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 needMaking sure that our people have the skills and knowledge they needs to use the new framework
4 How we startedWe examined over 20 other companies to see how they do itAt the heart of each of approach, we found a sophisticated and systematic understanding of riskBest practice resulting from this includes:Using risk to prioritise and shape decisionsRole 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 responsibilitiesSaferEnables us to deploy resources to focus on the management of key risks and controlsMore effectiveEnables us to tailor our work so that we can control local risks in the most appropriate wayBCR 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 itSimplifies the standards system by clarifying our information and making it easily available to those who need itRole-based, defining clear accountability for the key controls that manage riskContinuous improvement review cycle built in to enable control owners to manage risk where it is best understoodClarity of the Rules will make enforcement and assurance more straightforwardStrategyPolicyBUSINESS CRITICAL RULES(critical controls based on risk in bow ties)Means of ControlSpecificationsProcessesGuidanceCompetenciesCompetenciesIntegrated Management SystemThe BCR framework will tighten control around things that really matter, and loosen control where increased flexibility offers efficiencies and productivity gains.
8 The approach focuses on understanding major loss events, and their implications Our ApproachThe Business Critical Rules FrameworkBow tiesKey Loss EventMeans of AssuranceRulesCommercial failureSafety IncidentsLoss of ReputationMeans of ControlCI Process:Incl. PDR &KnowledgeShareIdentification of RiskRisk controlled working environmentGuidance and Reference MaterialBehaviour and safety cultureMeans ofControl ARuleACritical Limit 1Capability and trainingArticulation of ControlsMeans ofControl BRuleBCritical Limit 2
9 Guidance / instruction The Control Framework is made up of the Rules and additional component partsLearning CycleUnderstandingImplementing controlsMeasuringReviewingOther critical elements of existing standards will have a position in the new frameworkBusinessCritical RulesMeans of controlGuidance / instructionThe rules are one component of the total BCR control framework:Business Critical Rules(what we do)Means of Control / Documentation (how we do it)Means of Control (vital information)Critical limitsGuidance / instructions / specs (more detailed information)Assurance & Improvement Mechanism (checking that we are performing on a regular basis)Gap Assessment / Improvement cycle
10 Why do we need The Rules?Our current system of standards has grown over time and now involves:220,000 risks844 Standards9,664 controlled documents500,000 individual competence tests each year
11 What are we doing?Developing the BCR framework and Rules for each asset/national functionDeveloping electronic role manuals providing those accountable with easy access to the information they need, when they need itDeveloping skills and competences so everyone understands how we take a risk-based approach to our work
13 The building blocks of the BCR Framework RisksRulesRolesSystematic assessment of risk on the railwayCore technical and cultural requirements for everyone in Network RailSpecific guidance on relevant risks, controls and means of controlA simpler, safer and more effective railway131313
14 2. Electronic role manuals and change requests will ease access to all key information remotely One electronic system you can access on the moveEasy access to the information you need, when you need itClear sight for you and your team of who does what and the competence neededSearch facility allows you to see how other parts of the country manage similar issuesOpportunity to change where you identify a better means of control or baseline limit for your areaRuleMeans of ControlAccountabilities & ResponsibilitiesCompetenceLimitsAbility 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 Applying a risk based approach to competence managementApplying additional effort to managing high risk competenceSafety Leadership& ManagementBusiness /System skillsValues &BehavioursTechnicalskillsBuilding role based programmes covering all aspects of the role, not just technicalReduced workload in managing low risk activitiesThis system will develop the confidence to challenge unsafe activity and can work more collaboratively in order to improve overall performance
17 Benefits a desire to do something different Engineers are driving changes as they are seeing the potential benefits locally – will give them greater freedomAble to see potential benefits in man hours saved and productivityHave put forward a number of proposed changes to their means of controlWe’re seeing means of control changes that reflect local needsIntroducing safer ways of working – less staff exposure to trains
18 Benefits case study South East Route First means of control limit has been changedSuspect faults found by Ultrasonic Testing Unit entered into a ‘suspect risk calculator’Allows testing timeframes to be increasedCroydon DU trialing new process for next six monthsExpect that of 1300 suspects since start of 2013/14, only 10 per cent will need to be verified in existing timescalesInitial trials have freed up two days extra availability of Ultrasonic TestersAble 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 managementthirteen week defectemergency speed restriction boardsmanual testing of rolling contact fatigue
20 What’s happening now? Engaging with Route Project Managers All Routes are in the plain line track trialSharing learning between RoutesDeveloping products for other assets and functions to be rolled out across the business over the next two years
21 For more information: BCRfeedback@networkrail.co.uk
Your consent to our cookies if you continue to use this website.