The Short Line Safety Institute (SLSI) is a non-profit organization that conducts Safety Culture Assessments (SCA), provides hazmat instructor and leadership programs, and is the educational, training and research provider for short line and regional railroads concerning safety culture. The SLSI heightens safety culture awareness through assessments, feedback, communication, and identifying opportunities.
Safety culture, SLSI says, has been identified as a top priority for the short line and regional railroad industry. While the Class I’s have invested heavily in improving their safety culture over the past decade, Class II and III railroads often lack the resources. SLSI was formed to address this need.
The idea for the SCA program, which is funded through congressional grants, began after the 2013 Lac-Mégantic derailment in Quebec, Canada, SLSI Executive Director Tom Murta tells Railway Age. And, after 10 years of performing assessments, the program has expanded to two classes with follow-up assessments. At the time of this article, SLSI has performed 134 first-time assessments and 35 follow-up assessments with more than 22,000 employees.
“Safety culture is two-fold,” says Tom Murta. “It is the relationship between employees and the organization and among employees collectively. And then there is the compliance side. Everyone will tell you than an organization with a good safety culture is going to be better, but sometimes, incidents have nothing to do with culture. One doesn’t always impact the other.”
The SCA model is voluntary, confidential, non-punitive, and customizable to each railroad, SLSI Director of Safety Culture Programs Sam Cotton tells Railway Age. Typically, SLSI will be on site for about a week, but the assessment process begins about six weeks prior. Once on site, SLSI performs structured interviews and conducts in-the-field observations. Data is then compiled into a report that falls under the “Ten Core Elements of a Strong Safety Culture,” as adopted by the U.S. DOT’s Safety Council. A closeout meeting occurs on the last day of the assessment in which findings are discussed. Follow-ups occur at six weeks, six months, and 12 months to review results.
Currently, SCAs are available to Class II, Class III, passenger and tourist railroads. SCAs have occurred on three of the four largest U.S. transit agencies and may soon be available to S&T (Switching & Terminal) railroads.
In addition to SCAs, SLSI offers a Leadership Development Program and Hazmat Materials Training Program (HMTP). “Leading Forward – Skills Development for Railroad Professionals” is a three-day class that teaches leadership skills and how to tie them to safety culture. The HMTP, developed with a Pipeline and Hazardous Material Safety Administration (PHMSA) grant, is an eight-hour class that covers five core components—Hazard Identification and Risk Assessment, Regulatory Compliance and Standards, Training and Education, Emergency Response Planning, Monitoring and Continuous Improvement—that comprise hazmat management systems. This class, SLSI says, can be performed in two ways: “Train the Trainer” (content is given to the railroad to use), and “Direct Employee Training,” in which SLSI will stay on site for a few days.
Following are perspectives from railroads that have utilized SLSI programs.
Jennifer White, President, Aberdeen, Carolina & Western Railroad: “We chose to engage in this program to gain an independent, in-depth understanding of our organizational safety culture and to identify areas for improvement through a structured, data-driven approach. The SCA had meaningful impact by encouraging open dialogue across all levels of our team. It reinforced the importance of safety ownership and empowered our employees to voice concerns and suggestions.
“Employee engagement was high during the assessment process. Our staff appreciated the neutral, third-party facilitation and responded positively to the confidential interviews and focus groups. Following the assessment, the recommendations were well-received, and several cross-departmental initiatives were launched to address key findings. The assessment highlighted strengths in leadership commitment and peer-to-peer accountability, while also identifying opportunities for improvement in hazard reporting and communication consistency across shifts. In response, we implemented regular safety roundtables, enhanced our near-miss reporting system and increased supervisor field engagement.”
Herman Crosson, Chief Safety and Compliance Officer, Anacostia Rail Holdings: “SLSI programs offer invaluable tools for fostering a strong safety culture, enhancing leadership skills and ensuring hazmat is handled responsibly. Using these programs demonstrates a commitment to continuous improvement, reducing risks, and protecting workers and communities. By participating in SCAs, organizations can identify areas of strength and opportunities for growth. Hazmat Training ensures compliance with industry regulations and boosts confidence in handling dangerous substances safely. Leadership Development Training empowers leaders to instill safety-first mindsets, creating a collaborative and proactive safety culture. Ultimately, these programs strengthen operational safety, reduce incidents, and reinforce industry best practices. A strong safety culture leads to higher employee morale, fewer accidents and improved operational efficiency—an engaged workforce where safety is not just a policy but a shared value. SLSI programs have had a measurable impact on improving railroad safety culture.”
