I'd start by asking what are the main things in the warehouse that you are concerned about or want to improve and then construct indicators to measure those.

As above + Possibly something around training ie planned training v actual training. Chris

Reporting on KPI's, Lost day cases, accidents, training needs, any H & S issues improvements, PPE, internal audits etc

Thanks for the link Steve

Would you expect management to have an in-depth knowledge of the myriad HSSE performance measurement information that could be useful to them? I wouldn't. We are the experts in our field, so we should be able to advise what metrics will help them better understand their business. Management can set the tone, but I wouldn't expect them to necessarily explicitly detail which leading and lagging indicators they want to review!

Main problem is the term itself. What IS a 'key' 'performance' indicator exactly? Most of the indicators suggested are either reactive and too random to assist in indicating anything (RIDDOR), or are actually measurements of activity (inputs) not performance (results). For example training. I don't think you can get away from RIDDOR as we all use that, but it tends to only have relevance in larger populations - ie company wide not departmental (unless you have a lot). I would be careful about providing or encouraging a long list from al those suggested, unless the production of these is not going to create a 'monster'. So what would be useful? For example, the % of safety checks (lets keep it broad) carried out in the last . . . by the team leaders of the department. This implies that there is an allocation for which these supervisors are already held accountable. ('percentage of what' being the point.) This may be the opportunity to start something not yet in existence methinks? They could report back to the director individually or collectively at a management meeting. This also gives the director some evidence of their own involvement in safety monitoring and improvement should the HSE come knocking. Whilst still measuring input activity, (their own) it could be turned towards the more proactive objectives of upholding safety standards, improving competency and culture and ownership of, and by, managers. It does require a more qualitative approach - not just the metrics, but what did these checks uncover? What changes have been made or may be indicated? This puts ownership within the department. Your role would be to help get this going, by guiding the setting of clear accountabilities (relating to objectives) and then working with managers to get their checks clarified, coaching them on what to look for or what to ask. See the recent articles by Neil Budworth on measuring performance in SHP.