Direct Rail Services Limited Corporate Strategy 2017-2037 · Direct Rail Services Limited ......

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Corporate Strategy 2017-2037

Effective from 06 December 2016

1.0 Executive Summary 4

2.0 Introduction 6

3.0 Strategy Overview 93.1 Our Approach to Strategy 9

3.2 Theme Overview 9

3.3 Risks to Delivery of the Strategy 10

3.4 NDA support for the Strategy 10

4.0 Nuclear Rail Logistics 11

5.0 Enhancement Business 13Case Study: The Cumbrian Coast 14

Case Study: Passenger and TOC Services 15

Case Study: Domestic Intermodal Sector 15

Case Study: Network Rail Supply Chain Operations (SCO) Previously NSC 16

Nuclear Rail Skills and Capability 17

6.0 Critical Enablers 206.1 Health, Safety, Environment and Quality 20

6.2 Security 21

6.3 People 22

6.4 Facilities Asset Management 23

6.5 Equipment Asset Management 24

6.6 Technology Systems 25

Contents

AGR Advanced Gas-cooled Reactor

AWE Atomic Weapons Establishment

CISO Chief Information Security Officer

CNS The Civil Nuclear Security

CSO Chief Security Officer

DfT Department for Transport

DGSA Dangerous Goods Safety Advisor

DRS Direct Rail Services

DSRL Dounreay Site Restoration Limited

EdFE Électricité de France Energy

FOC Freight Operating Company

GB Great Britain

GDF Geological Disposal Facility

HMG Her Majesty’s Government

HR Human Resources

ILW Intermediate Level Waste

IM Infrastructure Monitoring

IR Internal/audit Regulator

ISO International Organisation for Standards

LLW Low Level Waste

LLWR Low Level Waste Repository

LNE London North Eastern

MOD Ministry of Defence

MOP Magnox Operating Plan

NDA Nuclear Decommissioning Authority

NSIP National Significant Infrastructure Project

OHSAS Occupational Health and Safety Advisors

ONR Office for Nuclear Regulation

ORR Office of Rail and Road

POCO Post-Operational Clean Out

SCO Supply Chain Operations

SIRO Senior Information Risk Owner

SLC Site Licensed Company

UK United Kingdom

USP Unique Selling Point

WCM West Cumbria Mining

WEC Westinghouse Electric Company

Glossary of Terms

1 DRS Corporate Strategy 2017-2037 DRS Corporate Strategy 2017-2037 2

1.0 Executive Summary

Building on previous successfully deliveredstrategies, this document sets out the directionfor DRS over the next 20 years. In order to ensurethe long term success of the business, thisstrategy sets out how key nuclear skills andcapabilities will be retained and developed insupport of the NDA mission.

Central to this strategy is the identification ofcomplementary enhancement businesses opportunitiesthat supports long term nuclear capability and delivers asustainable size for DRS to remain as an ongoing andviable commercial organisation that will attract people ofthe highest calibre and provide an environment thatfosters innovation and operational excellence.

The strategy also sets out an intention for DRS to becomethe strategic authority for rail on behalf of the NDA and thedelivery of a sustainable size for DRS throughenhancement business will also ensure that DRS developsa stronger position in the rail industry and as such willprovide greater opportunity for DRS to protect the coremission of delivering rail services for the nuclear industry.

The strategy document contains key themes regardingNuclear Rail Logistics, Enhancement Business andCritical Enablers. This work is underpinned by a ‘deepslice’ analysis of the rail market which identifies keystrategic actions throughout the plan period. Thisstrategy document will be reviewed annually to ensure itremains appropriate.

Health & Safety

Resp

ect

Innovation

Pride

Environment

Reliability

Security

Critic

al En

abler

s

Enhancement Business

Nuclear Rail Logistics


Direct Rail Services (DRS) is a wholly-owned subsidiary

company of the Nuclear Decommissioning Authority

(NDA). Since its formation in 1995, the Company has

developed a solid business base through the provision of

robust, innovative and bespoke transport services to

customers within the nuclear estate in combination with

selected additional non-nuclear related traffic in accordance

with previously agreed company strategy.

During this time DRS has developed and maintained an

industry leading reputation for providing safe, secure, reliable

and cost effective services within both the nuclear and non-

nuclear related markets. Having travelled over 5 million miles

and safely transported Spent Fuel on behalf of the entire UK

nuclear industry for the past 21 years, DRS is the world

leader in the transportation of nuclear material by rail.

Building on previous successfully delivered strategies, this

document sets out the direction for DRS over the next 20

years in order to ensure the long term success of the

business and ensure that the required nuclear capability is

sustained for the foreseeable future.

