RSSB Business Plan · 2 RSSB Business Plan Financial ear 201718 Earlier this year we consulted with...

1RSSB Business Plan Financial Year 2017/18

RSSB Business PlanFinancial Year 2017/18

2 RSSB Business Plan Financial Year 2017/18

Earlier this year we consulted with you to make sure our work programme for 2017-18 meets your needs and priorities and we said that we would then adjust and finalise our business plan accordingly. This plan now features a clear focus on health and wellbeing, enhanced safety management tools, improved collaboration, Brexit implications, supporting the Rail Technical Strategy, big data, sustainable development and thought leadership. We have also aligned the work we carry out to the strategic objectives set by the RSSB board in 2016.As a member organisation, how we work with you defines us. Following the 2016 ORR review of RSSB, we have developed proposals for a new settlement with our members and are currently developing changes to our constitution to reflect this. These changes will seek to create more effective mutual working arrangements between us and we will consult with you by the end of this calendar year.We also want to make sure we are responsive – working to address your key concerns and issues in a timely manner.

One of the key shifts of focus you asked for as part of the feedback was a greater emphasis on horizon scanning and developing thought leadership; essentially creating the space to think more clearly about the potential opportunities and issues the industry could face. Ultimately by agreeing an annual plan with you, and reporting our progress against it, we are seeking to make clear what we do, and ensure the outputs meet your needs. Of course, you also fund our work, so we have sought to be open about where your money is being spent. As I started by saying, this is the beginning of our journey to evolve our approach by using the knowledge, skills and expertise we have more effectively, and to become a more transparent, collaborative and responsive partner to the rail industry.

Mark Phillips

Chief Executive, RSSB

Working differently, delivering results

We are aiming to do things differently at RSSB – and this is the start of our journey.

Chief Executive’s Foreword


Contents

Chief Executive’s Foreword ..............................................................................

Executive Summary ............................................................................................

Section 1: Your RSSB

Strategic Objective 1: Member engagement ..........................................................

Strategic Objective 2a: Health, Wellbeing and System Safety .........................

Strategic Objective 2b: CIRAS .......................................................................................

Strategic Objective 3a: Standards ................................................................................

Strategic Objective 3b: Research ..................................................................................

Strategic Objective 3c: Innovation ..............................................................................

Strategic Objective 3d: Rail Technical Strategy ......................................................

Strategic Objective 4: Sustainability ............................................................................

Strategic Objective 5: Delivery Performance ............................................................

Section 2: Working Together ...........................................................................

Section 3: Finance ..............................................................................................

Section 4: Key Milestones ................................................................................

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We have evaluated member and stakeholder feedback to our 2017-18 work priority consultation and developed a business plan which reflects the broad range of needs of our membership.We have focused on those activities that have the potential to drive the biggest improvements and changes across health and wellbeing, safety, sustainability, standards, research and innovation.RSSB will support the industry’s focus on delivering a more modern and efficient railway

through the Rail Technical Strategy, and we are embracing the challenge of big data.We have not just focused on individual products and services, but also sought to identify how we can support members, stakeholders, and your people to address the challenges we know are coming, such as the impact of leaving the European Union and CP6 funding.We hope that, whatever your role in the industry, you can find something relevant, interesting and useful for you and your colleagues in our work in 2017/18.

Meeting your needs

Working differently, to better meet your needs, means we have had to make tough decisions about where to focus our effort and resource.

Executive Summary


Strategic Objectives in FY 2017/18

Support the application of sustainability principles through collaboration and sharing tools and best practice

• Consult membership for second time in FY17-18• Implement scorecards and action plans across

all existing and new members. Develop and implement annual member review of their commitments

• Develop a new digital estate to better connect RSSB outputs to our members, leading to improved adoption and realisation of benefits by members.

Place members' and the industry's needs at the heart of the business by implementing a 'new settlement' and ensuring members' funds are allocated to deliver their priority areas

• Create a risk profile for health and wellbeing• Manage RISQS scheme and move to enhanced

arrangements• Develop standards and guidance for SMIS user

organisations and implement a new SMIS data quality strategy

• Support industry delivery of Leading Health and Safety on Britain’s Railway

• Identify forward-looking themes to work through risk groups in relation to European policy developments.

