Strategic Business Plan 2014-2019
For the period 1 April 2014 – 31 March 2019
www.rssb.co.uk
Glossary
Glossary of terms and abbreviations
ASPR
ATOC
BSI
CIRAS
DfT
EIT
EPSRC
ERA
ERTMS
EU
GSM-R
HLOS
IM
IT
IRRB
ISBP
ISCC
ISLG
MOU
NIRS
ORR
PIM
R&D
RAIB
RDDS
RDG
RD&I
RGS
RIA
RIS
RISAS
RISQS
ROGS
RRUKA
RSSB
SDSG
SIC
SMIS
SMS
SPARK
SRM
SRP
SSRG
TRL
TSLG
TSI
UIC
UKAS
Contents
Contents
Annual Safety Performance Report
Association of Train Operating
Companies
RSSB is an industry-owned, member-driven organisation
British Standards Institute
Chairman’s Foreword
4
Confidential Incident Reporting and
01
Executive
Summary
5
Analysis System
created in 2003 to deliver key functions in support of railway
Department
02for Transport
Introduction
10
Enabling Innovation Team (employed
operations.
It
is
independent
of
any
single
railway
company
and
11
03
Monitoring,
reporting
on
and
revisions
to
the
Plan
within RSSB)
04
Principles
and
Assumptions
13
Engineering and Physical Sciences
Research 05
Council Operation of theits
commercial interests.
Company
15
European Railway Agency
06
Summary
of
Products
and
Services
by
Shall
and
May
European Rail Traffic Management
System 07
17
Objectives for the Plan Period
European Union
08
Budget
for
members
levies
Yr
1
of
Plan
19
Global Systems for Mobile
:
Communication - Railway
High LevelANNEX
Specification
20
A itsRSSB
Organisation
at Dec 2013)
toOutput
support
members’
(the rail(asindustry)
to achieve their objectives
of
Information management
Members
and
Stakeholders
ANNEX
B
21
Information technology
improving
and performance
and
for money across the
ANNEX
C safety
Activities
commenced
in value
2009-2014
24 industry,
International
Railway Research
Board
with a focus on:
Industry Strategic Business Plan (Jan
2013)
Industry Standards Co-ordination
 reducing safety risk so far as is reasonably practicable
Committee
Industry Safety Liaison Group
Memorandum of Understanding
 increasing capacity (where appropriate)
National Incident Reporting
System
Office of Rail Regulation
 improving operating performance and customer satisfaction (where
Precursor Indicator Model
appropriate)
Research and Development
Rail Accident Investigation Branch
Strategic
Plan 2014-2019
1 April 2014
3
Railway
DrawingBusiness
and Documentation
Services Ltd
Rail Delivery Group
Research development and
innovation
We Standard
provide a unique breadth and depth of knowledge, skills and experience to
Railway Group
Railway Industry Association
help
the rail industry collaborate,
make informed decisions and deliver their
:
Rail Industry
Standard
Railway Industry Supplier Approval
strategic
objectives.
Scheme to
support
its members’ (the rail industry) to achieve their objectives of
Railway Industry Supplier
Qualification
Scheme
improving
safety and performance and value for money across the industry,
Railways and Other Guided
Transport with
Systems
a Regulations
focus on:
Rail Research UK Association
Rail Safety and Standards Board
ToDevelopment
be the rail
industry’s chosen hub for analysis, collaboration and knowledge
Sustainable
Steering
 reducing
safety risk so far as is reasonably practicable
Group
exchange.
System Interface
Committee
Safety ManagementInformation
increasing capacity (where appropriate)
System
Safety management system
 improving
operating performance and customer satisfaction (where
Sharing Portal for Access
to Railway
Knowledge
appropriate)
Safety Risk Model
Sustainable
Railin
Programme
By,
all that we do:
System Safety Risk Group
Transport Research Laboratory
 working
Technical Strategy Leadership
Group with our members to understand and address their needs
Technical Specification for
and
priorities
Interoperability
We provide
a unique
breadth and depth of knowledge, skills and experience to
International Union of Railways
 rail
developing
the expertise
and informed
competence
of our and
staffdeliver their
United Kingdom
help Accreditation
the
industry collaborate,
make
decisions
Service
Chairman’s Foreword
01 Executive Summary
02Introduction
03 Monitoring, reporting on and revisions to the Plan
04 Principles and Assumptions
05 Operation of the Company
06 Summary of Products and Services by Shall
RSSB’s purpose is and May
07 Objectives for the Plan Period
08 Budget for members levies Yr 1 of Plan
ANNEX A
ANNEX B
ANNEX C
RSSB Organisation (as at Dec 2013)
Members and Stakeholders
Activities commenced in 2009-2014
RSSB’s role (what we do)
RSSB’s purpose is
RSSB’s vision (what we want to be)
Strategy (how are we going to do it)
RSSB’s role (what we do)
 objectives.
managing and delivering a broad range of quality products, services
strategic
and tools
RSSB’s vision (what we want to be)
Strategic Business Plan 2014-2019
1 April 2014
2
To be the rail industry’s chosen hub for analysis, collaboration and knowledge
exchange.
4
5
10
11
13
15
16
17
19
20
21
24
its commercial interests.
 applying the principles of good process management, governance,
RSSB is an industry-owned, member-driven organisation
knowledge
and continuous
improvement
created
in 2003 sharing
to deliver
key functions
in support of railway
operations. It is independent of any single railway company and
Behaviours
its commercial interests.
Quality-driven, evidence-based, service-focused, knowledge-sharing,
RSSB’s purpose is:
collaborative and consensus building, impartial, value-seeking, authoritative
to support its members’ (the rail industry) to achieve their objectives of
and independent.
improving safety and performance and value for money across the industry,
with a focus on:

reducing safety risk so far as is reasonably practicable

increasing capacity (where appropriate)

improving operating performance and customer satisfaction (where
appropriate)
RSSB’s role (what we do)
We provide a unique breadth and depth of knowledge, skills and experience to
help the rail industry collaborate, make informed decisions and deliver their
strategic objectives.
RSSB’s vision (what we want to be)
To be the rail industry’s chosen hub for analysis, collaboration and knowledge
exchange.
Contents
Strategy
(how are
we going to do it)
Chairman’s
Foreword
4
01
Executive Summary
5
02
Introduction
10
By, in all
that we do:
03
Monitoring, reporting on and revisions to the Plan
11
 working and
with Assumptions
our members to understand and address their
04
Principles
13needs
05
Operation
of the Company
15
and priorities
06
Summary of Products and Services by Shall and May
16

