Measure success – You should not only measure failure, through accident statistics and other reactive monitoring but also measure success. You can measure health and safety success through pro-active health and safety activities. Such as health and safety inspections, near-miss reporting, health and safety culture, training achievements, good housekeeping and following the correct procedures.
- Near miss reporting
- Health and safety inspections
- Training achievements
- Good housekeeping
For example, you could score your safety inspections based on the number of breaches or problems that need rectifying. If an inspection fails 10 out of 100 items covered, they scored 90%. Maybe a sign was missing, an induction hadn’t been carried out, or someone didn’t have the right PPE on.
If the next time that site is inspected they score 95%, you have measured an improvement. You can measure through direct observations of conditions and behaviour, through gathering information through questionnaires, meetings and reviews, and through facts and figures examining written documents, records and reports.
What, exactly are you measuring for? There must be a purpose to your measurement. If you get 25 near miss reports in a month is that good or bad? Before you start measuring, you need to consider:
- What outcome do you want?
- When do you want to achieve the outcome?
- How will you know when the outcome has been achieved?
- What result should the outcome produce?
- How would you know that people are doing what they should be doing?
Then, through establishing baseline data (how you are currently performing) and setting goals or targets (how you want to be performing) you can start to take action to improve your health and safety performance. Here are 5 examples of how near miss reporting can stop accidents before they happen.
- 1 What is HSE performance?
- 2 What is an example of a safety measure?
- 3 What are the 3 performance indicators?
- 4 What is the formula for the safety performance Index?
- 5 What is the difference between SPI and SPT?
How do we measure the safety performance?
How is safety performance measured? – Safety performance can be measured in a number of ways, usually through a combination of lag (output) and lead (input) indicators.
Lag indicators ? measure outcomes after an incident (e.g. incident rate, lost time work injury), and is effectively a measure of past results Lead indicators ? measure activities to prevent or reduce the severity of an incident in the present or future (e.g. safety training, safety audits).
What are safety performance indicators?
Agencies may develop safety performance indicators (SPIs) and safety performance targets (SPTs) to help them monitor and track safety performance. SPIs and SPTs serve as valuable tools you can use to prioritize resources to address safety risk and monitor how well investments are working.
What is HSE performance?
HSE Performance is the measure of success or failure of the HSE Management System against a set of benchmarks.
What is KPI for health and safety performance?
Health And Safety KPIs Overview – Health and safety key performance indicators (KPIs) are measurable values that health and safety teams use to monitor and evaluate their progress toward strategic business objectives. These KPIs essentially act as a starting point for an effective health and safety performance review. KPIs for health and safety are not solely focused on tracking workplace accidents; the “health metrics” component is equally vital and applicable across various industries, whether in manufacturing or marketing. We’ve identified 18 KPIs that we consider to be the most effective for health and safety.
What is an example of a safety measure?
Examples of technical protective measures are: Noise screening, fume cupboards, safety cabinets, extraction by hood, emergency showers and eye baths.
What are leading and lagging indicators in safety?
They measure events leading up to injuries, illnesses, and other incidents and reveal potential problems in your safety and health program. In contrast, lagging indicators measure the occurrence and frequency of events that occurred in the past, such as the number or rate of injuries, illnesses, and fatalities.
What are the 3 performance indicators?
Want to find out how your business is performing? Setting and analyzing performance indicators for your company is the best way to forecast and get on track with your business goals. Creating KPIs or Key Performance Indicators will help you measure your company’s success.
- The question is what to focus on? How you measure performance says a lot about your company’s objectives.
- Common Types of Indicators There are two common types of performance indicators: financial and customer focused.
- Financial indicators are the most commonly used metrics for performance including: revenue growth rate, net profit, return on investment, among others.
In terms of employee performance these are often quantified using output related measurements. These can be useful for growing your company’s finances but companies that focus solely on profit related indicators often face an innovation problem. A focus on financial goals can put pressure on managers to focus on short term profitability over creativity.
- Financial indicators also don’t provide a full picture of a company’s performance.
- Rather than taking risks on new ideas, these companies can become known for creating ‘one hit wonders’ that sell and repackaging past successes.
