Near Miss Reporting
‘A near miss is an event or situation that could have resulted in injury, damage or loss but did not do so due to chance, corrective action and/or timely intervention’.
Why Near Miss Reporting Matters
Community supports near miss reporting schemes as a good way to identify hazards and improve general workplace safety.
Employers need to have information about near misses because this enables them to be pro-active in improving health and Safety rather than merely reactive. Information about near misses can also be a good arguing point for Health and Safety reps if management try to avoid the issue.
The pyramid below, from the HSE, demonstrates the number of ‘hidden’ incidents for each serious injury. Tackling the base of the pyramid means injuries and property damage become less likely.
How to Develop A Near Miss Reporting Scheme
Developing specific processes for workers to report incidents, near misses and risks – or to feed back more general health and safety suggestions and concerns – is a very effective way of encouraging participation. Such schemes highlight management commitment to the workforce and give a simple, structured way for all staff to make suggestions.
To start the process you should
- Get the support of senior management; and
- Involve your colleagues in setting up the system
Key issues to consider are:
- Having a ‘no blame policy’ – publicise it, stick to it
- Educating employees on what constitutes a near miss (some companies distinguish between unsafe acts and unsafe conditions) (Toolbox talks, videos and posters around the plant)
- Making sure employees understand why they matter (put examples of what as been done as a result of a near miss report on the notice board)
- Providing simple, easily available forms for reporting near misses
- Setting up convenient ways of submitting the forms
- Allowing employees to report anonymously if they wish
- Providing incentives (this team reported more than that team)
- Establishing a system for recording and prioritising reports (add a point for each week they remain unresolved so even little things climb the priorities list)
- Giving feedback to the board concerning the level of reporting and the clear-up rate; this should be established as a KPI. Variation in the KPI should be monitored and investigated (is it because there are fewer reports?)
- Giving feedback to employees on this KPI (monthly on the notice board)
- Establishing good communication with employees concerning reports and progress towards solving them – even if this means reporting back that they cannot be solved and why