Managing safety in different cultures

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

2. Context 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.

4. Some examples of issues to be resolved 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.

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?

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 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 14

15. Keolis Safety Organisation

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 20