NOT APPLICABLE

Said the following about CASR Project:

“Following a promising first few years for the CASR project, a series of unfortunate incidents including delayed commissioning, failed track works and two serious injuries impacted negatively on the opinion of the project from within Network Rail.

The CASR project reached its lowest point during 2014 when both the Project Director and Programme Manager left due to staff changes from Dime. Track and signalling problems arose at Longdyke and there was a terrible incident at Cardiff where a member of site staff was crushed; resulting in a life changing injury. The model of hub and spoke had left the hub totally removed from the rim as the spokes became broken or were snapped by others. The project was low on confidence and morale.

A new Project Director was appointed and he met firstly with the NR staff and afterwards with the contractors to discuss openly the shared concerns about performance and morale.

All parties highlighted that change was needed and that it was no longer sustainable to blame others for failures. There was a shared recognition that there was an opportunity to make significant improvements and that the best way to succeed was to work together through a philosophy of “one CASR team.”

The first step was to re-base the timeline and work together to ensure the new programme could be achieved. This had to meet the route requirements and exhibit achievable targets that would show evidence of working together, including performance goals and demonstrating engagement with all stakeholders. This in itself is no mean feat for a construction project covering 192 track miles, including everything from four track mainline to single lines, but the team also had to consider the access restrictions, ALO issues, high crime areas and a lack of possessions. CASR also encountered problems obtaining engineering trains as experience showed that they were not prioritised on train planning lists when compared to Thames link or Crossrail.

To manage these issues, the project changed direction and began building an open and honest culture facilitating more integration between all contractors and Network Rail. All parties were more willing to engage with each other and became open to change and new ideas; helped greatly by the team building exercises and collaboration workshops that were held. The whole team also attended a week of Behavioural & Cultural Safety events, which revolved around keeping everyone safe and the part that each person played in achieving this. The opportunity was also taken to highlight working together using best practice and raising close calls.

The initial fear of openness is now being overcome by the ‘one team’ approach. Rather than ignoring issues or covering up problems, the new mantra is to share these with the team and find solutions together. It has been challenging to encourage all staff to widely adopt these behaviours, but the beneficial results are now starting to show. The original anxiety of reprisal or persecution for being honest has now diminished and CASR have created a more honest and fair culture as a team.

The benefits of the new shift in culture include:

An improvement (survey suggests double from last year) in the project morale. There is an improved bond between all contractors and NR and more willingness to help each other. This was admirably demonstrated at Treforest Curve when despite plant failure, engineering trains arriving in the wrong formation and a late possession, all companies worked together to hand back with all works completed and promoted the project ethos that ‘if one fails then we all fail’.

A removal of the ‘SILO Mentality’ and a more approachable attitude to construction and safety, also improved coordination for planning and delivering safely. Fortunately, on CASR there is no such thing as ‘it’s nothing to do with me, as they work together to solve the issues. For example, a problem for Balfour could be a solution by Atkins, and advice for Siemens could be provided by BB Civils. This has resulted in increased safety awareness and a willingness to take action.

Over 100 close calls being reported per period for the CASR project alone.

A ‘You reported and We sorted’ feedback forum has been introduced for all operatives on the project, including prizes for better working.

Evidence of a SAFE philosophy with an engaged team working on CASR; as we have improved from 31,000 hours between an injury to 63,000 hours between injuries – therefore you are now twice as safe on CASR compared to this time last year.

The revised programme meeting every target. The works have included:

Track works at Treforest Curves

Track works and structures at Longdyke

New drainage and structures along the South Wales mainline east of Cardiff

Signalling Commissioning of east of Cardiff

Opening of new platforms and station building at Cardiff Queen St

A happier route and better relationships with the train and freight operating companies.

CASR now promote a bottom up safety mentality, reflecting NRs ethos that every worker should go home safe every day. The team work towards this aim and share close calls, best practice and achievements.

This has resulted in a committed, engaged team who are proud to say “I work on CASR”“