The organisation of safety management is based on the State, which is the guarantor of the safety of rail traffic, by setting the safety objectives to be achieved, the safety indicators and safety methods and establishing the technical regulations for safety and interoperability. Each railway operator (infrastructure manager and railway undertakings) establishes the operational provisions necessary for the performance of their activities, in particular in their safety management system.
The risks in railway projects are mainly of two types: human and railway risks
On the level of human risk:
The railway environment is a dangerous environment, with specific risks (traffic collision, blast effect, catenary electrical risk, etc.) to which are added the risks more common to public works sites (road risk, handling, etc.).
To limit these risks, a Safety Management System has been set up, organized mainly around site visits, to assess the risks as closely as possible to the reality on the ground and to enable our employees to work in complete safety.
At the level of railway risk
Railway risk management must fully integrate the objectives of the Quality, Safety, Environment and Security Policy. At the end of the training, the QSE department will be in a position to guarantee the implementation of 4 major sub-processes that are essential in the context of railway risk management:
- clearances
- monitoring and control
- feedback from experience
- the control of evolutions
With more than 1,500,000 certificates worldwide, ISO 9001 and ISO 14001 remain undeniably the most widely deployed and internationally recognized management standards.
Since the last significant changes to ISO 9001 in 2000, organizations have largely evolved their management practices in an increasingly complex economic and competitive context, requiring constant efforts to adapt. Environmental regulations have also evolved, as have the expectations of consumers and citizens, who are increasingly demanding with regard to the environmental management of public and private organizations.
It is to meet the demands of all these players that the ISO 9001 standard has evolved.
Its main objectives remain unchanged: “to demonstrate an organization’s ability to consistently provide a product that meets customer requirements and applicable legal and regulatory requirements and to increase customer satisfaction”.
In order to offer the opportunity to integrate the quality and environmental approaches to the largest possible number of organizations, ISO 9001 has been revised to adopt a structure based in particular on 3 fundamental concepts: process approach, continuous improvement and risks.
The success of this approach is based on the prior achievement of certain well-defined key steps.
With more than 1,500,000 certificates worldwide, ISO 9001 and ISO 14001 remain undeniably the most widely deployed and internationally recognized management standards.
Since the last significant changes to ISO 9001 in 2000, organizations have largely evolved their management practices in an increasingly complex economic and competitive context, requiring constant efforts to adapt. Environmental regulations have also evolved, as have the expectations of consumers and citizens, who are increasingly demanding with regard to the environmental management of public and private organizations.
It is to meet the demands of all these players that the ISO 9001 standard has evolved.
Its main objectives remain unchanged: “to demonstrate an organization’s ability to consistently provide a product that meets customer requirements and applicable legal and regulatory requirements and to increase customer satisfaction”.
In order to offer the opportunity to integrate the quality and environmental approaches to the largest possible number of organizations, ISO 9001 has been revised to adopt a structure based in particular on 3 fundamental concepts: process approach, continuous improvement and risks.
Corruption is one of the most destructive and difficult problems to solve today. Its consequences are catastrophic; reducing quality of life, increasing poverty and eroding public trust.
Recognizing this, ISO has developed a new standard to help organizations fight corruption and promote an ethical business culture. The standard is designed to help each organization implement an anti-corruption management system or improve the control systems it currently has in place, thereby helping to reduce the risk of corruption.
ISO 37001, Anti-bribery management systems The purpose of this training course is to define the requirements and provide guidance for establishing, implementing, maintaining and improving an anti-bribery management system, which may be stand-alone or integrated into an overall management system.
The standard covers the following risks of corruption in relation to the activities of an organisation :
- corruption in the public, private and non-profit sectors,
- corruption by an organisation, the organisation’s staff or the organisation’s business partners on behalf of the organisation or in its interest,
- corruption by an organization, the organization’s staff or the organization’s business partners in the course of the organization’s activities,
- direct or indirect corruption, (bribes offered or accepted by a third party, etc.)
The work environment, employee health and safety are paramount in the workplace.
An employee who is protected and who has a clean and healthy work environment, with a lot of prevention, will be a better employee at all levels.
Some work environments are aggressive in nature and require employees to pay close attention to protect their health.
The protection of the environment, health and safety at work involves all parties to the social contract and therefore everyone’s responsibility could be engaged.
The implementation of better controls and procedures helps to reduce the number of occupational accidents and illnesses.
The objective of this training is not only to raise awareness but also to equip personnel to protect their environment, safety and health from various risks.