Tunnel Boring Machine at Lee Tunnel - Thames Tideway Project

Longitudinal health and safety project is a first for UK construction – Thames Tideway project will be used for the fieldwork

Researchers at Loughborough University are embarking on a unique project that will track and inform health and safety leadership, policies, and practices at Tideway.

The project, commissioned by the Institution of Occupational Safety and Health (IOSH), is the first of its kind to study the impact and process of occupational health and safety (OSH) in real time on such a large, multi-site construction programme.

Tideway is the company building the Thames Tideway Tunnel, a major new sewer urgently needed to protect the tidal River Thames from sewage pollution. The 7.2m diameter tunnel, which is due for completion in 2023, is 25km long and runs up to 65m below the River Thames.

Loughborough researchers will be embedded into each of the joint venture teams and will monitor key health and safety processes, personnel, documents, events and activities to provide robust evidence of what does and doesn’t work.

Because of their unique positions within the teams, the researchers will be able to witness how OSH policies and practices intersect with other organisational agendas, and review their effectiveness in real-time. Ultimately, it is intended that findings and best practice will be shared across the wider construction industry and will influence future OSH management and practice.

Project lead Alistair Gibb, Professor of Complex Project Management in Loughborough University’s School of Civil and Building Engineering, said: “This is one of the first studies employing longitudinal research methods on a major infrastructure project of this type, providing an exciting opportunity for researchers to be involved at the very early stages of a major project and follow it through to completion.

“Almost all previous health and safety research comes from a snapshot approach. This project gives us a unique opportunity to monitor OSH within a living lab, and to provide real-time feedback that will enable managers to make changes and improvements – and evaluate their effectiveness – during construction. It promises to provide a completely fresh perspective on the ways in which OSH policies are enacted and implemented. ”

Steve Hails, Director of Health, Safety and Wellbeing at Tideway, said: “Taking part in this hugely important research with Loughborough University is one way we are working towards achieving transformational health, safety and wellbeing standards at Tideway.”

IOSH Head of Information and Intelligence Kate Field said: “IOSH is pleased to be funding this innovative research programme, with the opportunities it presents to examine transformational OSH practices over an extended period. It has the potential to provide new insights into key OSH issues that will be of real value to our members and business.”

We, at Mosaic, are understandably very excited about this piece of research, as our system will be deployed across the 3 joint venture consortium’s building the project. Mosaic will be providing a variety of services across the project over its lifetime:

• Electronic Onboarding / Induction
• Competency Management System
• Safety critical real time skill gap analysis
• Recording of Safety messages / toolbox talks using Smart Cards and Mobile devices
• Access integration for safe movement though zones based on skills
• Perception Assessments – Measures Knowledge vs Confidence to highlight high Risk workers (Situational Based Assessments)
• Fatigue Risk Management Systems
• ‘Network Passport’ embracing all Joint Venture (JV) stakeholders

We wish them well with their research endeavours and look forward to hearing the interim findings. John Micciche, Managing Director of Mosaic said “I am particularly thrilled about this piece of research, as it represents an opportunity to gather robust & statistically significant data on a sizeable project where our system is used as a platform to deliver health & safety excellence.”

To find out more about our involvement in this project click here

CLH and Mosaic working together

Newly privatised oil and pipeline network, requiring that Mosaic on-line reach!

In March 2015, the government announced it had agreed to sell the GPSS (Government Pipeline Storage System) to Compañía Logística de Hidrocarburos
(CLH) for £82m, with CLH taking over operation of the GPSS on 30 April 2015. A contractual agreement between the MoD and CLH ensured military fuel requirements continued to be met using the GPSS.

The efficient operation and maintenance of the Government’s Pipeline and Storage System is crucial to the national interest due to its strong links to the military

Government Pipeline and Storage System pre-privatisation

and economy of the country. The network carries around 40 percent of Britain’s aviation fuel around the country, supplying sites such as Heathrow and Gatwick airports, as well as British and U.S military airbases in England and Scotland.