- Eventually, quality and customer satisfaction can become compromised and employee motivation drops.
Microsoft learned this lesson at the expense of its top spot in the tech world. Originally a leader in cutting edge technology, after 2000 it began slipping in the rankings against companies like Google and Apple with its inability to keep up with new trends.
- As these companies began producing paradigm shifting products like the iPhone and Google Maps, Microsoft continued to survive off of its updated versions of Windows Office.
- Financial indicators demonstrated the company’s shift in popularity but not the contributing factors.
- Internally, Microsoft had taken a cut throat approach to performance management called stack ranking.
In this system employees were ranked according to their performance, with the top being put in line for promotions and the bottom 5-10% being shown the door. Rather than boosting productivity, this system merely increased competition and discouraged teamwork.
- Ultimately, instead of being encouraged to collaborate on new ideas, employees had to focus on gaining favor to survive.
- Customer success indicators are increasingly seen as the most important performance metric.
- Some of the main customer centered KPIs include: conversion rate, customer retention, Net Promoter Score (NPS), etc.
Due to differing objectives, companies that focus on customer centered indicators focus more on gaining a loyal customer base by producing great quality products, utilizing different marketing techniques and emphasizing a strong customer support service.
- An example of this is Riot Games’ ‘Free To Play’ games which helped them to gain a loyal customer base by allowing gamers to play some of their best games for free online.
- Zappos’ customer service is famous for providing unsatisfied customers with gifts and free shoes to improve their customer experience.
Creating a customer service culture is an essential part of their business strategy and the focus of CEO Tony Hsieh’s book Delivering Happiness, However, for companies that don’t take off straight away, the money and time put into each product can lead to slower profit generation and financial instability. Companies should use a combination of both financial and customer focused indicators but there is a third key measurement which is essential to meeting your company’s goals. Why employee centered indicators are so important More and more companies are beginning to realize the importance of employee centered metrics.
These types of indicators include: employee engagement, satisfaction and turnover. Studies show that higher employee engagement is linked to higher customer satisfaction. When employees are happy at work and believe in their product/company this comes across to customers. Gallup revealed that companies with high employee engagement levels outperformed companies with lower levels of engagement in customer ratings by 10%.
Engaged employees take less sick days. A study by Workplace Research Foundation found that engaged employees take an average of 2.69 sick days annually compared to disengaged employees who take an average of 6.19 days. Most important, they’re motivated to achieve more.
Gallup’s study also showed that engaged companies outperform others in productivity by 21% and profitability by 22%. In fact, the treatment of employees is also an important factor for consumers. Deloitte ‘ s 2015 study on millennials revealed that this generation considers the treatment of employees as the top characteristic of industry leaders, even over profit generation and impact on overall society.
Furthermore, “While they believe the pursuit of profit is important, that pursuit needs to be accompanied by a sense of purpose, by efforts to create innovative products or services and, above all, by consideration of individuals as employees and members of society.” Companies that have employee centered strategies are also more likely to foster innovative environments that promote autonomy and employee ownership.
Atlassian became famous for its ‘Shipit ‘ days during which it actually encourages employees to drop their work and spend twenty-four hours on a creative project of their choice. Allowing employees the freedom to try out new ideas sounds like a great financial risk but it turned out to have great returns.
The projects developed during these sessions have resulted in some of the company’s most profit generating products. Atlassian not only dominates Australia’s tech industry, it has also been named the best company to work for the past two years in a row.
- More and more companies have started focusing on an employee first strategy: In an interview with Inc.
- Virgin Atlantic CEO Richard Branson disclosed that the company puts staff first, customers second and stakeholders third.
- He explains, “If the person who works at your company is not appreciated, they are not going to do things with a smile.” Southwest Airlines, the company consistently reaching the top 10 in employee and customer satisfaction surveys, follows the same ideology.
The company does this by motivating employees through its company values and creating an environment that regularly recognizes employees for going above and beyond. Southwest Airlines follows the same strategy. Founder Herb Kelleher posited, “A motivated employee treats the customer well.
