The Swanage Railway Company

General Statement:

This is a PARTIAL list of the policies adopted by The Swanage Railway Company Ltd. (SRCL). The complete policy document, as amended from time to time, is provided to employees when they commence employment with the Company.

Swanage Railway Trust members are expected to adhere to the same policies when working on and around the Railway.
 

Clothing and Safety Equipment Policy

Purpose

The purpose of this policy is to outline the responsibilities for the provision of clothing and safety equipment to staff employed on Swanage Railway (SRCL) infrastructure.

Scope

This policy applies to all staff and contractors working on SRCL infrastructure. The basis of this policy is that SRCL aims to recreate the atmosphere of a railway running in the 1950s or ‘60s but with regard to current safety requirements.

Policy requirements

Staff in roles where they interface with the public should be smartly presented at all times. Unless other workwear is required by a later requirement of this policy smart is deemed to be trousers, shirt and tie with the option of a skirt for women.

All staff are required to wear safety shoes as laid down in the Safety Management System.

Staff who have cause to go into areas deemed as ‘on or near the line’ (as defined in the SRCL Rules and Regulations) must wear orange high visibility clothing. Unless absolutely necessary such clothing should not be work in public areas of the railway.

Traffic Department staff are asked to wear black trousers, a white shirt and Swanage Railway tie. Other ties may from time to time be approved by the relevant line manager. This basic requirement may be supplemented by a waistcoat and/or jacket or a Swanage Railway sweatshirt.

Motive Power Department staff are asked to wear appropriate overalls of a blue colour when working on passenger trains. At other times orange overalls are permitted.

Staff are asked to provide required clothing themselves. In cases where this is not possible due to hardship SRCL will consider the purchase of any essential clothing so that the individual is not prevented from working. Any approach in this regard should be made to the General Manager, Personnel Director or Volunteer Liaison Officer.

Responsibilities

All staff are responsible for their personal appearance and ensuring that they follow the requirements of this policy.
Managers and supervisors are responsible for monitoring staff and suggesting remedial action.

The Directors are responsible for ensuring that an individual is not put at risk by virtue of the cost of providing themselves with safety clothing as laid down in this policy.

Contractors are responsible for ensuring that their staff fulfil requirements of this policy.
 

Smoking Policy

Purpose

The purpose of this policy is to outline areas where smoking is not permitted on the Swanage Railway (SRCL). The aim is to ensure that the staff are protected from the effects of passive smoking whilst engaged in duties on SRCL.

Scope

This policy applies to all staff and contractors working on Swanage Railway infrastructure.

Policy requirements

Smoking is not permitted in any train (moving or stationary).

Smoking is not permitted in the Goods Shed at Swanage.

Smoking is not permitted in the main Station Building at Swanage.

Smoking is not permitted in the main Station Building at Corfe Castle (including the signal box).

Smoking is not permitted in any food preparation area.

Smoking is only permitted in other workplaces within buildings when an individual member of staff is working alone.

Smoking is permitted in the Drivers Cabin at Swanage.

Smoking is permitted in all open-air areas of the railway (including under station canopies and open-to-air waiting shelters.

Responsibilities

All staff are responsible for following the requirements of this policy.

Managers and supervisors are responsible for monitoring staff and intervening where necessary.

Contractors are responsible for ensuring that their staff follow this policy.
 

Welfare Policy

Purpose

The purpose of this policy is to outline the provision for the welfare of staff employed by the Swanage Railway (SRCL). The aim is to ensure that the welfare of all employees is not impaired by their duties on SRCL.

Scope

This policy applies to all staff and contractors working on Swanage Railway infrastructure.

Policy requirements

Following any incident or accident that may have resulted in trauma staff will be offered the opportunity to talk to someone about the effect that this has on them. Their manager or supervisor should undertake this function in the first instance but they should be made aware that they can talk to others at a higher level or suitable people from outside SRCL. The General Manager will maintain a list of any external counsellors for this purpose.

Responsibilities

All staff are responsible for bringing matters regarding their welfare to the attention of their manager or supervisor.
Managers and supervisors are responsible for monitoring staff and intervening where necessary.

The General Manager is responsible for maintaining a list of suitable people for SRCL staff to consult if required, both within and out the railway’s management structure.

Contractors are responsible for ensuring the welfare of their staff but may engage in the railway’s provision if required.
 

Staff Benefits Policy

Purpose

The purpose of this policy is to outline the benefits that will be provided to staff employed on Swanage Railway. This policy is subject to change or withdrawal at any time and the benefits listed do not form part of any employee’s contract of employment.

Scope

This policy applies to all staff working on SRCL but does not include the separate benefits that are provided by being a member of the Swanage Railway Trust (SRT)

Policy requirements

The following benefits will be routinely offered to staff whilst on duty:

• Free tea, coffee, hot chocolate and squash from the Birds Nest at Swanage or the Norden Nest at Norden.
• A 35% discount off all food products from the Birds Nest at Swanage or the Norden Nest at Norden.
• Free tea, coffee, hot chocolate and squash from the On-train buffet for train crew. In signal boxes, where there is no reasonable access to the above facilities, materials will be provided for staff to make their own drinks.
• A free meal for the driver, fireman, guard and signalmen operating a Wessex Belle evening dining train (supplies permitting). When operating a Travelling Tavern or private charter a free meal may be provided if there is enough remaining having provided for all paying passengers. Any staff other than those mentioned above may arrange separately for a meal at a reduced price by contacting the On-train Dining Manager in advance.
• Free travel to holders of a Working Members or Safety Critical Pass.

