Beskæftigelsesudvalget 2020-21
BEU Alm.del Bilag 26
Offentligt
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VISION ZERO
Proactive Leading Indicators
A guide to measure and manage safety, health
and wellbeing at work
EMBARGO !
Official Launch:
27 August 2020
 BEU, Alm.del - 2020-21 - Bilag 26: Orientering om rapport og artikel fra NFA om proaktive arbejdsmiljømål til arbejdspladsernes forebyggelsesarbejde, fra beskæftigelsesministeren BEU, Alm.del - 2020-21 - Bilag 26: Orientering om rapport og artikel fra NFA om proaktive arbejdsmiljømål til arbejdspladsernes forebyggelsesarbejde, fra beskæftigelsesministeren
Content
Foreword
Background
VISION ZERO
Safety, Health and Wellbeing
From “Safety” to “Safety, Health & Wellbeing”
Wellbeing
The 7 Golden Rules for VISION ZERO
What are leading and lagging indicators?
Why proactive leading indicators for VISION ZERO?
The criteria for selecting the proactive leading indicators for
VISION ZERO
Who are the proactive leading indicators relevant for?
The set of 14 proactive leading indicators
Three options for using the VISION ZERO proactive
leading indicators
Benchmarking
General recommendations – Good practices
Selecting suitable indicators
Examples for tailoring the use of indicators
Presenting the outcomes
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Foreword
This ISSA Guide complements the ISSA Guide for VISION ZERO and its 7 Golden
Rules. The Proactive Leading Indicators presented are not standards, but
are offered by the ISSA as a free supplementary tool for every enterprise or
organization committed to VISION ZERO, advanced or beginner, large or small,
local or international.
By initiating this prevention project and publishing the results, the ISSA is
following up on the great success of the VISION ZERO prevention strategy and
its 7 Golden Rules, which were launched at the XXI World Congress on Safety
and Health in Singapore, 2017. We are grateful to report a steady growth of
the global VISION ZERO community over the last 3 years, leading to more than
11 000 enterprises, trainers and supporters committed to VISION ZERO from all
over the world, from all industrial branches and from all company sizes.
In order to measure and evaluate the quality and success of organizational
performance in relation to safety and health, we traditionally have focused on
occupational accident and disease statistics - the so-called lagging indicators.
However, many organizations found out that this approach is not sufficient.
They are looking for indicators, which not only highlight the past, but also the
current situation or even what should be done in the future. This was the reason
for initiating the VISION ZERO Proactive Leading Indicators project along the
well-accepted 7 Golden Rules of VISION ZERO.
The VISION ZERO Proactive Leading Indicators project is a joint project of seven
ISSA Sections for Prevention, and is supported by all 14 Sections under the ISSA
Special Commission on Prevention – because the suggested indicators can be
applied to all industrial sectors, as can the 7 Golden Rules.
The Proactive Leading Indicators can be used for multiple purposes, internally to
improve safety, health and wellbeing, as well as in external business relations
such as supply chains, or for benchmarking purposes.
We are very grateful for the support and input we received from the participating
sections, for the excellent work of the group of the four researchers, and for the
feedback we received during the project from different enterprises, organizations
and experts.
The publication of this guide and its 14 leading indicators is just a starting
point - it has to be a living document. Please continue to communicate with us
about your ideas and experiences of using the indicators, in order to establish a
continuous improvement process.
Martina Hesse-Spötter
Chair of the ISSA Special Commission on Prevention
Helmut Ehnes
Chair of the VISION ZERO Steering Committee of the ISSA Special Commission
on Prevention
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Background
Why were the indicators developed?
The development of proactive leading indicators was carried out in response to
requests from companies and organizations that have associated themselves
with the ISSA VISION ZERO strategy. The ISSA Guide “VISION ZERO - 7 Golden
Rules for zero accidents and healthy work” subsequently formed the framework
for the indicators, with two indicators being developed for each Golden Rule.
How were the indicators developed?
The development process involved sourcing information and evidence from
leading VISION ZERO organizations, scientific literature, publications from
other reputable sources (e.g. national agencies, industry), and the expertise
and experience available in the project team and steering committee. It also
involved presentations and discussions at conferences such as: Working on
Safety (Austria, September 2019), APA/NIOSH Work Stress and Health (USA,
November 2019), VISION ZERO Summit (Finland, November 2019), and various
ISSA network and steering committee meetings. A draft set of seven proactive
leading indicator factsheets was developed and widely communicated, and
feedback was obtained via an online survey with response from companies and
organizations in more than 20 countries and 20 sectors. The indicators and fact
sheets were adapted and revised, and a second draft set of 14 indicators was
developed and discussed with the steering committee. The final results are the
set of 14 indicator factsheets, as well as this guide.
Developers
The fact sheets and guide were developed for ISSA by Professor Gerard Zwetsloot
(Netherlands), Senior Researcher Pete Kines (Denmark), and Professor Stavroula
Leka (Ireland) in cooperation with Associate Professor Aditya Jain (UK) during
2019 to 2020. The team brought with them combined academic and practical
experiences in occupational safety, health and wellbeing.
Scientific status
The development of the set of proactive leading indicators is described in more
detail in a scientific paper, which is published in
Safety Science.
The reference is:
Zwetsloot, G.I.J.; M.; Leka, S.; Kines, P.; Jain, A. 2020. “Vision zero: Developing
proactive leading indicators for safety, health and wellbeing at work”, in
Safety
Science,
Vol. 130, October, No. 104890.
The paper can be downloaded or read free via the following link:
https://doi.org/10.1016/j.ssci.2020.104890
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Funding and Steering Committee
Seven International Sections on Prevention of the ISSA supported and financed
the project:
•
•
•
•
•
•
•
ISSA Section on Prevention in the Construction Industry
ISSA Section on Education and Training for Prevention
ISSA Section for Electricity, Gas and Water
ISSA Section on Information for Prevention
ISSA Section on Prevention in the Mining Industry
ISSA Section on Prevention in Trade, Goods Logistics and Port Handling
ISSA Section on Prevention in Transportation
The ISSA Project Steering Committee provided the project team with ideas and
feedback during the project, and supported the project team in attaining inputs
from companies and organizations. The committee consisted of the following
representatives from the funding ISSA Sections and from the ISSA General
Secretariat: Helmut Ehnes (Chair), Gisela Derrick, Christian Felten, Martina
Hesse-Spötter, Petra Jackisch, Jens Jühling, Karl-Heinz Noetel, Sigrid Roth, Udo
Schöpf, Alan Stevens, Sven Timm, and Bernd Treichel (ISSA General Secretariat).
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VISION ZERO
VISION ZERO (at work) is based on the assumption that all accidents, harm
and work-related ill-health are preventable. VISION ZERO is then the ambition
and commitment to create and ensure safe and healthy work by preventing all
accidents, harm and work-related diseases and continually promoting excellence
in Safety, Health and Wellbeing (SHW). VISION ZERO should be understood as a
journey, a process towards the ideal. It is also a value-based vision, implying that
work should not negatively affect workers’ SHW, and if possible, should help them
maintain or improve their SHW and develop their self-confidence, competences
and employability.
Organizations can commit themselves to VISION ZERO at any level of SHW
performance. Genuine commitment to VISION ZERO can initiate and sustain the
process and social support necessary for the VISION ZERO journey. VISION ZERO is
not something you have or attain, it is something you do. VISION ZERO is not only
for the very best or large organizations that have their own SHW professionals,
it is also relevant for small organizations that do not have much experience in
integrating SHW as a part of their business strategy.
It is important to realize that a Vision (a mind-set, a vivid mental image of what the
future will be or could be like) implies a long-term ambition; it does not imply that
‘zero’ is or should be a target, but rather an ambition based on the understanding
that accidents, harm and work-related ill-health are preventable through proper
and timely design, planning, procedures and practices.
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Safety, Health and Wellbeing
For the purpose of the proactive leading indicators in this guide, the following
working definitions of Safety, Health and Wellbeing are used:
• Safety at work is characterized by the active promotion and maintenance/
sustainability of safe conditions and behaviour at work to sustain injury free
workplaces, and the active prevention of sudden and unexpected adverse
events such as accidents, incidents and near misses, as well as unsafe working
conditions.
• Health – Physical health at work is characterized by the active promotion and
maintenance/sustainability of healthy conditions and behaviour at work to
sustain workers’ physical health and working capacity, and the active prevention
of ill-health and poor psychosocial working conditions.
• Wellbeing – Psychological health at work is characterized by the active promotion
and maintenance/sustainability of healthy psychosocial working conditions to
sustain individuals’ positive mental health and ability to work productively and
creatively, and the active prevention of ill health and poor psychosocial working
conditions.
The three aspects - ‘Safety, Health and Wellbeing’ - are closely related and
interacting. This implies opportunities for synergy, which is why all the proactive
leading indicators are relevant for all three aspects. It is advisable to deal with
the three aspects in an integrated way, and if possible integrate them jointly into
business processes. However, to guarantee that sufficient attention is paid to each
of the three aspects, the proactive leading indicators in this guide propose that
each aspect be evaluated separately. Many organizations nowadays have more
advanced policies and systems to ensure safety - than for health and wellbeing.
The implication of the interactions between SHW is that even if an organization
only considers committing itself to the long-term goal of promoting safety, it is
also necessary to deal adequately with health and wellbeing.
He
S
af
et
y
h
alt
VISION ZERO
Wellbeing
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From “Safety” to “Safety, Health & Wellbeing”
When organizations say ‘we take care of health and safety’, this often means that
safety is taken care of, and that only some of the more tangible aspects of health
are covered. Many organizations realize that the wellbeing of their personnel has
become increasingly important, but do not yet have systematic and proactive
approaches to deal with it.
