Govia Thameslink Rail Service

Andy McDonald Excerpts

Wednesday 13th July 2016 Westminster Hall

[Andy McDonald (Middlesbrough) (Lab)]

It is a delight to serve under your chairmanship, Ms Ryan. I congratulate the hon. Member for East Worthing and Shoreham (Tim Loughton) on securing this crucial debate and on his tour de force. We were all impressed by what he had to say.

After little more than two years, GTR’s operation of the Thameslink, Southern and Great Northern franchise has been an unmitigated disaster, with the targets on punctuality and reducing delays breached long ago and followed by a series of inadequate compromises between the Department for Transport and GTR. The views of passengers, and their intense dissatisfaction with GTR’s performance, are being managed rather than met by the Government. There is insufficient protection of the passenger and public interest in the reliable operation of these vital rail services, which are essential to both the national economy and the millions of passengers who rely on them.

GTR’s tenure has led to the worst punctuality ratings of any train operator in the country; a doubling in the percentage of trains that were cancelled or delayed by more than half an hour, from 3.9% to 7.4% of services which, again, is worse than any other operator in the last reporting period; an average of 50.9% of trains on time, one of the worst ratings in the country; and one in three Gatwick Express trains running late. The list goes on.

The latest Transport Focus statistics make for dire reading for GTR and the Government, with passenger satisfaction in decline to an unacceptably low level. Only 35% of passengers on the Southern metro and Sussex coastway lines regard the service as value for money, following the introduction of the remedial plan.

[Jeremy Quin]

Will the hon. Gentleman give way?

[Andy McDonald]

Will the hon. Gentleman forgive me if I do not? I want to give the Minister time to respond, and she has little enough.

As Members who represent constituencies on these lines know only too well, all these performance failures were visible on Southern GTR services well before any dispute with the rail unions over driver-only operation and prior to Southern services entering the Thameslink, Southern and Great Northern super-franchise in July 2015. We have also seen the operator of last resort, Directly Operated Railways, scaled back within DFT and removed from the Rail Delivery Group.

GTR is widely recognised as the worst train operator in the country, following a sustained period of cancellations, lateness, worsening industrial relations and failed planning that makes a mockery of the Government’s regular sermons on the benefits of rail privatisation. There is cross-party consensus on the need for GTR to be stripped of the franchise: my hon. Friend the Member for Streatham (Mr Umunna), the hon. Members for Brighton, Pavilion (Caroline Lucas), for Lewes (Maria Caulfield) and for Croydon South (Chris Philp), the right hon. Member for Arundel and South Downs (Nick Herbert) and many others have all called for that. Even GTR acknowledges that it could have the franchise removed if it fails to deliver on targets in the franchise agreement. In this increasingly fractious affair, why is it only the Government who are not contemplating removing the franchise or even retaining the threat as a means of improving performance?

The Opposition would like to see our rail services back in public operation, but to ignore the clear evidence of the essential service protection that the public sector provides through the operator of last resort is entirely reckless. Perhaps GTR’s accounts shed more helpful light on the extent of its relationship with DFT and the purpose it serves. Under a section entitled “Political Risks”, GTR states:

“It is not anticipated that any significant political change in direction would affect the existing contract. The company’s senior management continue to work closely with the DFT to ensure consistency of messaging to try to manage stakeholder expectations.”

That may be standard language to reassure shareholders and investors, but it also strikes me as evidence of an unhealthy relationship in which the Government are committed to preserving the GTR franchise, whatever the cost to passengers, staff or the taxpayer. The taxpayer is paying GTR an estimated £1.17 billion every year in management fees for this dysfunctional service, and that does not include the huge levels of investment in track and stations through publicly owned Network Rail every year, including the redevelopment of London Bridge.

Neither sickness levels nor industrial action are responsible for the misery that Southern commuters in particular have contended with for more than a year now. The decline in industrial relations is a direct result of the close relationship between the Government and GTR. When senior civil servants are quoted at public meetings stating to passengers that they “have got to break” rail unions, as my hon. Friend the Member for Nottingham South (Lilian Greenwood) said, the problem is entirely of the Government’s making.

Labour is clear that the Government’s failure to include meaningful penalties in the franchise is at the root of GTR’s declining performance. We call on the Government to strip GTR of the franchise. That is the only way in which sustainable improvements in performance can be achieved. The breach and default levels for service cancellations under the original franchise agreement with Govia have been consistently exceeded, and what we have seen in response is the imposition of a remedial plan cooked up between GTR and the DFT in February this year and kept away from prying eyes for three months. That raised breach and default levels for service cancellation, meaning that passengers would have to cope with up to 31,000 fewer services.

The Minister was absolutely right when she said in a debate on Southern in this Chamber almost exactly a year ago that high levels of delay and cancellation were

“an unacceptable burden on working families.”—[Official Report, 8 July 2015; Vol. 598, c. 105WH.]

That burden is worse today, and it is the direct result of the Government’s handling of this franchise—indulging GTR and failing to respond to consistent failure with removal of the franchise.

