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Strategy for risk based health and safety regulation

Strategy for risk based health and safety regulation. Richard Price IRSC Conference. My messages are…. A safe industry is an efficient industry Key to both is excellent management and leadership Our work…. Pushes the industry towards excellence in management

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Strategy for risk based health and safety regulation

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  1. Strategy for risk based health and safety regulation Richard Price IRSC Conference

  2. My messages are…. • A safe industry is an efficient industry • Key to both is excellent management and leadership • Our work…. • Pushes the industry towards excellence in management • Highlights their responsibility to manage risks properly • Based on… • Our strategy for health and safety regulation, which • focuses our resources in a proportionate way on the risks

  3. A reminder of the GB rail industry landscape….

  4. Scale of GB mainline rail • 3.25 million journeys each day • 28 billion tonne km of freight • 40,000 bridges, tunnels and viaducts • 20,000 miles of track • 2,517 Stations • 8.200 properties

  5. GB mainline regulatory landscape…. • Growth • 1.4 billion passenger journeys in 2010/11. • This was an 8% increase over previous year. (RSSB figures) • Complexity • Train operators, Freight operators, Infrastructure managers, Metros, Entities in charge of Maintenance, Rolling stock leasing companies, contractors, suppliers, open access etc, • Monopoly • Ownership of infrastructure

  6. Our strategic priorities as an integrated regulator ….

  7. Our strategic priorities as an integrated regulator are… • Reducing the industry’s costs (McNulty review) • A sharper focus on customers • Excellence in health and safety culture and management across the industry

  8. Our strategy for health and safety regulation aims to reduce harm… • Zero fatalities and ever-deceasing health and safety risk • Excellence • In asset management and operations • In health and safety management and culture • Result • Better management capability • Reduction in risks • Reduction in harm • Reduced likelihood of multiple-fatality incident.

  9. We check compliance and push excellence in management… • Checking legal compliance • control of risks • every day • by businesses. • Pushing for excellence in management by businesses • because excellent management means • more likelihood of compliance every day. • more likelihood of control of risks every day.

  10. Why excellence in management? • …because managers control risks day in, day out. • Managers’ performance varies. • If they are already high performing (“excellent”), then greater likelihood that their dips in performance will still be above the legal minimum and risks will be adequately controlled. • If they are only poorly performing (“ad hoc”), then greater likelihood that their normal performance (and any dips) are below the legal minimum and risks are uncontrolled. • Management maturity model helps us evaluate the capability of managers to control risks.

  11. Our strategy’s goal is reduced harm… • Annual Health and Safety Report 2011-2012 • Overall rate of harm decreased by 12% • No workforce and industry caused passenger fatalities on: • London Underground, • London Overground, • Docklands Light Railway • Recorded harm at level crossings reduced

  12. And this is what one industry model tells us about safety performance over time…

  13. But bad events are still happening because industry management is not excellent …

  14. Management is not excellent….. • Numbers of bad events: Downward trend, but they still happen. • Inspection & audit findings looking at management • We most often judge management aspects as being “standardised”. This means (for example), we find: • …”Leadership is still largely viewed as a senior management role” • Rather than “excellent” leadership when.. • …”Leaders at all levels…show shared values directed at continually meeting the business objectives safely...”

  15. Our strategy for health and safety regulation is built on understanding the risk landscape and our focus on management improvement…

  16. Understanding the risk landscape…. • Accident and incident data • Risk models used by the industry • London Underground’s Quantitative Risk assessment Model • RSSB’s Safety Risk Model for the mainline • Intelligence from our own inspections, investigations and enforcement activities over the years • RAIB investigation findings • Informed specialist views • Intelligence from European and international developments

  17. After analysis, our priorities for regulation focus on… • Risk priorities • Level crossings • Interface system safety • Infrastructure safety • Rolling stock • Workforce safety • Occupational health • Enablers (management): • Health & safety management systems • Competency of people & human factors • Change management

  18. Our strategy builds into our business plan… • The risk priorities and enablers: • Are analysed and described in our document: “Strategy for health and safety regulation” • Match our work programmes • Resources are proportionate: • allocated to the programmes • Guided by the approach set out in the strategic document for each • To the principles explained in the next slide.

  19. Principles for how we decide on resources and build our business plan…

  20. So…. • For each sector • Mainline • Transport for London • Trams & light railways • Heritage • We know • Our risk priorities • Our programmes of work • Our planned activities in each programme

  21. Delivering our strategy’s focus on management enablers…

  22. Investigation Inspection We check safety is being managed properly from top to bottom in rail businesses….…. Railway Management Maturity Model Audit

  23. Sharpening our own capability to deliver our strategy…

  24. We are sharpening up on strategy and impact… • the match of our work programmes to our strategy. • keeping strategy under regular review • Identifying potential impact of our activities in reducing the likelihood of multi-fatality events using the industry risk models • Sharpening up our own management of safety regulation • Using the ERA cross-audit results to help us do this. • Inspection quality: performance of least capable Inspectors comes closer to the practice of our best • Regulatory decision-making being more clearly in line with our policies.

  25. In summary

  26. My messages are…. • A safe industry is an efficient industry • Key to both is excellent management and leadership • Our work…. • Pushes the industry towards excellence in management • Highlights their responsibility to manage risks properly • Based on… • Our strategy for health and safety regulation, which • focuses our resources in a proportionate way on the risks

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