Strategic Business Plan 2014-2019

For the period 1 April 2014 – 31 March 2019

www.rssb.co.uk
Glossary
Glossary of terms and abbreviations
ASPR Contents
Annual Safety Performance Report
Contents
ATOC Association of Train Operating
Companies
RSSB is an industry-owned, member-driven organisation
BSI
Chairman’s Foreword
British Standards Institute
Chairman’s Foreword 4 4
CIRAS Confidential Incident Reporting and
01 Executive Summary
created in 2003 to deliver key functions in support of railway
Analysis System 01 Executive Summary 5 5
DfT Department 02for Transport
Introduction
02 Introduction 10 10
EIT
operations.
Enabling Innovation Team (employed
03 Monitoring, It is independent
reporting on and of any single
revisions to railway
the Plan company
11 and
within RSSB) 03 Monitoring, reporting on and revisions to the Plan 11
EPSRC 04 Principles
Engineering and Physical Sciences and Assumptions 13
Research 05 04 Principles and Assumptions
Council Operation of theits commercial interests.
Company 15 13
ERA European Railway Agency
06 05 Operation of the Company
Summary of Products and Services by Shall and May 15
ERTMS European Rail Traffic Management
System 07 06 Summary of Products and Services by Shall
Objectives for the Plan Period 17 16
RSSB’s purpose is and May
EU European Union
08 Budget for members levies Yr 1 of Plan 19
GSM-R Global Systems for Mobile :
Communication - Railway 07 Objectives for the Plan Period 17
HLOS High LevelANNEX
toOutput
supportA itsRSSB
Specification Organisation
members’ (the rail(asindustry)
at Dec 2013)
08 Budget for members levies Yr 1 of Plan 20
to achieve their objectives of 19
IM Information management
IT
ANNEX
Information technology
B Members and Stakeholders 21
IRRB
improving
ANNEX
International C safety
Railway Research
and performance
Activities commenced andin value for money across the
2009-2014 24 industry,
Board ANNEX A RSSB Organisation (as at Dec 2013) 20
with a focus on:
ISBP Industry Strategic Business Plan (JanANNEX B Members and Stakeholders 21
2013)
ISCC Industry Standards Co-ordination ANNEX C Activities commenced in 2009-2014 24
Committee  reducing safety risk so far as is reasonably practicable
ISLG Industry Safety Liaison Group
MOU Memorandum of Understanding
NIRS
 increasing capacity (where appropriate)
National Incident Reporting
System
ORR  improving operating performance and customer satisfaction (where
Office of Rail Regulation
PIM Precursor Indicator Model
R&D Research and Development
appropriate)
RAIB Rail Accident Investigation Branch
RDDS Strategic
Railway DrawingBusiness Plan 2014-2019
and Documentation 1 April 2014 3
Services Ltd
RDG RSSB’s role (what we do)
Rail Delivery Group
RD&I Research development and
innovation
RGS We Standard
Railway Group provide a unique breadth and depth of knowledge, skills and experience to
RIA Railway Industry Association
RIS RSSB’s purpose is
help
Rail Industry the rail industry collaborate,
Standard : make informed decisions and deliver their
RISAS Railway Industry Supplier Approval
Scheme to strategic
support objectives.
its members’ (the rail industry) to achieve their objectives of
RISQS Railway Industry Supplier
improving
Qualification Scheme safety and performance and value for money across the industry,
ROGS Railways and Other Guided
RSSB’s vision (what we want to be)
Transport with
Systemsa Regulations
focus on:
RRUKA Rail Research UK Association
RSSB Rail Safety and Standards Board
SDSG SustainableToDevelopment
be the rail industry’s chosen hub for analysis, collaboration and knowledge
Steering
Group
 reducing safety risk so far as is reasonably practicable
SIC exchange.
System Interface Committee
SMIS increasing capacity (where appropriate)
Safety ManagementInformation
System
SMS Safety management system
SPARK  improving
Sharing Portal for Access to Railway operating performance and customer satisfaction (where
Strategy (how are we going to do it)
Knowledge appropriate)
SRM Safety Risk Model
SRP SustainableBy,Railin all that we do:
Programme
SSRG System Safety Risk Group
TRL
TSLG
RSSB’s role (what we do)
Transport Research Laboratory
 working
Technical Strategy Leadership Group with our members to understand and address their needs
TSI Technical Specification for
We provide
Interoperability and priorities
a unique breadth and depth of knowledge, skills and experience to
UIC International Union of Railways
UKAS  raildeveloping
help Accreditation
United Kingdom the the expertise
industry collaborate, and informed
make competence of our and
decisions staffdeliver their
Service
managing and delivering a broad range of quality products, services
 objectives.
strategic
and tools

RSSB’s vision (what we want to be)

Strategic Business Plan 2014-2019 1 April 2014 2
To be the rail industry’s chosen hub for analysis, collaboration and knowledge
exchange.
 its commercial interests.

 applying the principles of good process management, governance,

RSSB is an industry-owned, member-driven organisation
knowledge
created in 2003 sharing and continuous
to deliver improvement
key functions in support of railway
operations. It is independent of any single railway company and
Behaviours its commercial interests.
Quality-driven, evidence-based, service-focused, knowledge-sharing,
RSSB’s purpose is:
collaborative and consensus building, impartial, value-seeking, authoritative
to support its members’ (the rail industry) to achieve their objectives of
and independent.
improving safety and performance and value for money across the industry,
with a focus on:
 reducing safety risk so far as is reasonably practicable

 increasing capacity (where appropriate)

 improving operating performance and customer satisfaction (where

appropriate)

RSSB’s role (what we do)

We provide a unique breadth and depth of knowledge, skills and experience to
help the rail industry collaborate, make informed decisions and deliver their
strategic objectives.

RSSB’s vision (what we want to be)

To be the rail industry’s chosen hub for analysis, collaboration and knowledge
exchange.
Contents

Strategy (how are

Chairman’s we going to do it)
Foreword 4
01 Executive Summary 5
02 Introduction
By, in all that we do: 10
03 Monitoring, reporting on and revisions to the Plan 11
04  working and
Principles with Assumptions
our members to understand and address their
13needs
05 Operation of the Company
and priorities 15
06 Summary of Products and Services by Shall and May 16
07  developing the expertise
Objectives for the Plan Period and competence of our staff 17
08 Budget for members levies Yr 1 of Plan 19
 managing and delivering a broad range of quality products, services
Strategic
ANNEXBusiness
AandPlan 2014-2019
tools
RSSB Organisation1(as
Aprilat
2014
Dec 2013) 21 2
ANNEX B Members and Stakeholders 22
ANNEX Capplying the principles
Activities commenced of good process management, governance,
in 2009-2014 25
knowledge sharing and continuous improvement

Behaviours
Quality-driven, evidence-based, service-focused, knowledge-sharing,
collaborative and consensus building, impartial, value-seeking, authoritative
and independent.

Strategic Business Plan 2014-2019 1 April 2014 3

 Foreword by the Chairman

This is RSSB's Strategic Business Plan for 2014-2019. It has been developed
by a sub-committee of the board to show how RSSB will support the industry
in Control Period 5.

The RSSB board commissioned a strategic review in mid-2012, to equip the

company for the challenges that lie ahead, and this has clarified our purpose
and our relationship with both industry objectives and the newly formed Rail
Delivery Group (RDG). We welcome the clarity that the Industry Strategic
Business Plan provides and the leadership that RDG is providing and we look
forward to working with all our members and stakeholders to deliver for them.

Moving into the Plan period we have a robust, internationally recognised and
well respected company supporting the industry in many areas. We also have
to change however, to improve RSSB's relationships with industry and the way
the company and members interact; as well as driving efficiency in all that we
do. There are many and varied objectives that government has set for industry,
and which industry has picked up and developed in the Industry Strategic
Business Plan.

We will be entering Control Period 5 with a new chief executive, Chris Fenton
who joined us in early 2014. We are proud and highly appreciative of all that
has been achieved by Len Porter, and see his legacy as a base from which to
build an even more valuable and respected rail industry asset that is fully
aligned with our members’ objectives. For that reason our last objective (set
out in Section 7) is that the company Plan for the 5 years from 2019 should be
an integral part of the Industry’s next strategic plan.

I encourage all our members and stakeholders to get behind this Plan, and to
work collaboratively to shape the way that we change and deliver more
effective support to the industry – an industry that has significant cost and
performance challenges but also unprecedented levels of investment and
growth to make the journey ahead a really positive and safe one for us all.

