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
Safer
Enables us to deploy resources to focus on the management of key risks and controls
More effective
Enables us to tailor our work so that we can control local risks in the most appropriate way
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
Strategy
Policy
BUSINESS CRITICAL RULES
(critical controls based on risk in bow ties)
Means of Control
Specifications
Processes
Guidance
Competencies
Competencies
Integrated Management System
The 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 Approach
The Business Critical Rules Framework
Bow ties
Key Loss Event
Means of Assurance
Rules
Commercial failure
Safety Incidents
Loss of Reputation
Means of Control
CI Process:
Incl. PDR &
Knowledge
Share
Identification of Risk
Risk controlled working environment
Guidance and Reference Material
Behaviour and safety culture
Means of
Control A
Rule A
Critical Limit 1
Capability and training
Articulation of Controls
Means of
Control B
Rule B
Critical Limit 2

9. Guidance / instruction
The Control Framework is made up of the Rules and additional component parts
Learning Cycle
Understanding
Implementing controls
Measuring
Reviewing
Other critical elements of existing standards will have a position in the new framework
Business
Critical Rules
Means of control
Guidance / instruction
The 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 limits
Guidance / 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 risks
844 Standards
9,664 controlled documents
500,000 individual competence tests each year

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

12. 1. Framework design

13. The building blocks of the BCR Framework
Risks
Rules
Roles
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 13 13 13

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
Means of Control
Accountabilities & Responsibilities
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
Applying a risk based approach to competence management
Applying additional effort to managing high risk competence
Safety Leadership
& Management
Business /
System skills
Values &
Behaviours
Technical
skills
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

16. What are the benefits? 16

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: BCRfeedback@networkrail.co.uk