Development of top key performance indicators for enhancing hse commitment in selected companies / Torabi Mohammad Saeed
Enhancing awareness regarding health, safety, and environmental (HSE) matters would alone not enforce managers to follow HSE requirements in practice. The HSE culture in business is constructed based on the outcomes of practices in the short term. In fact, managing HSE performances in the short t...
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Format: | Thesis |
Published: |
2016
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Online Access: | http://studentsrepo.um.edu.my/6457/4/torabi.pdf http://studentsrepo.um.edu.my/6457/ |
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Summary: | Enhancing awareness regarding health, safety, and environmental (HSE) matters
would alone not enforce managers to follow HSE requirements in practice. The HSE
culture in business is constructed based on the outcomes of practices in the short term.
In fact, managing HSE performances in the short term would shape HSE culture in the
long term.
A proper safety performance indicator is a basic management tool for manager
decisions. Managers need the right information at the right time, which means they
require reliable, relevant, sufficient, and effective data. Time is a hidden layer, extended
in line with all business activities, decision making and performance assessment. This
HSE performance measurement network should be developed among all managers in
both static and dynamic concepts. No matter what kind of HSE management system is
being implemented in a company, network communication in static concept requires
each manager to have the right indicators for oneself at the right time. In a dynamic
concept, this network should have the right Key Performance Indicator (KPI) to compile
operational indicators into strategic drivers. On the other hand, the time period for data
collection in a static concept should be adjusted within one timeline without overlapping
or missing data. Blue time (BT) is the adjusted time (period of reporting) over a timeline
that was developed by the author.
This research was conducted on an industrial scale, by interviewing 108 managers
from different organizational levels. The managers were all from Iran and Malaysian
companies. Managers were asked to select 5 of 45 HSE indicators presented to them, PI
while they shared the favored time for performance data gathering and HSE data
reporting. The following three objectives were explored: 1) empirical investigating the
top five HSE performance indicators, 2) developing BT after time investigation for
performance reporting, and 3) investigating the top HSE KPIs. Three complementary
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studies were carried out to address two specifications of HSE communication in the
network and to clarify the social benefit of the explored top HSE KPIs.
For the dynamic concept, total hazard potential (THP) was found as the top HSE
KPI, which was a risk based indicator. THP is calculated based on the safety barriers,
unsafe act (UA) and unsafe conditions (UC). Iranian Companies have primarily
developed this KPI. BT is the optimized time period for data collection by each
management level at the dynamic concept.
Contrary to the main objectives, the complementary objectives highlighted that there
were significant differences among managers with different point of views. Other
complementary studies, through statistical tests, clarified that a manager could not
repackage the collected performance HSE reports (input data) and send these out
directly. As there are no previous exploratory study on this them, the methodology of
this research was exploratory with spiral approaches. This means that, after collecting
data at each stage, the next stage proceeded by applying new filtering controls. The HSE
communication network for the dynamic concept was constructed based on primary
data in the statistical concept. Finally, the impacts of the findings were studied. |
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