the rail safety summit - special edition
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Pecial Safety Magazine to coincide with the Rail Safety SummitTRANSCRIPT
Rail SafetySpecialA Rail Media Special Edition to coincide with the Rail Safety Summit 2012.
19th April ~ Loughborough University
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 1
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The rail industry is beating the recession in terms
of rising passenger numbers and work being
carried out to improve and increase its
infrastructure. With a Governmental
commitment to High Speed 2 and Crossrail
underway, we are entering what may prove to be
the fastest expansion of our railways since they
were first built.
London Underground is arguably now working
more reliably than it has for some time, but
productivity improvements and project work
especially must be completed safely, as we get
closer to the Olympics.
Network Rail has been steered into a welcome
new direction since the appointment of David
Higgins as its Chief Executive. The new Route
Directors and Train Operating Companies have
been offered the opportunity to become directly
involved in locally organised maintenance
initiatives. They are set to work closely together
both making economies and improving
performance in terms of safety as well as
reliability.
Network Rail’s investment projects organisation
has arguably never been busier and its transition
into a competitive commercially run project
management organisation is only just beginning.
The concerns of the Office of Rail Regulation in a
number of areas are well known and reflect the
findings of the Rail Accident Investigation
Branch. Can significant safety improvements be
realised with the new devolved Route
Organisations?.
Leadership and safety cultures within the
industry have long been my chief concern. There
is now a new determination to tackle these
problems. Many look exclusively to the rail
infrastructure owners for leadership on this, but
we must all take responsibility.
The Rail Safety Summit, the Conference run by
Rail Media at Loughborough is your opportunity
to get up to date and have your say - don’t miss it!
Colin Wheeler BSc (Eng), CEng, FICE, FPWI
Rail Safety Summit Host
3www.railsafetysummit.com
We must all takeour share of theresponsibility.
Rail Safety Summit19th April 2012Loughborough University
www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
AGENDA
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 3
David Shirres reports
Britain’s railways are among the safest in
Europe, ranking second for passenger safety and
sixth for workforce safety out of 25 EU member
states. Anna Walker, non-executive Chairman of
the Office of Rail Regulation, recently
acknowledged this safety record during
November’s IOSH Railway Conference, but
warned there is no room for complacency.
In his presentation to the last Safety Summit in
May 2011, Paul Taylor, Director of Network
Rail’s Safety Leadership and Culture Change
Programme, also highlighted the dangers of
complacency. Paul explained that once rules,
procedures, tools, equipment and PPE had been
considered, the focus has to be the environment
in which people work and improving workforce
engagement. He stated: “Workforce engagement
requires trust and an improved safety culture at
all levels, and this is being addressed by Network
Rail’s Safety Leadership and Culture Change
(SLCC) Programme. Part of this extends into the
working environment, which requires improved
project and equipment design.”
To bring about such design improvements, the
SLCC programme now includes a “Safety by
Design” initiative. This reinforces the
requirements of the Construction (Design and
Management) Regulations, which have required
designers to “avoid foreseeable risks to the
health and safety of any person at work or any
person carrying out construction work” since
1995. The regulations require designers to
eliminate risks if it is reasonably practicable to
do so and, if not, to mitigate those risks. They
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TheDesign SafetyComparative EU railway passenger and fatality rates
Change over Project Lifecycle
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also require the designer to provide information
about risks that can’t be eliminated by design.
Safe design championsKeith Miller has worked on railway civil
engineering projects for 34 years, having
previously been the senior project manager for
the Forth Bridge repainting project. Although
head of construction for Network Rail’s Building
and Civils projects, he is currently seconded to
the SLCC Programme to manage Safety by
Design.
Keith’s belief in the need for this initiative is
clear as he has seen the results of designs which
have not adequately considered or
communicated workforce risk: “One example of
poor safety by design that springs to mind was a
chamfer on a bridge beam which made it
unstable when transported. This resulted in a
serious injury whilst it was unloaded. More
needs to be done to prevent such accidents and
that’s why I’m glad to be leading this initiative.”
One of Keith’s allies is Lee Parlett, Network Rail’s
Heath and Safety Manager for its Crossrail and
Reading Programme. Lee is also enthusiastic
about the concept of building safety into designs.
Indeed his belief in this concept is such that he
recently completed a 53-page dissertation
entitled “Consideration of construction safety
during the design phase of railway infrastructure
projects” as part of his MSc course on Health and
Safety Management.
Lee’s dissertation makes interesting reading. Its
literature review includes a 2004 HSE study
which concluded that designers could have taken
steps to prevent 43% of fatal construction
accidents and quotes similar statistics from other
literature. As part of the Crossrail Programme,
Lee is well placed to help implement this concept.
The design prizeIf done at the conceptual project stage, workforce
safety improvements can be introduced at
minimal cost, as shown by a graph of change
over a typical project lifecycle. Such design safety
improvements are also likely to offer
construction and maintenance cost savings from,
say, improved productivity and access, and can
be illustrated by the following examples:
• Providing structures with scaffolding fixture
points for future maintenance;
• Locating equipment cabinets greater than
three metres from the line with no requirement
to go “on or near the line”;
• Mitigating the risk of neck and shoulder injuries
whilst using a heavy drill to drill large numbers of
holes in a ceiling by the provision of an adjustable
lever attached to scaffolding to lift the drill;
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CHALLENGE
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• Access route for heavy materials within a
building identified at design stage to enable use
of mechanised plant;
• Use of lightweight TroTred troughing (as
described in The Rail Engineer issue 83,
September 2011) to provide a combined cable
route and safe cess.
Barriers to successDesigning for workforce safety is a legal
requirement which offers potentially large safety
and cost benefits at minimal expense. However,
this concept is often not applied. Examples
include the installation of axle counters in the six
foot rather than the cess, new S&C being
installed without an access point, and lines
converted to bi-directional working without
additional track protection. Nevertheless, as
Keith says, “I’ve got a huge amount of respect for
Network Rail’s designers. They face the
challenging task of designing safe rail
infrastructure in accordance with the numerous
applicable standards.”
Perhaps this partly indicates the problem, as
hazard identification at the design stage is unlikely
to be effective if it is standard driven. Instead it
requires an understanding of the construction and
maintenance problems which may be unique to
individual projects. Hence the requirement, at an
early stage in the project, to bring designers
together with construction and maintenance
personnel. Design often has to be discipline
specific, whilst risk mitigation generally requires a
multi-functional approach. For example, the track
designers’ remit for replacement S&C may not
include either permanent or temporary access.
Lack of awareness is another reason why
construction safety is not adequately considered
at the design stage. Lee’s dissertation illustrates
this by a review of lessons learnt during the West
Coast project. Although the project teams had
identified 1080 lessons learnt which could benefit
other projects, no Safety by Design issues were
identified, indicating a lack of awareness that
inadequate design for safety could be a problem.
Accident reports almost invariably only consider
immediate and underlying causes during the
construction phase so, as a result, report
recommendations are unlikely to address design
activities that may have occurred a year
previously.
So far as the Construction, Design and
Management (CDM) Regulations are concerned,
the role of the designer is not limited to
technically qualified engineers. The HSE’s
Industry Guidance for Designers shows how
roles which are not normally thought of as
designers can take decisions that have an impact
on the health and safety of others. For example,
clients might unduly limit available land, insist
on a particular surface finish or limit
maintenance access by specifying soft
landscaping. As far as the CDM Regulations are
concerned, these are design decisions. However,
those who make such decisions are probably not
aware that they are adopting the CDM Designer’s
role.