Chairman

Strategic Business Plan 2014-2019 1 April 2014 4

  more efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019

The longer term

1. Executive Summary
By 2035 the industry aspires to deliver:
1.1 levels
This is the high
of reliability level Strategic
and safety Business
that are among the bestPlan
in thefor the period from 1 April
world
 passenger satisfaction of at least 90 per cent
2014 to 31 March 2019 (hereafter ‘the Plan’). It provides the context for
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
the the board
national networkto determine the company’s objectives and priorities to
support
 further members
improvements and
in the stakeholders
product during
offer for freight the Plan period.
customers
 a financially sustainable railway through improved efficiency and revenue generation
 a further reduction in CO2 emissions
1.2
1.2 RSSB
RSSB supports
supports its its members
members (the (the railrail industry)
industry) in in the
the fulfilment
fulfilment of of their
their
objectives
objectives and does so through arrangements that are governed by the
and does so through arrangements that are governed by the
Extract board
from Industry
and Strategic
other cross Business
industry Plan January
groups that2013
take decisions and sponsor
board and other cross industry groups that take decisions and sponsor
RSSBs
activities.
activities. highEach
Eachlevelof ofobjectives
RSSB’s over
RSSB’s the period
functions
functions of thethese
supports
supports Plan, which
these are set
objectives
objectives in
in
out in
different Section
ways, 7,
and will support
this Plan the
shows achievement
the high-level
different ways, and this Plan shows the high-level relationship between of these
relationshipgoals through
between
increasing
industry
industry objectivesengagement
objectives and with
and RSSB
RSSB members
functions,
functions, andproducts
stakeholders
products and to
and better align
services.
services. The
The
company
details outputs
behind this with
will be industry
made objectives
available
details behind this will be made available on the RSSB web site. on and
the through
RSSB web improving
site. the
efficiency and quality of the company’s delivery.
1.4 The
The 2014–2019 task
task is theto
1.3 Over the last 5 years build upon the delivery and evolution
evolutionwith of
1.4 2014–2019 is torail industry
build upon has the changed
delivery significantly,
and of
1. Executive
existing
existing products
considerable products Summary
growthand services to
to support
in passengers
and services supportand the
the industry
freight, in
industry addressing
addressing their
inimprovements in
their
goals;
goals; to to increase and capacity,
performance safety and improve business
a reducing performance from (particularly
increase capacity, improve businesssubsidy
performance taxpayers.
(particularly
1.1 reducing
Although
This is thethecosts)
high and
franchising
level reduce
process risk andwhere reasonably
Network Railtheremain practicable.
the The
principal
reducing costs) and Strategic
reduce Business
risk where Plan for
reasonably period from
practicable. 1 April
The
Industry
means
2014 to ofStrategic
31 delivering
March Business
2019 passenger Plan
(hereafter (ISBP)
train
‘the sets
services
Plan’). It out
and the
provides current
infrastructure,
the position
context the
for
Industry Strategic Business Plan (ISBP) sets out the current position
and
and goals
boardfor toCP5 and
and longer the term goals to 2035,
2035, in in the
relationships between industry and following table.
the goals for CP5determine longer term goalsgovernment,
company’s to objectives and
the and between
priorities
following the
table. to
players members
support within theand industry have changed
stakeholders during the considerably
Plan period.– with a shift
from government toward the industry in areas of leadership and
1.2 strategic
RSSB decision
supports making, and
its members (the rail withindustry)
processes in the of fulfilment
devolution and
of their
Industry alliancing
today in
objectives andmany doesparts of service
so through delivery. RSSB
arrangements that are hasgoverned
been relatively
by the
stable through this period and its broad
board and other cross industry groups that take decisions and sponsor base of cross-industry
A railway today that: remains – although the ownership of its members has
membership
activities.
 is one of the safest
Each of RSSB’s functions supports these objectives in
in Europe
become more international. The establishment of the Rail Delivery
 hasdifferent
customer ways, andreaching
satisfaction this Plan shows
an all time hightheofhigh-level
83 per centrelationship between
Groupmore
industry
 is running has created
objectives
trains thanaevernew
and sense
RSSB
before, withof14direction
functions, and focus
per centproducts
more andfor the leadership
services.
train kilometers The and a 62
than 2003/04
perof the
cent industry.
increase in freight moved since privatisation
details behind this will be made available on the RSSB web site.
 has the highest ever levels of performance
1.5 hasInnearly
1.4 Julyhalved
2012,government
as part ofsupport from its peak
its strategic in 2006/07
planning
The 2014–2019 task is to build upon the delivery and process the RSSBevolution boardof
initiated a strategic review of RSSB to ensure
existing products and services to support the industry in addressing their that it is fit for the next
By 2019 Business Plan period
goals; to increase and beyond.
capacity, That review
improve business confirmed(particularly
performance a revised
company
reducing costs) purpose and(Primary
reduce risk Objective)
where and a revised
reasonably Constitution
practicable. The
A railway by the
Agreement.These end of CP5 that
revisions is: have created greater clarity about the
 the Industry Strategic
safest in Europe, Business
reducing Plan
risk at level (ISBP)bysets
crossings eight out the incurrent
per cent CP5 position
relationship
and goals
 delivering 20 perfor
between
CP5
cent more and those
seatslonger functions
term goals
into central
thatduring
Londonto
RSSB
2035, does
in
peak the
hours,
‘because
following
and 32 per
that
table. is
cent into large
its role
regional cities.inBythe
the endindustry’, and ‘those
of CP5, moving functions
225 million it does and
more passengers to carrying
support355,000
its more
trains every year
members because it is efficient to do so in one place or to use RSSB’s
RSSBs
 maintaining high level
record
capabilities’.
levels of objectives
performance over
withthe
92.5period
per centofPPM
thebyPlan,
the end whichof CP5are set
 delivering continuingThese are termed
improvements respectively
in customer satisfaction‘Shall’ (of which there are
out
5) and in Section
‘May’ 7, will
(9) support thepreparing
functions. achievement Plan of these goals through
 delivering a step change in connectivity In between regionalthiscenters eg the 6 fastproducts
trains and upand to a 10
Industry
minute today
increasing
reduction engagement
in journey with
time between members and stakeholders to better align
services RSSB provides have Manchester
been divided and Leeds
into the ‘shall’ and ‘may’
company
 transforming
functions.
theoutputs
nature of with
They are
the railindustry objectives
network, with
summarised Section and
over 3,000 km through improving
more electrified railway,the
approximately
A railway
2,750 today
new that:
vehicles, and completion of majorinenhancements 6 by to the senior
the network stakeholder
including Birmingham
 is
New
efficiency
group
one of thethat
Street,
and
safest
the inquality
sponsor
Europe
Intercity Express
oforthe company’s
support
Programme the delivery.
activity.
and the TheCrossrail
Thameslink, table and shows theschemes
Reading
 has customer
contributing tosatisfaction reaching
a lower carbon an allreducing
economy, time highCOof 283 per cent per passenger by 37 per cent and
emissions
 is running the
removing more trains than
equivalent evermillion
of one before,lorry
withjourneys
14 per cent
frommore trainper
the road kilometers than 2003/04
year. Freight and a 62
tonne kilometers
Strategic Business
per
forecast Plan
cent to 2014-2019
increase
increasein freight moved
by 22 per 1 April
centsince 2014
privatisation
compared to the end of CP4 6
 has the highest ever levels of performance
 has nearly halved government support from its peak in 2006/07
Strategic Business Plan 2014-2019 1 April 2014 5
 Industry
 more today
efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019
A railway today that:
 is one of the safest in Europe
The longer
 has termsatisfaction reaching an all time high of 83 per cent
customer
 is running more trains than ever before, with 14 per cent more train kilometers than 2003/04 and a 62
By 2035 theincrease
per cent industry aspires
in freight to deliver:
moved since privatisation
has theofhighest
 levels ever
reliability andlevels of that
safety performance
are among the best in the world
has nearly halved
 passenger government
satisfaction of at least support
90 perfrom
centits peak in 2006/07
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
the national network
By2019
further improvements in the product offer for freight customers
 a financially sustainable railway through improved efficiency and revenue generation
A railway
 a furtherbyreduction
the endinofCOCP5 that is:
2 emissions
 the safest in Europe, reducing risk at level crossings by eight per cent in CP5
 delivering 20 per cent more seats into central London during peak hours, and 32 per cent into large
Extract from cities.
regional Industry
By theStrategic
end of Business
CP5, moving Plan225January 2013 passengers and carrying 355,000 more
million more
trains every year
RSSBs high level objectives over the period of the Plan, which are set
 maintaining record levels of performance with 92.5 per cent PPM by the end of CP5
out incontinuing
 delivering Section improvements
7, will support the achievement
in customer satisfaction of these goals through
increasing
 delivering a step engagement with members
change in connectivity and stakeholders
between regional totrains
centers eg 6 fast better
andalign
up to a 10
minute reduction in journey time between Manchester and
company outputs with industry objectives and through improving the Leeds
 transforming the nature of the rail network, with over 3,000 km more electrified railway, approximately
efficiency
2,750 and and
new vehicles, quality of the of
completion company’s delivery.to the network including Birmingham
major enhancements
New Street, the Intercity Express Programme and the Thameslink, Crossrail and Reading schemes
1.3 contributing
Over the last 5 years the rail industry has changed significantly, with
to a lower carbon economy, reducing CO 2 emissions per passenger by 37 per cent and
considerable
removing the equivalent growth
of one in passengers
million lorry journeysand freight,
from the improvements
road per in kilometers
year. Freight tonne
forecast to increase by 22 per cent compared to the
performance and safety and a reducing subsidy from taxpayers.end of CP4
 more efficient. Overall industry subsidy will reduce from 6.0 pence per passenger kilometer by the
Although the franchising process and Network Rail remain the principal
end of CP4 to between 3.7 pence and 4.2 pence per passenger kilometer by 2019
means
Strategic Business Planof2014-2019
delivering passenger train services and infrastructure, the
1 April 2014 5
relationships between industry and government, and between the
The longer
playerstermwithin the industry have changed considerably – with a shift

