BALANCING THE SAFETY
SCORECARD
T I PS F
O R EF F E C T I V
E ME A S U R E M E N T O
F
S A F E T Y PE R F O R M A N C E
K E N T B L A C K M O N B S C . , C R S PR Y A N O R V I S C R S P , C H S C
SESSION OBJECTIVES Internal Responsibility System Benefits of measuring safety performance Measuring what’s important
What makes measures effectiveLeading vs. lagging indicators
Setting the standardIntegrating new metrics and establishing goals
Recognizing a Strong Safety Culture
Internal Responsibility System
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INTERNAL RESPONSIBILITY SYSTEMInternal responsibility should be active at a
workplace with partnerships in place to ensure a safe workplace which includes: responsibility, cooperation, sharing information, accountability and integrating H&S in to daily production activities.
Committees = play a large and important role at a workplace as they are the connection to hear concerns of the larger group.
Duties of Managers
Duties of Employers
Duties of Workers
Right to know
Duties of Supervisors
Right toParticipate
Right toRefuse
OHS Management System
Safety Officers
INTERNAL RESPONSIBILITY SYSTEMSupervisors = provide leadership in controlling
hazards, training, monitoring to ensure compliance on their line and ensure implementation of policies on the floor, inspections, and report unsolvable issues.
Employees = follow H&S policies and procedures, report hazards and cooperate with their supervisor.
Safety Team = internal auditing, provide leadership, train, implement H&S policies, manage incidents, deal with reported hazards and monitor and enforce safety program.
Duties of Managers
Duties of Employers
Duties of Workers
Right to know
Duties of Supervisors
Right toParticipate
Right toRefuse
OHS Management System
Safety Officers
INTERNAL RESPONSIBILITY SYSTEM
By understanding the “system” we see how each party in the workplace not only has responsibility, but more importantly how they intertwine and support each other.
We can also realize the importance of how relationships and communication between parties can determine the drive for a better safety culture and performance.
RELATING THE INTERNAL RESPONSIBILITY SYSTEM TO SAFETY INDICATORS By understanding the IRS and the difference between Leading & Lagging
indicators we can see how they can relate. By following the IRS employers will be accountable to have and monitor a
strong OHS management system. All workers will be accountable to follow the safety program, and have the right to know and participate. Everyone will have a voice in the program. This would relate to our leading indicators.
Having a strong OHS management system supported by the IRS, theoretically should reduce injury statistics. This would have a positive effect to our lagging indicators.
Why Measure Safety?
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WHY MEASURE SAFETY PERFORMANCE? What gets measured, gets managed Provide an objective basis to determine
program effectiveness. Provide information for decision making
(management) Forms basis for continual improvement
PLAN-DO-CHECK-ACT
Plan • Establish the standards for health and safety
Do • Implement the plan to achieve objective and
standards
Check
• Measure progress with plans and compliance with standards
Act • Take appropriate action to correct any
deficiencies
WHAT MAKES MEASURES EFFECTIVE Reliability
The consistency or repeatability of the measurement
ValidityRelationship between measurement and program
Understandability Can you/others explain what they mean?
Action-abilityCan results be translated into action
HOW ARE WE DOING?
2009 2010 2011 20120
2
4
6
8
10
12
Injury Rate Fines/PenalitiesSerious Incidents
Company XYZ – SAFETY STATS
Measuring What’s Important
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SAFETY METRICS FRAMEWORK
Over the past decade, companies have been looking for better, more pro-active measures of safety performance.
Traditional methods of evaluating safety performance have not provided the right information.
Traditionally we would look at injury frequency’s
TRADITIONAL SAFETY MEASURES Trailing (or lagging) Indicators Results measures that tell what happened. Focus on what went wrong. Include injury statistics and loss reports. Good for accountability but not indicative of
best strategies for continuous improvement.
PROBLEMS WITH LAGGING INDICATORS Provides a limited, and often distorted, view of safety
performance. Can be a deceptive indicator. Lagging indicators do not explain performance; i.e. they
provide insufficient data about what has been done (or not done); how well it was done; and their relationship to outcomes.
