RSSB is a not-for-profit company owned by major industry stakeholders. The company is limited by guarantee and is governed by its members and a Board.
RSSB was established in April 2003, implementing one of the core sets of recommendations from Lord Cullen's public inquiry into the Ladbroke Grove accident. RSSBs method of operation is laid down in RSSB’s
Constitution Agreement. You can also view copies of the Articles of Association which incorporates the Memorandum of Association.
The Constitution Agreement and Articles of Association were approved at an Extraordinary General Meeting on 8 February 2018, which took affect on 1 April 2018.
On 1 November 2018, a
revised version of RSSB’s Constitution Agreement was approved at the Annual General Meeting and would be effective from 1 April 2019.
Our formal arrangements for working with you are set out in the
Constitution Agreement, which regulates the operation and management of RSSB.
Our Member Charter sets out how we wish our relationship to work with you.
A better, safer railway.
Through research, standards and analysis we help our members deliver a better, safer railway.
Our primary objectives
Working within the wider challenges and changes facing the industry and helping our members to adapt to it, we have six strategic business areas for CP6:
Safer rail: continuously reducing safety risk
Healthier rail: supporting a physically and mentally healthier workforce
Harmonised rail: working towards seamless system integration
Efficient rail: improving operating performance and customer satisfaction, while reducing the cost of rail to passengers and taxpayers
Innovative rail: exploring, assessing and sharing new and innovative solutions
Sustainable rail: improving the sustainability of rail as a transport mode
Our strategic business areas cover the full scope of our product and service offer.
Like all forward-thinking organisations we are continually evolving to maximise the benefits we bring to our customers. Over the course of 2017 and 2018, we made significant cultural and operational changes. In CP6, we will build on these significant cultural and operational changes in line with our four strategic objectives for CP6 – Customer Experience, Organisational Health, Financial Sustainability, and Growth. Our strategic objectives frame how we will operate as a business; the things we will enhance so we are best placed to achieve our ambitious delivery plans.
The following diagram shows RSSB's vision, mission, strategic objectives and strategic business areas. Click the image to enlarge it.
RSSB Business Plan 2019-2024
The 2019-2024 Business Plan outlines how we will work over the next five years to support a safer railway into Control Period 6 (CP6) and beyond.
Designed to meet a range of industry priorities and putting passengers first, the plan focuses on the crucial areas of safety, health and wellbeing, sustainability, efficiency, innovation and the future post-Brexit.
Specific 2019-2020 deliverables include:
- Supporting the industry to reduce the effects of poor adhesion conditions using improved technology and procedures to achieve better reliability and resilience, including piloting double variable rate sanders on the GB mainline.
- Launching a new Health by Design web hub, containing key resources for incorporating health and wellbeing within member organisations, including trialling health and wellbeing training for the workplace.
- Delivering research outputs to help support industry performance as part of the PERFORM research programme, including research into enabling better planning and resource management during train disruption.
- Building on our work in CP5 to provide the functionality, guidance and training members require to use the industry’s Safety Management Intelligence System (SMIS). This is delivering the safety intelligence a world class railway needs, with better linking of data to the tools, models and systems used by the industry.
- Refreshing the industry strategy for Leading Health and Safety on Britain’s Railway (LHSBR), monitoring progress through the publishing of quarterly updates, working in collaboration with the industry.
- Agreeing the revised regulatory framework, including the role of standards with industry and the Regulator, in-line with post-Brexit legal framework, amending standards, policies and governance.
- Developing new digital railway standards based on the requirements from the Digital Railway Programme, supporting the development of solutions so ensuring human factors are fully considered in the on-going work.
- Supporting delivery of the industry’s carbon and air quality strategies including identifying, agreeing and systematically collecting environmental metrics for the rail industry to monitor.
Read the full report to find out more.
There are six categories of membership:
- Category A - Passenger train operators
- Category B - Freight and other non-passenger train operators
- Category C - Infrastructure managers and owners
- Category D - Rolling stock owners and leasing companies
- Category E - Infrastructure contractors
Category F - Suppliers and rolling stock manufacturers
- Category G - Affiliate (non-member)
You can find more information on the