Managing safety in different cultures Bruno Auger Rail Director, Keolis
Mar 26, 2015
Managing safety in different cultures
Bruno AugerRail Director, Keolis
Date 2
Context
Keolis around the world
Present in 13 countries; heavy rail operations in 5.
Development through both tenders and acquisition.
The challenge : Introducing overarching safety culture principles to safeguard against accidents.
Date 4
Some examples of issues to be resolved
Example 1: Benchmarking: “Yes, but it’s different here…”
We have established some KPIs (for example on Signals Passed At Danger)Initial reaction was to attempt to justify the differences and not to propose improvement action plans.Maintaining the same KPIs gives you an opportunity to compare performance against the other franchises.
Example 2: Accountability and the SMS
EBL versus SMS in GermanyEBL (Eisenbahnbetriebsleiter) is the Professional Head of Safety.EBL is recognised by the EBA (Safety Authority) EBL has professional qualification with direct accountability for safety. Concept of individual responsibility versus organisational/collective responsibility – there is an general reluctance in being restrained by one ‘foreign’ policy when another gives direct accountability.
Example 3: Mobile phones - OK or not OK?
Lessons learned from previous accidents
In the US, mobile phones are forbidden in the cab!
In Germany, Blackberries are issued for delay management.
Question: do we need to have a strict rule at group level?
Understanding the context of different cultures
• Sources : internal Keolis survey with Arthur d Little support (interviews, web-surveys)
US: FRA, Checklists, Human FactorsAustralia: Risk Analysis, ALARPGermany: EBL, competencies, training.Sweden : Health & Safety, working with unionsFrance : Health and Safety Committee, rule compliance, GAME principle.
Date 9
Keolis principles
Autonomy and empowerment
Incorporating the local security systems with the subsidiary when managing the interface with the infrastructure. Acknowledging the local cultures. Improves management practice by giving people more responsibility - is a demonstration of trust.
Understanding and being transparent on risk
One criterion for delegation is a good understanding of the risk. The local administration is responsible for managing risks.Importance of a risk-management culture : there are still some gaps to bridge between different cultural approaches.In France for example, Safety Managers generally lay more focus around the understanding of the policy as opposed to risk management analysis .Training opportunities to improve risk management analysis and communication.
Keolis GroupPolicy Framework for Railway Safety
Responsibility Matrix
Rail Safety Policy Statement
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Notes
1. Compliance with EU and national standards I I A R C R I
2. Managing risks to railway safety I C C C A R I I
3. Insurance arrangements I I I I I A/R
4. Managing safety in a rail subsidiary - the local SMS C C C A I R I
5. Managing safety-critical employees I C C C A R R I
6. Rail Safety Performance Review I I A R I I R I
7. Reporting and tracking incidents and accidents I C/I C/I C/I A I R I I I
8. Emergency Plan I C/I C/I C/I A R I I
9. Safety Audit Programme I C/I R R C/I C/I A10. Managing safety-related communication and information R C/I C/I A I R I I In close collaboration with HQ
Corporate Communications
Responsible for taking the action Accountable for ensuring that the action is taken Consulted before the action is taken Informed after the action is taken
RAIL
Management Control
Delegation brings progressively more management controls for work done both internally and externally.Tracking and monitoring performance through KPIsAudit program by Group HQ
Supporting Autonomy
Selection of the Managers
Training
Involving the manager in a network
Communication and information
Date 14
The Keolis Approach
Keolis Safety Organisation
Group HQ contribution: Policy Management
Clearly demonstrate the priority of safety
Safety on the Board agendaThe annual action plan (and annual report)
A common language for safetySome KPIs common to all networks…ReportingFacilitating benchmarking
Exchange of Best Practice Risk as a priority (example : assessment of new behaviours like mobile phone usage)
Managing the Audit ProgrammeIncorporating local experts (external)
Keolis Group Main BoardDe Kuvera Développement
Executive Committee(ComEx)
Group Internal AuditSMS Compliance
Deputy MDSEVP (International)
Country CEO
Rail Subsidiary MD Operations Director
Local Business Director
Safety Co-ordinating Committee
Route / Network
Director OPI
IRSC
Rail Director
Rail DepartmentSAFETY GROUPSMetro / Tramway
Bus
Key:
Subsidiary Audit
Strategic decisions
Corporate support
Operating area
Functional interface
Delegated safety accountability
Professional Heads of Safety
Keolis Group
Safety Management Organisation
The Group Safety Committee
A bi-annual event with all the Heads of Safety.Sharing knowledge on risk management and best practice.Creating trust within the network.Managing the implementation of safety policies.Following up on local action plans.
Line Management
Leadership is key
Leading by example
Reporting
Action plans
Talking about safety during visits.
Conclusion
Safety goals are never achieved
Always “work in progress”
Date 20
Thank you for your attention