Rail Update

Lilian Greenwood Excerpts

Wednesday 29th November 2017 Commons Chamber

[Chris Grayling]

The real thing we have to achieve is to get through the rest of the Thameslink investment programme. In the coming months, we will also do some significant works on the Brighton main line, spending the £300 million I committed last year to doing the big parts of the project around Balcombe, for example. I would not wish us to destabilise things during that period, but once that is done we will need to get on with making the change.

[Lilian Greenwood (Nottingham South) (Lab)]

Alliancing and joint teams can improve dialogue between Network Rail and operators, but that is not a fundamentally different proposition from what has happened before and what is happening now on certain segments of the railway. The underlying factors that contribute to the misalignment between operators and Network Rail—namely, separate performance regimes and financial incentives—simply do not appear to have been addressed. Will the Secretary of State set out the specific steps he intends to take to tackle those fundamental structural shortcomings, so that we finally have a railway that drives co-ordinated performance, cost-reductions and improved reliability?

[Chris Grayling]

We are already, in the alliance areas and, indeed, elsewhere, moving to aligned performance incentives and aligned key performance indicators. That work is already happening on routes such as great western, where a route board and key performance indicators are being increasingly aligned, so that Network Rail has an incentive to look after passengers in a way that has not always been the case in the past. When it comes to a joint venture on the east coast main line, the KPIs will be the same, because there will be one team doing it. That is the benefit of having somebody in charge, a joint brand, joint planning of budgets and joint KPIs in the same team. That is what is different from the past.