1. This plan sets out how the Health and Safety Commission (HSC) and the Health and Safety Executive (HSE) intend to:
2. Over the next three years HSC/E will complete its restructuring, shifting resources to programme working. This plan is different to previous ones because it:
Is structured to reflect the new ways of working described. The plan is shorter than in previous years, to make it more accessible. It sets out the the main priorities, but it is not exhaustive - more detail is available on our Internet site www.hse.gov.uk
Sets out how our work links to the objectives of DWP and the Government
Shows how outcomes and the PSA targets drive our work , and emphasises our strategic priorities to:
3. Ministers approved the HSC Strategy and approve the Business Plan.
4. HSC sets the direction for HSE’s decision-making and the overarching framework that HSE needs to deliver the targets.
5. HSE’s Resource and Delivery Group (RDG), comprising the three members of the Executive, the Finance Director and Chief Scientist, monitors the portfolio of programmes, to ensure that HSE progresses towards the PSA target and implementation of the Strategy. The RDG ensures a sound financial position, oversees the Efficiency, Economy and Productivity Programme and holds managers to account for operational, financial and efficiency targets.
6. The HSE Board, which includes all HSE Heads of Directorates, also has an important role in decision making, monitoring business risks and managing performance. Programme and project working has established clear lines of personal accountability for programme managers and Strategic Programme Directors.
7. The prime tool for managing corporate performance is HSE’s Balanced Scorecard. This quarterly report provides strategic oversight of HSE’s delivery.
8. HSE’s people are high-calibre and highly motivated. The many strengths of our workforce include professional expertise, commitment, national coverage, and the integration of policy, delivery and inspection in one body. We want to build on these strengths, to develop a more open, diverse and cohesive workforce, which is less hierarchical, more flexible, and encourages interchange. We want to help our staff to realise their potential through continuous development, and to recognise and reward them so that together we deliver our business objectives.
9. We are developing a far-reaching Workforce Strategy alongside a human resource (HR) service transformation project. This will create a workforce with an appropriate balance of skills to address the diverse nature of our work. One key aim is to improve HSE’s management functions, to help meet our business objectives.
10. About 7% of staff retire or leave HSE annually, and HSE will run significant recruitment campaigns to bring in new staff. Through this, and by retraining existing staff, HSE will develop new skills for the interventions needed, particularly in policy analysis, project and programme management and strategic delivery. HSE will continue to recruit trainee inspectors. We also aim to improve skills both for specialist roles and more generally in line with the ‘Professional Skills for Government’ initiative.
11. HSE will continue to redirect staff effort so that it is more closely aligned with the Commission’s priorities. This will involve shifts of staff resource, for example from corporate support functions to front line delivery, and from work in lower risk areas to work that has a better prospect of bringing about health and safety improvements.