Network Rail owns and
operates Britain’s
rail infrastructure. It is a British "not
for dividend"
company
limited by guarantee whose principal asset is Network Rail
Infrastructure Limited, a company limited by shares.
Network Rail's main customers are the separate and fully private
sector
train operating
companies (TOCs), responsible for passenger transport, and
freight operating companies (FOCs), who provide train services
on the infrastructure that the company owns and maintains. Network
Rail does not run passenger services directly; ultimatelyboth
Network Rail and the train operating companies have the shared
responsibility of delivering train services to the travelling
public.
Responsibilities
Network Rail owns the infrastructure, including the
railway tracks,
signal,
tunnels,
bridges,
level
crossings and most
stations, but
not the passenger or commercial freight
rolling stock. Network Rail took over
ownership by buying
Railtrack plc, which
was in "railway administration", from Railtrack Group plc for £500
million. The purchase was completed on 3 October 2002.
The company's headquarters is at Kings Place, 90 York Way, London
N1 9AG after moving on 26 August 2008 from 40 Melton Street,
Euston, London. The current Chairman is Rick Haythornthwaite who
took over from
Sir Ian McAllister.
Sir Ian McAllister was also Chairman of
the Carbon Trust and formerly Managing
Director of
Ford Motor Company Limited. Its
chief executive is Iain Coucher. Its executive board is
small.
On 3 October 2008, Sir Ian announced that he will not stand for
reelection to continue as chairman of Network Rail. He has held
this position for six years. In making the announcement, Sir Ian
noted that as Network Rail moves to a "new phase in its
development," it is appropriate that there be a new chairman to
lead it there.
Following an initial period in which Network Rail established
itself and demonstrated its competence in addressing the principal
challenges of improving asset condition, reducing unit costs and
tackling delay, the Government’s Rail Review in 2004
White Paper said that Network Rail should be
given responsibility for whole-industry performance reporting,
timetable development, specification of small and medium network
enhancements, and the delivery of route-specific utilisation
strategies (RUS). Some of these are functions which Network Rail
already had; others – such as the obligation to devise
route utilisation strategies –
were transferred to Network Rail from the
Strategic Rail Authority, a
non-departmental public body, part of the UK government. (The SRA
was subsequently abolished.)
Whilst owning over 2500 railway stations, it only manages 18 of the
biggest and busiest railway stations in the UK, with the remaining
stations being managed by the various train operating companies
(TOC).
Network Rail also secured a 15-year lease on in Manchester, moving
and recruiting 800 staff to one of Manchester's largest refurbished
office spaces.
Network Rail should not be confused with
National Rail. National Rail is a brand
used to explain and promote a network of passenger railway
services.
The two networks are very similar, but not exactly the same. Most
Network Rail lines also carry freight traffic, some lines are
freight only, and a few lines that carry passenger traffic are not
part of the National Rail network (for example
High Speed 1,
Heathrow Express, Tyne And Wear Metro
System and the
London
Underground). Conversely some National Rail services operate
over track that is not part of the Network Rail network (for
example where they run on
London
Underground track).
Governance structure and accountability
Formal governance structure
The company is accountable to a body of members through its
corporate constitution, to its commercial train operator customers
through its contracts with them (the contracts are subject to
regulatory oversight), and to the public interest through the
statutory powers of the
Office
of Rail Regulation.
Since Network Rail does not have shareholders, its members hold the
Board of Directors to account for their management of the business.
Members are appointed by an independent panel and serve a
three-year term. They have a number of statutory rights and duties
which include attending annual general meetings, receiving the
Annual Report and Accounts, and approving the appointment or
re-appointment of Network Rail’s directors. Members have a duty to
act in the best interests of the company without personal bias.
They receive no payments other than travel expenses.
Members have clearly defined and limited powers; they do not run
the company. Setting the strategic direction and the day-to-day
management of Network Rail is the responsibility of the company’s
Board of Directors. That direction must be consistent with the
regulatory jurisdiction of the Office of Rail Regulation, and with
the requirements of its contracts.
The Office of Rail Regulation in turn
operates within the overall transport policy set by the UK Department for
Transport
and the Scottish
Government, including as to what the Government wants the
railway industry to achieve and how much money the Government is
prepared to put into the industry. This means that the
degree of Government influence and control over the company is
higher than it was before these enlargements of the powers and role
of the Government were introduced by the
Railways Act 2005.