By 2035 from government

the industry aspires toward the industry in areas of leadership and
to deliver:
strategic
 levels decision
of reliability and safety making, and the
that are among withbestprocesses
in the world of devolution and
alliancing
 passenger in many
satisfaction of atparts
least of service
90 per cent delivery. RSSB has been relatively
 capacity to accommodate twice as many passengers as today including the integration of HS2 with
stable through this period and its broad base of cross-industry
the national network
membership
 further improvements remains – although
in the product the ownership
offer for freight customers of its members has
becomesustainable
 a financially more international.
railway throughThe establishment
improved efficiency and of the generation
revenue Rail Delivery
 a further reduction in CO emissions
Group has created a new sense of direction and focus for the leadership
2

of the industry.
Extract from Industry Strategic Business Plan January 2013
1.5 In July 2012, as part of its strategic planning process the RSSB board
initiated a strategic review of RSSB to ensure that it is fit for the next
Business Plan period and beyond. That review confirmed a revised
company purpose (Primary Objective) and a revised Constitution
Agreement.These revisions have created greater clarity about the
relationship between those functions that RSSB does ‘because that is
its role in the industry’, and ‘those functions it does to support its
members
considerable because
growthit is in
efficient to do soand
passengers in one place improvements
freight, or to use RSSB’s in
capabilities’.
performance Theseand safetyare termed
and arespectively
reducing ‘Shall’
subsidy (of from
whichtaxpayers.
there are
5) and ‘May’
Although (9) functions.
the franchising In preparing
process and Network thisRail
Planremain
the products and
the principal
services
means ofRSSB provides
delivering have been
passenger traindivided
services intoand
theinfrastructure,
‘shall’ and ‘may’
the
functions.
relationshipsThey are summarised
between industry inandSection 6 by the and
government, seniorbetween
stakeholder
the
group
players that sponsor
within or support
the industry the activity.
have changed The table
considerably shows
– with the
a shift
from government toward the industry in areas of leadership and
strategic
Strategic Business decision making,1 April
Plan 2014-2019 and2014with processes of devolution and 6
alliancing in many parts of service delivery. RSSB has been relatively
 Group has created a new sense of direction and focus for the leadership
of the industry.
1.5 resources
In associated
July 2012, as part ofwith
its each activity.
strategic Moreprocess
planning details the
of the
RSSBproducts
board
and services in support of each activity will be made available
initiated a strategic review of RSSB to ensure that it is fit for the next on the
RSSB web
Business siteperiod
Plan beforeandthebeyond.
start of That
the Plan
reviewperiod, and ait revised
confirmed will be
maintainedpurpose
company up to date(Primary
throughout CP5.
Objective) and a revised Constitution
Agreement. These revisions have created greater clarity about the
1.6 The purposebetween
relationship of the company and howthat
those functions it willRSSB
be delivered is summarised
does ‘because that is
inside
its roletheinfront
the cover of thisand
industry’, Plan.
‘those functions it does to support its
members because it is efficient to do so in one place or to use RSSB’s
1.7 A significant These
capabilities’. finding are
of the Strategic
termed Review‘Shall’
respectively was (of
thewhich
need there
to more
are
closely align RSSB’s products and services with the
5) and ‘May’ (9) functions. In preparing this Plan the products and specific needs of its
membersRSSB
services and the overall have
provides objectives
been for the industry.
divided into the While
‘shall’ RSSB has
and ‘may’
taken on They
functions. a number of significant
are summarised additional
in Section 6 byproducts
the seniorand services
stakeholder
(summarised
group in AnnexorC)support
that sponsor to meetthe the activity.
needs ofThe the industry
table shows in recent
the
years, the production of a business plan is the opportunity
resources associated with each activity. More details of the products to take stock
and services
and
Strategic Business ensure that the right
in support
Plan 2014-2019 things
of 1each are being
activity
April 2014 will bedone.
madeThe Industry
available on and
the
6
Network Rail Strategic
RSSB web site as appropriate. Business Plans (Jan 2013); the Rail Technical
Strategy (Dec 2012); the Government’s plans for franchising; and the
various Network Rail strategies to support sustainability, safety and
1.6 The purpose of the company and how it will be delivered is summarised
wellbeing, are all key signals of the future direction of our members. The
at the front of this Plan.
recent ORR Draft Determination for Network Rail takes this a stage
further. Together these documents list members’ objectives where
1.7 A significant finding of the Strategic Review was the need to more
RSSB’s capabilities can support the industry. In addition the new
closely align RSSB’s products and services with the specific needs of its
Constitution Agreement has a specific recognition of the Rail Delivery
members and the overall objectives for the industry. While RSSB has
Group, and any relevant strategies that it publishes or endorses will
taken on a number of significant additional products and services
provide further guidance on priorities.
(summarised in Annex C) to meet the needs of the industry in recent
1.8 years,
The the production
relationship of athe
between business
industry plan is the opportunity
objectives, as set out toin take stock
the HLOS
and ensure
and that the
the Industry right things
Strategic are being
Business Plan done.
(SectionThe1.3),
Industry
and and
the
Network Rail Strategic Business Plans (Jan 2013);
company activities is summarised in the table on the next page which the Rail Technical
shows an(Dec
Strategy 2012);
estimate thecompany
of the Government’s
resources plans for franchising;
allocated and the
to each activity.
various Network Rail strategies to support sustainability, safety and
wellbeing, are all key signals of the future direction of our members. The
recent ORR Draft Determination for Network Rail takes this a stage
further. Together these documents list members’ objectives where
RSSB’s capabilities can support the industry. In addition the new
Constitution Agreement has a specific recognition of the Rail Delivery
Group, and any relevant strategies that it publishes or endorses will
provide further guidance on priorities.

1.8 The relationship between the industry objectives, as set out in the HLOS
and the Industry Strategic Business Plan (Section 1.3), and the
company activities is summarised in the table on the next page which
shows an estimate of the company resources allocated to each activity.

Strategic Business Plan 2014-2019 1 April 2014 7

 Industry Objective – from RSSB functions in support of RSSB Supporting Approximate Approximate
ISBP objectives Governance External RSSB RSSB

ISBP

Totals
Groups Stakeholder FTE Cost £m pa
Safety - Safest in Europe, reduce Safety data, analysis and reporting; RSSB Board NR, TOCs, FOCs, 75 8

end of CP5

satisfaction
risk at level crossings by 8% Research; CIRAS; Innovation; Standards SSRG, ISCC Roscos, Suppliers,
CIRAS C’tte Infracos, ISLG
ISLG, SICs ORR, DfT, RAIB
Capacity - 20 per cent more in Research, Standards, Innovation, Technical RSSB Board, RDG 25 4

network (Investment)
Strategy, New Systems support TSLG NR, TOCs, Roscos,

6p to c4p per pass/km

peak London hours; 32 per cent

more trains per annum

Reduce CO2 by 37% per

Company administrative
into large regional cities. Move SICs Suppliers

between regional centres

Improvements in customer
225m more passengers, 355k ISCC ERTMS PCB

Step change in connectivity

Strategic Business Plan 2014-2019

risk at level crossings by 8%
more trains per annum DfT

225m more passengers, 355k

Capacity - 20 per cent more in

journeys from road per annum

Industry Objective – from

into large regional cities. Move

passenger and remove 1m lorry

peak London hours; 32 per cent

Efficiency industry subsidy from

Safety - Safest in Europe, reduce
Performance at 92.5 % PPM at the Research, Technical Strategy, standards RSSB Board, NR, TOCs 20 4

