Safety planning

performance
and
reporting
An overview of the safety planning and
performance reporting process under the
OneRMS safety management system (OneRMS
SMS).

RMS 17.072 Version 2   3 0 April 2 0 1 8   Objective reference:

A10870743
Conten
ts
Introduction
3
Purpose
Roles and responsibilities
10
Definitions
4
Scope and context 10
4 References
System requirements 12
4
Appendices
Safety planning and performance
reportin g 12 A. OneRMS SMS requirements
5 12 B. Injury classification guideline for
1. Safety planning and MTI
FAI
5 2. Safety objectives and targets 13
Doc ument c on tro l
6 3. Performance indicators 14
Change history
7 3.1 Positive performance 14
indicators 7 3.2 Outcome Feedback
14
indicators
4. Risk 8
information systems,
collection
and analysis
8 5. Safety performance reporting
8

While the information provided by Roads and Maritime Services (Roads and Maritime)
has been
with compiled
all due care, Roads and Maritime does not warrant or represent that the information
is free from errors or omissions, is up to date or that it is exhaustive. Roads and Maritime
does n ot warrant or accept any liability in relation t o the quality, operability or accuracy
of the information. Roads and Maritime disclaims, to the extent permitted by law, all
warranties, representations or endorsements, express or implied, with regard t o the
information. Users of the information will be responsible for making their own
assessment of the information, and Roads and Maritime accepts no liability for any
decisions made or actions taken in reliance upon any of the information. Any such
decision or action is made or undertaken at the risk of the user of the information. Users
wishing to rely on the information should seek their own expert advice.

Safety planning and performance

reporting | 2
Introducti
on
Safety planning involves setting objectives and
targets to implement the Roads and Maritime
Services (Roads and Maritime) WHS policy
statement and WHS Strategy 2015–19 (WHS
Strategy). Safety performance reporting measures
the extent to which objectives and targets are
achieved. Together, they drive continuous
improvement.
Safety planning and performan ce re p o rt i n g enables Roads and
Maritime to: • Identify trends and take corrective action where
needed
• Assess the effectiveness of risk controls
• Prioritise the investment of resources
• Demonstrate informed decision making.

Safety planning and performance reporting form a continuous cycle

(see Figure 1):

SAFET
PLANNIN
Y ESTABLISHIN
IGNFORME G AND
DBY REVIEWIN
(e.g. FACT
Agency G SAFET
Risk
Safety OBJECTIVE
Y
Register) S

REPORTIN DETERMININ
G AND
GAGAINS
PERFORMANC REVIEWIN
T
E INDICATOR G SAFET
TARGET
Y
S
S
DEVELOPIN
G AND
REVIEWIN
PERFORMANC
G
E INDICATOR
S

Figure 1: Continuous cycle of safety planning and

performance reporting

Safety planning and performance

reporting | 3
Purpos
e
This framework explains how Roads and Maritime workers carry out
safety planning and performance reporting.

Scope and
context
This document applies to all safety planning and performance reporting
activities carried out in Roads and Maritime.

System
requirements
Requirements under this framework can be found in Appendix A. For all
system requirements see the OneRMS SMS manual .

Safety planning and performance

reporting | 4
Safety planning
performance
and
reporting
1. Safety
planning
Safety planning is part of broader planning processes designed to
realise our strategic directions and achieve government priorities.

Safety defines every activity carried out by Roads and Maritime. This means
safety planning is integrated into business planning at all levels of the
agency (Figure 2).

NSW
2021

TfNSW Transport
Corporate Master
Plan Plan

ES
STATEDIRECTIONANDPOLICI
NATIONAL DIRECTION AND

TfNSW and TfNSW and

RMS RMS
Statement Statement
of o f Intent
Expectation

RMS RMS RMS

Corporat Corporat Strategi
e
POLICIES

e Delivery c
Strategy Plan plans

Divisional Delivery
Plans

Individual and project

plans

Figure 2: Generic suite of integrated plans in Roads and Maritime

Safety is embedded throughout these
plans
Source: Roads and Maritime Planning and
Performance Branch.

Safety planning and performance

reporting | 5
The Executive (Chief Executive and executive directors) are accountable for
establishing, implementing and reviewing a program for safety planning and
performance reporting as part of the corporate planning and reporting cycle.
Safety planning must:

• Reflect the scope of operations carried o ut by the agency and the

risks associated with those operations as documented in agency risk
registers

• Be consistent with the WHS policy statement , WHS Strategy and the
OneRMS SMS • Reflect our values and key behaviours
• Focus on driving continuous safety improvement
• Comply with legislative, regulatory, accreditation and any other
requirements
• Reflect specific safety performance requirements of divisions and
branches
• Inform performance requirements in individual and project plans
• Be communicated and publicised at all levels of the agency.

