16295214 Positive Performance Measurement

SUSTAINABLE ENGAGED SIGNIFICANT SMART RESPONSIBLE RELEVANT

Positive Performance Measurementin the Western Australian Minerals and Resources Industry

Guide to

October 2004

The objectives of the CME Guide are to:-

W Provide practical guidelines that define andstandardise positive performance measures (PPMs)pertinent to the needs and diverse nature of themineral and resource industry in Western Australia.

W Provide a composite, user friendly, and valued toolfor PPMs, that is readily integrated into and insupport of an organisation’s Occupational Healthand Safety Management System (OHSMS).

W Explain the relationship of PPMs to anorganisation’s business plan and their OHSMS.

W Advocate the most current and authoritativePPM methodologies.

W Acknowledge the varying stages oforganisational maturity in health and safetymanagement application.

W Acknowledge the different types of hazardsexperienced in different mineral and resourceprojects with their inherent work practises.

W Empower an organisation to identify whereoccupational health and safety issues exist and totarget those areas with preventative action.

W Enable organisations to identify and select PPMs(from a core selection) appropriate to theirorganisational development and maturity ratherthan as an ad hoc exercise.

W Assist Health and Safety Professionals, Advisorsand anyone wishing to utilise leadingperformance indicators.

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ILUKA RESOURCES LIMITED

CME would like to thank Newmont Australia Limited for supplying the photographs that appear on the front cover.

C M E G U I D E T O P O S I T I V E P E R F O R M A N C E M E A S U R E M E N T 1

Contents

1. Introduction 2

2. Positive Performance Measures in the Minerals and Resources Industry 3

2.1 Why should the minerals and resources industry adopt positive performance measures? 3

2.2 What is the purpose of positive performance measures? 3

2.3 What can be achieved by using positive performance measures? 4

2.4 What problems can arise with the use of positive performance measures? 4

3. Types of Positive Performance Measurements 4

3.1 Input (Activity Measures) 4

3.2 Process (Focus Measures) 4

3.3 Output (Action Plan Measures) 5

4. Occupational Health and Safety Management Systems 5

5. The Process of Defining Positive Performance Measures 7

6. Positive Performance Measures 10

Appendix 1 The Advantages of a Systems Format 34

Appendix 2 Overview of the Elements of AS 4801:2001 34

Appendix 3 Example – Manual Handling Training 36

Appendix 4 Bibliography 37

Glossary 38

ALCOA WORLD ALUMINA AUSTRALIAROBE RIVER IRON ASSOCIATESNEWMONT AUSTRALIA

1. Introduction

Increased emphasis is placed on the need fororganisations to use leading indicators or positiveperformance measures rather than solely focusing onlagging indicators such as lost time injury frequencyrate (LTIFR), fatality frequency rate (FFR) anddisabling injury frequency rate (DIFR).

The use of positive performance measures (PPMs) inoccupational health and safety is focused on usingthese measures to improve safety performance by

promoting action to correct potential weaknesseswithout waiting for demonstrated failures.

To encourage increased use of PPMs, this guide hasbeen put together to provide:

• practical assistance on why and how PPMs shouldbe implemented;

• practical instruction on data collection andmeasurement; and

• implementation tools for the selection and useof PPMs.

The guide does not provide a definitive list of PPMs thatwill be suitable for all businesses within the mineralsindustry, nor is it a simple checklist for measuring healthand safety management. Rather this guide:

• explains that the selection of PPMs is flexible andopen to review and change; and

• focuses on assessing how successfully a work siteis performing by monitoring processes, whichproduce good health and safety outcomes.

C M E G U I D E T O P O S I T I V E P E R F O R M A N C E M E A S U R E M E N T2

1 Step Change in Safety (2003) Leading Performance Indicators: Guidance for Use, Safety Change in Safety, UK

A leading indicator is somethingthat provides information thathelps the user respond tochanging circumstances and takeactions to achieve desiredoutcomes or avoid unwantedoutcomes1.

GOLD FIELDS AUSTRALIA

Positive performance measures are part of a processto guide actions that will improve future performancewithin an organisation. Given the vast differencesbetween organisations and work sites it is not possibleto establish:

• a generic or standard set of positive performancemeasures that will apply to the entire mineralsindustry; or

• a set of positive performance measures that willbe relevant to an organisation indefinitely.

Relevant measures will vary depending on theworkplace structure, size, risk and existingoccupational health and safety practices.

2.1 Why should the minerals andresources industry adopt positiveperformance measures?The use of lagging indicators in isolation is not a reliableand/or an accurate measurement of occupational healthand safety (OHS) performance. A wider range of OHSmeasurement is needed.

Positive performance measures are:

• an essential planning and measurement tool forachieving improved health and safety performance;

• a key step in any management process, formingthe basis of continual improvement in anorganisation’s OHS risk control mechanisms; and

• an objective measurement of total operationalperformance.

2.2 What is the purpose of positiveperformance measures?They can achieve this through:

• providing information that helps the user to takeactions to achieve desired outcomes or avoidunwanted outcomes;

• enhancing an organisation’s ability to objectivelyrecognise areas of deterioration, poor performanceand/or underdevelopment in their OHS practices;

• providing information on the progress andcurrent status of the strategies, processes andactivities used by worksites to address health andsafety risks; and

• allowing for periodical monitoring of progressand review of objectives to identify if targets arebeing met.

2. Positive Performance Measures in the Minerals and Resources Industry


Each workplace needs to identifywhere there are potentialweaknesses or opportunities forimprovement within thatparticular workplace and identifya limited number of PPMs toaddress these.

The purpose of identifying andusing PPMs is to assist work sitesimprove their health and safetyperformance.

The Minerals Council of Australia2 have previouslydefined these three types of positive performancemeasures as:-

• input or activity measures;

• process or focus area type measures; and

• output or action plan type measures.

3.1 Input (Activity Measures)This style of indicator measures inputs that can becounted or measured and is described numerically.For example the:

• number of JSAs written

• percentage of safety training performed

• number of safety meetings

• number of audits performed

• number of inspections completed

• percentage of job descriptions with OHSrequirements documented.

Input measures are of value as long as there is a directrelationship between the input and the resulting out-come. This may not be so easy to demonstrate, and inmany cases amounts to measuring ACTIVITY in safety.

3.2 Process (Focus Measures) This style measures the indicator within the process.It focuses on the predominant types of injuries andmonitors the practices and behaviours.

In the example in Table 1 the predominant injury aresprains and strains. The risk controls introduced weremanual handling training for operators and riskassessment with several controls to mitigate risk. Todetermine the effectiveness of the introduced riskcontrols it is necessary to monitor work practices andbehaviours associated with the task to determine acause and effect relationship. Where a reduction in theprecursors of significant strains/sprains (back, shoulderinjuries) can be demonstrated an indicator isestablished that identifies risk control measures arehaving an effect.

The key with process measures is to focus on keydrivers or contributors to the outcome of concern andit must be directly related in a cause effectrelationship. Employee behaviours and taskobservations can be useful indicators of how well risksare perceived and controlled.

3. Types of Positive Performance Measurements

2.3 What can be achieved by usingpositive performance measures?The use of PPMs will lead to: -

• Increased OHS activity and an improved healthand safety culture that is encouraged bymanagement and supported by the workforce.

• Efficient implementation of corrective actionitems which creates a new found interest andraised awareness in OHS.

• Health and safety plans being discussed by alllevels of the workforce allowing for greaterparticipation in OHS reviews.

• Improved processes and increasing OHS activitythat results in achievement of set goals.

• Improved performance due to focussing on whatis currently important and what can be measured.

2.4 What problems can arise with the useof positive performance measures?If measurement is not carried out correctly, theeffectiveness of health and safety practices cannot beassessed and there is no reliable information sourceto determine how well OHS risks are beingcontrolled.

Incorrect measurement leads to ineffectivedevelopment of OHSMS’s and inappropriate allocationof resources.

Positive performance measures can lead to wrongand/or misleading conclusions if inappropriatethresholds and measures are chosen. They are proneto being measured in isolation and therefore cangenerate misinformation.


Three types of PPMs can beidentified to measure the proactive,leading activities necessary tocontrol loss and damage.

2 Minerals Council of Australia (2003) “Positive Performance Measures – A Practical Guide” Minerals Council of Australia: Sydney

skeleton of the system and the required processes tomake the system work. Figure 2 illustrates sub-elements and how they can relate to the key elements.

These key elements and sub-elements are based onAustralian/New Zealand Standard 4801:2001Occupational Health and Safety (OHS) ManagementSystem (AS/NZS 4801:2001). Additional detail onthe key elements and sub-elements of AS/NZS4801:2001 is provided in Appendix 2.

This Guide has adopted the AS/NZS 4801:2001 asthe base format for presentation of the PPMs giventhe extensive use of the standard across the mineraland resource industry. This allows a system which canbe replicated and is verifiable with key elements thatare easily recognisable.

4. Occupational Health and Safety Management Systems


3 Standards Australia, AS/NZS 4801:2001 Occupational Health and Safety Management Systems - Specification with guidance for use. Standards AustraliaInternational Ltd: Sydney.

A systematic health and safety management systemcan assist worksites to clearly identify what theirresponsibilities are and how they will manage them.It also creates a framework that can be audited toensure system completeness and allow for continuousimprovement to achieve a safe workplace. Theadvantages of a systems format are summarised inAppendix 1.

Experience has shown that if a safety managementsystem is to be effective, successful and sustainable, itmust contain a number of essential features asdemonstrated in Figure 1.

An occupational health and safety management systemis comprised of a number of key elements. Each keyprovides a framework for sub-elements which detail the

performance indicators. For example if a occupationalhealth and safety management plan (OHSMP)objective is set as “all supervisors are required toattend OHS training”, then the performance indicatoris Supervisor Attendance at OHS training and the PPMis actual attendances recorded, measured andreported as a percentage.

3.3 Output (Action Plan Measures)These measure outputs in terms of achievement ofobjectives or whether a target or goal has been met.For example whether all supervisors have attendedOHS training.