CLH has already review existing working practices and a schedule of programmed works to ensure that this longstanding and vital UK asset is transformed from a military necessity of the war years into a commercial proposition excelling in efficiency, safety and reliability.

They chose the Mosaic system to help them improve working practices and the health & safety record across this vast network. They virtually use all elements of the Mosaic system from the competency platform with SkillCheck at its core. This is utilised in tandem with the Mosaic Occupational Health module and the Mosaic Induction Manager. Due to the high number of safety critical roles evident across the network, Mosaic Briefing Manager, most notably during Toolbox talks, is used to great effect. Having a robust ‘Competency Management System’ that has bolt-ons, such as Mosaic Briefing Manager, and is delivered on-line is proving a success in this newly privatised operation.

To find out more about us click here

Request Demo

Competency management system in use at Hinkley Point C

Mosaic helps Costain deliver on marine tunnelling project at Hinkley Point C

Costain, one of the UK’s leading engineering solutions providers, is delighted be a major contract partner in the construction of the new Hinkley Point C nuclear power station in Somerset. Costain has started work and will provide the design and delivery of the water cooling systems for the nuclear power station.

Costain will design and construct three marine tunnels, around 11km in total length and each one approximately seven metres in diameter, to take in cooling water from the Severn Estuary for the nuclear reactor before it is cleansed, recycled and returned. They will also be building a jetty at the site.

Mosaic Management Systems will provide an on-line competency management system to support site management on this project. A 500+ strong workforce will be deployed on this phase of the project. Mosaic has been working with Costain now for a number of years, which means data can be migrated across from previous projects that Mosaic has been deployed on. The unique ability of the Mosaic system is that it has a ‘Network Passport’ allowing relevant work details to be transferred across, thus saving considerable time during set up of a new project.

John Micciche MD of Mosaic said “We have worked with Costain on numerous projects now and we are extremely pleased that they have chosen us once again, particularly on such a ground-breaking project.”

To find out more about us click here

Request Demo

Thames Tideway Tunnel - Blackfriars barge launches super sewer construction

Work on Thames Tideway Tunnel commences with Mosaic’s Competency Management System at its core

After years of planning, construction work for the new 25 kilometre interception, storage and transfer tunnel running up to 65 metres below the river, known as the Thames Tideway Tunnel, started at the back end of 2016. Beginning in west London, the main tunnel generally follows the route of the River Thames to Limehouse, where it then continues north-east to Abbey Mills Pumping Station near Stratford. There it will be connected to the Lee Tunnel, which will transfer the sewage to Beckton Sewage Treatment Works. Overflows of untreated sewage into the tidal River Thames add up to tens of millions of tonnes every year. This is unacceptable and the Thames Tideway Tunnel will finally clean up the capital’s river after years of polution.

Thames Tideway Tunnel - the solution in brief

A joint venture between Laing O’Rourke and Ferrovial Agroman has landed the largest Central section drive worth £600m-£900m. The Eastern section of the tunnel has been bagged by a Costain, Vinci and Bachy joint venture and is expected to cost £500m-£800m. Another three-way consortium consisting of Balfour Beatty, BAM Nuttall and Morgan Sindall has picked up the shorter western tunnel drive, which is expected to be worth somewhere between £300m-£500m.

Cross-section of Thames Tideway Tunnel plans
Cross-section of Thames Tideway Tunnel plans

The tunnels will be dug with a gently sloping gradient, falling 1m for every 790m it travels at a depth up to 60m below the

Tunnel Boring Machine at Lee Tunnel - Thames Tideway Project
Tunnel Boring Machine at Lee Tunnel – Thames Tideway Project

surface. Under the present programme, construction is expected to start in 2016 and conclude in 2023. The total Thames Tideway Project is estimated to cost around £4.2bn at 2011 prices. Around £1.4bn of the Thames Tideway Tunnel’s construction cost will be financed by Thames Water and £2.8bn by Thames Tideway Tunnel Ltd.