- A customer is happy so they’ll keep coming back, which pleases the shareholder.
- It’s just the way it works They can buy all the physical things.
- The things you can’t buy are dedication, devotion, loyalty—the feeling that you are participating in a crusade.” A version of this post was first published on the impraise.com blog.
photo credit: 93146296 via photopin (license)
What are the 4 Ps in HSE?
You’ve heard of the four Ps of marketing. How about the four Ps of safety? The first three are the targets we focus on to foster safety: p eople; p laces; and p rocesses. The last, p redictive analytics, is a data-driven way to gain insights and improve outcomes.
- Here is what we mean by the first three Ps: People Employees, the public, managers — these are the human elements we seek to influence.
- Analytics can tell us where to intervene to protect people.
- Places These are the environments which can be made safer, including specific locations, such as plants, distribution centers, or stores.
Fleets and equipment also fall into this category. Analytics can tell us the factors which, when interacting with humans, may pose a greater risk or serve to mitigate it. Processes These are the strategies and tactics, such as safety campaigns or training, that organizations undertake to improve safety. The outcomes, mapped to the three areas, are listed on the right side of the diagram. In between is a so-called “Safety Data Repository” upon which advanced analytics is performed. Advanced analytics includes such tools as statistical analysis and modeling as well as machine learning.
What is a safety performance function?
Safety Performance Functions (SPF) are statistical models used to estimate the average crash frequency for a specific site type (with specified base conditions), based on traffic volume and roadway segment length.
Why is monitoring important in HSE?
Good practice –
Effective monitoring of sickness absence and workplace health can alert the board to underlying problems that could seriously damage performance or result in accidents and long-term illness. The collection of workplace health and safety data can allow the board to benchmark the organisation’s performance against others in its sector. Appraisals of senior managers can include an assessment of their contribution to health and safety performance. Boards can receive regular reports on the health and safety performance and actions of contractors. Some organisations have found they win greater support for health and safety by involving workers in monitoring.
Case study: The directors of a fire and rescue service were able to significantly reduce insurance premiums, injuries and the amount of sickness absence,
What is the formula for the safety performance Index?
Welcome to the April edition of our newsletter on the best and easiest-to-understand formulas for calculating health and safety measures. As professionals in the field of health and safety, we are often called upon to calculate a variety of measures to assess the well-being of our employees and the safety of our workplace.
- From calculating the frequency of accidents and incidents to determining the effectiveness of our safety programs, there is a wide range of formulas that we can use to help us make informed decisions.
- A few years ago, my organisation had the privilege to provide services to a major national oil and gas company; within that period I got to see how certain processes and measures with respect to health and safety were integrated with how this client performed its business.
One of my favourite takeaways was the Quarterly Performance Reviews (QPR) conducted by the Exploration section whom we provided services and there were always various other business partners in attendance. This event allowed me to benchmark my organisation’s performance against others in the industry, which is a valuable practice when it comes to identifying areas for improvement and implementing effective safety programs.
My second favourite was the Business Performance Reviews (BPR) which was a face-to-face event that allowed the same client and us to go over how well we have been performing and to identify areas for improvements with respect to business, operations, health and safety. It is important to highlight that best practices in health and safety data analytics require not only the use of the top formulas for calculating health and safety measures but also a human-centric approach to the process.
This means that while formulas provide a useful framework for assessing workplace safety perfromance, they should not be relied upon solely as a substitute for real-world experience and insight. But with so many different formulas to choose from, it can be overwhelming to know which ones to use and how to use them.
- In this newsletter, I will provide an overview of some of the top formulas that are easy to understand and use, along with their definitions and calculations, so you can quickly calculate your key health and safety measures.
- Frequency of accidents and incidents : The frequency of accidents and incidents is a measure of how often accidents and incidents occur in the workplace.
It is calculated by dividing the number of accidents by the number of working hours. Formula: Frequency = Number of Accidents / Number of Working Hours Effectiveness of safety programs : The effectiveness of safety programs is a measure of how well safety programs can reduce the number of accidents and incidents in the workplace.
