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 AimsOver 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
abbreviation
* Specific It has
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
for
conditions
of
samethe
way and,five
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
good
KPIs:
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?

Strategic of
aims
do not alwaysKPI
lend
Sources
potential

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