Explore our information and data below. You’ll find data sets we’re publishing for the first time and links which make pre-existing content easier to find.
This documents presents our annual expenditure data in a diagrammatic format.
Expenditure, Network rail, transparency, money, spend, dataset
Published annually in June, this document contains information about our performance in the last 12 months, our priorities, and how we operate as a company limited by guarantee. Alongside it you'll find separate reports going back to 2003.
Our annual round-up of our operational performance, network capability, network availability, asset management, and what we're doing to make the rail network better and safer. We've put data going back to 1999 in one place to help you see how things have changed over the last 13 years.
Our board has overall responsibility for the strategic direction and financial performance of the company. It also oversees our day-to-day operation. Board meetings are held eights times a year. The meetings will not take place in March, August, October and December.
See related links to find out more about the board and its members.
The board is responsible for governing the strategic direction of the business, supervising its operational management and providing leadership within a governance framework which it oversees.
This extends to taking overall responsibility for financial performance, internal controls and risk management of the company.
Structure, internal organisation, executive, directors
Bridge strikes, whether the railway passes over a road or the road crosses the railway can pose risks to the safety of train passengers, railway workers, the driver or passengers of the vehicle involved and other road users. Strikes can also cause damage to bridges, create significant delays to train services and lead to disruption in local communities.
Information on the risk of bridge strikes including prevention of bridge strikes and responding to strikes may be obtained from our web page
Budgets, actual costs and status updates for major improvement projects. Includes explanations of any differences between budget and actual costs.
This policy sets out the rules surrounding;
- the booking of business travel, hotels, conferences and external meeting rooms;
- and the submission of expense claims for other expenditure incurred by employees on Network Rail business.
This policy applies across the whole of Network Rail.
Expenses, travel, policy, business
We currently publish Delivery Plans covering five-year control periods, as well as an annual Delivery Plan update which describes progress made during the year.
All our Business Plans pre-2009 and our current Delivery Plans are available from the links below.
Control Period, CP1, CP2, CP3, CP4, CP5
Last year, we launched our new code of business ethics. Standing alongside the company’s values and behaviours, and personally endorsed by the Executive Committee, the code is a collection of guidelines and principles for the way we do business.
Network rail, ethics, transparency, dataset, guidance
We run, maintain and develop Britain's rail tracks, signalling, bridges, tunnels, level crossings, viaducts and 17 major stations. Find out more about our role and responsibilities.
We have a number of contact points - please use the links below to make sure your enquiry is dealt with by the right person.
This policy sets out clear rules for offering and receiving corporate hospitality. In line with our commitment to integrity in action and image, our staff is required to register and obtain line manager approval prior to offering or accepting any gifts or hospitality.
Network Rail, hospitality, policy, dataset, transparency
Intended for developers, feeds from the operational systems report what's happening on the railway minute-by-minute.
To see how this data can be used and how trains are currently running go to the National Rail Enquiries website
This policy sets out how we will deliver on our commitment to protect the rights and privacy of individuals.
We take our responsibilities for the safety and welfare of those who use and work on the railway very seriously. In return, we expect our employees to behave responsibly too. Our attitude to drugs and alcohol is an important part of this.
We have a zero tolerance policy on the misuse of alcohol or drugs by all employees. This is based on the safety risks and on our obligations under the Transport and Works Act 1992.
The policy applies to all our employees and contractors providing services to us.
Drugs, alcohol, transparency, policy, dataset
We want to reflect the communities that we serve. We can achieve this by creating an environment where our people fulfil their potential, through our being open, inclusive and respecting and promoting the diversity of our workforce. As we deliver greater diversity and inclusion we will become attractive to talented individuals, wherever they come from, whatever their background.
We are publishing our diversity and inclusion policy and strategy, and the diversity data about the composition of our workforce composition to illustrate our progress and some of the challenges in delivering a more open and inclusive company.
Diversity and inclusion
The Executive Committee is responsible for the day-to-day running of the company. It is chaired by our chief executive, David Higgins, and comprises the executive directors and a number of senior executives. The committee manages the functions of the business and implements the operational and financial objectives within limits set by the board.
Quarterly summaries of costs incurred by our executive directors under our business expenses and travel policy.
What we spent on hotels under our business expenses and travel policy.
What we spend on IT equipment. These figures do not include spending on systems which help us run the railway.
A specific support contract was coded to 'IT Hardware Materials and Parts' in the 2011/12 figures. When setting the budget for 2012/13 we considered it more appropriate to record this transaction in future as 'IT Hardware Maintenance'.
What we spent on travel under our business expenses and travel policy.
Spend, travel, business
We recognise that employees want to balance work and family life. This becomes particularly important at certain times, such as during pregnancy, when a child is born or adopted, during the early to young adult years of a child’s life, and where you have caring responsibilities for an adult eg an elderly relative.