Performance at 92.5 % PPM at the

Transforming the nature of the rail

end of CP5 ISCC, TSLG, NTF,DfT
SICs
Improvements in customer Research, development and Innovation, RSSB Board RDG, NR, TOCs, 20 4
satisfaction Standards TSLG, ISCC Suppliers

Standards
Step change in connectivity Research, development and Innovation, RSSB Board, RDG, NR, TOCs, 15 4

1 April 2014
objectives
between regional centres Technical Support, Standards TSLG, ISCC, SICs Suppliers

delivery by 1% pa.
Transforming the nature of the rail Research Development and Innovation, RSSB Board, RDG, NR, TOCs, 50 10

industry during CP5

network (Investment) Technical Strategy. Standards TSLG, ISCC, SICs RIA

Reduce CO2 by 37% per Sustainable Rail Programme; Research, RSSB Board NR, TOCs, FOCs, 3 1

Technical Support, Standards

passenger and remove 1m lorry Innovation – embedding Principles within SDSG ROSCOs Infracos,

Technical Strategy. Standards

Strategy, New Systems support
journeys from road per annum industry during CP5 Suppliers,
DfT, DECC
Safety data, analysis and reporting;

Efficiency industry subsidy from All functions support greater efficiency in the RSSB Board, RDG 15 4
RSSB functions in support of

Research Development and Innovation,

Research, development and Innovation,
Research, development and Innovation,

Sustainable Rail Programme; Research,

6p to c4p per pass/km industry and RSSB will reduce its real cost of TSLG, RISAS, NR, TOCs, FOCs

Research, Technical Strategy, standards

Innovation – embedding Principles within

Research; CIRAS; Innovation; Standards

delivery by 1% pa. RISQS, R2 Prog Other members

Research, Standards, Innovation, Technical

All functions support greater efficiency in the

industry and RSSB will reduce its real cost of
Bd, SICs DfT, ORR
Company administrative 27 5
Totals 250 44

SICs
SICs
ISCC
TSLG

SDSG

8
RSSB

Bd, SICs
Groups

Table showing relationship of industry objectives to RSSB functions, stakeholder groups and estimated resources
ISLG, SICs
CIRAS C’tte

TSLG, ISCC

RSSB Board
RSSB Board
RSSB Board
SSRG, ISCC

ISCC, TSLG,

RSSB Board,
RSSB Board,
RSSB Board,
RSSB Board,
RSSB Board,

TSLG, RISAS,
Governance

RISQS, R2 Prog
TSLG, ISCC, SICs
TSLG, ISCC, SICs
Strategic Business Plan 2014-2019 1 April 2014 8
DfT

RIA

NR,
NR,
NR,
NR,
NR,

DfT,
DfT,
ERT
Infra

Othe
ROS
RDG
RDG
RDG

RDG
RDG
ORR

NTF,

Table showing relationship of industry objectives to RSSB functions, stakeholder groups and est
Sup

Rosc

Supp
Supp
Supp
Supp
Stak
Exte
 1.9 Two illustrative examples of work RSSB will be doing in the Plan period
to support the industry in meeting its objectives are:

1) Industry objective: to be the safest railway in Europe in 2019.

Network Rail’s Strategy for Transforming Safety and Wellbeing
identifies the Precursor Indicator Model as the key industry measure
of multi-fatality train accident risk, but also acknowledges that it can
be developed to be more useful as a predictive tool. RSSB will
develop changes to the model through the appropriate cross-industry
governance (the user group) to meet that need for all users.

2) Industry objectives: Safety, Efficiency, Transforming the

network - The industry is encountering more issues with the
interface between platforms and trains which could lead to sub-
optimal decisions, based on pragmatic local considerations. These
could impact on the long-term flexibility, cost, interoperability and
safety of the system. The RSSB board has been asked to undertake
work to explore the issues, define the nature of the problem and
opportunities and develop potential solutions, using an evidence-
based approach. This will draw on the research and development
and technical capabilities of RSSB and the various cross-industry
groups that oversee interfaces to explore the nature of the problems,
test solutions and identify viable options. On the other hand, RSSB
itself is not the right body to adopt an industry strategy that should
derive from this work. This is likely to be endorsed by a combination
of the Rail Delivery Group and government to inform future
investment plans and procurement decisions.

1.10 As an integral part of the industry, RSSBs costs are part of the overall
cost of the industry. In 2013/14 RSSB accounted for about £43m (of
which around £23m is from the Department for Transport (DfT) for
research development and innovation, and around £20m comes from its
members’ levies). In an industry that turns over £12bn pa, RSSB
represents around one third of one percent (0.3%) of industry turnover.
However small as a share of the total, it is important that RSSB
continues to control its own costs and delivers ever better value for
money as its contribution to the industry cost challenge. During the Plan
period, RSSB will develop itself as an organisation to better meet the
needs of members and to demonstrate increased efficiency (set out in
Section 5) and deliver against the objectives set out in Section 7.

Strategic Business Plan 2014-2019 1 April 2014 9

2. Introduction

2.1 This Plan sets out the context of RSSB’s role in the railway industry. It is
RSSB’s high-level statement of what it will provide to members and
stakeholders for the period covered by the government’s HLOS, the ORR
determined Control Period 5, and the Industry and Network Rail Strategic
Business Plans for the same period.

2.2 This Plan is high level and explains how the delivery of existing products
and services (summarised in Section 6) are governed, together with the
means by which these can be changed (set out in Section 3) to meet the
emerging priorities of the membership.

2.3 RSSB will have a stable financial relationship with its members through
the plan period, with membership levies from existing members reducing
by 1% in real terms each year (based on the formula of RPI-1). Given
that nearly half of the RSSB turnover relates to staff costs (which are
expected to change in line with the market, see Section 5) to maintain
and grow the company capability (for instance in the area of supporting
the industry in proactive health management) it will be necessary to
develop a combination of efficiencies and alternative sources of income,
including new members.

Strategic Business Plan 2014-2019 1 April 2014 10

3. Monitoring, reporting on and revisions to company activity during
the Plan period
3.1 This high-level Plan sets out the starting point, and the means of
monitoring and changing functions or activities during the 5 years of its
currency. The core arrangements consist of the following:

3.1.1 This Plan summarises the current objectives of the industry; the
objectives for RSSB going into 2014/19; the functions, products and
services of RSSB that support the industry at the commencement of the
Plan period in 2014; the governance arrangement for the activities and
the resources RSSB deploys in support of industry; and the funding
arrangements that will apply during CP5.

3.1.2 Under the supervision and direction of the board, RSSB operates and
facilitates many cross industry governance groups, which oversee and
steer the development and delivery of virtually all RSSB products and
services. Most of these groups have their own plans and strategies to
achieve particular goals and these are generally published in the relevant
part of the RSSB web site.

3.1.3 Each year the Board of RSSB, consisting of representatives of all

categories of membership and observers from the ORR and DfT, will
undertake a review of the performance of the company, the priorities and
resources planned for company activities in the following year, and the
fulfillment of the various objectives of each of the main groups reporting
to it.

3.1.4 The key indicators of success the board will monitor are:
1. Keeping within the budget
2. Meeting the needs of stakeholders for specific objectives
3. Maintaining an appropriate balance of activity against industry
objectives.

3.2 Material changes in the activities, objectives, or funding of the company

will be supervised by the board, in accordance with the Constitution
Agreement. Less material changes can and will be made through the
various cross-industry groups that govern RSSB activities. A high-level
description of the relationship between industry objectives, RSSB
functions and the way they are organised to deliver is shown over the
page:

Strategic Business Plan 2014-2019 1 April 2014 11

 NOTE: TSLG takes strategic direction from RDG for priorities, plan and appointment of its
Chair

The current RSSB organisation for the delivery of both ‘shall’ and ‘may’
functions is shown in Annex A. This is subject to change.

Strategic Business Plan 2014-2019 1 April 2014 12

 4. Principles and assumptions

4.1 Principles of operation

RSSB will exercise its functions in a manner best calculated to achieve
an appropriate balance between the needs to:

1. enable members to plan with a reasonable degree of assurance,

2. demonstrate leadership and efficiency in its support functions,
3. take account of strategies promoted by the RDG,
4. be accountable for parts of industry due process,
5. lead in areas where: a) through its functions it holds industry
leading competence, or b) requested by the board,
6. maintain the independence of the company,
7. challenge the industry with respect to its functions,
8. provide an audit trail for the industry decisions it facilitates and
9. promote solutions that recognise the railway as a system.

