DOCSLIB.ORG

Network Rail's

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Network Rail's Strategic Business Plan for Scotland January 2013 Strategic Business Plan for Scotland Foreword Network Rail is part of a successful industry, carrying record numbers of Furthermore, their age makes them more vulnerable to extreme weather – passengers and freight traffic, safely and reliably. As a consequence which is becoming more frequent. It will take two control periods to address customer satisfaction is at record levels. and means greater spend on structures than assumed in the Initial Industry Plan (IIP). However, ignoring the issue would lead to higher costs in the This success brings with it both challenges and opportunities. We must future. continue to improve customer satisfaction and meet the rise in demand, while getting the right balance between performance, capacity and cost. And we Our Strategic Business Plan for CP5 comes as the result of considerably have a responsibility to continue to deliver greater efficiencies and reduce deeper analysis than CP4. In line with our new devolved structure, routes and public subsidy. supporting functions have led the creation of the business plan in their areas, with review and challenge by the centre. Therefore our plans are more robust Part of our response to these challenges has been to evolve Network Rail than ever before, including clear outcomes and initiatives. into a more accountable, open and innovative organisation. Through closer collaboration with our partners we are better placed to deliver exceptional To deliver our plans we have begun changes to the way we work, with service for passengers and freight customers. But this transformation is not devolution, alliancing and greater accountability at all levels of the business. yet complete, and over the coming years will continue to improve our We also need changes to the environment we work in. We need a regulatory business and our role in the industry. framework that provides the flexibility and incentives to work with our customers to make trade-offs between performance, capacity and cost so The aim of the rail industry is to place the railway at the centre of a transport that we can deliver better value for money to the industry’s customers and system which drives economic growth. This was supported by the Strategic funders. And to do so we must earn the trust of our stakeholders to have Transport Projects Review published in 2009 and the HLOS published last confidence that we can deliver a better value for money railway if these year. Our plans for CP5 will deliver the HLOS; reducing safety risk, providing changes are made. capacity to drive economic growth, maintaining record levels of performance, reducing carbon emissions and reducing the level of subsidy required by the We want to outperform our settlement and deliver greater savings. So we will rail industry. continue to explore new ways of working to deliver greater efficiencies and generate greater revenue, in particular through the work of the Rail Delivery Network Rail exists to deliver outstanding value for taxpayers and customers. Group. This includes identifying where savings can be made and where investment can safeguard long-term efficiencies. Consequently we have conducted This is an ambitious plan. It is one that commits the company to deliver a significant work on the condition of our assets. This has shown us that the better railway and better value to funders and customers in CP5, whilst age of our structures coupled with decades of underinvestment means that transforming itself to be able to deliver a longer term vision for the company these assets are not sufficiently resilient. and the railway to generate outstanding value for taxpayers and customers. David Higgins, Chief Executive Network Rail 2 Strategic Business Plan for Scotland Key messages This document is our Strategic Business Plan for Scotland for the five year plan and its successful delivery will require continued improvement in the way period from April 2014 to March 2019 (known as Control Period 5 or CP5) we work with operators and suppliers as we develop our plans. and beyond. It sets out what we need to do as a business to meet the needs The Scottish Government’s purpose is “to focus Government and public of customers and other stakeholders. It is also a critical input into the Office of services on creating a more successful country, with opportunities for all of Rail Regulation’s (ORR) periodic review for CP5 in response to Government’s Scotland to flourish, through increasing sustainable economic growth”. By High Level Output Specification (HLOS). providing a safe, high performing and affordable railway, at the same time as The plan is based on a huge amount of work throughout the business delivering key enhancement schemes to meet significant growth projections, focused on improving value for money and service. Our plan starts with a Network Rail will play a pivotal role in achieving this goal. clear view of Network Rail’s vision as well as the industry’s vision for the Since Network Rail’s creation, the industry has made huge progress in railway and it provides a clear line of sight to our objectives for CP5 and improving service and value for money. Building on progress in CP4, this plan beyond. aims to meet the requirements of customers and other stakeholders. As such, While we were preparing the plan, we carried out a major change through it aims to deliver the HLOS outputs and other commitments safely, which we have moved from a functional organisation to a devolved sustainably and efficiently. During CP5 we plan to: organisation based around ten route businesses. This change means that our deliver continuous improvement in safety, particularly reducing risk at level plans are based much more on detailed bottom