Safety Performance Outcomes
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Safety Performance Outcomes

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  • CSSE - Empowering The Profession September 19, 2005 John Leyland, Horizon Utilities Corp.
  • CSSE - Empowering The Profession September 19, 2005 John Leyland, Horizon Utilities Corp.
  • CSSE - Empowering The Profession September 19, 2005 John Leyland, Horizon Utilities Corp.
  • CSSE - Empowering The Profession September 19, 2005 John Leyland, Horizon Utilities Corp.

Safety Performance Outcomes Safety Performance Outcomes Presentation Transcript

  • Lloyd Hanson Driving Performance Outcomes September 30, 2009
  •  
    • Establish upstream factors to assess performance
      • Near misses
      • Safety meetings
      • Process audits
      • Behavioral observations
      • Inspection of physical conditions “Safety Blitz” incorporating process safety
    • Focus on activities that demonstrate employee involvement
  •  
    • Lost-time rate 54% improvement
    • Dart-rate 59% improvement
    • 80% of mining operations worked without a lost-time injury
    • 30% of mining operations worked without a recordable injury
    • Total incident rate 34% better than industry average
    • Commitment/Involvement Leadership Team
    • Standard Practices
    • Standardized Behavior-Based Process
    • Focused Communications
    • Measurement (leading indicators)
    • Ownership
    • Leading indicators measure effort to:
    Reduce Risk Reduce Injury Reduce Costs & Damage Increase Profit
    • Establish upstream factors to assess performance
      • Near misses
      • Safety meetings
      • Process audits
      • Behavioral observations
      • Inspection of physical conditions “Safety Blitz” incorporating process safety
    • Focus on activities that demonstrate employee involvement
    • Due Diligence to Show That:
    • Safety management system is working
    • Preventative “Make it Happen”
    • objectives are being taken
    • Improve assurance that lagging indicators will remain low
    • All well managed programs
    • Set a standard of performance activities
    • Measure/monitor that performance realtime
    •  Leading indicators are a measure of performance
    • Celebrating Success
      •  breeds more success
      •  “ we’ve improved – we can do even more”
    • Sustainability over long term
      •  Stay on target
      •  Encourage ongoing effort
    • Reward proactive safety efforts
    • Commitment
      • Board of directors
      • CEO
      • All levels of management and workers
    • Build capacity to continuously improve
      • Safety resources
      • Safety management system
      • Team approach
    • Measure what matters most
    • What matters most?
    • Preventing injuries & reducing risk of injury
    • What should we measure?
    •  Efforts that reduce the risk of injury
    • Risk reduction activities
    • Leading indicators
    • Measure against standards (programs & procedures)
    • Objective & verifiable by auditors
    • Survey process verifiable by academics
    • Placed on corporate agenda
    • Corporate strategic goals include leading indicators
      • Departmental and individual goals follow corporate plan
    • Report to CEO & BOD
      • Provides high level accountability
    • Tied to pay for performance process
    • To ensure the system works “honestly”
    • Joint health & safety committee
    • Internal auditors – union/management
    • External auditors
    • Safe workplace association
    • Government regulatory agencies
    • Safety Management System - fits it all together
    • Policy stating commitment
    • Demonstrate commitment by putting leading indicators in corporate strategic plan
    • Assessment of risks
    • Setting safety standards via
      • Programs & procedures
    • Provide training on standards
    • Clear - two way communication
    • Evaluating performance of:
      • Individuals, programs & safety system
    • Annual performance report on strategic goals
    • “ Make it happen” safety objectives:
    • Scoring system:
    • Leadership 20%
    • Program Compliance 30%
    • Training + application of skills 20%
    • Program improvement 20%
    • Lagging indicators 10%
    • Total score 100%
    • Score  Determines management bonus
    • Measuring leadership:
    • Safety discussed at BOD/management meetings
    • CEO/VP’s At departmental meetings & work observations
    • VP’s & Directors on routine leadership mtgs.
    • Manager performance reviews include an evaluation of safety objectives
    • Program Compliance:
    • Measure actual over expected #
    • Work observations
    • Departmental meetings
    • Incident/injury reporting information
    • Increase preventative incident reporting by a defined %
  • What gets measured gets done
  •  
    • Building on Success Event
    • Celebrate leading indicator results
    • All executives, directors and team members at the event
    • Team member presentations
    • Certificate of appreciation and gift to all team members
    • Sustainability of improvement based on celebrating your success
    • Shifts focus to “make it happen safely”
    • Opportunity to build on success
      • Reports & newsletters
      • Recognition & rewards
      • Celebrations
      • More managers, workers, execs on board
      • Return on investment shown in reports
    • Sustainability rests on
      • Ability to Build on Success
      • Healthy workplace
    • Boards of directors will demand more detailed information to assure themselves that reasonable measures have been taken
    • Corporate responsibility means providing a safe work place
    • Assurance that lagging indicators will remain low
    • More and more organizations are finding effective leading indicators to report
    • Ethical companies will want to demonstrate their good will to employees and the public
    • >Open discussion and Ideas
    • >Building organizational trust
    • >Team-building
    • >Strategic direction