Strategic Boards

The RDG uses five Strategic Boards to make decisions:

  • Customer Board
  • Network Performance Board
  • Planning & Production Board
  • Rail Supply Group Council
  • Reform Board

These Boards bridge the gap between the RDG vision for the industry and how that vision is delivered by the industry. They were formed to give line of sight, alignment, and joining up of activities for all the groups charted to them. They also provide a point of escalation that can determine between competing priorities and, if needed, can give direction to their groups.

The RDG Freight Board works across all the Boards.

Customer Board

The role of the Customer Board is:

  • to determine the key priorities and set the strategy for transforming the customer experience of the railway, guided by the RDG vision for the industry;
  • to drive revenue by improving the customer experience of the industry;
  • to drive innovation that continuously improves the end-to-end experience for customers; and
  • to oversee work of other governance committees and working groups in delivering the strategy.

Customer Board groups

Note - we may not publish details of every group.

  • Customer Information Strategy Group
  • Fares Reform Strategy Group
  • London Agreements Committee
  • Passenger Demand Forecasting Council
  • Rail Staff Travel Committee
  • RARS2 Programme Board
  • Retail Strategy Group
  • Settlement Assurance and Finance Committee

Network Performance Board (NPB)

The role of the Network Performance Board is to drive a programme to improve rail network performance and thus improve customer satisfaction with rail services. The NPB will be impartial and objective, owning the industry performance narrative. Through its authoritative and expert resources and activities NPB will enhance industry performance delivery at a network level by:

  • the clear articulation of performance outputs and causes;
  • the identification and assurance of management of network performance risks;
  • the creation of good practice and implementation support for Duty Holders;
  • providing leadership and enabling the implementation of performance improvement actions.

The NPB has authority to implement and alter the activities and arrangements of its Steering Groups, and will review its purpose, objectives, working methods and the terms of reference annually.

Network Performance Board groups

Note – these are currently under review / in development.

Planning & Production Board

The role of the Planning & Production Board is:

  • to take a whole system view to ensure that priority issues associated with industry alignment and third party investment are being acted on by relevant groups;
  • to champion relevant change and modernisation;
  • to ensure that the architecture in place is effective and adding value in the development of strategic plans on staff numbers, roles and skills, including work to build a national plan for addressing a range of productivity and diversity issues within the industry’s train driver management activities;
  • to facilitate and if necessary, require cooperation between industry parties to plan and deliver a sufficient, sustainable, safe, reliable, efficient railway for members, customers, funders and stakeholders now and in the future

Planning & Production Board groups

Note - we may not publish details of every group.

Rail Supply Group Council

The role of the Rail Supply Group Council is:

  • to maintain a clearer, independent voice for the rail supply chain within RDG;
  • to offer closer alignment and collaboration between train operators, Network Rail and their supply chains;
  • to streamline activities and avoid duplication, ensuring more efficient use of combined resources;
  • to continue to jointly sponsor groups relating to technology and skills;
  • to give government and stakeholders a ‘one-stop-shop’ for relations with the industry;
  • to give clearer focus on unique RSG activities around exports, imports and inward investment.

Reform Board

The role of the Reform Board is to provide senior level oversight on RDG’s work on contractual, regulatory and franchise issues:

  • to ensure it reflects members’ strategic priorities;
  • to improve communication to stakeholders and across portfolios;
  • to ensure project groups are appropriate and effective.

Reform Board groups

Note - we may not publish details of every group.


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