Regulatory

framework european of
The regulations associated with the Fourth Railway Package incorporate the
Safety Culture
Regulation of legacy (EU) 2018/762 of the European Commission of March 8,
2018, establishing common safety methods on the requirements of the Railway
Safety Management System. This regulation, mandatory as of mid-2020, requires
a Safety Culture and evidence of its existence as a requirement.

In support of this regulation, the EU Railway Agency (ERA) has formulated a

declaration in favor of a Railway Safety Culture in Europe, which sets out the eight
characteristic attributes of this culture, and which the Renfe Group is committed to
incorporating into its Safety Culture principles.

Attributes of
the European AE1
Union Railway
Agency
(Dubrovnik
Declaration)

AE6 AE4 Delegated

Regulation (EU)
AE5
2018/762
requires Safety
Culture and
evidence of its
To understand and implement a Safety Culture in a company railway, the
European Railway Agency periodically publishes a series of guides in which a
application as a
Safety Culture model is developed. requirement

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 Safety is an essential vector of the efficiency and reliability of
AE1 railway services. Security should not be compromised tid when
entering into competition with other objectives. We support this
statement in: our daily operation, our vision, our objectives, our
indicators, the way in which we assign we use resources and,
more generally, in all aspects linked to our operations. Good
management of the Security always relies on a risk-based
approach.

Our organizations promote safety, event reporting and the

AE2 principles of a culture. Fair treatment for all our managers and
all employees, beyond our company, for our suppliers and
contractors. Together we actively promote mutual respect, help
and cooperation. tion, with a view to establishing a relationship
of trust and sharing a mutual understanding of the real work we
do.

Safety is an individual responsibility that is li ced to the training,

AE3 experience, professional standards and practices that
characterize the position or function of each person. Our
organizations must promote the safe behavior and offer an
appropriate professional environment plan that allows the work
to be carried out safely, which includes especially the definition
of tasks, the tools tasks and procedures.

In a railway operating environment, people, despite their

AE4 training, knowledge, experience, skills and good will, may be
confronted with the fact that their own human limitations, in
combination with unexpected and unforeseeable effects of the
system , cause consequences undesirable cias. Our
organizations are committed to taking the necessary measures
to manage risks, especially those linked to the limits of human
reliability.

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Investigations and event analyzes must take into account

AE1 system behavior, conditions, and factors. tors that influence
work practices, rather than attributing individual responsibility or
blaming. This approach should be maintained except in cases of
gross negligence. You see, deliberate violations and destructive
actions that com significantly promise the level of railway safety.
and initiatives
that promote

be identified
and shared
and
the

we attribute
to continuous
the
safety must

demonstratin

improvement
organization,

AE2
importance
behaviors

in safety.
thereby
outside
within
Safe

Employees at all levels of our organizations contribute, actively

AE3 and permanently, to defining how to develop, promote and
regularly evaluate the organizational principles and practices
that promote a positive Safety Culture.

The hallmark of positive security is commitment. It is shared by

AE4 leaders and people to always act safely, especially when faced
with goals and situations that compromise safety.

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CHAPTER

4
Culture of
Renfe

During the last decades numerous definitions of Safety Culture can be found. To
establish the definition of the Renfe Group, it has been considered the widely
accepted definition given by the aviation sector and the one recently offered by the
European Railway Agency. The International Civil Aviation Organization (ICAO)
expresses in its safety management manual gives the concept of Safety Culture as
'the way in which people behave, in relation to operational safety and risks, when
no one is looking' (ICAO, 2009). Consequently, as shown in figure 3, Safety
Culture is the result of:

► What we believe or think : beliefs and values rooted in the group or

organization, that is, the core of the Safety Culture
► What we say about security : it is included in the Security
Management System and configures the rules and procedures that the
entire organization must know and apply
► What we really do : thus generating the trust provided by the
coherence between the message and its practice (the behaviors of
people through which beliefs are given effectiveness)

Shared values Shared beliefs

Good practices and

safe behaviors

Figure 3. The Safety Culture is reflected in good practices and safe behaviors according to shared
beliefs and values.

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The European Railway Agency provides a more formal definition, which translated
would be understood as 'the interaction between the requirements of the Safety
Management System (SGS) and how people understand them based on their
attitudes, values and beliefs that are reflected in their behaviors and decisions'.

At the Renfe Group, the Safety Culture is made up of values (what is important to
each person) and beliefs (how people see things work) that, when interacting with
the structures and management systems of the organization , are reflected in
behaviors that express the way we do things on a daily basis.

((, .. .
Thinking that safety doesn't really matter relativizing its
priority nature, even at specific moments, can lead to potentially
dangerous situations.
light

(AENA, 2018)
1 .1 Our Safety Culture principles

A Safety Culture that adapts to the business model and structure of an organization
must be based on principles that express the vision to be achieved and serve as a
guide in daily behavior (figure 4).

Leadership
conditions
that influences
the kind of

OUR What we What we

believe do RESULTS
PRINCIPLES

conditions the
that influences
application of
SGS

Figure 4. Our principles reinforce beliefs, through leadership and SGS, to favor certify good
professional practices and safe behaviors

The Renfe Group has defined six principles (figure 5), in accordance with the
essential attributes of the Declaration of a European Safety Culture signed in
Dubrovnik, which are the foundations of the Group's Safety Culture model.

