Hse Business Plan

HSE Business Plan
2022/23
HSE Business Plan 2022/23
Contents
3 The challenge
4 Foreword
6 Our strategy and objectives
7 Reduce work-related ill health, with a specific focus
on mental health and stress
10 Increase and maintain trust to ensure people feel
safe where they live, where they work and in their
environment
13 Enable industry to innovate safely to prevent major
incidents, supporting the move towards net zero
16 Maintain Great Britain’s record as one of the safest
countries to work in
21 Ensure HSE is a great place to work, and we attract
and retain exceptional people
24 Enabling activities
27 Financial outlook
28 Monitoring our delivery
30 Annex: Performance measures
Health and Safety Executive Page 2 of 45

Protecting people and places
The challenge
12k 1.7 142

million
Lung disease deaths each Working people suffering Workers killed at work
year estimated to be linked from work-related illness
to past exposures at work
0.4 0.8 0.6

million million million
Workers sustaining a Workers suffering from Workers suffering from a
non-fatal injury work-related stress, work-related illness caused
(Labour Force Survey) depression or anxiety or made worse by the
in 2020/21 effects of the pandemic
12.5k 17% 20k+

Buildings in scope in Amount of UK CO2 produced Chemical substances on
preparing for the Building by domestic gas boilers the GB market requiring
Safety Regulator regulatory oversight
340+ 300
Offshore installations and onshore pipeline networks Biocide and pesticide active
regulated to ensure they are operating in compliance substances notified for GB
with their accepted safety cases review following EU Exit
1627
Major hazard installations with the potential to
cause significant harm to workers, communities
and the environment

Foreword
What we do matters. It matters to everyone in Great Britain.
As the Health and Safety Executive (HSE), we are dedicated to
protecting people and places, helping everyone lead safer and
healthier lives. This is the reason we have invested time in formulating
our ambitious strategy for the next ten years, Protecting People and
Places: HSE strategy 2022 to 2032. It reflects our broader role as
evidenced by the Challenge, going beyond worker protection, to
include public assurance across a range of health and safety and
environmental issues, and ensuring we remain relevant in a changing
world of work.
This business plan is the first transitional year of the strategy and is
designed to set the foundations for our future, while building on a very
strong record of delivery over the last 12 months, including our work
on supporting the governments on COVID-19. It has a real focus on
performance (see Annex), improving the effectiveness of our
investigation closure and modernising ways of working as we start to
focus our resource on delivering our strategic goals.
The plan will support our strategic goal to reduce work-related ill
health, with a focus on mental health and stress by helping businesses
normalise the approach to managing health risks, helping to prevent ill-
health-related harm, reducing sickness absence and enabling people to
stay in work. We will build on our successful Working Minds campaign
by increasing collaborative partner engagement and advocacy.
Our ambitions for HSE have been reflected in our successful Spending
Review 2021 outcome as we have secured funding to deliver key
government priorities in respect of establishing an effective Building
Safety Regulator for England; developing full operating capability for
UK chemicals, product safety and civil explosives, post-EU Exit;
supporting the safe transition to a carbon net zero society; and
finalising our research into COVID-19 transmission in the workplace.
During the year, we will invest in digital enabling infrastructure as we
begin to replace our core regulatory legacy system while developing
new digitally enabled processes to support our additional responsibilities.
As a proportionate and enabling regulator, we will apply a range of
proactive regulatory tools to improve health and safety, bringing
together different interventions to achieve impact. Our accessible
guidance, communication and engagement give employers the
confidence to manage risk correctly, help boost productivity, support
the economy, and contribute to a fairer society.

We lead the way, but we do not act alone. Collaborating in partnership

significantly increases our reach, influence and impact, and advocacy
is at the heart of how we protect people and places. We will
concentrate on the most serious risks and target industries with the
greatest hazards, and sectors with the worst risk management record.
We will be fair and just when using our legal powers. Inspection and
compliance checks help us ensure that serious risks are managed
sensibly, and our positive impact is measured through surveys. When
things go wrong, investigation helps us get to the truth and learn
lessons which we share with industry. We will hold employers to
account for their failures and secure justice for victims and their
families while making people and places safer.
Throughout the COVID-19 pandemic, we have played an important role
in the national response to reduce the level of transmission as well as
support the country’s economic recovery. We recognise the uncertainty
in setting out our plan at this time, but remain confident that we can
respond with agility again if we need to redirect resources. However,
that may impact some of our targets and deliverables in this plan.
These are exciting times for HSE with the launch of our new strategy
together with the growth and investment we have secured for the
organisation. While the world and our approach in delivering our
strategy will evolve, one thing remains the same – the commitment of
those who work for HSE to protect people and places. We are
extremely proud of the way our colleagues continue to adapt and
respond to the unprecedented challenges of the pandemic, and we are
privileged to lead them to deliver the commitments set out in this plan.
Sarah Newton Sarah Albon

Chair Chief Executive

Our strategy and objectives

The world of work is changing, and HSE’s mission is expanding. The
time is right to introduce our new ten-year strategy, Protecting people
and places: HSE strategy 2022 to 2032. This is a strategy that reflects
our broad role to include public assurance across a range of health
and safety and environmental issues.
The strategy has set five objectives that we will deliver over the next
ten years:
Reduce work-related ill health, with a specific focus on

mental health and stress.
Increase and maintain trust to ensure people feel safe

where they live, where they work and, in their environment.
Enable industry to innovate safely to prevent major

incidents, supporting the move towards net zero.
Maintain Great Britain’s record as one of the safest

countries to work in.
Ensure HSE is a great place to work, and we attract and

retain exceptional people.

Reduce work-related ill health,

with a specific focus on mental
health and stress
In 2022/23, HSE will undertake important work to enable
employers to take action to prevent work-related ill health
and design out the risks.
Work-related ill health is a problem for every section of society, with
conditions ranging from cancer and other long-latency diseases to
stress and musculoskeletal disorders. Recent data indicates that short-
term latency illness cost Great Britain around £11.4bn per annum
caused by working conditions. Cancers caused by previous working
conditions cost an estimated additional £14.3bn. These costs include
impacts on businesses and governments – but, most of all, on the
individual sufferers and their families.
The scale of work-related ill health in Great Britain is significant.
Work-related lung disease, mental health at work and work-related
stress and musculoskeletal disorders (MSDs) remain the most
common cause of working days lost in Great Britain, which is why we
will focus on these areas. In 2020/21, stress, anxiety and depression
accounted for 50% of all work-related ill-health cases.
Work-related ill health

We take a preventative approach to work-related ill health and will
prioritise our activity in three areas of the most common causes of
working days lost: work-related lung disease, work-related stress
and mental health, and MSDs. However, our work will recognise how
they intersect to enable us to take an integrated approach to tackling
these areas.
A key activity in 2022/23 will be to fully understand and analyse all
work-related ill-health incidence, so we can develop an evaluation
strategy to enable us to assess the impact of our interventions.
Evidence indicates that a healthy workforce is a more productive one,
and one where workers are less likely to leave work on health
grounds. Our interventions will therefore focus on enabling and
educating employers to design out the risks of work-related ill health,
building capability to ensure that risks are understood and acted on,
and co-designing our work with partners to support systemic business
change in managing these risks.