On the basis of this document, a detailed Business Plan will

be developed covering the key objectives for each function

in support of delivering the strategy for the more immediate

short to medium term delivery. Whilst the document focuses

on the 20 year strategy, it also recognises issues outside the

20 year timeframe that will have a significant impact on the

core strategy such as the conclusion of the AGR de-fuelling

plan together with the current thinking on NDA waste

management and decommissioning plans.

2.0 Introduction

Georgemas Junction

Inverness

Aberdeen

Mossend/Coatbridge Torness

Grangemouth

Hunterston

Seaton

York

Hull

Workington

Carlisle

Motherwell

Sellafield / Drigg

Barrow

Heysham

Valley

Crewe

Daventry

Sizewell

Stowmarket

Southminster

Willesden

Tilbury/PurfleetWentloog

Berkeley

Bridgwater

Devonport

Winfrith

Dungeness

Barrow Hill

DRS Operating Sites


Pictured: One of DRS’ revolutionary new Class 88 dual power locomotives

is put through its paces during proving trials in the Czech Republic.


3.1 Our Approach to Strategy

In line with the approach taken by the NDA, we have

identified strategic themes through which to group our

activities. This approach ensures a focus on our

mission by ensuring that we keep clear sight of

nuclear requirements within every activity undertaken

by DRS. The key themes identified are as follows:

n Nuclear Rail Logistics

n Enhancement Business

n Critical Enablers

We believe that it is important to provide context for

our strategy in regards to the values that should

underpin all aspects of our business dealings and

decision making and as such we have reviewed our

culture and values to determine those that we believe

are essential to the delivery of our mission.

Our Mission: To be the worldleader in safe, secure andreliable nuclear rail logistics insupport of the NDA mission,harnessing a culture ofinnovation, pride, respect andenvironmental awareness whilstproviding value for money onbehalf of the UK tax payer.

3.0 Strategy Overview

DRS Values and Culture

Health & Safety

Resp

ect

Innovation

Pride

Environment

Reliability

Security

Safety first in everything we do.

Security isn’t just a function, it’s an ethos.

No damage to the environment.

Pride in our business, pride in our people.

Be innovators, blue sky thinkers, leading the pack.

100% reliability.Respect for each other.

Critical Enablers

Critical Enabler topics support the DRS mission. They have been identified as the following:

n Health, Safety, Environment and Quality n Security

n People n Asset Management Facilities

n Asset Management Equipment n Technology Systems

3.2 Theme Overview, continued

DRS considers that this strategy has a number of risks associated with it that could prevent or limit the delivery

of it in its entirety. The top 3 risks to delivery of this strategy are seen as:

n A change in the NDA position on DRS ownership.

n A change to NDA strategy in respect of transport.

n A change in Network Rail asset management policy leading to a loss of strategic nuclear railhead facilities.

These have been identified as the top three risks as they are considered to be outside the control of DRS.

3.3 Risks to Delivery of the Strategy

Nuclear Rail Logistics

DRS’ strategy is to provide the NDA with a long-term

capability to meet the lifetime requirements of the

nuclear mission with respect to the provision of rail

logistics services. These services will cover all aspects

of the NDA’s requirements as they change over the

20-year strategic period and will range from the

provision of professional consultancy services,

through to the delivery of world-leading rail logistics

solutions. DRS will develop its reputation in order to

act as an advisor to the UK Government on rail related

logistics matters and will provide services where and if

appropriate to vertically integrate the supply chain.

Enhancement Business

In order to provide the NDA with the long-term

capability in respect of Nuclear Rail Logistics and

recognising DRS’ obligation to provide value for

money for the tax payer, we will deliver an appropriate

portfolio of services into non-nuclear sectors where it

is demonstrated that strict criteria has been met in

relation to retention and enhancement of core skills

and capabilities which are required to fulfil the Nuclear

Rail Logistics mission and where that business meets

other strategic criteria in terms of contract

compliance, risk appetite and return.

3.2 Theme Overview

n Continued support is needed for ownership, strategy, the position of rail transport.

n Ensure that PBOs, SLCs and other subsidiary organisations are encouraged to follow the NDA’s

stated position on rail transportation.

n Support DRS in fulfilling the requirements of being a subsidiary of the NDA and minimise these as far as possible.

3.4 NDA support for the Strategy


Underpinning the 20 year strategy is a deep slice

analysis of the nuclear market that reflects DRS’

current view of the nuclear mission and associated

challenges and opportunities within the strategic

period. Whilst it is recognised that assumptions may

vary over time, they provide a fair representation at the

time of determining this strategy to enable definition of

those skills and capabilities that will be required by

DRS in order to support the NDA long term mission.

