Where acknowledging and attributing material, please include the following attribution statement:
Information provided by Network Rail – https://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: 3 December 2018
Target Publication Date: 8 February 2019
Actual Publication Date: 8 February 2019
Board Meeting: 10 January 2019
Target Publication Date: 5 April 2019
Actual Publication Date: 5 April 2019
Board Meeting: 30 January 2019
Target Publication Date: 5 April 2019
Actual Publication Date: 5 April 2019
Board Meeting: 5 March 2019
Target Publication Date: 24 May 2019
Actual Publication Date: 24 May 2019
Board Meeting: 1 May 2019
Target Publication Date: 5 July 2019
Actual Publication Date: 28 June 2019
Board Meeting: 30 May 2019
Target Publication Date: 2 August 2019
Actual Publication Date: 26 July 2019
Board Meeting: 28 June 2019
Target Publication Date: 30 August 2019
Actual Publication Date: 30 August 2019
Board Meeting: 31 July 2019
Target Publication Date: 11 October 2019
Actual Publication Date: 11 October 2019
Board Meeting: 17 September 2019
Target Publication Date: 22 November 2019
Board Meeting: 22 October 2019
Target Publication Date: 20 December 2019
Board Meeting: 29 November 2019
Target Publication Date: TBC – February 2020
- Board minutes 31 July 2019
- Board minutes 28 June 2019
- Board minutes 30 May 2019
- Board minutes 01 May 2019
- Board minutes 05 March 2019
- Board minutes 30 January 2019
- Board minutes 10 January 2019
- Board minutes December 2018
- Board minutes October 2018
- Board Minutes September 2018
- Board Minutes – Formal approval of the disposal of Network Rail’s commercial estate September 2018
- Board minutes July 2018
- 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
A bridge strike occurs when a motor vehicle crashes into a bridge at a location where the railway passes over a road or the road crosses the railway.
Bridge strike incidents can cause death or serious injury to road and rail users and are financially costly to the vehicle owner and the railway.
After an incident the bridge needs to be checked to make sure it’s safe and debris needs to be cleared. This can cause significant delays to both road and rail users as well as disruption to the affected community.
Find out more about bridge strikes below
Quarterly summaries of expenses incurred by our leadership team under our business expenses and travel policy.
- Executive & Non Executive expenses Q1 2018-19
- Executive & Non Executive expenses Q2 2018-19
- Executive & Non Executive expenses Q3 2018-19
- Executive & Non Executive expenses Q4 2018-19
Quarterly summaries of aggregate expenses claimed across Network Rail under our business expenses and travel policy.
- Group Expenses 2018-19 P10-P13
- Group Expenses 2018-19 P7-P9
- Group Expenses 2018-19 P4-P6
- Group Expenses 2018-19 P1-P3
Our first Interim Business Performance Report covering the first half of 2018/19, from April to October 2018.
It is intended to provide clear information on how we are doing against our key targets.
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.
This document is updated periodically and shows national performance figures as a result of cable theft.
- Cable Theft Report August 2019
- Cable Theft Report July 2019
- Cable Theft Report June 2019
- Cable Theft Report May 2019
- Cable Theft Report April 2019
- Cable Theft Report March 2019
- Cable Theft Report February 2019
- Cable Theft Report January 2019
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 201819
- Chief executive external meetings P7-P9 201819
- Chief executive external meetings P4-P6 201819
- Chief executive external meetings P1-P3 201819
- 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
A Close Call is defined as anything that has the potential to cause harm or damage. Network Rail staff are encouraged to report close calls so that we can remove the immediate risk, and understand strategically where we need to make improvements by identifying areas of high risk and taking steps to prevent a more serious incident from occurring.
This data details the number of close calls raised and closed out between 2016 – 2019/20 and will be updated on a periodic basis.
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.
- Contact received by Network Rail Q4 2018-19
- Contact received by Network Rail Q3 2018-19
- Contact received by Network Rail Q2 2018-19
- Contact received by Network Rail Q1 2018-19
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 have a sustainable approach to what we do, understanding how our role affects the environment locally and globally.
We believe that outstanding environmental performance is a central part of being a responsible and successful company. We look for the best ways to minimise the impact of our work – as well as how we can positively change, protect and enhance Britain’s environment.
This data looks at the environmental incidents that have occurred on our network in 2017-18.
