Chief Executive’s Service – Annual Health and Safety Report 2025-2026 and Action Plan Outturn Report 2025-2026
Renfrewshire Council · 11 June 2026
Back to Finance, Resources and Customer Services Policy Board — 11 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC _________________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 11 June 2026 Report By: Chief Executive Heading: Chief Executive’s Service – Annual Health and Safety Report 2025/2026 and Action Plan Outturn Report 2025/2026 1. Summary 1.1 The Council’s Health, Safety and Welfare Policy requires each service to submit an annual report and an annual Health and Safety action plan to the relevant Policy Board. 1.2 The Chief Executive’s Service annual progress report is attached as Appendix 1 and the Action Plan Outturn Report 2025/2026 as Appendix 2. This summarises the achievements from 1 April 2025 to 31 March 2026 setting out the arrangements for the management of health, safety and wellbeing within the service. 1.3 In terms of looking forward, the Chief Executive’s Service 2026/2027 Health and Safety Plan was approved by the Finance, Resources and Customer Services Policy Board on 23 April 2026. It set out the planned actions the service will undertake during 2026/2027, outlining the service’s commitment to continuous improvement in health and safety performance in accordance with the People Strategy – Ongoing implementation of key priorities (Health and Wellbeing Plan 2024/2029). ________________________________________________________ 2. Recommendations 2.1 It is recommended that the Finance, Resources and Customer Services Policy Board: i) notes the content of this report
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PUBLIC __________________________________________________________________ 3. Background 3.1 The Chief Executive’s Service delivers a range of strategic services within the organisation. We do this through a range of activities delivered across our service areas: policy and partnerships, economy and development, City Deal and infrastructure, and communications, marketing and events. Our services are delivered by 226 employees, led by the Chief Executive who is supported by the Head of Policy and Partnerships, the Head of Marketing and Communications, the Head of Economy and Development, and the Programme Director (City Deal and Infrastructure). 3.2 The Chief Executive’s Service Head of Policy and Partnerships is the lead officer for health, safety and wellbeing within the service and is supported by the Strategy, Policy and Insight Manager. We have a proactive approach and commitment to health, safety and wellbeing which is supported by the service’s working group. Psychological is the biggest absence reason both council-wide and within the service and we have had a recent focus on employee mental health. 3.3 The service’s health and safety working group forms part of the wider corporate health and safety governance structure. The group provides a platform for reviewing and monitoring service-level performance, identifying emerging risks, and sharing wellbeing activity. Key actions, issues and updates from the service group are highlighted at the Corporate Health and Safety Committee, ensuring that local and service priorities align with corporate policy and decision-making. 3.4 As with other Council services, employees have been hybrid working, splitting their working week between home and office. The service has adapted its processes and procedures to ensure that standards for all employees working from home or in the office are maintained, with the health, safety and wellbeing of employees being a priority. The service’s health and safety working group meets quarterly via Teams and is currently undergoing a membership review to ensure appropriate representation across all service areas, improving information flow, strengthening engagement, and ensuring risks and issues are consistently identified and managed at service level.