Strategy for successNetwork Rail’s strategy for Safety by Design is
designed to overcome these issues, and Keith is
confident that it will deliver the required design
improvements: “The strategy is a two-stage
approach. The first stage is to build awareness
and develop tools to deliver the CDM designer’s
duties, while the second stage will make sure
these tools are embedded into the Network Rail
design process. This will also include a review of
all applicable standards.”
The first stage builds on much that has already
been done including CDM training, lessons
learnt intranet pages, risk assessment
workshops, improved information on drawings
and pilot schemes such as undertaken on
Crossrail. The CDM awareness training given to
all Network Rail’s project personnel includes a
video illustrating how decisions in offices can
affect site safety.
Keith is particularly pleased with the Lessons
Learned page on Network Rail’s internal intranet
system, Connect: “It’s an effective way of sharing
lessons learnt, as they used to get buried in
documents which were not easily accessible.
Another good example I’ve come across is a
similar initiative piloted by the Thameslink
project - warning triangles are provided on
construction drawings to highlight residual
safety risks that cannot be designed out.”
Work still in progress includes CDM training for
particular roles and defining best practice
Designer’s Risk Assessments which will form the
basis of a risk awareness training programme. The
standard designs already published on Connect
are being reviewed to eliminate, if possible,
residual risks and to confirm that remaining risks
are clearly identified by warning triangles on
drawings. Workshops with industry partners are
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Bad Design: Axle Counter in the six foot rather than the cess
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 6
to be held to enable CDM Co-ordinators to
effectively participate in design reviews and for
Contractor’s Responsible Engineers to consider
design risk assessments. A further workshop will
specifically consider how infrastructure design can
reduce maintenance difficulties. Network Rail is
also sponsoring the development of products to
improve safety and seeks ideas through its
Innovation website (as described in The Rail
Engineer issue 84, October 2011).
Crossrail also pioneers safe designThe Crossrail Programme is being delivered by
various industry partners with Network Rail
being responsible for the works on the existing
rail network. This includes around £1 billion of
work between Paddington and Maidenhead,
connections to the new tunnel portal at
Paddington and a new flyover over the Great
Western mainline to Heathrow. The Crossrail
Project is the central work, mainly in tunnels,
which is delivered by Crossrail Limited with
Bechtel as CDM Co-ordinator.
Crossrail’s emphasis on design safety is reflected
in a Health and Safety award given to Capita
Symonds in April 2010, the first given to a
consultancy. This was granted for commitment to
health and safety issues in design, specifically for
tunnel portals at North Woolwich and Plumstead
which allowed for safe railway operation,
including emergency escape. Design safety is also
stressed in Crossrail’s overall Health Safety and
Environmental Standard which is supported by
their guide “Health by Design” which includes
toolkits to assist designers to identify and reduce
construction hazards. This is available from
www.crossrail.co.uk/assets/download/483.
Interestingly, this guide focuses on health risks
and provides possible design solutions for
particular hazards.
Although Crossrail’s guide is not mandated on
Network Rail, Lee has used it as support material
for “My Role with the Designer” workshops
which have been held for all Crossrail and
Reading programme staff with CDM
responsibilities. These workshops aim to raise
the profile of construction worker safety as a
design objective and to provide the tools to do
this. One such tool is CHAIR (Constructability
Hazard Assessment Implication Review), a
technique developed in Australia to reduce
construction, maintenance, repair and
demolition safety risks associated with design.
A CHAIR review was recently undertaken for an
embankment which forms part of Crossrail’s new
Heathrow flyover. This took 2 hours, involved 15
people and identified 30 risk reduction measures
to be incorporated into the design including
integrated reinforcing wall edge protection,
lifting lugs for pre-fabricated panels, emergency
egress and water run off mitigation. This
reinforced Lee’s belief in the Safety by Design
philosophy as it showed that, with relatively little
effort, it had really made a difference.
A lesson from the pastIn 1916, Richard Maunsell, Chief Mechanical
Engineer of the South Eastern and Chatham
Railway, gave his presidential address to the
Institution of Locomotive Engineers on the
subject of locomotive design and maintenance.
He concluded by saying that “The engineer
instinctively looks for the prominence of details
which he knows should be accessible and he
rightly regards as a monstrosity a machine which
is lacking in this respect.”
Although a long time ago, and referring to a
different type of railway engineering, this
statement applies equally to an axle counter
unnecessarily installed in the six foot. It’s good to
know Network Rail is taking action to avoid such
monstrosities in future.
Network Rail’s assistance in the preparation of
this article is gratefully acknowledged. Further
information on a CDM Designer’s duties is
available from the HSE website at:
http://www.hse.gov.uk/
construction/cdm/designers.htm
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Network Rail’s Lessons Learned Intranet
Crossrail Design Hazards Example
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WE ASKED WILLIE BAKER...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
Probably not! The advantage in having
procedures is that they can help to focus attention
on what is important, and let us not forget just
how inherently safe the railways are in the UK.
The disadvantage is that they can be sometimes
viewed as a ‘backside covering’ exercise and no
one benefits from this. The important point for
me is about having rules, regulations and
standards that are clear, relevant, concise and
understood by all, and to achieve this requires
frequent, high quality training delivered at an
appropriate level to the appropriate audience. As
an eminent professor once said “you can tell a
person of any age anything – as long as you pitch
it at the right level”!
2) Should line managers and supervisors berewarded for safety performance or doesthis lead to under-reporting?
I am not sure I can ever recall an occasion when a
person being recognised for doing something that
has improved safety on the railways has
prompted others not to report things! I can think
of occasions when people have reported what
they ‘think’ was a safety issue that turned out not
to be, and subsequently felt miffed when they
were ignored. In March this year the Chartered
Management Institute published a report
highlighting their research that nearly 50% of line
managers in the UK were considered ineffective
by their staff. Maybe some managers simply need
to be better and more effective communicators up
and down the organisation when it comes to
managing matters of safety or perceived matters
of safety?
3) Do we need separate categories for nearmisses and close calls?
What I believe is required are effective and
efficient systems and processes that are well
managed and audited so that issues are quickly
recognised, accurately categorised and promptly
remedied. All this should be done in a
transparent and accountable way. The whole
arena of systems and process is a significant
element of the Post Graduate Certificate in the
Management of Passenger Transport Emergency
Incidents, and has already attracted a lot of
attention. Systems often do not require any
alteration at all, but the staff to whom they apply
often need better training!
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
There is probably a debate to be had about the
individual and aligned roles and responsibilities
of these organisations, along with the RSSB and
the RAIB.
5) How could the devolution of Network Railinto route responsible managementimprove both safety culture andperformance?
I am a firm believer in healthy competition, and a
measure of ‘being healthy’ necessitates others to
recognise and accept improvements in a mature
way putting aside individual ego’s and petty
disagreements. I also believe that one of the arts
of good management is to get out of the way of
your staff! Newly appointed Route Directors now
have an enormous opportunity to view their
organisation and shape it into what it needs to
look like, with the right people in the right place,
correctly trained and appropriately resourced. I
am old enough to remember Area Managers of
the 1960’s 70’s and 80’s, many of whom were
skilled, talented people, devoted to their industry
and I see the recent devolution as an exciting
opportunity to build on many of the best bits of
the past, as well as shape the industry for the
future.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
I’m not convinced that contracts inspire and
motivate people to give of their best! Having good
people who know their role and responsibility
and are therefore accountable is probably more
important that tinkering with contracts. In lesson
8 of his 13 rules of leadership Gen. Colin Powell
said; “Organisation doesn’t really accomplish
anything. Plans don’t accomplish anything either.
Theories of management don’t much matter.
Endeavour’s succeed or fail because of the people
involved. Only by attracting the best people will
you accomplish great deeds.”