In the 5 year near term period the completion of the

MOP together with national nuclear material

movement programmes to support Harwell, Winfrith

and DSRL dominate the rail transport and logistics

requirements. Overlaid on this is the 20 year contract

to support EdFE movement of AGR fuel from stations

to Sellafield. Although not contracted it is assumed

that DRS will discharge NDA obligations with respect

to MOD nuclear transports through the strategic period

and move the nuclear materials from AWE to Sellafield.

Beyond 5 years we enter a period where AGR

stations start to defuel and the requirement for surge

capability and flexible transport solutions similar to

those deployed on MOP will need to be accessible in

order to mitigate the hotel costs of AGR stations that

have come offline. During this time Magnox will be

entering POCO and decisions will be taken regarding

the storage of associated ILW and LLW.

Support for GDF is assumed to be required throughout

the strategic period. This could range from technical

assistance to asset design and planning permission

support. The current planned date for GDF operation

of 2040 means that site preparation activities will also

fall within the strategic period. Should the current 2040

date remain valid site preparation activities will also fall

within the strategic period.

In order to enable this, a retained capability for inter

site rail movements is assumed to be required to

support co location activities. Additionally capability to

provide flexible and innovative rail logistics solutions

will need to be developed as storage strategies evolve

and the definitions of waste types change over time.

Acting in the role of Strategic Authority for rail on behalf

of the NDA, DRS will also manage the long term

capability requirements for the estate providing support

to SLCs in order to maximise efficiencies across the

estate and ensure that key NDA strategic outcomes

and objectives with respect to rail transport are met.

Completion of the NDA rail asset capability review may

identify further opportunities within the Estate for value

for money propositions over the strategic period.

Our Challenge

The core challenge for DRS is that the requirement for

nuclear services is variable over time. To meet this

challenge DRS will need to sustain commercially viable

business in order to maintain and develop further

critical UK Nuclear rail transport capabilities in support

of the NDA UK Nuclear Mission. This will require key

capability areas such as; people and skills; technology,

equipment and fleet; paths and route access; culture

to sustain long-term resilience and capability.

In order to achieve this DRS has analysed these

capabilities further and categorised them into the two

core capability strands; core capabilities which are

built up over time and not easily replicated and

supplemental capabilities that add value to the core

but could be replicated. Enabling capabilities such as

Finance and HR that are essential but easily replicated

have been excluded from the table opposite.

Strategy

Our strategy is to retain and develop key nuclear rail

skills and capabilities to support the NDA mission

through the strategic period.

Where necessary we will additionally enhance our

skills and capabilities in order to meet the changing

needs of the mission over time.

We will seek to deliver value for money for the UK tax

payer by effectively managing peaks and troughs in

the NDA demand profile through establishing a

sustainable size of selective commercial propositions

in other complementary market sectors.

4.0 Nuclear Rail Logistics

Our Objective: Security of supply for nucleartransport over the strategic period is our primaryfocus and all other strategic themes support orenable the delivery of this.

Physical Technical Systems

(Machinery, Databases, Software)Core Challenges Supplemental Challenges

n Level 1 paths retention. n Cranes / infrastructure ancillary equipment.

n Extension of rights and paths to meet n Nuclear security (physical).new requirements.

n Specialist Equipment.

n Railhead/Marshalling Facilities.

n Official Sensitive network.

Managerial Systems

(Systems for the Management of Operations)Core Challenges Supplemental Challenges

n Licence to move (ONR/ORR). n Geographical engineering reach.

n Surge ability (Peak Demand). n Concept to delivery, in house capability.

n Nuclear Wagons/Asset Design and Homologation.

Skills and Knowledge Core Challenges Supplemental Challenges

n Specialist Nuclear Industry knowledge n Legal understanding (nuclear flow down) (materials, engineering, critical activities). Insurance, e.g. the Paris Convention.

n DGSA – nuclear materials trained. n Operational Security Training.

n Emergency response and planning. n Relationships/credibility with external

n Transport Integration stakeholders.

Values and Norms Core Challenges Supplemental Challenges

n ‘Nuclear First’ culture. n Attraction and retention of Key Staff.

n Flexibility to manage the changing needs of the mission.

Further to the above requirements, DRS intend to develop as a

Strategic Rail Authority and manage the risks of capability

retention and other key transport functions on behalf of the NDA.


To satisfy and support the NDA and DRS’ mission it

is vital to maintain a UK wide capability that will allow

DRS to maintain a technology-leading fleet of

locomotives, in house engineering and maintenance

capability, strategically located maintenance and

traincrew depots as well as the skills and

competencies of our employees.

