westwood network rail training and management …...training and management centre, coventry agenda...

Staff Representative Safety Conference Wednesday 24th June 2015

Westwood Network Rail Training and Management

Centre, Coventry

Agenda Registration 08.00 - 09.00

Westwood introduction and Safety Brief – David Williams 09.00 - 09.05

Welcome and introduction – Nick Millington 09.05 - 09.15

What’s on my Mind - Steve Featherstone 09.15 - 09.45

Feedback so far what's gone well – Mark Wright, Mark Hardeman 09.45 - 10.10 A strategic Workforce overview, David Burgess – Paul Clyndes 10.10 - 10.40 Tea & Coffee Break 10.40 - 11.00 Working at Height Breakout groups discuss and Flip chart Top 3 concerns and 11.00 - 11.45 possible solution's Working at Height do we know and understand our Risks, Group feedback 11.45 - 12.30 Lunch (Buffet served outside the auditorium (45 Mins) 12.30 - 13.15

Safe Work Leader - A view from Track Level - Phil Dreuitt, Paul Frisby 13.15 - 13.45

Combat Stress – Tools to assist combating stress in the workplace 13.45 - 14.30

CGI Animated Film on Working at Height with Working Group update – Adrian Fricker 14.30 - 14.50 Tea & Coffee Break 14-50 - 15.05 CDM Regulations and why this is applicable to the worker – Mick O’Brien, Mark Wright 15.05 - 15.25 Have your say, have you been listening!!!! – Andy Pheby 15.25 - 15.40

Questions and Answer session - Open Forum 15.40 - 15.55

Closing comments and thoughts of the day – , Ondrej Roubicek 15.55 - 16.00

We have various exhibitors available for you to visit during the Day you will find

them in Rooms E1 – E2 We also have a Safety Truck out side by reception to view

Nick Millington

Welcome to the TSA

“The 8th Staff Representatives and Safety Conference 24th June 2015

Why we are here !!

/

Track Delivery Update

Steve Featherstone

Programme Director, Track

/

Network Rail engineering asset base

20,000 miles of track (and drainage)

24,000 switches and crossings

29,000 bridges and tunnels

Largest bridge builder in the world

830 signal boxes

2,500 stations

8,200 commercial properties

Largest private landowner

Second largest electricity network

Largest purchaser of electricity

Third largest Telecoms network

7,000 level crossings

One of the largest engineering employers

/

p7

Network Rail scale of expenditure

In CP4 (2009 – 2014) we spent:

£12billion on replacing old assets

£13billion on expanding the railway

£5billion on maintaining the railway

More than all 22 water companies

combined

More than all electricity distribution

companies, and National Grid (UK

electricity and gas transmission)

combined

/

IP Track strategy

► IP Track strategy sits in the context of wider IP Delivery strategy

► Review was undertaken of how IP can work better together

► IP regions are custodians of the integrated plan

► Correct balance between work volumes, resources, access, possession utilisation

► IP regions act as single point of contact for route customers

/

► IP working as a matrix organisation

► A new Director of Engineering role has been created in IP which will bring together the

various internal design groups from across IP. Jon Shaw, vice president of engineering

at Bombardier joining as IP Director of Engineering

► IP Track, IP Signalling, IP Engineering and National Supply Chain (NSC) provide

national centres of delivery excellence

► IP Track and IP Signalling will increasingly be used for all projects unless there is a

clear, justifiable reason which has been signed off by the appropriate directors

IP Track strategy

/

► S&C Client:

► acts as the interface to the S&C Alliances for all work from routes

and regions

► agrees target price and remits the work to the S&C Alliances

► S&C Alliances will:

► deliver S&C renewals, enhancements and refurbishments

► deliver some plain line work where it would not be sensible to

mobilise the plain line contractor in the same vicinity - this may be

more than simple associated plain line

Switches and Crossings

/

► ACJV High Output workforce was in-sourced on Friday 27 March

► With the scale of investment order books need to be full: systems now

proved on third rail

► High Output will work with the routes to

► fully utilise capacity

► maximise system safety

► drive cost efficiencies

► High Output need to reduce volume loss from 25% to 5% - this will reduce

volume available for PL

High Output

/

Plain Line 4 ation model

► Rationalisation - we will simplify the menu of services that we offer and move

away from the bespoke menu of the past.

Standardisation - for the services that we offer we will develop best practice for

each offering and do things in a standardised and repeatable way, facilitating

structured continuous improvement.