7) Do we value and trust competent railworkers to the extent that they deserve?
Not always, and when we do it is not always
consistent, but before people start beating
themselves up let us remember that the rail
industry is not alone in this important aspect of
employee recognition, and it sure is a lot better
than it used to be, so let’s keep on getting better
and better. Organisations that have the happiest
work force are also the most profitable. Fact!
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
It is right for managers to be aware of the time
and distance some people spend commuting to
work but it need not necessarily be a bad thing or
something that poses a risk. I was not alone when
I spent many years commuting large distances on
a daily basis, but I managed my time so as to
make the commute to work part of my working
day, and part of my daily relaxation on the way
home. By all means talk this through with staff,
and ensure their wellbeing but don’t be surprised
if they are more on top of their emails, and have
read more books or enjoyed more music than
you!
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08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Preparing for and dealing withemergencyincidents
Willie BakerEmergency Incident Consultant
The Hidden Report into the Clapham train crash
of 1988 unearthed a failure to carry “sincere
intentions” from “thought into deed” and
recommended that exercises simulating
emergency incidents should be carried out on a
regular basis.
Is the planning, preparation and training started
by Hidden over twenty years ago still happening
the way it should?
Willie spent 33 years in the British Transport
Police and had involvement in all the major
incidents that took place in the recent past,
including the London bombings. He was the first
‘silver’ at Paddington, wrote the Prime Minister’s
briefing after Gt. Heck and spent four days in
‘Gold’ command at Ufton Nervet.
Since retirement in 2008 his work has included
taking the lead on the writing of emergency plans
and procedures together with all associated
training for the two most recently opened
passenger railways in the world; The Dubai
Metro and the Saudi Arabian metro for the Hajj
pilgrims.
AGENDA
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WE ASKED SEAMUS SCALLON...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
Certainly there is scope for simplification and
removal of some actions which don’t actually
control risks. However, for generations the
Industry has relied on Rules, Regulations and
latterly Standards for controlling of risk.
Changing from a dependant to an independent or
interdependent safety culture is a massive step
that needs to be supported by a gradual transition
plan, which ensures a collective understanding of
risk and a full commitment to safety both from an
individual and team perspective.
2) Should line managers and supervisors berewarded for safety performance or doesthis lead to under-reporting?
There is always a possibility of performance
rewards driving behaviour that could lead to
under reporting, but I would consider the risk can
be managed by agreeing reasonable targets,
suitable audit, verification and quality control
checks within safety reporting processes. I would
have a view that good safety performance should
not be excluded from a reward structure, as
leadership and accountability are important
drivers to enhance safety.
3) Do we need separate categories for nearmisses and close calls?
I agree that we should have separate definitions
as the data is of vital importance as lead
indicators.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
I would not agree that the profile or effectiveness
of the Inspectorate has reduced since the change.
In my opinion they are making effective use of
both their powers and resource, though there is a
perception that the general public see ORR as the
financial regulator, rather than safety regulator
and believe the HSE are safety regulators.
In terms of the Inspectorate itself, they actually
have more power as they can see the finance
behind franchises more easily, and can therefore
look more closely at CBA output and attempt
to“influence” franchise change. They have
perhaps lost the close interfaces with HSE experts
in non-railway fields which is a problem as they
do not all have a broad enough skill set to cover
the whole area of regulation which they have to
cover, eg COSHH, construction etc.
I'm not personally convinced that the HSE
support to them fully appreciates or understands
the rail industry as well as it used to, and at times
this can lead to some misunderstanding.
5) How could the devolution of Network Railinto route responsible managementimprove both safety culture andperformance?
The changes accompanying devolution will
provide an excellent opportunity for both a
bespoke and innovative approach to managing
route risk and improving safety culture. This
should also ensure greater local knowledge and
improved understanding of particular
performance issues. Currently JSIP/ JPIPs go
some way to helping, but they are only just
beginning to manage the interfaces between
TOCs and NR.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
The tendering process probably needs to be more
explicit in terms of corporate values and
workforce safety culture expectations. This
approach would likely require reinforcement as
an integral part of the contract management
regime.
7) Do we value and trust competent railworkers to the extent that they deserve?
Trust and integrity is a critical factor in defining
positive relationships with the workforce and it
its something that can often feature heavily in the
findings of safety climate surveys. The answer to
this question will be dependent on the
organisation’s approach to this value, but in my
opinion the development of trust is the most
critical component in creating a robust safety
culture.
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
Fatigue is obviously a factor here and the main
controls currently are applied through
recruitment, proactive management and
monitoring. However, given the current
economic position, people will seek work
wherever they can.
Controlling the risk through a restriction in travel
times to book-on points may also lead to loss of
the best staff, therefore adversely affecting
performance in other ways. Where practicable
flexible working and remote signing on may be
ways to reduce travelling, although in other
scenarios perhaps some solutions could arise
through a partnership approach with the Trade
Unions.
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08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
FirstGroup’sapproach toinfluencingbehavioural safety
Seamus ScallonSafety Director, UK Rail, FirstGroup
In 2006, FirstGroup introduced Injury
Prevention as an innovative approach to tackling
unsafe behaviour. The objective was to
encourage people to talk about safety, share
concerns and work together to take action and to
put safety at the top of the agenda. At the very
heart of Injury Prevention is the belief that “If
you cannot do it safely, don’t do it”.
Central to the strategy is the Injury Prevention
Handbook, which symbolises the empowerment
to all FirstGroup’s 130,000 employees to talk
openly about safety and to take action to prevent
injuries. In the presentation opportunity will be
taken to cover the successes, challenges and
future aspirations for the Group.
Seamus has over 30 years operational and safety
management experience at a senior level within
the rail industry. He has expertise in developing
and enhancing safety management systems, and
also brings together the wide range of expertise
available within FirstGroup’s Rail Division to
achieve the relentless pursuit of safety excellence
in all areas.
AGENDA
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www.rss-rail.com
The Innovative Magnetic Safety Barrier.
The RSS Railway Safety System consists of only two components.
Compliant with EN13374
No loose components
No tools needed
No danger of damaging underground signalling cables
Tamping and Ballast cleaning can continue in-situ
Very fast build time - major savings in working and
possession costs
Safe, simple and light
Fast assembly / disassembly with no requirement to
remove or replace ballast
Innovative Railway Safety Ltd
Ty Penmynydd, Llangennith,
Swansea, SA3 1DT
Tel: 07974 065798
Email: [email protected]
www.inrailsafe.co.uk
By any measure, Rail Safety Systems BV of the
Netherlands have had a spectacular year. The
company won the prestigious European
Innovation Award at the Rail-Tech Europe trade
fair in Amersfoort, Holland; and after exhaustive
testing and trials, the magnetic barrier has
received product acceptance approval from both
the TUV in Germany and Network Rail in the UK.
In one trial it proved over 20 times quicker to erect
and dismantle than conventional barriers, reduced
the physical effort of the operatives and the ballast
was not disturbed. Installed correctly, it does not
affect AZLM 30h axle counters or DC track circuit
signals.
The jury at Rail-Tech Europe found it the most
innovative product based on inventiveness,
sustainability and praised the system’s simple and
rapid assembly and dismantling. “All together, the
crucial significance of safety for employees
performing maintenance work on the track was
reason enough for the jury to send Rail Safety
Systems home with the 2011 European
Innovation Award”, said jury chairman Professor
Riessberger.
