Strategic Business Plan 2024-29

It is based on our understanding of our members’ needs and their challenges and opportunities. This enables us to prioritise activities that will produce the tools, resources, and services that our members need the most.

In addition, factors influencing rail change over time, so our business strategy needs to adapt too. A review of our strategy every five years enables us to take stock. We can re-focus our priorities, so they meet the most important challenges for our members now. This ensures that we continue to meet members’ needs, build on our past achievements, and enables us to take advantage of emerging opportunities.

Our overarching goal is that by 2030, every rail employee will be using an RSSB tool or service every day. Our 2024-29 Strategic Business Plan sets out the three main ways we will achieve this goal.

Our activities will continue to be organised into six areas. These are safer rail, healthier rail, harmonised rail, efficient rail, future rail, and sustainable rail. This means that all our activities will produce tools, services, or resources in at least one of these areas, so that the industry can improve.

We are also introducing ‘strategic multipliers’. Many systems are becoming more complex and inter-related, so solving their challenges also needs a more complex response. We will do this by combining multiple areas of expertise. This will produce additional benefits so our members can intensify their impact. 

To deliver these benefits for our members, we need to improve our capabilities and performance as an organisation. Our strategic business plan describes how we will do this.