Supervisory and Technical forum Wednesday 1st April 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 why we are here – Bill Cooke and Adrian Yates 09.05 - 09.15

What’s on my Mind review of 2014 and what 2015 brings - Steve Featherstone 09.15 - 09.55

Feedback from Februarys event - Dave Sowter , Bill Cooke, AF 09.55 - 10.15 RSSB upcoming work on the effects of Fatigue - Tavid Dobson 10.15 - 10.40

Tea & Coffee Break 10.40 - 10.55

New initiative “Prep for Safety” – Bill Cooke 10.55 - 11.15 Fatigue management from Common Time 11.15 - 12.10 TSA Safety suggestion Scheme winners presentation 12.10 - 12.30

Lunch (Buffet served outside the auditorium (45 Mins) 12.30 - 13.15

Agenda

The Colas approach to Fatigue Management – Martin Fenge 13.15 - 13.35

CGI Animated Film on Fatigue and Scrap Rail recovery 13.35 -13.35

Breakout groups discuss and Flip chart 3 concerns and how they can be addressed 13.35 - 14.45 Tea & Coffee Break 14-45 - 15.00

Feedback from Breakout sessions 15.00 - 15.20

Quiz Time Voting buttons Collective Feedback 15.20 - 15.35

Questions and Answer session - Open Forum 15.35 - 15.55

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

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

Room E1 We also have a welfare vehicle out side by reception to visit

Workshops- Fatigue Rooms E4, E10, E11, E13, Auditorium Top, Auditorium Bottom

Room E4 Facilitator's: Stuart Cormack , Dave Meredith, John Tidyman Room E9 Facilitator's: Bill Cooke, Bernie Grainger, John Pencott Auditorium Bottom Facilitator's: Helen Barnes, Graham Fry, John Jebson, Room E11 Facilitator's: Adrian Yates, Karl Crompton, Ian Henley, Gareth Morris Room E13 Facilitator's: Pieter Esbach, Bill Phenix, Mark Hardeman Auditorium Top Facilitator's: Matt Bentley, Gary Morren , Gareth Morris

Bill Cooke & Adrian Yates

Welcome to the TSA

“Supervisor and Technical forum” 2015

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Track Delivery Update

Steve Featherstone

Programme Director, Track

Track strategy

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

strategy

• Six month review 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

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

national centres of delivery excellence

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

clear, justifiable reason which has been signed off by the Track or

Signalling programme director

• Jon Shaw, vice president of engineering at Bombardier joining as IP

Director of Engineering

Track Delivery 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 last Friday

• 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

• Reduce volume loss from 25% to 5%

• Reduce volume available for PL

High Output

• 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

Continuous Improvement Jedi Master

What’s on my mind

What’s on my mind

Safety

• After recent overruns

• During transition

• Fatigue

• Preparation for safety

• Plant failures

• Environment / Sustainability

• Close calls input into system

• Training

• Target 50 per person per year

• Personal safety contracts

Standards

• Plant reliability

• S&C reliability

• Track quality

• Final Completion and Taking Over

Certificates

• Complying with end to end

• Late changes

• Locking down resources at T-4

• New GRIP4Track process

• Project Darwin

17 8-Apr-15

What’s on my mind

• Don’t overrun, don’t overrun, don’t overrun

• DWWP compliance, PCPs, hold points

• Passenger Management Plans

• QSRAs for all core works

• Open, honest and timely communications

18 8-Apr-15

What’s on my mind

Customers

What’s on my mind

People

• Work / Life balance

• Filling vacancies

• On duty rather than on call

• Improving competency

• Embedding Copy with Pride and

Share with Pride

• Shadow of the leader: “the lowest

standard that I demonstrate is the

highest standard that I can expect”

19 8-Apr-15

What’s on my mind

Costs

• Delivering the 10 Point Plan

• Don’t lose volume

• Winning new work

• Deliver on our promises

• Added value services

• Lean continuous improvement

Suppliers

• Transition to new contracts

• Plain Line

• S&C Alliance and Client

• High Output

• Insourcing High Output

• Rail Live 2016

• Supply chain management

20 8-Apr-15

My Dad’s advice

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

problem, ask the person digging the hole.

