Damien Kook, Yarra Trams

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Damien Kook, Yarra Trams

  1. 1. Getting the fundamentals right: - People / Processes / Structure Is technology the answer? Damien Kook Director, Safety & Environment
  2. 2. Aim Can the right people, in the right roles doing the right work enable improved safety performance and a better leveraged use of technology? 22
  3. 3. Some Context
  4. 4. 44
  5. 5. Melbourne’s tram network The world’s largest operating tram network 250 kilometres of double track 1763 tram stops 487 trams 2000+ staff 31,500 weekly services 3.5 million passenger trips every week
  6. 6. Yarra Trams & Keolis Downer: A dynamic partnership
  7. 7. Shared operating environment Impact on tram performance 80% of our trams operate in a shared environment 17% of travel time spent at traffic signals 690 traffic signals across the network Average tram speed is 16kmh across the network and 10kmh in CBD
  8. 8. Ten classes of trams Average age of fleet is 25 years
  9. 9. Ageing infrastructure
  10. 10. What can be achieved
  11. 11. 11
  12. 12. 12 A New Era of Change • Start of Franchise – November 2009 • Long term partnership – a chance to set enduring change • Client expectation had changed • Greater focus on the customer experience • Big focus on operational performance and safety • Our people were committed but not enabled…… • Lack of trust / significant 3rd party involvement • Weak sense of managerial accountability • No common managerial values, language or practices • Strong blame and silo culture 12
  13. 13. 13 Why the need for change………… 13
  14. 14. 14 Reform of Yarra Trams The Leadership Framework underpins the reform of Yarra Trams that is necessary to deliver improved safety and operational performance. The focus is on two different but related areas: • Future direction: Creating the future direction for Yarra Trams and developing an ambitious and achievable business strategy to get us there • Building manager capability: Building the organisational and leadership capability required to successfully deliver our business strategy 14
  15. 15. 15 The Leadership Framework The LF provides a standard set of principles and practices for organisational design and for leadership. A key focus is on the Manager / Employee relationship and the building of strong, two- way trusting relationships focused on achieving the business goals and enabling the employee to reach their full potential. 15
  16. 16. 16 Reform Process – Manager Led 16
  17. 17. 17 Induction into the Framework • The reform is based on the three essential pillars: o Systems o Structure o Managerial Leadership • Monitored through the Manager-Once-Removed (the managers manager) • Embedded in the business plan and reported on monthly 17
  18. 18. 18 Structure • Principles of structure • Full structural review and appropriate adjustments implemented (ongoing) • Significant project to introduce Team Manager roles e.g. Team Manager, Drivers • Simplified working across – increased efficiency and reduced systemic conflict • System (process) alignment as part of design • HR monitoring authority - reported on monthly 18
  19. 19. 1919 Old Structure
  20. 20. 2020 To…
  21. 21. 21 Managerial Leadership • 60+ Team Managers in place across business • Employees moving from union to management alignment • Increase in effective management of behaviours (bullying & harassment) • Fare evasion performance increase • Drivers compliance with PPE (Hi Vis Vest) • Drivers stopping at facing points 21
  22. 22. 22 What does this all mean? • No more deals / agreements • $2000 approvals aren’t going to the CEO!!!!! • Line Managers are accountable for safety • Functions / Departments / Teams are now working across • Line Markings • Managers are now empowered to make decisions, be innovative, explore technology, test and experiment without fear or reprisal • Enhanced Automatic Points System 22
  23. 23. 23 Employee Survey - Culture 23 •Improved Steadily improving culture score •Culture score has moved ahead of the benchmark of ‘Best Performer Australian Rail’ 6.8 7.3 7.6 7.9 8.2 6.0 6.5 7.0 7.5 8.0 8.5 9.0 Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 All Yarra Trams Best Performer Scores All Industries Best Performer Scores Australian Rail
  24. 24. 24 Employee Survey - Safety 24 6.8 7.2 7.5 7.8 8.1 6 6.5 7 7.5 8 8.5 9 Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 All Yarra Trams Best Performer Scores All Industries Best Performer Scores Australian Rail •Steadily improving safety score •Safety is getting closer to the benchmark of ‘Best Performer Australian Rail’
  25. 25. File name |DD.MM.YYYY 25
  26. 26. File name |DD.MM.YYYY 26
  27. 27. 27 Reform progression • Continuing to focus on systematising the framework • Certification for managers • Skills training for managers • Accreditation for specialists • Induction for supervisors • Continue to calibrate third party influences • Systems work • Building barriers to entry 27
  28. 28. Thank You - Questions Damien Kook, Director Safety & Environment 32/140 William Street Melbourne VIC 3000 T +61 3 9619 3200 F +61 3 9619 3217 M 0410 438 731 E damien.kook@yarratrams.com.au

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