developing
the
expertise
and
competence
of
our
staff
07
Objectives for the Plan Period
17
08
Budget for members levies Yr 1 of Plan
19
 managing and delivering a broad range of quality products, services
Strategic
Business
Plan
2014-2019
Aprilat
2014
tools
ANNEX
Aand
RSSB
Organisation1(as
Dec
2
21
Members and Stakeholders
ANNEX B
22
the principles
of good
process management, governance,
Activities
commenced
in 2009-2014
ANNEX Capplying
25
knowledge sharing and continuous improvement
2013)
Behaviours
Quality-driven, evidence-based, service-focused, knowledge-sharing,
collaborative and consensus building, impartial, value-seeking, authoritative
and independent.
Strategic Business Plan 2014-2019
1 April 2014
3
Foreword by the Chairman
This is RSSB's Strategic Business Plan for 2014-2019. It has been developed
by a sub-committee of the board to show how RSSB will support the industry
in Control Period 5.
The RSSB board commissioned a strategic review in mid-2012, to equip the
company for the challenges that lie ahead, and this has clarified our purpose
and our relationship with both industry objectives and the newly formed Rail
Delivery Group (RDG). We welcome the clarity that the Industry Strategic
Business Plan provides and the leadership that RDG is providing and we look
forward to working with all our members and stakeholders to deliver for them.
Moving into the Plan period we have a robust, internationally recognised and
well respected company supporting the industry in many areas. We also have
to change however, to improve RSSB's relationships with industry and the way
the company and members interact; as well as driving efficiency in all that we
do. There are many and varied objectives that government has set for industry,
and which industry has picked up and developed in the Industry Strategic
Business Plan.
We will be entering Control Period 5 with a new chief executive, Chris Fenton
who joined us in early 2014. We are proud and highly appreciative of all that
has been achieved by Len Porter, and see his legacy as a base from which to
build an even more valuable and respected rail industry asset that is fully
aligned with our members’ objectives. For that reason our last objective (set
out in Section 7) is that the company Plan for the 5 years from 2019 should be
an integral part of the Industry’s next strategic plan.
I encourage all our members and stakeholders to get behind this Plan, and to
work collaboratively to shape the way that we change and deliver more
effective support to the industry – an industry that has significant cost and
performance challenges but also unprecedented levels of investment and
growth to make the journey ahead a really positive and safe one for us all.
Chairman
Strategic Business Plan 2014-2019
1 April 2014
4
 more efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019
The longer term
1.
Executive Summary
By 2035 the industry aspires to deliver:
1.1 levels
This
is the high
level Strategic
Business
the period from 1 April
of reliability
and safety
that are among
the bestPlan
in thefor
world
 passenger
satisfaction
of
at
least
90
per
cent
2014 to 31 March 2019 (hereafter ‘the Plan’). It provides the context for
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
board
to determine the company’s objectives and priorities to
the the
national
network
support
members
and
stakeholders
during
the Plan period.
 further
improvements
in the
product
offer for freight
customers
 a financially sustainable railway through improved efficiency and revenue generation
 a further reduction in CO2 emissions
1.2
1.2
RSSB
RSSB supports
supports its
its members
members (the
(the rail
rail industry)
industry) in
in the
the fulfilment
fulfilment of
of their
their
objectives
and
does
so
through
arrangements
that
are
governed
by
objectives and does so through arrangements that are governed by the
the
Extract board
from Industry
Strategic
Business
Plan
January
2013
and
other
cross
industry
groups
that
take
decisions
and
sponsor
board and other cross industry groups that take decisions and sponsor
RSSBs
high
levelof
the period
of thethese
Plan, which
are set
activities.
Each
RSSB’s
functions
supports
objectives
in
activities.
Each
ofobjectives
RSSB’s over
functions
supports
these
objectives
in
out
in
Section
7,
will
support
the
achievement
of
these
goals
through
different
ways,
and
this
Plan
shows
the
high-level
relationship
between
different ways, and this Plan shows the high-level relationship between
increasing
engagement
members
andproducts
stakeholders
better align
industry
and
RSSB
functions,
and
services.
The
industry objectives
objectives
and with
RSSB
functions,
products
and to
services.
The
company
outputs
with
industry
objectives
and
through
improving
the
details
behind
this
will
be
made
available
on
the
RSSB
web
site.
details behind this will be made available on the RSSB web site.
efficiency and quality of the company’s delivery.
1.4
The
task
build
upon
the
delivery
and evolution
evolutionwith
of
1.3
Over
the last 5 years
theto
industry
1.4
The 2014–2019
2014–2019
task is
is
torail
build
upon has
the changed
delivery significantly,
and
of
existing
and
services
to
the
addressing
considerable
growth
in passengers
freight, in
in
1. Executive
Summary
existing products
products
and services
to support
supportand
the industry
industry
inimprovements
addressing their
their
goals;
improve
business
performance
performance
and capacity,
safety and
a reducing
from (particularly
taxpayers.
goals; to
to increase
increase
capacity,
improve
businesssubsidy
performance
(particularly
reducing
costs)
and
reduce
risk
where
reasonably
practicable.
The
Although
franchising
process
and
Network
Rail
the
principal
1.1
This
is thethe
high
level
Business
Plan
for
theremain
period
from
1 April
reducing
costs)
and Strategic
reduce
risk
where
reasonably
practicable.
The
Industry
Strategic
Business
Plan
(ISBP)
sets
out
the
current
position
means
of
delivering
passenger
train
services
and
infrastructure,
the
2014
to
31
March
2019
(hereafter
‘the
Plan’).
It
provides
the
context
for
Industry Strategic Business Plan (ISBP) sets out the current position
and
and
goals
to
2035,
following
table.
relationships
between
industry
and
and
between
the
the
boardfor
toCP5
determine
the term
company’s
and
priorities
to
and goals
goals
for
CP5
and longer
longer
term
goalsgovernment,
to objectives
2035, in
in the
the
following
table.
players members
within theand
industry
have changed
considerably
support
stakeholders
during the
Plan period.– with a shift
from government toward the industry in areas of leadership and
strategic
decision
making, and
withindustry)
processes
of fulfilment
devolution
and
1.2
RSSB
supports
its members
(the rail
in the
of their
alliancing
many
of service
delivery. RSSB
hasgoverned
been relatively
Industry
today in
objectives
and
doesparts
so through
arrangements
that are
by the
stable
through
this
period
and
its
broad
base
of
cross-industry
board and other cross industry groups that take decisions and sponsor
A railway
today that: remains – although the ownership of its members has
membership
activities.
Each
of RSSB’s functions supports these objectives in
 is one
of
the safest
in Europe
become
more
international.
The establishment
of the Rail Delivery
andreaching
this Plan
shows
theofhigh-level
 hasdifferent
customer ways,
satisfaction
an all
time high
83 per centrelationship between
Groupmore
has
created
new
sense
of14
direction
and focus
for the
leadership
 is running
trains
thanaever
before,
with
per centproducts
more
train kilometers
than 2003/04
industry
objectives
and
RSSB
functions,
and
services.
The and a 62
perof
cent
increase
in freight moved since privatisation
the
industry.
details behind this will be made available on the RSSB web site.
 has the highest ever levels of performance
from its peak
in 2006/07
1.5 hasInnearly
Julyhalved
2012,government
as part ofsupport
its strategic
planning
process
the RSSB
board
The 2014–2019 task is to build upon the delivery and
evolution
of
initiated
a
strategic
review
of
RSSB
to
ensure
that
it
is
fit
for
the
next
existing products and services to support the industry in addressing their
Business
Plan period
and beyond.
That review
confirmed(particularly
a revised
By 2019
goals; to increase
capacity,
improve business
performance
company
purpose
Objective)
a revised
Constitution
reducing costs)
and(Primary
reduce risk
where and
reasonably
practicable.
The
A railway
by
the
end
of
CP5
that
is:
Agreement.These
revisions
have
created
greater
clarity
about
the
Strategic
Business
Plan
(ISBP)bysets
the incurrent
position
 the Industry
safest in Europe,
reducing
risk at level
crossings
eight out
per cent
CP5
relationship
between
those
functions
thatduring
RSSB
does
‘because
that
is
and goals
CP5
and
longer
term goals
2035,
in
the
following
table.
 delivering
20 perfor
cent
more
seats
into central
Londonto
peak
hours,
and 32 per
cent into large
its role
industry’,
and ‘those
functions
it does and
to carrying
support355,000
its
regional
cities.inBythe
the end
of CP5, moving
225 million
more passengers
more
trains
every
year
members because it is efficient to do so in one place or to use RSSB’s
 maintaining
record
levels of
performance
withthe
92.5period
per centofPPM
the end
of CP5
RSSBs
high level
objectives
over
thebyPlan,
which
are set
capabilities’.
are termed
respectively
 delivering
continuingThese
improvements
in customer
satisfaction‘Shall’ (of which there are
out
in Section
7, will
support thepreparing
achievement Plan
of these goals
through
5) and
‘May’
(9)
functions.
and
 delivering
a step
change
in
connectivity In
between regionalthis
centers eg the
6 fastproducts
trains and up
to a 10
Industry
today
increasing
engagement
with
members
and
stakeholders
to
better
align
minute
reduction
in journey
time between
and Leeds
services
RSSB
provides
have Manchester
been divided
into the ‘shall’ and ‘may’
 transforming
theoutputs
nature of with
the railindustry
network, with
over 3,000 km through
more electrified
railway,the
approximately
company
objectives
improving
functions.
They
are
summarised
Section and
6 by
senior
stakeholder
A railway
today
that:
2,750
new
vehicles,
and
completion
of majorinenhancements
to the
the network
including
Birmingham
efficiency
and
oforthe
company’s
delivery.
 is
one
of thethat
safest
inquality
Europe
group
sponsor
support
the
activity.
TheCrossrail
table and
shows
theschemes
New
Street,
the
Intercity
Express
Programme
and the
Thameslink,
Reading
1.4
 has
customer
reaching
an allreducing
time highCO
of 283
per cent per passenger by 37 per cent and
contributing
tosatisfaction
a lower carbon
economy,
emissions
 is
running the
more
trains than
evermillion
before,lorry
withjourneys
14 per cent
trainper
kilometers
than 2003/04
and a 62
removing
equivalent
of one
frommore
the road
year. Freight
tonne kilometers
Strategic Business
Plan
2014-2019
1 April
2014
6
per
cent to
increase
in freight
moved
privatisation
forecast
increase
by 22 per
centsince
compared
to the end of CP4
 has the highest ever levels of performance
 has nearly halved government support from its peak in 2006/07