Optimisation - we will select the optimum work package and access

combination to provide best value through the contracts

Exploitation - we will leverage the capabilities and contracts across the whole

of the IP portfolio.

12

/

► Plain Line continue to deliver renewals those renewals not allocated to High Output and S&C

► Less Plain Line renewals work will be remitted to the Plain Line team than current levels - 33% reducing to 25%

► Plain Line contracts allow enhancements and renewals so team will concentrate

on winning / delivering increasing amounts of enhancements work

► Starting CP5 as a renewals team undertaking a small volume of enhancements the team will finish CP5 as an enhancements team, also delivering renewals

► Efficient Delivery Techniques (EDT) programme will standardise the way we do things and improve efficient delivery

Plain Line

The last three years

Approaching the end of the heavy lifting:

► re-organised into Plain Line, S&C and High Output

► re-tendered Plain Line and S&C contracts

► transitioned Plain Line and S&C contracts

► formed S&C Alliances

► in-sourced High Output

It is now about structured continuous improvement – better every day

/

Track Safety Alliance ► Industry group focused on health,

safety and wellbeing of track workers

► Safety rep and technical rep forums

► Four videos developed, fifth in

production

► Work streams looking at:

► fatigue, ballast dust, HAVs, noise

► safe planning, welfare, training,

PPE learning from close calls,

safety glasses, Prep4Safety

► Tracksafetyalliance.co.uk

► Facebook, Twitter and YouTube

► Don’t overrun

► Don’t overrun

► Don’t overrun

► DWWP, PCPs, hold points

► Passenger management plans

► QSRAs for all core works

► Open, honest and timely comms

► Duty Director reports

16 7-Jul-15

What’s on my mind Putting Passengers First

/

IP Track Delay Minute Trend

/

Period

Year

212963131074111

15/1614/1514/1514/1514/1513/1413/1413/1413/1413/1412/13

60000

50000

40000

30000

20000

10000

0

IP Track Delay Minute Control Chart

Mean = 21,203

Mean = 13,860

/

Period

Year

212963131074111

15/1614/1514/1514/1514/1513/1413/1413/1413/1413/1412/13

0.09

0.08

0.07

0.06

0.05

0.04

0.03

0.02

0.01

0.00

IP Track Delay Minute (% of total Network) Control Chart

Mean = 3.1%

Mean = 2.0%

/

Savings Estimate

Delay minutes per

year

Delay minute

reduction

£ Saving estimate (@ £91.4 per minute)

CP4 13/14 Baseline 247,199

CP5

14/15 Act 215,662 31,537 £2.9m

15/16 F'cst 180,174 67,025 £6.1m

CP5 F'cst 299,637 £27.4m

/

Structured Continuous Improvement

- Progress on structured continuous improvement was slow when the

organisation was both firefighting and going through major change

programmes.

- The major change programmes associated with the transition to the new

contracts, the formation of the S&C alliances and the insourcing of high

output are substantially completed and are making a difference.

- Improvement has accelerated since Christmas so benefits should exceed

the £27.4m which is based on current run rates

- We now need to accelerate our structured continuous improvement

programme.

Continuous Improvement

Project Jedi

/

Yammer

7-Jul-15 23

/

Apprentices, Graduates and Training

/

Laying Track 100 years ago

/

Laying track today is highly mechanised

/

Our Track 10 Point Plan

/

10 Point Plan

10. Improve

Access

9. Improve

Scope &

Specification

Unit cost

4.Get eng

trains to

site on time

2. Improve

plant

reliability

1. Improve

safety

8. Significant

technology

innovation

7. Re-tender

contracts 6. Re-org

into specialist

teams

5. Improve

competence

& multi-

skilling

3. Improve

planning

& lock

downs

Network

Ops

Network

Ops

IP

Track IP Track IP Track IP Track IP

Track

Network

Ops

IP

Track

IP

Track

/

1. Safety – Adjacent Line Open Working, Ballast Dust and Fatigue are key issues

/

2. Improved Plant Reliability

/

3. Improved Planning and Lock Downs

Haulage

Work method Specification

Access

GRIP4Track

4. Get Engineering Trains to site on time

/

5. Competencies & Multiskilling

/

6. Organise Track Delivery into specialists units

Previous organisation New specialist organisation

•

•

activities

•

•

•

•

•

Previous organisation New specialist organisation

S&C

PL conventional

PL High Output

7. Tender new contracts - S&C Procurement Outcome

NEW LANDSCAPE

NORTH - EM, LNE, LNW

(N), Scotland & Wales (N)

