Network Rail

John McDonnell Excerpts

Thursday 2nd February 2012 Westminster Hall

[John McDonnell (Hayes and Harlington) (Lab)]

Apart from the Catalyst study, most recently Christian Wolmar demonstrated that rail now has three times the subsidy that British Rail had, so there has been a tripling of subsidy and an increase in inefficiency, with higher fares.

[Kelvin Hopkins]

My hon. Friend is absolutely right, and of course that includes paying for the bloated, self-interested mass of people at the heart of Network Rail.

I like to think that David Higgins is possibly the right man for the job in the appalling organisation we have, but he has a difficult job at the moment. During the time in question there have been the accidents at Grayrigg, Potters Bar and Hatfield. There has been pressure for prosecutions, but Network Rail has constantly said “Not our fault.” It has tried to escape and avoid blame. As to the recent accidents on level crossings, it is interesting that just in the past couple of weeks David Higgins personally apologised to the parents of the two girls who were killed. That is a different attitude from that of previous Network Rail management.

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[John McDonnell (Hayes and Harlington) (Lab)]

I also congratulate the hon. Member for St Albans (Mrs Main) on securing this debate. I know that offering such congratulations is usually done as an element of politesse in these debates, but I genuinely congratulate her. This debate has been really helpful, and having heard from both her and my hon. Friend the Member for Luton North (Kelvin Hopkins) there is not much more to be said really.

I am really pleased that the hon. Member for Reading East (Mr Wilson) had that wonderful experience with Network Rail, and I hope that that experience is transposed to other constituencies, because it is very rare that we receive such a report about Network Rail. I am also sure that he will want to pay tribute to former Members who have lobbied on behalf of Reading—for example, Martin Salter—to gain the project that he described and bring it to fruition.

I want to address a limited number of health and safety issues, as so much else has already been said about other matters. Before I do so, however, I want to talk about the issue of bonuses. Way back in 2009, I tabled an early-day motion on bonuses, which was a reflection of how unaccountable Network Rail was. On that occasion, I think 51 Members of the House signed that early-day motion, and it seemed to have cross-party support. It urged Network Rail not to go ahead with the payment of bonuses that year, because it was laying off 1,500 track maintenance workers at that time. My understanding is that the bonuses were paid, on some scale.

May I draw Members’ attention to another early-day motion—early-day motion 2681—that has been tabled on Network Rail annual bonuses? So far, 28 Members have signed it. It would be very helpful if that early-day motion was supported. It is worded on a cross-party basis and draws attention to the statement by the Secretary of State for Transport in The Daily Telegraph on 19 December 2011 that

“Passengers would be extremely surprised if Network Rail attempted to award bonuses next year in the light of this action by the ORR”.

I urge hon. Members on a cross-party basis to sign that early-day motion, as well as noting the expressions of concern that have been made today about the bonus situation at Network Rail.

I am interested in rail because in my constituency we have a railway estate at Hayes. It was constructed by the old Great Western Railway and then taken over by British Rail, and it was built to house railway workers. It still is a railway estate, although most of the properties have now been sold off. Nevertheless, it still houses railway workers and their families, so I have taken an interest in rail for the past 30 years, based on the practical experiences of my constituents as they report them to me.

I must say that, tragically, my interest in rail also results from what happened under Railtrack. One of my constituents was one of the drivers killed at Paddington as a result of the tragic accident there, and there was the accident at Southall, which is literally one mile down the track from my constituency, where people were also killed. That accident also involved some of my constituents. So, I have taken a particular interest in health and safety matters on the rail network as a result of those incidents and the dialogue that I have with my constituents who are represented by their unions, the RMT, TSSA and ASLEF.

With regard to health and safety, I want to raise the issue of crossings. A number of Members have waged a campaign over many years to ensure that we rid ourselves of the crossings that we have, which are so dangerous. We heard this week about the findings against Network Rail as a result of the tragic deaths at Elsenham in 2005. Network Rail made a statement—I think it was made in early January—that it is proceeding to eliminate the crossings that it has. It says:

“Network Rail has closed 500 level crossings across Britain since April 2009 and intends to close a further 250 by 31 March 2014.”

My view, and that of many Members, is clear, and it reflects the views of the industry’s workers: the programme for the elimination of crossings must continue, and all high-risk crossings that we have identified must be removed, particularly those on high-speed rails. Replacing them with underpasses and bridges is the only way to ensure people’s safety. All other level crossings should be reassessed, with the ultimate aim of removing them also from Britain’s rail network. Although Network Rail has made its statement about the pace of change up until 2014, I urge it to consider how to increase that pace, to eliminate the risk.

