TRINITY HOUSE STRATEGY 2018-28 IN ITS FUNCTION AS A GENERAL AUTHORITY

TRINITY HOUSE STRATEGY 2018-28 1 Our Mission Our Vision To deliver a reliable, efficient and cost To be a trusted world-class aids to effective aids to navigation service for navigation authority and regarded as the benefit and safety of all mariners such by our stakeholders

Cardinal One Determination of requirements and safe, efficient & secure delivery

TRUST

FAIRNESS FLEXIBILITY

OUR VALUES

CREATIVITY TEAMWORK

Cardinal Four Cardinal Two Innovation and PRIDE Good employer learning ‘Everyone home safe’

Cardinal Three Reputation development

2 1 engaged throughout the past year with our internal and external stakeholders we have updated our strategy to define a more succinct strategy with INTRODUCTION one main ‘cardinal’ and three supporting ‘cardinals’ Trinity House is a charity dedicated to which assist us in delivering our mission and safeguarding shipping and seafarers, providing vision. We will review this strategy on a three-to- education, support and welfare to the seafaring five year cycle. community with a statutory duty as a General Lighthouse Authority to deliver a reliable, efficient 1.3 Mission statement and cost-effective aids to navigation service for the benefit and safety of all mariners. The safety of Trinity House’s mission is: shipping and the well-being of seafarers have been To deliver a reliable, efficient and cost effective the prime concerns of Trinity House since being aids to navigation service for the benefit and safety incorporated by in 1514. of all mariners. Trinity House is also committed to protecting the environment including the prevention of 1.4 Vision pollution. This strategy relates to its statutory role as the General Lighthouse Authority (GLA) for Our vision is: , , the and , To be a trusted world class aids to navigation responsible for setting the requirements and authority and regarded as such by our providing aids to navigation (AtoNs) to all mariners stakeholders. in its waters. In order to achieve this vision, we need to develop This strategy should be read in conjunction with and continuously improve our organisation. Our our Corporate Plan 2018-23 (section 2), which strategy elaborates on what our key deliverable articulates our strategic context. priorities are in support of this vision.

1.1 Purpose 1.5 Values This strategy identifies in broad terms what we Our success is characterised by our values which aim to achieve and how we’re going to deliver it are widely shared and reflected in our everyday over the next ten year period in line with the tri- actions. These standards govern our behaviour and GLA AtoN delivery strategy 2030 Navigating the define our culture. Our values are: Future. We believe that extending our horizon Trust We trust each other and are trusted to a ten year period from the previous five year by others; strategic perspective provides us with a more Flexibility We look at what’s needed and embrace future-focussed strategy that takes into account change; the key technological developments and long-term strategic investment decisions impacting on our Teamwork We support each other to succeed; organisation. Pride We take pride in what we do and what It also explains the rationale behind our goals we strive to achieve in our organisation; and how we intend to work together within Trinity Creativity We encourage innovation and House and across the GLAs in order to achieve creativity; them. Fairness We treat everyone fairly and celebrate achievement; 1.2 Why change Our values have been validated during 2017-18 to ensure that they continue to support our strategy Our 2015-20 strategy, launched in March 2015, and define our culture. served us well for the last two years in defining and delivering our statutory service in a reliable and cost effective way. Having reflected and

