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Network Rail Infrastructure Limited – Annual Return 2020 719 KB Annual Return 2020 Contact us Network Rail owns, operates and develops the railway infrastructure in Britain and manages 20 of the largest stations. Other stations are managed by Train Operating Companies, which sell tickets to passengers and operate passenger services. Freight Operating Companies operate freight services. To contact us about a safety concern, general queries or to make a complaint about one of our managed stations, please visit our website or call our 24 hour national helpline: 03457 11 41 41 Our website provides guidance on activating Type Talk facilities and live chat. More information about Network Rail is available on www.networkrail.co.uk We also publish information on the transparency page of our website and we are subject to the Freedom of Information Act 2000 and the Environmental Information Regulations 2004. More information about how to make a Freedom of Information request is available on the Freedom of Information page of our website Email [email protected] or: Post Network Rail, Freedom of Information 1st Floor Willen, Area C The Quadrant: MK Elder Gate Milton Keynes MK9 1EN Network Rail Infrastructure Limited – Annual Return 2020 1 Contents Overview .................................................................................................................................................................................... 3 National scorecard ................................................................................................................................................................ 6 Safety .................................................................................................................................................................................... 7 Occupational Health ....................................................................................................................................................... 8 Train Performance ........................................................................................................................................................... 9 Locally driven measures ............................................................................................................................................. 12 Financial Performance ................................................................................................................................................ 13 Investment ....................................................................................................................................................................... 13 Asset Management ...................................................................................................................................................... 16 Regional comparison ........................................................................................................................................................ 19 Eastern .................................................................................................................................................................................... 20 North West & Central ....................................................................................................................................................... 25 Scotland’s Railway ............................................................................................................................................................. 31 Southern ................................................................................................................................................................................. 35 Wales & Western ................................................................................................................................................................ 40 Freight & National Passenger Operators ................................................................................................................. 45 System Operator ................................................................................................................................................................. 50 Network Rail Infrastructure Limited – Annual Return 2020 2 Risk Management Maturity Model and Train Overview Accident Risk Reduction milestones. In 2019/20 we exceeded our scorecard targets The Annual Return reports on our key for both of these measures. We also activities and performance from 1 April launched our new level crossing safety 2019 to 31 March 2020. It formally reports strategy December 2019, as part of our work progress against our Control Period 6 (CP6) with industry partners aimed at improving Delivery Plan including national, regional, level crossing safety. System Operator (SO) and Freight and National Passenger Operator (FNPO) Tragically, two of our colleagues Gareth scorecards. To support this document, we Delbridge and Michael ‘Spike’ Lewis died have published Annual Return data tables, after being struck by a train in Margam, and our Annual Report and Accounts and South Wales on 19 July 2019. On 8 April Regulatory Financial Statements include 2020, Aden Ashurst, a colleague working for more detail on financial performance. AmcoGiffen, was fatally struck by a train in Roade, Northamptonshire. Our thoughts are We know it’s important that we put the with everyone affected and we will continue people we serve at the heart of our decision to work towards a safer working making. That’s why we’ve changed the way environment. The Track Worker Safety Task we’re structured this year. As part of the Force, established in July 2019 to review our Putting Passengers First programme , we safety practices, is working to understand created a new structure to enable us to be the underlying causes of these accidents so more responsive to passengers, freight users that we can quickly address them and keep and the communities we serve. In June 2019 our colleagues safe. we created five new regions (Eastern, North West & Central, Scotland’s Railway, Southern We know that what passengers care most and Wales & Western) each with its own about is having a reliable journey. managing director and management team. Unfortunately, it has been a mixed picture There are now 14 new routes committed to across the network this year and not enough delivering the best possible service, with passengers are seeing the improvements responsibility for operations, maintenance they deserve. Nationally, punctuality for and renewals across the regions. This new passenger trains improved in 2019/20, and structure will allow us to work closer to four out of five regions delivered improved customers and ensure that activities and On Time passenger performance compared roles sit in the right place in the organisation to the previous year (the percentage of to drive up performance and delivery for our trains arriving on time at stations). Although customers. This will also help build the right this improvement is promising, we did not capabilities in the right places and empower meet all of our scorecard targets in England our front-line colleagues. and Wales (falling short of our baselines in Eastern and North West & Central), or our Alongside great service, the safety of regulatory target in Scotland. We still need passengers, the public and our colleagues to do more to deliver better train will always be critical. Our scorecards performance for passengers and freight measure the steps we are taking to manage users. and improve health and safety, through the Network Rail Infrastructure Limited – Annual Return 2020 3 Our management of the railway money to re-invest in the railway. This is a infrastructure is linked to train performance. very positive start, but we still have more to Our renewals programme progressed well do to achieve the target of £3.5 billion of and the number of service affecting asset savings over the course of CP6. We are failures is continuing to reduce and was becoming more efficient by using better than target. However, the knock-on state-of-the-art hardware and software, effect of those failures on a busy network is alongside innovative processes. New increasing. Extreme weather (hot weather technology is allowing us to work faster and during the summer of 2019 and wet weather more safely, enabling us to proactively and storms later in the year) impacted asset maintain railway infrastructure and better reliability on some critical lines causing target our maintenance and renewals work, widespread disruption to passengers’ reducing the risk of disruption for passengers journeys. This had a significant impact on and freight users. This is supported by performance in Eastern region and the improving our contracting and procurement importance of improving the resilience of strategies and securing better deals with our our whole network to extreme weather supply chain. Extra costs and reductions in conditions, against a background of climate income incurred as a result of the COVID-19 change, has been brought into sharp focus. pandemic is a material headwind to the We are working to improve the resilience of delivery of our plans. We will report in more assets, such as improving drainage systems detail on the impact that COVID-19 has had and raising signalling equipment so that it is on Network Rail in our Interim Business more likely to be above floodwater if Performance Report that will be published in flooding occurs. the autumn. In North West & Central, the complexities
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