Network April 2015

APRIL 2015The mAgAzIne foR ouR PeoPLe

Also...All aboard for Freedom of Information

Customer focus – all smiles in Wales

On track with the high output team

Port side partnershow we are bringing freight back to the Port of Sunderland

2network / APrIL 2015

April 2015

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Lou Lander,freedom of Information request manager

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Contributor’s welcome

What’s making news across the business

network knowledge

TIckeTS, PLeASeFrom 1 April the three independent systems you use for booking hotels, trains and flights – MyStay, Railooto and GetThere – will be replaced by a single Capita system.

It gives you a single login for all booking systems, with more focus on safety. For overnight hotel stays we will use hotels with 24-hour receptions and on-site parking.

You will also be able to collect train tickets at one of 1,400 stations around the country.

Jim Carter, acting commercial director of National Supply Chain, said the five-year contract would deliver more than £6.5 million of savings. He said: “The system improves our reporting on travel expenditure, giving us greater confidence that we are delivering value to the taxpayer.”See the ‘help me with’ section on Connect for more information on how to register and use the new service.

On the cover: In a position of safety at Sunderland docks are Mark Bridel, Network Rail, Pete Stobbart, DB Schenker Rail UK, and Matthew Hunt, Port of Sunderland. See pages 10-13.

Sharing information isn’t always easy. As a business, sometimes the information we give out to the public doesn’t reflect well on us or tell the full story.

what does reflect well is being open and honest. It helps build public trust and understanding of what we do. Freedom of Information (FoI) is making us more transparent, but actually it’s just the natural progression of a journey we’re already on. read more about FoI on pages 16 to 18.

elsewhere in this issue we look at the transparent pay project (pages six and seven) and the work we’ve done to reconnect freight lines at the Port of Sunderland (pages 10 to 13).

we’re on track with the high output track renewals team on pages 14 and 15, and we meet waterloo station manager Mhairi Mackenzie (pages eight and nine), to see how a unique alliance is working to make improvements for passengers.

I hope you enjoy the issue.

mARk on PeRfoRmAnce RevIewS With the band 1-4 annual performance review window closing in April, chief executive Mark Carne is urging people to take the time for this “key lever for continuous improvement”.

Mark said: “As we head into preparing for band 1-4 end-of-year reviews and setting objectives for 2015-2016, I wanted to set out my expectations for how we manage this process.

“As a people manager, having great conversations with your team members is a critical part of your role – it is not something that should be taken lightly, rushed, or compromised through the time pressures of a busy schedule.

“As a team member, we all also have the same responsibility to make the most of these conversations. Please take time to prepare properly for this process.”

You can read the full message from Mark on Connect.

The band 1-4 annual performance review window is open until 10 April.



“Visualisation boards are making us more open about the way we work in Wessex.

“As the name suggests, the boards give people a visual representation of how we manage our business. They feature maintenance, safety and project information and make clear to all our people how things are progressing.

“We’ve been using them since October 2014 and the results have been brilliant. Boards are placed in open areas in our delivery units so when people walk past they can see within minutes what we are doing, where we need to improve and the actions we’re taking to do so.

“It’s helping people have constructive conversations about how we work and lets people see how their work is making a difference.

“The boards are giving us more control of the business as we are able to see progress on a daily and weekly basis, meet more often and make more frequent interventions.”

in the spotlight“We’re keeping it simple by sharing,” says Ivan Kimble, Wessex route infrastructure maintenance director

Full story on page 14

14,000 woRkIng To ImPRove The RAILwAyS ThIS eASTeR One of our busiest periods of track maintenance and renewal will be taking place this Easter as part of a huge investment in the network.

Major investment schemes at London Bridge, Reading, Watford and Liverpool Street will take place between Good Friday and Easter Monday at a time when passenger numbers traditionally reduce by up to 40 per cent.

Mark Carne said: “Our improvement programme, delivered by a 4,000-strong army of rail workers, is focused on

delivering a better service for passengers.”The company has been

communicating with passengers to share information about disruption this Easter.

