This paper discusses the challenges of establishing strong and safe operational performance in a new business, and introduces good practices that can be deployed to avoid unexpected losses and deliver a smoother start-up. The paper highlights the importance of managing change throughout mobilization and leveraging recent developments in the rail sector, as well as the corporation's own experience of supporting mobilization. The paper defines a "new business" as any operation that is in a less familiar location, has different regulatory frameworks, or is impacted by local culture. The paper suggests that a pragmatic, effective, and proportionate assurance process should be integrated into the mobilization process to ensure the success of the new business.