At any one time there are around 100 members in total, drawn from a
wide range of industry partners and members of the public. There
are two general categories of membership, industry members
comprising any organisation holding a licence to operate on the
railway or preferred bidder for a railway franchise, and public
members who are drawn from the wider stakeholder community.
Monitoring Network Rail's performance
The Office of Rail Regulation monitors Network Rail's performance
on a continuous basis against targets established by the regulatory
authority in the most recent access charges review (2003), against
obligations in the company's network licence and against forecasts
in its own business plan. If performance is poor,the company will
face criticism and possible enforcement action from its commercial
customers (under their contracts) and from the Office of Rail
Regulation (enforcing the company's network licence). It may also
be criticised by its members in general meeting.
In the end of year report 2005/06, the ORR reported on train
performance that:"Train Performance: Good progress has been made in
improving punctuality.The Public Performance Measure (PPM) of 86.4%
in the year is up from85.5% (refreshed) at the end of the third
quarter (Q3) and up from 83.6% lastyear."
Profit1.For the first time in Network Rail's history a profit was
made this year- allowing money to be reinvested into the
network.2.Train punctuality is at a seven year high.3.Passenger
numbers are at an all time high
Informal governance groups
Railway Industry Planning Group (RIPG)
The Railway Industry Planning Group (RIPG), chaired by Network
Rail, has as its purpose railway industry input into the structure
and development of the national railway strategic planning
processes. Its members are drawn from railway funders, operators
and users, and the group meets quarterly to consider:
- rail industry liaison with regional and local government
- Regional (and Scotland and Wales) Planning Assessments
- Route Utilisation
Strategies
- specification of passenger operator franchises
- High Level Output Specifications and Network Rail’s Strategic
Business Plan
- Network Rail’s Business Planning Criteria, Business Plan and
Route Plans.
Network Rail and other organisations' websites and documentation
mentions various other groups not always well identified.
Infrastructure
Track
Infrastructure maintenance
In October 2003 Network Rail announced that it would take over all
infrastructure maintenance work from private contractors, following
concerns about the quality of work carried out by certain private
firms, and spiralling costs.
February
2004 saw the opening of an operations centre at Waterloo
station
in London, operated jointly by Network Rail and the
train operating company South West
Trains. This was the first full collaboration of its
kind since privatisation, and it is regarded as a model for other
areas of the network, with a further six integrated Network Rail +
TOC Control Centres having opened since then, at Blackfriars
, Croydon
, Swindon
, Birmingham
, Glasgow
and, most
recently, Liverpool Street
and South Wales based in Cardiff
Canton.
Track renewal, the ongoing modernisation of the railway network by
replacing track and signalling, continues to be carried out by
private engineering firms under contract.
The biggest renewals
project is the multi-billion-pound upgrade of the London
to Glasgow
West Coast Main Line
that has recently been completed.
Network Rail initially sub-contracted much of the work and the site
to private Infrastructure Maintenance Companies such as
Carillion and
First
Engineering. Other sub-contractors are used on site for
specialist work or additional labour. These include:
- Sky Blue
- Balfour Beatty
- Laboursite
- BCL
- Atkins (Atkins Rail)
- McGinleys
Since 2003 Network Rail has been building up significant in-house
engineering skills, including funding of apprenticeship and
foundation degree schemes. Network Rail reports significant savings
resulting from the initial transfers of work away from contracting
companies.
Additional contracts were taken back by
Network Rail after the serious accident at Potters Bar
and other accidents at Rotherham and King's Cross
led Jarvis to pull out of the track repair business. Shortly
after this, and due to other failures by maintenance companies,
Network Rail took control of many more maintenance duties.
Telecomms maintenance came full circle in April 2009 with the
bringing in house of the staff of Thales Telecom Services Ltd
(formerly
British Rail
Telecommunications (BRT)).
In 2006, Network Rail made public a high-tech plan to combat the
effects of
slippery rail. This plan
involves the use of satellites for tracking trouble areas,
water-jetting trains and crews using railhead scrubbers, sand
sticks and a substance called Natrusolve, which dissolves leaf
mulch.
All workers working on, near or trackside have to undergo a
Personal Track Safety
assessment (re-assessed every two years) Network Rail workers
undergo an assessment every year as part of AITL (Assessment In The
Line). The AITL requires each worker to go through questions on a
computer based program on all the competencies held.
The safety
record of the company has been marred by the Grayrigg
derailment
, when a Virgin express crashed at Grayrigg in
Cumbria on 23 February 2007. The train was derailed by a
faulty set of points. Network Rail have admitted responsibility for
the accident. The
RAIB investigation is
ongoing, and criminal charges may be brought.