Integrated or specific attention for health and wellbeing?
Each of the proactive indicators are relevant for all three aspects: safety, health
and wellbeing, and consequently the SHW abbreviation is used in this guide and
the 14  fact sheets. It is recommended that the three aspects are integrated,
and are also an integrated part of the business processes of the organization.
To avoid SHW ending up only dealing with safety – with a very limited focus on
health and wellbeing, it is recommend to use the indicators for the three aspects
individually. This will help organizations to get a good picture of how systematically
and proactively not only safety but also health and wellbeing are managed; it can
also trigger organizations to use successful safety analogies to improve health
and wellbeing. When health and wellbeing management is developed to a similar
degree as safety management in an organization, then it is an excellent opportunity
for further integration of the three aspects in business processes.
Opportunities for synergies
There are important opportunities and potential sources for synergy between
the three SHW aspects. SHW represent similar human and social values, and
each is based on valuing people. There are also common ‘supporting values’
that are relevant for all three aspects, e.g. trust is important for wellbeing and
it is important for a culture wherein people feel free to report incidents and near
misses, or address health problems. Being ‘fit for work’ physically and mentally
is important for managing safety. Managing safety and wellbeing both imply
reduction and control of ‘deviations from normal’ in work processes, and in
increasing the accuracy of work. Good mental health helps to prevent (unnecessary)
human errors, which is also important for the prevention of incidents. There
are also important complementarities between safety and wellbeing: for safety
reasons there is increasing attention on the development of a good safety culture
and promotion of safe behaviour, both have a strong psychological aspect. In the
literature on wellbeing, there is a lot of attention given to work organization, which
is also relevant for safety. For safe behaviour, focus is often on the individual, while
for wellbeing it is social processes like social support, good communication and
cooperation, and a certain degree of autonomy that are very important. There are
therefore good reasons to state that even if the aim is solely focused on safety and
a vision of ‘zero accidents’, it is necessary for organizations to manage wellbeing
adequately in order to achieve the synergies mentioned above.
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Wellbeing
Both physical and psychological health and wellbeing at work are affected by
psychosocial hazards in terms of work organization (e.g. job content, high work
load and work pace, regular overwork, lack of control, role ambiguity, role conflicts,
inflexible work schedules) and interpersonal relationships at work (e.g. [fear of]
conflicts, harassment, bullying). The physical work environment can also directly
affect our health and wellbeing: nobody likes to work in noisy or dirty workplaces
or working with poor equipment. Risks arising from psychosocial hazards can be
systematically managed like any other type of risk. A healthy psychosocial work
environment in terms of, for example appropriate social support from leaders
and peers, appropriate degree of autonomy and opportunities for learning and
development, can positively contribute to health and wellbeing, as well as to safety.
In many organizations, the human resource (HR) department is in charge for
supporting the development of wellbeing, while engineers or dedicated occupational
safety and health (OSH) professionals are mostly involved in supporting health
and safety. While HR departments have much experience in dealing with people,
they are usually less experienced in systematic OSH management; likewise, OSH
professionals usually have less experience with addressing work organization.
Breaking through the various barriers of organizational silos and creating a common
SHW strategy implies opportunities for greater organizational effectiveness and
synergies.
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The 7 Golden Rules for VISION ZERO
The ISSA VISION ZERO strategy encompasses 7 Golden Rules:
1. Take leadership – demonstrate commitment
2. Identify hazards – control risks
EMBARGO !
3. Define targets – develop programmes
4. Ensure a safe and healthy system – be well-organized
5. Ensure safety and health in machines,
equipment and workplaces
6. Improve qualifications – develop competence
7. Invest in people – motivate by participation
The guide for the 7 Golden Rules, which addresses employers and managers, can be
downloaded from the ISSA VISION ZERO website (visionzero.global) and is available
in many languages. In addition, you can download a ‘Seven Golden Rules ISSA’ app
to a smart device, or find it on the internet (sevengoldenrules.com).
Proactive leading indicators – Elaborating on the 7 Golden Rules
The ISSA Guide for the 7 Golden Rules forms the basis for the development of VISION
ZERO at the organizational level. This complementary guide on proactive leading
indicators for VISION ZERO elaborates on the 7 Golden Rules. It is advised to first use
the Guide for the 7 Golden Rules to identify the most relevant and important areas
for improvement in your organization. The proactive leading indicators presented in
this guide can then help to focus on key activities associated with the Golden Rules.
All the indicators in this guide are relevant for Safety, for Health and for Wellbeing,
but it is best when SHW are integrated into the normal business and working
processes. A first step towards that ideal is to ensure that SHW are not treated
separately, but are managed and considered as interdependent, relevant for the
SHW of working people. This may require effective cooperation and mutual learning
of SHW staff and stakeholders from different departments, contractors, partner
organizations, etc.
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What are leading and lagging indicators?
Leading and lagging indicators for Safety, Health and Wellbeing (SHW) can be
used in a complementary fashion – rather than be mutually exclusive. They can
be compared to driving a car, where leading indicators are seen by looking through
the front windshield and the direction you are headed, whereas lagging indicators
involve looking back in your side and rear view mirrors.
Lagging indicators are often outcome focused, and involve an accumulation of
historical data over a long period of time. Examples are reported accidents and
injuries, sickness absence (e.g. disease, physical and psychological health issues);
compensation claims; incidents or near misses (including those with the potential
to cause injury, ill health, or loss); early retirement; and production days lost
through short/long term sickness absence. Lagging indicators can be used to
define improvement aims (e.g. fewer incidents or reduction of sickness absence),
but usually do not provide clues as to how to achieve such aims.
Leading indicators are often process focused, and are proxies for activities that
are assumed to improve SHW. Many leading indicators refer to activities that are
generally regarded as good practice, such as integrating SHW in: leadership roles
and responsibilities, on-boarding and training, meetings, and procurement. They
serve to identify trends in strengths and weaknesses in SHW processes that require
attention, and can be used for decision-making to improve specific processes.
Proactive leading indicators reflect the actionable, current and ongoing processes,
activities and performances that are doing more than merely controlling existing
risks and safeguarding the status quo, but focus on recognizing, creating, using
and evaluating opportunities for continual improvement. In this way, they have
a greater potential to generate impact. Some of their relevant characteristics
involve: using innovation and influencing change for improved SHW; anticipating
SHW risks at an early stage (e.g. in design and procurement); developing worker-
friendly business models; applying measures higher up in the hierarchy of control
measures; and promoting the development of a learning prevention culture, where
social support, trust, justice and openness are important, and so on.
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Why proactive leading indicators for
VISION ZERO?
Small organizations can use proactive leading indicators to highlight activities
that help generate good SHW (and associated good practices). Medium and large
organizations can use the indicators to also measure (quantify) how well they perform
with respect to key elements associated with the 7 Golden Rules. They can also use
the indicators for benchmarking purposes, both within the organization (comparing
sites or units), in the sector (comparing with competitors in the sector), and across
sectors (comparing with frontrunners from other sectors).
A popular saying is: “What gets measured - gets done”. Though VISION ZERO
implies a journey that is never fully ‘done’, the indicators can certainly help
organizations ensure that key activities for good SHW ‘get done’, and are
sustainable. Determining the number of cases each month in which each aspect
of SHW have been an integrated part of a process, for example induction, training,
procurement, pre-work briefings, planning and organization of work, and so on,
helps to keep focus on continuous improvement with SHW. The indicators can be
useful for ‘big decisions’ in providing directions for the development in the year(s)
to come, as well as for developing, evaluating and reviewing activities from recent
months, and setting out directions for the coming months. Some of the reasons for
using (proactive) leading indicators are that they help in:
• Focusing on activities that generate good SHW
• Predicting future SHW performance
• Identifying strengths and weaknesses – in key factors and processes that
determine SHW performance (i.e. promoting SHW and minimizing SHW risks)
• Providing timely, proactive and relevant feedforward and feedback mechanisms
to both leaders and workers
• Allowing for benchmarking within and between organizations and sectors,
nationally and internationally
• Demonstrating good practices and a true prevention culture to external
stakeholders like clients, business partners, investors, insurers, and authorities,
and showing good performance to stakeholders like banks, insurance providers,
contract partners, and even customers and to the society at large
• Requiring good practices and a true prevention culture from contractors and
suppliers
• Promoting the connection between the Sustainable Development Goals of the
United Nations, corporate social responsibility and SHW.
Cost-benefit analyses of using proactive leading indicators are not yet available.
However, as mentioned in ISSA’s VISION ZERO materials and supported by ample,
current evidence, the return on investment in Occupational Safety and Health is
generally 2.2 for every monetary unit (e.g. 1 dollar, euro or peso) invested.
.
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The criteria for selecting the proactive leading
indicators for VISION ZERO
The following criteria formed the foundation for the selection and development of
the set of proactive leading indicators:
• Proactivity
• Usefulness in attaining compliance and going beyond compliance
• Relevance for each of the three aspects: Safety, Health, Wellbeing
• Potential for synergies between the ISSA 7 Golden Rules for VISION ZERO and
the three aspects of SHW
• Evidence of effectiveness from industrial/organizational practice
• Scientific evidence of effectiveness
1
• Suitability for qualitative use by smaller organizations
• Relative easiness to measure quantitatively (no additional tools required)
• Suitability for quantifying SHW performance (in large and medium sized
organizations)
• Ability to provide sufficient ‘communicative power’
• Complementarity and providing a good balance to lagging indicators
• Usefulness for reviewing SHW policy as well as for regular (for example monthly)
decision-making about planning and ways of working
• Comprising of a mix of both traditional and more innovative indicators
• Usefulness in improving the effectiveness of existing management systems
and for the development of a prevention culture.