Strategic Business Plan 2014-2019
1 April 2014
5
Industry
 more today
efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019
A railway today that:
 is one of the safest in Europe
 has
customer
The
longer
termsatisfaction reaching an all time high of 83 per cent
 is running more trains than ever before, with 14 per cent more train kilometers than 2003/04 and a 62
per cent
in freight
moved
since privatisation
By 2035
theincrease
industry
aspires
to deliver:
has theofhighest
ever
of that
performance
 levels
reliability
andlevels
safety
are among the best in the world
 passenger
has nearly halved
government
support
satisfaction of at least
90 perfrom
centits peak in 2006/07
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
the national network
further improvements in the product offer for freight customers
By2019
 a financially sustainable railway through improved efficiency and revenue generation
 a further
A railway
byreduction
the endinofCOCP5
that is:
2 emissions
 the safest in Europe, reducing risk at level crossings by eight per cent in CP5
 delivering 20 per cent more seats into central London during peak hours, and 32 per cent into large
Extract
from cities.
Industry
Strategic
Plan
January
2013 passengers and carrying 355,000 more
regional
By the
end of Business
CP5, moving
225
million more
trains
every year
RSSBs
high level objectives over the period of the Plan, which are set
 maintaining record levels of performance with 92.5 per cent PPM by the end of CP5
out incontinuing
Section improvements
7, will support
the achievement
 delivering
in customer
satisfaction of these goals through
increasing
with members
and stakeholders
totrains
better
 delivering
a step engagement
change in connectivity
between regional
centers eg 6 fast
andalign
up to a 10
minute
reduction
in
journey
time
between
Manchester
and
Leeds
company outputs with industry objectives and through improving the
 transforming the nature of the rail network, with over 3,000 km more electrified railway, approximately
efficiency
and and
quality
of the of
company’s
delivery.to the network including Birmingham
2,750
new vehicles,
completion
major enhancements
New Street, the Intercity Express Programme and the Thameslink, Crossrail and Reading schemes
1.3 contributing
Over the
last 5 years the rail industry has changed significantly, with
to a lower carbon economy, reducing CO 2 emissions per passenger by 37 per cent and
considerable
growth
passengers
freight,
improvements
in kilometers
removing
the equivalent
of one in
million
lorry journeysand
from the
road per
year. Freight tonne
forecast
to
increase
by
22
per
cent
compared
to
the
end
of
CP4
performance and safety and a reducing subsidy from taxpayers.
 more efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
Although the franchising process and Network Rail remain the principal
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019
Strategic Business
Plan
1 April 2014
5
means
of2014-2019
delivering passenger
train services and infrastructure, the
relationships between industry and government, and between the
The longer
termwithin the industry have changed considerably – with a shift
players
from
government
toward
the industry in areas of leadership and
By 2035
the industry
aspires
to deliver:
strategic
decision
making,
and the
with
 levels
of reliability
and safety
that are among
bestprocesses
in the world of devolution and
 passenger
satisfaction
of atparts
least of
90 per
cent delivery. RSSB has been relatively
alliancing
in many
service
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
stable through this period and its broad base of cross-industry
the national network
membership
remains
– although
the ownership
 further
improvements
in the product
offer for freight
customers of its members has
 a financially
railway throughThe
improved
efficiency and of
revenue
becomesustainable
more international.
establishment
the generation
Rail Delivery
 a further
reduction
in
CO
emissions
2
Group has created a new sense of direction and focus for the leadership
of the industry.
Extract from Industry Strategic Business Plan January 2013
1.5
In July 2012, as part of its strategic planning process the RSSB board
initiated a strategic review of RSSB to ensure that it is fit for the next
Business Plan period and beyond. That review confirmed a revised
company purpose (Primary Objective) and a revised Constitution
Agreement.These revisions have created greater clarity about the
relationship between those functions that RSSB does ‘because that is
its role in the industry’, and ‘those functions it does to support its
members
because
it is in
efficient
to do soand
in one
place improvements
or to use RSSB’s
considerable
growth
passengers
freight,
in
capabilities’.
are termed
(of from
whichtaxpayers.
there are
performance These
and safety
and arespectively
reducing ‘Shall’
subsidy
5)
and ‘May’
(9) functions.
In preparing
thisRail
Planremain
the products
and
Although
the franchising
process
and Network
the principal
services
provides
have been
intoand
theinfrastructure,
‘shall’ and ‘may’
means ofRSSB
delivering
passenger
traindivided
services
the
functions.
They
are summarised
Section
6 by the and
seniorbetween
stakeholder
relationships
between
industry in
and
government,
the
group
sponsor
or support
the activity.
The table
shows
the
players that
within
the industry
have changed
considerably
– with
a shift
from government toward the industry in areas of leadership and
Strategic Business
Plan 2014-2019
6
strategic
decision making,1 April
and2014
with processes of devolution and
alliancing in many parts of service delivery. RSSB has been relatively
1.5
Group has created a new sense of direction and focus for the leadership
of the industry.
resources
associated
activity.
Moreprocess
details the
of the
products
In
July 2012,
as part ofwith
its each
strategic
planning
RSSB
board
and
services
in
support
of
each
activity
will
be
made
available
on
the
initiated a strategic review of RSSB to ensure that it is fit for the next
RSSB web
siteperiod
beforeand
thebeyond.
start of That
the Plan
and ait revised
will be
Business
Plan
reviewperiod,
confirmed
maintainedpurpose
up to date(Primary
throughout
CP5.
company
Objective)
and a revised Constitution
Agreement. These revisions have created greater clarity about the
The purposebetween
of the company
and howthat
it willRSSB
be delivered
is summarised
relationship
those functions
does ‘because
that is
inside
of thisand
Plan.
its
roletheinfront
the cover
industry’,
‘those functions it does to support its
members because it is efficient to do so in one place or to use RSSB’s
1.7
A significant These
finding are
of the
Strategic
Review‘Shall’
was (of
thewhich
need there
to more
capabilities’.
termed
respectively
are
closely
align
RSSB’s
products
and
services
with
the
specific
needs
of
its
5) and ‘May’ (9) functions. In preparing this Plan the products and
membersRSSB
and the
overall have
objectives
the industry.
has
services
provides
been for
divided
into the While
‘shall’ RSSB
and ‘may’
taken on They
a number
of significant
additional
services
functions.
are summarised
in Section
6 byproducts
the seniorand
stakeholder
(summarised
in AnnexorC)support
to meetthe
the activity.
needs ofThe
the industry
in recent
group
that sponsor
table shows
the
years,
the
production
of
a
business
plan
is
the
opportunity
to
take
stock
resources associated with each activity. More details of the products
and services
ensure
that
the right
things
are being
done.
Industry
Strategic Business
Plan 2014-2019
April 2014
6
and
in support
of 1each
activity
will be
madeThe
available
on and
the
Network
Rail
Strategic
Business
Plans
(Jan
2013);
the
Rail
Technical
RSSB web site as appropriate.
Strategy (Dec 2012); the Government’s plans for franchising; and the
various Network Rail strategies to support sustainability, safety and
1.6
The purpose of the company and how it will be delivered is summarised
wellbeing, are all key signals of the future direction of our members. The
at the front of this Plan.
recent ORR Draft Determination for Network Rail takes this a stage
further. Together these documents list members’ objectives where
1.7
A significant finding of the Strategic Review was the need to more
RSSB’s capabilities can support the industry. In addition the new
closely align RSSB’s products and services with the specific needs of its
Constitution Agreement has a specific recognition of the Rail Delivery
members and the overall objectives for the industry. While RSSB has
Group, and any relevant strategies that it publishes or endorses will
taken on a number of significant additional products and services
provide further guidance on priorities.
(summarised in Annex C) to meet the needs of the industry in recent
years,
the production
of athe
business
plan
is the opportunity
stock
1.8
The
relationship
between
industry
objectives,
as set out to
in take
the HLOS
The1.3),
Industry
and ensure
that the
right things
are being
and
the Industry
Strategic
Business
Plan done.
(Section
and and
the
Network
Rail
Strategic
Business
Plans
(Jan
2013);
the
Rail
Technical
company activities is summarised in the table on the next page which
Strategy
2012);
thecompany
Government’s
plans
for franchising;
and the
shows an(Dec
estimate
of the
resources
allocated
to each activity.
various Network Rail strategies to support sustainability, safety and
wellbeing, are all key signals of the future direction of our members. The
recent ORR Draft Determination for Network Rail takes this a stage
further. Together these documents list members’ objectives where
RSSB’s capabilities can support the industry. In addition the new
Constitution Agreement has a specific recognition of the Rail Delivery
Group, and any relevant strategies that it publishes or endorses will
provide further guidance on priorities.
1.6
1.8
The relationship between the industry objectives, as set out in the HLOS
and the Industry Strategic Business Plan (Section 1.3), and the
company activities is summarised in the table on the next page which
shows an estimate of the company resources allocated to each activity.
Strategic Business Plan 2014-2019
1 April 2014
7
Industry Objective – from
ISBP
RSSB functions in support of
objectives
NR, TOCs, FOCs,
Roscos, Suppliers,
Infracos, ISLG
ORR, DfT, RAIB
RDG
NR, TOCs, Roscos,
Suppliers
ERTMS PCB
DfT
NR, TOCs
NTF,DfT
RSSB Board
SSRG, ISCC
CIRAS C’tte
ISLG, SICs
RSSB Board,
TSLG
SICs
ISCC
Supporting
External
Stakeholder
RSSB
Governance
Groups
Step change in connectivity
between regional centres
Transforming the nature of the rail
network (Investment)
Reduce CO2 by 37% per
passenger and remove 1m lorry
journeys from road per annum
Sustainable Rail Programme; Research,
Innovation – embedding Principles within
industry during CP5
Efficiency industry subsidy from
6p to c4p per pass/km
All functions support greater efficiency in the
industry and RSSB will reduce its real cost of
delivery by 1% pa.
Company administrative
Totals
Strategic Business Plan 2014-2019
RSSB Board,
TSLG, RISAS,
RISQS, R2 Prog
Bd, SICs
All functions support greater efficiency in the
