ABSTRACT
Looked at from another perspective, there are also sound wider risk management reasons for capturing and evaluating this type of data. Much of the “raw” data will be known first hand or anecdotally to sections of the workforce, although not
In this chapter: Recording accident data 10.1 Reviews of accident investigations 10.4 Measuring health and safety performance 10.6 Benchmarking 10.14 Measuring performance: the bigger picture 10.17 Setting targets 10.18 Annual reporting 10.19 The costs of accidents 10.22 Checklist for monitoring accident data 10.26
From this there emerges a “collective sense” (intangible but nevertheless measurable e.g. by staff surveys) within organisations of how much importance is expected to be attached to safety, and the commitment and attitude of senior management. Organisations which fail to meet legitimate expectations among employees that management maintains a keen awareness of accidents leave themselves open to an eroding safety culture, poor industrial relations, enforcement interventions by regulators and potentially serious reputational or commercial losses.
