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Our information and data

Explore our information and data below. You’ll find data sets we’re publishing for the first time and links which make pre-existing content easier to find. Under the terms of use of our website, please acknowledge and attribute Network Rail (and that of any identified contributors) as the authors of material. Where acknowledging and attributing material, please include the following attribution statement: “Information provided by Network Rail -”
This documents presents our annual expenditure data in a diagrammatic format.
Expenditure, Network rail, transparency, money, spend, dataset
Published annually in June, this document contains information about our performance in the last 12 months, our priorities, and how we operate as a company limited by guarantee. Alongside it you'll find separate reports going back to 2003.
Our annual round-up of our operational performance, network capability, network availability, asset management, and what we're doing to make the rail network better and safer. We've put data going back to 1999 in one place to help you see how things have changed over the last 13 years.
The board is responsible for governing the strategic direction of the business, supervising its operational management and providing leadership within a governance framework which it oversees.

This extends to taking overall responsibility for financial performance, internal controls and risk management of the company.
Structure, internal organisation, executive, directors
Bridge strikes, whether the railway passes over a road or the road crosses the railway can pose risks to the safety of train passengers, railway workers, the driver or passengers of the vehicle involved and other road users. Strikes can also cause damage to bridges, create significant delays to train services and lead to disruption in local communities.

Information on the risk of bridge strikes including prevention of bridge strikes and responding to strikes may be obtained from our web page 

This policy sets out the rules surrounding; 

  • the booking of business travel, hotels, conferences and external meeting rooms;  
  • and the submission of expense claims for other expenditure incurred by employees on Network Rail business. 

This policy applies across the whole of Network Rail.

Expenses, travel, policy, business
We currently publish Delivery Plans covering five-year control periods, as well as an annual Delivery Plan update which describes progress made during the year.

All our Business Plans pre-2009 and our current Delivery Plans are available from the links below.
Control Period, CP1, CP2, CP3, CP4, CP5
This document shows figures and trends for our National Performance Affecting Cable Theft.
Volume and categories of operational and non-operational close calls.
Last year, we launched our new code of business ethics. Standing alongside the company’s values and behaviours, and personally endorsed by the Executive Committee, the code is a collection of guidelines and principles for the way we do business.
Network rail, ethics, transparency, dataset, guidance
We run, maintain and develop Britain's rail tracks, signalling, bridges, tunnels, level crossings, viaducts and 17 major stations. Find out more about our role and responsibilities.
We have a number of contact points - please use the links below to make sure your enquiry is dealt with by the right person.
This policy sets out clear rules for offering and receiving corporate hospitality. In line with our commitment to integrity in action and image, our staff is required to register and obtain line manager approval prior to offering or accepting any gifts or hospitality.
Network Rail, hospitality, policy, dataset, transparency
This publication details our strategy to manage the risk of cyber attacks against us and describes how the strategy will be delivered

Intended for developers, feeds from the operational systems report what's happening on the railway minute-by-minute. 

To see how this data is currently being used please visit the links below.

This policy sets out how we will deliver on our commitment to protect the rights and privacy of individuals.
Delays to journeys are frustrating, and the reasons given can be confusing. Our plain English guide explains the common causes of delays – and what we’re doing to reduce them.
We take our responsibilities for the safety and welfare of those who use and work on the railway very seriously. In return, we expect our employees to behave responsibly too. Our attitude to drugs and alcohol is an important part of this.

We have a zero tolerance policy on the misuse of alcohol or drugs by all employees. This is based on the safety risks and on our obligations under the Transport and Works Act 1992.

The policy applies to all our employees and contractors providing services to us.
Drugs, alcohol, transparency, policy, dataset
We want to reflect the communities that we serve. We can achieve this by creating an environment where our people fulfil their potential, through our being open, inclusive and respecting and promoting the diversity of our workforce. As we deliver greater diversity and inclusion we will become attractive to talented individuals, wherever they come from, whatever their background.

