Project Kramer – A New SMS

CEO Briefing October 2012 RISSB Rail Safety 2013 – Richard Coleman GM Safety Asciano

Outline

• Asciano Safety Framework • Leadership v Systems • Project Kramer • Key Work Streams & Status

• Document Management System & Intranet Site • Revised Standards & Procedures • Training

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• Project Kramer sits within the Divisional component of this framework.

• It is vitally important but it is not the only critical component in achieving our Home Safely Everyday objective

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Bureaucratic Inertia

Chaos

Leadership & Behaviour

Syst

ems

& P

roce

ss

Target performance

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‘System ‘as ad-hoc collection of instructions

•Lacking strategic intent or oversight

•Reflecting localised evolved process

•Not supported by effective change

System as structured collection of standards & process

•System ‘quality’ is paramount

•System breadth & depth is a KPI

•End in itself or means to a limited end e.g certification

System Growth and Expansion

•Throw more issues into the system

•Growth the breadth ‘Health, Safety, Environment, Quality, Risk, Security, Maintenance....

•Grow the depth, cover every local process & task

Systems as means to an end – user sensitive

•System objective is aligned to organisational vision

•Capacity to support mitigation & management of risks is key

•Pragmatic capacity to drive change more important than purity of the content

•End User Consultation in development

•Testing of change at design

Evolution of Management Systems thinking

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Safety Comms

Personal Interactions

Assessing Business

Opportunities

Planning & Budgeting

Safety Performance

Review

Operational Reviews

Incident Response

Effective Safety

Leadership

+ve

-ve

Accountable Forward Thinking Measured Trusted & Caring Balanced Honest

Solely financially driven Shifty Irresponsible ‘Gunna’ Insincere Uninformed Reactive

Opportunities to Demonstrate Safety Leadership

Our Employee Perceptions of your Behaviour

Performance Impact

Increased discretionary effort Increased critical hazard awareness Increased propensity to report hazards Improvement in speed of return to work rates for injured workers Reduced injury rates

Change is difficult & actively resisted Safety is given lip service Safety is an industrial tool Performance stagnates Safety behaviour is poor

Balancing Leadership & Safety Systems thinking

Safety Comms Personal Interactions

Assessing Business Opportunities

Planning & Budgeting

Safety Perforamnce Review

Operational reviews

Incident response

1. Personalise the safety story, talking about the ‘why’

2. Communicate a compelling and valuable proposition to rally support and inspire others

1. Plan their site visits and arrive prepared

2. Get an understanding of the safety performance and issues before they arrive

3. Follow-up with thanks and a status report on issues identified after leaving the operation

4. Discussing experiences and findings from the visit with others our peer group/function, etc

1. Include risk and opportunity criteria around safety when making key decisions

2. Continually asking questions such as “what does this mean for safety?” and “are we comfortable with the safety implications of that decision...?”

3. Are honest about the reasons why certain decisions have been made

4. Take both accountability responsibility for those decisions

1. Focus discussion on opportunities and benefits, not just costs

2. Do not accept increased revenue or reduced costs if the trade-off means safety would be compromised

3. Send plans back for revision that do not adequately address safety

1. Actively seek out and promote leaders who demonstrate the required acumen including safety

2. Consistently provide constructive feedback to employees

3. Focus their attention on fatality risks as well as causes of LTI’s.

4. Reward good safety performance and behaviours through feedback and recognition

5. Set and adhere to consequences for poor behaviours that are not in line with goals

1. Make an effort to establish and build a good relationship with operational personnel

2. Articulate expectations and follow-through on them whenever performance is reviewed

3. Consistently apply consequence management when dealing with under-performance, critical incident follow-up or ongoing non-compliance

1. Take time to obtain the facts and understand the cause/issues and therefore don’t jump to conclusions

2. Make objective decisions based on experience, and logic without being driven by emotion

3. Follow-through by participating in incident close-out

4. Enquire after people who have been injured and follow up on how they are progressing

5. Focus on potential and severity and respond as appropriate

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Asciano leaders always

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1. Appear uninformed about safety issues and achievements

2. Make “throw away‟ comments related to safety amongst peers which portray organisational safety requirements negatively

3. Only mention safety when something has gone wrong

1. Continually cancel scheduled visits or arrive late or unprepared

2. Stay in the office or only mixing with leadership during the visit

3. Talk about safety in an insincere or token way

4. Fail to provide thanks, feedback or follow-up after leaving the operation

1. Send mixed messages –saying safety is a key priority while accepting sub standard solutions

2. Identifying safety concerns but then discount them as someone else’s problem

3. Walk past an unsafe situation or away from a difficult situation when problems persist

4. Delegate safety decisions to others because of a desire to concentrate on financial and commercial aspects of the opportunity