We will focus our effort to reduce work-related ill health, including

work-related stress and MSDs in priority employment sectors and,
building on our successful model, an end-to-end intervention to
leverage behavioural change across industry. We will lead, deliver and
evaluate a programme of interventions which include:
| exposure to respirable dusts in woodworking, foundry and
fabricated metal sectors where evidence demonstrates significant
incidence of work-related lung disease;
| handling of sharps and provision of PPE in health and social care;
| asbestos to assess dutyholder performance of duty to manage
premises;
| two construction sector campaigns focused on respiratory health
and MSDs.
Notably, during 2022, we will continue to assess our products that
support the ‘Working Minds’ campaign, as well as promote the
campaign via stakeholder engagement. This will build on the successful
launch to sustain the campaign as it increases its scope, using our
strong relationship with employers to prevent ill health by helping them
to recognise the signs of work-related stress and make tackling issues
routine, including encouraging employees to speak up about problems.
While specifically targeting six million workers in small businesses, we
are calling for a culture change across Great Britain’s workplaces, to
ensure psychological risks are treated the same as physical ones in
health and safety risk management. To support this as part of our
health prevention activity, we will help build capability across
employers in prevention and management of work-related stress by
co-designing a NEBOSH qualification for line managers.
We will also deliver our commitment in the government’s response to the
‘Health is Everyone’s Business’ consultation. Specifically, working with
the Department for Work and Pensions (DWP) and Department of Health
and Social Care (DHSC) Joint Work and Health Unit, we will produce
clear, principle-based guidance to empower employers to support
disabled workers and workers with long-term health conditions to
remain productive in work, consulting Scottish and Welsh governments
where responsibilities overlap. We will continue to support the
government’s wider work and health agenda as appropriate.
We will deliver HSE’s flagship ‘Risk by Design’ award, which
encourages innovation by employers to design out the risks of manual
handling injuries at work.
A key communications priority will be to conduct insight and research to
target and segment our messages, so they resonate with our audiences.
We will create a series of thought leadership communication and
engagement interventions, including supporting the annual Health and
Work conference. We will build on the success of the last year, extending
our scope, reach and measuring the impact of our communications.

Finalise national core studies

Following investment through successive Spending Reviews, we will
finalise our research into COVID environmental transmission in the
workplace through our leadership of a collaborative programme with
academia. This knowledge and experience will inform future
government decision makers as to the impact of different courses of
action, in situations where a rapid response is essential, but without
the time to gather the evidence from scratch. This programme is one
of six studies which reports to the UK Government Chief Scientific
Adviser, and in addition to supporting the continued response to COVID,
it will help support responses to any future health pandemics.
Our deliverables in the year will be:

Deliverable When
Establish ill-health activity baseline and develop evaluation Q4
strategy
Deliver a programme of interventions focused on ill health in Ongoing
sectors where evidence demonstrates significant incidence of
work-related ill health
Promote Working Minds campaign via stakeholder engagement Ongoing
and extending the champions’ network
Co-design and launch NEBOSH qualification in prevention and Q3
management of work-related stress
Produce and publish guidance to empower employers to Q4
support disabled workers and workers with long-term health
conditions remaining in work
Complete delivery of the National Core Study on SARS-CoV-2 Q4
transmission

Increase and maintain trust to

ensure people feel safe where
they live, where they work and,
in their environment
Over time, our role has broadened beyond worker
protection to encompass public safety assurance on a
wide range of issues, and it is important that our strategic
objectives reflect this.
The appointment of HSE as the Building Safety Regulator and changes
to our role in chemical regulation outside of the European Union
enhances this focus of greater assurance in respect of protecting
people and places and the environment they enjoy.
Establishing the Building Safety Regulator

We will continue our ambitious programme to establish at pace the
new Building Safety Regulator (BSR) for England in HSE, and our work
across government departments to support the Building Safety Bill
through Parliament and the development of a significant package of
enabling secondary legislation to deliver the government’s building
safety reforms.
The reforms include a more stringent regulatory regime for high-rise
residential buildings through planning, design, construction and
occupation, and will raise industry standards, protect residents, and
help prevent a tragedy like Grenfell from ever happening again.
We will also work with industry, residents, partner regulators and other
stakeholders to drive changes in attitude, behaviour, culture and
performance, gain their insights and engage with them on the design
of the new framework, and help stakeholders to prepare for the new
regulatory regime. We will continue engaging with Scottish and Welsh
governments on their approaches to building safety and consistent
competencies across Great Britain.
We will continue to develop capability and capacity to deliver the
programme and the BSR functions at scale as soon as possible
following Royal Assent (expected Spring 2022) and build on the
success of the Gateway One planning consultation service introduced
in August 2021.

Following completion of the discovery phase, we will refine the BSR

operating model and procure partners to support the design and
build of the necessary operating services, drawing on common
component work.
Chemicals
Following the end of the EU transition period, we continue to work
towards establishing the full operating capability for UK chemicals
regulation, a significant part of which is being delivered through the
Biocides and Pesticides Transformation Programme. We aim to protect
both human health and the environment through the safe and effective
use of chemicals. We will make manufacturers, importers and
distributors understand their responsibilities for managing the risks of
chemicals as part of their role in the supply chain by using targeted
communications and engagement activities – and, where necessary,
enforcement action.
We will ensure there are effective ways in which the hazardous
properties of substances are assessed and the risks they pose are
communicated to users so that the necessary control measures can be
put in place at the point of use. We will continue to deliver permissioning
activities in the chemicals supply chain and operate regulatory regimes
as the GB chemicals regulator – including discharging agreed roles
and functions on behalf of the Department for Environment, Food and
Rural Affairs (Defra), Scotland and Wales. We will also continue to
provide technical support and advice to Northern Ireland’s regulators.
We are investing significantly in growing our organisational capability
and capacity to deal with increased workloads following EU Exit across
all chemical regimes. In 2022/23, we will build on the significant
increase in our workforce achieved in 2021/22. We will continue to
identify ways of improving our regulatory service delivery, particularly
in those that can be achieved without legislative changes, to improve
the efficiency and effectiveness of our activities – without
compromising the levels of protection and assurance we provide.
We achieved day one readiness post-EU Exit, while recognising our
processes and systems to deliver the new regimes were not
sustainable in the longer term. To develop a sustainable capability to
deliver the larger regulatory regimes, we have established a Biocides
and Pesticides Transformation Programme (BPTP). Following the
discovery phase, the programme will this year move into the design
and subsequent build phases aimed at optimising processes and
resources, harmonising our approaches where we can, and introducing
new digital systems to replace outdated and temporary solutions
introduced following EU Exit. We will continue to support Defra in its
work to make UK REACH more appropriate for Great Britain.

