the
offshore oil and gas industry.
Our deliverables
Complete a targeted programme of interventions focused on Process
Safety Leadership principles
Q4
Priority: Raise operators’ focus on cyber security to ensure
appropriate protection against major incidents
The National Cyber Security Centre has indicated threat levels to
cyber security within the UK’s major hazard industries have
increased.
Greater integration of IT and industrial control systems requires
greater precautions against cyberattacks on systems delivering
major accident controls.
Our priority is to continue to raise operators’ focus on cyber
security to ensure appropriate protection against major accidents.
We will do this through targeted inspections and continuing to
influence by our engagement through stakeholder fora.
In addition, on behalf of BEIS, we will carry out inspections and
investigations under the Network and Information Systems (NIS)
Regulations.
Our deliverables
Complete a programme of inspections at targeted major hazard sites
in order to assess the management of cyber risks that may impact
upon industrial control systems
Q4
Complete a programme of inspections at the sites of essential
services (as defined by NIS Regulations) using intelligence- led
data to assess management of cyber risks that may impact on
provision of essential services
Q4
Enable improvement through efficient and effective delivery
To maximise our potential to affect positive change we must
continue to
use our resources efficiently and effectively, while investing in
capability and supporting infrastructure.
Our strategic direction
Due to the global pandemic, we made less progress on developing our
10-year strategy than we originally planned, and this will be a key
focus in 2021/22.
As part of this we will review our mission, vision and values to
ensure they are relevant to the future world of work. We will also
review our target operating model to ensure our processes and
resources are organised optimally to deliver the strategy.
Our infrastructure
It is critical that in 2021/22 we invest in our supporting
infrastructure to both improve organisational resilience, as well
as provide the platform to enable delivery of more regulatory
services in an efficient and effective way.
Ensuring basic digital infrastructure will be a key priority for
the year to support future chemicals and BSR programmes.
Our people
Our people are at the heart of what we do and the difference we
make. We need to continue to make HSE an excellent place to work –
building a more diverse and inclusive workplace, where everyone
feels valued, and treated with dignity and respect. Our people are
at their best when they can be themselves. HSE is fully engaged
with the wider Civil Service aim of being a Brilliant Civil Service
and the UK’s most inclusive employer.
Our finances
Since 2010, we have delivered more than £100m of savings to
government through a combination of reducing our running costs and
generating income through cost-recovery and commercial activity. We
will have a continued and rigorous focus on driving efficiency and
continuous improvement in the delivery of our functions.
As we enter the Spending Review for 2021, it is essential that we
secure a sustainable financial footing for HSE.
Our priorities for 2021/22
Develop a 10-year strategy and supporting target operating
model
Invest in our infrastructure focusing on IT to ensure we are fit
for the future
Support our people to be the best they can by improving inclusion
and wellbeing
Secure a sustainable financial future for HSE by improving
performance through data and assurance
HSE Business Plan 2021/22 | 33
Priority: Develop a 10-year strategy and supporting target
operating model
Having a clear, long-term strategic vision for HSE is critical to
ensuring we remain relevant in the changing world of work and our
increasing public assurance focus.
We will develop a 10-year strategy to provide purpose and clarity
for HSE.
We will develop a supporting target operating model to help us
optimise our processes through digital enablement, as well as
organise our resources for maximum impact. As part of this, we will
also consider future flexible working across HSE – ensuring optimal
utilisation of our estate and IT infrastructure.
Our deliverables
Q3
Q4
Q4
Priority: Invest in our infrastructure focusing on IT to ensure we
are fit for the future
Over 90% of our IT activity is focused on keeping current systems
operating. Our priority is to invest in our infrastructure to
ensure we are fit for the future, including:
establishing a development and test environment as part of
improving digital infrastructure to initially support the systems
activity for biocides and pesticides regimes and BSR
insourcing of the staff and activities provided by the current IT
provider
a modern web presence
Our deliverables
Establish a test and development environment for biocides and
pesticides regimes and BSR
Q4
Complete insourcing of staff and activities from current external
IT provider
Q3
Develop a modern web strategy Q3 Undertake user needs analysis to
inform
SD IT infrastructure in Buxton Q3
Complete required office moves to HSE office standards
Q4
Replace wide area network Q3
34 | HSE Business Plan 2021/22
Priority: Support our people to be the best they can by improving
inclusion and wellbeing
Led through our people and underpinned by our systems, we will
continue to build a healthy and safe working environment. This will
be embedded in our target operating model as part of an
engagement plan.