The health and safety risks that resulted from privatisation, particularly from contracting out, are well documented. With Railtrack, there was contracting out—subcontracting—and then there was subcontracting of subcontracts, which meant that there was a failure to manage and monitor the quality of work. That was combined with cuts, particularly in front-line staff, even though there seemed to be a flourishing of management levels of bureaucracy within the company, which resulted in a high risk to workers on the tracks and the trains, including the drivers, and also, importantly, to the passengers. Track maintenance was brought back in to Network Rail, which was a major breakthrough, but we seem to be going down the same path as before, with a combination of a drive for cuts—it is argued that they are efficiency savings, but I would like to evidence that they are direct cuts—and potentially more contracting out. We seem to be replicating Railtrack’s mistakes.

In the current control period, 4, Network Rail is looking for the same level of efficiency savings as McNulty has called for, of about 30%, and they seem to be coming from direct cuts to staff. I shall read out some of the concerns that individual workers and groups of workers around the country have raised, via the RMT. I have met groups of staff as I have held meetings with union representatives. The signals and telecom teams in Scotland

“have been reduced from three to two workers, resulting in a large backlog in maintenance work, leading to the company offering 12-hour overtime shifts in an attempt to clear that backlog.”

That was a criticism we had of Railtrack. Front-line staff numbers were cut and teams reduced, and therefore to achieve cuts and savings long hours of overtime were worked, which had an impact on staff’s ability to maintain safety levels.

Another current concern is that maintenance gangs:

“in Scotland are faced with vacancies being left unfilled. Furthermore, cover is not being provided when gang members take annual leave, are on long-term sick or undertake extended periods of higher-grade duty.”

Again, we had those same problems under Railtrack, with gaps in front-line service provision. The workers also report that budgetary constraints have meant that signals and telecoms teams

“from Carlisle and Warrington are filling vacancies by working overtime. The effect is that gang members are working long and arduous hours with potentially serious consequences for both health and safety at work and the integrity of the infrastructure itself.”

In the north-west of England

“track inspections are now taking place every two weeks rather than the previous once a week inspection regime.”

Members might recall that under British Rail there were track inspections three times a week, so we have gone from that to once a week, and now to once every two weeks. In some of the recent reports, the accidents have been specifically connected to the track, and the lack of adequate inspection.

I can remember the debates in the House about another problem:

“RMT inquiries into the cause of the disastrous overruns over Christmas and New Year 2007/08 found that in the Overhead Line division vacancies were being left unfilled for long periods of time…the Doncaster OHL depot had a staff compliment of 40, however at that time there were 7 vacancies that had been unfilled for some considerable time. This represented a staff shortage of almost 18%.”

Yet another concern is that in

“the Anglia region S&T Teams have also been reduced to 2 workers. Where work is planned and risk assessed in advance this can on rare occasions be an acceptable practice”

because at least management can assess the work that the signals and telecoms team is going to undertake. However, in a rapid response fault team the workers do not know in advance what they are going to face, and when or where they will have work on the track, and that results almost certainly in risk but also in further delays in the work being done properly. Also in the Anglia region there are further reductions in the rate of track maintenance inspections.

What I am trying to point to is that sometimes we need to talk to the people on the very front line of the delivery of the service, which is what a number of us have done. Reports are coming back from around the country that because of the pressure under control period 4, which is looking for 30% cuts—and under the McNulty recommendations they will roll into control period 5—front-line staff are being cut and the number of inspections reduced, which will inevitably lead to the same problems we had with Railtrack, which resulted in one of my constituents dying.

[Kelvin Hopkins]

I support everything my hon. Friend has said about inspections and track. A little over 10 years ago, in the last days of Railtrack, I was asked by a friend from inside the industry to look at the track north of Hadley Wood tunnel, which is not far from where I live. It is a significant bit of track. My friend was seriously concerned, and wanted me to raise the matter with John Prescott, who was then responsible for railways. I did not manage to get down with my camera because I was too busy. Just north of that track are Potters Bar and Hatfield. I think that the two might be connected.