The Magnetic Safety Barrierwhen working on the trackWith increasing speeds, cost constraints and
increasing pressure to do more with less resource,
the fundamental principle remains that employees
that perform engineering work on the track must
be able to work in total safety. A physical barrier
needs to screen the area being worked from the
track on which trains are still running; and the
RSS magnetically attached barrier fulfills this
function in all respects:
• The RSS Railway Safety System has been tested
by HHC/DRS Inspecties B.V. and certified to EN
13374 (Class A), the industry directive RLN0077-
V004 July 2010 and the Health & Safety
regulation 3.16 of The Netherlands Ministry of
Social Affairs & Employment.
• The magnet is very strong (tensile force up to
600 Kg/N) and cannot be pulled off.
• Easy dismantling with one arm movement, using
the patented head attachment.
• Stanchions made of high-quality galvanized steel.
Rail Safety Systems have appointed Innovative
Railway Safety Ltd as the exclusive agent for GB
and Ireland and they foresee an exciting future for
the product in the rail infrastructure, enabling
companies to work more efficiently, and safely
whilst reducing possession times and
associated costs.
The most innovative product
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 12
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14 www.railsafetysummit.com
WE ASKED STEVE DIKSA...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
A significant effort has gone into Rule Book
simplification since I received my first issue of my
first red Rule Book in 1978. The Railway Safety
and Standards Board (RSSB) have recently made
positive progress with the latest tranches of the
rule book modules and these have been well
received by frontline operational staff. I’m sure
that there is more to be done to ensure that staff
know and adhere to the rules and I’m aware that
London Underground have achieved much success
with the simplification of their rule book – perhaps
this is an ideal situation for collaborative working
between Underground / Overground in order to
share lessons learnt and good practice. It’s
important that our staff can understand why the
rules are being simplified and how they will carry
out their duties and what the content of their
training will be. Complex as they may be they are
a life line that the staff will not want to let go of
until they have another line to grasp and trust.
The recent RAG (Red, Amber, Green) grading of
Network Rail Standards have also been viewed in a
positive way and the combination of
NR/L2/EBM/STP/001 and NR/L3/STP/002 is
also a welcome move in providing a single ‘User
Manual’ for the end user. So to summarise, I
believe the UK rail industry is moving in the right
direction but let’s keep listening to the feedback
from the end users and really understand what
they want and let’s not assume that we think we
know what they want.
2) Should line managers and supervisors berewarded for safety performance or doesthis lead to under-reporting?
Less incidents and accidents should be just
rewards for all that work in the rail industry. I
believe that more time should be spent with
Managers and Supervisors to help them fully
understand, embrace and demonstrate the right
safety behaviours. Recent reports have also
indicated that there is a risk of under reporting if
safety performance is seen as a target for reward.
Adopting a challenging culture (without recourse),
listening and an open door policy will encourage
staff to report accidents, near misses and close
calls – as long as action is taken to follow them
up….with action being the key word.
3) Do we need separate categories for nearmisses and close calls?
There is some confusion over near misses and
close calls and I believe that over the next few
months with further, clearer communications that
the terms will be understood by those that need to
understand the difference. Contractors, Trade
Unions and Agencies also need to play a positive,
active part in the education of the workforce and
not leave it all up to Network Rail and RSSB. The
most important thing is that the near misses and
close calls are being constantly reported; the
trends analysed and acted upon whenever
necessary. Whatever data collected and collated –
it is no good if we do little or nothing with it.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
No I do not believe it has. In my view, the move
has been a positive one with the Field Inspectors
now being more visible and being acknowledged
as adding value and making a difference. Overall
the collaboration and working partnership of the
ORR and Network Rail has also been viewed in a
positive way by the Supply Chain.
5) How could the devolution of Network Railinto route responsible managementimprove both safety culture andperformance?
By making strategic route based decisions and
developing close relationships with its "local”
supply chain clients and other stakeholders, I
believe that safety culture and performance could
improve. Devolution will be a challenge but also a
great opportunity. The routes should better
understand the local safety challenges and how
best to mitigate the risks. The challenges include
each doing their own thing, not fully embracing
the sharing of good practice culture. We also need
to be mindful that many of the Supply Chain
Providers will work in a number of the routes and
different safety initiative and messages could
potentially lead to confusion.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
Yes, more ‘value for money service’ based delivery
contracts - with longevity, rather than short term
contract ‘agency type’ lowest rate wins. Recent
tenders have seen a marked difference in the
ratio of scoring, with safety now being more
prevalent in the scoring mechanism.
7) Do we value and trust competent railworkers to the extent that they deserve?
Competence levels are far too variable across the
industry so the professional, high calibre staff often
get tarred with the same brush as the poor quality
staff. Unfortunately, I still think that the ‘them and
us’ culture still exists in many parts of the industry
– with neither side trusting the other at times.
Positive working relationships and outputs can be
achieved if we ALL once again learn to trust each
other; ultimately the Workforce, Network Rail, The
ORR, Contractors, Trade Unions and Agencies.
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
Devolution is an opportunity here, with the routes
being able to engage local suppliers, who live
locally and that know the area.
The identification of skills gaps (specific
competences and geographical areas) has further
compounded the travelling time issue, with staff
with key skills being utilised on key projects that
may mean them travelling long distances.
Longevity of contracts would encourage >
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15www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Where are we onthe ‘Safety AwardsRostrum’?
Steve Diksa Assurance Services Director, Bridgeway Consulting
With the 2012 Olympics currently being the hot
topic of conversation, Steve Diksa, Assurance
Services Director of Bridgeway Consulting poses
the question on how well we are doing with our
safety performance within the rail industry?
Are we Gold, Silver or Bronze medallists’?
Are our safety strategies a sprint or a marathon?
Will we continue to progress individually or will
it be a team effort?
Are we willing to understand and embrace what
others do better… or are we stuck in our
‘railway ways’?
Assurance Services Director for Bridgeway
Consulting, Steve is responsible for the Business
Development, HSQE and Training Departments.
Bridgeway Consulting is a Principal Contractor
to Network Rail and deliver multiple discipline
solutions nationwide and abroad to clients,
which are cost and time effective.
AGENDAcompanies to invest in the recruitment and
training/development of local staff. There are a
number of big projects planned over the next 10
years and it is important that we identify and fill
the skills gaps. There needs an industry
understanding that travelling to and from work
can and does have an impact on operational and
safety performance. There is also the potential
increase of road traffic accidents which may be a
result of staff travelling long distances to get to and
from work. We also have to recognise that the
Global Financial Crisis (GFC) means that
potentially there is less work available and people
will travel where the work is.
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WE ASKED CATHERINE BEHAN...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
Yes; the underlying principles of many rules,
regulations and standards are the same, so I’m
sure there is opportunity for rationalisation. This
approach would reinforce those key principles as
a general mantra and addresses the cries that
there’s just too much for companies to comply
with.
Documents such as ACOPs or industry specific
materials can then be used to provide a steer on
the application of the principles to specific
circumstances which I feel would be viewed more
positively. This in turn should result in a more
positive attitude to health and safety and
ultimately the culture and performance required
to keep people safe.
2) Should line managers and supervisors berewarded for safety performance or doesthis lead to under-reporting?
We certainly have evidence that suggests rewards
based on number of accidents don’t deliver the
right outcome. If we are to reward safety
performance we need to think long and hard
about the measures we use to ensure that they
drive the right behavior and outcomes.
We need to reward the extent to which line
managers are putting the right things in place
and behaving in the right way, so we should
consider “safety performance” in the context of
these “inputs” in the first instance, rather than
the reactive “outputs” such as injury rates.
3) Do we need separate categories for nearmisses and close calls?
No. I feel that it just adds a level of complication.