Support Health, Wellbeing & Safety collaboration and inform industry decisions to reduce risk and harm

• Manage the programme of R&D and the innovation programmes to meet objectives agreed with the DfT, as funder of the programme

• Establish future direction for Standards, prepare for Britain's exit from Europe

• Further develop technology solutions to improve standards delivery and responsiveness to content change.

Facilitate collaboration to enhance performance, value for money and efficiency by updating standards, modernising systems, informing and enabling research and innovation

• Develop the Sustainable Development Plan.

Be accountable for efficient and effective delivery of RSSB's work, regularly reporting on business performance• Research, propose,

create and agree a new financial model for CP6 member funding

• Construct new KPIs based upon research and members needs.


What will we have achieved by the end of the three years?• Members will understand RSSB’s capability

and advocate our work• Stakeholders acknowledge and respect RSSB’s

capability and independence• RSSB is recognised as the ‘go to’ body for

our core areas of health, safety, standards, sustainability, and research

• We are recognised as the industry’s strategic ‘thought leader’ in our core areas

• We have developed our member base to service all GB rail systems.

Summary of work being carried out in year 1 (2017-18)• Implement the new settlement, and

secure member input to the 2018-19 work programme

• Implement customer service scorecards for all members and secure a baseline rating for each

• Introduce 360o feedback to establish member commitment

• Identify and proactively connect the top 5 to 10 RSSB products to each member

• Deliver a more customer-centric culture within RSSB, including new customer relationship system

• Develop a proactive relationship building programme with key influencers and stakeholders

• Develop and execute an opinion formers survey in Q2 and rerun in Q4

• Develop and implement a communications strategy.

Place members’ and the industry’s needs at the heart of the business by implementing a ‘new settlement’ and ensuring members’ funds are allocated to deliver their priority areas.


Strategic Objective: 1

Member Engagement


Benefits to members

Improved dialogue leading to a work programme shaped to meet member needs and priorities.Greater member understanding and customer service support for relevant products and services.Greater transparency and understanding of all RSSB developments.

Business Plan objective

Put member needs at heart of our priorities. Develop an agreed work programme, committed to by members, which meets their strategic needs and priorities, and provides outputs that will be adopted by them.

1.1

Develop the digital estate to become a platform for thought leadership to better connect with our members and demonstrate our value to the wider industry.

1.2

Deliverables

Members will find it easier to locate the information they are looking for, and to access resources to support them in day-to-day activity. Members will be able to access the content they need in the format that they want to use it, including via mobile devices.

• 2018-19 business plan and deliverables geared to needs of members

• Use intelligence from members to develop CP6 work priorities

• Improved and easier to access website content

• Enhanced social media presence to promote and connect members to products and services

• Improved service to members through bespoke action plans in response to customer service scorecards

• Your RSSB news digest and communication products to connect members and stakeholders to outputs

• New settlement with members through revised constitution and charter.

• Develop a content strategy to support the new digital estate. Better connect RSSB outputs to our members, leading to improve adoption and realisation of benefits to members.


What will we have achieved by the end of the three years?• The industry health and safety strategy will be

thoroughly embedded as a touchstone in the industry, and will have gone through its first cycle of review and improvement

• RSSB will underpin the strategy by supporting collective monitoring and shared learning, and providing strategic focus

• The industry will have thorough and up to date health and safety risk information. This will be embedded in all aspects of its day-to-day health and safety management, and decision making activity and processes, through the use of modern information technology

• RSSB will be providing proactive, strategic advice and support to the industry on emerging health and safety challenges

• RSSB will have efficient and cost-effective processes in place for ensuring that it and its suppliers are compliant with relevant health and safety legislation.

Summary of work being carried out in year 1 (2017-18)• Delivery of the national reporting system

SMIS, on an enterprise platform, including enhanced business intelligence

• Enhancement of the existing national close call reporting system

• Enhanced and more efficient industry assurance processes (RISQS), and review and strengthening of RISAS

• Strengthened RSSB role in monitoring the various themes of the health and safety strategy, with improved clarity on RSSB role and delivery activities

• Enhanced Health and Wellbeing service, with refreshed industry road map

• Develop three thought leadership positions on: driver controlled operations, freight derailments, and competence and training.

Support health, wellbeing & safety collaboration and inform industry decisions to reduce risk and harm

Section 1: Your RSSB Strategic Objective: 2a

Health, Wellbeing,and System Safety


Benefits to members

Industry is better informed and supported on health and wellbeing issues and takes smarter decisions in this area, reducing risk and harm.


