3Keolis 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
5Example 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
6Example 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.
7Example 3: Mobile phones - OK or not OK? Lessons learned from previous accidentsIn 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
8Understanding 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.
10Autonomy 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.
11Understanding 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.
12Management ControlDelegation brings progressively more management controls for work done both internally and externally.Tracking and monitoring performance through KPIsAudit program by Group HQ
13Supporting Autonomy Selection of the Managers Training Involving the manager in a networkCommunication and information
15Keolis Safety Organisation Keolis Safety BoardKeolis GroupSafety CommitteeOperational DirectorControlKeolis Safety PolicyCascading best practiceSMSSafety CertificateFull Empowerment+ remarques :Un comité US pour prendre en compte les spécificitésUne déclinaison spécifique sur US (cadrage legislatif, vocabulaire… )
16Group HQ contribution: Policy Management Clearly demonstrate the priority of safetySafety on the Board agendaThe annual action plan (and annual report)A common language for safetySome KPIs common to all networks…ReportingFacilitating benchmarkingExchange of Best PracticeRisk as a priority (example : assessment of new behaviours like mobile phone usage)Managing the Audit ProgrammeIncorporating local experts (external)
17The 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.
18Line Management Leadership is key Leading by example Reporting Action plansTalking about safety during visits.
19ConclusionSafety goals are never achievedAlways “work in progress”