Chain of ResponsibilityChain of Responsibility
The Journey So Far
Peter Wells, NSW Roads and Maritime ServicesPeter Wells, NSW Roads and Maritime Services
Prepared: November 2012
Overview (1 of 2)
• Important legislation to efficiently achieve broad policy objectives
• Allows Co.’s flexibility to achieve ‘Reasonable steps’– can be a wide range of approaches to achieve ‘Reasonable Steps’
– manage as suits your business -
• National approach is critical
• NSW has been very active
• Focus is on the most important contributing party
Important legislation to efficiently achieve broad policy
Allows Co.’s flexibility to achieve ‘Reasonable steps’can be a wide range of approaches to achieve ‘Reasonable Steps’
but you must act
National approach is critical
NSW has been very active
Focus is on the most important contributing party
Overview (2 of 2)
The ChallengeThe Challenge• Growing freight task – 5-6% compound growth;
e.g. 2x growth in coal transport in NSW over 20 years
e.g. 3x growth of shipping containers through Port Botany over 20 years.
2. Compounding safety risk.
3. Pressing National need to boost productivityembedded cost of goods and services and 13.8% of GDP (NSW Freight and Ports Strategy).
6% compound growth;
e.g. 2x growth in coal transport in NSW over 20 years
e.g. 3x growth of shipping containers through Port Botany over 20 years.
Pressing National need to boost productivity – noting freight is an embedded cost of goods and services and 13.8% of GDP (NSW Freight
CoR Areas
1. Speed
2. Fatigue
3. Restraint
4. Dimension4. Dimension
5. Mass
1. Speed
2. Fatigue
3. Restraint
4. Dimension
5. Mass
Legislation introduced in NSW 2005
• Since then, RMS has:– Provided generic and targeted education
– Brought parties to the table by negotiation or by legal notice
– Developed cross agency / interstate partnerships
– Data analytics - to target problems + to reward good operators
– Engaging industry / Leadership Forums / regular industry sessions– Engaging industry / Leadership Forums / regular industry sessions
– Conducted special operations
– Developed a strong partnership with NSW Police and interstate road transport agencies to enforce the legislation
Legislation introduced in NSW 2005
Provided generic and targeted education
Brought parties to the table by negotiation or by legal notice
Developed cross agency / interstate partnerships
to target problems + to reward good operators
Engaging industry / Leadership Forums / regular industry sessionsEngaging industry / Leadership Forums / regular industry sessions
Conducted special operations
Developed a strong partnership with NSW Police and interstate road transport agencies to enforce the legislation
Weighing in Motion
Results to Date
• Industry support for targeting non
• Weighing in Motion (WiMs) at Port Botany
• Supreme Court issuing the first Compensation Orders ($1.4M)
• ‘Business model’ involving non-compliance being severely tested
• Close co-operation between agencies
• Significant drop in incidents of excessive speed (being analysed)• Significant drop in incidents of excessive speed (being analysed)
• Parties approaching us for information
Industry support for targeting non-compliance
Weighing in Motion (WiMs) at Port Botany
Supreme Court issuing the first Compensation Orders ($1.4M)
compliance being severely tested
operation between agencies
Significant drop in incidents of excessive speed (being analysed)Significant drop in incidents of excessive speed (being analysed)
Parties approaching us for information
Maitland Bridge
Total Number of Charges Laid (as at 22/10/12)
Parties in the Chain Charges Laid
Consignee 685
Consignor 512
Director 468
Employee 2
Employer 17
Loader 9
Operator 1542Operator 1542
Owner 1
Responsible Party 18
Scheduler 14
TOTAL 3268
(as at 22/10/12)
Charges Laid Individuals Charged
685 9
512 59
468 26
2
3
6
1542 1381542 138
1
4
2
3268 250
Going Forward…
• A strategic and targeted approach– Companies
– Vehicles
– Sectors
• Close collaboration between Police and RMS
• Collaboration between States• Collaboration between States
• Increasing focus on ‘Other Parties’
A strategic and targeted approach
Close collaboration between Police and RMS
Collaboration between StatesCollaboration between States
Increasing focus on ‘Other Parties’
Going Forward cont…
• More sophisticated use of profiling and intelligence
• Overt and covert operations around specific harms
• Partnering with good quality operators / parties
• Openly seek continuous improvement– Improving safety– Improving safety
– Supporting productivity
More sophisticated use of profiling and intelligence
Overt and covert operations around specific harms
Partnering with good quality operators / parties
Openly seek continuous improvement
Going Forward cont…
CohortCohort
Top 10-20%
Middle 70-80%
Bottom 10%
Going Forward cont…
Cohort RMS Response / Approach
Top 10-20%
• Collaborate on strategy, productivity and reform• Identify and encourage best practice• Jointly discuss emerging issues / trends
Middle 70-80%
• Education, encouragement, persuasion• Facilitate reforms for productivity and reform •Work on continuous improvement
Middle 70-80%•Work on continuous improvement•To identify problems for attention
Bottom 10%
•Will receive 50% of compliance effort• Insistence on improvement, regulatory control• Enforcement focus• Clear messages on what is needed for improvement
RMS Response / Approach
Collaborate on strategy, productivity and reformIdentify and encourage best practiceJointly discuss emerging issues / trends
Education, encouragement, persuasionFacilitate reforms for productivity and reform Work on continuous improvementWork on continuous improvementTo identify problems for attention
Will receive 50% of compliance effortInsistence on improvement, regulatory control
Clear messages on what is needed for improvement
Going Forward cont…
Cohort RMS Response / ApproachCohort RMS Response / Approach
Top 10-20%
• Collaborate on strategy, productivity and reform• Identify and encourage best practice• Jointly discuss emerging issues / trends
•
•
•
Middle 70-80%
• Education, encouragement, persuasion• Facilitate reforms for productivity and reform •Work on continuous improvement
•
•
•
•Work on continuous improvement•To identify problems for attention •
Bottom 10%
•Will receive 50% of compliance effort• Insistence on improvement, regulatory control• Enforcement focus• Clear messages on what is needed for improvement
•
•
•
•
Industry ResponseIndustry Response
• Profitable and long term businesses• Strategic engagement• Rare compliance issues
•Assist, encourage, persuade• Continuous improvement model•
Continuous improvement model• Occasional compliance issues
• Not viable for the long-term• High cost of doing business• Unexpected enforcement• Regular compliance issues
Strategic Risks to CoR
• Need for engagement and ensuring people do actually take ‘reasonable steps’
• Take-up beyond the transport sector
• Take-up of Codes of Practice
• Resistance to cultural change• Resistance to cultural change
• A need to factor in safety into work design
Need for engagement and ensuring people do actually
up beyond the transport sector
up of Codes of Practice
Resistance to cultural changeResistance to cultural change
A need to factor in safety into work design
The case for Chain of Responsibility
• Why bother with CoR implementation in my Company?
– Legal requirement
– Efficiency and better practice
– Risk vs reward
– An imperative to cope with growth– An imperative to cope with growth
The case for Chain of Responsibility
Why bother with CoR implementation in my Company?
Efficiency and better practice
An imperative to cope with growthAn imperative to cope with growth
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