Kieran Mullan

We are committed to delivering a unified and simplified rail system that focuses on improved services for passengers and better value for taxpayers, ending years of fragmentation and waste.

We will establish Great British Railways as the directing mind in charge of Britain’s railway infrastructure and services, responsible for ensuring both work together. We will also bring passenger services into public ownership, in the pursuit of a more efficient and passenger-focused rail system.

In the interim, while National Rail Contracts (NRCs) remain in place, we will set stretching performance targets for each operator through the annual business planning process. These targets will be specific to each operator, reflecting their individual circumstances. Where performance falls short, we will require operators to put in place robust improvement plans. The Secretary of State has already met a number of poorly performing train operators and their Network Rail counterparts, setting clear expectations for immediate improvement.

The Passenger Railway Services (Public Ownership) Bill facilitates the Government’s commitment to bring passenger train operations into public ownership and enables the Secretary of State to commence the transition to public sector operation as current contracts reach their end date or contractual break point. This approach ensures that taxpayers will not need to compensate operating companies for ending contracts early.

The Bill does not exclude the possibility of terminating a contract before it expires if the train operating company defaults on its obligations, as set out in its respective National Rail Contract. National Rail Contracts are publicly available and can be accessed through the ‘Public register of rail passenger contracts’.

The responsibility for the transfers from the private to the public sectors lies with DfT OLR Holdings Ltd (DOHL). DOHL is tasked with undertaking these transfers in an efficient and effective manner with no disruption to passengers and employees. The Board has a strong mix of skills, expertise and experience in the rail industry that covers safety, rail franchising, finance and management accounting, project change, project management and contracts. DOHL has managed four successful transfers so far and is scaling up to ensure the successful transfer of all train operating companies into public ownership.

The Department will continue to work with DOHL and ensure that it has sufficient capacity to take on train operating companies and manage effectively the train operating companies currently under its control as we work towards Great British Railways. DOHL is already well versed in building up specialist capacity quickly in response to a need to transfer operations to the public sector at pace. Significant work is already underway by DOHL to bring in additional capacity and expertise. We are meeting regularly with DOHL to obtain assurances that it is scaling up appropriately to meet the opportunities and challenges of public ownership and operation.

The responsibility for the transfers from the private to the public sectors lies with DfT OLR Holdings Ltd (DOHL). DOHL is tasked with undertaking these transfers in an efficient and effective manner with no disruption to passengers and employees. The Board has a strong mix of skills, expertise and experience in the rail industry that covers safety, rail franchising, finance and management accounting, project change, project management and contracts. DOHL has managed four successful transfers so far and is scaling up to ensure the successful transfer of all train operating companies into public ownership.

The Department will continue to work with DOHL and ensure that it has sufficient capacity to take on train operating companies and manage effectively the train operating companies currently under its control as we work towards Great British Railways. DOHL is already well versed in building up specialist capacity quickly in response to a need to transfer operations to the public sector at pace. Significant work is already underway by DOHL to bring in additional capacity and expertise. We are meeting regularly with DOHL to obtain assurances that it is scaling up appropriately to meet the opportunities and challenges of public ownership and operation.

Aside from Restoring Your Railways (RYR) projects currently at the delivery stage or in construction, all remaining RYR-originated projects are now being considered as part of preparations for the Spending Review. Ministers have been clear that not all projects will be able to proceed to delivery due to the challenging financial situation facing the Department.

Aside from Restoring Your Railway (RYR) projects currently at the delivery stage or in construction, all remaining RYR-originated projects are now being considered as part of preparations for the Spending Review. Ministers have been clear that not all projects will be able to proceed to delivery due to the challenging financial situation facing the Department.

Aside from Restoring Your Railways (RYR) projects currently at the delivery stage or in construction, all remaining RYR-originated projects are now being considered as part of preparations for the Spending Review. Ministers have been clear that not all projects will be able to proceed to delivery due to the challenging financial situation facing the Department.