In September 2007 it was announced that the number of track renewal
contractors will be reduced to four from the current six.These are
now
- AmeySECO
- Balfour Beatty
- First Engineering Ltd.
- Jarvis PLC
Six to Four Announcement
Stations
Network Rail owns more than 2500 railway stations on the national
rail network.
Management and operation of most of them is
carried out mostly by the principal train
operating company serving that station, however sometimes the
train operating company does not serve the station for example
Hinckley
is managed but not served by East Midlands Trains. Network
Rail manages and operates 18 of the largest and busiest stations
directly. The Network Rail-managed stations are:
Many track safety initiatives have been introduced in the time
Network Rail has been responsible for this area. The latest,
announced in December 2008, known as "All Orange", states that all
track personnel must not only wear orange hi-vis waistcoats or
jackets, but must also wear orange hi-vis trousers at all times
when working on or near the track.
This new safety ruling will come into force on 1 January 2009 for
maintenance and property workers and on 1 April 2009 for
infrastructure and investment sites.
Training facilities
Network Rail's Coventry leadership development centre,
Westwood
Network Rail has several training and development sites around
Britain.
These include sites in Newcastle
, Peterborough, Derby, Watford and Larbert
which provide refresher courses, and train staff in
new equipment. Advanced Apprentice Scheme trainees are
trained at HMS Sultan
in Gosport within the whole the first year and over
seven 2 week periods (throughout their second and third year) of
their apprenticeship, using a combination of Royal Navy facilities and a specially installed
training centre. Network Rail bought a residential centre
from Cable and Wireless in the
Westwood Business Centre near Coventry
for leadership development. The company and
other industry partners such as
Grant Rail
and Balfour Beatty, also operate a Foundation Degree in conjunction
with Sheffield Hallam University.
In 2008, Network rail will pilot its first qualification in "track
engineering". It has been given permission to develop courses
equivalent to GCSE and A-levels.
[22366]
Telecoms assets
This section describes the assets that comprise Network Rail’s
telecommunications systems and networks.
The fixed bearer network is at the core of railway communications
and thus is vital to the operation of the railway. It provides
essential circuits for signalling and electrification control
systems, train radio systems, lineside communications, level
crossing CCTV, customer information systems as well as more general
IT and business telephony needs. The fixed bearer network
infrastructure comprises transmission systems and telephone
exchanges linked by a fibre optic and copper cable network that is
located mainly within trackside troughing routes.
Network Rail has several analogue radio networks that support
mobile communication applications for drivers and lineside workers.
These radio networks comprise base stations, antenna systems and
control equipment.
The National Radio Network (NRN) was developed specifically for the
operational railway; it provides radio coverage for 98% of the rail
network through 500 base stations and 21 radio exchanges. The NRN
offers full access to the
British Rail
Telecommunications telephone network; public switched telephone
network (PSTN) dialling, including international, is also
available. It can provide 'dedicated' open channels on talk-through
mode for incident management and an override priority facility to
ensure that all emergency calls are immediately connected to the
railway's Train Control Offices (TCO) and Electrical Control Rooms
(ECR).The NRN and ORN are based on analogue radio technology and
provide a high level of coverage throughout the railway network for
mobile communication at the trackside. The ORN offers facilities
for driver emergency communication with the local train control
office.
The
RETB system is based on similar technology
as the NRN and ORN but provides data communication for signalling
token exchange as well as voice communication. Secure communication
between drivers and signallers is provided by the
Cab Secure Radio (CSR) systems located in
various parts of the country. This application of analogue radio
technology is deigned to offer complete radio coverage at the
trackside within the limits of its deployment.
Fixed communication at the trackside is provided by lineside
communication systems. These systems are primarily provided for
signallers’ communication with drivers and the public through
telephones located on signal posts and at level crossings. Signal
Post Telephones (SPTs) and other lineside phones are linked to
telephone concentrators at the signal box. Special self-monitoring
systems (PETS) are also provided for high-risk level crossings.
CCTV systems are provided on platforms where driver only operation
train services are operated and at some stations with sub-surface
platforms. These self-contained systems comprise of cameras,
monitors, cabling and control equipment. Voice recorders are also
classed as telecoms assets.
- Asset information
This section gives a brief insight into the origin of Network
Rail’s telecom assets and why they are in the condition they are
today.
In the late 1960s the National Telecoms Plan (NTP) was launched
which brought about a centrally managed (BRHQ) project to install a
nationwide co-axial cable based 4 MHz system of transmission
bearer services for voice and on-line real time data networks. This
was completed in 1972.
