Your RSSB: 2018/19. Work Programme Consultation and Update on New Settlement with Members

Transcription

1 Your RSSB: 2018/19 Work Programme Consultation and Update on New Settlement with Members Issue Date:19 Sept

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3 Introduction Welcome to the RSSB member consultation for 2018/19. The purpose of the consultation is to invite you, our members and stakeholders, to review our proposed work programme for 2018/19. We want to know if it meets your needs and priorities, in accordance with the New Settlement principles that we consulted with you earlier this year. We have listened to your feedback about the last consultation and have changed the format to make it easier to follow and respond to. We have been clearer about what we intend to do and how it will benefit you. We will also be holding a number of focus groups in October where you will have an opportunity for a more in-depth review of our proposed activities. All our proposed work is designed to underpin our strategic objectives: 1. 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. 2. Support heath, wellbeing, and safety collaboration; and inform industry decisions to reduce risk and harm. 3. Facilitate collaboration to enhance performance, value for money, and efficiency by updating standards, modernising systems, informing and enabling research and innovation. 4. Support the application of sustainability principles through collaboration and sharing tools and best practice. 5. Be accountable for efficient and effective delivery of RSSB s work, regularly reporting on business performance. Some of our activities are business as usual outputs and we have not included them for comment. We have summarised these at the start of each work programme. RSSB-managed research, development and innovation programmes are funded by the Department for Transport (DfT) and deployed to enhance performance in terms of the 4Cs - cost, carbon, capacity and customer satisfaction, as well as health, wellbeing, and safety. In practice, this means we use member-supported R&D projects as inputs to all of our work priorities. As this programme of work has been set we are not seeking your priorities in the same way, instead we have asked you some questions about our work in this area. The DfT also provides separate grant funding for innovation which, in future, will be run by Innovate UK. The work programme has already been defined and will be delivered by RSSB. We also want your views on our proposal to support future innovation projects. At the end of the consultation we will analyse what you have told us and use the findings to develop the business plan, as set out in the What s next section at 3

4 the end. The RSSB board will then make the final decision on the business plan before publication at the end of March /19 Work programme priority consultation The consultation can be accessed through our dedicated website - If you have any questions, please contact rssbconsultations@rssb.co.uk. The closing date for your response is 18:00 on 20 October

5 Contents Introduction /19 Work programme priority consultation /19 Work programme... 7 Work Programme 1 Safety and risk...7 Work Programme 2 Health and wellbeing...7 Work Programme 3 Provision of standards...7 Work Programme 4 Sustainability...7 Work Programme 5 Data and information management...7 Work Programme 6 Horizon scanning...8 Work Programme 7 Shaping the railway of the future...8 Work Programme 8 Training...8 Our Charter:...8 Work Programme 1 Safety and risk... 9 Safety reporting systems Models to help you understand safety Tools to help you manage safety Supplier assurance scheme Work Programme 2 Health and wellbeing Understanding health Helping you understand and manage fatigue, shift work, and lifestyle changes Mental health support Work Programme 3 Provision of standards Change and technology Standards and Brexit Proposals to improve delivery of new and revised standards Work Programme 4 Sustainability Helping you to deliver a sustainable development plan Tools to understand and improve

6 Work Programme 5 Data and information management Facilitating efficient, industry-wide use of data Work Programme 6 Horizon scanning Work Programme 7 Shaping the railway of the future Rail Technical Strategy Innovation Research and development Work Programme 8 Training Leading Health & Safety on Britain s Railway Non-technical skills Accident investigation training Rail human factors Embedding the Rail Sustainable Development Principles RSSB Sustainable Development Rail Self-Assessment Framework and tool: how to apply it to your organisation RSSB Rail Carbon Tool: a variety of courses available Driver Training Academy Our Charter What next? Implementation of new settlement with members Improving Your RSSB Improving how we connect with you online Key performance indicators

7 2018/19 Work programme The work programme is split into the following themes and sub themes: Work Programme 1 Safety reporting systems Models to help you understand safety Tools to help you manage safety Supplier assurance Work Programme 2 Understanding health Safety and risk Health and wellbeing Helping you understand and manage fatigue, shift work and lifestyle changes Mental health support Work Programme 3 Change and technology Standards and BREXIT Training Provision of standards Proposals to improve delivering of new and revised standards Work Programme 4 Sustainability Helping you to deliver a sustainable development plan Tools to help you understand and improve Work Programme 5 Data and information management Information architecture, standards, protocols, and sharing information. Increasing whole-system understanding, coordination, and cooperation in digital information security. Modelling the sharing of information. Developing approaches to exploit the value of information. 7

