NETWORK RAIL Environmental Sustainability Strategy

2020 – 2050 Contents

3 4 10 23 29 34 39 48

Welcome Delivering a A low emissions A railway Improved Minimal An organisation Definitions from our Sustainable railway service that biodiversity of waste and the enabled to chief Railway is resilient to plants and wildlife sustainable succeed executive climate change use of materials

2 Welcome from our chief executive

Our railway is on a journey But this is no time to rest on our laurels. The opportunity for rail is that with the to a cleaner, greener future. I want to see rail powering Britain’s right strategy, investment and personal green economic recovery as we build commitment we can help bear the burden back better from Coronavirus. That is of reducing the environmental impact of Our starting point is strong. why this strategy matters to me and to transport in Britain. By becoming more Rail is efficient and seen everyone at Network Rail. It’s a guide to sustainable and taking a bigger share of as environmentally sound how we should think, plan and manage transport use, rail will help the country by the public. The busiest the way our railway is run. meet its carbon goals and clean its air. parts of the system have Some of the steps on this journey But there is also a risk for rail. If we fail to long been electrified. Rail are ones we can take now. Others improve our environmental performance will develop over time. They will lead while cars, lorries and planes clean up can move millions of people us towards a railway which cuts its their act, then we will stop being a leader quickly and cleanly over emissions to a minimum, prepares and become a mere extra. Instead of short or long distances, in for climate change, protects and being a reason to back rail, environmental strengthens lineside habitats and limits performance may become a reason to cities and in the countryside. the impact of the waste and plastic invest and focus elsewhere. Rail does not pollution we create. have a right to exist and grow regardless Rail freight can move huge of our performance. This strategy is not an addition to the loads with a fraction of the goals we have set for the organisation. I know for a fact that many of you are impact of road transport. Nor is it just a piece of dutiful good passionate about making our railway No other form of mass housekeeping. To me it is central to the greenest it can be. We have an the way we work. Delivery will be opportunity to act now to leave a transit can do this. Andrew Haines led by our routes and regions, but positive environmental legacy for future Network Rail thinking, planning and operating in an generations. Together we can help Chief executive environmentally sustainable way must passengers and freight users make green become part of the DNA of Network choices, support communities and be a Rail as a whole. Acting sustainably good neighbour, look after our land well should not be a bolt-on but part of what and keep our air clean. putting passengers first is all about.

Our current position carries with it an opportunity and a risk.

3 Delivering a sustainable railway

Our vision is to serve the nation To deliver our vision we have four core priorities: Our commitment to wider sustainable with the cleanest, greenest development goals, including social value, are also very important to us. There are social benefits mass transport. We want to put 1 A low-emission railway to everything we do, and we are committed to passengers first, help passengers supporting our local communities. and freight users to make green 2 A reliable railway Detailed social value plans will be addressed choices, support local communities separately. Some wider environmental topics such and be a good neighbour. service that is resilient as noise, vibration and water pollution are not the focus of this strategy but do form part of our to climate change wider environmental sustainability plans.

3 Improved biodiversity of plants and wildlife

4 Minimal waste and sustainable use of materials

4 SERVING THE NATION WITH THE CLEANEST, GREENEST MASS TRANSPORT PRIORITIES

A RELIABLE RAILWAY SERVICE THAT IMPROVED BIODIVERSITY OF MINIMAL WASTE AND THE A LOW-EMISSION RAILWAY IS RESILIENT TO CLIMATE CHANGE PLANTS AND WILDLIFE USE OF MATERIALS AMBITIONS We will achieve net zero carbon emissions by 2050 (and 2045 in Scotland) and We will prepare the railway We will continue to look after nature We will reuse, repurpose or redeploy deliver continual improvements to air quality so that our passengers, neighbours, infrastructure to minimise the impacts and protect, maintain and enhance all surplus resources, minimise use of and employees breathe healthier air of climate change by 2050. biodiversity across the railway. resources, design out waste and embed waste life-cycle/circular economy thinking into the rail industry by 2035. ROADMAPS

GREENER TRAINS, GREENER ASSETS, CLIMATE CHANGE CIRCULAR BIODIVERSITY HEALTHIER AIR HEALTHIER AIR ADAPTATION ECONOMY KEY MILESTONES Traction Final investment Go beyond embodied Transition assets away Asset polices and Agree level of service Publish national Increase ecological Map and prioritise Embed material re- Decarbonisation decision for carbon assessments from use of natural gas standards updated in extreme weather biodiversity standard capability in Network materials and waste use and redeployment Network Strategy electrification of main to whole life carbon by 2029 to reflect long-term conditions with by end of 2021 Rail and in our supply streams within supply systems and tools into completed and line routes by 2029 assessments, to support ...... climate change Government and ...... chain to 2024 chain by 2021 procurement process discussed with funders ...... infrastructure projects Update our procurement projections by 2024 regulators by 2027 Use the outputs to ...... by 2024 and approved by 2020 Widespread trials of by 2027 model by 2022 to reduce ...... inform guidance to Achieve no net loss of Circular economy ...... bi-mode, hydrogen ...... value chain emissions Review criticality and Regions develop long Network Rail asset biodiversity across the policy in place for Embed circularity Science based targets and battery trains will All appropriate plant, by 2032 vulnerability mapping term adaptation managers on optimal network by 2024 and reducing resource use metrics into decision for scope 3 emissions have begun by 2024 worksites and depots to ...... of all assets for pathway strategies habitat management net gain by 2035 and waste by 2022 making by 2024 (including traction ...... have dust suppression in Achieve agreed science climate change across and identify level of interventions for ...... diesel emissions) place by 2029 the network by 2024 investment required Harmful pollutants based targets for scope biodiversity and Be recognised as Adapt standards Reuse, recycle, or approved by 2020 ...... for different scenarios will be reduced by 1 and 2 by 2050 at the train performance. a leader in land to include circular redeploy all our ...... by 2029 25%in Network Rail Establish an air quality latest (Scotland 2045) ...... management by 2030 economy aspects non-hazardous ...... Timetable options for managed stations monitoring regime for ...... Establish the ...... by 2023 infrastructure carbon efficiencies by 2030 worksites and depots We will purchase 100% biodiversity baseline, ...... materials by 2029 developed 2024-2029 ...... by 2024 renewable non-traction map all relevant data ...... electricity by 2020, and and make available Complete electric will aim to feed in 100% to our supply chain vehicle charging roll of our non-traction by 2024 out (sites that Network electricity from renewable ...... Rail operate and our sources by 2030 managed stations) by ...... 2029 and transition We will have an air of Network Rail’s road quality improvement vehicle fleet to ultra-low plan for all our managed emission by 2035 stations and depots in ...... place by 2024 ...... SD GOALS

5 Delivering a sustainable railway

What people are telling us We have listened to what people are telling us and considered these alongside We talked to passengers and the public our internal risks and high impact areas in about their views on the railway and developing our four strategic priorities. environmental sustainability. Nearly a At the time of writing this strategy the third of the people we spoke to believe long-term impacts of the Coronavirus the railway is an industry making a global pandemic are still emerging and positive contribution to society. being understood. Four in 10 people think we could do more. Use electric trains Make stations, tracks and Whilst this affects the context in which When we asked people about actions to reduce carbon trains more resilient to the strategy is presented, it makes we could take to positively contribute to emissions extreme weather environmental topics no less important; environmental sustainable development, over a third of people we spoke to said they identified the following priorities: that the environment – including climate change – was in their top three most important global issues.

