Where acknowledging and attributing material, please include the following attribution statement:
Information provided by Network Rail - http://www.networkrail.co.uk/transparency/datasets/
Published annually in June, this document contains information relating to 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.
Our board has overall responsibility for the strategic direction and financial performance of the company. It also oversees our day-to-day operation.
See related links to find out more about the board and its members.
Board Minute publication schedule
Ahead of publication, Network Rail Board Minutes are subject to a standard review process. This includes review and sign off of the draft Minutes at the next Network Rail Board meeting, and helps make sure the Minutes are an accurate reflection of the meeting.
|Board Meeting ||Target Publication Date||Actual Publication Date
|21 September 2017||19 January 2018||19 January 2018|
|26 October 2017||26 January 2018||26 January 2018|
|23 November 2017||09 March 2018||28 February 2018|
|07 February 2018||06 April 2018||06 April 2018|
|06 March 2018||11 May 2018||11 May 2018|
|10 April 2018||29 June 2018||29 June 2018|
|31 May 2018||27 July 2018||27 July 2018|
|27 June 2018||24 August 2018||24 August 2018|
|12 July 2018||05 October 2018|
|20 September 2018||16 November 2018|
|18 October 2018||14 December 2018|
|15 November 2018||Following first Board meeting of 2019.|
- Board minutes June 2018
- Board minutes May 2018
- Board minutes April 2018
- Board minutes March 2018
- Board minutes February 2018
- Board minutes November 2017
- Board minutes October 2017
- Board minutes September 2017
- Board minutes July 2017
- Board minutes June 2017
- Board minutes May 2017
- Board minutes April 2017
- Board minutes March 2017
- Board minutes February 2017
- Board minutes January 2017
- Board minutes November 2016
- Board minutes October 2016
- Board minutes September 2016
- Board minutes July 2016
- Board minutes June 2016
- Board Minutes April 2016
- Board Minutes March 2016
- Board minutes February 2016
- Board minutes January 2016
- Board minutes November 2015
- Board minutes October 2015
- Board minutes September 2015
- Board minutes July 2015
- Board minutes June 2015
- Board Minutes April 2015
- Board Minutes 19 March 2015
- Board Minutes 6 March 2015
- Board minutes February 2015
- Board Minutes 22 January 2015
- Board minutes 8 January 2015
Read more about our leadership team
Updated in September 2017 this policy details rules on the following:
- 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.
A summary of external meetings held by our CEO. This is updated every quarter.
Find out more about Network Rail’s board and executive management.
- Chief executive external meetings P10-P13 201718
- Chief executive external meetings P7-P9 201718
- Chief executive external meetings P4-P6 201718
- Chief executive external meetings P1-P3 201718
We have a wide variety of stakeholders including the travelling public, our lineside neighbours, and the communities that we serve. Around 180,000 people contact us each year to discuss a wide variety of topics.
This document presents the top 10 reasons for contact nationally and the type of contact we receive about our managed stations in each quarter.
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’re delivering the biggest transformation of Britain’s railway in 150 years.
Our Railway Upgrade Plan is well underway, but it’s all part of an in-depth planning process between us, the Government, and consultation with industry partners. You can find out more about our plans below.
Energy performance certificate for The Quadrant:MK, the building that centralises national operations for Network Rail.
It shows the energy rating of the building from A to G, this indicates the energy efficiency of the building. The rating is based on an assessment of the energy efficiency of the building, this includes aspects such as the building fabric, heating, cooling, ventilation and lighting systems.
We strive to reflect the communities that we serve. We aim to achieve this by creating an environment where our people fulfil their potential. By being open, inclusive and respectful of our workforce diversity we will continue to attract talented individuals from all cultures, faiths and walks of life.
We publish our diversity and inclusion policy, and data about the composition of our workforce. This illustrates 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.
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 e.g. an elderly relative. Attached is our policy below, which considers all of above situations.
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.
Details of our Freedom of Information (FOI) performance in terms of timeliness - i.e. the percentage of requests which we have responded to within the statutory time frames.
You can also read about the legislation, learn how to make an FOI request or view a sample of our responses on the Freedom of Information page.
- FOI Performance P10-P13 2017-18
- FOI Performance P7-P9 2017-18
- FOI Performance P4-P6 2017-18
- FOI Performance P1-P3 2017-18
Our 2017 pay gap is 11 per cent. This is substantially lower than the current UK pay gap of 18.1 per cent and we are proud of the progress we have made to date. But we are determined to reduce it further.
