Rail Industry Safety and Standards Board (RISSB)
FY 2014-15 Business Plan
June 2014
Table of Contents
1
THE PLAN ................................................................................................................................................................................................................................. 3
2
THE RISSB ................................................................................................................................................................................................................................ 3
3
2.1
Achievements.................................................................................................................................................................................................................... 3
2.2
Resourcing ........................................................................................................................................................................................................................ 4
2.3
Governance ....................................................................................................................................................................................................................... 4
2.4
Staffing and Structure ...................................................................................................................................................................................................... 5
RISSB PRODUCTS .................................................................................................................................................................................................................. 5
3.1
Product Development Process ....................................................................................................................................................................................... 6
3.2
Product Identification Process ....................................................................................................................................................................................... 8
4
RELATIONSHIPS WITH AFFILIATED AND INTERNATIONAL ORGANISATIONS .................................................................................................... 8
5
MARKETING ............................................................................................................................................................................................................................. 9
6
ATTACHMENTS ....................................................................................................................................................................................................................... 9
Attachment 1 - Objectives, Tactics and KPIs .......................................................................................................................................................................... 10
Attachment 2 - RISSB Outputs FY14-15 to FY 16-17............................................................................................................................................................ 16
Attachment 3 - RISSB Achievements ....................................................................................................................................................................................... 19
Attachment 4 - RISSB Budget FY 2014-15……………………………………………………………………………………………………………………21
Attachment 5 – Management Arrangements ........................................................................................................................................................................... 22
Attachment 6 - RISSB’s Affiliated Organisations .................................................................................................................................................................... 23
Attachment 7 – Marketing Summary ........................................................................................................................................................................................ 25
Page 2 of 25
1
The Plan
The RISSB FY14-15 Business Plan is based on the RISSB Strategic Plan which can be found on the RISSB website at
HTTP://WWW.RISSB.COM.AU/SITE/ .
The Strategic Plan articulates six strategic Objectives for the RISSB namely:

Develop, publish and manage the Australian Rail Industry’s Standards, Codes of Practice, Rules and Guidance
Material (the ACOP).

Ensure RISSB has sustainable funding to deliver on its role as Australia’s Rail Industry Standards Organisation.

Establish and operate the Safety Information System for Australasian Rail (SISAR).

Promote RISSB and Rail Industry adoption of the RISSB ACOP to enhance industry competitiveness, productivity,
interoperability and harmonisation.

Enhance the safety and sustainability of the rail operating environment by participating in and contributing to
programs of national scope and significance
The Strategic plan also identifies a number of Tactics to satisfy each of the objectives above. These are listed in
attachment 1 along with the Key Performance Indicators that will be the measure for RISSB in satisfying these Tactics.
Attachment 2 identifies those products which will be delivered by the RISSB in FY14-15 as well as providing an
indicative list of projects to be delivered during the following two years. This Business Plan is a living document and will
be updated every 12 months and published after Board approval.
2
The RISSB
2.1
Achievements
RISSB is a Corporations Law Company limited by guarantee and does not have share capital. It is fully owned by the
Australasian Railway Association (ARA) but operates independently of the ARA. It has been in operation since mid2004.
RISSB’s Objectives are detailed in its Constitution but in summary RISSB is primarily set up to “develop, own, amend
and manage a suite of documents, ‘the Australian Code of Practice (ACOP)’ including codes, standards, rules,
Page 3 of 25
guidelines and other documents necessary and desirable to promote railway industry standardisation in Australia”.
Attachment 3 contains a list of products produced by RISSB in its short life.
2.2
Resourcing
RISSB’s Strategic Plan discusses RISSB finances. The Budget for Financial Year 2014-2015 is $3 million for the
development of standards, rules, codes of practice and guidelines (the ACOP) as well as salaries and office expenses.
An additional amount of $422K is provided by stakeholders to cover costs associated with activities which are not
related to the ACOP.
Attachment 4 highlights costs associated with RISSB activities in FY14-15.
2.3 Governance
The Company structure and governance arrangements are identified in RISSB’s Strategic Plan.
In essence, the RISSB Board approves and monitors all activities undertaken by the RISSB. The RISSB Board
convenes at least four times each calendar year. In addition to their normal Board duties, Directors are provided
updates on all RISSB activities at each meeting. They also approve the RISSB products for distribution following the:
 respective RISSB standing committee approval of the product content; and
 Development Advisory Board (DAB) confirmation that proper process was
followed in developing a standard, rule or code.
RISSB’s activities are closely monitored through a number of mechanisms (apart from the Board), namely:

Audits. RISSB is audited every three years for accreditation purposes. In the intervening years Standards
Australia undertakes annual observation audits by Standards Australia to ensure that RISSB is satisfying
accreditation requirements. Additionally, RISSB is audited by Governments every three years; the next audit is
scheduled to be undertaken in July 2015. The aim of this audit is to assess RISSB’s performance in the
development, implementation and management of the ACOP; it will include an evaluation of ongoing funding
arrangements. Finally, RISSB finances are audited at the end of each Financial Year by an independent auditor.

Reports. RISSB provides bi-annual written reports to Government on its activities, particularly on progress
against the Board approved annual work plan. Successful progress will result in a tranche of Government money
being released for ongoing development work.
Attachment 5 contains the details of RISSB’s management arrangements.
Page 4 of 25
2.4 Staffing and Structure
A copy of RISSB’s organisational structure can be found in the Strategic Plan.
The RISSB structure enables its products to be developed in key functional areas as required by the Industry;
development of product is undertaken by independent authors overseen by working groups (including a RISSB
Manager as the Chair) comprising industry subject matter experts. Six RISSB Standing Committees, comprising senior
managers in the Rail Industry, provide guidance to these working groups and approve the resultant product.
The comprehensive development/governance structure enables RISSB to respond in a timely and efficient manner to
industry generated product development requirements.
RISSB has a staff complement of eleven consisting of a Chief Executive Officer, four Project Managers (specialising in
Rolling Stock, Infrastructure, Safety and Operations, and Interoperability), a Quality Manager, a Manager responsible
for Accreditation, a Marketing Manager, a Business Manager, a Company Secretary/Project Officer responsible for
specific rail safety related projects and a Technical Writer.
RISSB staff members are also responsible for managing safety issues within their respective domains.
The structure is lean and has evolved in a manner to ensure a focus on effective industry engagement and industry
ownership of the products developed by RISSB.
Underpinning the structure is an outcome-driven culture which engages Industry, and is professional and supportive.
The culture ensures the rigour and robustness of the RISSB product while maintaining effective control over resources.
Within the RISSB culture, there is a strong belief in transparency and a clear audit trail.
The RISSB culture is unique as it has enabled a relatively small organisation to produce prolifically when compared with
other standards generation organisations in Australia and internationally.
3
RISSB Products
As mentioned in the Strategic Plan, the RISSB’s remit is to develop and manage standards, codes, rules and
guidelines. Collectively these documents are known as the Australian Code of Practice (ACOP).
Due to their legal status, rules and codes of practice are developed using the same process as that for standards. The
process has been recognised by Standards Australia, the Australian Transport Council (ATC) and the National Rail
Safety Regulator as being robust and thorough.
Page 5 of 25
The National Rail Safety Regulator’s recognition reflects his confidence that the process of development of RISSB
standards, codes of practice or rule is sufficiently and consistently rigorous. In other words, any standard, rule or code
of practice developed by RISSB may be regarded by the Regulator as being prime facie ‘fit for purpose’. And this
recognition obviates the need for each rail organisation to ‘prove’ RISSB’s product on a case-by-case basis to the
Regulator.
Guidelines however are not legally binding and therefore do not follow the same process used for other products. A
simplified but nonetheless thorough process is used.
Attachment 3 identifies those products produced by RISSB since it was established.
3.1
Product Development Process
The RISSB product development process has evolved over the past years and has enabled the organisation to achieve
critical mass in terms of product development.
A key component of the development and comment process is transparency. All comments received during the
development and comment phase are promulgated and those providing the comments can see the actions undertaken
by RISSB to ensure that the product reflects the comments made. Transparency is achieved in a manner that retains
the anonymity of the comment provider, but at the same time, enables the provider to see the outcomes in terms of
product. The resulting document is robust and retains high integrity.
It can be seen that the RISSB product development process optimises input from industry stakeholders and meets the
accreditation requirements detailed by Standards Australia. The structure has evolved and it provides a balance
between the operational and policy requirements of the Rail Industry and also ensures effective tasking and use of
resources.
The current RISSB development process is pictorially described in Figure 1. This includes amendments approved by
the RISSB Board in September 2014.
RISSB has developed a series of procedures that describe the product development process. These procedures can be
found on the RISSB website:
HTTP://WWW.RISSB.COM.AU/SITE/ADMIN_STANDARDS_DEV_PRO.PHP .
Page 6 of 25
RISSB Development Process
Figure 1: RISSB Development Process
Page 7 of 25
3.2
Product Identification Process
RISSB determines its forward work program after receiving recommendations through its stakeholders (including RISSB
Standing Committees, Development Groups and staff) during the previous 12 months. A product register is maintained
and populated as recommendations are made. The products on this register are prioritised by RISSB Standing
Committees before the register is socialised with the appropriate stakeholders (including the Office of the National Rail
Safety Regulator and other interested Government bodies). A project priority setting workshop is convened a short time
later (usually in March each year) where participants consider the project priorities based on:

improvements to national rail safety;

interoperability;

harmonisation outcomes; and

the cost-benefits that are likely to accrue.
As a result priorities are rearranged and a final list of priority one projects is derived. The RISSB Board considers and
approves the list in June each year before funding is assigned to products on this list.
In the absence of a national safety information system, all standards developed by RISSB are based on the hazards
contained in RISSB Hazard Guideline. A copy of this guideline can be found on RISSB’s website at:
HTTP://WWW.RISSB.COM.AU/SITE/PRODUCTS.PHP
4
.
Relationships with Affiliated and International Organisations
Within Australia, the RISSB has developed and successfully maintained critical relationships with the ARA, the CRC for
Rail Innovation, and key Australian Government departments.
The RISSB is developing its relationship with international like-minded organisations overseas to ensure that it has
access to the latest safety developments and practices overseas. Strong relationships exist with the UK, US Canada,
and New Zealand. However, relationships with other countries are slowly being built with Japan, India, South Africa, and
Indonesia.
Details of relationships with affiliated organisations and international organisations are set out at Attachment 6.
Page 8 of 25
5
Marketing
The RISSB key target markets consist of:

Members – Management (including ARA members);

Members – Employees;

National Rail Associates and Unions; and

International Rail Associations and Unions.
RISSB undertakes regular customer satisfaction surveys to identify the level of satisfaction with the RISSB product, and
identify areas where RISSB may further improve its products to meet customer requirements. The last survey was
undertaken in June 2012. The results of this survey suggest that RISSB’s products are being increasingly used by the
Rail Industry as the number of RISSB products reaches critical mass. The next survey is scheduled to be undertaken in
July 2014.
Full details of target markets, marketing messages to be conveyed, medium to be utilised in targeting those markets,
and outcomes required from RISSB’s marketing endeavours are set out at Attachment 7.
6
Attachments
1.
RISSB Strategic Objectives, Tactics and KPIs
2.
FY14-15 to FY16-17 Outputs
3.
RISSB Achievements
4.
RISSB Budget FY14-15
5.
RISSB Management Arrangements
6.
Affiliated Organisations
7.
RISSB’s Marketing Summary
Page 9 of 25
Attachment 1 - Objectives, Tactics and KPIs
The RISSB Objectives, Tactics and KPIs are listed below in bold, numbered paragraphs and red italics respectively.
Develop, publish and manage the Australian Rail Industry’s Standards, Codes of Practice, Rules and Guidance
Material (the ACOP).
1.
Focus the ACOP development program on priorities identified by the rail industry and key risk issues identified in the Safety
Information System for Australasian Rail (SISAR) (when available).