Output measures can be set in order to track progresstowards achieving items from an Action Plan and as

Figure 1. AS/NZS 4801:2001 Occupational Health and Safety Management System Model3

Table 1. Process Measure Example

PredominantInjury

Risk ControlMeasure

Practices/behavioursto be Monitored

Cause/EffectRelationship

Strains andsprains

• Manual Handling (MH) Training• Risk Assessment & Control i.e.

• MH aid/equipment• Access modified• Material storage lowered to eliminate

lifting above shoulder height

• Compliance in use ofMH aid/equipment

• Compliance in use ofagreed access to task

• Storage arearedesigned

• % of personnel who use MHaid/equipment for task notincurring a strain or sprain.

• No. of strains and sprainsincurred from task where agreedaccess not used.

Implementation

Measurement& Evaluation

ManagementReview

Planning

OHS Policy

ContinualImprovement


4 Standards Australia, AS/NZS 4801:2001 Occupational Health and Safety Management Systems - Specification with guidance for use, Standards AustraliaInternational Ltd: Sydney.

Figure 2. Occupational Health and Safety Management System Framework Detailing System Sub-Elements

OHS Management System Key Elements1. OHS Policy 2. Planning 3. Implementation 4. Measurement

and Evaluation5. Management

Review

Sub Elements

• Organisation todetermine theirOHS Policy - A Statement by theorganisation of itsintentions andprinciples in relationto its overall OHSperformance, whichprovides a frameworkfor action and forsetting overall OHSobjectives andtargets. This is themain DRIVER.

• Planning to includeidentification ofhazards,assessment andcontrol of risks

• Determine legal andother requirementsfor compliance

• Set objectives andtargets for OHS

• Determine OHSmanagement planfor organisationwhich may cascadeddown throughoutthe company

• Structure andresponsibility

- Allocateresources forhuman, physical& financialimperatives

- Assign OHSresponsibilitiesandaccountabilitiesto key personnel

• Determinetraining needs andcompetencies

• Consultation,communicationand reporting(OHS performance,incident, hazard, andstatutory)

• Documentation ofthe OHSMS(Policies, OHSstandards, SOP’s,job descriptions)

• Document anddata control

• Hazardidentification, riskassessment andcontrol of risks(Risk assessment,hierarchy of control,evaluation, design,contractor mgmt,purchasing)

• Emergencypreparedness andresponse

• Monitoring andMeasurement

- Inspection, testingand monitoring –fire systems, NDT,calibration ofequipment,ventilation,pressure vessels,switchboards, airquality etc

- Healthsurveillance(If required byprocesses)

• Incidentinvestigation,corrective andpreventative action

• Records andrecordsmanagement

• Audits of theOHSMS

• Review of OHSMS(Periodic review toensure its continuingsuitability andeffectiveness insatisfying theorganisation’s:

- Policy- Objectives, targets

and performanceindicators

- Audit findings- Corrective action

• Continualimprovementbased on thecontinuousevaluation of OHSperformance for thepurpose ofidentifyingopportunities forimprovement.

Positive performance measures quantify and qualifyobjectives and targets set during health and safetymanagement planning and are refined after a periodof monitoring.

The process of defining PPMs requires a worksite todetermine:-

• Where they are at - by assessing their currentlevel of safety performance using audits;

• Where they want to be - by setting objectivesand targets;

• Strategies of how they are going to get there -by developing OHS Management & ImprovementPlans.

To be effective, PPMs need to be;

• owned by mine personnel;

• relevant; and

• developed in consultation with employees.

Flexibility is required in order to allow an operation toreflect on what is being measured and whether it isachieving its intent. When a work site has achieved itsdesired outcome and performance plateaus furtherimprovements can be gained from consultativelydetermining alternative PPMs at a site, department,and individual level.

Each mineral and resource operation should bemindful of the types of PPMs it selects to ensure thatwhat is being measured relates closely to anyobjectives set.

The number of PPMs selected is highly dependent onthe maturity of the operation. Mineral and resourceoperations who are intending to set PPMs for the firsttime are strongly encouraged to start off small andmonitor whether core OHS activities are beingperformed.

The process of defining an organisational PPM tablecan be broken down into five steps. Figure 3graphically demonstrates the steps required.

5. The Process of Defining Positive Performance Measures


Positive performance measurescannot be defined carte blanchfor all work sites, as they will varywith the maturity and style ofthe operation.

Use of PPMs is much moreeffective if a limited number arechosen for use, with regularreview of the ongoing relevanceof them being undertaken.

ANGLOGOLD ASHANTI AUSTRALIA LIMITED


Figure 3 – Steps to Defining Positive Performance Measures

Implement• Monitor Monthly• Measure Quarterly• Review Annually

Positive Performance Measures (PPMs)Selection Process

Review Organisation’s OHS Management System• Policy• Objectives, Targets & Performance Indicators• Audit findings ie Internal/Third party• Outstanding Corrective Actions• Hazard Register

Identify Specific OHS Improvement Areas• The OHSMS supporting policy, procedures & forms• Identified hazards (high/extreme) requiring risk mitigation incentives• OHS training deficits• OHSMS elements that need promotion or reinforcement

Compare OHS Performance to the Organisation’s OHS GoalsDefine• OHSMS deficits• Changes to OHS Policy (if required)

Define Specific Objectivesfor improvement

Define Specific Targetsfor each objective (with time frames allocated)

Determine OHS Activities required to achieve the objectives and targets within the specified time frame.(These would be included in the OHS Management/Implementation/Improvement Plans).

Determine What Activities Require Measurement(These are the Positive Performance Indicators - PPIs).

Agree on the Types and Number of Positive Performance Measures(PPMs) required to measure each PPI defined

Create List of Positive Performance Measures for each PPI(Example) Method of Approach Monitoring Strategy

PPI PPM HowCollected

HowCalculated

HowReported

ReportFrequency Review

StructuredTrainingAssessment

• No. of dept.TrainingNeedsAnalysisconducted &documented

• % of OSHtrainingundertakenas perTraining Plan

• Dept toprovidedocumentedTNA

• Trainingrecords

• Training iseitherperformed orit is not

• Performed/Required x100 = %

• Dept SafetyReport


• CorporateSafety Report

• HR TrainingReport

• Monthly orQuarterly

• Monthly

• Quarterly

• Quarterly

• Measuretraining PPMsquarterly forachievementof targetsand adjust ifrequired

• Reviewannually forachievementof objective

InputActivity Measure

ProcessFocus Measure

OutputAction Plan Measure

REVI

EWPL

ANN

ING

STEP1

STEP2

STEP3

STEP4

STEP5

Review where we have been vswhere we want to be

a. Review existing OHS information from:

• audit results of the OHSMS;

• legislative changes;

• achievement of objectives and targets fromprevious year; and

• outstanding corrective actions and hazardregister imperatives to determine thecontinuing suitability, adequacy andeffectiveness of the OHSMS.

These results will also impact on theappropriateness of the OHS Policy andwhether the results are in support of theOHS Policy.

b. Revisit overall OSH goals and determinedeficits in OHSMS and any changes toOHS Policy.

Identify what needs to be done tohelp us get there

a. Identify specific OHS Improvement Areas i.e.OHSMS documentation, hazard mitigation,OHS training and/or OHSMS sub-elementsthat require process improvement, promotionor reinforcement (OSH for Supervisiontraining, Hazard Management training for keypersonnel, machine guarding, ventilationenhancement, purchase new equipment etc).

Define the goal-postsa. State your objective/s for improvement i.e.

employees are to receive relevant instruction andtraining to ensure procedural compliance andequipment competence

b. Set your targets with time frames applied i.e.100% employee compliance with designatedinstruction and training by end of Q3 2004.

Determine how we are going toget there

a. Determine what OHS activities are required toachieve each objective and target within thespecified timeframe. These would normally beincluded in the sites OHS Management plan ifrelated to improvements to the OHSMS or inthe Site/department Implementation orImprovement Plan if related to specific issues.

b. Determine what of these OHS activitiesrequire monitoring and measurement to assureachievement of objective i.e. structured ManualHandling training and follow-up assessments -These are your Positive Performance Indicators.NB some activities may not always requiremeasurement - i.e. purchase of new liftingequipment.

Select types and number of ppms& create your ppm table

a. Once the specific PPI/s have been determinedfor each objective, the management team orconsultative group needs to agree on thetypes and number of PPMs required to measureeach PPI.

Remember that a PPM is a totally numericmeasurement of an OHS activity. A PPM doesnot ask the question, “has a training needsanalysis been performed?” but rather, “howmany are complete?”

A working example of this process is located atAppendix 3


ANGLOGOLD ASHANTI AUSTRALIA LIMITED

STEP1

STEP4

STEP5

STEP2

STEP3

6. Positive Performance Measures

It is important for organisations to ensure that thePPMs selected relate closely to any OHSobjectives set.


This matrix is not intended to be an exhaustive list. Nor is it intended thatorganisations should consider using all measures. Rather the use of PPMsis much more effective is a limited number are chosen for use, with regularreview of the ongoing relevance of them being undertaken.

1. OHS Policy1.1. Leadership and Management Commitment

Objective PPI PPM Method of Approach Monitor & Review

To demonstrateManagementCommitment toOHS Activities

Managementcommitmentto OHSactivitiesidentified inOHS Plan

Output (Action Plan Measures)• % of supervision trained in OHS

for supervisors• % Managers attended OHS

leadership training• % Managers participation

in audits• % of OHS training that is

opened by a senior manager• % of Safety meetings attended

by Senior Managers• Number of meetings per month

where OHS is a standardagenda item

• Track training completedvia departmental OHSperformance reports

• Review records of safetymeetings and audits

• Monitor monthly

• Review quarterlyas per OHSMPreview andannually as perOHSMS Audit

• % Risk Assessments performedon major/significant risks

• Review the site/departmentHazard Register/Inventory

• Monitor quarterlyReview annually

Ensure that allOHS activitiesare defined,documentedand adequatelyresourced

Budgeting forOHSActivities

• OHS budget allocated based onresource identification toachieve Safety Management Plan

• Dollar expenditure on specificcomponents of OHSMS perquarter/year/100 employees

• Dollar expenditure (Total) ofOHSMS per quarter/year/100employees

• Review site/departmentOHSMP’s to ensure thatactivities and risk controlshave been appropriatelybudgeted for

• Monitorquarterly atMgmt Meetings

• Review annuallywhen reviewingthe OHSMS

To enable the identification and selection of PPMsappropriate to the organisations development theAS/NZS 4801:2001 framework has been used tohighlight PPI’s and PPMs for consideration.