industry and RSSB will reduce its real cost of
delivery by 1% pa.
1 April 2014
Company administrative
Totals
Research, development and Innovation,
Standards
Efficiency industry subsidy from
6p to c4p per pass/km
Step change in connectivity
between regional centres
Improvements in customer
satisfaction
NR, TOCs, FOCs,
ROSCOs Infracos,
Suppliers,
DfT, DECC
RDG
NR, TOCs, FOCs
Other members
DfT, ORR
Table showing relationship of industry objectives to RSSB functions, stakeholder groups and est
RSSB Board
SDSG
NR,
ROS
Supp
DfT,
RDG
NR,
Othe
DfT,
Sustainable Rail Programme; Research,
Innovation – embedding Principles within
industry during CP5
RSSB Board
SDSG
Reduce CO2 by 37% per
passenger and remove 1m lorry
journeys from road per annum
RDG
RIA
RDG, NR, TOCs,
RIA
RSSB Board,
TSLG, ISCC, SICs
RSSB Board,
TSLG, ISCC, SICs
Research Development and Innovation,
Technical Strategy. Standards
Research Development and Innovation,
Technical Strategy. Standards
RDG
Supp
Transforming the nature of the rail
network (Investment)
RSSB Board,
TSLG, ISCC, SICs
RDG, NR, TOCs,
Suppliers
Research, development and Innovation,
Technical Support, Standards
RSSB Board,
TSLG, ISCC, SICs
Research, development and Innovation,
Standards
Research, development and Innovation,
Technical Support, Standards
Improvements in customer
satisfaction
RSSB Board,
ISCC, TSLG,
SICs
RSSB Board
TSLG, ISCC
RDG, NR, TOCs,
Suppliers
Research, Technical Strategy, standards
RSSB Board,
ISCC, TSLG,
SICs
RSSB Board
TSLG, ISCC
Performance at 92.5 % PPM at the
end of CP5
Research, Technical Strategy, standards
Research, Standards, Innovation, Technical
Strategy, New Systems support
Performance at 92.5 % PPM at the
end of CP5
Capacity - 20 per cent more in
peak London hours; 32 per cent
into large regional cities. Move
225m more passengers, 355k
more trains per annum
Research, Standards, Innovation, Technical
Strategy, New Systems support
Safety data, analysis and reporting;
Research; CIRAS; Innovation; Standards
Capacity - 20 per cent more in
peak London hours; 32 per cent
into large regional cities. Move
225m more passengers, 355k
more trains per annum
Safety - Safest in Europe, reduce
risk at level crossings by 8%
Safety data, analysis and reporting;
Research; CIRAS; Innovation; Standards
RSSB functions in support of
objectives
Safety - Safest in Europe, reduce
risk at level crossings by 8%
Industry Objective – from
ISBP
RSSB Board
SSRG, ISCC
CIRAS C’tte
ISLG, SICs
RSSB Board,
TSLG
SICs
ISCC
RSSB Board,
TSLG, RISAS,
RISQS, R2 Prog
Bd, SICs
8
Strategic Business Plan 2014-2019
1 April 2014
8
4
5
44
27
250
1
10
4
4
15
3
50
15
20
4
4
25
20
8
75
Approximate Approximate
RSSB
RSSB
FTE
Cost £m pa
Table showing relationship of industry objectives to RSSB functions, stakeholder groups and estimated resources
RSSB
Governance
Groups
NR,
Rosc
Infra
ORR
RDG
NR,
Supp
ERT
DfT
Sup
Exte
Stak
NR,
NTF,
RDG
Supp
1.9
Two illustrative examples of work RSSB will be doing in the Plan period
to support the industry in meeting its objectives are:
1) Industry objective: to be the safest railway in Europe in 2019.
Network Rail’s Strategy for Transforming Safety and Wellbeing
identifies the Precursor Indicator Model as the key industry measure
of multi-fatality train accident risk, but also acknowledges that it can
be developed to be more useful as a predictive tool. RSSB will
develop changes to the model through the appropriate cross-industry
governance (the user group) to meet that need for all users.
2) Industry objectives: Safety, Efficiency, Transforming the
network - The industry is encountering more issues with the
interface between platforms and trains which could lead to suboptimal decisions, based on pragmatic local considerations. These
could impact on the long-term flexibility, cost, interoperability and
safety of the system. The RSSB board has been asked to undertake
work to explore the issues, define the nature of the problem and
opportunities and develop potential solutions, using an evidencebased approach. This will draw on the research and development
and technical capabilities of RSSB and the various cross-industry
groups that oversee interfaces to explore the nature of the problems,
test solutions and identify viable options. On the other hand, RSSB
itself is not the right body to adopt an industry strategy that should
derive from this work. This is likely to be endorsed by a combination
of the Rail Delivery Group and government to inform future
investment plans and procurement decisions.
1.10
As an integral part of the industry, RSSBs costs are part of the overall
cost of the industry. In 2013/14 RSSB accounted for about £43m (of
which around £23m is from the Department for Transport (DfT) for
research development and innovation, and around £20m comes from its
members’ levies). In an industry that turns over £12bn pa, RSSB
represents around one third of one percent (0.3%) of industry turnover.
However small as a share of the total, it is important that RSSB
continues to control its own costs and delivers ever better value for
money as its contribution to the industry cost challenge. During the Plan
period, RSSB will develop itself as an organisation to better meet the
needs of members and to demonstrate increased efficiency (set out in
Section 5) and deliver against the objectives set out in Section 7.
Strategic Business Plan 2014-2019
1 April 2014
9
2.
Introduction
2.1 This Plan sets out the context of RSSB’s role in the railway industry. It is
RSSB’s high-level statement of what it will provide to members and
stakeholders for the period covered by the government’s HLOS, the ORR
determined Control Period 5, and the Industry and Network Rail Strategic
Business Plans for the same period.
2.2 This Plan is high level and explains how the delivery of existing products
and services (summarised in Section 6) are governed, together with the
means by which these can be changed (set out in Section 3) to meet the
emerging priorities of the membership.
2.3 RSSB will have a stable financial relationship with its members through
the plan period, with membership levies from existing members reducing
by 1% in real terms each year (based on the formula of RPI-1). Given
that nearly half of the RSSB turnover relates to staff costs (which are
expected to change in line with the market, see Section 5) to maintain
and grow the company capability (for instance in the area of supporting
the industry in proactive health management) it will be necessary to
develop a combination of efficiencies and alternative sources of income,
including new members.
Strategic Business Plan 2014-2019
1 April 2014
10
3.
Monitoring, reporting on and revisions to company activity during
the Plan period
3.1
This high-level Plan sets out the starting point, and the means of
monitoring and changing functions or activities during the 5 years of its
currency. The core arrangements consist of the following:
3.1.1 This Plan summarises the current objectives of the industry; the
objectives for RSSB going into 2014/19; the functions, products and
services of RSSB that support the industry at the commencement of the
Plan period in 2014; the governance arrangement for the activities and
the resources RSSB deploys in support of industry; and the funding
arrangements that will apply during CP5.
3.1.2 Under the supervision and direction of the board, RSSB operates and
facilitates many cross industry governance groups, which oversee and
steer the development and delivery of virtually all RSSB products and
services. Most of these groups have their own plans and strategies to
achieve particular goals and these are generally published in the relevant
part of the RSSB web site.
3.1.3 Each year the Board of RSSB, consisting of representatives of all
categories of membership and observers from the ORR and DfT, will
undertake a review of the performance of the company, the priorities and
resources planned for company activities in the following year, and the
fulfillment of the various objectives of each of the main groups reporting
to it.
3.1.4 The key indicators of success the board will monitor are:
1. Keeping within the budget
2. Meeting the needs of stakeholders for specific objectives
3. Maintaining an appropriate balance of activity against industry
objectives.
3.2
Material changes in the activities, objectives, or funding of the company
will be supervised by the board, in accordance with the Constitution
Agreement. Less material changes can and will be made through the
various cross-industry groups that govern RSSB activities. A high-level
description of the relationship between industry objectives, RSSB
functions and the way they are organised to deliver is shown over the
page:
Strategic Business Plan 2014-2019
1 April 2014
11
NOTE: TSLG takes strategic direction from RDG for priorities, plan and appointment of its
Chair
The current RSSB organisation for the delivery of both ‘shall’ and ‘may’
functions is shown in Annex A. This is subject to change.
Strategic Business Plan 2014-2019
1 April 2014
12
4.
Principles and assumptions
4.1
Principles of operation
RSSB will exercise its functions in a manner best calculated to achieve
an appropriate balance between the needs to:
1.
2.
3.
4.
5.
6.
7.
8.
9.
4.2
enable members to plan with a reasonable degree of assurance,
demonstrate leadership and efficiency in its support functions,
take account of strategies promoted by the RDG,
be accountable for parts of industry due process,
lead in areas where: a) through its functions it holds industry
leading competence, or b) requested by the board,
maintain the independence of the company,
challenge the industry with respect to its functions,
provide an audit trail for the industry decisions it facilitates and
promote solutions that recognise the railway as a system.
Assumptions in the Plan
1. Funding. Member’s levies will be set in Year 1 – and adjusted
annually by RPI-1 to generate efficiency savings for members.
The only exception to this will be for members (other than
franchised TOCs and Network Rail) whose turnover changes in
such a way that they move to a different level of levy. RSSB
activities that are not funded by membership fees (such as RD&I
and CIRAS) will be planned and managed within the period in
accordance with such funding as is made available or secured
through the appropriate governance arrangements.
2. It is assumed that the level of funding for research and
development will be broadly similar to that provided in the last 2
Strategic Business Plan 2014-2019
1 April 2014
13
years of the current plan. It is also assumed that the funding for
the TSLG innovation activity (EIT) will be provided to RSSB by
Network Rail in accordance with the HLOS and Regulatory
Settlement for CP5.
3. RSSB expects to start the Plan period with little or no surplus of
member funds. RSSB will accumulate a modest contingency
reserve during CP5. Under specified circumstances (of a positive
or negative shock to the company’s financial position) the board
will re-open the 5 year funding arrangement to address the
shock. Other than in those specified circumstances, the company