1. The scientific evidence and evidence of effectiveness from practice is largely based on indicators
for safety, as there is limited research and scientific evidence on health and wellbeing indicators.
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Who are the proactive leading indicators
relevant for?
The proactive leading indicators are relevant for organizations that have adopted
VISION ZERO, or are considering adopting VISION ZERO. They are useful for
industries as well as service sectors, not for profit and for profit organizations and
for large, medium sized and small organizations. VISION ZERO is a commitment
strategy; commitment can form the start of the SHW strategy at an initial level of
SHW performance. It is not only for the very best performers, and in many VISION
ZERO organizations safety processes are much more developed than those for
health and wellbeing. Proactive leading indicators for SHW can be helpful in all
these contexts.
The primary user group for the indicators are employers, leaders, top and middle
managers. This is because VISION ZERO requires the commitment of the
organization’s leaders, and line managers who have the primary responsibility
for the operation of SHW in their organizations. The secondary user groups are
worker representatives. Worker representatives are crucial in ensuring that the
worker voice is not lost, in reflecting on the use of the indicators in practice and in
facilitating uptake of good practices in the organization in line with the indicators.
In large or medium sized organizations that want to use the indicators quantitatively,
(such as for benchmarking purposes), a secondary user group are (internal) SHW
experts/professionals. These professionals have a crucial role in proposing and
explaining the importance of the indicators to the organization’s leaders. A second
important task is to collect data necessary for using the indicators, and to help
present and communicate the indicators within the organization.
The tertiary user group of the indicators are SHW policy makers and authorities,
social security organizations as well as sector organizations and financing and
insurance partners. These organizations can use the indicators to stimulate VISION
ZERO in the industries and service organizations they focus on, to measure SHW
performance, and to stimulate benchmarking of their target organizations.
Finally, some organizations may also prefer to incorporate the indicators into a
broader set of Key Performance Indicators (KPI), such as balanced scorecards, or in
broader benchmark activities.
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The set of
14 proactive leading indicators
The set of proactive leading indicators for VISION ZERO is comprised of
14 proactive leading indicators – two for each of the ISSA VISION ZERO 7 Golden
Rules. The indicators may however overlap with one or more of the other six
rules. The aims, key concepts, good practice, limitations and options to measure
each indicator are provided in each of the 14 fact sheets (see p. 27–41).
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No.
PROACTIVE LEADING
INDICATOR
AIM (Short description; see details in section Fact sheets)
1.1
Visible leadership
commitment
Competent leadership
1.2
Through visible leadership commitment, leaders
demonstrate their commitment to SHW and actively
promote SHW improvement.
Committed and intrinsically motivated SHW leadership
is essential to drive the development processes of
VISION ZERO.
2.1
2.2
3.1
3.2
4.1
4.2
5.1
5.2
6.1
6.2
7.1
7.2
Evaluating risk management Evaluation of the effectiveness of SHW risk management
shows leadership focus and commitment to improving
SHW, and supports organizational learning and continuous
development.
Learning from unplanned
Learning from unplanned events (incidents, events,
events
cases) contributes to preventing similar undesirable
events from (re)occurring.
Workplace and job induction Integrating SHW in induction processes demonstrates
that SHW are an integral part of each job and each
business process.
Evaluating targeted
Evaluating targeted SHW programmes (for example
programmes
temporary campaigns) helps to verify that they are
implemented as intended, and improvement goals
are met.
Pre-work briefings
Integrating SHW in pre-work briefings allows for the
identification of context specific hazards, risks and
prevention measures prior to work.
Planning and organization of Planning and organization of work is essential for the
work
success of every organization and for ensuring SHW.
Innovation and change
Technological, organizational and personnel changes
occur frequently in organizations and should be
considered proactively to improve SHW from the start
in the design phase.
Procurement
Procurement can determine SHW risks for a long
period. The indicator aims to trigger the systematic use
of procurement for SHW improvement.
Initial training
Initial training is key to ensuring good SHW and to
qualifying leaders and workers before they start
their jobs.
Refresher training
Refresher training ensures that leaders and workers’
knowledge and skills on SHW remain up to date.
Suggestions for
When suggestions for SHW improvements are
improvement
welcomed and are taken seriously, it stimulates active
commitment and contributes to SHW improvement.
Recognition and reward
Recognition and reward for SHW involves showing
appreciation for engaging in desired SHW behaviours.
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Three options for using the VISION ZERO proactive leading
indicators
There are three options for using the proactive leading indicators, which can be regarded as three steps
of increasing precision and complexity.
Very small organizations may only wish to use the first option. The second option may be useful for
most organizations, and small ones may prefer to use option two for a limited set of indicators. The
third option allows for external benchmarking both within and across sectors, and can be used by larger
organizations committed to VISION ZERO.
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Option 1: The YES / NO Checklist
Option 1 is a simple “Yes” or “No” checklist approach focusing on the key activities for good
SHW processes. The use of this version provides an organization with insight into whether
the key activities for good SHW processes are being performed. The tool differentiates
between the three aspects of safety – health - wellbeing. It is also useful for organizations
that do not have their own SHW experts or professionals, as well as organizations that are
already advanced in safety, but much less so for health or wellbeing.
Option 2: The Frequency Estimation
Option 2 addresses the frequency with which key activities for good SHW processes are
carried out in a systematic and consistent manner. The degree of a systematic approach
and its consistency is estimated using five broad semi-quantitative categories: Always or
almost always - Frequently - Occasionally - Rarely - Very rarely or Never. Option 2 may also
be useful for benchmarking internally between different departments or sites.
Option 3: The Quantitative Measurement
Option 3 involves quantitative measurements. It is a more advanced approach whereby
the key activities are quantitatively measured with either frequencies or percentages, and
the outcomes can also be used for internal and external benchmarking, both nationally
and internationally. Option 3 requires more work in terms of collecting and recording the
indicator data. This may be a reason for organizations not adopting all SHW indicators for
option 3 at the same time, but a selection thereof (see suggestions below).
The three options can be regarded as a step-wise approach, starting with option  1, and
thereafter progressing with options 2 and 3. It is, however, also possible to start directly
with option 2 or 3. Each of the options is explained in more detail in the following pages.
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Option 1: The YES/NO Checklist
Each of the proactive leading indicators is focused on an activity, which helps to
create good SHW, such as integrating SHW in pre-work meetings, or refresher
training. By using the checklist the organization asks itself: ‘Do we perform these
activities in our organization for Safety? For Health? For Wellbeing? The answers
are: ‘Yes’ or ‘No’ for each of the SHW aspects.
It is advisable to involve different people (leaders, workers, SHW experts) in the use
of the indicator checklist, and discuss differences in a positive, learning manner.
If the answer is ‘No’, then it is important to focus on introducing these activities,
taking into account the good practices mentioned in the respective indicator fact
sheet. If the answer is ‘Yes’, it is important to check whether further inspiration can
be gained from the good practices mentioned in the fact sheets. On the next page
is an example of using Option 1.
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Option 1: Coding the proactive leading indicators as ‘Yes’ or ‘No’
Option 1. Proactive leading indicator/key activity
checklist
Safety
Health
Wellbeing
Total
YES
1.1 Do leaders visibly demonstrate their commitment to
SHW in their work processes and behaviour?
1.2 Are new leaders selected based on their intrinsic
motivation for or proven record in SHW?
2.1 Are SHW risk reduction measures evaluated?
2.2 Are reported unplanned SHW events followed-up by
leaders for investigation, SHW learning/improvement,
and feedback to those directly involved?
3.1 Are SHW an integrated part of induction processes?
3.2 Are targeted programmes and their SHW
improvement goals evaluated?
4.1 Are SHW an integrated part of discussions in pre-work
meetings?
4.2 Is the organization systematically considering SHW
when planning and organizing work?
5.1 Are technological or organizational innovations used
to reduce SHW hazards and risks in the design stage?
5.2 Is the promotion of SHW included in procurement
processes?
6.1. Are SHW covered in initial training?
6.2 Are SHW covered in refresher training?
7.1 Are worker suggestions for improving SHW followed-
up adequately?
7.2 Are workers given recognition for excellent SHW
performance?
√
√
√
√
√
√
√
√
√
√
NO
YES
NO
√
YES
NO
√
√
YES
1
2
1
2
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
3
2
0
1
1
2
3
1
2
1
“YES” total
12/14
(86%)
6/14
(43%)
4/14
(29%)
22/42
(52%)
Achieving
Advancing
Progressing
Learning
Starting
81-100%
61-80%
41-60%
21-40%
0-20%
If according to Option 1, all key activities are known in the organization, and almost all good practices
are already taken into account, it is time for Option 2.
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Option 2: The Frequency Estimation
This option focuses on the question, to what degree the key activities are performed sufficiently,
frequently and consistently, based on a five-point rating scale ranging from “Always” to “Never”.
To what degree are the following questions met? Use
the following ratings: Always or almost always = 4;
Frequently = 3; Occasionally = 2; Rarely = 1; Never or very
rarely = 0
1.1 How often do leaders visibly demonstrate their commitment to
integrating SHW in their work processes and behaviour?
1.2 How often are new leaders selected based on their intrinsic
motivation or proven record in SHW?
2.1 How often are SHW risk reduction measures evaluated?
2.2 How often are reported unplanned SHW events followed-up
by leaders for investigation, SHW learning/improvement, and
feedback to those directly involved?
3.1 How often are SHW an integrated part of induction processes?
3.2 How often are targeted programmes and their SHW
improvement goals evaluated?
4.1 How often are SHW an integrated part of discussion in pre-work
meetings?
4.2 How often are SHW systematically considered when planning
and organizing work?
