Business Efficiencies
1. Identified and developed twenty cost control initiatives to deliver a £700k
saving
2. (EWS)
3. Reviewed train dispatch arrangements with recommendations to improve safety
and performance of this activity. Six figure saving identified (TOC)
4. Devised and implemented a process to ensure that sufficient resources were
planned (T18) to deliver the engineering trains for each week/weekend ‘ballast
programme’ (EWS)
Business Performance
1. Transformed train service from worst performing to best performing route
within London Lines 2001/2002. (Silverlink Metro)
2. Total Delay minutes reduced by over 60%. Metro Delay minutes reduced by
50%. In 11 periods the MAA for Punctuality and Reliability improved by 2%.
(Silverlink)
3. In less than twelve months, working in collaboration with Network Rail
and fleet delivery the customer satisfaction ratings improved by:
o Performance rating 16%.
o Customer Service rating up 14%.
o Information 12% (before implementation of Real Time CIS).
o Seat Availability 10%.
Business Development
1. £1m secured through third party funding (London Boroughs, Transport
for London, Groundwork Trust, Network Rail and SRA) for CCTV, CIS, LLPA and
additional train services.
2. Rail Passenger Partnership bids to the Strategic Rail Authority for the
financing of a number of major rail improvement projects
3. Developed the business case, commissioned and implemented ‘real time’
customer information screens at 24 stations
4. Successful introduction of ‘Prestige’ ticketing gates on the
North London Line with compatibility and integration with LUL
5. Devised and delivered an innovative train driver restructuring agreement,
which increased productivity by 25% and successfully delivered project plans
and led the project team on the development of restructuring proposals for
initiatives within each function.
Productivity and Safety improvements
The Directors of Rail Operations Development Limited have led, developed and
project managed on numerous occasions safety related initiatives to improve
the operational effectiveness of a company’s historical working arrangements,
such as the introduction of:
1. Fuelling and minor locomotive servicing by train drivers, reducing the
need for unnecessary deployment of engineering staff
2. Engineering personnel driving on depots, reducing the need to have main
line drivers off main line duties unnecessarily
3. Engineering personnel preparing locomotives for traffic, thereby reducing
the need for train drivers to prepare locomotives
4. Reduced driver training programme timings (rules and regulations, traction
training and subsequent traction conversion training) which ensured more effective
training and better utilisation of time
5. Reduced timing in traction unit preparation and disposal by eliminating
all unnecessary checks and tests train drivers have historically always been
expected to perform
6. Revised [risk based] methods for learning routes and retaining knowledge
which took away historical practices
In all cases, safety management was of paramount importance, and not only
were they reviewed and assessed continually through the development process,
they were also reviewed frequently following introduction to ensure their
was no derogation of safety standards.
All the initiatives were introduced and supported by the relevant Trade Unions,
who were involved from the very outset.