Mark added: “I’d like to apologise to any passengers whose plans are affected by our improvement work, but I hope they understand this is a quieter time on the railway and we want to minimise the overall impact of these vital projects on passengers.”Keep an eye on Connect for updates on our Easter works.

foRTh BRIdge mARkS 125 yeARS A week of celebrations marked the 125th anniversary of the Forth Bridge this past month.

More than 500 bridge visits took place, raising in excess of £160,000 for charity. The celebrations included flypasts by a Spitfire and an RAF Typhoon.


Customer focus

Man in the middle

Paul hayes, a customer “referee” in wales, on how he’s helped create hundreds of happy faces


Paul Hayes is cut from a certain kind of cloth. No nonsense, bags of energy and a natural

‘can-do, will-do’ approach to his work. As a community relations executive

in Cardiff, Paul inherited 660 outstanding customers cases when he joined in 2014. That’s 660 unhappy customers. Seven months later, that figure is down to 170. He’s aiming to be in double figures by the time this article is published.

“It’s about breaking barriers down and doing what we need to do to get work done, to keep our neighbours and communities happy,” he says.

“I had some cases that had been outstanding for months. People were calling in daily, upset at our lack of action.

“Teams would not complete the work, no one was communicating – it wasn’t working.

“What I do is keep at it until we find a solution. I talk to teams, talk to customers, find ways round the barriers. There is always a way.”

Team work and tacticsPaul cites great team work – and tactics – for helping achieve results.

Describing himself as “like a referee”, Paul says he spends all day, every day mediating, making judgements and trying to be fair while keeping everyone happy. It’s no mean task.

“Yes, you need a lot of energy and

a thick skin in this job. Some days, you may not feel like being shouted at by customers but it’s my job to listen and find a way to help.”

A shift in approach“I think we need to be better at being more proactive. People are not being told in advance of work we’re doing. We need to tell them upfront, which will save a lot of work later.

“Also, we do so much great community relations work that we just don’t shout about. We need to tell people about the good stuff we do.

“Paul works closely with his infrastructure maintenance protection coordinator, Barry Hadley, to get work delivered around his patch.

“We act as a real team, working out which jobs to prioritise and where Barry’s team can best spend their time. If a customer is unhappy, I won’t let it go. I’ll do whatever I need to get it sorted.” n

Photographed in a position of safety, Paul (above right) and Barry (above left) work with unemployed people on disused track to help them develop skills and gain experience

it. We advised her what to do but she was not happy, ringing up angry every day. I decided to visit her to explain our stance. She went from looking like she wanted to

“A lady had been ringing up every day for 18 months,” says Paul. “We are carrying out station improvement works near her home and she believes we damaged

We’re listening

murder me to hugging me when I left – all in the space of one visit. She felt she was being listened to and understood and that made all the difference.”

david northey and katy downes speak about the project that aims to give colleagues a fair and transparent pay structure


Transparent pay

Your pay for your job


“Transparent pay was set up to improve fair and equal pay,” said David Northey, a TSSA (Transport and Salaried Staff Association) representative.

“It will give clarity on pay by making sure all new starters’ salaries are in line with the market for their profession

and with other people in the same role in the business.”

A joint working group was formed and tasked with looking at how the company paid people in management bands 1-4 and what was needed to deliver a fair, transparent pay system.

People on role clarity contracts in bands 1-4 will receive personal letters with details about the new pay structure, how it affects them and more information on the next steps of the process.

A lot of work has gone into transparent pay, as David explained. “I’m part of the joint working group for the project. Network Rail started working with the TSSA after the union ran a survey with its members and discovered there were some inconsistencies in pay for roles of a similar nature.”

Joint workingThe working group is made up of people from human resources and union representatives, including full-time officials.

“In the beginning we agreed the terms of reference for the group that allowed us to progress this complex project,”

said reward specialist Katy Downes. “Independent advisors were used

to evaluate new structure suggestions. This was vital in moving things forward. The overriding principle was, and remains, that our people are paid for the job they do.”

