RSSB Strategic Business Plan 2024-2029

How we run the business

Strategic objectives

How we run the business

Our five strategic objectives express how we improve RSSB’s ability to deliver value across our SBAs. They underpin how we perform at our best.

Customer Experience

People who engage with us often think highly of us, but our reach needs to extend deeper into the industry. We will:

continue to improve the RSSB website and Customer Relationship Management (CRM) allowing greater personalisation of content in key areas improving relevance, and enhancing the user experience
have a deep understanding of the needs of our members, and use robust, proven channels to reach each other
achieve the Investors In Customers Gold accreditation.

By the end of 2029, we will have achieved our goal of every rail employee using an RSSB tool or service every day.

Growth

Commercial income is an essential part of RSSB’s revenue stream. As a membership organisation, commercial work must support core service delivery. We only pursue areas where we have knowledge and expertise, and our commercial income enables us to provide additional benefits to members over and above the levy. We will:

grow our assurance offer, developing new schemes and protocols that our buyers want
protect the affiliation programme, supporting existing affiliates, covering attrition, and growing in new areas
nurture consultancy, using our internal resources and expanding where there is demand
develop training, creating new courses, enhancing learning experiences, and helping embed our message in industry.

By the end of 2029 we will generate £5m in commercial contribution towards additional member services.

Digital Transformation

As a digitally-driven membership organisation we serve our members by applying data and leading edge technology to develop critical products and services that the industry relies on. Between 2024 and 2029 we will:

use advances in technology to continuously improve how we deliver our core purpose so that we help our members keep Britain moving with a safer, smarter rail industry
combine our expert domain knowledge with our digital capability to create new powerful tools that provide critical support and resolve some of the rail industry’s long-standing challenges
convert insights into actionable recommendations and standard requirements that support safer, healthier, efficient, and more sustainable decisions
evangelise for new technology, embrace artificial intelligence, and lead industry automation to improve data quality, deliver efficiencies, and enable future innovation.

Organisational Health

Over the last five years we have had a sharp focus on employee engagement, and we’ve seen some amazing results. We are proud that our employee engagement and advocacy scores are at an all-time high. Our employee value proposition is good, and although our remuneration is competitive, we really compete on culture and the experience that our people have with us. Employee expectations have changed and will continue to do so. We will:

maintain high employee engagement while focusing on organisational and individual capability so that our organisational capabilities fit the evolving products and services our members need
work on equality, diversity, and inclusion (EDI), wellbeing, and reviewing groups and committees, so that these areas of RSSB activity improve our support of members
provide a more personalised experience, so employees feel a sense of belonging, that their wellbeing is maintained, and that they have autonomy and freedom of opinion.

By the end of 2029, our customer experience and our employee experience will be more aligned because the link between the two is more likely to lead to member and stakeholder success.

Financial Sustainability

Between 2024 and 2029 we expect that our operating environment will continue to change, more rapidly and potentially more dramatically than ever before. Across finance, procurement, and risk management we will continue to act as the conscience of the business, ensuring regulatory and legal requirements are met, while building increased agility and resilience in our people, processes, and systems. We will embrace innovation to:

continue to drive efficiency in how we work, spending more time on forward-looking analysis to provide decision-ready insights
adapt with changing business needs and look to build self-service and intuitive reporting options into the tools available
improve our modelling capability and provide scenario planning of options.

By doing these things we will ensure our role as a key success factor for the business and deliver value for all members.