Gas Safe Register

Working with our commercial partner, we will undertake inspections to
monitor that gas work is being carried out competently and safely. We
will deal with complaints and undertake risk-based proactive
inspections and work closely with regulators and local authorities. We
will maintain the Gas Safe Register of businesses and operatives who
are competent to undertake both piped natural gas and liquefied
petroleum gas (LPG) work.

Deliverable When
Deliver the BSR Programme to quality, time and cost to ensure Q4
all key functions are ready for deployment
Procure commercial partners to support the design and build of Q4
the required operating services for BSR
Deliver BSR engagement and communications strategy, Q4
focusing on increasing stakeholder understanding of the BSR
and new regulatory regime
Deliver 70% of plant protection product permissioning activities Ongoing
within the relevant guidelines (see Annex)
Deliver 80% of biocide permissions within the relevant Ongoing
guidelines (see Annex)
the required operating services for biocides and pesticides

Enable industry to innovate

safely to prevent major incidents,
supporting the move towards
net zero
The UK government’s Net Zero Strategy sets out how the
country will unlock £90 billion in investment to reach ‘net
zero’ emissions by 2050.
The Strategy builds on the government’s ten-point plan for a green
industrial revolution, outlines the support that will be provided to
businesses and consumers in the transition to clean energy and green
technology. This includes reducing the UK’s reliance on fossil fuels and
switching to low-carbon travel options like electric vehicles.
We will work with other government departments on their net zero
programmes to ensure a joined-up approach to regulation, with a
focus on safety where it is needed.
Deliver our net zero commitments

The UK government has committed to bring all greenhouse gas
emissions to net zero by 2050. Achieving this will require extensive
changes across the economy, including major infrastructure decisions
and large-scale transitions in energy sources, usage, and transport. New
technologies will also bring the need for new competency and capability
in the UK workforce to deliver on the government commitments.
As part of Build Back Greener, we will support the delivery of the
government’s ten-point plan for a green industrial revolution and a safe
transition to a carbon-neutral economy. In this changing landscape, we
will be responsive to the changing workplace; working with
government and sectors to understand the changing risks and
challenges presented by new technologies and ensuring that the
regulatory framework remains fit for purpose.
As the safety regulator, we have a key role in establishing safety
assurance around new technologies. There is a commitment, working
alongside partners in industry, to develop low-carbon hydrogen
production capacity by 2030, linking to the need for carbon capture
and storage infrastructure. We will build assurance that the
development of low-carbon hydrogen is safe, to support public
engagement around the use of hydrogen for heating.

We have previously supported the Department for Business, Energy

and Industrial Strategy (BEIS) led Hy4Heat programme, which
explored the potential use of hydrogen gas for heating homes and
businesses. We have now entered into a fully funded memorandum of
understanding with BEIS to assess and assure the safety evidence of
using hydrogen for heating as an essential input into the BEIS to the
Hydrogen Heating Programme, providing (by 2025) independent and
authoritative safety advice.
We will support a number of net zero programmes in the energy
sector, including offshore wind generation (and other renewable energy
sources), energy from waste schemes, and carbon capture, utilisation
and storage. To do this effectively, we will bring together policy,
science and regulatory expertise to work collaboratively with industry
and other government departments.
There will be both direct and indirect impact on HSE from other parts
of the ten-point plan. The development of greener technologies, the
decarbonisation of industry and the growth of innovative battery
technologies will all have the potential to change the profile of risks
that require managing in the future. As economic and investment
forces shift in the transition, we will maintain our role in regulating the
important hazards in hydrocarbon industries.
We will also work to understand the health impacts of new
technologies and how changes in working practices to remove
non-environmentally friendly products from processes can impact
workers. We will also work to understand how the growth of the sector,
such as installation of energy efficiency measures, may change the
risk profile within sectors.
Review risks from battery failures

Lithium-ion batteries (LIBs) are an essential component in the global
drive to net zero, with their increasing use on energy storage and
transportation applications. However, when an LIB fails, its stored
energy is released, resulting in heat and gas release, along with fire
and possible explosions. There is currently no definitive advice on key
safety areas in the increasing transition to this technology.
We will complete a programme of work to understand the risks
resulting from LIB failures to improve understanding and awareness.
This will inform both industry and our own policy and regulatory
approach to LIBs.

Reducing our own carbon footprint

Internally, we will start to develop our own approach to net zero for
HSE and develop a roadmap that will baseline and start to reduce our
carbon footprint as part of our new target operating model. We will
develop a comprehensive understanding of our current carbon footprint
to target areas for reduction. This will include a review of areas such
as travel, our estate and energy sources, and our supply chain.
We will reduce, reuse and recycle where appropriate to reduce carbon
emissions in all areas of activity. We will review our renewable energy
supply in our buildings, including our tenancies, and create sustainable
office spaces. We will measure the impact of our hybrid working policy
to ensure it further reduces our CO2 emissions as a result of reduced
travel to offices. We will review our pool car fleet with a view to
replacing with electric vehicles where required, as well as installing
electric charging points, initially in Buxton for necessary site vehicles
and commercial training customers.

Deliverable When
Develop and agree priorities for HSE’s approach in supporting Q3
net zero to inform future engagement with government
departments and industry stakeholders
Undertake a strategic assessment of capacity and capability Q4
that will be required for HSE’s regulatory approach to net zero
priorities
Provide expertise and support for the Hydrogen Heating Q4
Programme trials strategy and evaluation
Undertake a review of the existing regulatory framework and Q4
system architecture to assess whether it is fit for purpose to
support new technologies including hydrogen
Complete a programme of work to understand the risks Q4
resulting from increasing use of lithium-ion batteries
Baseline activity and develop internal HSE carbon reduction plan Q4

Maintain Great Britain’s record

as one of the safest countries
to work in
The legislation under which HSE operates has enabled
Great Britain to become one of the safest places in the
world to work through a combination of our extensive
proactive regulatory work, enforcement and prosecution.
This is evidenced through our annual injury and
ill-health statistics.
One of our key strategic objectives is to maintain this enviable
record, but we are aware this will not be an easy task. The changing
world of work, together with the introduction of new technologies in
the workplace and the growth of the gig economy and hybrid working,
means that we will need to adapt and respond to this changing landscape.
Good regulation is essential to successful businesses, and we will be
working to achieve the right regulatory balance between supporting
excellent business practice and protecting workers and the public.
Modernise regulatory processes

We will review and modernise our regulatory process to ensure our
focus remains on addressing high-risk activities efficiently and
effectively. This will include:
| developing and implementing new incident selection criteria
(determines which reportable incidents we investigate), which will
be weighted on risk to ensure resources are focused on key
priorities, resulting in dutyholders being held to account and
learning for industry. This will ensure a consistent and robust
approach to investigations and will improve decision making and
efficient closure of cases;
| implementing a consistent approach to handling concerns, which
will now be addressed directly by the Concerns and Advice Team
or used as a source of future intelligence for targeting inspections;
| expanding our internal legal resource to proactively lead
our prosecutions, which will enable a more consistent and
efficient process.