5.1 How often are technological or organizational innovations used
to reduce SHW hazards and risks in the design stage?
6.1. How often are SHW covered in initial training?
6.2 How often are SHW covered in refresher training?
7.1 How often are worker suggestions for improving SHW followed-
up adequately?
7.2 How often are workers given recognition for excellent SHW
performance?
Safety
Health
Wellbeing
Total
4
3
4
3
3
2
2
1
1
2
3
2
8
7
9
6
4
4
4
3
3
4
3
4
3
4
4
2
3
2
3
3
1
2
3
2
0
4
3
3
4
3
4
11
10
6
10
8
10
10
8
9
Total
Achieving
Advancing
Progressing
Learning
Starting
46/56
(82%)
32/56
(57%)
34/56
(61%)
112/168
(67%)
81-100%
61-80%
41-60%
21-40%
0-20%
The outcomes can be rated according to the qualifying scheme above, taking into account the relevant
good practices. When the outcome is “FREQUENTY” or “ALWAYS OR ALMOST ALWAYS” consider
taking the next step and using option 3. This can also be done for a selection of most relevant
indicators.
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Option 3: The Quantitative Measurement
In option 3, the key activities are measured quantitatively and objectively. This requires some supporting
activities (data gathering and recording), which could be carried out by leaders or professionals with
SHW administrative responsibilities.
In option 3, percentages or frequencies are measured, for example percentage of procurement activities
wherein SHW was addressed, or the frequency of pre-work meetings where SHW are discussed.
Example of percentages (indicator 6.1): An organization had 10 leaders and 40 workers who started a
new job over the last 12 months. In the initial training, safety was covered for all 10 (100%) of the new
leaders, health for 8 (80%), and wellbeing for 9 (90%). Safety was covered for 38 (95%) of the new
workers, health for 36 (90%), and wellbeing for 32 (80%).
Organizations are advised to collect data by involving leaders, workers (or their representatives) and
SHW professionals, and in using the ‘scores’ on the set of indicators to move the organization towards
being more proactive in dealing with SHW, and help to improve the prevention culture.
Organizations can use the five outcome levels (shown below), to qualify their performance and to
consider whether it is important to make an effort to achieve the next level. Alternatively, organizations
can define their own qualifications and ratings in terms of percentages.
Five outcome levels of using the proactive leading indicators
Measured frequencies or percentages (the ideal/standard frequency
may differ per type of industry and hazard)
81-100%
61-80%
41-60%
21-40%
0-20%
Qualification
Achieving
Advancing
Progressing
Learning
Starting
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Benchmarking
The proactive leading indicators can support key decisions that are expected to
determine SHW performance. The indicators can also be used for (internal and
external) benchmarking.
Option 1 provides the organization with insight into the proactive activities it
performs. This option will usually be used only for internal benchmarking among
different departments or business units. This option is also useful for medium
sized organizations, or networks of cooperating small organizations.
Option 2 provides the organization with insight into how frequently or systematically
the proactive activities are performed. Like Option 1, Option 2 can be useful for
internal benchmarking, but it can also be useful for benchmarking with similar
organizations. As the measurements are based on estimated frequencies or
percentages, it is best to use the five qualification levels (Achieving – Advancing –
Progressing – Learning – Starting) for benchmarking purposes. This can be done for
each indicator individually, or for the totality of indicators (or a selection thereof).
Option 3 is based on quantitative data and therefore many of the percentages for
the respective indicators can be used for benchmarking. It is also an option to use
the five qualification levels. This can be done for each indicator individually. Option
3 is most relevant for more advanced organizations who want to benchmark with
other frontrunner organizations, as well as internationally.
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General recommendations – Good practices
•
One person in the organization (or an external expert) can be given the overall
responsibility for managing the indicators, i.e. the collection of data is needed
for step 3, for the organization of the assessment/measurement process and
for communicating the outcomes to the responsible leaders/departments and
the workers involved.
Ensure that the relevant personnel take responsibility for the key activities
addressed through the indicator, if this is not yet the case. For example make all
middle managers and supervisors accountable for organizing and leading pre-
work briefings (see indicator 4.1).
Emphasize that the good practices mentioned in the fact sheets, though not
directly expressed in the assessments or measurements, are very important for
a meaningful indicator.
For most of the indicators, it will be useful to measure them on a monthly basis.
This helps to identify trends and developments over time. It also allows for the
opportunity to timely adapt planning or implementation processes.
Though experts in the organization can play a very useful role by taking the
initiative to introduce the indicators, support the assessment processes, and
communicate the outcomes, it is important that each indicator is an integrated
part of the business, owned by the senior leaders of the organization.
•
•
•
•
Proactive Leading Indicators
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Saf
ety
Invest in
people
Improve
competence
Ensure
safe
technology
Take
leadership
Identify
hazards
h
alt
He
VISION ZERO
Wellbeing
Ensure
safe
systems
Define
targets
VISION ZERO
14 Proactive Leading
Indicators for Safety,
Health and Wellbeing
at Work
Fact sheets
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Rule No. 1
Indicator No. 1.1
Indicator No. 1.2
Take leadership - demonstrate commitment
Visible leadership commitment
Competent leadership
Rule No. 2
Indicator No. 2.1
Indicator No. 2.2
Identify hazards – control risks
Evaluating risk management
Learning from unplanned events
Rule No. 3
Indicator No. 3.1
Indicator No. 3.2
Define targets – develop programmes
Workplace and job induction
Evaluating targeted programmes
Rule No. 4
Indicator No. 4.1
Indicator No. 4.2
Ensure a safe and healthy system – be well organized
Pre-work briefings
Planning and organization of work
Rule No. 5
Indicator No. 5.1
Indicator No. 5.2
Ensure SHW in machines, equipment and workplaces
Innovation and change
Procurement
Rule No. 6
Indicator No. 6.1
Indicator No. 6.2
Improve qualifications - develop competence
Initial training
Refresher training
Rule No. 7
Indicator No. 7.1
Indicator No. 7.2
Investing in people – motivate by participation
Suggestions for improvement
Recognition and reward
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Proactive Leading Indicator Fact Sheet
Indicator No 1.1
Rule No 1
Aims
Through visible leadership commitment and being exemplary role models, leaders demonstrate their commitment to SHW,
and actively promote and support SHW improvement processes and the development of a prevention culture.
Visible Leadership Commitment
Take leadership - demonstrate commitment
Key concepts
Visible leadership commitment implies that leaders actively and consistently demonstrate that SHW are core values of the
organization, which should never be compromised. SHW is regarded an essential part of good business. By being good role
models, leaders stimulate workers to actively contribute to SHW improvements, both in their actions and behaviour. When
work or production pressures increase, committed leaders still ensure a high level of SHW. Committed leaders are aware
that people are the organization’s greatest asset. They build trust and engagement with workers by open communication to
report hazards and improve SHW as an integrated part of their profession and the business.
Good practice
1. As role models, leaders set the standards for SHW, and promote them through their behaviour, verbal and non-verbal com-
munication.
2. Carry out regular ‘walkthroughs’ of the workplace and engage in dialogue with workers to understand SHW risks at the
operational level and promote SHW behaviour.
3. Ensure that SHW are an integrated part of formal and informal meetings, and be eager to identify opportunities for
improvement.
4. Ensure that SHW are an integrated part of all business activities, including procurement, planning, human resource
management, performance evaluation, incident investigations, ensuring remedial action, follow-up and learning.
5. Share SHW as core values with business partners, and ensure that contractors and suppliers also adhere to the
organization’s commitments to SHW.
Limitations
Leaders cannot always be ‘physically visible’ in all workplaces and to all workers (such as lone workers, e.g. truck drivers),
but should ensure that everybody is aware of their commitment to SHW.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Do leaders visibly demonstrate their commitment to SHW in their work processes and behaviour? (Yes/No)
Option 2:
How often do leaders visibly demonstrate their commitment to integrating SHW in their work processes and
behaviour?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the frequency (daily, weekly) with which leaders visibly demonstrate their commitment to integrating
SHW in their work processes and behaviour.
25
Example option 3: A leader carries out
daily walkthroughs in a department
during
working
hours.
With
20  walkthroughs held in the first
month, safety issues were addressed
in 12  of the walkthroughs, health in
6 and wellbeing in 2.
Frequency
20
Walkthroughs
15
10
5
0
1
2
3
4
5
6 7 8
Last 12 months
9
10
11
12
Safety
Health
Wellbeing
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Proactive Leading Indicator Fact Sheet
Indicator No. 1.2
Rule No. 1
Aims
Committed and competent SHW leadership is essential to drive the development processes of VISION ZERO. Such leaders
are intrinsically motivated to improve SHW and promote SHW as personal and organizational core values. Leaders then
regard SHW as integrated parts of business processes, and support processes of continual improvement of SHW, while
creating a strong prevention culture.
Competent leadership
Take leadership - demonstrate commitment
Key concepts
Intrinsic motivation for SHW implies that the motivation is internal, and not depending on external incentives; it is long-
lasting, self-sustaining, and satisfying, and drives processes of learning and increasing competence. Competent SHW
leadership comprises attitudes, skills, and knowledge including the VISION ZERO strategy, leadership skills, and experience
with preventing SHW hazards and risks.
Good practice
1. Selection criteria for (new) leaders should include a proven record in actively and effectively promoting SHW and good
emotional intelligence.
2. Good SHW leaders often have personally contributed to preventing (serious) accidents or work-related ill health; they
reflect on SHW, and adopt SHW as key personal values.
3. As SHW values are more difficult to change than skills and knowledge, their values are most important in the selection
of good leaders.
