IOSH Annual General Meeting 2021
The 19th Annual General Meeting (AGM) of IOSH was held virtually on Tuesday 16 November 2021 at 13.00 (GMT).
The purpose of the AGM was to: review and consider the Annual Report, confirm the Immediate Past President and President for the next year and confirm the appointment of members of Council elected by the membership or appointed by Council since the 2020 AGM.
It was also to approve ordinary resolutions relating to: the formal statement provided by Council on work undertaken under 16(2) of the Institutions Byelaws on behalf of the membership and the appointment of auditors, Vice-Presidents and the President Elect.
IOSH AGM 2021 | Chair of the Board of Trustees Presentation
Thanks to those members who contributed their experiences of being an OSH professional during the Covid-19 pandemic. Hear their stories if you missed them.
AGM Ordinary Resolutions
Appoint RSM UK of St Philips Point, Temple Row, Birmingham, B2 5AF, as auditors for the next year
It was resolved that RSM UK of St Philips Point, Temple Row, Birmingham, B2 5AF be appointed as auditors next year
Approve the appointment of Lawrence Webb as President Elect for the next year
It was resolved that Lawrence Webb be appointed as President Elect for the next year
Approve the appointment of Angela Abbs as Vice-President for three years
It was resolved that Angela Abbs be appointed as Vice-President for the next three years
Approve the appointment of Richard Bate as Vice-President for three years
It was resolved that Richard Bate be appointed as Vice-President for the next three years
Approve the appointment of Joanne Price as Vice-President for two years
It was resolved that Joanne Price be appointed as Vice-President for the next two years
Note the formal statement provided by Council on work undertaken under 16(2) of the Institutions Byelaw on behalf of the membership
It was resolved that the formal statement provided by Council on work undertaken under 16(2) of the Institutions Byelaw on behalf of the membership be noted
Questions raised at Annual General Meeting 2021
We are still in the process of delivering the final year of WORK 2022 so not yet in a position to carry out an evaluation of the impact of the full strategy. The Board of Trustees and Senior Leadership Team will be looking to evaluate the strategy after the closure of year 5 so that we understand the full impact to date.
IOSH is committed to supporting its 48,000 current members to grow and develop as OSH professionals by providing support, guidance and a network of peers around them. We’ll continue to welcome new members into our Institution in 2022 by continuing our work with emerging economies globally, our work with our Future Learners Community and those studying IOSH-accredited courses amongst other things. All this work supports our vision of a healthy and safe work of work for all; regardless of where they are based and what industry they are in.
It is probably too early to tell if there has been an increase in workplace accidents due to COVID. It is inevitable that there will be an increase in lost workdays due to the prevalence of the virus in the community and therefore the working population. For example figures in the UK have seen an increase in the rate of working days lost in 2019/20 compared to 2018/19 (1.45 days per worker from 1.06 days per worker in 2018/19) . As the virus can be caught anywhere – home or work – it is difficult to identify if the illness is occupationally related.
Research undertaken in Korea has seen a reduction in workplace accidents, as a result of a reduction in occupational diseases, but an increase in occupational injuries in male workers and within the transport sector .
There was an increase in the provisional fatal injury figures in Great Britain, across a range of sectors – construction, rural industries, and retail / motor repair / accommodation / food - compared to the five-year averages for the same. But with less people at work the total numbers hide the impact of the reduction in work. If the rate is expressed as a rate of hours worked rather than workers then the figures remain broadly static .
The pandemic has affected workers perceptions of feeling ‘safe’ at work. A survey by the Chartered Institute of Professional Development in the UK identified that 32% of workers going into their normal workplace were anxious about catching or spreading COVID at work . It has also impacted people’s general wellbeing. Surveys by the Center for Disease Control and Prevention in the USA have found that the numbers of workers dealing with anxiety has tripled and depression symptoms have quadrupled since the start of the pandemic .