Therefore an analysis of each sector in which DRS

operates has been conducted along with a

demonstration of how these activities feed directly into

our ‘Nuclear First’ approach. Through this analysis

DRS can arrive at and maintain a sustainable size of

commercially viable business to deliver this capability.

Our Strategy

Present and upcoming opportunities will be

evaluated with consideration to the short-term,

medium-term and long-term prospects that the

opportunities offer to maintain or enhance the

identified nuclear capabilities.

The bid/no bid decision for non-nuclear business will

incorporate an overview of capabilities required to

maintain work streams that DRS may need to

consider for its nuclear business. In terms of capacity,

an assessment of the future potential UK Nuclear

activities will allow DRS to organise the business

around an anticipated intensification in workload or

predicted increase/decrease in capability

requirements. This analysis will inform the strategy for

current contracts and new business acquisition for

non-nuclear sectors moving forwards through the 20-

year strategic period.

In developing commercial proposals to both nuclear

and non-nuclear customers DRS will assess the

proposition against other strategic fit criteria such as:

n Impact on business risk / reputation of DRS / NDA

n Target contribution

n Contribution to overheads

n Utilisation of DRS’ USPs i.e. Innovation and

Customer Care

In addition, DRS will seek commercial opportunities

which effectively manage the peaks and troughs in the

Nuclear Rail Logistics demand curve over the

strategic period in order to provide long-term stability

and a cost-effective service.

5.0 Enhancement Business

Case Study:

The Cumbrian Coast Sector

Our Objective: To undertake other business such thatit supports the retention and development of capabilityfor future nuclear requirements and delivers value formoney to the UK taxpayer.

DRS’ involvement in the various Cumbrian Coast

developments ensures that transport solutions do not

impact upon NDA required movements (i.e. Spent Fuel

moves) and also delivers for the NDA a major aid to

socio-economic benefit in line with their strategy. Within

Cumbria the total value of all the projects that DRS is

supporting is some £30-35bn over a 10-year period

with the NuGen site bringing in approximately half of

this investment.

Currently all projects on the Cumbrian Coast (with the

exception of LLWR) are in the permissions stage in their

development process (some are NSIP projects) and are

therefore not in a position to contract for live

operational services. DRS have been generating

consultancy work for assisting NuGen (WEC) and

WCM with feasibility studies, rail development solutions

and management tasks in order to be best placed to

take advantage of opportunities to provide locomotives

and wagons for construction, passenger services for

construction workers and staff, as well as associated

maintenance for a number of large scale projects. The

success of this approach can be demonstrated by

DRS being formally appointed as the Strategic Rail

Partner for the NuGen project.

The consultancy work DRS have produced to date has

additionally demonstrated that each of the major

developers are reliant on a rail borne transport solution

for both construction activities and ongoing operations.

In support of the NDA mission DRS are currently

providing rail services to LLWR for the construction of

capping facilities, new security enhancements and

future new vaults. From a consultancy prospective DRS

have provided LLWR with information to support their

planning applications.

Additionally DRS continues to have a live dialogue with

Sellafield Ltd. to understand their requirements for rail

borne deliveries in order to ensure that these

requirements are not compromised by other projects

on the Cumbrian Coast and comply with the NDA’s key

enabler strategy for rail transport and logistics.

The Cumbrian Coast sector is of key strategic

importance to DRS in that it provides protection against

scarce capacity on the Cumbrian Coast line, thus

insuring that sufficient rail capacity is available to meet

the needs of the estate. This market sector additionally

meets many of the strategic criteria for both core and

supplemental nuclear skills and capabilities.

Map Key


Case Study:

Network Rail Supply Chain Operations (SCO) Previously NSC

The market for Infrastructure Haulage is split into various sectors which includes;

Network Services, Bulk Ballast, Possession Services, Seasonal Work, IM Locomotive

Hire, Terminal Management and Wagon Supply. DRS is active in Network Services,

Bulk Ballast, Possession Services, Seasonal Work and IM Locomotive Hire. Whilst

DRS has been given assurances regarding minimum volumes of work the contract

can be flexed by Network Rail in order to manage programme and costs.

The sector is profitable and opportunities for growth are considerable in the long term.

SCO contracts are awarded in 5-year lots to reflect the Control Periods and are

geographically split into 4 regions. Hauliers are awarded a primary position for a

region with a secondary haulier nominated to receive a smaller amount of work. DRS

is currently the prime haulier for the North which includes all of Scotland and LNE. GB

Railfreight are the nominated secondary haulier.

There will be continued pressure on Network Rail from a budgetary perspective.