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PUBLIC 3.5 The annual report 2025/2026, Appendix 1 reflects on health, safety and wellbeing achievements and areas for improvement identified over that period. 3.6 The action plan outturn report 2025/2026 is included as Appendix 2 to this report with the plan monitored on a quarterly basis by the service’s health and safety working group and a biannual progress report presented to the Finance, Resources and Customer Services Policy Board. 3.7 The preparation of this annual report and action plan outturn report has been supported by the Council’s Health and Safety Team within Finance and Resources, Business, Risk & Safety. 4. Key achievements 2025/2026 4.1 The Chief Executive’s Service Action Plan and Performance Indicators 2025/2026 covered a range of actions and performance measures to allow the service to recognise, manage and monitor health, safety and wellbeing. The action plan ensures compliance with key policies, monitoring and reviewing risk assessments and encouragement of health & safety training as well as underpinning a positive health and safety culture throughout the service. The service encourages the reporting of accidents and incidents, and these are monitored throughout the reporting year. 4.2 Specific achievements in relation to Chief Executive’s Service Health & Safety Action Plan are highlighted below: 4.3 During 2025/2026, the Chief Executive’s Service made measurable progress in strengthening its arrangements for managing health, safety and wellbeing, underpinned by the Service Health & Safety Action Plan. 4.4 In line with the Corporate Health, Safety and Welfare Policy there is now Trade Union representation at the working group which is collaborative working in practice and contributes to promoting safe, healthy and supportive working environments. 4.5 Key achievements during the reporting period include the reissue of training material from a session held in January 2025 on accident reporting to all managers, reinforcing management responsibilities for incident reporting, investigation and learning. Reporting levels have increased over the past year, suggesting that staff feel more confident in reporting incidents and that managers are actively reinforcing expectations around transparent reporting. 4.6 Fire Risk Assessments for buildings outwith headquarters were uploaded onto CAMIS, improving access to information and supporting compliance and assurance arrangements. Progress was also made in finalising our General Office Risk Assessment to include occupational road risk, strengthening the service’s approach to managing driving-related risk.
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PUBLIC 4.7 The service delivered its planned programme of Workplace Observation Inspection Reports (WOIR). Outcomes from an HQ based inspection were shared via the Corporate Health and Safety Committee to support wider organisational learning and promote good practice across other services. 4.8 Effective health and safety support was also provided to service activities and events during the reporting year. This included the completion of risk assessments for Community Learning and Development events such as Reclaim the Night (November 2025), and supporting the extension of the art mural on Seedhill Road which was undertaken by young people in the community together with a known street artist. 4.9 These achievements demonstrate ongoing commitment to maintaining safe working environments, strengthening management capability, and embedding health and safety considerations into day-to-day service delivery. 5. Opportunities for improvement 5.1 While effective arrangements are in place for the management of health, safety and wellbeing, a number of areas for further development were identified during the reporting period to support continuous improvement. 5.2 Work remains ongoing to formalise the governance arrangements of the service health and safety working group. This includes developing a Terms of Reference which will ensure clarity around the purpose of the group, membership expectations, escalation routes and reporting responsibilities. This will strengthen assurance and accountability. 5.3 A review of working group membership is underway. This will ensure appropriate representation across all service areas, with the aim of improving information flow, strengthening engagement, and ensuring that risks and issues are consistently identified and managed at service level. The review will also support improved consistency and timeliness of internal updates, ensuring that risks and activity are shared proactively through agreed governance channels. 5.4 In addition, representatives will be encouraged to bring forward updates, feedback and learning from their respective teams. This will help ensure that the working group operates as an effective two-way communication channel. 5.5 Training monitoring remains an area for development. Due to current system limitations, the service is unable to produce a comprehensive training matrix. Work is therefore underway to identify alternative approaches to supporting managers in monitoring training completion, compliance with mandatory requirements and identifying skills gaps across the service.