The following benefits will be available to staff whilst not on duty:

• Reciprocal travel arrangements on other railways as publicised from time to time.
• Eligibility for a HRA InterRail pass providing free or reduced travel on a wide range of other heritage railways subject to the HRA charge.
• Eligibility for an ATOC pass (for permanent, full time staff) subject to ATOC conditions.

In addition the following benefit will be available to Departmental Managers when organising an annual dinner:

• A £15 contribution per person to be deducted from the cost of any On-train Dining product to a maximum of 2 tickets per member of staff attending, once a year. This discount should be against the standard price for the service being provided.

Responsibilities

Managers and supervisors are responsible for ensuring that this policy is implemented in a fair way to all relevant staff. The Directors are responsible for ensuring the benefits provided are recognised by making a payment from a central budget to the department providing the benefit.

Additional Information

As well as the discounts offered in the railway’s own retail and catering establishments there are a few other offers that are available to members of staff occasionally. At the moment these are as follows:

• Best of Dorset Attractions – a pass giving the holder reduced or free admission to other attractions who are members of the Best of Dorset consortium. We have one pass which can be collected from Dave Green for use – please ‘phone him first to check that it is available when you wish to use it.
• Mowlem Theatre – we have four complimentary tickets each month. Please see Dave Green if you would be interested in using one of these. If demand outstrips supply we will work out a method of trying to share them fairly.
• Imax (Bournemouth) – from time to time we get free or reduced rate tickets to this venue. Please contact Dave Green to be kept informed of any offers.
   

Project Procedures

1.  Definition of a Project. A Project is simply a piece of agreed, organised and structured change to the way that we normally do business (“business as usual”)

2.  Components. A project always consists of three basic parts:

• Incepting – defining the Project and obtaining the sanction to go ahead
• Doing – agreeing the methods (including Safe Working assessment) and then performing the work to make the change happen
• Finishing – completing the change and passing it over to the business as usual – including all documentation or operating instructions.

3.  Inception. Before any work can start, the project must be sanctioned by the Board of Directors (for work affecting the Company = Operational Business) or the Council of Management (for work affecting the Trust sphere of influence – heritage restoration, fund-raising, membership etc)

4.  A submission must be made in writing to the relevant Board and this should normally contain:

• The reason for the proposed change and what benefits the change will make – financially, operationally or organisationally
• How the change will be managed and by whom
• What resources will be required with an assessment of the impact on other projects or the normal business (e.g. impact on staff being moved to this project from their normal role)
• An assessment of the Risks. Of both, actually making the change (Project Risk) and not making the change (Lost Opportunity Risk)
• The estimated costs of the project shown against the proposed benefits and whether the expenditure will be capital or revenue expenditure. If the project is expected to “pay back” the investment, over what period before the benefits become positive. Guidance should always be sought in advance from the Finance Director / Treasurer.
• If the submission is agreed, the relevant Board will sanction the Project. The sanction will be formally minuted and publicised – as soon as possible - to all staff. The sanction will summarise the submission, name the Project Manager and the relevant Director on the Board (or CoM) who is charged with supervising the Project Manager (the Project Director). The Project Director will be accountable for making routine reports to his Board colleagues.

5.  As soon after the sanction as possible, the Project Manager will call an Inception Meeting with the relevant Department Managers (DM’s) to describe how and why the project will be performed. The DM’s are responsible to the Project Manager (or direct to the Project Director in case of dispute with the Project Manager) for assessing the impacts of the change and how – in particular – it will impact their already scheduled work. The Inception Meeting must be minuted and the minutes circulated and agreed by all interested parties. This is the responsibility of the Project Manager and will form an Audit Trail that all parties concurred at the start.

6.  The method of actual working will be agreed at the Inception Meeting and an outline Risk Assessment be discussed. The results must be minuted.

7.  The work will be performed to the original agreed method of working (as amended by experience and results). The Project Manager is responsible for keeping the Project Director informed at all times (informally and formally as occasions demand). As the work nears completion the Project Manager will agree with the Business Head (probably a Departmental Manager) a target date for implementation and what documents might be needed to be handed over at that time.

8.  Regular written reports of progress must be made in writing to the appropriate monthly Board Meeting. Such reports must ensure that summaries of costs incurred, progress against deadlines and any changes in assumptions are reported. Any decisions made by the Board will be factored into existing plans and be communicated as a piece of Change Management communication to all interested parties.

9.  When the work is finished the piece of change must be formally handed over to the Business as Usual. Such hand over will ensure that the work is of an acceptable standard. Any procedural changes must be also handed over and agreed. The Manager responsible for the Business as Usual will sign an appropriate certificate formally dissolving the Project Structure and taking responsibility going forward. If the Business Head is not satisfied then the transfer cannot take place. Once hand-over happens the Project is finished and the Project structure may be dissolved. The Project Director should advise the relevant Board that the Project is now complete.

10.  In some circumstances the relevant Board may demand a “Post Implementation Review”, where an independent person reviews whether the Project actually achieved what was originally sanctioned and what lessons should be drawn for the future. The Board may request as part of that process a written report for its consideration.

Keith Gooding
29/5/04

Project Submission Form (Word format)
Project Submission Form (PDF format)

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