Performance can be measured in many ways, but the choice of which metrics and how to communicate these effectively across the organization, play an important role in establishing a strong safety culture and overall management system. Explore how Aecon uses leading and lagging indicators across their business to identify themes or trends and take action.

1. Safety Matters … Most
AECON OVERVIEW2012
MEASURING & COMMUNICATING WORKPLACE SAFETY PERFORMANCE
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2. Safety Matters … Most
Measuring & Communicating
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Two key elements of an H&S Management System
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These elements must be linked, but can be successful or fail on their own
MEASURING AND COMMUNICATING
WORKPLACE SAFETY PERFORMANCE
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3. Safety Matters … Most
MEASURING WORKPLACE H&S PERFORMANCE
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4. Safety Matters … Most
MEASURING PERFORMANCE
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Have a clear view of performance: Past vs Future
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Identify strengths and weaknesses in the H&S Management System
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Identify where you can use resources
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Measurement can provide an opportunity to prevent future H&S incidents
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Provide comparison to industry performance
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Required to track based on jurisdiction
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Must provide to clients during prequalification processes
Why measure safety performance?
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5. Safety Matters … Most
MEASURING PERFORMANCE
Safety performance is typically measured using two primary categories:
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Lagging / trailing indicators
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Leading indicators
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6. Safety Matters … Most
LAGGING INDICATORS
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7. Safety Matters … Most
LAGGING INDICATORS
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Traditional process of incident counts and frequencies
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Establish KPI’s, targets and a benchmark
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Provide a historical perspective on what HAS happened
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Shows trending of performance over a period of time
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Industry LTIFrequency(3.02 average)
Aecon LTIFrequency(0.00 average)
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8. Safety Matters … Most
LAGGING INDICATORS
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What is currently used in the industry?
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USA = BLS OSHA 300 log
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International = Country dependent, OSHA 300 log, Britain HSE RIDDOR
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Canada?
What are the best Indicators to use?
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9. Safety Matters … Most
LAGGING INDICATORS
Canadian Standards –What are they?
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Provincial WCB standards
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No national standard used to classify injuries
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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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10. Safety Matters … Most
LAGGING INDICATORS
BLSOSHA 300 Classifications
Canadian WCB classifications
•Fatality
•LostTime Injury
•Restricted Work
•Medical Aid
•Occupational Illness
•First Aid
•Fatality
•Occupational Illness
•Lost Time Injury
•MedicalAid (accepted WCB claim)
Are these classifications the same?
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11. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
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Lost Time Injury Frequency (LTIF)
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Non-Lost Time Injury Frequency (NLTI)
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Actual vs WCB approach
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Total Recordable Injury Frequency / Rate (TRIF/ TRIR)
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Days Away and Restricted or Transferred (DART)
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Severity Rate
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12. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
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Frequencies are based on hours to provide an “apples to apples” perspective
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Common base frequencies are 200K and 1M hours
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Frequency = # X base / actual hours worked
Common Metrics
LTI Frequency
TRIF / TRIR
NLTI
DART
SEVERITY
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13. Safety Matters … Most
Common Classifications
Fatality
Lost Time Injuries (LTI)
Days Lost due to LTI
Restricted Work
Days restricted or transferred
Medical Aid
First Aid
METRICS BASED ON LAGGING
INDICATORS
Common Metrics
LTI Frequency
TRIF / TRIR
NLTI
DART
SEVERITY
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14. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
Which ones are the best to measure?
The answer is completely based on your company and will depend on:
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Company size
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Risk of work performed
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Number and severity of workplace incidents
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Industry of work performed
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Static vs dynamic work environment
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15. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
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.
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4.5
2006
2007
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Industry LTIFrequency(3.02 average)
Aecon LTIFrequency(0.00 average)
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16. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
Focus on the metrics and frequencies that allow you to drive continuous improvement.