AMEY SERSA

SOUTH - Anglia, Kent,

LNW (S), Sussex,

Wales (S), Wessex &

Western

COLAS AECOM

PREVIOUS POSITION

Anglia, Kent, Sussex &

Wessex

BALFOUR BEATTY

EM, LNE, LNW (N)

& Scotland

BABCOCK

LNW (S), Wales &

Western

AmeyCOLAS

7. Tender new contracts - Plain Line Procurement Outcome

PREVIOUS POSITION

1

1 1

2

3

4 5

5 7

6 6

Anglia, Kent, Sussex &

Wessex

BALFOUR BEATTY

EM, LNE, LNW (N)

& Scotland

BABCOCK

LNW (S), Wales &

Western

AmeyCOLAS

1

11

2

3

45

57

66

LNW (S),

Scotland,

Wales, Wessex

and Western

BABCOCK

EM, LNE & LNW

(N)

CARILLION

Anglia, Sussex &

Kent

COLAS

NEW LANDSCAPE

7. Tender new contracts - High Output In-Sourcing

/

8. Significant Technology Innovation

S&C ballast treatment Modular slab track

RILA Micro-piling

/

8. Significant Technology Innovation

App development Remote TCOD

Flexible Train Arrival Point Use of Unimogs

/

9. Improved Scope and specification

£ £ £ £

£ £ £ £ £ £

£ £ £ £ £ £ £ £

campaigns

short

worksites

< 8 hrs blockades

Access

Sco

pe

£ £ £ £

£ £ £ £ £ £

£ £ £ £ £ £

campaigns

short

worksites

< 8 hrs blockades

Access S

co

pe

Current position Future position with Plain Line

Efficient Delivery Techniques (EDT)

/

10hrs access per night

Adjacent line open working

Signallers stop trains on request

when all lines blocked is required

Opening at 50 mph rather than 80mph

700 yards per night on jointed track

1,000 yards per night on CWR

Every production record smashed

10. Improved Access

High Output work in Wessex

- what good really looks like:

/

My Dad’s advice

If you don’t know what the answers to a

problem are, ask the person digging the

hole.

They have known the answers for 20

years, it is just that nobody has asked

them!

42 7-Jul-15

/

My advice to my children

If you don’t know what the answers to a problem are,

ask the person digging the hole.

They have known the answers for 20 years, it is just

that nobody has asked them.

Before you do this ask them what their problems are

and the questions

you should ask.

/

Track Delivery Update

Steve Featherstone

Programme Director, Track

Our feedback what's gone well !!!!

Mark Wright - Mark Hardeman

Dave Sowter

Close Call Champion Training

At the staff reps conference in February 2015 the TSA committed to delivering Close Call

Champion training for an 90 initial spaces, this includes both on site and the offices.

we have pre booked spaces over four sessions on the following dates we have now

trained 135 people in total

11th – 12th March, completed - 24

14th – 15th May, Completed - 31

29th – 30th July, Full - 40

September TBC - 40

Again some of some of the attendees in the audience have attended, what's your

feedback on the session you recently attended please can you share your thoughts

today.

We will be bringing you all back together again after the July event to look at what

materials you wish to use

TSA Led work streams Work Stream Fatigue Occupational

Health (dust,

HAVs, noise

Learning from

Close Calls

Behaviour

and

fair culture

Welfare and PPE ALO Working at Height Mental health

Wellbeing literacy

Safe Planning now

PDSW

Leadership Said Lahssioi

Dermot McGinley

Ondrej Roubicek

Ben Brooks,

Steve West

Bill Cooke

Richard D Ladd

Paul Clyndes

Andy McLaren

Eoin O’Neill

Ian Henley

Mick Rayner

Ian Henley,

Nick Millington

Simon Bunn

Carl Garrud

Nick Millington

Andy Webb

Steve Featherstone

Paul Clyndes

Dal Chatta

Vacant at present

Peer Group Lead

Peer Group

&

TU Reps

Mark Wright Mark Wright Bernard Grainger Dave Meredith Gareth Morris Helen Barnes

Mick O’Brien

Adrian Fricker Adrian Fricker Mick O’Brien

Dean Johns

Mark Hardeman Dave Meredith Dean Johns Mark Hardeman Darren Evans Martin Cane Mike Netherton John Pencott John Tidyman