However, the volume of work remains large and constant throughout the 20 year

strategic period. Network Rail have a strategy of spreading the work over all FOCs in

order to reduce reliance on a single operator.

Operations such as these in support of Network Rail’s maintenance and renewal

requirements not only provide valuable core and supplemental capabilities with

respect to the nuclear rail market but also allow DRS to manage peaks and troughs in

the nuclear rail requirements by flexing the framework contract with SCO.

Below: A DRS Class 20 heading an autumn Network Rail RHTT train at Guisely in

West Yorkshire. Network support continues to be a key element of the highly

successful DRS business blend.

Case Study:

Passenger and TOC Services

The passenger franchise support market has been driven by the requirements of the

re-franchising process that has been underway for the past 3 years and will continue

through to 2018. The organisations bidding for the contracts are faced with the

challenge of increasing passenger volume requiring better quality trains against a

background of cost pressure and limited supply. DRS’ strategy of technological

development which from 2010 saw the potential for a shortage in modern traction

has led to the introduction of the Class 68 and Class 88 locomotive which has both

freight and passenger capabilities as well as for nuclear transport. These new

locomotives have been the focus of great interest to the passenger market as they

have the potential to provide valuable additional capacity on the timescales and costs

required under the bids. DRS have over the past 3 years been extremely successful in

this market, however the benefits of this business now need to be tuned to the core

nuclear business in order to ensure that the strategy moving forward is coherent.

Provision Services

Provision services involve the supply of locomotives drivers and coaching stock

solutions to the UK Franchise market to operate on the customer’s safety case.

These services whilst offering limited support to the nuclear mission in terms of core

and supplemental capabilities, they do however allow DRS to fully utilise operational

capacity and generate long term profitable returns. It should also be noted that these

services are important to UK government in support of DFT’s franchising objectives.

Wet Lease Services

Wet Lease services involve the supply of fully maintained locomotives to support the

UK Franchise market to operate on the customer’s safety case. These services offer

the least level of support to the nuclear mission in terms of core and supplemental

capabilities. However these agreements do generate long term profitable income and

are regarded as important to DFT’s franchising objectives.

Charters Services

As part of the Passenger support strategy DRS operates high end private charters

which make profitable use of existing assets and capabilities, when not required for

nuclear services. This activity enhances DRS’ reputation as a quality supplier in a

critical market and helps key staff retention due to the diverse nature of this business.

The charter market offers flexibility in order to manage the peaks and troughs in

nuclear services and provides a valuable skill set as we see nuclear requirements

extend to work force transportation. This market is therefore seen as a good fit in

offering support to the nuclear mission in terms of core and supplemental capabilities.

Below: DRS has long been the provider of both motive power and rolling stock to the

hugely popular Northern Belle luxury excursions.

Case Study:

Domestic Intermodal Sector

The intermodal market is growing quickly and is predicted to be the fastest growing

market in the rail industry. DRS has successfully grown within the market leveraging

customer service, technical innovation and bespoke solutions.

The heavily competitive domestic intermodal sector provides the greatest fit with

respect to strategic core and supplemental nuclear rail capabilities.

As such it is the intention within the current strategy to pursue intermodal services

where appropriate and ensuring such services deliver value for money to our

customers whilst achieving an acceptable level of return through innovation and

efficient operational solutions. This also provides the opportunity to apply lessons

learnt from these innovations and efficiencies to the benefit of our nuclear

estate/transport customers.

Opposite: The DRS-hauled Tesco intermodal services continue to be successful.15 DRS Corporate Strategy 2017-2037 DRS Corporate Strategy 2017-2037 16

Core Capabilities

Level 1 Path Retention n n n

Extension of rights and paths to meet new requirements n n

Specialist Equipment n n n n n

Railhead/marshalling facilities n n n

Official Sensitive Network

License to Move (ONR/ORR) n n n n

Surge Ability (Peak Demand) n n n n n n

Nuclear Wagons/Asset Design and Homologation n n n n n

Specialist Nuclear Industry Knowledge

DGSA – Nuclear Materials Trained

Emergency Response and Planning n n n n n

‘Nuclear First’ Culture

Flexibility – manage changing needs of the mission n n n n n n

Supplemental Capabilities

Cranes/Infrastructure Ancillary Equipment n n

Nuclear Services (Physical)

Geographical Engineering Reach n n n n n n

Concept to Delivery, In-house Capability n n n n n

Nuclear Cyber Security

Legal Understanding (Nuclear Flow Down) Insurance eg. Paris Convention

Operational Security Training

Relationships/Credibility with External Stakeholders n n n n n n

Attraction and Retention of Key Staff n n n n n n

Nuclear Rail Skills and Capability

9

6 14

12

12

11

Nuclear

SCO

Passenger Wet Lease

Passenger Charters

Passenger ProvisionServices

CumbrianCoast

Intermodal

Pictured: Like most of the UK Fleet, Dounreay in the far north of

Scotland is currently entering its decommissioning phase, offering

significant opportunities for DRS as the key logistics provider to

the Nuclear Industry.


