CE HS Annual Report 2024 25 Board report
Renfrewshire Council · 12 June 2025
Back to Finance, Resources and Customer Services Policy Board — 12 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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_________________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 12 June 2025 Report By: Chief Executive Heading: Chief Executive’s Service – Annual Health and Safety Report 2024/2025 and Action Plan Outturn Report 2024/2025 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 2024/2025 as Appendix 2. This summarises the achievements from 1 April 2024 to 31 March 2025 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 2025/2026 Health and Safety Plan was approved by the Finance, Resources and Customer Services Policy Board on 3 April 2025. It set out the planned actions the service will undertake during 2025/2026, 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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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 241 employees, led by the Chief Executive who is supported by the Head of Policy and Partnerships, the Interim 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 in this 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. Further to monitoring absence within the service and management input, it has been agreed that during 2025/26, the service wellbeing focus will primarily be supporting employee mental health. 3.3 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. 3.4 The annual report 2024/2025 (Appendix 1) looks back at health, safety and wellbeing achievements over that period. 3.5 The action plan outturn report 2024/2025 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. 3.6 The preparation of this annual report and action plan outturn report has been supported by the Council’s Health and Safety Team.
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4. Key achievements 2024/2025 4.1 The Chief Executive’s Service Action Plan and Performance Indicators 2024/2025 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 2024/2025 the service produced new risk assessments to cover the three main service areas under Community Learning & Development (CLAD), as well as reviewing the current general office and Building Standard risk assessments. The review of risk assessments continues to be a key focus for the service with the introduction of a performance indicator to ensure risk assessments are reviewed within 30 days of their planned review date (see Appendix 2). 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. 4.4 A key requirement of the Corporate Health, Safety and Welfare Policy 2021 is for services to have a planned programme of Workplace Observation Inspection Reports (WOIR). The service planned programme commenced in summer 2024 with a number of service areas/locations completing their planned inspection throughout the reporting year and in collaboration with other services (see Appendix 2). All services areas where an inspection was undertaken were fully supported by management and corporate Health & Safety as required with management monitoring actions identified during inspections. 4.5 Our performance reporting action plan and scorecard included an indicator monitoring the number of DSE assessments completed (see Appendix 2). 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 be measured in 2025/26. 4.6 Another key requirement of the Corporate Health, Safety and Welfare Policy 2021 is that the services should engage with trade unions for representatives to attend service meetings where relevant. The service has contacted trade unions inviting representation where required and this will commence in 2025/26.
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4.7 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 for events i.e. Paisley Food and Drink festival and where required (e.g. for large scale festivals like Halloween) will bring in a safety consultant for additional support with designing and delivering the programme. 4.8 iLearn health & safety training remained a key focus for the service and continued to be monitored throughout the reporting year. January 2025 saw the delivery of a face-to-face accident overview session to all managers across the service. The training was delivered in conjunction with the Corporate Health & Safety team and business world with 94% of those who attended saying that they felt their knowledge and/or skills were increased as a result. Implications of the Report 1. Financial Implications – None. 2. HR & Organisational Development Implications – None. 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 this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 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.