Let me turn quickly to the current dispute. Even the industry-funded Rail Safety and Standards Board has acknowledged that driver-only operated services

“may increase the likelihood of an event occurring or increase the severity of its consequence.”

The issue is whether risks to passengers increase when things go wrong if passengers no longer have a binding safety guarantee from a second member of on-board staff who is fully trained in safety-critical procedures. GTR’s proposed new role of an on-board supervisor will not be that of a guard or a conductor; it will lack critical safety training in carriage and passenger protection in the event of an emergency incident.

GTR and the Government have also claimed that there will be no deskilling or dumbing down as a result of the GTR proposals to extend DOO on Southern services, yet the Minister told members of the Transport Committee on Monday that no train that currently has a second person on board would lose that person, and that she would ensure that the safety-critical role is maintained. We hope she will confirm today that that safety-critical role will be maintained over the life of this and future franchises. Central to that is retaining the 12-week training requirement for the second member of train crew—whether that is a guard, a conductor or an on-board supervisor.

I note that the RMT offered last week to suspend its industrial action for three months, as long as GTR suspends the DOO extension plans for a similar length of time. It surely makes sense now for the Minister to invite the RMT to meet her at the earliest opportunity to discuss the terms of a settlement with GTR that would also apply to future franchises. That should allow both parties time to reach a conclusion to this dispute, if not to the performance problems that have dogged GTR since its inception, which we believe can only be remedied by removal of the franchise.

--- Later in debate ---

[Claire Perry]

It was not nearly good enough, but that was 10 percentage points up over the last six months. There was every view that performance was returning to the place where we needed it to be.

Since then—I will come to the issue of the industrial action—all bets are off. When people simply do not know how many staff are rostering in a particular depot, particularly the Brighton depot, where so many trains start and finish, it is impossible to run a reliable service. I have been to London Bridge and Victoria stations many times and travelled on the trains and I have been ashamed to be the rail Minister. I suggest that successive rail Ministers over many years in many Governments should share that sense of shame.

There seem to have been four fundamental failures in the industry that mean that when things go wrong, it is really hard to recover. It is the customers—the passengers who rely on the train services—who suffer. First, I submit to the House that there has been a disdain for people—for passengers—at the heart of the railway for decades. I have shared this anecdote with the House previously: a former very senior member of Network Rail said to me that the problem with the timetable is that the customers mess it up. Think about what that implies about what that person’s view of their job was: to run a system, not to move people.

Crowding is not really costed in any of the economic measures that successive Governments have used. There has just been an assumption that people will continue to cram on. It is more valuable to put a train on a long-distance service, where there is a discretionary choice of travel, than to relieve crowding on an overground service around London. That seems to me to be perverse.

Investment has been entirely focused on engineering improvements and almost never on reduction in delay. Why do we still have this “leaves on the line” problem every year? By the way, no one has ever calculated the economic consequences of leaves on the line. Surely it is not beyond the wit of our finest metallurgists to solve that problem, yet we just accept it. We plough on and look to shave five minutes off long-distance journeys.

Thameslink will deliver some significant benefits for people travelling through London. There are brand new trains and wonderful new stations such as Blackfriars, which nobody ever talks about. It is a wonderful station delivered without a trace. Nevertheless, the human cost of the Thameslink work on the travelling public was almost forgotten. I was not the Minister at the time and I do not even know under which Government it was planned, but a man came up to me at London Bridge station in tears and said, “You’re doing this so people can get from Cambridge to Brighton without disruption. That’s great, but I just want to get home to see my kids.” There is something flawed with the industry, because it does not value those people’s experiences.

The second failure is that, as Members know, the industry has a highly complicated structure. We have Network Rail, which is in a much better place now, post the Hendy review and Shaw changes. It has made some amazing hires. We have a franchising system that in some cases delivers huge benefits but in other cases does not. The problem with franchising is that if it is a very short-term franchise, nobody has an incentive to invest in industrial or passenger relations. Why would the staff care when the name on the nameplate changes every seven years?

[Andy McDonald]

They do care.

[Claire Perry]

They do care, but why would they feel an allegiance to a company the name of which changes every few years? The staff on the frontline care in extreme amounts, and we are all very grateful for that.

[Andy McDonald]

Will the Minister give way?

[Claire Perry]

No, I am going to continue.

Thirdly, we have an investment structure that is broken. The Government step in over and over again to fill the gaps and to buy rolling stock. By the way, the profits in the rail industry mostly accrue to the rolling stock leasing companies—the ROSCOs. If Members look at the shareholder structures to see where the profits are, they will see that they are with the rolling stock companies, not the franchise operators. GTR’s margin this year is going to be around 1.5% on this franchise. There is something structurally wrong with the financial structure of the industry.

The fourth and final problem is that the contractual levers are really poor. I have been asked repeatedly, “Why don’t you just take the franchise back?” The reason is that I cannot. GTR is not in breach of its franchise contract right now.