In March 2014, the TSSA described

fAST fAcTSTransparent pay

The project is focused on bands 1-4

The band 1-4 structure will continue, there will be narrower pay ranges in each band

It will give you visibility on which job is in each pay range, so if you want to apply for a role internally you’ll have a clear view of the pay range

No salary details of individuals will be published, only the pay ranges

Personal letters and a booklet will explain the new structure and where your role sits in it

Nobody’s base pay will be decreased as a result of the new pay structure.

find OUt mOreThere’s more information on transparent pay on Connect at connect/yourpay – you can also email the team at transparentpayproject @networkrail.co.uk

position in it and how their pay will be set and managed (while protecting personal privacy)

• regularly monitored to ensure pay ranges are in line with the external market

• as simple in design as far as possible.

Transparent pay will be: • underpinned by Hay

job evaluation, a global methodology used to put job roles into bands

• free from bias • clear – people will

understand the pay structure, their

transparent pay principles

the suggested structure as a “significant step towards equal pay for equal work”.

The project team has now mapped all jobs into the new pay structure. It is also making some changes to Oracle to help managers make consistent pay decisions in the future. After this, letters will be sent to people with a booklet to explain the new pay structure and where their role is positioned. There have been a number of briefings with line managers and HR business partners and there will be a series of local TSSA staff surgeries, where people will be able to learn more about the new pay structure.

Biggest change“This is the single biggest change programme to management staff pay since the introduction of role clarity,” said David. “We won’t be able to reach everyone through the briefings, so keep an eye on connect/yourpay to find out where your closest event is being held.

“There will also be telephone conferences and anyone with any questions or concerns can email the team.

“This project leads the way in how we can work together building trust and openness. It’s an exciting project and will bring transparency to the way managers in bands 1-4 are paid.” n

need tO knOWThe transparent pay project team is working with the TSSA and the business on how to implement the new pay structure and will be meeting the national management council in early April to discuss the proposed plan. The team will provide an update as soon as possible following the meeting.

With more than 100 million passengers passing through every year, Waterloo is Britain’s

busiest station. Area manager Mhairi Mackenzie

believes that a unique alliance agreement allows us to be completely joined up so we can deliver. A culture of openness is key to improving the customer experience as she explained.

“I lead all station operations here, both Network Rail and South West Trains.

“Our alliance arrangement helps ensure we can deliver the best we can for our passengers as we truly are one team.

“We’ve always worked together well but since the alliance the team has become even closer.

“All the data and surveys point to availability and helpfulness of our 300 staff as key factors in passenger


satisfaction at Waterloo. We place huge emphasis on the way our people engage with the public and ensuring we’re as open and communicative as possible, particularly at times when there are delays to services and the station gets crowded.”

we are stronger“Because the station is so busy, delays mean the concourse can fill up completely in just 10 minutes. It’s really important we manage that well and that, as an alliance, we are stronger.

“Talking face-to-face with passengers is always important, but when there are delays it is even more so.

“The alliance arrangement means there is consistency between Network Rail and South West Trains people in the station.”

How we’re working together to keep passengers happy at Britain’s biggest and busiest station

‘‘We’re one team’’

Meet the manager


mhairi (left) says the availability and helpfulness of our people at the station is key

special activities – for example our next forum will focus on the plans we have at Waterloo to increase capacity. So it’s about listening but also promoting issues that really matter to our customers.

“Ultimately, we’re focused on working together, every day, to make things better by opening up, talking to our customers and, just as importantly, listening.” n

I make the difference“Everyone has the same high-vis vest now to reflect that we’re one team and we’re currently delivering a training course called ‘I Make the Difference’ for everybody within customer service.

“This is because excellent customer service is as simple as making a positive difference to passengers when they use our station.

“Twice a year at the station we hold passenger forums on the concourse. These are great for helping us to understand what our passengers think.