2. Safety objectives and

targets
The Executive must establish safety objectives and targets identified as
a result of safety planning. Each safety objective must:

• Be aligned to the identified safety risks of each division and branch

as documented in risk registers

• Define w ho is accountable and resources required for achieving the

objectives
• Conform to SMART principles relating to objective-setting ie
specific, measurable, attainable, relevant and time-bound. (Source:
NSW State Statistical Council and cited in Transport for NSW
Performance Measurement Framework ).
Targets are a desired quantitative level of performance required to achieve a
safety objective. Targets must be challenging in order to drive continuous
safety performance.

Safety planning and performance

reporting | 6
3. Performance
indicators
Performance indicators measure progress towards meeting targets and
indicate the level of achievement in realising safety objectives. They
must conform to SMART principles. We use b oth positive performance
and outcome indicators to provide a comprehensive assessment of safety
performance.

The process f or s etting performan c e in dicators must:

• Take into account industry trends and best practice
• Align to areas requiring monitoring and improvement
• Be validated as being appropriate to the risks they seek to address
• Be reviewed so they remain relevant
• Represent the strategic intent of safety performance
planning and wider business planning

• Be applicable to and represent a consistent approach for all

parts of the business.

3.1 Positive performance

indicators
Positive performance indicators focus on prevention and control (Table 1).
They enable us to measure the activities we have carried out to achieve a
positive impact on WHS performance. Positive performance indicators may
include:

Table 1: Positive performance

indicators
Focus Performance indicator

WHS • Number of WHS training courses delivered

capability
• Number of certificates of competency issued

• Percentage attendance by members of WHS

WHS committees
committees
• Number of committee members trained

Risk • Number of bow-ties analyses completed

assessments
• Percentage of risk owners/control owners assigned

Executive • Number of executive site visits

commitment

Hazard • Number of hazards reported

reporting
• Ratio of hazards reported to all hazards and

Near miss occurrences reported • Number of near misses reported

reporting
• Ratio of near misses reported to injuries recorded

Hazard and • The average number of hazards and occurrences

occurrence reported each month calculated on a financial year-
reporting to-date (FYTD) basis. Encouraging reporting of all
hazards and occurrences provides increased clarity
of risks and the effectiveness of controls.

Safety planning and performance

reporting | 7
3.2 Outcome
indicators
Outcome indicators focus on events that have occurred (Table 2). They
reflect the results of past actions. There is generally a time lag between
action taken to improve performance and any change in actual performance.
Outcome indicators include:
Table 2: Outcome
indicators
Focus Performance indicator

Lost time • Lost time injury frequency rate (LTIFR) – the number
injuries of lost time injuries per million hours worked in a
given period.

Medical • Medical treatment injury frequency rate (MTIFR) – the

treatment number of medical treatment injuries per million
injuries hours worked in a given period.

• Total recordable injury frequency rate (TRIFR) – the

Total combined number of fatal, lost time or medical
recordable treatment injuries per million hours worked in a given
injuries period.

4. Risk information systems,

and
collection
analysis
Effective reporting requires reliable risk information systems, collection and
analysis. We use the following systems and methods to collect data:

• Occurrence data collected thro ugh the RMS safety risk information
management system
• Daily triage meetings where Work Health and Safety (WHS)
Branch members review occurrence records, co nd uc t risk
assessments and determine if investigations are needed in
consultation with the business

• Safety assurance activities including, b u t n o t limited to,

inspections and audits • Survey questionnaires and interviews with
workers
• Observations of work practices and behaviour collected
through the current GreenSAFE Engagement database.
Roads and Maritime data is analysed and compared with industry partner data
where applicable to provide a comparison with industry WHS performance.

5. Safety performance
reporting
WHS Branch produces reports on safety performance for the Executive.
Frequency of reporting balances the time needed to identify actionable trends
with the need for early intervention. Safety performance reporting supports
safety planning by:

• Informing d ut y holders on the effectiveness of risk

controls
• Enabling evidence-based decision making by all levels of
management • Prioritising investment of resources into
safety programs and research.