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PUBLIC 5.6 Addressing these areas will support stronger governance, improved visibility of health and safety performance, and further embed health and safety and wellbeing as an integral part of service management. 5.7 While most risk assessments are in place, corporate oversight across the service has not yet been fully standardised, presenting an opportunity to enhance central assurance. 6. Actions which have been delayed or cancelled 6.1 There are three outstanding actions within the 2025/26 Action Plan were not completed during the reporting year. It is proposed that the due date for these actions be amended to 31 March 2027. 7. Conclusion 7.1 The Chief Executive’s Service maintains a structured and robust approach to health, safety and wellbeing, supported by clear governance arrangements, defined roles and responsibilities, and regular monitoring of performance and compliance. The service is also demonstrating increasing emphasis on forward planning, early risk identification, visible leadership engagement and continuous improvement. This is underpinned by reflective practice and the use of learning from experience to strengthen prevention and resilience. These arrangements provide a strong foundation for further embedding health, safety and wellbeing as an integral part of effective service delivery during 2026/2027. Implications of the Report 1. Financial Implications – None. 2. People & Organisational Development - This report supports the Council’s commitment to the health, safety, and wellbeing to employees and anyone else who could be affected. 3. Community/Council Planning Implications – None. 4. Legal Implications – None. 5. Property/Assets Implications – None. 6. Information Technology Implications – None. 7. Equality & Human Rights Implications - The recommendations contained within the report have not been assessed in relation to their impact on
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PUBLIC equalities. Should the need arise, any specific actions will be reviewed for their impact on equality groups. 8. Health & Safety Implications - The report supports and demonstrates the Council and the Chief Executive’s service’s commitment to ensuring effective health and safety management. 9. Procurement Implications - None. 10. Risk Implications - The report supports the overarching management of risk within Renfrewshire Council. 11. Privacy Impact Implications - None. 12. Cosla Policy position – None. 13. Children’s Rights – this report is for noting and has no direct implications on children’s rights. 14. Climate Risk – None. ___________________________________________________________________ List of Background Papers None ___________________________________________________________________ Author: Pamela McDonald, Policy Officer, pamela.mcdonald@renfrewshire.gov.uk
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PUBLIC APPENDIX 1 CHIEF EXECUTIVES SERVICE ANNUAL HEALTH AND SAFETY REPORT 2025/2026 11 JUNE 2026
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PUBLIC The Council’s Health and Wellbeing Plan 2024/2029 sets out the vision for employee wellbeing. It aligns to the Council Plan 2022/2027 and our People Strategy “Our People Our Future 2021-2026”. This annual report has been prepared by the Chief Executive’s Service in accordance with the plans referenced above jointly with Renfrewshire Council’s Health and Safety Policy and Plan, the purpose of which is to evaluate the health, safety and welfare performance of the service during 2025/2026. The Council’s vision is to provide a ‘safe, healthy, and inclusive workplace’ considering physical, mental, social and financial wellbeing and we will support this and continue to raise the profile of health, safety and welfare across the service. 1. Management of health and safety within the Chief Executive’s Service 1.1 The corporate policy on health, safety and welfare was revised and approved in December 2025 and it will be communicated to staff. The current policy outlines the organisational responsibilities of the Chief Executive, managers, employees and others (e.g. fire wardens, first aiders and lone workers). The following details are included: • the health and safety arrangements within the service; • the specific information regarding health and safety advice and training; and • how to raise health and safety concerns and how to report an accident. 1.2 The service’s strategy aims to ensure that health, safety and welfare is an integral part of the overall management of the service and the service continually seeks ways to ensure a safe workplace for all employees. 2. Organisation for implementing health and safety management 2.1 The Head of Policy and Partnerships is the lead officer for health, safety and wellbeing within the Chief Executive’s Service and is supported by the Strategy, Policy and Insight Manager. This ensures that health, safety and welfare remain a high-profile within the service. 2.2 The service’s health and safety co-ordinator attends the Corporate Health and Safety Committee (CHSC) and provides a service update on health, safety and welfare. The working group is informed of outcomes from the CHSC which they then share with their local teams and managers. The CHSC also enables the escalation of any health, safety and wellbeing issues that cannot be resolved at local level and to share lessons learned across services.
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PUBLIC 2.3 The service has a working group which is attended by representatives from across the service and meets quarterly. It is also attended by a Health & Safety Adviser from Business Services, Risk & Safety, Health and Safety Team. It was identified that the membership of the working group would benefit from review to support improved engagement, alongside the introduction of Terms of Reference and supporting tools to better equip members to provide updates. These improvements will be implemented during 2026/27. 2.4 The service also has quarterly meetings with the Head of Policy and Partnerships at which the service H&S Coordinator and Corporate Health & Safety Adviser provide an update from both the service working group and Corporate Health & Safety committee meetings. This provides the opportunity to discuss both service and councilwide issues and any further action deemed necessary and to ensure there is effective communication across all levels of the service. 2.5 In line with the Corporate Health, Safety and Welfare Policy which was revised and approved in December 2025 we now have Trade Union representation at the working group which is collaborative working in practice and contributes to promoting safe, healthy and supportive working environments.
