Findel Plc Risk Management Strategic Plan

Transcription

1 Findel Plc is a quoted UK company with an annual turnover in excess of 458 million and trades via three divisions, Home Shopping (Express Gifts Limited), Findel Education and Findel Services. Corporate social responsibility highlights specific defined areas such as Environment, Energy, Waste, Product Sourcing, Ethical Trading. Currently there is no reference to Health and Safety or Risk Management. The Findel Plc 3 Year is very ambitious and relates to our desire to change and improve in the areas of health and safety management and the management of risk within the group. The success or failure to achieve the objectives set out in the plan depends significantly on the initial commitment and investment given to the plan by Findel Plc, primarily on the recruitment and appointment of the right calibre of people to ensure that the plan is implemented. I believe that ambitious plans encourage change. Our goals need to be stretching to the point that it become exciting to meet. They also need to be inspirational, easy to understand and remember both up and down the organisation levels. In order to ensure they are delivered they need to have an accountable person assigned to the objective and a deadline for completion. In order to ensure continual improvement we as an organisation have to do new things and we have to do things differently. Findel Plc will work on the 4 key values: Findel Plc Core Values Nothing we do is worth getting hurt for. Risk within our business can, and will, be effectively managed. Health and Safety is everyone s responsibility. Every workplace accident or ill health could, and should, have been prevented. Managing Group Risk Our vision is to have robust risk management systems and processes in place across all the Findel Plc operations that consistently and continually deliver improved performance.

2 Strategic Objectives The objective of the 3 year plan is to implement and maintain a process of continual improvement, in the management of risk, across all facilities within the Findel Plc organisation. This will involve a systematic approach detailing the minimum standards required, developing training and competencies, auditing, setting achievable targets, planning and reviewing. The plan will endeavour to: Ensure sufficient resource is given to the management of risk within Findel Plc. Implementation a robust Risk Management System which is standardised across all facilities. Standardise and implement Risk Management procedures and documentation across all facilities. Reduce the number and severity of accidents, incidents and ill health within the Findel Plc Group. Ensure Findel Plc and its business functions meet their legal and statutory obligations regarding current health and safety law. Reduce personal injury claims taken against Findel Plc and it s business functions. Priority Objectives for 2006/2007 The implementation of the Risk Management process will guarantee Findel Plc are working proactively to reduce the risk of accidents or injury and other incidents and to ensure compliance with their legal and moral obligations. There will be 5 Priority Objectives set for the first year of the plan, which are detailed below. Priority Objective 1 Priority Objective 2 Priority Objective 3 Priority Objective 4 Priority Objective 5 People Resource and Development Contractor Management Codes of Conduct (CoC) Key Performance Indicators (KPI s) Task Risk Assessment (TRA)

3 Definitions Vision The vision is the image of where Findel Plc want Risk Management to be in the preferred future. Ownership Ownership for the result of an objective will always be with an individual. How the owner chooses to deliver the results, whether by assigning responsibilities to others or doing it themselves is the owners decision. The success or failure of delivering results ultimately lies with the owner, irrespective of the performance of other individuals. Accountability / Responsibility People at all levels of the organisation being responsible for their actions and taking full accountability for their achieving an delivery their individual targets and objectives. Delivery Completing the objective / initiative against an agreed set of criteria. Review Reviewing all performance aspects of how we work and reflecting any improvements back into the Risk Management process. Risk Management Competencies Competencies are characteristics of our behaviour that shape how we approach and carry out our jobs. Competencies determine how work is performed our attitudes, understanding and willingness to do things. Highly developed and appropriate skills are essential to performing effectively, but the way we go about doing jobs is critical. Competencies provide each individual within the risk management structure with an opportunity for personal development and collectively to help us achieve our vision. The competencies described in our process will allow for specific development needs to be identified as part of individual personal development. The key is to identify which competencies have greatest positive impact on individual performance and to do this within the framework provided by the Risk Management Process.

