Welcome
Nikki Holman
Agenda
 Welcome – Nikki Holman
 CIRAS Update – Bobby Wright
 Human Factors and Reporting - Chris Langer
 Guest Speaker – Gary Cooper
 Interactive Workshop: CIRAS Team
 Lunch
 Interactive Workshop - Feedback: CIRAS Team
 Home and Away - Bobby Wright
 Newsletter – Nikki Holman
 Questions - CIRAS Team
 Round-up Exercise – Bobby Wright
Latest news and update
Bobby Wright
CIRAS Review
Business Review:
Findings/Recommendations:
a)
b)
c)
d)
e)
f)
g)
h)
i)
Governance
CIRAS Staffing
Funding and Finance
Measuring Performance
Processes
Business Infrastructure (Including
IT)
Confidentiality Assurance
Stakeholder Management
Marketing
Objectives
• Address the issues identified in the business review and permits the CIRAS unit
to gear up for making step changes in how we operate
• Provide updated technology to solve current database/CRM issues
• Implement new procedures
• To evaluate the benefits from having an independent system accreditation
• Attendance at several more conferences/exhibitions and visits to key
stakeholders to increase awareness of CIRAS as well as attract new subscribers
• Greater focus on stakeholder engagement
• Better and more effective marketing and sets the scene for possible expansion
• Investigate the application of the CIRAS model in other modes of transport
CIRAS Aims
CIRAS aims:
•
Maintain Operational
Independence
•
Service Focussed
•
Improve Knowledge
•
Improve Quality of Service
•
Collaborative
•
Ensure Impartiality
•
Provide Value
Engagement Visits
Southern
Northern Rail
Network Rail Road Show
Network Rail P’way events
TSSA Conference
RMT Conference
Rail Safety Summit
Birmingham University
ORR
ISLG
ATOC
TES
Railtex
First Group
Light Rail Conference
Edinburgh Trams
ScotRail
TES
Colas Rail
Serco
LUL
Tubelines
TSSA
Greater Anglia
South Eastern
Coach & Bus Live
Exhibition
Reports and Human Factors
Chris Langer
Group exercise
1. What does ‘Human Factors’ mean to you?
Define it…
2. How is it related to CIRAS?
Definition
“Human factors refer to environmental, organisational
and job factors, and human and individual
characteristics which influence behaviour at work in a
way which can affect health and safety. A simple way
to view human factors is to think about three aspects:
the job, the individual and the organisation and
how they impact people’s health and safety-related
behaviour.”
(Health and Safety Executive)
CIRAS Beginnings and Human Factors
• Began as a pilot scheme in Scotland in 1996
• Value of confidential reporting long recognised in aviation
• CHIRPS (Confidential Human Factors Reporting System) was
used as a ‘blueprint’ for CIRAS
• Role of human factors had been recognised in the off-shore
industry and the nuclear industry
• Originally envisaged as a method for collecting near-miss data
• Now handles long-standing safety issues, other systems do nearmiss or close call reporting
The Human Factors Advantage in Confidential data
• Improves the completeness of accident and incident data; For
analysing underlying issues and causes
• Helps overcome psychological barriers – freedom to talk
confidentially. ‘Blame free’ setting
• Helps generate suggestions for improvement
• Can provide unique information unobtainable from any other
source
• Philosophy of CIRAS: better to know what is happening at the
‘sharp end’ than to know the individuals involved
1. Creating Human Factors Data
Open area
Blind spot
Hidden
Unknown
2. Creating Human Factors Data
Open area
Hidden
Blind spot
Unknown
Human Factors Issues in Reports (1)
• Illumination of the speedometer and brake gauge dials on Class 314s
• Design acknowledged as obsolete
• New version currently being trialled with roll-out planned
Human Factors Issues in Reports (2)
• 25 metre ‘rule’ in RGS
• Compliance can be
difficult
• Risk assessment
often complicated
• New research aims to
simplify process with
look-up table or risk
tool
Signal ‘too close’ to level crossing?
Human Factors Issues in Reports (3)
Safety procedures and
reporting at a contractor
• Staff discouraged from reporting
near miss
• One near miss a day
• Attempts to report deliberately
frustrated: ‘We’ll get the forms
later…’
• Staff have stopped caring
Holes in Swiss Cheeses and Safety Incidents
Why CIRAS might be the
last line of defence…
Holes in:
•
•
•
•
Rules and safety procedures
Communications
Training and briefing
But what if they are not?
Competency assessment
…should be reported internally.
Any further thoughts?
What do you think about promoting the links between
Human Factors issues and CIRAS?
Would you like to hear more about Human Factors?