Plant more trees Send zero to offset carbon waste to landfill emissions

6 Delivering a sustainable railway

This strategy is for the whole organisation and Successful delivery of this strategy will rely on integrating environmental everyone will have a role in its delivery, with tailored aspects to meet local needs. Our regions sustainability into everything we do. Delivering our commitments against bring our people closer to the passengers and the six key enablers below will help us to make sure our strategy is a success. communities that they serve. Each of our regions is unique with different passenger needs, landscape and environmental challenges. This strategy will provide a framework for all regions and will be People Engagement complemented by individual plans that reflect How we will communicate with Communications, partnerships with their own communities. our employees, increase their external organisations, working with The landscape in which we operate is changing capabilities and create the culture our neighbours and engaging with and our strategy is designed to be able to respond we need to enable change. our stakeholders to support change. to this. Our vision, priorities and enablers will remain constant, and we will review our detailed activities regularly. Funding and planning Technology Whatever the changing landscape of the industry, How we will integrate environmental How we will approach research UK economy or society, it is important that we sustainability into the planning and and innovation to support the generate momentum in the early years of this funding process, which is vital for the delivery and acceleration of strategy so we can deliver long-term. Our delivery delivery of our ambitions. our programmes. plans are ambitious and we can’t deliver this alone. We want to lead change for the whole rail industry working with passenger and freight operators, funders, rolling stock companies (ROSCO) and Systems and processes Measurement businesses who support us (our supply chain) and What changes to company-wide What information, data and be quick to respond. Beyond the industry we also processes and systems need to be measures need to be in place to want to work in partnership with our neighbours made to support change (including monitor and demonstrate change. and communities, relevant interest groups and procurement and partnerships with other transport providers. We aim to be easy to our supply chain). engage with and a dependable partner; it is only by taking this approach that we can be regarded as an industry leader in this field.

7 ENABLERS OUR ENABLERS

PEOPLE FUNDING AND PLANNING SYSTEMS AND PROCESSES ENGAGEMENT TECHNOLOGY MEASUREMENT OUR FLAGSHIP COMMITMENTS All our executive leaders Each priority area will become We will review our standards to We will commit to involving We will create a culture that Across our detailed plans we will have environmental an objective within the make sure that they reflect our interest groups and community encourages and supports will create stretching and sustainability objectives in business planning process environmental sustainability leaders in our activities, innovation amongst our measurable targets, plotting our their annual performance that sits under the ‘strategic priorities. We will also work with fostering innovation and workforce including running progress against the baseline. reviews and we will create ambition statement’. the Rail Safety and Standards collaboration and actively look competitions or creating We will make sure our targets a culture where everyone Board (RSSB) to do the same for for opportunities to partner with ‘hoppers’ where colleagues can are in line with our priorities...... takes responsibility for railway group standards. our customers and neighbours suggest new approaches to ...... the environment. to deliver environmental our challenges. We will develop the evidence, ...... sustainability improvements for ...... business case and measurable ...... Transparency is important benefits in a bottom-up We will challenge our supply the whole railway. to us; we will share our We will support our people by approach, to be included in chain to be more sustainable, ...... Working with passenger and baseline, targets and current putting in place the resource to the periodic review process. working in partnership so our freight operators, the supply performance annually with deliver the strategy; this means We will include environmental environmental sustainability We will annually update our chain and other industry the public, and we will actively the right people in place, with sustainability considerations objectives are addressed website with progress towards partners, we will make sure we encourage scrutiny and the right tools, training and into all Strategic Business Plans early in procurement and our ambitions. We will share our are able to be innovative and challenge of our work. skills. Our sustainability experts from the beginning of 2021. embedded throughout. progress with local and national embrace new technologies that ...... across the organisation will Environmental sustainability will stakeholders. are aligned with this strategy. share information and best ...... be weighted appropriately in all ...... practice...... Our financial governance procurement activities...... processes (e.g. our investment ...... We will work with passenger boards) will consider and freight train companies, We will deliver engaging environmental sustainability We will develop action plans ROSCOs and our supply internal communications to issues in the same way they do for all parts of the business to chain to develop solutions to create interest in the strategy operational and performance deliver activities aligned with environmental sustainability amongst our colleagues as impacts in their decisions. the priorities in this strategy challenges together. part of wider cultural change ...... and regional contexts...... across the business, sharing ...... good news stories, highlighting best practice and generating momentum and excitement in our priorities......

8 KEEPING MOMENTUM

Land use planning for renewables. Strategy to phase Traction Decarbonisation Network Biodiversity Action Plan A geo-spatial database has been in electric vehicles Strategy (TDNS) will be completed published. Plan will set out created which will be used to prioritise to replace existing and submitted to Department for our approach to achieving optimum locations for renewable fleet developed. Transport (DfT) for approval. Scope 3 emissions science based no-net biodiversity loss by energy generation and storage for targets will be taken to Network 2024 and biodiversity net installation and roll out to the regions. Rail Board in July — once Route Weather gain by 2035. Asset Weather endorsed our scope 1 and 2 SBTs Resilience and Climate Resilience and Climate will be published on SBTi website. Change Adaptation Change Adaptation NOV Plans published. Plans completed. 2020 SEPT DEC 2020 2020

Electric vehicle charging points (EVCPs) installed. Surveys have been carried out at six of our managed stations where we Managed stations metering Air quality monitoring plans in Forced-air ventilation of telecoms Review of materials have identified 439 completed. This work will place to understand the levels cabinets installed. Installation at and products that we opportunities for EVCPs. help us better understand its of air pollution in our managed 1831 telecoms cabinets to reduce already use and have MAR energy use and implement stations and depots. Air quality air conditioning energy use by 90%. identified alternatives 2021 better energy management guidance note rolled out to Procurement of equipment is underway to support circular and efficiency measures. rest of business. in Scotland and work is underway to economy objectives. roll this out to other regions.

We have an understanding and mapping of asset DEC DEC criticality. We also 2021 have an understanding 2022 of cost of climate change adaptation. JUN A methodology for collecting Sustainability training Changes to processes 2021 biodiversity data is complete. delivered to our Board, and standards A baseline from which to measure regions and wider to enable better progress against biodiversity business. Breeding bird management of lineside Baseline for Green no-net loss and net-gain goals training delivered to vegetation complete. whole-life Champions has also been made. front line teams. carbon in assets are in place. established.

GREENER TRAINS, GREENER ASSETS, CLIMATE CHANGE CIRCULAR BIODIVERSITY PEOPLE HEALTHIER AIR HEALTHIER AIR ADAPTATION ECONOMY

9 A low-emission railway

10 A low-emission railway

It is crucial that we do All forms of domestic transport – rail, Decarbonisation of the rail industry We will achieve net zero emissions in everything we can as a road, air – contribute more than a quarter and improvement of air quality will line with Government and devolved of the UK’s total carbon emissions. be a team effort. We must work with nations targets (and 2045 in Scotland) business to improve air Although rail is one of the lowest-carbon, everyone from our tenants in our stations, and deliver continual improvements quality, minimise our use of greenest ways to travel, only contributing to passenger and freight operating to air quality so that our passengers, fossil fuels, and transition 1.4% to total UK transport emissions, we companies that run their services on neighbours, and employees breathe can still make a big difference. As well as our network and decision-makers and healthier air. We want to play our part to an industry powered reducing our own emissions we can also funders in the Department for Transport in meeting the Government’s air quality by green, renewable, low- encourage passengers and freight away (DfT), Transport Scotland and the Welsh targets and reduce harmful pollutants carbon energy to play our from more carbon-intensive methods of Government. Whilst we do not purchase from air pollution across our managed part in tackling the global travel like road and air onto the railway. or operate the trains that run on our stations by 25% by 2030. We will network we can provide infrastructure achieve this through two overlapping Reducing our carbon emissions is just one climate crisis. that supports greener rolling stock and programmes, one addressing carbon part of achieving a clean railway – the we will work with operators and owners emissions and pollutants resulting from air quality at our stations, our offices and of trains to influence behavioural and powering trains (greener trains), and lineside worksites is very important to us. technology changes, to reduce the levels one looking at other activities which Combustion engines in our road vehicles, of harmful pollutants in stations. emit carbon and impact air quality machinery, and diesel trains are key (greener assets). contributors to the release of pollutants into the atmosphere and can have a negative impact for our workforces, station users and on our neighbours and the communities we serve.