8 Work Programme 6 Horizon scanning Work Programme 7 RTS Innovation Research and Development Work Programme 8 Shaping the railway of the future Training Our Charter: We have included our new charter and invite you to agree the joint commitments therein. Following the sections that describe the work programmes, we set out what s next and the updates to our plans for implementing the new settlement. We recognise that you have busy day jobs, so this consultation tries to strike a between minimising the time it takes to complete and getting feedback on your priorities. We would appreciate your response on as many of the work programmes as you want to provide. 8

9 Work Programme 1 Safety and risk Our business as usual activities include: Managing and developing the Safety Management Intelligence System (SMIS), supporting SMIS users, enhancing Business Intelligence capability and monitoring data quality. Regular safety performance reporting, including the Annual Safety Performance Report. Regular operational feedback, including the Learning from Operational Experience Annual Report and Rail Safety Review. Risk assessment to support standards change and other cross-industry issues. Fostering industry collaboration on safety, monitoring industry progress in delivering the Leading Health and Safety on Britain s Railways strategy, and developing safety improvement frameworks and initiatives to propose to industry. Support for industry risk groups and the Industry Health and Safety Meeting. Health and safety management guidance and support to members. Maintaining and supporting use of the Safety Risk Model and risk management support tools, such as the PTI Risk Assessment Tool. Managing the current Close Call system. Planning and hosting the annual Risk Management Forum. In consultation with members, reviewing industry safety strategies such as the Data and Risk Strategy and the Platform Train Interface Strategy and updating them as necessary. Providing and promoting effective and efficient supplier qualification (RISQS) and accreditation (RISAS) systems. Provision of the R2 Rolling Stock registration and maintenance planning system. 9

10 Safety reporting systems Develop SMIS roadmap into a delivery programme. Enhance selfservice reporting and internal dashboard reporting. Text mining capability for SMIS and Close Call. Maintain and enhance the NIR Online system (which is owned by RSSB). Enhanced monitoring and bespoke safety intelligence. Improved efficiency. Richer intelligence from unstructured text, such as Close Call reports and narratives from SMIS. More efficient and effective reporting and sharing of urgent safetyrelated defects. Models to help you understand safety Member feedback on their levels of satisfaction. Input to prioritisation of items on roadmap. Initially: engagement on topics of interest through industry risk groups. Longer term: requirements and testing of industry self-service solution. Participation in NIR advisory group. A new Safety Risk Model (SRM) design that meets members needs and is informed by outputs from Research and Development and projects. The design will enable us to start rebuilding the SRM in 2019/20. An enhanced Precursor Indicator Model (PIM) to track trends in train accident precursors. An industry generic hazard list and set of risk control maps. The SRM underpins the industry s evidence- and risk-based approach to safety management. The rebuilt model will better align with risk management activity and new SMIS structure, and enable us to develop local, route-, and sector-based risk estimation. The enhanced PIM will enable members to report more specifically, for example by route or sector. A common understanding of hazards and risk controls (including requirements in standards). More efficient risk assessment. Understanding your requirements and input from subject matter experts on some aspects of model structure and content. Requirements and feedback. Potentially enhanced data on some topics. Existing hazard lists and risk control maps (including bow ties) to understand current practice. Engagement on requirements. 10

11 Tools to help you manage safety An updated and userfriendly Risk Profile Tool that aligns with new SMIS. Easy-to-generate risk profile information at a local (company) level to aid understanding of risk and prioritise safety improvement. Feedback and advice on changing needs. An RM3 assurance tool and guidance to help you map the outputs from your Safety Management System monitoring processes to RM 3 protocols. Red Aspect Approaches to Signals Tool based on realtime data feeds. A collaborative method to obtain safety intelligence from OTMR downloads. Update the Safety Culture Toolkit to reflect current thinking and approaches to safety culture development. Enables assessment of your ORR RM 3 maturity. Timely intelligence on red aspect approaches leading to improved understanding of localised SPAD risk and performance. Enhanced understanding of safety risk from an existing data source with potential to combine with asset, track occupancy and signal data. Enable members to understand how to develop their safety culture based on staff attitudes and opinions. Will also allow members to benchmark their safety culture performance against comparable companies (anonymously). Feedback and participation in pilot deployments. Feedback and participation in pilot deployments. OTMR data for pilot projects and engagement on requirements (and potentially trials). Survey the safety culture of your organisation and share learning. 11