4. Ensure that SHW leadership is an essential part of any leadership development or training programme.
5. Committed and competent leaders recognize that information on critical processes and undesirable events is crucial for
the development of their SHW competences and performance.
Limitations
Even SHW competent leaders may be confronted with ethical and practical dilemmas and unexpected and undesired
consequences of well-intended actions. These are treated as opportunities for learning and continuous development.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are new leaders selected based on their intrinsic motivation for or proven record in SHW? (Yes/No)
Option 2:
How often are new leaders selected based on their intrinsic motivation or proven record in SHW?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of new leaders that came into office during the last 12 months. During the assessments
in the selection process, what percentage showed a proven record in actively promoting SHW?
25
Example option 3: 14 leaders came into
office during the last 12 months. In the
selection processes it was assessed
that 12 (86%) had a proven record in
actively promoting safety, 7 (50%)
in promoting health, and 2 (14%) in
promoting wellbeing.
Frequency
20
Briefings
15
10
5
0
1
2
3
4
5
6 7 8
Last 12 months
9
10
11
12
Safety
Health
Wellbeing
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Proactive Leading Indicator Fact Sheet
Inicator No. 2.1
Rule No. 2
Aims
Evaluation of the effectiveness of SHW risk management shows leadership focus and commitment to improving SHW, and
stimulates active participation and influence of workers. It allows leaders and workers to improve the effectiveness and
sustainability of SHW promotion measures as an integrated part of business. In addition, it allows for organizational learning
and continuous development.
Evaluating risk management
Identify hazards – control risks
Key concepts
SHW risk management involves the timely and systematic identification of hazards and risks, the design of action plans, and
the implementation of relevant measures to promote SHW and their evaluation.
Good practices
1. Ensure that SHW risk assessments and the evaluation of their effectiveness are a normal part of leaders’ job description,
and make them accountable for it.
2. Involve leaders, SHW professionals and workers in the risk management evaluation processes.
3. Apply the principles of the hierarchy of risk control (in prioritized order: elimination, substitution, isolation, engineering
controls, administrative controls, person protective equipment, instruction) in the evaluation.
4. Use the evaluations to reinforce, adapt or alter the measures taken to be even more effective.
5. Include evaluation of risk assessments and action plans relevant for contractors.
Limitations
Formal evaluations of SHW risk management should not replace daily, informal checks on risk control measures that arise
through discussions between leaders and workers about their current work.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are SHW risk reduction measures evaluated? (Yes/No)
Option 2:
How often are SHW risk reduction measures evaluated?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of SHW risk reduction measures that were planned to be implemented as a result of SHW
risk management over the last 12 months. Determine the percentage of measures that were evaluated concerning their
effectiveness and relevance for each aspect of SHW. For example., evaluate a case in which the effects of noise reduction
measures (for health and wellbeing purposes) were implemented through technological innovation or organizational and
behavioural measures.
100
Example option 3: During the last
12 months, 55 risk reduction measures
were planned to be implemented.
22  of the 25  (88%) related to safety
were evaluated, 17 of the 20 (85%)
related to health were evaluated, and
9 of the 10 (90%) on wellbeing were
evaluated.
%
90
Safety
Health
80
Wellbeing
70
Evaluated risk reduction measures
Last 12 months
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Proactive Leading Indicator Fact Sheet
Indicator No. 2.2
Rule No. 2
Aims
Learning from unplanned events (incidents, events, cases) is necessary to prevent similar undesirable events from reoccurring,
and to create a culture of SHW prevention and learning. Adequate follow-up of reported unplanned events will increase
reporting and learning.
Learning from unplanned events
Identify hazards – control risks
Key concepts
Unplanned events can be incidents, accidents, injuries, near-misses, peak exposures, cases of work-related ill health, conflicts
in the workplace, human errors, unexpected side effects, and so on. When unplanned events are reported, they should be
followed-up with investigation, defining lessons learnt and using these for preventing similar reoccurrences.
Good practices
1. Encourage reporting of unplanned events by providing positive feedback to those who report them, even when they are
communicated as complaints.
2. Unplanned events should be regarded as an opportunity to learn and improve, not as a failure, and are also opportunities
to show commitment to SHW.
3. If similar events have been analysed previously, then focus on the contributing causes of their reoccurrence.
4. Learning from incidents and near-misses to improve safety is accepted as a good practice in many organizations. Ensure
also to learn from unplanned events relevant for improving health and wellbeing.
5. Involve leaders and workers in the investigations and definitions of lessons learned.
Limitations
Learning from unplanned events is complementary to the risk assessment process, but is not a substitute for an adequate
SHW risk assessment process (including implementation and evaluation of preventive measures). Learning from unplanned
events is very much depending on social processes and trust.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are reported unplanned SHW events followed-up by leaders for investigation, SHW learning/improvement, and
feedback to those directly involved? (Yes/No)
Option 2:
How often are reported unplanned SHW events followed-up by leaders for investigation, SHW learning/
improvement, and feedback to those directly involved?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of reported unplanned events of the second to last month. Determine the percentage of
those which were followed-up within a month with some investigation and (if relevant) lessons learnt, and feedback to the
person who reported the event.
100
Example option 3: During the last
12 months, 55 unplanned events were
reported, seven of which were relevant
for more than one SHW aspect.
Investigations, follow-up and learning
occurred for 25 of the 29 (86%) events
related to safety, 19 of the 23 (83%)
events dealing with health, and 9 of
the 10 (90%) events associated with
wellbeing.
%
90
Safety
Health
Wellbeing
80
70
Learning from unplanned events
Last 12 months
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 3.1
Rule No. 3
Aims
Integrating SHW in induction (on-boarding) processes demonstrates that SHW is an integrated part of each job and each
business process. SHW are an essential part of leaders’ and workers’ new job in a workplace. It can be both a formal and
informal way of welcoming new personnel to an organization, group and/or job function, and highlights SHW purpose, values
and goals.
Workplace and job induction
Define targets – develop programmes
Key concepts
Integrating SHW in induction processes means including SHW in workplace introductions, job instructions and follow-up (for
training see fact sheet 6.1 & 6.2). The induction process continues over a period of time, for example three months, whereby
leaders and workers take on their new job in a workplace.
Good practices
1. Ensure relevant, qualified and structured induction, and do not solely rely on a ‘buddy system’.
2. The induction process demonstrates that active involvement in SHW is the norm for everyone in the organization.
3. Discuss the SHW aspects of the work and clarify the practicalities of SHW, so that people can apply it as an integrated part
of their work.
4. Ensure each inducted worker receives an active SHW coach or mentor.
5. Ensure that newly inducted personnel are aware that they should not always follow traditional habits in the organization.
Ensure that newly inducted personnel are aware of how to contribute proactively to building a prevention culture.
Limitations
Integrating SHW in induction processes will only have a positive effect if the business and work culture in the organization
reflects integrating SHW as part of everyone’s profession.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are SHW an integrated part of induction processes? (Yes/No)
Option 2:
How often are SHW an integrated part of induction processes?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the percentage of newly inducted leaders and workers, for whom each aspect of SHW is an integrated
part of their induction process (over the past 12 months).
Example option 3: For 10 newly
inducted leaders over the last 12
months, safety was an integrated
part of the induction process for all
10 (100%) of the leaders, health for 8
(80%) and wellbeing for 9 (90%).
For 34 newly inducted workers safety
was an integrated part of the induction
process for 31 (91%) of the workers,
health for 28 (82%), and wellbeing for
26 (76%).
100
%
90
Safety
Health
80
Wellbeing
70
Leaders (n=10)
Workers (n=34)
Inductions
Last 12 months
32 Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 3.2
Rule No. 3
Aims
Evaluating targeted programmes (such as temporary campaigns) that integrate SHW in work processes helps to verify that
they are implemented as intended, and that the improvement goals for SHW are met.
Evaluating targeted programmes
Define targets – develop programmes
Key concepts
Targeted programmes can involve campaigns, audits, work processes, machinery, tools and behaviour. The programmes
can focus on specific themes with regard to the workplace and work processes, such as the safe and healthy operation of
machines and tools, use of personal protective equipment and technical aids, reduction of exposure to chemical substances
or noise, or the prevention of violence, bullying and harassment. The improvement goals should be concrete and measureable
within a certain timeframe. Evaluating the effects of targeted programmes involves periodically (such as monthly or yearly)
checking to see if the programmes are still being implemented and followed, whether they are having their intended effect,
and whether they are still relevant and sustainable. This can be done through both formal and informal approaches such as
discussions with relevant leaders and workers, and by carrying out audits, assessments and surveys.
Good practices
1. Ensure commitment to the targeted programmes from all relevant leaders and workers in the organization, and include
contractors, partner organizations and other stakeholders.
2. Ensure specific SHW improvement goals have been established for both leaders and workers, following consultation based
on strategic goals, evidence and legal requirements, and linked to accountability.
3. Ensure that the targeted programmes use a variety of approaches, are adapted and targeted to the various organizational
levels, and involve leaders, workers and SHW professionals in the evaluation.
4. Emphasize the value that targeted programmes have for the organization’s business and ethics.
5. Promote the synergy of targeted programmes with other business programmes such as reducing defects and errors,
production loss, downtime, or becoming an employer of choice.
Limitations
The conditions that allow for targeted programmes may also restrict focus on other relevant areas for promoting SHW.
The programmes need to be periodically revised and adapted to ensure their relevance, for example due to seasonal and
production changes.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are targeted programmes and their SHW improvement goals evaluated? (Yes/No)
Option 2:
How often are targeted programmes and their SHW improvement goals evaluated?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the percentage of targeted programmes and their SHW improvement goals that were evaluated over
the past 12 months.