Complete the FY 14-15 Deliverable Program by July 2015 (Attachment 2).

Complete those projects not delivered in FY13-14 by September 2014

Provide guidance on the best available starting point for specifying new railways until such time as a RISSB’s
national suite of standards has been developed

Pursue funding to develop Heavy haul Standards
o
2.
On receipt of funding commence developing heavy haul standards
Develop ACOP products:
a.
using RISSB’s Standards Australia accredited development process;
b.
using a SFAIRP framework to minimise risk, and
c.
with a focus on the key criteria of productivity enhancement, sustainability and harmonisation.

Complete the FY14-15 Deliverable Program using the RISSB’s accredited development process.

Develop a SFAIRP framework to test RISSB products prior to approval.
o
This includes identifying controls to identified hazards within ACOP products

Satisfy Standards Australia’s three yearly accreditation requirements.

Pass observation audit by Standards Australia in November 2014.

Continue ACOP development in accordance with approved annual work program.

Ensure RISSB products identify interoperability and harmonisation opportunities

Provide a broad outline of the pathway towards adoption and implementation of RISSB products through a
Page 10 of 25
justification section in each document.
3.
4.
5.
Publish and promote a Rail Industry Standards development program to ensure industry is aware of the full potential ACOP suite.

Provide quarterly articles to Industry journals and publications about RISSB activities.

Provide feedback on RISSB Board outcomes after each meeting.

Post the long term development plan on the RISSB website.
Build links with AAR, RSSB and other international standards setting agencies and promote global benchmarking.

Pursue access to world best practice information during development of RISSB products.

Provide a paper on RISSB activities at a minimum of one international forum per year.

Invite one member from AAR, RSSB, RAC, or UIC to speak at the Rail Safety conference each year.

Ensure regular dialogue with these organisations is established to ensure access to international data that assists
in the development of the ACOP.
Promote use of international standards for Australian industry use where practical to reduce duplication and local standards
development cost.

Ensure RISSB products acknowledge appropriate International and national standards that represent ‘good’
practice with better practice examples.
Ensure RISSB has sustainable funding to deliver on its role as Australia’s Rail Industry Standards Organisation.
1.
Broaden contributions from Industry through a targeted campaign headed by the CEO’s of RISSB and ARA.

2.
3.
Develop strategy and take then appropriate action
In conjunction with the ARA, engage with government to seek additional funding by clearly demonstrating the societal benefit
associated with additional funding to support RISSB’s ACOP development work.

Obtain government funding to meet resourcing requirements.

Provide advice to Governments’ by 30 April and 30 October each year on satisfying funding MOU requirements.

Work with Government to increase Government MOU contribution.

Prepare a paper that provides a comparison of other Governments support of Railways and its proportion to GDP.
Maximise funding from other sources such as training, conferences, etc.
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4.
5.

Renegotiate profit returns from Informa when current contract expires

Investigate feasibility of undertaking additional courses in house.

Invest cash holdings in high interest bearing accounts
Actively seek industry participation and ‘in kind’ input to reduce ACOP document development costs.

Ensure major stakeholder involvement in RISSB standing committees.

Seek broad project development group participation through RISSB/ARA communication channels (Attachment 7).
Work with the National Rail Safety Regulator to identify feasible options of mandating RISSB funding for all accredited operators
Establish and operate the Safety Information System for Australasian Rail (SISAR).
1.
Drive the establishment of the database using the most economical and practical means to deliver it.

Work with Industry and Sydney trains to undertake a trial of the SISAR
o

2.
July – December 2014
On completion of trial act in accordance with the project plan to introduce SISAR
Promote its use throughout the Rail Industry including input of individual company data.