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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, pamela.mcdonald@renfrewshire.gov.uk
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APPENDIX 1 CHIEF EXECUTIVES SERVICE ANNUAL HEALTH AND SAFETY REPORT 2024/2025 12 JUNE 2025
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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 and safety performance of the service during 2024/2025. 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 wellbeing across the service. 1. Management of health and safety within the Chief Executive’s Service 1.1 The corporate policy on health, safety and wellbeing was revised and approved in December 2021 and is under review. 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 policy is available for employees to read within the service or from the Chief Executive’s Service health and safety page on the intranet. While the Chief Executive has overall responsibility for the implementation of the policy, the Senior Management Team and managers have a general responsibility to ensure that safe conditions of work apply at all times. 1.3 The service’s strategy aims to ensure that health, safety and wellbeing 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 wellbeing 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 wellbeing. 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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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 People and Organisational Development (People & OD) Health and Safety Team. 2.4 This year saw the introduction of 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 It is a requirement of the Corporate Health, Safety and Welfare Policy 2021 that the service should engage with trade union appointed safety representatives and, where elected, non-trade union representatives of employee safety. Trade unions have been contacted and will be invited to attend the service meetings as required. 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 include:
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Musculo-skeletal (DSE); Working at height; Lone working; Occupational driving; Violence & aggression; Stress (work and non work related); Council managed public events; Fire, safety & management; and Slips, trips and falls 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 2024/2025, the review of risk assessments remained a key focus for the service with the introduction of a performance indicator to ensure risk assessments are reviewed within 30 days of their planned review date. 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 Interim Head of Marketing, Comms and Events with membership from Events, Health and Safety, Civil Contingencies and Risk Management have oversight of all event 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 2024/2025, the service Display Screen Equipment (DSE) monitoring has been reactive. A new report within Business World has been requested to allow managers to proactively monitor assessments. This will feed into a new related performance indicator for 2025/26. 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 wellbeing during 2024/2025. 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
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Plan 2024 – 2029 which are mental, physical, social and financial wellbeing. Going forward into 2025/26, the service will focus on mental health 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 2024/2025 included several leading performance indicators which were monitored through the reporting year. 4.2 In relation to ensuring statutory compliance within our outlying premises, relevant managers collaborate with other services on site to ensure compliance with the Council’s current statutory inspections and maintenance guidance. All site-based checks safety checks e.g. fire alarm test and emergency lighting checks are recorded in the Safety Checks logbook. 4.3 The service was encouraged to utilise the health and safety training available on iLearn. A total of 247 modules were completed during 2024/2025 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. * ILearn courses completed by two or more employees 4.4 Within the service we currently 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 2024/2025 we raised 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 (People & OD)
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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 2025/26, 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 2024/2025 it has been noted that the main absence reasons for the service include psychological, respiratory, musculoskeletal and cancer. Support is provided via Occupational Health and employee assistance provider (currently Time for Talking). 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 service has been low. However, the working group continued to encourage a culture of accident/incident reporting within the service. Number of service reported accidents/incidents per reporting year Reporting Year Who was involved? Accident/Incident Description Severity Outcome 2022/23 1 x Employee Another kind of accident (removal of PPE footwear) Minor Employee supported after incident 1 x Employee Violence & Aggression (V&A) Incident Management actions to review procedures for visiting clients and review risk assessment. V&A training requested. 2023/24 1 x Employee Struck by object (Back of head) Minor Employee supported after incident 1 x Employee Medical incident First Aid Employee supported after incident and on return to work 1 x Employee Lifting/handling issue (Wedged between the objects) Minor Review of task RA and importance of dynamic RA 1 x Employee Slip, trip or fall at same level (slip on uneven/wet ground whilst wearing work boots) Minor Employee supported after incident 1 x Employee Slip, trip or fall at same level (minor fall) Minor Employee supported after incident 2024/25 1 x Employee Another kind of accident Minor injury Employee supported after incident
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1 x Employee 1 x Member of the public Road Traffic Collision No injury to either party Employee supported after RTC 1 x Employee Lifting/Handling Minor injury Employee supported after incident 1 x Employee Slip, trip, or fall at same level Minor injury Ongoing - under investigation 1 x Employee Slip, trip, or fall at same level Minor injury Ongoing - under investigation 1 x Employee Event related incident No injury Reporting only 1 x Employee Another kind of accident No injury PPE was correct for task 4.9 During the last reporting year there were a total of seven work related accidents, four were recorded as minor injury and three reported where no injury occurred with no significant trends identified. It should be noted that no accidents were reportable under the Reporting of Injuries, Diseases and Dangerous Occurrence Regulations (RIDDOR). 4.10 We previously identified the requirement to raise management awareness regarding their responsibility for the reporting and investigating of accident/incidents. In January 2025 a face-to-face accident overview session was delivered in conjunction with the Corporate Health & Safety team and business world with 94% of those who attended saying that they felt their knowledge and/or skills were increased as a result. 5. Action Plan Outturn Report 2024/2025 5.1 We considered the Service Improvement Plan 2024/2027 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 2024-2025 Outturn report is included as Appendix 2. 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 wellbeing is a key priority within the Chief Executive’s Service. Managing health, safety and wellbeing in the workplace is not only morally and legally responsible, it also makes good financial sense. Reducing workplace accidents and ill health saves on compensation claims, medical expenses, and legal fees while increasing productivity and efficiency. This should encourage retention of employees as they feel valued and ultimately positively impact on Renfrewshire Council’s reputation and brand.