“These all-day events involve managers from across the alliance – from fleet to stations to maintenance – meaning we have plenty of knowledge and information on hand.

“We also use it to communicate

Jeffrey Fry, passenger, Hampshire “I work in the City so Waterloo tends to be the station I use. It gets busy but you always get the impression that the staff are keen to help, the signage is always updated and the announcements are regular.”

Sally Daniell, passenger, Bristol “Waterloo is really handy for days out in London so we tend to come through once a year when we come to see family. It’s always easy to spot the staff in their blue high-vis jackets. It’s reassuring for passengers to speak with people in the know.”

get distressed at times, so it’s really important to be reassuring. If you give the right information, in my experience, people tend to appreciate it.”

Belinda Leo, customer service assistant, said: “Meeting and greeting is the focus of my job, when there is a passenger who needs special assistance. People

meet and greet


Freight focus

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In 1850, freight was thriving at Port of Sunderland, but by the mid 1990s the lines were being

used less and less. Eventually the tracks became disused

and vegetation claimed the land. Now, more than 20 years after the last trains left the port, we have helped to reconnect a key stretch of rail, which will help bring freight services back to the facility. We caught up with some of the key players in making it all happen.

matthew hunt, port director, Port of Sunderland“We have a clear plan for growth here at the port, and

rail is a big part of that. With so many old rail lines there’s always been the potential for us to start using them again.

“When the council purchased a key bit of land at the port it paved the way for us to get things moving. I got in touch with Network Rail and told them that we needed this line. From that moment on the team was fantastic.

“We’re working hard to make this a port of choice for businesses around the world. You can walk to the city centre in 15 minutes from here – there aren’t many ports around the world that can boast that.

“This is a 265-acre site and we handle more than 700,000 tonnes of cargo every year. In the future, thanks to rail, we’ll be able to increase that amount.”

mark Bridel, route freight manager, London north eastern“When we received the

call from Matthew we assessed the feasibility of future traffic and agreed that the time was right to help the port with its aspirations for both seaborne and domestic rail traffic.

“We looked at the work required and agreed funding sources through the route asset manager teams.

“It was agreed the former two-track mineral line would be re-established as a single-track line, which maintained connections to the DB Schenker Rail UK-leased site at Londonderry Sidings.

“Throughout the process from inception to the Secretary of State’s visit – which was marked by the first rail movement on the branch for 20 years – this has been a truly collaborative effort. I’m proud to have been involved in re-introducing freight traffic to Sunderland docks.”

Pictured in a position of safety at the Port of Sunderland, matthew hunt, Pete Stobbart and mark Bridel walk alongside some of the facility’s disused rail


the marine service manager at the port, was extremely helpful to the team, providing security for our equipment and making us feel welcome.

“The port even offered to loan any equipment it had on site to help us to deliver the work. It really has been a team effort and we’re excited to be a part of the port’s growth.

corey white, technician, works delivery“When we arrived on site we were faced with a massive

amount of vegetation to clear. We spent around two weeks cutting back the vegetation and clearing the site.

“We spent an extra week using different equipment to carefully remove the stumps in the ground. We had to take

gary costello, programme manager, works delivery “We were working to establish half a mile of rail. There were

a few things that needed attention – signalling, track and structures including under bridges needed looking at.

“There were a few challenges along the way and one or two of these added to the amount of work we had expected, but everyone was determined to get this delivered.

“There is still some work to do, including lineside fencing. With no trains running along the site for more than 20 years, it has become a bit of a dog-walkers paradise. We need to ensure the area is completely safe before it becomes fully operational.

“Once we arrived on site, Neil Mearns,

we worked with the Port of Sunderland and dB Schenker Rail uk to clear vegetation and ready the track for future use

Freight focus(continued)


fAST fAcTSPort of Sunderland

The port saw almost half a mile of rail lines reconnected by our works delivery team

Port of Sunderland already handles more than 700,000 tonnes of cargo each year but will be able to increase this by offering road, sea and rail freight services

Work begins on the third Wear crossing in 2015. This new bridge will better connect the port to trunk roads like the A19 and A1, ensuring that access is as straightforward as possible.

our time to ensure we didn’t damage the existing track.

