Keeping industry at the heart of our work towards safer, smarter rail
We're responding to industry's needs, to deliver even better benefit for our members in 2024-25.
Helen CostelloDirector of Business Management and Performance
Our goal is to deliver safer, smarter rail. By 2030, we want everybody working in rail to use an RSSB tool or service every day. This will make safer, smarter rail a reality. We’re responding to members’ key challenges and building our strategy around them to deliver maximum impact and benefit for our members.
To set the course for the next year, we consulted extensively with our members to identify the biggest challenges facing rail. Rising costs, changes in passenger demand and behaviour, the need for system reliability and resilience, and the shift toward adopting new technologies are the most significant areas of concern. In addition, improving the safety and reach of freight in GB rail is essential for freight growth targets, and embedding sustainability across the network will increase our value, as a sector, to society.
cost reduction
changing climate
safe and satisfied customers
improving system reliability and resilience
adoption of new technology
freight safety and growth
value to society and sustainability
Whichever challenge may be the most important for your organisation, you will find a plan for it in our 2024-25 Annual Business Plan. In each section, we lay out the commitments we have made to ourselves and to the industry. We are committed to mitigating these issues for the benefit of industry as a whole, and for rail’s customers.
Strategic multipliers are a new way of thinking about multi-system challenges. At RSSB we have experts in industry topics across the board. That means we also have the opportunity to make inter-departmental connections that just don’t exist elsewhere in the sector. Strategic multipliers are about layering expertise from across RSSB to multiply value and make an even bigger impact in areas where our members face challenges involving multiple aspects of rail. So strategic multipliers are greater than the sum of their parts.
safety and health insights for the future
enabling automation and benefitting from artificial intelligence
improving testing capabilities
exploiting the value of data
improving weather resilience and preparedness for a changing climate
embedding sustainability
Whether your focus is one of industry’s core challenges or a multi-system problem, our Annual Business Plan 2024-25 ensures we focus on supporting our members. We aim to make more progress in these areas in the next year than ever before.
Click the image below to read our 2024–2025 Annual Business Plan.
Our comprehensive work plan for the upcoming year is a testament to our commitment to address industry challenges. This plan has been carefully crafted after extensive consultation with our members. We are sincerely grateful for the valuable input they have provided.