4 Risk Management Codes of Conduct Findel Plc Codes of Conduct with be introduced and will become the foundation of the Risk Management System within the Findel Plc Group. Each Code of Conduct will set out the minimum standard that is required within each specific area, but will not detail how this is to be achieved. Each Code of Conduct will have an associated Risk Management Procedure specific to each business function and will detail how the standard will be reached. Codes of Conduct will be divided into two distinct categories System Codes of Conduct and Operational Codes of Conduct. System Codes of Conduct will define the minimum standards required within the Risk Management System and will be applicable to all Findel Plc sites and functions. Operation Codes of Conduct will define the minimum standards to be achieved regarding specific operational risks within the business these may or may not be applicable to each and every site. System Codes of Conduct will include: Operational Codes of Conduct will include: Policy Emergency Evacuation Hazardous Substances Legal and Other Requirements. Electrical Working. Portable Electrical Equipment Objectives and Improvement plans. Personal Protective Equipment Permanent Electrical Equipment Control of Contractors. Temporary Access Equipment. Noise Roles and Responsibilities Lock Out Powered Vehicles Task Risk Assessment Moving Machinery Hot Work Incident Reporting & Investigation Walking and Working Surfaces Loading and Unloading Training and Competences Traffic Management Asbestos Consultation and Communication First Aid Confined Spaces Document Control Lifting Equipment Lighting Operational Control Manual Handling Legionella KPI's and Performance Monitoring Display Screen Equipment (DSE) New and Expectant Mothers. Review Young Persons

5 3 Year Plan Year 1 April 2006 / March 2007 Recruitment and appointment of an adequate and competent resource in order to facilitate the implementation of the Findel Plc Risk Management process. This will include a documented Risk Management structure (proposed structure attached), agreed and signed off at senior board level Structure to include resource at Group Level, Business Level, Site Level. Update / Sign off / Roll Out of revised Safety Policy Group and Business Level. Define and document Risk Management Roles and Responsibilities at each management level. Implementation of a Findel Plc Risk Management System (RMS) standardised across the Findel Group detailing the minimum standards required (Codes of Conduct) the implementation of these minimum standards must be prioritised by risk working on the top 5 risks in Year 1 (06/07). Setting of Risk Management Key Performance Indicators (KPI s). Conducting site risk management audits against compliance with the codes of conduct baseline survey giving Risk Control Rating (RCR) and target setting against the defined KPI s. Development of bespoke Risk Management Improvement Plans (RMIP s) for all sites. Development and implementation of defined Risk Management Procedures against the Codes of Conduct (Prioritised by risk). Tracking progress to plan Risk management steering meetings at Senior Management level and site level. Development of standardised risk management documentation across the Findel Group. Development an appropriate set of individual competencies and skills and the implementation of a 3 year training plan. Development and implementation of a process of Consultation and Communication site safety committees.

6 Action Recruitment, appointment and allocation of resource and sign off of Risk Management structure. Update / Sign off / Roll out of revised Safety Policy Statements. Findel Plc Year 1 Apr 2006 March 2007 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Define Roles and Responsibilities at all levels Briefing session on Risk Management System senior management Circulation and Prioritisation (Top 5 risks) of Codes of Conduct Setting of Risk Management Key Performance Indicators Conducting Site Risk Management Audits across all sites and set improvement targets Development of Risk Management Procedures against the codes of Conduct based on risk prioritisation. Implementation of a risk management steering meeting structure at Group, Business Function and site levels with frequencies Development and implementation of standardised risk management documentation. Set individual competency and skill requirements at each responsible level of management Develop a training plan to meet the required individual competency levels. Develop and implement a system of Consultation and Communication across all sites.

7 Year 2 April 2007/ March 2008 Analysis and review of performance Conducting end of year surveys at all sites to establish progress made against Yr1 targets and KPI s. Target setting for Year 2 Risk Management improvement targets. Development of Year 2 Risk Management Improvement Plans (RMIP s) for all sites. Continuation of Risk Management Steering meetings. People Development Development of Year 2 risk management training plan. Continued development of Findel Plc Risk Management Procedures cross referenced to each Code of Conduct. Year 3 April 2008 / March 2009 Analysis and review of performance Conducting end of year surveys at all sites to establish progress made against Yr2 targets and KPI s. Target setting for Year 3 improvement targets. Development of Year 3 Risk Management Improvement Plans (RMIP s) for all sites. Continuation of Risk Management Steering meetings. People Development Development of Year 3 risk management training plan. Continued development of Findel Plc Risk Management Procedures cross referenced to each Code of Conduct Development and introduction of a Behavioural Safety Process.

