kpi tool report - ehscbc.ca
TRANSCRIPT
KPI TOOL REPORT
PREPARED FOR: DALE JOHNSON
DATE: OCTOBER 1ST, 2018
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MANAGEMENT LEADERSHIP AND COMMITMENT
An OHS program has the best chance of success when there is buy-in right from the top. These
following questions will evaluate your leaderships commitment to health and safety.
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HEALTH AND SAFETY PROGRAM
Do you have a documented Health and Safety Program?
Description Value
No
No Health and Safety Program and Procedures developed.
0
Somewhat
You have an informal system in place that may or may not be fully documented
1.5
Yes
You have a health and safety program that is certified or you are well on your way
to being certified by a third party audit.
3
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SETTING OHS ANNUAL GOALS
Do you set OHS goals on an annual basis?
Description Value
No
There is little or no effort to set OHS goals.
0
Somewhat
The company has some goals which are reviewed on an irregular basis.
1.5
Yes
OHS goals are integral part of the business plan and governance structure.
3
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KEEPING TRACK OF PROGRESS OF OHS GOALS
The maxim..."What gets measured gets done" applies to OHS goals.
Description Value
No
We do not have system in place to track OHS goals.
0
Somewhat
The company reviews its progress on an irregular basis.
1.5
Yes
There is regular updates and review of OHS goals. Regular meeting minutes and
reports show the progress of the OHS program. This information is shared with all
levels in the company.
3
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ASSIGNED ROLES AND RESPONSIBILITIES
All levels in the organization should know what their responsibilities are regarding the OHS program.
Description Value
No
Roles and responsibilities have not been assigned.
0
Somewhat
Most of the staff understand what is expected of them as it relates to OHS program.
1.5
Yes
Everyone (Managers, Supervisors and Workers) know what their OHS roles and
responsibilities are. These are posted and part of the OHS program.
3
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HOLDING PEOPLE ACCOUNTABLE
Being held accountable for something, or some action, means that you are responsible for that thing or
action. To be held accountable means that you are liable to being called to account or are answerable
for your actions.
Description Value
No
There is no process in place to hold people accountable.
0
Somewhat
Reviews of staff based on their OHS performance conducted sometimes/as needed.
1.5
Yes
Employees are accountable for being responsible for OHS program and
performance. It is part of their job description and performance review.
3
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ANNUAL OHS EDUCATION FOR SENIOR EXECUTIVES
Description Value
No
Senior management has not taken any type of OHS training.
0
Somewhat
There has been some training for senior management.
1.5
Yes
All senior executives/management have received appropriate OHS training and a
refresher courses when needed.
3
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BALANCE BETWEEN SAFETY AND PROFITABILITY
This issue plays out in all kinds of different ways, but a fundamental question is "will a line stop if it is
deemed unsafe by supervisors or workers on the line?". Other issues might be... "How does the firm deal
with safety investments to resolve long term hazards?
Description Value
No
It is not clear how safety and profitability are balanced. Line managers spends most
of its time on operational issues.
0
Somewhat
Saving money by cost cutting is important but money is spent to make the safety
improvements necessary to comply with legal requirements.
1.5
Yes
Management believes that safety makes money so balancing safety and making
profits is a non-issue. The company's plans include time and resources to ensure
safety is proactively managed.
3
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INVOLVEMENT LEVEL OF ALL HIERARCHICAL
LEVELS WITHIN THE ORGANIZATION
Building culture, promoting safety, and delegating responsibility are key essentials in an effective safety
program. How is your organization doing at ensuring everyone has a vested interest in your program?
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EXECUTIVE MANAGEMENT/BOARD MEMBERS
How active is the Executive Management team in building a safety culture within the organization?
Description Value
Never
OHS related matters are not an agenda item and discussed at Executive
management meetings. Leadership is not involved in OHS promotion and related
activities.
0
Sometimes
Limited promotion and participation by leadership in OHS activities such as
inspections, communications to staff and meetings.
1.5
Always
Strong leadership promotion and participation in OHS activities such as inspections,
communications and meetings. OHS is an agenda item on all regular management
meetings.
3
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SUPERVISORS
How active are Supervisors in promoting the company OHS program?
