The purpose of this paper is to share how the Capital Delivery team (NW&C) in Network Rail (the team accountable for the Roade fatality) took action to make improvements to the working practices which had become the norm and were preventing positive safety management.
Following the Roade fatality it became apparent that whilst under the legislative requirements of CDM there were clear responsibilities for Client, Principal Designer and Principal Contractor and roles that each would play in the Plan, Do, Check, Act model (Deming, 1986) these lines had become blurred and the business was reliant on people acting on their competence and not necessarily in line with their responsibilities.