100
Example option 3: An organization
had nine targeted programmes in
the last 12 months. Three of the four
(75%) focusing on safety were evalu-
ated, two of the three (66%) health
programmes were evaluated, and one
of the two wellbeing programmes
was evaluated.
80
Safety programmes (n=4)
%
60
40
20
0
Evaluated targeted programmes
Last 12 months
Health programmes (n=3)
Wellbeing programmes (n=2)
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 4.1
Rule No. 4
Indicator No. 4.1
Aims
Pre-work briefings
Define targets – develop programmes
Pre-work briefings
Integrating SHW in pre-work briefings allows leaders and workers to identify context specific hazards, risks and prevention
measures. This shows leadership focus and commitment to SHW, and a commitment to stimulating the active participation
and influence of workers.
Key concepts
Pre-work briefings are short, regular meetings between leaders and workers held directly before work tasks begin. The
briefings may be planned or spontaneous/ad-hoc. The discussions deal with previous, current and upcoming work, including
dialogue on ensuring SHW. Attention is paid to mutual identification and control of hazards and risks and other issues that
deserve special attention as an integrated part of work and business.
Good practices
1. Ensure that pre-work briefings are a normal part of leaders’ job description, and make them accountable for it.
2. Provide an open atmosphere, wherein two-way communication is central. Ask questions to trigger workers to think for
themselves, and employ active listening skills. Be aware of positive and negative body language, and be culturally and
linguistically sensitive.
3. Use the briefings to confirm or update the job SHW risk analysis.
4. Ensure to focus on safety issues, health (such as exposure to noise, chemical substances, heavy lifting) and wellbeing (for
example mutual support and teamwork, time pressure and work load).
5. Pay attention to challenges that may arise during the work and those known from previous experiences: including
unexpected deviations from the norm, dangerous situations, near misses, exposure to hazardous chemical, physical or
biological factors, and cases of discrimination or bullying.
Limitations
Pre-work briefings should not replace periodic SHW training.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are SHW an integrated part of discussions in pre-work meetings? (Yes/No)
Option 2:
How often are SHW an integrated part of discussions in pre-work meetings?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of pre-work meetings held (per group/ leader) per month over the last 12 months in which
each aspect of SHW was an integrated part of the discussions. Some meetings may have included all three topics, whereas
others may have focused on only one or two of them. The frequency of the briefings will depend on the hazards and variations
in tasks and the workplace.
Example option 3: Assuming SHW
should be addressed in pre-work
briefings each working day - with
20 briefings held in the first month,
safety was an integrated part of the
discussions in 12 of the briefings,
health in 6, and wellbeing in 2.
25
20
15
Health
10
5
0
1
2
3
4
5
6 7 8
Last 12 months
9
10
11
12
Wellbeing
Briefings
Safety
34
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 4.2
Rule No. 4
Indicator No. 4.1
Aims
Planning and organization of work
Define targets – develop programmes
Pre-work briefings
Planning and organization of work are essential for the success of every organization and for ensuring SHW. This is because
planning can make an organization competitive and efficient. Several issues need to be considered in effective planning
and work organization in order to promote SHW. Good planning and work organization promote good morale and a healthy
organizational culture.
Key concepts
Planning and organization of work are about the division of work tasks, cooperation and communication, appropriate time
schedules and deadlines, and ensuring workers have an appropriate level of autonomy to carry out their work. SHW critical
tasks should be recognized in the planning stage. All these aspects are important in ensuring a safe and healthy system and
promoting SHW. They should be considered both in the design stage and in everyday practice.
Good practices
1. Planning and work organization create clear job roles and expectations that align with the organization’s overall goals.
2. Planning and work organization should consider possible impacts on SHW. Use SHW job analyses to identify SHW critical
tasks.
3. Good planning and work organization should not only mitigate negative impacts but also create conditions at work that
promote positive SHW.
4. Employees at all levels should know what the vision of the company is, and how their work is contributing to the short-
term and long-term goals of the organization.
5. Workers should be consulted and participate in planning and organization of their work. They are the experts in their work.
Limitations
Organizations may neglect planning and work organization under challenging conditions (such as financial constraints, time
pressure). It is even more important that they plan and organize work well when under these conditions.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Is the organization systematically considering SHW when planning and organizing work? (Yes/No)
Option 2:
How often are SHW systematically considered when planning and organizing work?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the percentage of times that SHW were systematically considered when planning and organizing work.
Planning and organization of work
Last 12 months
Example option 3: In the last 12  months,
SHW were systematically considered in
key planning and work organization
activities by the organization: Wellbeing
was considered in 19 of 25 division
of work tasks (76%), 32 of 40  time
schedules (80%), 36 of 50  coordination/
collaboration tasks (72%) and 17 of
20 autonomy tasks/issues (85%).
100
%
90
Safety
80
Health
Wellbeing
70
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Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 5.1
Rule No. 5
Indicator No. 4.1
Aims
Innovation and change
Ensure SHW in machines, equipment and workplaces
Pre-work briefings
Technological, organizational and personnel changes occur frequently in organizations. Instead of assessing SHW risk after
the changes, hese changes should be considered proactively, and innovations should be utilized to improve SHW right from
the start in the design phase.
Key concepts
Innovation and change refer to technological and organizational changes, such as new hardware or software, technological
changes in production processes and workplaces, and changes in work organization and in personnel with key knowledge and
experience. The design stage refers to processes for the generation of a plan or specification for an object, system or work
process for creating functional products and processes prior to their implementation. It implies involving the users in the
design review, which includes SHW requirements for the life cycle of the change.
Good practices
1. An explicit written commitment of senior management to use technological and organizational innovation and change as
opportunities to proactively improve SHW.
2. Identify alternative technological and organizational options, assess the associated SHW risks, and identify the preferred
options with minimum SHW hazards and risks.
3. SHW benefits can be obtained at low cost by integrating SHW in the early stages of innovation and change.
4. Involve SHW professionals as well as workers or end users.
5. Apply the principle of technology supporting the people, not the other way around.
Limitations
Innovations and changes used to reduce SHW hazards and risks in the design stage are no guarantee that SHW problems will
not occur in later stages (for example during planning, production or maintenance).
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are technological or organizational innovation used to reduce SHW hazards and risks in the design stage? (Yes/No)
Option 2:
How often are technological or organizational innovation used to reduce SHW hazards and risks in the design
stage? (Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of technological or organizational innovations implemented during the last 12 months.
For each case assess whether SHW were addressed systematically at an early stage (proactively), when alternative choices
were still possible. Calculate the percentage of innovations and changes used to reduce SHW hazards and risks over the last
12 months.
Example option 3: A total of
55  technological and organizational
innovations were implemented during
the past 12 months: 25 technological,
10 organizational, and 20 involving
key
personnel.
Technological
innovations were to a greater degree
reviewed in the design stage for
safety issues (23/25=92%) than for
health (20/25=80%) and wellbeing
(19/25=76%), whereas organizational
innovations were more often reviewed
for health issues (9/10=90%), than
safety or wellbeing (8/10=80%).
100
%
90
Safety
Health
80
Wellbeing
70
Technology (n=25)
Organization (n=10)
Personnel (n=20)
Innovations
Last 12 months
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Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 5.2
Rule No. 5
Indicator No. 4.1
Aims
Procurement
Ensure SHW in machines, equipment and workplaces
Pre-work briefings
The indicator aims to trigger the systematic use of procurement for SHW improvement. Procurement, particularly of
hardware, can determine SHW risks for a long period of time, while procurement of services such as maintenance, is often
associated with increased SHW risks.
Key concepts
Procurement is the process of specifying (SHW) demands in, for example obtaining goods and services, selection of suppliers,
contracting and controlling delivery, installation and maintenance.
Good practices
1. Ensure that those managing the procurement process are held accountable for the systematic use of procurement for SHW
improvement.
2. Ensure that SHW improvements are treated as an investment rather than a cost.
3. Involve workers and SHW experts in specifying SHW needs at an early stage of the procurement process (use their
experience and expert knowledge).
4. Focus on identifying options to eliminate or substitute major SHW risks (such as carcinogenic substances, heavy lifting,
noise) in defining demands and selection of suppliers.
5. Select suppliers or contractors that take care of the SHW of their personnel and personnel further down the supply chain
(for instance by evaluating the SHW indicators they use).
Limitations
Good SHW in procurement is no guarantee that SHW problems will not occur during the lifetime of the goods or in the service
processes. Innovative SHW requirements can be a challenge for (regular) suppliers. Be aware that management of change
procedures are often focused only on maintaining, and not improving SHW through procurement.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Is the promotion of SHW included in procurement processes? (Yes/No)
Option 2:
How often is the promotion of SHW included in procurement processes?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of procurement processes in the last 12 months. Calculate the percentage of cases where
SHW were included in the procurement processes.
Example option 3: In the last 12 months,
there were 120 procurement activities,
80  regarding goods and 40   for
services.
Goods: Procurement requirements
for safety were considered 60 times
(75%), for health 32 times (40%), and
for wellbeing 20 times (25%).
Services: Procurement requirements
for safety were considered 32 times
(80%), for health 20 times (50%), and
for wellbeing 10 times (25%).
100
80
Safety
%
60
40
20
0
Health
Wellbeing
Goods (n=80)
Services (n=40)
Procurement
Last 12 months
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 6.1
Rule No. 6
Indicator No. 4.1
Aims
Initial training
Improve qualifications - develop competence
Pre-work briefings
Competence is key to ensuring good SHW. Being proactive requires training/qualifying leaders and workers before they start
their job. It also shows that no job or task should be carried out without the relevant SHW competences, and that SHW are
an integrated part of any job or profession.