up analysis with greater crossings ownership by the routes and supporting functions which are responsible for enhance the capacity and capability of the railway across Scotland their delivery. As part of the process there has also been an extensive and work with train operators to improve performance in Scotland achieving 92 iterative process of review and challenge by the central teams. per cent PPM each year with 92.5 per cent PPM by the end of CP5 for both ScotRail and Sleeper franchises whilst successfully completing significant The information and analysis upon which the plan is based has improved enhancement schemes considerably during CP4. These changes mean that we are in a better deliver efficiency savings of 16 per cent by the end of CP5. position than ever before to know what needs to be done to meet the needs of customers and other stakeholders. As with any good plan the detail will These outputs are important not just for customers but also for the wider inevitably continue to be improved and refined over the coming years. economy and our analysis indicates that the benefits to the nation of our planned enhancements are likely to be several times the cost of those The plan has been developed in consultation with the rest of the industry at a enhancements. national level through the Planning Oversight Group and the Rail Delivery Group. It has also been developed locally with train operators as well as through increasing collaboration with suppliers. Further development of the Network Rail 3 Strategic Business Plan for Scotland In delivering these outputs, we must continue to be honest about the The railway needs a constructive periodic review process with a robust remaining challenges and recognise that there are significant improvements outcome which we believe should include: that we can make in the coming years. The key challenges include: an outcome from the CP5 Periodic Review which recognises the having a continued focus on safety so that we remain one of the safest opportunities and challenges faced by the industry railways in Europe while improving workforce safety a CP5 Delivery Plan, based on ORR’s outputs and funding determination, the huge growth in the demand for rail services since privatisation which is which we are confident is deliverable and enables us to focus on delivering set to continue. As the network becomes increasingly full, particularly in and exceeding our targets peak periods, the rail industry must be able to make balanced and avoiding a hiatus at the start of the next control period in which we need to evidence-based choices between providing increased capacity, improving revise our plans substantially punctuality and driving down costs a regulatory framework that is clear, simple, flexible and focused on managing today the Victorian legacy of a railway that was substantially built enabling people both in Network Rail and the rest of the industry to work in the century before last. This has been illustrated by a number of bridges collaboratively and to outperform expectations. and earthworks that have failed in the recent past and by the impact of We are very aware that our plans include higher costs than were assumed by extreme weather on our network. Our plan is to address the past under Government. However, these plans also provide for substantial investment to investment in these assets over the next two control periods address the remaining areas of underinvestment from previous decades; to sustainable levels of maintenance to deliver a safe and resilient railway. modernise the railway reducing its future running costs; and to provide further Delivering the necessary inspection, maintenance, renewal and capacity to allow for growth. We must avoid simply cutting costs instead of enhancement activities requires a realistic level of access to the railway achieving real lasting improvements in efficiency. Trying to reduce costs too which must be balanced with running trains for passengers and freight users fast and without the necessary investment would increase the risk of under whenever possible performance in delivering the planned outputs.
Load more

Recommended publications
  • Rail for All Report
    RAIL FOR ALL Delivering a modern, zero-carbon rail network in Scotland Green GroupofMSPs Policy Briefing SUMMARY Photo: Times, CC BY-SA 2.5 BY-SA Times, CC Photo: The Scottish Greens are proposing the Rail for All investment programme: a 20 year, £22bn investment in Scotland’s railways to build a modern, zero-carbon network that is affordable and accessible to all and that makes rail the natural choice for commuters, business and leisure travellers. This investment should be a central component of Scotland’s green recovery from Covid, creating thousands of jobs whilst delivering infrastructure that is essential to tackle the climate emergency, that supports our long-term economic prosperity, and that will be enjoyed by generations to come. CONTENTS CHAPTER PAGE 1 Creating the delivery infrastructure 4 i. Steamline decision-making processes and rebalance 4 them in favour of rail ii. Create one publicly-owned operator 4 iii. Make a strategic decision to deliver a modern, 5 zero-carbon rail network and align behind this iv. Establish a task force to plan and steer the expansion 5 and improvement of the rail network 2 Inter-city services 6 3 Regional services 9 4 Rural routes and rolling stock replacement 10 5 TramTrains for commuters and urban connectivity 12 6 New passenger stations 13 7 Reopening passenger services on freight lines 14 8 Shifting freight on to rail 15 9 Zero-carbon rail 16 10 Rail for All costs 17 11 A green recovery from Covid 18 This briefing is based on the report Rail for All – developing a vision for railway investment in Scotland by Deltix Transport Consulting that was prepared for John Finnie MSP.