They have known the answers for 20 years,

it is just that nobody has asked them.

21 8-Apr-15

My advice to my children

• If you don’t know what the answers are to a problem, ask the person digging the hole. They have known the answers for 20 years, it is just that nobody has asked them.

• And before you do this ask them what their problems are and what questions you should ask.

22 8-Apr-15

• Everybody in this room is a thought leader

• Those around you will follow you because of who you are

• Think about the shadow that you cast

• Try to make a difference every day

• Try to be better every day than you were the day before

• If we all do this then together as the Track Safety Alliance we

can really make a difference to safety on the railways

I need you all to be continuous improvement Jedi Knights

May the force be

with you!

I need you all to be continuous improvement Jedi Knights

Close Call Behavioural Training

Close call behavioural training At the last staff reps conference in February the TSA committed to delivering

Close Call Behavioural training for our staff, this includes both on site and the

offices. we have pre booked 90 spaces over three sessions on the following

dates

11th – 12th March, completed

14th – 15th May, fully booked

29th – 30th July, spaces available

We have some of the attendees in the audience today what's your feedback on

the session you recently attended please can you share your thoughts today.

Our first Close Call behavioural Champions 11th – 12th March 2015

Original design February

Februarys feedback

• Welfare Pod update

Following on from feedback at Februarys event we have now modified the original design

• Close Call behavioural Training 90 spaces

11th - 12th March – completed

14th - 15th May – full

28th - 29th July – spaces

Enhanced design April

RSSB Fatigue Projects

Presentation for Track Safety Alliance

Supervisory and Technical forum

1st April 2015

© RSSB 3 Feb 2015

Fatigue

Shift system:

-Start time

-Shift length

-Rotation

-Rest period

-Recovery time

-Breaks

Job factors:

-Workload

-Working

environment

-Task familiarity

Individual:

-Age

-Body clock

-Personality

-Fitness

-Domestic

arrangements

A feeling of extreme tiredness and being unable to perform work effectively

Impaired vigilance, decision-making, concentration, alertness, reaction times, memory, mood & motivation

30

Estimated cost to the industry

Approx. £2 million per annum

Safety risk

£?? per annum

Absenteeism & ill health +

31

Progress since the ‘80s

32

• Clapham Inquiry (1988)

• 'Hidden Limits' introduced (1989)

• Southall Inquiry (2000)

• T059 Fatigue and shift work among passenger train drivers

(2004-2006)

• ROGs introduced (2006)

• ORR Managing Fatigue in Safety Critical Workers (2006)

• T699 Fatigue and shift work in freight drivers and track

workers (2007-2010)

Progress in recent years

33

• T997 Managing Occupational Road Risk Associated with

Road Vehicle Driver Fatigue (2012)

• T1082 Developing fitness for duty checks and predicting

the risk of experiencing fatigue (being scoped)

• T1083 Preparing rail industry guidance on biomathematical

models (being scoped)

• T1084 Preparing company guidance for fatigue control

options for first night shifts (being scoped)

Progress in recent years

34

• T997 Managing Occupational Road Risk Associated with

Road Vehicle Driver Fatigue (2012)

• T1082 Developing fitness for duty checks and predicting

the risk of experiencing fatigue (being scoped)

• T1083 Preparing rail industry guidance on biomathematical

models (being scoped)

• T1084 Preparing company guidance for fatigue control

options for first night shifts (being scoped)

T997 Managing Occupational Road Risk

Associated with Road Vehicle Driver Fatigue

T997 Background

• 1,901 fatalities & 23,122 serious injuries on roads in 2011

• Fatigue estimated to be a contributory factor in

up to 20% of all RTCs

• 25% - 33% of all serious and fatal road traffic

incidents are work- related (DfT). ROSPA put

figure at 40%.