- It is calculated by comparing the number of accidents before the implementation of a safety program to the number of accidents after the implementation and expressing the difference as a percentage.
- Formula: Effectiveness = (Number of Accidents Before Safety Program) – (Number of Accidents After Safety Program) / (Number of Accidents Before Safety Program) Lost time injury rate: The lost time injury rate measures the frequency of injuries resulting from lost time from work.
It is calculated by dividing the number of lost time injuries by the number of working hours. Formula: Lost Time Injury Rate = Number of Lost Time Injuries / Number of Working Hours The severity of accidents and incidents : The severity of accidents and incidents is a measure of the impact that accidents and incidents have on the organization.
It is calculated by dividing the cost of an accident by the number of accidents. Formula: Severity = Cost of Accident / Number of Accidents Return on investment for safety programs : The return on investment for safety programs is a measure of the financial benefit of a safety program compared to its cost.
It is calculated by dividing the benefits of the safety program by the cost of the program. Formula: ROI = (Benefits of Safety Program – Cost of Safety Program) / Cost of Safety Program Occupational injury and illness rate : The occupational injury and illness rate is a measure of the frequency of injuries and illnesses that occur in the workplace.
- It is calculated by dividing the number of occupational injuries and illnesses by the number of working hours.
- Formula: OIIR = Number of Occupational Injuries and Illnesses / Number of Working Hours The incidence rate of occupational injuries and illnesses : The incidence rate of occupational injuries and illnesses is a measure of the frequency of injuries and illnesses that occur among employees.
It is calculated by dividing the number of occupational injuries and illnesses by the number of employees. Formula: Incidence Rate = Number of Occupational Injuries and Illnesses / Number of Employees Days away, restricted, or transferred rate : The days away, restricted, or transferred rate is a measure of the frequency of injuries and illnesses that result in lost work time.
It is calculated by dividing the number of days away, restricted, or transferred by the number of working hours. Formula: DART Rate = Number of Days Away, Restricted, or Transferred / Number of Working Hours Total recordable occupational incidents (injuries & illness)case rate : The total recordable case rate is a measure of the frequency of all occupational injuries and illnesses that are recordable under OSHA regulations.
It is calculated by dividing the number of occupational injuries and illnesses by the number of working hours and multiplying by 200,000. Formula: TROICR = Number of Occupational Injuries and Illnesses / Number of Working Hours x 200,000 Lost workday case rate : The lost workday case rate is a measure of the frequency of occupational injuries and illnesses that result in lost work time.
It is calculated by dividing the number of lost workday cases by the number of working hours and multiplying by 200,000. Formula: LWCR = Number of Lost Workday Cases / Number of Working Hours x 200,000 Near misses rate : The near misses rate is a measure of the frequency of near-miss incidents in the workplace.
It is calculated by dividing the number of near-miss incidents by the number of working hours. Formula: NMR = Number of Near Miss Incidents / Number of Working Hours Percentage of near misses: The percentage of near misses is a measure of the proportion of near-miss incidents relative to the total number of incidents in the workplace.
- It is calculated by dividing the number of near-miss incidents by the total number of incidents and expressing the result as a percentage.
- Formula: PNM = Number of Near Miss Incidents / Total Number of Incidents x 100 Safety performance index : The safety performance index measures an organisation’s overall safety performance.
It is calculated by multiplying the number of accidents by the severity of the accidents and dividing the result by the number of employees and the number of working hours. Formula: SPI = (Number of Accidents x Severity) / (Number of Employees x Working Hours) * Safety performance evaluation : The safety performance evaluation measures an organisation’s overall safety performance, taking into account the risk level of the work being performed.
It is calculated by multiplying the number of accidents by the severity of the accidents and dividing the result by the number of employees, the number of working hours, and the risk level of the work. Formula: SPE = (Number of Accidents x Severity) / (Number of Employees x Working Hours x Risk) Accident reduction rate : The accident reduction rate is a measure of the effectiveness of safety measures in reducing the number of accidents in the workplace.
