Several months on from the result of the referendum, it often feels that we are no clearer on the effects and outcomes of the vote than we were on that June morning. This is as true for the wider economic and political arenas as it is for what leaving the EU will mean for our industry. Uncertainty remains the overriding emotion as we seek to understand what the short, medium and long-term effects may be, while we get on with the job of delivering today’s railway. As we try to seek clarity and influence the future, it is important that the industry finds its voice. It was therefore fascinating to read Paul Plummer’s
comments on how we will achieve this. With such a breadth of views, opinions - and priorities - it will indeed be a tightrope to take an ‘industry’ view which satisfies everyone.
The words that leap out at me from Paul’s comments, and which he uses frequently, are ‘uncertainty’ and ‘opportunity’. Given the long-term nature of our investment, whether in infrastructure or rolling stock, it is important to avoid a state where long-term needs are clouded by short-term uncertainty. Equally, working out what and where the opportunities lie is key, and this isn’t necessarily just about Europe. The strength of our supply chain, and the progress on driving capacity through the Digital Railway, surely present worldwide opportunities.
While the future is not yet clear, it does seem that the UK has led the way in many areas where the rest of Europe is now following, in respect of separation of operator and infrastructure. One of the key priorities must be that as we move towards a more devolved and collaborative model, the ability to align even further is not lost. I would strongly endorse Paul’s view that the best way to make vertical separation work is through strong collaboration between the parties involved in delivery.
A key message is the need for the industry to take ownership of the debate, and to guide the Government to outcomes that will drive the growth and investment seen in recent years, as opposed to waiting to be led by others. Highlighting the issues that need addressing is key. Are we sure as an industry what those issues are? And if not, how do we go about gaining a view of the priorities, and tackling those? This is a clear opportunity for RDG to provide focus, guidance, and leadership.
A glance at recent and current new train orders confirms the international nature of the supply chain - our new Sleeper vehicles, being constructed by CAF in Spain, will include components from across Europe. The ability to continue to take advantage of this supply chain is key, as is the need for our own UK industry to be able to export elsewhere.
Risk, opportunity, uncertainty - they are all there in spades, and it’s good to read Paul’s initial views on how RDG can help provide the ‘clearer focus and greater leadership’ called for by the RailReview Editorial Board. The message I take above all is: let’s keep delivering and earning the industry a strong and respected voice which recognises the strengths and progress of recent years, while shaping and taking advantage of the opportunities which will undoubtedly be there in the future, in Europe and beyond.