1. Play down the need for robust budgets for the safety initiatives and programs

2. Allow plans and budgets to be approved when they are vague or inaccurate around safety

3. Fail to ask questions about safety during sign-off presentations of plans or budgets

4. Eliminate safety items from the budget during cost cutting without due process.

1. Forget to include appropriate goals and KPIs based on appropriate safety behaviours

2. Fail to mention or consider safety in the performance review process, or when hiring or promoting

3. Brush over safety KPIs as less important indicators or encouraging gaming of KPI’s

1. Argue that poor performance is unavoidable and therefore imply that it is acceptable

2. Shy away from explaining decisions that appear to compromise safety

1. Fail to verify, by listening and seeing for themselves

2. Ask unqualified people to investigate

3. Blame people without analyzing root causes

4. Cancel or delegating attendance at an incident close-out meeting

5. Seek to play down incident severity to deliberately deflect attention

Safety Comms Personal Interactions

Assessing Business Opportunities

Planning & Budgeting

Safety Perforamnce Review

Operational reviews

Incident response

Asciano leaders do not

Objectives

Implement a new best practice Safety Management System which delivers: • Increased ownership by the divisions • Reduced complexity • Improved accessibility • Improved user friendliness • Fully compliant with new Workplace Health & Safety, Rail Safety and all other relevant

legislation • Improved awareness of our SMS • Improved knowledge of our standards and procedures

Project is consistent with AIO’s safety strategy

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Why do we need project Kramer?

Working at Heights Standard

Any control measure used must be properly maintained and used, including not removed while

work is being performed except so far as is necessary to allow safe access or egress of a person

or moving of plant or material

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Governance & Project Team

Project Team Tim Kuypers (Team Leader)

John Cassidy (PN Coal) Louise Williams (PNRail) Julie Pengelly (PN Coal) Stuart Hudd (PN Rail)

James O’Hehir (PN Rail) Peter Everingham (PNCoal)

James Toohey (AIO)

Steering Group Dave Irwin, Director PN Coal; Angus McKay Director PN Rail;

Richard Coleman GM Safety

We are using external advice but we are drafting and reviewing the documents ourselves We are consulting widely throughout the business. We want to ensure that the new system makes people safer not makes their job harder.

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Legal

OHS Committees / Employee Representatives

Key Work Streams

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Intranet & Document

Management System

New Procedures &

Standards

Change Management

& Training

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As part of Project Kramer we analysed and reviewed our Intranet and also the processes for document management and control:

The Issues

• An extremely large number of safety documents have accumulated on the intranet over time >20,000

• Documents and records are in too many locations >800 webpages or links, duplication is common

• There is a large number of people who can load documents >160

• There are a variety of approval processes

The Solution

A new document control process

A new intranet site

Intranet and Document Management System

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New Document Management Process

All safety • Policies • Standards • Procedures (including site specific procedures), work instructions, guidelines or manuals • Checklists, forms and templates • Interface Coordination Plans and Safety Interface Agreements Must follow the new process: • Any amendments to existing documents or new safety documents must be emailed to the relevant

divisional safety professional.

• The divisional safety professional will review and will then will seek GM sign off.

• Once GM sign off is obtained the document will be forwarded to the PN Document Control group who will review and load onto the system or revert with questions and queries.

• Only the PN Document Control Group can be load documents onto the system The new Intranet system will automate this process

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New Policies & Procedures

Redrafting all PN wide standards and procedures • new design and plain English language approach adopted • remove management and employee guides and have a single document for all to use • some standards will just be rewritten in the new more accessible format some will change

significantly (eg contractor management) • We are prioritising high risk standards and those relevant to Rail Accreditation moving to medium

and then finally low

Reviewing and updating where necessary all high risk divisional and site procedures

• The review will focus on the compliance of the procedure with the Safety Management System and removing unnecessary variation and duplication

• The high risk topics identified are, isolation; train operations including shunting; contractor management; fatigue; traffic & pedestrian management; prevention of falls; permit to work; plant management

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• Revised Document

• 8 pages

• 1700 words

• Definitions (hyperlinked)

• 3 new sections

• Legislation (separate linked)

• Training

• Reporting & recording

• Current Document

• 12 pages (7 + 5 pages of attachments

• 2037 words

Example Comparison – D&A Standard

Change Management & Training

• Three levels of training basic; detailed awareness (both elearn) and comprehensive training (face to face and elearn) for top 10 topics

• Blended approach • outsource top 10 • Rest will be delivered by in house instructional designer working with PK

team • Delivered in conjunction with AIO HR Training and utilizing “Learning Room” • All staff categorised into 25 job classifications • Production of training materials following approval of standards