Mosaic Management Systems is delighted to be involved with such a prestigious engineering project and will be providing a universal system covering all three sections of the build. Certain parts of our system are already in use inducting / onboarding workers and assigning them to the correct job role via our SkillCheck application.  Toolbox talks are being issued and recorded on PDA’s (Personal Digital Assistant) while evidence, such as qualification and CSCS cards, relating to workers is being up loaded via our new Evidence Manager addition.

John Micciche MD of the company commented “We have been working in the Water Sector for a while now and have accumulated a lot of experience in this industry, but it is always great to be involved in such a high profile project”.

To find out more about our work in the Water Sector then please click here

Induction on construction sites

Many construction companies now deliver inductions both online and offline ‘the blended approach’ – let’s review the evidence

Construction companies these days have the option to deliver their inductions both online and offline. In our experience, some chose a blended approach of the two. This ensures engagement is really delivered to the workforce twofold, with great effect. In these instances, employees are told about procedure online, via online learning / PowerPoint presentation / films / quizzes, while face to face interaction is there to ensure the message really gets home.

Organisations today are looking beyond the automation of traditional training models to new approaches to knowledge. At the simplest level, a blended leaning experience combines offline and online forms of learning where the online learning usually means “over the Internet or intranet,” and offline learning happens in a more traditional classroom setting. We assume that even the offline learning offerings are managed through an online learning system. An example of this type of blending may include a learning program that provides study materials and research resources over the Web while providing instructor-led, classroom training sessions as the main medium of instruction.

 

Research by the University of Tennessee’s Physician’s Executive MBA (PEMBA) program2 for mid-career doctors has demonstrated that blended learning programs can be completed in approximately one half of the time and at less than half of the cost using a rich mix of live eLearning, self-paced and physical classroom delivery. Of even greater interest, this well-designed program was able to demonstrate an overall 10% better learning outcome than using the traditional classroom learning format alone.

Benefits of Online learning:

  • Topics can be organised so that the user can complete them at their own pace, or not depending on the deliverers preference.
  • Works quickly absorb information pertaining to the project and in the case of construction companies, the Health and Safety risks associated with them.
  • These can be quickly completed along with quizzes and results collated.
  • Timely reminders can be sent out to those who do not complete the ‘induction’
  • Reduce cost is realised as trainers and rooms do not need to be booked.

Benefits of a hand-on approach:

  • The workforce is more likely to remain engaged throughout
  • Questions can be asked and answers explored further
  • Physical equipment can be better demonstrated

Which Induction topics can be covered online and which require face-to-face interaction:

  • Does the induction training refer to a piece of equipment being demonstrated? If so then it may be preferable to have a hands-on approach.
  • How high risk is the topic? Many health and safety topics, particularly in the construction sector, are high risk – so it is imperative that messages are received and understood fully.
  • Time pressures – Are managers able to undertake inductions. If time and resources is of an issue, then the online route maybe favourable.

Conclusion  

Many Organisations are rapidly discovering that blended learning is not only more time and cost effective, but provides a more natural way to learn and work. Organisations that are in the forefront of this next generation of learning will have more productive staffs, be more agile in implementing change, and be more successful in achieving their goals.  To paraphrase Jack Welch, legendary chairman of General Electric, the ability of an organisation to learn, and rapidly convert that learning into action, is the ultimate source of competitive advantage. Organisations must look beyond the traditional boundaries of classroom instruction by augmenting their current best practices with new advances in learning and collaboration technologies to maximize results. More importantly, organizations must seek to empower every individual in the organisation to become an active participant in the learning and collaboration process.

Finally, induction training should be well planned in advance and the way it is delivered also decided upon. The blended approach seems to have many advantages over just delivering face-to-face, and the academic literature suggests that time and costs can also be saved. This therefore must be of interest to those preparing induction within the industry from a cost benefit perspective and also health and safety angle.

