16 th of november, 2015 B. Van der Herten, Corporate Risk & Safety Manager

P. Lafontaine, Safety expert

MIVB – some key figures

MIVB = Maatschappij voor het Intercommunaal

Vervoer te Brussel

Who are we?

Institutional context

The STIB Today

• Belgium = 3 Regions

= 3 public transport companies + SNCB & Infrabel

Flemish Region = VVM - De Lijn

Brussels Region = MIVB

Walloon Region = SRWT - TEC

Brussels Capital Region = STIB shareholder (100 %)Each company has its own pricing policy, but within the Brussels Region,there is a certain degree of price integration between trains, trams, the metro and buses.

• MIVB

> Leading urban public transport company in Belgium

> Operates an integrated network +/- 650 km

An integrated network

An integrated network

The STIB Today

> Operates in the 19 municipalities of the Brussels-Capital Region and in 12 other neighbouring municipalities

> Serves an area of 242 km²

> Transports almost one million Brussels residents and commuters every day

The STIB Today

An integrated

network

• 4 metro lines• 17 tram lines• 50 bus lines• 11 night bus lines

Ridership

The STIB Today

364.6 millionTrips made in 2014

+ 10 millionvs. 2013 (+2.8%)

Places x kilometres offered

The STIB Today

• 2014: 8.1 billion places-km

• In 10 years: + 60% thanks

to the extension of the

metro and tram networks

and higher-capacity

vehicles.

• To be the preferred urban mobility solution in

Brussels.

• The MIVB makes a daily commitment to creating a

more accessible and more sustainable city.

Our vision

…our main challenges

11

Complexity Complexity & new

technology

Expectations from

stakeholders increased

Enterprise Risk (& Safety)

Management Concepts @ MIVB

The risk concept

13

FOR

PROCESS

&

PROJECT

Integrated management system

…integrated with the other management systemsProcess & Quality

Management

ISO 9001 : 2015

Demand & Project

Management

14

Risk Management

ISO 31000 : 2009

Leadership

Planning

Support

Operations

Performance

ImprovementContext

ISO HLS

FOR

PROCESS

&

PROJECT

A shared framework @ MIVB

• Visual determination of risks on a STIB « heatmap » with 5 final criticality levels

• Proactive identification of priorities based on those risksclassified as « unacceptable »(*)

• Presentation of the evolutions(risk control) to Management and stakeholders

(*) Risk appetite determined by company

Critical Risks

Important Risks

Moderated Risks

Acceptable Risks

Negligible Risks

1 2 3 4 5

5

4

3

2

1

Likelihood

Imp

act

15

VERY LOW LOW MEDIUM HIGH CRITICAL

1 2 3 4 5

IMPACT

VERY RARE OCCASIONNAL POSSIBLE REGULAR CERTAIN

1 2 3 4 5

LIKELIHOOD

“enables a

more

objective

estimation of

impact and

likelihood”

• Impact and likelihood estimated on 5 levels based on predefined criteria

• While considering existing measures & controls � « Residual Risk »

• With direct involvement of relevant experts and stakeholders

Safety &

Hazard

Financial &

Compliance

OperationalStrategy &

Business

* Sortie de trajectoire

* Collision

* Incendie & explosion

* Heurt de personnes

* Entrainement de personnes

* Chute de personnes

* Blessures de personnes

* Electrisation

* Malaise

* Non-conformité avec la législation et la règlemention existante

* Non-conformité avec les engagements et autres obligations contractuelles

* Modifications légales et réglementaires belges (ou européennes voire internationales)

* Non-respect des marchés publics

* Détérioration de la protection des responsabilités extracontractuelles STIB

* Non-respect des droits des tiers

* Détérioration de la protection des droits STIB

* Suicides

* Vols et braquages d’actifs STIB

* Agressions physiques et/ou morales sur voyageurs

* Vols et braquages sur voyageurs

* Actes criminels

* Agressions physiques et/ou moralessur agents STIB

* Détérioration matérielle

* Intrusion et occupation physique

* Nuisances envers le confort de service

* Lésions par agents physiques

* Lésions par agents chimiques

* Incendie & explosion

* Maladie et agents biologiques

* Manutention et ergonomie de travail

* Chute de personnes et d’objets

* Blessures de personnes par machines et équipements de travail

* Dommagespsychosociaux

* Défaillance opérationnelle et pertes par défaillance du contrôle interne et/ou des instruments financiers