4.2 Assumptions in the Plan

1. Funding. Member’s levies will be set in Year 1 – and adjusted

annually by RPI-1 to generate efficiency savings for members.
The only exception to this will be for members (other than
franchised TOCs and Network Rail) whose turnover changes in
such a way that they move to a different level of levy. RSSB
activities that are not funded by membership fees (such as RD&I
and CIRAS) will be planned and managed within the period in
accordance with such funding as is made available or secured
through the appropriate governance arrangements.

2. It is assumed that the level of funding for research and

development will be broadly similar to that provided in the last 2
Strategic Business Plan 2014-2019 1 April 2014 13
 years of the current plan. It is also assumed that the funding for
the TSLG innovation activity (EIT) will be provided to RSSB by
Network Rail in accordance with the HLOS and Regulatory
Settlement for CP5.

3. RSSB expects to start the Plan period with little or no surplus of

member funds. RSSB will accumulate a modest contingency
reserve during CP5. Under specified circumstances (of a positive
or negative shock to the company’s financial position) the board
will re-open the 5 year funding arrangement to address the
shock. Other than in those specified circumstances, the company
will plan its annual activity to be consistent with its forecast
revenue from membership levies and other sources of income.

4. RSSB will generally provide all products and services to

members free of charge (within agreed resources). Where RSSB
charges members for specific products or services it will
generally charge at cost. It will generally seek to secure a
contribution to common costs if providing access to products and
services to non-members.

5. RSSB will organise itself in such a way as to maintain its taxation

status as a non-profit making ‘Mutual’.

6. The board will oversee the balance of funding, resources and

services, and in the event of any conflicts, will determine the
appropriate priorities for the company.

7. Accommodation. RSSB will seek to remain at its current office

at The Angel, though this is subject to the satisfactory conclusion
of a negotiation that is just starting.

8. RSSB expects to start the Plan period with reserves of grant

funding for research, development and innovation, much of which
is already committed to future years. The funds are allocated for
the following future expenditures (estimate of likely values at April
2014):

- Committed research projects £2m

- Committed innovation schemes £15m
- Partnership with University of Huddersfield £2.5m
- Rail Research UK Association funding £2.5m
- Closure provision for R&D capability £3m

Strategic Business Plan 2014-2019 1 April 2014 14

 5. Operation of the company
5.1 During the period of the Plan, RSSB will focus on better communication
with members (both ways) whilst continuing to drive efficiencies.

5.2 We will improve the two-way communication between us and our

members and adopt new ways of working. This will include
consideration of alternative organisational arrangements and the use of
tools and systems, both internally and at the interface. We will embrace
social media and new technologies to engage with and deliver products
and services to members.

5.3 Better management of our knowledge and information for members

needs us to streamline processes, to plan and align more closely with
industry priorities and to present our outputs in different ways. A
number of significant work streams are underway to improve document
and records management, planning and resourcing and the RSSB web
presence. Benefits will come through in the early years of the Plan and
pave the way for more efficient operation as well as improving
communication with members.

5.4 RSSB’s core business functions which support the operation of the
company also involve development and delivery of products and
services, such as communications and information management and
technology. These are part of our technical expertise and will be
developed further to support members.

5.5 Staff. The recruitment and development of staff with technical

competencies and interpersonal skills is crucial to the operation of the
company and to effectively interact with our members. RSSB employs
mainly technical and professional staff, many of whom have front line
experience relevant to their roles. Employment terms have to compare
with the relevant market. We will review and where appropriate change
these to ensure they support the business objectives. While developing
our staff, we will actively seek opportunities for secondments into and
out of RSSB. This will help to foster a better understanding of industry
objectives and priorities for our staff and of the role and value of the
company among those seconded into RSSB. We currently employ
around 250 people and, subject to industry priorities no major changes
are planned. The company objective here is to work within its budget
which reduces in real terms. There is no specific headcount target.

5.6 The main thrust of RSSB’s support to its members will continue to be
governed by the senior stakeholder groups and supervised by the
board. This is expected to lead to continuous evolution, challenge and
change, as the industry strives to become more efficient and to secure
more value from RSSB’s support functions.

Strategic Business Plan 2014-2019 1 April 2014 15

 6. Summary of products and services by ‘Shall’ and ‘May’,
subdivided by stakeholder group

The following table shows a high level description of the senior stakeholder
groups facilitated by RSSB, a selection of the products and services provided
through each of the groups, organised by ‘Shall’ and ‘May’ functions and an
estimate of the human and financial resources involved in delivering them.

Stakeholder Examples of Shall Examples of May

£m per annum
Expenditure
Groups Products and products and Services

Equivalent
Estimated

Estimated
Full Time
Services

RSSB board RD&I Capability, Projects on road driving risk, 51 6.6

RSSB website, Industry workforce health & wellbeing
Safety Meetings, Board and platform train interface
review of Risk, RDDS, strategy, RRUKA, Strategic
SPARK partnerships with TRL, RTRI,
NR Consulting, R2
System Safety SMIS, SRM, PIM, Research projects, Support to 46 6.9
Risk Group ASPR, Reports, ‘Red’ Rail Football Forum, Provide
DVD series, Right input to Community Safety
Track, Risk Partnership Groups
Management Forum
Industry Railway Group Support and facilitation for 65 7.5
Standards Standards TSIs and ENs, Technical
Coordination Facilitation of industry advice, Research projects,
Committee decisions on standards Support for driver selection
and deviations governance group
RDG Research support for 4 0.5
efficiency initiatives
Technical Rail Technical Strategy 10 13.6
Strategy Game Changing Research
Leadership Group Enabling Innovation Team and
(inc EIT) projects
Strategic Partnership with TSB
Tactical Research Projects
Facilitating TSLG and SICs
SICs Game Changing Research 16 2.0
Tactical Research Projects
CIRAS Committee CIRAS Scheme, Reports 9 1.0

RISQS and RISAS RISAS Scheme, RISQS 3 0.6

boards Governance
ISLG Safety Reports for members 3 0.3
Network Rail Support for development of 16 1.0
National Projects ERTMS and GSM-R
GSM-R Online
RSSB board / RSSB administration, 27 4.0
Executive Property, IMT, Board etc
Totals 250 44

NOTE: This includes estimates based on June 2013 activity and includes rounding of numbers.
The relationship between RDG and TSLG is described in Section 3.

Strategic Business Plan 2014-2019 1 April 2014 16

 7. Objectives for the Plan period
7.1 Support for business improvement for the industry

7.1.1 Proactively engage with members and stakeholders to identify

opportunities to improve the industry performance to help them to
achieve the goals set out in the Industry Strategic Business Plan using
company capabilities.
7.1.2 Lead on the facilitation, coordination and delivery of the actions and
activities identified as ‘Shall’ functions in accordance with the identified
stakeholder group requirements.
7.1.3 Support the relevant industry stakeholder groups in all those areas
identified as ‘May’ functions.
7.1.4 Demonstrate the relationship between company activity and the
fulfilment of industry objectives and stakeholder requirements (in all
products and services and the annual report).

7.2 Business improvement of the company

7.2.1 Increase the efficiency and effectiveness of operations. (Do more with
the same resources or the same with fewer resources – 1% real
reduction per annum).
7.2.2 Embed knowledge management in all that we do.
7.2.3 Develop and implement changes to the organisation to support delivery
of these objectives.
7.2.4 Develop company competencies in technical and soft capabilities to;
improve our collaboration and engagement with stakeholders, support
industry decision making, and ensure that learning is captured and
shared in the delivery of our products and other work.
7.2.5 Develop membership of RSSB to embrace GB-based railway
companies that operate beyond the network managed by Network Rail
and associate membership for companies outside the sector or country
who can contribute to the Primary Objective.

Strategic Business Plan 2014-2019 1 April 2014 17

 7.3 Planning for the future

7.3.1 As part of the industry planning process for CP6 initiate the
development of a new business plan for the period 2019-2024. (The
business plan for 2019-24 should be an integral part of the Industry
Strategic Business Plan).