To read further about Mosaic’s Induction product then please follow the link

Source: A White Paper: – Achieving Success with Blended Learning

 

Importance of company Inductions / onboarding in today’s construction labour market

Employees are a construction company’s most valuable assets, particularly in the UK with the skills shortage we face. The keeping of key employees has always been vital to the long-term success of any contractor. The 2008 recession led to a decline in the construction workforce and there are not enough new recruits entering the market to replace those who left the industry or are retiring. This shortage of construction talent can be seen at all levels, from professional employees to workers in the skilled labour trades.

When your company hires new workers, it is certainly in your interest to do everything possible to retain them as they are becoming a scarce resource. Any

fatigued workers on construction sites
Inductions are crucial to convey the safety culture from the outset. Mentoring can also help new starters considerably.

successful retention strategy must begin the moment a new employee is hired. In the Americans’ experience It is estimated that one out of every five employees will quit within their first year of employment. Nearly 20 percent of those who resign will leave during their first 45 days. Developing an onboarding or induction program is one of the simplest and smartest strategies a construction employer can use to successfully limit loss and build long-term loyalty among employees. In any case in the UK it is a regulatory requirement on new projects to do so.

ONBOARDING OR INDUCTIONS BUILDS A SOLID FOUNDATION
Onboarding, otherwise known as Inductions in the UK, is a structured process of welcoming new employees to a company. An onboarding plan should provide more than simple job orientation and training. The process should also ideally offer mentoring, support, and information about the company culture and organizational structure. Today’s larger construction firms should design onboarding programs that teach all the foundational basics a person needs to know in order to achieve success with their new employer.

ONBOARDING OR INDUCTION PROGRAMS SAVE EMPLOYERS TIME AND MONEY
Implementing an onboarding or induction program does not have to be expensive or time consuming. In fact, the process can save time and money in the long run. The costs of recruiting, interviewing, hiring, and training new employees are some of the biggest investments that a contracting firm must make. A properly designed and executed onboarding process can increase the return you get on those investments.

Effective onboarding and induction programs can also decrease employee turnover rates. Turnover is thought to be one of the most expensive costs contractors new website image 17bear as it leads to wasted time and resources as well as lower rates of productivity. Reducing your turnover rate can also help boost your company’s success in recruiting candidates. A firm with a high retention rate is more likely to be perceived as a desirable employer, whereas a firm with a high turnover rate may develop a negative reputation in the marketplace. In this tight labour market, anything you can do to attract candidates will be beneficial.

Though the construction labour market is tight, there are many skilled and talented candidates seeking the kinds of job opportunities your firm has to offer. American research shows that 25 percent of the working population undertakes a career transition every year. An onboarding program encourages new hires to stay with your company by easing the stress of transition. On the Holmes and Rahe Stress Scale, a psychiatric tool that ranks life’s most stressful events, changing jobs ranks behind the death of a close friend. By creating a comprehensive onboarding process, you will make new employees feel less stress and more loyalty while cultivating their talents.

HOW TO IMPLEMENT AN ONBOARDING OR INDUCTION PROGRAM
Onboarding should start during the recruiting phase. Be prepared to answer any questions that your prospective new hires might have throughout the interview process. Keep candidates informed every step of the way. This demonstrates that your company is well organized and supportive. When an individual accepts a position, maintain communication with that person right up until his or her start date. This will help new employees feel welcomed and better prepared when they arrive for their first day of work.

On an employee’s first day on the job, he should begin a comprehensive orientation program that goes beyond employee handbook basics. As part of this program, new hires should also receive:

  • A clear statement expressing your company’s mission, goals, and values
  • An in-depth job description that includes objectives and responsibilities
  • Organizational charts with names and titles that show the chain of command
  • A career development plan with short- and long-term goals

Most importantly, an effective orientation program should provide job-specific training that demonstrates a long-term commitment toward employee development. Establish a mentorship/coaching program that integrates seasoned professionals with new hires. You may want to consider creating a leadership rotation for new college graduates.