Description Value
Never
Supervisors are not holding toolbox talks, doing orientations and training. No
participation in workplace activities including worker supervision, OHS inspections,
communications or meetings.
0
Sometimes
Supervisors do minimal OHS workplace activities including worker supervision,
some training, OHS inspections, communications or meetings. Toolbox meetings are
not held regularly and attendance is not enforced. Unsafe acts are not corrected
promptly.
1.5
Always
Extensive participation in workplace activities including worker supervision and OHS
inspections, communications or meetings. Supervisors diligently enforce safe work
procedures and ensure toolbox meetings are held and well attended.
3
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WORKERS
How active are workers in supporting the OHS program and do they take responsibility for looking out
for the safety of fellow workers?
Description Value
Never
Non-compliance with company OHS requirements and negative attitude towards
health and safety.
0
Sometimes
Limited compliance with company OHS requirements and indifferent attitude
towards health and safety.
1.5
Always
Workers believe they are responsible for their own safety and participate in all
aspects of the OHS program.
3
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JHSC/WHSR
A Joint Health and Safety Committee (JHSC) is a forum for bringing the internal responsibility system
into practice. The committee consists of worker and management representatives who meet on a
regular basis to deal with health and safety issues. The advantage of a joint committee is that the in-
depth practical knowledge of specific tasks (labor) is brought together with the larger overview of
company policies, and procedures (management).
* Any employer with 20 or above FTEs requires to have a Joint Health and Safety Committee (JHSC)
and any employer with 19 or below FTEs requires to have a worker health and safety representative
(WHSR)
Description Value
Never
There is not a functioning Joint Health & Safety Committee or no Worker Health and
Safety Representative*.
0
Sometimes
JHSC meets irregularly/ WHSR is not active in OHS. Action items are infrequently
completed, does not perform monthly inspections, or have not had any significant
impact on the workplace.
1.5
Always
The JHSC meets every month/ WHSR actively participates in OHS. Consistently
completes actions items, participates in inspections and investigations. The
JHSC/WHSR is a driving force in the workplace for safety.
3
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CONTRACTORS
Are outside contractors required to be aware of and participate in the company OHS program?
Description Value
Never
Does not frequently comply with set expectations, OHS contract obligations. The
most important issues when selecting a contractor is price. There is no safety
requirements as part of prequalification.
0
Sometimes
Contractor safety is generally viewed as important and some requirements for
safety are set to them. Contractors have to get up to standard using their own
resources. Contractor occasionally does not comply with expectations and OHS
contract obligations.
1.5
Always
Contract prequalification requires proof that there is a working safety management
system. There are joint contractor-company safety efforts and the company helps
with contractor training. Contractors always comply with expectations and OHS
contract obligations.
3
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SAFETY LEADING INDICATORS
A proactive approach to occupational health and safety ensures the best results. Are you doing a
proper Hazard ID and Risk Assessment in your organization? Proper job task analysis, OHS training and
measuring leading indicators like near misses are all essentials of a functional program.
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HAZARD IDENTIFICATION AND RISK ASSESSMENTS
Risk assessment is the determination of measurable or determinate value of risk related to a concrete
situation and a recognized threat (also called hazard). Measureable risk assessment requires calculations
of two components of risk (R); the magnitude of the potential loss (L), and the probability (P) that the
loss will occur. In all types of engineering of complex systems sophisticated risk assessments should be
made when it concerns threats to life, environment or machine functioning.
Description Value
None
Hazards have not been identified and risk assessments have not been conducted
thus leaving a high risk exposure level with the potential for serious outcomes
(incidents).
0
Somewhat
Some risk assessments have been completed but not for all hazards. Some controls
are in place. There is a moderate risk for serious outcomes (incidents).
1.5
Always
Risk assessments have been completed for all hazards and controls implemented
with a low risk for serious outcomes (incidents).
3
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JOB TASK ANALYSIS
The analysis of how a task is accomplished including a detailed description of both manual and mental
activities, task and element durations, task frequency, task allocation, task complexity, environmental
conditions, necessary clothing and equipment and any other unique factors involved in or required for
one or more people to perform a given task.
Description Value
None
The company has not completed any job task analyses.