1O

HS Policy


1.2. Safety & Health PolicyObjective PPI PPM Method of Approach Monitor & Review

Safe andhealthy culturewithinorganisation

Policy isknown to allemployeesand thirdparty stakeholders

NOTE: This indicator & measures wouldnot be used in annual targets or as KPIsbut are standards of best practice forOHS performance. (Used in Auditing)• Annual review performed• Referenced and aligned to the

organisational OHSMS• Signed and dated by

organisational management asprimary stakeholders

• States its alignment to legislativecontrols

• Updated upon management andlegislative changes

• Updated upon significantorganisational development i.e.processes, culture change

• Known to all employees and 3rdparty stakeholders

• Audit of the OHSMS(internal and external)

• Document control review

• OHS Induction, Intranet

• Annual review bymanagement foreffectiveness,identify areas forimprovement.

1O

HS Policy


2. Planning2.1. Planning for Hazard Management


To ensure thatall operationalhazards areidentified,ranked andappropriatelymanaged

RiskManagementProcess

Input (Activity Measures)• No. of departments that have

determined their major risks &logged them in a Hazard Register

• No. of Risk Assessmentsconducted on hazards rated ashigh/extreme

• Hazard Register monitoredquarterly and reviewed annually

Output (Action Plan Measures)• Hazard Register is current for

year (site or department)• No. of hazards with risk rating

reduction post risk treatment• % of hazards that have been

prioritised for risk assessment

• Ensure that all depart-ments have creation of aHazard Register as a KPI

• Departments to report asper schedule on number ofhigh/extreme ranked hazardsthat have been assessed

• Report % of hazards revie-wed on a quarterly basis

• Hazard Register is used asbasis for site/dept OHSMP’s

• Track inherent andresidual risk ratings

• Report % ranked withschedule for assessment

Site Level• Monitor

monthly as perdepartment KPI’s

• Measurequarterly

• Review annuallyfrom results ofOHSMS Review

Corporate Level• Monitor

quarterly forassurance ofKPI’s

• Review annually

All operatinghazardsidentified andmanaged

RiskManagementProcesses

• % of risk assessment completed• % of control measures

implemented

• Track items from riskassessments to completion

• Report % completed onmonthly basis

• Compilation of hazardsinto hazard register

• Report % of hazardsprioritised for riskassessment

• Annualmanagementupdate andreview of hazardregister

2.2. Objectives and Targets

Objectives withmeasurabletargets for OHSimprovementhave beendetermined

SafetyManagementPlanning

Input (Activity Measures)• No. of objectives that are

measurable with a time frame forcompletion (Can be at Corporate,site or department level)

• No. of objectives that are insupport of Safety Policy(Can be at an organisational, siteor department level)

• Review allCorporate/Site/DeptSafety Management Plans

• Review whenOHSMP arecreated to ensureAction Planformat andalignment withSafety Policy

• Monitor monthly,measurequarterly andreview annuallyfor achievementagainstobjectives

2Planning


2.3. Occupational Health & Safety Management Plans (OHSMP)Objective PPI PPM Method of Approach Monitor & Review

OHS Activitiesare plannedand systematic

SafetyManagementPlans

Input (Activity Measures)• % of sites/departments that

have determined a OHSMP

• % of OHSMP activitiesconsistent with required actionin Hazard Register

• No. of activities determined tosupport the OHSMS

Output (Action Plan Measures)• Number of Safety Activities in

OHSMP that address major risksidentified in Hazard Register(Can be at an organisational,site or department level)

• % of Risk Controls withbudgetary allocation

• Set determination ofOHSMPs by a pre-determined date as a KPI

• Report % of sites/departments that havedetermined a OHSMP

• Report % of sites/departments that haveincluded required actionfrom Hazard Register inplanned safety activities

• Review OHSMPs to ensurethat required scheduledactivities from the OHSMShave been included

• Review site/departmentHazard Registers & reporton compliance

• Track site/departmentbudgets to ensure thatoperational/capital costshave been allocated forRisk Controls

• Managementreview whenSafetyManagementPlans are created(calendar orfinancial year)

• Monitor progressmonthly, measureachievement ofplanned activitiesquarterly

• Review annuallyfor achievementagainstobjectives

2Planning


3. Implementation3.1. Ensuring Capability - Accountability and Responsibility


Statutorypersonnel arefamiliarised withtheir OHSresponsibilities

Statutorypersonnelawareness ofOHS duties

Input (Activity Measures)• % of statutory positions with

OHS responsibilities included injob descriptions

• Log of Statutory positionswith OHS responsibilitiesdefined in job descriptions

• Quarterlymanagementreview andtarget gaps

Personnel tohave OHSresponsibilitiesandaccountabilitiesdefined,documentedand understood

Employeeawareness ofOHS dutiesandperformancemeasurement

Input (Activity Measures)• % of key personnel positions

with OHS responsibilities andaccountabilities defined

• % of performance appraisalsusing:- OHS performance indicators

as part of measuring totalperformance within theposition

- Demonstrated OHScommitment from worksiteobservations andparticipation in OHS activities

• % or number of positiondescriptions reviewed/assessedfor OHS objectives

Output (Action Plan Measures)• No. of (or progress towards)

health and safety targetsdefined in PerformanceAppraisals that have been met

• % of positive feedback on OHSperformance from customers(can be internal userdepartments) and /or peers

• Log of job descriptionswith OHS responsibilitiesdefined

• Site/department annualPerformance Appraisals –record % that are measuringOHS performance andreport annually

• Site/department annualPerformance Appraisals –record % achieved/receivedby department as a LeadIndicator

• Quarterlymanagementreview andtarget gaps

• AnnualManagementreview and targetareas forimprovement

Assurance ofcontractor OHSPerformance

OHSAccountabilityidentified inContractorTender/Contractdocuments

Input (Activity Measure)• No. of contracts where sub-

contractors periodic paymentsreliant on meeting OHStargets/scorecard/positiveperformance on audit

• Review of contracts/tenderdocumentation forcontractor services

• Ensure that monthly OHSreporting requirements &KPI’s have been pre-determined

• Report %completed/achieved

• Monitor monthlyand measurequarterly withContractManagers

• Review annuallypost OHSMSAudit & whenformallyreviewingcontractorperformance

3Im

plementation


3.1. Ensuring Capability - Consultation, Motivation and AwarenessObjective PPI PPM Method of Approach Monitor & Review

Involveemployees inregular tool boxmeetings

Scheduledtoolboxmeetings

Output (Action Plan Measures)• % of Toolbox meetings

scheduled and held

• % of employees attending (pershift crew)

• % of actions arising completed

• Schedule for toolboxmeetings and record ofmeetings

• Log of Employees attending

• Log of actions completedfrom one meeting to thenext

• Monitor monthly • Measure quarterly• Review annually

for achievementof KPI and totarget areas forimprovement

Workplace OHSissuesdiscussed withthe workforce

Consultationon OHSissues

Input (Activity Measures)• No. of JSA/SOPs reviewed in

consultation with work group • No. of Toolbox meetings where

changes to the workenvironment or process isdiscussed as a routine agendaitem

• Review and track ToolboxMeeting minutes forstandard agenda items ofreview of SOP/JSA &changes to the workenvironment

• Report % of ToolboxMeetings where SOP/JSAsare discussed


for achievementof KPI/results ofOHSMS auditand target areasfor improvement

Standard WorkPractises inplace forcriticalactivities

Use of JSAsand SOPs

Input (Activity Measures)• % of JSA/SOP completed for

critical activities

• Number of JSA/SOP completed

• Register of critical activitiesdefined for each department

• Log of JSA/SOP completed• Report on % completed



Workforceperceive safetymanagement onsite to beproactively andresponsivelymanaged

Health andSafety Culture

Output (Action Plan Measures)• No. of Action Plan items

outstanding from SafetyClimate/Cultural Survey

• No. of corrective action itemsmet from SafetyClimate/Cultural Survey

• % of workers rating managercommitment to OHS ashigh or % of high ratings fromoverall findings

• No. of Toolbox meetings wherechanges to the workenvironment/plant/equipmentmaterials is discussed

• % of issues raised at Toolboxmeetings that are actionedwithin agreed time frame

• Conduct periodic standard-ised surveys & track trends

• Track action items fromsurvey until completion

• Report % completed onmonthly basis

• Publicise results toworkforce and discuss atToolbox meeting

• Record % of Toolboxmeetings where changesare discussed

• Log of corrective actions(Corrective Actions Register)

• Track close out ofcorrective actions &publicise within department

• Monitor monthly • Measure

quarterly• Review annually


Increase/improve profileof safetymanagement

OHS IncentiveProgramme

Input (Activity Measures)• Meeting quarterly/annual OHS

targets set at a workgroup ordepartment level

• % or number of OHS Improve-ments by workgroup/department rewarded

• Targets set at workgroup ordepartment level arerecorded

• Departments/workgroupsto report achievement oftargets monthly

• Track OHS improvementsand report recognition ofthese events

• Monitor monthly • Measure achieve-

ment quarterly• Review annually


3Im

plementation


3.1. Ensuring Capability - Training and CompetenceObjective PPI PPM Method of Approach Monitor & Review

Employees toreceive relevantinstruction andtraining toensurecompetence

Structuredtraining andassessment

Input (Activity Measures)• No. of Training Needs Analysis

(TNA) conducted anddocumented (department, workgroup, section, individual level)

• No. of training elementsundertaken by employees inalignment with the TNA

• % of OHS Training undertakenas per Training Plan (includesSafety Representative Training)

• No. of employees attendingspecific training courses permonth/quarter/year

• No. of OHS training coursesassessed for effectiveness andappropriateness

Process (Focus Measures)• % of personnel who have

received Manual HandlingTraining and have not incurred amusculoskeletal injury

• % of personnel who havereceived Work Permit Trainingand have not been involved in aWork Permit non-compliance

• No. of substandard behavioursidentified/ assessed bypersonnel who have receivedtraining in specific safe workpractice i.e. PPE compliance