The important thing is that anything that we
don’t want or plan to happen gets reported,
investigated and corrective action is put in place
to prevent recurrence. Categorisation has a
tendency to lead to pre-determining the nature of
the investigation and without the application of
thought, could result in high potential incidents
receiving less attention than they should.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
No. I believe that it’s a positive move in terms of
ensuring that the ALARP principle is consistently
applied by our regulators.
5) How could the devolution of Network Railinto route responsible managementimprove both safety culture andperformance?
If it improves ownership of health and safety then
it should drive improvements. However, for this
to be the Network-wide success that we all desire,
it will be essential to ensure that effective
mechanisms and willingness exist for sharing
good practice and learning between routes.
Without this the result could just be
inconsistency, which makes movement of
employees and suppliers between the routes
more challenging than it needs to be and is
unlikely to deliver improvement.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
I don’t think that it’s contracts that are the
challenge, it’s our behaviour within them that
makes the difference. I guess that sounds a bit
like the Lofstedt statement about the issues being
less about the legislation and more about the way
in which we elect to apply it!
7) Do we value and trust competent railworkers to the extent that they deserve?
No; particularly when they are external suppliers.
As an industry our default position seems to be to
take a heavy policing role. Taking a risk-based
approach to our monitoring activity incentivises
others to perform and supports value for money
delivery as we are not doing something that we’ve
already paid someone else to do.
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
It has the potential to, if fatigue arises. However,
distance isn’t necessarily the whole story – the
nature of the journey is important too in
determining the impact that it will have. Some
organisations place limits on travel time, though
this is difficult to police.
Reviewing rosters and policies to ensure that they
reduce rather than increase the potential for
fatigue is an action that employers can take.
There are other factors that may impact on
fatigue and we should take a holistic view; for
example, although travelling further, does the
more affordable housing / a settled family life
reduce stress levels and promote wellbeing,
potentially reducing the number of accidents.
Ultimately staff have a personal responsibility to
present themselves as fit for duty and where we
are not assured we need to work with them to
resolve the issue to maintain their safety and that
of others.
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17www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
The road to ‘World Class’
Catherine Behan Head of HS&E Capital Programmes, Transport for London
London Underground faces the challenge of
safely delivering one of Europe’s largest
Investment Programmes, valued at £1.3 billion
p.a while it continues to reliably and safely keep
4 million passengers a day moving.
To meet this challenge, safety has to be at the top
of our agenda for project delivery and we are
committed to establishing and enforcing the
management and contractual arrangements
necessary to prevent injury. This presentation
will outline our strategy to drive World Class
health, safety and environmental performance in
this challenging environment.
Cathy joined London Underground (LU) from
Local Government in 1998 as Environment
Manager, from where she broadened her career
to encompass health and safety.
Having been responsible for the rewrite of LU’s
Health, Safety and Environmental Management
System and Safety Case, she then expanded her
responsibilities to include the development and
maintenance of the LU Quantified Risk
Assessment (Safety Risk Model), before taking
up her current role leading the HS&E support to
LU’s extensive Capital Programme.
AGENDA
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 17
Gareth Llewellyn became Network Rail’s
Director Safety and Sustainable Development
last September. He has memories of his
railwayman father studying the old railway Rule
Book at home at night before job promotion
interviews. At the time he was impressed, now he
believes that Network Rail has far too many
rules, standards and processes that don’t
improve either productivity or safer working.
When he worked with Shell, they had a dozen
“life-saving rules”. Working within these rules,
individuals used their own trained competences
and took responsibility for working safely. As
Group Corporate Responsibility Director for the
National Grid, he led the way through a complete
DuPont Safety Programme. He claims he still has
the scars to prove it! DuPont Safety Programmes
focus on board-level safety leadership and the
growing of a safety culture throughout an
organisation. When, decades ago, British
Railways Board embarked upon a DuPont safety
initiative, a post of Director Safety was created
with a seat on the Board itself. As the
programme progressed attitudes and culture
changed. The general acceptance of accidents as
inevitable and around 30 track-worker fatalities
each year changed, and eventually the industry
went for over 18 months without a single person
being killed at work.
Back in those days there was only one employer,
and British Rail enjoyed having a close knit
workforce with a culture of working together for
the good of the railway. (Even the job application
forms asked if applicants already had relatives
employed on the railway.) Now we have rail
infrastructure owners, train operating
companies, consultants, contractors, rail labour
providers etc. Soon, under the latest initiatives
from Network Rail, we may expect individual
approaches from ten Route Managing Directors,
some or all of whom may be involving train
operating companies in managing work.
Rail project work management by Network Rail
is set to become competitively sourced for major
works and will be carried out by organisations
who are faced with a myriad of differing rules,
standards and working practices, depending on
whether the work is for London Underground,
18 www.railsafetysummit.com
at the end of every dayGoing home safe
Gareth Llewellyn discusses his Aspirational Vision with Colin Wheeler
Colin Wheeler reports
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19
Network Rail, Metros or a tram system.
Equally unacceptable, from both a safety and
commercial viewpoint, is our national
reluctance to accept the validity of European
certification of train sets and equipment for use
in the UK. We still seem to cling to the
misapprehension that the laws of physics
change half way through the Channel Tunnel!
With the building of Crossrail, and the overdue
political commitment to High Speed Rail 2, now
is the time for our thinking to change.
Perhaps we should start by getting London
Underground and Network Rail to agree on a
single medical examination for those who are to
drive trains or work on their rail infrastructure?
With Network Rail’s devolution into ten Routes
individually managed by accountable Managing
Directors, Gareth Llewellyn has been involved in
the selection of a Route Safety Improvement
Manager for each one. Half of them have been
brought in from other industries. Allan Spence
(Deputy Chief Inspector of Railways at the Office
of Rail Regulation) has been seconded into the
organisation for six months to assist. Gareth’s
aim is to launch an “Aspirational Vision” in April
to begin the process of changing the entire safety
culture within the heavy rail industry.
He aims to create a few simple life-saving safety
rules, endorsed and shared by competent railway
people working throughout the industry,
whoever their employers may be.
www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Gareth Llewellyn Director for Safety and Sustainable Development, Network Rail
Gareth was previously responsible for leading
Anglo American’s strategy on safety, health and
environmental issues, together with matters of
sustainable development including human
rights. He was also a non-executive director of
the Government’s Renewable Fuels Agency and
the Chair of Trustees at the not-for-profit body
CLAIRE which works with government and
industry to bring back contaminated land into
economic use.
AGENDA
An aspiration with which surely no-one will disagree,but how is it to be achieved on our railways?
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WE ASKED JEFF ESPENSHIP...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
Reviewing current policy and regulations is a
matter of good housekeeping. In order for safety
“rules, regulations and standards” to be effective,
they must be perceived as having “integrity” by
those who are required to adhere and follow
them. If the integrity of a safety system is bogged
down by the sheer weight or volume of “rules,
regulations and standards” then YES, a
methodical and systematic reduction is not only
advised, it is required.
When there are so many rules and regulations on
the books that it becomes impossible to follow all
of them, then the system is broken and needs to
be repaired. It is critical that employees perceive
that the system works.
2) Should line managers and supervisorsbe rewarded for safety performance ordoes this lead to under-reporting?
Research has clearly shown that the top
motivator for employees is recognition. Being
recognized is different than being rewarded.
Employees should be recognized for quality,
productive, and safe behavior. “BandAid
Brigades” and under-reporting thrives where
employee rewards are the norm rather than
employee recognition.
When leading indicators and near misses are
under-reported, an accident eventually happens.
When it does, the phrase heard most often
among employees is “I knew it.”
The problem with “rewards” is that they begin to
become an expectation. Animosity can build
against an employee who cost the entire group
their expected reward due to a reported injury.
