Leading health & safety
on Britain’s railway
A strategy for working together
Presented by
Why the need for an industry health & safety strategy
• Record number of passengers and freight
customers use the railway and levels are set
to rise
• Increasing number of major investment
programmes are being implemented
• Rail companies have done a lot individually
to understand and act on any risks
• To further improve health and safety
performance leaders of the rail industry are
now committed to working together better.
• A strategy will provide a framework for
focusing activity ,and supporting industry in
understanding and delivering the changes
that are needed.
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Structure of the strategy
3
A Focus for leadership
Foreward
Rail industry leaders have endorsed the strategy and committed to:
 Understand, endorse , champion and communicate the strategy
 Recognise and support in-company health and safety management systems
 Review and adjust company health and safety plans
 Help establish cross-industry arrangements to facilitate delivery
 Empower their teams to engage with and support cross-industry
arrangements to address risk and improvement opportunities.
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What the strategy will not be
Foreward
Leaders agreed that this strategy will not be:
• An all-encompassing risk reduction strategy or plan.
• Written to replace individual safety management system holders’
responsibilities for their own risk management or change their scope of
undertaking – legal or otherwise.
• Written to cover all on-going health and safety activity in the rail industry.
• A set of targets.
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ORR Endorsement
Foreward
Ian Prosser, HM Chief Inspector of Railways is personally, and on
behalf of the ORR, delighted to endorse this first rail industry
health and safety strategy.
‘This strategy signifies a substantial component of the rail
industry’s vision to improve health and safety, which will, in turn,
contribute to improved efficiency and performance of Britain’s
railways. The collaborative efforts of rail industry leaders and
experts is highly commendable, and demonstrates the importance
they place in this strategy. It now needs continued leadership and
commitment to use this strategy to guide and shape industry
groups, and organisations’ delivery plans. I, and the ORR, look
forward to seeing the progress and improvements it brings.’
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The purpose of the strategy
1.
To provide a focus for leadership in
key areas where collaboration will
deliver health and safety
performance benefit
2.
To be a reference point for how
health and safety is managed on the
railway
3.
To identify collaborative strategies
where cross industry action will
deliver improved management of
health and safety risk
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Introduction
Telling the health and safety story
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Section 1
Taking safe decisions risk modelling framework
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Section 1
We developed definitions of requirements to cooperate
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Section 1
Our framework for cooperation - national level
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Section 1
Our framework for cooperation - sector level
12
Section 1
Our framework for cooperation - regional
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Section 1
A culture of reporting and sharing
Section 1
• Industry has established robust reporting of safety incidents and accidents.
• Many mechanisms for reporting are mandatory, including the use of the rail
industry’s SMIS system, the non rail specific RIDDOR, and National Incident
Reporting for rolling stock.
• This information allows Britain’s railway to benchmark its performance.
• The rail industry recognises that it is far less advanced in its monitoring and
reporting of certain aspects of risk, for example road risk, fatigue, and health
and wellbeing – which is to be addressed through the 12 risk priorities in this
strategy.
• Sharing information and learning is an important characteristic of the rail
industry. A number of communication channels have been established to
facilitate this, such as Right Track RED and Opsweb.
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Benchmarking with other land transport modes
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Section 1
How our performance compares to others
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Section 1
12 priority areas
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
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Workforce health and wellbeing
Public behaviour
Station operations
Road risk
Level crossings
Fatigue
Workforce safety
Infrastructure asset integrity
Workforce assaults and trauma
Train operations
Freight
Rolling stock asset integrity
Section 2
4
1
Road risk
Workforce health and wellbeing
3
11 Freight
6
2
5
Fatigue
Public behaviour
Level crossings
Workforce assaults and trauma
12 Rolling stock asset integrity
10 Train operations
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Infrastructure asset integrity
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Workforce safety
Station operations
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12 priority areas
1
Workforce health and wellbeing
7
Workforce safety
2
Public behaviour
8
Infrastructure asset integrity
3
Station operations
9
Workforce assaults and trauma
4
Road risk
10
Train operations
5
Level crossings
11
Freight
6
Fatigue
12
Rolling stock asset integrity
Detailed plans developed for each priority areas
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Section 5
• Vision
• Case for collaboration
• What we do now
• What we can do
better
• Where to find more
info
Areas of influence over the safety risk profile
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Section 2
Health and safety risks
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Section 2
Health and safety risk gaps
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Section 2
Areas we already have identified as improvement areas
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Section 2
9 management capability priority areas
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Section 3
Assessing the impact
Section 4
 RSSB board is accountable for governance - System Safety Risk Group ToR
to be amended to align activities within industry.
 Monitoring progress will take place against: 3 stated purposes; Leadership
commitments; 12 risk priority areas; 9 capability areas
– RSSB board will receive updates from duty holders, SSRG , national, sector and
regional groups.
 Twice-yearly Industry Health and Safety Meetings will engage leaders and
review progress on the different.
 Responsibility for working together to deliver this strategy lies with the
duty holders, RSSB, and other relevant organisations.
 This strategy recognises that delivery of some of its components will be
through other cross-industry strategies and groups e.g. Rail Technical
Strategy and Rail Supplier Group
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Thank you
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Communication Exercise – suggested activity with staff
1.
Outline your company improvement activities that align to the strategy
2.
Use the table to talk through the current known industry leads for each
of the 12 risk priority areas. Ask your staff to determine where they fit
in to this (fill in the 3rd column)
3.
Show staff that you are expecting different levels of
awareness/understanding in your organisation
4.
Ask staff to discuss where their role might fit in/what they might need
to do to work towards the strategy etc.
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Areas we had already identified as improvement areas
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How you connect into the strategy…
12 priority areas
Lead
1 Workforce health and
wellbeing
Health Policy Group
2 Public behaviour
Suicide Reduction Group
Trespass Risk Group
3 Station operations
People on Trains and at Stations
Group
4 Road Risk
Road Risk Group
5 Level crossings
Level Crossing Risk Group
6 Fatigue
System Safety Risk Group
Train Operations Risk Group
7 Workforce safety
Infrastructure Safety Liaison Group
8 Infrastructure asset
integrity
Technical Strategy Leadership Group
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How you connect into the strategy…
9
12 priority areas
Lead
Workforce assaults and
trauma
People on Trains and at Stations
Group
10 Train operations
Train Operations Risk Group
11 Freight
National Freight Safety Group
12 Rolling stock asset
integrity
No central group yet identified
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Internal audiences - where do you fit in?
BUILD
AWARENESS
All employees need to:
• be aware of this strategy and understand its objectives
• have a broad understanding of which industry/company activities support it
• feel comfortable enough promoting the strategy to stakeholders
• tell the company leads if their projects directly tie in to the strategy
KEEP
INFORMED
Employees whose work directly tie in to the strategy need to:
• be aware of the ins and outs of the strategy
• deliver their projects in alignment with the strategy
• ensure engagement with members and stakeholders links to the strategy
• understand how their project links to strategy when talking to stakeholders
KEY PLAYERS
The senior leadership team needs to:
• understand any potential impact on projects internally and externally
• explain purpose of strategy to staff and how their line of work impacts on it
• be pro-active and opportunist in advocating the strategy
KEEP
SATISFIED
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Strategy sponsor / owner needs to:
• brief the strategy internally and support employees where necessary
• understand the risks of not communicating the strategy effectively
Flipchart exercise
Now that you have a greater
understanding of what the strategy is
about…
please write down your name if you
originally omitted to write it down
against one of the 12 priorities
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