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PUBLIC 3. Planning and setting standards: Plan - Do - Check - Act 3.1 The Chief Executive’s service health & safety arrangements are be based on the Plan – Do – Check – Act approach referred to in the Corporate Health & Safety policy. This methodology achieves a balance between the systems and behavioural aspects of management. It also ensures health, safety and wellbeing are integral parts of good management generally, rather than being stand-alone. 3.2 The Chief Executive’s service has a risk control strategy in place to minimise employees and service users’ exposure to significant risks. The risk profile includes delivering public events, activities undertaken by Communities, Learning & Development, Building Standards, City Deal, Estates, Development Management as well as management responsible for premises out with Renfrewshire House. These risks listed below: • Council managed public events; • Fire, safety & management; • Lone working; • Musculo-skeletal (DSE); • Occupational road risk; • Slips, trips and falls • Stress (work and non work related); • Violence & aggression; and • Working at height; The service has a Risk Register to monitor general risk assessments (tasks undertaken by employees) and fire safety risk assessments to ensure they are current and accurate. 3.3 During 2025/2026, the review of risk assessments remained a key focus for the service. The service recognises that risk assessments may be required to be reviewed before their review date based on change of tasks, legislation or following an adverse event. 3.4 The events team manage a programme of public events each of which are individually risk assessed. A bespoke Event Management pack is created in conjunction with multi agency partners and Council services for each event, with public safety the main priority. The Executive Events Group chaired by the Head of Marketing, Comms and Events with membership from Events, Health and Safety, Civil Contingencies and Risk Management have oversight of all event
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PUBLIC management plans and provide final sign off on the major events management and delivery plans. 3.5 Over the past few years the team have upskilled in crowd management profiling and science by working alongside a crowd management industry expert and undertaking crowd management training. The team continue to work with council services, blue light partners and freelance health and safety support to design and deliver the major events programme. 3.6 Fire safety is managed by fire evacuation drills, risk assessments and training for all premises occupied by employees. 3.7 During 2025/26, Display Screen Equipment (DSE) has been monitored at an overall level as its one of the mandatory training courses. The service will continue to monitory who has completed their DSE assessment. 3.8 We actively monitored absence reasons including utilisation of employee support services (i.e. Occupational Health and employee counselling) to help inform our approach to health, safety and welfare during 2025/2026. 3.9 The Chief Executive’s service has a wealth of knowledge and expertise which will allow us to address the four key themes specified within the Health and Wellbeing Plan 2024 – 2029 which are mental, physical, social and financial wellbeing. Going forward into 2026/2027, the service will continue focus on mental health and welfare as a priority. 4. Measuring performance – Active and Reactive monitoring Active monitoring 4.1 The development of the Chief Executive’s Service Health & Safety Action Plan 2025/2026 included several leading performance indicators which were monitored through the reporting year. 4.2 In relation to building management, relevant managers ensure compliance with the Council’s current statutory inspections and maintenance guidance within buildings wholly managed by the service. This means, all site-based statutory checks for those premises e.g. fire alarm test and emergency lighting checks are recorded in the Safety Checks logbook. For shared premises, collaborative arrangements are in place with other services located on site to support effective health and safety management. 4.3 The service was encouraged to utilise the health and safety training available on iLearn. A total of 200 health & safety related modules were completed during 2025/2026 with mandatory courses accounting for the most completions. Training with lower numbers was additional and has been completed by employees where it does not directly relate to their job roles.
