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2012-04-16 NET-001
Network Rail

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Network Rail Infrastructure Projects Business goes live


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Network Rail



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Network Rail

Network Rail Infrastructure Projects Business goes live
_______________________________________________________________


date
Monday 16 Apr 2012 10:00
source Network Rail
type Press release



Changes to the way Network Rail delivers infrastructure projects worth £2bn a year come into force today – part of a wider programme of reforms at the company which aim to encourage competition, drive down costs and deliver a better value for money railway for Britain.

A new, commercially focussed, regionally based projects delivery business – Network Rail Infrastructure Projects – has been created, with four regional directors and three programme directors responsible for delivery of major renewal and enhancement infrastructure in their area. They will manage their own profit and loss and will be charged with winning work under a new competitive structure proposed by Network Rail.

Simon Kirby, managing director, investment projects, said: "Network Rail is transforming the way it works as a company and taking the lead in driving change through the rail industry. Our commitment is to build not just a bigger and better railway, but a better value railway too.

“The investment Network Rail is delivering now and for the future is crucial to accommodating increasing demand and supporting economic growth. But it is clear that capital investment in infrastructure must be delivered as efficiently as possible, with the best possible value secured for every pound spent.”

A new ‘client’ function has also been created within Network Rail that will clearly define project outputs and work with delivery organisations much earlier in the project lifecycle. In most instances the delivery organisation will be Network Rail Infrastructure Projects; however some lower risk projects will be tendered to the market in order to benchmark the company’s capital project delivery. For better or worse, this will provide firm evidence of Network Rail’s capabilities in relation to its competitors.

To enable open competition for this work, Network Rail Infrastructure Projects will need to become a separate legal entity. This is planned for 2013, when it can start to bid against other market competitors for some of Network Rail’s capital programme for Control Period 5 (2014-19), as well as for other UK off-network projects.

Simon Kirby concluded: "The changes we’re making to our projects delivery business will encourage competition, innovation and closer partnerships with our suppliers to deliver projects more safely, competitively and efficiently.

“Our focus over the next few years will be on improving and becoming more efficient at delivering projects in a commercial environment. Our aim is for Network Rail Infrastructure Projects to build an unrivalled record of successful project completion, innovation and reduced cost to rail users and taxpayers whilst delivering better value for money. In the longer term, the goal is to be the leader in providing rail infrastructure solutions in Britain.”



Notes to Editors:

Sir Roy McNulty's report – 'Realising the potential of GB rail' – highlighted the potential for efficiencies in the order of 10-20 per cent in Network Rail’s capital investment programme. The report also supported the fundamental changes being made to Network Rail’s structure and the way the company works with its delivery partners, which are designed to secure that greater value. In order to meet these challenges, Network Rail must radically change its capital programme business model.

The changes set out above are in addition to significant efficiencies achieved under Network Rail’s ‘efficient infrastructure delivery’ programme, which has already delivered £1bn of savings for the company in CP4 and is forecast to deliver around £3bn in total. Efficiencies include improving processes, firmer and more visible work banks, standardisation of designs and closer collaboration with our suppliers.

Network Rail Infrastructure Projects – delivery regions

The regional directors are responsible for delivery of major renewal and enhancement projects and programmes (excluding track renewals) in their area and winning new work under the competitive structure proposed by Network Rail. Major programmes that span multiple regions, such as Thameslink and signalling will continue to be delivered as a separate programme.

Projects delivery region, Regional director, Route alignment

Scotland and North East, Roger Dickinson, Scotland, LNE (plus Edinburgh-Glasgow improvement project)
Central, Neil Thompson, LNW, East Midlands (plus Birmingham Gateway and King’s Cross redevelopment)
Western and Wales, Robbie Burns, Western, Wales (plus Crossrail and electrification)
Southern, Nick Elliott, Anglia, Kent, Sussex, Wessex (plus south east platform lengthening project)

Programme, Programme director

FTN/GSM-R*, Graham Greener
Thameslink, Jim Crawford
Signalling, Mark Southwell

* Upgrading driver-signaller communications infrastructure


Railhub Archive ::: 2012-04-16 NET-001





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