• Around 40% of sleep-related accidents involve commercial

vehicles.

• Business drivers with high work-related mileage have over 50%

more injury accidents than non-business drivers

T997 Scale of the problem in rail

• Estimated 73,000+ drivers in the rail industry accumulating a large

but unknown mileage

• 900 RTCs recorded in SMIS (2007-2012) and very few accidents

from Network Rail contracts suggests significant under-reporting

• RSSB Road Driving Risk Industry survey revealed 500 RTC events,

100 injuries and 5 fatalities in one year. Fatigue seen as the major

risk to drivers

T997 Research deliverables

• RED 35 issued on the topic of

‘fatigue at the wheel’.

• Guide for Road Vehicle Drivers

and their Managers

• Guide for Companies

• Summary leaflet for drivers

• Awareness-raising poster

Fitness for duty decisions

T1082: Fitness for duty decisions

Aim: To investigate which tool(s) could be used to mitigate

fatigue risk by informing fitness for duty decisions, select a

promising tool that best meets the requirements and

evaluate it.

40

© RSSB 3 Feb 2015

T1082: Approach

How are decisions made at the moment?

What do users want?

What tools exist or could be adapted?

Which appear(s) to be the most promising?

Development & Evaluation

41

Biomathematical models

T1083: Biomathematical models

Aim: To create guidance on tools using biomathematical

models of fatigue to meet the information needs of the rail

industry in GB.

43

© RSSB 3 Feb 2015

T1083: Approach

What criteria should be used to assess the tools?

Engage with tool developers

Assess tool features and validation work

Sensitivity analysis

Produce guidance

44

First night shifts

T1084: First night shifts

Aim: To produce guidance for the industry on potential

measures that individuals and companies could adopt to

mitigate the fatigue-related risk during first night shifts.

46

© RSSB 3 Feb 2015

T1084: Approach

Identification of potential measures

High level evaluation

Preparation of guidance

Dissemination

47

Conclusions

• The rail industry has come a long way in terms of fatigue

risk management

• Lot of useful guidance and good practice

• Incremental change to increase effectiveness

• There is strong industry appetite for more

• Exciting opportunities to get involved – we need your

help!

48

If you would like to learn more…

• www.rssb.co.uk

• www.sparkrail.org

• www.rgsonline.co.uk

– (soon to be moved to www.rssb.co.uk)

49

Thank you for your attention

Dan Basacik

Human Factors Specialist

RSSB

dan.basacik@rssb.co.uk

Tea and Coffee break

your commitment back on time

10.40 – 10.55

Prep for Safety- Preventing Slips Trips

and Falls

Bill Cooke Head of S+SD IP Track

Slips, Trips and Falls

• During 2010/11, slip/trip/fall accidents accounted for 56% (56 out of 100) of major injuries and 42% (85 out of 203) of RIDDOR lost time injuries to Network Rail and its contractor combined workforce

Some examples of Slips, Trips and Falls ?

– Slipping on wet surfaces

– Slipping on ice or snow

– Tripping over materials on the ground

– Tripping of over a raised edge

– Falling from height

– Falling into a hole or excavation

– Falling down an embankment

– etc

Why do STF’s happen?

• Rushing?

• Frustration?

• Fatigue?

• Complacency?

• Competency?

Or ?

Consequences of Slips Trips and Falls

• Physical injuries, pain

• Time away from work

• Rehabilitation / life changing

• Death !

• Loss of production/ wages

• Enforcement from regulators

• Disciplinary action

• Affects the reputation of the company

Why are there slips trips and falls?

Slips, trips and falls are the highest causation

for accidents for Network Rail (IP) and their

contractors,

Why do think this is?

Poor planning?

Poor supervision?

Unidentified hazards?

Poor ground conditions?

Individual behaviour?

Unsafe working conditions?

