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Pages 111-130

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From page 111...
... 111 A P P E N D I X B Transit Agency Descriptions Transit Agency A (No Union; Small) Safety culture is on a positive track and probably now at its highest point.
From page 112...
... 112 In the organizational work environment and on the part of leadership, there is an open commitment to safety as a top priority; "no conflict on operations -- safety trumps everything, even if a customer complains." On the whole, management and labor agree that, while not perfect, the safety culture has improved compared with its state a few years earlier, when there was a notable lack of willingness to take personal responsibility. Key factors contributing to this positive safety culture include: • Top management commitment and especially openness on the part of the COO; • Reduction of blame and liability as motivators for safety, with less intimidation of operators; and • The role of key individuals in spearheading aspects of the program and thinking creatively about communications, metrics, and incentives.
From page 113...
... 113 requires vigilance and ongoing commitment. The work will never be done.
From page 114...
... 114 There is a formal written procedure that directs employees to stop work or interrupt service if an unsafe condition arises. The procedure is part of general work practices and is covered in training.
From page 115...
... 115 Transit Agency Leadership, Management, and Organizational Commitment A Commitment to safety starts with the CEO and board and moves throughout the organization. It is demonstrated not only in "spoken words and posters, but also budgetary commitment." The CEO and top safety and training manager assume distinct yet complementary roles in cultivating a positive safety culture.
From page 116...
... 116 voices are not only heard but also given serious consideration by management. In these organizations, employees become the frontline champions of the safety culture.
From page 117...
... 117 A A safety and training committee is in place to ensure employee participation in safety decision making. The committee is made up of full-time and part-time operators and supervisors who meet once a month with the director of safety and training.
From page 118...
... 118 Transit Agency Employee/Union Shared Ownership and Participation E At the corporate level, the top safety officer holds regular update meetings with the two safety managers as well as their union counterparts. In the bus division, each garage has safety committees for operators and mechanics.
From page 119...
... 119 no consistent standards as to specific measures. The types of leading indicators used by such agencies include: • Degree of employee participation in programs, • Employee opinions on safety culture through stand-alone or integrated surveys, • Quality and quantity of employee safety reporting, • Percent closure of safety entries in reporting system, • Walk-through and on-site inspections, and • Safety audits -- internal and external.
From page 120...
... 120 Table B-3. Effective safety communication.
From page 121...
... 121 Transit Agency Effective Safety Communication G New technologies are used to announce affirmative safety messages to drivers based on their real-time locations. The messages are recorded by trainers or superintendents and are triggered by the onboard GPS system.
From page 122...
... 122 Transit Agency Safety Data, Key Indicators, and Benchmarking A In the previous 8 years, the agency went from no analysis of accidents at all to performing monthly and annual analysis of all accidents using a centralized database. Measures tracked include collisions and injuries (fixed object, vehicle, passenger, and pedestrian)
From page 123...
... 123 retraining. In the real world, unions maintain that such testing can lead to problems of perceived or even actual discrimination.
From page 124...
... 124 Such retraining is not generally carried out in most transit agencies (see Table B-6 for summary of comments received.) Consistent Safety Reporting and Investigation for Prevention A reporting culture exists where workers feel free to contribute to the informed culture through various safety reporting mechanisms.
From page 125...
... 125 Table B-6. (Continued)
From page 126...
... 126 common than financial rewards for hourly employees, most of which are covered by union contracts that do not allow for individual financial awards. Positive individual safety evaluations can lead to public recognition, badges, and other nonfinancial symbolic awards, while in these agencies safety performance deficiencies generally lead to focused retraining.
From page 127...
... 127 Table B-7. Consistent safety reporting and investigation for prevention.
From page 128...
... 128 Table B-7. (Continued)
From page 129...
... 129 Transit Agency Safety Reporting and Investigation for Prevention I The agency's computerized employee reporting system is successful in encouraging employees to report safety problems and raise issues. It is easy for employees to use and to track responses.
From page 130...
... 130 A Managers and hourly workers believe that there is a good level of mutual trust when it comes to safety. A lot of that has to do with relationships developed through employee committees and an open-door policy.

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