Health and safety

The health and safety of our people is imperative to our business. Striving for excellence in health and safety makes good business sense at a number of levels: it results in higher performing teams and more reliable operations and activities; and it makes us an attractive business partner.

We are committed to continually improving the standards of health and safety in the workplace.

The figures referenced in this section do not include Rolls-Royce Power Systems. We expect to integrate this subsidiary into our reporting process during 2014. 

Our vision and goals for health and safety and how we commit to achieve them are set out in our global HS&E policy.

This describes how performance improvement is delivered through a strategy that focuses on three areas:

Capability and culture
To instil HS&E at the heart of everything we do, we need consistent, visible leadership and commitment from managers at all levels. We must also engage effectively on HS&E with all our employees.

Systems and processes
As we continue to grow there is an even greater need for robust HS&E management. We continually strengthen our HS&E management system, running effective assurance programmes and sharing what we learn from incidents.

Risk-based improvement programmes
We implement prioritised work programmes focused on key areas of risk. Recent examples include programmes governing machinery safety, lifting and process safety.


A robust health and safety governance framework helps us to monitor and direct improvements in management and performance.

A main Board director has responsibility for HS&E and the Board receives regular reports on progress. We have forums that range from local team meetings right through to strategic committees, involving members of the Executive Leadership team. There's also a Board Safety Committee that oversees the operation of all HS&E, Product Safety and Security policies, practices and procedures for the Group.


We are committed to full compliance with all relevant legal requirements and we continually monitor performance in all our businesses.

Our HS&E management standards set out mandatory requirements for the evaluation of legal compliance. This forms a key aspect of our management system framework that meets the requirements of the Health and Safety management systems standard OHSAS 18001.

We have global certification to OHSAS 18001 for each of our global businesses.

Following a prosecution in the UK by the Health and Safety Executive for one case of Hand-Arm Vibration Syndrome (HAVS), we were fined £60,000. Independent advice was sought from the UK Health and Safety Laboratory and we are continuing to strengthen our management of HAVS.

Following an incident that occurred in Derby in March 2011, where a radiography source tip became detached whilst being used to inspect a weld on a manufactured component, the company is facing prosecution for a number of alleged offences.

A healthy, resilient workforce is the cornerstone of a high performance organisation.

Productivity and innovation thrive where workplace risks have been systematically controlled. This provides opportunities for us to enhance the personal health and wellbeing of our people.

To achieve this, our Occupational Health Strategy focuses on three areas:

Compliance – Managing occupation health risks
The nature of our work has the potential to expose us to conditions that could harm our health. From noise and vibration to ergonomics and lifting, we continually invest in programmes and controls that mitigate these risks. Our occupational health providers conduct a full range of statutory surveillance medicals to look for any early signs of occupational disease.

Developing resilience
We operate in a lean, dynamic and competitive market which places significant demands on people. Our approach to meeting this challenge is to ensure that we equip individuals and teams with the training and tools necessary to enhance their resilience. This ensures that they are able to recover, learn and thrive in this dynamic environment.

Promoting wellbeing in a healthy workplace
For anyone to perform at their full potential, they need to enjoy robust good health. Our data tells us that many of our workers are facing the personal health challenges endemic in the 21st century. That’s why we provide a broad range of benefits and interventions aimed at reducing the impact and costs of these conditions.

The current incidence of occupational illness stands at 0.86 cases per 1,000 employees. The leading causes of illness are noise induced hearing loss, work-related upper limb disorders and stress. This reflects our global health risk profile and provides the focus for our health improvement activities.

We are dedicated to providing a safe place of work for all our employees, contractors and visitors to our facilities.

To achieve this, our HS&E strategy has three themes:

Capability and culture
We are supporting leaders to manage HS&E in the business. In 2013 we introduced a HS&E accountability framework to help to ensure clarity around roles and responsibilities for HS&E, particularly on multi-occupancy sites.

We are also revising our HS&E learning portfolio and improving the availability and consistency of training on a global basis.

Global systems and processes
We have begun to revise our global HS&E management framework to make it more globally applicable and easier to implement. We have also introduced more leading measures as part of an HS&E balanced scorecard and initiated work to strengthen our global management information system.

We continue to analyse high-potential incidents and each of them is investigated at business level. Lessons learnt are shared across the Group. The number of high-potential incidents has declined slightly from previous years and the number of “near miss” reporting has significantly increased. This reflects our greater risk awareness, overall proactive reporting, risk based investigation and other improvements.

Risk based improvements
Based on insights from performance, assurance and learning from incidents we initiate global improvement programmes.

In the past year, the Electrical and Process Safety programmes have included site reviews, training and tools for ensuring the effective implementation of control methods.

We have steadily improved performance over previous years. In 2013 there were no fatalities or significant injuries and we achieved a 17 per cent reduction in the Total Reportable Injury (TRI) rate from 0.54 (in 2012) to 0.45 TRIs per 100 employees.

Our target is to reduce the TRI rate by 15 per cent by 2015, with 2012 as the baseline year.