Balancing the safety scorecard

1. Balancing the safety scorecard Tips for effective measurement of safety performance Kent Blackmon BSc., crsp Ryan Orvis crsp, chsc

2. Session objectives • Internal Responsibility System • Benefits of measuring safety performance • Measuring what’s important • What makes measures effective • Leading vs. lagging indicators • Setting the standard • Integrating new metrics and establishing goals • Recognizing a Strong Safety Culture

3. Internal Responsibility System 3

4. Internal Responsibility System • Internal responsibility should be active at a workplace with partnerships in place to ensure a safe workplace which includes: responsibility, cooperation, sharing information, accountability and integrating H&S in to daily production activities. • Committees = play a large and important role at a workplace as they are the connection to hear concerns of the larger group. Safety Officers Right to know Duties of Workers Right to Refuse Duties of Managers Right to Participate Duties of Employers Duties of Supervisors OHS Management System

5. Internal Responsibility System • Supervisors = provide leadership in controlling hazards, training, monitoring to ensure compliance on their line and ensure implementation of policies on the floor, inspections, and report unsolvable issues. • Employees = follow H&S policies and procedures, report hazards and cooperate with their supervisor. • Safety Team = internal auditing, provide leadership, train, implement H&S policies, manage incidents, deal with reported hazards and monitor and enforce safety program. Safety Officers Right to know Duties of Workers Right to Refuse Duties of Managers Right to Participate Duties of Supervisors Duties of Employers OHS Management System

6. 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.

7. 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, theoreticallyshould reduce injury statistics. This would have a positive effect to our lagging indicators.

8. Why Measure Safety? 8

9. 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

10. Plan-do-check-act

11. What makes measures effective • Reliability • The consistency or repeatability of the measurement • Validity • Relationship between measurement and program • Understandability • Can you/others explain what they mean? • Action-ability • Can results be translated into action

12. HOW ARE WE DOING?

13. Measuring What’s Important 13

14. 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

15. 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.

16. 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.

17. “Managing safety only by LTI, is like playing tennis with your eye on the scoreboard and not on the ball” (Bernard Borg, 2002, Predictive Safety from Near Miss and Hazard Reporting)

18. 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’

19. 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

20. 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 / PREVENTION • LOSS 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

21. Setting the Standard 21

22. Safety management (SIMPLIFIED) Safety Program Injury Stats Hazard Hazard Safety Culture Uncontrolled Hazards Hazard Input Outcome Process

23. The balanced scorecard • Results • Injury Stats • Program • Training, Inspections, investigations, audits etc. • Culture • Behaviors, conditions, perceptions

24. Setting the standard • Standards for safety performance measurements should : • Be documented • Define key safety performance measures • Identify minimum acceptable performance • Outline how data is to be collected and reported at all levels • Strengthen safety program oversight

25. When to measure?

26. What is acceptable performance? • Setting injury reduction targets – ultimate goal is always zero. • Compliance targets – ultimategoal is always 100% • Acceptable performance should be defined for all metrics. • Question is – are we improving?

27. Setting safety targets Target • Specific • Measurable • Attainable • Realistic • Timebound

28. Examples of Safety Targets

29. How are we doing? Mar Jan Apr Feb Jun May Jul Aug Sept Oct

30. 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)

31. 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 

32. Recognizing a Strong Safety Culture 32

33. Occupational Health and Safety Cultural Model

34. 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.

35. Questions 35