TSB Transportation Safety Summit

Sail Safe - BC Ferries

Captain Jamie Marshall
Vice President, Fleet Operations, BC Ferries
Ottawa, Ontario, 22 April, 2016

Check against delivery.

Slide 2: BC Ferries

• Diverse service
  • 24 routes, 47 terminals
  • 4,400 employees
• Traffic
  • 19.8 million passengers
  • 7.7 million vehicles
  • Daily average:
    • 55,000 passengers
    • 21,000 vehicles
    • 500 sailings
  • 182,000 departures/year
• 35 vessels
  • Vehicle capacities from 16 to 410 cars
  • Passenger capacities from 133 to 2052
  • Crew ranges from 4 to 48
• Route maps

Slide 3: BC Ferries

Pictures of ferries

Slide 4: BC Ferries

Picture of a truck accident under a bridge

Slide 5: Safety Management System (SMS)

Diagram of internal and external monitoring of Safety Management System.

Slide 6: Learning from “The Queen of the North”

• A profound event; triggered major renewal of safety culture
  • Engage our people
  • Engage the union
  • Engage international expertise
  • Integrate occupational and operational safety
  • Focus on culture and risk
  • Imbue the culture with understanding of human factors
• Our Goals:
  • Transform our safety culture
  • Embody the transformation in our SMS
  • Be a world leader in safety management
• Diagrams depicting safety culture

Slide 7:SAILSAFE

SailSafe Steering Committee

Slide 8: BC Ferries

Comic of a car on a ferry

Slide 9: SailSafe

• Joint initiative BC Ferry & Marine Workers’ Union and BC Ferries
• Close cooperation; open and transparent process
• Recognizes the Union as a leading safety advocate
  • Bring employees into the cultural effort
• Inclusive, non-judgemental, goal focused
  • Creation of a just culture
• Methodologies:
  • Leave rank at the door
  • Labour relations stays out
  • Harness the creativity and concerns of the people
  • Broad based working groups
  • Gather “gold dust”, make them nuggets
  • Develop actions plans for change
• What came out of this?

Slide 10: Employee Engagement

• 4,500 bits of Gold Dust
• Gathered from approximately 3000 employees
• Organized under 4 safety “pillars”:
  • People
  • Assets
  • Procedures
  • Communication
• 85 Action Plans:
  • 44 for Immediate Implementation
  • 41 Medium Term Implementation
• Some of the biggest:
  • Revitalise the SMS
  • Risk assessment
  • Employee Care
  • Better communication
• Picture of employees in a brainstorming session

Slide 11: SailSafe: A clear commitment

Diagram with flags and arrows representing a just environment

Slide 12: SMS Elemental Components

• SailSafe Just Safety Culture
• Safety Communication
  • eFleet Policy & Procedures
  • 5 Minute Safety Briefings
  • Safety Bulletins, WINS, Awards
  • Town Halls, Fleet Tours, Visits to injured workers
• Understanding Risks & Taking Ownership
  • Initial Assessments
  • Investigation
  • Task Ananlysis
  • Risk Assessment
  • Hazard Identification (Safety Officers)
  • ALERTs (Employee – Supervisor)
• Taking Action to Control Risk and Monitor Results
  • Risk Registers
  • Worksite SMS Dashboards
  • Operations Safety Log (Actions)
• Learn & Practice Safe Procedures
  • Operational Readiness Exercises & Drills
  • Audit
  • Risk Management Training
  • Human Factors & Site Investigation Training
  • SEA Training

Slide 13: Employee Care and Injury Reduction

• Our people are the key to a safety culture
• If we want our people to care for the Company (and our passengers), the Company must care for our people
• Reducing injuries is a real and compassionate way that shows “We Care”
• An intensive effort to reduce injuries
  • ALERT – All Learning Events Reported Today
  • “You’re important to us; We need you here”
  • Customer Code of Conduct
  • Employee Recognition
• Pyramid diagram of what motivates people to behave safely

Slide 14: Evolution of Safety Performance

Chart showing a safety improvement over a twenty year period.

Slide 15: IAR Trending

Chart showing a decrease in accidents and an increase in proactive reports over a two year period.

Slide 16: BC Ferries

Cartoon on navigation

Slide 17: Human Factors & Local Incident Investigation

• Awareness of human factors but lacked a rigorous framework to manage them
• Goal: Increase ability to recognize and manage human factors; and mitigate adverse impacts
  • Engaged expertise from Europe
  • Trained senior executive, union and safety department
  • Rolled out training to senior officers and front line supervisory staff
  • Integrated Crew Resource Management
  • Simulators in-house and external institutions
• Picture of Captain on a ship’s bridge

Slide 18: What is SEA

• Standardized Education and Assessment Program used to train all employees:
  • Replaces traditional system of familiarization/ job shadowing
• SEA Process
  • Ensures all Candidates receive the same level
    of instruction and interaction
  • Clear and standardized process and documentation
  • Best practices are captured
  • Detached trainer so learning can be focused
  • Objective measures of success
• Same approach is used across all lines of business
  • Deck, Engineering, Catering and Terminals
  • 36 positions
  • 400 SEA Trainers

Slide 19: Operations & Security Centre

• Goal: Establish a  coordination centre to improve communications and response to events
• Centralized fleet and terminal communications
• Staffed 24/7
• Monitors fleet position, operations, traffic, near miss events and security
• Photo of the Operations and Security Centre

Slide 20: Internal Communication

• BC Ferries has many small, local operations
• Getting clear communication throughout the organization has been difficult
• Goal: Get clear and consistent communications to every employee
  • ALERT Flash communication of critical learning events
  • E mail for all employees who want it
  • “Five minute” daily briefings
  • Dedicated safety websites
  • President Information Sessions
  • “Town hall” meetings
  • Front line supervisory training
  • Operations & Security Centre
  • Field time, field time, field time
• Photos of training sessions

Slide 21: Revised Maintenance Management System

• BC Ferries performs 22 refits per year on 35 vessels using internal and externals yards
• Goal: Simplify processes, reduce time to correct defects, improve quality
  • Every ship has a specialized shore maintenance manager
  • Establish critical spaces for each vessel
  • QA certification for internal ship and project management office
  • Renewed Computer Maintenance Management System (Maximo)
  • Re-write procedures for our most hazardous ops: confined space entry, diving and live electrical work (arc flash)
  • Established expert Project Management Office
• Photos of crew and maintenance

Slide 22: Employee Safety Index

Chart showing Employee Safety Index Actuals and Target

Slide 23: Passenger Safety Index

Chart showing Passenger Safety Index Actuals and Target

Slide 24: Conclusions

• Serious workforce engagement
• 89.3% decrease in employee injury rate and severity
• 58.4% decrease in passenger injuries
• Fewer safety critical incidents
• Better reporting, at earlier stages of event
• Better labour relations
• Focus on Health & Wellness
• Lower costs:
  • Lower absenteeism
  • Lower workforce injury insurance rates
  • Less asset damage
  • Better maintenance
• WorkSafe BC in partner with British Columbia Maritime Employers Association - Certificate of Recognition
• Safety Awards:
  • Latitude - Inspiring Safety – 2013 International Winner
  • Lloyds North America Training Award – 2014 – Bridge Simulator Training Program

Slide 25: BC Ferries

Cartoon depicting a ferry accident

Slide 26: BC Ferries

Questions?