11 A low-emission railway Government Decarbonisation Strategies

In March 2020 the Accelerating modal shift to public and Place-based solutions Reducing carbon in a global economy Government issued the active transport We are improving our understanding of We have a set of science based targets for ‘Decarbonising Transport: We will continue to form close emissions ‘hot spots’ to make efficiencies emissions reduction, and our strategy will partnerships with others to encourage a in our buildings and stations. Local help us to lead the way in decarbonising Setting the Challenge’ quicker transition from road to rail. sourcing of materials and generating how we travel and transport goods in consultation document. renewable energy on our estate is also Great Britain. Our ambitions require In July 2020, Transport Decarbonisation of road vehicles key to our strategy. Government investment, but if supported, could accelerate the rail industry’s Scotland issued its ‘Rail We will achieve a shift to 100% ultra-low UK as a hub for green transport emission vehicle fleet by 2034. technology and innovation transition to achieve ‘net zero’ carbon Services Decarbonisation well before the Governments’ targets of Our strategy has a strong focus on Decarbonising how we get our goods 2050 in England and Wales and 2045 in Action Plan’. We have technology and innovation, partnering Scotland. aligned our activities to Rail freight is already one of the lowest with others and investing in research and six strategic priorities carbon means of transporting goods. development to accelerate the roll-out Our Traction Decarbonisation Network which deliver a ‘net zero’ of new, lower carbon technologies. We Strategy (TDNS) will help to determine also want to engage closely with our transport system: the pace of change and required supply chain to identify opportunities for investment for electrification of the rail innovation. network, and opportunities for further decarbonising rail freight.

12 CASE STUDY Decarbonisation Programme

The Decarbonisation programme is The programme is also working to reducing carbon dioxide (CO2) and change the way that we deliver new energy consumption in Network infrastructure, designing out carbon Rail. The programme has been intensive materials and improving the established to deliver sweeping way that our teams and suppliers carry changes in the way that Network out building and improvement works so Rail acquires and manages the that carbon emissions are minimised. energy that it needs to carry out We have already reaped early rewards in the business of running Britain’s this workstream, switching out traditional railways. Consisting of 13 individual station platform components for low- workstreams, the Decarbonisation carbon materials. These new components Programme is working to bring reduce embedded carbon by up to 90% large-scale renewable energy into and are now being installed as renewals the network, investigate how energy are carried out across the rail network. storage can support the needs of the railway, replace our diesel cars, vans and other vehicles with ultra- low emission alternatives and install energy efficiency measures right across the network.

When we spoke to the public, the most popular initiative for the railways to be more sustainable“ was running electric trains.

13 A low-emission railway Our key milestones Greener trains, healthier air 1. TDNS completed and discussed with funders and approved by 2020 2. Science based targets for scope 3 emissions (including traction diesel) We have already electrified 42% of the rail network We are excited to be at the forefront of a complete approved by 2020 and we are advising Government and setting the future system-wide change in the rail industry, towards large- 3. Timetable options for carbon efficiencies direction of travel through the development of the TDNS. scale electrification across the nation, and use of new, developed 2024-2029 Rail in Britain has kept its carbon emissions relatively innovative energy technologies like hydrogen and battery 4. Final investment decision for electrification stable over the last 30 years, despite experiencing a power for trains that run on our network. We will do this by of main line routes by 2029 significant increase of around 35 billion passenger working with our industry partners as we do not directly 5. Widespread trials of bi-mode, hydrogen kilometres in the same period. control the trains used by the operators, and the decision and battery trains will have begun by 2024 to electrify lines sits with the DfT, HM Treasury and other funders. 6. Harmful pollutants in Network Rail managed stations will be reduced by 25% We will work with our funders to provide the business case by 2030 for lower carbon options such as electrification supplied by renewable sources of energy, and work with train operators (freight and passenger), ROSCOs and wider Measuring our performance industry to support and accelerate change towards an even lower carbon railway in the future. We already measure and report on carbon intensity of powering trains (traction). This is We will support the Government in reaching their goal a measure of carbon emissions from powering of having no diesel-only passenger trains which will the train per passenger kilometre travelled. lead to fewer harmful particulates released into the air from diesel engines and improve We will continue to measure carbon intensity air quality for our passengers, of traction and, in addition, we have colleagues and neighbours. developed and will report against science based targets for the reduction of scope 3 emissions (which includes traction energy). We will improve our monitoring of air quality across the network, working in partnership with others including RSSB.

14 A low-emission railway Air quality

We are committed to improving air Although our work to electrify the in areas where we quality to protect the safety of our network and phasing out diesel trains know it is a problem staff, railway users and neighbours from will go a long way to reduce harmful (for example, specific pollutants. Air emissions from human emissions of pollutants including locations with stations). activities like using diesel engines have a nitrogen oxides (NO and NO , collectively 2 Improving air quality huge impact on air quality, especially in referred to as NO ) and particulate x will be a whole-industry local urban areas, and can significantly matter, we need to go further, and effort and we will work affect people’s health. urgently act to help improve air quality collaboratively to influence behavioural and technology changes to reduce harmful pollutants. We will work with operators, ROSCOs, our supply chain, and others to make improvements on worksites, stations and lineside.

15 CASE STUDY Air quality

The underground nature of Birmingham when pollutant thresholds New Street station combined with the are reached. This intelligent large number of diesel trains using it system ensures that the levels means that managing air quality at of NO and NO2 are within platform level is a complex challenge. legal limits. The information is relayed to the building Significant effort has gone into studying management system providing air quality at platform level to help inform live status on air quality at platform any actions required to clean the air. Air level. Carbon Dioxide measurements quality monitors were installed at head were observed to be within the applicable height along the platforms to provide legislation threshold for the station. accurate measurement on concentrations of nitrogen monoxide (NO), nitrogen Activity continues at Birmingham New dioxide (NO2) and carbon dioxide (CO2). Street to identify further opportunities for enhanced monitoring across The air quality monitoring showed more platforms with more pollutants that, at certain times of day, there were monitored, collation of the recorded elevated concentrations of NO and NO2 data into a central software tool, due to the volume of diesel trains arriving, and linking this data directly to train leaving and idling in the station. movements and locomotive details to An air quality management system was provide comprehensive information for installed linking the air quality monitors ensuring safe air levels at all times across to the station’s mechanical ventilation the platforms. system. The system is made up of 98 fans across 12 platforms split into eight zones. These zones are covered by 100 sensors which constantly measure air quality and switch on the ventilation fans

16 GREENER TRAINS, HEALTHIER AIR We will achieve net zero carbon emissions by 2050 (and 2045 in Scotland) and deliver continual improvements to air quality so that our passengers, neighbours, and employees breathe healthier air.

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND

Approach to meet Implement cross-industry energy needs with emissions reporting with more granularity renewables and storage Implement cross-industry Align energy emissions reporting with Pilots for renewable su ciency approach more granularity energy and storage with rail fl eet decisions

ENERGY ACQUISITION

Reduce harmful pollutants Sign-on to the TDNS Demonstrator projects to by 25% in Network Rail (Industry, Welsh and Scottish support locally-generated managed stations Gov and regions) Pilot whole life renewables to power traction carbon and Final investment Traction Decarbonisation cost model decision for Network Strategy (TDNS) System-wide whole Plan and start delivery electrifi cation of completed to be agreed Refresh life carbon and cost main line routes by funders of rolling programme TDNS model in place

NETWORK DECARBONISATION (Electrifi cation, hydrogen and batteries)

Decision made on early non-diesel Target of 27.5% We will work with operators and bi-mode trains reduction in traction Continue to seek air quality Emissions reduction through owners of trains to infl uence diesel emissions beyond compliance, for behavioural change behavioural and technology changes Timetable all stakeholders options for Second stage of Feasibility studies Phase in bi-mode, carbon feasibility studies for low carbon hydrogen and battery e ciencies for low carbon Trial 2nd generation traction options technologies developed traction options bi-mode technologies

PASSENGER AND FREIGHT FLEET 2024 OUTCOME 2029 OUTCOME TDNS is agreed with funders, Meaningful delivery of low carbon traction has started 2034 OUTCOME BEYOND regional plans are in place and pilots and we have improved air quality impacts at high-risk Continued implementation Decarbonised passenger have been completed. Harmful locations. TDNS is agreed with funders, regional plans of a rolling programme to rail in Scotland by 2035. pollutants have been reduced are in place and pilots have been completed. Harmful reduce emissions. Decarbonised passenger by 25% in Network Rail pollutants have been reduced by 25% in Network Rail rail in England and managed stations. managed stations. Wales by 2040.