Provide an RSSB service that supports participating members in their desire to become a leading employer in mental health support for your people.

2.1

Supply services to collaborative health and wellbeing groups which enable delivery of an updated health and wellbeing roadmap.

2.2

Deliverables

Industry is better informed and supported on health and wellbeing issues, and takes smarter decisions in this area, reducing risk and harm.

• Post-traumatic stress disorder management support to participating companies to reach national health standards

• Implementation of the ‘Time to Change’ initiative to challenge mental health stigma

• Trade union members trained in holding difficult conversations, to support mental health wellbeing.

• A new framework to enable members to share and upload their health and wellbeing data to support strategic learning

• An agreed and updated health and wellbeing roadmap

• A risk profile for health and wellbeing in the industry.

Health and wellbeing


Provide early visibility of emerging safety issues for industry.Improve processes for capturing and presenting safety intelligence, leading to improved management of emerging safety issues.Provide guidance and tools to enable informed safety decision-making.

Develop industry knowledge, skills, processes, information and tools to support safety risk management. Provide industry with early visibility of safety issues.

2.3

From a safetyperspective, allowindustry to better comply with legislation. and implement enhanced buyer-supplierarrangements (RISQS).

2.4 Buyers and suppliers benefit from improved schemes that support the rail industry in securing the right services and products efficiently and consistently.

Benefits to membersBusiness Plan objective Deliverables

• Enhanced implementation of the new Safety Management Intelligence System (SMIS) to include local business intelligence capability

• A new data standard for safety reporting, implementation of a revised data quality approach and supporting guidance

• Enhanced national health and safety business intelligence capability and reporting. Implementation within the framework of national health and safety reporting, and industry risk groups, to deliver enhanced learning and understanding

• A refreshed Safety Risk Model, using data up to March 2017, to align to the data model in the new version of SMIS

• Complete requirements for more user friendly version of the Risk Profile Tool – used by rail companies to undertake risk assessment

• Improved support to use existing Risk Profile Tool• Updated ‘Taking Safe Decisions’ guidance on safety

risk management and decision making, referencing supporting guidance, and a training offering

• Develop three thought leadership positions on: driver controlled operations, freight derailments, and competence and training.

• Manage RISQS scheme and implement new contracts

• Complete RISAS review and refresh understanding across industry.

Safety and risk


LHSBR helps to create an environment where industry efficiently collaborates to improve health and safety. As a result, industry will be better informed about when, or when not, to make investments in health and safety measures.Access to key learning insights from UK and overseas rail incidents will enable learning in a timely and efficient manner to prevent risk and harm. Industry will have better information regarding European policy and legislative developments, so as to influence proposals and prepare for implementation in an effective and timely manner.

Continued roll-out of LHSBR to help create an environment where industry efficiently collaborates to improve health and safety.

2.5


• Improved health and safety collaboration, and monitoring of the delivery of Leading Health and Safety on Britain’s Railway through:

- an improved framework of collaboration to support the roles and responsibilities of industry companies and bodies in the delivery of the strategy

- clarified arrangements for collaboration on the risk themes in the strategy

- a new, regular report providing up to date information on the industry’s progress in delivering the strategy.

• Arrangements in place to procure new information technology to deliver key industry safety alerting systems (Safety Notices, and NIR online).

Health and safety strategy


What will we have achieved by the end of the three years?• CIRAS will be embedded as part of members’

safety systems and set alongside event-led safety reporting

• CIRAS will have formed strategic partnerships to contribute to providing proactive, strategic advice and support to the industry regarding emerging health and safety challenges

• CIRAS data will be shared with members and industry on a regular basis to raise awareness of safety reporting and contribute to an improved safety culture

• CIRAS will have efficient and cost-effective processes in place for ensuring that products and services are available to all members.

Summary of work being carried out in year 1 (2017-18)• Delivery of CIRAS data to members on a

periodic basis• Delivery of a shared learning initiative in

collaboration with a member• Delivery of a digital engagement strategy• Presentation at industry forums such as RSG

and the Rail Industry Contractors Association• Presentation at cross-industry forums such as

IOSH and the CAA.

Support heath, wellbeing, and safety collaboration, and inform industry decisions to reduce risk and harm.