Jared Martin, Vice President, Operations, Modesto & Empire Traction Company: “While attending an ASLRRA meeting in 2016, we sat in on an SLSI presentation. I remember saying to management, “This is the resource we need! Why wouldn’t we leverage this opportunity to ‘lift the hood up’ on MET? The entire management team agreed to engage the SLSI, and here we are, nine years later, using every tool the SLSI provides to ensure we are doing all we can to support our employees, first responders, and customers. Improvements in communication, relationships, and resources have come out of our SLSI training. The tabletop exercises were challenging and provided us with a ‘real world’ situation to navigate as a team in scenarios we would have never considered.
“MET’s participation has covered all levels of employment, from our least senior all the way to our CEO. From outside the company, first responders, customer program managers, and local hazmat teams all accept invitations to participate. When the SLSI is in town, we typically have anywhere from 25-125 participants eager to learn. When the SLSI isn’t on property, we continue to receive requests from our first responders and customers to participate in or lead safety training. We participated in the 2024 Central Valley Chemical Day, where we conducted training and a tabletop exercise for nearly 300 people. This year, we provided follow-up training to our local first responders on how to safely work around locomotives and rail equipment.
“When we addressed all 10 core elements during our review, the biggest takeaway was—communication, communication, communication! We learned that our train crews would appreciate more communication about their efficiency test results. Historically, we had only held a debrief when a test wasn’t passed. Now, we conduct a debrief after each test, pass or fail, so the train crew can use that feedback to continue what they’ve been doing or adjust to correct.”
SLSI’s Hazmat Materials Training Program includes dedicated equipment to provide hands-on opportunities to understand potential field scenarios. (SLSI photo)
Josh Banks, Manager of Operating Practices, Tacoma Rail: “We’ve had two SCAs, initially for an independent and objective assessment of our culture, and the second time to verify that recommendations offered initially were implemented as intended. We anticipate having additional assessments to help ensure that SLSI principles are well ingrained in our organization. The HMTP offered an additional perspective from safety professionals with dedicated equipment to provide hands-on opportunities to understand potential field scenarios.
“We’ve also participated in two Structured Problem-Solving (SPS) training courses. The first was a pilot to test content. The second was an approach to learning, development, and practical application of problem-solving skills. Like the SCA, it offered common language, and a transferable skill set that can create well-thought-out solutions to a myriad of problems.
“The SCAs have had a positive impact on our overall safety performance, employee morale, job satisfaction, and employee engagement. The SPS workshops enabled management to apply and implement ‘blueprint’ techniques for real-life problems affecting our business. Staff are using this step-by-step approach to better understand that problems are not just issues to fix, but opportunities to capture.
“During our second safety culture survey, 48% of our staff voluntarily participated, and more than 30% of our 110 employees asked to be interviewed during the on-site assessment, well above the participation rate of the initial assessment. Our employees continue to incorporate and quote the ‘Ten Core Elements of a Strong Safety Culture.’
“Our top two strong safety culture ratings were ‘There is a Safety Conscious Work Environment & Employees Feel Personally Responsible for Safety.’ Our bottom two were ‘Training and Resources are Available to Support Safety & Mutual Trust is Fostered Between Employees and the Railroad.’ While we celebrate the top two, we went right to work on the bottom two by soliciting feedback, redefining the definition of ‘training content’—communicating that training doesn’t just happen in the classroom. To enhance mutual trust, we are moving from a culture of blame to one of accountability, by conducting regular one-on-one interactions with staff and engaging in smaller group discussions between senior leadership and employees to promote psychological safety, cultivating an environment where employees feel safe to share ideas without the fear of punishment or retaliation.
“Following our most recent SCA in early 2024, we received an industry safety award for achieving an FRA reportable injury rate lower than the industry average. As a short line with limited resources, I strongly encourage other railroads to take advantage of the benefits and industry knowledge the SLSI can provide. We are all in this together. A strong safety culture is not just a regulatory obligation; it’s a strategic imperative that benefits everyone involved.”
