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Business Critical Rules March 2015. The Business Critical Rules programme is changing the way we manage safety, financial and reputational risk in Network.

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Presentation on theme: "Business Critical Rules March 2015. The Business Critical Rules programme is changing the way we manage safety, financial and reputational risk in Network."— Presentation transcript:

1 Business Critical Rules March 2015

2 The Business Critical Rules programme is changing the way we manage safety, financial and reputational risk in Network Rail to make it simpler and more effective.

3 How? Replacing existing ‘standards framework’ with the simpler, risk- based Business Critical Rules framework Using technology and innovation so that people can easily access the information they need Making sure that our people have the skills and knowledge they needs to use the new framework

4 How we started We examined over 20 other companies to see how they do it At the heart of each of approach, we found a sophisticated and systematic understanding of risk Best practice resulting from this includes: –Using risk to prioritise and shape decisions –Role based training (linked to risk and accountability) –Clear and easy to use supporting information

5 Business Critical Rules allow us to manage key risks in a simpler, safer and more effective way Focuses on managing key risks and clarifies accountabilities and responsibilities Simpler Safer More effective Enables us to tailor our work so that we can control local risks in the most appropriate way Enables us to deploy resources to focus on the management of key risks and controls BCR allows you to tailor your inspection and maintenance regimes according to your local risks, environment and needs

6 We already have 10 Business Critical Rules… our 10 Lifesaving Rules

7 The principles of the BCR framework Entirely based on risk and our ability to control it Simplifies the standards system by clarifying our information and making it easily available to those who need it Role-based, defining clear accountability for the key controls that manage risk Continuous improvement review cycle built in to enable control owners to manage risk where it is best understood Clarity of the Rules will make enforcement and assurance more straightforward The BCR framework will tighten control around things that really matter, and loosen control where increased flexibility offers efficiencies and productivity gains. Strateg y Policy BUSINESS CRITICAL RULES (critical controls based on risk in bow ties) Processes Guidance Means of Control Specifications Competencies Integrated Management System Competencies

8 The approach focuses on understanding major loss events, and their implications The Business Critical Rules FrameworkOur Approach Key Loss Event Identification of Risk Articulation of Controls Commercial failure Loss of Reputation Safety Incidents Critical Limit 1 Rule B Rule A Critical Limit 2 Means of Control A Means of Control B Bow ties Capability and training Guidance and Reference Material Rules Means of Control Means of Assurance CI Process: Incl. PDR & Knowledge Share Risk controlled working environment Behaviour and safety culture

9 The Control Framework is made up of the Rules and additional component parts The rules are one component of the total BCR control framework: 1.Business Critical Rules (what we do) 2.Means of Control / Documentation (how we do it) Means of Control (vital information) Critical limits Guidance / instructions / specs (more detailed information) 3.Assurance & Improvement Mechanism (checking that we are performing on a regular basis) Gap Assessment / Improvement cycle Other critical elements of existing standards will have a position in the new framework Business Critical Rules Means of control Guidance / instruction

10 Why do we need The Rules? Our current system of standards has grown over time and now involves: –220,000 risks –844 Standards –9,664 controlled documents –500,000 individual competence tests each year

11 What are we doing? 1. Developing the BCR framework and Rules for each asset/national function 2. Developing electronic role manuals providing those accountable with easy access to the information they need, when they need it 3. Developing skills and competences so everyone understands how we take a risk-based approach to our work

12 12 1. Framework design

13 13 The building blocks of the BCR Framework 13 RisksRulesRoles Systematic assessment of risk on the railway Core technical and cultural requirements for everyone in Network Rail Specific guidance on relevant risks, controls and means of control A simpler, safer and more effective railway

14 2. Electronic role manuals and change requests will ease access to all key information remotely One electronic system you can access on the move Easy access to the information you need, when you need it Clear sight for you and your team of who does what and the competence needed Search facility allows you to see how other parts of the country manage similar issues Opportunity to change where you identify a better means of control or baseline limit for your area Rule Accountabilities & Responsibilities Means of Control Competence Limits Ability to create and upload change requests for approval

15 3. Role based capability will provide the framework to equip staff with the skills they need Safety Leadership & Management Business / System skills Values & Behaviours Technical skills Applying a risk based approach to competence management Building role based programmes covering all aspects of the role, not just technical Reduced workload in managing low risk activities This system will develop the confidence to challenge unsafe activity and can work more collaboratively in order to improve overall performance Applying additional effort to managing high risk competence

16 16 What are the benefits?

17 Benefits a desire to do something different Engineers are driving changes as they are seeing the potential benefits locally – will give them greater freedom Able to see potential benefits in man hours saved and productivity Have put forward a number of proposed changes to their means of control We’re seeing means of control changes that reflect local needs Introducing safer ways of working – less staff exposure to trains

18 Benefits case study South East Route First means of control limit has been changed Suspect faults found by Ultrasonic Testing Unit entered into a ‘suspect risk calculator’ Allows testing timeframes to be increased Croydon DU trialing new process for next six months Expect that of 1300 suspects since start of 2013/14, only 10 per cent will need to be verified in existing timescales Initial trials have freed up two days extra availability of Ultrasonic Testers Able to focus on testing key assets rather than verifying known suspects

19 What’s next? TMEs looking to make means of control baseline limit changes in the areas of:  twist fault management  thirteen week defect  emergency speed restriction boards  manual testing of rolling contact fatigue

20 What’s happening now? Engaging with Route Project Managers All Routes are in the plain line track trial Sharing learning between Routes Developing products for other assets and functions to be rolled out across the business over the next two years

21 For more information:

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