will plan its annual activity to be consistent with its forecast
revenue from membership levies and other sources of income.
4. RSSB will generally provide all products and services to
members free of charge (within agreed resources). Where RSSB
charges members for specific products or services it will
generally charge at cost. It will generally seek to secure a
contribution to common costs if providing access to products and
services to non-members.
5. RSSB will organise itself in such a way as to maintain its taxation
status as a non-profit making ‘Mutual’.
6. The board will oversee the balance of funding, resources and
services, and in the event of any conflicts, will determine the
appropriate priorities for the company.
7. Accommodation. RSSB will seek to remain at its current office
at The Angel, though this is subject to the satisfactory conclusion
of a negotiation that is just starting.
8. RSSB expects to start the Plan period with reserves of grant
funding for research, development and innovation, much of which
is already committed to future years. The funds are allocated for
the following future expenditures (estimate of likely values at April
2014):
-
Committed research projects
Committed innovation schemes
Partnership with University of Huddersfield
Rail Research UK Association funding
Closure provision for R&D capability
Strategic Business Plan 2014-2019
1 April 2014
£2m
£15m
£2.5m
£2.5m
£3m
14
5.
Operation of the company
5.1
During the period of the Plan, RSSB will focus on better communication
with members (both ways) whilst continuing to drive efficiencies.
5.2
We will improve the two-way communication between us and our
members and adopt new ways of working. This will include
consideration of alternative organisational arrangements and the use of
tools and systems, both internally and at the interface. We will embrace
social media and new technologies to engage with and deliver products
and services to members.
5.3
Better management of our knowledge and information for members
needs us to streamline processes, to plan and align more closely with
industry priorities and to present our outputs in different ways. A
number of significant work streams are underway to improve document
and records management, planning and resourcing and the RSSB web
presence. Benefits will come through in the early years of the Plan and
pave the way for more efficient operation as well as improving
communication with members.
5.4
RSSB’s core business functions which support the operation of the
company also involve development and delivery of products and
services, such as communications and information management and
technology. These are part of our technical expertise and will be
developed further to support members.
5.5
Staff. The recruitment and development of staff with technical
competencies and interpersonal skills is crucial to the operation of the
company and to effectively interact with our members. RSSB employs
mainly technical and professional staff, many of whom have front line
experience relevant to their roles. Employment terms have to compare
with the relevant market. We will review and where appropriate change
these to ensure they support the business objectives. While developing
our staff, we will actively seek opportunities for secondments into and
out of RSSB. This will help to foster a better understanding of industry
objectives and priorities for our staff and of the role and value of the
company among those seconded into RSSB. We currently employ
around 250 people and, subject to industry priorities no major changes
are planned. The company objective here is to work within its budget
which reduces in real terms. There is no specific headcount target.
5.6
The main thrust of RSSB’s support to its members will continue to be
governed by the senior stakeholder groups and supervised by the
board. This is expected to lead to continuous evolution, challenge and
change, as the industry strives to become more efficient and to secure
more value from RSSB’s support functions.
Strategic Business Plan 2014-2019
1 April 2014
15
6. Summary of products and services by ‘Shall’ and ‘May’,
subdivided by stakeholder group
Stakeholder
Groups
Examples of Shall
Products and
Services
Examples of May
products and Services
Estimated
Full Time
Equivalent
Estimated
Expenditure
£m per annum
The following table shows a high level description of the senior stakeholder
groups facilitated by RSSB, a selection of the products and services provided
through each of the groups, organised by ‘Shall’ and ‘May’ functions and an
estimate of the human and financial resources involved in delivering them.
RSSB board
RD&I Capability,
RSSB website, Industry
Safety Meetings, Board
review of Risk, RDDS,
SPARK
51
6.6
System Safety
Risk Group
SMIS, SRM, PIM,
ASPR, Reports, ‘Red’
DVD series, Right
Track, Risk
Management Forum
Railway Group
Standards
Facilitation of industry
decisions on standards
and deviations
Projects on road driving risk,
workforce health & wellbeing
and platform train interface
strategy, RRUKA, Strategic
partnerships with TRL, RTRI,
NR Consulting, R2
Research projects, Support to
Rail Football Forum, Provide
input to Community Safety
Partnership Groups
46
6.9
Support and facilitation for
TSIs and ENs, Technical
advice, Research projects,
Support for driver selection
governance group
Research support for
efficiency initiatives
Rail Technical Strategy
Game Changing Research
Enabling Innovation Team and
projects
Strategic Partnership with TSB
Tactical Research Projects
Facilitating TSLG and SICs
Game Changing Research
Tactical Research Projects
CIRAS Scheme, Reports
65
7.5
4
0.5
10
13.6
16
2.0
9
1.0
RISAS Scheme, RISQS
Governance
Safety Reports for members
Support for development of
ERTMS and GSM-R
GSM-R Online
RSSB administration,
Property, IMT, Board etc
3
0.6
3
16
0.3
1.0
27
4.0
250
44
Industry
Standards
Coordination
Committee
RDG
Technical
Strategy
Leadership Group
(inc EIT)
SICs
CIRAS Committee
RISQS and RISAS
boards
ISLG
Network Rail
National Projects
RSSB board /
Executive
Totals
NOTE: This includes estimates based on June 2013 activity and includes rounding of numbers.
The relationship between RDG and TSLG is described in Section 3.
Strategic Business Plan 2014-2019
1 April 2014
16
7.
Objectives for the Plan period
7.1
Support for business improvement for the industry
7.1.1 Proactively engage with members and stakeholders to identify
opportunities to improve the industry performance to help them to
achieve the goals set out in the Industry Strategic Business Plan using
company capabilities.
7.1.2 Lead on the facilitation, coordination and delivery of the actions and
activities identified as ‘Shall’ functions in accordance with the identified
stakeholder group requirements.
7.1.3 Support the relevant industry stakeholder groups in all those areas
identified as ‘May’ functions.
7.1.4 Demonstrate the relationship between company activity and the
fulfilment of industry objectives and stakeholder requirements (in all
products and services and the annual report).
7.2
Business improvement of the company
7.2.1 Increase the efficiency and effectiveness of operations. (Do more with
the same resources or the same with fewer resources – 1% real
reduction per annum).
7.2.2 Embed knowledge management in all that we do.
7.2.3 Develop and implement changes to the organisation to support delivery
of these objectives.
7.2.4 Develop company competencies in technical and soft capabilities to;
improve our collaboration and engagement with stakeholders, support
industry decision making, and ensure that learning is captured and
shared in the delivery of our products and other work.
7.2.5 Develop membership of RSSB to embrace GB-based railway
companies that operate beyond the network managed by Network Rail
and associate membership for companies outside the sector or country
who can contribute to the Primary Objective.
Strategic Business Plan 2014-2019
1 April 2014
17
7.3
Planning for the future
7.3.1 As part of the industry planning process for CP6 initiate the
development of a new business plan for the period 2019-2024. (The
business plan for 2019-24 should be an integral part of the Industry
Strategic Business Plan).
Strategic Business Plan 2014-2019
1 April 2014
18
8. Budget for members’ levies for year one of the Plan period
Member funding budget for 2014/15
It was agreed by directors at the July and September board meetings that the
2014/15 budget for core member funding would: a) become the baseline for the
5-year funding and b) be based on the outturn for 2013/14, together with known
or agreed changes.
The outturn forecast for 2013/14 as at October 2013 is for expenditure on
member funded activity of £19.6m which is in line with the approved budget.
The 2 variances that it was agreed in principle to make to this figure to arrive at
the proposed members’ levy budget for 2014/15 are:
1.
2.
The application of RPI-1. RPI in July 2013 was 3.1% and therefore the
adjustment is by +2.1%
The sub-committee has recommended that RSSB seek to accumulate a
small contingency fund of £1.25m over the life of the 5-year funding
settlement. This will be achieved by the addition of £250,000 to the baseline
figure for members levies (but not included in the expenditure budget)
Outturn for 2013/14
Plus RPI-1 = 2.1%
Plus contingency (£250k)
£19.60m
£20.01m
£20.26m
So the expenditure budget for 2014/15 would be based on income of £20.01m
and members fees for the base year (2014/15) would be based on £20.26m.
Further agreed adjustments, which will be dealt with bilaterally with the
companies concerned are:
i.
The proposed arrangement with Network Rail, whereby they will pay for the
RSSB work undertaken in the ERTMS project through an addition to their
membership levy. This has been agreed in principle but will not be factored
into the calculation of members’ levies. When and if agreed the adjustment
will be inserted into the schedule of levies and treated as part of the NR levy
for subsequent price adjustment.
ii.
The introduction of the new rolling stock system (R2) during 2014, whereby
members who are users or funders of the RSL and RAVERS systems
will stop paying their fees to ATOS and will instead pay (lower) sums to
RSSB. When these are introduced the relevant R2 charge will be added
to the schedule of levies for each particular member and treated as
part of the levy for subsequent price adjustment. Members who are not
bound to RSSB by licence condition will also be asked to sign an agreement
to continue paying RSSB in the event of their ceasing to be members.
Notes:
1. On 9 January 2014 the RSSB board unanimously approved by
reserved resolution the expenditure budget of £20.26m for 2014/15
2. It is now likely that the new Rolling Stock System (R2) will be
introduced during 2015/16. However this has no impact on the
members levies and expenditure budget for 2014/15.
Strategic Business Plan 2014-2019
1 April 2014
19
ANNEX A: RSSB ORGANISATION
As at Dec 2013, subject to change
RSSB Board and
Chairman
Chief Executive
Deputy Chief
Executive
Director, Business
Services