Gary Cooper – CIRAS Committee Member
ATOC Director of Operations and Engineering
Profile
•
Leeds University - organometallic chemistry research
•
British Rail – 1984 – Station Supervisor operations roles up to Area Manager
(Brighton)
•
Commercial Director for British Rail – one of the first 1991 - 1996
•
Deputy Managing Director at Network SouthCentral 1994 - 1996
•
Connex – Group Engineering Director, Group Planning Director
•
2002 - Business Director for the cross-industry National Task Force (NTF)
•
Head of Operations at ATOC in 2009
•
Director of Operations and Engineering in May 2012 and retained NTF role
CIRAS Committee made up of….
TOC
2
5
1
Network Rail
1
Freight
1
LUL
Union
2
2
Infrastructure
RSSB
1
2
2
Support RSSB
CIRAS
Independent
Why have confidential reporting?
• Provides a reporting line for all staff should their internal
channels prove unsatisfactory
• Provides subscribing companies with a safety
net……the alternative might be that an incident
materialises
• Analysis from the CIRAS team helps inform subscribers
what their future safety plans might need to consider
• Improve the safety of staff, customers and other users
by learning of risks
The barriers to reporting
• Individuals may feel unable to report concerns
• May lack confidence to speak up
• Peer group pressure – ‘we always do it like this’ or ‘if we did it
the right way it would take to long’
• Possible / perceived or actual management pressure – ‘you
will be sacked if you rock the boat’ or ‘we will lose our
contract’
• Don’t want to stand out – a very human feeling
CIRAS Representatives role
• Important conduit for CIRAS to company experts to
help resolve an issue
• Need to have influence and good communication
and influencing skills to help get a measured
response
• CIRAS is looking to review role of the rep and today
is about you helping us with that
The Committee
• Our role is to provide the governance – making the
managers accountable to subscribers and those who
make contact
• To ensure the scheme is of value to subscribers and
the industry
• To support the CIRAS team to run it efficiently
effectively and help communication to the industry
• To help the industry keep people safe
• Ensure correct relationship with RSSB – keep at arms
length
Conclusions
Confidential reporting :
•
•
•
•
•
Provides additional safety-related information we can
use to make our industry safer
Allows workers to raise safety concerns without risk to
themselves or their colleagues
Does not replace or undermine internal or statutory
incident reporting systems
Paid for by subscribers because it adds value to their
businesses
Available to all staff irrespective of role or status
Thank you
Any questions?
Interactive Workshop – the role of the
CIRAS Rep
Bobby Wright
Interactive Workshop
CIRAS Rep - CIRAS Advocate
• Communication – key component
• Main channel into the company – what does success
look like – empowerment
• New two-way charter
• Experience now – good/bad
• Tools required to make it better
• Rep of the future
Reporting safety matters internally food for thought …
Sender
Channel
Receiver
(Face to face, written reports, telephone, safety representatives, trade union)
Safety message
Potential
interference
If sender, receiver and the communication channel all operate effectively,
then the message will be passed successfully.
However potential interference (often referred to as ‘noise’) can get in the way
and prevent the safety concern being effectively received.
Barriers to internal safety reporting
Sender
Channel
(Face to face, written reports, telephone, safety representatives, trade union)
Use all internal
channels
Correct
Information
Complete
Information
Provide
feedback
Receiver
Challenge
assumptions
Sender Issues:
Other Barriers:
Receiver Issues:
Not using all internal channels
Wrong information
Incorrect assumptions
Conflict
Poor worker-management relations
Dispute exists
Management skills
Manager – Employee relations
Incorrect assumptions
Training not provided
Take action
Incomplete feedback
Interpersonal skills
Incorrect assumptions
No feedback
Interactive Workshop
• Each table to discuss each component (Guidance in
your pack)
• Log on sheet
• Elect spokesperson
• Open forum after lunch…
Lunch
Meet back at 13.16
Feedback Session
CIRAS Team
Knowledge Sharing
Bobby Wright
Home and Away
CIRAS: Other modes of
transport
• Knowledge share with
other transport
companies
• Bring home other
transport industries –
what can we learn…
• Useful?
CIRAS Newsletter
Nicola Holman
CIRAS Newsletter
What has changed?
• We have taken the ‘he said, she said’ aspect away from
the reports published in the newsletter
• The information and design is much more readerfriendly and we are trying to engage as many people
across the industry as we can
• The website has been modernised and we now have an
electronic version of the newsletter
CIRAS Newsletter
Why has this changed?
• We want the featured reports to be about the
collaboration between employees and the companies
they work for, not a finger pointing exercise
• Health and Safety is everyone’s shared concern
CIRAS Newsletter
What can you as Reps give me?
• Feedback is always helpful. If you have anything you
think needs to be addressed then please let me know.
• (nicola.holman@ciras.org.uk)
Questions?
CIRAS Team
Round Up
Round up of the day
Bobby Wright
Winter Reps Meeting
London Monday 4th November
York Wednesday 6th November