The world of rail safety will arrive in Loughborough on March 14 as the 2013 Rail Safety Summit gets underway.
What is the role of leaders throughout an organisation in creating the right safety culture?
TfL contributed to the most amazing Olympic and Paralympic Games ever. Jill Collis and Ian Gaskin would like to show you what Safety Leadership looks like across TfL and invite you to comment on TfL’s approach and also to share what safety leadership looks like in your organisation.
CIRAS is going through a period of change and reassessing itself after 18 years of operation. It is rightly proud that in those 18 years there have not been any breaches of confidentiality.
However it recognises that the rail industry has changed and continues to do so. For CIRAS to continue to serve its subscribers well, it needs to re-engage and emphasise what its true purpose is.
This presentation explores the opportunities that exist to help subscribing organisations improve their internal reporting systems as well as introduce collaborative learning across an ever growing rail community.
This presentation gives an overview of the Industry Safety Liaison Group, a truly collaborative group with representation from the larger contracting companies, infrastructure managers and the RSSB.
Richard will talk about the group aims which include, identifying risks, finding solutions, sharing best practice among the industry, and to do this by working together and sharing information with both our peers and supply chains’.
Including a look at the work that has been done to help improve the health and safety for the industry previously and what ISLG are aiming to do over the next 12 months.
As a real example of industry collaboration, Allan was seconded into the Network Rail’s Safety and Sustainable Development team in 2012 to develop a long term safety strategy. That strategy is now endorsed by the Board, strongly supported by the Regulator and becoming embedded in business plans. In the past, Network Rail has been criticised for being slow to identify weak areas, reacting to adverse events and issues identified by the regulator or accident investigation body.
The new Strategy for Safety and Wellbeing establishes a series of principles and measures to significantly improve our safety performance, and to more clearly lead safety management in our business and with industry partners. It demonstrates our ambition to radically change our safety performance, recognising that this cannot all happen within the short horizon of one control period. The strategy reinforces that safety is at the core of everything we do, enabling the company to deliver business improvement through more mature safety management.
With strands addressing risks to passengers, public and the workforce, the strategy sets the path towards the company’s vision of everyone going home safe, every day.
As part of our Safety and Wellbeing Strategy 2012-2024, Network Rail has identified outcome objectives of eliminating all fatalities, major injuries and repeat incidents. This has been developed into strategic themes focused on improving the safety of the workforce, including:
- The development and implementation of the Safety Leadership & Culture Change programme, including the Life Saving Rules to: embed a culture that encourages open and honest reporting;
- The rationalisation of company standards to create clear executive rules and systems of work that are pragmatic and risk-based;
- Improve our competence arrangements to reduce bureaucratic barriers and focus on creating a more broadly skilled workforce with the competence and skills to work safely.
The Workforce Safety 10 Point Plan is designed to align these core work-streams into one focused plan, to deliver immediate and measurable improvements in workforce safety performance.
The Workforce Safety 10 Point Plan is ambitious, for example looking to deliver a 50% reduction in repeat accidents within the next 12 months. With each of the ten points being sponsored by an Executive Board Member, Network Rail is looking to achieve a step change in performance.
Looking at Network Rail’s introduction of 11 simple rules that were developed to address the key risks to life in the industry.
Simon will outline the role of the Rail Accident Investigation Branch and then seek to answer three questions:
- Why investigate railway accidents?
- What does a good investigation look like?
- What recurrent factors have been identified in RAIB investigations?
The presentation will include reference to some recent RAIB investigations and areas of recommendation. It will conclude by highlighting some important areas of safety improvement now being addressed by the railway industry and some themes of particular concern to the RAIB.
Introduction to the Incident Factor Classification System
This is a joint RSSB and Network Rail initiative to better understand and classify the human factors related causal factors within RAIB reports and Formal Investigations to enable improved human factors understanding, cross-industry learning and future accident investigations.
Risk from road vehicle driving
This is an RSSB led initiative looking at the high level of risk from road vehicle driving that affects most rail companies. In collaboration with the industry this initiative seeks to develop reliable arrangements for reporting and analysing road traffic accident events and provide a resource centre on road driving risk to help rail managers to understand and share good practice and continually raise awareness.
Complacency on the job has the potential to seriously injure and kill staff.
It’s as dangerous as any other workplace hazard such as machines, chemicals but is harder to spot.
Complacency happens when staff perform the duties on regular basis but without thinking about or recognising the risks that they are exposed to.
Complacency is nothing to new to railways and doesn’t discriminate who it it chooses to buddy up with; young, old, experienced or inexperienced. “It’ll never happen to me” may still be in some railway workers minds – complacency has no place on the railways and we must work together to identify and banish it.
Darren explains the Crossrail project and how it is the largest civil engineering programme in Europe that, by 2018 will be an operational railway.
Darren explains how Crossrail have implemented a project-wide Target Zero strategy, which aims to steer all contractors in the same direction to improve safety. This is being done against a background of multiple contractors who have their own initiatives, and across multiple sites working in a wide variety of disciplines.
Darren will explain how Crossrail have introduced Golden Rules as a consistent set of requirements across all sites, and how they have introduced the Gateway Programme which recognises contractors who demonstrate a positive approach to improving safety.
As the nature of the work changes, the safety focuses will change, so the safety management systems which are in place are having to evolve to reflect the work being carried out. The initiatives that are have in place have shown a demonstrable improvement in the way that Crossrail analyse safety performance of the project and how they are able to identify areas to focus on.
We all want to learn from experiences and improve our safety record so that employees and their families know that when they go to work, at the end of the day they will come home safely. Hitachi takes safety very seriously and we fully embrace those principles in what we do. There can be no excuses for any short cuts or cost cutting exercises that compromise safety.
This presentation looks at how Hitachi Rail Europe has developed safety strategies, working in an open and collaborative way, ensuring integration into previous, current and future projects.
For more information visit the official Rail Safety Summit website