Conversely, employee recognition builds pride
and morale. Safety becomes more a value and
not a tangible reward for safety performance.
3) Do we need separate categories for nearmisses and close calls?
The real test to this question is to ask yourself:
1) “Can I personally define the difference
between a near miss and a close call?”
2) “Does everyone else share the same definition
I have, or is it personally subjective?”
It is important to keep reporting processes and
programs simple and straight forward for
everyone. Most employees do not know the
difference between a near miss and a close call.
Even Wikipedia defines the terms
interchangeably:
A near miss is an unplanned event that did not
result in injury, illness, or damage – but had the
potential to do so. Only a fortunate break in the
chain of events prevented an injury, fatality or
damage; in other words, a miss that was
nonetheless very near. Although the label of
'human error' is commonly applied to an
initiating event, a faulty process or system
invariably permits or compounds the harm, and
should be the focus of improvement. Other
familiar terms for these events is a "close call", or
in the case of moving objects, "near collision".
The bottom line is if you feel adding another
category will increase the integrity of your safety
system, then it is worth creating a second
category. Know that sufficient training to define
and standardize the difference between a close
call and a near miss will be required.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
N/A
5) How could the devolution of NetworkRail into route responsible managementimprove both safety culture andperformance?
N/A
6) To improve safety performance do wenow need new forms of contract in the railindustry?
N/A
7) Do we value and trust competent railworkers to the extent that they deserve?
N/A
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
N/A
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:06 Page 20
21www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Leadership andzero-accidentcultures in theworkplace
Jeff “Odie” Espenship President, Target Leadership
Odie uses his background in both commercial
and military aviation to encourage and inspire
leaders at all levels to embrace the leadership
safety systems of their company. Having lost his
brother in an aviation accident, this keynote
touches us emotionally to rethink, refocus, and
revitalise our work behaviours to pay attention to
“the little things.”
This interactive yet entertaining message is one
of the most sought after safety-leadership
presentations in the United States, as Odie uses
personal stories, anecdotes, and humour media
to engage attendees to laugh, cry, listen, and
learn. Among the topics discussed: Set
Expectations, Monitor Performance, Reflect
Inward, Overcome Complacency -“The Silent
Killer”, Logic vs Emotions, Job Culture –“the
way we do it around here.”
Odie is a former United States Air Force A-10
fighter pilot, an international airline pilot, and
founder of Target Leadership. After years of
experience working in and studying safety issues
in the aviation field, Odie turned his attention to
creating safety conscious environments for
companies of all kinds worldwide.
Odie is a published author and renowned
inspirational speaker who works with Fortune
500 companies worldwide such as Balfour
Beatty, ExxonMobil, Shell, General Electric,
Chevron, John Deere, and Michelin.
AGENDA
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22
Trackside railway workers could be kept safer
while they work thanks to the launch of a new
product this month that brings protective clothing
into the 21st century.
Fhoss Technology® Ltd of Somerset has designed,
created and patented a new illuminated clothing
system that helps drivers and equipment operators
see workers in the dark.
Andy Kimitri, Executive Chairman of Fhoss
Technology, who also invented the product, said:
“We have developed a revolutionary new
protective clothing system that allows workers to
be seen if there is no other light around and also
ensures they can see where they are walking too.
“This is the next generation of personal protection
equipment and several steps on from the high
visibility jackets, trousers and vests workers wear
that have been around for more than 50 years and
have hardly changed. This isn’t just reflective
clothing. It is one step ahead, or even a giant leap
forward.
“We have produced a light emitting reflective tape,
which has been designed for use in professional
environments where wearing a high visibility
garment, such as a vest, is often mandatory due to
ever growing health and safety regulations.”
Traditional high visibility reflective tapes work on
the principle that they actively collect light and
then reflect it back towards the light source.
Andy added: “Fhoss Technology has combined the
traditional reflective tape with an
electroluminescent core that sits behind the semi-
transparent tape and actively emits light.
Therefore when light is not available the tape
emits light as if it were reflecting it.”
In order for the tape to work it needs to be
powered by a specially developed, mini
New inventionto help savetracksideworkers’ lives
New illuminated clothing uses light emitting
reflective tape that helps workers see in the dark.
www.railsafetysummit.com
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 22
23www.railsafetysummit.com
rechargeable powercell, which is designed to allow
12 hours of constant usage and can be located
discreetly in a small pocket on the garment.
The Fhoss Technology product has been carefully
manufactured and is approved and certified to the
internationally
recognised EN471
standard by
independent test
agencies.
It is robust and designed
for use by professional
users in the work place.
Andy continued: “Fhoss
Technology is committed to
adding additional
safety products into a
variety of market sectors
to help improve safety
through visibility and
technology.
“Always at the forefront of
our field, our business ethos
is to design a new range of
products that will help
improve safety.”
Andy Kimitri, Inventor and Executive Chairman of Fhoss Technology:
“When light is not available the tape emits light as if it were reflecting it.”
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 23
24 www.railsafetysummit.com
WE ASKED STEVE ENRIGHT...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
Simplification is generally a good thing as this
helps with understanding which in turn can
change behaviour. Care must be taken to ensure
that key safety standards are not diluted so a
DRAMATIC reduction in number may not be an
effective route. Consultation on and involvement
in any process would be necessary to support the
cultural support for this.
2) Should line managers and supervisorsbe rewarded for safety performance ordoes this lead to under-reporting?
In my view no they should not be directly
rewarded for safety performance. Good
management and support of all employees would
recognise good behaviours and activity that
supports a positive safety culture and rewarding
this as part of an overall achievement is a more
effective approach in my view. There is a risk of
under reporting if it is seen as a target for
reward.
3) Do we need separate categories for nearmisses and close calls?
Simplification helps understanding so my view
would be that these separate categories may not
be necessary.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
As a new guy to the Industry I cannot give a view
on this.
5) How could the devolution of NetworkRail into route responsible managementimprove both safety culture andperformance?
Speaking again as a new entrant to the Industry
it appears to be providing a real boost to the
momentum and I detect positive attitudes and
practical solutions coming to the fore. One of the
main benefits that we are seeing is that we are
more accessible to our ‘mirrors’ in Network Rail
and they to us and this is leading to better
working together and understanding of issues.
This openness and availability is helping people
work better together which changes behaviour
for the better and improves the culture.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
My knowledge here does not allow me to give a
meaningful answer.
7) Do we value and trust competent railworkers to the extent that they deserve?
Here at Southern I believe that we work very
hard to do just that.
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
Yes it does increase risk, generally because of the
time taken and the mode of travel that may be
used, but the circumstances may be specific to
each individual. Travel time / distance is
something for considering when recruiting new
employees and managing this during their career
may assist in reducing travel time.
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25www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Better Together
Steve EnrightHead of Safety and Operational Standards, Southern
There is always a question around safety
management which asks ‘who is this for’? Whilst
the Moral, Regulatory and economic
requirements for safety management are well
understood are we convinced that we always
consider who we may be affecting with our
measures and how?
An example from past experience may help
illustrate the concern: National and
International regulatory bodies had not aligned
their requirements in an industry that spanned
national borders. Trade bodies had created
working practices and standards that were not
universally recognised. Regulators applied
different standards to different parts of the same
Industry who met at the operational coal face.
Operators did the best they could to provide
safe services.
In a varied career working within safety Steve
has experience of maritime, aviation and more
recently rail safety.
Having spent 12 years in the Merchant Navy,
followed by safety related roles for a number of
years in the ports of Liverpool and Belfast, Steve
then spent 18 years working at airports around
the world introducing safety standards and
practices.
