Health and safety objectives must support the policy requirements and have been considered in line with available resources. There should be detail of who is responsible, agreed timings and measures in place to establish progress and whether proposed achievements have been met.
Contents
- 6.2.2 Planning Actions to Achieve OH&S Objectives
- Step 1: Selecting Performance Targets and Indicators
- Step 2: Selecting Leading Performance Indicators
- Step 3: Selecting Lagging Performance Indicators
- Step 4: Selecting Goals and Measurements
- Safety Objectives & Indicators Procedure [Template download]
Objectives and plans to achieve them should be maintained and retained as documented information. Your organization must undertake planning in order to determine how its OH&S Management System objectives will be achieved. This planning includes determining the work required in order for the organization to realize its objectives you should look for evidence that effective planning is taking place to support the achievement of your organization’s objectives.
Additionally, your organization must determine how it will evaluate the work done, including the use of indicators, and whenever possible, to integrate these planned actions into its business processes.
Our Safety Objectives & Indicators Procedure is proven to work.
The use of indicators needs to be audited in detail in order to determine whether:
You should seek and record evidence that effective planning was undertaken in support of the organization’s health and safety objectives and their achievement.
You should ensure that this planning activity takes into considerations of Clause 6.2.1, as well as the following points:
Establishing an action plan for each objective may require considerable effort on the part of the personnel at relevant levels within your organization.
To ensure the progress of the action plan and a coordinated effort, a target leader should be selected for each target. The target leader will be responsible for ensuring a target is achieved within the specified time-frame.
Once the action plan is established, you must implement it.
You may find that the following suggestions will help foster a cooperative effort in accomplishing the plan:
The health and safety management programme should be revised regularly to reflect changes in your organization’s objectives and targets. Track all new or modified operations, activities, and/or products in case the management programme needs to be amended to reflect these changes.
Health and safety performance indicators are the parameters that provide the organization with a view of its safety performance: where it has been; where it is now; and where it is headed, in relation to safety. This picture acts as a solid and defensible foundation upon which the organization’s data-driven safety decisions are made.
These decisions, in turn, positively affect the organization’s safety performance.
The identification of safety performance indicators should therefore be realistic, relevant, and linked to the safety objectives, regardless of their simplicity or complexity. These should reflect the ultimate aim of minimising risk, while the immediate objective may be to achieve a level of performance that complies with relevant legal requirements.
It is likely the initial selection of health and safety performance indicators will be limited to the monitoring and measurement of parameters representing events or processes that are easy and/or convenient to capture health and safety data that may be readily available.
Ideally, SPIs should focus on parameters that are important indicators of health and safety performance, rather than on those that are easy to attain.
Our Safety Objectives & Indicators Procedure is proven to work.
A combination of health and safety performance indicators is usually required to provide a clear indication of safety performance. There should be a clear link between lagging and leading performance indicators. Ideally lagging SPIs should be defined before determining leading SPIs.
Defining a precursor health and safety performance indicator that is linked to a more serious event or condition (the lagging SPI) ensures there is a clear correlation between the two. All of the SPIs, lagging and leading, are equally valid and valuable.
The Contents of each performance indicators should include:
Measurable targets and indicators should be agreed with all managers responsible for achieving the plan and should be clearly communicated to those involved in its implementation.
The two most common categories used by organizations to classify SPI performance indicators are:
There are a variety of ways to measure health and safety performance, but no single metric will provide leaders with all the information they need. Instead, several measures are needed provide an accurate picture of the organization’s health and safety performance.
Leading or proactive health and safety performance indicators are measures that focus on processes and inputs that are being implemented to improve or maintain safety. Leading indicators are used to identify risks before an incident occurs. Leading indicators measure what employees are doing on a regular basis to prevent injuries.
They are also known as ‘activity or process-based SPIs’ as they monitor and measure conditions that have the potential to become or to contribute to a specific outcome.
Examples of leading safety performance indicators driving the development of organizational capabilities for proactive safety performance management include:
Leading health and safety performance indicators may also inform the organization about how their operation copes with change, including changes in its operating environment.