Safety planning and performance

reporting | 8
Safety reports are distributed to the Executive, divisions and branches to
provide oversight of safety performance and the opportunity for proactive
safety management. WHS Branch works with business areas to ensure
reporting of safety performance:

• Aligns with, and adds value to, safety planning

• Enables benchmarking using appropriate performance
indicators used throughou t industry

• Recognises and keeps pace with emerging industry

practice

The schedule in Table 3 shows some of the safety reports produced by

WHS Branch. Table 3. Schedule of safety reports

Report name Recipients Frequency Purpose

of report
Safety Executi Monthly Enables executive
performance
repor ve
directors oversight of safety performance
t and
directo based on data from the
rs previous month
Safety Chie Monthly Enables executive
performance
report for fE xecuti oversight of WHS performance based
the
Executi ve
and on data from the
ve executive
directo previous quarter
rs
WHS KPI dashboard Monthly Provides a
Executive directors quantitative overview of safety
and
directo performance
rs
Safety Committ Quarterly Provides an executive
performance for ee
member summary of WHS performance
the Audit and Risk s based on data from the
Committee previous quarter as part
of an overall WHS status
update
WHS Extern Annually Provides a
performance
section in the al
partie summary of performance over
Annual
Repor s the full
financial
t year
Ad hoc reports Various Varies Provides data
and analysis of a critical trend,
enabling a p rompt
response
action and remedial
where
required

Safety planning and performance

reporting | 9
Roles and
responsibilities
ROLE RESPONSIBILITIES

Chief • Oversee the establishment, implementation and

Executive review of a progra m for safety planning and
performance reporting.
Executive
directors • Establish, implement and review a program for safety
planning and performance reporting
• Lead safety planning in their Division.
Directors
• Implement safety planning and performance
reporting in their branch.
WHS
Branch • Produce and distribute safety reports
• Work with business areas to ensure reporting
of safety performance:
– Aligns with, and adds value to, safety
planning
– Enables benchmarking of performance using
appropriate performance indicators used
throughout industry
– Recognises and keeps pace with emerging
industry practice.

Definitio
ns
Term Definition

Agency risk Refers to both the Roads and Maritime risk register
registers and other risk registers such as divisional risk
registers.

Fatality A work-related injury or illness that results directly

or indirectly in the death of a worker. (source:
TfNSW)
First aid injury
(FAI) A work-related injury or illness where treatment
required did not exceed that which is able to be
performed by a trained first aider. This includes
injuries that resulted in validation by a medical
practitioner that first aid was adequate. (source:
TfNSW)

Refer to Appendix B: Injury classification

guideline for FAI and MTI. Continued on following
page

Safety planning and performance

r e p o r t i n g   |   10
Term
Definition
Lost time injury (LTI) A work-related injury or illness resulting in a
worker being unable to work for one or more full scheduled
shifts at some stage following the injury or illness
(i.e. not limited to the day immediately following
the injury or illness). Fatalities are included in this
measure.
Lost time The number of lost time injuries per million hours
injury
frequency rate worked in a given period.
(LTIFR)
Medical treatment A work-related injury or illness, other than a lost
injury
(MTI time injury, that results in treatment (beyond that of
) first aid) by, or under the order of, a qualified
medical practitioner. (source: OFSC)
Refer to Appendix B: Injury classification guideline
for FAI and MTI.

Medical treatment The number of medical treatment injuries per

injury
frequency rate million hours worked in a given period.
(MTIFR)
Objective A goal designed to achieve a
strategy.
Performance A quantifiable measurement that indicates and
indicator/
key tracks the level of achievement related to a target.
performance
indicator
(KPI)
Restricted work A work-related injury or illness, other than a lost
injury
(RWI) time injury, that results in a worker being issued a
certificate by a qualified medical practitioner or
specialist deeming the worker partially unfit for
duty, reduced hours or fit for duties other than
those normally undertaken in their pre-injury duties
role. (source: TfNSW)
Note: a work injury that results in lost time is not
included as a restricted work injury however an
injury that results in medical treatment may also be
included as a restricted work injury in the event that
work restrictions are required following the medical
treatment.
Safety Refers to work health and
safety.
Target A target is a desired level of
performance.
Total recordable The combined number of fatal, lost time and medical
injuries
(TRI) treatment injuries.

Total recordable The combined number of fatal, lost time and medical
injury
frequency rate treatment injuries per million hours worked in a
(TRIFR) given period.

