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Chairman's Statement (13 kb) BACK TO REGULATORY PAPERS Volume 01 (3,414 kb) BACK TO CORPORATE Volume 02 (3,782 kb) DOCUMENTATION Regional Summary London and South East (1,967 kb) Regional Summary Midlands (904 kb) Regional Summary North (921 kb) Regional Summary Scotland (3,431 kb) Regional Summary South West (794 kb) Regional Summary Wales (761 kb) site by privacy statement | contact Railtrack PLC | legal notice | (c) 2001 Railtrack PLC vardus http://www.railtrack.co.uk/our_business/corp_doc/archive/network_man_state2000.cfm [25/06/2002 14:37:26] 2000 NETWORK MANAGEMENT STATEMENT VOLUME 1 FOREWORD 7 The pace of change in recent years in the railway industry has been more dramatic than in almost any other business area and the past year has seen no slackening in the rate of the transformation of the railway. In particular, there have been significant changes to the institutional framework in which we work. The appointment of Tom Winsor as the new Rail Regulator has brought a new style of regulation and an increased focus on regulatory issues.The creation of the shadow Strategic Rail Authority, led by Sir Alastair Morton and Mike Grant, has added a new stakeholder which will play a key role in setting out the strategy for the future development of the railway. At the same time, rapid growth in rail usage has continued. Taken together with the Regulator’s review of access charges, these developments have meant that we are working in a less certain climate.While the Regulator’s provisional conclusions, issued in December 1999, brought some welcome clarity, the coming year will require crucial decisions on the kind of railway the nation needs. In particular, the question of the future funding of the development of the railway will need to be resolved. A fair financial framework will be essential if Railtrack is to be able to fund the enhancement of the network that the country and the travelling public wish to see take place. As a pre- requisite, it is vital that the recent decline in Railtrack’s share price is reversed, and that a sustainable single A credit rating is in place. Within that context, we have been working hard to improve the performance of the railway and meet our public service obligations as stewards of the network. Over the past year, we have seen reductions in delays, a decrease in the number of broken rails and an increase in investment to £2bn (including CTRL).We are also developing the network with 25% of CTRL completed, work starting on the upgrading of the West Coast Main Line at Birmingham, Manchester and Euston, and £31M spent on the initial work on enhancing the East Coast Main Line. However, our perspective on the year is inevitably dominated by the tragic accident at Ladbroke Grove. Safety has always been our key priority, but the whole industry is reviewing its management of safety and we are determined to learn the lessons of the accident. Our commitment to running a safe railway is absolute. Sir Philip Beck CHAIRMAN March 2000 2000 Network Management Statement for Great Britain 11 Sustaining and developing Britain’s rail network 2000 Network Management Statement for Great Britain volume volume 1 The 2000 Network Management Statement outlines our plans for the management of railways in Great Britain. It expresses a shared industry vision for a major network expansion to carry more passenger and freight trains with greater reliability, reduced journey times and improved station facilities volume volume Executive summary Introduction Sustaining the network pages 8–17 pages 18–25 pages 26–55 Executive summary Introduction Planning and delivering a sustained Periodic review of Railtrack’s access network charges Measuring network outputs Response to Regulator’s provisional Punctuality conclusions Network capability Summary Asset condition Asset condition in the next control period Railtrack’s safety plan Environment Expenditure plan 2001/02–2010/11 Promoting growth 1 Developing the network Freight Abbreviations and glossary pages 56–105 pages 106–125 pages 126–132 Introduction Introduction Assessing future demand Understanding the rail freight market Route Strategy analysis Freight routeing strategy Increasing network capacity Gauge enhancement Network level capacity issues Progress over the past year Cost estimation Improving access to the network Evaluation of options Summary Committed enhancement schemes Options to enhance the network sSRA and franchise replacement sSRA incremental outputs Stations Station condition and facilities Major stations Delivering the options The way forward For complete details of Customer Plans, Zone Plans and Route Strategies, please refer to Volume 2 of the 2000 Network Management Statement. VOLUME 1 2000 NETWORK MANAGEMENT STATEMENT 6 2000 NETWORK MANAGEMENT STATEMENT VOLUME 1 FOREWORD 7 The pace of change in recent years in the railway industry has been more dramatic than in almost any other business area and the past year has seen no slackening in the rate of the transformation of the railway. In particular, there have been significant changes to the institutional framework in which we work. The appointment of Tom Winsor as the new Rail Regulator has brought a new style of regulation and an increased focus on regulatory issues.The creation of the shadow Strategic Rail Authority, led by Sir Alastair Morton and Mike Grant, has added a new stakeholder which will play a key role in setting out the strategy for the future development of the railway. At the same time, rapid growth in rail usage has continued. Taken together with the Regulator’s review of access charges, these developments have meant that we are working in a less certain climate.While the Regulator’s provisional conclusions, issued in December 1999, brought some welcome clarity, the coming year will require crucial decisions on the kind of railway the nation needs. In particular, the question of the future funding of the development of the railway will need to be resolved. A fair financial framework will be essential if Railtrack is to be able to fund the enhancement of the network that the country and the travelling public wish to see take place. As a pre- requisite, it is vital that the recent decline in Railtrack’s share price is reversed, and that a sustainable single A credit rating is in place. Within that context, we have been working hard to improve the performance of the railway and meet our public service obligations as stewards of the network. Over the past year, we have seen reductions in delays, a decrease in the number of broken rails and an increase in investment to £2bn (including CTRL).We are also developing the network with 25% of CTRL completed, work starting on the upgrading of the West Coast Main Line at Birmingham, Manchester and Euston, and £31M spent on the initial work on enhancing the East Coast Main Line. However, our perspective on the year is inevitably dominated by the tragic accident at Ladbroke Grove. Safety has always been our key priority, but the whole industry is reviewing its management of safety and we are determined to learn the lessons of the accident. Our commitment to running a safe railway is absolute. Sir Philip Beck CHAIRMAN March 2000 executive summary VOLUME 1 2000 NETWORK MANAGEMENT STATEMENT 10 EXECUTIVE SUMMARY Executive summary • Outlines our methodology for assessing social and environmental benefits • Highlights the importance of integrating investment arising from In last year’s NMS, we set out a £27bn, ten-year programme of the franchise replacement process into our programme infrastructure-related expenditure comprising £6.4bn for • Is a key input into the Regulator’s periodic review of access maintenance, £10bn to renew the existing network and a further charges which must provide Railtrack with sufficient financing to £10.7bn for enhancing capacity and capability. Since then, including deliver this investment via an appropriate incentives structure. the Channel Tunnel Rail Link (CTRL), we have invested £2bn on renewing and enhancing network infrastructure and plan to DEVELOPMENTS IN THE LAST YEAR increase this to £2.5bn in 2000/01, over three times the level The last year has seen dramatic changes in the way we manage achieved four years ago. the company with the recruitment of new people and the We have undertaken further studies to assess market implementation of new systems and processes.The most significant prospects for passenger and freight traffic on rail, taken forward changes have come in our new approaches to managing train our Route Strategies with customers and funders and spent £70M performance, our maintenance contractors and to the delivery of on detailed feasibility work.We have also fundamentally changed our investment programme. our approach to capital planning, cost estimation and project Our public service obligations are our top priority. Since the delivery. publication of our NMS last year, we have: Over the next