FUTURE OF RAIL
The Future of Rail
The Future of Rail conference, run by Marketforce and the Institute of Economic Affairs (IEA), brought together rail professionals for informative presentations, networking opportunities and the chance to discuss these issues. Kate Ashley reports from the event.
T
he industry is grappling with some huge issues around franchising, capacity and better maintenance.
But the Future of Rail conference heard about the latest technology, systems and working practices that can help overcome these challenges.
Transport minister Baroness Kramer set out the strategic priorities for rail and the three main challenges the industry faces: the need to meet increasing demand, provide value for money, and improve accessibility.
Delegates heard from Network Rail, train operators, builders and engineers, as well as DfT officials, the ORR and representatives from HS2.
Sessions focused on alliancing, the importance of digital communications, franchising, capacity, new technology and asset management. A case study from the Netherlands also called for smarter connections between cities and their stations – a project the Campaign for Better Transport’s Stephen Joseph speaks to RTM about on page 18.
40 | rail technology magazine Dec/Jan 14 Future franchising
Bob Holland is managing director of Arriva, which operates Arriva Trains Wales, Chiltern Railways, CrossCountry, Tyne & Wear Metro, open access operator Grand Central Railway and joint venture London Overground with MTR. Holland told attendees that there was a lack of a real long-term strategy in the industry, particularly with franchises, and said we should be planning for 30 years in the future, not five.
But he defended franchising in principle, calling it a massive success, and said that evidence showed that open-access competition stimulates franchises to do better for both passengers and taxpayers. There was a lack of this on the network at the moment, he added.
“There is no reason to change,” he said. “Has it been perfect? Definitely not. No privatisations are. But overall, commercial expertise driving innovation will always be a system which relies on political whim.” Holland called for longer, more flexible, less prescriptive franchises to allow TOCs to listen
to the market, and for the DfT to interfere less with decisions on rolling stock specification. Many in the industry have been critical of the DfT over its micro-management of these issues, which was a particular issue with the IEP contract.
“This idea that the British railway is hopelessly inefficient is just wrong.” – Patrick Butcher
He claimed that there was no evidence-based link between GDP and passenger growth, and called for franchises to be determined on different measures, with realigned targets.
Core purpose
Network Rail’s group finance director, Patrick Butcher, spoke about the company’s core purpose in CP5.
“Our toughest choice is to make sure we keep
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