Internal and external
Communications
Financial and
management accounting
Procurement and supply
chain
Human Resources
Facilities and company
administration
Information management
technology and systems
Knowledge management
Director, National
Programmes


Facilitate co-operative
programmes for :
operations, public
behaviour, road-rail,
workforce, sustainability,
safety management and
health.
Provide industry with:
Confidential Reporting
(CIRAS)
Supplier Assurance
(RISAS)
Urgent incident sharing
(Rail Notices)
Strategic Business Plan 2014-2019
Director, Policy
Research and Risk



Manage and deliver cross
industry research
programme
Facilitate the Technical
Strategy Leadership Group
(TSLG)
Provide industry with:
Portal for Rail Knowledge
(SPARK)
Safety data recording
(SMIS)
Safety risk models (SRM/
PIM)
Data analysis and safety
performance reporting
(ASPR etc)
Risk assessment expertise
Guidance and support on
legislation and EU
1 April 2014


Strategic review
RDDS
Director, Standards &
Technical Services




Manage industry interface
standards, incl Rule Book
Facilitate industry
stakeholder groups,
including SICs
Support cross-industry
technology projects –
ERTMS and GSM-R.
Provide industry with:
Engineering, operations,
HF expertise and guidance
Support on developing EU
standards, incl TSIs
Director of Enabling
Innovation Team

Manage and deliver cross
industry innovation
programme
20
21
ANNEX B: MEMBERS AND STAKEHOLDERS
ANNEX A: RSSB ORGANISATION
Members
RSSB
has2013,
6 categories
As at Dec
subject of
to member,
change all of whom are signatories to the
Constitution Agreement:






Passenger
operators
RSSB Boardtrain
and
FreightChairman
train operators
Infrastructure managers
Rolling stock leasing companies
Chief Executive
Infrastructure
contractors
Suppliers
Deputy Chief
Executive


Strategic review
RDDS
All categories of member are entitled to participate in company governance
arrangements, to nominate directors to the board and to nominate
representatives to all cross-industry governance groups facilitated by RSSB.
The
direction
company
decisions
are taken
by
the of Enabling
Director,
Business of the Director,
Nationaland material
Director,priority
Policy
Director, Standards
&
Director
Services
Programmes
Research and Risk
Technical Services
Innovation Team
board. The commissioning of products and services to support RSSB’s
 ManageIn
industry interface
 Manage
and deliver cross
 Internal and external
 Manage and deliver cross
functions
is done by
RSSB-facilitated
stakeholder
groups.
that way all
 Facilitate
co-operative
standards, incl Rule Book
industry research
Communications
industry innovation
programmes for :
programme

Facilitate
industry
programme

Financial
and
operations,
publicthose bodies are effectively ‘industry decisions’.
decisions
that are taken
by
stakeholder groups,
 Facilitate the Technical
management accounting
behaviour, road-rail,
including
SICs
Strategy
Leadership
Group
sustainability,
 Procurement and supply
Members’
fees fund workforce,
the bulk
of RSSB’s
non-research and
innovation activity.
(TSLG)
Support cross-industry
safety management and
chain


Human Resources
Facilities and company
administration
Information management
technology and systems
Knowledge management
Stakeholders



health.
Provide industry with:
Confidential Reporting
(CIRAS)
Supplier Assurance
(RISAS)
Urgent incident sharing
(Rail Notices)

Provide industry with:
Portal for Rail Knowledge
(SPARK)
Safety data recording
(SMIS)
Safety risk models (SRM/
PIM)
Data analysis and safety
performance reporting
(ASPR etc)
Risk assessment expertise
Guidance and support on
legislation and EU

