Presentation on theme: "Balancing the safety scorecard"— Presentation transcript:
1Balancing the safety scorecard Tips for effective measurement of safety performanceKent Blackmon BSc., crspRyan Orvis crsp, chsc
2Session objectives Internal Responsibility System Benefits of measuring safety performanceMeasuring what’s importantWhat makes measures effectiveLeading vs. lagging indicatorsSetting the standardIntegrating new metrics and establishing goalsRecognizing a Strong Safety Culture
4Internal Responsibility System Internal 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.Safety OfficersRight toknowDuties ofWorkersRight toRefuseDuties ofManagersRight toParticipateDuties ofEmployersDuties ofSupervisorsOHS Management System
5Internal Responsibility System Supervisors = 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.Safety OfficersRight toknowDuties ofWorkersRight toRefuseDuties ofManagersRight toParticipateDuties ofSupervisorsDuties ofEmployersOHS Management System
6Internal 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.
7Relating 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.
9Why measure safety performance? What gets measured, gets managedProvide an objective basis to determine program effectiveness.Provide information for decision making (management)Forms basis for continual improvement
10Plan-do-check-act Establish the standards for health and safety Implement the plan to achieve objective and standardsCheckMeasure progress with plans and compliance with standardsActTake appropriate action to correct any deficiencies
11What makes measures effective ReliabilityThe consistency or repeatability of the measurementValidityRelationship between measurement and programUnderstandabilityCan you/others explain what they mean?Action-abilityCan results be translated into action
14Safety 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
15Traditional safety measures Trailing (or lagging) IndicatorsResults 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.
16Problems 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.
17“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)
18Leading indicatorsMeasures 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’
19Leading Indicators -Examples Health & Safety AuditsNumber (or %) of managers trained in Health & Safety LeadershipNumber of senior leadership meetings with safety included on the agendaSupervisor safety activitiesIncident investigations completed within prescribed timeframeResolution of employee suggestions/Hazard IDPercent of internal inspections conducted as scheduledNumber of safe acts, near misses reported or recognizedEmployee safety perception surveysWellness program participation
20LEADING vs. LAGGING Leading Indicators/Activities Lagging Indicators Reportable Injury FrequencyLost Time SeverityWorkers Compensation CostsProperty Damage CostsNumber of work improvement ordersPOST LOSS / REACTIONLOSS CONTAINMENTLeading Indicators/ActivitiesBehavior Based ObservationsNear Miss ReportingEmployee Perception SurveysSupervisor Safety ActivitiesHazard ID/Analysis ProcessOHS AuditsContractor EHS SelectionPRE LOSS / PREVENTIONLOSS CONTROL
24Setting the standardStandards for safety performance measurements should :Be documentedDefine key safety performance measuresIdentify minimum acceptable performanceOutline how data is to be collected and reported at all levelsStrengthen safety program oversight
25When to measure? Increase the frequency Decrease the frequency Evidence of non-complianceRequired by legislationActivity happens frequentlyHigh potential for changeEvidence of complianceNo legal requirementNon-frequent activityLow potential for change
26What 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?
29How are we doing? Good input but poor output Good input and output Poor input and outputGood output but poor inputMarJanAprFebJunMayJulAugSeptOct
30BENCHMARKINGOngoing 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)
31TIPS FOR MEASURING SAFETY PERFORMANCE Define who, what , when, where, why and howBalance the scorecard – use leading and lagging indicatorsSet targets and goals that align with the organizations visionReport progress at all organizational levelsDon’t forget to celebrate successes along the way
33Occupational Health and Safety Cultural Model DraftOccupational Health and Safety Cultural Model
34Recognizing 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.