Net­work Rail cash

Rail (UK) - - Contents -

“We must be re­al­is­tic” - NR Chief Ex­ec­u­tive Mark Carne dis­cusses fund­ing for the next five-year fi­nan­cial pe­riod.

While Net­work Rail Chief Ex­ec­u­tive Mark Carne be­lieves in break­ing up the com­pany via de­vo­lu­tion, he says the com­pany’s value re­mains greater than the sum of its parts.

He told del­e­gates at the trade press brief­ing: “How do you mea­sure suc­cess? A bal­anced score­card was in­tro­duced in 2014. In 2016 we made sig­nif­i­cant changes as tar­gets were set by cus­tomers for the first time. Now we’re hav­ing a stake­holder board, with Dick Fearn chair­ing the first one [see story, pages 10-11].

“The su­per­vi­sory board has no for­mal power. It has au­thor­ity to bring peo­ple to­gether and make sure peo­ple are do­ing the right thing. I don’t know if it needs more power - I’m not sure. Other routes are keen to ex­plore this.”

NR’s Lon­don North Western Route Man­ag­ing Di­rec­tor Martin Fro­bisher said: “It’s a case of rolling out across ev­ery cus­tomer and ask­ing what mat­ters to them? A score­card is the first step - we want a mea­sure that rep­re­sents what pas­sen­gers want.

“Routes are set up as a full busi­ness. We have put in the Chief Op­er­at­ing Of­fi­cer, which frees up the RMD role to look at other im­prove­ments. De­vo­lu­tion is about cut­ting through the red tape and reg­u­la­tion.”

Carne added: “I think we are spend­ing money much bet­ter. Cost per track mile, is it help­ful? No! Are we main­tain­ing the right bits?

“Cen­tral Net­work Rail is shrink­ing. The RMDs are be­com­ing very pow­er­ful peo­ple in the or­gan­i­sa­tion. We have around 2,000 staff in the cen­tral of­fices - it will come down to 1,500. We hope 95% of peo­ple will be in a route.

“We have the most amaz­ing peo­ple in the railway. They know how to run the railway bet­ter.”

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