It is calculated by subtracting the number of accidents after the implementation of safety measures from the number of accidents before the implementation of the measures and expressing the result as a percentage. Formula: Accident Reduction Rate = (Number of Accidents Before Safety Measures – Number of Accidents After Safety Measures) / Number of Accidents Before Safety Measures x 100 Accident cost ratio : The accident cost ratio is a measure of the proportion of total accident costs to total sales.
It is calculated by dividing the total accident costs by the total sales and expressing the result as a percentage. Formula: ACR = Total Accident Costs / Total Sales x 100 Accident prevention cost ratio : The accident prevention cost ratio is a measure of the proportion of accident prevention costs to total accident costs.
It is calculated by dividing the accident prevention costs by the total accident costs and expressing the result as a percentage. Formula: APCR = Accident Prevention Costs / Total Accident Costs x 100 Safety cost ratio : The safety cost ratio is a measure of the proportion of safety costs to total sales.
It is calculated by dividing the safety costs by the total sales and expressing the result as a percentage. Formula: SCR = Safety Costs / Total Sales x 100 While these formulas for calculating health and safety measures can be incredibly useful, they should always be used in conjunction with a human-centric approach that places the safety and well-being of employees front and centre.
By combining these two approaches, we can create a workplace that is not only safe but also supportive and empowering for everyone who works there. I hope these formulas and their explanations have helped provide you with the knowledge you need to calculate key health and safety measures.
What is KPI for performance assessment?
KPI stands for key performance indicator, a quantifiable measure of performance over time for a specific objective. KPIs provide targets for teams to shoot for, milestones to gauge progress, and insights that help people across the organization make better decisions.
What is KPI for performance report?
What is a KPI Report? – A KPI Report is a powerful business-performance analytics tool that helps companies recognize, measure, and visualize their Key Performance Indicators (KPIs) to track progress against specific objectives. Through its fusion of graphical representations such as charts and graphs along with tabular data, the report serves as an indispensable resource for organizations aiming to enhance performance.
What is the difference between SPI and SPT?
Measuring for Success: How’s your SPIs and SPTs? The use of safety performance indicators (SPI), safety performance targets (SPT) and their connection to safety objectives tends to be a challenge among business aviation organizations. Unfortunately, this has led to some organizations simply establishing SPIs and SPTs to satisfy regulatory or industry best practice guidelines.
In other words, the use of SPIs and SPTs has been relegated to a “check the box” exercise rather than providing the organization with meaningful information upon which to make important decisions. In this post, we will briefly discuss what SPIs and SPTs are, where they fit in the concept of safety performance management and discuss what your organization can be measuring for success.
The safety performance indicator (SPI) is nothing more than a measurement – a data point if you will – meant to inform on performance, In ICAO’s Document 9859 4th Ed., it loosely defines an SPI as something that is used to help senior management know whether the organization is likely to achieve its safety objectives.
- Again, the SPI informs and ICAO states that it informs on the progress of meeting safety objectives and informs on the performance of processes and risk controls in the organization.
- In the former, the SPI is coupled with a target (SPT) that defines where the organization wants to be in terms of measurement, which is defined by the objective.
A flight operations department may have the objective to reduce or maintain landings outside of the touchdown zone to less than 1 per 100 operations. The measurement (SPI) is landings outside of the touchdown zone while the target (SPT) is less than 1 per 100 operations. The SPI is only what is being measured and informs management where the operation is in relation to where it wants to be (i.e., the SPT).
The SPI is also used to inform on the performance of processes and risk controls in the organization, as stated earlier. In this case, we are measuring the outcomes of organizational activities, policies, and processes to determine if those elements are functioning as intended and designed.
- If we were to put this into our everyday context – imagine the engine temperature gauge in your car.
- If the engine is performing as designed, the engine gauge should provide a “normal” measurement.
- If the engine gauge goes outside of “normal” limits then we know something is wrong and have the information needed to decide to fix it.