Stuart Cormack Bern Grainger

(Noise &HAVs)

Darren Kitchener Kevin Bradley Chris Adair Helen Barnes Bill Phoenix Paula Marshall John Jebson

Matt Bentley Paula Marshall AJ Yates John Tidyman Fiona Sharples Seye Otegbayo Nigel Husk James Smith Rachel Parkes

Graham Fry John Jebson Martin Fenge AJ Yates Adrian Fricker Mick O’Brien Martin Fenge Emily King Gary Copley

Colin Rockett Gary Morren

(HAVs)

Fiona Sharples Matt Bentley Jenny Sowter Karl Crompton Bernard Grainger Matt Bentley Steve Diksa

Seye Otegbayo Mick Byrne Mark Hardeman Jude Tymon John Jebson John Pencott Paul Fox Gary Shields John Ruggles

Nigel Husk Mark Farnsworth Davey Miller Tony Jessop John Pencott Mark Allen Michelle Brinklow Mark Hardeman

Chris Walker John Pencott Chris Adair Davey Miller Paul Philips Matt Bremner

David Litchfield Andy Richardson Gary Shields James Larkin

John Jebson John Pencott

One Lump or Two

Tea Trolley Trials • Born from a simple suggestion at the TSA Staff Reps conference in Feb

• Allows frontline staff to get hot and cold drinks on track

• Moveable around worksites

• Produces Hot and Cold Drinks

• Fridge for Cold Water.

• Track workers were able to test the prototype at an industry event at

Grange Sidings, Stoke-on-Trent, last week and give feedback to make

improvements on the design

From idea to reality

What you said – Good & Bad

Please can

Works Delivery LNE +EM have one to trial?

To a large proportion of the population,

they make the difference between a

job being bearable and unbearable

It's not a belated April Fool is it???

I can't like this idea enough!

Another ridiculous

idea

you would need to get a tea break

first

What Steve Featherstone said: The Track Safety Alliance is made up of all of the companies that deliver track works on our network along with

our trade unions. Mick Cash is a founding member of the TSA and a huge supporter along with other senior

members of the RMT. Together we have promoted the role of safety reps within our contractors and contingent

labour organisations. And every few months we get the frontline reps together to talk about their issues. There

are normally over 200 people in attendance including our frontline... reps and the MDs of all of our major

suppliers. The frontline reps tell us what they are concerned about and together we work on solutions. The tea

trolley is just one of the many things that we are looking at. For example, a few weeks ago we launched anti-fog

safety glasses that do not steam up when you are working. These were developed as a direct result of feedback

from our frontline reps. We have also launched a joint NR/RMT initiative to improve numeracy, literacy and IT

skills in our frontline workers. So whilst the tea trolley may seem a bit unusual to some, it is developed by our

frontline workers for our frontline workers. If you want to read more about what the TSA has achieved through

collaborative working, please have a look at the TSA website.

Thanks

Steve Featherstone

Track Programme Director

David Burgess

Strategic Workforce Overview

STE – Safety Strategy

Workforce Safety – Strategic Overview

Introduction • STED

• The Targets

• Engagement

• Track Worker Safety

• MORR

• Plant and Engineering

• Maintenance

• CDM

• Track Warning Systems

• Secondary Warning

• Other Workforce Safety Issues

• Work at Height

STED

• New Organisational Structure

• Greater Accountability

• Workforce Safety Team

– Workforce Safety

– Electrical Safety

– Maintenance

– Construction

– CDM Safety by Design

– Fatigue and Human Factors

– Plant

The Targets

Strategic

• The Network Rail Transforming Safety and Wellbeing Safety Strategy (2012-2024) identifies some key objectives to be achieved in relation to workforce safety during CP5, namely:

• Eliminate fatal incidents by 2019

• Half Lost Time Injury (LTI) Frequency Rate by 2019

• Eliminate repeat incidents by 2019.

Tactical

• Targets for (close of) year 1, CP5 include:

• 15% reduction in LTIFR to 0.486 (with scorecard minimum target of 0.515)

• 40,000 Close Call reports

• 50% Close Call closure rate within 28 days

Workforce Safety Overview • Key areas of focus are:

• Continued deployment of Planning and Delivering Safe Work

• Redefined Scope of the Contractor Safety Workstream

• Re-defining and Acceleration of the Driving Safely Programme

• Re-focus on Slips, Trips and Falls Initiatives

• Merger of ‘Learning from Incidents’ and ‘Safety Conversations’ to form the ‘What’ and ‘How’ of Safety Hour.

