Welcome

1. Welcome Nikki Holman

2. Agenda • Welcome – Nikki Holman • CIRAS Update – Bobby Wright • Human Factors and Reporting - Chris Langer • Guest Speaker – Gary Cooper • Interactive Workshop: CIRAS Team • Lunch • Interactive Workshop - Feedback: CIRAS Team • Home and Away - Bobby Wright • Newsletter – Nikki Holman • Questions - CIRAS Team • Round-up Exercise – Bobby Wright

3. Latest news and update Bobby Wright

4. CIRAS Review • Business Review: • Findings/Recommendations: • Governance • CIRAS Staffing • Funding and Finance • Measuring Performance • Processes • Business Infrastructure (Including IT) • Confidentiality Assurance • Stakeholder Management • Marketing

5. Objectives • Address the issues identified in the business review and permits the CIRAS unit to gear up for making step changes in how we operate • Provide updated technology to solve current database/CRM issues • Implement new procedures • To evaluate the benefits from having an independent system accreditation • Attendance at several more conferences/exhibitions and visits to key stakeholders to increase awareness of CIRAS as well as attract new subscribers • Greater focus on stakeholder engagement • Better and more effective marketing and sets the scene for possible expansion • Investigate the application of the CIRAS model in other modes of transport

6. CIRAS Aims • CIRAS aims: • Maintain Operational Independence • Service Focussed • Improve Knowledge • Improve Quality of Service • Collaborative • Ensure Impartiality • Provide Value

7. Engagement Visits Southern Northern Rail Network Rail Road Show Network Rail P’way events TSSA Conference RMT Conference Rail Safety Summit Birmingham University ORR ISLG ATOC TES Railtex First Group Light Rail Conference Edinburgh Trams ScotRail TES Colas Rail Serco LUL Tubelines TSSA Greater Anglia South Eastern Coach & Bus Live Exhibition

8. Reports and Human Factors Chris Langer

9. Group exercise 1. What does ‘Human Factors’ mean to you? Define it… 2. How is it related to CIRAS?

10. Definition “Human factors refer to environmental, organisational and job factors, and human and individual characteristics which influence behaviour at work in a way which can affect health and safety. A simple way to view human factors is to think about three aspects: the job, the individual and the organisation and how they impact people’s health and safety-related behaviour.”(Health and Safety Executive)

11. CIRAS Beginnings and Human Factors • Began as a pilot scheme in Scotland in 1996 • Value of confidential reporting long recognised in aviation • CHIRPS (Confidential Human Factors Reporting System) was used as a ‘blueprint’ for CIRAS • Role of human factors had been recognised in the off-shore industry and the nuclear industry • Originally envisaged as a method for collecting near-miss data • Now handles long-standing safety issues, other systems do near-miss or close call reporting

12. The Human Factors Advantage in Confidential data • Improves the completeness of accident and incident data; For analysing underlying issues and causes • Helps overcome psychological barriers – freedom to talk confidentially. ‘Blame free’ setting • Helps generate suggestions for improvement • Can provide unique information unobtainable from any other source • Philosophy of CIRAS: better to know what is happening at the ‘sharp end’ than to know the individuals involved

13. 1. Creating Human Factors Data

14. 2. Creating Human Factors Data

15. Human Factors Issues in Reports (1) • Illumination of the speedometer and brake gauge dials on Class 314s • Design acknowledged as obsolete • New version currently being trialled with roll-out planned

16. Human Factors Issues in Reports (2) • 25 metre ‘rule’ in RGS • Compliance can be difficult • Risk assessment often complicated • New research aims to simplify process with look-up table or risk tool Signal ‘too close’ to level crossing?

17. Human Factors Issues in Reports (3) Safety procedures and reporting at a contractor • Staff discouraged from reporting near miss • One near miss a day • Attempts to report deliberately frustrated: ‘We’ll get the forms later…’ • Staff have stopped caring

18. Holes in Swiss Cheeses and Safety Incidents Why CIRAS might be the last line of defence… • Holes in: • Rules and safety procedures • Communications • Training and briefing • Competency assessment • …should be reported internally. But what if they are not?

19. Any further thoughts? What do you think about promoting the links between Human Factors issues and CIRAS? Would you like to hear more about Human Factors?