The fixed network as we know it today was installed piecemeal as
part of BR’s electrification and signalling projects between 1972
and 1993. Fault reporting is localised and system failure is
generally only uncovered as a consequence of customer complaint.
The fixed telecommunications network consists of a wide variety of
mostly old technology, some of which is obsolete.
As a result of the privatisation process, a significant proportion
of the fixed telecommunications network is now provided through
lease agreements with
Global
Crossing and since April 2009 it is maintained by Network
Rail.
Much of the network is now life expired and its renewal is the
responsibility of Network Rail. The earliest
CSR system was installed in Strathclyde in
1984 and other systems exist in East Anglia, Southern, GW and
Midlands Zones and on
Merseyrail. Typical
lives for such systems are given as 10 or 15 years and thus the
Strathclyde system can already be considered to be life expired.
Other early systems are approaching life expiration and with some
parts nowobsolete there is a significant risk and maintenance
liability present. This can manifest itself in operational
difficulties and high operation costs.
The NRN dates back to the 1980s, although base stations have been
added as recently as 1999. Studies show the system is life expired,
but life could be extended until 2008. The obsolescence of critical
parts and the lack of further mobiles mean that costly reverse
engineering is now required to keep the system going.
SPT concentrators exist in all but the smallest of signal boxes. A
variety of technologies are in existence and obsolescence and
system support problems drive renewal. Modern system life is
estimated at 10–15 years although some systems over 25 years old
are still in operation.
- FTN and GSM-R
GSM-R radio systems are being introduced
across Europe under EU legislation for interoperability. In the UK,
Network Rail have established a stakeholders board with cross
industry representation to drive the UK implementation of GSM-R to
replace the National Radio Network (NRN) and Cab Secure Radio (CSR)
systems currently in use.
Rail Safety and
Standards Board (RSSB) are revising the current train to shore
radio standard GO/RT3410, and renumbering it as GE/RT8080, and
developing a new standard GE/RT8081 that contains requirements that
are specific to GSM-R. The Railway Group Standards are being
developed to support the European Functional Requirements
Specification (FRS), and should be read in conjunction with this
document.
There have been two rounds of consultation on these documents, and
a final round of consultation is planned for the summer of 2003,
with the intention of publishing the standards in December
2003.
The Network Rail National Project for the introduction of GSM-R
plans for the radio service to be live nation-wide by 2007, with
the current radio systems switched off at the end of 2009. The
Fixed Telecomm Network is the backbone for the GSM-R and is built
on
Alcatel PDH and
SDH rings.
A fully-functional GSM-R system trial started on the North Clyde
Line in Scotland in 2007.
For some years before these trials commenced
however, GSM-R has been in use for voice-only purposes (known as
the 'Interim Voice Radio
System' (IVRS) ) in some locations where axle counters are used for train detection,
for example parts of the West Coast Main Line (WCML) between Crewe and Wembley. Britain’s
GSM-R network should be fully operational by
2013 at a cost of £1.2 billion. This cost though does not include
the WCML.
The WCML transmission equipment is
Marconi
and is maintained by
Telent.
- IP / Ethernet Network
In addition to SDH transmission, an IP / Ethernet network is soon
to be constructed in the Central Scotland area initially to support
Long Line Public Address systems in Strathclyde and Remote
Condition Monitoring on the express Edinburgh to Glasgow route.
This network (core and access) runs over spare FTN optical fibres
at Gigabit speeds and is housed in FTN buildings where it shares
rack space and power. Ethernet Extenders using G.SHDSL are proposed
for reaching lineside assets over telecoms copper cables. The
initial deployment between Glasgow and Edinburgh is expected to be
completed in July 2009. The network will have significant spare
capacity and will be able to support the introduction of additional
IP or IPv6 services as required for railway operational
purposes.
- Roll out
Basically the Network Rail GSM-R system is being rolled out
nationally alongside the Fixed Telecom Network (FTN). This will
replace the existing CSR, NRN and legacy telecoms system (formally
BRT/Racal/Thales/
Global Crossing).
This consists of 2500 GSM-R base sites and 11,000miles of fibre
optic and copper cable linking together a
DWDM
SDH digital backbone network, consisting of core
nodes, access nodes, switches, etc.
The
GSM-R BTS equipment is
Nortel, including the MSCs, BSCs, HLR, VLR.
The sub-system equipment is
Frequentis.
