Setting Safety KPIs

that work
Key Performance Indicator
John McGerty (Grad IOSH Dip RSA)

Safety, Health & Environment Manager

Gilbert-Ash N.I. LTD

You can build on our reputation

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
 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
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.
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.
KPIs 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.
SMART
istoan
* Specific It has abbreviation
be clear what the KPI exactly
measures. There has to be one widely-accepted definition
for
samethe
way and,five conditions
as a result, of
of the KPI to make sure the different users interpret it the
come to the same and right
conclusions which they can act on.
good
* MeasurableKPIs:
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 KPIs 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.
SMART is an abbreviation for
the five conditions of good
* Relevant The KPI must give more insight in the
KPIs:
performance of the organization in obtaining its
strategy. If a KPI is not measuring a part of the
strategy, acting on it doesnt 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.
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
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
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.
 Do the KPIs provide YOU with a clear
indication of progress to date and areas
requiring greater attention?
Sources
Strategic of potential
aims do not alwaysKPI
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
Introduction of KPIs
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
 Development of
KPIs that work

John Thompson
H&J Martin Facilities Management
February 2012
Is your H&S management
good?
How do you know?
Current Position?
We dont have many accidents

We havent had many RIDDORs

Operatives get loads of training

Theres PPE if they need it

We do regular H&S inspections

Establish Current
Position....
No. of accidents

No. H&S inspections

Frequency of inspections

Average inspection score

Meaningful...
Strategy
Aims/Objectives
Policy
Regulatory requirements
Industry standards
Moral
Health
Social
Meaningful....
Accidents
Inspections
What has been asked of
us?
What are we doing?
Lets introduce our KPIs.....
Our benchmark or
baseline...
What is our target?
Lets measure how we
actually did..
Revisit the
KPIs......Success?
Points of note
Quantity does not equal quality
Measure whats most important
Dont let the cost of measuring exceed the
value of the results
A MENU OF WHAT WORKS
J. LEITCH
HR DIRECTOR
NORTHSTONE (NI) Limited
20 February 2012
KEY RESULT AREA

PERFORMANCE INDICATOR

TARGET
PROFILING HEALTH AND SAFETY FOR KPIS
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
(1) ACCIDENTS AND INCIDENTS
Accident Frequency

Accident Severity

Near Misses
(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
(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

(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
(5) PROMOTION OF HEALTH AND
SAFETY
Safety Award Success

Meetings with CEO/Directors

Delivery of Agreed Safety Improvement Plan

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