At RISSB/ARA conferences, and through RISSB communiques
3.
Facilitate reporting and benchmarking while maintaining strict confidentiality of individual company information.
4.
Utilise the database to inform the program of standards development and the focus of individual standards.
Promote RISSB and Rail Industry adoption of the RISSB ACOP to enhance industry competitiveness, productivity,
interoperability and harmonisation.
1.
Promote RISSB as the rail industry’s standard setting body in the Standards Australia and ISO standards forums.

Maintain RISSB’s annual accreditation with Standards Australia

Enhance relationships with Standards Australia, SAI Global, and ISO through regular attendance at their six
monthly forums in Australia.

RISSB receives regular invitations to these forums.
Page 12 of 25
2.
Develop and maintain effective relationships with the National Rail Safety Regulator (NRSR) and other relevant government bodies
and work to ensure that RISSB processes and products assist Rail Industry companies to meet NRSR and other government
requirements.

Obtain ONRSR input into RISSB products.

Obtain ONRSR and Government participation in RISSB project priority setting process

Participate in ONRSR CEO Stakeholder meetings every quarter.

Provide briefings on RISSB product development to Governments as required.

Respond to ONRSR and Governments request for information on RISSB products within ten working days.

Seek ONRSR briefings at Industry Safety Managers group meetings every four months.

By 30 Apr and 30 October each year provide reports to Government on RISSB and its products in accordance with
the Government/Industry funding MOU.

Build relationship between RISSB and ONRSR
o

3.
4.
Encourage RISSB staff to regularly communicate with ONRSR staff
Engage Governments through the funding MOU.
Promote mutual recognition of individual ARO assessments of new equipment, systems and standards.

Encourage AROs to share assessments through RISSB Standing Committees and Board.

Develop a standard on Type approval which encourages acceptance of new equipment and systems without
duplicating assessments done by others
Promote and market RISSB products and facilitate industry take-up.

Provide support (as required) to national railways on the use of RISSB products.

Provide support (as required) to international railways on the use of RISSB products (eg the ARA/Indonesian
Memorandum of Co-operation).

Ensure RISSB’s website remains ‘user friendly’.

Produce and distribute marketing material that is short and succinct.

Provide a paper to CORE conferences on RISSB and its products.
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5.

Promote and market RISSB products at the CORE conferences.

Lease a RISSB stand at the CORE conferences

Lease a stand at AusRail

Promote RISSB products at AusRail in Perth in 2014.

Provide two major articles on RISSB and its products each year for major Rail Publications such as Track and
Signal.

Provide quarterly articles about RISSB and its products to Rail Express.

Provide a quarterly (minimum) communiqué on RISSB activities.

Provide a paper for the annual International Rail Safety conference

Pursue marketing opportunities through RISSB’s marketing plan.
Monitor and report on industry take-up of RISSB products.

6.
7.
Commission a take up survey of RISSB products in the third quarter of FY 2014-15.
Facilitate Rail Industry forums to promote the ACOP and industry engagement in its development.

Host the Rail Safety conference in March 2015

Provide a paper and presentation at the annual rail safety conference in March 2015.

Host the turnout’s workshop in May and November each year.

Host rail derailment and analysis course and workshops each year in Canberra/Adelaide.

Provide a paper and presentation at the CORE Conferences.

Provide a paper for the annual International Rail Safety conference.
Engage with Rail Suppliers National Association (RSNA) and the Light Rail Group (LRG) to improve supply efficiency.

RNSA and LRG produce standards and Codes through the RISSB.
o
RSNA and LRG Resources will be required.
Enhance the safety and sustainability of the rail operating environment by participating in and contributing to
Page 14 of 25
programs of national scope and significance
1.
2.
Maintain the industry safety strategy with a focus on harmonising rail industry safety practices.

Update the rail industry safety strategy by July2015.

