FACT OR FICTION

A CENTRE OF EXCELLENCE

As part of our Control Transformation programme, we are creating
a new service delivery centre in Upminster. Paul Titterton, programme lead, explains why – and helps sort the fact from the fiction…

Our colleagues will work side-by-side with key Network Rail personnel

FACT: We will locate a control delivery team in Upminster to run the Suffragette and Mildmay lines. It will bring together our decision-makers and the Network Rail team already based there. We currently have just one train running controller in Upminster, but there are more efficient ways of working. Every phone call from Upminster to Palestra means communication is potentially slowed down, especially during an incident when every moment counts. Having that key group in the same room enables immediate discussion involving everyone at once, leading to better decision-making.

This is about cutting costs and reducing headcounts

FICTION: It is about working smarter but is part of a significant investment. We are creating three new roles by relocating some of our control expertise from Palestra. Two train service response controllers and a train service support controller will be on duty in shifts 24/7. That’s a pool of 18 people compared to the current six. Network Rail is introducing the role of service delivery supervisor. There will also be improvements to technology and systems.

This is partly a response to poor performance on the Mildmay line

FACT: Performance isn’t where it should be on the Mildmay line. There has been an increase in trains running later than 3 minutes (T3) and a significant impact from daily incidents. The co-location of colleagues with Network Rail counterparts, and the expected benefits will help address this.

Frontline colleagues and customers won’t see any benefit

FICTION: This centralised model means that if something goes wrong, discussions between our colleagues and Network Rail’s service delivery supervisor can happen immediately. Decisions can be made promptly and communicated to signallers to action, and to our train service support controller to update systems. Information is relayed to station colleagues and customers more effectively, and it enables us to recover the service more quickly.