Tom Greene, President and CEO, Paducah & Louisville Railway: “The SLSI has assisted us in improving the safety culture and awareness at the front lines, allowing employees to take more ownership and become more engaged in the process. We had decent involvement before, but having SLSI come in as ‘outsiders’ has energized the team. Labor and management have benefited from this. Working with first responders on Hazmat and Emergency Response Training also had a positive impact on employees. Several good ideas were offered. Reengagement of our Safety Committees, which are comprised of labor and management, has offered an opportunity for all levels of the company to coordinate a more surgical approach to safety issues. Our FRA reportable injury rate trend is positive. Most important, we have been able to drive home the point that there will be no recourse when confronting and reporting incidents that may lead to injuries or accidents.
“SLSI funding is the best use of taxpayer dollars I have ever seen from the federal government, unparallel to anything I have seen in our industry. The SLSI team of railroad professionals is second to none.”
Adam Braboy, Director of Safety, Security and Training, Paducah & Louisville Railway: “Railroad Emergency Response Training took place at four locations across our P&L Railway in 2023 and at our Evansville Western Railway property in 2024. This was a huge benefit to not only railroad employees but many of first responders who would be likely to respond to an emergency involving a train incident. We attended an SPS class in Tacoma and learned a step-by-step problem-solving approach to help us better understand effective solutions. I enjoyed hearing from other railroad representatives. It was interesting to learn some of the issues they face and what they have done to improve things. We’ve had managers from P&L, A&O, and EVWR participate in Leading Forward training, a great class that teaches ways to effectively communicate with employees to build a high performing team. SCAs on P&L, EVWR, A&O, and MWS have been an excellent way to get honest feedback from our employees and to help identify areas for improvement.
“I believe all managers who have participated in these training programs have benefited from what they learned. The Railroad Emergency Response Training is a unique program important for managers to be best prepared for an emergency involving a serious derailment or incident. It provides a thorough look at current procedures to identify and improve on deficiencies to respond to an emergency in the safest and most effective way possible. This class provides insight on potential challenges that the fire department and other first responders may need help with from the railroad to secure and stabilize. It takes a team of professionals to properly and safely respond to any dangerous incidents, so it’s imperative that there is mutual respect and understanding from everyone involved and that the resources are made available in a timely matter.
“After the final findings report was delivered, we were able to identify and address multiple opportunities for recommended improvements. We started safety committees on multiple properties to continue communication between labor and management on ways to continue improvements.”
Bobby Franklin, COO, TNW Corporation: “We have used multiple SLSI programs on our three railroads. These include SCAs, Hazmat Training and First Responder Hazmat Training in the communities where we work. Our goal has been to foster a strong internal safety culture while simultaneously strengthening our relationships and preparedness. These programs directly align with our commitment to proactive risk mitigation and operational excellence. The programs have had a transformative impact. We have seen a shift in employee mindset, characterized by increased transparency, removal of communication barriers, and greater individual accountability.
“Employee engagement with SLSI programs has been exceptionally strong. Participation is full and enthusiastic; each class builds upon the prior one, with employees showing an increased eagerness to learn and contribute. As our workforce gains experience, their situational awareness and critical thinking around safety issues, including train movement and grade crossing protocols, have improved significantly. This growth reflects a behavioral shift in how our teams perceive and act on safety, making proactive safety thinking the norm rather than the exception.
“Our SCA identified several key areas for improvement, including the need for more open dialogue, creation and updating of safety policies, and establishment of a TERP (Transportation Emergency Response Plan). We implemented structured changes to promote transparency, reviewed and revised our internal policies, and prioritized consistent communication across all departments. These steps have significantly improved trust, accountability, and responsiveness.”
“While we are proud to report multiple years without FRA-reportable incidents, our focus is never on keeping a ‘streak.’ Instead, we concentrate on the daily execution of safe practices. Our field employees are now more empowered to make safe decisions, supported by our Safety Committees and management at all levels. This shift has not only sustained our performance but strengthened our foundation for long-term safety success The SLSI has been instrumental in elevating workforce safety, knowledge, and performance. Its resources have equipped our teams with the tools and mindset necessary to make meaningful safety decisions every day. These programs are not only an investment in our employees—they’re an investment in the communities we serve and the future of the short line rail industry.
“Safety isn’t a program, it’s a culture. The SLSI helps provide the framework, but it is our people who bring it to life every day. With the right support and leadership, every railroad, no matter how big or small, can achieve world-class safety.”
