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Understanding Our Metrolink Safety Culture
Metrolink System SafetyOctober 2011
Metrolink System View • 163 weekday trains on 7 lines• 68 weekend trains on 4 lines• 55 stations across the
Metrolink System• Approximately 40,000 avg.
weekday trips • Operates on a 512-mile
system• Avg. train weighs 400 tons• $173.3 million operating
budget• Funding sources; Metro,
OCTA, RCTC, VCTC, federal, state and government, etc.
Need to replace this data with crossings and other issues on system
Metrolink Safety MissionAt Metrolink, safety is foundational. Everything we do demonstrates an appreciation for life and every act values the lives of our employees, contractor co-workers, customers and communities. The safety of our employees is a core value at Metrolink and is woven into the fabric of what we do each and every day. Keeping our workplace safe is everyone’s responsibility. Performing our job safely is our ultimate responsibility.
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Metrolink’s Core Values
• Safety
• People
• Quality
• Efficiency
• Growth
Railroad Fatalities Year to Date
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Replace this slide with Chatsworth plaque
Metrolink Workplace AccidentsBELIEF BELIEF “Accidents can be “Accidents can be
prevented”.prevented”.INTENTION “INTENTION “Zero harm”.Zero harm”.
Actual Metrolink Results Actual Metrolink Results • Injury or illness claims.Injury or illness claims.• 1 workplace fatalities1 workplace fatalities• $2.7 Billion in payouts/year.$2.7 Billion in payouts/year.
Replace this slide with history of MLK from 1992 to present
The Safety Improvement Journey
Focus on Compliance,
Rules and Penalties
1980’s CURRENT
Catastrophic Risk Management
Catastrophic Risk Management
Behaviour
BehaviourISO 14001 Environment
ISO 14001 Environment
Safety Legislation
Safety LegislationWorker Compensation
Worker Compensation1990’s
OHSAS 18001 & Z1000
OHSAS 18001 & Z1000 Health and Safety
Health and Safety
Loss Control
Loss ControlDuties, Rights & IRS
Duties, Rights & IRS
ISO 26000
ISO 26000 Social Social Responsibility
Responsibility
WHMIS / TDGA
WHMIS / TDGA
CultureCulture
Environmental Assessment
Environmental Assessment
Environmental Bill of Rights
Environmental Bill of Rights
Sustainable Development
Sustainable Development
1970’s
More Laws & Focus on Engineering and
Control
Focus on Management
SystemsFocus on People &
Social Responsibility
Green Initiatives
Green Initiatives
Target of Zero Harm
SUB-STANDARD BEHAVIORS / CONDITIONS
Accident / Incident Prevention
Lagging Indicators
Leading Indicators
MAJOR
MINOR
PROPERTYDAMAGE
NEAR MISS / Broken Gates
CULTURE(The way people work together when no one’s watching)
TRANSPARENCY(How much is Visible / Invisible?)
Culture
Sub-standard Behaviors/ Conditions
Near Miss Broken Gates
Property Damage
Minor
Major Can’t manage what you don’t know
COMMUNICATION
What is our Culture?Where employees and contractors beliefs
reflect its character and interact with its
structure and control systems to produce positive behavioural norms.
Culture is always changing for the better or worse.
What is our Culture?Spoken and unspoken set of values that drive risk
tolerance and affect the way we feel, think, act and make decisions daily.
“Group of people who share mythologies.” Systems Leadership (MacDonald, Burke & Stewart)
“What happens when no-one is watching.” Duncan Hawthorn
Understanding Our Safety Mythology
Our underlying stories, ideas or beliefs around Safety (whether true or not).
EXAMPLES• “Taking shortcuts is okay when we have late trains”• “Achieving zero injuries is impossible” • “If I report near-misses I will get yelled at”• “Even if we report problems, nothing ever gets fixed”
Culture / BehaviorCulture – primary focus on the “group”Behavior – primary focus on the “individual”
CULTURE
BEHAVIOUR
Improves Improves
Safety Culture - Maturity Model
• Intro Video (8 minutes)
• Tool Kit Video (22 minutes)
Source
Version 2 - 20.3.16
The Hudson Maturity ModelThe Hudson Maturity Model(Evolving Levels of Safety Culture)(Evolving Levels of Safety Culture)
PATHOLOGICALPATHOLOGICALWho cares as long asWho cares as long aswe don’t get caught.we don’t get caught.
REACTIVEREACTIVESafety is important, we do a lotSafety is important, we do a lotevery time we have an accident.every time we have an accident.
CALCULATIVECALCULATIVEWe have systems in place toWe have systems in place to
manage all hazardsmanage all hazards
PROACTIVEPROACTIVEWe work on problems that We work on problems that
we still find.we still find.