One-off or ongoing activity starts Outcome achieved by Activity that is repeated or regularly updated (e.g. every control period) Requires DfT and Treasury approval

17 A low-emission railway Greener assets, healthier air

We have an opportunity to change the Our infrastructure-related emissions are Our land also offers a huge opportunity We will work with our supply chain to way that we design, build and operate largely generated by our supply chain. to help reach our net zero target, by reduce their emissions and improve air our assets so we can minimise our whole- offsetting residual emissions where we quality. We will also minimise emissions This includes ‘embodied carbon’ in life carbon and air pollution emissions, don’t yet have the technology to do and improve the air quality at our own products (for example, from energy make an important contribution to the so, through planting trees and carbon stations and depots increasing the required to extract raw materials, UK’s targets and look after the safety and sequestration. competencies and knowledge within manufacture the materials into a product, wellbeing of our employees. Air quality the organisation to improve our own and transport the product to our site), The safety of our employees is very is also a critical issue for communities performance. In the future we want to and our staff and contractors on site important to us; we have reduced across Network Rail regions, and one that go even further and generate our own using machinery and equipment to workplace exposure to air pollutants and we expect to continue to become a more renewable energy, have a 100% ultra-low design, build, maintain and renew our put in measures like personal protective important issue for the nation’s health. emission vehicle fleet (building on pilot assets and infrastructure equipment (PPE) to keep our staff safe. projects such as ‘Project Zero’ in Wales), Besides the emissions from powering The rail industry is already making We are already making good progress and embed whole-life carbon into our trains, our carbon emissions come from a progress in using technologies such as rolling out energy efficiency measures decision making. wide range of business activities. These measures to capture emissions from across our estate and we are working with include energy required for our stations exhausts and putting in policies around Active travel is an important part of our employees to share the importance and offices to operate (such as lighting, idling of passenger trains and road traffic sustainable end to end journeys. They of individual action in reducing carbon heating and escalators) energy used by around stations. We want diesel-free also help keep the air cleaner by reducing emissions. Our project teams are our road fleet vehicles, and emissions worksites to protect our staff. We also emissions around stations from private beginning to embed an understanding associated with building and maintaining have requirements to minimise pollution vehicles and other diesel engines. We and evaluation of the carbon impacts our infrastructure. to the environment for projects and are committed to working with local in our infrastructure and engineering contractors on site, but we want to set authorities, operators and at our own works. These teams are also identifying our ambitions higher. managed stations to put in place facilities where we need to adapt our policies and such as bicycle storage and making sure standards to support this. that access and wayfinding supports passengers who want to walk and cycle to our stations.

18 A low-emission railway

Our key milestones Measuring our performance

1. Go beyond embodied carbon 8. We will purchase 100% renewable We have metrics and targets in place We have introduced science based assessments to whole life non-traction electricity by 2020, and for reducing our energy use - for targets for emissions reductions by carbon assessments, to support will aim to feed in 100% of our non- example reducing energy consumption the end of each control period which infrastructure projects by 2027 traction electricity from renewable in buildings. complement our whole-life approach sources by 2030 to reducing emissions across all areas 2. All appropriate plant, worksites We are also measuring the number of of our operations. and depots to have dust 9. We will have an air quality large projects that are using the RSSB suppression in place by 2029 improvement plan for all our managed carbon tool to reduce the carbon impact We measure aspects that contribute 3. Transition assets away from use stations and depots in place by 2024 of infrastructure projects. to better air quality like the number of natural gas by 2029 of low emissions vehicles in our fleet and the number of dust suppression 4. Establish an air quality systems in place. We will start monitoring regime for worksites tracking these more actively to and depots by 2024 measure our progress towards 5. Complete electric vehicle improving air quality. charging roll out (sites that Network Rail operate and our managed stations) by 2029 and transition of Network Rail’s road vehicle fleet to Ultra Low Emission (ULE) by 2035 6. Update our procurement model by 2022 to reduce value chain emissions by 2032 7. Achieve agreed science based targets for scope 1 and 2 by 2050 at the latest (Scotland 2045)

19 GREENER ASSETS, HEALTHIER AIR We will achieve net zero carbon emissions by 2050 (and 2045 in Scotland) and deliver continual improvements to air quality so that our passengers, neighbours, and employees breathe healthier air.

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND

Review and update Scope 1, 2 and 3 science standards, monitoring and based carbon targets reporting processes for in place energy and air quality

Establish and deliver Develop, pilot and Embed whole Continue to seek air quality whole life carbon deliver o setting Introduce whole life Whole life carbon tools for life carbon in beyond compliance, for competence framework strategy carbon pricing infrastructure projects decision making all stakeholders

SYSTEMS AND CAPABILITIES

Air Quality Improvement and Start Electric Vehicle Monitoring Plans for internal charging roll out plan (for and external environments sites Network Rail operate Facilitate schemes and managed stations) supporting low emission Green road fl eet and electric road transport at vehicle pilot studies completed Transition to ultra low interface with rail emissions vehicles in Establish Network Rail Establish an air quality Develop and Complete electric vehicle baseline baseline and identify implement short charging roll out plan (for 100%ultra low for whole where rail contributes term regional energy PAS 2080 sites Network Rail operate emissions vehicles life carbon to poor air quality e ciency plans compliance and managed stations) in Network Rail in assets

ASSETS AND OPERATIONS

2024 OUTCOME 2029 OUTCOME 2034 OUTCOME BEYOND Scope 1 and 2 science based Scope 1 and 2 SBT of 46% Scope 1 and 2 SBT of 65% Network Rail Scope 1 target (SBT) of 25% achieved, and achieved. 50% carbon reduction achieved. 75% carbon reduction in and 2 SBTs: regional air quality plans are in in infrastructure compared to infrastructure against CP6. The rail 2039: 79% Control Period 6 (CP6) and we have 2044: 90% place (including measurement). network has a minimal impact on 2049: 98% improved, air quality impacts at local air quality. high risk locations.

One-off or ongoing activity starts Outcome achieved by Activity that is repeated or regularly updated (e.g. every control period)

20 GREENER ASSETS, HEALTHIER AIR We will achieve net zero carbon emissions by 2050 (and 2045 in Scotland) and deliver continual improvements to air quality so that our passengers, neighbours, and employees breathe healthier air.

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND

Share vison for low Suppliers contributing ≥75% of Capital emissions in infra. Goods and Products and Services emissions with market have set science based targets

Reduce whole life carbon Reduce whole life carbon Reduce whole life carbon in product/activities Promote air quality in product/activities in product/activities through procurement and through supply chain for through procurement and through procurement and innovation in supply chain products and services innovation in supply chain innovation in supply chain

SUPPLY CHAIN

Feed in 100% of our non-traction electricity Third Party energy Establish energy from renewable energy services approach su ciency approach sources by 2030 including Electric and programme Vehicle charging

Use of large scale Energy strategy, renewable energy scope trials and Renewables generation generation and quick wins and storage trials storage

ENERGY ACQUISITION

2024 OUTCOME 2029 OUTCOME 2034 OUTCOME BEYOND Scope 1 and 2 science based Scope 1 and 2 SBT of 46% Scope 1 and 2 SBT of 65% Network Rail Scope 1 target (SBT) of 25% achieved, and achieved. 50% carbon reduction achieved. 75% carbon reduction in and 2 SBTs: regional air quality plans are in in infrastructure compared to infrastructure against CP6. The rail 2039: 79% Control Period 6 (CP6) and we have 2044: 90% place (including measurement). network has a minimal impact on 2049: 98% improved, air quality impacts at local air quality. high risk locations.

One-off or ongoing activity starts Outcome achieved by Activity that is repeated or regularly updated (e.g. every control period)

21 Scotland We are working hard alongside the Scottish Government to decarbonise Scotland’s Railway by 2035 – increasing“ electrification on our network by 25% since 2014.

We are going to deliver even more over the next five years with work already underway on two more electrification projects on routes into Glasgow Central.

We are also examining how new technologies – hybrid, battery-powered and hydrogen trains – could be used to decarbonise lines where electrification may not be a practical option.

And we’re looking at how we reduce the carbon footprint of our offices and our worksites, too, including trialling solar-powered generators for our track maintenance works.