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1 Chief Executive's Health & Safety Action Plan 2024/25 APPENDIX 2 Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed Actions Action Code Action Status Due Date Update CEH&S24.01 Recognise the Council’s Health & Wellbeing Strategy ensuring all employees are aware of initiatives and participate where relevant / required, including any related performance management measures 31-Mar-2025 The service recognises the Our People, Our Future strategy and Health and Wellbeing Plan 2024/2029 and will add this as a standing item to the CEH&SWG agenda. Service focus for 2025/26 to be mental health along with absence monitoring to fully understand issues and what support is required. CEH&S24.02 Awareness and compliance with the revised Council’s Corporate Policy on Health, Safety and Wellbeing (Dec 2021 – due for review in 2024) 31-Mar-2025 The service planned programme commenced in summer 2024 with a number of service areas/locations completing their planned inspection throughout the reporting year and in collaboration with other services. All services areas where an inspection was undertaken were fully supported by management and corporate Health & Safety as required with management monitoring actions identified during inspections.
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2 Action Code Action Status Due Date Update CEH&S24.03 Monitor and review all workplace risk assessments to ensure they remain suitable and sufficient and maintain the service’s risk assessment register - this will include associated safe working procedures for employees 31-Mar-2025 During 2024/25 the service produced new risk assessments to cover the three main service areas under Community Learning & Development (CLAD), as well as reviewing the current general office and Building Standard risk assessments. CEH&S24.04 Implement and monitor a manager led health and safety inspection programme across all service locations 31-Mar-2025 During 2024/25, seven planned inspections were completed - four within the Russell Institute, one undertaken at InCube, High Street, Paisley, one within Renfrewshire House and the final inspection took place at Foxbar Youth Drop In. Actions taken from the inspection to be monitored by local management with a new inspection programme to be launched for 2025/26. CEH&S24.05 Monitor DSE assessments across the service with regular updates from managers 31-Mar-2025 During 2024/25, the service DSE monitoring has been reactive. A new report within Business World has been requested to allow managers to proactively monitor assessments. CEH&S24.06 Encourage and monitor health and safety training on iLearn and in-person training as required and determined by employee activities and roles. This would include all mandatory health and safety training to be determined by the service as a result of producing a health and safety training matrix for the service relating to the job role/tasks undertaken by the employee 31-Mar-2025 The service was encouraged to utilise the health and safety training available on iLearn with a total of 247 modules completed during 2024/25. Mandatory courses accounted for the most completions. In January 2025 a face-to-face accident overview session was delivered to all managers across the service in conjunction with the Corporate Health & Safety team and business world. CEH&S24.07 Continue to encourage reporting of incidents and monitor any workplace accidents involving employees in the Chief Executive’s service 31-Mar-2025 Accidents and incident reporting continues to be encouraged through the service and in January 2025, face-to-face accident overview training session was delivered to all managers across the service. CEH&S24.08 Ensure that all events planned have an individual event manual which includes health and safety 31-Mar-2025 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&S24.09 Ensure all service areas are represented at the Chief Executive’s health and safety working group, including after any service reviews/restructures 31-Mar-2025 The service working group is attended by representatives from across the service when it meets quarterly. CEH&S24.10 Review health and safety arrangements within Community Learning and Development and identity opportunities for cross-service learning and/or improvement 31-Mar-2025 The service continues to support CLAD across all health & safety matters as required. During 2024/25the service produced new risk assessments to cover the three main service areas under Community Learning &
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3 Action Code Action Status Due Date Update Development. In March 2025, CLAD Youth Services undertook a workplace inspection at Foxbar Youth Drop-In centre. Performance Indicator Current Status Short Term Long Term Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 2024/25 Explanation of performance Value Target Value Target Value Target Value Target Value Target Introduce a planned WOIR programme ensuring inspections are completed within the relevant reporting quarter 0 1 5 1 0 1 2 1 7 4 During 2024/25, seven planned inspections were completed - four within the Russell Institute, one undertaken at InCube, High Street, Paisley, one within Renfrewshire House and the final inspection took place at Foxbar Youth Drop In. Actions taken from the inspection to be monitored by local management with a new inspection programme to be launched for 2025/26. Monitor the number of DSE assessments completed within 28 days Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters - - 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. Ensure risk assessments have been reviewed within 30 days of their planned review date Not measured for Quarters Not measured for Quarters Not measured for Quarters Not measured for Quarters 100% 100% During 2024/25 the service reviewed the current general office and Building Standard risk assessments.