1 Working days list in GB 2019/20
2 Impact of COVID-19 pandemic on workplace accidents in Korea
3 Workplace fatal injuries in GB 2021
4 Impact of COVID-19 on working lives
5 Pandemic anxiety and stress at work
There are a number of training courses available on the IOSH platform that would support OSH professionals and business leaders in supporting business recovery post-pandemic.
In October 2021, Jimmy Quinn in his capacity as then Chair of Council, put forward a paper to Council which proposed that a formal forum of Past Presidents be established to act as a conduit of advice for Council members and those coming through as Presidents. Council thoroughly considered the proposal and whilst they recognised that Past Presidents would provide a valuable source of support, Council voted against establishing a new unelected governance structure as a way to bring opinion in. Past Presidents are however able to stand for Council or reach out to Council members as individuals to put forward their opinion through the existing governance pathway, which allows for advice and guidance to be put forward to the Board on matters of strategy and policy relating to the profession. Further consideration will be given by IOSH about how to recognise the expertise and contribution Past Presidents brought during their tenure, moving from a position of using Past Presidents to influence to one of acknowledging.
Steps have been taken over recent years to increase Council’s profile so that members know who is representing them. The Council webpage has been updated to show who the Council members are and more information about their geographical location, professional specialism and personal areas of interest within health and safety. There is also a link on the webpage which enables members to contact Council via the Governance team. Furthermore, during Jimmy Quinn’s year as Chair of Council he introduced ‘coffee mornings’, which both Council members and members were able to attend.
These proved to be a success and will be continued into Louise Hosking’s tenure. Louise as the current chair of Council has now put into place, a formal and recognised structure creating Steering Groups that will empower Council members to be proactive in their approach to their role and associated responsibilities. One of these Steering Groups will focus on Council Effectiveness and how they link in with the members that they represent.
We have interpreted this question to also be about the pandemic.
Very much to their credit, the majority of volunteer members adapted quickly to the need to provide a virtual service for members. This included learning new skills and gaining in confidence when using the new software tools. Volunteers have risen to the challenge of delivering content to a much more diverse audience of members. A minority of volunteers, however, have not embraced this opportunity and have become less active.
Working virtually has effectively removed the geographical boundaries associated with branches. Any member with internet access can attend any meeting regardless of the country of origin. As a result attendances at branch meetings has significantly increased and created a much more diverse audience for branches to service. It has improved the parity of access to network member benefits across the world.
Branches and groups have traditionally set their own activity programmes. When working in the isolation of local face-to-face meetings, it doesn’t matter if they deliver similar content to another branch or group. In the virtual world, when anyone can attend anything, we have experienced duplication of events that results in an inefficient use of resources and a diminishment of the possible service that could be provided to members. We need to find ways of coordinating a virtual activity programme more effectively. On the plus side, virtual activities have helped to improve collaboration between different branches and between branches and groups.
We welcome applications to our Student Member Bursary from any IOSH student member, and all applications are assessed by a bursary panel according to pre-set criteria. This is to ensure that we can support as many student members through their studies as possible. We’re always open to feedback from our members on how we can improve our benefits and services, and would welcome any input on how we can shape the member offering in the future.
The Presidential team work closely with our networks supporting members and volunteers as ambassadors of our Institution. As the business moves towards a hybrid way of working, the Presidential team will also align to this attending face to face and virtual meetings. We will consider each invitation and take an informed decision to agree whether attendance is virtual or face to face.
Thank you for the recognition and support of IOSH’s first Emerging Network in West Africa and it is great to hear of your desire to support IOSH further across Africa. At this time, IOSH doesn’t have plans for an Emerging Network in Zambia or South Africa, however all of our networks, both branches and groups, are open to all members anywhere in the world. They are a great way of building a like-minded network of IOSH professionals who can share knowledge, as well as strengthening the relationship between IOSH and the global health and safety community at a local level. Where IOSH does not currently have a branch, alongside joining an existing network, members are welcome to get together and form informal links.