[Andrew Rosindell in the Chair]

[John McDonnell]

I can only state as baldy and starkly as I can that what my hon. Friend has just said is that we have been here before, under Railtrack, and that we seem to be replicating the experience under Network Rail. Everyone wants to look at the drive for efficiency and the reduction of costs, but all the reports we have seen so far are not about the lack of efficiency of front-line staff. The increasing costs are a result of the fragmentation of the industry, the division between rail and operations, and the lack of co-ordinated management across the network. My hon. Friend spelt out very clearly in his speech that that is where we fail in comparisons with the rest of Europe, where there is an integrated railway system that enables those efficiencies and economies of scale to be made. Network Rail is looking for savings and efficiencies in the worst possible way, by reducing front-line staff and increasing the pressure on specialists working on the ground, which results, I think, in increased risks to the health and safety of workers and passengers.

Will the Minister clarify when the Government’s White Paper is to emerge? I hope that we can have a genuine debate on the document and that we can go at it with a blank sheet of paper, a tabula rasa for putting our ideas back in. I hope that we do not have prejudices against public ownership, but that we look at what will work. The lessons from Railtrack, and now from Network Rail, are about investment in front-line services and about ensuring that if we are looking for savings we do so by overcoming the fragmentation. We must support those people working at the front line under the tiers of bureaucratic management we have had for decades, under both Railtrack and Network Rail.

Those are just reports collected from across the country. One exercise we could do during the discussions on the White Paper—I know we have done this before—is an extensive consultation across the country with the trade unions that represent front-line workers to get a feel for what is happening on the ground. Ultimately, it was the workers on the ground who exposed what was happening within Railtrack and eventually forced the change. Tragically, that change came too late for a number of my constituents, one of whom was killed in the accident at Paddington while others were seriously injured at Southall. I hope we have learnt the lesson from that and that in the White Paper discussions, we will look to the longer-term future of investing in an integrated system in which workers and passengers have much more democratic control and say.

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[Dr Coffey]

My hon. Friend makes another important contribution. I worked at the BBC for a short while, so I recognise that contingency can be a big part of any project cost. I also recognise that things sometimes go wrong and that people have to react quickly. I mentioned earlier an analogy with the Environment Agency. Some works were done by the internal drainage board. Funnily enough, the framework contractor for the Environment Agency cost about three times as much as other contractors. We do not want to fall into the trap of—I had better use my words carefully—the establishment figures being the only ones that end up doing the work, because they are almost part of the same circle. I think that that is the best way of saying it.

I welcome the closer collaboration. Abellio will be involved. There is a challenge for the industry. Things are already happening as a result of the McNulty review, before the Government have published the Command Paper. I am delighted about that.

Other things are useful, too, including technology. My remarks at this point may answer some points raised by the hon. Member for Hayes and Harlington, who mentioned checking activity. I understand that things can be added to train roofs so that, instead of a visual check happening however often, a constant check can be made every time a train goes up and down a line. Simple ideas such as that one, which may cost a bit of capital—I get that—will build in some resilience. Instead of people being paid, frankly, to walk up and down—I am not saying that that should be got rid of entirely—such technology could be used to judge more intelligently the schedule of maintenance that needs to be done.

[John McDonnell]

That is exactly what the teams do now. They are not just walking the track; they are mobile and use new technology as well, but even teams that use new technology have been cut back recently.

[Dr Coffey]

I thank the hon. Gentleman for adding that point. Such technology has not been put on to the East Suffolk line and East Suffolk trains, so that is news to me, although clearly not news to him.

Hon. Members have already mentioned the finger-pointing. My hon. Friend the Member for Mid Norfolk (George Freeman) made an interesting contribution about whether alliances are enough or whether there should be mergers in respect of this whole operation, having train and track together. Let us challenge the way that Network Rail is structured and ask whether it is fit for purpose to deliver ongoing improvements and what we need.

On structure and governance, we have already talked about the complex structure that was devised in 2002. The coalition agreement specifically says that it will make Network Rail more accountable to customers. We look forward to the Government’s move on that. It would be useful to do something radical with Network Rail’s board and, instead of the 100 members, move to a 12-person board, for example, with a passenger group focus as part of that. Trying to manage that complexity is difficult. Hopefully, such a new process would allow for more focus.

I call on the Office of Rail Regulation to be focused on that in regulating Network Rail. The possibility of it going into train operating companies and other companies may be in the coalition agreement, but I would rather it stuck to the knitting and got that right before going into other matters. Passengers are clear when they are not happy about services. One way to try to regulate that matter would be to build it into the franchise or something similar.