GENERATIVEGENERATIVESafety is how we do businessSafety is how we do business
round hereround here..
Increasingly Increasingly InformedInformedTrusting,Trusting,Aligned,Aligned,
andandAccountable.Accountable.
Pathological Organizations• Don’t want to know.• Messengers are shot.• Responsibility is shirked.• Failure is punished or concealed.• New ideas are actively discouraged.• SilosSilos serve as barriersbarriers to communication.
Calculative Organizations
• Deals with safety issues “by the book”.• Conformance to rules.• Reactive rather than preventative.• Responsibility is compartmentalised.• New ideas present problems.• Repair rather than reform.
Generative Organizations
• Common belief - good Safety is a business imperative (prevent human suffering prevent human suffering / optimize human performanceoptimize human performance).
• Involvement by everyone everyone (united/energized/aligned).
• Enterprise perspective Enterprise perspective to problem solving.• Have unceasing dedicationdedication to getting it right. • Acknowledge accomplishments while always asking “How can we
do better”?• DisciplinedDisciplined in always adapting & learning.
Generative Organizations
• Plan / Plan / Plan.• Train / Train / Train.• Report / Report / Report.• Employees empowered
– High degree of managing up.– Anyone can halt work.
• Rely on one another.• Low Tempo / High Tempo (Resilient).• Rewards are balanced (safety, production & quality).
Generative Organization(Off-The-Job Safety)
• Off-the-job safety programs are common in generative organizations.
• More people injured / killed off-the-job than at work.• Safety is not just a workplace behavior, it is a life behavior. • Caring about off-the-job safety brings benefits in the
workplace.
Drivers of Safety Cultural Change
Leadership(Strategy)
Team Empowerment
(Values)
Dissonance, Crisis, or
Significant Emotional
Event CULTURECULTURECHANGECHANGE
Building a strong Safety Culture takes time.
It often occurs incrementally(two steps forward
and one step back).
Works best when everyone sees value in the cultural
change and feels they are an active player.
Key Elements of a High Performance Safety Culture
HIGH HIGH
PERFORMANCE PERFORMANCE Safety Safety
CULTURECULTURE Flexible
Culture
Just
Culture
Informed
Culture
Learning
Culture
Reporting
Culture
Accountable
Culture
Informed Culture
• Management knows what is going on in their organization.
• Knows where the ‘‘edgeedge’ ’ is without having to fall over it first.
Flexible Culture
• The organization can cope with new challenges.
• Resilient to most circumstances that come its way.
Accountable Culture
• An accountable culture is a disciplined culture.• Everyone is accountable for safety.• Accountability is clearly defined.• Holding persons accountable is not about blame.
Personal Accountability
Holding Others Accountable
Workplace Safety Culture
Reporting Culture
• Depends on people reporting hazards, near misses, errors and incidents.
• They won’t do that if they don’t trust management and the system or are unfairly disciplined.
• Need openness, transparency, sincere listening and straight talk.
Learning Culture
• The organization is continually learning from its mistakes.
• It is preoccupied with the “possibility of possibility of failurefailure” and works continuously to become more resilientresilient to its operational hazards.
Flexible Culture• The organization can cope with new
challenges.• Resilient to most circumstances that come its
way.
Just Culture
• Focus on positive reinforcement positive reinforcement “Catch employees doing things right!”• Use rewards and incentives wisely and cautiously.• Use discipline sparingly, fairly
and when warranted.
A ‘just’ culture depends on the workforce knowing the difference between
acceptable and unacceptable behaviour.
Just Culture - Fairness
• Supervisors must not play favorites.• Every worker must be treated fairly.• Fairly does not always mean equally.• Supervisors must accommodate for valid circumstances (e.g.,
disability) and apply wise judgment.
Culture and Attitude
• Safety costs / inconvenient• Just get the work done• Find short cuts• Risk taker• Unconscious to dangers• Sense of invincibility /
macho
• Safety pays / worth the effort• Caring about self and others• Welcomes training• Plans before starting work• Risk “intelligence”
• Aware of risks• Know how to control risks• Choose to control risks
PositiveNegative
Culture Approach
Culture is mostly invisible …. especially to the organization itself !
Culture Perception Surveys can be helpful.Culture Perception Surveys can be helpful.
Safety Culture - Perception Surveys
Perception surveys often examine:• Management Commitment / Support• Employee Commitment / Support• Personal Responsibility• Education and Learning• Supervisory Leadership• Safety Management Systems
Culture and Values (Drawing Our Line in the Sand)
ACCEPTABLE ACCEPTABLE
NON-ACCEPTABLENON-ACCEPTABLE