technology projects –
ERTMS and GSM-R.
Provide industry with:
Engineering, operations,
HF expertise and guidance
Support on developing EU
standards, incl TSIs
Rail Delivery Group
The RDG provides leadership in areas of strategic planning and the delivery of
cost reduction, capacity and performance targets. RSSB interacts with the
RDG through its board, regular executive meetings and by providing research
services to the group and its various sub-groups. RSSB has seconded a
senior manager to RDG to provide full time support to the Technology and
Operations sub-group. In all its activities RSSB takes account of relevant
RDG strategies.
Department for Transport / Secretary of State for Transport
The DfT has a strategic and funding role with respect to RSSB, and appoints a
senior official to participate on the RSSB board as an observer. DfT is also
entitled to send observers to participate in all cross industry governance
groups facilitated by RSSB. Transport Scotland has interests in many RSSB
activities such as standard setting, safety and technical strategy and is invited
to participate in relevant cross-industry groups.
Office of Rail Regulation
The ORR oversees the funding arrangements for the infrastructure manager,
licence compliance by the holders of railway licences (including the
requirement to be a member of RSSB) and regulates the health and safety
performance of the industry. It also has the power to approve changes to the
RSSB Constitution and the Standards Code. As such it is a key stakeholder
and participates in the RSSB board and relevant governance groups in the
same way as the DfT.
Strategic Business Plan 2014-2019
1 April 2014
22
21
Rail Accident
InvestigationAND
Branch
ANNEX
B: MEMBERS
STAKEHOLDERS
The RAIB investigates accidents and near misses on the UK rail network. Its
investigations
often include requests for relevant historic data and technical
Members
opinion. Its draft and final reports may include recommendations relating to
RSSB functions
– such as
research,all
standards
safety.
has 6 categories
of member,
of whomor
are
signatories to the
Constitution Agreement:
Association of Train Operating Companies
ATOC
facilitates atrain
number
of services for its members (the TOCs), most of
 Passenger
operators
whom
alsotrain
RSSB
members. This facilitation includes coordinating input to
 are
Freight
operators
RSSB
activities
consultations
 Infrastructure managersand nominations onto RSSB governance groups.
In many
casesstock
this involves
representing the TOC community and RSSB
 Rolling
leasing companies
recognises and values this coordination.
 Infrastructure contractors
 Suppliers
Railway Industry Association
RIA facilitates a number of services for its members (the Suppliers) including
All categories of member are entitled to participate in company governance
coordinating input to RSSB activities consultations and nominations onto
arrangements, to nominate directors to the board and to nominate
RSSB governance groups. In many cases this involves representing the
representatives to all cross-industry governance groups facilitated by RSSB.
supplier community and RSSB recognises and values this coordination.
The direction of the company and material priority decisions are taken by the
board. The commissioning of products and services to support RSSB’s
London Underground, Transport for London, Crossrail, High Speed One,
functions is done by RSSB-facilitated stakeholder groups. In that way all
High Speed Two
decisions that are taken by those bodies are effectively ‘industry decisions’.
Although not members, all of these stakeholders have significant infrastructure
Members’ fees fund the bulk of RSSB’s non-research and innovation activity.
and operations activities in GB railways. As such they participate in many
RSSB facilitated cross industry activities such as the UK coordination of the
Stakeholders
development of Technical Specification for Interoperability (TSIs) and the
Technical Strategy Leadership Group. During the Plan period it is an RSSB
Rail Delivery Group
objective to welcome other operators and infrastructure managers into RSSB
The RDG provides leadership in areas of strategic planning and the delivery of
membership
cost reduction, capacity and performance targets. RSSB interacts with the
RDG
through
its board,
regular executive meetings and by providing research
British
Transport
Police
services
to the
group
and its various
RSSB has seconded a
Community
safety
co-operation,
datasub-groups.
sharing and exchange.
senior manager to RDG to provide full time support to the Technology and
Operations
sub-group.
In all
activities
RSSB takes account of relevant
National Skills
Academy
foritsRailway
Engineering
RDG
strategies.
Joint interest in developing rail industry competency with RSSB developing
standards, guidance and training modules and NSARE developing
Department
Transport
/ Secretary
of State for Transport
accreditation for
schemes
and skills
forecasting.
The DfT has a strategic and funding role with respect to RSSB, and appoints a
senior
official
to participate
European
Railway
Agencyon the RSSB board as an observer. DfT is also
entitled
to
send
observers
to participate
in all cross
governance
RSSB represents its members
(where requested
to industry
do so) and
occasionally
groups
facilitated
by RSSB.
Scotland
has interests
in many
stakeholders,
at various
ERATransport
working groups
operating
in the domain
of RSSB
activities
such
as
standard
setting,
safety
and
technical
strategy
and
is
interoperability and safety including development of TSIs, and provides invited
(via the
to
participate
in relevant
groups.
ORR)
GB safety
data forcross-industry
ERA analysis and
publication.
Office
of Rail Union
Regulation
International
of Railways
The
ORR
oversees
the funding
arrangements
for the
manager,
Multi-layered cooperation
in research,
safety data
andinfrastructure
particular railway
topics
licence
compliance
by
the
holders
of
railway
licences
(including
the
where there is an international dimension. There is a memorandum of
requirement
to with
be athe
member
of the
RSSB)
and regulates
the
and safety
understanding
UIC for
provision
of SPARK
ashealth
a resource
for the
performance
of
the
industry.
It
also
has
the
power
to
approve
changes
to the
UIC’s International Rail Research Board.
RSSB Constitution and the Standards Code. As such it is a key stakeholder
and
participates
in the RSSB board and relevant governance groups in the
British
Universities
same
way as the
Rail Research
UKDfT.
Association (RRUKA) is hosted by RSSB; RSSB also has
relationships with many universities for research and Huddersfield for a
strategic partnership.
Strategic Business Plan 2014-2019
1 April 2014
22
23
Rail
Accident
Investigation
Branch capabilities
Suppliers
of research
and innovation
The
RAIB
investigates
accidents
and near
misses
on the
UKvaried
rail network.
Itsof
RSSB
spends
several million
pounds
a year
with many
and
suppliers
investigations
oftencapability.
include requests for relevant historic data and technical
technical research
opinion. Its draft and final reports may include recommendations relating to
RSSB
functions
– such as Systems
research, (IBM,
standards
or safety.
Suppliers
of Information
ATOS,
Interfleet)
Suppliers of industry information management systems such as SMIS, R2 and
Association
of Train
Operating
Companies
NIR Online. These
include
companies
such as IBM, ATOS and Interfleet.
ATOC facilitates a number of services for its members (the TOCs), most of
whom
are also
RSSB members.
Technology
Strategy
Board This facilitation includes coordinating input to
RSSB
activities
consultations
and nominations
MOU and
joint funding
of innovation
projects. onto RSSB governance groups.
In many cases this involves representing the TOC community and RSSB
recognises
and
values
this coordination.
Engineering
and
Physical
Sciences Research Council
MOU and joint funding of University research activity.
Railway Industry Association
RIA
TRLfacilitates a number of services for its members (the Suppliers) including
coordinating
to RSSBinactivities
consultations
and nominations
onto
MOU for jointinput
participation
overseas
research projects
and joint academy
RSSB
governance
groups.
In manyofcases
this involves
representing
approach
to promote
development
staff capabilities
and
owned IPR.the
supplier community and RSSB recognises and values this coordination.
Overseas research bodies
London
Underground,
for London,
Speed One,
RSSB has
MemorandumTransport
of Understandings
and Crossrail,
cooperationHigh
arrangements
High
with aSpeed
numberTwo
of overseas research bodies, including the Rail Technical
Although
members,
all ofthe
these
stakeholders
have significant
Researchnot
Institute
(Japan),
Cooperative
Research
Council forinfrastructure
Rail
and
operations
activities
GB railways.
As Administration
such they participate
many
Innovation
(Australia),
theinFederal
Railroad
(USA) in
and
RSSB
facilitated
cross Centre
industryInc
activities
as the
UK coordination
of the
Transport
Technology
(USA) tosuch
share,
co-operate
and collaborate
development
of Technical
Specification
for Interoperability
and the
on research projects
and knowledge
exchange.
RSSB also(TSIs)
has relationships
Technical
Leadership
Group.
During
the Plan period it is an RSSB
with IRRB Strategy
and the World
Congress
of Rail
Research.
objective to welcome other operators and infrastructure managers into RSSB
membership
The Samaritans
Community safety co-operation, data sharing and exchange.
British Transport Police
Community
safety Unions
co-operation, data sharing and exchange.
Railways Trades
RMT, ASLEF, UNITE, TSSA
National
Academy
for Railway
Engineering
ParticipateSkills
in many
cross industry
activities
facilitated by RSSB.
Joint interest in developing rail industry competency with RSSB developing
standards,
Passengerguidance
Focus and training modules and NSARE developing
accreditation
and skills forecasting.
Participate in schemes
many cross-industry
activities facilitated by RSSB.
European
Railway Agency
UKAS
RSSB represents
its members
(where
requested
to doofso)
occasionally
supplies technical
services
to UKAS
in support
itsand
accreditation
of
stakeholders,
at various
working groups operating in the domain of
bodies in various
railwayERA
disciplines.
interoperability and safety including development of TSIs, and provides (via the
ORR)
BSI GB safety data for ERA analysis and publication.
RSSB provides technical support in conjunction with BSI (the UK
International
Railways
standardisationUnion
body)ofwith
respect to the development of Euronorms.
Multi-layered cooperation in research, safety data and particular railway topics
where there is an international dimension. There is a memorandum of
understanding with the UIC for the provision of SPARK as a resource for the
UIC’s International Rail Research Board.
British Universities
Rail Research UK Association (RRUKA) is hosted by RSSB; RSSB also has
relationships with many universities for research and Huddersfield for a
strategic partnership.
Strategic Business Plan 2014-2019
1 April 2014
23
24
Suppliers of research and innovation capabilities
RSSB spends several million pounds a year with many and varied suppliers of
technical research
capability.
ANNEX
C: Some
activities started during the 2009/14 Plan and
their
relationship
withSystems
industry
or company
objectives
Suppliers
of Information
(IBM,
ATOS, Interfleet)
Suppliers of industry information management systems such as SMIS, R2 and
NIR Online. These include companies such as IBM, ATOS and Interfleet.
C1
Objective addressed:
Industry Efficiency (ISBP)
Technology Strategy Board
MOU and
joint funding of innovation projects.
C.1.1
RISQS
As part of the project to improve the efficiency and effectiveness of
Engineering
PhysicalinSciences
Research
Council
supplierand
assurance
GB rail, the
Rail Industry
Supplier Qualification