Strategic Objective: 2b

CIRAS


Maintain the integrity and effectiveness of the confidential reporting system.

2.6 CIRAS contributes to the enhancement of transport safety in Great Britain by providing an independent, confidential, alternative reporting service for health and safety concerns. This service is available for people working in the transport industry and its supply chain across GB. CIRAS facilitates a resolution between the individual and the relevant company or companies.

• Share intelligence with our members through the formation of strategic partnerships between RSSB, our members and industry partners, which are perceived by our members as improving safety culture

• Deploy digital engagement to all tiers of our member organisations thereby improving access to CIRAS for our front line membership.


CIRAS case study - improving safety culture through shared learningCIRAS has collaborated with Abellio Buses to engage the front line about managing fatigue and mindfulness. The drop-in sessions held at bus depots have been well attended and feedback from drivers and operational managers has been wholly positive.CIRAS has applied digital engagement to share the content

and best practice from these initiatives with Abellio across the wider membership. Fatigue management for shift workers and one minute mindfulness content has been distributed via our website.CIRAS supported the London Assembly Transport Committee in the production of the report

‘Driving to Distraction – tackling safety on London’s buses’. CIRAS has been working closely with the TfL bus operators and a safety culture survey is one such initiative to help view CIRAS reporting data in the context of overall safety culture within an organisation.


What will we have achieved by the end of the three years?• Members will have a clear understanding of

the standards programme and provide direct influence to prioritise activity

• There will be an improved understanding of the role of standards in managing risk and supporting an economic means of managing change

• Standards will be developed to address emerging issues, promoting compatibility and providing economies of scale

• The standards framework will have evolved, taking into account members views, to be fit for the post-Brexit era

• Members will be able to access standards requirements in new ways, including the opportunity to embed them within their own requirements management systems.

Summary of work being carried out in year 1 (2017-18)• Industry sponsors will be supporting the

efficient delivery of standards projects• Future direction for standards post Brexit is

outlined• The standards catalogue is updated, including

revised standards on train dispatch and station platform design

• The Rule Book app will be launched following successful trials with train operators and Network Rail

• Standards processes, including industry groups and committees supporting standards, are being refined to provide more effective and efficient delivery.

Facilitate collaboration to enhance performance, value for money, and efficiency by updating standards, modernising systems, and informing and enabling research and innovation.

Section 1: Your RSSB Strategic Objective: 3a

Standards


Benefits to membersBusiness Plan objective

Develop our standards provision to support members in achieving their business objectives.

3.3

Deliverables

Standards provide agreed requirements that help the industry achieve objectives in a safe, efficient and economic manner.

• Establish future direction for standards, prepare for Brexit, and discern the implications so that members understand the potential impacts and are able to respond appropriately

• Make changes to standards which better meet industry needs and are produced more quickly without compromising quality

• Influence the development of international standards to provide consistent, clear requirements to allow members to align risk and technical standards for compatibility

• Further develop technology solutions (Standards Catalogue, Requirements Management Database and the Digital Rule Book) to improve standards delivery and responsiveness to content change

• Support members in adoption or extension of activities that improve operational performance and drive benefits to passengers and members. This includes the smooth and cost-effective introduction of new technology, improving management of operational risk, and management of industrial relations.


What will we have achieved by the end of the three years?• The positive and tangible difference made

by much past research has improved the reputation of the R&D programme with RSSB members and beyond

• It has ensured another five-year tranche of DfT funding, and has generated new research opportunities and ideas

• There continues to be strong industry buy-in that the programme is effective and efficient.

Summary of work being carried out in year 1 (2017-18)• We will focus on making a step change

in the way we promote and facilitate the implementation of key R&D findings

• We will continue to enhance our engagement with industry to strengthen the current R&D pipeline

• We will be running trials to determine optimised passenger train sander arrangements capable of rapid implementation to enable TOCs to reduce the impact of low adhesion, reducing disruption and improving safety particularly during autumn, facilitating predictable braking, and unlocking capacity as ETCS is rolled out

• Four studies are being undertaken to explore novel ideas to make passenger boarding and alighting quicker and safer. Easier and safer boarding and alighting from trains enhances the travel experience, as well as reducing disruption.