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 2018-19
- FOI Performance P7-P9 2018-19
- FOI Performance P4 – P6 2018-19
- FOI Performance P1-P3 2018-19
- 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 2018 median gender pay gap is 11.2 per cent and represents a reduction of 0.3 per cent from last year’s figure. It also remains substantially lower than the current UK pay gap of 18.4 per cent and other organisations in our industry.
This document contains information about gifts and hospitality offered or accepted by our executive committee.
- Gifts and hospitality register P10-P13 201819
- Gifts and hospitality register P7-P9 201819
- Gifts and hospitality register P4-P6 201819
- Gifts and hospitality register P1-P3 201819
- 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.
- All Delays 2018-19 P13
- All Delays 2018-19 P12
- All Delays 2018-19 P11
- All Delays 2018-19 P10
- All Delays 2018-19 P09
- All Delays 2018-19 P08
- All Delays 2018-19 P07
- All Delays 2018-19 P06
- All Delays 2018-19 P05
- All Delays 2018-19 P04
- All Delays 2018-19 P03
- All Delays 2018-19 P02
- All Delays 2018-19 P01
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.
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. You can also download the raw data below.
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 number of operational data feeds available to developers. By providing access to these feeds, we hope to encourage the development of new products of interest to those who use the railway. Find out more about our open data feeds.
Please also find our Open Data service report below that covers the operational support of the service. This report will be updated periodically.
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 2018-19
- Spend on procurement cards over £500 P7-P9 2018-19
- Spend on procurement cards over £500 P4-P6 2018-19
- Spend on procurement cards over £500 P1-P3 2018-19
- 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
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.
- Managed Stations Retail Sales 2018/19
- Managed Stations Retail Sales 2017/18
- Managed Stations Retail Sales 2016/17
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.
The railway stretches across most of Britain and impacts millions of lives. It contributes to the country’s economic and social development, bringing jobs, transport links and other benefits to local communities.
Find out about our social performance
Speeches, addresses and presentations given by our executive on timely issues around the railway.
Full transcripts and presentations available for download.
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.
Invoiced spend on Information Technology for 2017-18.
This incorporates areas such as IT Software, Licencing and 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.
- Spend on non-contingent staff 2018-19
- Spend on non-contingent staff 2017-18
- Spend on non-contingent staff 2016-17
- Spend on non contingent staff 2015-16
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.
Invoiced project spend for 2017-18 by supplier, period, function and sub-category.
Invoiced spend on telecommunications for 2017-18.
This incorporates areas such as Business telecommunications, Operational telecommunications and Maintenance.
Details of our periodic spend over £25, 000.
- Spend over £25,000 August 2019
- Spend over £25,000 July 2019
- Spend over £25,000 June 2019
- Spend over £25,000 May 2019
- Spend over £25,000 April 2019
- Spend over £25,000 March 2019
- Spend over £25,000 February 2019
- Spend over £25,000 January 2019
- Spend over £25,000 December 2018
- Spend over £25,000 November 2018
- Spend over £25,000 October 2018
- Spend over £25,000 September 2018
- Spend over £25,000 August 2018
- 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
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 data-set 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 2017/18
The total number of Network Rail employees in £20k salary bands, starting from £0.
- Staff salary breakdown in 20k bands 2018-19
- Staff salary breakdown in 20k bands 2017-18
- Staff salary breakdown in 20k bands 2016-17
- Staff salary breakdown in 20k bands 2015-16
- Staff salary breakdown in 20k bands 2014-15
Our station announcements will keep you informed of important information, here are some examples in digital audio MP3 format:
Quarterly summaries of station concourse footfall at our managed stations.
The footfall data captures the numbers of people entering and exiting our stations.
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 – 2017/18 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 – 2017/18 split by Incident Category and Incident Reason codes.
Delay refers to Passenger Affected Services only.
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.
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 2012-2019.
This document contains information about our workforce headcount and is updated on an annual basis.
If you would like the archived data sets please contact the TED team by emailing TEDteam@networkrail.co.uk and we will be happy to provide you with this information where possible.
We’re passionate about safety: for our employees, our contractors, the passengers who travel on our network and members of the public who interact with the railway at places such as level crossings and shops at our stations.
Having a safe and well workforce helps us, together with our supply chain, to deliver our planned maintenance, renewal and upgrade works. Our integrated health, safety and wellbeing programme, known as the Home Safe Plan, drives our overall safety performance.
The data below details the number of workforce injuries, by severity for the period and the 13 rolling period total.