Our Strategy

Our strategy is to go beyond the traditional health &

safety role of preventing harm and giving constant

care for the environment by promoting a positive

compliance culture within DRS (and where

appropriate amongst its suppliers and customers), to

ensure that all aspects are fully integrated into the

management of DRS via visible and active

commitment from the Executive Team through all

functions onto the customer facing work teams. To

demonstrate achievement of industry leading

excellence regular reporting and monitoring against

Key Performance Indicators from the Executive Team

to the Company Board will continue to be undertaken.

Strategy Development

DRS’ forward strategy will build on the progress

made in our previous strategies, embedding further

health & safety and environmental care operations

of a large, complex, ever changing and multi-sited

company. We will embrace use of new emerging

technologies whilst continually improving our

performance and maintaining our ONR, ORR and

ISOs approvals/certifications in order to deliver high

quality, high value benefits to the industry. The

systematic quality assurance processes will be

constantly adapted to ensure that our operational

services deliver the specified requirements and

standards of the nuclear industry and other

stakeholders.

To deliver this strategy, we will:

n Maintain Safety Certificate issued by Office for Rail

and Road (ORR) enabling DRS to operate on the

GB rail infrastructure

n Maintain ISO 9001 (Quality), ISO 14001

(Environmental) and OHSAS 18001 (Safety)

certifications.

n Continuously improve our health & safety and

environmental performance by setting annual

objectives and targets, measure how we perform

against them and make them more challenging

each year.

n Develop action plans to continually improve in line

with the Rail Industries ‘Leading Health & Safety on

Britain’s Railways’ Framework via collaborative

working across the rail industry.

n Deliver robust company-wide audit programme to

provide assurance to our parent company (NDA),

regulators (ORR, ONR), our customers and

stakeholders that we have internal process and

governance arrangements in place to assure

quality and sensible risk management of our work.

n Promote a healthy and fit for purpose security

culture throughout DRS.

n We will have a cultural improvement plan/actions etc.

n Report, investigate and implement corrective

actions for security related incidents.

6.1 Health, Safety, Environment and Quality

Resp

ect

Innovation

Pride

Environment

Reliability

Security

Resp

ect

Innovation

Pride

Enviror nment

Reliability

SecurityHeal

th & Safety

6.0 Critical Enablers

Our Objective: To provide a stable and effectiveimplementation framework that enables the deliveryof our mission.

Our Critical Enabler theme comprises the following topic strategies:

6.1 Health, Safety, Environment and Quality

6.2 Security

6.3 People

6.4 Asset Management Facilities

6.5 Asset Management Equipment

6.6 Technology Systems

Objective: To reduce risks and hazards by promotinga positive health & safety, environmental and qualityculture, consistently achieving industry, legal andmoral standards.

To fulfil the requirements of NDA ‘strategy and to remain the most safe, secure and reliable railway operating

company there is requirement for a robust and comprehensive management systems in respect to health &

safety and environmental care underpinning all work carried out by DRS.

DRS must conform to environmental laws, regulations, standards and other requirements in support of

operations undertaken for the nuclear industry. To do this we need to provide assurance to our parent company

(NDA), regulators (ORR, ONR), our customers and stakeholders that we have internal process and governance

arrangements in place to assure quality and sensible risk management of our work.


Health & Safety

Resp

ect

Innovation

Pride

Environment

Reliability

Health & Safafa ete yt

Resp

ect

Innovation

Pride

Enviror nment

Reliability

Security

6.2 Security

Our Strategy

Our strategy is to maintain our ONR-CNS approved

‘Class A’ status which allows all categories of nuclear

material to be transported in support of the NDA

mission. This requires DRS to promote a positive

security culture throughout all levels of the

organisation (and where appropriate amongst its

suppliers and customers) to ensure that all aspects

are fully integrated into the management of DRS via

visible and active commitment from the Executive

Team through functions to service delivery.


Our strategy is to take a holistic approach to ensure

effective coverage of the main pillars of total security.

