Robin Gisby Director, Operations and Customer Services

1. Robin GisbyDirector, Operations and Customer Services

2. What keeps us busy?How are we going to get better?What should we worry about??

3. What keeps us busy? Full integration of ICCs Further development of JPIPs Restructuring Timetables Improving the co-ordination and integration of Freight Reviewing and supporting aspects of Franchise bids Promoting enhancement schemes Improving Customer Relationships

4. Full integration of ICCs Reduced industry �controls� from > 60 to < 20 Seven now co-located Work finishes soon on LNE WICC moved to full integration Route Operational control with Network Rail TOC managing its own resources � trains, crew, stations Fundamental change to Safety Case Reduced overlaps and common systems Saving of staff Western in February Further six to follow Industry wide development course for 700 controllers

7. Further development of Joint Performance Improvement Plans Moves away from the previous contractual approach First round complete for all Routes and TOCs Jointly owned, locally developed First bottom up PPM projections Provides industry wide performance analysis Being extended to three year outlook Builds new industry performance trajectory

8. Restructuring Timetables Critical to improving PPM short term Must be linked to annual timetable changes Further demand on Ops Planning resources Not yet fully linked to RUS and franchise programmes Needs industry wide change control

9. Promoting enhancement schemes Wide range of proposals: SRA SLOE Third party New franchises Other stakeholders Outside parties Focus on smaller and repetitive schemes Capacity and performance Car parks Need to improve co-ordination with: Renewals Franchises New timetables Need to re-think regulatory accounting

10. Improving Customer Relationships Poor scores in latest MORI poll Some improvement but from a very low base Crisis management much better than doing the day job Action Plan CS1 being developed and will touch all parts of the organisation including Education and training Functional briefings Customer workouts Personal upskilling Cross functional behaviours Communication Need to break down corporate inertia� Standards Approvals Cost Time �.without compromising stewardship role

11. How are we going to get better? Recruited senior management from TOCs to recognise and support wider industry role Massive investment in training Signaller Training Schools in Watford and Leeds �11m investment in Simulators for signaller training Local connections for 200+ sites Safety Critical Communications Manual Handling Specific ICC competence training for new integrated role New Industry-wide Controllers� Courses Changes to processes Signaller Forms Automation Electronic Self Assessment Management Development Leadership Development Programme for Operational Managers Being extended to Managed Stations, Operational Planning Company wide management development programmes

13. Individual Employee Programme Report

14. Individual Employee Positioning Report

15. Team Report

17. O&CS Training and Competence Assessment

18. What should we worry about? Building competence in overall industry performance management Cuts across customer relationship Incentives for volume growth Not reflected in OMR aspects of ORR relationship Major cultural change RUS, Franchise, Renewals and Performance Improvement programmes not aligned 44% of PPM changes hands before 2008 Small scale enhancements tacked on later or missed out altogether Incentives, commitments and obligations misaligned Scope for significant reduction in operating costs