Overview Corporate & Safety Culture

Caveat Culture change is a long-term process. Therefore, it is necessary that the action plan can be updated at any time, in terms of content and timing, based on: - Evaluation of previous actions - Input from parties involved - Economic and social context - Other changing factors The current financial restrictions and social atmosphere in particular pose a risk for the progress and success of this program. This risk is as much as possible dealt with by multiple consultations across the organisation and a phased roll-out. 2

Lever 4 of the strategic plan ‘Focus’: 'Developing a thorough safety culture for a learning organisation'

"The safety level of our network is the result of a combination of factors:

technical

and

organisational

working

conditions,

technological aids, as well as the attitude, behaviour and decisions of everyone involved. In an industrial activity in which there is no such thing as zero risk, everyone needs to keep in mind all safety

aspects in their daily activities."

It is impossible to develop a safety culture without respect for the general corporate culture which should intend to facilitate

experience-sharing (learning organisation), bottom-up reporting and constructive leadership. 3

2012-2014: Roadbook Safety Culture Plan 2012: Establishment of 'Safety Culture' department → Roadbook Safety Culture Do The roadbook was rolled out in a series of transversal and multi-disciplinary working groups, including: • In-depth analysis of events based on the principle of ‘defence in depth’ • REX, Return of Experience • ERMS, Event and Risk Management System • Rules • Measurement of safety culture, Meas: a baseline of the current safety culture (The NOSACQ-50 project was born in the latter working group)

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2012-2014: Roadbook Safety Culture (II) Check The entire safety culture program was reviewed in 2014 (audit and management). Act Following the reviews, the program was redefined at the beginning of 2015 based on the recommendations from the audit.

Certain activities, such as the REX process and NOSACQ, were guaranteed. A new steering committee was set up with CEO Luc Lallemand as sponsor, assisted by the three general directors.

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Current action plan based on three pillars

Pillar 1 Values & Beliefs (Corporate culture)

Pillar 2 Leadership

Pillar 3 Safety Behaviour

• Determine the AS IS and TO BE culture • Strengthen our experience and perception of values • Raising awareness and communication

• Continued development of constructive leadership • Coaching and training of top management

• Support for behaviour measurement and management • Coaching and guidance on the ground 6

Innovation is spread in waves

Others

People Managers Top2000 Top200 ExCom Laggards 16%

Late majority 34%

Early majority 34%

Behaviour

Early adopters 13.5%

Innovators 2.5%

Leadership

Values & Beliefs Ongoing To be started

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Action plan based on three pillars

Pillar 1 Values & Beliefs (Corporate culture)

Pillar 2 Leadership

Pillar 3 Safety Behaviour

• Determine the AS IS and TO BE culture • Strengthen our experience and perception of values • Raising awareness and communication

• Continued development of constructive leadership • Coaching and training of top management

• Support for behaviour measurement and management • Coaching and guidance on the ground 8

Pillar 1: Values & Beliefs

What has been done so far?

ExCom 10/07/’15 Project

Sept '15

Nov '15 Extra steering

Launch OCI ExCom

committee Methodology +

approach approved

31/08/’15 Kick-off SC1.1 ‘Beliefs’ I-TMS+I-CPA

Preparation OCI Top200 Oct '15 Analysis OCI AS IS CULTURE ExCom + Individual interviews

Note: OCI = Organizational Culture Inventory

Feb-Mar '16 Analysis and results OCI AS IS CULTURE TOP200

Dec '15 Launch OCI Top200

02-03/05/’16 Leadership meeting DETERMINATION OF TO BE CULTURE

18/04/’16 Launch OCI People Managers Infrabel

June '16 Launch OCI delegates TUC RAIL

09-13/05/’16 Executives Days

Sep '16 Focus groups

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Pillar 1: Values & Beliefs

Culture measurement: Organizational Culture Inventory CONSTRUCTIVE STYLES Task and people-focused Boldness and innovation (Self) development Cooperation

AGGRESSIVE-DEFENSIVE STYLES Strongly task-focused Competitive Authoritarian Critical Maintaining the status quo

PASSIVE-DEFENSIVE STYLES Strongly people-focused Immobilism Passivity Conformism Conflict avoidance Maintaining the status quo 10

Pillar 1: Values & Beliefs

Current culture: more constructive culture perceived by management than on the ground As experienced by ExCom/Top 200

As experienced by People Managers

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Pillar 1: Values & Beliefs

The desired culture is constructive Established during Leadership meeting (02-03/05/’16) Achievement = Result-focused working Self-actualising = Self-development, "quality over quantity" Humanistic-encouraging = Help others grow, lead through participation Affiliative = Constructive interpersonal relationships, cooperation 12