What steps can you take to reduce Slips Trips and Falls

Introduce Prep for Safety

Management and supervisors taking responsibility of their site and their workers and also ensuring;

Good planning and safe working practices

Hazard identification and either removal or make safe before the core works take place

Walking over and either stopping/preventing unsafe behaviours or conditions

Individual – Looking out for their own and others safety

Welfare & Fatigue For The Mobile Workforce

1st April 2015

Mobile technology is

already revolutionising

Health and Safety

in the workplace

Enterprise Mobile Solutions

Take any standard reporting processes and mobilise it

Simple drag-and-drop app development

Create apps that work both online and offline

Our Solution - mDesign

Supports a BYOD culture

This is how we do it.

Integrate seamlessly with existing systems and protocols

mDesign – 3 simple steps to mobilise enterprise business processes

MAKE MOBILISE MANAGE

Turns paper based process into a cross platform app quickly and simply with intuitive drag-and-

drop modelling environment

Cross platform compatibility eliminates the need for multiple development teams and complex

coding skills

Maintain apps and securely push apps out either locally or globally

Tailor the app development to suit process

requirements

Apps can be updated quickly and simply, as and

when process changes are required

All apps can work online or offline, are

managed centrally and plug into existing

data infrastructure

1 2 3

Enterprise Mobile Solutions

It’s powerful

Why is mobile technology so revolutionary?

It’s instant

It’s intuitive

It’s accessible

It’s innovative

“

Enterprise Mobile Solutions

How can CommonTime mobile technology

support your Fatigue Management &

Wellbeing objectives?

By providing a mobile framework for the

capturing, sharing & reporting of fatigue and

wellbeing issues across your entire workforce,

to help get them home safely every day.

”

CommonTime’s mDesign mobile app

development platform allows Network Rail to:-

Create mobile apps to report on all aspects of the Fatigue Management strategy

Create mobile apps that can capture a positive, holistic ‘Total View’ of an employee’s home/work situation

Create mobile apps that are intuitive, accessible and integral to the wellbeing of the workforce

Create a culture of trust and accountability from the use of our mobile app technology

Enterprise Mobile Solutions

Capture data on health & safety issues in real time

CommonTime mobile apps can be used to:-

Provide lifestyle support for employees

Allow ‘non-shift’ employee data to be utilised

Provide feedback to all relevant stakeholders

Empower employees to take control of their own

fatigue management strategy

Range of proven deployments

‘Don't Walk By’ App Screenshots

Top 5 construction/facilities management

company in UK

Demand for Health & Safety mobile

solutions for 40,000+

First solution built deployed and used in

just 4 weeks

Significant cost savings in delivery and

maintenance

Single platform for delivery of all mobile

applications

The recent addition of the workforce

volunteer app

“After looking at mobile suppliers globally we selected CommonTime on the quality of their mDesign solution

and their ability to work as a partner to Carillion.” Dave Moore, Head of Mobility – Carillion Group

Case Study

• Vehicle logistics

• Jobs pushed to driver devices

• Vehicle checks and defects

• Inventory inspection

• ePOD sign off

• Management application and customer portal

• Fully Integrated with back-end scheduling system

Enterprise Mobile Solutions

• Contract hire & vehicle rental

• Check in/check out of vehicles

• Vehicle checks and damage recording

• Vehicle maintenance scheduling

• Asset end of life management

• Site inspection and audit

Case Study

Enterprise Mobile Solutions

• Two man home delivery

• Verification and vehicle checks

• Packages scanned off van

• Customer signature captured

• Photos captured, proof of non damage

• Fully integrated solution

• Route stats and summary presented

Case Study

Enterprise Mobile Solutions

mDesign - Choice of backend-as-a-Service (BaaS)

TSA Safety Suggestion Scheme

• Safety and Innovation was the subject for the latest

episode of “Track Safety Matters”.

• The episode launched a TSA Safety Suggestion Scheme

competition which was introduced by Steve

Featherstone for ideas on how to improve safety on site.

