Managing safety in different cultures
Bruno Auger
Rail Director, Keolis
Context
Date
2
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.
Some examples of issues to be resolved
Date
4
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 Germany
EBL (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
Factors
Australia: Risk Analysis,
ALARP
Germany: EBL, competencies,
training.
Sweden : Health & Safety,
working with unions
France : Health and Safety
Committee, rule compliance,
GAME principle.
Keolis principles
Date
9
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
Keolis Group
Policy Framework for Railway Safety
RAIL
1. Compliance with EU and national standards
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I
A
2. Managing risks to railway safety
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C
C
3. Insurance arrangements
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Rail Safety Policy Statement
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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
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Responsibility Matrix
SC
C
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.
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C
C
A
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C
C
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5. Managing safety-critical employees
I
C
C
C
6. Rail Safety Performance Review
I
I
A
R
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I
R
7. Reporting and tracking incidents and accidents
I
C/I
C/I
C/I
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I
C/I
C/I
C/I
A
A
I
8. Emergency Plan
9. Safety Audit Programme
I
C/I
R
R
C/I
R
C/I
C/I
A
10. Managing safety-related communication and information
A/R
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A
A
4. Managing safety in a rail subsidiary - the local SMS
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Notes
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In close collaboration with HQ
Corporate Communications
Management Control
Delegation brings
progressively more
management controls for
work done both internally
and externally.
Tracking and monitoring
performance through KPIs
Audit program by Group HQ
Supporting Autonomy
Selection of the
Managers
Training
Involving the manager
in a network
Communication and
information
The Keolis Approach
Date
14
Keolis Safety Organisation
Keolis Safety
Board
Control
Keolis Group
Safety
Committee
Keolis Safety Policy
Cascading best
practice
Operational
Director
SMS
Safety Certificate
Full Empowerment
Group HQ contribution: Policy Management
Clearly demonstrate the priority
of safety
Safety on the Board agenda
The annual action plan (and
annual report)
A common language for safety
Some KPIs common to all
networks…
Reporting
Facilitating benchmarking
Keolis Group
Managing the Audit Programme
Incorporating local experts
(external)
De Kuvera Développement
Safety Co-ordinating Committee
Group Internal Audit
Executive Committee
(ComEx)
SMS Compliance
Exchange of Best Practice
Risk as a priority (example :
assessment of new behaviours
like mobile phone usage)
Keolis Group Main Board
Safety Management Organisation
Director OPI
Rail Director
SAFETY GROUPS
Metro / Tramway
Bus
IRSC
SEVP (International)
Deputy MD
Country CEO
Local Business Director
Rail Subsidiary MD
Operations Director
Route / Network
Rail Department
Professional Heads of Safety
Key:
Strategic decisions
Delegated safety accountability
Corporate support
Functional interface
Operating area
Subsidiary Audit
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”
Thank you for your attention
Date
20