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London North Eastern & East Midlands Route Route Strategic Plan January 2018 LNE & EM Route Strategic Plan Introduction from the Route Managing Director CP5 has been a challenging time for Network Rail. However as we begin We will do this by ensuring our delivery, whether it be operations, the process of exiting CP5 and preparing for CP6 our LNE & EM Route is maintenance or renewals is both efficient and effective. Efficiency has not creating real momentum towards maximising the transformative had sufficient focus in CP5 and we are changing this now with an initial opportunities that CP6 presents us. We are delivering our maintenance objective for renewals of returning to CP4 levels of efficiency. more efficiently than ever before, train delay minutes attributed to the route and number of performance affecting incidents are lower than they have The Network Rail devolution agenda rightly pushes us towards our ever been and we must continue to improve the safety of our railway as stakeholders and in doing so brings track and train closer together for the the traffic and passenger numbers grow. Our approach to developing benefit of passengers, communities and economies. This allows us to major enhancements such as Trans-Pennine Route Upgrade is being ensure that our investment decisions are focused towards those who applauded by funders and stakeholders, and we have commenced our matter most, and in doing so are better placed to realise the opportunity of once in a generation opportunity to realise a digital railway on ECML and third party investment on our railway. Investing money in and around the Moorgate with all the sustained and transformative cross industry LNE & EM route will become easier, faster and much more customer opportunities it creates. focused. I am determined that CP6 will be the true dawn of a new era on the UK rail network with the deployment of Digital Railway with the CP6 will see unprecedented levels of change to the LNE & EM route with conversion of the ECML to Digital Rail. This will not only transform the the realisation of multi-million pound investments on the MML, passenger experience but also bring the industry ever closer due to the Transpennine and ECML corridors – it will be transformational for nature of this technology, and greatly reduce the tax payer’s burden for the passengers with a 15% growth in train services and the corresponding operation, maintenance and renewal of this railway for generations to increase in passengers these will bring. LNE&EM Route has worked very come. hard to close the gap between our train performance trajectories and the franchise commitments of the TOC. We have however been unable to The most important transformation of all in CP6 will be that of our people. close this gap and have built performance trajectories based on our Too long have the basic needs of our frontline people been overlooked. knowledge of current performance, infrastructure plans, new fleet We will provide our staff with the facilities they rightly deserve and our introduction and the very significant timetable changes. main safety objective will be to eliminate manual handling injuries on our route, the single biggest cause of accidents. With 45% of the workforce Whilst also growing our railway we will improve infrastructure reliability and becoming eligible for retirement over the next two control periods, we have train performance by reducing the number of service affecting failures by to put in place now a strategic workforce plan that responds to the future 9.9%, improve our workforce safety by 75%, and improve level crossing needs both of the business and the people we safety by 14% before the impact of increased traffic is taken into want to attract and retain. We will exit CP6 with a consideration. Our role as the LNE & EM Route is straightforward, we more diverse, inclusive and empowered leadership simply need to ensure that our railway meets the needs of the within the Route that will carry on the pace of communities and economies that it serves. It is this straightforward aim transformation. which underpins our vision and mission for CP6, which is to achieve: ‘Efficient delivery which is responsive to customer and stakeholder priorities’. Rob McIntosh Route Managing Director Network Rail 2 LNE & EM Route Strategic plan London North-Eastern and East Midlands Route January 2018 Contents 1 Foreword and summary ....................................................................................................................................................................................................... 6 1.1 Background to LNE & EM .................................................................................................................................................................................................... 6 1.2 CP6 strategic context challenges and opportunities ............................................................................................................................................................ 7 1.3 Railway vision and strategic objectives for CP6 .................................................................................................................................................................. 8 1.4 Summary of our proposed distribution of funding and efficiencies to deliver our strategy ................................................................................................ 11 1.5 Summary of the remainder of our RSP .............................................................................................................................................................................. 13 2 Stakeholder priorities ......................................................................................................................................................................................................... 14 2.1 Our customers and stakeholders ....................................................................................................................................................................................... 14 2.2 Customer and stakeholder engagement ............................................................................................................................................................................ 14 2.3 Our customers’ priorities .................................................................................................................................................................................................... 15 2.4 How we have addressed our customers priorities ............................................................................................................................................................. 17 2.5 How these priorities link to short and long term route objectives ....................................................................................................................................... 19 2.6 Regulatory floors ................................................................................................................................................................................................................ 19 3 Route objectives ................................................................................................................................................................................................................. 20 3.1 Scorecard for 17/18 ............................................................................................................................................................................................................ 20 3.2 Long-term scorecard .......................................................................................................................................................................................................... 22 4 Safety (activity prioritisation on a page) ............................................................................................................................................................................. 32 4.1 Train performance (activity prioritisation on a page) .......................................................................................................................................................... 33 4.2 Locally driven measures (activity prioritisation on a page) ................................................................................................................................................ 34 4.3 Sustainability & asset management capability (activity prioritisation on a page) ............................................................................................................... 35 4.4 Financial performance (activity prioritisation on a page) ................................................................................................................................................... 36 5 Activities & expenditure ...................................................................................................................................................................................................... 37 5.1 Cost and volume summary ................................................................................................................................................................................................ 37 Network Rail 3 LNE & EM Route Strategic plan 5.2 Asset intervention strategy ................................................................................................................................................................................................
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