Safety planning and performance

reporting  |   11
Referenc
es
Transport
references
Doc no

– Transport for NSW Performance Measurement

Framework

Appendic
es
A. OneRMS SMS
requirements Safety planning

SPP1 Incorporate Roads and Maritime’s Executive sets safety

and performance reporting
safety objectives
and targets to implement the WHS policy
planning into statement
and WHS Strategy to drive safety
the improvement at all
functional
business levels.
SPP2 planning
Establish Roads and Maritime establishes a process to
and cycle ensure performance
safety that
maintain reporting:
• Is aligned with, and adds value to, safety
safety
planning
• Enables benchmarking of
performance
reporting performance
• Recognises and keeps pace with industry
practice
• Is of a frequency that balances the time
needed
to identify actionable trends with the need
for early intervention.

SPP3 Set key Roads and

performance Maritime:
• Sets SMART (specific, measurable,
indicators (KPIs)
and time-bound)
attainable, relevantKPIs to measure progress
towards
meeting targets and realising safety
objectives
• Uses both positive performance and
outcome
indicators to provide a holistic assessment
of safety performance.

SPP4 Integrate Roads and Maritime communicates and

safety publicises its
safety planning and performance reporting
planning and program
to inform divisional, branch, team and
WHS individual
performanc
performance e.
outcomes into
the
planning cycle

Safety planning and performance

r e p o r t i n g   |   12
B. Injury classification guideline for FAI
and
This MTI
injury classification guideline should be read in conjunction with the
definitions of a first aid injury (FAI) and a medical treatment injury (MTI).
First aid injury (FAI)
injury (MTI)
Physical examination, if no
condition is identified or
medical treatment is not
administered.
Therapeutic (physiotherapy or
chiropractic) treatment referred by
a medical practitioner up to tw o
visits for the same injury.
Use of non-prescription medicines or
one time dose of prescribed
medication for minor injury or
discomfort.
Application of bandages (including
elastic bandages) during a first
visit to medical practitioner.
Administration of tetanus shots or boosters.
(more than one dose
Application of antiseptics during a
first visit to medical practitioner.
Removal of foreign bodies from a
wound using tweezers or other
simple first aid technique.
Irrigation of eye injuries and
removal of non-embedded
objects.
Treatment of minor burns requiring
only one treatment.
Soaking, application of hot-cold
compresses, and use of elastic
bandage on sprains immediately
after injury (initial treatment only).
Diagnostic procedures such as x-rays,
laboratory analysis or dye, unless they
lead to further treatment.
Observations of injury during visits to
medical practitioners, including
hospitalisation (for less than 48
hours) for observation when
no treatment is required; for
example blow to the head or
abdomen, exposure to toxic
substances, snake
Application of bite, or
ointments forelectric
shock.
abrasions to prevent drying or
cracking.
Medical treatment
Surgical intervention including
surgical
debridement.
Therapeutic (physiotherapy or
chiropractic) treatment referred by
a medical practitioner, more than
tw o visits for the same injury.
Use of prescription medicines
(except a single
dose/prescription on first visit
for minor injury or discomfort).
One or more stitches or sutures
(including glue or butterfly adhesive
dressing in lieu of sutures).
Treatment of infection
of treatment).
Application of antiseptic during
a
subsequent visit to medical
practitioner.
Removal of foreign objects that is
beyond
that of a first aider (such as local
anaesthetic required or scalpel used).
Treatment of deep tissue and large
scale
burns or burn injuries requiring
more than
one treatment.
Use of hot or cold soaking therapy
or heat therapy during subsequent
visit to medical practitioner.
Treatment for fractures, broken
bones and/or broken or lost teeth.
Admission to hospital or equivalent
medical facility for treatment or
under observation
for 48 hours or more.
Any work injury or illness that
results in a
loss of consciousness.
Oxygen administered unless given
purely as
a precautionary measure.
Treatment (diagnosis and
evaluation) by a
Psychiatrist for mental illness or
stress as a
result of a workplace occurrence.
Safety planning and performance
reporting  |   13
Document
control
Owner Director, Safety

File name safety-planning-performance-reporting-framework.pdf

Online Home ( www.rms.nsw.gov.au ) Ò Safety Ò Work Health &

location Safety Ò OneRMS safety management system Ò OneRMS
SMS manual, frameworks and requirements

A10870743
Objective ID
RMS 17.072
Publication
No. Objective ID: A10508605
Objective label: WHS procedure template
Template

Change
history
Issue Description o f
Date change
2.0
30/04/18 First review, updated definitions table, new

1.0 Appendix B First issue

22/03/17

Feedbac
k
Provide feedback on this document at
onermssms@rms.nsw.gov.au

Safety planning and performance

r e p o r t i n g   |   14