• % of success rate of groupperforming chosen behavioursfollowing training

Output (Action Plan Measures)• % of employee competencies

achieved as per TNA • % of workers that have

completed Induction Training(general and site specific)

• % of Supervision with First Aidtraining

• % of management andsupervisors/leadinghands/forepersons that havereceived OHS Training i.e.• OHS for Supervisors• Hazard Management/Risk

Assessment• Incident investigation• First aid• Work Permit• Gas Testing

• % of OHS Training coursesrated satisfactory or higher foreffectiveness and appropriateness

• Review department trainingrecords for currency andcompleteness

• Track and report trainingcompleted as per TrainingPlan

• Review training evaluationforms for feedback

• Cross reference trainingrecords to injuryexperience (injury type)

• Cross reference trainingrecords to Incident reports

• Cross reference trainingrecords to Safe BehaviourObservation reports

• Track and report trainingcompleted as per TrainingPlan

• Review training elavationforms for feed back


achievementquarterly

• Review annuallyfor achievementof KPI and totarget areas forimprovement

• Review annuallypost OHSMSaudit to ensurethat courses arerelevant andeffective

• Project specific –monitor monthlyand measurequarterly posttrainingintervention





• Review annuallypost OHSMSaudit

Safe andcompetentemployees

Structuredtraining andassessment

Output (Action Plan Measures)• Scheduled training completed

• % of incidents with trainingidentified as major contributor

• Review Training Plan andrecords of completion

• Report % of trainingcompleted as per plan

• Analysis of incident reportsfor major contributingfactors




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3.2. Support Action - CommunicationObjective PPI PPM Method of Approach Monitor & Review

OHS issues arecommunicatedsystematically

FormalCommunicationProcesses

Input (Activity Measures)• Documented communication to

the workforce i.e. - % of Toolbox meetings that

have documented minutes

- % of Toolbox minutes postedwithin 3 days of meeting

- No. of Safety Toolboxmeetings held as per OHSMP

- No. of safety alerts/bulletinsissued per quarter/year

- No. of Pre-Start meetingsheld per month/quarter

• % of OHS committee meetingsheld as per plan

• % of plant with operatinginstructions

• % of operating instructions thathave been reviewed in last year

Process (Focus Measures)• % of line managers who

participate in Toolbox Meetings

• % of Safety Alerts that arecommunicated to the workforce

• % of departments that reviewthe Safety Climate Survey results

• % of Toolbox meetings whereincidents and hazards areroutinely discussed

• % of Toolbox meetings wherechanges to the work environment(plant/equipment/process/materials) are discussed

• % of OHS dedicated notice-boards that are updated monthly

• % of formal OHScommunications signed off assighted by employees

Output (Action Plan Measures)• % of employees attending OHS

Toolbox meeting

• % of departments who recordemployee communications fromthe organisation i.e.- Safety Alert- Changes to plant and

equipment- Changes to the work

environment- Change in process- Change in site rule- Cited Toolbox minutes- Change in Safe Work Practice

or Safe Operating Procedure

• Review department/workgroup ToolboxMeeting Minute records

• Interview safetyrepresentatives or trackdate of minutes received

• Schedule for ToolboxMeetings/record of meetings

• Track records

• Interview employees/SafetyReps

• Schedule for meetings/record of meetings

• Check Plant/QualityRegisters

• Check document controlsystem or report % ofcompliance

• Review attendees atToolbox Meetings recordedon minutes

• Report % communicated atToolbox Meetings to alertsraised

• Report % communicated atToolbox Meeting as agendaitems on minutes

• Interview employees

• Review records

• Toolbox Meeting Minuteslist of attendees vs staffnumbers

• Review of departmentToolbox Meeting Minutes













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3.2. Support Action - ReportingObjective PPI PPM Method of Approach Monitor & Review

Reportingrequirements ofOHS issues isknown andunderstood

OHSReporting(Incident,Hazard, SafetyPerformance)– internal &external

Input (Activity Measures)• No. of Toolbox meetings where

prompt incident reporting isdiscussed

• No. of personnel who attendOHS induction where Incident/Hazard Reporting is discussed

• No. of hazards reported perdepartment/workgroup permonth

• No. of Safe Work Practices(Observations) reported perdepartment/workgroup permonth/quarter

Process (Focus Measures)• % of incidents incurred after a

hazard has been reported andthere was no action

• No. of repeat incidents

Output (Action Plan Measures)• % of incidents reported on the

same day as event (Timelinessto notify incidents)

• % of Incident Reports completedand received by supervisorwithin 24 hours of event

• % of departments that reportsafety performance statisticswithin 3 days of end ofmonth/quarter

• No. of near misses reported permonth/quarter/year

• No. of first aid/MTC/RWC/LTI/OIL injuries reportedper month/quarter/year

• Track pre-determinedToolbox topics & minutesof Toolbox Meetings

• Log of Induction TrainingAcknowledgement form

• Review of Induction script• Track Hazard Reports by

department/workgroup &publicise

• Record number of ‘safe’SWP/ Observation Reports,compile and report bydepartment/workgroup &publicise

• Review of Incident Reportlog and Hazard Report logInterview area Safety Reps

• Review of Incident Reportsagainst day of event(company standard forreporting severity of events)

• Track Incident reportagainst incident type andreport

• Monitor monthly• Measure






3.2. Support Action - Documentation to Support the OHSMS

All documentsare in place tosupport thesafetymanagementsystem

SupportingOHSDocumentation

Input (Activity Measures)• % of SOP written per

month/quarter/year• % of SOP revised per

month/quarter/year • No. of Safe Work Practices

written per month/quarter/year• No. of Safe Work Practices

revised per month/quarter/year• % of JSAs written per

month/quarter/year• % of JSAs revised per

month/quarter/year• % of Safety Critical Procedures

(OHS Standards) written permonth/quarter/year

• % of Safety Critical Procedures(OHS Standards) revised permonth/quarter/year

• No. of Work Permits written permonth/quarter/year

• Departments to reportnumber written per pre-defined time period

• Review Register of CriticalActivities (SOP Register)

• Log of SOP/SWP/JSAscompleted

• Log of Safety CriticalProcedures (OHSStandards) completed

• Review Document ControlSystem

• Report on % reviewed• Track log of Work Permits

and report




• Monitor monthly

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3.2. Support Action - Documentation to Support the OHSMSObjective PPI PPM Method of Approach Monitor & Review

All documentsare in place tosupport thesafetymanagementsystem

SupportingOHSDocumentation

Process (Focus Measures)• % of Work Permits written per

month/quarter/year againstknown work conducted on site

Output (Action Plan Measures)• No. of jobs performed in permit

to work environments withoutpermit to work issued

• Track Maintenance Reports,Purchase Orders and Log ofWork Permits

• Interrogate Incident reportsfor Work permit non-compliances

• Measure achieve-ment quarterly


3.3. Hazard Management - Hazard ID, Risk Assessment and Control

To ensure aconsistentapproach totheidentification,assessment andcontrol ofhazards

Hazardreporting andinvestigationprocess

• % of hazard investigationreports completed on time

• % of corrective actionsimplemented

• Investigation reports withcompletion dates

• Log of corrective actions• Report outstanding items




Demonstrate aconsistentapproach toidentificationand assessmentof risk prior topurchase ofmaterials, plantand equipment

PurchasingControls

Input (Activity Measures)• No. of job observations

conducted per week/month/year • % of job observations performed

per week/month/year• No. of risk assessment

performed per week/month/year• No. of risks identified per

week/month/year• No. of written/revised JSAs/JHAs

conducted per week/month/year• No. of HRA, SOP, Hazobs

conducted per week/month/year• No. of site inspections

completed per week/month/year• No. of hazard inspections

completed per week/month/year• No. of housekeeping inspections

performed per week/month/year• % or the number of first aid

injuries investigated to thenumber reported perweek/month/year

• % or the number of medicaltreatment injuries investigatedto the number reported perweek/month/year

• % or the number of lost timeinjuries investigated to the numberreported per week/month/year

• % of outstanding investigationsper number of incidents occurring

• Record number/% ofObservation Reports,compile and reportweekly/monthly

• Record number completedand report

• Review schedule of JSA’s,HRA, SOP, Hazobs andworkplace inspections

• Analyse incident reports forinjury severity

• Compare number ofincident reports to numberof correspondinginvestigations completedand report accordingly

• Review incident reportswith completion dates

• Track completed actions• Report outstanding

investigations




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3.3. Hazard Management - Hazard ID, Risk Assessment and ControlObjective PPI PPM Method of Approach Monitor & Review

To ensure aconsistentapproach totheidentification,assessment andcontrol ofhazards

HazardManagementProcesses

Process (Focus Measures)• % of injuries incurred from

identified “major” hazardsfollowing risk assessment andapplication of control measures

• No. of implemented and failedrisk control measures

• No. of recurring incidents wherecontrol measures have beenapplied

Output (Action Plan Measures)• % of major hazards controlled

with documented risk assessmentand control measures

• No. of high & extreme hazardsthat have had risk assessmentand control measures determined

• No. of risk assessmentcorrective actions closed out

• No. of equipment maintenanceprograms and schedulesperformed according todesignated schedule

• No. of inspections performed todetermine correct andappropriately erected signage

• % of compliance with ApprovedChemicals Program

• % of MSDSs available forchemicals stored on site

Measuring Workplace Precautions• % of demonstrated use of

hierarchy of control indetermination of hazard controlmeasures • Elimination• Substitution• Engineering• Administrative• PPE

• Review Hazard Register foridentified Major Hazardswith controls implementedand compare to Incidentreports

• Monthly report fromdepartments of progress

• Review department HazardRegisters

• Review Toolbox MeetingMinutes

• Log of corrective actionstrack completed actionsand report

• Signage specific workplaceinspections records

• Records of inspectionfindings

• Conduct audit of chemicalmanagement on site(Hazardous Substancesand DG’s)

• Log of Risk Assessmentrecords

• Track completed reportsfor evidence of applicationof ALARP measures

• Report at regular intervalsif improvement inapplication of ALARP isrequired

• Monitor monthly• Measure achieve-










3.3. Hazard Management - Purchasing Goods, Services & EquipmentObjective PPI PPM Method of Approach Monitor & Review

Demonstrate aconsistentapproach toidentificationand assessmentof risk prior topurchase ofmaterials, plantand equipment

