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Network Rail 2014 public member recruitment briefing. A warm welcome. Welcome Peter Reichwald, director Harvey Nash. 9 April 2013. 2. Agenda. Welcome About Network Rail Role of public members How to apply. 9 April 2013. 3. About Network Rail Richard Parry-Jones, chairman.

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About Network Rail

Role of public members

How to apply

9 April 2013


about network rail
About Network Rail
  • We own and operate the GB rail infrastructure including:
    • 830 signal boxes
    • 2,500 stations
    • 7,400commercial properties
    • 6,300 level crossings
    • 20,000 miles of track
    • 40,000 bridges and tunnels
  • One of the country’s largest private landowners – we have 35,000 employees and 22 million neighbours (people who live or work within 500 metres of our infrastructure).
what we do
What we do
  • We operate, maintain and renew the infrastructure
  • We operate signals, set the timetable and measure how punctual trains are
  • We organise access to the track for train and freight operators
  • We are responsible for planning for the future of the railway in the short, medium and long-term
  • We manage the 19 largest stations (like Euston, Manchester Piccadilly and Glasgow Central)
  • We deliver projects to improve the railway for the people and companies that rely on it
our purpose role and vision

To generate outstanding value for customers and taxpayers

Our purpose(Why we exist)

Our role(What we do)

A better railway for a better Britain

Our vision(What we want to be)

To be a trusted leader in the railway industry

Our strategy(How we’re going to do it)

To work with our partners and use our full potential to improve safety, reliability, capacity and value for customers and taxpayers

Our behaviours(How we need to work)

Customer driven




Our purpose, role and vision
eleven years of network rail
Eleven years of Network Rail
  • Safety - took over in a period of crisis. Now we have one of the safest railways in Europe as a result of taking maintenance in-house and projects to share best practice
  • Our People – our leadership and management development centres have improved staff training; we developed a nationally admired apprenticeship programme and increased graduate recruitment; and we have opened our National Centre at Milton Keynes.
  • Projects – we have become world class in the delivery of major infrastructure projects and plan to use these skills abroad.
  • Performance – with a million more trains carrying a billion more passengers, we have taken performance from c.75% to over 90%.
the railway is a success1
The railway is a success…

…but passenger and freight demand is expected to continue to increase (by 15% and 30% respectively over Control Period 5)

The challenge for the rail industry is how to deliver the network capacity and capability we need for the future:


cost-effectively; and

at a time when public finances will be increasingly constrained

The Government has shown it is committed to investment in rail if the industry can substantially reduce its costs – they know rail can help drive sustainable long-term economic growth.


how are we funded
How are we funded?

Network Rail was designed to be debt funded

One of the largest borrowers in the UK

Debt is raised to fund enhancement capital expenditure of the network

Income covers day to day running of the infrastructure only: main sources of income

Track access fees (c.1/3 /£2bn p.a.)

Government grants (c. 2/3 /4bn p.a.)

Property portfolio revenue (c.£233m p.a.)

Profits after servicing debt are typically re-invested in the network, but can also be used to repay debt or provide rebate to DFT & Transport Scotland


debt management
Debt Management

NRIF has £33bn of debt outstanding (as at 21st March), primarily in the GBP and USD bond markets

51% of debt is currently index linked; policy target is 45-55%

The average maturity of debt is c.15 years; nominal debt c.5 years

In the current year to date, £5.0bn of debt has been issued (of which £3.1bn in USD); this completes the funding requirement for 2013/14

Total funding requirement for CP5 is £28bn, comprised of £17bn of new debt and £11bn of refinancing


network rail debt is widely held
Network Rail debt is widely held

Diversified investor base: nearly 50% of bonds held outside the UK

SAFE (Central Bank of China)

Central Bank of Israel

Central Bank of Russia


an overview of the rail industry
An overview of the rail industry

Specify and fund rail services

Work together

Network Grant


Independent regulator of monopoly and health and safety

Train and freight operators

Access charges

Passengers and freight users



who else has economic oversight powers
Who else has economic oversight powers

Apart from the ORR, a number of other bodies scrutinise Network Rail’s activities, including:


Department for Transport (DfT)

Transport Scotland

Welsh Assembly


Parliamentary Select Committees –

Transport Select Committee

Public Accounts Committee

National Audit Office


control period 5 cp5
Control Period 5 (CP5)
  • Network Rail’s track access charges are subject to periodic reviews every 5 years. These periods are called control periods.
  • Network Rail has just entered into CP5 which commenced on 1 April 2014
  • CP5 will benefit the rail experiences for four million daily passengers, freight users and strengthen Britain’s economic growth.
  • Over the period £38 billion will be spent in maintaining, renewing and improving the network. More and new trains will be added to the network, new stations built, facilities improved, platforms lengthened and transformational projects, such as the Thameslink programme, Birmingham New Street, the Northern Hub and main line electrification, completed.