8 Findel Plc Risk Management System Strategic Plan Priority Objective 1 People Resource and Development 2006/07 Intent WHAT Objective HOW specific activities to be done OUTPUT deliverable measure of success WHO accountability / ownership 1. Recruitment of competent and qualified Risk Advisers to enable implementation of the Risk Management System within each business function. 2. Development of competent Risk Management people within the organisation at all levels of the business. To implement a method for developing and managing the people responsible for the implementation of the Risk Management process based on the needs, competencies and skills required at each level. 1. Develop a set of competency and skills based on Risk Management requirements 2. Assess appropriate competency and skills across selected functions and levels 3.Train each level to achieve the competency and skill levels required to carry out their individual function. 4. Monitor progress and review 1. Documented competency & skill model in use 2. Competency & skill assessment completed for selected risk management organisation 3. Competency process communicated and people made aware of their assessment Senior Management Company Secretary

9 Findel Plc Risk Management System Strategic Plan Priority Objective 2 Contractor Management 2006 / 07 Intent WHAT Objective HOW specific activities to be done OUTPUT deliverable measure of success WHO accountability / ownership To manage the selection and use of external contractors to ensure their competencies and legal compliance. To implement a robust selection and approval procedure for all external contractors. Develop an audit procedure for external contractors wishing work on Findel Plc sites. Development of an approved contractors data base. 1. Develop and implement a procedure to be followed when selecting using external contractors. 2. Develop an audit system for external contractor to ensure their competencies and compliance with current health and safety legislation. 4. Develop a data base of approved contractors. 3. Review 1. Written procedures to be developed, agreed and implemented. 2. Any site actions to be included on Risk Management Improvement Plans. 3. Design and implement a contractors health and safety audit. 4. Development of an approved contractors data base. Risk Advisers Andy Forrest Risk Advisers Andy Forrest Andy Forrest 4. Method of selection and approval to be implemented in the Risk Management system Risk Advisers

10 Findel Plc Risk Management System Strategic Plan Priority Objective 3 Codes of Conduct 2006 / 07 Intent WHAT Objective HOW specific activities to be done OUTPUT deliverable measure of success WHO accountability / ownership 1. To define and implement System and Operational Codes of Conduct. 2. Communicate Codes of Conduct across all business functions. 3. Prioritise Codes of Conduct within each business function working initially on the top 5 risks. To define the minimum requirements for Risk Management systems and operational activities through documented codes of conduct 1. Create a documented library catalogue that defines the required codes of conduct 2. Develop the plan for writing the codes of conduct with an implementation prioritisation for each site 3. Monitor, review and support the plan 1. A documented library catalogue agreed, approved and communicated to users 2. Plan agreed and approved 3. Applicable codes of conduct are defined for use at each site and included in Risk Management Improvement Plan 4. Site timescales for implementation are determined, agreed and communicated Risk Advisers / Risk Advisers / Risk Advisers / 5. Implementation target is tracked locally and met at year end Risk Advisers /

11 Findel Plc Risk Management System Strategic Plan Priority Objective 4 Key Performance Indicators 2006 / 07 Intent WHAT Objective HOW specific activities to be done OUTPUT deliverable measure of success WHO accountability / ownership 1. Development of Key Performance Indicators (KPI) To define and implement Key Performance Indicators across all risk management programmes of work. 1. Define the required proactive and reactive Key Performance Indicators 2. Develop a reporting mechanism taking into account internal and external requirements 3. Develop performance improvement targets 1. Documented Key Performance Indicators 2. Agreed list of improvement targets being used 3. Documented review of Key Performance Indicator effectiveness published Risk Advisers Risk Advisers 4. Define a process to track, monitor and review

12 Findel Plc Risk Management System Strategic Plan Priority Objective 5 Task Risk Assessment 2006 / 07 Intent WHAT Objective HOW specific activities to be done OUTPUT deliverable measure of success WHO accountability / ownership 1. To manage and reduce risk at all sites through the process of Task Risk Assessment (TRA). 2. The subsequent development of safe working practices (SWP) To implement the Task Risk Assessment process at all sites. To train sufficient persons in carrying out Task Risk Assessments and the development of safe working practices. 1. Task Risk Assessment incorporated into 2006/07 Risk Management Improvement Plans. 2. Define where in the plan sites should reach by the end of the Year Monitor, review and support plan. 1. Site management plan for Task Risk Assessments must be produced, agreed in use and supported by the Risk Adviser. 2. Site year end target tracked locally on a monthly basis and met at year end. Risk Advisers Safety Champions 4. Define a method for the development of safe working practices.

13 Proposed Risk Management Structure 2006 Findel Plc Board Director Risk Management Richard Reeve Operations Director Operations Director Express Gifts Findel Plc Findel Education Dave Sanderson Group Risk Manager Chris Mahady MIOSH Express Gifts Findel Services NRS Findel Education Risk Advisor (Nelson) Risk Advisor Risk Advisor (TBC) Site Based Safety Champions Site Based Safety Champions