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robust coordination and aligned incentives , translating the needs of the passengers into the delivery and management of rolling stock and infrastructure . Affordability and cost efficiency had to be balanced against speed and responsiveness to delays . Plus , of course , the need to manage the interfaces with the wider UK rail network .
But the benefits of this vertically integrated approach were clear . For example , by aligning incentives between the needs of track , trains and passengers , an innovative electrification solution has been achieved without the cost , disruption and carbon impact of significant infrastructure changes . Detailed analysis of data optimized train performance , and the team was able to invest in hybrid , battery power rolling stock and new power management technology .
One size does not fit all
Building on the Welsh experience , breaking up the whole of Network Rail into a group of vertically integrated companies in one hit would certainly represent a bold move , but would also be an incredibly complex transformation that would come with significant risk .
But this is not a one-size-fits-all situation . Wider re-introduction of a vertically integrated model would have to be assessed against each specific environment to ensure delivery of benefits in terms of cost efficiency and operational performance . Greater clarity over desired outcomes nationally , regionally and sub-regionally is still required to enable integration between the different parts of the railway to be truly effective .
Opportunities for change
That said , there are several potential regions and networks that offer a clear rationale for following the lead taken by Transport for Wales including Merseyrail , Anglia and the already partially vertically integrated London Overground network .
Different integrated models will suit different regions and operators . Scotland ’ s railway , while not strictly vertically integrated , has in the last few years benefitted significantly from having Alex Hynes ( now Director General , Rail Services , at the DfT ) leading operational and infrastructure entities , with both organizations aligned to the delivery of a single objective .
Whatever the desired outcome , we ultimately will always come back to the same conclusion – unless you control the trains and the track then the innovation required to radically improve outcomes for passengers is made difficult , if not impossible . Now is the moment to embrace the power and enthusiasm of both the public and private sector and create a new set of systems and structures that take the UK rail network into the future we all want . ■
For a list of the sources used in this article , please contact the editor .
James Holmes www . amey . co . uk
James Holmes is Rail Sector Director for Amey . Amey is a leading provider of full life-cycle engineering , operations and decarbonization solutions for transport infrastructure and complex facilities .
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