I encourage Network Rail to stick to what it is good at doing. I was disappointed to hear—it has gone off the idea, thank heavens—that it considered setting itself up as a broadband operator. It is a clever idea to use things alongside the tracks to carry fibre, and similar, but the thought of its being in competition with BT Openreach was bizarre. Working with somebody who knows something is fine, as is becoming a conduit, but thankfully the idea that it would be the rival to BT Openreach went away.

Why am I interested in freight? Felixstowe, the leading container port, is in my constituency. It has rail terminals and a new one is going to be built. Putting freight on to rail is an important part of trying to reduce the percentage of freight on our roads. The Government are keen to do that, because it is good environmentally and it reduces demand on the key arterial roads throughout the country.

I encourage Network Rail to work with Hutchison at the port of Felixstowe so that it puts dualling in earlier. Due to the economic challenges that Hutchison said it was facing, it secured permission from Suffolk Coastal district council to delay that activity and had its planning permission extended, but it would make sense to do it now.

Some work has already been agreed—certainly, the consultation is starting—on the Ipswich chord, which, for hon. Members not familiar with Suffolk, would just add a bit of extra track, but means that, instead of many freight trains going into London and then out again to get to the north, those can go straight up towards Nuneaton. That makes a lot of sense and will free up a lot of capacity. To give Members a view of the costs, a 1 km stretch of track will be £41 million. Admittedly, that is not only for the steel on the track but for all the complexity of the other aspects. That is another example of the eye-watering amounts of money required for what one would like to think of as straightforward—perhaps I should not say that—key projects.

I also put in a bid for work at the Ely North junction, which would help freight traffic as well as certain passenger routes. Network Rail has a tough time with freight when connecting seaports; if Felixstowe or Liverpool close down, because of wind, rough seas or whatever, there is a bit of a problem. Dare I say it, however, the Network Rail people are paid a lot of money to solve difficult problems, so they must build that resilience into their timetabling and capacity building. The answer is not to do what happened to my hon. Friend the Member for St Albans, who suddenly had half the number of trains, because that is not acceptable.

Network Rail is a fascinating organisation. It is a case study of what can go well and of what can go wrong. However, the constituents of Suffolk Coastal and, more broadly, people throughout the country are fed up of being left waiting. It is vital that the Government grab the chance offered by the McNulty review and the Command Paper to put passengers and businesses first. Network Rail can be made to work, potentially, but the proof will be in the pudding, and I suggest to Sir David Higgins that, if we do not see much change within another year, we must question whether he has the capacity to make the changes necessary.

I thank all Members who have spoken so far. My hon. Friend the Member for St Albans will be winding up. I have enjoyed the debate and I genuinely think that there have been some fresh ideas that the Minister will absorb.

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[The Parliamentary Under-Secretary of State for Transport (Norman Baker)]

I shall have to give a high-speed reply to get through the various points that have been raised by Members this afternoon. It has been a very good debate, and I am grateful to my hon. Friend the Member for St Albans (Mrs Main) for introducing it.

The coalition Government are delivering the biggest and most ambitious rail upgrade programme since the Victorian era. I would go so far as to say, without hyperbole, that this is the most pro-rail Government that we have had for decades. Despite pressure on budgets, we have made a strategic choice to increase capital investment in those parts of the infrastructure that best deliver sustained and sustainable economic growth, including rail. That is why £18 billion was allocated in the 2010 spending review to deliver an ambitious programme of investment in rail infrastructure and rolling stock.

Our problem now is success: there are more people on the railway now than at any time since 1929, with a network about half the size. My hon. Friend the Member for Northampton South (Mr Binley) is absolutely right; this is all about capacity, which is why we must get on with High Speed 2. We will try to deliver it as soon as we possibly can, and if we can, we will bring it forward, but we will not over-promise on what we can do on that or on anything else.

Many projects are going ahead, including Thameslink and Crossrail. I will not bother listing them all. Suffice it to say that we have a progressive programme of electrification that involves not simply one or two schemes. We want progressively to electrify the entire network and have already announced schemes that were not envisaged by the previous Government.

As Sir Roy McNulty found in his independent analysis of the value for money of the industry, our railway is the most expensive to run in Europe. It is up to 40% more expensive than some on the continent. Taxpayers and fare payers have shared the burden of inefficiency through some of the highest fares in Europe and some of the highest public subsidies, but this high-cost status quo is no longer an option. It is bad for passengers and bad for taxpayers, and we intend to deal with it.