22 A reliable railway service that is resilient to climate change

23 A reliable railway service that is resilient to climate change Our key milestones

1. Asset policies and standards updated to reflect long-term climate change projections by 2024 More frequent and more extreme Our Weather Resilience and Climate Change Adaptation 2. Review criticality and vulnerability weather conditions caused by Strategy has been in place since 2017, and we are mapping of all assets for climate change making good progress identifying and managing key across the network by 2024 climate change have an impact on risks and areas of vulnerability across the Network Rail 3. Agree level of service in extreme weather our ability to run the railway safely regions. We’re proud of our robust, risk-based approach conditions with Government and and on time. We want to minimise to adaptation, and so we want to build on this and regulators by 2027 embed long-term, forward-looking adaptation into the 4. Regions develop long-term adaptation delays and cancellations so we can core of what we do. keep connecting communities and pathway strategies and identify level We want passengers and freight to be able to get to of investment required for different businesses and supporting the UK where they need to be on time and our workforce to scenarios by 2029 economy. be safe. As such, our long-term ambition is to have prepared the railway infrastructure to minimise the impacts of climate change by 2050. To maintain today’s Measuring our performance performance will take effort and investment – to reach our ambition will take significantly more. Performance indicators are already in place to measure train punctuality on adverse Critical to our plans for minimising safety and reliability and extreme weather days. We also have a performance impacts caused by climate change is target for all of Route and Asset Weather embedding resilience into the way that we design, Resilience and Climate Change Adaptation build, operate, maintain and replace our railway assets. Plan milestones to be achieved in the next Our mantra for replacing assets in the future will be four years. ‘replace like with better’ rather than ‘replace like for like’. This change will mean we will continually improve the We recognise the need to introduce a more network, making it more resilient for our customers and strategic, leading metric and target to be passengers. We will also work with a range of partners able to demonstrate overall progress towards including environmental regulators and landowners to a more resilient railway. bring our strategy to life.

24 CASE STUDY Conwy Valley flood resilience works

The Conwy Valley line – between It was decided to proactively install Protection was installed to Llandudno Junction and Blaenau additional resilience during the dissipate the energy of the Ffestniog, on the Wales and Borders reinstatement works to protect against fast-flowing water to minimise route, has been severely affected by future events which are likely to be scour (erosion) at the culvert flooding, most recently during Storm greater in magnitude than previously inlets and outlets. This protection Gareth on 16 March 2019 and Ciara on experienced. Due to time constraints, was extended to other areas at 8-9 February 2020 leading to prolonged only part of the infrastructure saw this risk as well as the section that line closures. The line has been closed treatment in 2019. Following the 2020 was rebuilt. following storms several times over the damage, it was decided to install similar In 2020 the damage was limited past few years including in the same protection through this section. to a 1.8km section near Dolgarrog location in 2015 and the railway has been As a result of the Coronavirus pandemic where resilience measures were not previously reinstated on a like for like the opportunity was taken to maintain the installed in 2019. Following reinstatement basis with no thought for resilience. line closure through the summer months of the track, a rock embankment is being to enable this work to be completed. constructed to dissipate the energy of the overtopping river water and significantly The 2019 works took colleagues four reduce the scour risk to the track and months to repair the extensive flood therefore protect the track from washout. damage – including six miles of track and embankments, nine culverts (large drains/ The works provide a more resilient channels beneath the railway), 10 level railway for the Conwy Valley and are a crossings and a platform at Dolgarrog good demonstration of how resilience is station. Six culverts were installed in the being considered at every stage of the space that the embankment used to fill job. They ensure that vulnerability is not to help dissipate the water rising against being shifted to the next asset along the the embankment and give protection to section and reduce the chance of these the infrastructure from water pressures prolonged closures occurring in the future. and reduce flood level impacting adjacent properties.

25 CASE STUDY Collaborating with third-party organisations to manage flood risk

Storm Eva in 2015 flooded 3,355 properties The root cause of the flooding is thought Network Rail formed in Leeds including 672 commercial to be the permeability of the land a partnership with the businesses. The railway was closed for three between the railway corridor and the Environment Agency days at Kirkstall costing Network Rail over adjacent River Aire. Areas of privately- and Leeds City Council £33,000 in delay and cancellations. The owned riverbank have degraded over and contributed £1.5m direct cost to the city of Leeds is estimated time, allowing passage of water. to the £200m second at £36.8m, with the cost to the wider city phase of the Leeds Flood When the river rises to a certain level, region exceeding £500m. Alleviation Scheme to mitigate water seeps and pipes through areas the problem. The area of Kirkstall Bridge in west Leeds of unprotected, unconsolidated fill and has seen flooding impact the safe and settles in the railway track, causing track The wider scheme is designed to give efficient operation of the railway 10 times circuit failures and flooding. The risk a 1 in 200-year (+40% climate change since 2003, and four times in 2015 alone. cannot be effectively mitigated without uplift) level of flood protection to the In any given year there is currently a 35% extensive physical work on private land. city, including the railway. The project chance of disruptive flooding affecting involves: planting up to two million new The project is currently in construction Flooding at Kirkstall is high profile as the safe performance of the railway. trees to reduce stream flow in the upper and when completed in 2022 will reduce it severs the network serving West and catchment as part of a strong focus on the risk of flooding at Kirkstall from North Yorkshire to the west of Leeds, using Natural Flood Management; new 1 in 3 to 1 in 200-year return period. causing significant transport challenges infrastructure in the form of flood defence The partnership has provided a much for the Leeds area involving thousands walls and embankments; and flood higher level of resilience than would of people. The events of Christmas 2015 storage where moveable weir technology have been possible if Network Rail led to requests for information from local will be utilised to allow water to collect acted alone and will provide significant MPs, councillors and residents. and then be released slowly back into the performance, financial and reputational river in a controlled way. benefits to Network Rail and enhance trust in our ability to keep passengers and freight moving.

26 CLIMATE CHANGE ADAPTATION We have prepared the railway infrastructure in order to minimise the impacts of climate change by 2050

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND

Conduct strategic asset risk assessments for long-term climate change Review and update policies, standards and Review and update Review and update Review and update processes to refl ect long- Understand the cost Have in place a leading metric policies, standards and policies, standards and Weather Resilience and term climate projections of climate change that tracks the resilience processes to refl ect long- processes to refl ect long- Climate Adaptation adaptation and embed benefi ts of our investment term climate projections term climate projections (WRCCA) strategy in whole life costing

SYSTEMS

Government make money available to implement Agreed level of service in regional pathways extreme weather conditions with Regions establish Government and Regulators resource to manage Work in partnership with neighbours climate adaptation and external stakeholders to identify opportunities for pilot projects Change of regulatory funding

ENGAGEMENT

Regions undertake climate risk assessments for assets and priority locations to feed into next Control Period Adaptation and resilience is a driver Implement regional for investment adaptation pathway strategies Conduct criticality and Climate considerations are part vulnerability mapping of all Regions develop long term of asset maintenance planning assets across the network adaptation pathways

ASSETS AND OPERATIONS

2024 OUTCOME 2029 OUTCOME 2034 OUTCOME BEYOND Tools, frameworks, standards Long term regional adaptation Long term adaptation planning Passengers and and information are in place for pathway strategies are in place. and investment is business freight can get to their strategic business planning. as usual. destination during poor weather.

One-off or ongoing activityOne-off starts or ongoingOutcome activity startsachieved byOutcomeActivity achieved that is by repeatedActivity or regularly that is repeatedupdated (e.g.or regularly every control updated period) (e.g. everyRequires control period) DfT and Treasury approval

27 Eastern We will deliver big“ cuts in energy consumption, reduce our carbon footprint and better protect the wildlife that lives near our railway.

To achieve that, we will build sustainability into everything we do – from taking plastic forks out of our canteens, to making our multi-billion-pound engineering projects more sustainable. We will become better custodians for the trees, plants and animals that live next to the railway to produce a positive effect on biodiversity. And we will waste less and recycle more.

As we emerge from the Coronavirus crisis, it will be more important than ever to look to, and plan for, challenges ahead.