    [Show full text]
  • Building Better Transport
    Building Better Transport CEC02083844_0001 Building Better Transport Ministerial Foreword When I was appointed Tr ansport Minister last spring, Scotland's Transport: Delivering Improvements was not long published. That document identified key priorities for transport that have underpinned our work over the last year. It also promised that we would issue a report on progress. We have taken huge steps forward since then. The key to progress was our decision last year to allocate unprecedented sums to transport over the next three years. Spending on transport will rise by over 50% over three years, with almost £1 billion per annum being spent by 2006. Spending on public transport - which is now top of our priorities - will rise by over 70% in three years. That decision made an enormous impact. There is now money to fund major new infrastructure projects. The sense of momentum is building. People are beginning to believe. Transport improvements that once seemed a pipe dream stand a genuine chance of becoming reality. The new communications links that businesses have been crying out for are just around the corner, and the economy will thrive on them. Resources are not unlimited, but we can be certain that the transformation of Scotland's transport infrastructure will be well under way by the end of the decade. We have been criticised in the past for not committing the funds needed to enable major projects to proceed. That has now changed. All schemes will still have to continue to demonstrate value for money and stand up to rigorous economic and environmental scrutiny. But the security of a £1 billion per annum budget has enabled us over the year to make firm funding commitments, including the MS and M80 motorway upgrades in west central Scotland; the reinstatement of the Airdrie-Bathgate railway line; a new bypass, the Western Peripheral Route, for Aberdeen; and has allowed us to make further progress with rail links to Glasgow and Edinburgh airports.
    [Show full text]
  • RC02 Electrification Paper
    Electrification paper Introduction to the Rail Cluster Project The Rail Cluster Builder project was awarded to Scottish Engineering in August 2020 and is an 18-month programme funded by Scottish Enterprise and supported by Transport Scotland. The purpose of the project is to facilitate connections for SMEs in the engineering and manufacturing sectors in Scotland seeking to diversify into the rail market. The project is jointly funded by Scottish Enterprise and the 2014 – 2020 European Structural and Investment Fund through SPRITE (Scottish Programme for Research, Innovation and Technology Ecosystem). This is a small programme which aims to improve the innovation performance of Scotland’s Small and Medium Sized Enterprises (SMEs) and stimulate greater coordination between stakeholders and partner organisations to help businesses capitalise on new economic and public sector innovation opportunities. The roots of the rail cluster project lie in the Rail Services Decarbonisation Plan in which the Scottish Government aims to decarbonise passenger rail services in Scotland by 2035, ahead of the UK’s target of 2040. By moving away from diesel and using green sources such as electricity, battery or hydrogen, opportunities will arise for innovation in train manufacturing as well as wider supply chains, supporting the creation of skilled, sustainable employment in Scotland. The Rail Cluster Builder will be key in helping to develop Scotland as a leader in the innovation and manufacture of net zero rail products and services. The UK government set out in June 2019 its legal commitment to achieve ‘net zero’ greenhouse gas emissions by 2050. In respect of the railway, in 2018 the DfT challenged the rail industry to remove all diesel-only trains from the network by 2040.
    [Show full text]
  • Final Report Transport Scotland Strategic Transport Projects Review
    Strategic Transport Projects Review Edinburgh – Glasgow Rail Improvements October 2007 Final Report Transport Scotland Strategic Transport Projects Review Authorisation Jacobs UK Ltd in association with Tribal Consulting has great pleasure in presenting this document. Copyright Jacobs U.K. Limited. All rights reserved. No part of this report may be copied or reproduced by any means without prior written permission from Jacobs U.K. Limited. If you have received this report in error, please destroy all copies in your possession or control and notify Jacobs U.K. Limited. This report has been prepared for the exclusive use of the commissioning party and unless otherwise agreed in writing by Jacobs U.K. Limited, no other party may use, make use of or rely on the contents of this report. No liability is accepted by Jacobs U.K. Limited for any use of this report, other than for the purposes for which it was originally prepared and provided. Opinions and information provided in the report are on the basis of Jacobs U.K. Limited using due skill, care and diligence in the preparation of the same and no warranty is provided as to their accuracy. It should be noted and it is expressly stated that no independent verification of any of the documents or information supplied to Jacobs U.K. Limited has been made. It should be noted that all timetables are indicative and require detailed work to prove that they can be planned and operated robustly. Authorisation & Preparation Prepared by: KMcK/GKD/ET Reviewed by: JM/GKD Approved by: JM / GKD Version History Version No.