Possible “polluted" reporting. Can be a motivation killer. They do not provide sufficient process insights to effectively
manage health and safety.
“Managing safety only by LTI, is like playing tennis with your eye on the scoreboard and not on the ball” (Bernard Borg, 2002, Predictive Safety from Near Miss and Hazard Reporting)
LEADING INDICATORS Measures that can be effective in predicting
future safety performance. “Before-The-Fact Measures.” Assess results of actions taken before
incidents occur. Help to assess performance “effort” vs.
“result’
LEADING INDICATORS -EXAMPLES Health & Safety Audits Number (or %) of managers trained in Health & Safety Leadership Number of senior leadership meetings with safety included on the
agenda Supervisor safety activities Incident investigations completed within prescribed timeframe Resolution of employee suggestions/Hazard ID Percent of internal inspections conducted as scheduled Number of safe acts, near misses reported or recognized Employee safety perception surveys Wellness program participation
LEADING VS. LAGGING
Leading Indicators/Activities
Behavior Based Observations Near Miss Reporting Employee Perception Surveys Supervisor Safety Activities Hazard ID/Analysis Process OHS Audits Contractor EHS Selection
PRE LOSS / PREVENTIONLOSS CONTROL
Lagging Indicators Reportable Injury Frequency
Lost Time Severity
Workers Compensation Costs
Property Damage Costs
Number of work improvement orders
POST LOSS / REACTION LOSS CONTAINMENT
Setting the Standard
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SAFETY MANAGEMENT (SIMPLIFIED)
Injury Stats
Outcome Process
Safety Program
Safety Culture
Hazard
Hazard
Hazard
Input
Uncontrolled Hazards
THE BALANCED SCORECARD
Vision & Strateg
y
Results
ProgramCulture
ResultsInjury Stats
Program Training, Inspections, investigations, audits etc.
Culture Behaviors, conditions, perceptions
SETTING THE STANDARD Standards for safety performance
measurements should :Be documentedDefine key safety performance measures Identify minimum acceptable performance Outline how data is to be collected and
reported at all levelsStrengthen safety program oversight
WHEN TO MEASURE? Increase the frequency
Decrease the frequency
• Evidence of non-compliance
• Required by legislation • Activity happens
frequently • High potential for
change
• Evidence of compliance
• No legal requirement • Non-frequent activity • Low potential for
change
WHAT IS ACCEPTABLE PERFORMANCE?
Setting injury reduction targets – ultimate goal is always zero.
Compliance targets – ultimate goal is always 100%
Acceptable performance should be defined for all metrics.
Question is – are we improving?
SETTING SAFETY TARGETS
Specific MeasurableAttainableRealisticTimebound
2009 2010 2011 20120
20406080
100
Safety Corrective Action
Year
% C
ompl
ete
Target
EXAMPLES OF SAFETY TARGETS
Who What When
Why How
Senior Managers
Injury Rates Monthly Injury Reduction
Team Meetings
Safety Committee
Inspections Quarterly Legal
Compliance Bulletin-boards
Supervisors
Corrective Actions
Weekly Continuous Improvement
Committees
HOW ARE WE DOING? Good input but poor output Good input and output
Poor input and output Good output but poor input
Jan
Feb
MarApr
MayJun
Jul
AugSept
Oct
BENCHMARKING Ongoing process of measuring one company's
safety performance against those recognized as industry leaders.
Serves as a measuring stick for the organization by identifying those organizations that are viewed as the best.
Comparing ‘apples to apples’ can be challenging (e.g. difference in calculations, organizations)
TIPS FOR MEASURING SAFETY PERFORMANCE Define who, what , when, where, why and
how Balance the scorecard – use leading and
lagging indicators Set targets and goals that align with the
organizations vision Report progress at all organizational levels Don’t forget to celebrate successes along the
way
Recognizing a Strong Safety Culture
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OCCUPATIONAL HEALTH AND SAFETY CULTURAL MODEL
RECOGNIZING A STRONG SAFETY CULTURE Measuring the right things and strong safety culture
does not happen over night, but it can be achieved. We need to focus on the right indicator, and not get
caught up on the lagging. We all can lead safety, we all can make a difference.
Questions
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