Foreign Direct Investment in London (1) Question No: 2019/12262 Fiona Twycross Can you detail how much foreign direct investment (FDI) London has received by year since 2014 and where it has originated from? 2019 (to Source Country 2014 2015 2016 2017 2018 Total March) United States 197 207 174 220 223 51 1,072 France 34 46 45 32 33 7 197 Italy 21 27 27 17 17 1 110 China 13 25 21 24 22 105 Australia 18 12 18 25 26 2 101 Germany 14 20 19 14 25 3 95 Spain 25 20 14 16 16 1 92 Switzerland 21 13 14 9 24 7 88 Canada 15 11 12 16 28 3 85 India 6 17 12 9 32 76 Japan 12 7 16 11 18 7 71 Netherlands 13 14 9 16 10 2 64 Sweden 5 6 9 16 19 7 62 Ireland 7 5 10 8 15 2 47 Israel 2 5 7 13 9 2 38 Singapore 4 8 4 6 12 2 36 Hong Kong 6 6 5 8 10 35 Turkey 1 1 7 11 10 1 31 Denmark 8 4 6 4 5 1 28 UAE 2 5 9 4 3 4 27 South Africa 2 5 5 9 4 25 Portugal 5 11 3 2 3 24 Belgium 5 3 2 4 2 4 20 Brazil 3 1 5 4 4 1 18 Finland 6 5 3 3 1 18 Norway 1 2 2 3 8 1 17 Poland 4 2 4 2 3 15 Luxembourg 2 3 2 2 4 1 14 Estonia 1 4 6 2 13 Russia 4 3 2 3 12 New Zealand 1 2 2 2 4 11 South Korea 2 4 1 2 2 11 Cyprus 3 3 4 1 11 Malaysia 3 3 2 1 9 Malta 1 1 1 3 1 7 Austria 1 2 1 2 6 Bermuda 1 2 1 2 6 Greece 2 1 2 1 6 Czech Republic 2 1 1 1 5 Latvia 1 1 1 1 1 5 Lebanon 2 2 1 5 Argentina 1 2 2 5 Iran 1 2 1 1 5 Other 8 17 10 14 19 4 72 Total 480 541 492 546 625 116 2,800 Source: FDI Monitor, Financial Times (2019) INTERNAL AUDIT REPORT HSE & Technical Management of Fatigue in Tram Operations Limited - TOL (IA 17 780 vA) John Rymer, Managing Director TOL Audit Conclusion: Requires Improvement Draft Report Fatigue Management in Tram Operations Limited - TOL (IA 17 780) CONTENTS INTRODUCTION AND BACKGROUND ..................................................................... 3 EXECUTIVE SUMMARY ............................................................................................ 4 DETAILED FINDINGS ................................................................................................ 5 APPENDIX 1: MANAGEMENT ACTIONS ................................................................ 14 APPENDIX 2: DISTRIBUTION LIST ........................................................................ 17 APPENDIX 3: DEFINITION OF ISSUE RATINGS ................................................... 18 Audit information Fieldwork started 13 06 2017 Fieldwork completed 15 06 2017 Draft report issued 07 07 2017 Auditor Peter Buzzard Audit Manager Mike Shirbon TfL RESTRICTED Fatigue Management in Tram Operations Limited - TOL (IA 17 780) INTRODUCTION AND BACKGROUND Objective This audit was requested to provide assurance on the effectiveness of Tram Operations Limited’s (TOL) fatigue management arrangements. This audit also aimed to provide assurance in relation to TfL strategic risk SR1 – “Safety Standards”. This audit considered TOL’s Fatigue Risk Management System (FRMS) with respect to the Office of Rail Regulation’s (ORR) guidance – Managing Rail Staff Fatigue. The guidance is aimed at companies and individuals who have responsibility for managing fatigue in railway staff, including those who have control of safety critical work under regulation 25 of the Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS). The ORR cites this document as advice on good practice and the audit has therefore applied its contents as industry good practice. Tramlink is the name given to the tramway linking Croydon town centre with Wimbledon, Beckenham Junction, Elmers End and New Addington. Tramlink has been owned by Transport for London (TfL) since July 2008. TOL, part of FirstGroup plc, is responsible for operating the trams. TOL is based at Therapia Lane Croydon and employs 151 tram drivers. The main roster is covered by 98 drivers. By agreement with TOL, 20 drivers are based permanently on the early roster and 16 on the late roster. The remaining 17 drivers are made up of support staff that are certified to drive trams; these drivers are required to complete one driving roster every 28 days. TOL carried out an audit of their FRMS in May 2017. This was supplemented by completing the FRMS checklist in Appendix F of the ORR guidance – Managing Rail Staff Fatigue. Where this audit’s findings concur with those from TOL’s audit this is highlighted in this report. Scope This audit focused on the control environment in relation to the following key risk areas: Governance. Education and Training. Fatigue Risk Assessment. Fatigue Reporting. Physical Environment. Audit and Review. TfL RESTRICTED Fatigue Management in Tram Operations Limited - TOL (IA 17 780) EXECUTIVE SUMMARY All the scope areas were examined during the audit. Areas of Effective Control: TOL’s standards and limits on working hours have been effectively communicated. Variances in hours worked including overtime, exceedances and shift