The FTN equipment is Alcatel DWDM with SAFT UPS power
systems.
The masts are produced by Abacus Lighting and
Francis & Lewis, with antennas by
Kathrein. The Relocatable Equipment
Building (REBs) are made by
Elliott and
fitted out by
Alan Dick UK Ltd in
Scunthorpe (installed with
Alcatel access
node & Nortel BTS).
The system is being rolled out four ways:
- Enabling works – construction of GSM-R base sites, tower build
and rigging, collection, delivery and installation of the REB and
powering up.
- DNO supply – separate contract to get mains power to the site
by whatever means.
- FTN works – survey, clearance and renewal of the line-side
concrete S&T troughing, installation of joint bays, loop bays,
break-out boxes, UTXs, track equipment housings (TEH), cable laying
(copper, fibre, aluminium screen cable), jointing & splicing,
testing.
- Installation of Main switches, NOC, TEC, etc.
To date the trial GSM-R system has been rolled out in the
Strathclyde area (19 base sites covering 50 km), with the
TEC/NOC/Switch at Stoke on Trent.
Main switch/HLR/VLR at Didcot
, with a
fallback at Peterborough
. There have been several contracts and
schemes awarded to roll out all over the country (Kent, Yorkshire,
Birmingham, Walsall, M4 corridor, South Wales, Strathclyde,
Dumfries & Galloway).
The first train (390 034 on the 09.15 Manchester Piccadilly service
to London Euston) to use GSM-R on the south end of the West Coast
Main Line ran on 27 May 2009. This is the first vehicle to run in
passenger service with GSM-R outside of the Strathclyde trial. On
2nd Sept 09 the Rugby to Stoke section went live.
As part of the Modular approach being adopted by Network Rail and
in conjunction with the new 15m mast policy, a new hinged mast has
been developed by street lighting specialist
Abacus
Network Rail has fitted out a test train at Derby it purchased for
RSV testing of the GSM-R network. The train is formed from ex
Gatwick Express stock. At a cost of £5.9 million, this custom-built
machine known as the RSV (Radio Signal Verification) train, has
already started monitoring the Newport Synergy scheme and the
Cambrian Line.
- Safety recommendations
GSM-R addresses the relevant recommendations from several accident
inquiries:
GSM-R will be the bearer for the
ERTMS
signalling being introduced in the next few years.
Fleet
Network rail operate a large variety of DMUs, locomotives and
rolling stock to perform safety checks and maintenance. As well as
the multiple units and locomotives detailed below Network Rail own
and operate a large stock of rolling stock for particular testing
duties and track maintenance. Network Rail also hire freight
locomotives from
EWS and
Freightliner among others to operate
engineers trains at weekends.
DRS provide a number of locomotives to
power test trains around the network when Network Rail locomotives
are unavailable or busy elsewhere.
Development
The GRIP process
For investment projects, as opposed to routine maintenance, Network
Rail has developed an eight-stage process designed to minimise and
mitigate risks. This is known as the Guide to Railway Investment
Projects (GRIP). The stages are as follows:
- output definition;
- pre-feasibility;
- option selection;
- single option selection;
- detailed design;
- construction, test and commission;
- scheme hand back;
- project close out.
Each stage delivers an agreed set of outputs to defined quality
criteria.
Control periods
For financial and other planning purposes, Network Rail works
within 5-year "Control Periods", each one beginning on 1 April and
ending on 31 March to coincide with the financial reporting year.
These periods were inherited from Railtrack, so that the earlier
ones are retrospective, and not necessarily of 5 years duration.
They are as follows:
- Control Period 1 (CP1): 1996–2001
- Control Period 2 (CP2): 2001–2004
- Control Period 3 (CP3): 2004–2009
- Control Period 4 (CP4): 2009–2014
- Control Period 5 (CP5): 2014–2019
Route plans
Network Rail regularly publishes a Strategic Business Plan
detailing their policies, processes and plans, as well as financial
expenditure and other data. The most recent complete business plan
was published in April 2007. Within these plans the rail network is
divided into 26 Strategic Routes, with a Route Plan for each being
published annually. The Business Plan and the Route plans were
updated in 2008 and the Route plans again in 2009.
Each Route Plan covers a number of railway lines usually defined by
geographical area and each route is further subdivided into
Strategic Route Sections (SRS) and given an SRS number and name.
The plans also detail the geography of routes, stations, major
junctions, capacity constraints and other issues and provide data
on
freight gauge,
electrification,
linespeed, number of tracks, capacity and other information. The
plans also detail the expected future demand and development of
each route, their predicted expenditure and their maintenance and
investment requirements.
