Health and Safety Strategy

Transcription

1 SH HS 01 Summary: Keywords (minimum of 5): (To assist policy search engine) Target Audience: The vision and intent of health and safety for Southern Health NHS Foundation Trust over the coming year. Health and safety. Training, Audits and assessments. All Staff Next Review Date: July 2019 Approved & Ratified by: Health & Safety Forum Date of meeting: 25 Date issued: Author: Sponsor: Darren Hedges Health and Safety Manager Director of Finance and Corporate services 1

2 Version Control Change Record Date Author Version Page Reason for Change 4 Apr 16 Darren Hedges V4 3-8 Review of Aims and objectives including multiple changes and Introduction Reviewers/contributors Name Position Version Reviewed & Date David White Health and Safety Manager June 2013 Health and Safety Committee July 2013 David White H&S Manager Version 3 April 2014 Health and Safety Forum Version 3 April 2014 Darren Hedges H&S Manager Version 3 April

3 CONTENTS Section Page 1 Introduction 4 2 Background 4 3 Principle Aims and Objectives 5 4 Strategic Objectives 5 5 Achievement of Objectives 5 6 Achievement of Aims 6 7 Underpinning Legal requirements 6 8 Accountability, responsibilities and training 7 9 The Health and Safety department 7 10 Review 7 3

4 1 Introduction Why encourage a positive health and safety culture? 1.1 A sensible and well organised health and safety culture should not be seen as a regulatory burden - it offers significant opportunities and benefits for both employees and employers, which can include: reduced risks and costs employee absence and turnover rates are lower, accidents are fewer, and the threat of legal action is lessened increased employee engagement and productivity employees are healthier, happier and better motivated enhanced reputation - clients, customers and the wider community trust the organisation to deliver its business professionally and to a high standard, and people are attracted to work for the organisation. 1.2 Southern Health needs healthy and well-motivated staff if they are to deliver high quality services. Effectively managing health, safety and well-being is key to this. Improving service delivery through better occupational health and safety. 1.3 Occupational health and safety is concerned with how work and the work environment can affect the health of staff, and how health of an individual can affect their ability to enhance their experience at work. 1.4 Staff and service are the Trusts most important assets and this strategy is designed to promote the Trusts vision of providing a healthy, safe and vibrant working community, which will help to support high quality patient care. 1.5 The key challenge for this strategy is how to embed three fundamental strategic aims into the fabric of a large, NHS Trust which has an increasing number of high risk health and safety activities. These strategic aims are to develop a positive health and safety culture with coherent policies and procedures that are compliant with all relevant health and safety regulations. Culture: To engender an effective health and safety culture through the continuous improvement of attitudes, perceptions, competences and patterns of behaviour that determine the commitment to the style and proficiency of the Trusts health and safety management systems. Coherence: To embed and ensure policies, procedures, guidance and advice are understood and easily accessible to all staff, patients, visitors and contractors. Compliance: To ensure the Trust adheres to all relevant health and Safety legislative requirements and that staff follow internal policies 2 Background 2.1 The Trust operates from dispersed multi-sites, each with different health and safety input on estates issues, travelling/driving arrangements, remote management and committee structures. The Trust has embarked on continued change and development. The main responsibilities for ensuring the health and safety of staff 4

5 patients and visitors, rests with the Trust s board and senior management teams who delegate the day to day management responsibilities to line managers. 3 Principle, Aims and Objectives 3.1 This Strategy sets out the Trusts approach to the way in which in, general terms, Health and Safety is managed. This will be achieved by having robust processes in place for Health and Safety. 4 Strategic objectives 4.2 The key performance indicators necessary to promote a positive health and safety culture are: Ensuring effective health and safety management is a collective responsibility in which all individuals must play their part. Securing the appropriate means of co-operation and communication between different groups of employees Ensuring there are regular annual reviews of health and safety to improve Performance 4.3 Making sure the Trust adheres to UK and EU health and safety legislative requirements and that staff follow internal policies and procedures. The key performance indicators that need to be addressed include: Ensuring the Trust implements any new and existing legislation and acts promptly to changes in current regulations Responding quickly to reports or reviews by staff, safety representatives or external agencies Continually auditing, monitoring and reviewing all health and safety policies, guidance notes, safe systems of work and risk assessments 4.4 Ensuring internal policies, procedures, guidance and advice are understood and easily accessible to all staff. The key performance indicators which need to be addressed in order to achieve coherent policies include: Use of competent and qualified staff to ensure all policies procedures are up to date and reflect current best practice Use of proper risk management/risk assessment techniques Ensuring appropriate communication channels exist for the dissemination of all appropriate information 5 Achievement of objectives 5.1 In order to achieve these aims Southern Health NHS Foundation Trust is committed to ensuring that: Health and Safety management is embedded as an integral part of the management approach to the achievement of the objectives Support is given to managers and staff in achieving levels of competency and Health and Safety knowledge Communication and consultation takes place between the organisation, JCNC, NHS property services and also other organisations where shared occupancy of buildings is identified in relation to Health and Safety matters. 5