12 Supplier assurance scheme Identify new areas of growth for RISAS, looking at a wider base of products and users. This identification will enable us to start developing the scheme into these areas in 2019/20. Streamlined assurance activities across multiple high-risk areas of your business. Understanding your requirements and input from subject matter experts on which aspects would benefit your assurance systems. 12

13 Work Programme 2 Health and wellbeing Our business as usual activities: Support health and wellbeing collaborative activities in line with Leading Health and Safety on Britain s Railway. Provide expert advice to support RSSB members wishing to be leaders in mental health. Provide an occupational hygiene resource to improve measurement of Occupational Health (OH) hazards and development of controls. Develop a suite of Occupational Health Voluntary Standards to support consistency between rail organisations. Support RSSB members wishing to establish wellbeing programmes. Establish Health and Wellbeing benchmarking capability with participating RSSB members. Establish cross-industry H&W data analysis and identify modelling options. Provide expert advice in the fields of work place design, fatigue, and shift work. Understanding health Establish the platform for companies to enter health and wellbeing data into SMIS. A freely available system to track ill health events of employees and the workplace context, establish new methods to track the risk and share data, receive data analysis from RSSB expertise. Engagement from interested HR and OH and health and safety managers, upload data into SMIS. Become part of a performance benchmarking club, deliver better performance in selected Health and Wellbeing topic areas. Work with other rail companies to find methods of delivery that make the difference in health and wellbeing performance. Engagement from those that manage fatigue. 13

14 Trial with a range of members the benefits of pooling medical expertise. Increase options to provide medical expertise while reducing costs of delivery, improve employee relations, reduce absence rates. Financial investment to pool with other companies for shared additional health support. Internal action and process to refer employees to additional support. Support RSSB to measure performance of the trial. Helping you understand and manage fatigue, shift work, and lifestyle changes Support fatigue risk management by: Creating a fatigue portal Undertaking a fatigue industry survey Deliver an annual fatigue forum Improve data available to support development of company fatigue risk management systems Access to advice and resources Share knowledge, new information and good practice on fatigue. Support RSSB data collection. Collaborate to identify and develop best practice. Volunteer to speak or run sessions at event to share good practices. Innovative methods to manage the wellbeing aspects of shift work. Provide a range of expertise to support lifestyle changes for railway workers with a number of individual health risks. Find innovative ways to manage the health impacts of shift work - improve employee health, reduce organisational health risk, improve absence rates, and reduce the likelihood of accidents and incidents. Improve employee health risk, reduce organisational health risk, improve absence rates. Engagement from those that manage fatigue. Companies wanting to improve employee wellbeing engage with the process, employees are willing to become involved. 14

15 Mental health support A programme of expert support for members who want to become leaders in the management of mental health. Improve employee mental health, reduce organisational health risk, improve absence rate. Engagement from interested HR and OH managers, employees are willing to become involved. Work with an RSSB expert to manage individual cases of work-related mental ill health. Improve employee mental health, reduce organisational health risk, improve absence rate. Engagement from interested HR and OH managers, employees are willing to become involved Pool contributory resource. 15

16 Work Programme 3 Provision of standards Our business as usual activities include: Attending, managing, and general support for standards committees, mirror groups, system interface committees. European and wider international standards meetings. Supporting members on the application of standards. Providing support to major programmes, such as Crossrail and the Digital Railway. Change and technology Guidance on Safe Integration - the process of incorporating a change which may affect the safety of the whole system through understanding and defining the opportunity or problem. Improved understanding leads to effective application of change, reducing time, cost, and rework associated with changes. As examples: a new signalling scheme, introduction of new types of rolling stock, change in operating practices, or a change in the timetable. Possible production of exemplar case studies. Feedback on the extent of the problem, and support RSSB in resolving the problem. Revised standards to facilitate cost-effective improvements in operational performance and safety through the application of new technology. For applications such as: systems for dispatch of trains, management of platform train interface, incident monitoring and analysis. Improved operational performance and safety by exploiting the opportunities offered by new technology. Particularly when technology might change or influence a test of what is reasonably practicable, through a consistent, robust, and proportionate approach to managing safety risk and cost. Input on scope of work, response to consultations, and practical implementation of change facilitated by revised standards to realise the benefits. 16