    [Show full text]
  • Scottish Strategic Rail Study Final Report
    Scottish Strategic Rail Study Final Report Scottish Strategic Rail Study Rail Strategic Scottish Transport Research Series Research Transport I SBN 0-7559- 3528- 4 ISSN 0950 2254 ISBN 0 7559 3528 4 Transport Research Price £5.00 Planning Group 9 780755 935284 ASTRON 207854 02-03 Further copies of this report are available priced £5.00. Cheques should be made payable to The Stationery Office Ltd and addressed to: The Stationery Office Bookshop 71 Lothian Road Edinburgh EH3 9AZ Tel: 0870 606 5566 Fax: 0870 606 5588 The views expressed in this report are those of the researchers and do not necessarily represent those of the Department or Scottish Ministers. © Crown Copyright 2003 Limited extracts from the text may be produced provided the source is acknowledged. For more extensive reproduction, please write to the Chief Research Officer at the Office of Chief Researcher, 3rd Floor West Rear, St Andrew’s House, Edinburgh EH1 3DG SCOTTISH STRATEGIC RAIL STUDY Final Report March 2003 Prepared for: Prepared by: Scottish Executive & Steer Davies Gleave Scottish Strategic Rail Study Project Steering Group Reception House 21 Lansdowne Crescent Edinburgh EH12 5EH [t] +44 (0)131-535 1101 [i] www.steerdaviesgleave.com Further copies of this report are available priced £5.00. Cheques should be made payable to The Stationery Office Ltd and addressed to: The Stationery Office Bookshop 71 Lothian Road Edinburgh EH3 9AZ Tel: 0870 606 5566 Fax: 0870 606 5588 The views expressed in this report are those of the researchers and do not necessarily represent those of the Department or Scottish Ministers.
    [Show full text]
  • Network Rail Infrastructure Limited – Annual Return 2011 3 MB
    Network Rail Annual Return 2011 “More trains would take the pressure off at busy times. They nearly all seem to be crowded.” The railways have never been more popular. The result is that we need more capacity. More trains. Longer trains. We spent £1.7bn in the year on capacity enhancements and plan to invest £12bn over the five years to 2014 *Passenger comment, December 2010 Helping Britain run better Contents 1 Executive Summary 8 Introduction 11 Section 1 – Operational performance and stakeholder relationships 25 Section 2 – Network capability and network availability 37 Section 3 – Asset management 75 Section 4 – Activity volumes 89 Section 5 – Safety and environment 98 Section 6 – Enhancement Programme “Projects designed to increase capacity and improve services range from the new Airdrie-Bathgate rail link in Scotland to Thameslink across London, from platform lengthening on the East Coast to the redevelopment of Reading and entirely new stations such as Newport.” Contents Executive Summary 1 Track failures 50 Overall performance in 2010/11 1 Condition of asset temporary speed restriction sites (M4) 51 Operational performance and stakeholder relationships 2 Track geometry faults (M5) 54 Network capability and network availability 3 Earthwork failures (M6) 57 Asset management 4 Earthwork condition (M33) 58 Safety and environment 5 Tunnel condition 59 Expenditure and efficiency 6 Bridge condition (M8) 61 Enhancements schemes 7 Signalling failures (M9) 64 Signalling asset condition (M10) 64 Introduction 8 Alternating current traction
    [Show full text]
  • Portland's Big Step
    THE INTERNATIONAL LIGHT RAIL MAGAZINE HEADLINES l Grand Paris Express project approved l Chicago invites new L-Train bids l New cross-industry lobbying group formed CROSSING THE RIVER: PORtland’s big step 120 years of the Manx Electric Railway Budapest renewals Czech car building The challenges of From Tatra to modernising one PRAGOIMEX: of Europe’s Proven tram largest tramways technology MAY 2013 No. 905 WWW . LRTA . ORG l WWW . TRAMNEWS . NET £3.80 TAUT_1305_Cover.indd 1 04/04/2013 16:59 Grooved rail to carry you far into the future Together we make the difference At Tata Steel, we believe that the secret to developing rail products and services that address the demands of today and tomorrow, lies in our lasting relationships with customers. Our latest innovation is a high performance grooved rail that has three times wear resistance* and is fully weld-repairable, responding to our customers’ needs for reduced life cycle costs. Tata Steel Tata Steel Rail Rail 2 Avenue du Président Kennedy PO Box 1, Brigg Road 78100 Saint Germain en Laye Scunthorpe, DN16 1BP France UK T: +33 (0) 139 046 300 T: +44 (0) 1724 402112 F: +33 (0) 139 046 344 F: +44 (0) 1724 403442 www.tatasteelrail.com [email protected] *Compared to R260 Untitled-2 1 03/04/2013 11:26 TS_Rail Sector Ad_Revised.indd 1 25/09/2012 08:57 Contents The official journal of the Light Rail Transit Association 164 News 164 MAY 2013 Vol. 76 No. 905 European electrified transport lobbying group launched; Not- www.tramnews.net tingham enters intensive works phase; US public transport’s EDITORIAL 57-year high; 200km Grand Paris Express metro network Editor: Simon Johnston approved; Chicago invites bid for next-generation L-train cars; Tel: +44 (0)1832 281131 E-mail: [email protected] Eaglethorpe Barns, Warmington, Peterborough PE8 6TJ, UK.
