eCompliance, Cameron Freese_Measuring and Communicating Safety Performance

Safety Matters … Most

AECON OVERVIEW2012

MEASURING & COMMUNICATING WORKPLACE SAFETY PERFORMANCE

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Measuring & Communicating

• Two key elements of an H&S Management System

• These elements must be linked, but can be successful or fail on their own

MEASURING AND COMMUNICATING WORKPLACE SAFETY PERFORMANCE

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MEASURING WORKPLACE H&S PERFORMANCE

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MEASURING PERFORMANCE

• Have a clear view of performance: Past vs Future• Identify strengths and weaknesses in the H&S Management

System• Identify where you can use resources • Measurement can provide an opportunity to prevent future

H&S incidents• Provide comparison to industry performance• Required to track based on jurisdiction• Must provide to clients during prequalification processes

Why measure safety performance?

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MEASURING PERFORMANCE

Safety performance is typically measured using two primary categories:

1. Lagging / trailing indicators

2. Leading indicators

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LAGGING INDICATORS

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LAGGING INDICATORS

• Traditional process of incident counts and frequencies

• Establish KPI’s, targets and a benchmark

• Provide a historical perspective on what HAS happened

• Shows trending of performance over a period of time

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22.5

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44.5

2006 2007 2008 2009 2010 2011 2012 2013 2014

Industry LTIFrequency(3.02 average)Aecon LTIFrequency(0.00 average)

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LAGGING INDICATORS

• What is currently used in the industry?– USA = BLS OSHA 300 log– International = Country

dependent, OSHA 300 log, Britain HSE RIDDOR

– Canada?

What are the best Indicators to use?

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LAGGING INDICATORS

Canadian Standards – What are they?• Provincial WCB standards• No national standard used to classify injuries • The standards used to measure will depend on the

company tracking them and the region or industry in which they work

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LAGGING INDICATORS

BLS OSHA 300 Classifications Canadian WCB classifications

• Fatality• Lost Time Injury• Restricted Work• Medical Aid• Occupational Illness• First Aid

• Fatality• Occupational Illness• Lost Time Injury• Medical Aid (accepted WCB

claim)

Are these classifications the same?

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METRICS BASED ON LAGGING INDICATORS

• Lost Time Injury Frequency (LTIF)• Non-Lost Time Injury Frequency (NLTI)

– Actual vs WCB approach• Total Recordable Injury Frequency / Rate (TRIF / TRIR)• Days Away and Restricted or Transferred (DART)• Severity Rate

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• Frequencies are based on hours to provide an “apples to apples” perspective

• Common base frequencies are 200K and 1M hours

• Frequency = # X base / actual hours worked

Common Metrics

LTI Frequency

TRIF / TRIR

NLTI

DART

SEVERITY

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Common Classifications

Fatality

Lost Time Injuries (LTI)

Days Lost due to LTI

Restricted Work

Days restricted or transferred

Medical Aid

First Aid


Common Metrics

LTI Frequency

TRIF / TRIR

NLTI

DART

SEVERITY

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Which ones are the best to measure?The answer is completely based on your company and will depend on:

– Company size– Risk of work performed– Number and severity of workplace incidents– Industry of work performed– Static vs dynamic work environment

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The lagging metrics look at different severity and frequency of events.Eventually one metric will plateau and no longer provide you great value as a measurement for improvement.

00.5

11.5

22.5

33.5

44.5

2006 2007 2008 2009 2010 2011 2012 2013 2014

Industry LTIFrequency(3.02 average)Aecon LTIFrequency(0.00 average)

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Focus on the metrics and frequencies that allow you to drive continuous improvement.