Improving our proactive regulatory

intervention outcomes
Our inspection campaigns for 2022/23 align with the specific issues
outlined within our industry sector plans and health priorities. These
sectoral areas of focus (highlighted below) are where evidence,
research and insight demonstrate high levels of incidence and risk,
and these plans have been developed with input from employers, trade
unions and professional bodies.
We will deliver 14,000 inspections with clear expectations on risk-
based performance. This will include a programme of high-risk
interventions including ill-health focus where appropriate to leverage
behavioural change in the sectors to further improve our safety record.
Using the successful process adopted for COVID compliance spot
checks, we will complete upfront work to triage our approach to
improve targeting of business, and we will direct, deliver and evaluate
a programme with specific emphasis on:
| promoting public confidence in the safety of fairgrounds and
theme parks;
| improved management of work-related road risk;
| maintenance of a safe built environment;
| follow-up inspections after agricultural compliance events;
| inspections of individual licensed contractors to ensure compliance
with the Control of Asbestos Regulations by individual licensees;
| assurance visits to ensure re-cladding work is being undertaken
safely;
| inspections of the decommissioning and dismantling offshore
structures.
We will also carry out assurance inspections to confirm the outcome
of previous interventions to determine if actions had the desired
impact, and to inform future activities. We will use our multi-channel
communications to amplify outcomes and raise awareness of our
regulatory activity, advice, information and guidance. This will explain
what good compliance looks like and will influence target
audience attitudes towards better managing health and safety
risk in priority sectors.
We will collaborate with other organisations which can significantly
increase our reach, influence and impact. We work 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
collaboration 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.

Investigate to swiftly tackle and reduce risk

We will investigate incidents and seek timely completion of both fatal
and non-fatal investigations in line with our agreed key performance
indicators. We will reduce the time taken to instigate enforcement
action or close out investigations to refocus resource on high-priority
activities. We will start to measure this and target an increasing
incidence of enforcement action as an investigation progresses
through its review points. This will help to demonstrate that we are
closing out investigations quicker and only committing further resource
where we can evidence a higher incidence of risk.
Deliver our major hazard interventions

Great Britain has highly specialised strategically important industries
which are essential to the country’s economic and social infrastructure,
but whose processes and hazard potential can cause great harm to
their workers, the environment and the public. Our regulatory approach
aims to provide assurance that the industry is identifying and
managing the major hazard risk it creates. The approach is described
in our Major Hazard Regulatory Model.
The aim of our regulatory activities in major hazard sectors is to:
| confirm dutyholders have properly focused their risk management
efforts on major 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;
| provide advice to the planning system to protect people around
major hazard sites, major hazard pipelines and licensed explosive
sites. This important work also supports the strategic objective: to
increase and maintain trust to ensure people feel safe where they
live, where they work, and in their environment.
We plan to deliver a significant programme of offshore and onshore
interventions, while recognising that delivering safety case and safety
report assessments and investigations will take priority. Critical areas
of focus will be process safety leadership and asset integrity. As the
industry invests in emerging technologies, we need to ensure existing
infrastructure is maintained appropriately.
Our intervention approach will be based on the latest available data
and evidence, including foresight analysis to consider the future world
of work. We will address emerging challenges in major hazard
industries, including scientific research into the advanced
manufacturing techniques in the explosives sector.

We will also be undertaking interventions in the areas of mining,

quarries and diving, as well as supporting land use planning queries
and applications. We will set clear expectations on activities and the
time taken to deliver.
Regulatory intelligence hub

Subject to agreeing the approach to determine whether use of data
across regulators improves regulatory outcomes, we will use the
support from HM Treasury’s Shared Outcomes Fund for the continued
development of a regulatory intelligence hub in collaboration with
other regulators. If the approach is not agreed, this programme of
work will not feature in 2022/23.
Explosives approval body

Following EU Exit, HSE is now responsible for the delivery of new
domestic systems and capability to regulate the approval and safe use
of civil explosives. To fulfil this, we will develop the capital
infrastructure and capability during 2022/23 as a key programme of
work so we can test and assess products entering the UK market. This
will ensure there is no detrimental impact on the supply of these goods
to the UK market.

Deliverable When
Develop and implement weighted risk-based incident Q3
selection criteria
Deliver 14,000 proactive inspections (see Annex) Ongoing
Deliver enforcement outcomes associated with inspection within Ongoing
planned ranges (see Annex)
Complete 80% of fatal investigations within 12 months of Ongoing
primacy (see Annex)
Complete 90% of non-fatal investigations within 12 months of Ongoing
incident date (see Annex)
Achieve an average increasing rate of enforcement action as Ongoing
investigations progress through the formal review points
(see Annex)
Deliver 90% of major hazard interventions within agreed Ongoing
timescales (see Annex)

Deliverable When
Achieve 80% investigation of concerns within agreed timescales Ongoing
(see Annex)
Achieve year 2 of the Explosives Approval Body Programme, Q4
which will provide the capacity and capability to regulate
civil explosives

Ensure HSE is a great place to

work, and we attract and retain
exceptional people
Our people are at the heart of what we do and the
difference we make.
We need to continue to make HSE a great place to work – building a
more diverse and inclusive workplace, where everyone feels valued,
and treated with dignity and respect to support the delivery of our
strategic objectives. We aim to build on our improved Civil Service
People Survey scores during 2022/23.
Develop a human resource strategy

We will develop and implement an HR strategy designed to support
high-performance work and promote our vision, mission, values and
strategic objectives. It will provide a roadmap that guides leaders
toward reaching organisational objectives while aligning with our
values. It will focus on nurturing diversity, inclusion and wellbeing,
autonomy, value alignment and employee growth, which will increase
retention, engagement, productivity and performance.
Refresh our resourcing strategy

We will deliver a refreshed resourcing strategy to improve our flexibility
and resilience to ensure we can respond to changing regulatory focus.
We will use employee experience insights to improve recruitment and
retention. We will review the Regulatory Training Programme and
routes of entry, and incorporate a new learning offer for all our people
to make HSE an even better place to work. We will also implement a
more cost-effective and efficient way of providing temporary resource
through a new arrangement.
Embed diversity and inclusion

Working with trade unions and our diversity networks, we strive to
make HSE an inclusive and diverse workplace. We will foster a culture
of positive behaviours, promoting and supporting our wide range of
employee network groups and ensuring our senior leaders lead by
example, making diversity and inclusion an integral part of all our
decision making. By ensuring our workforce reflects a diversity of
experience and perspectives, we can make better decisions and reflect

our stakeholders. A reverse mentoring programme will also be a key

feature to support a more inclusive culture.
We support a zero-tolerance approach to bullying and harassment, and
we are working across the organisation to reduce, year-on-year, the
number of staff who experience this.
Motivate, engage and resource our workforce

Keeping our colleagues informed, listening to their views and involving
them in our mission is central to our engagement strategy. We will
continue to improve engagement, building on our improved results in
the 2020 People Survey, as part of our ambition to be a Civil Service
high performing organisation. This will be supported by our approach
to promoting wellbeing, preventing mental ill health and work-related
stress. We will also conduct regular pulse surveys throughout the year
to measure improvements in areas such as wellbeing and change.
We will develop an approach to long-term pay reform to ensure we
have a competitive and attractive reward package, supported by a
robust and evidence-based pay business case.
Develop hybrid working policy

Following on from working arrangements as part of the response to
COVID and discussions with staff, we are keen to implement a hybrid
working policy which meets organisational need while allowing
flexibility for staff. As part of this, we will review both our office space
and layout as well as equipment provided for the home to ensure it is
optimised to meet the policy aims.

