rissb strategic plan - rail safety and standards board · pdf filerissb strategic plan 1 ......

RISSB Strategic Plan

2012-2017

RISSB Strategic Plan 1

RISSB Strategic Plan 2013 1 | P a g e

STRATEGIC PLAN

for

Rail Industry Safety and Standards Board

July 2012 to July 2017

Tony Drake Chairman Rail Industry Safety and Standards Board 20 March 2013



TABLE OF CONTENTS

Section Title Page

Executive Summary 3

1 Vision, Mission and Values 5 2 Strategic Objectives and Tactics 7

Attachments

1 RISSB - Overview and Corporate Governance 9 2 RISSB Products 12 3 Finances 14



RISSB Strategic Plan: Executive Summary

Overview of RISSB

RISSB is the Australian Rail Industry Standards Development Organisation.

It is a Corporations Law Company limited by guarantee. It is fully owned by ARA. It has been in operation since 2004.

RISSB’s objectives are detailed in its Constitution. In summary RISSB is primarily set up to “develop, own, amend and manage ‘the Australian Code of Practice (ACOP)’ (which includes codes, standards, rules, guidelines) and other documents necessary and desirable to promote railway industry standardisation in Australia”.

Strategic Direction

RISSB's Vision is:

The Australian Rail Industry has relevant Standards, practices and programs that enhance its safety and sustainability.

This Strategic Plan contains a Mission and a suite of Objectives and Tactics that RISSB will use to give effect to this Vision. It also contains the Values and Behaviours that RISSB, its directors and staff will apply in delivering this Vision.

Resourcing

RISSB is resourced by the Rail Industry and the Governments of Australia.

Industry provides both funding and ‘in kind’ contribution through participation in ACOP development processes.

Governments provide funding through a Memorandum of Understanding between the Australian Transport Council (ATC), on behalf of the Governments, and RISSB, as well as ‘in kind’ contribution through participation in ACOP development processes.

Key Issues in RISSB’s Business Environment

In 2012 Government arranged a review of RISSB by an independent consultant, Tony Taig. Key outcomes after consideration of this review are:

Government has agreed to continue funding RISSB at existing levels only, despite recommendations by Taig for increased funding. A new MOU is required.

The RISSB Board has moved to adopt the recommendations of the Taig Review and has included these as key elements of this strategic plan.



Layout of the Strategic Plan This Strategic Plan contains the following elements: The Vision, Mission and Values are contained in Section 1.

The Strategic Objectives and Tactics are contained in Section 2.

Supplementary Information is contained in three attachments.

RISSB Planning Process The RISSB strategic plan has a five year horizon and was approved by the RISSB Board in March 2013; it replaces RISSB’s strategic plan of July 2010. The Plan will be reviewed every two years to ensure it continues to satisfy requirements for the following five years. A RISSB business plan is produced annually and identifies activities (the work plan) that will be undertaken by the RISSB each financial year. This plan is approved by the Board in August each year. The business plan complements this strategic plan. The work plan is used as an auditing tool by Governments and the Board to ensure that RISSB is satisfying MOU requirements.



SECTION ONE Vision, Mission and Values

Aim of the Plan The aim of this strategic plan is to shape the future of the Rail Industry Safety and Standards Board (RISSB) building upon the company’s achievements to date.

RISSB’s Vision and Mission

*Harmonisation – The RISSB Definition

Harmonisation is the process of achieving consistency throughout the Rail Industry by the adoption of RISSB standards, rules and codes. The aim is to achieve a demonstrable improvement in safety, efficiency, and cost effectiveness for the Rail Industry.

The timing and approach to the adoption of RISSB standards, codes and rules is a decision for each railway operator and manager.

RISSB standards, codes and rules aim to highlight ‘good practice’ in the Rail Industry.

RISSB Values and Behaviours The RISSB Board and staff adhere to a set of values and behaviours to ensure:

a safe, efficient, effective and happy work environment; and

effective engagement with stakeholders and customers.

These values and behaviours are shown in the following table:

Consensus Diversity in analysis and discussion to reach a position and unity in

action for implementation once a decision is taken. Inclusiveness Seek the broadest possible engagement of stakeholders and actively

consider all opinions.

Promote, engage and recruit rather than prescribe. Ethics In all of their dealings, RISSB directors and staff will do the right thing.