Update the Safety Strategy to include an action plan
Work with and support the TrackSAFE Foundation to promote and deliver rail safety initiatives, particularly level crossing safety.

3.
Respond favourably to requests from TrackSAFE for RISSB products.
Host, promote and participate in forums nationally (to inform / share safety initiatives and experience) and internationally (to ensure
the best international practice is available to and considered for the Australian Rail Industry).

Host the RISSB rail safety conference during the first quarter of each calendar year.

Present a minimum of one paper on RISSB activities at the national rail safety conference.

Host two rail turnout’s course per year.

Host two derailment investigation and analysis workshops per year

CEO RISSB to provide a paper on RISSB and its safety projects for the International Rail Safety Conference
(IRSC) in 2014.

Participate in other international rail safety and security forums when appropriate.

Provide professional advice to International Rail Organisations as required
o
4.
Cost recovery basis
Support transport industry initiatives on dangerous goods transport and contribute to industry code of practice review and
development.

Coordinate Industry’s input into any future work with the dangerous goods code.

Maintain the dangerous goods matrix on the RISSB website.
Page 15 of 25
Attachment 2 - RISSB Outputs FY14-15 to FY 16-17
FY14-15
FY15-16
FY16-17
ANRP Updates
ANRP Updates
ANRP Updates
Rule - Degraded Working
Rules and Procedures
Rule - Standing Train protection
AS 7504 – Brake Blocks
AS 7502 - RRV Standard
(incl. safety equipment)
National Rail Safety Database
(SISAR)
AS7706 Interfaces with Points
(catchpoints and derailers)
AS 7503 Train Operation
Interface
AS 7505 Signal Detection
interface - Review
AS 7708 – Earthing and Surge
protection
AS 7511 - Train Protection
Systems
AS 7507 Rolling Stock Outlines
- Review
AS 7521 Interior Crash
Worthiness
AS 7512 - Exterior
Environment
AS 7508 Track Forces &
Stresses - Review
AS 7722 Electromagnetic
Compatibility
- AS 7515 Rolling Stock
Axles Review
AS 7509 Dynamic Behaviour Review
AS 7646 Wayside (Track)
Equipment
AS 7516 Rolling Stock Axle
Bearings - Review
AS 7519 Bogie Structural
requirements - Review
AS 7650 Electrical Operation
signage
AS 7517 Review - Rolling
Stock Wheelsets
AS 7524 Couplers and Draw
gear - Review
AS 7659 – Derailers
AS 7527 Event Recorders
– Review
AS 7631 - Sight distance
COP – Railway Electrification
Page 16 of 25
FY14-15
FY15-16
FY16-17
AS 7531 Review - Rolling
Stock Lighting and Visibility
AS 7632 - Infrastructure
Signage
Guideline - Rail human factors
AS 7532 - Rolling Stock
Audible Warning Devices
AS 7660 Communications Review
Guideline – Human Performance
- Update
AS 7637 - Hydrology
AS 7715 - Train detection
RISSB ‘Product take up’ Survey
AS 7644 - Corridor Access
AS 7721 - Signals
Safety Culture Tool kit (Non
ACOP)
AS 7645 - Corridor
Management
AS7718 –Testing and
Commissioning Management
National Rail Safety Week (Non
ACOP)
AS7702 - Type Approval
COP - ECP Braking
AS 7514 Wheels - Review
AS7704 - TPC Data
Standard (may be rolled
into AS7666 – TPC
Interoperability)
COP – Volume 4 Review
AS 7518 Suspension - Review
AS 7680 -Design Process
Management
COP – Design Process
Management
AS7524 x 4 Draw gear
COP - Type Approval of
Signalling Equipment
Guideline - Drainage
construction maintenance
AS7633 Clearances
Guideline - Inline Refuelling
Guideline - RLX Interface
Managers
COP - Locomotive Boilers Code
of Practice
Guideline - Making Safety
Decisions
Guideline - Twist Test
Procedure
National Vehicle Register (Non
ACOP)
Page 17 of 25
FY14-15
FY15-16
FY16-17
Guideline – Hazard
Register Review
Guideline on Establishing Safety
KPIs
AS7634 Railway Infrastructure
Survey
Guideline - Interoperability
RISSB ‘Product take up’ Survey
RISSB ‘Product take up’
Survey
Safety Culture Tool kit (Non
ACOP)
Glossary of Australian
Railway Terminology –
Update (Non ACOP)
National Rail Safety Week (Non
ACOP)