Deliverable When
Develop and implement an HR strategy that supports the Q2
delivery of our strategic objectives
Refresh our resourcing strategy to improve recruitment and Q2
attraction
Embed diversity and inclusion and reduce to 8% the percentage Q3
of staff who have personally experienced bullying or harassment
(see Annex)
Achieve average working days lost of 6 days per full-time Ongoing
equivalent (see Annex)

Deliverable When
Achieve an engagement index of 65% (62% in 2021) Q3
(see Annex)
Review and implement four core parts of the Health Safety and Q4
Wellbeing risk management approach
Develop an approach to long-term pay reform to provide a Q3
competitive and attractive reward package
Develop and publish a hybrid working policy Q1

Enabling activities
To maximise our potential to affect positive change in
supporting the delivery of our strategic objectives,
we will use our resources efficiently and effectively,
while investing in capability and supporting infrastructure
as key enabling activities.
This will improve organisational resilience as well as provide the
platform to enable delivery of our regulatory services in an efficient
and effective way. We will have a continued and rigorous focus on
driving efficiency and continuous improvement in all our functions.
Finalise and implement our target

operating model
We will finalise and start to implement the target operating model
(TOM) which has been developed to define the future structure of HSE
with the resources, processes and technology required. This will start
to align our operating capability and our strategic objectives so we can
set out a roadmap of key activities that will demonstrate how we will
deliver the strategy.
Develop our digital capability

Key to increasing our capability, we will align and refresh our digital
and data strategy with the TOM, incorporating user access and
channels, supported by an IT delivery plan. The strategy will build on
the foundations we’ve created so that our work in digital, data and
technology (DDaT) can effectively enable regulation. It will provide a
more accessible service offering that is shaped by user need and bring
greater coherence.
Using the Invest to Save Initiative which will be funded as part of the
Spending Review 2021 (SR21), we will establish an in-house core
digital team. The initial focus will be to introduce new case
management technology using a modern stable platform to support
efficient and modern regulatory approaches. The existing technology is
obsolete. Recruiting a permanent team where appropriate, we will
further develop our in-house capability through transfer of knowledge
from commercial partners. We will build digital capability in line with
the Digital, Data and Technology model and functional standard.

We will develop an IT strategy and technology roadmap to plan the path

for the replacement of legacy systems and the introduction of new
technologies. This will include the development of common components
for existing and future digitally enabled change programmes.
Deliver digitally enabled ways of working

In addition to the work already planned for the BSR and BPTP
programmes, through our increasing business change and digital
capability and working with partners, we will implement our portfolio
of transformation programmes, including:
| ionising radiation – we will develop a service solution which will
deliver improvements to radiation protection and dutyholder
compliance with the Ionising Radiation Regulations 2017;
| Science Division modernisation – we will begin the modernisation
of science IT following user need assessment;
| Single Operating Platform (SOP) replacement – we will begin a
programme to replace Human Resources, Finance and
Procurement shared service and SOP platform. This will initially be
working alongside other government departments with the shared
service delivery cluster.
Improve website content

Our website receives over 75 million page views every year. It is our
primary communication channel, helping to deliver free health and
safety guidance to prevent workplace death, injury and ill health. We
will modernise and greatly improve user experience with an accurate
portfolio of web content that meets the needs of many different users
(citizens, workers, employers).
Enhance our planning processes

We will develop a longer-term financial and resourcing plan that will cover
SR21 and beyond to ensure a sustainable financial future, providing
the necessary resources to deliver our strategic objectives. This will
demonstrate alignment with key government priorities and deliver the
outcomes of the baseline and additional funding as part of SR21.
We will enhance our delivery planning processes to support
consistency and realism. This will include appropriate governance for
cross-cutting change activity to ensure transparency and agreement at
initiation so resource can be planned and deployed appropriately. Our
Portfolio Board will review dependencies and build this into continuous
review of change programmes.

Performance
Through our work on developing operational performance measures,
we will be using our Visual Performance Hub to ensure that our
regulatory activities are dealt with as efficiently and effectively as
possible through a combination of modernised processes and focus on
timely decision making. This will help us prioritise our resources,
ensuring they are focused on the highest priority areas. The new
performance measures will better inform where regulatory time is
being spent and the timeliness of decisions to further improve
operational excellence. To support this, we will develop a performance
framework which will provide a summary of all the core measures
used to determine how well we are functioning in terms of delivering
our strategic objectives.

Deliverable When
Align and refresh the digital and data strategy to the TOM Q3
Begin establishing an in-house core digital team to introduce Q1
new case management technology
Develop service solution to improve radiation protection and Q4
compliance
Begin science division IT modernisation Q2
Modernise web content and user experience Q3
Develop a performance framework Q3

Financial outlook
The Spending Review 2021 informs our budget for
2022/23 to 2024/25. We have made bids related to key
government priorities and have received funding in
addition to our baseline funds to cover the following
activities:
| replacing our obsolete regulatory case management system as a
spend-to-save initiative;
| national core studies funding to finish the COVID environmental
transmission research;
| post-EU transition funding for biocides, pesticides, product safety
and civil explosives;
| establishing the BSR;
| net zero support on hydrogen heating.
Our budget for 2022/23 comprises:
| planned total expenditure of £301m;
| £201m funded through grant in aid;
| £100m recovered through cost recovery and externally funded income.
The expenditure budget is broken down as follows:
Expenditure £m
Staff costs 178
Staff-related costs 7
Estates and accommodation 32
Information systems/information technology 8
Technical support 3
Depreciation 8
Other including programme expenditure 41
National Core Studies 5
EU repatriated services capital 6
BSR capital 6
Baseline capital 7

Monitoring our delivery

We publish 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;
| working conditions and management of health and safety in
the workplace.
Risk and performance management plays a key role in our governance
process to support us to meet our strategic goals, while protecting
assets and reputation. In 2021/22, following a Board effectiveness
review and an increasing focus on performance, we have set up a new
Board Committee for Finance and Performance.
We monitor our performance and delivery through a suite of integrated
risk and performance measures which emphasise the links between
our most significant risks and their potential to impact on performance.
For 2022/23, we have introduced new performance measures
(see Annex) which are focused on improving the effectiveness of our
decision making and targeting of risk. Composite measures are
included in this plan, and underlying measures will be reviewed as part
of our visual Performance Hub to drive further improvements in
performance and accountability.
Within this reporting framework, the Board, Executive Committee, Audit
and Risk Assurance Committee (ARAC), Finance and Performance
Committee 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 determine 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.
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 2022/23, a focus
for ARAC will be to ensure appropriate governance exists to manage
the risks in respect of establishing the BSR.

