Future of Rail (Passenger Experience)

Debate between Louise Ellman and Edward Leigh

Thursday 16th March 2017 Westminster Hall

[Will Quince]

rose—

[Sir Edward Leigh (in the Chair)]

Order. Normally if a Member wishes to intervene, they arrive in time for the beginning of the debate. Please continue, Mrs Ellman.

[Mrs Ellman]

Thank you, Sir Edward. The Department is well aware of this long-standing problem. It must identify places where overcrowding has become a persistent serious problem, making journeys uncomfortable. The train companies, through the franchise agreements negotiated with the Department, should be required to identify where there is a serious problem and take action to alleviate overcrowding on specific services. I hope that the Minister will confirm that he is looking at the problem and is proposing action to address it.

Over the past day or two, there has been a lot of discussion about the consultation on the Southeastern franchise, which has rightly raised the big issue of overcrowding. The consultation puts forward certain proposals for dealing with the issue, but it is not a problem just for new franchises; the problem is being experienced now, and it requires the Department’s attention. It relates to the train operating companies and the provision of rolling stock.

I repeat the question that I have asked a succession of Ministers numerous times in a succession of meetings: who is responsible for the long-term planning and delivery of rolling stock? That might sound like a pretty basic, simple, fundamental question, but I have never received a straightforward answer; the nearest I have got is something about “the Department”. I then ask, “Who is it in the Department? The Minister? The Secretary of State?” Then the clarity disappears.

When we come across specific issues and problems—there was one a couple of years ago when a carriage was moved from an important service in the north to go to the then Prime Minister’s constituency—Ministers appear to be powerless. I was told by the then Secretary of State, “It will get resolved.” It did get resolved, in the end and after a great deal of fuss, but I still had no answer to the question of who was actually responsible. The Minister is very diligent about these matters, so I hope he will be able to give a clearer answer. Who is responsible for the long-term planning and delivery of rolling stock, including new rolling stock and refurbishment?

People are facing a whole range of problems in undertaking their journeys on rail. Perhaps one constant feature, which overrides other rail issues, is the constant challenge of the rail system’s fragmentation. Time and again we come back to the issue of how the sector will work together more cohesively to give the best possible service to the passenger.

The Rail Delivery Group was set up to bring the rail sector together. Yes, it has made some improvements, but it has not addressed the basic issues. How will it change the way it operates? Does it need more powers? Do franchises need to be different? Should the Department and Ministers act in a different way? How can the rail regulator be more effective in taking action? That is not clear. Does the regulator need more powers? If so, what are they? What action does the Minister propose to take to make that a reality? The most disappointing thing about the challenges that the Committee and I have identified is that most of them are not new: they are long standing. Despite the best efforts of a succession of Ministers and the Department, not a great deal has changed, and we simply cannot go on like that.

As our inquiry was under way, a major crisis was developing on Southern rail, which is part of the Thameslink, Southern and Great Northern franchise. It is run by the parent company, Govia Thameslink Railway —known as GTR—but I will refer to it as Southern, because that is the area in which the bulk of the problems have arisen and where the bulk of the difficulties are for passengers.

As we were conducting our inquiry, passengers on the route were becoming increasingly exasperated and angry that their rail service, for which many pay several thousand pounds a year, was inadequate and utterly unreliable. Whether passengers are paying several thousand pounds a year for a season ticket or simply paying their fare, they are equally entitled to have a proper service, but that was not happening. The situation remains virtually the same, with passengers suffering mass cancellations and inordinate delays. People’s jobs have been put at risk, simply because they cannot get to work on time. Some people reported that they have moved house because of the problem.

Life has been disrupted. Why? It is a sorry combination of a too-large franchise, poor management, misjudgment and disastrous industrial relations, which have conspired to create an appalling situation for passengers. The ongoing strikes have compounded a series of errors and incompetence. Passengers are right to be angry, but the Department does not seem to be doing much about the situation except to accept that there is a big problem.

It cannot be acceptable for those responsible for the problem—not just one party is responsible; responsibility must be shared by a multiplicity of organisations and individuals—to fail so comprehensively and for so long and to appear not to be acting. In 2016 alone, 58,983 train journeys were partly or wholly cancelled. That is a tremendous figure. I do not think the travelling public want to hear all the arguments about who is responsible. They just know that it is a fact that their lives are still being disrupted and that nothing much is changing, and they want something done about it.

The Department has already accepted that the franchise that was drawn up was much too large. It is the largest in the country. It is uniquely large; it contains more than a fifth of all the passenger journeys across Britain’s entire network. It is too large a franchise, and the Department has said that that was its mistake.

Add to that the situation on the ground and the complexity of major infrastructure works planned during the course of the franchise agreement, including the huge and logistically challenging Thameslink programme, and there was a recipe for calamitous passenger experience. The impact of the Thameslink programme on passenger services was substantially underestimated. The estimated number of delay minutes was forecast to be 10,000 per year; the reality has been 10,000 per week. I ask the Minister how that estimate could be so disastrously wrong. It has contributed substantially to the problem.

If we add to those things—too large a franchise and a major infrastructure challenge, the impact of which was grossly underestimated—inadequate levels of staffing, the situation becomes even worse. The industrial action on top of that has escalated the situation to an unacceptable level.

I mention one other factor; I suspect hon. Members will find it difficult to believe if they are not already aware of it. At the very beginning of the franchise, the company did not have enough drivers to operate the trains. That part has been rectified—except for the fact that we are now in a dispute about driver-only operation—but having insufficient drivers at the beginning of the franchise does not suggest great competence.

The question for the Department and the Minister to answer is: what is being done? The franchise was constructed on a management fee basis, which is currently unique, because of the anticipated risk. The revenues go directly to the Government and a fee is paid to the train operator, so there is no risk in that sense. I have described the nature of the services and the problems. The train operator receives an annual management fee of around £1 billion; probably around £3 billion has been paid out to date. Under that system, the public purse foots the bill for losses that occur from lost sales, disruption and passenger compensation.

I do not have an up-to-date figure of exactly how much has been lost and how much the public purse will have to pay out, but the latest figure I have is £38 million and rising. That was supplied by the Minister in a letter to me some time ago. Compensation schemes have been announced since then, and we do not know how they are operating or how much money is involved. The bill could be increasing substantially.

To add to the complexity and difficulty, there is the issue of force majeure, which concerns the dispute—ongoing and unresolved, as far as I am aware—between the train operating company and the Department for Transport about who is responsible for all those cancelled services. Who is responsible for those 58,983 and more train journeys that were wholly or partly cancelled? There is an unresolved dispute between the Department and the train company, with no end date in sight. That cannot be acceptable. All this is continuing—passengers are getting more and more angry, and there is no end date. I hope the Minister can tell us what is happening and when it will be resolved. The public also have a right to know what the Department’s plans are to deal with the situation.

The franchise is due to run until September 2021. I would not like to anticipate the extent or the level of anger that passengers are going to be feeling by then if nothing changes. What is the Department doing? Is it considering restructuring the franchise—perhaps dividing it up and allocating different parts to different operators? There is silence. We simply do not know what is happening. Doing nothing is simply not enough.