6 Staff understand the need to comply with Health and Safety standards. Staff are involved in Health and Safety performance through line management There is a top-down commitment to Health and Safety in order to progress the effective Health and Safety working arrangements as the daily routine. Workplace risks are assessed and safe systems of work are introduced. The management of Health and Safety is seen as a collective and individual responsibility, managed through the agreed committee and management structures A supportive and no blame culture and approach is maintained and that staff are encouraged to report Health and Safety problems and incidents with a view to individuals and the organisation learning the lessons Key objectives are set around Health and Safety Robust work plans are developed in relation to Health and Safety 6 Achievement of aims 6.1 The aims of the strategy are summarised as follows: To ensure that the Trust meets its legal and statutory obligations under the Health and Safety at Work Act 1974 and subsequent regulations To ensure that Health and Safety Management is understood and is effective To maintain Health and Safety compliance and to assure the Governing Body that Health and Safety is effectively managed To ensure that Health and Safety management is a cohesive element of the internal control systems within the Trust To ensure that Health and Safety is an integral part of the Trust culture and its operating systems To assure customers, staff and partner organisations that the Trust is committed to managing Health and Safety appropriately To protect the services, staff, reputation and finances of the Trust through the process of early identification of risks relating to Health and Safety and where these risks are identified, ensuring sufficient risk assessment, risk control and elimination is undertaken To ensure safe systems of work are set and followed To provide a safe working environment without risks to health To ensure there is provision of adequate welfare facilities To ensure there is provision of sufficient training, instruction, supervision and information to enable all employees to contribute positively to their own safety and health at work and to avoid hazards and control risks To ensure plant and equipment is safe To ensure that are safe arrangements for the use, handling and storage and transport of articles, materials and substances To ensure there is safe access and egress To ensure that buildings used by the Trust are safe and free from dangers working collaboratively with NHS Property services with respective responsibilities in line with the Memorandum of Occupation 7 Underpinning Legal requirements 7.1 The Trust is required by law, as an absolute minimum to comply with all current health and safety legislation and identify and control the significant risk factors that contribute to ill health at Compliance with Care Quality Commission Standards (Outcomes 7,10,11,13 & 14). The Health and Safety at Work Act

7 The Management of Health and Safety at Work Regulations 1999 Workplace (Health, Safety and Welfare) Regulations 1992 Control of substances Hazardous to Health Regulations 2002 (COSHH) Electricity at Work Regulations 1989 Health and Safety (Consultation with Employees) Regulations1996 Health and Safety (Display Screen Equipment) Regulations 1992 Health and Safety (Safety signs and signals) Regulations 1996 Noise at work Regulations 1989 Personal Protective Equipment at work Regulations 1992 Provision and Use of Work Equipment Regulations 1998 Reporting of Injuries and Dangerous Occurrences Regulations 1995 Manual Handling Operations Regulations 1992 Compliance with NHS Litigation Authority standards Compliance with Secretary of State Directions The Health Act 1999/ Accountability, responsibilities and training 8.1 Overall accountability for procedural documents across the organisation lies with the Chief Operating Officer who has overall responsibility for establishing and maintaining an effective document management system, for meeting all statutory requirements and adhering to guidance issued in respect of procedural documents. 8.2 Overall accountability for training and education lies with the Director of People and Communications who is fundamental to the successful implementation of this Strategy and embedding a culture of a safe working environment in the organisation. Staff will have the opportunity to develop more detailed knowledge and appreciation of the role of Health and Safety through: Policy/strategy/procedure manuals Induction Line manager Specific training courses 9 The Health and Safety department 9.1 The Health and Safety department has a pivotal role to play in the development and implementation of the health and safety strategy. 9.2 The day to day management of health and safety is the responsibility of line managers, but the service, in partnership with the HR service and others, will work to enable and empower managers and others to manage health and safety with the same degree of expertise and to the standards of other core business activities. 9.3 As part of the continued plan for improvement of this strategy, the Health and Safety department will seek feedback from a number of interested parties, which would include senior management and the Trusts Health and Safety committees. 10 Review 10.1 This strategy will be updated in accordance with the following: Identified review date legislative changes 7

8 good practice guidance case law significant incidents reported new vulnerabilities; and Changes to organisational infrastructure. 8