TSB Transportation Safety Summit

Sail Safe - BC Ferries

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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


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