1. Using Scorecards to Measure Safety Performance Author : Theodore S. Ingalls Professional Safety, Dec 1999 What ’ s this talk about scorecards?

2. Why Measure Performance  To Know who wins.  What gets measured gets done  Enables reasoned decisions and assessments  Allows comparison with previous performance  Compares actual performance to planned performance

3. Downstream Measures  Statistical data, # of accidents, days lost, rates & costs.  Statistics usually are weak when it comes to the  Represent a reactive measure method  Causes go undetected and uncorrected  Only reflect poor performance

4. Perception surveys, structured interviews Observation, inverse performance assessment Check lists & audits Training completed Effectiveness measured

5. Key objectives achieved by integrating these areas  Key performance parameters will be spotted  The measures enable the company to actively improve performance in each area  By developing a systematic, forward- looking approach, strategic organizational change can occur

6. Using scorecards  Introduced by Kaplan & Norton  “ scorecards puts strategy & vision, not control at the center ”  To succeed focus should be on attaining high levels of organizational performance.  Helps link performance to organization safety vision by:  Links to the company safety vision  Enhances overall communication and understanding  Encourages strategic planning  Provides feedback on progress and success

8. The scorecard process  Secure top management support  Define the vision  Build the organization ’ s scorecards  Link unit scorecards to the organization ’ s scorecards  Measure & reward performance

12. Conclusion  Real power of this approach & use of scorecards  Clarify & update strategy  Communicate strategy throughout the company  Align unit goals with the strategy  Link strategic initiatives  Conduct periodic reviews