Alongside our commitment to modernise and improve the network comes an equally crucial commitment to drive down costs and improve the efficiency of the railway, which was the third choice to which my hon. Friend the Member for Northampton South referred in his contribution. In large part, that involves addressing the concerns that my hon. Friend the Member for St Albans and others have raised about Network Rail’s accountability and performance.

Sir Roy concluded that efficiency savings of up to £1 billion a year could be achieved by 2018, without radically restructuring the industry, cutting services or compromising quality or safety. However, that will require all parts of the industry to focus attention on driving out waste and driving up efficiency. If they do that, we can have the long-term growth future for the railway that I for one want to see. We also want to end the era of above-inflation fare rises and the RPI plus 1% formula that was introduced and happened year on year under the previous Government.

Hon. Members have asked about the Command Paper. It will be published shortly—I think that “shortly” is an official word in civil service speak—and will build on the findings made by Sir Roy and set out a blueprint for rail reform. Developing the role of Network Rail will be at the heart of the Command Paper. Although Network Rail is not perfect, it is not Railtrack, and Sir David Higgins is not Iain Coucher, so I hope that hon. Members can take some comfort from that.

The railway needs an infrastructure operator that is responsive, accountable and able to deliver the best possible results for operators, fare payers and the wider population who fund it through the public purse. Equally, Network Rail must be better incentivised. Reform of Network Rail’s structures and governance is therefore a key part of the Government’s rail agenda. Let me give this absolute assurance to the hon. Member for Hayes and Harlington (John McDonnell): we are determined that no changes should be made that would jeopardise the impressive improvements in safety and punctuality made by Network Rail and the rail industry in recent years.

We know about the tragedy of Grayrigg in February 2007. I am not being complacent when I say that that was the last tragic event in which a passenger died. It is worth pointing out that there were four deaths at level crossings in 2010-11. That is four too many, but it is the fewest such deaths that we have had for a decade. Efficiency does not mean compromising safety.

[John McDonnell]

On Grayrigg, the ORR said:

“the company’s failure to provide and implement suitable and sufficient standards, procedures, guidance, training, tools and resources for the inspection and maintenance of fixed stretcher bar points”

was a key issue that caused that death. The same depot responsible for that stretch of line has just had a 15% cut in its budget.

[Norman Baker]

The fact that efficiency savings or reductions in numbers take place does not necessarily mean that safety is affected. Obviously, the hon. Gentleman’s point has been well made, and I will take it back with me. Network Rail today is a significantly improved body from what it was in February 2007. None the less, we share the Office of Rail Regulation’s concerns about certain aspects of the company’s recent performance, such as punctuality over the past 12 months, some weaknesses in safety culture and poor implementation of integrated train planning under certain conditions.

The Government look to the Office of Rail Regulation to hold Network Rail to account and to continue to drive improved value for money from the company. As part of that process, the ORR has set Network Rail a requirement to make efficiency savings of 21% in its 2009 baseline by 2014. It will continue to produce annual reports benchmarking Network Rail’s efficiency against its international peers.

The Office of Rail Regulation’s latest annual report states that Network Rail has made progress against its efficiency targets, but that it has more work to do to justify all of its claimed savings. When Network Rail delivers on its current commitments, the ORR expects it to have closed around two-thirds of this efficiency gap by 2014 and the rest by 2019.

A key part of the McNulty review is to see much closer working and alignment of incentives between Network Rail and the train operators. A number of Members raised that, and it is something that the Government are focused on and it will feature in the Command Paper.

We welcome Network Rail’s regional devolution initiative to focus its business down to the route level and to work closely with train operators. David Higgins is taking forward work on structural reform to form closer alliances with the train operators. Moves towards asset management concessions and improved supplier engagement are vital.

We recognise concerns that Network Rail’s governance has not, so far, provided adequate mechanisms for holding the company’s board to account. That has been particularly apparent in respect of bonuses. The Secretary of State for Transport has been rightly firm on that matter, as indeed has No.10, despite what we have heard this afternoon. We expect bonuses to be dealt with in a responsible and a sensible manner by Network Rail, as we do by others. However, the Government’s powers, which we inherited from the previous Administration, to deal with those bonuses are extremely limited. Let me remind the hon. Member for Barrow and Furness (John Woodcock) that in 2009-10, under the previous Government, Iain Coucher received a bonus of £348,184, and the top seven directors together clocked up £1,347,000.