ONBOARDING/INDUCTION CAN IMPACT YOUR BOTTOM LINEsnip_20161010124149 product info
Having an onboarding process in place will minimize the amount of time it takes for new employees to reach their full potential, while maximizing their loyalty to the company. This can have a big impact on your bottom line. Contractors and construction firms are currently already experiencing shortages of workers serious enough to affect project costs and schedule performance. Companies that are being proactive and implementing strategies designed to increase retention are already achieving more success than their competitors.

To find out more about us click here

Source: BY JUSTIN WILKINS KIMMEL & ASSOCIATES. Construction Magazine

Crossrail's bond street redevelopment

Mosaic ‘Competency Management System’ involved in Crossrail’s delivery of Bond Street station

A joint venture between Costain and Skanska to build Crossrail’s Bond Street station is up and running. This is the last of the main construction contracts for the new line’s central section stations.

Bond Street Crossrail station will be directly connected to the neighbouring Tube station allowing passengers to interchange between Crossrail and London Underground services. When completed the £300million redevelopment will transform the station delivering:

  • A dramatic increase in station capacity ahead of the completion of Crossrail;
  • A new entrance and ticket hall north of Oxford Street to increase capacity and provide step-free access to both the Central and Jubilee lines;
  • New escalators and an additional access route to the Jubilee line to reduce congestion; An improved interchange between Central and Jubilee lines;
  • Step-free access to the new Crossrail station;
  • and Improved pedestrian areas around the station with new seating and lighting;

More than 155,000 passengers currently use Bond Street Tube station every day, a figure that’s expected to rise to over 225,000 with the arrival of Crossrail in 2017.

The Mosaic competency management system has been chosen on this JV project to provide an on-line ‘Network Passport’ platform to deliver Project Inductions and SkillCheck. The project lead also proposes to use the Mosaic Occupational Health module and Mosaic Briefing Manager. Recording of toolbox talks is seen by the management team as a crucial means of delivering and reinforcing safety messages across the site.

Advancing safety with mobile technology

Advancing safety with mobile technology

Mobile technology plays a vital role in the management of assets and employees in most businesses today, whether it’s a colleague sending updates to a manager about their whereabouts, or the ability to access company servers and information remotely. For businesses with a workforce based on multiple sites, such as construction firms, quantity surveyors, engineers and project managers, there is even more to gain – mobile solutions can not only help drive efficiencies and achieve long-term productivity gains, but can also provide additional protection for workers.  The latest rugged devices can withstand the elements that field workers are subject to, and offer additional call functionality in the event of emergencies.

A mobile duty of care

According to data from the UK’s Health and Safety Executive (HSE), each year in the construction sector, around three percent of workers sustain a work-related injury, with an estimated 66,000 self-reported injuries. Worryingly in 2015/16, there were 43 fatal injuries to construction industry workers, a rate of 1.94 per 100,000. The health and safety of lone workers is a major concern for construction firms. Could the implementation of new mobile technology help prevent further fatal injuries? Perhaps not, but it will help to give managers the peace of mind that they have taken steps to avoid or control risks where necessary.

advancing mobile usage in the construction sector

While prevention is the ultimate goal, there must also be tools in place to provide rapid help when accidents occur. This means providing a means of consistent, reliable communication with management, team members and emergency services.  This equipment should include specialised mobile devices featuring a pre-installed Lone Worker Protection App, which can be easily accessed at the touch of a button. This offers an audible and text alarm, sending a worker’s GPS location and alert message to their manager or colleague. For lone workers in more hazardous working conditions, an app like this will allow an accelerometer to be set, triggering an alarm if the user suffers a fall. With these features, businesses can be sure their workers will receive emergency care quickly when needed.