The People and Remuneration Committee provides assurance to the HSE

Board that there are satisfactory systems for identifying and developing
leadership and high potential, scrutinising the incentive structure and
succession planning for the Board and the senior leadership of the
department, and scrutinising governance arrangements.
Our key performance indicators and targets for 2022/23 include:
Key performance indicator 2019/20 2020/21 2021/22 2022/23

Milestones in plan delivered 87% 82% 85% 90%
Fatal investigations completed within 12 78% 60% 78% 80%
months of primacy
Non-fatal investigations completed within 12 89% 90% 92% 90%
months of incident
Deliver a balanced budget Yes Yes Yes Yes
Engagement Index (Civil Service People 54% 60% 62% 65%
Survey (CSPS))
Average working days lost per full-time 7.0 5.0 6.0 6.0
equivalent
% of staff experiencing bullying or 13% 10% 9% 8%
harassment (CSPS)

Annex: Performance measures

Introduction
Wanting to improve our performance for all our
stakeholders is at the heart of what we do.
For HSE, performance management is about making the best use of
our people and information to help us improve in protecting people and
places. It involves taking positive action to make outcomes better than
they would otherwise be and providing a quality service to all the
stakeholders we regulate.
The purpose of this Annex is to provide more detail on the
numerical performance targets set out in the 2022/23 Business
Plan and cross-referenced accordingly. Some of the activities
identified in the plan to support our five strategic objectives do not yet
have specific numerical performance targets (as indicated below) and
we will be developing targets for these areas where appropriate,
during the year, through the performance framework:
| Reduce work-related ill health, with a specific focus on
mental health and stress – deliverable 2 included in this
document
| Increase and maintain trust to ensure people feel safe where
they live, where they work and, in their environment –
deliverables 4 and 5 included in this document
| Enable industry to innovate safely to prevent major incidents,
supporting the move towards net zero – no numerical
performance targets
| Maintain Great Britain’s record as one of the safest countries
to work in – deliverables 2-9 included in this document
| Ensure HSE is a great place to work, and we attract and retain
exceptional people – deliverables 3-5 included in this document
Risk and performance management plays a key role in our governance
process to support us to meet our strategic goals, while protecting
assets and reputation. Following a Board effectiveness review and an
increasing focus on performance, we have set up a new Board
Committee for Finance and Performance. We monitor our performance
and delivery through a suite of integrated risk and performance
measures which emphasise the links between our most significant
risks and their potential to impact on performance.
For 2022/23, we have introduced new performance measures which
are focused on improving the efficiency and effectiveness of our
decision making and targeting of risk. We have put in place systems
and processes that enable us to make decisions based on sound data,

track our progress and achieve improvements to regulatory activities.

Composite measures are included in the plan, and the underlying
measures set out in this Annex will be reviewed as part of our
visual Performance Hub to drive further improvements in performance
and accountability.
Through our work on developing operational performance measures,
we will ensure that our regulatory activities are dealt with as efficiently
and timely as possible through a combination of modernised processes
and focus on timely decision making. This will help us prioritise our
resources, ensuring they are focused on the highest priority areas. The
new performance measures will better inform where regulatory time is
being spent and the timeliness of decisions to further improve the
quality and service for our stakeholders.
To support this, we will develop a performance framework during the
year which will provide a summary of all the core measures used to
determine how well we are functioning in terms of delivering our
strategic objectives. As part of this activity, we will also be developing
new performance measures for our corporate support functions.
We also operate numerous agency agreements (AAs) and
memorandums of understanding (MoUs) with other regulators and
devolved governments to deliver services on their behalf which are
performance monitored throughout the year. For example:
| HSE and the Scottish Ministers have an AA under S.13(4) of the
Health and Safety at Work Act 1974;
| the Animal Health Act 1981 (AHA); and
| the Specified Animal Pathogens (Scotland) Order 2009 (SAPO).
This AA grants certain powers from the AHA and SAPO to allow HSE
to provide, deliver and manage the licensing, inspection, investigation
and enforcement requirements under SAPO on behalf of the
Scottish Ministers.

Reduce work-related ill health,

with a specific focus on mental
health and stress
Deliverable When
Establish ill-health activity baseline and develop evaluation Q4
strategy
Deliver a programme of interventions focused on ill health in Ongoing
sectors where evidence demonstrates significant incidence of
work-related ill health (see below)
Promote Working Minds campaign via stakeholder engagement Ongoing
and extending the champions’ network
Co-design and launch NEBOSH qualification in prevention and Q3
management of work-related stress
Produce and publish guidance to empower employers to Q4
support disabled workers and workers with long-term health
conditions remaining in work
Complete delivery of the National Core Study on SARS-CoV-2 Q4
transmission

Deliver a programme of interventions focused on ill health in sectors

where evidence demonstrates significant incidence of work-related
ill health
This target is a subset of the 14,000 inspection target above for
ill-health industry sectors, evaluation and assurance inspections
(as below), which measures the actual enforcement percentage
against the planned.
Measure title Sector Indicative Planned Inspection

volume enforcement type
% range
We will reduce Woodworking 700 50-65 Enforcement
work-related ill
Fabricated metals 400 55-65 Enforcement
health through a
proactive Fabricated metals 100 40-60 Assurance
inspection evaluation
campaign which
Asbestos – duty to 400 40-50 Assurance
combines
manage
enforcement,
assurance and Asbestos – duty to 20 20-40 Assurance
evaluation manage evaluation
activity. It will
Ionising radiation 255 50-70 Enforcement
target sectors
where evidence, Respirable silica 200 60-70 Enforcement
research and
Respirable silica 50 40-60 Assurance
insight
evaluation
demonstrate high
levels of Healthcare 10 45-55 Enforcement
incidence and
Construction health 2000 40-55 Enforcement
risk
campaigns

Increase and maintain trust to

ensure people feel safe where
they live, where they work and,
in their environment
Deliverable When
Deliver the BSR Programme to quality, time and cost to ensure Q4
all key functions are ready for deployment
the required operating services for BSR
Deliver BSR engagement and communications strategy focusing Q4
on increasing stakeholder understanding of the BSR and new
regulatory regime
Deliver 70% of plant protection product permissioning activities Ongoing
within the relevant guidelines (see below)
Deliver 80% of biocide permissions within the relevant Ongoing
guidelines (see below)
the required operating services for biocides and pesticides

