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Performance Indicators

Introduction
The following performance indicators are included by way of example only.
Companies/ organisations need to establish their own performance indicators to suit
their business needs.
The examples below may be appropriate or they may serve as a memory jogger.
Performance Standard

Responsibility

1.0
1.1

OSH Policy
Review OSH Policy

MD

2.0
2.1

Employees
All new employees to receive OSH briefing
on arrival. Records to be maintained by
personnel.
All employees subjected to interdepartmental transfer will receive new
workplace induction briefing. Records to
be maintained by managers
All new employees will receive preemployment medical

2.2

2.3

3.0
3.1
3.2

3.3

4.0
4.1
4.2
4.3
4.4
4.5

5.0
5.1

Training & Awareness
Business activity managers to receive
competence assessment training.
All employees are to receive manual
handling operations - lifting techniques
training.
Train Managers in accident
reporting/investigation

Target Date

Business Activity
Manager
Business Activity
Manager

Personnel Manager On-Going

Training Manager
Training manager

Training Manager

Communications
Business activity managers to hold
quarterly OSH co-ordination meetings.
Business activity managers to hold regular
OSH talks
MD to hold regular OSH review meeting.

Business Activity
Managers
Business Activity
Managers
MD

Business activity managers to hold regular
operations control reviews
Company to publish quarterly news
briefing

Business Activity
Managers
Designated
Business Manager

Safety and Health Procedures
Review, Revise and re-issue as appropriate Designated
(including operation controls)
Business Manager

Quarterly
Monthly
At least once
per year
At least once
per year
Quarterly

0 6.2 8. dangerous occurrences to be investigated and corrective actions taken Business Activity Manager Business Activity Manager On going On going Relevant Business Activity Manager and Designated Business Manager (as appropriate) Safety Audit and Inspections Develop and agree formal inspection Business Activity programmes to cover all work activities Manager and locations Audits and inspections to be carried out as Designated agreed Business Manager Operational Analysis Operation analyses to be completed for all business activities Close-out all defect reports relevant to business activity within 30 days of receipt.2 6.0 8.6.1 8. Business Activity Manager Business Activity Manager On-Going . Refer to the MD where this is not practicable.0 7.3 7.2 Accident Reporting and Investigation Business activity managers to investigate all lost time accidents Line Managers to investigate all accident/incidents with potential for serious outcome All reportable accidents.1 6.1 7.

when it took place and the assessment results. including certificates. 6. equipment etc. even if only in the short term However. such as reducing the number of accidents each year. schedule training dates. the implication is that some level of accidents are acceptable. however it is important to consider what performances are to be measured if your company is to develop a proactive management system. obtain evidence of medical and physical fitness to use RPE. by turning the process on its head and tasking managers to measure positive outcomes rather than negative ones. 7. reducing near misses. 8. The results or outcomes expected will be evidence of who has been trained. managers have focussed on negative elements. at all. carry out training and assessment. prepare a list of all those to be trained. obtain assessment documentation & certificates. assessed and certified fit and competent to use RPE within 6 months. In this case it is both a positive input and is related to specific production requirements. A plan will be drawn up to achieve this objective and within that plan will be targets such as: 1. 2. by when and with what result. In reality the only accident target for any company is that there should be no accidents. induction courses. provide training venue.. Thus a key objective may be that all confined space entry workers are trained. target setting become integrated with production requirements. such as increased “safety” training. Too often in setting performance indicators. though any area of operational managemnt can be monitored and performances measured in the same way. But by setting negative targets such as reducing instead of eliminating. safety meetings and so on.An Introduction to Key Performance Indicators (KPIs) Understanding KPIs is not difficult. The plan should specify who is to do what. 3. appoint trainer/assessor. The following uses the example of confined spaces training to illustrate. reducing reportables etc. The process of occupational health & safety management systems can be simplified by setting targets which are the detailed performance requirements that should be achieved by designated persons or teams in order to implement the [OH&S] plan. 4. notify all listed employees of training dates. or alternatively increasing inputs. 5. .

And of course once the objectives has been achieved. review the outcomes and prepare any necessary remedial actions (e. and corresponding targets to achieve these drawn up. but in theprocess improvements in performance inputs equate with reductions in negative outcomes. and  Maintain the level of competence and fitness to use RPE amongst all confined space workers. namely that all confined space workers are fit and competent to use RPE. And by monitoring each performance requirement in turn we can effectively measure progress towards achieving the key objective. for example. Thus we can see that by setting a clear objective or standard. . where one or more failed any element of the fitness or assessment procedures). The KPIs are therefore improved performance and production rather than reduced accidents/incidents.g. a new objectives can be agreed. the performance requirements to achieve that objective follow.9.  Ensure that confined space workers act in a competent manner at all times.