Strategic Objective: 3b

Research


Benefits to members

The research and development programme helps develop and disseminate information to support the whole industry in enhancing its performance in terms of the 4Cs (Cost, Carbon, Capacity, Customer Satisfaction).


Deliver the R&D programme to DfT expectations and secure future funding.

3.1

Deliverables

• Manage the R&D programme to meet objectives agreed with the DfT.

Research case study: Economic Tyre TurningResearch funded by RSSB and delivered in partnership with University of Huddersfield demonstrated that train operators can turn wheels to a thinner flange (compared with the full design profile) on the last turning cycle, which extends wheel life without affecting safety and passenger comfort.This new approach to tyre turning can bring significant financial savings to train operators. Initial research suggested that for wheelsets that experience high flange wear, it may be possible to extend wheelset life by turning the wheels with a thinner flange

on the last turning cycle. Virgin Trains Class 390 and Class 444 were due for overhaul and trialling ETT to validate the desk and lab-based findings. The in service trial was successful and could deliver: • Savings of up to 4.4% when

compared to a simple renewal strategy, and between 2.0% and 4.7% cost savings for more complex strategies

• Across the GB passenger train fleet of around 11,000 vehicles savings are estimated to be between £880,000 - £5.1m per year

• Guidance - Practical considerations for creating thin flange variant of the wheel has been produced.

Next steps: • Complete the standard

change process: the final drafting of the revised GMRT2466 was issued for consultation in April 2017 and should be published in December 2017

• Engage with fleet managers and maintainers to start factoring this into their wheel management strategy and their end of wheel life prediction calculations.


What will we have achieved by the end of the three years?• We will have delivered on a wider portfolio of

activity that has been clearly communicated to members, stakeholders, and other interested parties.

Summary of work being carried out in year 1 (2017-18)• The first stage is to effectively communicate

the innovation portfolio to members, stakeholders, and other interested parties to increase the probability of uptake.



Strategic Objective: 3c

Innovation

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Benefits to members

The programme will provide output options to address elements of the RTS Key Capability Delivery Plan.


Deliver the Innovation Programme as defined within the DfT Grant Letter or EIF Annual Grant.

3.2

Deliverables

Innovation case study: TOC’15 - Train operator challenge 2015The competition was launched by RSSB and provided funding to TOCs who did not yet have access to the DfT pilot Innovation in Franchising scheme, to help the development and implementation of innovation strategy. The competition provided both funding and support to nine projects of work of which the first tranche have been successfully delivered. Those are:Orinoco 2, led by Arriva UK TrainsProject overview: To turn existing Loadweigh data from trains into a real-time data source, which will be integrated with train running information. The Orinoco 2 application will be used by frontline staff to inform customers of where to stand on platforms to board in the most comfortable locations.

Transformational disruption management, led by Arriva UK TrainsProject overview: The Transformation Disruption Management project aims to reduce operating costs for train companies through better practice. This will involve using a simulation tool to help the control room and frontline staff deal with passenger disruptions. The tool will be developed by Aston University in partnership with Chiltern Railways. This project has received a Teaching Innovation Award from the European Operations Management Association.

Open GPS Gateway, led by FirstGroupProject overview: FirstGroup and Airbus have worked together to trial a GPS Gateway taking data from a number of sources and providing the capability to transmit it in real time (in a common standard). This can be used for end user systems, including websites, operational and customer information systems, deemed essential to underpin greater operational and customer information and satisfaction.The trial has demonstrated that real-time GPS information can be obtained from different devices on moving trains and arbitrated to provide the best GPS location of the train to onward consuming services in a standard rail industry format for GPS.

• Manage the programme of innovation activity to meet objectives agreed with the DfT or NR for EIF funded activity.


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Support for TLG resulting in agreed industry business plans for all work packages that deliver the RTS CDP and the industry’s 4Cs.

3.4 Facilitate collaboration in industry to enhance performance, value for money, and efficiency.


• Establish and implement structure and working arrangements for the TLG Engine Room function discharged by RSSB, subject to the funds available:

- Identification and appointment of work package owners

- Drafting of the multi-annual and annual plans- Engaging with industry, and relevant groups and

committees, to ensure the technical quality of work programmes and projects

- In advance of appointment of work package owners, develop and drive initial delivery of priority programmes and projects under the direction of TLG.

