Introduction to the Workforce Safety 10 point plan

Steve Hooker & Stuart Browning 

10 Point Plan Overview

Need for change – our safety recordTrends in infrastructure worker Fatalities and Weighted Injuries (FWI)

Why change?

Barriers to delivering safe work

Some key principles

Risk Levels

Rai

l Ris

k

Task

/ En

viro

nmen

tal R

isk

Who is involved? Typical level 2 job

OLD WORLD

Who is involved? Typical level 2 job

NEW WORLD

Simpler communications, clearer responsibility

Work TeamSafe Work Supervisor (PerformingAuthority)

Manages Railway Operational RiskManages Worksite / Task Risk

APP

ROVE

 / ISSU

E  W

ORK

PERM

ITS & CER

TIFICA

TES

APP

ROVE

 / ISSU

E RA

ILWAY

CERT

IFICATES

TechnicalAuthorities*

ProtectionTeam#

Team Leader / Foreman

(Performing Authorities)

Route Control / NDS(Area Authority)

Signaller ECO

Control of WorkInitial brief – improve

SSOWP’s packs. Simpler, clearer information to

communicate risk and to encourage risk based

decision makingEvolved to focus on understanding how others manage the

processes associated with planning and

delivering safe work

Key Principles• Effective local planning – ‘those who do the work are involved in planning the work’• One single accountable mind • Process developed by those who use it• Independent verification of the planned work & controls• Live risk management at the point of work• Independent check of controls at the point of work• Specific, simple and user friendly documentation • A risk based approach to permitting & risk assessment • One process for different NR and contractor communities

Technology – ePermitting & Risk AssessmentePermitting supports:

• A single hub for putting people to work safely• A better view of risk associated with work on our

infrastructure• The delivery of integrated permits to end users• Clear definition of accountabilities through the 4 stage

process

Risk Assessment tool• Requires the user to assess task risks

and controls in the context of the environment in which it is being undertaken

• Ensures that task risks and controls are current for every risk assessment

Technology – interactive mapping• Design language created by those who will use the map• Allows the user to ‘layer’ the appropriate information• Strategic mapping solution is in development long term –interim solution is being developed 

Roles ‐ authorities

• Proposed processes under review with those who actually do it 

• Principles embedded in these processes 

• Clarity of responsibility and capability to do the task  is the absolute key 

• This will mean changes to what our people do now in terms of issuing permits 

Safe Contractors – contingent labour

• Un‐coordinated, sub‐optimal use • ‘Organic’ supply • Too many examples of poor quality/safety 

• Challenge on safety & ethical behaviour 

In short .... • Network Rail is NOT leading the industry 

This is a BIG issue!Infrastructure projects 4 regions plus major programmes Indirect requirement through 60 Tier 1 Principal Contractors and a high number of Tier 2 agencies Small element of direct requirement Key specialism's – signalling, track, electrification Total spend minimum £130m in 2012Network Operations 9 routes, 39 delivery units Direct requirement for contingent labour ~ 200 job grades under 12 specialism's 45 suppliers total (23 making 95% of spend) ~ £80m in 2012 Possession management ~ £20m

Understanding the issues…

Notes:1Estimated from scheduled start day, number of shifts, and total quantity receivedSource:Network Ops COOM data, Efficio analysis

Future contingent labour contracts ‐ aims