PurchasingControls

Input (Activity Measures)• % of major purchases made with

OHS risk assessment performed

• % of employee participation(including contractors) inequipment review and purchase

Process (Focus Measures)• % of injury occurring and/or

recurring using plant/equipmentpurchased following OHSassessment

• % of chemicals assessed

• % of risk assessmentsperformed prior to newequipment being introducedinto the workplace

Output (Action Plan Measures)• % of service contracts with OHS

clauses• % of newly purchased plant/

equipment being entered intopreventative maintenance plan

• % of equipment meeting OHSStandards and requirements

• No. of OHS requirementsdefined in the purchasing policyof principal employer

• No. of OHS requirementsdefined in the purchasing policyof contractors

• % of reference to OHSguidelines when purchasing newequipment and items

• % of chemicals assessed prior tobeing brought on site

• Review log of purchaseorders or capital requests

• Track risk assessmentscompleted

• Check Toolbox MeetingMinutes, Project ActionTeam or SQUAD meetingminutes for verification ofkey personnel consultation

• Review monitoringdocumentation for efficacyof control measures

• Review and track HazardousSubstances Register

• Review Risk assessmentslog against purchases ofnew equipment

• Conduct audit of ServiceContracts

• Interrogate maintenancedatabase against records ofpurchases

• Conduct an equipmentaudit & report

• Conduct specificPurchasing Control audit orreview document

• Review purchasespecifications forms,Project Action Teammeeting minutes

• Review hazardoussubstances register &report




3.3. Hazard Management - Design, Fabrication, Installation & Commissioning

Demonstrate aconsistentapproach toidentificationand assessmentof risk prior toDesign,Fabrication,Installation &Commissioningof plant andequipment

Controls forthe design,fabrication,installationandcommissioning of plant andequipment

Input (Activity Measures)• % of departments that

systematically apply riskassessment prior to the design,fabrication, installation orcommissioning of equipment

• % of risk assessments that havebeen included in the design &fabrication process

• % of risk assessments that havebeen reviewed during theinstallation & commissioningphase

• Log of risk assessments• Track % that have been

prepared and/or reviewedfor these activities




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3.3. Hazard Management - Design, Fabrication, Installation & CommissioningObjective PPI PPM Method of Approach Monitor & Review

Demonstrate aconsistentapproach toidentificationand assessmentof risk prior toDesign,Fabrication,Installation &Commissioningof plant andequipment

Controls forthe design,fabrication,installationandcommissioning of plant andequipment

Process (Focus Measures)• % of injury occurring after

plant/equipment has beeninstalled but has not had a riskassessment

• No. of new risks introducedfrom newly installed plant andequipment that requires plantchange

Output (Action Plan Measures)• % of risk assessments

conducted during thedesign/fabrication phase

• % of risk assessment reviewedduring the commissioning phase

• % of projects where there hasbeen nil incidents/non-complian-ces reported related to design

• No. of operational instructionsdocumented post installation ofplant & equipment

• Review equipment &/ormaintenance records fornew plant and equipmentand cross reference withInjury log

• Review equipment/mainte-nance records and checkplant change required onnewly installed plant

• Track risk assessmentrecords

• Check project andmaintenance recordsagainst incident and non-compliance log

• Check log of operationalinstructions




3.3. Hazard Management - Management of Change

All changes tothe workplaceis known,assessed andcontrolled priortoimplementation

ChangeProcesses

Input (Activity Measures)• No. of pre-start meetings where

changes to workplace arediscussed

• No. of departments wheresupervisors meet weekly todiscuss operational change

• No. of Toolbox meetings whereworkplace change is routinelydiscussed

• No. of departments whomaintain shift handover reports

• No. of departments where thereis a formal handover betweenshifts/shift swings

• No. of departments that involvethe area SHR in changes to theworkplace

Output (Action Plan Measures)• % of departments that hold

pre-start meetings• % of departments where changes

to the workplace is routinelydiscussed at Toolbox meetings

• % of departments that maintainshift/shift-swing handover reports

• % of departments who conductformal handover

• % of SHRs that are involved inchanges to the workplace

• Log of pre-start meetings• Interview OHS rep or

employees• Check Log of Minutes from

supervisors/dept meetings• Review log of Toolbox

Meeting Minutes• Self report from

departments/check log ofshift handover reports/interview SHRS

• Interview supervisors/operators

• Check log of handoverreports

• Interview SHRS• Review attendees on

Project actionTeam/SQUAD minutes

• Review participants on riskassessments

• Log of pre-start meetings• Review log of Toolbox

Meeting Minutes• Self report from

departments/check log ofshift handover reports/interview SHRs

• Interview supervisors/SHRs• Interview SHRs, review

Project Team minutes forparticipation








3.3. Hazard Management - Contractor Management Objective PPI PPM Method of Approach Monitor & Review

All contractorshave aneffective andcompatibleOHSManagementsystem

ManagementofContractors

Pre-qualificationOutput (Action Plan Measures)• No. of ‘major contract’

contractors (based uponnumber of employees, contract$ size or permanency) who havemet full prequalification status

• No. of minor contractors (basedupon number of employees,contract $ size or permanency)who have met prequalificationwith demonstrated insurance,indemnity and WorkersCompensation insurances

Post-qualification Input (Activity Measures)• No. of contractors that have

determined their major risks• No. of risk assessments

conducted on Hazards rated ashigh/extreme

• Hazard register is current andmonitored quarterly andreviewed annually

• No. of risk assessments performedon new plant/processes andprioritised with control measures

• No. of outstanding controlmeasures resulting from riskassessments

• No. of incident investigationsperformed and prioritised withcontrol measures

• No. of outstanding controlmeasures resulting from incidentinvestigations

• % of contractors represented onsite OHS committee

• % of key contract personnelpositions with OHSresponsibilities andaccountabilities defined

• % of safety meetings attendedby Senior Managers

• No. of meetings per month whereOHS is a standard agenda item

• % of safety meetingminutes/bulletins and alerts thatare communicated to employeeswithin 3 days of issue

• % of OHS competenciesacquired as per ContractorTraining Plan (includes SHRs ,OHS for supervisors)

• No. of emergencyresponse/emergency evacuationdrills performed per annum

• Track tender pre-qualification records

• Track contractor OHSrecords

• Review contractor HazardRegister

• Review contractor riskassessments and HazardRegister

• Check Incident Log andInvestigation Action Plan

• Review IncidentInvestigation Reports/Database/ CorrectiveActions Register

• Review participants of siteOHS committee

• Check contractor OHSMSdocuments &/or roledescriptions

• Review safety meetingminutes for participants

• Interview SHRs oremployees

• Check OHS Noticeboards

• Review Contractor OHSTraining Needs matrix andtraining records

• Review monthly OHSreporting by contractor;check contractor OHSMP


• Review annuallywith target areasfor improvement







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3.3. Hazard Management - Contractor Management Objective PPI PPM Method of Approach Monitor & Review

All contractorshave aneffective andcompatibleOHSManagementsystem

ManagementofContractors


received Manual HandlingTraining and have not incurred amusculoskeletal injury

• No. of substandard behavioursidentified/ assessed bypersonnel who have receivedtraining in specific safe workpractice i.e. PPE compliance

• % of incidents incurred after ahazard has been reported andthere was no action

• No. of repeat incidentsOutput (Action Plan Measures) • No. of contractors who are

aware of the OHS requirementsof the principal

• % of key personnel positionswith OHS Competencies,Responsibilities andAccountabilities defined

• Meeting quarterly/annual OHStargets set at a workgroup ordepartment level

• No. of Start-up and Toolboxmeetings where changes to theworkenvironment/plant/equipmentmaterials is discussed

• % of issues raised at Toolboxmeetings that are actionedwithin agreed time frame

• No. of JSAs/SOPs/JHAs andSafe Work Practises written andrevised per week/quarter/year

• % of incidents reported on thesame day as event (Timelinessto notify incidents)

• % of Incident Reportscompleted and received bysupervisor within 24 hours ofevent

• No. of near misses reported permonth/quarter/year

• No. of first aid injuries reportedper month/quarter/year

• % of contractors that reportsafety performance statistics tothe principal within 3 days ofend of month/quarter

• Track OHS training againstIncident log

• Track behaviour observationrecords against specifictraining records

• Review Hazard Report Logagainst Incident Report log

• Review Incident Report Log

• Contractor meetingminutes

• Interview contractor/contract holder

• Review role descriptions

• Monthly OHS reportagainst targets set inOHSMP

• Contractor Start up andToolbox Meeting Minutes

• Track Action Items fromminutes and report %completed periodically

• Register of CriticalActivities

• Log of JSA/SOPs completed• Report on % complete

• % reported within 24 hoursor as per companystandard

• % completed within 24hours or as per companystandard

• Analyse Incident ReportLog

• % received within 3 daytimeframe









3.4. Emergency Preparedness and Response- Emergency ResponseObjective PPI PPM Method of Approach Monitor & Review

To minimise theimpact of anunplannedevent

EmergencyPreparednessand ResponseAction

Input (Activity Measures) • No. of workplace emergency

evacuation exercises performed• No. of personnel trained in

emergency response andcoordination

• No. of employees and contractorsinvolved in emergencyresponse/evacuation drills

• No. of emergency responseexercises completed

• % of departments who haveperformed threat analysis

• % of departmental threatanalysis completed and compiledinto site emergency plan

• % of emergency response plansreviewed upon introduction ofhazardous newmaterial/processes/plant

• % of input into site EmergencyResponse plan from externalservice providers (i.e. FESA,RFDS, Hospital, Police, Dept.Environmental Protection/Dangerous Goods)

Output (Action Plan Measures) • % of personnel trained in

emergency response andcoordination appropriate todepartmental/site risk

• % of supervisors trained inemergency response coordination

• % of action items closed outwithin allocated timeframe follow-ing emergency response debrief

• No. of personnel trained inpublic/media response

• No. of personnel trained in CriticalIncident Recovery Planning

• % of emergency equipmentincluded in a maintenanceprogram (daily/weekly/monthly/quarterly/annual)