17 More accessible standards - realising the benefits of Requirements Management Database (the tool used to manage the whole lifecycle of requirements in standards) to provide the content of standards in a different form (like the Rule Book app). Standards content is easier to use, especially for users less familiar with standards. Members could incorporate standards directly into their electronic requirements management systems, simplifying management of projects and safety management systems. Advice and guidance on the form that members would prefer to receive requirements to integrate into their own systems. Standards and Brexit Supporting members in the consequences of Brexit in respect of standardisation. Providing timely information and guidance to help produce the best outcome. Members are knowledgeable and prepared for the consequences of Brexit in relation to legislation and standards. Whilst initial impact might be limited opportunities for change are maximised and risks managed to an acceptable level. Information and feedback on risks, issues and opportunities. Data to support analysis and case studies. 17

18 Proposals to improve delivery of new and revised standards RSSB is considering ways in which to deliver the benefits of new and revised standards more quickly than present processes permit. Some of the ideas are presented below and we would like your feedback on them Approach Using member feedback and advice, RSSB will determine when it is appropriate to revise a standard. Standards committees will be engaged, but the start of work need not be delayed until the next committee meeting (as today). Standards activity will be focussed through the lead standards committee, and supporting standards committees will only be involved if essential. Comments from members of supporting standards committees will be considered by the lead standards committee. Consultation will be moved earlier in the process, so that the nature of change (rather than the detail of the change) will be consulted on. This follows the practice of many other standards organisations and means that the drafting can better respond to the intended change, reducing rework that occurs as part of consultation at the end of the process (as now). For the most significant changes consultation after drafting could still be undertaken, by exception. Final approval of standards would remain with standards committees. A process for small-scale change could be reintroduced where it is not beneficial to revise a whole standard, but there may be merit in revising one part of it. A similar process was available a few years ago but it caused confusion and was withdrawn. However, a new approach to managing small scale change has been identified, based on that used by other standards bodies. Member benefit This will allow work to start up to two months sooner than present and therefore potentially complete sooner. For standards where there are supporting standards committees, the multiple visits required and frequency of some of the committees can inject many months into the production process; this approach could minimise this, resulting in much quicker delivery of some standards. Undertaking consultation earlier in the process permits the scope to be better defined, reduces rework, therefore reduces production time and improves the reliability of delivery schedules. This could substantially deliver the benefit of a standards change more quickly than revising the whole standard, when it is appropriate to do this. 18

19 Work Programme 4 Sustainability Our business as usual activities include: Providing guidance on priority sustainability issues that are identified by the industry, such as through the Institute of Environmental Management and Assessment rail forum, and supporting decision making on issues of sustainability through provision of tools, including the Rail Carbon Tool and Sustainable Development Self-Assessment Framework. Helping you to deliver a sustainable development plan Support delivery and monitor progress against the industry Sustainable Development (SD) Plan. We will deliver a programme of capacity building and engagement to support the industry's ability to deliver sustainable development. Help to reduce costs and demonstrate rail's value. Increased ability to deliver sustainability ambitions of industry and funders. Engagement with SD Plan priorities, these will be published in 2017/18. Senior level engagement with capacity building programme. Tools to understand and improve Deliver a sustainability data tool for the industry. Work with RDG to deliver a tool to better understand local needs and demographics at station level. We will deliver a framework to help industry organisations measure social value. Increased value from sustainability metrics by greater ability to analyse and benchmark performance. Lower costs and higher quality in franchise bids and station investment. Increased ability to understand and report on the value delivered to stakeholders and funders. Precise requirements from the tool, including what data to include and what capabilities it needs. Up to date stations data to input to tool, and clear requirements for functionality. Clear requirements for functionality and data needs. 19

20 Work Programme 5 Data and information management Effective management of information is vital to the railway enterprise and underpins the delivery of the Rail Technical Strategy (see work programme 7). Rationalising information sources and systems through an information architecture, information governance and suitable data and information standards has the potential to unlock about 500m of benefit each year by the end of CP6. A managed and coordinated approach to data sharing improves collaborative decision-making, demand and capacity management, and operational efficiency. The rail industry must treat data and information as mission critical assets that are vital to its functional efficiency, and not limit opportunities for their exploitation. This imperative has been recognised, and a Data and Information System Interface Committee (DISIC) is being created to provide focus in this area by initially defining the industry functions needed, and the most appropriate organisations, including RSSB, to carry them out. These include: Creating information architecture, standards and protocols to facilitate the sharing of information. Establishing an approach to increasing whole-system understanding, coordination, and cooperation in digital information security. Modelling the sharing of information to support shared process flows, both human and directly between information systems. Developing approaches to exploit the value of information by facilitating increased revenue, customer satisfaction, taxpayer value, and improving environmental impacts. In addition to our analysis of safety risk data, our business as usual activities in data and information include facilitation of the DISIC, provision of technical and strategic advice in the context of DfT funded Research and Development, and technical expertise in support of relevant areas of the Rail Technical Strategy. The broadening of RSSB s role into data and information may mean that we need to stop doing some other activities or that we would need to secure an alternative or additional source of income to fund the new work. 20