exchanges are being managed in compliance with TOL’s standards and limits. Employee consultation has taken place on roster changes. When booking on, drivers are checked by Control Room staff for signs of fatigue, including effects from prescription and over the counter medications. Priority 1 Issues: TOL’s management of driver’s hours of work, and the roster design, do not consider fatigue risk factors or reference industry good practice. TOL’s fatigue awareness training for managers and supervisors does not include factors that increase fatigue or how to recognise fatigue in others. TOL has no formal process for determining when a fatigue risk analysis should be carried out or reviewed. Priority 2 issues: SM 0003 – Safety Critical Employees – Management of Fatigue - does not clearly detail the roles and responsibilities for those employees involved in managing fatigue, or a requirement to review the FRMS when the effectiveness of the arrangements is in doubt. Data available from monitoring is not analysed, communicated, trended or used to review and update the FRMS. Procedures for managing fatigue by the Control Room and supervisors are not formally documented, e.g. driver booking on, approving overtime, exceedances, shift exchanges and approving medications. TOL does not consider late shift workers, particularly those on permanent late shifts, to be night workers for fatigue risk assessment and medical fitness purposes. TOL considers the design of the cab, and its associated impact on fatigue risk, to be TfL’s responsibility and has not included the driving environment within the FRMS. Conclusion On the basis of the work completed we have concluded that Fatigue Management in TOL Requires Improvement. TfL RESTRICTED Fatigue Management in Tram Operations Limited - TOL (IA 17 780) DETAILED FINDINGS 1.0 Governance 1.1 Ownership and Control of Fatigue Management Arrangements Regulation 25 of ROGS Regulations 2006 - states that every controller of safety critical work shall have in place arrangements to ensure, so far as is reasonably practicable, that a safety critical worker under his management, supervision or control does not carry out safety critical work in circumstances where he is so fatigued or where he would be liable to become so fatigued that his health or safety or the health or safety of other persons on a transport system could be significantly affected. SM0003 – Safety Critical Employees – Management of Fatigue - details TOL’s Fatigue Risk Management System. SM0003 is available via TOL’s electronic document control system (XDMS), it has not been formally communicated. QP0005 – Document Control - Clause 4.1.3 – states that, as a minimum, documents shall be reviewed every two years. SM0003 was last reviewed in June 2014. SM0003 does not clearly detail the roles and responsibilities for those employees involved in managing fatigue (Issue 04, Priority 2). SM0003 Clause 2 – details TOL’s fatigue management policy. The policy was evidenced as including Senior Management commitment, allocation of adequate resources and collaboration. This is in accordance with the ORR’s guidance – Managing Rail Staff Fatigue - Section 5.13. Recommendation 6 from TOL’s audit of their FRMS in May 2017 identified that a full review of TOL’s fatigue management arrangements is required. A draft copy of the revised SM0003 was evidenced as detailing roles and responsibilities but not the fatigue management policy (See Issue 04). 1.2 Fatigue Preventative and Protective Measures ORR’s guidance – Managing Rail Staff Fatigue - Section 6.53 - states that controllers of safety critical work should be aware of factors affecting the onset of fatigue and reduce these as far as is reasonably practicable. TOL’s fatigue control measures are based on TOL’s standards and limits on working hours, breaks, shift exchanges and exceedances (referred to as breaches by TOL). These are recorded in SM0003. Control measures do not include fatigue risk factors other than working hours and patterns, or reference industry good practice (Issue 01, Priority 1). TOL’s standards and limits are communicated as follows: Lesson Plan TLP 0005 – Drivers Hours - this lesson plan is delivered as part of the driver’s basic training. ALO 0030 – New Employee Induction Checklist – delivered as part of employee induction including TOL’s working hours standards and limits in relation to safety critical work. TfL RESTRICTED Page 5 Fatigue Management in Tram Operations Limited - TOL (IA 17 780) Briefing dated 19 May 2017 - reminding drivers of the requirement to be fit for duty when they sign on to work and their responsibilities in relation to fatigue. Briefing – Safety Critical Work, Fatigue – dated 8 December 2016 - evidenced as being distributed with the drivers’ pay slips.