2015 Safety Technical and Engineering

59

Engagement with key stakeholders

Effective liaison with the ORR and Trade Unions driven by:

• A proactive approach – using robust monitoring mechanisms to report and mitigate

against safety risks affecting our business

• Clear communication of business strategy, plans and proposed initiatives together

with early engagement and consultation

• Early identification of safety issues to be addressed or escalated through forums

contained within our Health Safety & Welfare Procedural Agreement

• Supporting business-wide communication of key safety messages and working

collaboratively to embed good practice

Track Worker Safety

• 501 Standard Review ready to start (track warning systems)

• 069 Standard Review now on plan (positions of safety)

• Workforce Safety working with the Safer Trackside Working Programme

– Technology for the Future (warning and protection)

– Reducing Red Zone Working

– Reducing Human Error Potential

• Development of Track Access Risk Calculator

– Risk based approach to replace existing hierarchy

– Develops warning and protection hierarchy

• Development of non-technical skills for safety critical roles

• Track Worker Safety Group

MORR (Management of Occupational Road Risk)

• Occupational Road Risk Policy Developed

– Next step will be Diversity and Inclusion Assessment and Stakeholder review

• Programme developed (Phase 1)

– Telematics

– Licence checking and validation

– Driver risk assessment

– Driver training

• Programme Board working on 3 strategic themes

– Safe Driver

– Safe Journey

– Safe Vehicle

Plant & Equipment Safety Activities

On Track Plant Operations Scheme

Ironman Safety Improvement Project

Revisions to NR/PLANT/0200 – Infrastructure Plant Manual.

RRV SIP – Project Delivery

OTM/OTP Competence Framework

Plant & Equipment Safety Activities

• POS Phase 1 was implemented by the contractor

community on 28th June 2014. A Post

Implementation Review Meeting (IPM) is scheduled

for November 2015

• POS Phase 2 to be implemented by Network Rail.

Each Route is to set a compliance target date to fall

between the 31 July 215 and 07 Jan 2016. Route

progress to achieving compliance is to be

monitored via the NetOps Visualisation Boards.

On Track Plant Operations Scheme

Other products recently approved or going on trial

• Magnetic Speed Board Sign, • trials completed and will soon be

made available for use Nationwide in standard configuration.

• Diss Box bracket • Trial cert is being arranged and

areas where it could be trailed will be welcome

• Crossing the Line Process • CTLP is a procedure that will

enable a COSS or IWA to utilise a simplified process to cross the running line without the need to complete the RT3180 and RT3181 forms

Our CDM corporate Strategy

STE:

1) Project Managed

working group.

2) Delivered

communications.

3) Created guidance

documents (safety

central).

4) Workshops with

each area of the

business.

5) Monitoring progress.

Lookout Warning System (LOWS)

• LOWS 1.5

– STE led design and improvement

– Incorporate enhancements to remove human error

– STE has redesigned all training material includes non-technical skills

– Our development has led the change in Europe

• LOWS 2

– STE gained Product Acceptance on the latest version of LOWS.

– 17 units in regular use

• SATWS

– STE has led the development and Product Acceptance for the use of Zollner equipment to be used in semi automatic configuration

– Reduces human error potential by 50%

– Reduces Lookout fatigue

Train activator indicator

Secondary Warning System

STE has led the development of a warning system to alert a workgroup should a runaway encroach their worksite, with the invaluable help of LNW and the RMT.

The history for providing this warning for this particular risk is from the Tebay incident in 2004.

The product is approved and is available to the Routes.

STE has been working with all Routes to support the development of a rollout and deployment strategy to allow work plans to be risk assessment in a robust manner.

STE are working with other suppliers to develop various new product that will provide a secondary warning

Other Key Areas of Focus (WFS)

• Control of Substances Hazardous to Health

• Manual Handling of Troughing

– Developing new products and new means of handling

– Changing information available on products / Use of MAC Tool

• Face Fit Testing Protocol

– Ensuring effective use and control of respiratory protection

• Lone Working

– Role out of App to all persons who may work alone.