Deliver 70% of plant protection product permissioning activities

within the relevant guidelines
This measure aims to protect both people and the environment
through the safe and effective use of chemicals. For future years as we
develop the operating services, we will seek to increase the
percentage completion rate. It is a composite target to capture
performance against the timeliness for completing plant protection
product permissioning activities as set out below:
Measure title Description Indicative Timeliness

volume
For plant protection Pesticides active substance 2 52 weeks
product (simple) partial evaluation
permissioning
Pesticides active substance 3 52 weeks
activities, we will
(complex) full evaluation
ensure timely
evaluations, make Pesticides active substance 4 52 weeks
regulatory decisions (simple) other evaluation
and undertake
Pesticides products (simple 300 6 weeks
public consultation
less complex)
where required. This
will protect both Pesticide products (complex) - 630 365 days
human health and authorisation
the environment
Pesticide products (complex) – 25 365 days
through the safe and
emergency authorisation
effective use of
chemicals

Deliver 80% of biocide permissions within the relevant guidelines

This measure aims to protect both people and the environment
through the safe and effective use of chemicals. It is a composite
target to capture performance against the timeliness for completing
biocide permissioning activities as set out below:
Measure title Description Indicative Timeliness

volume
For biocide Biocides (less complex) 2000 12 months
permissioning
Biocides (complex) – 7 365 days
activities, we will
new active substance
ensure timely
evaluations, Biocides (complex) – 7 365 days
make regulatory existing active substance
decisions and
Biocides (complex) – article 93 7 365 days
undertake
government Biocide products (less complex) – 90 70 working
department COPR days
consultation
Biocide products (simple) – 10 90 days
where required.
same product
This will protect
both human Biocide products (complex) – 50 180 days
health and the changes
environment
Biocides (complex) – 220 365 days
through the safe
national authorisation
and effective use
of chemicals Biocide products (complex) – 5 90 days
simplified national authorisations
Biocide products (complex) – 100 365 days
renewals

Enable industry to innovate

safely to prevent major incidents,
supporting the move towards
net zero
Deliverable When
Develop and agree priorities for HSE’s approach in supporting net zero Q3
to inform future engagement with government departments and
industry stakeholders
Undertake a strategic assessment of capacity and capability that will Q4
be required for HSE’s regulatory approach to net zero priorities
Provide expertise and support for the Hydrogen Heating Programme Q4
trials strategy and evaluation
Undertake a review of the existing regulatory framework and system Q4
architecture to assess whether it is fit for purpose to support new
technologies including hydrogen
Complete a programme of work to understand the risks resulting from Q4
increasing use of lithium-ion batteries
Baseline activity and develop internal HSE carbon reduction plan Q4
There are currently no numerical targets set for this strategic objective,
and this will be reviewed as appropriate in successive Business Plans.

Maintain Great Britain’s record

as one of the safest countries
to work in
Deliverable When
Develop and implement weighted risk-based incident selection Q3
criteria
Deliver 14,000 proactive inspections Ongoing
Deliver enforcement outcomes associated with inspection within Ongoing
planned ranges
Complete 80% of fatal investigations within 12 months of Ongoing
primacy
Complete 90% of non-fatal investigations within 12 months of Ongoing
incident date
Achieve an average increasing rate of enforcement action as Ongoing
Deliver 90% of major hazard interventions within agreed Ongoing
timescales
Achieve 80% investigation of concerns within agreed timescales Ongoing
Achieve year 2 of the Explosives Approval Body programme Q4
which will provide the capacity and capability to regulate
civil explosives

Deliver 14,000 proactive inspections

This is a target for total inspections measured through completion of a
case record on the regulatory case management system (COIN).
Inspecting key industry sectors, workplaces and work activities is
important as it helps ensure health and safety risks are being
managed effectively.
We target and inspect dutyholders:
| in sectors which have the most serious risks (see the following
section);
| where we have information and intelligence that health and safety
is a significant concern, such as:
• previous performance;
• concerns raised by workers, the public or others;
• incident investigations;
• reports of injuries, diseases and dangerous occurrences.
Our regulatory emphasis is on prevention but, where appropriate, we

will enforce the law to ensure that action is taken to manage risks and
protect life, health and the environment as necessary. We take
enforcement action to ensure dutyholders:
| deal immediately with serious risks (so they prevent harm);
| comply with the law;
| are held to account if they fail in their responsibilities.
Our enforcement action is proportionate, targeted, consistent,
transparent and accountable. It is in line with our Enforcement Policy
Statement and Enforcement Management Model.

Deliver enforcement outcomes associated with inspection within

planned ranges
This target is a subset of the proactive inspections referred to in the
previous section for high-risk, evaluation and assurance inspections
(as below) which measures the actual enforcement percentage against
the planned. This is intended to clarify our enforcement expectations
before we embark upon a campaign so we can determine impact and
inform future interventions.
Measure title Sector Volume Planned Inspection

enforcement type
% range
We will maintain Waste and recycling 500 45-65 Enforcement
Great Britain’s
Agricultural compliance 440 30-50 Enforcement
safety record
through a proactive Livestock 120 35-50 Enforcement
inspection
Fairgrounds 100 15-30 Assurance
campaign which
combines Forestry 50 30-60 Enforcement
enforcement,
Overhead power lines 50 40-60 Enforcement
assurance and
evaluation activity. Anaerobic digestion 50 40-60 Enforcement
It will target
Transport 40 20-30 Assurance
sectors where
evidence, research Asbestos contractor 1000 N/A Assurance
and insight licence compliance
demonstrate high
Recladding 45 10-30 Assurance
levels of incidence
and risk Plant decommissioning 5 40-60 Enforcement
and dismantling
Complete 80% of fatal investigations within 12 months of primacy

This is a target for fatal investigations being completed within 12
months and is measured through completion of a case record on the
regulatory case management system (COIN). It starts from the point of
HSE having primacy, which means HSE being the lead investigating
authority rather than investigating alongside or supporting another
enforcement organisation such as the Police. It is designed to ensure
HSE investigates swiftly to secure justice for the family and learnings
for the industry. The 80% target recognises that approximately one in
five cases will be more complex and take longer than 12 months.

Complete 90% of non-fatal investigations within 12 months of

incident date
This is a target for non-fatal investigations being completed within 12
months of incident date and is measured through completion of a case
record on the regulatory case management system (COIN). It is
designed to ensure HSE investigates swiftly to secure justice for the
individuals and learnings for the industry. The 90% target recognises
that approximately one in ten cases will be more complex and take
longer than 12 months.
Achieve an average increasing rate of enforcement action as

This series of measures is designed to ensure that where we continue
to investigate beyond review points, it will lead to an increasing rate of
enforcement action being taken in those cases. This will ensure more
timely closure of those investigations which will not result in justice or
learnings for the industry.
| 20% of all cases will have been completed within 3 weeks and we
expect an average enforcement rate of 15% on those cases that
remain open for investigation.
| 40% of all cases will have been completed within 11 weeks and
we expect an average enforcement rate of 25% on those cases
that remain open for investigation.
This will be measured through local data collection initially and verified
through COIN records. The average enforcement rate specified combines
ranges from Field Operations and Construction investigations.