They will not engage in any misleading or deceptive conduct. They will comply with all applicable laws, regulations and statutory obligations relating to behavioural and ethical practices. RISSB directors and staff will be honest in all their dealings with stakeholders and contractors. RISSB directors and staff will act with integrity in all their dealings.

Vision The Australian Rail Industry has relevant Standards, practices and programs that enhance its safety and sustainability.

Mission Developing and maintaining harmonised* standards, rules, and codes of practice and engaging in programs that enhance the safety, effectiveness and efficiency of the Australian Rail Industry.



They will avoid situations with the potential for conflict of interest and will be responsible and accountable for their actions. RISSB directors and staff will exhibit a high level of governance in all of their dealings.

Professionalism In all of their dealings, RISSB directors and staff will exhibit the highest levels of professionalism. They will treat all persons in a manner that provides equal opportunity and prevents harassment, vilification, and unlawful discrimination. RISSB directors and staff are committed to achieving outcomes that benefit the industry. RISSB directors and staff will undertake to perform their work efficiently. They will do so by considering all means appropriate to RISSB’s work programme of achieving optimally efficient work flows and outcomes.

People Consider workplace safety in all our actions. Develop learning and education. Value contribution by people. Innovative thinking.



SECTION TWO Strategic Objectives and Tactics

RISSB’s Strategic Objectives and Tactics over the next five years are to:

1. Develop, publish and manage the Australian Rail Industry’s Standards, Codes of Practice, Rules and Guidance Material (the ACOP).

1.1. Focus the ACOP development program on:

1.1.1. Priorities identified by the rail industry; and

1.1.2. Key risk issues identified in the Safety Information System for Australasian Rail (SISAR) (when available).

1.2. Develop ACOP products using:

1.2.1. RISSB’s Standards Australia accredited development process;

1.2.2. A ‘So Far As Is Reasonably Practicable’ framework minimising risk;

1.2.3. Productivity enhancement, sustainability and harmonisation as key criteria in development;

1.3. Publish and promote a Rail Industry Standards development program to ensure industry is aware of the full potential ACOP suite;

1.4. Build links with AAR, RSSB and other international standards setting agencies and promote global benchmarking;

1.5. Promote use of international standards for Australian industry use where practical to reduce duplication and local standards development cost.

2. Ensure RISSB has sustainable funding to deliver on its role as Australia’s Rail Industry Standards Organisation.

2.1. Broaden contributions from Industry through a targeted campaign headed by the CEO’s of RISSB and ARA;

2.2. In conjunction with the ARA, engage with government to seek additional funding by clearly demonstrating the societal benefit associated with additional funding to support RISSB’s ACOP development work;

2.3. Maximise funding from other sources such as training, conferences etc.;

2.4. Actively seek industry participation and ‘in kind’ input to reduce ACOP document development costs;

2.5. Work with the National Rail Safety Regulator to identify feasible options of mandating RISSB funding for all accredited operators;

2.6. Examine the RISSB cost base to generate savings.



3. Establish and operate the Safety Information System for Australasian Rail (SISAR).

3.1. Drive the establishment of the database using the most economical and practical means to deliver it;

3.2. Promote its use throughout the Rail Industry including input of individual company data;

3.3. Facilitate reporting and benchmarking while maintaining strict confidentiality of individual company information;

3.4. Utilise the database to inform the program of standards development and the focus of individual standards.

4. Promote RISSB and Rail Industry adoption of the RISSB ACOP to enhance industry competitiveness, productivity, interoperability and harmonisation.

4.1. Promote RISSB as the rail industry’s standard setting body in the Standards Australia and ISO standards forums;

4.2. Develop and maintain effective relationships with the National Rail Safety Regulator (NRSR) and other relevant government bodies and work to ensure that RISSB processes and products assist Rail Industry companies to meet NRSR and other government requirements;

4.3. Promote mutual recognition of individual ARO assessments of new equipment, systems and standards;

4.4. Promote and market RISSB products and facilitate industry take-up;

4.5. Monitor and report on industry take-up of RISSB products;

4.6. Facilitate Rail Industry forums to promote the ACOP and industry engagement in its development;

4.7. Engage with ARIC to improve supply efficiency.

5. Enhance the safety and sustainability of the rail operating environment by participating in and contributing to programs of national scope and significance

5.1. Maintain the industry safety strategy with a focus on harmonising rail industry safety practices;

5.2. Work with and support the trackSAFE Foundation to promote and deliver rail safety initiatives, particularly level crossing safety;

5.3. Host, promote and participate in forums:

5.3.1. Nationally: to inform / share safety initiatives and experience;

5.3.2. Internationally: to ensure the best international practice is available to and considered for the Australian Rail Industry;

5.4. Support transport industry initiatives on dangerous goods transport and contribute to industry code of practice review and development.