• There were Four prizes of £1,000 available for the best

ideas.

• This scheme yielded 59 responses across Network Rail,

Principal Contractors and Labour Suppliers

We are delighted to name the following winning ideas: Jonathan Reid, SPM – PL Track; his idea was an adapted version of a tool belt

The belt would have standard attachments as per network rail’s

health & safety rules such as: Glasses pouch for protective eyewear.

A pouch for gloves

A pouch for headlamp.

A ‘D’ clip for attachment of hard hat.

And a general pouch for use of the individual for drinks etc.

A pouch for badges (arm bracelets COSS/IWA/MC etc)

Space for option of a radio or phone.

Neil Gowers Project Manager –

PL Track use of Mail Merge to Deliver Notification of Works letters

Site visit capture details of locations of work and access/egress points.

Stage gate T-42 view site on Google maps agree locations that will noise notices., Including access/egress points take account of possible stabling of trains. Open GI Portal select ELR and mileage of site. Draw a box around the areas you have chosen.

The blue dots within the box show the properties. (See screen shot) Select area and an Excel post codes list will be produced for the area selected. Send list to Cats Solutions with the notification of works letter detailing specific dates the works to be carried out. The letters are placed in A5 envelope and

delivered by Royal Mail.

Mail Merge To be instructed to review sites with approximate number of letters required for their

workbanks.

Finance/ commercial:

Contact to be made with Pete Lacey from Cats Solutions to agree a national rate for delivering the letters, agree the format of the letters B/W or colour.

An approximate number of letters to be delivered each week is required. Pete will then be able to negotiate a rate with Royal mail for either 1st or 2nd class. The envelopes are printed as required, which they have 10,000 in stock.

To agree change of the process/contract for delivering the noise letters. Contractor may feel they are loosing out but will be saving on use of staff and vehicle/fuel cost.

Agree with the contractor who should produce the standard letter adding the dates of the work provided from P6. This is currently Contractor.

Agree date to role out the new process. Brief new process and standard letter format.

• Overall Benefits:

• Contractor:

• Saving on resources/ vehicle cost & fuel cost, safety and fatigue.

• NWR:

• Guaranteed delivery to general public, reduced costs, reduced complaints and claims and improved community relations to resolve any issues prior to the works starting.

Manny Iddie, Morson

• Design of a signal bat to be used

during the day and night by

machine controllers

• Improving communication between controller and operator

• Language Barrier

• Scenario: Controller directing machine operating at far away distance or at night were vision is impaired

• A cheap and effective way of establishing communication is clearly needed

Richard Gibson

• Richard Gibson, Track Maintenance Engineer; marking out exclusion zones with

a physical visual boundary of bean bags

Richard Gibson

• My idea is for a very portable, cheap, quick and simple way of marking out exclusion

zones with a physical visual boundary to warn staff not to enter areas of danger.

• These would consist of bean bags shaped as triangle-based pyramids which would

be made of orange and white reflective ‘wipe clean’ material.

• They could be about six inches in size (or bigger if required) and would be easily

carried around as a dozen or so in their own bag or bucket.

• Being of a ‘bean bag’ construction, they would be light enough to carry around, and

heavy enough not to be affected by strong winds etc., and their shape would mean

that they would always sit firmly on any type of ground.

• They could literally be thrown on the ground where they need to be, and if

constructed of a hard wearing PVC type material, would easily be wiped clean after

use.

• The reflective material would ensure that they would be seen in the dark easily as

they would reflect the light from the head torches worn by the staff, and the

contrasting orange and white would be easily seen in daylight.

• All four sides of the bean bag would be marked up in the same way with bold writing

clearly stating ‘DO NOT CROSS’.

