Whatever the arguments for and against different types of ownership or organisational structures, the railway industry is a disparate one which has to work together.
Recent reports from the Office of Rail Regulation show that, in places, there is a still a way to go.
Having made efforts to put its own house in order, First Great Western now finds Network Rail problems outnumber its own.
True, it’s one of the main jobs of the regulator to ensure Network Rail is up to scratch but the company itself acknowledges the performance has slackened. While Western area problems have been highlighted, GNER also points some of its recent disappointing performance at the track company.
This isn’t a tirade against Network Rail. Integrated controls, for instance, have proved a great success for some years while, just recently, Network Rail and train operators have agreed a new deal on electricity charges which will also encourage regenerative braking.
And, the track company is only now getting a say in train design, so that the effect of new fleets on electricity supplies or track wear can be considered as part of an integrated process.
ORR highlights, though, concerns about the seven-day railway – certainly Network Rail has to have access to the track and it is leading a strategy to minimise disruption, albeit with a seven year timescale. The regulator, rightly, urges all parties in the industry to continue to work together on the seven-day railway concept.
By its function, ORR is open and transparent and the reports show an even-handed attitude to Network Rail. ORR is open too about “enforcement action” (fines in plain English) but there, perhaps, lies an issue for Network Rail. Its relationship with its customers – train companies – is open for all to see.
But, even as a not-for-dividend company, it needs confidentiality in its relationships in the other direction along the contract chain.
The railway is not perfect – has it ever been? – and the structure may not please all.
But perhaps in a few years’ time, 2007 – 15 years after John Major’s privatisation White Paper and the subsequent traumas – will be seen as the start of a maturing, partnership industry.