ehs leading indicators

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HOW WILL BIG DATA CHANGE EHS?

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INTROS

David Poole, Product Marketing Manager

Medgate

Joy Inouye, Research Associate

Campbell Institute

John Dony, Director Campbell Institute

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USING THE CONSOLE

Minimize / maximize window at any time

Resources – whitepapers, connect with presenters

Q&A

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Elevating EHS Leading Indicators:From Defining to Designing

John DonyDirector, Campbell Institute

Director, EHS&S

Joy InouyeResearch Associate, Campbell Institute

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Save lives by preventing injuries and deaths at

work, in homes and communities, and on

the roads, through leadership, research,

education and advocacy.

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The Campbell Institute, at the

National Safety Council, is the

EHS center of excellence.

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Participants

As of 2/15/2016

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Leading Indicators Framework

1. Define- Characteristics- Taxonomy

2. Align- Enablers &

Barriers- Current state

3. Refine- Categories

- Metrics

4. Design- Implementation &

improvement plans

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Mixed-Method Approach

Expert Panel Survey Workgroups Interviews

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Leading indicator = proactive + preventive + predictive

A Definition

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The Critical Characteristics

Robust Leading Indicators:• Actionable• Achievable• Explainable• Meaningful• Timely• Transparent• Useful• Valid

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Enablers to Implementation

Executive buy-in (not

technical knowledge)

Corporate-level roll-up and tracking

Predictive value

communicated & understood

Targeted collection toward specific outcomes

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Barriers to Implementation

Inability to develop consistently

actionable metrics

Continued C-suite reliance on

lagging indicators

Lack of reliable, consistent

relationship

Sporadic, infrequent, non-

standard benchmarking

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Taxonomy

Behavior based

Operations based

Systems based

• Activities• Thoughts• Perceptions

• Work processes

• Equipment

• Functions of system

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Leading Indicator Matrix

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Leading Indicator Program Design

Choosing, tracking, & analyzing leading indicators

What is already being tracked?

The “bottom up” approach

Start simply and small

Does the indicator provide

meaningful information?

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Leading Indicator Program Design

Gaining support; roles & responsibilities

Obtain leadership buy-in

Find the right pitch; hone the

language

Involve multiple departments &

functions

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Leading Indicator Program Design

Connection to safety management system

Integrate leading indicators into

overall SMS

Balance leading indicators with

lagging metrics to measure success

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Leading Indicator Program Implementation

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Case Study: Cummins

Research & benchmarking to

develop plan

Began with S&H assessments and

preventive actions

Added S&H training hours,

hours worked, % new employees

Evaluate leading indicators through

correlation analyses

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Case Study: Schneider Electric

Started leading indicators at the

site level

Began tracking training hours

Started tracking effectiveness of

training

Celebrates leading indicator

milestones to gain support

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Case Study: Owens Corning

Started with system of “yellow flags” for soft risk

Began correlating yellow flags with lagging metrics

“Yellow flag” system basis for

corporate leading indicators

Involves several functional areas to

build support

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Key Takeaways

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How can I use this research?

1. Lead with framework & taxonomy to start discussions

2. Pull real-life examples from Campbell Institute white papers

3. Find resources on the Campbell Library

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Find the Institute’s Research

www.thecampbellinstitute.org/research

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QUESTIONS AND ANSWERS