Safety Culture Tool kit (Non
ACOP)
Safety Strategy and Action
Plan (Non ACOP)
Business Proposal National
Vehicle Register (Non
ACOP)
National Rail Safety Week
(Non ACOP)
Page 18 of 25
Attachment 3 - RISSB Achievements
To date the RISSB has produced 36 standards and aims to develop another 40 rolling stock, infrastructure, operations, safety
and train control standards over the next six years.
Rules
The RISSB completed the Australian Network Rules and Procedures (ANRP) project in March 2010. It brought to a close a
project that had been running for the previous 12 years, the last five years as a RISSB project.
Completion of the project was significant. For the first time in Australian rail history, Rail Infrastructure Managers (RIMs) now
have a common set of rules and procedures upon which they can draw to produce their respective ‘network handbooks’.
However, there still remain differences in the handbooks due to the differing network technologies around Australia. As a
consequence, a truly national rulebook is not possible but as technologies merge in the future, differences between network
rules and procedures will reduce. The important issue for the RISSB will be maintaining the ANRP as technology and thus
practices change.
Codes of Practice
The RISSB predecessor, the Code Management Company (CMC), was created when industry bought the four Defined
Interstate Rail Network (DIRN) Codes of Practice and the Freight Loading Manual from the Government. The RISSB has
been proactive in managing these plus developing new Codes of Practice for the Rail Industry. Presently, RISSB is scheduled
to develop four new Codes of Practice over the next three years. However others will be developed as determined by
stakeholders and approved by the RISSB Board.
Guidelines
To date the RISSB has developed twelve Guidelines and two handbooks related to assessing and managing risk. A further
eight guidelines are under development.
Other Products
RISSB’s works with industry to enhance and harmonise safety practices in the Australian Rail Industry. RISSB has a close
working relationship with Australian Rail Safety Regulators so that safety issues are addressed through a co-regulatory
approach.
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Finally, RISSB will pursue interoperability matters on behalf of the Australian Rail Industry. Interoperability is the key to cost
reductions and removal of duplication of effort in the future. Interoperability is also a key safety enabler and as a consequence
will attract due attention during the life of this Business Plan.
Page 20 of 25
Attachment 4
Rail Industry Safety and Standards Board (RISSB)
Budget 2014 / 15
INCOME
Activities
Membership
Government
Conferences
Interest
SISAR
$2,042,971.00
$1,500,000.00
$75,000.00
$49,000.00
$200,000.00
Total
$3,866,971
ACOP Project EXPENSES
Non ACOP Project EXPENSES
Rulebook & Interoperability
$105,000.00
Operations
Safety & Security
Infrastructure
Rolling Stock
Train Control & Systems
ACOP Management
Marketing
SISAR
$30,000.00
Sub Total
Administration Expenses
Employment
Training
Office
$140,000.00
$250,000.00
$355,000.00
$245,000.00
Safety Culture Toolkit
Takeup Survey
Glossary (Terminology)
National Vehicle Register
Safety Strategy
Website Upgrade
$50,000.00
$50,000.00
$30,000.00
$0.00
$30,000.00
$35,000.00
$269,244.00
$79,910.00
$200,000.00
$1,674,154.00
$1,643,480.00
$30,000.00
$324,337.00
Sub TOTAL
$1,997,817.00
Total ACOP Expenditure
$3,671,971.00
Total Non ACOP
Expenditure
$195,000.00
Total Expenses
$3,866,971.00
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Attachment 5 – Management Arrangements
RISSB management arrangements are based on those articulated for a quality management organisation in ISO9001:2008
(Quality Management). As a consequence a management policy manual has been produced which is based on the RISSB’s
mission, vision and values and applies to all activities performed by RISSB staff and all activities undertaken within RISSB. It
specifically:

focuses on the development of RISSB ‘products’;

identifies the essential elements of the management system; and

identifies RISSB’s internal governance processes.
The Policy Manual also identifies:

the management framework, including:
o
individual responsibilities, within which all RISSB business processes will be developed and operate;
o
provides the standard against which performance will be measured for internal and external review and audit,
and for assessment and periodic re-assessment by ABSDO; and
o
specifies requirements to prevent non-conformity in the RISSB processes, products and services.

the process for continual improvement; and

stakeholder feedback and complaint processes.
The Policy Manual – Version 8 dated 9 October 2012 can be viewed on the RISSB website
HTTP://WWW.RISSB.COM.AU/SITE/ABOUT_ADMIN_DOCUMENTS.PHP
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Attachment 6 - RISSB’s Affiliated Organisations
National
Australasian Railway Association. The alliance ensures a strong link between rail industry policy
development and the operational support required to ensure that the industry can effectively
operate.
Government. RISSB has strong alliances with all state regulators, state Departments of Transport, the
federal Government, including the Department of Infrastructure, Transport, Regional Development
and Local Government and the National Transport Commission. The strength of the alliances is
confirmed through endorsement and recognition of RISSB product by the state regulators, and by the
federal Government’s endorsement of RISSB product through the Australian Transport Council.
Unions. RISSB’s relationship with the unions has evolved since its formation. Valuable input
is received from the unions associated with the rail industry across Australasia. That input is utilised in
development of RISSB product to ensure not only acceptance by the various companies and
organisations across Australia, but also to ensure ownership of the RISSB product at the membership
level.
Standards Australia. RISSB has a strong relationship with Standards Australia. It ensures that RISSB
standard development is accredited by Standards Australia.
Development Advisory Board. The Board assesses the rigour of RISSB’s processes. It is an independent
Board external to RISSB. The relationship is key to ensuring the quality and integrity of RISSB product.
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International
The Union Internationale Chemin de Fer (UIC) (International Union of Railways). The international
alliance ensures that RISSB can exchange information related to standards, codes, guidelines and
rules, and its other project based activities in a manner that increases the integrity and validity of
RISSB product.
Association of American Railways. Similar to the UIC, the relationship ensures that RISSB can fully
understand the work undertaken in many areas that are relevant to RISSB product. The ability to
understand what is happening nationally, placed in an international context as detailed earlier, adds
to the rigour and robustness of RISSB product.
Railway Association of Canada. The relationship, similar to the Association of American Railways
relationship, ensures the integrity of the product.
Rail Safety and Standards Board. Again, the international relationship with RISSB’s UK equivalent
ensures the integrity and rigour of the RISSB product.
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Attachment 7 – Marketing Summary
Detailed below is a summary of goals and objectives, target markets, marketing messages to be conveyed, medium to be utilised
in targeting those markets, and outcomes required from RISSB’s marketing endeavours.
Goals and Objectives
Goal 1 - Product Awareness
To further promote RISSB’s products in domestic and international rail industry.
Objectives

Increase product awareness

Seek greater cooperation from related businesses

Work with industry media to promote RISSB and its products
Goal 2 – Funding Stakeholder
To reassure the current and future funding participants their contribution is vital to the
rail industry and it is value for money for their organisation.
Objectives

Provide clear and easy to understand updates to all funding participants

Encourage all participants to support RISSB's call on events and product
development

Aid product adoption for current and new products
Goal 3 – Development Group Member
To strengthen the number of Development Group Member.
Objectives

Encourage further interaction and participation with development group members

Stimulate other potential safety managers to respond to our calls

Aid product adoption for current and new products
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