0
Somewhat
Job task analyses are completed for high risk tasks with a moderate risk of exposure
to uncontrolled workplace hazards.
1.5
Always
Job task analyses have been completed for all job tasks with a low risk of exposure
to uncontrolled workplace hazards.
3
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OHS TRAINING
Training is one of the key elements in building a safe work environment. Without it workers will not be
aware of hazards and will not know how to avoid them.
Description Value
None
Training is not provided around OHS. Toolbox talks are not conducted.
0
Somewhat
Safety is infrequently discussed in toolbox talks. Some training provided on OHS
and equipment operation.
1.5
Always
Safety is always included in toolbox talks. OHS training is prioritized with staff
receiving training before performing job task.
3
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REGULAR REVIEW OF SAFETY PROGRAM
Nothing ever stays the same. Keeping you OHS program up to date is important.
Description Value
None
Safety program is not reviewed.
0
Somewhat
Safety program and procedures are reviewed after incident(s).
1.5
Always
Safety program and procedures are reviewed and updated regularly.
3
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NEAR MISSES REPORTED
Near misses happen every day in any active work place. Recording those near misses provide data that
allow continuous improvement to happen.
Description Value
None
Near Misses are not reported.
0
Somewhat
Near misses are reported and recorded infrequently when serious incidents occur.
1.5
Always
Near misses are regularly reported and action taken as recommended.
3
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SAFETY PERFORMANCE INDICATORS
For the following section you are going to need to know where you stand in relation to your peers.
Please download the following PDF Guide on how to access your Employer Health and Safety Planning
toolkit from WorkSafeBC.
Download Toolkit
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LOST TIME INJURY RATE (FREQUENCY)
Description Value
Above Industry Average
Figure is greater than the WorkSafeBC average for a given organization's
classification unit.
0
Equal to Industry Average
Figure is equal to the WorkSafeBC average for a given organization's classification
unit.
1.5
Under Industry Average
Figure is lower than the WorkSafeBC average for a given organization's
classification unit.
3
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AVERAGE CLAIM SEVERITY
Description Value
Above Industry Average
Figure is greater than the WorkSafeBC average for a given organization's
classification unit.
0
Equal to Industry Average
Figure is equal to the WorkSafeBC average for a given organization's classification
unit.
1.5
Under Industry Average
Figure is lower than the WorkSafeBC average for a given organization's
classification unit.
3
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AVERAGE CLAIM COST
Description Value
Above Industry Average
Figure is greater than the WorkSafeBC average for a given organization's
classification unit.
0
Equal to Industry Average
Figure is equal to the WorkSafeBC average for a given organization's classification
unit.
1.5
Under Industry Average
Figure is lower than the WorkSafeBC average for a given organization's
classification unit.
3
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SAFETY COMPLIANCE LEVELS
We should all work hard to take the necessary steps to prevent injuries, however it can be inevitable
that at some point an incident will happen. What we do next to eliminate the hazard is what separates a
functional program from a broken one. These next questions will dig deeper into the lagging indidcators
of an OHS program.
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WORKPLACE INSPECTION REPORTS
Workplace inspection reports are a formal means for carefully examining workplaces on a regular basis
with a view to identifying and recording actual and potential hazards posed by structures, equipment,
the environment, processes and practices. All identified hazards are recorded with recommended
corrective action, assigned responsibility and tentative completion dates.
Description Value
Low Compliance
Actual and potential hazards posed by structures, equipment and the environment
are not or are seldom recorded in reports. Corrective action is rarely taken and
responsibility is infrequently assigned to prevent a reoccurrence.
0
Medium Compliance
Actual and potential hazards posed by structures, equipment and the environment
are recorded occasionally in reports. There are some corrective actions, assigned
responsibilities with projected completion dates.
1.5
High Compliance
Actual and potential hazards posed by structures, equipment and the environment
are recorded in reports. Corrective actions are identified and completed in a timely
manner with sign off by management.
3
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INCIDENT INVESTIGATION REPORTS
The process for formally investigating and documenting the results of work-related incidents resulting in
personal injury, illness, damage to property or the environment. The intent is to prevent recurrence by
identifying all contributing factors and applying corrective measures.
