1. Setting Safety KPI’s that work

2. Key Performance Indicator
John McGerty (Grad IOSH Dip RSA) Safety, Health & Environment Manager Gilbert-Ash N.I. LTD
You can build on our reputation

3. Terminology Key Performance Indicators (KPI) - “Measurable
indicators that will be used to report progress that is
chosen to reflect the critical success Strategic
Critical Success Factors (CSF)-“A factor considered to
be most conducive to the achievement of a successful
Strategic Aims-” Are the tools we use to organise and
focus our diverse activities. Through the Corporate Plan,
we will define specific objectives and targets relating to
each Strategic Aim

4. Key Performance Indicator
Generally there are two approaches
KPI based on Strategic themes
KPI Based on Critical success factors
They both drive from:
Objectives from strategic aims
Performance indicators flowing from objectives
Status and progress indicators
Year on year change indicators

5. Strategic Aims- Over the period Jan 2012 to Dec 2012 all employers
are to demonstrate  Continuous Improvement in their
health and safety management performance whilst
being benchmarked using a suitable benchmarking
tool.

6. What IS A KPI
A KPI (Key Performance Indicator) is simply a metric that is tied to a target.
Most often, a KPI represents how far a metric is above or below a pre-determined target.
KPI’s usually are shown as a ratio of actual to target and are designed to instantly let a business user know if they are on or off their plan without the end user having to consciously focus on the metrics being represented.

7. SMART is an abbreviation for the five conditions of good KPI’s:
* Specific – It has to be clear what the KPI exactly measures. There has to be one widely-accepted definition of the KPI to make sure the different users interpret it the same way and, as a result, come to the same and right conclusions which they can act on.
* Measurable – The KPI has to be measurable to define a standard, budget or norm, to make it possible to measure the actual value and to make the actual value comparable to the budgeted value.
* Achievable – Every KPI has to be measurable to define a standard value for it. It is really important for the acceptance of KPI’s and Performance Management in general within the organization that this norm is achievable. Nothing is more discouraging than striving for a goal that you will never obtain.

8. SMART is an abbreviation for the five conditions of good KPI’s:
* Relevant – The KPI must give more insight in the performance of the organization in obtaining its strategy. If a KPI is not measuring a part of the strategy, acting on it doesn’t affect the organizations’ performance. Therefore an irrelevant KPI is useless.
* Time phased – It is important to express the value of the KPI in time. Every KPI only has a meaning if one knows the time dimension in which it is realized. The realization and standardization of the KPI therefore has to be time phased.

9. Critical Success Factors
Critical success factors – key issues requiring management attention
Represent real issues faced “here and now”
Performance indicators relate to critical success factors not strategic aims – offers greater flexibility
Critical success factors can be mapped to strategic aims

10. How To Achieve Success
Identify areas of activity that require greater attention
Performance indicators that are grounded (SMART)
Striking a balance between a comprehensive set of KPIs and information overload

11. Selecting Project Specific KPI
“What you measure is what you get.” (Kaplan and Norton, 1992).
KPI help define the achievement of the CSF
Number depends on their comprehensiveness and importance of the CSF to overall project success.

12. Sources of potential KPI
Do the KPIs provide YOU with a clear indication of progress to date and areas requiring greater attention?
Strategic aims do not always lend themselves to measurement and require associated objectives
No difficulty with objectives extracted from the Corporate Strategy but derived objectives may have no real ownership

13. Introduction of KPI’s
Introduction of KPIs represents a major step forwards
Enables YOU to understand where progress is being made towards achieving strategic aims and those areas which need to be addressed
The management review in BS EN ISO and OHSAS standards also help focus performance

14. Development of KPIs that work John Thompson
H&J Martin Facilities Management
February 2012

15. Is your H&S management good?
How do you know?

16. Current Position? “We don’t have many accidents”
“We haven’t had many RIDDORs”
“Operatives get loads of training”
“There’s PPE if they need it”
“We do regular H&S inspections”

