Business Critical Rules

March 2015

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.

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

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

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 effectiveEnables 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

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

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.

Strategy

Policy

BUSINESS CRITICAL RULES(critical controls based on risk

in bow ties)

Processes

Guidance

Means of Control

Specifications

Competencies

Integrated Management System

Competencies

The approach focuses on understanding major loss events, and their implications

The Business Critical Rules FrameworkOur Approach

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Ris

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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

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

BusinessCritical Rules

Means of control

Guidance / instruction

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

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

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1. Framework design

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The building blocks of the BCR Framework

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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

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

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

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

1616

What are the benefits?

Benefitsa 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

Benefits case studySouth 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

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

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

For more information:BCRfeedback@networkrail.co.uk