•

Lunch 12.30 – 13.15

Buffet served outside the auditorium

Track Renewals Fatigue Management

• http://www.youtube.com/watch?feature=p

layer_detailpage&v=we3aNazTODs

Challenger 1986

Chernobyl

American Airlines Flight 1420

Overshoot

Exxon Valdez

Clapham Junction

Colas Internal Fatigue Working Group

This is not a new issue…..

….but we decided it was time to look

further than just hours worked….

….because the issues are much wider

For example….

• How many of us have worked a shift

without eating?

• How many of us have arrived at work

tired and not told anyone?

• How many of us have felt tired through a

shift and not felt like they could say

anything?

Bench Marking ORR Checklist

No.

Para in

this

guidance

Issue In Place Comments?

General

1 5.7Is the Fatigue Risk Management System (FRMS) integrated with wider Safety Management

Systems?A

FRM calculator in place, need other measures to be

decided by FWG

2 5.8Does the FRMS identify & draw together the preventive & protective measures which help control

fatigue? Does a document provide "signposting" to these various fatigue controls?A

FRM calculator in place, need other measures to be

decided by FWG

3 5.9 Is the FRMS proportionate to the organisation.s nature, size, and complexity, and likely fatigue risk? AFRM calculator in place, need other measures to be

decided by FWG

Policy

4 5.16Is there a policy on managing fatigue risks which recognises accident, ill health and cost

consequences?G Fatigue policy in place

5 5.18 Is there senior management commitment and leadership on managing fatigue risks? AFRMS not yet discussed at Track renewals

leadership group

6 5.19Is there willingness to commit adequate resources to managing fatigue risk? On an ongoing rather

than “one-off” basis?G

75.20 to

5.25

Is there commitment to a collaborative fatigue approach, involving both management & staff? Are

expectations on staff and trade union roles outlined?A Need to set up local fatigue groups with staff

8 5.26 App CAre any organisational / local cultural issues impeding fatigue controls? How “just” is the culture

towards fatigue?R

Breaks, length of shifts, refusing to lodge,

understanding of fatigue, sleep etc

9 5.27 Do senior management recognise the links between staff resources, workload, fatigue & stress? AFRMS not yet discussed at Track renewals

leadership group

10 5.28Does the policy commit to reviewing the FRMS periodically, and if there is reason to believe

improvement is needed?G

Organising

11 5.3 Are roles & responsibilities for managing fatigue suitably allocated? AProcess yet to be developed, and roles and

responsibiitlies to be alligned

125.31 5.45

to 5.47

Has the organisation considered the benefits of a joint fatigue management group and / or fatigue

champion?G

135.30

Section 6

If ROGS Safety Critical work is done, are arrangements consistent with the “ROGS 9 stages”

guidance?R TBC

14 5.32 App ADoes the FRMS outline how/when/by whom fatigue risk assessments should be done? Are

expectations on any fatigue assessment tools addressed? Are root causes sought?A

Process yet to be developed, and roles and

responsibiitlies to be alligned

15 5.33 Are there arrangements to assess any effects of staffing levels on fatigue risks? ATrackmen 13 week roster put through fatigue

calculator, all other staff need to do the same

28

20

20Not in Place

In Progress

In Place

What did we set ourselves?

Awareness Staff in each company are fully

aware of what fatigue is and how to

manage it.

Management Share and Collate the best

management tools.

Fatigue is robustly assessed in the

planning of work

Fatigue is robustly managed in the

delivery of work.

Measurement Monitor how effectively the tools

are in reducing fatigue

Learning Constantly listen so we can keep

getting better.

Colas Rail Fatigue Training Packages

What is Fatigue?

Why is an important factor in our working life and what are the risks?

What causes fatigue?

How can we combat fatigue?

What are the signs of fatigue?

What do to do when you or your colleagues are faced with fatigue?