“Once we cleared the way we were able to lay track and start work on reinstalling the signalling supply. In all, the work took us around six weeks.

“It’s been a really exciting project to work on and one the works delivery team has been able to see through from start to finish – something that isn’t always possible.

“I only live 15 minutes away from Sunderland, so it’s been great for me to work on something important like this so close to home.”

Pete Stobbart, driver instructor, dB Schenker Rail uk “I have a personal interest in the port. As a driver in the

1980s and 1990s I drove a lot of trains to and from the Port of Sunderland.

“When I heard Matthew Hunt was involved with getting trains back here, I was very excited. I have seen Matthew transform the Tyne docks with similar projects in the past.

“From DB Schenker Rail UK’s perspective, getting trains back here is very important and we’re working hard to give support wherever we can. We have a long-term lease on Londonderry sidings and are clearing that site to deal with freight to and from the port in the near future.

“The line Network Rail has reconnected will mean we can pick up cargo at the port and transport it anywhere in Britain or Europe. It’s good for Sunderland, good for Britain and good for Europe.”

Above: the first train pulls into Sunderland’s docks for the first time in more than 20 years. Left: mark Bridel, Pete Stobbart and matthew hunt Right: gary costello and corey white

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High output

As night falls, hundreds of our people prepare to replace ballast, sleepers and rail across the country. we caught up with the high output track renewals team to hear how it’s going from strength to strength

While you were

sleeping...


find OUt mOreHead to YouTube to see the team in action and learn more about the factory trains: tinyurl.com/NRHighOutput

fAST fAcTSHigh output track renewals

Of the 1,200 people in high output track renewals, 800 work in possessions each week

More than 500 AmeyCOLAS contractors who were working in the team have been brought in house

The fleet of six factory trains replace up to a mile of ballast and three quarters of a mile of rail and sleepers each midweek night, with more at weekends.

Chances are, while you were sleeping last night, a mile of ballast was replaced and

hundreds of metres of new track and sleepers were installed – all thanks to the high output track renewals team.

With 1,200 people and a fleet of six factory trains, the team works through the night to upgrade the railway in six of the network’s eight routes, with minimal disruption to passengers.

“By late next year, we’ll be operating across all routes,” said Ben Brooks, project director. “We have one of the biggest high output fleets in the world, with more growth on the way.”

Super six – soon to be seven The team currently has four ballast cleaning systems (BCS) and two track renewal systems (TRS) in its fleet.

Ben explained: “BCS trains sieve and replace ballast, typically processing 1,000 tonnes of both new and life-expired material each night. The TRS removes old rail and sleepers and replaces them with modern assets that last longer. The systems bring safety and performance benefits as fewer people need to work trackside and we can run trains on adjacent lines while we have possessions.”

With demand for their services growing, the team has ordered a new BCS – due to come into use in 2016 – and has brought more than 500 contractors in house.

world leadersThe insourcing of the AmeyCOLAS contractors in March was the biggest people transfer into Network Rail since the phased insource of maintenance activities in 2005.

Trevor Vallis, assistant track maintenance engineer, Newbury “From a track engineer’s perspective and having had many miles of my track treated by the high output team, I have to say they’ve been a godsend to our section. We’d never of coped with all our issues regards track quality faults without having the team carry out such a successful campaign.”

Adam Batson, operations standards manager “I’m a bit apprehensive about moving from AmeyCOLAS to Network Rail but I am confident it will be better for everyone. We’ll grow better together as a team.”

neil Rushforth, site manager“Everyone is fearful of change but this is a good change. For me, it’s very much business as usual – we have a job to do and will continue to do it. Hopefully this move will help us do it even better.”

How do you feel about crossing over?

Ben added: “With the purchase of the new ballast cleaner and bringing more of the team in house, we’ll have greater opportunity to drive continuous improvement in both safety and performance on site. We’ll also have more direct control of operations, which will make us more efficient.

