Safety management at ProRail

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Safety management at ProRail

• Paul Heimplaetzer / Royal Haskoning
• Carsten Busch / ProRail
• WOS september 2006

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Organisational history
NS (Nederlandse Spoorwegen)
1995
RIB RailNed VL NS Railion others Infra capacity
traffic control carriers
2003
ProRail NS Railion others
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Ever faster changes Technology ERTMS interoperab
ility Business process Privatization Functional
division
From Rule based To Risk based
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Leaking wagon at Amersfoort train station RVTV
report
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• How to transform
• continuous change
• into
• Continuous improvement?
• (or avoiding continuous change to develop into
  continuous deterioration)

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Process of change
WHY strategy
WHAT systems
HOW culture
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Focus

• Strategy, performance measurement and targets
• Structure Risk based system (cope with
  continuous change)
• Operational culture

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Development
Why - strategy
time
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Development
WHY - strategy
WHAT - systems
time
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Development
WHY - strategy
WHAT - systems
HOW - culture
time
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strategy

• How do we influence safety
• Confrontation with performance

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Safety performance
Accidents
Incidents
Proces deviations
Improvment Program Level crossings
Improvement programs
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Structure

• Risk assessment control
• Establish critical processes
• Ownership of risks and processes
• Processes, not departments
• Communication decision

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ProRail SMS
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Operational culture

• Communication
• not my problem
• Risk assessment as a routine
• Differences between organisations in the network
• Maturity

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Culture benchmark
Management of Contractors Pathological Contractors judgement is based on time expenses, safety criteria are absent Reactive Safety performance of contractors is considered but does not count in the selection process Calculative Prequalification of contractors also for safety, standards are lowered if no contractor can meet them Proactive Contractors must have a safety management system, may get help in training of Staff Generative No Bargaining regarding meeting of safety requirements, collaboration in problem solving, no start of work before safety requirements are met
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The chalenge

• How to transform
• Continuous change
• into
• Continuous improvement?
• Work simultaneously on strategy, structure and
  culture
• Same language concepts in network
• Update the (inter)organisational map (not only
  after an accident)

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Conclusion

• Safety is the product of collaboration