MOU and joint funding of University research activity.
Scheme (RISQS) has been established within RSSB to govern and
TRL develop the long standing Link-up scheme.
MOU for joint participation in overseas research projects and joint academy
C.1.2
R2 to
(Replacement
for legacy
rolling stock
systems)
approach
promote development
ofnational
staff capabilities
and owned
IPR.
After many years of members individually contracting with a single
Overseas
research
bodies
contractor
for the
delivery of 2 legacy rolling stock systems (one of
RSSB which
has Memorandum
of they
Understandings
and cooperation
arrangements
is mandatory),
decided through
the RSSB board
to work
with a number of overseas research bodies, including the Rail Technical
together and for the company to procure a web based upgrade to this
Research Institute (Japan), the Cooperative Research Council for Rail
system.
It will be
delivered
the early
years of the new
Plan
Innovation
(Australia),
the
Federal in
Railroad
Administration
(USA)
andby RSSB
contracting
with Centre
the supplier
on behalf
of theco-operate
industry. and collaborate
Transport
Technology
Inc (USA)
to share,
on research projects and knowledge exchange. RSSB also has relationships
with IRRB
and the World
Congress of Rail Research.
C2
Objectives
addressed:
Transforming the Network (ISBP)
The Samaritans
Efficiency (ISBP)
Community safety co-operation, data sharing and exchange.
C.2.1
Enabling
Railways
TradesInnovation
Unions Team
StartingUNITE,
in October
2012 RSSB secured the employment of a dedicated
RMT, ASLEF,
TSSA
Participate
inworking
many cross
industry
activities
facilitated
by RSSB.
team,
to the
Technical
Strategy
Leadership
Group, to support
the industry in increasing the rate of innovation – the Enabling
Passenger
FocusTeam. This activity will deliver significant interventions to
Innovation
Participate in many cross-industry activities facilitated by RSSB.
support RSSB members, other railways in Great Britain (current and
UKAS planned) and the railway supply community in overcoming the barriers
innovation.
It willservices
also promote
economic
efficiency
and export of
RSSB to
supplies
technical
to UKAS
in support
of its accreditation
bodies opportunities.
in various railway disciplines.
BSI
C.2.2 Strategic partnership with Technology Strategy Board (TSB)
RSSB In
provides
support in
conjunction
with BSI
(the UK
supporttechnical
of the Technical
Strategy
Leadership
Group,
RSSB has
standardisation body) with respect to the development of Euronorms.
entered into a strategic partnership with the TSB. This will provide cofunded access to a wide and diverse supply chain, including some of the
UK’s most innovative small and medium sized enterprises, and a way of
meeting industry’s needs for new technology, tools and processes
through co-funding of development activities.
C3
Objective addressed:
Strategic Business Plan 2014-2019
Industry Safety (ISBP)
1 April 2014
25
24
C3
Objective addressed:
Strategic Business Plan 2014-2019
Industry Safety (ISBP)
1 April 2014
25
C.3.1
Board
Strategic
Risk Agenda
and during
Industrythe
Safety
Meetings
ANNEX
C: Some
activities
started
2009/14
Plan and
The RSSB board
hasindustry
establishedora company
strategic safety
agenda, and
their relationship
with
objectives
C1
C.1.1
C.3.2
C.1.2
C.3.3
C2
C.2.1
considers all safety risk over an annual cycle of papers, all of which are
published. Every 6 months the RSSB board brings together the industry
leaders
to consider
and debate
significant
aspects
Objective
addressed:
Industry
Efficiency
(ISBP) of the industry’s
safety risk profile and to consider whether there are any further steps
RISQS
that
members or RSSB could take. In the future one of these meetings
As
part
of the
projectoftothe
improve
the efficiency
will be run
on behalf
Rail Delivery
Group.and effectiveness of
supplier assurance in GB rail, the Rail Industry Supplier Qualification
Scheme (RISQS) has been established within RSSB to govern and
Workforce Health and Wellbeing project
develop the long standing Link-up scheme.
RSSB supports its members in the management of a healthy and
motivated workforce that is able and willing to deliver increasing
R2 (Replacement for legacy national rolling stock systems)
improvements to GB’s railway. The Workforce Health project has been
After many years of members individually contracting with a single
established to help our members and their supply chains secure a better
contractor for the delivery of 2 legacy rolling stock systems (one of
understanding of their and industry-wide health risk, respond to the
which is mandatory), they decided through the RSSB board to work
ORR strategy in this respect, and to develop and implement plans to
together and for the company to procure a web based upgrade to this
improve wellbeing and its management.
system. It will be delivered in the early years of the new Plan by RSSB
contracting with the supplier on behalf of the industry.
Road driving risk project
Driving at work is the largest cause of worker death and injury in the
Objectives addressed:
country. The railway makes extensive use of road vehicles to support
Transforming the Network (ISBP)
the maintenance
and operation of the network and this project has been
Efficiency
(ISBP)
established to help members and their supply chains better understand
and
improve
their control
of this risk.
Enabling
Innovation
Team
Starting in October 2012 RSSB secured the employment of a dedicated
C.3.4 Modernisation
Safety
Co-operation
team, working toofthe
Technical
Strategy Leadership Group, to support
Several
years
after
the
implementation
of The Railways
and Other
the industry in increasing the rate of innovation
– the Enabling
Guided
Transport
Regulations
(ROGS),
RSSB
led a project
Innovation
Team. Systems
This activity
will deliver
significant
interventions
to to
modernise
safety
cooperation
between
the
infrastructure
support RSSB
members,
otherarrangements
railways in Great
Britain
(current
and
manager,
railway
undertakings
and
other
key
stakeholders
at
system,
planned) and the railway supply community in overcoming the barriers
national
operator
and
geographic
route level.efficiency
New arrangements
to innovation.
It will
also
promote economic
and export are
currently
being implemented that aim to deliver: a better focus on
opportunities.
system safety risk, smarter cooperation through a clear and transparent
of arrangements
and
a reduction
in theStrategy
number of
meetings.
C.2.2 set
Strategic
partnership
with
Technology
Board
(TSB)This
has
also resulted
in a significant
consolidation
senior RSSB
cross-industry
In support
of the Technical
Strategy
LeadershipofGroup,
has
groups
reporting
to
the
board
under
the
System
Safety
Risk
Group.
entered into a strategic partnership with the TSB. This will provide co-
funded access to a wide and diverse supply chain, including some of the
C.3.5 Operational
support small and medium sized enterprises, and a way of
UK’s most innovative
After
20 years
of members
employing
contractor
to provide
meeting
industry’s
needs forcollectively
new technology,
toolsa and
processes
elements
of operational
safety support,
RSSB took over delivery of this
through co-funding
of development
activities.
role in 2012. The company now organises the annual learning
conference, publishes Right Track and continues to provide the Opsweb
resource centre.
C3
Objective addressed:
Industry Safety (ISBP)
Strategic Business Plan 2014-2019
1 April 2014
25
Strategic Business Plan 2014-2019
1 April 2014
26
C.3.1 Board
Strategic
Risk Agenda and Industry Safety Meetings
C4
Objectives
addressed:
Efficiency
(ISBP),
The RSSB
board has established
Transforming the Network (ISBP)
a strategic safety agenda, and
considers all safety risk over an annual cycle of papers, all of which are
published. Every 6 months the RSSB board brings together the industry
C.4.1 Rail
Research
UK Association
(RRUKA)aspects of the industry’s
leaders
to consider
and debate significant
RSSB risk
led the
creation
the Rail whether
Researchthere
UK Association
in 2011,
safety
profile
and toofconsider
are any further
stepsin
partnership
with
Rail take.
and aIndozen
or soone
universities.
It is a
that
members
or Network
RSSB could
the future
of these meetings
conscious
between
and academia,
bringing together
will
be run bridge
on behalf
of the industry
Rail Delivery
Group.
potential providers of ideas and research with the owners of industry
challenges and research funding. It now has 40 members and will be
C.3.2 Workforce Health and Wellbeing project
developed further during the period of the Plan to enhance the
RSSB supports its members in the management of a healthy and
relationships between industry and the academic world, including
motivated workforce that is able and willing to deliver increasing
encouraging graduate and post-graduate entry into the industry.
improvements to GB’s railway. The Workforce Health project has been
established to help our members and their supply chains secure a better
C.5 Objectives
understandingaddressed:
of their and industry-wide health risk, respond to the
Safety (ISBP),
ORR strategy in this respect, and to develop and implement plans to
Transforming the Network (ISBP),
improve (ISBP),
wellbeing and its management.
Efficiency
Develop RSSB capabilities in ‘shall’ functions (RSSB)
C.3.3 Road driving risk project
Driving at work
is the largest
cause
of workerofdeath
and injury in the
C.5.1 Strategic
partnership
with the
University
Huddersfield
country.
railway
makes
extensive
use aofjointly-funded
road vehicles5toyear
support
In
MarchThe
2013
the RSSB
board
approved
the maintenance
andwith
operation
of the network
and this project
has been
strategic
partnership
the University
of Huddersfield
to promote
establishedmodelling
to help members
supply chains
better
simulation
in safetyand
andtheir
engineering
risk. This
willunderstand
lead to the
and improve
of this risk.
creation
of a their
‘chair’control
and significant
senior research and PhD activity in
support of the development of the Safety Risk Model, the modelling of
C.3.4 engineering
Modernisation
Safety
risk,ofand
otherCo-operation
applications.
Several years after the implementation of The Railways and Other
Guided Transport
Systems Regulations (ROGS), RSSB led a project to
C.6 Objectives
addressed:
moderniseCompany
safety cooperation
arrangements between the infrastructure
Developing
capabilities (ISBP)
Efficiency
(ISBP)
manager, railway undertakings and other key stakeholders at system,
national
operator
and geographic route level. New arrangements are
C.6.1 TRL
Strategic
Partnership
currently being
implemented
that aim to
deliver:the
a better
focus
Transferring
know-how
and expertise
between
road and
railonsectors
system
safetyour
risk,
smarter cooperation
through abases
clear and
transparent
and
applying
combined
skills and knowledge
to common
set of arrangements
reduction
in bidding
the number
of meetings.
This
transport
challenges.and
TRLa will
lead the
to participate
in varied
has also resulted
in a work
significant
of senior cross-industry
research
consultancy
usingconsolidation
RSSB as a partner.
groups reporting to the board under the System Safety Risk Group.
C.6.2 NR Consulting MOU
C.3.5 Operational support
Enabling Network Rail Consulting Ltd, to offer core RSSB capabilities
After 20 years of members collectively employing a contractor to provide
into the large international consulting market as part of its overall
elements of operational safety support, RSSB took over delivery of this
offering (RSSB IPR continues to be the joint property of its members).
role in 2012. The company now organises the annual learning
conference, publishes Right Track and continues to provide the Opsweb
resource centre.
Strategic Business Plan 2014-2019
1 April 2014
27
26
Rail Safety and Standards Board Limited Registered Office: Block 2 Angel Square 1 Torrens Street London EC1V 1NY Registered in England No. 04655675