21 Activities that the DISIC concludes are best carried out by RSSB may include: Facilitating efficient, industry-wide use of data Development of a framework (architecture, standards and protocols) for industry data systems. Work with the industry to increase the amount of open data made available. Identification and progression of approaches to exploiting data. A greater consistency and coherence to the way data is managed will result in opportunities for improved efficiency and collaboration. Open data sources provide the potential for innovation and collaboration. Data exploitation has the potential to result in benefits including increased revenue, customer satisfaction, taxpayer value and improving environmental impacts Information on existing data systems. Guidance on the development of the framework. Technical expertise related to data systems. Information on potential open data systems. Input to identifying conditions under which data can be made open. Input into the identification of specific opportunities for data exploitation. Co-operation and collaboration in the development of exploitation approaches. 21

22 Work Programme 6 Horizon scanning Demand for rail services is forecast to rise significantly. To remain competitive as a primary transport mode, and to implement the technologies and processes that needed to meet that demand, the industry must proactively identify risks to, and opportunities for, effective delivery of its transport function. It must have visibility of technologies from other industries, or emerge from global innovation, and research and development activity. These may have the potential to support enhanced rail provision. Horizon scanning is the systematic gathering of evidence on these opportunities and threats There is clear recognition among industry leaders that greater emphasis on horizon scanning is needed if the industry is to meet its future challenges. We need visibility of future risk and opportunity in all aspects of the industry. A recent ORR/RSSB horizon scanning workshop concluded that coordination of horizon scanning activity across the industry is vital, to achieve full coverage without unnecessary duplication, and to align activities with areas of organisational expertise. A workshop involving ORR, DfT, RDG, Network Rail and RSSB is being convened in the autumn as a first step to achieving efficient, coordinated, industry-wide horizon scanning. The DfT also recognises the urgency of this need and includes horizon scanning in its Research and Development remit to RSSB. We are strengthening our capability to allow us to support the industry in the areas where we can be most effective as part of the cross-industry activity. This will benefit our members by allowing us to provide earlier visibility of potential opportunities and threats so that you can respond optimally to future changes and implement strategies that are resilient to different future scenarios. 22

23 Work Programme 7 Shaping the railway of the future Rail Technical Strategy Our business as usual activities include: Supporting delivery of the Rail Technical Strategy (RTS) Capability Delivery Plan (CDP). This includes: maintaining the overall strategy, programme management, analysis, support to the Technical Leadership Group and the work package owners who lead delivery of key capabilities, coordination across research, development, and technology activity, support to the industry Innovation Leadership Group, further development of the UK s testing and demonstration capability including the UK Rail Research and Innovation Network (UKRRIN). This programme of work is funded by the DfT and has been set and approved by the Technical Leadership Group. Embed and align the CDP Key Capabilities within European programmes by participating in the work of The European Rail Research Advisory Council (ERRAC), UIC the worldwide railway organisation and by supporting DfT s UK role within the Shift2Rail States Representative Committee. New solutions to rail industry challenges aligned to Rail Technical Strategy and its Capability Delivery Plan, using European funding. Technical expertise via cross-industry systems interface committees (SICs). Providing a client perspective to support the route to market. Delivery of European Research and Development projects: innovating switches and crossings, passenger facing IT innovation and multimodal freight rescheduling capability. An industry-wide approach to information architecture (see work programme 5) as a fundamental enabler to Specific solutions to key industry technology challenges developed using European funding. An industry-wide approach to information architecture will enable the industry to rationalise information and Client/user perspectives on emerging solutions and deliverables, including route to market issues. Contribute to requirements capture process. 23

24 RTS Key Capability 04 - More value from data. messaging requirements and build compatible information platforms for the future. Deliver a train energy strategy for the railway as an enabler to RTS Key Capability 05 - Optimum energy use. Secured funding for the delivery of the RTS Capability Delivery Plan in CP6. The strategy and associated energy modelling will provide the evidence base for the selection of future traction energy technologies. A major programme of technology development and demonstration funded through a combination of public and private sector funds. Delivering new technology to the industry to improve customer experience, increase capacity, reduce costs and reduce carbon. Technical expertise via cross-industry SICs. Technical expertise; a better understanding of key challenges and needs and where technology can support improvements. Providing a client perspective to support the route to market. 24