These are Physical security, Information security,

Cyber security, Personnel security and Emergency

Preparedness & Response. These areas of security

will be supported via Business Continuity Plans which

will cover all areas of the business. Security is

everyone’s responsibility and the Company will

continue to ensure that all members of DRS staff are

trained, briefed and exercised when & where a

requirement is identified. To reflect the changing needs

of the NDA mission the Transport Security

Statements, Transport Security Plans, Business

Continuity Plans and all subsequent policies,

procedures and other supporting documentation will

be appropriately amended to maintain regulatory

approval to deliver nuclear transports.


n Maintain from the ONR-CNS approved Transport

Security Statements and Transport Security Plans

and hence the companies ‘Class A’ status for

nuclear transport moves.

n Maintain ‘Approved Supplier’ status for the

transport of MOD nuclear material.

n Ensure all the mandatory security roles as directed

by ONR are fully staffed and aware of their

responsibilities. (Full Board Member – with a

specific responsibility for security. SIRO – Senior

Information Risk Owner. CSO – Chief Security

Officer. CISO – Chief Information Security Officer.

IR- Internal/audit Regulator).

n Implement the National Railways Security Program

as directed by DfT.

n Continually produce and maintain all DRS’ security

policies, procedures and other supporting

documentation.

n Promote a healthy and fit for purpose security

culture throughout DRS.

n Report, investigate and implement corrective

actions for security related incidents.

n Maintain business wide Cyber Security, Information

Governance and Business Continuity polices, plans

and procedures to comply with UK governmental

and NDA standards.

6.3 People

Objective: To ensure that DRS can attract and retainthe necessary skills, capability and diversity of talentto deliver its rail logistics business in a safe, secureand reliable manner.

DRS is a wholly owned subsidiary of the Nuclear Decommissioning Authority (NDA) and as such fully supports

NDA’s mission and aspirations. DRS’ primary focus is to sustain and develop its critical rail logistics capability for

the NDA and the UK Nuclear Industry. It will do this through its people and skills, technology and equipment,

sustaining the health and wellbeing and job satisfaction of its staff and maturing its culture.

Objective: To deliver continuous improvements withinsecurity, whilst fully complying with all regulatoryrequirements placed upon us by HMG, ONR, MODand the wider Nuclear Estate.

DRS as a provider of nuclear transport services must demonstrate a robust and comprehensive security

management system which conforms to all the requirements of the parent organisation (NDA) and statutory

regulatory bodies such as ONR-CNS, DfT, MOD and ORR.

This is done via provision of Transport Security Statements and all subsequent Transport Security Plans

approved by ONR-CNS that are robust and fit for purpose and fully conform to current legislation.

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Our Strategy

Our strategy is to attract and retain the right people

with the right skills in the right locations, always

embracing diversity and inclusion and promoting pride

in our business and respect for one another. The

retention of individual and corporate knowledge is

critical to the successful delivery of DRS’ mission.


The People Strategy will be developed to support

delivery of core business objectives and the

overarching Company Strategy. It will also support the

delivery of the NDA People Strategy.

The People Strategy will reflect the challenges the

organisation faces in terms of retaining and

developing key skills and knowledge, particularly

facing the impact of an aging workforce in the next

decade and the competition for skills within the

nuclear and rail industries.


n Develop comprehensive succession and

development plans, including graduate and

apprenticeship schemes.

n Develop resourcing plans that support capability

and capacity plans.

n Demonstrate that DRS is a viable career option,

providing a range of employment and development

opportunities.

n Ensure the best people are recruited using

recruitment and selection processes that promote

equality, diversity and fairness.

n Promote flexibility through a multi-skilled,

competent workforce.

n Work to retain, develop or procure the knowledge

and skills required by the organisation.

n Further develop our leadership, management and

competency management systems in order to

support capability and skills requirements.

n Support the NDA with its socio-economic policy,

working with local communities to provide

opportunities.


6.4 Asset Management Facilities

Our Strategy

Our strategy is to secure and sustain facilities as

appropriate (through direct purchase or supply chain)

needed to deliver DRS’ mission. These facilities will

focus objectively on the key requirements for our

primary activities and provide assurance to staff,

regulators and stakeholders of our continued

commitment to the highest standards of safety,

security, quality and environmental footprint. We will

continue to work with our supply chain to ensure the

broad application of good industry practice and value

for money assessment.


The facility strategy for the nuclear estate is relatively

mature with the geographical spread of facilities

having been in situ for some time. Our forward

strategy will be to ensure the continued viability of

these locations, particularly in understanding safety,

security and environmental legislative impact with the

associated risks and costs of this controlled as far as

practicable. The continued contribution of our facilities

in maintaining our ISO and nuclear regulatory

accreditation is imperative and the addition of any new

locations to our business will be assessed against this

continued compliance.