The rail industry has historically been male-dominated with many roles falling within engineering and construction disciplines. 16 per cent of our workforce is female and our analysis shows that the proportion generally decreases through the higher pay quartiles.
Our analysis also tells us that the under-representation of women in higher paid roles is the main driver for our gender pay gap. There are no quick wins to closing the gap. We need sustained focus on increasing the number of women in our workforce, improving our retention rates and investing more in supporting and progressing our most talented women so that they are able to compete successfully for our most senior roles.
This document contains information about gifts and hospitality offered or accepted by our executive committee.
- Gifts and hospitality register P10-P13 201718
- Gifts and hospitality register P7-P9 201718
- Gifts and hospitality register P4-P6 201718
- Gifts and hospitality register P1-P3 201718
- Gifts and hospitality register P10-P13 201617
- Gifts and hospitality register P7-P9 201617
- Gifts and hospitality register P4-P6 201617
- Gifts and Hospitality Register P1-P3 201617
Our historic delay attribution data and glossary.
- Delay Incident v1_2 1819 P3
- Delay Incident v1_2 1819 P2
- Delay Incident v1_2 1819 P1
- Delay Incident v1_2 1718 P13
- Delay Incident v1_2 1718 P12
- Delay Incident v1_2 1718 P11
- Delay Incident v1_2 1718 P10
- Delay Incident v1_2 1718 P9
- Delay Incident v1_2 1718 P8
- Delay Incident v1_2 1718 P7
- Delay Incident v1_2 1718 P6
- Delay Incident v1_2 1718 P5
- Delay Incident v1_2 1718 P4
- Historic Delay Attribution Glossary
- Explanation of historic attributed delays
Level crossings are assessed at a frequency that is based on the level of risk a crossing poses. Assessment frequency ranges from 1¼ to 3¼ years. Factors taken into account include frequency of trains, types of user and the environment of the crossing location.
If you would like a specific level crossing risk assessment, you can request it from FOI@networkrail.co.uk.
Alternatively you can view a selection of narrative risk assessments on our disclosure log page.
There are more than 6,300 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.
Use our level crossings map to view information such as type, location and number of trains per day.
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.
Various forms of alliances have been established across the country depending on local need, an example include the current alliance with Scotrail Abellio.
A summary of payments made for disruption on the railway.
A summary of payments made for planned disruption on the railway.
This data set shows all company purchasing card transactions made for the relevant time period above £500.
- Spend on procurement cards over £500 P10-P13 201718
- Spend on procurement cards over £500 P7-P9 201718
- Spend on procurement cards over £500 P4-P6 201718
- Spend on procurement cards over £500 P1-P3 201718
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.
We have signed up to the Prompt Payment Code and The Procurement Pledge which articulate the values and behaviours we want to embody.
We recognise the market conditions in construction and have rolled out the Fair Payment Charter within our infrastructure projects - this charter is applicable to Construction Contracts.
Find out more about our services, including renting a business property, retail developments in our 20 managed stations, filming and enquiries about our land and properties.
Qualifying expenditure at each managed station covers the costs Network Rail incurs in the day-to-day running and operation of its station. It also covers the reasonable costs incurred for procuring and providing the services and amenities which all users share.
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 2016 - November 2017 and our Financial Impact Test threshold for November 2016 – November 2017.
We manage 510,000 square feet of prime retail space, 480 different retail units and work with 140 brands. This category takes a closer look at like-for-like sales growth statistics at our managed stations.
Employees who worked in the rail industry before the public rail service was privatised (prior to 1st April 1996) and have had continuous service since this date are eligible to receive leisure and residential travel benefits. This is a protected benefit that Network Rail must pay the Association of Train Operating Companies (ATOC) for the use of.
Keeping people safe on the railway is at the heart of everything we do. Our Safety Central website is used to promote health and safety best practice within the rail industry. This is where you will find more information about our safety agenda. This includes our Safety, Health and Environmental Performance (SHEP) report, lifesaving rules, records of lifesaving rule breaches, our drugs and alcohol policy and statistics relating to the health of Network Rail staff.
The salary bands for the most senior individuals within the organisation.
The National Electronic Sectional Appendix (NESA) contains an operational description of every aspect of the rail network and instructions about how it should be used. This is updated quarterly.
Our senior employee salaries over £142,500 in £5k bands. The figure of £142,500 has been selected as this is the salary level above which authority is needed from the DfT and HMT either within a delegated limit or individually if the delegated limit is exceeded. The reason the DfT/HMT delegation is set at £142,500 is because this is the Prime Minister’s salary and it is a threshold used across publicly funded organisations.
