1. Leading health & safety on Britain’s railway A strategy for working together Presented by

2. Why the need for an industry health & safety strategy Record number of passengers and freight customers use the railway and levels are set to rise Increasing number of major investment programmes are being implemented Rail companies have done a lot individually to understand and act on any risks To further improve health and safety performance leaders of the rail industry are now committed to working together better. A strategy will provide a framework for focusing activity,and supporting industry in understanding and delivering the changes that are needed. 2

3. 3 Structure of the strategy

4. A Focus for leadership Foreward Rail industry leaders have endorsed the strategy and committed to:  Understand, endorse, champion and communicate the strategy  Recognise and support in-company health and safety management systems  Review and adjust company health and safety plans  Help establish cross-industry arrangements to facilitate delivery  Empower their teams to engage with and support cross-industry arrangements to address risk and improvement opportunities. 4

5. What the strategy will not be Foreward Leaders agreed that this strategy will not be: An all-encompassing risk reduction strategy or plan. Written to replace individual safety management system holders’ responsibilities for their own risk management or change their scope of undertaking – legal or otherwise. Written to cover all on-going health and safety activity in the rail industry. A set of targets. 5

6. ORR Endorsement Foreward Ian Prosser, HM Chief Inspector of Railways is personally, and on behalf of the ORR, delighted to endorse this first rail industry health and safety strategy. ‘This strategy signifies a substantial component of the rail industry’s vision to improve health and safety, which will, in turn, contribute to improved efficiency and performance of Britain’s railways. The collaborative efforts of rail industry leaders and experts is highly commendable, and demonstrates the importance they place in this strategy. It now needs continued leadership and commitment to use this strategy to guide and shape industry groups, and organisations’ delivery plans. I, and the ORR, look forward to seeing the progress and improvements it brings.’ 6

7. The purpose of the strategy Introduction 1.To provide a focus for leadership in key areas where collaboration will deliver health and safety performance benefit 2.To be a reference point for how health and safety is managed on the railway 3.To identify collaborative strategies where cross industry action will deliver improved management of health and safety risk 7

8. Telling the health and safety story Section 1 8

9. Taking safe decisions risk modelling framework Section 1 9

10. We developed definitions of requirements to cooperate Section 1 10

11. Our framework for cooperation - national level Section 1 11

12. Our framework for cooperation - sector level Section 1 12

13. Our framework for cooperation - regional Section 1 13

14. A culture of reporting and sharing Section 1 Industry has established robust reporting of safety incidents and accidents. Many mechanisms for reporting are mandatory, including the use of the rail industry’s SMIS system, the non rail specific RIDDOR, and National Incident Reporting for rolling stock. This information allows Britain’s railway to benchmark its performance. The rail industry recognises that it is far less advanced in its monitoring and reporting of certain aspects of risk, for example road risk, fatigue, and health and wellbeing – which is to be addressed through the 12 risk priorities in this strategy. Sharing information and learning is an important characteristic of the rail industry. A number of communication channels have been established to facilitate this, such as Right Track RED and Opsweb. 14

15. Benchmarking with other land transport modes Section 1 15

16. How our performance compares to others Section 1 16

17. 12 priority areas Section 2 1.Workforce health and wellbeing 2.Public behaviour 3.Station operations 4.Road risk 5.Level crossings 6.Fatigue 7.Workforce safety 8.Infrastructure asset integrity 9.Workforce assaults and trauma 10.Train operations 11.Freight 12.Rolling stock asset integrity 17

18. Workforce health and wellbeing 1 Public behaviour 2 Station operations 3 Road risk 4 Level crossings 5 Fatigue 6 Workforce safety 7 Infrastructure asset integrity 8 Workforce assaults and trauma 9 Train operations 10 Freight 11 Rolling stock asset integrity 12

19. 12 priority areas Workforce health and wellbeing 1 Public behaviour 2 Station operations 3 Road risk 4 Level crossings 5 Fatigue 6 Workforce safety 7 Infrastructure asset integrity 8 Workforce assaults and trauma 9 Train operations 10 Freight 11 Rolling stock asset integrity 12

20. Detailed plans developed for each priority areas Section 5 Vision Case for collaboration What we do now What we can do better Where to find more info 20

21. Areas of influence over the safety risk profile Section 2 21

22. Health and safety risks Section 2 22

23. Health and safety risk gaps Section 2 23

24. Areas we already have identified as improvement areas Section 2 24

25. 9 management capability priority areas Section 3 25

26. Assessing the impact Section 4  RSSB board is accountable for governance - System Safety Risk Group ToR to be amended to align activities within industry.  Monitoring progress will take place against: 3 stated purposes; Leadership commitments; 12 risk priority areas; 9 capability areas –RSSB board will receive updates from duty holders, SSRG, national, sector and regional groups.  Twice-yearly Industry Health and Safety Meetings will engage leaders and review progress on the different.  Responsibility for working together to deliver this strategy lies with the duty holders, RSSB, and other relevant organisations.  This strategy recognises that delivery of some of its components will be through other cross-industry strategies and groups e.g. Rail Technical Strategy and Rail Supplier Group 26

27. Thank you

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29. 29 Communication Exercise – suggested activity with staff 1.Outline your company improvement activities that align to the strategy 2.Use the table to talk through the current known industry leads for each of the 12 risk priority areas. Ask your staff to determine where they fit in to this (fill in the 3 rd column) 3.Show staff that you are expecting different levels of awareness/understanding in your organisation 4.Ask staff to discuss where their role might fit in/what they might need to do to work towards the strategy etc.

30. Areas we had already identified as improvement areas 30

31. How you connect into the strategy… 12 priority areasLead 1Workforce health and wellbeing Health Policy Group 2Public behaviourSuicide Reduction Group Trespass Risk Group 3Station operationsPeople on Trains and at Stations Group 4Road RiskRoad Risk Group 5Level crossingsLevel Crossing Risk Group 6FatigueSystem Safety Risk Group Train Operations Risk Group 7Workforce safety Infrastructure Safety Liaison Group 8Infrastructure asset integrity Technical Strategy Leadership Group 31

32. How you connect into the strategy… 12 priority areasLead 9Workforce assaults and trauma People on Trains and at Stations Group 10Train operationsTrain Operations Risk Group 11FreightNational Freight Safety Group 12Rolling stock asset integrity No central group yet identified 32

33. Internal audiences - where do you fit in? BUILD AWARENESS KEEP INFORMED KEY PLAYERS KEEP SATISFIED All employees need to: be aware of this strategy and understand its objectives have a broad understanding of which industry/company activities support it feel comfortable enough promoting the strategy to stakeholders tell the company leads if their projects directly tie in to the strategy Employees whose work directly tie in to the strategy need to: be aware of the ins and outs of the strategy deliver their projects in alignment with the strategy ensure engagement with members and stakeholders links to the strategy understand how their project links to strategy when talking to stakeholders The senior leadership team needs to: understand any potential impact on projects internally and externally explain purpose of strategy to staff and how their line of work impacts on it be pro-active and opportunist in advocating the strategy Strategy sponsor / owner needs to: brief the strategy internally and support employees where necessary understand the risks of not communicating the strategy effectively 33

34. Flipchart exercise Now that you have a greater understanding of what the strategy is about… please write down your name if you originally omitted to write it down against one of the 12 priorities 34