25 Innovation Following the DfT announcement to change how innovation is delivered in rail, RSSB using our innovation capability and experience is proposing to offer direct support to individual organisations to develop and deliver their business needs in this area as a chargeable service. RSSB has experience of delivering over 100m of innovation programmes across the industry to date. Our RSSB innovation capability support offering is for: In depth knowledge of the funding landscape, major stakeholders, Innovation competitions and proposal generation and review. Support service tailored to the need of client, both individual member and government organisations. Potential exploitation or leverage of existing programmes, minimising the risk of unintentional duplication. An innovation network generated from the delivery of 240 projects with 202 innovators. Access to wider RSSB skills, knowledge and expertise. In depth knowledge of technology that can be integrated from other industrial market sectors. Experienced strategy, project management, and commercial resource in depth. Flexible costing structure on either ascertained cost or firm price basis. 25

26 Research and development 2018/19 potential projects These proposals have been identified for development during 2018/2019. Deliverables Feasibility and case for higher resolution timetabling. Whole system thinking, modelling and road mapping to determine if and how a migration towards 'to the second' timetabling would be viable and facilitate achieving RTS key capabilities. A review of models and tools produced by the R&D programme in 2017/18 determined where there is a case for update (data and/or platform/interface), functionality enhancement, and/or relaunch. We anticipate a programme of renewal and enhancement for a selection of these tools to increase their accessibility, raise awareness, and develop a plan for maintenance and future development. Examples might include VTISM (Vehicle/Track Interaction Strategic Model) and TCA (Track Circuit Actuator) Risk Advisor Tool. Member benefit Potential unlocking of extra capacity within the existing network and improved management of schedule payments and operator KPIs Maximised value from previous research spend, increased awareness of tools available, and renewed models where useful and appropriate. Agreed plan for future development and funding 26

27 Early feasibility research calls which are targeted predominantly at academia allow us to support very low technology readiness studies that can unlock significant improvements over a longer timeframe. These calls are focussed around challenge areas (such as those described below), seeking to generate novel solutions. Deliverables Smart materials: Self-healing, selfcleaning, self-regulating materials with embedded sensors with a focus on enhancing train interiors and exteriors. Smart energy: Rail industry applications for alternative fuels, smart grid technology, hybrid vehicles, and power harvesting, generation and storage. Dynamic wayfinding for the end to end journey: Use of nudge and self-explaining environments techniques coupled with novel technological information provision solutions that can dynamically adapt to situational and operational parameters. Upgradable plug and play train concept development: To enable rapid innovation and generate an open competitive market in rolling stock and component provision. Adaptable, modular rolling stock for flexible service provision: Rapid couple/de-couple self-contained vehicles that can be configured into convoys dynamically to meet changing demand. Member benefit Identification of novel ideas for these challenges and opportunities, de-risking the early feasibility work, allowing members to drive further development, tailored to their own requirements. Identification of novel ideas for these challenges and opportunities, de-risking the early feasibility work, allowing members to drive further development, tailored to their own requirements. Identification of novel ideas for these challenges and opportunities, de-risking the early feasibility work, allowing members to drive further development, tailored to their own requirements. Identification of novel ideas for these challenges and opportunities, de-risking the early feasibility work allowing members to drive further development, tailored to their own requirements. Identification of novel ideas for these challenges and opportunities, de-risking the early feasibility work allowing members to drive further development, tailored to their own requirements. 27

28 Work Programme 8 Training We know from member feedback that you are looking for RSSB to better support you to understand risks and obtain value from our products and services. Training has been identified as one of the means to deliver this improved support. So, in 2018/19 we propose to offer the following training courses as a separately chargeable activity at a competitive market rate. Leading Health & Safety on Britain s Railway Develop and deliver interactive rail health and safety training for senior managers on how risk is managed in today s railway, and our strategy to improve implementing the Leading Health & Safety on Britain s Railway strategy. Non-technical skills Raising the awareness and understanding to enable full participation in delivering the benefits of the LHSBR strategy. Identify the senior managers who would benefit. Develop and deliver interactive Non-Technical Skills Train the Trainer Course. Allow trainers to support their organisation to objectively measure the NTSs demonstrated by your staff. This course will provide you with the information, tools and insight needed to do this in the most effective way. Identify those in your organisation who will be responsible for managing NTS. 28