It is the same with our risk control within the organization. We need to measure if our risk controls are working and functioning within limits. For example:
The fatigue management system is a risk control and let’s say that an organization is measuring fatigue levels prior to a flight (i.e., a scale of 1 – 5 where 1 is dead tired and 5 is wide awake). Let’s say that the organization finds that a value of 4 is average, it might establish the “yellow zone” at 3 and the “red zone” at 2. Now, the organization can measure the performance of its fatigue management system (a risk control) and make decisions regarding its performance through the limits that have been established. We come full circle when we realize that if the average fatigue levels have dropped to 3, the organization can establish an objective to increase the fatigue scores (SPI) to, at, or above 4, by a designated time in the future (SPT).
In other words, if an adverse trend or unacceptable value of the SPI when measuring risk control performance manifests, the organization can establish an objective to move that value back to optimal levels. Often, organizations are tempted to measure the number of incidents or accidents to determine how risk controls are performing, however we have few data points here (thankfully!).
These are deemed high consequence / low probability measurements and happen very infrequently, but are generally catastrophic, costly, or both. Where the good stuff is in the low consequence / high probability measurements. These are the things we can measure that happen before the low probability / high consequence events.
This type of measurement is also referred to as a precursor indicator by ICAO. For example:
An approach that is not stabilized (high probability / low consequence) can be a precursor indicator to controlled flight into terrain (CFIT) or a runway excursion (both low probability / high consequence indicators). The approach that is not stabilized SPI informs on the risk control’s (i.e., stabilized approach policy) performance and can also provide information on chances for a CFIT event or runway excursion. Therefore, focusing on measuring precursor events can inform the organization’s trajectory towards the low probability / high consequence events.
Organizations are always curious as to what to measure in their operations. In terms of establishing and measuring objectives, simply measure what the objective is aimed at, In regards to measuring the performance of risk controls, ICAO recommends that the organization determine what the high-risk operations are or where the greatest risk exposure is and measure the risk control performance in this context.
Events including structural damage to equipment Events indicating circumstances in which an accident nearly occurred Events in which operational personnel of members of the aviation community were fatally or seriously injured Event in which operational personnel became incapacitated or unable to perform their duties safely Rate of voluntary occurrence reports Rate of mandatory occurrence reports
This is obviously not an all-inclusive list, but it is a good start. These are very general measurements that can allow the organization to cast a wide net in terms of measuring safety performance. The idea is that if there is a trend or preponderance of data in one of those areas, the organization then can drill down to specifics.
At Baldwin Safety and Compliance, we also have generated a list of items that can be measured as viable SPIs, This list is grouped by functional area and then further refined by different objectives the organization may be interested in attaining. We have a mix of low consequence / high probability and high consequence / low probability indicators that might be helpful to the business aviation flight operator.
It is important to note that SPIs need to be useful to an organization, therefore, all organizations may have differing SPIs. Please select the ones that would be most useful to your organization based on your operations. Takeaways:
The use of SPIs and SPTs should be more than a “check the box” exercise for your organization but should provide meaningful information on the safety performance of your organization. The SPIs are meant to support! They should provide information on the attainment of safety objectives (with SPTs) and the performance of risk controls in your organization. In regard to risk control performance, ICAO does provide some good indicators, especially for small operators. Baldwin Safety and Compliance also has some good low consequence / high probability as well as high consequence / low probability indicators that can be used in your organization’s safety performance monitoring and measurement system, It is important to note that SPIs should be applicable to your organization and not merely “window dressing”. Select the right indicators and your organization can be on the path to measuring for success.
: Measuring for Success: How’s your SPIs and SPTs?
What is safety performance indicators in aviation?
Safety Performance Indicators – A measure (or metric) used to express the level of safety performance achieved in a system (ICAO Doc 9859 – Safety Management Manual). Safety indicators are linked to the safety performance targets. They enable the organisation to measure and demonstrate the achievement of the set target levels.
- The safety performance indicators should be easy to measure.
- In general, safety performance indicators are presented in terms of the frequency of occurrence of harmful event(s).
- Safety indicators differ among the various sectors of the aviation industry such as, air navigation services provision, airline operations and aerodrome operations.
Some examples of safety performance indicators are: number of serious aircraft incidents per 100 000 flight hours, pass/fail rate of air traffic controllers at licence validation checks (ANSPs), achieved mean time between failure (MTBF) for safety critical system components etc.