Deliver 90% across major hazard interventions within agreed

timescales
This composite target is designed to measure the timeliness of
completion across major hazards regulatory activity and will be
measured through COIN records and the Offshore portal. Performance
against the targets will indicate the breadth of regulatory intervention
and timeliness of performing the activity.
Measure title Activity Description Indicative volume Timeliness

We will deliver our major Control of Major 75% completion of safety 67 Depends
hazard intervention activity Accident Hazards cases within agreed on type
to provide assurance that (COMAH) safety timescales
the major hazard industries report assessments
are identifying and
Explosives Explosive licence 100 Depends
managing the risks they
permissioning applications and on type
create. The aim of our
regimes classification assessments
activities is to:
Microbiological Microbiological 350 Depends
1. confirm dutyholders permissioning assessments conducted to on type
have properly focused their regime agreed timescales
risk management efforts
Hazardous Hazardous substance 60 13-26
on major hazards, and are
substance consent assessments conducted to weeks
controlling risks and
consultations agreed timescales
complying with the law;
Land use planning Land use planning 3500 21 days
2. take proportionate applications – applications processed to
action, including simple agreed timescales
enforcement, to ensure
Land use planning Land use planning 23 21 days
dutyholders make
applications – applications processed to
improvements where there
complex agreed timescales
is evidence of significant
shortfalls in control COMAH planned Inspections completed and 500 4 months
measures; inspections report produced and sent
out
3. provide advice to the
Follow-up on 75% of issues closed out 1100 Due date
planning system to protect
COMAH by due date
people around major
interventions
hazard sites, pipelines and
licensed explosive sites. Offshore Average number of days 4 5 days
permissioning – to assess safety cases
new

Measure title Activity Description Indicative volume Timeliness

Offshore Average number of days 80 5 days
material change
dismantlement
cases
Offshore 75% of safety cases/ 70 Due date
permissioning – reports assessed by
statutory casework due date
permissioning – to assess well notifications
well notifications
Offshore inspection Average number of days 130 10 days
to complete full inspection
Mines inspection – Average number of days 50 3 days
simple to complete simple
inspection
Mines inspection – Average number of days 70 10 days
full inspection to complete full inspection
Quarries inspection Average number of days 200 2 days
– full inspection to complete full inspection
Diving inspection – Average number of days 60 2 days
non-offshore to complete full inspection
Renewable energy Average number of days 50 3 days
inspection to complete full inspection
Pipelines inspection Average number of days 140 5 days
to complete full inspection
Energy sector 75% of issues closed out 1100 Due date
issues by due date
Achieve 80% investigation concerns within agreed timescales

This target measures the percentage of health and safety concerns
investigated and closed within agreed timescales across the type of
concerns. It is designed to ensure concerns are addressed in a timely
manner, including the activity of the Concerns and Advice Team. Previous
year targets have been 75%, and for 2022/23, this target has been
increased to 80% to drive further improvement on timely completion.

Ensure HSE is a great place to

work, and we attract and retain
exceptional people
Deliverable When
Develop and implement an HR strategy that supports the Q2
delivery of our strategic objectives
Refresh our resourcing strategy to improve recruitment and Q2
attraction
Embed diversity and inclusion and reduce to 8% the percentage Q3
of staff who have personally experienced bullying or harassment
(see below)
Achieve average working days lost of 6 days per full-time Ongoing
equivalent (see below)
Achieve an engagement index of 65% (62% in 2021) (see below) Q3
Review and implement four core parts of the Health, Safety and Q4
Wellbeing risk management approach
Develop an approach to long-term pay reform to provide a Q3
competitive and attractive reward package
Develop and publish a hybrid working policy Q1
Embed diversity and inclusion and reduce to 8% the percentage of

staff who have personally experienced bullying or harassment
This target is measured through the results of the Civil Service People
Survey for HSE, which is a cross-Civil Service survey undertaken by
the Cabinet Office. The measure is intended to cover experiences with
both internal interactions within HSE as well as externally fulfilling our
regulatory role. HSE has a zero tolerance approach to discrimination,
bullying and harassment and has been working across the
organisation to reduce, year-on-year, the number of staff who
experience this. The target has been reduced from 9% to 8% for
2022/23 to reflect this drive for improved performance.

Achieve average working days lost of 6 days per full-time equivalent

This target is based on a rolling 12 months of absence data and is
calculated on a full-time equivalent basis. It is designed to ensure
monitoring of absence for the organisation and for specific divisions so
targeted action can be taken. The target is also monitored at a short-
term and long-term absence breakdown to support necessary
interventions.
Achieve an engagement index of 65% (62% in 2021)

This target is measured through the results of the Civil Service People
Survey for HSE, which is a cross-Civil Service survey undertaken by
the Cabinet Office. It is based on five questions to determine how the
organisation engages and motivates its people. The target has been
increased from 61% to 65% in 2022/23 to reflect the ambition for
increased engagement.


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Health and Safety Executive Page 2 of 45

12k 1.7 142

0.4 0.8 0.6

12.5k 17% 20k+

Health and Safety Executive Page 3 of 45

Health and Safety Executive Page 4 of 45

We lead the way, but we do not act alone. Collaborating in partnership

Sarah Newton Sarah Albon

Health and Safety Executive Page 5 of 45

Our strategy and objectives

Reduce work-related ill health, with a specific focus on

Increase and maintain trust to ensure people feel safe

Enable industry to innovate safely to prevent major

Maintain Great Britain’s record as one of the safest

Ensure HSE is a great place to work, and we attract and

Health and Safety Executive Page 6 of 45

Reduce work-related ill health,

Work-related ill health

Health and Safety Executive Page 7 of 45

We will focus our effort to reduce work-related ill health, including

Health and Safety Executive Page 8 of 45

Finalise national core studies

Our deliverables in the year will be:

Health and Safety Executive Page 9 of 45

Increase and maintain trust to

Establishing the Building Safety Regulator

Health and Safety Executive Page 10 of 45

Following completion of the discovery phase, we will refine the BSR

Health and Safety Executive Page 11 of 45

Gas Safe Register

Our deliverables in the year will be:

Health and Safety Executive Page 12 of 45

Enable industry to innovate

Deliver our net zero commitments

Health and Safety Executive Page 13 of 45

We have previously supported the Department for Business, Energy

Review risks from battery failures

Health and Safety Executive Page 14 of 45

Reducing our own carbon footprint

Our deliverables in the year will be:

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Maintain Great Britain’s record

Modernise regulatory processes

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Improving our proactive regulatory

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Investigate to swiftly tackle and reduce risk

Deliver our major hazard interventions

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We will also be undertaking interventions in the areas of mining,

Regulatory intelligence hub

Explosives approval body

Our deliverables in the year will be:

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Ensure HSE is a great place to

Develop a human resource strategy

Refresh our resourcing strategy