AGENDA
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WE ASKED DR LIESEL VON METZ...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
There’s no doubt that we could benefit from
streamlining rules and standards. We’ve inherited a
rule-based safety culture, and a proscriptive
Standards regime. Although it is important in a
safety-critical industry to set a minimum baseline
through core standards, Rules and Standards do not
of themselves create the maturity and ownership
that is necessary to achieve high performance whilst
sustaining and improving safety. There are
promising signs that the industry has recognised the
need for such a mature culture where controls are
practical, proportionate and based on a proper
assessment of risk; but the pace of this change does
need to quicken. ORR is supporting and
encouraging the industry to move in this direction
through development of the RM3 model and
through collaborative working in key areas.
2) Should line managers and supervisorsbe rewarded for safety performance ordoes this lead to under-reporting?
Although in principle safety performance always
should form part of a balanced assessment of the
performance of managers and supervisors, it’s
important that this takes place in a culture where
there is honesty and openness. A culture where
reporting of poor performance is suppressed, be this
in safety or finance, does not benefit any
organisation - as the lessons of Enron and Texaco
City show. But the challenge we face in the Rail
industry is great. There’s a lot of labour-only
subcontractors being used, and I’ve talked to men
on the ground who have a real fear of “NRB” (Not
Required Back) if they report an injury; maybe
that’s why the ratios of minor injuries to major
injuries do not quite match academic theory.
Perhaps if the incentives in the contracts were less
focused on delay minutes and took a wider view of
delivering quality and safety right first time, a “Zero
Defects” approach, we’d get a more realistic view -
along with an increase in performance.
3) Do we need separate categories for nearmisses and close calls?
Not really - they both reflect a serious incident that
nearly happened - a “near-hit.” The really important
thing is to support comprehensive reporting of such
“near-hits” and then acting on the results of those
reports. If calling them something which is more
meaningful on the front-line helps this reporting and
action, I don’t think we should get too hung up over
the terminology. Although it might sound perverse,
an increase in reports of such “near-hits” is actually a
positive thing - especially if they reflect the full range
of risks on site. It’s when all staff feel confident in
reporting “near-hits” you know your safety culture is
heading in the right direction.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
No, quite the opposite. It’s been recognised for a
long time that “good management” and “good safety
management” go hand in hand. The highest
performing organisations are those where there is
good management of the whole of the business -
which delivers safety and sustainability (reflecting
financial, social and environmental factors). There is
no long-term substantive conflict between safety
and economic regulation. When the Economic and
Safety Regulators work together, we can drive those
wider benefits of good management. We can make
sure that the 5-year funding cycle considers safety
and longer-term improvements, and we can better
challenge high costs of safety improvements, for
example at level crossings.
5) How could the devolution of NetworkRail into route responsible managementimprove both safety culture andperformance?
Devolution offers a huge opportunity. To work
effectively in this industry, it’s important that we
talk to each other and work together; especially as
many of the challenges and risks we face are at the
interfaces between different organisations. These
relationships often work better on a more local level,
in a devolved structure there’s more opportunity to
do this. But to make this work, we need a level of
maturity in all of the organisations in the devolved
structure, and a real willingness to work together to
solve problems. Devolution also comes with a risk
from the transfer of responsibility. A lack of
willingness to listen to each other and work
constructively might compromise safety, and
perhaps some Routes might be tempted to “Go it
alone” without fully understanding and managing
the risks arising from doing things differently. The
strengthening and refocusing of Network Rail’s
central assurance function will be an important part
of ensuring the success of Devolution, and of course
ORR’s inspectors will also be out there to verify that
the Devolved Routes are properly managing safety.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
It’s not really about contracts - it’s about the
importance of what lies behind those contracts - it’s
about leadership and management. Where you have
good leadership and mature management, you can
build collaborative working relationships. Where
you have those relationships, you have fair contracts
that all parties benefit from. If you get the
foundations of leadership, mature management and
culture right, you get the safety and high
performance. That’s why ORR is assessing the
industry against the RM3 model which looks at
these underlying critical factors.
7) Do we value and trust competent railworkers to the extent that they deserve?
Not always. Everyone in the industry has a part to
play in delivering safety and performance, and it’s
important that as a regulator, ORR works to ensure
the industry supports and empowers all rail workers
within a positive safety culture. With the move away
from an overly-proscriptive standards regime to one
that is based on competent people making sensible
risk-based decisions, in future it will be even more
vital to make sure we fully value competent people.
Of course, the question of what constitutes
competence, and how we recognise it, is a whole
issue in itself. >
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27www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Safe use of road rail vehicles
Dr Liesel Von MetzHM Inspector of Railways
In recent years there have been concerns from
both ORR and Network Rail about the number of
serious incidents involving RRVs.
This presentation explains the key work being
done by both ORR and Network Rail to address
these areas of concern, in particular: keeping
RRVs and the workforce apart, lifting operations
with RRVs, braking performance of RRVs and
working under live OLE with RRVs.
Liesel is a front-line railway health and safety
Inspector based in the Wales, Western & Wessex
Team in ORR’s Railway Safety Directorate. As well
as being the lead Inspector for Network Rail’s
Wales Route, Liesel is lead for the Wales, Western
& Wessex team on Track-worker Safety and
Railway Construction Safety.
With a particular interest in the use of RRVs for
lifting, Adjacent Line Open working and
Engineering Worksite management, Liesel is
currently on secondment to Network Rail, working
on their RRV Safety Improvement Programme.
AGENDA8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
Fatigue arising from travelling long distances needs
to be managed. ORR has recently revised its
guidance on managing rail staff fatigue and this now
includes suggestions on good practice for managing
staff travel time. You can find the guidance at
http://www.rail-reg.gov.uk/upload
/pdf/managing_rail_fatigue.pdf
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WE ASKED CHRISTIAN FLETCHER...1) Would a dramatic reduction in thenumber of rules, regulations and standardsbenefit both our safety culture andperformance?
One of the problems we have is that there are so
many rules and regulations that there is no one
set rule book for safety in depots. Depending on
who is designing the depot, depends on the
safety and which rule book they are working
from. For example the 1992 Code of Practice is
what some people work from but it doesn’t mean
it’s right for depots in 2012 which are going to
maintain trains for the next 25 years.
2) Should line managers and supervisorsbe rewarded for safety performance ordoes this lead to under-reporting?
In my experience depot staff don’t wish to be
financially rewarded for raising safety issues. The
reward is them bringing a problem to their boss
and the company doing something about it.
Employees feel far more valued if the company
listens and acts on their ideas and suggestions.
3) Do we need separate categories for nearmisses and close calls?
Near Misses and Close Calls lead to incidents
and what we do at Zonegreen is to work with the
companies to prevent the incident happening in
the first place. We understand the pressures
depot and maintenance staff are under to have
the maximum number of rolling stock out on the
network but different depots and different Train
Operating Companies operate differently. New
build depots tend to have safety built into them
whereas the older depots are sometimes working
around depots that were built for steam rather
than diesel trains.
4) Has the profile and hence effectivenessof the Railway Inspectorate been reducedby being subsumed into the Office of RailRegulation?
N/A
5) How could the devolution of NetworkRail into route responsible managementimprove both safety culture andperformance?
Closer working relationships with the Train
Operating Company can only be a good thing but
it is still the Train Operating Company or
Manufacturer who is responsible for maintaining
the Rolling Stock. It may be that Network Rail
will have limited responsibility for the
operational safety of maintenance depots in the
future.
6) To improve safety performance do wenow need new forms of contract in the railindustry?