Attachment 1 RISSB - Overview and Corporate Governance RISSB is a Corporations Law Company limited by guarantee and does not have share capital. It is fully owned by ARA. It has been in operation since mid-2004.

RISSB’s objectives are detailed in its Constitution. In summary, RISSB is primarily set up to “develop, own, amend and manage, ‘the Australian Code of Practice (ACOP)’ (which includes codes, standards, rules, guidelines) and other documents necessary and desirable to promote railway industry standardisation in Australia”.

RISSB Organisational Structure The RISSB organisational structure is shown in the diagram below.

RISSB’s organisational structure is designed to enable its products to be developed through six functional areas. The Development Advisory Board (DAB) is an independent Board comprising a member representing the Office of the National Rail Safety Regulator, a senior government policy person and an independent retired professional as its Chair. The DAB advises the RISSB Board on product development process issues.

Core Organisational Competencies The core organisational skills and competencies for the RISSB to achieve its mission include:

Strong belief in transparency and a clear audit trail;

Rigorous product development process using a diverse range of stakeholders;

Strong accountability culture; and

Staff who are professional and highly motivated.



Company Constitution The Constitution may be found on RISSB’s website www.rissb.com.au.

Board Composition The Board comprises 13 Directors as follows:

An independent Chairperson appointed by the Board and endorsed by ARA.

A maximum of twelve (12) other Directors, appointed by the Chairman on behalf of the RISSB Board and endorsed by the Member. Directors are selected from the Company's funding stakeholders.

All large railway organisations are invited to have a seat at the Board.

Presently they are:

ARTC;

Pacific National;

Queensland Rail;

Aurizon (formerly QR National);

RailCorp (until July 2013) thereafter Transport for NSW (Head Asset Standards Authority).

Five other Directors represent the:

Heavy haul rail operators (Rio Tinto - Pilbara Iron);

Medium sized passenger operators (MTM);

Medium sized access providers (Brookfield Rail);

Medium sized freight operators (SCT); and

Vertically integrated railway (Kiwi Rail).

The Australasian Railway Association also provides a Director (CEO ARA).

Board Duties and Responsibilities The duties and responsibilities of the Board are detailed in the Board Manual but in summary include:

Controlling and managing the affairs of the Company;

Providing strategic direction for RISSB;

Approving RISSB products for distribution to the Rail Industry;

Appointing the Chief Executive Officer to lead the RISSB;

Endorsing nominations for the Chairs of RISSB’s various committees; and

Referring issues to the ARA Board where these issues would impact on the strategic priorities of the ARA.



Board Advisors The Board could, at anytime, seek external advice in fulfilling its duties and responsibilities. This advice could be provided by any number of agencies including legal firms, auditors, consultants etc. Additionally Directors could seek advice from professionals within their respective organisations. The Board is also advised by the independent Development Advisory Board (DAB). The DAB exists to assure the RISSB Board that proper process has been followed in the development of RISSB Standards, Codes and Rules.



Attachment 2 RISSB Products The ACOP RISSB activities centre on the development of the Australian Code of Practice (ACOP). A diagrammatic representation of the ACOP is shown below. AustralianCodeofPractice(ACOP)Suite

RISSB is an accredited Standards Development Organisation with Standards Australia. The RISSB is the second largest standards development organisation in Australia; second only to Standards Australia.

To December 2012 the RISSB has produced 68 standards (56 rolling stock, 11 infrastructure, and one communications), six codes of practice, six guidelines, two security handbooks, a suite of network rules and procedures, and numerous Railway Level Crossing projects (including the Railway Level Crossing Incident Costing Model). RISSB also plans to produce, based on present forecasts, another 185 products.