28 Improved biodiversity of plants and wildlife

29 Improved biodiversity Our key milestones of plants and wildlife 1. Publish national biodiversity standard by end of 2021. Use the outputs to inform guidance to Network Rail asset managers on optimal habitat management interventions for We are fortunate to share our And we want to do more. We will take a sustainable biodiversity and train performance environment with a huge variety of approach to the management of our land. This will 2. Establish the biodiversity baseline, map include an appropriate balance between renewable all relevant data and make available to plants, animals and habitats and we energy generation, biodiversity, carbon offsetting, housing our supply chain by 2024 and commercial use. must protect this biodiversity. As the 3. Increase ecological capability in Network owner of more than 52,000 hectares Our ambition is to look after nature and protect, maintain Rail and in our supply chain to 2024 of land with seven million neighbours, and enhance biodiversity across the railway landscape 4. Achieve no net loss of biodiversity we can make a big difference. by 2035. To do this we will create a railway estate across the network by 2024 and net that is lined with species rich grassland, hedges and gain by 2035 well-managed trees and work in partnership with our We are already making changes to the way that we think 5. Recognition as a leader in land neighbouring landowners and stakeholders. Our ambitions about biodiversity and land use planning. We are moving management by 2030 go beyond recommendations in the independent Network away from just clearing vegetation on our lineside, to Rail Vegetation Management Review (Varley Review) of assessing the life on our land and on neighbouring plots Measuring our performance Network Rail’s vegetation management (for England and of land and working out how we can maintain and Wales), as well as stretching beyond the DfT’s target of Our overarching targets are no net loss of enhance it, whilst still protecting the railway from risks Biodiversity Net Gain by 2040 by achieving it by 2035. biodiversity by 2024, and biodiversity net to safety like falling trees. We are using ground-breaking gain by 2035. We will introduce annual approaches such as using satellites to measure habitats. Our work on biodiversity is strongly linked to our other natural capital reporting against a defined priorities. Nature-based solutions help to reduce the Our Sustainable Land Use Programme is fundamental in baseline by 2024. amount of new raw materials we use, reduce our carbon helping us to achieve our ambitious targets, and to scale emissions, help to create a more biodiverse environment, We will monitor our performance against up and extend some of the of effective land management and can increase resilience to climate change. metrics in our Biodiversity Action Plan, and practice and pilot programmes that we already see across this will be delivered by regional and route- our regions. based habitat management and vegetation Nearly of people think businesses like management plans, and progress against Network Rail are responsible these targets will be reported in regional/ route state of nature reports annually. for resolving environmental 60% issues such as loss of wildlife. “ 30 CASE STUDY Baselining our biodiversity

Network Rail is using an innovative benefits that they provide for society. Nature Recovery Networks approach to establish a baseline of This research will help us understand are joined-up networks of the biodiversity that lives on its estate. the environmental impacts of our land habitats that encourage The baseline provides information management activities and what we have the movement of plants and on the range of habitats, plants and to do to improve how we do things. animals across the landscape. species that are currently present and They are important for connecting Network Rail are working in by re-baselining over time will enable isolated and threatened populations partnership with Natural England and us to measure changes in biodiversity of plants and animals and increasing other organisations to support the on our estate. The baseline is built up their resilience to environmental and establishment of Nature Recovery from a number of data sources. Firstly, land-use change. Networks across Britain. information collected from satellites is used to create a map of habitats on our estate. Surveys are then carried out on Our network of railway corridors that span selected habitats to build up a picture the length and breadth of Britain are of the plants and animals that live in already important for providing ecological them and this information is augmented connectivity at a landscape scale but with biodiversity records from publicly there is more we can do to enhance available datasets. Our team of in-house the habitats on our land to improve ecologists then use this information to conditions for fragmented populations of produce local management plans for rare and threatened plants and animals the habitats and species that live on our such as the large blue butterfly. estate and improve connectivity across the landscape.

Network Rail is carrying out research into how the information from the baseline can be used to calculate the carbon stored in the trees and other habitats on our land, and the environmental

31 BIODIVERSITY We look after nature and protect, maintain and enhance biodiversity across the railway landscape

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND SUSTAINABLE LAND USE PROGRAMME IS OVERARCHING MECHANISM FOR DELIVERY.

Increase ecological capability and competency Recognition through within Network Rail and across the supply chain environmental industry awards

CAPABILITIES Map biodiversity data using geospatial Routine Biodiversity Publish national tools and satellite mapping and make measurement biodiversity standard available to our supply chain against baseline Routine Biodiversity Routine Biodiversity Establish Network Rail Biological Use the outputs from the biodiversity measurement measurement biodiversity record is available externally pilot in Kent to develop and deliver against baseline against baseline baseline further projects across the network

DATA Annual Route State of Nature Respond to Transport Report published for Scotland report Respond to Environment Publish national (Wales) Act report Ongoing reporting Ongoing reporting Ongoing reporting design manual

REPORTING

Enhance relationships with Share case studies from Share case studies from external stakeholders/partners collaborations and of natural collaborations and of natural capital improvements and capital improvements and Develop partnerships no net loss examples no net loss examples with major landowners

ENGAGEMENT OUTCOME 2024 OUTCOME 2029 OUTCOME BEYOND We understand the biodiversity By 2024 we achieve no net loss of We are recognised as a leader in Biodiversity net gain baseline and have the right biodiversity across the network. land management for biodiversity. (2035). systems, resources and tools.

One-off or ongoing activity starts Outcome achieved by Activity that is repeated or regularly updated (e.g. every control period)

32 Southern We will create a cleaner, greener more socially responsible region, delivering sustainability benefits for our people, our passengers and our planet. We’re creating opportunities for on-site“ energy generation and reducing our carbon emissions, we’re minimising our consumption and increasing our recycling, and we’re working to protect and enhance our wildlife and nature leaving it in a better state for tomorrow than we found it today.

We know we can do more, so it’s important we create a culture that values environmental and social responsibility at every level. To enable this we’re getting brilliant at the basics, improving our sustainability training, communication, reporting and leadership.

33 Minimal waste and the sustainable use of materials

34 Minimal waste and the sustainable use of materials

We use lots of materials to build We have our own in-house processing facilities across the and maintain the rail network, rail network to allow us to reuse and recycle our materials Our key milestones such as ballast and have our own app to share surplus or spending around £7bn a year on our materials internally rather than buying new. Now is the 1. Map and prioritise materials and waste supply chain. Our activities produce time to challenge ourselves, reducing our use of resources streams within our supply chain by 2021 a lot of waste; 2.1 million tonnes in and set more stretching targets for how we manage 2. Circular economy policy in place for unavoidable waste and plastic pollution. reducing resource use and waste by 2022 2018/2019. We have to use less and 3. Adapt standards to include circular manage unavoidable waste better. We Our ambition is to reuse, repurpose or redeploy all surplus resources, minimise use of resources, design out waste economy aspects by 2023 have a huge opportunity to contribute and plastic pollution, and embed circular economy 4. Embed material re-use and redeployment to a more circular economy, where we thinking into the rail industry by 2035. To achieve this, we systems and tools into procurement extract fewer virgin resources from the need to bring the whole industry along with us. We will be process by 2024 setting high standards for our supply chain. We will work 5. Embed circularity metrics into decision planet, keep materials and resources closely with our suppliers, for example, to research and making by 2024 in circulation and waste to an absolute develop new, innovative secondary materials that reduce minimum. This action will also help our reliance on virgin materials and discover new ways 6. Reuse, recycle, or redeploy all our non- hazardous infrastructure materials by 2029 us significantly reduce our carbon of designing and building assets to keep materials and resources in use for longer. emissions. Measuring our performance From big changes on projects to working with retailers We have already made good progress minimising the Waste sent to landfill is already monitored and passengers to take small steps to reduce the amount amount of waste sent to landfill but we need to do more and reported on, with national and regional of waste in our stations. We want to form meaningful about the volume of waste we produce. In 2017/18, 98% targets. However, we know we need to set partnerships across the rail industry and infrastructure of our waste was diverted from landfill. As our assets last more ambitious targets for the future, and we sector to share resources, waste streams, and best for a long time, and are costly to replace, the re-use of key are currently developing these. practice. Our work on sustainable use of materials infrastructure materials like track and ballast is already supports our other priorities. Thinking about the ‘whole We will develop leading indicators, for core to how we work. life’ of assets and products helps to reduce carbon, example, proportion of procurement activities minimise waste and use of materials and be more resilient which include circular economy requirements to climate change in the long term. are being considered. In addition, we will create an overarching circular economy metric to embed into our reporting.