Our deliverables
Embed arrangements for how we promote wellbeing, prevent mental ill
health, and support colleagues where the need arises
Q2
Reduce average working days lost to 5.5 days per full-time
equivalent (6 days in 2020/21)
ongoing
Motivated, engaged and resourced workforce
Keeping our colleagues informed, listening to their views and
involving them in our purpose, priorities and plans is central to
our engagement strategy.
We were particularly pleased with the achievement of 60% in the
engagement index of the Civil Service People Survey. This
represented an increase of 11% on the previous year and reflected
the overall support for colleagues during the pandemic. Although we
recognise this was an exceptional year, our aim is to build on the
positive aspects.
The 23% reduction in the percentage of staff who have personally
experienced bullying or harassment was also pleasing as we move
closer to achieving a zero-tolerance culture.
Our deliverables
Programme of senior leadership events to support leaders to
deliver
Q4
Hold all-staff events Q4 Achieve an Engagement Index of 61%
(60% in 2020) as measured through the Civil Service People
Survey
Q3
Q4
Diversity and inclusion
Having achieved Disability Confident Level 3 in 2019, and with
improvements in engagement and attendance, we will continue to make
HSE a place where our people can be their best.
Continuing to work with trade unions and our diversity networks, we
endeavour to make HSE an inclusive and diverse workplace.
Our ambition is to change the profile of the workforce with a
higher proportion of BAME staff and more senior leaders with
protected characteristics, particularly women as we address our
gender pay gap.
We support a zero-tolerance approach to bullying and harassment and
are working across HSE to reduce, year-on-year, the number of staff
who experience this.
Our deliverables
Reduce to 9% (10% in 2020) the percentage of staff who have
personally experienced bullying or harassment at work during the
past 12 months as measured by the Civil Service
People Survey
Q3
36 | HSE Business Plan 2021/22
Priority: Secure a sustainable financial future for HSE by
improving performance through data and assurance
We will demonstrate alignment with key government priorities and
deliver the outcomes of additional funding as part of the Spending
Review 2020. This will be done in the most appropriate way to
ensure we continue to play our part in reducing risks and
protecting people.
In line with the Regulatory Futures Review and the independent
Tailored Review of HSE, the Cost Recovery Programme aims to ensure
HSE recovers the full cost of its activity from existing regimes
and identifies other regulatory activity where cost recovery is
appropriate.
A specific focus is within the renewable energy sectors so we can
ensure a more sustained approach to support the government’s net
zero ambitions.
We have reviewed our approach to business assurance and invested in
a dedicated team to improve our approach to assurance planning and
delivery.
We have now embedded a visual performance hub designed to further
improve the efficiency and effectiveness of all HSE operations.
This will be supported by new shadow performance measures to inform
where regulatory time is being focused and the timeliness of
regulatory decisions to further improve operational
excellence.
Our deliverables
Develop our Spending Review 2021 case Q3 Consult with industry on
cost recovery
regimes and put appropriate legislation in place to commence
recovery
Q4
Develop shadow performance measures to measure where regulatory
time is being focused
Q2
Recruit new assurance roles within the corporate and regulatory
assurance teams to build capacity and capability in accordance with
our assurance framework
Q4
Establish a programme to replace the HR, Finance and Procurement
shared service and SOP platform (expires October 2023)
Q3
Financial outlook for 2021/22
The Spending Review 2020 set our budget for 2021/22. We made bids
related to
key government priorities and have received funding in addition to
our baseline funds to cover the following activities:
COVID spot checks and income pressures;
COVID research and development transmission studies;
post-UK transition funding for biocides, pesticides, product safety
and explosives; and
establishing BSR.
(Grant in Aid) £ million
£81m recovered through cost recovery and commercial income;
and
£246m funded through grant in aid.
Costs recovered from regulatory work will increase in future in
line with recommendations made in the Regulatory Futures
Review.
The expenditure budget is broken down as follows:
Staff costs £148m
Staff related £5m
Monitoring our delivery
HSE publishes a range of statistics relating to the health and
safety performance of
Great Britain. Using a variety of data sources, including surveys
and surveillance schemes, we provide statistics on:
work-related ill health and disease;
workplace injury;
enforcement of health and safety legislation;
working days lost and costs to Britain as a result of health and
safety incidents; and
working conditions and management of health and safety in the
workplace.
The latest 2020 statistics can be found on our website7 and a
visual summary is provided below.
