Rail Safety Management Procedure Safety Performance Measure

Transcription

1 1/5 Revision Date Comments 1 November 2010 Revised procedure to support safety management processes 2 September 2011 Continuous Improvement Program 3 November 2012 Reviewed in line with legislative changes and company responsibilities 4 October 2013 Changes to reporting process and monitoring of KPI s 5 August 2014 Changes to KPI s and the Laing O Rourke Impact Reporting 6 February 2015 Changes to the reporting structure and processes

2 2/5 1. Introduction This Procedure describes the rail safety management system s arrangements for monitoring railway operations. Key performance indicators are used to monitor Laing O Rourke s operations and to enable the assessment of the implementation of the rail safety management system (RSMS). Safety performance measures require that performance is monitored so that adverse trends can be identified before non-compliance occurs and management intervention can be put in place. Key performance indicators (KPIs) can be lag indicators measuring reactive issues such as lost time injuries, plant damage or lead indicators that measure positive actions to prevent issues arising. Performance is reported at all levels, from the Project / Branch through the relevant Safety Leadership Team, so that both positive and negative results can be reviewed. 2. Purpose The purpose of this Procedure is for Laing O Rourke to measure performance to ensure that the rail safety management system (RSMS) is effectively managed and implemented. 3. Scope The KPIs established by Laing O Rourke to ensure the effectiveness of the safety management system relating to railway operations are applied at a project / Branch and business level and are monitored quarterly by the. The current KPI s for railway operations are: KPI Compliance with RSMS Audit Program Rolling Stock Maintenance undertaken in accordance with asset management schedule. Reporting of Fatal and Severe Risk compliance Target Audit based on risk approach to key areas 100% application Projects / Branch to meet targets set by Laing O Rourke HSEQ Executive 4. Definitions KPIs RSMS SLT Key Performance Indicators Rail Safety Management System Safety Leadership Team 5. Responsibilities Role SLT Project / Branch Leaders Rail Safety and Compliance Manager Responsibilities Review the performance of railway operations applied by the business through internal reporting processes contained within IMPACT Record and report project performance through IMPACT monthly, and manage KPIs Produce and distribute as necessary an annual Rail Return and Annual Safety Performance Report Conduct quarterly review with the, of KPI monitoring, to determine any adverse trends

3 3/5 6. Flowchart overview Element 8 s Documentation Process Responsibility Develop KPIs for Railway Operations Rail Sector Lead / Rail Safety Team members Select Plant will arrange recording of performance on their nominated KPIs Select Rail Plant Manager Element 8: Safety Performance E-P Report Rail Safety Data and FSR s per month through IMPACT Project Leader Monitor KPI s through 3 monthly reviews Review and allocate actions Monitor Actions To LORAC Hub Board as appropriate SLT Leader

4 4/5 7. Process 7.1 Develop KPIs for Laing O Rourke Railway Operations The Rail Sector Lead in consultation with the will develop specific KPIs for the railway operations being undertaken. During the annual review of the RSMS a review will be conducted to determine the appropriateness of the KPI s determined. Where changes are considered necessary the will determine revised KPI s as appropriate and undertake the relevant changes to reporting processes before advising Projects / Branches as appropriate. Audits of the railway operations being undertaken will be undertaken by the Rail Safety team with reports provided to the projects and close out actions recorded by the Project in IMPACT. The will review the application of the processes aligned to the KPI s to check that the subjects being monitored are revealing the effectiveness of the safety management systems applied to the railway operations. 7.2 Application of KPIs at Project / Branch Level Select will monitor the maintenance programs against the schedule while all Projects and Branches will undertake the required number of Fatal and Severe Risk reviews as determined by Laing O Rourke. The selection of additional KPIs for a Project / Branch may be applied as a requirement to meet a client s needs or for additional monitoring of the systems applied. 7.3 Record Performance Projects / Branches will undertake reviews of their top 5 risks monthly and record the actions in IMPACT. Information relating to the maintenance of rolling stock will be recorded by Select in the item of rolling stock file. 7.4 Additional Project Performance The monthly reporting of KPI s by Projects / Branches through lodgement in IMPACT will be supported by a monthly report lodged with and reviewed by a Regional / Select group of managers. Such issues reported could include: The number of Collective Insights conducted during the month against schedule The Presence of Positives i.e. Effective communication, Pegasus Competency checks Hazard and Near Miss Reporting per 1000 man-hours Corrective actions complete 90% completed in timeframe Fatal and severe risks Top 5 project risks reviewed monthly Positive investigations e.g. 1 per month. 7.5 Report Performance The Regional SLT will analyse safety performance, and determine what action, if any, is required to bring about any improvements where deficiencies are detected. The Rail Safety and Compliance Manager will also produce an annual return as required by the Rail Regulator and an Annual Safety Performance Report which will be forwarded to senior managers for review. The Safety Performance Report will be provided to the Rail Regulator in terms of the respective rail safety accreditation requirement.

5 5/5 The Laing O Rourke safety performance report will be in a form approved by the Regulator and comply with the requirements prescribed by the national regulations. As a minimum it will contain: A description and assessment of the safety performance of the operator s railway operations Comments on any deficiencies, and any irregularities, in the railway operations that may be relevant to the safety of the railway A description of any safety initiatives in relation to the railway operations undertaken during the reporting period or proposed to be undertaken in the next reporting period Any other information or performance indicators prescribed by the national regulations in relation to this element. Laing O Rourke will submit a report in accordance with the timeframe contained in the respective Notice of Accreditation held for such railway operations. 7.2 Laing O Rourke Senior Management Reviews The Hub Safety Team will review the safety performance report and consider any trends or targets exceeded. Consideration will be given to what action is required to improve performance. Actions determined will include the nomination of the person responsible and the time frame for completion of the action. The Safety Performance Report will be signed by the Rail Safety & Compliance Manager (Developer), the Rail Sector Lead (Reviewer), the Corporate HSEQ Director (Approver) and the General Manager (Authoriser). The Safety Performance Report will be provided to the Rail Regulator in terms of the respective rail safety accreditation requirement. 8 Related documents The following are related RSMS documents: E-P Governance 8. Reference documents Rail Safety legislation 9. Records The following records will be kept for Safety Performance IMPACT input by Project / Branch relating to safety performance. Annual Rail Return Annual Safety Performance Report.