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PUBLIC * iLearn courses completed by two or more employees 4.4 Corporately we have trained first aiders based within Renfrewshire House and wider. There is a central list of all trained Mental Health First Aiders published on our website, employees who would benefit from support for their own mental health and wellbeing can reach out to anyone on the list. Employees will be listened to in confidence, without judgement and be signposted to access support. 4.5 During the 2025/2026 we continue to raise the profile of accident & incident reporting including Reporting of Injuries, Diseases and Dangerous Occurrence Regulations (RIDDOR). 4.6 The Chief Executive’s service health and safety working group is made up of representatives from across the service and a member of the FAR (Business Services, Risk & Safety) Health and Safety Team. The working group met quarterly and monitored the service Health & Safety plan actions and performance indicator. Any information communicated via the CHSC was shared with the group to then further disseminate with their local teams. Looking forward to 2026/2027, with the continuation of leading health and safety actions and performance indicators, it is noted management input to these will be essential. Reactive monitoring 4.7 During 2025/2026 it has been noted that the main absence reasons for the service include psychological, respiratory, stomach/bowel/blood/metabolic disorder and musculoskeletal. Support is provided via Occupational Health and employee assistance provider (currently Health is One Ltd). 4.8 Re-active monitoring also includes analysing accidents and incidents reported to identify and implement an accident prevention programme. Historically the number of accidents and incidents reported within the Chief Executive’s
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PUBLIC service has been low. However, the working group continued to encourage a culture of accident/incident reporting within the service and this has resulted in an improved accident reporting culture. 4.9 During the last reporting year there were eleven accidents reported involving employees. Of those, 10 resulted in injury and one being categorised as an over seven day absence under the Reporting of Injuries, Diseases and Dangerous Occurrence Regulations (RIDDOR). 5. Action Plan Outturn Report 2025/2026 5.1 We considered the Service Improvement Plan 2025/2028 when preparing the annual Health and Safety plan. We also considered the significant risks referenced in the Corporate Health and Safety policy, and those specific to the service are listed in paragraph 3.2. 5.2 The Chief Executive's Service Health and Safety Action Plan and Performance Indicators 2025-2026 Outturn report is included as Appendix 2.
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PUBLIC 5.3 The service ensured all performance reporting was uploaded into our performance management software, Pentana. This was monitored on a quarterly basis at the service working group and progress of the action plan and performance indicators reported to Board biannually. This meets the requirement of the Plan – Do – Check – Act cycle in the Health and Safety policy. 6. Conclusion 6.1 Health, safety and welfare are core priorities within the Chief Executive’s Service and are embedded within the day-to-day management of the service. Effective management of these areas is not only a moral and legal responsibility but also delivers clear organisational benefits. Reducing workplace accidents and work-related ill health helps to minimise compensation claims, medical costs and legal expenses, while supporting improved productivity and operational efficiency. A strong commitment to health, safety and wellbeing further supports employee engagement and retention by fostering a positive and supportive workplace culture, and enhances Renfrewshire Council’s reputation as a responsible and effective employer.
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APPENDIX 2 1 Chief Executive's Service Health & Safety Action Plan & Performance Indicators 2025/26 Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed Actions Action Code Action Assigned To Status Progress Due Date Update CEH&S25.01 Continue to implement the Council’s Health & Wellbeing Strategy ensuring all employees are aware of initiatives and participate where relevant / required, including any related performance management measures. The service focus will primarily be... 31-Mar-2026 The service recognises and supports the Our People, Our Future Strategy and the Health and Wellbeing Plan 2024– 2029. The service focus for 2026/27 will be on supporting employee mental health and welfare, supported by absence monitoring. This approach will enable the service to better understand underlying causes of absence, assess emerging trends, and ensure that appropriate support measures are in place.
