From
the RMT▸ We have an awful lot of bodies in the rail industry already ... BUT ... where does the responsibility for evaluating and implementing recommendations of the RIAB lie? Does it fall on a variety of organisations, split so that it can fall between stools / areas of responsibility? Should there be ONE body who's job it is to "make sure this never happens again"? Does that body need to be a new one to make 110% sure that it's independent of all possible bodies that the RIAB might find issue with? And for goodness sake, should such a body be responsible for all RIAB recommendations - and not just this tragedy - not a special case, but a. system learning from this case amongst others??
With Network Rail becoming every more powerful, are the wider checks and balances we have and will have into the future adequate? We may have excellent people at the helm at present - but does the system need strengthening in case we have people who need the guidance of more checks and balances in the future, or indeed if we have them in pockets today?
I'm not really taking a view here - I'm asking questions about an area that most of us "just a passenger"s find murky and complex - and perhaps with too many bodies already?
The
ORR» took on the powers, duties etc of Her Majesties Inspectorate of Railways. The ORR have the same legal powers as the
HSE▸ . The RIAB perform a different but related function
The statement on the ORR website regarding RIAB recommendations is
We have a policy for considering and following up RAIB▸ 's recommendations.
We ensure that recommendations are duly considered and where appropriate acted upon.
We assess the action taken by those to whom we have directed the recommendations to against clear criteria, using both technical and other experts, to decide our view on the responses and decide what further action we may need to take.
We report to RAIB in accordance with the regulations and the Memorandum of Understanding between us. We have a separate Memorandum of Understanding for Scotland. We report back to RAIB details of any implementation measures, or the reasons why no implementation measures are being taken.
In assessing the status of recommendations we make reference to a status definition list which has been agreed with RAIB. To assist those asked to consider RAIB recommendations we have also produced a glossary of commonly used terms within RAIB recommendations, along with our interpretation of what actions an organisation needs to deliver in order demonstrate that the requirements of a recommendation have been satisfied.
I suspect it is more about the time it takes for the industry to implement many of the recommendations the RMT has an issue with.
I a member of a number of groups working on changes to procedures, instructions, training, working practices in electrification, some of the changes are driven by recommendations 10 or mores old, however most of them this old are minor recommendations.
Changes driven by the report recommendations fall into a number actions - modification / replacement to equipment, changes to working practices / human factors (culture), provision of PPE and signage
The first has a cost in both terms of money and time but does get done within the determination the ORR /
DfT» gives
NR» and can take a number of Control Periods to implement. (Note a number of equipment changes that will improve safety, all be it of a minor nature, will be deferred as part of the ?1b cut to NR
CP6▸ plan)
The second can take time, but often it is the human factors that are perhaps the most difficult to deal with. The ToC, NR and the Trade Unions do work closely on changing this aspect both the sides have the same desire and interest.
Carrying out a culture change is possible the most difficult of all, and if you look back at the majority of accidents it is the human factors at the root of it
PPE and signage is always seen as the last resort although this is done first as it is quick to provide