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Learning from Operational Experience

Do we learn all we can from the accidents and safety-related incidents on our railway?

Report on improvements in the safety of passengers and staff involved in train accidents Over the last ten years, the rail industry has seen extensive changes, including institutional reorganisation, significant growth and further investment. Sustained improvements in safety performance and risk have resulted from many of these changes, together with the efforts of railway managers and staff to continuously improve. Some improvements derive from the learning that is taken from operational experience and accidents. This report summarises the overall reduction in risk to passengers and staff from train accidents (80% in the ten years up to October 2009), the associated improvements in engineering and safety, and the industry positions which support this state. Report on improvements in the safety of passengers and staff involved in train accidents

All safety-related incidents on the mainline railway are reported through the industry’s Safety Management Information System (SMIS). The more serious events, and those with more widespread implications, are subject to local and formal investigations and – in some cases – investigations by the Rail Accident Investigation Branch (RAIB). But do we really learn as much from these incidents as we could?

We asked the industry in 2005 and ‘Learning from Operational Experience’ was highlighted as the Number One area in which RSSB should be involved. To find out more about what the industry really wanted from us, we held a workshop and started a period of consultation with key industry players. From this came a number of ideas, including the strong acknowledgement that we need to look beyond accidents to other incidents from which safety lessons can be obtained. The Learning from Operational Experience Framework and Programme were therefore born:

"Learning from Operational Experience" covers the knowledge and lessons that can be learnt from the full range of safety-related events that occur during the operation and maintenance of our railway – and indeed other railways and industries.

The Framework diagram shows that the links between strategy, culture and the core themes are signalled for bi-directional running. Information coming to light in any core theme has the potential to influence developing strategy or changing culture, while strategy and culture can affect how core themes are carried out. For a similar reason, the diagram also depicts a two-way relationship between strategy and culture, since either aspect may inform or influence the other.

RSSB’s Learning from Operational Experience Programme will cover work under the Framework that, through consultation, our stakeholders identify as appropriate for us to perform, facilitate or assist with.