What will we have achieved by the end of the three years?• All work packages for the RTS CDP Key

Capabilities are delivering priority technology programmes and projects

• Technology demonstrators will provide exploitable new capability to the industry.

Summary of work being carried out in year 1 (2017-18)• The core programme team, including

work package owners, will be in place and delivering the CDP

• Multi-annual plans will be agreed for all work packages

• Priority technology programmes and projects will be selected and progressed, with funding secured and demonstrators defined.



Strategic Objective: 3d

Rail Technical Strategy


Data and information management (big data)

What will we have achieved by the end of the three years?• A framework for the effective use and

management of rail data and information (big data), and realisation of the value in GB railway data

• A business model for information sharing, and understanding of the business-critical importance of data

• Development of approaches to exploit information to increase its value.

Summary of work being carried out in year 1 (2017-18)• By facilitating the establishment of a Data

and Information System Interface Committee (DISIC) to develop the rail industry framework for big data, our work will help to ensure close alignment between the DISIC and the Rail Technical Strategy and other relevant industry strategies. We will develop a work programme for DISIC to achieve the 3-year deliverables and raise the profile of data as a core industry asset.

Secure industry agreement to its remit and membership, and establish a Data and Information System Interface Committee to develop a suitable control framework for effective and value-adding management of data and information as a core rail industry asset in a similar way to other comparable industries such as aviation.

3.5 Access to robust, structured data is vital to many members’ businesses. RSSB’s activities will help define an agreed structure that allows free and transparent exchange of data, offering real value to members.


• Establish a Data and Information System Interface Committee

• Set up the DISIC and develop a suitable work programme to:

- develop a data and information architecture including standards and protocols

- develop a suitable control framework for data and information digital security

- create a model for the classification and sharing of data

- secure leadership understanding of the business criticality of big data

• Facilitate the connection with RTS and other relevant strategies

• Develop RSSB capability and work programme to support the above in 2018-19 and beyond.


RTS case studyIn February, RSSB unveiled the Capability Development Plan (CDP), the vehicle to deliver a GB railway fit to meet current and future demands for mobility and flexible enough to respond to the changing expectations of passengers and freight customers.The CDP identifies how technology will help to deliver the 30-year Rail Technical Strategy (RTS), the plan to revolutionize Britain’s railway to meet its objectives of carrying an ever-increasing number of passengers,

improving customer service, and doing it safely, affordably and sustainably.The Technical Leadership Group (TLG) was also established in the year to oversee the delivery of the CDP, which breaks the challenge down to 12 work packages:• Running trains closer

together• Minimal disruption to services• Efficient passenger flow

through stations• More value from data• Optimum energy usage

• More space on trains• Services timed to the second• Intelligent trains• Personalised customer service• Flexible freight• Low-cost railway solutions• Accelerated research,

development and technology deployment.

Work was due to begin on each element after the appointment of 12 work package owners in the summer.


What will we have achieved by the end of the three years?• A clear plan and priority areas agreed and

monitored• Progress in environmental and energy

management, as well as pockets of good practice in areas of social impacts with an understanding on how to measure SROI

• Objectives will be delivered via franchising and NR final determination, and progress monitored by RSSB

• Research projects initiated in 2017/18 will be implemented and used by RSSB members or the DfT

• Regulator will clarify their role in sustainability and will work with NR to deliver against the IIA.

Summary of work being carried out in year 1 (2017-18)• We will develop the industry sustainability

plan, and agree MOUs with the DFT and ORR. These will underpin future programme activities and RSSB’s role in sustainability

• We will continue work to embed sustainability into policy and decision making, deliver a programme of tools and guidance on key issues, and build capacity in the industry.

Support the application of sustainability principles through collaboration and sharing tools and best practice.



Sustainability


Facilitate the creation, through relevant industry and stakeholder engagement, of an Industry Sustainable Development Plan.

4.1 Create a baseline and a set of longer-term sustainability goals for the GB rail sector to underpin activities that will improve sustainable development performance by industry.Ensure clarity on outcomes and ambitions to enable more effective and efficient investment.Deliver clarity on good practice on issues of growing importance, with the ability to measure and benchmark progress.Enable the sharing of good practice across industry and develop a narrative of rail’s good practice on sustainability issues.Developing clear understanding of the urgency and priorities at senior levels in industry, and among funders, to enable delivery of a more sustainable railway.