Delivery

Harnessing innovation and technological

advancement we intend to present our facilities and

operational locations in the best possible light, clearly

demonstrating our position as a superior provider of

nuclear transport and rail logistics. We will develop

innovative approaches to maintain high-quality asset

condition whilst reducing risks and facility costs. We

will seek to minimise our carbon footprint and

embrace initiatives designed to reduce our impact on

the environment. During periods of inactivity at

facilities required in the long-term for the mission we

will work to ensure such facilities remain viable and

capable of reactivation when needed.

6.5 Asset Management Equipment

Objective: To secure the most capable and reliablevehicles available that offer value for money andensure long-term industry leading performance indelivering DRS’ mission.

DRS’ vehicle asset base is varied in nature having being amassed over the last 20 years. Some of our assets

have now outlived their economic and functional lifetime, others are still operational whilst some are new.

Advances in technology alongside internal innovation and the need for effective asset management require DRS

to continually review its vehicle asset base. With the recent commitment made by DRS to provide a 20 year

vehicle capability to deliver the primary mission. It is imperative that a sustainable vehicle strategy be developed.

Objective: To provide the long-term capability andappropriate geographical spread of facilities andinfrastructure required to fulfil DRS’ mission.

To meet the requirements of the parent organisation (NDA) in delivering Safe, Secure and Reliable nuclear

material transport and rail logistics it is necessary for DRS to control, operate and maintain a varied number of

sites. There is an enduring need for these sites to remain viable, (including those currently inactive but with future

strategic value to the estate) and capable of regulatory and stakeholder acceptance whilst also demonstrating

value for money.

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Our strategy is to deliver and maintain a vehicle asset

capability to provide a minimum of 20 years of reliable

asset performance. The assets should offer improved

safety, security and environmental performance and

reliability over the vehicle asset base used to date and

provide assurance to the parent and stakeholders in

DRS’ ability to deliver the primary mission. DRS will

continue to work in collaboration with the supply chain

where appropriate and work closely with regulatory

organisations to control operational risk.


As we develop our vehicle strategy we will choose to

retain, refresh or renew our vehicle fleet as

appropriate. The effective deployment of this strategy

will consider the overall needs of the business, and will

be designed to endure for the lifetime of this strategy

and beyond. As rail vehicle technology is slow to

mature the risks associated with this strategy

development are low and provide an opportunity to

leverage innovative and flexible funding methods to

deliver maximum value for money throughout and

beyond the strategy life.

To deliver this vehicle strategy we will:

n Carefully consider the constituent parts of DRS’

business both today and as we currently see the

future in order to deliver most appropriate vehicles

required to sustain these areas.

n Harness and further develop the technological

advancements made by the Company to-date and

deploy them appropriately across the vehicle asset

base.

n Leverage the innovations made to-date in

locomotive capability to ensure strategic objectives

and business plans are delivered in the long term.

We will actively and positively control future fleet

dynamic rather than work in a reactive, sub optimal

environment reliant on heritage vehicles which,

although a successful approach historically, is no

longer economically, technically or environmentally

viable for the entirety of the plan period.

n Continue to actively review global vehicle

development and routinely assess the application

of our strategy as being suitable and sufficient.

n Maintain the highest possible standards of skills,

capabilities and behaviours required to support the

effective application of our vehicles strategy.


6.6 Technology Systems

Our Strategy

To apply best practice to our business processes

using appropriate systems and technology.


We recognise that many of our key business

processes and systems were developed in house over

the preceding twenty years, using what at that time

was best practice.

Whilst those business processes and systems have

played a critical role in successfully developing the

business we now need to review their effectiveness

and capability to support the business as it prepares

to deliver the current business strategy.

Recognising the key role a number of these processes

and systems perform in our business our approach

will be evolutionary rather than the revolutionary in

order to minimise the potential risk to the safe

operation of our business.

To deliver our systems strategy we will:

n Map our key business processes from ‘end to

end’, identifying how these interact and what

supporting systems and software are used.

n Establish process owners and responsibilities.

n Identify what can be done to ensure data no longer

needs to be duplicated.

n Review ‘spreadsheet’ based systems and paper

based processes to identify if benefit could be

achieved through automation.

n Identify data movements inside and outside of the

Company.

n Understand where data is missing or not currently

being collated.

n Identify were improvements could provide real

benefits to the business in terms of safety, quality

of customer service, and efficiencies.

n Prioritise improvements to realise early benefits.

Objective: To ensure key business processes andsystems are in place to fully support the Company indelivering its business strategy.

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InnovationPictured Opposite: A pair of DRS Class 66s ‘double haul’

a nuclear train on the key Cumbria Coastal Route.


Direct Rail Services Limited Corporate Strategy 2017-2037 · Direct Rail Services Limited ......

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