Welcome MAY 2013 ISSUE 191 £3.95 THE BUSINESS MAGAZINE FOR RAIL
A deepening relationship
Andrew Trotter, Chief Constable of the British Transport Police on working better with the rail industry
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Editor’s Note I
t was a pleasure to meet Andrew Trotter, OBE QPM, for the Rail Professional interview (page 24). Under his leadership, the BTP has improved its performance as well as its relationship with the rail industry, as he says: ‘Managers know we care about the business and we listen. We’ve gone out of our way to say,
‘What do you want? How can we do it and how can we do it better?’ But with a budget that isn’t about to increase and transport policing demands that
definitely are, there is a greater need than ever for Toc’s to continue to integrate the BTP’s planning and to involve its crime experts. As Trotter points out, ‘People talk about the decrease in football violence, well not in our world there isn’t.’ Pickpocketing is on the rise, especially on the underground and mainline termini in London, and there will be an increasing need to police the retail side and bar trade at stations as they continue to evolve into destinations in their own right. Trotter offers a ‘big thank you’ to the industry, not only for the way it has improved
hugely over the years in its operating procedures, but the way it now works with the BTP has made a big difference. ‘We are increasingly treated as partners in the business, not just as service providers.’ A fascinating piece on page 57 from Liz Newson of transformational consultancy,
Moorhouse, asks whether all the work to set a future course for the rail industry, such as the government commissioned ‘Rail Value for Money’ and Network Rail’s detailed plans for CP5, have really given the industry the necessary clarity to confidently align its business strategy and invest in internal change programmes that will transform its organisations and make them fit for purpose?
Research by the company found that less than a fifth of senior leaders in rail (compared to a third across the transport industry as a whole) believed the government’s vision for the future of the UK’s transport network was clear. Of all the rail respondents to its survey, only one felt the lack of a clear vision had not negatively affected their organisation, and just a quarter of those working in the industry believed their organisation was effective at working with government and influencing future transport strategy. Moorhouse’s survey results suggest that organisations can achieve strategic advantage
by persisting with their collaboration with government and that those able to create effective working relationships had greater clarity on the transport vision for the UK. In her feature, Liz outlines a number of approaches that should help rail organisations to achieve greater success in delivering the necessary strategic change.
Lorna Slade Editor Speciality Greases- making a point of being on time.
www.klueber.com tel: 01422 015515
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your global specialist May 2013 Page 3
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