our governance structure
Our governance structure



Holds to account


Oversee, advise





holding our board to account
Holding our board to account

The primary role of a public member is to:


This is achieved by members:

Monitoring and engaging with our board on matters such as performance, safety, corporate governance and remuneration

Engaging with our board and other members in an objective and informed manner where board performance falls below standards, outputs or targets, while acknowledging progress and success where achieved

Entering into dialogue on matters that are an immediate subject of votes at general meetings

With the aim of understanding how our board is building a better railway for a better for a Britain in furtherance of generating outstanding value for tax payers and customers.



holding our board to account 2
Holding our board to account (2)

How do public members hold our board to account?

keeping abreast of our performance

keeping abreast of developments that drive the delivery of our purpose and the our risks

satisfying themselves that our leadership is effective

satisfying themselves that our board adheres to the spirit of the UK Corporate Governance Code and governance best practice

considering the quality of Network Rail’s reporting

Ultimately by

Attending and voting at our annual general meeting and

other general meetings



holding our board to account 3
Holding our board to account (3)

Attending and voting at our annual general meeting and

other general meetings

Members have similar voting rights to that of shareholders in a PLC:

Our annual report and financial statements

Our remuneration report

the appointment or re-appointment of our directors

the appointment or re-appointment of our auditors

the appointment or re-appointment of the members of the membership selection panel

the terms of the long-term element of the incentive scheme for our executive directors

changes to our constitution.



who are the public members
Who are the public members?
  • We currently have 41 public members with experience in various industries and professions.
  • Public members have in common:



what i will be covering
What I will be covering

Deciding if you should apply

Your CV – what it should address?

Your application form – what are we looking for?

Preparing for the interview

Helping you understand the process

9 April 2013


is this the role for you
Is this the role for you?

Do you have the skill set required?

A good knowledge of UK Corporate Governance Code

An appreciation of secondary governance – what it means

Be able to appreciate the specific issues for Network Rail

An ability to hold others to account

Do you have the time?

8 meetings a year but at least 2

There is a fair amount of reading

What is motivating you?

Are you going to enjoy it? If not, walk away now.

9 April 2013


where is the information you need
Where is the information you need? - you have all visited the site but have you

Listened to the video clips

Look at what is said about the role and Network Rail

Looked specifically at the person specification

Down loaded the application form

9 April 2013


your cv
Your CV

You have been told a maximum of 3 pages

Address, contact details – repeat name in footer


Key attributes

In detail for last 10 years, summary for prior years

About your employer(s) (t/o; total staff & its prime activity)

Brief description of roles / tasks of influence


Outside work – charities, school governorship etc.

9 April 2013


your supporting statement
Your supporting statement

Use the headings of the person specification as the points to address

Motivation and ability to contribute

Understanding the role

Corporate governance experience

9 April 2013


your supporting statement 2
Your supporting statement (2)

Use examples to demonstrate your skill and ability to contribute to a successful outcome

I am a member of a Police Authority


I am a member of the Police Authority – with my property

background I have been able to advise on improving the

reporting structures and accounting for the £1.7 billion real

estate and from my work in the community in respect of dishonour violence and forced marriages I have helped the

police have a wider understanding of the issues.


The panel is looking for ‘I’ not ‘WE’

9 April 2013


your supporting statement 3
Your supporting statement (3)

Be explicit – be clear so a third person reading it can identify your skills

Do not assume – job titles mean different things in different organisations

Do no leave out aspects that might be second nature to you

How much should you write? – you have been told 2 pages

Be succinct – but not over succinct

FINALLY – with your responses drafted

Cross reference to the bullet points of the person specification – check that your examples cover them

9 April 2013


the practicalities referee
The practicalities - referee

Think of people who can speak about you in the context of the role you are applying for

A known name will not help if they do not know you in that context

9 April 2013


the practicalities the interview
The practicalities – the interview


Understand why Network Rail needs public members

What is the role?


The challenges Network Rail is facing

How your contribution will help

Plan the interview

Consider the points you want to make

Think of examples that bring these points out

9 April 2013


the process
The process
  • Submit your application by uploading through the website
  • Closing date Tuesday 22 April (midnight)
  • Applications are processed
  • MSP reviews all applications
  • You are advised by Friday 30 May if you are invited for interview
  • Interview dates: 30 June, 1, 2, 3, 4, 8 July
  • Appointees advised w/c 28 July

9 April 2013


what do we need from you
What do we need from you?


The application form – purely statistical information

A supporting statement for your fit to the criteria sought (no more than 2 pages)

CV (no more than 3 pages)

To submit your application

Go back to the web site,

Click ‘APPLY’ on the top menu bar and follow the instructions

9 April 2013


thank you
Thank you

Peter Reichwald

Any questions

Network Rail’s Help line at Harvey Nash 020 7158 5614

9 April 2013