* Fraude financière interne

* Fraude financière externe

* Contrepartie

* Liquidité

* Marchés financiers

* Modification des relationsavec les parties prenantes

* Modification des relations avec le DITP

* Détérioration des relations avec les partenaires sociaux, arrêt de travail et grève

* Evolutions sociétales

* Evolutions technologiques

* Détérioration de l’image et de la réputation

* Non-respect des cadres de références

* Non-respect des règlements, des polices et des valeurs

* Abus d’usage autorisé des actifs et des moyens

* Détérioration des rôles et responsabilités

* Perte de contrôle managérial & de leadership

* Détérioration de la planification

* Détérioration du rapportage

* Indisponibilités et utilisation des moyens budgétaires

* Initiatives et décisions politiques

* Indisponibilité/continuité du personnel et des fonctions clés

* Perte de connaissances et des compétences internes

* Détérioration de l’équité de traitement / gestion du personnel

* Détérioration de l’ambiance et de la motivation au travail

* Perturbation dans la composition dupersonnel

* Inadéquation des candidats recrutés avec les profils recherchés ,

* Départ volontaire

* Défaillance matérielle et des équipements liée au mode de transport

* Indisponibilité de matériaux et des équipements liée au mode de transport

* Erreur de manipulation

* Déviation des procédures préétablies

* Dimensionnement du projet

* Technologies du projet

* Intégration du projet

* Organisation du projet

* Répercussions métier du projet

* Ressources du projet

* Défaillance matérielle et des équipements ICT

* Défaillance logicielle et des applications ICT

* Hacking, virus et intrusions système

* Intrusion et occupation physique dans les locaux sensibles

* Acte malveillant interne ICT

STIB-MIVB

RISK

IDENTIFICATION

MODEL

* Changements climatiques

* Catastrophes naturelles

* Dommages environnementaux accidentels et pollutions

* Surconsommation

* Epidémies & pandémies

V1.2 2015

* Violation de la vie privée pour les clients

* Violation de la vie privée pour les employés

17

Safety & Risk Governance1X/

Month1X/

Trimester

1X/Month

Project Incident ChangeProcess review

Safety Risk Management

Pulsar

The MIVB metro of the future

The STIB Today

L 1-5 : PULSAR Programme - modernisation and automation, new rolling stock

L 3 : upgrading from tram to metro between Albert and Nord, and extension from

Nord to Bordet

• Renovation and automation (up to UTO) of existing metro lines 1 & 5

• Pulsar programme : 4 main projects and 30+ « satellite » projects> Rolling stock (43 new trains), fit for UTO operation

> Signalling system : CBTC + IC/IV + ATS

> New depot « Erasme » and existing depot « Delta » : fit for UTO operation

> Platform screen doors : for UTO operation

• To be implemented in different stages, spread over 10 years, with bothlines remaining in operation

> Complex migration scheme : line 1-5 remain in operation

> ATO at first, then proof of concept (« mini-UTO » in 3 stations), then full UTO

> Many interfaces with the existing system environment

L 1-5 Pulsar programme

21

Erasmus: depot for the automatic metro

The STIB Today

Workshop : Maintenanceof 6 metro trains Administrative building Test track

Erasmus Terminus Depot : Storage of 23 metro trains

• No specific legal obligations for Safety in urban public transport in Belgium> MIVB worked on the basis of ‘historic practices’, the application of norms &

standards, but

> No formal Safety management before 2011

• RAMS_Safety plan Pulsar based on MIVB Safety management system (under construction) and on:

> CENELEC norms;

> Benchmark with BOStrab, NFPA 130 (example of Copenhagen metro), French Safety frame work (STRMTG);

> Common Safety Method 2015/1136 for Risk Evaluation and Assessment(integrated with the Enterprise Risk Management of MIVB)

• Discussion with government for the adoption of a Safety legislation(under construction, see next slide)

Legal frame work Safety

23

6.1. Safety activity

6.3. Autorisation by authorities& acceptance by MIVB

7.3. Autorisation & acceptanceby MIVB

6.2. External IA

7.1. Safety activity

Internal IA

1. Change

3. Safety Significant?

4. InternalMIVB?

Stop

Convention

5. Major? > x mio

No

No

7. No6. Yes

Change process flow

Yes

Yes

2. Safety related?

Yes

No

7.2. InternalIA?

External IA

No

Yes

Stop

• ExCom decision 2011: MIVB will develop a Safety management system following the 2004/49 Directive for heavy rail.

