Frédéric Delorme, CEO, SNCF Freight explains why taking a broader approach to health and safety can help improve progress. And why taking account of the impact of transformation should not be overlooked.
Developing a culture of safety cannot happen in a vacuum. A key starting point is to identify who it is you are trying to keep safe. Is it the customer, the employees or both? Too much emphasis on one aspect may increase safety problems for others. So you also need to open your eyes to a broader range of safety issues. This includes looking at other industry players, partners and associations to benchmark progress and learn from different experiences.
It’s a marathon, not a sprint!
It’s important to bear in mind that the beginning of the safety journey while daunting, is often the easiest to initiate. Once key behaviours, needs and competencies are identified and policies implemented, keeping up momentum to continually improve can sometimes stall any initial progress. There are also periods of transformation that most companies experience at some stage which can also slow progress. With leadership involvement crucial to success, any change of leadership or top management during the transition needs careful monitoring and high engagement maintained to ensure safety plans stay on track.