CIRAS Committee The ultimate achievement of an incident reporting - - PowerPoint PPT Presentation

The ultimate achievement of an incident reporting system is that it can prevent accidents and fatalities

Gary Cooper

CIRAS Committee

Introduction

• Joined British Rail in 1984 – first job station supervisor
• Operations lead for the response to 1988 Clapham

accident

• First British Rail accredited Safety Auditor - 1990
• Proposed and delivered the first Strategic Safety

Management training for Senior Managers

• Worked at Director/Professional Head level across the

rail industry in operations, engineering, safety retail, performance and planning

• CIRAS committee member since 2009

So why a confidential reporting system?

• Enables management action before loss events occur
• Provides workers at every level with a confidential outlet

for concerns

• Provides member organisations data based analysis -
• pportunities for shared learning and improved safety
• Supports members’ business processes and adds value as

part of a mature wider safety strategy

How does CIRAS work?

• CIRAS listens to any genuine safety or health concern
• Trained staff conduct confidential interviews with those who make

contact (reporters)

• Commitment to confidentiality is absolute
• We encourage people to report concerns using internal channels in the

first instance, but recognise this is not always possible

• Anonymous data on reports is shared with members to improve their

business performance

CIRAS – a history

• Began as a pilot scheme in Scotland in 1996
• Industry mandate following Ladbroke Grove in

1999 and the subsequent Lord Cullen report

• CIRAS operated as a charitable trust between 2001

and 2009

• In 2009 the industry agreed that CIRAS should be

hosted by RSSB

CIRAS – the challenges 2009 to 2012

• New committee members recognised CIRAS was

underperforming nor well respected

• Neither reporters nor subscribers were being served

well

• Subscribers were

Ø not being provided with information Ø stakeholder engagement didn’t exist; Ø subscription formula was chaos Ø alienated from the service

CIRAS – the improvements 2013 to 2016

• Formal establishment of independence from RSSB

Ø hosted but not managed Ø ‘consenting adults’

• New management structure and lead

Ø Replacement of existing managers

• Five-year business strategy, and aims and objectives

agreed with funders

• Commitment to add value to reporters and members

CIRAS – 2013 to 2016

• 2014 targeted new members

rail and non-rail

• Rational transparent

membership fee

• Greater respect from

businesses served but still more to do…

CIRAS – Growth

• Now have more than 1,600 paying members compared to 41 in 2012
• 13.5% increase in reports since 2014/15
• For 2016/17, 85% of our members have seen a reduced fee or unchanged

fee

• Non rail members

200 400 600 800 1000 1200 1400 1600 1800 2012/13 2013/14 2014/15 2015/16 41 86 133 1643

• No. of members (2012 - 2016)

CIRAS – Growth

CIRAS – the future

• Continued commitment to absolute confidentiality for all reporters
• Continue to ensure value for money for those who subscribe
• Must step up game on analysis to add value to subscribers
• Commitment to continued development through strong governance
• Reporters’ and members’ needs to be met and, better, exceeded –

absolute focus on both groups