Absolutely, the design and build type contracts
are a typical example. A construction company
may look at the contract and think we can save
some money here and snip a bit there. The
problem with this is the builder is buying a safety
system that 9 times out of 10 is bought on price
and not designed with safety in mind.
The Train Operating Companies maintenance /
safety team should get involved at an earlier
stage and we find that when the product is
specified from the start you have a safer depot. I
have seen contracts where the large part of the
weighting is on the cheapest price, not the safest
solution.
7) Do we value and trust competent railworkers to the extent that they deserve?
The people working in the depot every day such
as the shunters and the maintenance teams are
often best placed to report back on safety issues.
By giving them the environment to report
incidents, near misses or close calls and then
acting on that and doing something, you create a
safe working environment.
8) Many train-crew, contractors and agencystaff still travel large distances to work.Does this increase the risk of accidents andwhat could be done to reduce thetravelling?
This is more relevant to track workers. I don’t
think you have many Depot personnel travelling
large distance over the country to work a 12 hour
shift, then drive 2/3 hours home.
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29www.railsafetysummit.com
08.30Registration and exhibition viewing
09.30Conference openingColin Wheeler
09.40Preparing for and dealing with emergency incidents Willie Baker, Emergency Incident Consultant
10.00FirstGroup’sapproachto influencingbehavioural safetySeamus Scallon, FirstGroup
10.20Q&A with Speakers
10.40Coffee / Exhibition
11.10 Where are we on the ‘Safety Awards rostrum’?Steve Diksa, Bridgeway Consulting
11.30 The road to ‘World Class’ Catherine Behan, Transport for London
11.50 A Perspective on SafetyGareth Llewellyn, Network Rail
12.15 Q&A with Speakers
12.30 Lunch / Exhibition
13.30 Leadership and zero-accident cultures in the workplace Jeff “Odie” Espenship, Target Leadership
13.55Better TogetherSteve Enright, Southern
14.20 Q&A with Speakers
14.35 Coffee / Exhibition
15.00 Safe use of road-rail vehicles Liesel Von Metz, HM Inspector of Railways
15.25 Improving Safety in Train Maintenance depots Christian Fletcher, Zonegreen
15.50 Q&A with Speakers
16.00 Conference Close
Improving safety inTrain Maintenancedepots
Christian FletcherDirector, Zonegreen
Christian’s presentation will look at the major
hazards encountered in Train Maintenance
Depots today such as Train Movements, Slips,
Trips and Falls, Third Rail & Electrification from
(OHLE).
Using 4 different case studies and accident
reports and statistics he will then go on to
explain how by using Innovation, Technology
and introducing safer working procedures, over
30 of the UK’s train depots are seeing a
reduction in accidents.
Christian has been involved with the design of
the Zonegreen’s depot protection and safety
systems for over thirteen years. In co-operation
with Loughborough University, he was
responsible for the development of the original
SMART DPPS™ system dedicated to the
protection of personnel.
His day-to-day activities involve supporting
Zonegreen safety consultancy and technical staff
and ensuring the company products meet the
standards required for safety and reliability.
AGENDA
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 29
30 www.railsafetysummit.com
t: 08456 773002 e: [email protected]
i
Promoting Safety On Our RailwaysAt Healthcare Connec� ons, we pride ourselves in providing fully integrated occupa� onal health services, keeping your health & safety fi rmly at the heart of our business
As rail specialists, our medical centres are conveniently situated in major and strategic loca� ons throughout the UK and our medical professional teams off er services on site to you and via mobile units
Medical Screening•
Drug & Alcohol Tes� ng•
Medica� on Checking•
Absence Management•
Health Surveillance•
Employee Medica� on•
Hazard Vaccina� on•
Educa� on & Support•
Visit us at The Rail Safety Summit, 19 April 2012or contact us for more informa� on
www.healthcare-connections.com
Visit us on Stand K35
1-3 May 2012NEC Birmingham
In the rail industry, even seemingly trivial side
effects of medications such as drowsiness,
dizziness or visual disturbance could have a
catastrophic outcome for employees and the
general public if workers and employers are
unaware of the dangers.
Under Railway Group Standard GE/RT8070 and
support document GE/GN8570, rail organisations
are required to ensure that employees report the
use of prescribed and over-the-counter (OTC)
medications to their supervisor or line-manager,
and to have a provision for staff to access a
competent medical authority to advise on their
ability to carry out safety critical tasks whilst
taking medication.
It is well known that any medication, whether
prescribed by a doctor, bought over-the-counter or
via the internet, can cause a range of side effects.
Less well known is the fact that combinations of
medicines can have even greater side effects when
combined than individually. Even if an employee
is stable on medication for a long term condition,
the addition of a new (even short term) treatment
has the potential to destabilise the existing
treatment or cause new side effects through a ‘drug
interaction’.
Healthcare Connections provides an innovative
expert solution to medication queries via Chemist
on Call, a unique medication checking service. A
professional team of experienced rail specialist
pharmacists are available 24/7 to provide accurate
and timely medication advice and information for
safety critical staff. This service seamlessly links
through to Healthcare Connections’ occupational
health specialists for efficient referrals for effective
health management and promotion of employee
wellbeing.
Key Features:• ‘Pay As You Check’ - no binding contract or
retainer fee – just pay for checks as you make them
• 24/7, 365 days access via telephone or website,
both PIN protected for confidentiality
• Simple & interactive – clear recommendation
reports provided for audit
• Fast response times – instant online and
telephone checks, with responses within the hour
for more complex medications)
• Trend Analysis - discover the trends of
medication taking within your business.
Adopting this holistic approach ensures that the
overall health & safety of the railway is soundly
upheld.
Keeping the Railways Safe
Healthcare Connections are exhibiting at theRail Safety Summit and Infrarail (1-3 May,Stand K35, NEC Birmingham) where you can learn more about their full range ofoccupational health solutions.
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 30
www.railsafetysummit.com
Bridgeway Consulting Ltd has an exemplarysafety record and have a successful recordof delivering quality services through extensiveexperience.
Our “one stop shop” offering enables us to deliver results that add real value to your project.
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Engineering the future...
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 31
www.railsafetysummit.com
The Rail Safety Summit19th April 2012, Loughborough University
08.30 Registration and exhibition viewing09.30 Conference opening: Colin Wheeler09.40 Preparing for and dealing with emergency incidents
Willie Baker, Emergency Incident Consultant10.00 FirstGroup’s approach to influencing behavioural safety
Seamus Scallon, FirstGroup10.20 Q&A with Speakers10.40 Coffee / Exhibition 11.10 Where are we on the ‘Safety Awards rostrum’?
Steve Diksa, Bridgeway Consulting11.30 The road to ‘World Class’
Catherine Behan, Transport for London11.50 A Perspective on Safety
Gareth Llewellyn, Network Rail12.15 Q&A with Speakers 12.30 Lunch / Exhibition13.30 Leadership and zero-accident cultures in the workplace
Jeff “Odie” Espenship, Target Leadership13.55 Better Together
Steve Enright, Southern14.20 Q&A with Speakers14.35 Coffee / Exhibition15.00 Safe use of road-rail vehicles
Liesel Von Metz, HM Inspector of Railways15.25 Improving Safety in Train Maintenance depots
Christian Fletcher, Zonegreen15.50 Q&A with Speakers16.00 Conference Close
With four speakers representing TrainOperators and four representingInfrastructure - and one of the mostsought-after leadership presenters in the US- this is the a Conference not to be missed.
Tickets are £199.
For further information please contactGemma [email protected] Pat [email protected]. 01530 56 00 26
Rail-Safety-Mag-2012-Quark_Rail Safety Mag A4 21/03/2012 10:07 Page 32