BALANCING THE SAFETY

SCORECARD

T I PS F

O R EF F E C T I V

E ME A S U R E M E N T O

F

S A F E T Y PE R F O R M A N C E

K E N T B L A C K M O N B S C . , C R S PR Y A N O R V I S C R S P , C H S C

SESSION OBJECTIVES Internal Responsibility System Benefits of measuring safety performance Measuring what’s important

What makes measures effectiveLeading vs. lagging indicators

Setting the standardIntegrating new metrics and establishing goals

Recognizing a Strong Safety Culture

Internal Responsibility System

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INTERNAL RESPONSIBILITY SYSTEMInternal responsibility should be active at a

workplace with partnerships in place to ensure a safe workplace which includes: responsibility, cooperation, sharing information, accountability and integrating H&S in to daily production activities.

Committees = play a large and important role at a workplace as they are the connection to hear concerns of the larger group.

Duties of Managers

Duties of Employers

Duties of Workers

Right to know

Duties of Supervisors

Right toParticipate

Right toRefuse

OHS Management System

Safety Officers

INTERNAL RESPONSIBILITY SYSTEMSupervisors = provide leadership in controlling

hazards, training, monitoring to ensure compliance on their line and ensure implementation of policies on the floor, inspections, and report unsolvable issues.

Employees = follow H&S policies and procedures, report hazards and cooperate with their supervisor.

Safety Team = internal auditing, provide leadership, train, implement H&S policies, manage incidents, deal with reported hazards and monitor and enforce safety program.

Duties of Managers

Duties of Employers

Duties of Workers

Right to know

Duties of Supervisors

Right toParticipate

Right toRefuse

OHS Management System

Safety Officers

INTERNAL RESPONSIBILITY SYSTEM

By understanding the “system” we see how each party in the workplace not only has responsibility, but more importantly how they intertwine and support each other.

We can also realize the importance of how relationships and communication between parties can determine the drive for a better safety culture and performance.

RELATING THE INTERNAL RESPONSIBILITY SYSTEM TO SAFETY INDICATORS By understanding the IRS and the difference between Leading & Lagging

indicators we can see how they can relate. By following the IRS employers will be accountable to have and monitor a

strong OHS management system. All workers will be accountable to follow the safety program, and have the right to know and participate. Everyone will have a voice in the program. This would relate to our leading indicators.

Having a strong OHS management system supported by the IRS, theoretically should reduce injury statistics. This would have a positive effect to our lagging indicators.

Why Measure Safety?

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WHY MEASURE SAFETY PERFORMANCE? What gets measured, gets managed Provide an objective basis to determine

program effectiveness. Provide information for decision making

(management) Forms basis for continual improvement

PLAN-DO-CHECK-ACT

Plan • Establish the standards for health and safety

Do • Implement the plan to achieve objective and

standards

Check

• Measure progress with plans and compliance with standards

Act • Take appropriate action to correct any

deficiencies

WHAT MAKES MEASURES EFFECTIVE Reliability

The consistency or repeatability of the measurement

ValidityRelationship between measurement and program

Understandability Can you/others explain what they mean?

Action-abilityCan results be translated into action

HOW ARE WE DOING?

2009 2010 2011 20120

2

4

6

8

10

12

Injury Rate Fines/PenalitiesSerious Incidents

Company XYZ – SAFETY STATS

Measuring What’s Important

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SAFETY METRICS FRAMEWORK

Over the past decade, companies have been looking for better, more pro-active measures of safety performance.

Traditional methods of evaluating safety performance have not provided the right information.

Traditionally we would look at injury frequency’s

TRADITIONAL SAFETY MEASURES Trailing (or lagging) Indicators Results measures that tell what happened. Focus on what went wrong. Include injury statistics and loss reports. Good for accountability but not indicative of

best strategies for continuous improvement.

PROBLEMS WITH LAGGING INDICATORS Provides a limited, and often distorted, view of safety

performance. Can be a deceptive indicator. Lagging indicators do not explain performance; i.e. they

provide insufficient data about what has been done (or not done); how well it was done; and their relationship to outcomes.