• % of personnel allocated toconduct maintenance onemergency equipment

• No. of emergency systemstested for compliance andeffectiveness (Fire system, Fallarrest equipment, SCBA, WaterHydrants, Site Alarms, PAsystem) daily/weekly/monthly/quarterly/ annually

• Track emergency exercisescompleted

• Review Training Matrix andrecords

• Organise FireWardens/EmergencyControl Personnel toperform number count

• Track emergency responseexercises

• Review departmentEmergency Risk Assessment& report % complete

• Review departmentEmergency Response Plan& report % complete

• Review document reviewschedule

• Cross reference againstToolbox minutes

• Review external serviceproviders listed in plan

• Review Training Matrix anddepartment Threat Analysis

• Review department TrainingMatrix

• Track action items fromdebrief until completion

• Review Training Matrixagainst training records foremergency personnel/CIRPTeam

• Review emergency equip-ment maintenance records& report % included

• Track number of emergencyresponse personnel withallocated duties formaintenance

• Review emergencyequipment maintenancerecords & report numberincluded for testing







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3.4. Emergency Preparedness and Response- Injury Management Objective PPI PPM Method of Approach Monitor & Review

An effectiveInjuryManagementsystem thatpromotesprompt 1st aid,rehabilitationand early returnto work

InjuryManagementActivities andActions

Input (Activity Measures)• No. of personnel trained in

Senior first aid/Occ firstaid/Oxyviva/stretcherbearer/Penthrane

• No. of supervisors trained inSenior first aid

• No. of Basic Life Supportcourses offered to site

• No. of inspections performed onfirst aid equipment

• No. of first aid treatments• No. of medical treatment

cases/restricted work cases/LTI


participated in rehabilitationprogram that have returned towork within 5 days of LTI

• % of injuries where prompt firstaid was received and did notprogress to medical treatmentcase or worse

• % of injuries where alternativeduties have been made availablethat has not progressed to a LTI

• % of workers compensationpremium reduction as a result ofproactive Injury management

• % of injuries where injury levelminimised by specialised Occ.Health personnel intervention(Nurse, Physio, Occ. Physician,rehabilitation provider)

Output (Action Plan Measures)• % of employees rehabilitated of

total injuries incurred• Time taken to return injured

employee to the workplace• % of employees attending offered

Basic Life Support courses• % of budget allocated to first

aid resourcing• % of employees attending EAP• % of personnel booked for CIRP

training that have attendedtraining (quarter/annual)

• % of supervisors that haveattended rehabilitation briefing

• Review training records fornominated emergencypersonnel

• Review supervisors trainingrecords

• Review training plan

• Review maintenanceschedule for emergencyequipment

• Analyse incident log &report

• Analyse rehabilitationrecords and incident log

• Analyse Incident Report logfor date & time of injury &date/time of 1st aid treat-ment against injury severity

• Review rehabilitationrecords and incident log

• Review Case ManagementMeeting minutes, WCpremium estimations &rehabilitation records

• Review Incident log,personal health file andrehabilitation records

• Review of incident andrehabilitation records

• Review Rehabilitation Plan

• Training records

• Review budget for first aidcosts

• Review EAP data • Review Training Matrix for

emergency personnel andtraining received

• Review training records











4. Measurement & Evaluation4.1. Monitoring the Safety Management System


The SafetyManagementSystem ismonitored andmeasured

Monitoring ofthe SafetyManagementSystem

Input (Activity Measures) • No. of OHSMP outstanding

items reviewed and addressedquarterly

• No. of OHSMP Action itemscompleted within allocatedtarget

• No. of Safety Meetings whereOHSMP Action items are reviewed

• No. of SOP’s to be reviewed

• No. of SOP’s to bedetermined/department

• No. of JSAs to be conducted• % of training completed as per

plan

Process (Focus Measures)• % of key personnel that have

attended training in Introductionto the OHSMS

• % of employees failing Fitnessfor Work programs

• Safety climate results• No. of departments that have

set objectives for OHSimprovement based ondepartment specific risks

• No. of departments that havedetermined their Hazard Register

Output (Action Plan Measures)• % of improvements to the

OHSMS

• % of results that are above orbelow target

• % of OHSMP Action Itemscompleted per department

• % of employees participating inwellness programs

• % of Departments that reviewtheir OHSMP quarterly

• % of Departments that reportOHS KPIs within 3 days of endof month

LAG IndicatorsA qualitative indicator that can becounted or measured and isdescribed numerically i.e.• Fatalities• LTIFR• First aid cases• Notifiable dangerous occurrence

rate• Environmental incidents• Non injury incident (near miss)• Compensable injury rates• Workers compensation claims

• Review site and departmentOHSMP

• Track Action items andreport number completedwithin timeframe

• Review Safety Meetingminutes

• Review Critical Jobs &report number reviewed

• Review Critical Job Registerand report numberoutstanding

• Review Training Matrix andcompare to Trainingreceived as per plan


• Analyse drug and alcoholtesting records

• Analyse results and report• Review department

OHSMPs and HazardRegisters

• Review department specificHazard Registers

• Review all OHSMPs &report on % ofimprovements implemented

• Analyse all OHSMPs andreport achievement againsttargets

• Track Action Items fromOHSMPs and reportcompletion

• Track employeesparticipation and/or reviewWellness program evaluation

• Self report by departmentor review their Safetymeeting minutes

• Track monthly reporting &report % received withintimeframe

• Analyse Incident Report logand Workers’Compensation reports

• Measurequarterly andreview annuallyfor improvement










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4.2. Inspection Testing and Monitoring Objective PPI PPM Method of Approach Monitor & Review

All hazardsincludingmechanical,environmental,personal andbiological) aremonitored andmeasured

InspectionTesting andMonitoring ofplant,personnel &theenvironment

Input (Activity Measures) • No. of workplace inspections

completed• No. of planned inspections of

classified plant completed• No. of personnel who are comp-

etent to perform inspection andtesting of plant & equipment

• No. of lighting/noise/radiationsurveys to be conducted

• No. of departments that haveidentified their electrical safetytesting requirements

• No. of potable water samples tobe taken

• No. of personnel for biologicalmonitoring

• No. of departments/sectionsthat have a preventativemaintenance program in placefor equipment and/or machinery

• No. of departments that haveidentified Health Monitoringrequirements

• No. of Workplace InspectionChecklists determined that aredepartment specific

• No. of employees identified forperiodic health monitoringrelevant to exposures

• No. of atmospheric sampling tobe performed

• No. of environmental monitoringstrategies to be implemented

• No. of personnel identified forbiological monitoring relevant toexposures

Process (Focus Measures)• No. of fire/ignition events on

equipment following non-compliance with maintenanceschedule

• No. of failures of ventilationsystem

• No. of fall/unstable groundincidents

• No. of diesel exhaust exposures(CO)

• No. of potable watercontaminations

• No. of food poisoning incidences• No. of isolation deviations

• Review inspection records& department OHSMP forinspections scheduledagainst number completed

• Review Training Matrix andtraining records

• Review departmentOHSMPs

• Track CONTAM targets

• Interrogate PreventiveMaintenanceDatabase/records

• Review department HealthRisk Assessment

• Review workplaceinspection checklistsagainst know hazards

• Track CONTAM targets

• Track environmentalmonitoring targets

• Track Health RiskAssessments CONTAMtargets

• Track incidents and analyseinvestigation for causalfactors

• Track incidents and report










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4.2. Inspection Testing and Monitoring Objective PPI PPM Method of Approach Monitor & Review

All hazardsincludingmechanical,environmental,personal andbiological) aremonitored andmeasured

InspectionTesting andMonitoring ofplant,personnel &theenvironment

Output (Action Plan Measures)• % of line supervision trained in

Introduction to the OHSMS• No. of employees who have had

a Pre-placement HealthAssessment prior to offer ofemployment

• % of workplace inspectionscompleted as per target

• % of departments that havecompleted Biological Monitoringrequirements

• % of atmospheric samplingperformed against target

• % of exposures exceeding ASstandards i.e. noise, gases, dusts(monthly, quarterly, annually)

• No. of departments meetingCONTAM quota

• % of fleet vehicles that havereceived planned maintenance

• % of critical safety equipment(ESDs, sprinkler systems, alarmsetc) that have receivedmaintenance as planned

• % of equipment/machineguarding retrofitted

• No. of fire extinguishers inworkplace according to risk

• % of positive isolators

• No. of equipment failuresoccurring

• Cost of equipment failures

• Track training records

• Track Human resourcerecords/medical records

• Track safety managementplan targets against %completed

• Track Health RiskAssessment/CONTAMtargets & % completed

• Determine exposurestandards and trackexceedances

• Track safety managementplan targets against %completed

• Review maintenancerecords/database & reportcompletion

• Review maintenancerecords on emergencyequipment

• Interrogate plant changerecords & report %

• Review fire risk survey andcross reference against fireequipment location map

• Review all plant drawings orphysically inspect plant &determine % present

• Interrogate maintenancerecords & report number offailures

• Interrogate Loss Controlrecords, Maintenance costsand Quality Incident Log fordown time due to failures




4.3. Audits of the Safety Management System

Evaluate theHealth & SafetyManagementSystem fordeficiencies andnon-compliances

SafetyManagement

Input (Activity Measures) • No. of Audits to be performed

(OHSMS audits, discreteOHSMS element audits, externalaudit of the OHSMS, dangerousgoods audits, HazardousSubstances audits etc)

• No. of Safe Behavioursidentified per week/month/year

• No. of Safe Behaviours to bereviewed/assessed/agreed perweek/month/year

• No. of supervisors/SHRs fortraining in OHS Auditing

• No. of employees used asSafety Sampler perweek/month/quarter/year

• Review Audit Schedule(part of OHSMP) & reportnumber completed

• Review ObservationReports & report numberof safe behaviours

• Review OHSMP targets(department and site)

• Review Training Matrix





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4.3. Audits of the Safety Management SystemObjective PPI PPM Method of Approach Monitor & Review

Evaluate theHealth & SafetyManagementSystem fordeficiencies andnon-compliances

SafetyManagement

Process (Focus Measures)• % of key personnel who have

completed training in SystemsAuditing and/or behaviourauditing

• % of SHRs participating ininternal system element audits

• % of department that havereceived above compliance/below compliance/best practiceaudit results

