Improvement Plans & Programmes

The group HSE plan run inside the system: workstreams with owners, success measures, and completion computed from the items.

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The programme

A plan you can open, not a deck you rebuild.

Most HSE improvement plans live in a spreadsheet that one person maintains and a deck that gets rebuilt before every review. The numbers drift, the owners go stale, and by the third quarter nobody can say what actually moved. Held in the system, the plan reports itself.

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A group HSE improvement programme dashboard: KPI tiles for workstreams, programme items, overdue items, success measures off target and weeks since the last review; an overall completion ring at 61 per cent with quarterly figures; and a table of seven workstreams showing each one's success measure and whether it is on or off target, percent complete, owner and support roles, item and overdue counts, and a status of on track, at risk, slipped or complete.

One programme, opened: workstreams, owners and support roles, with completion and measure attainment reported side by side.

BSLR product interface · illustrative data, fictional tenant “Meridian Contracting Group” · Roadmap module

Finishing the tasks is not the same as moving the number.

A workstream can close every item it planned and still miss the outcome it existed to change. BSLR keeps percent complete and measure attainment in separate columns so that gap is visible at the review instead of being averaged away.

Completion is computed

Percent complete comes from the items underneath the workstream. Nobody types a progress figure, so nobody can round one up before a board meeting.

Measures kept honest

Each workstream carries the success measure it is judged on, tracked against target independently of how much of the work is done.

Owners and support roles

One accountable owner per workstream, plus the functions supporting it, so "Procurement was meant to be involved" is a record rather than a memory.

Every item is an action

Programme items are actions in the same register as everything else, with the same owners, due dates, escalation and audit trail. No parallel tracker.

Overdue escalates

An overdue programme item behaves like any other overdue action: it appears in the owner's digest and climbs the real reporting line.

Management review closes out

Review outputs and improvement opportunities enter the plan as items and are closed and verified there, so next year's review opens on evidence.

Workstream completion

Computed from the items underneath each workstream. Two measures are off target even where the work is largely done, which is the point of holding them apart.

Contractor HSE capability upliftAll tier-1 contractors PQ-scored ≥ 80% — off target 72%

Working-at-height standard rolloutZero fall-from-height accidents — on target 88%

Leadership site-walk programmeTwo executive walks per site per quarter — on target 76%

Lifting operations competencyAll crane and rigging crews re-certified — off target 44%

Emergency response readinessEvery site drilled twice, gaps closed in 60 days 81%

Waste & effluent reduction15% reduction in hazardous waste per tonne 58%

Management-review action closureAll 2025 review actions closed and verified 100%

Illustrative figures, fictional tenant “Meridian Contracting Group” · Roadmap module.

Programme management built around ISO 45001 §6.2 (objectives and planning to achieve them) and §10.3, continual improvement.

Bring us this year’s HSE plan.

Thirty minutes, your own workstreams, and an honest look at which measures your current tracker cannot answer.

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