Strategic Business Plan 2014-2019 1 April 2014 18

 8. Budget for members’ levies for year one of the Plan period
Member funding budget for 2014/15
It was agreed by directors at the July and September board meetings that the
2014/15 budget for core member funding would: a) become the baseline for the
5-year funding and b) be based on the outturn for 2013/14, together with known
or agreed changes.
The outturn forecast for 2013/14 as at October 2013 is for expenditure on
member funded activity of £19.6m which is in line with the approved budget.
The 2 variances that it was agreed in principle to make to this figure to arrive at
the proposed members’ levy budget for 2014/15 are:
1. The application of RPI-1. RPI in July 2013 was 3.1% and therefore the
adjustment is by +2.1%
2. The sub-committee has recommended that RSSB seek to accumulate a
small contingency fund of £1.25m over the life of the 5-year funding
settlement. This will be achieved by the addition of £250,000 to the baseline
figure for members levies (but not included in the expenditure budget)
Outturn for 2013/14 £19.60m
Plus RPI-1 = 2.1% £20.01m
Plus contingency (£250k) £20.26m
So the expenditure budget for 2014/15 would be based on income of £20.01m
and members fees for the base year (2014/15) would be based on £20.26m.
Further agreed adjustments, which will be dealt with bilaterally with the
companies concerned are:
i. The proposed arrangement with Network Rail, whereby they will pay for the
RSSB work undertaken in the ERTMS project through an addition to their
membership levy. This has been agreed in principle but will not be factored
into the calculation of members’ levies. When and if agreed the adjustment
will be inserted into the schedule of levies and treated as part of the NR levy
for subsequent price adjustment.
ii. The introduction of the new rolling stock system (R2) during 2014, whereby
members who are users or funders of the RSL and RAVERS systems
will stop paying their fees to ATOS and will instead pay (lower) sums to
RSSB. When these are introduced the relevant R2 charge will be added
to the schedule of levies for each particular member and treated as
part of the levy for subsequent price adjustment. Members who are not
bound to RSSB by licence condition will also be asked to sign an agreement
to continue paying RSSB in the event of their ceasing to be members.

Notes:
1. On 9 January 2014 the RSSB board unanimously approved by
reserved resolution the expenditure budget of £20.26m for 2014/15
2. It is now likely that the new Rolling Stock System (R2) will be
introduced during 2015/16. However this has no impact on the
members levies and expenditure budget for 2014/15.

Strategic Business Plan 2014-2019 1 April 2014 19

 ANNEX A: RSSB ORGANISATION
As at Dec 2013, subject to change
RSSB Board and
Chairman
Chief Executive
Director, Business
Services
 Internal and external
Communications
 Financial and
management accounting
 Procurement and supply
chain
 Human Resources
 Facilities and company
administration
 Information management
technology and systems
 Knowledge management
Strategic Business Plan 2014-2019
Director, National
Programmes
 Facilitate co-operative
programmes for :
operations, public
behaviour, road-rail,
workforce, sustainability,
safety management and
health.
 Provide industry with:
Confidential Reporting
(CIRAS)
Supplier Assurance
(RISAS)
Urgent incident sharing
(Rail Notices)
1 April 2014
Deputy Chief
Executive
Director, Policy
Research and Risk
 Manage and deliver cross
industry research
programme
 Facilitate the Technical
Strategy Leadership Group
(TSLG)
 Provide industry with:
Portal for Rail Knowledge
(SPARK)
Safety data recording
(SMIS)
Safety risk models (SRM/
PIM)
Data analysis and safety
performance reporting
(ASPR etc)
Risk assessment expertise
Guidance and support on
legislation and EU
 Strategic review
 RDDS
Director, Standards & Director of Enabling
Technical Services Innovation Team
 Manage industry interface  Manage and deliver cross
standards, incl Rule Book industry innovation
 Facilitate industry programme
stakeholder groups,
including SICs
 Support cross-industry
technology projects –
ERTMS and GSM-R.
 Provide industry with:
Engineering, operations,
HF expertise and guidance
Support on developing EU
standards, incl TSIs
20
21
 ANNEX B: MEMBERS AND STAKEHOLDERS
ANNEX A: RSSB ORGANISATION
Members

RSSB has2013,
As at Dec 6 categories
subject of
to member,
change all of whom are signatories to the
Constitution Agreement:

 Passenger
RSSB Boardtrain
and operators
 FreightChairman
train operators
 Infrastructure managers
 Rolling stock leasing companies
 Infrastructure
Chief Executive
contractors
 Suppliers Deputy Chief
 Strategic review
 RDDS
Executive

All categories of member are entitled to participate in company governance

arrangements, to nominate directors to the board and to nominate
representatives to all cross-industry governance groups facilitated by RSSB.
The direction
Director, Business of the Director,
company Nationaland material
Director,priority
Policy decisions are taken
Director, Standards & by the of Enabling
Director
Services Programmes Research and Risk Technical Services Innovation Team
board. The commissioning of products and services to support RSSB’s
functions
Communications
is done by
 Internal and external RSSB-facilitated
 Facilitate co-operative stakeholder
 Manage and deliver cross
industry research
groups.
 ManageIn that way all
industry interface
standards, incl Rule Book
 Manage and deliver cross
industry innovation
programmes for :
decisions
 Financial and that are taken
management accounting
operations,bypublicthose bodies are effectively ‘industry decisions’.
behaviour, road-rail,
programme
 Facilitate the Technical
 Facilitate industry
stakeholder groups,
programme

Members’ fees fund workforce,

 Procurement and supply
chain
the bulk of RSSB’s
sustainability,
safety management and
non-research and
Strategy
(TSLG)
Leadership Group including
innovation activity.
SICs
Support cross-industry
 Human Resources health.  Provide industry with: technology projects –
 Facilities and company  Provide industry with: Portal for Rail Knowledge ERTMS and GSM-R.
Stakeholders
administration Confidential Reporting
(CIRAS)
(SPARK)
Safety data recording
 Provide industry with:
Engineering, operations,
 Information management Supplier Assurance (SMIS) HF expertise and guidance
technology and systems (RISAS) Safety risk models (SRM/ Support on developing EU

Rail Delivery Group
Knowledge management Urgent incident sharing PIM) standards, incl TSIs
(Rail Notices) Data analysis and safety
performance reporting
The RDG provides leadership in areas of strategic planning and the delivery of
(ASPR etc)
Risk assessment expertise
cost reduction, capacity and performance targets. RSSB interacts with the
Guidance and support on
legislation and EU
RDG through its board, regular executive meetings and by providing research
services to the group and its various sub-groups. RSSB has seconded a
senior manager to RDG to provide full time support to the Technology and
Operations sub-group. In all its activities RSSB takes account of relevant
RDG strategies.

Department for Transport / Secretary of State for Transport

The DfT has a strategic and funding role with respect to RSSB, and appoints a
senior official to participate on the RSSB board as an observer. DfT is also
entitled to send observers to participate in all cross industry governance
groups facilitated by RSSB. Transport Scotland has interests in many RSSB
activities such as standard setting, safety and technical strategy and is invited
to participate in relevant cross-industry groups.

Office of Rail Regulation

The ORR oversees the funding arrangements for the infrastructure manager,
licence compliance by the holders of railway licences (including the
requirement to be a member of RSSB) and regulates the health and safety
performance of the industry. It also has the power to approve changes to the
RSSB Constitution and the Standards Code. As such it is a key stakeholder
and participates in the RSSB board and relevant governance groups in the
same way as the DfT.