Risk and performance management plays a key role in our governance
process to support us to meet our objectives, while protecting our
assets and reputation.
We monitor our performance and delivery through a suite of
integrated risk and performance reporting measures which emphasise
the links between our most significant risks and their potential to
impact on performance. In 2020/21 we introduced a visual
Performance Hub to drive further improvements in performance and
accountability.
7 https://www.hse.gov.uk/statistics/overall/hssh1920.pdf
1.6 million Work-related ill health cases (new or long-standing) in
2019/20
Source: Estimates based on self-reports from the Labour Force
Survey, people who worked in the last 12 months
0.7 million Workers sustaining a non-fatal injury in 2019/20
Source: Estimates based on self-reports from the Labour Force
Survey
38.8 million Working days lost due to work-related ill health and
non-fatal workplace injuries in 2019/20
Source: Estimates based on self-reports from the Labour Force
Survey
0.8 million Work-related stress, depression or anxiety cases (new
or long- standing) in 2019/20
Source: Estimates based on self-reports from the Labour Force
Survey, people who worked in the last 12 months
65,427 Non-fatal injuries to employees reported by employers in
2019/20
Source: RIDDOR
12,000 Lung disease deaths each year estimated to be linked to past
exposures at work
Source: Counts from mesothelioma and other death certificates and
estimates from epidemiological information
0.5 million Work-related musculoskeletal disorder cases (new or
long- standing) in 2019/20
Source: Estimates based on self-reports from the Labour Force
Survey, people who worked in the last 12 months
111 Fatal injuries to workers in 2019/20
Source: RIDDOR
2,446 Mesothelioma deaths in 2018 with a similar number of lung
cancer deaths linked to past exposures to asbestos
Source: Mesothelioma death certificates
10.6 billion Annual costs of new cases of work-related ill health
in 2018/19, excluding long- latency illness such as cancer
Source: Estimates based on HSE Costs to Britain Model
5.6 billion Annual costs of workplace injury in 2018/19
Source: Estimates based on HSE Costs to Britain Model
16.2 billion Annual costs of work-related injury and new cases of
ill health in 2018/19, excluding long-latency illness such as
cancer
Source: Estimates based on HSE Costs to Britain Model
Key facts
Within this reporting framework, the Board, Executive Committee,
Audit and Risk Assurance Committee (ARAC) and the Department for
Work and Pensions Partnership Board receive reports which enable
them to:
consider and challenge how the most significant risks are managed
across HSE and decide on any new control measures;
consider any emerging risks;
agree expected risk ratings given the respective direction of
travel;
review the effectiveness of respective control measures and the
outcome of assurance reviews – including reference to, and
consideration of, selected key performance indicators.
ARAC’s functions also include monitoring the management of risk and
providing assurance to the HSE Board on the effectiveness of our
risk management processes and control framework. For 2021/22, ARAC
will ensure risks are managed in respect of establishing BSR.
The Science, Engineering and Evidence Assurance Committee (SEEAC)
provides assurance to the HSE Board on the quality and relevance of
its science and engineering strategy and delivery.
We will continue to monitor our delivery through a suite of
performance indicators, supported by a monthly visual Performance
Hub.
Our key performance indicators and targets for 2021/22
include:
2018/19 2019/20 2020/21 2021/22 Target
Milestones in plan delivered 90% 87% 82% 90%
Secure effective management and control of risk
Fatal investigations: Completed within 12 months of HSE assuming
primacy 68% 78% 60% 80%
Non-fatal investigations: Completed within 12 months of the
incident 90% 89% 90% 90%
Enable improvement through efficient and effective delivery
Financial: Deliver a balanced budget
Yes
Yes
No
Yes
People: Engagement: Engagement Index (as measured by the Civil
Service People Survey)
53%
54%
60%
61%
People: Health and safety of our staff: Average working days lost
per full-time equivalent
6.5
7.0
6.0
5.5
People: Bullying, harassment and discrimination: Percentage of
staff who have personally experienced bullying or harassment at
work during the past 12 months (as measured by the Civil Service
People Survey)
13%
13%
10%
9%
HSE Business Plan 2021/22
Summary of milestone delivery
Lead and engage with others to improve workplace health and
safety
Provide an effective regulatory framework
Secure effective management and control of risk
Reduce the likelihood of low-frequency, high-impact catastrophic
incidents
Enable improvement through efficient and effective delivery
Financial outlook for 2021/22