Network Rail monitor

The Network Rail monitor is an important tool we use to hold Network Rail to account. We publish the monitor quarterly. It sets out how we think Network Rail is doing in delivering its obligations to its customers and funders and highlights any areas of concern.

Network Rail monitor publication dates are also available.

The latest monitor is for Q2 2009-10.

• Network Rail monitor Q2 2009-10 (PDF)

A summary for Great Britain follows below. Click on the headings to navigate to the main sections of the publication.

Great Britain summary

Customer service

For all the improvements that Network Rail has delivered in operational performance and asset condition, it is still seen by those closest to it - the passenger and freight train operators - as too often unresponsive to their needs, and thus to those of the customers they serve. The company acknowledges this and has made developing a service culture one of the key elements of its transformation programme. We fully support the aims of the programme and we are keeping a close watch on its progress.

Train service performance - PPM

Network Rail and train operators together delivered a second quarter of record train service performance. Q2 performance was generally good for all train operators and across all of the measures for which we set requirements in our CP4 determination. Some of the improved performance is directly related to investment in more reliable equipment, both on the trains and on the infrastructure, but much is down to a better focused and more rigorous approach to operational performance management itself.

The moving annual average PPM for the network reached 91.3%. The likelihood of a train being late or cancelled has fallen by more than one third in the last four years. At this point Network Rail is on course to achieve the PR08 requirements for 2009-10 in Scotland and for all three England & Wales sectors.

Performance for Virgin Trains was much better in Q2; for the quarter itself PPM reached 90.7%. Key factors have included removal of temporary speed restrictions, replacement of some ageing components and deployment of fast response teams at key locations. Performance is also benefitting from the new GSM-R cab radio system. However Network Rail has yet to resolve all the technical problems affecting axle counters and it will be important that performance reaches levels where the additional trouble-shooting teams can be stood down.

Cancellations and Significant Lateness (CaSL)

CaSL remains on course to achieve our end of year requirements in all sectors. Virgin Trains improved markedly with MAA down to 6.4%, though it remains the worst performer in its sector.

Network Rail delay to passenger and freight trains

Delay caused by Network Rail to passenger trains is down 7.7% on a year ago and is on course to improve on the maximum specified in our CP4 determination, despite the network being busier than a year ago. Track and network management have seen the greatest improvements. Delay to freight trains (normalised per 100 train km) remains on course to meet the maximum delay specified in our CP4 determination.

Network availability – reducing disruption

The measures of passenger and freight service disruption from engineering work are both falling faster than the trajectory we set for CP4. However the volume of engineering work has been lower than we assumed when the profile was calculated, as Network Rail has deferred work to later years. This will increase the challenge it faces later in the control period, as it must continue to keep within our trajectories throughout.

Enhancements – quality and whole-life costs

We commissioned quality reviews of two enhancement projects by the independent reporter. This was to see whether they have been designed, specified and installed to the appropriate quality, so delivering minimum life cycle costs. Final reports have been issued and summaries are on our website. We are considering the reporter’s findings and will return to this subject in the next monitor.

Enhancements – change control

The delivery plan provides clarity to rail users, funders and other industry parties on Network Rail’s plans. It provides the basis against which we are monitoring Network Rail’s delivery of its obligations. There are significant changes in what funders are seeking from Network Rail, such as cancellation of the Glasgow Airport rail link branch and plans for additional electrification. Given the complexity of carrying out a major enhancement programme on a congested network it is essential that changes are properly integrated into Network Rail’s overall plans in a timely and robust way. Network Rail needs to discuss such changes with relevant stakeholders, including Passenger Focus where appropriate, and to submit them to ORR for approval. Changes that we have approved will be published on the company’s website. We will continue to enforce delivery of previously committed outputs until changes to the delivery plan are approved through this process.

GSM-R programme

The technical challenges of this project appear to be under control. The call misrouting problem, a Europe-wide issue, is now understood with design criteria to control the risk properly. Virgin Trains is seeing performance benefits from fitting GSM-R on West Coast (South).

The project now needs to move on to demonstrate acceptable levels of in-service reliability and to rapid, mass rollout of cab fitment and infrastructure. This will realise safety benefits as GSM-R has better functionality than any existing system for dealing with problems and emergencies. It will realise performance benefits on large parts of the network. Critically, it also provides a replacement for systems using radio frequencies due to be reallocated in 2012. Ingenuity and cooperation on all sides are important to ensure that the rollout proceeds smoothly and at economic cost. With some exceptions the necessary commercial agreements between Network Rail and train operators have proved difficult to reach, although there are recent signs of better progress and the risk that Network Rail may have to resort to formal dispute resolution may now be receding.

Thameslink

Infrastructure, rolling stock and timetabling aspects of this large and complex programme need to be carefully aligned. We have secured the establishment of a new systems integration assurance function which has made a good start. Although the programme has progressed reasonably well there are areas where projected costs exceed budget. Network Rail and the Department for Transport are working closely to challenge these costs. We will be liaising with the Department, particularly on the implications of any changes for Network Rail’s delivery plan.

Anglia power supply upgrade

 We are concerned that this project is at risk of not being completed by December 2011. Modelling work and completion of the programme specification has been delayed. We have asked Network Rail how it proposes to deal with these problems.

Level crossing closures

Network Rail’s initiative to close user-worked level crossings, a type considered to be relatively high risk, has secured the closure of over 350 so far this year. Initial costs should be balanced by savings on maintenance and better performance, and we encourage Network Rail to maintain the momentum behind this initiative.

Over the next few months we will discuss with Network Rail how it might develop, with local communities and highways authorities, a prioritised programme for upgrading automatic open crossings (known as AOCLs).

Asset policies

Network Rail is reviewing its asset policies to identify efficiency savings to deliver the CP4 outputs within the determination budget. New asset policies need to be finalised by March 2010. Network Rail must demonstrate to our satisfaction that its policies and plans represent an efficient whole-life (sustainable) approach to managing its assets that will enable it to meet its output commitments in CP4 and beyond. We expect to receive drafts of the proposed new policies before the end of the year.

Asset information

It is essential that Network Rail is able to respond to the reasonable needs of its stakeholders and provide network capability and other necessary information in a timely way. The company has provided its stakeholders with details of its gauging strategy and has continued to keep them informed about progress through a series of workshops. Network Rail must now publish its detailed gauging strategy, setting out its proposals to improve the ways in which data is captured, processed and stored.

Asset condition and reliability

Overall asset reliability continues to improve, and has been a major contributor to the overall reduction in delays caused by Network Rail.

Note: we use colour flags to show at a glance our level of concern with an issue:

	Network Rail delivery is satisfactory or good. We have no significant concerns at present.
	Network Rail delivery is currently unsatisfactory and/or we have some concerns about future delivery. We have raised the issue with Network Rail at a working level.
	The issue is subject to special scrutiny, with intensive investigation and enhanced monitoring. We may have discussed potential licence concerns with Network Rail Directors.
	We have major concerns about current and/or future delivery. We are considering, or have already decided to take formal enforcement action.

Network Rail monitor archive

• 2005-2009

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