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APPENDIX 2 2 Action Code Action Assigned To Status Progress Due Date Update CEH&S25.02 Awareness and compliance with the current corporate policy on Health, Safety and Wellbeing. 31-Mar-2026 The service ensures awareness of, and compliance with, the Council’s corporate Health, Safety and Welfare Policy. The policy was revised and approved in December 2025 and will be communicated to all staff to support understanding of responsibilities and continued adherence to required standards. CEH&S25.03 Monitor all task based risk assessments on the services risk assessment register to ensure they remain suitable and sufficient. 31-Mar-2026 While most risk assessments are in place, corporate oversight across the service has not yet been fully standardised, presenting an opportunity to enhance central assurance. A review of health and safety working group membership is underway to strengthen representation across service areas, improve information flow, and support more consistent oversight and escalation of risks through agreed governance arrangements. CEH&S25.04 Ensure all work in progress Risk Assessments are completed and uploaded to the service Risk Assessment register. 30-Jun-2025 Based on the Risk Assessment register, all work in progress assessments were completed. CEH&S25.05 Implement a planned management led health and safety inspection programme for 2025/26 across all service locations. 30-Jun-2025 The service delivered its planned programme of Workplace Observation Inspection Reports (WOIR). Outcomes from an HQ based
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APPENDIX 2 3 Action Code Action Assigned To Status Progress Due Date Update inspection were shared via the Corporate Health and Safety Committee to support wider organisational learning and promote good practice across other services. CEH&S25.06 Monitor DSE assessments across the service with regular updates from managers. 31-Mar-2026 During 2025/26, Display Screen Equipment (DSE) training compliance was monitored at a service-wide level within the iLearn mandatory training suite. The service will continue to monitor completion of DSE assessments. CEH&S25.07 Monitor the completion of health and safety training on iLearn across the service. 31-Mar-2026 During the reporting year, this was monitored on a quarterly basis. CEH&S25.08 Implement a system for managers to monitor employee H&S training needs within their service area providing service overview of overall H&S training compliance. 31-Dec-2025 Training monitoring remains an area for development. Due to current system limitations, the service is unable to produce a comprehensive training matrix. Work is therefore underway to identify alternative approaches to supporting managers in monitoring training completion, compliance with mandatory requirements and identifying skills gaps across the service. CEH&S25.09 Ensure iLearn courses for relevant employees are completed: Display Screen Awareness, Evacuation Process for Renfrewshire House and for managers outwith HQ: Asbestos Awareness, Duty to Manage Asbestos Refresher and Control of Contractors courses. 30-Sep-2025 The service intends to work with Organisational Development to enhance the use of iLearn data, strengthening compliance and assurance around health and safety training requirements. CEH&S25.10 Continue to encourage and monitor reporting of accident/incidents. 31-Mar-2026 During the last reporting year, eleven accidents involving
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APPENDIX 2 4 Action Code Action Assigned To Status Progress Due Date Update employees were reported. Of these, ten resulted in injury, with one being reportable under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). The working group actively promoted a positive culture of accident and incident reporting across the service. In addition, regular updates on accidents/incident reporting were regularly provided to Head of Policy and Partnerships. This ongoing emphasis on reporting and learning contributed to improved awareness and increased confidence among employees in reporting accidents and near misses. CEH&S25.11 Ensure that all events planned have an individual event manual which includes health and safety. 31-Mar-2026 Events remain a core focus for the service with event safety management plans produced for every event. The team work closely with the Corporate Health and Safety team and where required for large scale festivals a safety consultant is brought in for further support to design and deliver the major events programme. CEH&S25.12 Ensure all service areas are represented at the Chief Executive’s health and safety working group. 31-Mar-2026 There was appropriate representation at the Chief Executive’s Health and Safety Working Group. The service- level working group met on a
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APPENDIX 2 5 Action Code Action Assigned To Status Progress Due Date Update quarterly basis, attended by representatives from across all service areas, providing assurance that relevant health and safety matters are raised, discussed, and communicated effectively. Code Performance Indicator Current Status Short Term Long Term 2025/26 Explanation of performance Value Target CEHSDSE Monitor the number of DSE assessments completed within 28 days This indicator has been paused. The Corporate Health & Safety team continue to work with Business World support to update the standard system reports so that data can be provided for this indicator and performance can start to be measured in 2025/26. CEHSRA Ensure risk assessments have been reviewed within 30 days of their planned review date 100% N/A Based on the Risk Assessment register, all risk assessments were reviewed as planned. CEHSWOIR Introduce a planned WOIR programme ensuring inspections are completed within the relevant reporting quarter 4 4 During 2025/26, four planned inspections were completed, within Renfrewshire House, Foxbar Youth Drop In and CLAD bases at West Primary School and West Johnstone Shared Campus. Actions arising from the inspections were monitored by local management. A new inspection programme will launched for 2026/27.