• 24/7/365 Availability

• All roles and grades of employee (next step is opening this up)

• Risk Assessment WARA – TRCS

• Ballast Dust

• Heavy Lever Pulls – Lever Frame signalling systems

Work at Height • 7 working groups

– Off Track – OLE – Buildings – OTP/Wagons – Fleet – S&T – Telecoms

• Steering Group set up for governance • Strategy

– Understand the problems – Bow Ties – Standard documentation improvement – Updated Risk assessment and control framework

Work at Height (Collaboration)

RMT

• Whole Business Problem

• Must have people who do the work involved in solutions and assessment

• Disconnect between training given and expectations

• Policy should actually reflect working practices

NR

• Broken down into key areas

• Workforce engagement through lead reps in each working group

• Revised training, single standard, many providers

• Bow ties will show system weakness and strength, allowing working practice to develop to safer practice

Work at Height

Questions for You • What are your W@H risks?

• What good practice have you done or seen before?

• What controls do you have and what stops them from working?

• What next for work at height, what do you want to see?

Conclusion

• Collaboration is at the centre of our approach

• The Workforce Safety Team goal is to provide excellent service by providing strategy and policy that works and helps to deliver our Everyone Hone Safe Every Day objective.

Tea and Coffee Break 20 mins

10.45 – 11.05

No drinks allowed in the auditorium

Break Out Group Sessions Rooms

E4,E10,E11,E13, Auditorium

11.05 – 11.45 Discussion

11.45 – 12.30 feedback

Rooms E4, E9, E10, E11, E13, Auditorium Room E4 Facilitator's: Mark Wright, John Ruggles, Paul Clyndes, Room E9 Facilitator's: Bernie Grainger, Richard Ladd, Mick O’Brien Auditorium Facilitator's: Gareth Morris , John Jebson, Nick Millington, Matt Bentley Room E10 Facilitator's: Simon Bunn, Karl Crompton, Helen Barnes, Mike Netherton Room E11 Facilitator's: Stuart Cormack , Mark Hardeman, Anna Scarth, Room E13 Facilitator's: Brian Paynter, Andy McLaren, Dean Johns,

Working at Height Questions

• Where are you and your teams currently exposed to ‘Working at Height’ risks above or below the ground?

• What good practise risk mitigation do you currently observe with regard to minimising the risk of ‘Working at Height’ on your sites?

• What currently prevents the implementation of ‘Best Practise’ risk mitigation with regard to ‘Working at Height’ on your sites?

• What else would you like to see done to mitigate ‘Working at Height’ risk in the future?

Lunch Buffet Served out side the

auditorium 12.30 – 13.15

We have various exhibitors in rooms E1 – E2

Please call in and visit during the lunch break

Safe Work Leader “A View From Track Level”

Purpose of Briefing

What I hope it will do;

Give a general understanding of Carillion’s experience of the lead up to and actual “Go Live” of SWL on the East Midlands Route and to share some of our lessons learnt.

What it won’t do;

Give a detailed run down of all the aspects of SWL

Questions;

Please ask questions throughout if anything is unclear

• On Friday 15 May, East Midlands became the first region to go live with the Planning and Delivering Safe Work Initiative, or PDSW

• It was the culmination of over 6 months of coordination between the route maintenance; works delivery; PLTR and enhancement supply chain; and the IP management teams

• There were 240 permits raised for the first weekend, 65% of them being used by maintenance teams

• On average we’re now using between 125 and 150 permits per 24hour midweek shift, and there are over 7000 permits in the system for East Midlands future works.

• We have not had a single safety incident as a result of rolling out SWL to date. If there has been a problem, the SWLs on the ground have stopped, sought advice or clarification and proceeded in a safe manner.

East Midlands Go-Live

• PDSW is a culture change programme. It’s not just about new systems and technology, it’s about people; relationships: face‐to‐face engagement; and how we plan and coordinate our work safely

• Identify every single supply chain company, key person and delivery arm in Network Rail that completes work in your region from the outset and made sure the right personnel are engaged and committed to making PDSW work

• Commit resources and time to understanding PDSW. You and your teams will reap the benefits in safe and efficient delivery of your portfolio in coordination with the route teams.

Lessons learned: Working together

Lessons Learned: Technology • Key message is ‘we are all still learning’

• Time taken to receive logon’s been an issue – Get requests in early.

• Need to train with and test using the technology ahead of go live.- Sandpit Environment

• Issue with connectivity using the MOWP. Back up plans – Correct Phones Galaxy S4 Mini – not S4 Ace

• Proscient support team providing 24/7 cover has been invaluable

• Mitie has initially struggled to cope with demand / process.

• Permits; Differing approaches to raising and completing Permits

Depends on when you were trained?