NLTI –Includes all First Aids and Medical Aids

17. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
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Lagging metrics are based on outcomes
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Measurement of lagging data should include trends in causal factors based on the incidents that occurred
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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
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Focus on what is causing these incidents, not the outcome
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18. Safety Matters … Most
METRICS BASED ON LAGGING INDICATORS
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Lagging indicators are events that occurred and lessons can be learned
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Your investigation will identify root causes that are the targets for your corrective actions
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Trending the root causes can help identify systemic H&S management concerns vs surface level underlying causes
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Example: If you know the root cause is primarily:
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Worker Competency: Focus on training, verification, coaching and monitoring
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Equipment Selection: Procurement practices, selection and availability
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Poor planning or hazard identification: Review how hazards are assessed, controlled and communicated
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19. Safety Matters … Most
LEADING INDICATORS
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20. Safety Matters … Most
LEADING INDICATORS
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Focused on proactive and preventativeindicators
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Establishes a true “Leading Indicator” as to future safety performance
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Qualitative data or activities that need interpretation
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21. Safety Matters … Most
LEADING INDICATORS
Examples of Leading Indicators
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Training
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Inspections
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Audits
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BehaviouralObservation programs
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Safety Opportunities –Near Misses reported
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Risk / Hazard assessments completed
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22. Safety Matters … Most
LEADING INDICATORS
Measure leading indicators by:
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Tracking the activities completed
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Reviewing the amount completed vs expected or required
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Examine the details from the completion of those activities (i.e. inspections results)
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23. Safety Matters … Most
LEADING INDICATORS
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24. Safety Matters … Most
COMMUNCIATING H&S PERFORMANCE
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25. Safety Matters … Most
COMMUNICATING PERFORMANCE
Most organizations are currently communicating H&S performance in one form or another.
Common points of communication of H&S performance:
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Weekly, monthly, quarterly or annual review meetings
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JHSC meetings
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Tool Box Talks
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Through the use of KPI reports or dashboards
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26. Safety Matters … Most
COMMUNICATING PERFORMANCE
Communicating safety performance must be done to:
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Inform all workplace parties of current success and opportunities for improvement
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Engage those who are responsible and accountable for H&S –Sr. Management
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Engage those who will actually perform the work
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27. Safety Matters … Most
COMMUNICATING PERFORMANCE
Communicating performance means communicating:
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The company and H&S program expectations
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The importance of H&S and how the program elements contribute to its success
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Soliciting input, not just providing the output
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Frequent updates to success and opportunities for improvement
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28. Safety Matters … Most
COMMUNICATING PERFORMANCE
Utilize standardized reports that communicate key leading and lagging indicator information.
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29. Safety Matters … Most
PROGRAM ALIGNMENT
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30. Safety Matters … Most
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
-BehaviouralPrograms
Investigation
-Injury
-Damage
-Environmental
Consistent &
Measureable
indicators at each
step to help drive
educated H&S
improvements
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31. Safety Matters … Most
MEASURING THE OUTCOME
Typical reactive or trailing indicator process:
Incident counts and
frequencies
Causal Factors
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32. Safety Matters … Most
MEASURING THE OUTCOME
Proactive or leading process:
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33. Safety Matters … Most
MEASURING THE OUTCOME
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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34. Safety Matters … Most
MEASURING THE OUTCOME
Aeconhas 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%)
People
Failure to follow practice / procedure
(50%)
Worker inattention
(37%)
Process/Procedures
Hazard not identified by signage or barriers
(46%)
Procedure unclear or no instruction
(37%)
Other
Third Party such as public or other contractor
(47%)
Vehicleuse –Employee driving error
(12%) Data based on approx 6800 reported SO’s
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35. Safety Matters … Most
MEASURING THE OUTCOME
Safety Opportunity causal factors compared to actual incident causal factors:
Safety Opportunities
Incidents
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36. Safety Matters … Most
SUMMARY
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37. Safety Matters … Most
SUMMARY
Measurement
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Measure what is relative to your company
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Measure what can drive continuous improvement
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Align you measurement process throughout your entire H&S Management System
Communication
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Communicate your expectations and process during initial training
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Use the information you measure frequently and consistently in meetings, tool box talks, training etc.
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Engage and empower the people that will ultimately improve your safety performance through understanding of your metrics
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THANK YOU