Peer review: Chris Fenton
Chief Executive, RSSB
Ian’s report emphasises the progress achieved and the challenges ahead. It rightly recognises that continued progress is not assured, with a risk of slipping back if attention or resources are diverted. Consequently, sustained focus and effort is essential, especially with workforce safety. The reiteration by the leaders in Network Rail that good safety and good planning come from the same stable is therefore welcome.
Other pre-requisites are equally undisputed: a risk-based approach underpinned by evidence, and a culture founded not only on leadership but coursing through the organisation. So, if there is broadly a common agenda, and it is being addressed, what are the barriers to success?
At least three factors must play a substantial part: people/skills, the supply chain and technology.
The right blend of skills, experience and diversity will be critical. Indeed, the organisational changes of the past year have led to a hiatus, as experienced people are replaced. It has been (and is) a slow process to identify good people, although this is a challenge facing the entire industry.
As the major player in the industry, skills and people must have a high profile right at the top of NR.
This is equally true for the relationship with the supply chain. In all industries, the supply chain must be part of the solution, not held at arm’s length. This extends to a strong interest in the health of the supply chain and the development of industry capability, all the whole way down the supply chain.
The quid pro quo is the innovation and technology that the supply chain can bring to Network Rail. We have to find a way to implement new technology (much of which exists today) more rapidly in the railway.
It may need visions like the Digital Railway (and the Railway Technical Strategy defined some years before), but it also needs the planning and approval processes to adopt and implement.
And so to an over-arching observation. In all these topics the focus is on Network Rail. Yet the railway is a complex system - NR cannot solve these challenges alone.
Collaboration across the entire industry is an essential component, and this means all the system, not just infrastructure managers and train operators. Nowhere has this been more clearly demonstrated than in safety.
As the railway goes into review mode again, two risks emerge that threaten progress. Firstly, the law of unintended consequences - in pressing down on the proverbial waterbed to address the bumps in front of us, what new bumps will emerge?
We have enough experience as an industry to anticipate these and not repeat past mistakes. Secondly, implementation risk. Distraction, delay, changing accountabilities? Collaborative planning must be a key feature to mitigate the risks.
The challenge for us all and for Network Rail’s leadership is to address the root causes and not the symptoms. These include an increased emphasis on people and skills, better supply chain engagement, and accelerating adoption of new technology.
