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One of the most important parts of managing a safety program is tracking and evaluating progress toward improved workplace health and safety. Key performance indicators or KPIs allow you to do that consistently and predictably.
By establishing a series of metrics and a process for data collection, reporting, and analysis, you’ll have an easier time preparing required reports as well as assessing and communicating your organization’s effectiveness at managing workplace health and safety.
When it comes to safety KPI metrics, lagging indicators such as TRIR, DART, Lost Work Day Case Rates and the number of recordables (compared to a previous time in history) have been widely used to try and show the overall health of a safety program. The only problem with this is that none of these lagging indicators are really helpful at doing this.
Lagging indicators like these are failure-focused measurements which only show a company’s past injury occurrence and frequency. They don’t provide a good picture of the health of the safety culture or of the overall safety program but yet they are still used as if they do. Granted, having a lot of injuries is never a good sign however, you need to know more than that if you want to see the real picture.
Still need to be convinced? Ok. Let’s say a company has two locations:
During the meeting, upper management looks at the two incident rates and determines that Location A must have a better safety program and culture because their incident rate is lower than Location B’s.
But is that really true? No, because the rate is largely based on the number of hours worked and not on a safety based activity or the severity of the injuries, etc.
Need more convincing? Ok, let’s say the 20 recordable injuries experienced by Location A have all been serious with at least two amputations and one fracture while the 6 recordable injuries experienced by Location B have all been much milder injuries like sprains and strains. Do you still think Location A has a better culture and safety program than Location B? Probably not.
Unfortunately many in upper management don’t want to be bogged down with the details. They want to easily be able to look at a set of numbers and determine “good” or “bad”—which is one reason why lagging indicators like these are still so widely used.
What’s ironic is that while lagging indicators don’t really show the health of a company’s safety culture, what does give a glimpse into the overall health of the safety culture is having management who isn’t interested in the details.
So what do you do if your company isn’t interested in making a change to using leading indicators? You find ways of incorporating other information to your message to better illustrate the situation.
Here are two simple ways you can do that.
|Location A||Location B|
|20 recordables||6 recordables|
|5 amputations||3 strains/sprains|
|6 lacerations requiring stitches||2 eye irritation|
|9 fractures||1 bug bite|
To paint a good picture of how healthy a safety culture or safety program really is, you have to include the key elements that go into making up that culture. These are the things that your workforce does every day to prevent injuries and illnesses from occurring. The reason why leading indicators give a clearer picture of the health of a safety culture is because when they aren’t getting done or aren’t being done well, there will normally be a rise in injuries. Why? Because these activities are being done to prevent injuries so naturally when injury prevention activities aren’t happening, the result is usually higher incident rates.
It may seem simple to look at your safety program and start tracking the things that you’re doing to prevent injuries, but how you do that is really important. To help with this, OSHA has provided a terrific resource called Using Leading Indicators to Improve Safety and Health Outcomes which is full of information on leading indicators and how to use them to improve performance.
Let’s look at a few leading indicators and why they’re important to include.
Tracking the number of courses/subjects being presented to the workforce and how many people completed the training is a great metric to track because everyone knows that good training sets the foundation for a safer workplace.
When you track near misses, you’re not only showing how observant your workers are but you’re also giving yourself a crystal ball into the future because today’s near miss is tomorrow’s injury. The more near misses your workforce submits, the more issues you can correct before they can become injuries.
Tracking how many audits and inspections have been completed is one thing, but tracking the number of findings generated and resolved is another thing entirely. Doing this will provide a good picture of how robust your inspection and audit program are—but also how quickly issues get resolved.
Tracking safety meetings is a great leading indicator, if the right information is tracked. If you simply track the monthly safety committee meeting, you’re missing out on a bunch of other really good data! For example, if you include toolbox talks given on the shifts, one-on-one safety talks with individual employees, management or leadership safety meetings, etc., you’ll be providing a direct correlation between safety meetings and safety performance.
Maintenance and safety go hand in hand so naturally being able to track the number of safety work orders submitted is important. But, instead of just presenting the number submitted, include information like how many were still open after 30 days of being submitted, the type of work order they were, etc. If your maintenance department is understaffed or if your workforce seems to think maintenance takes forever to get things done, having this data might help both of those situations.
Job Safety Analysis (JSA) and SOPs are important tools for a strong safety culture but just creating them isn’t enough, they actually have to be used and routinely reviewed to keep them in good shape. Tracking the number of JSAs and/or SOPs that were created and reviewed each month is a great leading indicator because it shows that not only is finding and resolving hazards a priority but it’s become a formal process, too.
The most important thing to remember is that no matter what KPIs you use to measure performance, how you present them matters. You never want to paint a picture that’s not quite accurate because doing that doesn’t help with growth and improvement.
If your organization is not quite ready to move away from using lagging indicators, that’s ok. It doesn’t mean you can include a few leading indicators in your overall KPIs nor does it mean you can’t provide some context to those lagging indicators to make them more meaningful which will paint a clearer picture.
If you’ve got data to track but don’t have a way to do it, that’s where EHS Insight's EHS software can help! Want to see our software in action? Get in touch today to start the conversation.
Katy Lyden is a EHS Domain Analyst and Subject Matter Expert for StarTex Software, the company behind EHS Insight. Prior to her current role, Katy spent 17 years successfully leading EHS programs for several large companies within the manufacturing industry. Katy is a Navy veteran, Licensed Emergency Medical...
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