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Managing safety in different cultures

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Presentation on theme: "Managing safety in different cultures"— Presentation transcript:

1 Managing safety in different cultures
Bruno Auger Rail Director, Keolis

2 Context Date 2 2

3 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. Keolis map

4 Some examples of issues to be resolved
Date 4 4

5 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. Diagramm sur SPAD

6 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.

7 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? Photo d’un mobile

8 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.

9 Keolis principles Date 9 9

10 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.

11 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.

12 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

13 Supporting Autonomy Selection of the Managers Training
Involving the manager in a network Communication and information

14 The Keolis Approach Date 14 14

15 Keolis Safety Organisation
Keolis Safety Board Keolis Group Safety Committee Operational Director Control Keolis Safety Policy Cascading best practice SMS Safety Certificate Full Empowerment + remarques : Un comité US pour prendre en compte les spécificités Une déclinaison spécifique sur US (cadrage legislatif, vocabulaire… )

16 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 Exchange of Best Practice Risk as a priority (example : assessment of new behaviours like mobile phone usage) Managing the Audit Programme Incorporating local experts (external)

17 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.

18 Line Management Leadership is key Leading by example Reporting
Action plans Talking about safety during visits.

19 Conclusion Safety goals are never achieved Always “work in progress”

20 Thank you for your attention
Date 20 20

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