More on the Rail Industry
A comment on the Hatfield entry set my thoughts in motion. Rather than go on at length on the comments section (although I did already), I thought I would enlarge here.
There are plenty of myths flying about regarding the industry. One being that Railtrack (subsequently Network Rail) and other privately owned rail companies pay fat salaries to senior executives who put profits before people. This just isn’t true; the fat salaries bit is, just not the callous indifference to the safety of the travelling public. People who work in the industry do so because they believe in what it is trying to achieve - a safe, reliable and affordable system of mass transport. Rail workers are a passionate group of people who want the industry to succeed. And, it is a transport system most of us use ourselves. You might argue with some degree of justification that senior executives are overpaid. But, bear in mind that a failure to achieve will result in instant dismissal. That fat salary cushions the blow. It’s part of the overall bargain. Private or nationalized, the industry would still have to play that game.
The issue of whether people at this level should be held personally liable for catastrophic failure is another matter. Take, for example, Hatfield. To secure a prosecution for manslaughter, it would be necessary to prove (beyond reasonable doubt) that senior executives in Railtrack and Balfour Beatty knew that the track was deteriorating and made a conscious decision - knowing full well the likely outcome of that decision - not to impose a speed restriction. That is not what happened at all. A patrolman discovered the problem and the decision not to impose the speed restriction was made at a fairly low level in Balfour Beatty’s organisation.
At about the same time, senior engineers in both companies were aware of gauge corner cracking and were trying to impose a programme of relaying to compensate. This was dogged with another problem - track access. Planning access to close the line for major relaying involves negotiating with the train operators and the companies who will carry out the work. This can involve delays for a variety of reasons; availability of people and equipment, train timetables and rules of the route agreements are just a couple of the problems faced. So there you have it, deteriorating track that was generally known about at a fairly high level, but not necessarily the degree of deterioration along with a plan to relay that didn’t happen and deteriorating track that was known about in detail at a low level combined with a bad decision.
It would be difficult - if not impossible - to draw a line of responsibility from that point where the decision was made to the boardroom. These people do not make that kind of decision, they make policy. So, do you prosecute the low level decision maker or the policy maker? Perhaps it would be best to first ask why that decision was made.
Following privatization, a penalty regime was set up whereby Railtrack made penalty payments to train operating companies when trains ran late as a result of infrastructure problems. Railtrack recouped some of this from their maintainers. The regime was so severe, that when faced with the decision about imposing speed restrictions now or waiting a few weeks, the person faced with that decision opted to wait rather than risk penalty payments and censure from his managers. If we are to criticize, we should be looking at the people who created that situation. However, before we put them in the dock, we have to ask; would they have been aware that this would be the outcome of their deliberations? And, if we can show that, can we prove it beyond reasonable doubt to a jury?
That is why the prosecutions for manslaughter failed. There was no direct link between the senior executives charged and the decision making on the ground. These charges should never have been brought.
Instead of imposing a blame culture and indulging in media driven witch hunts, we should be seeking to improve the safe systems on our rail industry by improving competence management systems throughout, improving relationships within the industry, making the penalty regime more fair and simplifying the safety systems so that they work rather than tie the industry up in red tape.













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