35 CASE STUDY Circular economy in practice

Track ballast is an important aggregate The AHDs process the material for Network Rail as it supports used ballast material the track by keeping it secure, helps alongside redundant with rainwater drainage and prevents railway sleepers and rail vegetation growth that could destabilise from maintenance and the track. Track ballast degrades over capital delivery projects time, so Network Rail's High Output to provide opportunities for Ballast Cleaning System is used across re-use – either back into the the network to maintain the track bed railway, in land reclamation or sold by cleaning the ballast and recovering on for re-use in heritage railways or good quality aggregate for re-use back construction. onto the track bed. Over the last 10 The benefit of this inhouse approach years, the High Output Ballast Cleaning to waste management is that waste is System recovered 2.6 million tonnes of moved up the waste hierarchy wherever track ballast for re-use back onto the possible and the financial returns from track, saving Network Rail £9 million in selling the redundant materials can be material costs. reinvested back into the railway. Applying Where the used track ballast no longer circular economy principles across all our meets product quality, the rejected waste streams will enable Network Rail to ballast is transported by rail to one of better identify waste materials as Network Rail’s nine aggregate handling a resource, adding value beyond its 90“ % depots (AHDs). intended purpose. of the public think it is important for us to send zero waste to landfill.

36 CIRCULAR ECONOMY ROADMAP We will reuse, repurpose or redeploy all surplus resources, minimise use of resources, design out waste and embed waste life-cycle/circular economy thinking into the rail industry by 2035.

2020 CONTROL PERIOD 6 2024 CONTROL PERIOD 7 2029 CONTROL PERIOD 8 2034 BEYOND

Adapt standards to include circular Improve product approval Develop process to reuse or All new infrastructure Map and prioritise materials economy (e.g. to extend lifetimes and process to ensure quality re-purpose excavation waste designed to be reused within and waste streams with embed active maintenance) for reused materials and soils more e ciently or outside rail industry supply chain Embed resource e ciency and modularity Trial product- Develop circular into design and procurement (e.g. tools as-a-service Embed entire asset/rail system economy policy like the Surplus App) contracts thinking into business processes

SYSTEMS

Set metrics for more circular use Increase use of of materials and products and materials passports designing out waste and product tagging Integrate circular Develop processes, indicators Circularity metrics economy metric into and tools better interrogate are embedded into O ce of Road and waste and resource data decision making Rail dashboard

DATA

Stakeholder mapping exercise Gain buy in from senior Engage with wider industry for innovation, (internal and external) leaders for priority areas collaboration and research and development

Sharing of best Engage with contractors, retailers, Training and practice to stimulate Train and Freight Operating awareness, in- Stakeholder mapping exercise Stakeholder mapping exercise culture change Companies to minimise waste and house expertise (internal and external) (internal and external) embed circular economy within Network Rail

ENGAGEMENT

2024 OUTCOME 2029 OUTCOME 2034 OUTCOME We have the tools and systems in We reuse, recycle or redeploy We have circular processes place to embed circular economy all of our non-hazardous in place for all of our non- into strategic business planning. infrastructure materials. hazardous materials.

One-off or ongoing activity starts Outcome achieved by Activity that is repeated or regularly updated (e.g. every control period)

37 Wales and Western Rail is fundamental“ to the solution when it comes to the big challenges of our age: biodiversity loss, carbon reduction and responding to climate change.

In Wales and Western we will lead the way, working with our industry partners to build a sustainable railway for the future that meets the needs of the people, communities and diverse landscapes we serve.

38 An organisation enabled to succeed

39 An organisation enabled to succeed

Our priorities – and the Early delivery of the commitments (i.e. plans supporting them before April 2024) will be important to create the right conditions for delivery – can only be delivered of our detailed plans. In many cases, successfully if we are an the commitments will also accelerate organisation enabled to the delivery of our plans, generating efficiencies and benefits. succeed. We have identified six enablers that will run To ensure the commitments are support the delivery of our successful we will make sure they priorities and ambitions. are owned, someone is accountable for them and they are managed Each enabler has a few and adequately resourced. commitments.

40 An organisation enabled to succeed

3. We will support our people by putting 1. People in place the resource to deliver the Our people are critical to our success and strategy; this means the right people in everyone has a role to play in making place, with the right tools, training and sure we meet our ambitions and deliver skills. Our sustainability experts across our priorities; our leaders to drive change, the organisation will share information our experts to advise, and our everyone and best practice. to champion environmental sustainable 4. We will set up a network of Green development. Support through training Champions for our priorities at all and effective internal communications is levels of the organisation including at key and these elements of our people plan a senior level. Green Champions will be will help us keep momentum. We need the able to make a difference to their local right culture to deliver the right outcomes. communities, share good practice and keep momentum on the delivery of our Our commitments: plans. 1. We will support our own people to 5. We will deliver engaging internal manage and reduce their own carbon communications to create interest in footprint (for example, through flexible the strategy amongst our colleagues working and reducing unnecessary as part of wider cultural change across travel). the business, sharing good news stories, highlighting best practice 2. All our executive leaders will have and generating momentum and environmental sustainability objectives excitement in our priorities. in their annual performance reviews and we will create a culture where everyone takes responsibility for the environment.

41 An organisation enabled to succeed

To show our commitment to delivering 3. Our financial governance processes 2. Funding and everything we do in an environmentally (e.g. our Investment Boards) will planning sustainable way we will take into account consider environmental sustainability natural capital when making investments issues in the same way they do We are funded in five-year cycles known as highlighted in the Government’s Green operational and performance impacts as control periods; we are currently in CP6 Book. We will also seek a dedicated fund in their decisions. which ends in 2024. We have made good during the negotiations with the DfT, 4. To secure funding for electrification we progress in previous control periods and Transport Scotland and the Regulator will work closely with the Department need to continue and accelerate the good for our CP7 funding. This will allow us to for Transport, Transport Scotland and work we are doing to deliver this strategy. support new and innovative projects that the Treasury to get buy-in to provide deliver environmental sustainability. Integrating environmental sustainability the evidence for the benefits and the ambitions, priorities and activities into business case. our planning process for Control Period 7 Our commitments: 5. We will put a case to funders to create (CP7: 2024-2029) will allow us to secure 1. Each priority area will become an an Environmental Sustainability Fund funding for our activities in the future. objective within the business planning to start in 2024. To ensure our business can focus on process that sits under the ‘strategic 6. Environmental sustainability will be delivery we will include the outcomes of ambition statement’. incorporated into the Whole Industry this strategy in our ‘strategic ambition 2. We will develop the evidence, business Strategic Plan (WISP), linking up plans statement’. case and measurable benefits in a across the industry and providing For large-scale infrastructure projects, bottom-up approach, to be included visibility of our priorities. called enhancements, the DfT and in the periodic review process. We will Transport Scotland use a different include environmental sustainability funding mechanism, the Rail Network considerations into all Strategic Enhancement Pipeline (RNEP). Finance Business Plans from the beginning of for projects such as electrification go 2021. through this process and it is critical that we put together strong business cases for this work to influence the decision-makers and secure funding.