Strategic Business Plan 2014-2019 1 April 2014 22

21
 ANNEX B: MEMBERS
Rail Accident InvestigationAND STAKEHOLDERS
Branch
The RAIB investigates accidents and near misses on the UK rail network. Its
investigations
Members often include requests for relevant historic data and technical
opinion. Its draft and final reports may include recommendations relating to
RSSB functions – such as
has 6 categories research,all
of member, standards
of whomor safety.
are signatories to the
Constitution Agreement:
Association of Train Operating Companies
ATOC facilitates atrain
 Passenger number of services for its members (the TOCs), most of
operators
whom are alsotrain
Freight RSSB members. This facilitation includes coordinating input to
operators
RSSB Infrastructure managersand nominations onto RSSB governance groups.
activities consultations
In many casesstock
 Rolling this involves representing the TOC community and RSSB
leasing companies
recognises and values this coordination.
 Infrastructure contractors
 Suppliers
Railway Industry Association
RIA facilitates a number of services for its members (the Suppliers) including
All categories of member are entitled to participate in company governance
coordinating input to RSSB activities consultations and nominations onto
arrangements, to nominate directors to the board and to nominate
RSSB governance groups. In many cases this involves representing the
representatives to all cross-industry governance groups facilitated by RSSB.
supplier community and RSSB recognises and values this coordination.
The direction of the company and material priority decisions are taken by the
board. The commissioning of products and services to support RSSB’s
London Underground, Transport for London, Crossrail, High Speed One,
functions is done by RSSB-facilitated stakeholder groups. In that way all
High Speed Two
decisions that are taken by those bodies are effectively ‘industry decisions’.
Although not members, all of these stakeholders have significant infrastructure
Members’ fees fund the bulk of RSSB’s non-research and innovation activity.
and operations activities in GB railways. As such they participate in many
RSSB facilitated cross industry activities such as the UK coordination of the
Stakeholders
development of Technical Specification for Interoperability (TSIs) and the
Technical Strategy Leadership Group. During the Plan period it is an RSSB
Rail Delivery Group
objective to welcome other operators and infrastructure managers into RSSB
The RDG provides leadership in areas of strategic planning and the delivery of
membership
cost reduction, capacity and performance targets. RSSB interacts with the
RDG through
British its board,
Transport regular executive meetings and by providing research
Police
services
Community to the group
safety and its various
co-operation, datasub-groups. RSSB has seconded a
sharing and exchange.
senior manager to RDG to provide full time support to the Technology and
Operations sub-group.
National Skills Academy In all
foritsRailway
activities RSSB takes account of relevant
Engineering
RDG strategies.
Joint interest in developing rail industry competency with RSSB developing
standards, guidance and training modules and NSARE developing
Department
accreditation for Transport
schemes / Secretary
and skills of State for Transport
forecasting.
The DfT has a strategic and funding role with respect to RSSB, and appoints a
senior
Europeanofficial to participate
Railway Agencyon the RSSB board as an observer. DfT is also
entitled to send observers
RSSB represents its members to participate in all cross
(where requested to industry governance
do so) and occasionally
groups facilitated
stakeholders, by RSSB.
at various ERATransport Scotland
working groups has interests
operating in many
in the domain of RSSB
activities
interoperability and safety including development of TSIs, and provides invited
such as standard setting, safety and technical strategy and is (via the
to participate
ORR) GB safetyin relevant
data forcross-industry groups.
ERA analysis and publication.
Office of Rail Union
International Regulationof Railways
The ORR oversees the funding
Multi-layered cooperation arrangements
in research, for the
safety data andinfrastructure manager,
particular railway topics
licence compliance by the holders of railway licences (including
where there is an international dimension. There is a memorandum of the
requirement
understanding to with
be athe
member
UIC forof the
RSSB) and regulates
provision of SPARK theashealth and safety
a resource for the
performance of the industry. It also
UIC’s International Rail Research Board. has the power to approve changes to the
RSSB Constitution and the Standards Code. As such it is a key stakeholder
and participates
British in the RSSB board and relevant governance groups in the
Universities
same way as the
Rail Research UKDfT.
Association (RRUKA) is hosted by RSSB; RSSB also has
relationships with many universities for research and Huddersfield for a
strategic partnership.

Strategic Business Plan 2014-2019 1 April 2014 22

23
 Rail Accident
Suppliers Investigation
of research Branch capabilities
and innovation
The
RSSB RAIB investigates
spends accidents
several million and near
pounds a yearmisses on the
with many UKvaried
and rail network.
suppliers Itsof
investigations
technical researchoftencapability.
include requests for relevant historic data and technical
opinion. Its draft and final reports may include recommendations relating to
Suppliers
RSSB of Information
functions – such as Systems
research, (IBM, ATOS,
standards Interfleet)
or safety.
Suppliers of industry information management systems such as SMIS, R2 and
Association
NIR Online. Theseof Train Operating
include Companies
companies such as IBM, ATOS and Interfleet.
ATOC facilitates a number of services for its members (the TOCs), most of
Technology
whom are alsoStrategy Board This facilitation includes coordinating input to
RSSB members.
RSSB
MOU and activities consultations
joint funding and nominations
of innovation projects. onto RSSB governance groups.
In many cases this involves representing the TOC community and RSSB
Engineering
recognises and
and Physical
values Sciences Research Council
this coordination.
MOU and joint funding of University research activity.
Railway Industry Association
TRLfacilitates a number of services for its members (the Suppliers) including
RIA
coordinating
MOU for jointinput to RSSBinactivities
participation overseas consultations and nominations
research projects onto
and joint academy
RSSB
approachgovernance
to promote groups. In manyofcases
development this involves
staff capabilities representing
and owned IPR.the
supplier community and RSSB recognises and values this coordination.
Overseas research bodies
London
RSSB has Underground,
MemorandumTransport for London,
of Understandings and Crossrail,
cooperationHigh Speed One,
arrangements
High
with aSpeed
numberTwo of overseas research bodies, including the Rail Technical
Although
Researchnot members,
Institute all ofthe
(Japan), these stakeholders
Cooperative have significant
Research Council forinfrastructure
Rail
and operations
Innovation activities
(Australia), theinFederal
GB railways.
RailroadAs Administration
such they participate
(USA) in many
and
RSSB facilitated
Transport cross Centre
Technology industryIncactivities
(USA) tosuch as the
share, UK coordination
co-operate of the
and collaborate
development of Technical
on research projects Specification
and knowledge for Interoperability
exchange. RSSB also(TSIs) and the
has relationships
Technical
with IRRB Strategy Leadership
and the World CongressGroup. During
of Rail the Plan period it is an RSSB
Research.
objective to welcome other operators and infrastructure managers into RSSB
The Samaritans
membership
Community safety co-operation, data sharing and exchange.
British Transport Police
Community
Railways Tradessafety Unions
co-operation, data sharing and exchange.
RMT, ASLEF, UNITE, TSSA
National
ParticipateSkills Academy
in many for Railway
cross industry Engineering
activities facilitated by RSSB.
Joint interest in developing rail industry competency with RSSB developing
standards,
Passengerguidance
Focus and training modules and NSARE developing
accreditation
Participate in schemes and skills forecasting.
many cross-industry activities facilitated by RSSB.

European
UKAS Railway Agency
RSSB represents its members
supplies technical (where
services requested
to UKAS to doofso)
in support itsand occasionally
accreditation of
stakeholders, at various
bodies in various railwayERA working groups operating in the domain of
disciplines.
interoperability and safety including development of TSIs, and provides (via the
ORR)
BSI GB safety data for ERA analysis and publication.
RSSB provides technical support in conjunction with BSI (the UK
International
standardisationUnion
body)ofwith
Railways
respect to the development of Euronorms.
Multi-layered cooperation in research, safety data and particular railway topics
where there is an international dimension. There is a memorandum of
understanding with the UIC for the provision of SPARK as a resource for the
UIC’s International Rail Research Board.

British Universities
Rail Research UK Association (RRUKA) is hosted by RSSB; RSSB also has
relationships with many universities for research and Huddersfield for a
strategic partnership.

Strategic Business Plan 2014-2019 1 April 2014 23

24
 Suppliers of research and innovation capabilities
RSSB spends several million pounds a year with many and varied suppliers of
ANNEX C: Some
technical research activities started during the 2009/14 Plan and
capability.

their relationship
Suppliers withSystems
of Information industry or company
(IBM, objectives
ATOS, Interfleet)
Suppliers of industry information management systems such as SMIS, R2 and
NIR Online. These include companies such as IBM, ATOS and Interfleet.
C1 Objective addressed: Industry Efficiency (ISBP)
Technology Strategy Board
MOU and
C.1.1 joint funding of innovation projects.
RISQS
As part of the project to improve the efficiency and effectiveness of
Engineering
supplierand PhysicalinSciences
assurance Research
GB rail, the Council
Rail Industry Supplier Qualification
MOU and joint funding of University research activity.
Scheme (RISQS) has been established within RSSB to govern and
TRL develop the long standing Link-up scheme.
MOU for joint participation in overseas research projects and joint academy
C.1.2 R2 to
approach (Replacement for legacy
promote development ofnational rolling stock
staff capabilities systems)
and owned IPR.
After many years of members individually contracting with a single
Overseas research
contractor bodies
for the delivery of 2 legacy rolling stock systems (one of
RSSB which
has Memorandum
is mandatory), of they
Understandings and cooperation
decided through arrangements
the RSSB board to work
with a number of overseas research bodies, including the Rail Technical
together and for the company to procure a web based upgrade to this
Research Institute (Japan), the Cooperative Research Council for Rail
system.
Innovation It will be
(Australia), thedelivered
Federal in the early
Railroad years of the new
Administration (USA)Plan
andby RSSB
contracting
Transport Technologywith Centre
the supplier on behalf
Inc (USA) of theco-operate
to share, industry. and collaborate
on research projects and knowledge exchange. RSSB also has relationships
with IRRB
C2 and the World
Objectives Congress of Rail Research.
addressed:
Transforming the Network (ISBP)
The Samaritans
Efficiency (ISBP)
Community safety co-operation, data sharing and exchange.
C.2.1 Enabling
Railways TradesInnovation
Unions Team
StartingUNITE,
RMT, ASLEF, in October
TSSA 2012 RSSB secured the employment of a dedicated
Participate
team, inworking
many cross
to the industry activities
Technical facilitated
Strategy by RSSB.
Leadership Group, to support
the industry in increasing the rate of innovation – the Enabling
Passenger FocusTeam. This activity will deliver significant interventions to
Innovation
Participate in many cross-industry activities facilitated by RSSB.
support RSSB members, other railways in Great Britain (current and
UKAS planned) and the railway supply community in overcoming the barriers
RSSB to innovation.
supplies It willservices
technical also promote
to UKASeconomic efficiency
in support and export of
of its accreditation
bodies opportunities.
in various railway disciplines.