29 Accident investigation training Develop and deliver interactive Accident Investigation Training for Investigators. Develop and deliver interactive Accident Investigation Training for Senior Managers. Develop and deliver an interactive Human Factors Awareness course for incident investigators. Rail human factors Improved quality of the investigation process and reports using the proportionate response model. Delegates who successfully complete the course assessment will be issued with a certificate of competence. Increased awareness and understanding of the added value proportionate response model provides to the accident investigation process. Those passing the course assessment will be issued with a certificate of awareness. Raise awareness of the human factors issues that can contribute to accidents and incidents. Provide incident investigators with practical skills in classifying and identifying causal factors and, and making effective recommendations that reduce the likelihood of future incidents. Identify those responsible for conducting investigations and inform RSSB. Identify the senior managers who are responsible for accident investigations and inform RSSB. Identify those responsible for conducting investigations and inform RSSB. Develop and deliver a pilot Rail Human Factors course Raising the awareness and understanding of human factors and approaches to integrate this into their organisation. Identify the individuals who would benefit and support the pilot course development. 29

30 Embedding the Rail Sustainable Development Principles Develop and deliver training for senior managers on implementing the Rail Sustainable Development Principles. Raising the awareness and understanding to enable the embedding of the Rail Sustainable Development Principles. Identify the senior managers who would benefit. RSSB Sustainable Development Rail Self-Assessment Framework and tool: how to apply it to your organisation Develop and deliver training for environment and sustainability managers on using the Sustainable Development Rail Self-Assessment Framework. Raising the awareness and understanding of the benefits of the Self- Assessment Framework and identifying the actions needed to progress to next level in maturity. Identify the individuals who would benefit. RSSB Rail Carbon Tool: a variety of courses available Develop and deliver training for Rail Carbon Tool users and specifiers. Training could include An introduction to, General user training or Train the trainer. Raising the awareness and understanding to enable the embedding of the Rail Carbon Tool in their organisation. As well as ultimately measuring, managing and reducing carbon emissions associated with infrastructure developments. Identify the individuals who would benefit. 30

31 Driver Training Academy In addition to the proposed directly delivered RSSB training, we also are in dialogue with RDG over supporting its Driver Academy Programme. Support the RDG Driver Academy Programme s implementation of improved driver training by: Maintaining the driver training course in line with Rule Book updates Be a member of the National Academy Board Be involved in the development of the course Improved quality and efficiency of train driver training through support for governance processes, maintenance of RSSB products in the Enterprise Business System and supporting training providers. Implementation of, and feedback from, train driver training courses. 31

32 Our Charter Our formal arrangements for working with you are set out in the Constitution Agreement, which regulates the operation and management of RSSB with its members. The proposal to have a charter was included in the 2017/18 new settlement consultation and goes further by setting out how we want our relationship with you to work. The charter is framed around our values, and includes a number of commitments to help us deliver the right outputs by working in partnership in a number of key areas. This will help you make the most of your membership of RSSB - improving the products and services we provide and enhancing the benefits we bring to your business. We strive to provide you with the highest levels of service as we develop new ways of working with you, building on the effective relationships already established, and being responsive to your changing needs. It s important for us to understand how we re doing and the commitments within the charter will help us improve our support to you. Our charter is presented on the next two pages. 32

33 Our Charter Our formal arrangements for working with you are set out in the Constitution Agreement, which regulates the operation and management of RSSB. Our Member Charter sets out how we wish our relationship to work with you. Our joint commitments Our commitments, and those of yours in return are aligned with our values: Value Our Commitment to You Our request in return Transparent Collaborative Knowledgeable Engaging Innovative We ll share our work programme and consult with you at least annually about our planned future activity and we ll use your feedback to help us prioritise. By developing clear performance targets and metrics for our activities we ll keep you informed of our progress against them. We ll facilitate and manage industry groups, committees, and collaborative effort that supports a work programme that s based on your needs. On your behalf, we ll undertake research and development to meet the wider needs of the industry, and set this out in our prioritised work programme. We ll make available to you suitable and relevant products and services to help support your business. We put our members first in all we say and do, regardless of the size or geographic location of your company. We ll keep you updated about all our activities through regular and effective communications. We ll provide new insights through having a relevant thought leadership and horizon scanning capability, and we ll alert you to any emerging threats and opportunities. We ask that you provide your considered input about your business requirements to allow us to prioritise our work programme and best support you. Please provide input and feedback on our performance and tell us what s important to you so we can reflect this in our plans. We ask that you nominate the experts from your organisation with the knowledge and experience to actively participate in our facilitated groups, committees and events, and to communicate decisions and key information to those you represent in the industry. We welcome proposals from you for new research and where appropriate sponsorship of projects. Please review our reports and findings, and where appropriate adopt and implement the learning. Our products and services are there to support you, please adopt and embed them and provide us with feedback on their effectiveness. We ask that you engage with us regularly and tell us what you think about the service we provide. Please keep us informed about areas of interest to you and we ll tailor our approach to ensure our communications reach the right people. It s important to us that you identify thought leadership themes and provide us with the appropriate response to future threats and opportunities. Trusted We ll manage industry standards on your behalf in accordance with the Code and the Manual, taking decisions using the expertise of cross-industry groups and committees. We will provide a national system (through SMIS) to enable us to monitor and report on industry health and safety performance. For you to challenge and promote and apply changes to industry standards and respond to consultations. To provide us with health and safety performance data using SMIS, and related intelligence to help us understand the national picture. 1 Our Member Charter