Key concepts
SHW initial training aims to raise awareness and ensure SHW competencies. This could include an understanding of: SHW
risks associated with work, principles of risk control (in prioritized order: elimination, substitution, isolation, engineering
controls, administrative controls, person protective equipment, instruction), how to contribute to a prevention culture based
on SHW values, and how to contribute to the achievement of the strategic SHW goals of the organization.
Good practices
1. Ensure that initial training is developed based on SHW values, good practices, risk control principles, and legal requirements.
2. Initial training demonstrates that active involvement in SHW is the norm for everyone.
3. Initial training is provided to leaders and workers as an integrated part of their professional development, and should be
tailored and applicable to their job.
4. Initial training includes practical skill development, relevant to leaders’ and workers’ jobs. This may also include social skills.
5. Initial training is evaluated and updated on a yearly basis.
Limitations
Initial training does not make regular refreshment courses superfluous. Practical aspects of SHW prevention and promotion
will come to the fore only after one’s job starts.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are SHW covered in initial training? Yes/No
Option 2:
How often are SHW covered in initial training?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of new leaders and workers (including leaders and workers who changed internally to a new
job and temporary personnel) who started a new job in the last 12 months. Determine the percentage of leaders and workers
for whom SHW were covered in their initial training.
100
Example option 3: An organization had
10 leaders and 40 workers start a new
job over the last 12 months.
In the initial training, safety was
covered for all 10  (100%) of the new
leaders, health for 8  (80%), and
wellbeing for 9 (90%).
Safety was covered for 38 (95%) of
the new workers, health for 36 (90%),
and wellbeing for 32 (80%).
%
90
Safety
Health
80
Wellbeing
70
Leaders (n=10)
Workers (n=40)
Initial training
Last 12 months
38
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 6.2
Rule No. 6
Indicator No. 4.1
Aims
Refresher training
Improve qualifications - develop competence
Pre-work briefings
Developing SHW competence should be an aspect of continuous professional development. Refresher training ensures that
leaders’ and workers’ knowledge and skills on SHW remain up to date and include new SHW insights.
Key concepts
SHW refresher training should be provided to leaders and workers on a periodic basis. The frequency of refresher training
will depend on the nature of their work and emerging risks and needs. However, it is good practice that refresher training is
provided at least every 2 years to ensure that leaders’ and workers’ knowledge and skills remain up to date.
Good practices
1. Ensure that refresher training is periodically updated in all three topics (SHW) and is available to everyone (leaders and
workers) in the organization.
2. Refresher (SHW) training should reflect practical situations, and deliver solutions that are easily applicable in the job.
3. Refresher training should facilitate SHW learning on the job.
4. Refresher training should be interactive and stimulate reflection and dialogue on SHW issues.
5. Refresher training should include practical skill development and internalization of SHW values, relevant to the trainees’
jobs.
Limitations
Refresher training is not sufficient to guarantee that SHW good practices are translated into everyday work.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are SHW covered in refresher training? Yes/No
Option 2:
How often are SHW covered in refresher training?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the percentage of leaders and workers for whom SHW were covered in their refresher training over the
last 12 months.
Example option 3: An organization
consists of 20 leaders and 100 workers.
10 of the leaders received refresher
training over the last 12 months,
in which safety was covered in the
training for 9 (90%) of the leaders,
health for 8 (80%), and wellbeing for
all 10 (100%) leaders.
50 of the workers received refresher
training in which safety was covered
in the training for 47 (94%) of the
workers, health for 45 (90%), and
wellbeing for 40 (80%).
100
%
90
Safety
Health
80
Wellbeing
70
Leaders (n=10)
Workers (n=50)
Refresher training
Last 12 months
Proactive Leading Indicators
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Proactive Leading Indicator Fact Sheet
Indicator No. 7.1
Rule No. 7
Indicator No. 4.1
Aims
Suggestions for improvement
Investing in people – motivate by participation
Pre-work briefings
In the development of a prevention culture and the active involvement of workers, it is important that suggestions of workers
for SHW improvements are welcomed and are taken seriously. This will stimulate workers’ active commitment to SHW and
demonstrate their leaders’ commitment to improving SHW.
Key concepts
Suggestions are proposals for SHW improvement that are submitted by workers either in writing or verbally, such as at work
meetings. Reported situations that could be improved (for example reported near misses or problems in the organization of
work) are also counted as suggestions for improvement.
Adequate follow-ups require: (1) involvement of the responsible leader, (2) evaluation of the suggestion – which may require
an investigation, (3) timely feedback to the person who made the suggestion, and (4) when relevant, that SHW initiatives are
taken, evaluated and shared in the organization.
Good practices
1. Any suggestion for SHW improvement is welcomed as an opportunity for learning and improvement (and not as ‘yet
another problem to solve’).
2. A suggestion that – after evaluating it – turns out not to be useful, is also appreciated and deserves positive feedback.
3. If a SHW improvement takes considerable time – keep the person(s) who suggested it informed of its progress.
4. Communicate broadly in the organization about the suggestions used, the implemented measures and the positive effects
they have had on SHW.
5. Check whether the suggestions are also useful in other departments or units of the organization.
Limitations
SHW suggestions from workers and completed follow-ups on suggestions cannot replace systematic SHW risk assessments
and their follow-up.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are worker suggestions for improving SHW followed-up adequately? (Yes/No)
Option 2:
How often are worker suggestions for improving SHW followed-up adequately?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of received suggestions for improvement SHW and the extent to which they have been
adequately followed-up. The outcome is both the number of suggestions received and the percentage of suggestions
followed-up on in the past 12 months.
100
Example option 3: The organization
received 50 suggestions for improving
safety and followed-up on 44 of
the suggestions (88%); received
25  suggestions for improving health
and followed-up on 20 (80%) of
them; and received 10 suggestions for
improving wellbeing, of which they
followed up on 9 of the suggestions
(90%).
%
90
Safety (n=50)
Health (n=25)
80
Wellbeing (n=10)
70
Follow-up on SHW suggestions
Last 12 months
40
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Proactive Leading Indicator Fact Sheet
Indicator No. 7.2
Rule No. 7
Indicator No. 4.1
Aims
Recognition and reward
Investing in people – motivate by participation
Pre-work briefings
Providing timely, proactive and relevant recognition and reward for excellent SHW performance to both leaders and workers
is essential for fostering a SHW culture that is based on trust, respect, participation and cooperation.
Key concepts
Recognition and reward for SHW involves showing appreciation and rewarding leaders and workers for engaging in desired
SHW behaviours. Recognition may include opportunities for personal development and career progression, and involving
workers in decision making on all SHW matters. Timely provision of positive feedback to leaders and workers on SHW is also
a form of recognition.
Good practices
1. Organizations show appreciation for their workers by actively involving them in SHW decision making within the enterprise,
and giving them a certain degree of autonomy.
2. Participation in decision-making helps to improve motivation and positive SHW behaviours, and leads to significant return
on investment.
3. Learning from errors should be encouraged. Those who actively contribute to dissemination of lessons learnt from errors/
incidents/problems should be praised (instead of criticized for their errors; human errors cannot be fully avoided).
4. Speaking up in undesirable or unexpected situations requires courage of workers and deserves recognition by leaders and
co-workers.
5. Provide remedial feedback to those who engage in undesirable SHW behaviours (e.g. unsafe actions) and provide sanctions
after negative behaviour of workers only in cases were rules were consciously violated, and conditions for good behaviour
were available (e.g. reliable tools and effective PPE).
Limitations
Recognition or reward systems, which focus on narrowly defined outcomes for SHW behaviour, may become an aim in
themselves, and may lead to unintended negative effects such as underreporting of unplanned events.
How to measure (See more details in the ISSA guide to proactive leading indicators)
Option 1:
Are workers given recognition for excellent SHW performance? (Yes/No)
Option 2:
How often are workers given recognition for excellent SHW performance?
(Always or almost always, Frequently, Occasionally, Rarely, Never or very rarely)
Option 3:
Determine the number of identified cases of excellent SHW performance, and calculate what percentage were
recognized in the past 12 months.
Example option 3: In the last 12 months,
38  instances of ‘excellent’ SHW
performance were identified for leaders,
and 99 instances for workers. Leaders
were recognized 18 times (47%) for their
safety performance, 8 (21%) for their
health performance and 12 (32%) for
their wellbeing performance. Workers
were recognized for their safety
performance 62 times (63%), 29 (29%)
for their health performance and 8 (8%)
for their wellbeing performance.
100
80
Safety
%
60
40
20
0
Health
Wellbeing
Leaders (n=38)
Workers (n=99)
Recognition
Last 12 months
Proactive Leading Indicators
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Selecting suitable indicators
To start, if all of the indicators are too much, especially for options 2 and 3, the
basic idea is to select indicators with the greatest potential for SHW improvement.
A good strategy is to first use the ISSA Guide on the 7 Golden Rules, to self-assess
the organization’s situation. The results can then be used to determine which
Golden Rules can be the basis for significant improvements. If Golden Rules 1 and
5 are most important, indicators associated with these Golden Rules may be most
relevant. Then it could be considered if the challenges surrounding SHW leadership
are more at the middle management level (indicator 4.1. Pre-work briefings) or at
the top management level (indicator 1.1 Visible leadership commitment). Likewise,
it can be considered whether there are greater challenges in the implementation
of technological innovations (indicator 5.1.) or in the procurement process
(indicator 5.2).
Another relevant factor can be the differences in maturity between the three
aspects of Safety, Health and Wellbeing. Many organizations are more advanced in
their ‘safety’ management than in the management of ‘health’ and ‘wellbeing’. In
such a situation, it makes sense to focus on indicators for health and wellbeing, as
they are already well-developed for safety. Then it is useful to elaborate on what
is already a good (safety) practice in the organization, and thereby avoid setting
up separate activities for health and wellbeing. Broadening the scope from already
successful safety activities to health and wellbeing may be preferable, though the
new focus may need dedicated communication within the organization. It may for
instance be relevant to select indicator 4.1 (Pre-work briefings) which are frequently
used to address safety, to measure how often pre-work meetings are used to give
attention to health and/or wellbeing.