BSI
C.2.2 Strategic partnership with Technology Strategy Board (TSB)
RSSB In
provides
supporttechnical support in
of the Technical conjunction
Strategy with BSI
Leadership (the UK
Group, RSSB has
standardisation body) with respect to the development of Euronorms.
entered into a strategic partnership with the TSB. This will provide co-
funded access to a wide and diverse supply chain, including some of the
UK’s most innovative small and medium sized enterprises, and a way of
meeting industry’s needs for new technology, tools and processes
through co-funding of development activities.

C3 Objective addressed: Industry Safety (ISBP)

Strategic Business Plan 2014-2019 1 April 2014 25

24
 C3 Objective addressed: Industry Safety (ISBP)

Strategic Business Plan 2014-2019 1 April 2014 25

ANNEX
C.3.1 C: Some
Board activities
Strategic started
Risk Agenda and during
Industrythe 2009/14
Safety Plan and
Meetings
The RSSB board
their relationship hasindustry
with establishedora company
strategic safety agenda, and
objectives
considers all safety risk over an annual cycle of papers, all of which are
published. Every 6 months the RSSB board brings together the industry
C1 leaders
Objective to consider and debate
addressed: significant
Industry aspects
Efficiency (ISBP) of the industry’s
safety risk profile and to consider whether there are any further steps
C.1.1 RISQS
that members or RSSB could take. In the future one of these meetings
As part of the
will be run projectoftothe
on behalf improve the efficiency
Rail Delivery Group.and effectiveness of
supplier assurance in GB rail, the Rail Industry Supplier Qualification
Scheme (RISQS) has been established within RSSB to govern and
C.3.2 Workforce Health and Wellbeing project
develop the long standing Link-up scheme.
RSSB supports its members in the management of a healthy and
motivated workforce that is able and willing to deliver increasing
C.1.2 R2 (Replacement for legacy national rolling stock systems)
improvements to GB’s railway. The Workforce Health project has been
After many years of members individually contracting with a single
established to help our members and their supply chains secure a better
contractor for the delivery of 2 legacy rolling stock systems (one of
understanding of their and industry-wide health risk, respond to the
which is mandatory), they decided through the RSSB board to work
ORR strategy in this respect, and to develop and implement plans to
together and for the company to procure a web based upgrade to this
improve wellbeing and its management.
system. It will be delivered in the early years of the new Plan by RSSB
contracting with the supplier on behalf of the industry.
C.3.3 Road driving risk project
Driving at work is the largest cause of worker death and injury in the
C2 Objectives addressed:
country. The railway makes extensive use of road vehicles to support
Transforming the Network (ISBP)
the maintenance
Efficiency (ISBP) and operation of the network and this project has been
established to help members and their supply chains better understand
C.2.1 and improve
Enabling their control
Innovation Teamof this risk.
Starting in October 2012 RSSB secured the employment of a dedicated
C.3.4 Modernisation
team, working toofthe Safety Co-operation
Technical Strategy Leadership Group, to support
Several years after the implementation of The Railways
the industry in increasing the rate of innovation and Other
– the Enabling
Guided Transport
Innovation Team. Systems Regulations
This activity (ROGS),
will deliver RSSB
significant led a project
interventions to to
modernise
support RSSB safety cooperation
members, otherarrangements
railways in Greatbetween
Britainthe infrastructure
(current and
manager, railway undertakings and other key stakeholders
planned) and the railway supply community in overcoming the barriers at system,
national operator
to innovation. and
It will geographic
also route level.efficiency
promote economic New arrangements
and export are
currently being implemented that aim to deliver: a better focus on
opportunities.
system safety risk, smarter cooperation through a clear and transparent
C.2.2 set of arrangements
Strategic partnership and a reduction
with in theStrategy
Technology number of meetings.
Board (TSB)This
has also resulted
In support in a significant
of the Technical consolidation
Strategy LeadershipofGroup,
senior RSSB
cross-industry
has
groups reporting to the board under the System Safety Risk
entered into a strategic partnership with the TSB. This will provide co- Group.
funded access to a wide and diverse supply chain, including some of the
C.3.5 Operational support small and medium sized enterprises, and a way of
UK’s most innovative
After 20 years
meeting of members
industry’s needs forcollectively employing
new technology, toolsa and
contractor to provide
processes
elements of operational
through co-funding safety support,
of development RSSB took over delivery of this
activities.
role in 2012. The company now organises the annual learning
conference, publishes Right Track and continues to provide the Opsweb
resource centre.
C3 Objective addressed: Industry Safety (ISBP)

Strategic Business Plan 2014-2019 1 April 2014 25

Strategic Business Plan 2014-2019 1 April 2014 26

 C4 Objectives
C.3.1 Board addressed:
Strategic Risk Agenda and Industry Safety Meetings
Efficiency
The RSSB (ISBP),
board has established a strategic safety agenda, and
Transforming the Network (ISBP)
considers all safety risk over an annual cycle of papers, all of which are
published. Every 6 months the RSSB board brings together the industry
C.4.1 Rail
leadersResearch UK Association
to consider (RRUKA)aspects of the industry’s
and debate significant
RSSB risk
safety led the creation
profile and toofconsider
the Rail whether
Researchthere
UK Association in 2011,
are any further stepsin
partnership
that members with
or Network Rail take.
RSSB could and aIndozen or soone
the future universities. It is a
of these meetings
conscious
will be run bridge between
on behalf of the industry and academia,
Rail Delivery Group. bringing together
potential providers of ideas and research with the owners of industry
challenges and research funding. It now has 40 members and will be
C.3.2 Workforce Health and Wellbeing project
developed further during the period of the Plan to enhance the
RSSB supports its members in the management of a healthy and
relationships between industry and the academic world, including
motivated workforce that is able and willing to deliver increasing
encouraging graduate and post-graduate entry into the industry.
improvements to GB’s railway. The Workforce Health project has been
established to help our members and their supply chains secure a better
C.5 Objectives
understandingaddressed:
of their and industry-wide health risk, respond to the
Safety (ISBP),
ORR strategy in this respect, and to develop and implement plans to
Transforming the Network (ISBP),
improve (ISBP),
Efficiency wellbeing and its management.
Develop RSSB capabilities in ‘shall’ functions (RSSB)
C.3.3 Road driving risk project
Driving at work
C.5.1 Strategic is the largest
partnership with the cause of workerofdeath
University and injury in the
Huddersfield
country.
In MarchThe2013 railway
the RSSBmakes extensive
board approveduse aofjointly-funded
road vehicles5toyear support
the maintenance
strategic partnership andwith
operation of the network
the University and this project
of Huddersfield to promotehas been
establishedmodelling
simulation to help members
in safetyand andtheir supply chains
engineering better
risk. This willunderstand
lead to the
and improve
creation of a their
‘chair’control of this risk.
and significant senior research and PhD activity in
support of the development of the Safety Risk Model, the modelling of
C.3.4 engineering
Modernisation risk,ofand
Safety
otherCo-operation
applications.
Several years after the implementation of The Railways and Other
Guided Transport
C.6 Objectives Systems Regulations (ROGS), RSSB led a project to
addressed:
moderniseCompany
Developing safety cooperation arrangements between the infrastructure
capabilities (ISBP)
manager, railway undertakings and other key stakeholders at system,
Efficiency (ISBP)
national
C.6.1 TRL operator
Strategic and geographic route level. New arrangements are
Partnership
currently being
Transferring implemented
know-how that aim to
and expertise deliver:the
between a better focus
road and railonsectors
system
and safetyour
applying risk, smarter cooperation
combined through abases
skills and knowledge clear and transparent
to common
set of arrangements
transport challenges.and TRLa will
reduction
lead thein bidding
the number of meetings.
to participate This
in varied
has also resulted
research consultancy in a work
significant
usingconsolidation of senior cross-industry
RSSB as a partner.
groups reporting to the board under the System Safety Risk Group.
C.6.2 NR Consulting MOU
C.3.5 Operational support
Enabling Network Rail Consulting Ltd, to offer core RSSB capabilities
After 20 years of members collectively employing a contractor to provide
into the large international consulting market as part of its overall
elements of operational safety support, RSSB took over delivery of this
offering (RSSB IPR continues to be the joint property of its members).
role in 2012. The company now organises the annual learning
conference, publishes Right Track and continues to provide the Opsweb
resource centre.

Strategic Business Plan 2014-2019 1 April 2014 27

26
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