There are currently more than 6,500 level crossings on Britain's rail network. We have a legal duty to assess, manage and control the risk for every one. Public road crossings are assessed at least every 18 months, while non-road crossings are assessed at least every three years.
Level crossings fall into five distinct categories, but each crossing is unique. We have worked with our rail industry partners to develop a standard risk model so that risk can be assessed in a consistent manner.
Here you'll find information about 100 of the crossings that we consider highest risk. Over time we will add more crossings and build up a picture of how things look across the network.
The safety of those who use and work on the railway remains our number one priority.
We’ve completely redeveloped our safety strategy with a focus on simplifying some of our standards and processes to promote relevant and informed risk assessments.
Part of this process has been the development of our 11 Lifesaving Rules, a simple set of clear-cut rules that prioritise lifesaving safety measures, protect those who report unsafe conditions and promote a just culture. Our aim is to prevent fatal and life-changing injuries and ensure that everyone gets home safe, everyday.
safety, rules, life saving, transparency, dataset, network rail
We publish a Public Performance Measure (PPM) which states the percentage of trains that arrive at their destination on time. The PPM figures show how the improvements we have been making to the railway are having a positive impact for passengers by helping to improve punctuality.
Quarterly summaries of costs incurred by our non executive directors under our business expenses and travel policy in FY 2012-13.
Transparency, expenses, what we spend, costs, dataset
We are committed to paying Suppliers on time. As part of this commitment, we will publish periodic figures showing the moving annual average at the end of Period for volume of invoices paid to terms, number of invoices paid, and average terms.
We have also signed up to the Prompt Payment Code and The Procurement Pledge which articulate the values and behaviours we want to embody.
For our Infrastructure Projects business, and recognising the market conditions in construction, we have rolled out the Fair Payment Charter; this charter is applicable to Construction Contracts.
Payment, terms, procurement, transparency, spend
We are providing future workbank visibility for all of our suppliers so that we can work better with them to review and smooth the workbank.
This will allow Network Rail and its suppliers to more efficiently schedule, package and consolidate work, ultimately improving efficiency as well as creating greater cost and schedule certainty.
This policy facilitates recruitment in a fair, cost-effective way which reflects our commitment to equality and diversity.
We've put together an outline of our key safety performance indicators up to 31 March 2012. This section reports on aspects of safety which are our responsibility, and our contribution to safety within the industry.
See related links to find out more about our safety objectives and performance.
Safety, KPI, transparency, dataset, workforce, passengers, employees
The National Sectional Appendix contains an operational description of every aspect of the rail network and instructions about how it should be used. It is updated quarterly.
We are a signatory to the Cabinet Office Procurement Pledge which calls on companies to implement a more streamlined procurement process that will ensure that all but the most complex procurements are completed within 120 working days from OJEU to contract award. We are committed to reducing our procurement cycle times to meet this target by introducing more efficient processes. As part of this commitment, we will publish our procurement cycle times periodically, showing the moving annual average at the end of each period for both complex and non-complex projects.
Supplies, services, procurement, transparency, spend
The Speak Out (whistle blowing) policy is an important part of our new business ethics programme, reinforcing our commitment to the highest ethical standards and transparency. It encourages all those working for and with us to speak up if they have concerns about misconduct, sets out the best ways to do so and guarantees their protection against any forms of reprisal.
speak out, policy, whistle, blowing, dataset, transparency
Information about employee salary bands (as at May 2012).
The salaries of our chief executive and executive directors in financial year 2011-12 are published in the annual report and accounts.
Our Stakeholder Relations Code of Practice sets out what you can expect in your business dealings with us.
On occasion we have to restrict the flow of road traffic in order to maintain, renew or extend the rail infrastructure. The number and type of these restrictions vary and range from lane closures for bridge inspections, to closures for bridge reconstruction or level crossing inspections. Restrictions can be an inconvenience to road users but all are necessary to the safe operation of the railway.
Network Rail now has a direct data feed of all its restrictions to the www.roadworks.org
website and will include current and projected works through to 2017.
We aim to make Network Rail a company that is a natural choice for talent, where each individual is able to succeed and is encouraged to reach their full potential within a culture that promotes diversity, inclusion and mutual respect.
The Working Timetable, published for the use of the rail industry, shows all train movements on the network including empty trains and those coming in and out of depots. It includes identification codes for each train and intermediate times for journeys, including the time at stations at which a train is not scheduled to stop.
It is not to be confused with the Electronic National Rail Timetable which is intended for passengers.
To plan a journey, please refer to the Electronic National Rail Timetable
or visit National Rail Enquiries
No datasets match your criteria