Network rail business plan

Train times and see live rail travel information at national rail national rail railway upgrade ’re delivering the biggest transformation of britain’s railway in 150 railway upgrade plan is well underway, but it’s all part of an in-depth planning process between us, the government, and consultation with industry partners. You can find out more about our plans through the publications on this hed in march 2016, the shaw report emphasised that our customers want us to focus more on their needs, and made a number of recommendations.

Those recommendations have now been integrated into our transformation plan (pdf), which sets out our plans to place our customers at the heart of what we k rail's delivery plan for control period ’re funded by government in five year blocks, called control periods. It is the ‘contract’ against which orr will measure our k rail response to orr draft determination (pdf).

Delivery is the companion to the delivery plan for cp5 and the most recent update was published in september 2017. The enhancements improvement programme sets out how we’re changing our approach to the development and delivery of projects to ensure the rail industry doesn’t face similar problems in gic business the summer of 2012, the government published its vision for britain's railway, the high level output specification (hlos).

This detailed what it wanted the rail industry to deliver in control period strategic business plans both for england and wales, and for scotland were our initial formal response to the government, along with a better railway for a better britain, which makes clear our commitments in 10 key areas to benefit all our usour awardsour rolehow we workperformancepublic performance measurepunctuality on the national rail networksafety performancepassenger safetypassenger safety (stations)workforce safety (fatality and weighted injury rate)public safetyinfrastructure wrong side failuressignals passed at danger (spads) - category 'a'operational close callslevel crossing eventscriminal damageclose callsnetwork availabilityhow we're governed and managedhow we're regulatedhow we're fundedour leadershipour boardapprovals and statements of responsibilitiesaccountabilitiesour executive committeeour board committeesdelivering for our customersjobs and growthour historythe network rail archiveeminent engineersisambard kingdom brunel (1806–1859)william henry barlow (1812–1902)george stephenson (1781–1848)robert stephenson (1803–1859)iconic infrastructurethe history of the britannia bridge, north walesthe history of the high level bridge, newcastlethe history of the royal border bridge, berwickthe history of box tunnel, wiltshirethe history of the tay bridge, dundeethe history of the forth bridge, fifethe history of bristol temple meads stationthe history of birmingham new street stationthe history of charing cross stationthe history of london euston stationthe history of london king's cross stationthe history of london bridge stationthe history of leeds stationthe history of london liverpool street stationthe history of manchester piccadilly stationthe history of london paddington stationthe history of london st pancras international stationthe history of london victoria stationthe history of london waterloo stationworking with railway heritagesignalling heritagethe railway industry and heritagerailway heritage designationwhere to find railway recordsmaking the connectiona women's placevaluing diversitydr beeching’s axelines in the landscapefairways and permanent wayshistory of level crossingspublications and resourcesregulatory and licensingannual report and accountsannual returnfinancialour plans for the futurethe hendy reviewspeechesquarterly reportstransparency and ethicsdata protectiontransparencyour information and dataopen data feedscase studiesnetwork rail infrastructure limited – data feeds licenceopening up newsletteropen culturefreedom of information (foi)disclosure logethicsour approach to safetyour safety visionhome safe plansafety assurancerisk managementaccident and incident investigationsauditsupplier assurancediversity and inclusioneveryone strategyaccess and inclusionincluding everyoneinclusive designbuilt environment accessibility panelmeet the paneldiversity impact assessmentsdisabled people's access policybehaviours and benchmarkinggetting everyone involvedcollaborationearly and wider engagementcontact our teamsustainable k rail cookie use cookies to give you the best possible experience on the network rail website. Please be aware that if you continue browsing, or close this box, you agree to our use of can go to our cookies page to k rail's strategic business roy mcnulty's value for money ency benchmarking of network ic review 2008 (pr08).

Rail's strategic business plans sh ministers’ hlos & ary of state’s hlos & ndent pr08 programme evaluation - nelson site works best with cookies. Rail's strategic business plans sh ministers’ hlos & ary of state’s hlos & ndent pr08 programme evaluation - nelson uses cookies to make the site simpler.

Find out more about k rail: draft guidance on strategic business of rail and consultation has conclusions and revised guidance for the network rail strategic business plans have been views on our draft guidance to network rail on its strategic business plans for railway control period consultation was held on another consultation ran from9am on 23 november 2016 to. 45pm on 11 january tation views on our draft guidance to network rail on its strategic business plans for railway control period 6 (cp6).

The guidance includes our expectations for how network rail’s route businesses should engage with customers and other k rail strategic business plans conclusions and revised of rail and us improve ’t include personal or financial information like your national insurance number or credit card site works best with cookies. Please be aware that if you continue browsing, or close this box, you agree to our use of can go to our cookies page to ce on network rail’s strategic business k rail’s strategic business plansas part of the 2018 periodic review (pr18), network rail will produce strategic business plans (sbps) which will form the main source of evidence that we will use to determine network rail’s funding and outputs for sbps will set out network rail’s  plans for operating, maintaining and renewing the network, and how it intends to improve its capability and efficiency.

These plans will affect what the railway can deliver – and so have a significant impact on the service that train operators can offer to passengers and freight customers – and the future condition of the sions and our guidance to network railfollowing careful review of the consultation responses, in february 2017 we published our guidance to network rail along with the conclusions on our consultation on the ce on network rail's strategic business plans published 23 february 2017orr consultation on network rail's strategic business plans: conclusionspublished 23 february 2017supplementary guidance: letter to network rail on planning assumptionsin our conclusions, we said that we would consider whether it was necessary to update our guidance following submission of the high-level output specifications by the secretary of state and scottish ministers. On 25 july 2017, we provided supplementary guidance to network rail in the form of planning assumptions for england & wales.

This is set out letter to network rail on planning assumptionspublished 25 july 2017consultation on draft sbp guidancedate published: 23 november 2016closing date: 11 january 2017in november 2016, we consulted on our draft guidance to network rail on its sbps for cp6. The guidance included, among other things, our expectations for how network rail’s route businesses should engage with customers and other guidance on network rail’s strategic business plansresponses to our consultationwe received 35 responses to our consultation on our draft sbp guidance from a wide range of stakeholders.

We are grateful to all those who ses to orr consultation on draft guidance on network rail's strategic business ic review 2018 (pr18) initial consultation and conclusions.