At the present rate of progress, and taking account of resource constraints and industry capacity to contribute to development, we anticipate having a full suite of standards by 2019.

RISSB’s accreditation with Standards Australia recognises RISSB’s robust standards development process and allows it to produce Australian Standards. The Standards Australia brand provides RISSB standards with greater recognition that would otherwise be the case.

With respect to Safe working Rules, the RISSB completed the Australian National Rules and Procedures project in March 2010. This brought to a close a project that had been running for the previous 12 years; the last three years as a RISSB project. The completion of this project is significant. For the first time in Australian Rail history access providers now have a common set of rules and procedures upon which they can draw to produce their respective ‘network handbooks’. However there still remain differences in these handbooks due to the differing network technologies around Australia. As a consequence a truly national rulebook is not possible but as technologies merge in the future the differences between network rules and procedure will reduce. The important issue for the RISSB will be in maintaining the rulebook as technology and thus practices change.

The RISSB predecessor, the Code Management Company (CMC), was created when Industry bought the four Defined Interstate Rail Network (DIRN) Codes of Practice and the Freight Loading Manual from the Government. The RISSB has been proactive in managing these plus developing new Codes of Practice and Guidelines for the Rail Industry.

Importantly, due to their legal status Rules and Codes of Practice are developed using the same development process as that for standards. This process has been recognised by the ATC and



the Regulators as being robust and thorough. As a result of this recognition the Rail Industry does not have to demonstrate during accreditation that the RISSB standard, code or rule represents ‘good practice’.

Guidelines are however not legally binding and therefore do not follow the same process as that for other products. A simplified but nonetheless thorough process is used.

Other Products RISSB’s remit also requires it to work with Industry to enhance and harmonise safety practices in the Australian Rail Industry. RISSB has commenced working with the new National Rail Safety Regulator to ensure that safety issues are addressed through a co-regulatory approach.

It is important that the RISSB has a close relationship with international like-minded organisations overseas to ensure that it has access to latest safety developments and practices overseas. Strong relations exist with the UK, US and Canada. But relationships with other countries need to be built, particularly those in Asia, India and South Africa.

Finally RISSB will pursue interoperability matters on behalf of the Australian Rail Industry. Interoperability is the key to cost reductions and duplication of effort in the future. Interoperability is also a key safety enabler and as a consequence will attract due attention during the life of this strategic plan.



Attachment 3 Finances Memorandum of Understanding In addition to funding from the Rail Industry, the Governments of Australia provide the RISSB with $1.5 million annually. This funding is facilitated through a Memorandum of Understanding (MOU) which has been signed by the Commonwealth Minister for Transport and Infrastructure and the CEO ARA on behalf of the Australian Transport Council and the RISSB Board respectively.

The MOU stipulates that the Rail Industry must provide matching funding contribution and the entire $3 million is to be spent on developing Rail Industry standards, codes, rules and guidelines. Any other work undertaken by the RISSB will be funded by the Rail Industry separately. As a consequence RISSB receives an additional $250K (minimum) from the Rail Industry to pursue non ACOP related activities.

RISSB salaries and office expenses only account for 40 percent of the budget. The remaining funds are spent on external providers and expenses incurred in developing RISSB products.

Importantly the work undertaken by the RISSB cannot be done without the significant in kind contributions provided by the Rail Industry and to lesser extent Government agencies and other stakeholders.

Table 1 is the RISSB product output cost to date showing the direct cost to RISSB and the cost of the industry funded component:

Fiscal Year RISSB Direct Costs (Govt. and Industry)

Value of Industry ‘In Kind’ Contribution (approx.)

07-08 $2.576 million $2.5 million



10-11 $4.1 million1 $3.3 million

11-12 $ 3.4 million $ 3.55 million

Table 1 – RISSB Direct Costs and Value of Industry Input

Despite the direct costs (cash) associated with development of RISSB products being low by national standards, the total cost of development is actually 100 percent greater due to industry ‘in kind’ contributions such as one’s company time spent reading and commenting on a RISSB draft publication. In considering the monetary value to industry of those products, the combined cash and in kind contributions is utilised.

The recent Taig Review of RISSB identified that its standards development cost was very low and that it was a cost effective process by international standards.

1 RISSB hosted the International Rail Safety Conference.

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