The Route Plans and respective areas are organised as in the table
below.
Private versus public sector status controversy
Britain's Labour government denies that they have nationalised the
rail network in order to prevent Railtrack's shareholders claiming
the four year average price of Railtrack, about £10 per share, via
the European Court of Human Rights. Instead, Railtrack's
shareholders have been given only £2.60p. Simon Jenkins, former
editor of the Times, wrote in a Times article about the Railtrack
High Court case and Gordon Brown's aide, (now Lady) Shriti
Vadera.“Can we engineer the solution through insolvency,” she
e-mails Stephen Byers in July, “and therefore avoid compensation
under the Human Rights Act.”
There has been considerable controversy over whether Network Rail
is a public-sector or a private-sector entity. Although officially
a private sector organisation, the fact that its debts are
underwritten by the government, and it is funded by the government,
has led to it being described as being "nationalisation in all but
name". It is also claimed that the government is keen for Network
Rail not to be classified as a public sector organisation, as this
would mean that the company's enormous debts (over £20 billion)
would be counted as public expenditure liabilities.
The National Audit Office and the Statistics Commission both agree
that Network Rail is a state owned company. The Office for National
Statistics has repeatedly clashed with the National Audit Office
and the Statistics Commission over whether the successor to
Railtrack should be considered a private company – as the ONS
believes – or included on the Government's books, as the NAO
argues. The NAO says that as the Government is bearing the risk
that would normally be borne by equity capital, and as it can
appoint, through the SRA, a director who cannot be removed by
members, Network Rail is effectively a subsidiary of the
Government-controlled SRA. The Statistics Commission, set up by the
Government to ensure that statistics are trustworthy, is known to
question the basis of the ONS judgment that Government guarantees
given to Network Rail are unlikely to be called in.
The UK
Office for
National Statistics insists that it is correct to have
classified Network Rail as in the
private sector.
Nethertheless some mistakes in referencing
the company as a public sector entity are occasionally made; on 17
October 2002 in the House of Lords government minister Lord McIntosh of
Haringey, in answering a question, said: "The Question is about
the West Coast
main line, and it is true that the cost has escalated from a
little over £2 billion to £10 billion. That shows incredible
lack of control and forethought by Railtrack. We must get a grip of
it, and we are getting a grip of it. However, we were able to get a
grip of it only after it went into administration and we were able
to take the company back again." In the House of Commons on 24
October 2005, the former
Secretary of State for
Transport Stephen Byers MP said:
"... I make no apology for ... unwinding the Tory privatisation
that was Railtrack." And on 1 February 2007, the
Leader of the House of
Commons (
Jack Straw) said: "... rail
privatisation ... was one of the most catastrophic reorganisations,
which we have had to resolve, and having done that—
[
Interruption. ] The hon. Member for Wellingborough
(Mr. Bone) may mock, but we brought Network Rail into public
ownership..." On
BBC Radio 4's programme
Any Questions? on 6 June
2008, the
Secretary
of State for Innovation, Universities and Skills John Denham MP was asked about
Network Rail's directors' bonuses; referring to the company, he
said: "...it was a very good thing David that it was brought back
effectively into public ownership after the total shambles that was
created by dividing the railway up and privatising it."
Directors
Executive directors
| Title |
Person |
Salary |
Details |
| Chief Executive |
Iain Coucher |
£613,000 |
On 12 December 2006, John Armitt
announced that he would retire as Chief Executive of Network Rail
at the end of July 2007. Iain Coucher was the previous deputy chief
executive. |
| Group Infrastructure Director |
Peter Henderson |
£440,000 |
|
| Group Finance Director |
Patrick Butcher |
£350,000 |
|
| Operations & Customer Services |
Robin Gisby |
£330,000 |
|
| Infrastructure Investment |
Simon Kirby |
£330,000 |
|
| Planning and Regulation |
Paul Plummer |
£310,000 |
|
Other directors
| Title |
Person |
Details |
| Group Company Secretary |
Hazel Walker |
|
| Group Director, Government and Corporate Affairs |
Victoria Pender |
|
| Director, Safety & Compliance |
Julian Lindfield |
|
|
References
External links
(1988)
(1994)
(1994)
(1995)
(1995)
(1999)
(1999)
(2000)
(2001)
• Ipswich to Ely
Line • Lea Valley Lines •
West Anglia Main
Line
• Marston
Vale Line • West Coast Main Line
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