• % increase in success rate perweek/month/quarter/year for aspecific focus standardbehaviour

• Employee Perception Surveyresults (numbers participating;positive/negative scores etc)

• No. of OHS standards/Procedures written following lastexternal OHSMS audit

• No. of Internal and 3rd partyOHS audits performed

• No. of job observationsperformed

• % of personnel who haveattended Hazard IdentificationTraining

• % of visitors who have beeninducted

• % of Contractors/SubContractor participating inaudits

Output (Action Plan Measures)• No., regularity, quality and

outcomes of self assessmentsconducted (audits)

• No, regularity, quality andoutcomes of independentassessments conducted (3rdparty audits)

• No. of sub-standard conditionsidentified as a result of safetyaudits

• % of action items from auditsthat have been closed out

• % of departments that havedetermined Action Itemsfollowing results of ClimateSurvey

• Review training records• Review training records and

internal audit records forparticipants

• Interview SHRs• Review scores & report

• Interrogate Observationrecords for specific focusitem & report success

• Summarise results andreport keytrends/significant results

• Interrogate Critical WorkRegisters and report numberwritten during period

• Review Audit schedule &report

• Review job observationschedule and report


• Interrogate Inductionrecords for personnel type

• Review total number ofcontractors to number ofcontractors involved withaudits (check auditparticipants)

• Review audit results andrecords (internal andexternal)

• Track action items fromaudit and report %completed

• Check department ToolboxMeeting minutes andManagement Team minutesfor determination of ActionItems







4M

easurement

& Evaluation


4.4. Corrective and Preventive ActionObjective PPI PPM Method of Approach Monitor & Review

All results fromInspection,Incident,Hazard andAudit reportsare investigatedand correctedto preventfurtheroccurrence

CorrectiveActionsRegister

Input (Activity Measures) • No. of Safety Meetings where

outstanding corrective actionsare discussed

• No. of safety activities wherecorrective actions are recordedin an Action Plan format withtimeframes and responsibilitiesassigned

• No. of closed out correctiveactions in agreed time frame

Process (Focus Measures)• % of corrective actions reviewed• % of departments that review

corrective actions for trends• No. of corrected action items

closed out as a result of safetyaudits

• No of incidents incurred whilstcorrective action outstanding

Output (Action Plan Measures)• % of corrective actions

outstanding• Time taken to carry out

corrective items once identified

• Review Safety MeetingMinutes & report

• Review all safety activities(all meetings, riskassessments, hazard/incidentinvestigation, audits,inspections, monitoring etc)for compliance & report

• Track corrective actions &report compliance

• Check department and/orsite Safety minutes foranalysis of corrective actions

• Track outstandingcorrective actions

• Track new incidents againstcorrective actions registers

• Track corrective actions &report % outstanding

• Track time betweencorrective actionregistration and close out;average and report againstrisk rating




4M

easurement

& Evaluation


4.5. Incident InvestigationObjective PPI PPM Method of Approach Monitor & Review

All incidents arepromptlyinvestigatedand correctedto preventfurtherincidents

IncidentInvestigationprocess

Input (Activity Measures) • No. of incident investigations

conducted within 3 days of event• No. of Investigations closed out

within xx days• No. of Investigations completed

Process (Focus Measures)• No. of investigations using Root

Cause Analysis

• No. of employees participatingin Investigation Team

• % of key personnel who havecompleted Incident Investigationtraining

• % of Safety Alerts raised anddistributed to relevantdepartments when indicated onan investigation report

• % of SOP’s revised after incidentinvestigation identifiedprocedural weakness

• % of risk assessmentsperformed (when indicated)after deficits in work practiceidentified during investigation

• % of system failures (generalfailure types) identified duringinvestigation

Input (Activity Measures) • No. of incident investigations

conducted within 3 days of event• No. of Investigations closed out

within xx days• No. of Investigations completed

Output (Action Plan Measures)• % of corrective actions

outstanding• % of Supervisors trained in

Incident Investigation• % of Managers participating in

incident investigation• % of Managers leading an

incident investigation• % of Investigations conducted

as per Incident matrix• % of incident investigation

completed on time• % of corrective actions

implemented

• Track incident investigationreports

• Interrogate Investigationreports to determineincident severity againstlevel of investigation

• Track participants ininvestigation teams fromInvestigation reports

• Track training records andreport % trained

• Track investigation reportsfor compliance and report %

• Track investigation reportsand SOP document controlregister for changes

• Track investigation reportsand corresponding riskassessments

• Analyse investigationreports

• Track incident investigationreports

• Track corrective actions &report completed items


• Track participants ininvestigations

• Cross-reference level ofinvestigation to companystandard

• Incident reports withcompletion dates

• Log of corrective actions• Report outstanding items




4M

easurement

& Evaluation


5. Management ReviewObjective PPI PPM Method of Approach Monitor & Review

Improve SafetyCulture

Employeesperceptionsurveyprocess

• Overall findings on criteria

• Conduct periodicstandardised surveys

• Track Trends

• Conduct periodicstandardisedsurveys

• Track Trends

Demonstratedimprovement inthemanagement ofsafety

ContinuousImprovement

Input (Activity Measures) • No of meetings dedicated to

review of OHSMS • % completion of corrective

actions within specified timeperiod

• No. of objectives achieved• % of planned OHS Systems

audits undertaken

• % of audit recommendationsimplemented

• % of return to work assessmentscompleted

• % return to work assessmentrecommendations implemented

• % of recommendations fromclaims management systemsaudits implemented

Process (Focus Measures)• % of departments to review

OHS performance from previousyear and adjust OHSMP

• No. of departments that haveredefined their OHS objectivesand targets for new year

• % of audit results reviewed bysenior management

Output (Action Plan Measures)• % of departments that have

reviewed their Hazard Register

• % change in internal orindependent audit score overspecified periods of time

• No. of targets for safetyactivities met

• No. of managers that havereviewed their departments OHSperformance

• No. of departments that haveredefined OHS objectives andtargets for new year

• Track meeting minutes

• Track corrective actions &report % completed withintimeframe

• Cross reference OHSMPobjectives withpredetermined targets andperformance indicators &report success

• Review schedule of auditsand report % of compliance

• Cross reference auditrecommendations to actionplan and trackimplementation

• Track rehabilitation records& report % completed & %of recommendationsimplemented

• Cross reference auditrecommendations to actionplan and trackimplementation

• Track department OHSMP

• Track Management MeetingMinutes

• Self report by departments• Review department Hazard

Register• Review department Safety

Minutes• Track audit scores

• Track performanceindicators from OHSMPsand determine whethertargets have been met

• Review departmentmanagement meetingminutes

• Track department OHSMPrevision

• Annual review bymanagement foreffectiveness,identify progressand set targetareas forimprovement.

• Annual review bymanagement foreffectiveness,identify progressand set targetareas forimprovement

5M

anagement

Review


• Australian Industry has comprehensively adoptedAS/NZS 4801:2001 (and other safetymanagement systems) as an OHS tool thatensures that all facets of OHS management havebeen considered and that the system is complete;

• Systems formats are portable and recognisableby management as they follow the process of allother management systems whether they arefinancial, production and/or auditing;

• PPMs that follow a management systems formatwould be more user friendly and readilyrecognisable;

• System PPMs can easily be integrated into acomplimentary systems format;

• Mirroring PPMs against an OHSMS format helpsto ensure sequential chronology for effectivePPM measurement;

• PPMs determined against management systemheadings can assist a company with objectiveevidence of system improvement; and

• PPMs determined against a known OHSMS canbe matched into Australian Standards or otheraudit accreditation with positive marketingimplications.

Appendix 1. The Advantages of a Systems Format

OHS PolicyCommitment and Policy are displayed in theorganisations’ OHS Policy. The policy should reflectthe organisations’ commitment from seniormanagement, to be compliant to laws governingoperations and promote continual improvement. Thepolicy is the basis of how the organisation sets itsobjectives and targets.

PlanningPlanning Identification of Hazards, Hazard/RiskAssessment and Controof Hazards/Risks.

Planning is a method for an organisation to addresshazard identification, hazard/risk assessment andcontrol of hazards/risks by the organisation’s OHSMS.The organisation is to establish and maintaindocumented procedures for hazard identification,hazard/risk assessment and control of hazards/risksfor operations and services in which the organisationhas control, including contractors and suppliers whoprovide activities and services.

Legal and other Requirements

An organisation is to establish procedures to identifyand maintain a register of legal and otherrequirements related to OHS issues, for operationsand services, in which the organisation has control,including contractors and suppliers. Relevantinformation is to be communicated to employees.

Objectives and Targets

An organisation will provide, implement and maintaindocumented OHS objectives and targets at eachrelevant level and function within the organisation.Appropriate performance indicators should be used.The objectives and targets are to reflect theorganisation’s OHS Policy.

Occupational Health and Safety Management Plans

The OHS Management plan will describe how thetargets are to be achieved, time lines and managementresponsibilities. The plan will also include a review ofcurrent and new activities.

Implementation Structure and Responsibility

An organisation is to identify and provide adequateresources, identify areas of accountability andresponsibility (including legal requirements) of allemployees required to meet the OHSMS (contractors tobe included). Commitment is to come from the highestlevel of management and would include designating amanagement person responsible for implementing theOHSMS. The main OHSMS responsibilities are to becommunicated to relevant personnel.

Training and Competency

The organisation is required to determine its trainingrequirements and competencies. The organisation’smanagement is also to develop a training plan to meetthe determined competencies. Contractors are toprovide supporting documentation to show theiremployees have the desired level of training.

Appendix 2. Overview of the Elements of AS/NZS 4801:2001


Consultation, Communication and Reporting

The employees are to be engaged in the OHSdecision-making process. The organisation is to electSafety and Health Representatives from the employeegroup who will represent employees on OHS matters.Elected representative are to receive training for theirroles. Employees are also to be provided withadequate opportunity and support to take part inOHS activities in their daily work.

A documented procedure on how OHS information ispassed to and from employees is to be communicatedand implemented.

Reporting of OHS performance (audits and reviews),incidents and system failures, hazards identified,hazard/risk assessments, preventative and correctiveaction and statutory reporting requirements are all tobe established. Reporting timeframes are to bedetermined by the organisation, to ensure theOHSMS is monitored and performance improved.