“The new ballast cleaner will boast the latest technological advances in track renewals, benefiting from reduced fuel consumption and emissions, and incorporating measures to reduce workforce exposure to ballast dust.

“It allows us to add the third rail DC electrified network to our programme so passengers south of London can start to see the benefits, too.

“We’re leading the world, completing mechanised track renewals overnight in short duration access and handing back the railway at higher speeds than possible when using conventional methods of replacing track.”

The chances are, while we sleep tonight, miles more rail, sleepers and ballast will be renewed – all thanks to our high output track renewals team. n


We are now subject to the Freedom of Information (FOI) Act, which means significant

changes in the way we handle requests for information.

Lou Lander, FOI request manager, met technician Ollie Harris at Bletchley delivery unit to explain how the new FOI team will deal with requests and how it affects all of our people.

ollie: “I’ve seen stories about FOI on the news over the years and have seen it mentioned on Connect, but what actually is it?”

Lou: “FOI has been around for about 10 years now and means any person anywhere in the world can ask public

bodies for information and we are obliged to respond within 20 working days. This affects us now because of the reclassification of the business as a public sector organisation in September 2014. When the act came into effect in 2005, public authorities were given five years by the government to get ready – we’ve had six months. But we’ve been voluntarily answering requests since 2012 so this is just the next step.”

ollie: “What sort of requests are you expecting and who is likely to make them? ”

Lou: “There could be requests for absolutely anything and we’re expecting between 5,000 and 6,000 cases a year.

AnY qUestiOns?The freedom of Information Act affects everybody

Freedom of Information


we’ve been voluntarily answering requests for information since 2012

We’re accountable to the public for the service we provide. They will want to know how we work, how we make decisions and how we spend money.”

ollie: “Presumably people with an interest in what we do, like journalists, are going to be making a lot of the requests?”

Lou: “That’s right – journalists are big users of FOI because it gives them more direct access and allows them to explore matters of public interest. This means FOI is an opportunity for us to be open and to demonstrate what we do.”

ollie: “But surely that’s mostly going to affect the office-based staff, rather than those of us doing technical jobs?”

Lou: “A large number will focus on national issues and senior staff, certainly. But we’re all part of Network Rail and accountable to the public. They will make requests about local issues just as important to them as national events. In your job, do you have to file reports?”

ollie: “Definitely. When I sign a piece of equipment in, I’m signing to say it’s safe to use. There are reports and information for everything.”

Lou: “There you are. Safety is such a priority for us and of great interest to the public and your work is a vital part of that. That’s where the information you’ve included in your reports becomes so important.”

ollie: “That could be a bit worrying for those of us on the front line.”

Lou: “There’s no need for anyone to be worried. While we want to release as much information as possible, the act allows us to protect information that would be harmful to give out.

“If a request asked how much Ollie Harris at Bletchley earns or what repairs he has been involved in, this would be your personal information and it wouldn’t be fair to disclose it. But they might ask for information about projects you’ve been involved in. So, we’d be relying on your information in that way.”

ollie: “What should we be particularly keeping in mind?”

Lou: “Information management – ensuring you store things so they’re accessible if a request came in. And emails – they are always a popular request from FOI so when you write an email, consider if you would be happy with the content being publicly disclosed.”

ollie: “Are there any benefits to the business from FOI?”

Lou: “Certainly. While it may seem like a lot of hard work providing all of this information, transparency has been a priority for the business for years. FOI is tied in to our values as a business, especially safety. We are committed to being open and transparent – FOI will be another string in our bow and, ultimately, make us a better organisation.”

Ollie Harris, signals and telecommunications technician, Bletchley “I’m very much a front line worker – my job is making sure equipment is working and safe. After all, the public wants to know we can safely run trains at 125mph.”

Lou Lander, FOI request manager “I’ve worked in FOI for more than 10 years for bodies including the Met Police and BBC. I also used to be an archaeologist, so I’m used to digging around.”