TRINITY HOUSE STRATEGY 2018-28 3 2 CARDINAL ONE Determination of requirements and safe, WHAT IT MEANS TO BE A efficient and secure delivery WORLD CLASS AIDS TO Values: Flexibility, Teamwork, Pride Our goals: NAVIGATION AUTHORITY • Help the UK to meet its SOLAS obligations Trinity House defines ‘world class’ as follows: i.e. determining and providing such aids to navigation as the volume of traffic justifies Our provision of aids to navigation, related services and the degree of risk requires and our and processes are rated by our stakeholders to responsibilities under the Merchant Shipping be the best of the best by excellence in terms Act; of design, performance, quality, stakeholder satisfaction and value. • Meet international Requirements, Standards and Recommendations; • Invest to sustain a safe, secure and focussed 2.1 Our stakeholders organisation; In order to achieve our vision, we have clearly • Meet the requirements of the Risk Response identified our stakeholders and will continue to Criteria across our areas of responsibility; involve them in our future development plans. • Maintain control of our strategic assets to These stakeholders include the Mariner, our meet our statutory responsibilities; Staff, the Ship Owner, Central Government and Parliament, IALA, Commercial Customers, Port • Proactively manage our estate to meet long- Authorities and Critical Suppliers. term delivery requirements; In order to monitor and evaluate our progress, • Exploit our reserve capacity without stakeholder feedback will be periodically gathered impacting our statutory responsibilities; and used to identify priorities and actions moving • Deliver within the financial remit agreed forward. between and Trinity House. 3 CARDINAL TWO OUR PRIORITIES Good employer In order to achieve our vision, Trinity House Values: Trust, Flexibility, Teamwork, Pride, needs to grow and continue to develop as an Creativity, Fairness organisation; four cardinal themes have been Our Goals: identified that will enable us to continue to improve • Promote a sustainable, diverse and inclusive and be the best we can be. workforce, which is motivated and engaged to Cardinal One: Determination of requirements and meet current and future business needs; safe, efficient and secure delivery • Maintain and further develop an attractive Supported by: and sustainable total reward package for our Cardinal Two: Good employer; staff; Cardinal Three: Reputation development; • Invest in technology, off-shore Cardinal Four: Innovation and learning. accommodation facilities and improved working practices; Taking each cardinal in turn the summary below clarifies what our ambitions and goals are for each • Engage with our staff and listen to them; cardinal linked back to our values. • Support the health, wellbeing and safety of our staff – ‘Everyone home safe’; • Support our staff to feel valued, involved and fulfilled in their work;

4 • Continue to resolve issues in an equitable and or understanding within the maritime services appropriate manner while ensuring the wider arena; interests of the organisation and its staff are • Explore the opportunities to build research protected. and development alliances inside and outside our industry to improve and accelerate the CARDINAL THREE development of our AtoNs. Reputation development Values: Trust, Flexibility, Pride, Creativity, 4 Teamwork, Fairness Our Goals: IMPLEMENTATION AND • Maintain quality, health and safety and DELIVERY environmental Standards delivering In order to progress and achieve our goals continuous improvement; in terms of these cardinals, an operational • Maintain good governance and externally plan will be developed that identifies actions assessed quality ratings; for the next one to three years as some are • Ensure key stakeholders are fully engaged longer term and continuous goals which will be and understand and advocate Trinity House continuously actioned to ensure the delivery. The and its work; implementation of this plan translates our strategy • Ensure Trinity House’s international into operational level actions that are measurable reputation is maintained and enhanced. and can be evaluated in terms of their impact and success. Our corporate and individual objectives reflect these objectives and actions. CARDINAL FOUR

Innovation and learning Values: Flexibility, Creativity, Pride, Teamwork 5 Our Goals: COLLABORATIVE WORKING • Build upon tradition and heritage and move forward with innovation and learning as a key Collaborative working on an internal and external driver; basis with the Government and other stakeholders is important in order to deliver against our long • Develop and design aids to navigation as term goals and realise our mission. We will pursue identified in2030 Navigating the Future; collaborative projects and align working practices • Develop and design AtoN solutions that with our sister General Lighthouse Authorities demand less power, reduce the requirement to help us deliver against our goals, mission and for maintenance and at a lower cost; vision. • Embed innovation and learning objectives throughout our organisation to drive innovation at an accelerated pace; 6 • Develop and design innovative solutions MONITORING PROGRESS, embedded into the overall risk mitigation response; MEASURING SUCCESS • Learn from the experiences of ourselves and Success will be measured in terms of the others; achievement of the operational plan and, more • Proactively follow developments in respect of importantly, the impact the plan has had. autonomous vessels and ensure we are at the forefront of associated regulatory and AtoN technology developments; • Be alert to emerging technology for adoption

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