Lifestyle, food and Fatigue

Driving and Fatigue

Legal Responsibilities

Staff Awareness

Colas Rail Fatigue Training Packages

Company Legal requirements

Planning for Fatigue - fatigue calculator cycle

How manage a live fatigue scenario on site and in office

How to encourage staff to come forward and report themselves

What to do if you believe a member of staff is too tired to work safely

How to complete a fatigue reporting form and action

ORR checklist

Colas improvement plan

Manager Awareness

Accountability for Fatigue

Employee

Line Manager

Monitor excessive overtime (over 50 hours worked per week)

Number of completed fatigue feedback forms

Percent of staff working fatigued per depot

Hotels booked vs Hotels used

Fatigue contribution towards sickness

Actual 14 hour door to door breaches

What you measure gets done…

Options include

Colas Rail Fatigue Working Group

Improving awareness

…or we could always try the

alternative

Fatigue animated CGI Film

TSA - 5 Lamps

Questions for Breakout sessions

• How has our management of fatigue risk changed over the last 5 years? • What are the top three most effective things we are doing today to manage fatigue risk? • What are the five biggest barriers to being able to manage fatigue risk more effectively than we are today? • What can we do to overcome those barriers? • What should our three priority improvements be, to tackle the issue of fatigue more effectively?

Break Out sessions Group Feedback

Top 3 ideas from each group

Staff Representative Safety Conference feedback February

Top Three ideas

• Below is the list of questions that was prepared for us by RSSB to help us gain an understanding of how people can look at tackling and understanding Fatigue in the Rail Industry and the Work Place

• How has our management of fatigue risk changed over the last 5 years? • What are the top three most effective things we are doing today to manage fatigue risk? • What are the five biggest barriers to being able to manage fatigue risk more effectively than we are today? • What can we do to overcome those barriers? • What should our three priority improvements be, to tackle the issue of fatigue more effectively?

Education

• Nutrition coming to work fit for work individuals accountability look at the wider factors

• Striking that Home Life balance leading to passion to achieve

• Raise awareness through the TSA Forums feedback is key

• 12 hour rest rule and look at the 12/14 hour door to door, having visual published rosters,

• better rostering through using the fatigue index roster tool (long way to go yet)

• Monitoring form and use of Macrail for booking on and real time management

• Feedback from others interaction both help people and realize they are not alone

• CGI Films, which are used during stand down days

• Tool Box Talks

• Rerun the TSA fatigue Survey

• Personal fatigue awareness at the start of railway career including induction at site access

• Cascade to all levels of the industry and feedback on what is planned, done, expected take out the inconsistency mixed messages

• Educate on the benefits of exercise, rest, better diet

Awareness Planning to reduce Fatigue

• Having and taking sufficient Breaks this will be made achievable by again having sufficient resource and working as a Rail industry in a collaborative manner

• Shorter shifts

• Nail down the scope of work at the key stages (Grip)

• Location based planner and listen to the people that plan the work stop the late change

• Plan to manage fatigue risks are the even considered at the T- Stage

• It’s the individuals responsibility after all lets give him the tools and training to understand

• Look at how we recruit staff and the challenges of contractors travelling excessive miles i.e. Sentinel 2

• Track workers involved in the planning and management on site.

• Natural breaks in the plan

• Enforced stand down days

• Location based employment

• lock down process

Continued learning / accountability

• More focus on emergency situations focussing on un-forseen circumstances,

having sufficient resource utilising effective planning and how we react in

difficult situations respectively

• Improvements could include post code tracking (Journey times) and vehicle

times

• Multiskilling workforce for the ultimate contingency its been asked for and

welcomed

• Spread the work bank look at belter access

• Actually understanding the Law know the rules and regulations

• More collaborative working between NWR and the 1st Tier and 2nd Tier

contractors

• Lead by example, have a contingency in place avoid putting people at risky

positions including spare competence within teams good planning. Better

standardised work banks

• Constant learning

Supervisory and Technical forum Wednesday 1st April

Quiz Time

Voting Buttons

Supervisory and Technical forum

Wednesday 1st April

Questions and Answers

Closing Comments So what did you think of today !!

And please have a

Safe journey Home see you in October