Possible “polluted" reporting. Can be a motivation killer. They do not provide sufficient process insights to effectively

manage health and safety.

“Managing safety only by LTI, is like playing tennis with your eye on the scoreboard and not on the ball” (Bernard Borg, 2002, Predictive Safety from Near Miss and Hazard Reporting)

LEADING INDICATORS Measures that can be effective in predicting

future safety performance. “Before-The-Fact Measures.” Assess results of actions taken before

incidents occur. Help to assess performance “effort” vs.

“result’

LEADING INDICATORS -EXAMPLES Health & Safety Audits Number (or %) of managers trained in Health & Safety Leadership Number of senior leadership meetings with safety included on the

agenda Supervisor safety activities Incident investigations completed within prescribed timeframe Resolution of employee suggestions/Hazard ID Percent of internal inspections conducted as scheduled Number of safe acts, near misses reported or recognized Employee safety perception surveys Wellness program participation

LEADING VS. LAGGING

Leading Indicators/Activities

Behavior Based Observations Near Miss Reporting Employee Perception Surveys Supervisor Safety Activities Hazard ID/Analysis Process OHS Audits Contractor EHS Selection

PRE LOSS / PREVENTIONLOSS CONTROL

Lagging Indicators Reportable Injury Frequency

Lost Time Severity

Workers Compensation Costs

Property Damage Costs

Number of work improvement orders

POST LOSS / REACTION LOSS CONTAINMENT

Setting the Standard

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SAFETY MANAGEMENT (SIMPLIFIED)

Injury Stats

Outcome Process

Safety Program

Safety Culture

Hazard

Hazard

Hazard

Input

Uncontrolled Hazards

THE BALANCED SCORECARD

Vision & Strateg

y

Results

ProgramCulture

ResultsInjury Stats

Program Training, Inspections, investigations, audits etc.

Culture Behaviors, conditions, perceptions

SETTING THE STANDARD Standards for safety performance

measurements should :Be documentedDefine key safety performance measures Identify minimum acceptable performance Outline how data is to be collected and

reported at all levelsStrengthen safety program oversight

WHEN TO MEASURE? Increase the frequency

Decrease the frequency

• Evidence of non-compliance

• Required by legislation • Activity happens

frequently • High potential for

change

• Evidence of compliance

• No legal requirement • Non-frequent activity • Low potential for

change

WHAT IS ACCEPTABLE PERFORMANCE?

Setting injury reduction targets – ultimate goal is always zero.

Compliance targets – ultimate goal is always 100%

Acceptable performance should be defined for all metrics.

Question is – are we improving?

SETTING SAFETY TARGETS

Specific MeasurableAttainableRealisticTimebound

2009 2010 2011 20120

20406080

100

Safety Corrective Action

Year

% C

ompl

ete

Target

EXAMPLES OF SAFETY TARGETS

Who What When

Why How

Senior Managers

Injury Rates Monthly Injury Reduction

Team Meetings

Safety Committee

Inspections Quarterly Legal

Compliance Bulletin-boards

Supervisors

Corrective Actions

Weekly Continuous Improvement

Committees

HOW ARE WE DOING? Good input but poor output Good input and output

Poor input and output Good output but poor input

Jan

Feb

MarApr

MayJun

Jul

AugSept

Oct

BENCHMARKING Ongoing process of measuring one company's

safety performance against those recognized as industry leaders.

Serves as a measuring stick for the organization by identifying those organizations that are viewed as the best.

Comparing ‘apples to apples’ can be challenging (e.g. difference in calculations, organizations)

TIPS FOR MEASURING SAFETY PERFORMANCE Define who, what , when, where, why and

how Balance the scorecard – use leading and

lagging indicators Set targets and goals that align with the

organizations vision Report progress at all organizational levels Don’t forget to celebrate successes along the

way

Recognizing a Strong Safety Culture

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OCCUPATIONAL HEALTH AND SAFETY CULTURAL MODEL

RECOGNIZING A STRONG SAFETY CULTURE Measuring the right things and strong safety culture

does not happen over night, but it can be achieved. We need to focus on the right indicator, and not get

caught up on the lagging. We all can lead safety, we all can make a difference.

Questions

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