42 An organisation enabled to succeed

We need to be an ‘intelligent client’ Our commitments: 3. Systems and specifying our outcomes needs and 1. We will review our standards to managing our supply chain to best processes make sure that they reflect our meet our ambitions and priorities. It Having the right internal systems and environmental sustainability priorities. is also important that environmental processes will help us identify, set up, We will also work with the RSSB to do considerations are delivered in practice supply, deliver and govern projects. the same for Railway Group Standards. and not value-engineered out. Our project management tools and 2. We will make sure that our Governance Once our projects are up and running, standards should make defining and for Railway Investment Projects process good governance is important. Whilst delivering environmental sustainability (GRIP) incorporates environmental our regions will be accountable for projects easier, integrating it into the day sustainability risks and opportunities delivering detailed plans, we will also take job rather than acting as an obstacle. throughout; from options generation to a company-wide view of progress at the Embedding environmental priorities in sustainable design. systems and processes will help us create a Environmental Sustainability Advisory 3. We will challenge our supply chain ‘line of sight’ between operations and this Committee (ESAC) and a whole industry to be more sustainable working in strategy. approach by incorporating our priorities into the Whole Industry Strategic Plan partnership, so our environmental The people who supply materials for our (WISP). sustainability objectives are work and projects are critical to us being addressed early in procurement and more environmentally sustainable. embedded throughout. Environmental We spend billions of pounds each year sustainability will be weighted buying resources, and if our suppliers are appropriately in all procurement green then we can be too. Environmental activities. considerations need to be addressed in 4. We will develop action plans for early stages of procurement and given a all parts of the business to deliver high priority. activities aligned with the priorities in this strategy and regional contexts.

43 An organisation enabled to succeed

4. Engagement Our commitments: 1. We will commit to involving interest We cannot deliver this strategy alone. groups and community leaders in our It is important to us to create strong activities, fostering innovation and partnerships across the industry and with collaboration. supply chain, local authorities, relevant agencies and interest groups. Working 2. We will actively look for opportunities with others will help us innovate, create to partner with our customers and efficiencies and deliver projects targeted neighbours to deliver environmental to devolved administrations and local sustainability improvements for the “ communities. We want to be easy to whole railway. engage with and dependable for our key 3. We will update our website, annually, 41% stakeholders. with progress towards our ambitions. of our regular We will share our progress with Passengers and the public have told us passengers believe stakeholders including local, national that they want to see the railways do more and social media. the railways make a to support our environment. If the public positive contribution have more information about what we are 4. We will work with passenger and doing to be more sustainable, they will feel freight train companies, ROSCOs and to society. better able to make green choices. our supply chain to develop solutions to As such, we are committed to sharing our environmental sustainability challenges progress, information on our contribution together. to society and the good news stories we have when delivering our priorities.

44 An organisation enabled to succeed

5. Technology Our commitments: 1. We will use our research and New technology and innovation will development fund to advance be critical to our ability to deliver our innovative projects and new ambitions. We can be innovative within technologies to support this Strategy. our organisation and working with our partners across the industry. If we signal 2. We will create a culture that to the market that we want new solutions encourages and supports innovation to our challenges, our supply chain will amongst our workforce including respond so we can make even greener and running competitions or creating cleaner choices. ‘hoppers’ where colleagues can suggest new approaches to our challenges. Our appetite to embrace new technology 3. We will proactively encourage will mean we can make some of the innovation in the supply chain through biggest improvements to people’s lives, sending clear signals to the market for example getting hydrogen trains onto on our level of ambition early on, our network. Throughout our plans we using outcome-based specifications in have identified areas where we want to procurement, setting up an ‘innovation implement new technology and we will challenge competition” and create the organisational culture and streamlining our product acceptance market environment to allow this to process. happen. 4. Working with passenger and freight operators, the supply chain and other industry partners, we will make sure we are able to be innovative and embrace new technologies that are aligned with this strategy.

45 An organisation enabled to succeed

6. Measurement Our commitments: 1. We will establish a clear picture of Passengers and the public want to know how we are performing and impacting how we are currently affecting their people and the environment (2020 environment and we should be open and baseline) and we will have the tools in transparent about our performance. To place to do this efficiently. improve our performance, we also need to 2. Across our detailed plans we will create know more about where we are starting stretching and measurable targets, from and where we want to get to. plotting our progress against the When we start any project, where relevant, baseline. We will make sure our targets we define how we will measure success are in line with our priorities. and what key performance indicators are 3. Transparency is important to us; we will required. These indicators will need to share our baseline, targets and current align to information and datasets that performance annually with the public, already exist so we can create a complete and we will actively encourage scrutiny baseline. and challenge of our work. Whilst we currently generate a lot of data 4. Our leadership teams will review our and information which tracks performance targets periodically to make sure we in different parts of our business it doesn’t are challenging ourselves and being always tell us how we are performing ambitious. We will use our data overall. Our data and key performance and information to provide internal indicators also need to paint a picture for assurance of progress against our our leaders and the public. We need to priorities. review our current measures, which are often tactical, and focus on a set that provide a strategic, top-down, view of performance.

46 North West & Central (NW&C) We have a passion in“ NW&C to be the instinctive industry leader for the environment and sustainability, delivering a cleaner, greener transport corridor throughout the Region.

We will achieve this by working in collaboration with our stakeholders and partners to develop compelling business cases to electrify the Chiltern and Snow Hill routes, whilst supporting our operating partners to use alternative energy sources such as battery or hydrogen on appropriate routes.

We will invest in our buildings and fleet to drive down energy use and carbon production through reduced consumption and increased efficiency. Using the power of all our teams, we will also reduce our impact on the communities that we serve creating opportunities for increasing biodiversity and improving air quality.

47 Definitions

48 Definitions

Low-emission • Scope 3 emissions relate to sources The fact that many of our railway assets The term “no net loss” means that if Railway that we do not necessarily control date back to Victorian times causes biodiversity is affected in one area, but have influence over. For example, challenges when dealing with the impacts it must be balanced by a gain in Greenhouse gases, generated by human emissions associated with the materials of weather. We can face challenges another area, so there is no overall loss activity like burning fossil fuels, contribute we buy, business travel, and supply keeping lines running smoothly when of biodiversity. Biodiversity net gain to global warming. These greenhouse chain activity which we can influence the weather is particularly bad which means that any loss to biodiversity gases are commonly referred to as through our procurement processes can cause delays. We term this ‘adverse must be compensated for by a bigger carbon emissions. Achieving ‘net zero’ including how we engage with our weather’ as opposed to extreme whether improvement in biodiversity elsewhere, carbon means getting a balance between suppliers and contractors. Scope 3 where storms, widespread flooding, ideally close to the site of loss. the emissions we create and those we emissions also include the electricity we extended heatwaves or snow can shut eliminate or offset for example, through buy and the diesel used to power trains down parts of the railway. Minimal waste and planting trees. Emissions are measured (traction energy). the sustainable use and reported across these three categories: Improved biodiversity “Air quality” is the term given to the mix of materials of component particulates, molecules of plants and wildlife • Scope 1 emissions are those we A “circular economy” seeks to move and gases in the air derived from sources directly emit. These will include fuel for “Biodiversity” is the measure of the away from ‘take-make-dispose’ and like diesel combustion engines. These can machinery on site, our cars and vans variety of plants and animals in the towards a system of designing out waste, significantly reduce air quality in areas (fleet) and things like air conditioning natural environment. A good level of keeping products and materials in use as where they are released, leading leaks in office buildings. biodiversity on land and in lakes, rivers long as possible, reusing, recycling and to negative effects on health like an • Scope 2 emissions are indirect and oceans, means it is more likely it is repurposing materials at the end of their increased risk of respiratory diseases. emissions created during the that a wide variety of different species of life rather than throwing them away, plants and animals will survive and thrive production of energy purchased by A reliable railway resilient and reducing the over-extraction of finite us, for example, to use in our stations, in the future. Biodiversity helps habitats natural resources. signalling systems and offices. We to climate change and ecosystems provide essential services for people including amongst other can influence the impact we have on “Climate change adaptation” is action things carbon storage, clean air and scope 2 emissions by purchasing lower taken to improve the resilience of food. It also underpins people’s wellbeing carbon energy and generating our own assets, networks and systems to future and is valued for its intrinsic worth. renewable energy. weather conditions. This means avoiding, The increasing loss of biodiversity from minimising or mitigating the impact of human activities is severely affecting the more severe or frequent adverse and places and economies in which people extreme weather events and gradual or live and work. erratic changes in weather patterns due to climate change. 49 CONTACT DETAILS

Network Rail Limited 1 Eversholt Street London NW1 2DN

Tel 020 7557 8000 networkrail.co.uk

Company number: 4402220 Registered in England and Wales Company number SC229780 Registered in Scotland 50