AGENDA ITEM: A2
MEETING:
RSSB Board Meeting
DATE:
08 May 2014
SUBJECT:
Forward Agenda
SPONSOR:
Chris Fenton
AUTHORS:
Executive/Chris Fenton
1.
Purpose of the paper
1.1
To promote discussion of the key topics that should be addressed by the
board in 2014/15 and set in the context of appropriate board governance.
1.2
To review the ISM outputs and agree suitable next steps.
2.
Background
2.1
In prior years the board has identified specific risks and safety topics that it
wishes to consider in the year. In establishing the System Safety Risk Group
(SSRG) many of the safety related topics will be addressed in this expert
forum and reported to the board. This does not inhibit the board from
addressing specific topics where it feels the board can add value to the
industry or wants additional reassurance on governance. Equally a forward
agenda will leave space to react to emerging issues and events.
2.2
Additionally, the newly approved Strategic Business Plan covers a wide range
of activities that RSSB “shall” (e.g. standards, research) and “may” (e.g.
CIRAS) undertake. The independent and cross-industry representation on the
RSSB board provides a strong senior-level forum to provide both guidance
and governance of RSSB activities.
2.3
The topics raised by the Industry Safety Meeting (ISM) meeting are also
highlighted. The Strategic Business Plan and Company Objectives (Paper A5)
both provide context.
3.
Proposal
The proposed forward agenda has three main components:
A. Key topics:
1. Proposed by the executive
2. Raised at the ISM
B. Updates and Stewardship Reports
C. Governance
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AGENDA ITEM: A2
A1)
Key/strategic topics proposed by the executive
A1.1 Implications of Europe for rail
Rules made in Brussels for access to infrastructure, licensing, safety,
interface standards, information systems and state aids all have a direct
impact on what GB Rail can do, and increasingly cannot do. Additionally
around £500m research and development in rail is funded by the EU.
Understanding, communicating and evaluating the different EU developments
across the industry is highly beneficial to industry players, government and
regulator.
A1.2 Supplier assurance strategic options
The modern railway shares a large and common supplier base meaning that it
is economically efficient to collaborate over the provision of supplier
assurance. RSSB is the provider of 2 schemes (RISQS and RISAS) and is
now developing in conjunction with the schemes and other stakeholders a
strategy to meet long term industry needs.
A1.3 Strategy for standards
Standards are increasingly determined by the Interoperability legislation, but it
will take several decades before issues of compatibility with existing assets
can be managed without those standards.
RSSB owns the GB interface standards on behalf of industry, runs the
process for changing them, and also provides support and input to the EU
standards drafting processes. A board sub-committee – the ISCC overseas all
of this activity.
Raising awareness of how standards can help, shaping them to do so, and
aligning the EU, GB and company standards processes to work with each
other are all current challenges.
A1.4 Future risk model developments to inform decisions
Development of the next generation of risk models linked to industry
geographical and asset condition databases to enhance risk based decision
making and ensure targeted and cost effective risk control for the industry.
The outputs should be provided, where possible, by automated data analysis
and through the provision of a single information management system (one
version of the truth) for the industry.
A1.5 Management of innovation
Having made the case for more innovation, the industry and HMG have asked
RSSB to set up and run an innovation capability to invest in support for the
industry with three goals
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


AGENDA ITEM: A2
To increase the rate of innovation in the rail sector to enhance its
performance
To develop a broader supply chain, supporting SMEs to improve the
performance of the economy (GDP)
To promote exports – further supporting GDP growth
Significant funding has been made available through grant and other means
(RAB etc.). The formation of the Rail Supply Group is welcome but adds to a
complex governance environment for innovation management. The briefing in
Paper A1 provides a backdrop.
A1.6 Definition of system safety
The national railway system requires all the constituent parts to manage their
own risks and legally cooperate with all other players to maintain and improve
safe operation of the system. SSRG has been established to facilitate this
process and has identified the need to help industry understand what is meant
by system safety, define its scope and clarify roles and
responsibilities. Before completion of this guidance there is a need to engage
the board and obtain senior leadership support for the key principles.
A1.7
Platform Train Interface (PTI)
The Platform Train Interface has already been identified by the Board as an
emerging area of risk and has established the PTI Strategy Group. An update
on progress is provided in Paper A4 with definition of the strategy planned
later in the year. The scope and how low probability high impact events
related to capacity and crowding may also topics of interest.
A1.8
RSSB technical capability – today and tomorrow
Technical expertise underpins RSSB’s capability to support the industry.
Identification of key subject matters and the current and projected resources
in these areas is essential. Horizon scanning for emerging expertise
requirements is also important. Developing a career path framework that
supports development of these resources and is aligned with the industry
requirements ensures RSSB maintains and enhances its technical excellence.
Alongside these are professional skills that support an effective and efficient
organisation.
A1.9 Impact and opportunities of RSSB membership for other GB/UK railways
High Speed Two (HS2) and Crossrail are in the process of becoming
members. DfT and ORR both have a scope of operation that is for the whole
of the UK, with respect to safety and standards, but RSSB’s scope is
generally constrained to the Network Rail managed infrastructure.
A
significant simplification for all concerned could be facilitated by one entity
undertaking the roles that RSSB does for Network Rail infrastructure on
behalf of all railway companies in the UK.
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AGENDA ITEM: A2
A1.10 Commercial strategy
There is significant take up of RSSB products from the web site from nonmembers both in the UK and overseas, including some outside the railway
sector (Qantas for example). Given the potential demand for RSSB products
(and services) a more commercial approach to their use could generate
revenue – albeit with investment to support it.
This would require a rethink on the approach to data and information, possibly
the taxation status of RSSB (as a mutual) and could potentially support an
expansion of RSSB to fund more activity in support of the GB rail industry.
Conversely it would involve taking risk with members’ funds, might potentially
compete with members and would take time to pay back. A commercial
strategy should propose what we should and should not undertake.
A2)
Industry Safety Meeting (ISM)
The ISM was held on the 17 April 2014 at the RSSB offices in London. 40
delegates attended the event from a wide range of stakeholder organisations.
Mark Carne, Chief Executive of Network Rail chaired the meeting and made
the following points:



The best run businesses have the best safety performance.
There are many parallels between rail and oil/gas.
Workforce safety is a particular concern.
Delegates were asked to consider the following three topics:
Session one:
Session two:
Session three:
Review of the latest Safety Risk Model and Precursor
Indicator Model (PIM) followed by plans to further develop
the PIM
Review of the RSSB board CP5 Risk Register
The challenge of fatigue
Annex A contains a table summarising proposed actions and themes
generated from the ISM discussions along with suggested leads to take them
forward.
The board are invited to review the ISM outputs and agree suitable next
steps.
B)
Updates/Stewardship Reports
The identification of key topics above does not and should not detract from
the regular updates and stewardship reports for the activities which the Board
oversees. These include:

Sustainability
Health and well being
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AGENDA ITEM: A2




C)
CIRAS
RISAS/RISQS
Industry Standards Coordination Committee
System Interface Committees
Governance
It is proposed that board agendas are structured as follows:
Section A: Key topics – for discussion and guidance as set out in section A.
Section B: Other topics and approvals including the CEO report and other
papers where it is necessary for approval.
Section C: For noting/other approvals:


Reports for update or noting
Includes stewardship reports from key sub-groups
Section D: Governance including process (eg minutes, decision log, subcommittee reports).
Typically Section A should cover two-thirds of the meeting time.
Annex B sets out the forward agenda for board papers and the anticipated
phasing.
The forward agenda is flexible and will respond to changes in priority and
events, but guidance now supports efficient planning of activities.
4.
Recommendations
4.1
The board is asked to:


DISCUSS the strategic topics, confirming and proposing priorities and
identifying key gaps and to CONFIRM the governance structure meets the
requirements for directors to assure risk is identified and managed.
REVIEW the ISM outputs and AGREE suitable next steps.
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AGENDA ITEM: A2
Annex A: Industry Safety Meeting (17 April 2014) Summary points for RSSB Board Paper
The main actions / themes / observations generated from the discussions are summarised in the table below with suggestions of who
might be best placed to take them forward.
Actions / themes / observations
Safety
Risk
Observation:
Going forward, risk data should be presented from CP4 onwards (end of
ski-slope)
Business
Risk
Lead
Commentary
RSSB
Day job action
RSSB Board
Action to be discharged by
SSRG but will require
TOC, FOC and ROSCO
support
Action:
Using ‘deep dive’ output address non-Network Rail components of the
PIM (excluding PTI)
RSSB Board
Action to be discharged by
SSRG but will require
TOC, FOC and ROSCO
support
Action:
Understand and manage PTI risk (including ‘deep dive’ and PIM)
RSSB Board
Action to be discharged by
PTI Strategy Group
Action:
Identify other components of system risk that would benefit from a ‘deep
dive’ review and use outputs to support PIM development
Theme:
Specifying resilience and control regime / climate change

NTF
Theme:
Railway workforce of the future (people)
RDG / RSG
RDG people workstream
Theme:
Passenger growth
RDG and
RSSB Board
Model forecast growth
patterns and develop
predicted risks
Theme:
Ageing infrastructure / asset management
RSSB Board
SSRG to develop problem
statement
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AGENDA ITEM: A2
RDG
Meeting to be arranged
with Mark Carne to scope
out
RDG and RSG
Meeting to be arranged
with Mark Carne to scope
out
RDG
RDG people workstream
Theme:
Cyber security
NR
Paper to May 2014 RSSB
Board
Theme:
Collaboration
RSSB Board /
RDG / RSG
Should underpin all
workstreams and activities
Theme:
Fatigue
RSSB Board
SSRG to develop problem
statement and proposed
response
Theme:
Workforce risk and the 24/7 railway
Theme:
Adoption of new technology
Theme:
Promoting the image of rail including support communications
Notes:
1) Ian Prosser comments about use of RM3 / possible SSRG and ISM agenda topic.
2) Need to predict effects of safety performance developments in CP5.
3) TPE good practice in changing passenger journey patterns.
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AGENDA ITEM: A2
Annex B: RSSB Board Meeting Forward Planner
08 May 2014
03 July 2014
04 Sept 2014
06 Nov 2014
08 Jan 2015
05 March 2015
CEO Report
Statutory Accounts
and Auditors
Report
CEO Report
CEO Report
CEO Report
CEO Report
Key Topics
Forward Agenda
SSRG Stewardship
and Approach
Company
Objectives
TSLG/Innovation
PTI Strategy
Update
Governance
For noting/other
approval
Other topics and
approvals
CEO Report
Cyber Security
RISQS:
Appointment of
Scheme Manager
Annual Report from
System Interface
System
Committees
Sustainability
RISAS
Stewardship
Report
Draft board
meeting minutes
approval
Draft board
meeting minutes
approval
Draft board
meeting minutes
approval
Draft board
meeting minutes
approval
Draft board
meeting minutes
approval
Matters arising
Matters arising
Matters arising
Matters arising
Matters arising
Health and
CIRAS Governance wellbeing
Annual report from
ISCC
R&D Budget
Authorisation
Draft board
meeting minutes
approval
Draft Rem Comm
and Audit Comm
minutes approval
Matters arising
Rem Comm update
8/5/14
Budget Allocation
2015/16
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