The focus will be either on anticipating weaknesses and vulnerabilities as a result of the change or monitoring the performance after a change.
Our Safety Objectives & Indicators Procedure is proven to work.
The most commonly used health and safety indicator is work-related injuries and illnesses. But a low injury rate, even over a period of years, is no guarantee that risks are being controlled. This is particularly true in organizations where there is a low probability of incidents but where major hazards are present.
Lagging or reactive health and safety performance indicators measure events that have already occurred. They are also referred to as ‘outcome-based SPIs’ and are normally (but not always) the negative outcomes the organization is aiming to avoid.
Lagging health and safety performance indicators help the organization understand what has happened in the past and are useful for long-term trending. They can be used as a high-level indicator or as an indication of specific occurrence types or locations, such as ‘types of incidents per job-role type’ or ‘specific incident types by location or region’.
Because lagging SPIs measure safety outcomes, they can measure the effectiveness of health and safety mitigations. They are effective at validating the overall safety performance of the system.
Trends in lagging SPIs can be analysed to determine conditions existing in the system that should be addressed.
Development of specific, measurable, attainable, relevant and time-sensitive (SMART) goals is important to the success of any health and safety programme.
Unfortunately, many people make the mistake of focusing solely on the desired outcomes in the development of their goals. They fail to develop activity-based goals that will help them to get to those outcomes.
To increase the chances of success, develop both activity-based and outcome-based goals.
Prioritize metrics in areas of concern or where a serious incident is more likely to occur. For example, if vehicle incidents are common, measure the level of driver training or review the frequency of incidents in different regions.
Outcome based Goals |
Activity or Process-based Goals |
| % Reduction in OH&S recordable injuries | Investigations completed on time |
| % Reduction in workers’ compensation claims | Investigation identifies causes |
| % Reduction in workers’ compensation costs | Investigation identifies action plan |
| Reduction in vehicle incidents per 1000 hours worked | Action plan implemented |
| Safety meetings held as scheduled | |
| Improvement in internal audit results | Agenda promoted in advance |
| Reduction in observed hazards | Safety records updated and posted |
| Reduction in average cost per claim | Inspections conducted as scheduled |
| Frequency of all injuries/illnesses | Inspection findings brought to closure |
| Severity of all injuries/illnesses | Management safety communications |
| Reduction in lost-time incidents | Management safety participation |
| Near miss/near hit reports | |
| Discipline/violations reports | |
| Reduction of absenteeism rates | Rate of employee Suggestions/complaints |
| Reduction of incidence of workplace violence | Resolution of suggestions/complaints |
| Self-audits for regulatory compliance | Safety committee initiatives |
| Total manufacturing process incidents | Job safety analyses |
| Total transportation/production incidents | Employee participation rates |
| Employee housekeeping | |
| Percent safety goals achieved | Employee safety awareness |
| Training conducted as scheduled | Employee at-risk behaviour |
| Safety training test scores | Supervisor/manager participation |
| Statistical tracking for programmes | Supervisor/manager communication |
| Statistical process control | Supervisor/manager enforcement |
| System safety analyses | Supervisor/manager safety emphasis |
| Contractor safety activities | Supervisor/manager safety awareness |
| Positive reinforcement activities | Injury/illness cases reported on time |
| OH&S audit – no citations | Statistical reports issued on time |
| OH&S audit – citations, no fines | Ratio of safety and health staff to workforce |
| Wilful violations | Safety and health spending per employee |
| Total amount of penalties | Policies and procedures updated on time |
| Average time to abate reported hazard | Wellness program participation rates |
| Average time to respond to complaint | Fire protection audit |
Updated: 10th April 2022
Author: Richard Keen
Richard is our Compliance Director, responsible for content & product development.
But most importantly he is ISO's biggest fanboy and a true evangelist of the standards.
Learn more about Richard
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Safety Objectives & Indicators Procedure The purpose of this procedure is to establish how your organization implements and maintains its health and safety objectives, targets, indicators and relevant management programmes that are consistent with our safety policies, and whose achievement demonstrates continual improvement. This procedure helps to ensure that our safety objectives are practical, achievable, reviewed and communicated to staff.
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