REVERSE THE ‘CONTRACT CULTURE’

The industry report into the Grayrigg crash highlights the need to tackle systematic management failings, eradicate the ‘contract culture’ still prevalent in Network Rail and to reverse spending cuts. RMT also condemned the “shabby” attempt by Network rail to divert attention to systematic failings by pointing the finger of blame at one of its own supervisors. Renewing its call for renewals work to follow the bulk of maintenance back in- house, RMT also called for the re-creation of a single command structure and to end the fragmentation that has blighted the industry since privatisation. The union also demanded a joint public inquiry into both Grayrigg and the 2002 Potter’s Bar derailment – whose causes were still unknown – with a remit that would include the structure and continued fragmentation of the industry. WHY? RMT general secretary Bob Crow said that the report revealed how the Grayigg accident may have happened, but revealed little about why it happened. He said that it did not explain how a set of points in place for 20 years could deteriorate to such a disastrous condition in less than a fortnight. “Network Rail’s report points to systematic failings, but it also points to a lack of resources, and we know that NR has faced a 30 per cent cut in its spending targets over the last five years. “On the ground that has led to serious concerns about the workload placed on individuals, which we have raised with the company on a number of occasions. “Network Rail is well aware that maintenance patrolling was truncated into a restricted Sunday morning timescale, as routine inspection and maintenance functions become secondary to extended timetables and faster line speeds. “It is therefore very shabby indeed for Network rail to attempt to divert attention from its systematic failings by using the media to scapegoat one of its own supervisors,” he said. SAFETY CULTURE Bob said that the ethos should be about getting things done properly and safely, but there was still too much emphasis on getting things done quickly and cheaply, and the challenge facing now Network rail is to change that culture. “Many of the working arrangements still in place on Britain’s railways were introduced by the private sector contractors, and the use of points maintenance teams was introduced by Carillion, despite RMT opposition, and system was in place on the WCML at Lambrigg. “Some private operators have suggested that they should be given responsibility for maintaining infrastructure, but that would be recipe for more of the disastrous fragmentation that the industry should be leaving firmly behind,” Bob Crow said. RMTnews :: october 2007 :: www.rmt.org.uk 18 REVERSE THE ‘CONTRACT CULTURE’ IN THE RAIL INDUSTRY RMT condemns ‘shabby’ attempt to divert attention from management failings in the report into the Grayrigg rail crash