    [Show full text]
  • Aaron Caulfield by Email: Request-293222-Bb851539
    Aaron Caulfield Network Rail By email: [email protected] Freedom of Information The Quadrant Elder Gate Milton Keynes MK9 1EN T 01908 782405 E [email protected] 06 November 2015 Dear Mr Caulfield, Information request Reference number: FOI2015/00984 Thank you for your request of 10 October 2015. You requested the following information: “I am after the signalling diagrams of the routes operated by ScotRail stated below Glasgow North Electrics (North clyde line) + All branches Argyle Line Ayrshire Coast Line Cathcart Circle Lines Croy Line Cumbernauld Line Inverclyde Line Maryhill Line Motherwell-Cumbernauld Line Paisley Canal Line Shotts Line South Western Lines Whifflet Line Edinburgh – Glasgow” I have processed your request under the terms of the Freedom of Information Act 2000 (FOIA). I can confirm that we hold the information you requested. Please find attached the signalling diagrams produced by Network Rail which cover the routes you have listed in your request. If you have any enquiries about this response, please contact me in the first instance at [email protected] or on 01908 782405. Details of your appeal rights are below. Please remember to quote the reference number at the top of this letter in all future communications. Yours sincerely, Rebecca Lindsay Information Officer Network Rail Infrastructure Limited Registered Office: Network Rail, 2nd Floor, One Eversholt Street, London, NW1 2DN Registered in England and Wales No. 2904587 www.networkrail.co.uk The information supplied to you continues to be protected by copyright. You are free to use it for your own purposes, including for private study and non-commercial research, and for any other purpose authorised by an exception in current copyright law.
    [Show full text]
  • Network Rail Monitor Scotland Quarters 1-2 of Year 3 of CP5 1 April to 15 October 2016 24 November 2016
    Network Rail Monitor Scotland Quarters 1-2 of Year 3 of CP5 1 April to 15 October 2016 24 November 2016 Contents 1. Overview 5 Health and safety 5 Train service performance 5 Asset management 5 Developing the network 6 Expenditure and finance 6 2. Health and Safety 9 Train accident risk 9 Track 9 Civils assets 10 Fencing and animal incursion 10 Worker Safety 11 Level Crossings 11 Vegetation 11 Occupational Health 12 3. Train service performance 13 Scotland performance 13 The performance improvement plan 15 Performance at TOC level 16 Delay minutes 17 Freight 17 4. Asset management 18 Delivery 18 Renewals 18 Maintenance 18 Asset Performance 19 ORBIS milestones 19 Deferred renewals 20 5. Developing the network 21 ORR reviews 21 Project progress 22 6. Expenditure and finance 26 Overall financial performance 26 Regulatory financial performance 27 Network Rail’s debt, RAB and borrowing 29 Expenditure (excluding central unit cost allocations) 29 Office of Rail and Road | November 2016 Network Rail Monitor Scotland Q1-2 2016-17 | 4 1. Overview 1.1 This Monitor provides ORR’s assessment of Network Rail’s performance in Scotland over periods 1-7 of 2016-17, the third year of Control Period 5 (CP5). Health and safety 1.2 Network Rail Scotland has demonstrated a similarly positive safety performance to the rest of the network for the first half of the year. There are, though, some variations within the overarching trends. Its strengths and weaknesses are not identical to those of other routes, or the network as a whole. For example, Network Rail Scotland has led the way in understanding and remedying Section Manager workload and in seeking improved management of train movements in possessions.