Description Value
Low Compliance
There is not a process in place to investigate and document work related incidents.
0
Medium Compliance
There is a procedure and process in place for investigating and documenting work-
related incidents but it is not consistently applied. Factors contributing to the
incident are limited with infrequent corrective actions taken to prevent a
reoccurrence.
1.5
High Compliance
There is a good process in place for formally investigating and documenting the
results of work-related incidents. All contributing factors are identified and there are
corrective actions taken in a timely manner.
3
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CORRECTIVE ACTION REPORTS
Documentation resulting from organizational corrective actions that address non-compliance with
established OHS rules, guidelines and regulations.
Description Value
Low Compliance
Corrective action reports relating to OHS rules, guidelines or regulations are not
documented and infrequently applied.
0
Medium Compliance
There is some documentation supporting organizational corrective actions to
address non-compliance with established OHS rules, guidelines and regulations.
1.5
High Compliance
Reports and documentation detailing organizational corrective actions to address
non-compliance with established OHS rules, guidelines and regulations is regularly
applied.
3
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PERCEIVED VALUE OF SAFETY
Taking time to reflect on you program is the final key piece of your OHS program. When answering
these following questions, take time to think about what you are doing in your organization to value
safety and maintain that culture moving forward.
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SAFETY PERCEPTION SURVEY
Results of a Safety Perception Survey (SPS) can identify what workers think and believe about the
company's existing safety culture and OHS regulations. It allows companies to measure differences
between the viewpoints of various levels within an organization. The SPS creates a baseline from which
to identify deficiencies and undertake corrective actions.
Description Value
None
Safety Perception surveys are not conducted.
0
Somewhat
Safety Perception Surveys are conducted when management feels the need to do
so. Engagement levels are generally low to medium with inconsistent follow through
on results.
1.5
Always
Safety Perception Surveys are conducted on a regular basis with high engagement
levels and results widely disseminated within the organization. Feedback is honest
and constructive which results in action taken.
3
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RECOMMENDATIONS TO IMPROVE SAFETY
To be considered an effective safety recommendation it needs to conform to pre-established criteria.
The quantity of recommendations made by workers, supervisors and managers within an organization
to improve the health and safety can be expressed as number per 100 worker years.
Description Value
None
Employees do not make recommendations to improve safety on, with infrequent
positive reinforcement from management to workers regarding safety
recommendations.
0
Somewhat
Some safety recommendations provided by workers or groups of workers to
employer with some corrective action taken. No formal or informal recognition
program for workers putting forward safety recommendations.
1.5
Always
Employees are encouraged to make recommendations to improve safety. There are
incentive plans in place and recommendations are routinely implemented in the
workplace.
3
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VISIBILITY OF SAFETY
To obtain the highest score in this area safety has become invisible because of the level of integration in
all activities and as a core value.
Description Value
None
There are limited health & safety notices and policies posted with incomplete or
outdated information.
0
Somewhat
There are some posters and policies and other safety notices posted but not
prominently and sometimes not current.
1.5
High
Safety notices are a central focus with changing themes and topics to maintain
employer awareness and engagement.
3
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INFLUENCE OF SAFETY OFFICERS
Safety Officers are the on the floor champions for execution of the OHS program. Are they listened to
and do they have influence at both the tactical and strategic levels?
Description Value
None
The safety officer has little power. They are only involved in first-aid incidents.
0
Somewhat
The safety officer participates in some activities and is an active voice at meetings.
Safety officers have limited involvement in establishing safety goals.
1.5
Always
Safety Officers are provided adequate resources to support OHS goals and
considered an important role with a strong voice to influence senior management
decisions and business planning.
3
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SUMMARY
Name
Dale Johnson
Phone Number
604-847-9944
Company
Company
Industry
Manufacturing
Years in Business
99
OHS Certifications
OSSE,COR
Other Certifications
ISO 9001
Other Details
Additional Details
Section Score Max
Management Leadership and Commitment
9 21
Involvement Level of all Hierarchical Levels within the Organization
6 15
Safety Leading Indicators
7.5 15
Safety Performance Indicators
1.5 9
Safety Compliance Levels
9 9
Perceived Value of Safety
9 12
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