It is important to stress that ideal good practice would be using all indicators to
address SHW holistically and in an integrated way, as part of business processes in
the organization. However, the context in which the organization operates will point
to key indicators to prioritize in the short, medium, and long term. Furthermore,
depending on the activities of the organization, it may be necessary to tailor the
indicators to fit organizational practices. This would be sensible as long as the
indicators’ aims are not diluted towards a more reactive focus.
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Examples for tailoring the use of indicators
For options 2 and 3, it may be preferrable to start with a few indicators, for example four. The personnel
in the organization will have to become familiar with the indicators and recognize their value. When
the first set of indicators is well-implemented, additional indicators can be introduced and broadened
to ensure that all three SHW topics are included.
Below we give some examples.
Small company
Situation
We are a small company. Statistics
do not work well for us.
General recommendation
Use all the indicators for option 1
(checklist - qualitative way) and
select a few indicators for option 2.
Leadership (1), Investing in people
and participation (7) are the most
important Golden Rules
Recommended indicators for option 2
1.1
1.2
2.2
4.1
5.2
6.1
7.1
7.2
Visible leadership commitment
Competent leadership
Learning from unplanned events
Pre-work briefings
Procurement
Initial training
Suggestions for improvement
Recognition and reward
Medium-sized company working more systematically
Situation
General recommendation
Recommended indicators for options 2
and 3
1.1
1.2
2.1
2.2
3.1
3.2
4.2
5.1
5.2
Visible leadership commitment
Competent leadership
Evaluating risk management
Learning from unplanned events
Workplace and job induction
Evaluating targeted programmes
Planning and organization of work
Innovation and change
Procurement
We are satisfied with our prevention The most relevant Golden Rules
culture, but our ways of working
for working more systematically
should be more systematic.
are: Identify hazards and control
risks (2), Define targets and
programmes (3), Ensure a safe and
healthy system (4), and Ensure
SHW of machines, equipment and
workplaces (5).
Large company developing a prevention culture
Situation
We have good SHW systems in
place, but want to develop a more
proactive prevention culture.
General recommendation
The most relevant Golden Rules
for the development of a strong
prevention culture are: Leadership
and Commitment (1), Qualifications
and Competence (6), and Investing
in people and motivating by
participation (7).
Recommended indicators for options 2
and 3
1.1
1.2
2.2
4.1
4.2
5.2
6.1
6.2
7.1
7.2
Visible leadership commitment
Competent leadership
Learning from unplanned events
Pre-work briefings
Planning and organization of work
Procurement
Initial training
Refresher training
Suggestions for improvement
Recognition and reward
Proactive Leading Indicators
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Development of psychosocial risk management
Situation
Managing risk starts with risk
assessment, but we have problems
with the assessment of psychosocial
risks.
General recommendation
The most relevant Golden Rules
for identifying and addressing
psychosocial risks are: Identify
hazards and control risks (2), and
Investing in people and motivate by
participation (7).
Recommended indicators for options 2
and 3
1.1
1.2
2.2
4.2
6.1
7.1
7.2
Visible leadership commitment
Competent leadership
Learning from unplanned events
Planning and organization of work
Initial training
Suggestions for improvement
Recognition and reward
In the process of broadening the scope from Safety to SHW, make sure you do not facilitate the
development of barriers between organizational silos, e.g. between HR and OSH departments;
instead integrate the SHW aspects in the business processes as much as possible.
Working with contractors
Situation
We are a medium sized construction
company; most of our operational
work is done by personnel from (sub)
contractors.
General recommendation
The most relevant Golden Rule for
ensuring SHW among contractor
personnel are:
Managing hazards and controlling
risks (2), while procurement (5.2) is
also quite relevant.
Recommended indicators for options
2 and 3
For the organization:
5.1 Procurement
For the organization as well as the
contractors:
1.1
1.2
2.1
2.2
4.2
6.2
7.2
Visible leadership commitment
Competent leadership
Evaluating risk management
Learning from unplanned events
Planning and organization of work
Refresher training
Recognition and reward
Use by a labour inspectorate or social security agency
The indicators can also be used by intermediary organizations such as sector organizations, labour
inspectorates and social security agencies, in order to stimulate a more proactive way of dealing with
SHW among their target groups or member organizations.
Situation
We are a labour inspectorate and
want to stimulate the adoption of
VISION ZERO and the development
of a prevention culture among our
target organizations.
General recommendation
In principle, all 7 Golden Rules are
relevant.
See examples above.
Recommended way of working
Use option 1 to assess the situation in the
company. When the outcomes are quite
positive, follow up with option 2.
Depending on the SHW risks, the
development of SHW management and
the level of the organizational culture
it can be useful to promote the use of a
selection of indicators.
See the five examples above.
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Presenting the outcomes
Examples of how the results of each indicator can be presented have been provided
for options 1 and 2 in this guide, and for Option 3 an example is given in each of the
14 fact sheets. Presenting the results and presenting development over time (such as
monthly results over a 12-month period) is perhaps just as important as measuring
them: they show whether the improvements in prevention the organization is aiming
for are achieved, and where there is room for improvement. This is valuable feedback,
which can help to make SHW activities more effective.
The example of the graph in fact sheet 4.1 for pre-work briefings shows a monthly
trend over a 12-month period, where of the 20 briefings held in the first month,
safety was an integrated part of the discussions in 12 of the briefings, health in 6, and
wellbeing in 2.
25
20
Briefings
15
10
5
0
1
2
3
4
5
6 7 8
Last 12 months
9
10
11
12
Safety
Health
Wellbeing
Another example of a graphical presentation is from fact sheet 6.2, regarding
‘Refresher training’: An organization consists of 20 leaders and 100 workers. 10 of
the leaders received refresher training over the last 12 months, in which safety was
covered in the training for 9 (90%) of the leaders, health for 8 (80%), and wellbeing
for all 10 (100%) leaders. 50 of the workers received refresher training in which safety
was covered in the training for 47 (94%) of the workers, health for 45 (90%), and
wellbeing for 40 (80%).
100
Frequency
%
90
Safety
Health
80
Wellbeing
70
Leaders (n=10)
Workers (n=50)
Refresher training
Last 12 months
Proactive Leading Indicators
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Radar or Spider Diagram
As illustrated above and in the fact sheets, the indicators can be presented one by
one, and for each aspect of Safety, Health and Wellbeing. However, organizational
leaders require an overview. A radar or spider diagram is one option of presenting an
overview of all the indicators. Percentage results can be plotted into a radar (spider)
diagram, based on the average of one or more leading indicators for each aspect
of SHW and each Golden Rule (see figure below). This may be particularly relevant
when all or most proactive leading indicators are used, using options 2 or 3. The
five qualification levels (Achieving – Advancing – Progressing – Learning – Starting)
can also be added to the diagram to make it clear where the SHW indicators are
strongest and weakest. An example is given below.
I S SA V i s i o n Ze r o
Proactive le ading indicators
Safety
Health
Wellbeing
Rule No. 1
Leadership commitment
100
Rule No. 7
Investing in people
motivating by participation
80
60
40
20
Rule No. 2
Identify hazards
control risks
Rule No. 6
Improve qualifications
develop competence
0
Rule No. 3
Define targets
develop programmes
Rule No. 4
Ensure a safe and
healthy system
be well organized
Rule No. 5
Ensure SHW in machines,
equipment and workplaces
Achieving
Advancing
Progressing
Learning
Starting
81-100%
61-80%
41-60%
21-40%
0-20%
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It is important to acknowledge that VISION ZERO is meant to address all three
aspects of Safety, Health and Wellbeing. Having a good indicator score for safety is
not the same as a good score for VISION ZERO; in fact, it makes up only one-third
of the score for VISION ZERO. This may be a reason to differentiate between the
outcomes for the three aspects SHW, as shown on page 47.
If SHW are really integrated in implementing VISION ZERO, the outcomes for the
three aspects can also be combined into averages of all three SHW proactive leading
indicators. Again, this can be plotted for each Golden Rule (see figure below).
I S SA V i s i o n Ze r o
Proactive le ading indicators
Safety, Health and Wellbeing
Rule No. 1
Leadership commitment
100
Rule No. 7
Investing in people
motivating by participation
80
60
40
20
Rule No. 2
Identify hazards
control risks
Rule No. 6
Improve qualifications
develop competence
0
Rule No. 3
Define targets
develop programmes
Rule No. 4
Ensure a safe and
healthy system
be well organized
Rule No. 5
Ensure SHW in machines,
equipment and workplaces
Achieving
Advancing
Progressing
Learning
Starting
81-100%
61-80%
41-60%
21-40%
0-20%
Proactive Leading Indicators
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The VISION ZERO Proactive Leading Indicators Guide was prepared by
a development team in consultation with a wide range of organizations
and experts from around the world, the members of the ISSA Steering
Committee, and ISSA’s Special Commission on Prevention.
While great care has been taken in the preparation and reproduction of
the data published herein, the ISSA declines liability for any inaccuracy,
omission or other error in the data, and, in general, for any financial
or other loss or damage in any way resulting from the use of this
publication.
This publication is made available under a Creative Commons
Attribution-NonCommercial-NoDerivs 4.0 Unported License (CC BY-NC-
ND 4.0).
Version 1.0 published in 2020.
ISBN 978-92-843-2212-1
© International Social Security Association, 2020