• Development of the Sustainable Development Plan

• Support funders and industry to embed the Rail Sustainable Development Principles in policy and procurement, including franchising and CP6 planning

• Deliver tools and guidance to support industry decision-making and sharing best practice in sustainability, including guidance and metrics on accessibility and social value

• Develop and promote further examples of good practice in rail sustainable development, expanding the case study library to 30

• Develop and deliver a programme to build understanding of and capability in sustainability in senior management, including running a regional pilot event and working with clients and sponsors.

Sustainability case study - supporting our members with best practice and guidanceOver 2016-17 RSSB has supported member organisations to embed the Rail Sustainable Development Principles by publishing guidance for Non-Traction Energy Efficiency and Operational Waste.

The guidance helps the industry to better manage both energy and waste to meet challenging performance targets and ultimately helping to reduce costs. We have also developed the RSSB website to provide a home for

sharing industry best practice. Case studies demonstrate how the rail industry is successfully embedding and adopting the principles.

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What will we have achieved by the end of the three years?• RSSB will be more productive, completing

programmes on time, while being held to account by our members and stakeholders through a set of relevant KPIs

• RSSB will be operating on a financially sustainable footing, with accountability for financial decisions devolved through the company to assess at programme level.

Summary of work being carried out in year 1 (2017-18)• We will implement the new settlement,

develop SLAs, and secure member input to the 2018-19 work programme

• The Future Fit Productivity work stream will focus on ensuring we have the right systems, project governance, and processes in place by the end of the year to operate more efficiently

• The Future Fit Financial Sustainability work stream will focus on our future CP6 funding arrangements with our members, reviewing our cost base, exploring the commercial model, and creating a culture of financial management across RSSB

• The Future Fit Business Performance Measures work stream will research, pilot, and roll out finalised relevant KPIs in time for 2018-19 and future financial years.


Efficient & Effective Delivery & Measuring Performance

Be accountable for efficient and effective delivery of RSSB’s work, regularly reporting on business performance.



A more efficient and productive RSSB will result in greater indirect efficiencies for industry when programmes are completed quicker and to a greater degree of accountability.Membership can hold RSSB to account on its delivery and performance, and ensure metrics are focussed on outcomes rather than milestone completion.

The new sustainable business model will ensure membership achieves better value for money on their investment.RSSB ensures it focuses on an affordable, prioritised work programme and provides clarity for members on future funding.Maximising value for the levy, RSSB will ensure a quality deliverable to industry at the best cost.

Increaseproductivity across RSSB to ensure more timely completion of programmesand ability to move resourcing to meet changing member needs.

5.1

Maximise value for money on RSSB’s external spend.

5.2

Improve the way RSSB measures business performance, focusing on outcomes and accountability to membership.

5.3 By establishing appropriate KPIs and publishing our performance, members can measure RSSB against the work programmes identified as most important to them through the consultation process.


• Deliver integrated business systems to enable effective and efficient working

• Introduce programme by programme accountability and budgeting across RSSB.

• Research, propose, create and agree a new financial model for CP6 member funding

• Ensure a culture of financial sustainability is embedded within RSSB

• Deliver market research, specification and sourcing advice, tendering, commercial and contract management advice services throughout the procurement lifecycle for RSSB’s external spend.

• Construction of new KPIs based on research and members’ needs.


We have five main areas of expertise that support the industry and we work with our members and customers to ensure this expertise is focussed to run a high-performing, safe railway.

We focus our expertise through programmes that bring the industry together to develop solutions to continuously improve the railway today and support transformation to tomorrow’s railway.

RSSB’s core areas of expertise:1. Safety and risk2. Health and wellbeing3. Sustainable development4. Standards and system interfaces5. Research and development

RSSB’s expertise can help you:

• Improve performance - through our data analysis and tools

• Understand risk and take safe decisions

• Work more efficiently - by creating

standards, guidance and training to share best practice

• Solve problems - by finding solutions through research and innovation

• Become more sustainable - using RSSB tools and guidance

• Plan ahead safely - using data to identify industry wide trends.

Our current main programmes are:

• Safety intelligence, risk support and collaboration

• Health & Wellbeing

• Sustainability

• Digital Railway support

• Rail Technical Strategy

• Big data (industry data management)

• People skills and capability

• Supplier assurance

• Industry systems and tools.

Why RSSB?