Need for worksite reference number in description

Standardised approach needed

Lessons Learned: Training • Training continues to be a difficult area, and needs micro-

managing, which drains time – availability of trainers/ courses, need to react quickly with dedicated resource.

• Contractors must have schedules and trackers of who they want to nominate for SWL, Planner and Authorising Authority (AA); know their current competencies; their email addresses; when they are booked on courses and when they pass; whether they have their Sentinel competency uploaded; and when they have a log in and are able to access the system and then NR needs to act. A two-way process…

• These issues distracted us for weeks ahead of the planned April go live. Consequently, the integration workstream was not seen as the priority and caught us out

• The best leaders must be selected for training, not just those with the most rail experience or Engineering Supervisor competence. This is not a simple conversion course.

Training at the live trial site at

Spondon sidings

Establish a Command Centre

• We established a Command Centre early, which is used by

contractors and NR departments, to ensure 24/7 centralised

coordination

• It has given us true visibility of all the works occurring at any

one time by any team or individual. We know the timings, work

scope and locations of all works, their success and issues. We

will develop this facility to be part of the planning, briefing and

hand back process for all personnel, including the use of

Mission Room

• It is crucial to establish one focal point for all calls and updates

as SWL goes live

• Petrotechnics, the company behind Proscient, provided round

the clock support in our Command Centre, fielding enquiries

and ensuring things ran smoothly.

The East Midlands Command Centre on the first

weekend, with representatives from WDU, Murphy,

Amco, Carillion and NR.

Lessons Learned: Reject late changes

• The most important learning so far is to be rigorous and disciplined with the cut off times for permit entry, for both IP and route teams

• We cannot allow ourselves to change items late in the day. It is usual for 80% of worksites to be altered, withdrawn or new entries made within the “T-5 week lock down”

• Late change has to be rejected and re-planned within the T-12/T-9 timescales so our teams can coordinate and safely plan the works.

The view of a SWL: Paul Frisby

• SWL2 Training Walsall

• Sandpit Environment and SWL Practice at Spondon Sidings

• SWL Permit Tracker – why the need to create it?

• Peterborough's SWL Procedure – why this way?

• My 1st SWL2 shift

• The main difference between SWM and SWL2

• What’s my main piece of advice?

• MITIE help desk & Derby Control

• 1st SWL problem

Lessons Learnt – SWL1

• Don’t underestimate the resource demand for daytime, SWL1’s there is

a lot of concentration on Possession Planning without focus on dayshift

activities.

• Adopt the line blockage approval process, put permits in when LB’s are

applied for.

• Ensure dayshift works are accurately forecasted in PDRs or planning

meetings

Lessons Learnt – SWL2

• Pre-Planning is the key need to accurately forecast possession works.

• Put Mother permits in when worksites are requested (T-13 minimum).

• Accurate forecasting, PDR meetings etc need to be locked down at T-4/5

• De-confliction meetings/ conversations need to happen early.

• Adopt the business as usual (BAU) timescales well in advance of go-live

to prepare.

• Late changes will not be tolerated by NWR Ops teams.

• If you cancel late you will still need to supply SWL2 unless agreed by

other parties.

Lessons Learnt - SWM

• Make sure the candidates put forward are up to it, training course is not

easy.

• Don’t default to this method, needs to be justified if only internally.

• Need to hold de-confliction/ whiteboard meetings to sort out permits and

interfaces

Lessons Learnt – Carillion East Midlands

• Need Dedicated individuals to manage the transition process and co-ordinate training as a region not as individual projects

• Accurately forecast and prioritise numbers of each PDSW discipline and candidates for not just go live but BAU as well.

• Commence booking nominees onto courses as soon as available, get CRR teams on board as well.

• Get you pre-planning /work forecasting in order use Planning timescales as starter for 10.

• Communicate to all, commence awareness briefings/ meetings asap, get everyone engaged, a lot of people came late to the party despite warnings, this is for all PM aspects, design, commercial etc, etc.

• Must have corporate email addresses for Proscient

• SWL’s will be restricted to the route trained on until whole country goes live and even then we are not sure how cross region arrangements will be set up.

Golden Rules • Employment status of SWLs.

• Only use the best candidates (Silver and Gold accredited COSS/ES

minimum).

• ATW (Authority to Work) process.

• Forecasting/ PDR/ De-confliction sessions.

• Know your geographical boundary for Route.

• Dedicated Resource to manage transition and training co-ordination, don’t

expect NWR to do it for you.

