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.

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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.

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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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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

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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