Freedom of Information(continued)

“There’s no such thing as a typical FOI request,” said Lou. “Everything from the salaries of senior staff to expenditure on travel and refreshments is likely to come up.

“In January, we received a request for information on all recorded incidents relating to level crossings in Lincolnshire

for 2012, 2013 and 2014.“We took the first step of getting in

contact with the subject matter expert for that route and the contacts and communities team.

“They came back to us with the data and we analysed it, prepared it and responded to the writer.

“Interestingly, in this case the figures showed an increase from 66 in 2012 to 73 in 2013 before a spike to 2,821 in 2014.

“This doesn’t look great but we explained that a new more accurate and safe reporting tool was introduced in 2014 that identified many more incidents.”

An exAmPle Of An fOi reqUest

tHINGSyou need to know about...

5freedom of information (fOi)

what is foI?This means anyone, anywhere, will have the right to ask for any recorded information or data, and we will be legally obliged to respond to them within 20 working days. The act is fully retrospective so information of any age can be requested. The response must be the information requested or an explanation of why we are unable to provide it.

when does it come into effect?Officially it came into effect on 24 March, but we have been answering requests

as if we were FOI compliant for some time as part of our transparency agenda. In this sense, FOI will be a continuation of what has already been done.

Are there any things we can’t disclose?There are 24 exemptions provided by the act. These include personal and commercially sensitive information. However, the position of the business is to seek to be as open and transparent as possible and we cannot protect information from disclosure just because it could harm our reputation.

who is responsible for foI requests?The central FOI team will handle all requests for information and responses.

why is this important to everyone ?Everybody – from office staff to people on the front line – has access to and responsibility for information of some kind and to some extent. It is possible this could be the subject of a request for information, so it is important all of our people are aware that this information could make it into the public domain.

find OUt mOreRead more about FOI by searching ‘Freedom of Information’ on Connect. You can email the FOI team at [email protected]


network news

harbury: The line between Leamington Spa and Banbury opened three weeks ahead of schedule on 13 march. our teams worked around the clock to reopen the line, enabling key services to run between Birmingham and London marylebone and from the south coast to the north of england.

Have your say: Apprentices

Scotland: colleagues north of the border have been working closely with Abellio, recently-announced holder of the ScotRail franchise, to form a new alliance. The alliance has named Phil verster as its managing director.

Liverpool to manchester: Passengers are now travelling on electric trains between Liverpool Lime Street and manchester Airport following the completion of work on the line.

Business critical Rules: chief executive mark carne visited colleagues at clapham delivery unit to hear how the Business critical Rules programme is changing the way we work on track. he heard from route asset manager colum cavanagh, who explained how the rules are helping drive up safety and performance while saving our business money.

wales: The welsh Route Study has been published, outlining a range of options designed to help meet rising customer demand. These include major redevelopment of cardiff central station.

emma Taylor graduated from our engineering Apprenticeship Scheme in 2009 and is now a national aerial survey specialist

“The apprentice I had the pleasure of working with has been fantastic. It is a shame the company couldn’t keep hold of all of them for one reason or another.”Paul cox, milton keynes

“I was fortunate to be selected for the 2008/09 intake, the academy is an excellent facility run by a great number of dedicated staff, and while the majority of real learning is done in years two and three, regular trips back to Gosport ensure this is backed up with official certification. However, the real challenge is what to do once the apprenticeship is done.”graham konstandelos, doncaster

Connect delivers breaking news and company updates daily to our 34,000-strong team. It also

gives you the chance to have your say on topics that matter to you. This past month, Connect marked national apprenticeship week with a series of articles and a reader poll. Here’s what people had to say:

“Ex-apprentices Ian Miller, Sam Randall, Steve Cochrane and Luke Swinney have all worked for the signals and telecoms works delivery department at the Plymouth delivery unit. They are a credit to the scheme, and it’s been a pleasure to meet them and work with them.”Andrew wall, exeter

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Network April 2015

Documents

Transcript of Network April 2015