NLTI – Includes all First Aids and Medical Aids



• Lagging metrics are based on outcomes

• Measurement of lagging data should include trends in causal factors based on the incidents that occurred– Example: You may have fifteen Medical Aids, all from different types of

work – you need to make the data relative to your system and H&S elements

– Focus on what is causing these incidents, not the outcome

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• Lagging indicators are events that occurred and lessons can be learned

• Your investigation will identify root causes that are the targets for your corrective actions

• Trending the root causes can help identify systemic H&S management concerns vs surface level underlying causes– Example: If you know the root cause is primarily:

• Worker Competency: Focus on training, verification, coaching and monitoring

• Equipment Selection: Procurement practices, selection and availability• Poor planning or hazard identification: Review how hazards are

assessed, controlled and communicated

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LEADING INDICATORS

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LEADING INDICATORS

• Focused on proactive and preventative indicators• Establishes a true “Leading Indicator” as to future

safety performance• Qualitative data or activities that need

interpretation

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LEADING INDICATORS

Examples of Leading Indicators• Training• Inspections • Audits• Behavioural Observation programs• Safety Opportunities – Near Misses reported• Risk / Hazard assessments completed

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LEADING INDICATORS

Measure leading indicators by:

• Tracking the activities completed• Reviewing the amount completed vs expected or

required• Examine the details from the completion of those

activities (i.e. inspections results)

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LEADING INDICATORS

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COMMUNCIATING H&S PERFORMANCE

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COMMUNICATING PERFORMANCE

Most organizations are currently communicating H&S performance in one form or another.Common points of communication of H&S performance:• Weekly, monthly, quarterly or annual review

meetings• JHSC meetings• Tool Box Talks• Through the use of KPI reports or dashboards

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Communicating safety performance must be done to:

• Inform all workplace parties of current success and opportunities for improvement

• Engage those who are responsible and accountable for H&S – Sr. Management

• Engage those who will actually perform the work

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Communicating performance means communicating:• The company and H&S program expectations• The importance of H&S and how the program

elements contribute to its success• Soliciting input, not just providing the output• Frequent updates to success and opportunities for

improvement

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Utilize standardized reports that communicate key leading and lagging indicator information.

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PROGRAM ALIGNMENT

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H&S PROGRAM ALIGNMENT

Aligning the concepts of H&S measurement and communication will build the foundation of continuous improvement.

Focus on consistent concepts and categories through all phases of your program

Planning- Risk /Hazard Assessments

Monitoring- Inspections / Audits

- Behavioural Programs

Investigation- Injury

- Damage- Environmental

Consistent & Measureable indicators at each step to help drive educated H&S improvements

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MEASURING THE OUTCOME

Typical reactive or trailing indicator process:

Incident counts and frequencies

Causal Factors

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Proactive or leading process:

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How do you know your proactive or leading activities are working?

If your program is aligned, you can measure consistent and relative information from your leading and trailing indicators to validate your performance.

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Aecon has focused on engaging our workforce to report all Safety Opportunities (SO); regardless of severity.

Category of Opportunity Most Common Second Most Common

Environment Housekeeping(52%)

Weather - rain, ice, snow(24%)

Hardware / Tools & Equipment

Defective or failed(49%)

Inadequate tool for job(34%)

PeopleFailure to follow practice

/ procedure(50%)

Worker inattention(37%)

Process/ProceduresHazard not identified by

signage or barriers(46%)

Procedure unclear or no instruction

(37%)

Other

Third Party such as public or other

contractor(47%)

Vehicle use – Employee driving error

(12%) Data based on approx 6800 reported SO’s

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Safety Opportunity causal factors compared to actual incident causal factors:

Safety Opportunities Incidents

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SUMMARY

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SUMMARY

Measurement• Measure what is relative to your company• Measure what can drive continuous improvement• Align you measurement process throughout your entire H&S

Management System

Communication• Communicate your expectations and process during initial training• Use the information you measure frequently and consistently in

meetings, tool box talks, training etc.• Engage and empower the people that will ultimately improve your

safety performance through understanding of your metrics

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THANK YOU

eCompliance, Cameron Freese_Measuring and Communicating Safety Performance

Leadership & Management

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