Pillar 1: Values & Beliefs

Link between corporate culture and safety culture A 'blue' culture contributes to a learning organisation with a 'just culture' because:  employees know what is expected of them and recognise their own role in this (Achievement and Self-Actualising)  employees care about their own safety and the safety of others (Self-Actualising, Humanistic-Encouraging and Affiliative)  employees consider it their duty to report what is not going well, so that a continuous improvement process is enabled (Self-Actualising, HumanisticEncouraging and Affiliative) 13

Pillar 1: Values & Beliefs

Levers are determined based on measurements and bottom-up input Measurements and questions •

Measurement AS IS and TO BE culture

•

Deepening in focus groups

•

Listing best practices

•

Interviews in the field

•

NOSACQ-50 (I-AM and I-TMS)

•

…

Levers per pillar Pillar 1: Values & Beliefs (Corporate culture)  5 levers Pillar 2: Leadership  4 levers Pillar 3: Safety Behaviour  3 levers (work packages)

The evolution of project related actions strongly depends on the results of the (interim) measurements 14

Pillar 1: Values & Beliefs

Levers for culture change in pillar 1 Make the hierarchy more accessible to improve the flow of bottom-up information 1

 E.g. by formal and informal site visits and on-the-job moments by management, via internal media, etc. Strengthen horizontal communication flows

2

 E.g. through Entreprise Social Media platform (ESM, from January 2017), info lunches, etc.

1. 3

Involve employees more in decisions

1. 4

Value employees more

2. 5

Offer symbols for culture change

 E.g. through ESM, focus groups, polls, etc.  E.g. through internal media, events such as Open Business Day, etc.  E.g. ‘declaration of intent’ by management, campaign about values, etc. 15

Pillar 1: Values & Beliefs

Philosophy of a gradual culture change

The more blue drops in the water, the faster the water turns blue ...

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Action plan based on three pillars

Pillar 1 Values & Beliefs (Corporate culture)

Pillar 2 Leadership

Pillar 3 Safety Behaviour

• Determine the AS IS and TO BE culture • Strengthen our experience and perception of values • Raising awareness and communication

• Continued development of constructive leadership • Coaching and training of top management

• Support for behaviour measurement and management • Coaching and guidance on the ground 17

Pillar 2: Leadership

Levers for culture change in pillar 2 Role model function of hierarchy

Appreciation of leadership behaviour

Leadership among executives

Promotion of potential leaders

Guidance/coaching 18

Pillar 2: Leadership

Approach to culture change in pillar 2

Risk and safety awareness (+ proactive introduction of measures and openness about potential issues)

Awareness impact role model (including self-awareness)

Communication with an impact and active listening

Positive and constructive feedback (impact of reward vs. punishment) and motivation of employees (and empowerment)

Integration into performance management systems and individual development paths Through coaching and workshops • •

Current target audience: Top 200, i-evolve R3, maintenance engineers I-AM (SI, Tracks) Tools used: 360, Insight, Nosacq results, etc.

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Action plan based on three pillars

Pillar 1 Values & Beliefs (Corporate culture)

Pillar 2 Leadership

Pillar 3 Safety Behaviour

• Determine the AS IS and TO BE culture • Strengthen our experience and perception of values • Raising awareness and communication

• Continued development of constructive leadership • Coaching and training of top management

• Support for behaviour measurement and management • Coaching and guidance on the ground 20

Pillar 3: Safety Behaviour

Levers for culture change in pillar 3, translated into three 'work packages' • •

Safety-conscious behaviour as a new way of working (together) Support for the local leader (people manager) to facilitate the new corporate culture  with focus on safety behaviour  Evolution from (un)conscious behaviour contrary to safety or compliance towards behaviour with safety as the absolute priority

Best Practices

Data & Key Figures

Support

Listing, supporting and

Listing data and key figures + devising a 'Corporate & Safety Culture monitoring'

Transversal behaviour support for and in cooperation with all partners and on the ground

Preparation ongoing To be started (2017)

Preparation ongoing Pilots to be started (2017)

spreading best practices + identifying gaps and needs Ongoing

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Pillar 3: Safety Behaviour

Existing initiatives (non-exhaustive list) Operational safety • SPAD action plan: “Go for Zero”  SPAD sheets  SPAD Desk  Forum experience on the ground  SPAD working group  Bilateral meetings on SPAD Infrabel-SNCB  Analysis of SPAD / Near misses • Safety Desk • TBL1+ roadshows • Safe-In • 'Welcome to our Network' module • Safety conferences • REX …

Well-being at work/occupational safety • • • • • • • • • • …

“Yellow Book” “Blue Book” 'Thanks colleagues!' videos Safety News Coaching Training (Brain Based Safety, Behavioural Change Wheel, etc.) Nosacq measurement (I-AM and I-TMS.6) Action plan ‘Well-being at work’ REX Focus groups

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“The secret of change is to focus all your energy, not on fighting the old, but on building the new” - Socrates

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