Documentation

The organisation will create, apply and maintaindocumentation in a suitable form to describe the coreelements of the OHSMS and provide direction torelated documentation.

Documentation and Data Control

The Organisation will establish, implement andmaintain procedures for controlling relevant OHSdocuments.

Hazard Identification, Hazard/Risk Assessment andControl of Hazards/Risks

Hazards associated with the organisation’s activitiesand services are to be identified, hazard/riskassessment conducted, control measuredimplemented and evaluated to ascertain if riskreduction was achieved. This usually includes design,construction, commissioning and purchasing controls,contractor management and management of change.

Emergency Preparedness and Response

The organisation is to identify any emergencysituations and ensure that emergency procedures aredocumented.

Measurement and EvaluationMonitoring and Measurement

The organisation is to establish, implement, andmaintain documented procedures to monitor andmeasure on a regular basis the key operations andactivities, which can cause illness and injury. Records

of equipment for monitoring and measuring (relatedto health and safety risks), their calibration, storageand maintenance shall be maintained and stored.

Health Surveillance

The organisation will identify situations where employeehealth surveillance is required. Employees shall haveaccess to their individual results. Where specified bylegislation, employees’ health will be monitored andrecorded when exposed to specific hazards.

Incident Investigation, Corrective andPreventative Action

The organisation is to establish, implement andmaintain procedures for, investigating any incident thatcause harm, investigate system failures and initiatingappropriate corrective and preventative actions. Theorganisation shall implement and record any changesto OHSMS procedures resulting from incidentinvestigation, corrective and preventative action.

Records and Records Management

An organisation will establish, implement and maintainprocedures for identification, maintenance anddisposition of records needed for the implementationand operation of OHSMS and to record the extent towhich planned objectives and targets have been met.

Occupational Health and Safety ManagementSystem Audit

The organisation is to establish, implement andmaintain an audit program for regular reviews of theOHSMS. The audit is to be carried out by acompetent person.

Management Review Review of the Occupational Health and SafetyManagement System

Senior management will at regular intervals conduct areview to ensure continuing suitability andeffectiveness in satisfying the targets and objectivesset for the OHSMS. The review includes, policy,objective, targets and performance indicators, auditfindings, and corrective actions.

Continual Improvement

Management from the review, will change wereappropriate any deficiencies identified. Continualimprovement is based on the continuous evaluation ofOHS performance for the purpose of identifyingopportunities for improvement.


1) PPI – ensure that employees have receivedStructured Manual Handling Training (withpractical assessment);

2) PPM – what requires measurement

• Input Measure - number ofdocumented/complete Training NeedsAnalysis (TNA). This is calculated bycounting the number of completed TNAsfrom the Departments. The TNA has eitherbeen completed or it has not.

• Output Measure - % of employees who havecompleted Manual Handling Training.Calculated by examining the departmentTNA (% = projected/actual x100).

• Input Measure – number of employees whohave attended Manual Handling Training permonth/quarter (calculated by examinationof the individual training records).

• Process Measure – Examine the % ofemployees who demonstrate correct manualhandling techniques (calculated byexamination of behaviour observationrecords).

3) Create PPM Table – Using the frameworkillustrated below, ensure that for each PPM the:-

• Method Of Approach (how are you going tocollect the information and how are you goingto manipulate/calculate the data),

• Monitoring Strategy (how is this informationto be reported to you and how often; and

• Review Period (How often are you measuringthat the targets are being met and when will ajudgement be made on whether the objectivehas been achieved).

Appendix 3. Example – Manual Handling Training

The PPMs have been written to quantify the responsewith a measurement, not to direct you to respondwhether you have performed a function or not. Thequestions are not asking IF the action has occurred, butrather, to what extent.

Examination of the results can be used to emphaticallydemonstrate the extent of, and by extrapolation, theweaknesses and strengths of OHS activity.

a. Input measures - how many TNA completed andhow many employees trained (compliance)

b. Output measure - % completed (was the targetmet? - what needs to be completed vs. what hasbeen completed)

c. Process measure - examination of the incidence ofLTIFR prior to training compared with the numberof LTIFR after the training (effectiveness of training)

Figure 4. Positive Performance Table

PPI PPMMethod of Approach Monitoring Strategy

ReviewHowCollected

HowCalculated

HowReported

ReportFrequency

StructuredManual

HandlingTraining

withPractical

Assessment

No of completeTNA

Dept to providedocumented

TNA

Training is eitherperformed or not

Dept SafetyReport

Monthly orQuarterly

MeasuretrainingPPMs

quarterlyfor

achievementof targets

and adjust ifrequired

ReviewAnnually

% MH trainingundertaken

TrainingRecords

% = TrainingPerformed /Training

Required x 100


• CorporateSafetyReport

• HR TrainingReport

Monthly

No ofemployees thathave completed

MH training

TrainingRecords Sum of = Total Quarterly

% of MHinjuries postMH training

Injury records

% = No of MHInjuries/No of totalinjuries x 100 post

training, compared tothe % of manualhandling injuries

pre training

Quarterly siteOSH Report

(with analysis)Quarterly

MeasureQuarterly

ReviewAnnually


Appendix 4. BibliographyDe Beek, R.O. and Van Heuverswyn, K. (2001) “NewTrends in Accident Prevention.” European Agencyfor Safety and Health at Work, ed. 4, pg 11-13.Belgium.

Chamber of Mines. (2003) “Lagging and leadingindicators of OHS Performance.” CompendiumChamber of Mines: South Africa

Comcare (2003) “Positive Performance Indicators– Measuring Safety, Rehabilitation andCompensation Performance.” SRC Commission.ACT. Australia

Department of Energy. Office of PerformanceAssessment and Analysis (2003) “DOE ISMPerformance Report. Period Ending December 31,2002.” Department of Energy: USA

Department of Industry and Resources (2002)“Safety Performance 2001-2002 – Accident &Injury Statistics.” D.O.I.R.: Perth

Government of Western Australia. (2002)“Department of Training Annual Report 2001-2002 - Key Performance Indicators.” Governmentof Western Australia: Perth

Health and Safety Executive (2001) “A Guide toMeasuring Health and Safety Performance.”HSE: UK

Kimberley Development Commission. (2002) “AnnualReport to 30 June 2002 - PerformanceIndicators.” Government of Western Australia: Perth

Minerals Council of Australia (2002) “Safety &Health Performance Report of the AustralianMinerals Industry. 2001-2002.” Minerals Council ofAustralia: Sydney

Minerals Council of Australia (2003) “PositivePerformance Measures – A Practical Guide.”Minerals Council of Australia: Sydney

NOHSC. (1999) “OHS Performance Measurementin the Construction Industry – Development ofPositive Performance Indicators.” NOSCH: Sydney

NOHSC. (1994) “Positive Performance Indicatorsfor OHS - Beyond Lost Time Injuries Part 1.”AGPS: Canberra

NOHSC. (2002) “Extending the Use of OHSPositive Performance Indicators in AustralianIndustry.” AGPS: Canberra

NSCA (1998) “OH&S Performance Measures –With An Emphasis Of Positivity!” in AustralianSafety News

NSW Minerals Council (1998) “Moving to the NewWay of Measuring OHS Performance – Guidelinesfor the Measurement of Site OHS Performance.”NSW Minerals Council: Sydney

Nuclear Energy Agency Working Group on InspectionPractises. (1998) “Performance Indicators AndCombining Assessments To Evaluate The SafetyPerformance Of Licensees.” Organisation ForEconomic Co-Operation And Development: Paris

Pardy, W. (1999) “Performance Measurement forWorkplace Safety.” Vermont SIRI Safety Library Page.Internet

Standards Australia (2001) “AS/NZS 4804Occupational Health and Safety ManagementSystems – General Guidelines on Principles,Systems And Supporting Techniques”, StandardsAustralia International Ltd: Sydney

Standards Australia (2001) “AS/NZS 4801Occupational Health and Safety ManagementSystems – General Guidelines on Principles,Systems And Supporting Techniques.” StandardsAustralia International Ltd: Sydney

Step Change in Safety (2003) “LeadingPerformance Indicators: Guidance for Use”, SafetyChange in Safety, UK

Watson, R. (2002) “Positive PerformanceIndicators, Results and Responses”, Paper - IFAPSafety in Action Conference, Sons of Gwalia Ltd

Glossary

Abbreviations

ObjectiveStates the purpose of collecting the measurement i.e.to demonstrate management commitment toOHS activities

Performance Indicator Defines what is the item for measurement i.e.management commitment to OHS activities identifiedin OHS Plan

Performance Measurement States how the item is to be measured i.e. % ofmanagers participating in audits

Method of ApproachStates how the information will be collected i.e. tracktraining completed via departmental OHSperformance reports

Monitor and ReviewStates how frequently the measurement will bemonitored and reviewed i.e. monitor monthly, reviewquarterly as per OHS Management Plan and annuallyas per OHSMS Audit


ALARP As low as reasonably practicable

CIRP Critical Incident Response Plan

DG Dangerous goods

DIFR Disabling injury frequency rate

EAP Employee assistance program

FFR Fatality frequency rate

Hazobs Hazard observations

JSAs Job safety analysis

KPI Key performance indicator

LTI Lost time injury

LTIFR Lost time injury frequency rate

MSDS Material Data Safety Sheet

OHS Occupational health and safety

OHSMP Occupational health and safety management plan

OHSMS Occupational health and safety management system

PPIs Positive performance indicators

PPMs Positive performance measures

SHR Safety and Health Representative

SOP Standard operating procedure

TNA Training needs analysis

ROBE RIVER IRON ASSOCIATES

Perth Office

7th Floor, 12 St Georges TerracePerth, Western Australia 6000

Locked Bag N984, PerthWestern Australia 6844

Telephone: (61 8) 9325 2955Facsimile: (61 8) 9221 3701

Kalgoorlie Office

115 Egan Street, KalgoorlieWestern Australia 6430

PO Box 147, KalgoorlieWestern Australia 6430


Bunbury Office

Podium Level, 61 Victoria StreetBunbury, Western Australia 6230

PO Box 739, BunburyWestern Australia 6231


Email: [email protected]

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