Delivering for our customers

Transformation Plan progress update – February 2017

Network Rail is changing. Since our ‘Delivering for our customers’ plan was first published in July 2016, we have made significant progress on our journey to transform into a public sector organisation that behaves like a private sector business.

To us, that means:

  • A relentless customer focus.
  • Ensuring we are cost competitive and efficient.
  • Becoming more commercial, to attract third party investment.
  • Instilling a culture that embraces diversity, continuous improvement, efficiency and safety.
  • Finding solutions to the biggest problem facing the railways – the lack of capacity to meet growing passenger demand.

"We have been working in close partnership with the local Network Rail route since 2012, which has allowed us to work together to deliver the biggest capacity improvements on this railway for decades. This includes the Waterloo & South West Upgrade, which is delivering a bigger and better London Waterloo and a 30% increase in capacity during the busiest times of the day."

"We have been working in close partnership with the local Network Rail route since 2012, which has allowed us to work together to deliver the biggest capacity improvements on this railway for decades. This includes the Waterloo & South West Upgrade, which is delivering a bigger and better London Waterloo and a 30% increase in capacity during the busiest times of the day."

Highlights include:

  • Devolving authority from the centre of the organisation to our route teams, so that decisions can be made on a local/regional basis. 99 per cent of all work can now be approved at a route level.
  • Working in a more joined up way with train operating companies. Between 40 and 60 per cent of each route scorecard, against which we measure business performance (and determine performance-related pay), is now based on what these customers have asked us to focus on, creating alignment between ‘track’ and ‘train’. We have also established a supervisory board on our Western route, to bring us together with train operating companies and Transport Focus (to represent passengers) to scrutinise performance on the route. We are now looking at how similar models might work in other parts of the country.
  • Commissioning an independent review, chaired by Professor Peter Hansford, into the barriers to competition in project delivery.

"We are working more closely with Network Rail than ever before and are building strong alliances. This is good news for us and good news for our passengers.

We've recently launched a Joint Operations Board which also incorporates Welsh Government. A priority for this new Board is to enhance collaborative working even further and ensure that we explore every possible opportunity to continue to better meet the needs of our passengers."

"We are working more closely with Network Rail than ever before and are building strong alliances. This is good news for us and good news for our passengers.

We've recently launched a Joint Operations Board which also incorporates Welsh Government. A priority for this new Board is to enhance collaborative working even further and ensure that we explore every possible opportunity to continue to better meet the needs of our passengers."

"Our goal is to put our customers first, and provide a safe and excellent service that matches the increasing demand on our railway.

We operate on a busy patch, and it’s never been more important that we collaborate to ensure we all achieve our objectives. We want customers to feel the benefit of the work Network Rail is doing to modernise the railway so it’s fit for today and the future."

"Our goal is to put our customers first, and provide a safe and excellent service that matches the increasing demand on our railway.

We operate on a busy patch, and it’s never been more important that we collaborate to ensure we all achieve our objectives. We want customers to feel the benefit of the work Network Rail is doing to modernise the railway so it’s fit for today and the future."

"We have long recognised the importance aligned rail priorities and targets across the rail industry have on improving the service we give customers.

We are in the midst of the biggest track and fleet upgrade in a generation on the Great Western Network, and customers expect us to deliver together.

Today’s news will extend our current alliance agreements beyond GWR and Network Rail and will embed our aligned approach throughout the region."

"We have long recognised the importance aligned rail priorities and targets across the rail industry have on improving the service we give customers.

We are in the midst of the biggest track and fleet upgrade in a generation on the Great Western Network, and customers expect us to deliver together.

Today’s news will extend our current alliance agreements beyond GWR and Network Rail and will embed our aligned approach throughout the region."

Hear what some of our route managing directors think about how we are transforming.

How we are transforming

View from the Routes

Hear what some of our route managing directors think about how we are transforming

 

Becky Lumlock - Route managing director, Wessex

 

John Halsall - Route managing director, South East

 

Paul McMahon - Managing director for freight and national passenger operators

 

Richard Schofield - Route managing director, Anglia

 

Rob McIntosh - Route managing director, London North East & East Midlands

 

Mark Langman - Route managing director, Western

 

Martin Frobisher - Route managing director, London North Western

 

Andy Thomas - Route managing director, Wales 

Delivering for our Customers, 2016

We first published our initial Transformation Plan in July 2016. If you'd like to read it, you can find it at the link below.