    [Show full text]
  • R01 HSUK Scottish Rail Strategy
    HSUK SCOTTISH RAIL STRATEGY With Edinburgh and Glasgow comprising two of the UK’s principal conurbations, it is natural that both cities will be primary stakeholders in any future UK high speed rail network. Projections for HS2 show high speed lines extending northwards to both Edinburgh and Glasgow, and the scheme’s proponents claim major economic benefits accruing from accelerated North-South links, and environmental benefits accruing from short-haul air flows converted to rail. It is important to appreciate that the core rationale of any high speed rail system is to connect primary conurbations (of 500,000+ population), and this is likely to deter the opening of new lines north of the Forth-Clyde Line. Hence a major proportion of the Scottish population away from the Central Belt seems likely to see no direct benefits from the UK high speed rail project. These areas have been poorly served by rail since the ‘Beeching’ cuts of the 1960’s, and the economic impacts are continuing. The Scottish Government has taken significant steps to redress these connectivity deficiencies, with several rail routes reopened in recent years. But whilst the pace of Scottish reopenings far outstrips performance elsewhere in the UK, progress is still slow. It seems vital that the UK high speed rail initiative is developed in such a way as to extend operation of high speed services north of the Forth-Clyde Line, and in doing so to spur further reopenings. This will bring benefit to the widest practicable spread of Scottish communities. The following diagrams chart the development of the Scottish rail network, and illustrate the likely impacts of both HS2 and the alternative High Speed UK scheme.
    [Show full text]
  • ORR Letter to Stakeholders Inviting Comments
    Claremont House, 130 East Claremont Street, Edinburgh, EH7 4LB, Tel: 0131 524 5150 Chairman: Cllr Russell Imrie Partnership Director: Alex Macaulay 19 February 2013 Our Reference: SES-Rail Ms Valentina Licata Office of Rail Regulator 1 Kemble Street London WC2B 4AN Dear Ms Licata, ORR; SEStran comments on Network Rail’s Strategic Business Plan (SBP) for Control Period 5 (CP5) SEStran welcomes this opportunity to comment on this document. SEStran (South East Scotland Transport Partnership) is the statutory transport partnership covering the eight local authorities in and around Edinburgh. The area has a population of more than 1.5 million people which is around 30% of the Scottish population but the Region’s relative importance to the Scottish economy extends well beyond this figure. The growing importance of rail to the SEStran economy is clearly demonstrated by the NR estimate that rail usage in the SEStran area is anticipated to double by 2024/25 (based on 2008/09 figures) which is more than twice the growth estimated for the rest of the Scottish network. We would suggest that the SBP for Scotland aptly reflects the Scottish Government’s HLOS statement although we must express disappointment that the Government decided to scale down the Edinburgh Glasgow Improvement Project (EGIP) from what was originally proposed. We therefore welcome the inclusion of electrification of the lines to Dunblane and Alloa within CP5 (originally part of the 1st phase of EGIP). This would not only rationalise the train operations into both Edinburgh and Glasgow but should also enable the construction of a 100% private developer funded station at Winchburgh.
    [Show full text]
  • The Road to Net Zero
    TRANSPORT IN SCOTLAND The road to net zero CONTENTS ABOUT ADDLESHAW GODDARD ABOUT ADDLESHAW GODDARD 1 WORKING ACROSS THE TRANSPORT SECTOR 1 FOREWORD 2 IMAGINATIVE SOLUTIONS TO PIVOTAL BUSINESS PROBLEMS EXECUTIVE SUMMARY 4 TECHNOLOGY 6 Good business depends on good advice. Which, ultimately, comes down to four words. Yes. No. Stop. Go. Many of the world’s most recognised and respected businesses – including 43 FTSE100 clients in the last two years INVESTMENT 10 – come to Addleshaw Goddard to deliver just that kind of simple answer. They rely on our lawyers around the world to find imaginative solutions to their pivotal business problems, and to get things done. POLICY FRAMEWORK 12 SOCIAL CHANGE 14 CONCLUSION 16 CURRENT EMISSIONS 18 WORKING ACROSS THE THE AMBITION 19 EMMISIONS GRAPHS 20 TRANSPORT SECTOR The Addleshaw Goddard Transport practice is widely Our clients include many of the primary industry regarded as among the leading practices in the UK stakeholders, across both the public and private and we are proud of the breadth of expertise. sector, and our work covers major projects across the transport sector. We have a large, expanding team of sector specialist lawyers working regularly on a wide range of matters, and have indepth and current knowledge of the regulatory, contractual, operational and commercial aspects of the industry. AREAS OF EXPERTISE Rail Shipping Light rail Transport Logistics THANK YOU TO OUR CONTRIBUTORS: AGS Airports Glasgow Chamber of Commerce Scottish Enterprise Airports Bus CMAL Glasgow City Council South
    [Show full text]