We are publishing our diversity and inclusion policy and strategy, and the diversity data about the composition of our workforce composition to illustrate our progress and some of the challenges in delivering a more open and inclusive company. To find out more about our equality and diversity agenda, please click on the link below.
Diversity and inclusion
The Executive Committee is responsible for the day-to-day running of the company. It is chaired by our chief executive, David Higgins, and comprises the executive directors and a number of senior executives. The committee manages the functions of the business and implements the operational and financial objectives within limits set by the board.
We recognise that employees want to balance work and family life. This becomes particularly important at certain times, such as during pregnancy, when a child is born or adopted, during the early to young adult years of a child’s life, and where you have caring responsibilities for an adult eg an elderly relative.
Network Rail positively embraces flexible working. We recognise that employees may wish to balance work and family/home life. By offering flexible working arrangements we can support employees to manage their working life and other priorities, including looking after children, caring responsibilities, managing an impairment, religious observance, life-long learning, charity work and any other interests.
These documents are part of a suite of policies that specify the minimum standards we must adhere to when managing our information.

There are more than 6,100 level crossings on our rail network, with multiple crossing types at some sites. We have a legal duty to assess, manage and control the risk for every crossing.

Below is a link to our level crossing search which has details including a map, risk assessment and usage levels. You can also download the data as an Excel file.

Our aim is to provide more information about level crossings, the risks and how we manage them.

The safety of those who use and work on the railway remains our number one priority.

We’ve completely redeveloped our safety strategy with a focus on simplifying some of our standards and processes to promote relevant and informed risk assessments.

Part of this process has been the development of our 10 Lifesaving Rules, a simple set of clear-cut rules that prioritise lifesaving safety measures, protect those who report unsafe conditions and promote a just culture. Our aim is to prevent fatal and life-changing injuries and ensure that everyone gets home safe, everyday.
safety, rules, life saving, transparency, dataset, network rail

Our members hold our board to account for its leadership and management. The role of public members is similar to the role of shareholders in public limited companies except that public members have no financial interest in Network Rail.

Biographies for our public members can be accessed by clicking on the link below. 


Members, expenses, bio,
Quarterly summaries of expenses claimed by our members.

Members do not have any financial or economic interest in the company. This means that they do not receive dividends, share capital or any other form of payment from us, except for expenses. 

This policy sets out the terms and conditions for claiming expenses. 

Policy, expenses, dataset, transparency, members
We publish a Public Performance Measure (PPM) which states the percentage of trains that arrive at their destination on time. The PPM figures show how the improvements we have been making to the railway are having a positive impact for passengers by helping to improve punctuality.
We have a significant contribution to make to improve the diversity within engineering and technology and look forward to collaborating with others to deliver our collective pledges. Network Rail has signed up to a new Government initiative designed to increase gender diversity in technology and engineering. The document on the Diversity and Inclusion page (link below) contains the pledges made by Network Rail 
Our organisation structure.
Detail of our carbon emissions by route, gas and electricity use by route and our managed stations environmental summary.
Figures showing our 2013-14 contact and communications with external stakeholders

We are committed to paying Suppliers on time. As part of this commitment, we will publish periodic figures showing the moving annual average at the end of Period for volume of invoices paid to terms, number of invoices paid, and average terms.

We have also signed up to the Prompt Payment Code and The Procurement Pledge which articulate the values and behaviours we want to embody. 

For our Infrastructure Projects business, and recognising the market conditions in construction, we have rolled out the Fair Payment Charter; this charter is applicable to Construction Contracts.

Payment, terms, procurement, transparency, spend
We are providing future workbank visibility for all of our suppliers so that we can work better with them to review and smooth the workbank.

This will allow Network Rail and its suppliers to more efficiently schedule, package and consolidate work, ultimately improving efficiency as well as creating greater cost and schedule certainty.
This shows the quarterly progress and status of our major improvement projects. Including project costs, the movement of cost from one quarter to the next, the progress of project completion and additional comments on the status of each project.
Office of Rail Regulation analysis of financial data for the industry: income, expenditure and government funding
A list of key words and acronyms often used in the rail industry
This policy facilitates recruitment in a fair, cost-effective way which reflects our commitment to equality and diversity.
Our Station Investor’s Qualification for November 2013 - November 2014 and our Financial Impact Test threshold for November 2013 – November 2014.
Keeping people safe on the railway is at the heart of everything we do. Our website Safety Central is used to promote best practice health and safety within the rail industry. And is where you’ll find more information about our safety agenda. This includes our Safety, Health and Environmental Performance (SHEP) report; Lifesaving rule breaches and Health statistics.
We've put together an outline of our key safety performance indicators up to 31 March 2013. This section reports on aspects of safety which are our responsibility, and our contribution to safety within the industry.

