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GB Experience 10 years after privatisation

GB Experience 10 years after privatisation. Anson Jack Deputy Chief Executive Director of Policy, Research and Risk Rail Safety and Standards Board Great Britain 3 October 2007. Railway Reforms – 1994-1997. Vertical separation – 31/3/1994

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GB Experience 10 years after privatisation

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  1. GB Experience10 years after privatisation Anson Jack Deputy Chief Executive Director of Policy, Research and Risk Rail Safety and Standards Board Great Britain 3 October 2007

  2. Railway Reforms – 1994-1997 • Vertical separation – 31/3/1994 • 1 SOE (British Rail) to 100 private companies • Sale of ALL railway assets • Privatised infrastructure • Franchised all passenger services • Sale of freight businesses • Completely new access regime • Completely new safety regime • Creation of supply industry

  3. Regulatory changes since 1997 • Strategic Rail Authority (SRA) created, and abolished! (2000 to 2005) • European Railway Agency (ERA) established with locus on standards and safety (2005) • Office of Rail Regulation (ORR) – became integrated economic and safety regulator (2006) • Department for Transport (DfT) now leads franchising and strategic development of railway (2005+) • New Rail Accident Investigation Branch (RAIB) (2005)

  4. Industry Changes • Railtrack created (1994) privatised (1996) bankrupt (2001), taken over by Network Rail (2002) • Franchise length from 7 to 20 to 7 years • Number of franchises reducing from 25 to c20 • Virtually all franchises change at end of initial franchise term • Railtrack role in leading safety moved to Railway Safety and, in changed format, to RSSB

  5. Passenger kms 1947 to 2006 50% in 11 years DECLINESTAGNATIONGROWTH

  6. No of train accidents involving fatalities Average rate is currently 1 every 2 years = Lowest level to date

  7. SPAD risk - less than 10% of 2001 baseline

  8. Trends in safety • Significant improvement in areas directly under railways’ control • Worsening position in areas not directly under railways’ control – trespass and suicide • Recent efforts on level crossings beginning to show effects

  9. Lesson for rail safety • Despite turmoil in organisation, regulation, and ownership – GB railway delivered growth, improved safety and investment

  10. What is RSSB? , • Set up in April 2003 as a not-for-profit company • Owned and funded by major stakeholders in the rail industry, independent of any one party • Approximately 200 employees covering a range of technical and business disciplines • Working with our industry partners our purpose is to: • Continuously improve the level of safety in the rail industry • Drive out unnecessary cost • Improve business performance

  11. Asset/system management Where does RSSB sit in the industry? Department for Transport strategy / funding Voluntary membership Supply Chain Supply Chain Voluntary membership RSSB support Train Operators NetworkRail Membership required by licence Office of Rail Regulation economic / safety regulator

  12. What does RSSB do? Facilitate cross industry working Manage standards Provide safety intelligence • Industry risks / opportunities. • Improving: • safety • cost • performance • capacity • sustainability RSSB’s products and services help industry meet its objectives in safety, cost, capacity performance, and sustainability Where industry can benefit from cooperation. Manage R&D Deliver national programmes Give technical support and advice Model risk Support industry decision making

  13. Example - Ejection during accidents

  14. Problem: Ejections Establish Cross industry Containment Group (Understand the nature of the problem) Change standards for rolling stock (windows) Inquiry recommendations MPs campaign for seat belts Families of the dead promoting hammers, belts, windows Assessment of risks to passengers Research into past accidents, hammers, windows, seat belts Rolling stock, risk, human factors, economic support to research and stakeholder Risk assessment of options, built model to assist in decision-making Containment Group recommendations adopted by ATOC Board

  15. Industry agreed conclusions 2-point (lap) seat belts (2005 research report): • Should not be fitted 3-point seat belts (2007 research report): • Should not be fitted Windows (2007 research report): • Should all be laminated • Should not be breakable or used for escape

  16. Problem: Ejections Establish Cross industry Containment Group (Understand the nature of the problem) Change standards for rolling stock (windows) • Industry agreed strategy • Adjust controls to improve safety • Minimise the costs • Joined up industry communications Inquiry recommendations MPs campaign for seat belts ‘Bereaved’ promoting hammers, belts, windows Assessment of risks to passengers Research into past accidents, hammers, windows, seat belts Rolling stock, risk, human factors, economic support to research and stakeholder Risk assessment of options, built model to assist in decision-making Containment Group recommendations adopted by ATOC Board

  17. That is what RSSB does and how it works across the industry to help improve business and safety performance • All our research reports are published on the web • Thank you for listening

  18. www.rssb.co.uk

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