This train operating company is responsible for one of the most complex parts of the UK rail network and millions of passenger journeys. As part of its franchise commitment, it was responsible for bringing the UK’s first domestic high speed rail service into operation.
In preparation for that happening, the company wanted to strengthen its resource management capabilities. Working with local managers, we advised on and implemented a new strategy that would meet the challenges ahead.
The new approach was based on the introduction of more sophisticated software that enables faster and more accurate planning. It also facilitates what-if decisions, allowing a more optimum balance between service resilience and expenditure.
Analytics, including structured measures and key indicators, were devised and implemented, giving managers greater control of resources and costs. The analytics also inform better strategic workforce planning – a vital element, given that drivers take up to 18 months to recruit and train.
The new approach included a more centralised structure for the resource management organisation. This was made possible by the introduction of modern time and attendance technology and associated interfaces with planning and payroll systems.
The new high-speed line was successfully brought into service. Additional resource capacity, created as a result of the new arrangements, was used to support growth and strengthen service resilience during the transition.