Our Safety
Culture
principles
P2
Commitment
and
leadership

The Renfe Group

has defined its six
principles, which are
the foundations of
our Safety Culture
model
Figure 5. Principles of the Renfe Group Safety Culture Model

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 Security as an essential value
P1 At the Renfe Group we value safety above any other objective

► Belief: security is an inalienable and prevalent value, inherent to

all activities
► Associated behavior: people demonstrate that security cannot
be subordinated to any other objective
► Related to attributes AE1 and AE8 of the EU Railway Agency
(Dubrovnik Declaration)

Commitment and leadership

P2 We believe that leadership in managing operation risks
demonstrates our commitment to safety

► Belief: the form of leadership influences, for better or worse, the

behavior of groups
► Associated behavior: people demonstrate their commitment to
safety in their daily activities
► Related to EU Railway Agency attribute AE8 (Dubrovnik
Declaration)

Personal responsibility
P3 We act under the premise of individual responsibility in professional
practice, as a reflection of our personal commitment to improve
security management.

► Belief: Safety is an individual responsibility

► Associated behavior: people are proactive in managing
security
► Related to attributes AE3 and AE8 of the EU Railway Agency
(Dubrovnik Declaration)

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 Openness and trust
P4 We believe that respect and cooperation, in a climate of mutual
trust, promotes operational safety

► Belief: a climate of mutual trust (management structure and

operational staff) favors improved safety
► Associated behavior: the organization promotes trust in people
and its SMS
► Related to attributes AE2, AE5 and AE7 of the EU Railway
Agency (Dubrovnik Declaration)

security surveillance
Risk management establishes effective and continuous systems of
P5 control and surveillance of the operation to verify that it is carried out
safely.

► Belief: security can and should be measured

► Associated behavior: the organization uses indicators to
assess the level of risk
► Related to attributes AE4 and AE7 of the EU Railway Agency
(Dubrovnik Declaration)

Continuous learning and improvement

P6 We learn from our results and turn the lessons learned into levers
for improving safety

► Belief: the experience acquired allows us to improve the level of

security
► Associated behavior: the organization changes depending on
the evolution of security indicators and detected threats
► Related to EU Railway Agency attribute AE6 (Dubrovnik
Declaration)
2 .2 Safety Culture Model: key factors

To achieve the implementation of the stated principles, a mo initial definition that

defines the factors considered key to measuring Safety Culture.

This model should be updated over time to improve the accuracy of that Safety
Culture measurement. The key factors of the model currently in force are defined
below.
 Commitment of managers

Key factor linked to the way in which managers understand and communicate their
own commitment to security. The attitude of the unit manager conveys a clear image
(positive or negative) about security

Collaboration and participation

Key factor linked to the way people participate in security-related activities, such as
projects, surveys, training or campaigns awareness wipes

F3 Fair culture and notification

Key factor linked to the climate of freedom in reporting safety-related problems,

including self-reporting of dangerous behavior and trafficking ment given to offenders

Communication and learning

Key factor linked to the quality of the information provided on security matters rity and
its use for organizational learning

Risk management

Key factor linked to the way in which risks are managed in railway operations normal
road traffic or when technical, operational or organizational changes are introduced

Commitment between colleagues

Key factor linked to the way in which attitudes between peers and compa ñeras have
an impact on our own attitudes

Personnel and equipment

Key factor linked to the way in which resources are made available for security
management: whether they are sufficient, whether they are adequate and whether
they are used in accordance me to real priorities

Procedure and training

Key factor linked to the existence of procedures appropriate to the way workers act,
and to the training provided to understand give them and apply them

3 .3 Facilitators for implementation

of Safety Culture

To ensure that people's behaviors reflect the desired cultural principles, it is essential
to include in the transformation plans a package of actions that act as facilitators of
the development of the key factors (figure 6). Each group of actions constitutes a
facilitator.

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Figure 6. Facilitators are the actions that allow the development of the key factors that achieve the
implementation of the Safety Culture principles.

The main facilitators in the Renfe Group are:

1 b Support and promotion of safety by leaders

2 b Communication policy
3 ► Notification policy
H b Safety requirements for external services and supplies
5 b Training of people in the performance of their duties
6 b Distribution of functions and responsibilities
7 b Empowerment of people (authority and resources) to fulfill their responsibilities
8 b Resource management
7 b Railway operation risk management
10 b Measurement and continuous improvement of performance
11 b Promotion and improvement of learning
12 - b System of participation of people in security
15 b Prizes, sanctions and recognition policy
1Hb Recognition and application of best practices
16 b Review of processes, procedures and systems

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4.4. Scope

The principles of the Safety Culture are addressed to all people who work in the Renfe
Group, as well as to other companies and their employees who work for the Group,
and to independent interest groups or organizations. mind of the position they occupy
and the functions they perform (figure 7).
Interest groups

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Figure 7. Applicability of Renfe Safety Principles

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