RSSB is the rail industry’s expert. Funded by you and for you.

Section 2: Working Together


How we will spend your money

Section 3: Finance

20%

30%

47%

3%

RSSB SpendMember Funded Activities

Research

Innovation and RTS

CIRAS

Strategic Objective 1: Communicating products & servicesStrategic Objective 2: Health Wellbeing & System SafetyStrategic Objective 3: Standards and member-funded researchStrategic Objective 4: SustainabilityStrategic Objective 5: Delivery performance Strategic Objective 6: Other technical or enabling work

Member Funded Spend *

16%

2%20%

15%

23%24%

* Does not include non-member grant income


FY17-18 Budgeting and Business Planning Timetable

FY18-19 Budgeting and Business Planning Timetable


Rail Technical Strategy Sustainability

Health, Safety & Wellbeing

Supporting Industry Collaboration

Provision of StandardsDigital Railway

Member Engagement Industry Systems and Tools

Productivity and Efficiency

Key milestones in FY 2017/18 Key milestones in FY 2017/18

• Direction for Standards setting out future direction by Aug 2017 to inform 17/18 consultation• Publication of RIS-3703-TOM iss 3 - ‘train dispatch’ by September 2017• Publication of GIRT7016 iss 6 ‘Interface between Station Platforms, Track and Trains’ by March 2018.

• Consultation of membership by November 2017• FY18-19 Business Plan published by 31 March 2018.

• Industry risk profiling application metrics agreed and in place by end July 2017• Industry SRM requirements captured by September 2017 • Industry improved risk profiling application by end March 2018• 75% of SMIS user organisations are producing new reports according to demand by 31 March 2018.

• Completion of Stage 2 ERP/CRM and align with Project Online by March2018.

• Business plans to an agreed format are developed, agreed and in use for each of the 11 TLG work packages.

• Develop and publish a remit for an ISDP by June 2017• Agree goals and develop and publish an IDSP by February 2018.

• Participating members receive the first use of available data by March 2018• Publication of cross-industry arrangements for managing road risk by March 2018.

• Complete RISQS procurement project and switch to new providers by 31 March 2018 • Deliver Health and Safety Assurance Strategy and communicate to industry by 31 Dec 2017.

• Six workshops and associated briefing materials on Safe Integration of Lineside Signalling Systems and Train Operations (GEGN8651 issue one) delivered by March 2018.

Key Milestones in FY 2017-18

Section 4: Key Milestones

Progress against strategic objectives and business plan deliverables will be monitored and regularly reported to the RSSB board, members, and stakeholders.


Rail Technical Strategy Sustainability

Health, Safety & Wellbeing

Supporting Industry Collaboration

Provision of StandardsDigital Railway

Member Engagement Industry Systems and Tools

Productivity and Efficiency

Key milestones in FY 2017/18 Key milestones in FY 2017/18

• Direction for Standards setting out future direction by Aug 2017 to inform 17/18 consultation• Publication of RIS-3703-TOM iss 3 - ‘train dispatch’ by September 2017• Publication of GIRT7016 iss 6 ‘Interface between Station Platforms, Track and Trains’ by March 2018.

• Consultation of membership by November 2017• FY18-19 Business Plan published by 31 March 2018.

• Industry risk profiling application metrics agreed and in place by end July 2017• Industry SRM requirements captured by September 2017 • Industry improved risk profiling application by end March 2018• 75% of SMIS user organisations are producing new reports according to demand by 31 March 2018.

• Completion of Stage 2 ERP/CRM and align with Project Online by March2018.

• Business plans to an agreed format are developed, agreed and in use for each of the 11 TLG work packages.

• Develop and publish a remit for an ISDP by June 2017• Agree goals and develop and publish an IDSP by February 2018.

• Participating members receive the first use of available data by March 2018• Publication of cross-industry arrangements for managing road risk by March 2018.

• Complete RISQS procurement project and switch to new providers by 31 March 2018 • Deliver Health and Safety Assurance Strategy and communicate to industry by 31 Dec 2017.

• Six workshops and associated briefing materials on Safe Integration of Lineside Signalling Systems and Train Operations (GEGN8651 issue one) delivered by March 2018.


RSSB

Floor 4, The Helicon

1 South Place

London

EC2M 2RB

[email protected]

http://www.rssb.co.uk

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