See related links to find out more about our safety objectives and performance.
Safety, KPI, transparency, dataset, workforce, passengers, employees
The National Sectional Appendix contains an operational description of every aspect of the rail network and instructions about how it should be used. It is updated quarterly.
We strongly believe that when differences arise between us and our employees we achieve a resolution that is fair to both parties. Where possible and appropriate we seek to resolve any disputes outside the formal tribunal structure to minimise stress to our employees. Settlement agreements are a means by which Network Rail and departing employees can resolve a range of employment differences sensitively and properly.

This document contains information on the number of settlement agreements we concluded in 2013 and the total value of those payments.
Our social media policy sets out the key principles of the use of social media and what it means to Network Rail employees. The policy applies to all employees and their use of all forms of social media.
We are a signatory to the Cabinet Office Procurement Pledge which calls on companies to implement a more streamlined procurement process that will ensure that all but the most complex procurements are completed within 120 working days from OJEU to contract award. We are committed to reducing our procurement cycle times to meet this target by introducing more efficient processes. As part of this commitment, we will publish our procurement cycle times periodically, showing the moving annual average at the end of each period for both complex and non-complex projects.
Supplies, services, procurement, transparency, spend
Speak Out allows Network Rail’s employees and delivery partners to raise concerns about misconduct happening in or affecting Network Rail. This document contains details of the reports raised via this channel.
The speak out (whistle blowing) policy is an important part of our new business ethics programme, reinforcing our commitment to the highest ethical standards and transparency. It encourages all those working for and with us to speak up if they have concerns about misconduct, sets out the best ways to do so and guarantees their protection against any forms of reprisal.
speak out, policy, whistle, blowing, dataset, transparency
We want to ensure all employees understand the priorities of the business and are rewarded when the organisation is performing well in all areas. As such a performance bonus is paid based on specific business targets, each target is assessed independently and there is only payment against a measure if stretching targets are met.
What we spent on hotels under our business expenses and travel policy.
What we spend on IT equipment. These figures do not include spending on systems which help us run the railway.

A specific support contract was coded to 'IT Hardware Materials and Parts' in the 2011/12 figures. When setting the budget for 2012/13 we considered it more appropriate to record this transaction in future as 'IT Hardware Maintenance'.


Our spend on management consultancy

This shows the number of staff engaged by Network Rail off payroll, the length of these contracts and the average daily cost to departments.
Non contingent staff
Network Rail is a 24/7 safety critical business and we have national responsibilities. This means that there are occasions when people are required to work over and beyond their contracted hours. Overtime is only paid when it is essential to running and maintaining a safe and reliable railway.
Overtime; spend; expense
What we spent on travel under our business expenses and travel policy.
Spend, travel, business
Information about employee salary bands.

The salaries of our chief executive and executive directors in financial year 2012-13 are published in the annual report and accounts.

Number of employees on salaries over £142,500 divided into £20k bands.

We want to be more open about our spend. So we've decided to publish salaries above the Prime Minister starting from £142,500.

Our Stakeholder Relations Code of Practice sets out what you can expect in your business dealings with us.
On occasion we have to restrict the flow of road traffic in order to maintain, renew or extend the rail infrastructure. The number and type of these restrictions vary and range from lane closures for bridge inspections, to closures for bridge reconstruction or level crossing inspections. Restrictions can be an inconvenience to road users but all are necessary to the safe operation of the railway.

Network Rail now has a direct data feed of all its restrictions to the website and will include current and projected works through to 2017.
Explaining our timetabling and capacity challenges across the network
 The top 10 incidents of delay attributed to Network Rail. To be published on a periodic basis.
Top 10; incidents; performance; delay
We spend around 5 billion each year on works, services or products. 45% of our total expenditure is with our top 20 suppliers.
This document presents our polling results.
Transparency, polling, results,
Our aim is to be a company 'respected for our openness, honesty and accessibility; and to set the standard for transparency'. Our transparency strategy sets out how we plan to achieve this over the next financial control period. 
We aim to make Network Rail a company that is a natural choice for talent, where each individual is able to succeed and is encouraged to reach their full potential within a culture that promotes diversity, inclusion and mutual respect. To find out more about our equality and diversity agenda, please click on the link below.
This document contains information about our workforce headcount in 2012-13.
The Working Timetable, published for the use of the rail industry, shows all train movements on the network including empty trains and those coming in and out of depots. It includes identification codes for each train and intermediate times for journeys, including the time at stations at which a train is not scheduled to stop.

It is not to be confused with the Electronic National Rail Timetable which is intended for passengers.

To plan a journey, please refer to the Electronic National Rail Timetable or visit National Rail Enquiries.