Constant connectivity

Ensuring worker safety means choosing a mobile solution which offers both the connectivity of a high-end smartphone, and the additional functionality of a specialised device. For example, dual SIM card functionality allows for multiple network connections, reducing the potential for workers experiencing mobile black spots. These communication precautions can also prove invaluable when it comes to boosting business efficiency. For example, a ‘push to talk’ button will allow a manager to instantly communicate one-to-one or one-to-many, providing cohesion among workers based in separate locations.

Tough on the outside

Anyone with a smartphone will know how fragile these devices can be – dropping a device from even hand-height can easily result in a cracked screen. Frustrating for the everyday phone owner; a potential health and safety hazaAdvancing safety with mobile technologyrd if you’re a lone worker on a remote site. One of the biggest challenges is the lack of mobile devices on the market which are both powerful and rugged enough to withstand harsh environments. Only a fraction of mobile devices offer an IP68 rating (meaning the handset is protected against complete dust ingress and can withstand continuous immersion in water beyond 1m), or robust build quality that conform to MIL-STD 810G. However, most of these devices do not offer the additional functionality of a specialised handset – one which is rugged, powerful and supports functions like Lone Worker Protection and dual SIM – which would allow managers and business owners to comply with regulations, and could help reduce those HSE figures in the years to come.

Smart competition

Construction remains a high-risk industry, and accidents are not uncommon. According to HSE’s figures, the combination of work-related illness and workplace injuries in the sector leads to 2.2 million working days lost annually. This will significantly impact a company’s bottom line, and indicates that not enough is being done to ensure worker safety.

Improvements in mobile technology mean that devices are now available which incorporate the functionality of a high-end smartphone with specialised features and a ruggedised exterior. Mobile technology of course plays a central role in improving business efficiency in other areas too, with smartphones providing features like real-time information and asset sharing, as well as other workforce management tools. In order to maximise the benefits offered by mobile, while simultaneously verifying the safety of a workforce, the construction industry needs to adopt specialised rugged mobile devices which are tough on the outside, and smart on the inside.

Ultimately, the safety of a workforce should be a top priority for any manager today, regardless of the industry. In high risk sectors, this is more important still. A manager is liable for their workforce’s safety, and the financial and moral implications of not complying regulations are simply too high.

Source: Stephen Westley, Dewalt – Advancing safety with mobile technology – SHP Online

To find out more about us and the system then please click heresnip_20161010124456 about us

HSE statistics - Work related ill health in the construction industry has returned to rates last seen in 2008–09 following an increase of around 9% in 2015/16, according to the latest annual statistics from the HSE.

Work related ill health in the construction industry is on the rise

Work related ill health in the construction industry has returned to rates last seen in 2008–09 following an increase of around 9% in 2015/16, according to the latest annual statistics from the HSE.

snip_20161111112221

Across all industries, the proportion of the workforce suffering with an illness caused or made worse by work also increased slightly, helping to swell the number of working days lost to ill health from 23.3m in 2014–15 to 26m last year.

The number of people in the building sector reporting that they had developed an illness caused or made worse by work in the last year went up from 76,000 in 2014–15 to 84,000 in 2015–16.

Following a decline in the rate of self-reported illness between 2006–07 and 2011–12, the proportion of the construction workforce suffering an illness has increased each year since.

The HSE figures show that the rate in 2015–16 stands at 3730 per 100,000 – around 3.7% of the workforce – compared to 3410 in the year before. In 2011–12, it was 2570.

Out of the 84,000 construction workers  who said they had an illness in 2015–16, two-thirds (56,000) said they had a musculoskeletal disorder.

However, fewer construction industry workers were injured last year, according to reports made under RIDDOR. The rate of injuries requiring seven or more days’ absence fell from 279 per 100,000 workers in 2014–15 to 259 in 2015–2016.