What Wider Things should we do/ consider?

• They way we roster or staff and SWL’s. − Need to plan further out and factor the need for SWLs into the plan

• The allocation of SWL’s to jobs − Integration Meetings/ competence and ability management

• How we book SWL’s from within the wider Carillion world − We can but need to identify need early and assess capability

• What do we do with our contract/ agency staff? − Need to sponsor them if we want them to undertake the role

• Have we factored any additional costs incurred/ likely to incur

as a result of SWL? − Needs to start in development phase and retrospective collation of

information

• Do we need new kit tablets/ Ipads for our SWLs and planning

teams − Yes but what being determined.

QUESTIONS?????????

Combat Stress

How to combat stress in the workplace

CGI Animated film TSA Working at Height Group update

Mike Netherton

TSA Comms Update

Adrian Fricker

Working At Height Group

To raise awareness of the risks of

Working at Height amongst Track

Safety Alliance Members

To look at measures to

reduce the risk of harm

related to working at

height to a tolerable level

Achievements So Far

Social Media

• Facebook

April - 620

May - 640

June - 688

• Twitter

April - 116

May - 688

• Video Views

Track Safety Matters 1 – 310

Track Safety Matters 2 – 182

Track Safety Matters 3 – 132

Track Safety Matters 4 – 1892

Fatigue – 1866

Safer Lineside Materials – 432

Tea and Coffee Break 20 mins

No drinks allowed in the auditorium

Track Safety Alliance 24th June

2015

Mick O’Brien Health and Safety Manager

S&C North Alliance

Construction Design Management

(CDM) 2015 and the Worker

CDM 2015 Key Facts

• Insert CITB Video only

Our Industry Safety Vision

“We will design, construct, inspect, operate and maintain the railway to keep everyone safe”

Mark Carne

“Engineers who support the design,

construction and maintenance processes and

can recognise risks, are therefore well placed

to help improve safe working practices for our

construction and maintenance staff”

Roger Dickinson

The 6 CDM Duty Holders Within Our

Alliance

1. Client: Network Rail

2. Designer: Amey

3. CDM Coordinator – Principal Designer: Network Rail

4. Principal Contractor: Amey

5. Contractors: Amey Preferred Suppliers

6. Workers: All of our staff. Dal Chatta down to the apprentice

Each Duty Holder has legal duties which contributes to US successfully delivering and maintaining our Industry Safety Vision”

• So what can the first 5 duty holders do for all of US here today?

Duty Holders and Their Responsibilities

1. Client: Ensuring that workers are provided with suitable welfare facilities for duration of construction work.

2. Designer: Take in account the General Principles of Prevention. ERIC.

3. Principal Designer (PD): In liaison with the Client and Principal Contractor, the PD influences how risks to Health and Safety should be managed.

4. Principal Contractor: Ensure that workers apply the General Principles of Prevention in a consistent manner.

5. Contractors: Must plan, manage and monitor construction work carried out either by the contractor or by workers under the contractors control.

The Workers Role Our duties under CDM is the following:

We must:

1. Be consulted about matters which affect their Health, Safety and Welfare.

2. Take care of their own Health and Safety and others who may be affected by their own actions

3. Report anything they see which is likely to endanger either their own or others Health and Safety

4. Cooperate with their employer, fellow workers, contractors and other Duty Holders

• Ask yourself , how well do WE and YOU undertake the above duties today?

• Where can we improve?

Why is CDM Applicable to Me?

• CDM is a Regulation that falls under the Health and Safety at Work Act and is designed to improve your Health and Safety whilst working within the Rail Industry. So at all times we will apply the law.

• Construction is our bread and butter. So as a duty holder we shall ensure a design has identified all known significant hazards, we will risk assess the work activities and apply adequate control measures throughout construction, maintenance and decommission of an asset. PDSW?

• The importance of involving you in taking decisions about Health and Safety is a vital element to securing Health and Safety in the Rail industry.

An Industry that is Safe for Construction workers,

Maintenance workers, Operations staff and the

General Public.

Tea and Coffee Break 20 mins

14.50 – 15.05

No drinks allowed in the auditorium

Interactive voting Buttons your views count

Andy Pheby

Questions and Answer session Open floor

Andy Pheby

Closing Comments and thoughts on the day

Nick Millington, Ondrej Roubicek, Steve Featherstone

Thanks for all your input and views from today

All todays pictures will be available on the TSA Website in the next few days

Please have a Safe Journey Home !!!!