International Railway Safety Conference 2002 Tokyo, Japan Management for Safety

1. International Railway Safety Conference 2002Tokyo, JapanManagement for Safety Managing Organisational Risks _______________________Hans Ring CEng M.Sc.Director SafetySwedish National Rail Administration - Banverket

2. BACKGROUND • Corporate reorganisations usually impose new risks • A number of minor tasks (however safety related) tend not to be dealt with • There is a residual risk of small things coinciding. In some extreme situations the weakest link may be just one trifling matter.

3. BACKGROUND • Organisations evolve day by day. • People will solve problems and at the same time they unknowingly change the formal organisation into a, less known, partly informal organisation.

4. ORGANISATIONAL RISKS • Smaller tasks are quite often left out. • If left out on another organisational level it will take time before the miss will be exposed

5. ORGANISATIONAL RISKS • Leaving out tasks unexpectedly. • Non-consistent command (management). We have found that the organisational risks can be classified to be in one of the following domains:

6. METHODOLOGY We wanted a method that did not necessarily incorporate the use of consultants. We also wanted a method that could be understood by most people.

7. ADAPTED TO OUR NEEDS We settled for the BSA concept from Arthur Andersen Consultants. The acronym BSA stands for Business Self-Assessment. Within the framework of the BSA model we found a module Control Self-Assessment (CSA) that was quite easy to adopt.

8. ADAPTED TO OUR NEEDS The CSA module is based on a mixture of interviewing, work shops, and analysing. A facilitator is being used to monitor and communicate as the process goes on.

9. ADAPTED TO OUR NEEDS The Internal Audit Department supported us with a facilitator and with experience from the use of the CSA module. The CSA module is based on engaging the staff in the working process. In some cases all of the staff was invited to contribute. In other cases a representative mixture of staff was engaged.

10. ADAPTED TO OUR NEEDS Those who have contributed are also invited to validate the risks that have been found. The results are being transferred to an independent body for validation. The Minister of Transport, the trade unions and our Board support our approach.

11. CASE STUDIES Case one Transferring a line organisation into a concept with independent business units steered by internal board arrangements. New responsibilities for the Deputy Director General introduced.

12. CASE STUDIES Case two In order to establish a powerful Market Department we were to split one of the departments at headquarters level.

13. CASE STUDIES Case three Creating a market of privately owned maintenance contractors. Adapting new principals for the internal business units to achieve fair and full competition.

14. Case three List of Identified, Validated and Classified Risks Evaluation Report Case by Case Evaluation CSA - analysis Safety Plan Framework Process Evaluation Progress Report Case by Case Safety Plan National Evaluation Team National Evaluation Team CASE STUDIES

15. THANK YOU, FOR LISTENING!