17. Establish Current Position....
No. of accidents
No. H&S inspections
Frequency of inspections
Average inspection score

18. Meaningful... Strategy Aims/Objectives Policy Regulatory requirements
Industry standards
Moral
Health
Social

19. Meaningful....
Accidents
Inspections

20. What has been asked of us?
Strategic
Aim
Continuous improvement in health and safety management performance

21. What are we doing? Strategic Aim Initiatives
Continuous improvement in health and safety management performance
New inspection regime, introducing quarterly inspections.
Destination Zero
Poster, and leaflet campaign aimed encouraging staff to think what if...not if only.

22. Lets introduce our KPIs.....
Strategic
Aim
Initiatives
KPI
Continuous improvement in health and safety management performance
New inspection regime, introducing quarterly inspections.
Number of H&S Inspections
Destination Zero
Poster, and leaflet campaign aimed encouraging staff to think what if...not if only.
Number of Lost Time Accidents

23. Our benchmark or baseline...
Strategic
Aim
Initiatives
KPI
Last year
Continuous improvement in health and safety management performance
New inspection regime, introducing quarterly inspections.
Number of H&S Inspections 3
Destination Zero
Poster, and leaflet campaign aimed encouraging staff to think what if...not if only.
Number of Lost Time Accidents 5

24. What is our target? Strategic Aim Initiatives KPI Last year
Continuous improvement in health and safety management performance
New inspection regime, introducing quarterly inspections.
Number of H&S Inspections 3 4
Destination Zero
Poster, and leaflet campaign aimed encouraging staff to think what if...not if only.
Number of Lost Time Accidents 5 2

25. Lets measure how we actually did..
Strategic
Aim
Initiatives
KPI
Last year
2012 Target
Actual
Continuous improvement in health and safety management performance
New inspection regime, introducing quarterly inspections.
Number of H&S Inspections 3 4
Destination Zero
Poster, and leaflet campaign aimed encouraging staff to think what if...not if only.
Number of Lost Time Accidents 5 2

26. Revisit the KPIs......Success?

27. Points of note Quantity does not equal quality
Measure what’s most important
Don’t let the cost of measuring exceed the value of the results

28. HEALTH AND SAFETY KPI’S IN ACTION
A MENU OF WHAT WORKS
J. LEITCH
HR DIRECTOR
NORTHSTONE (NI) Limited
20 February 2012

29. KEY RESULT AREA
PERFORMANCE INDICATOR
TARGET

30. PROFILING HEALTH AND SAFETY FOR KPI’S
‘The Yard Sticks’
(1) Accidents and Incidents
(2) Involvement and Communication
(3) Monitoring of Operational Performance
(4) Occupational Health Best Practice
(5) Promotion of Health and Safety
(6) System Effectiveness

31. (1) ACCIDENTS AND INCIDENTS
Accident Frequency
Accident Severity
Near Misses

32. (2) INVOLVEMENT AND COMMUNICATION
Safety Observations
Training Hours Delivered
Employee Involvement
Health and Safety Initiatives
Delivery of Visible Felt Leadership
Employee Suggestions Implemented
Tool Box Talk Delivery
Health and Safety Alerts Issued

33. (3) MONITORING OF OPERATIONAL PERFORMANCE
Delivery of Health and Safety Inspections/Audits
Category I and Category II Conditions
External System Audit Outcomes
Disciplinary Offences
Supply Chain Compliance
Tenders Scores from Clients

34. (4) OCCUPATIONAL HEALTH
Safety Critical Work
Health Surveillance
Days Lost to Work Related Ill Health
Rehabilitation of Ill Employee
Locations with Health Management Plan in
Place

35. (5) PROMOTION OF HEALTH AND SAFETY
Safety Award Success
Meetings with CEO/Directors
Delivery of Agreed Safety Improvement Plan

36. (6) SYSTEM EFECTIVENESS
Time spent by operational staff completing
safety documentation

37. Questions