Promoting safety in transportation

Client need 

Safety in the transportation industry has often been treated as a set of rules to follow and boxes to check. But one Spanish railway organization saw an opportunity to redefine safety as something far greater, a core value embedded into the culture of their company at every level. 

This bold vision demanded more than compliance. It required a cultural transformation to challenge outdated behaviors, inspire teams, and empower leaders to embrace and model a safety-first mindset. For years, the organization had been working to foster a culture that prioritized protection over profit, setting new behavioral standards across the industry. 

To accelerate this shift, the organization partnered with BTS to design a leadership development program that dismantled old practices and equipped leaders with the tools, insights, and behaviors needed to bring their vision to life. 

• Deconstruct existing mindsets to enable cohesive change. 
• Identify barriers preventing progress. 
• Equip leaders with practical behavioral knowledge and tools. 

Solution 

BTS partnered with the organization to design a leadership journey that would reshape not just processes but perspectives, fostering a workplace where physical and psychological safety were paramount. Over eight months, the project team conducted interviews with leaders and focus groups to uncover critical behavioral insights and tailor the program to the organization’s unique needs. 

Participants explored essential themes, including: 

• Embedding safety into daily decision-making. 
• Cultivating greater awareness of safety risks. 
• Understanding the influence of their leadership on safety outcomes. 
• Leading by example to set a cultural standard. 
• Building trust, commitment, and open communication within their teams. 

The program unfolded in three distinct phases to drive lasting behavioral change: 

1. Workshop preparation
   Participants began with a self-assessment to uncover personal “safety blind spots” and mind traps. This phase, delivered through a custom online platform, helped leaders reflect on their current practices and prepare for the transformational journey ahead.

3. Safety workshop
   The one-day, immersive workshop was designed to spark deep conversations about safety culture, challenge ingrained mindsets, and equip participants with actionable strategies for change. Leaders engaged in real-world scenarios to explore the implications of their decisions and practice new behaviors. The day concluded with collaborative debrief sessions, leaving participants with practical tools to implement their insights immediately.
4. Implementation in action
   To sustain momentum, the post-workshop phase extended over six months, offering six targeted activities. These activities reinforced key lessons, encouraged team collaboration, and provided ongoing support for integrating safety-first behaviors into daily routines.

The leadership program was delivered to 1500 participants over 66 workshops in seven locations across Spain. 

Results 

To measure results, the project team created a resource map evaluating progress.  

Average completion rate of Activities One–Three: 57 percent. (One: 78.21%; Two: 53. 01%; Three: 40.57%) 

A post-workshop survey was sent to participants, reporting on the following metrics: 

• Average satisfaction — 4.7/5. 
• Trainer’s evaluation — 4.9/5. 
• NPS — 82 percent. 
• “Saw improvement in safety alignment” — 93 percent. 
• “Integrated safety tools in daily roles” — 82 percent. 
• “Identified new initiatives for improving safety” — 77 percent. 
• “Mitigated team/peer mind traps” — 93 percent. 
• “More aware of risk in daily roles” — 98 percent. 
• “Identified a normalized risk to work on” — 92 percent. 

Testimonials 

• “Many of the methodologies and tools not only help to improve safety but can also be used to improve operational or organizational processes.” 

• “It has put us in front of the mirror of how we are today in terms of safety culture, opening our eyes to our development areas. Very participative and practical.”