Britain
its challenges - and electrification is a good example of this. As you say, we need to build capability in this area and we are working with our supply chain to develop the resources we need. This includes working with the Railway Industry Association and the National Skills Academy for Rail Engineering to invest in developing qualified people and converting existing skilled engineers from related industries, like power.
“But the challenge is wider than that - the work includes significant bridge reconstruction, resignalling, civil engineering and track works. Specialist plant is being developed to deliver the work in the restricted access available and to make the best use of the resource available.”
Higgins says NR has conducted a full
review which has identified all the key resource areas, available capacity, and emerging risks and trends. “We are very conscious that CP5 is little more than a year away and we need to be ready,” he says.
NR has submitted a £37.5bn spending plan for CP5 to ORR for approval. Higgins says the plan was developed by the newly-devolved routes and functions with input from headquarters. “Our plan is full of ground-level information, which we expect the ORR to scrutinise carefully,” Higgins explains. “The more we have learnt about our railway, the more we have spotted the casualties of underinvestment in the past. Nevertheless we know we have asked for a lot of money and we will remain committed to delivering improved efficiency as fast as we can.” The government is pushing ahead with the £33bn HS2 project to build a high-speed line from London to Birmingham, Manchester and Leeds, but construction of phase 1 to Birmingham is not due to start until 2017 with completion envisaged in 2026, while phase 2 to Manchester and Leeds is not expected to open until 2033. However, Higgins is coy about whether the project might be accelerated.
Geatech at IAF 2013 Booth 5-150/151
28th-30th May 2013
www.geatech.it
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“HS2 is a huge endeavour, so although we want to see it delivered as soon as possible, it is vital to properly plan and deliver a railway which gives value for money, has least impact on the environment and is integrated with the existing rail network,” he replies. HS2 will effectively take on the role of
the West Coast, Midland and East Coast main lines, and Higgins believes a two- track railway will be sufficient between London and Birmingham. “As our 2009
New Lines Study showed, a new railway line is needed to provide additional capacity for the West Coast Main Line which, if nothing is done, will be full by the mid-2020s, and the best business case is for it to be high speed,” he explains. “However, existing lines will remain and they will receive an uplift in capacity once most long-distance services are transferred to the high- speed line. The decision for a two or four-track high-speed railway rests with the government. However, the cost rises significantly when building a new four- track railway, particularly the cost of junctions, stations, bridges and tunnels. A two-track railway can provide the required capacity between London and Birmingham for the long term. And then another two-track railway from Birmingham to Manchester and Leeds would benefit passengers and the economy far more than a four-track railway to Birmingham alone.”
“The more we have learnt about our railway, the more we have spotted the casualties of underinvestment in the past.” Sir David Higgins
I concluded by asked Higgins what
he regards as the greatest challenges facing NR. “Our top priority will always be safety - we have a proud safety record, but we must never be complacent,” he replies. “After safety, one of the biggest challenges we face is attracting and retaining the right people. The success of NR is entirely built on the skills and dedication of our staff. We need to show that we are a truly open and diverse organisation, which welcomes new ideas and innovation. “We need to demonstrate our commitment to delivering excellent value for money for the taxpayer and customer. We need to show that we will invest in our people and develop their skills. And we need to do so in a highly competitive market - drawing largely from peers in the private sector.” Clearly NR has a lot on its plate and the task is likely to get tougher as rail traffic growth demands ever more capacity and customers and taxpayers demand ever greater efficiency and reliability. But this will be far more rewarding than the alternative, of decline and retrenchment. IRJ
IRJ April 2013
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