Analysis

Video: Mark Carne, Network Rail chief executive on need to be "bolder and braver"

Government review of electrification programme is not a scaling back but an opportunity to rethink the delivery of “an enormously challenging programme”, says Carne.

The recent government imposed "pause" on Network Rail's major programme of network enhancements is not a scaling back in ambition for the rail network but simply an opportunity to find the best way to deliver  “an enormously challenging programme”, according to Network Rail chief executive Mark Carne.

“It is not a scaling back – as the Secretary of State said we still have £38bn to spend under this control period,” said Carne, speaking at the Tomorrow’s Rail conference this week.

“At this moment it is really important that we level with people about just how difficult this is,” he explained. 'It is an enormously challenging programme and I think we should level with people, set out a programme and then deliver it.”

“I believe that you should do a lot more of the up-front engineering work before you commit to a cost and a schedule because experience shows that when you do that work you finds that it is more difficult than you originally thought,” Mark Carne.

Carne said that the fact many of the project were turning out to be more expensive and difficult to deliver that anticipated demonstrate the need to do more detailed engineering work in the planning stages of projects.

“I believe that you should do a lot more of the up-front engineering work before you commit to a cost and a schedule because experience shows that when you do that work you finds that it is more difficult than you originally thought,” he said.

“But what we know is that some of those projects have cost more than we thought so we need to rephase some of those programmes,” he added. “That is what the review will do over the next few months - say what is the right way in which to deliver these programmes over time.”

Carne accepted that the organisation had lost many of its senior team but pointed out that it had also “brought in some fantastic people”.

However he did highlight concerns over loss of skills lower down the organisation, particularly due to staff choosing careers overseas.

“Across the company as a whole yes we are losing people,” he said. “Some 900 ex-Network Rail engineers are now working overseas for different companies. I want to make Network Rail a place that they want to stay for their whole career. 

“If we want to increase the capacity reliability and speed of our national network we need to embrace the digital railway now. As an industry we need to be bolder and braver about that"

“That is why I am very excited about Network Rail consulting our international consultancy and very pleased that we won the California high speed contract.”

Carne said he was “hugely excited” about former London Transport Commissioner Sir Peter Hendy joining Network Rail as chairman.

“He understand customers and has had the experience of running a very intense transport system,” he added. “His relentless focus on performance every day is exactly what we are trying to do at the moment.”

Carne also described introduction of digital technology on the railways a as “national strategic priority.

“If we want to increase the capacity reliability and speed of our national network we need to embrace the digital railway now. As an industry we need to be bolder and braver about that because it is the only way we will meet the enormous customer demand in the future.”

If you would like to contact Antony Oliver about this, or any other story, please email antony.oliver@infrastructure-intelligence.com.

Comments

An interesting conversation with Mark Carne. There was a telling statement regarding the appointment of Peter Hendy to the executive team, with the inference of 'focus on performance every day'. If this is a 'vision' underpins the future of the rail supply chain, then I firmly believe there is a real call to action for Network Rail's Tier 1-3 suppliers (and perhaps the Rail Supply Group among others) to align the purpose of Client Organisations and their service provider(s). Better data management, at the right time, in the right place, will hopefully allow much better management in planning, procurement, and programme delivery. We are after all in the 'knowledge age' and making steps towards a 'digital railway'. How well do we provide value at the moment? Is the rail supply chain as good as it can be, and what gaps exist between Mark Carne's vision, and where we need to be as an industry? (Achilles / IFF Report (2012) on the Rail Supply Chain makes interesting reading!) As a management consultant often working with a 'vertical slice' of the rail supply chain, I can see some real benefit from collaboration (BS1100) and alliance partnering, but this must flow down to the lower tiers. In my experience, value can only be measured when partners have a real grasp of the situation. In terms of engagement with suppliers, there is a real need to connect lofty strategy to meaningful goals. The difficulty comes when there is a 'disconnect' in the supply chain...then we are back to business as usual. As Mark suggested, we must make bold choice, and keep our promises. Having difficulty communicating your own 'value proposition'? Then come and talk to us. We are helping SME's realise their true worth and negotiate complex supply chain issues, day-by-day, company-by-company. We make alignment with client organisation simple. Chris Williams-Lilley (@RailChampions)
Miark Carne appears credible however the reality is that the GWML. Project is in total diassary 3 times over budget and the the man himself making up stories to defend failures - He freffered to signalling cablies being boken when holes are drilled for overhead catenary masts . Sorry Mr Carne the signalling cable runs in separate ducts apart from where Nerwork Rail engineers have left it lieing in the ballest next to the track. The section of line from Maidenenhead to well beyond Twford has no holes for masts yet! Now because of the Network Rail delays it appears at at the all IEP,S (incredibly Epensive Train) will be bi module with Diesel engines fitted and Himalayan floors through the trains! So more expensive trains with higher maintenance bills throughout their working lives , the GWR electrification programme 3 years late, no electrification of at least 2 of the Tames Valley branch lines and trains too long for the platform at Winsor Central Station! A.cock up,if Olympic proportions!