• 3 chapters are being implemented:• Safety strategy

• Safety governance (based on the governance described in the SMS of London Underground – detailed roles & responsibilities)

• Safety risk management (based on ERM MIVB and on the Common Safety Method 2015/1136 for risk evaluation and assessment)

• Other sections under construction (Safety culture, incident/accident analysis, competences of Safety critical functions, Safety risk appetite, …)

Safety management system

25

• Through a risk register including risks on :• Program level,

• Main project level• Signalling

• Rolling Stock

• Platform Screen Doors

• Depots

• Satellite project level

• Based on the risk identification model of MIVB

• Detailed management of Safety, and Occupational Health and Safety risks is done separately

Program risk management Pulsar

26

• Risk analysis for the existing metro system, taking into account :• Earlier work (Bureau Veritas, 2006) - limited to operations risks

• Relevant parts of MODSafe work packages (D2-1,2,3 – D4-1,2 D5-2)

• MIVB Incident/Accident reports 2004-2012

• Results of workshops involving management and work floor individuals

• Hazard Log Pulsar • Developed in the concept phase op the Pulsar program

• By a team of 5 safety engineers

• Taking into account the results of the risk analysis of the existing metro system

• Relevant parts of MODSafe work packages (D2-1,2,3 – D4-1,2 D5-2)

• Focus on additional risks related to automatisation, with UTO as the final goal

• Early implication of ISA (TÜV Rheinlandt)

Safety risk management

27

• In the absence of Belgian legislation and standards, benchmarking was adopted (as in Kopenhagen)

• Benchmark with BOStrab

• Scope : PULSAR tender documents for Signalling and Rolling Stock

• Relavant items of BOStrab, Technische Regeln, VDV Schrift, Vorläufige Richtlinien

• Results are positive : roughly 95% compliancy, deviations are due to the lack of Belgian legislation

• Benchmark with NFPA 130 (Fire Safety)

• Focus on additional risks related to automatic operation (UTO as the ultimate goal) of the existing lines

• For the future extension of L 3 : NFPA130 to be used as the basis, unless the Belgian law or EN norms impose different but equivalent safety measures

• Banchmark with STRMTG

• Provided equally satisfying results

Safety risk management PULSAR

28

• Documents used for Signaling project

> BOStrab version 11/12/1987, revision 2008, relevant paragraphs

> Technische Regeln TR SIG ZA - Zulassung un Abnahme von Signal- undZugsicherungsanlagen gemäβ BOStrab (Ausgabe Mai 2007, RedaktionelleÄnderungen Dezember 2008)

> VDV Schrift 331 - Sicherheitsintegritätsanforderungen für Signal- und Zugsicherungsanlagen gemäß BOStrab

> VDV Schrift 345 - Technische Einrichtungen zur Automatisierung und Fernbedienung von Zugsicherungs- und Fahrsignalanlagen BOStrab

> Vorläufige Richtlinien für den Fahrbetrieb ohne Fahrzeugführer (FoF) nach den verordnung über den Bau und Betrieb er Straβenbahnen (BOStrab-FoF-Richtlinien – Ausgabe 01/97)

Benchmark BOStrab – PULSAR Signaling

29

• Documents used for Rolling Stock project

> BOStrab version 11/12/1987, revision 2008, relevant paragraphs

> Technische Regeln für die Bemessung und Prüfung der Bremsen von Fahrzeugennach BOStrab (TR Br – Ausgabe Dezember 2008)

> Technische Regelnn Spurführung nach BOStrab (TR Sp3 Ausgabe Mai 2006)

> Vorläufige Richtlinien für die Bemessung des lichten Räumes von Bahnen nachBOStrab (Ausgabe 12/96)

Benchmark BOStrab – PULSAR Rolling Stock

30

Thanks