20. Gary Cooper – CIRAS Committee Member ATOC Director of Operations and Engineering

21. Profile • Leeds University - organometallic chemistry research • British Rail – 1984 – Station Supervisor operations roles up to Area Manager (Brighton) • Commercial Director for British Rail – one of the first 1991 - 1996 • Deputy Managing Director at Network SouthCentral 1994 - 1996 • Connex – Group Engineering Director, Group Planning Director • 2002 - Business Director for the cross-industry National Task Force (NTF) • Head of Operations at ATOC in 2009 • Director of Operations and Engineering in May 2012 and retained NTF role

22. CIRAS Committee made up of….

23. Why have confidential reporting? • Provides a reporting line for all staff should their internal channels prove unsatisfactory • Provides subscribing companies with a safety net……the alternative might be that an incident materialises • Analysis from the CIRAS team helps inform subscribers what their future safety plans might need to consider • Improve the safety of staff, customers and other users by learning of risks

24. The barriers to reporting • Individuals may feel unable to report concerns • May lack confidence to speak up • Peer group pressure – ‘we always do it like this’ or ‘if we did it the right way it would take to long’ • Possible / perceived or actual management pressure – ‘you will be sacked if you rock the boat’ or ‘we will lose our contract’ • Don’t want to stand out – a very human feeling

25. CIRAS Representatives role • Important conduit for CIRAS to company experts to help resolve an issue • Need to have influence and good communication and influencing skills to help get a measured response • CIRAS is looking to review role of the rep and today is about you helping us with that

26. The Committee • Our role is to provide the governance – making the managers accountable to subscribers and those who make contact • To ensure the scheme is of value to subscribers and the industry • To support the CIRAS team to run it efficiently effectively and help communication to the industry • To help the industry keep people safe • Ensure correct relationship with RSSB – keep at arms length

27. Conclusions Confidential reporting : Provides additional safety-related information we can use to make our industry safer Allows workers to raise safety concerns without risk to themselves or their colleagues Does not replace or undermine internal or statutory incident reporting systems Paid for by subscribers because it adds value to their businesses Available to all staff irrespective of role or status

28. Thank you Any questions?

29. Interactive Workshop – the role of the CIRAS Rep Bobby Wright

30. Interactive Workshop • CIRAS Rep - CIRAS Advocate • Communication – key component • Main channel into the company – what does success look like – empowerment • New two-way charter • Experience now – good/bad • Tools required to make it better • Rep of the future

31. Channel (Face to face, written reports, telephone, safety representatives, trade union) Potential interference Reporting safety matters internally food for thought … Receiver Sender Safety message If sender, receiver and the communication channel all operate effectively, then the message will be passed successfully. However potential interference (often referred to as ‘noise’) can get in the way and prevent the safety concern being effectively received.

32. Channel Barriers to internal safety reporting Receiver Sender • (Face to face, written reports, telephone, safety representatives, trade union) Use all internal channels Correct Information Complete Information Provide feedback Challenge assumptions Sender Issues: Not using all internal channels Wrong information Incorrect assumptions Conflict Other Barriers: Poor worker-management relations Dispute exists Management skills Manager – Employee relations Incorrect assumptions Training not provided Receiver Issues: Take action Incomplete feedback Interpersonal skills Incorrect assumptions No feedback

33. Interactive Workshop • Each table to discuss each component (Guidance in your pack) • Log on sheet • Elect spokesperson • Open forum after lunch…

34. Lunch Meet back at 13.16

35. Feedback Session CIRAS Team

36. Knowledge Sharing Bobby Wright

37. Home and Away • CIRAS: Other modes of transport • Knowledge share with other transport companies • Bring home other transport industries – what can we learn… • Useful?

38. CIRAS Newsletter Nicola Holman

39. CIRAS Newsletter • What has changed? • We have taken the ‘he said, she said’ aspect away from the reports published in the newsletter • The information and design is much more reader-friendly and we are trying to engage as many people across the industry as we can • The website has been modernised and we now have an electronic version of the newsletter

40. CIRAS Newsletter • Why has this changed? • We want the featured reports to be about the collaboration between employees and the companies they work for, not a finger pointing exercise • Health and Safety is everyone’s shared concern

41. CIRAS Newsletter • What can you as Reps give me? • Feedback is always helpful. If you have anything you think needs to be addressed then please let me know. • (nicola.holman@ciras.org.uk)

42. Questions? CIRAS Team

43. Round Up Round up of the day Bobby Wright

44. Winter Reps Meeting London Monday 4th November York Wednesday 6th November