34 Delivery timescales We understand how important it is for you to understand how long things are likely to take and that we keep you advised of progress. Equally, we re often dependent on you providing input to our activities to make sure we get the right outcomes, so we have set some reciprocal timescales. Activity Action RSSB (within) Members (within) Enquiry Desk Respond to enquiry 10 days - Annual Work Programme consultation Respond to consultation - 20 days Respond to consultation - 20 days Railway Group Standards (and other standards) Respond to deviation applications Respond to standard change proposal 10 days 10 days Implement requirements 3 months RSSB facilitated groups and Committees Call for items for agenda Distribute agenda & meeting papers prior to meeting Distribute minutes following meeting Communicate to those represented 5 days 5 days 10 days 10 days RSSB facilitated events Notice provided to you 3 months Research and Development Respond to proposal for research Ideas development response 10 days 20 days Products and Services Review for applicability 20 days Implementation (if applicable) 3 months Raising any issues Please tell us how we can continue to improve. Whilst we endeavour to always do the right thing, we recognise that things can, and sometimes do, go wrong. If we ve not met your expectations in any area then please contact your nominated Engagement Manager (or via the Enquiry Desk) and they should be able to deal with your problem and put things right. Making contact As a member of RSSB, please feel free to contact us concerning any needs, issues, ideas or comments related to our activities. Switchboard: Enquiry Desk: enquirydesk@rssb.co.uk Letter/Visit: RSSB, The Helicon, 1 South Place, London, EC2M 2RB Web: Our Member Charter 2

35 What next? Following this consultation, we will analyse your feedback and the output of the focus groups in accordance with the following prioritisation criteria. Like many others across the industry, RSSB face the challenge of delivering our business as usual activities as well as delivering and developing new and improved products and services with finite resources. This means that RSSB must be smart in the way we prioritise our work, ensuring that we only deliver on the work that is most beneficial and impactful for both our members and the wider industry. The criteria which determine the products and services we eventually take forward are summarised in this diagram. A final decision of the business plan will be made by the RSSB Board using the intelligence gathered through this consultation. Timetable for finalising the business plan and preparing for CP6 It is important for RSSB to show how we use the information you provide us to help inform our future planning process. Specifically, your views through this consultation will help us build an effective, prioritised Business Plan for 2018/19 and will also provide the essential building blocks for the CP6 funding proposal. When we consult with you about the business plan next Autumn, we will share our progress on the following timeline. 35

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37 Implementation of new settlement with members Improving Your RSSB RSSB is undergoing a programme of change so that what, how, and when we deliver our products and services is better aligned with the needs of our members and other funders. What does this mean for the business plan? Find out more here: Improving how we connect with you online We are going to improve our website, mobile and social channels, to provide easier access to RSSB content, products, and services. This will: Make our online products and services easier to use Connect you with what you want Improve our engagement and visibility around our work to you Help users see the value of being a member of RSSB Enable more two-way interaction Provide access to RSSB thought leadership Provide access to RSSB perspectives on industry issues We need your thoughts and ideas on what works and what doesn t, as we develop our digital delivery and trial new offers. Please contact webmaster@rssb.co.uk for more information. 37

38 Key performance indicators We are developing a range of key performance indicators that align to our business plan priorities. This will enable us to keep our board, members, and key stakeholders informed of our progress in delivering the business plan, using measurable criteria to drive up the value we deliver to you. We have identified five KPIs that we are piloting, with a view to rolling out from 1 April We have also identified a further five potential areas for future KPIs. 38