Please also refer to our Executive Committee Salaries data set.
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 dataset shows how much we spend directly with small and medium-sized enterprises (SMEs).
We want to ensure all employees understand the priorities of the business and are rewarded when the organisation performs well. As such annual performance related pay 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 spend on IT equipment. These figures do not include spending on systems which help us run the railway.
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.
Details of our periodic spend over £25, 000.
- Spend over £25,000 July 2018
- Spend over £25,000 June 2018
- Spend over £25,000 May 2018
- Spend over £25,000 April 2018
- Spend over £25,000 March 2018
- Spend over £25,000 February 2018
- Spend over £25,000 January 2018
- Spend over £25,000 December 2017
- Spend over £25,000 November 2017
- Spend over £25,000 October 2017
- Spend over £25,000 September 2017
- Spend over £25,000 August 2017
- Spend over £25,000 July 2017
- Spend over £25,000 June 2017
- Spend over £25,000 May 2017
- Spend over £25,000 April 2017
- Spend over £25,000 March 2017
- Spend over £25,000 February 2017
- Spend over £25,000 January 2017
- Spend over £25,000 December 2016
- Spend over £25,000 November 2016
- Spend over £25,000 October 2016
- Spend over £25,000 September 2016
- Spend over £25,000 August 2016
All employees have the opportunity to share in Network Rail's success. Our incentive schemes are an important part of our employees reward packages and are used to align business objectives with individual reward.
This dataset details how long our staff have been with the company in five-year categories, along with the total number of new joiners and leavers for tax year 2016/17.
Our station announcements will keep you informed of important information, here are some examples in digital audio MP3 format:
Network Rail does not condone such behaviour towards our staff and looks to protect those who operate in customer facing roles. Our station staff receive training, as part of their induction, which will help them handle confrontation and diffuse difficult situations in their working environment.
A summary of our income for 2013/14, 2014/15, 2015/16 and 2016/17 at our managed station toilet facilities.
This data is updated annually.
Network Rail charges between 30 - 50p for the use of the station toilets. Any income is reinvested into the upkeep and improvement of facilities. The installation of barriers serve to prevent potential overcrowding and deter any illegal activity.
Find out more about the performance procedures supporting our suppliers in providing an effective service.
View the suppliers we have used over the last 13 periods, alongside our top 20 suppliers for 2017-18.
Explaining our timetabling and capacity challenges across the network.
The top 10 incidents of delay attributed to Network Rail on a periodic basis, as well as the top 20 incidents for 2016/17 split by Incident Category and Incident Reason codes.
Delay refers to Passenger Affected Services only.
- Top 10 incidents 2017-18 Period 13
- Top 10 incidents 2017-18 Period 12
- Top 10 incidents 2017-18 Period 11
- Top 10 incidents 2017-18 Period 10
- Top 10 incidents 2017-18 Period 9
- Top 10 incidents 2017-18 Period 8
- Top 10 incidents 2017-18 Period 7
- Top 10 incidents 2017-18 Period 6
- Top 10 incidents 2017-18 Period 5
- Top 10 incidents 2017-18 Period 4
- Top 10 incidents 2017-18 Period 3
- Top 10 incidents 2017-18 Period 2
- Top 10 incidents 2017-18 Period 1
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.
Managing the trees, shrubs and plants alongside our railway to ensure the safety of passengers and railway workers is essential, and it’s something we plan carefully and with consideration.
The document below; ‘Lineside Vegetation Management Documentation’ details the management, inspection and risk assessment and management requirements of our standards in carrying out vegetation works, and how sensitivity to potential impact on plant and animal habitats is a critical aspect of our planning and execution process. It is appended by a position statement regarding our current suspension of tree clearance activity unless it is essential for safety reasons.
You can also download 'Vegetation Management explained' for a shorter summary of our approach to tree clearance.
- Trees and the railway
- Vegetation management
- Managing railways and habitats - by chief executive Mark Carne
We encourage our staff to volunteer within local communities, allowing up to five days a year per person of volunteer time to support UK registered charities and community engagement.
This data looks at volunteering statistics from 2012-2018.
This document contains information about our workforce headcount and is updated on an annual basis.
If you would like the archived datasets please contact the TED team by emailing TEDteam@networkrail.co.uk and we will be happy to provide you with this information where possible.