Specified injuries – the most serious – also declined slightly, from 143 to 139 per 100,000.

snip_20161111112149

The rate of illness across all industries in 2015–16 was 4050 per 100,000 workers, a five year high.

Musculoskeletal disorders were the most common forms of illness, accounting for 41% of the total, followed by stress, depression or anxiety, which made up 37% of all illnesses.

The total amount of time that illness forced workers across all sectors of the economy to take off sick also increased last year to its highest since 2007–08. There were nearly 26m days lost to work related ill health in 2015–16, up from 23.3m in 2014–15 and 21.4m in 2010–11.

Rates of illness in the manufacturing sector also increased slightly last year, from 2560 per 100,000 workers to 2630, though in 2013–14 the rate was higher still.

The number of injuries in the manufacturing sector has remained broadly static at around 13,500 over the past two years. The rate of over seven day injury also declined slightly from 384 to 360, and specified injuries followed a similar trend: from 107 to 103.

Around 621,000 workers sustained a non-fatal injury at work in 2015–16 according to self-reports. Some 200,000 had injuries that led to an absence from work of over three days, of which 152,000 had absences of over seven days.

Injuries sustained while handling, lifting or carrying were the most common (20%), followed by slipping or tripping (19%) and being hit by a moving object (10%).

The sector with the largest increase in the rate of illness was education, which climbed from 3270 illness per 100,000 workers in 2014–15 to 4070 in 2015–16. The number of people working in the sector who said they were suffering from stress, depression or anxiety increased by nearly 50% to 76,000.

To find out more about us and the system then please click here

Source: Chris Warburton Heathandsafetyatwork.com

 

 

Latest Health & Safety Statistics

Health and safety statistics for 2015/16 released

Health and safety statistics for 2015/16 released 

Using information from the Labour Force Survey, RIDDOR reporting, HSE cost model, death certificates and HSE enforcement data, the report pulls together key facts about illness and injuries.

Occupational health in numbers

In 2015/16:

Latest Health & Safety Statistics

  • 1.3 milion workers suffer from work-related illness
  • 0.5 million suffer from work-related musculoskeletal disorders
  • 0.5 million suffer from work-related stress, depression or anxiety
  • There have been 2,515 deaths from mesothelioma

The costs of occupational ill health on business is clear. In 2015/16 there were 30.4 million working days lost due to work-related illness and non-fatal workplace injuries.

In monetary terms this cost business £14.1 billion in 2014/15 – excluding the costs of long latency illnesses, like cancer, and new cases of work-related illness cost £9.3 billion in the same year.

Fatal and non-fatal injuries in numbers

In 2015/16:

  • 0.6 million non-fatal injuries to workers
  • 72,202 non-fatal injuries to employees reported by employers
  • 144 fatal injuries to workers

The annual costs of workplace injury in 2014/15 was £4.8 billion.

The trends behind the figures

Figures alone mean virtually nothing unless you look at them in the context of wider data and comparisons.

Latest Health & Safety Statistics
Latest Health & Safety Statistics

With regard to occupational health, the HSE statistics report shows that there has been a general downward trend in the number of self-reported, work-related ill health disorders – at least until 2011/12 and more recently this rate has been broadly flat.

Similarly, the rate of self-reported stress, depression and anxiety has remained broadly flat for more than a decade.

These statistics indicate that we have reached a plateau, and that new and different approaches need to be adopted when tackling occupational health.

There are projected to be around 2,500 deaths per year from mesothelioma for the rest of this decade before numbers start to decline.

There has been a downward trend in the rate of fatal injury in the long-term, although this seems to have also hit a plateau in recent years.

The majority of fatal injuries come from falls from height, with being struck by moving vehicles coming in a close second.

Comparisons

The UK has the least fatal injuries when compared to other large EU economies, including Germany, Poland, Italy, Spain and France.

However, the UK comes in second place when looking at the percentage of self-reported, work-related injuries and health problems resulting in sick leave.

To find out more about us and the system then please click here