The Wessex Route operates over 1,800 trains to 200+ stations with c.600,000 passenger journeys every weekday. Between 2012 and 2020 there was a gradual decline in performance culminating in an independent review by railway expert Sir Michael Holden who identified a number of failings and recommendations for investigation and improvement.
In order to address the identified decline in the adequacy and effectiveness of performance management and to facilitate the investigation of Holden’s recommendations, we developed a new performance governance structure, establishing a joint performance improvement centre (JPIC) resourced with senior performance specialists and supported by NR and SWR’s performance teams for data analytics and reporting.
The JPIC team managed a portfolio of performance improvement projects including designing and implementing a data led visual performance management regime, covering a wide range of new leading KPIs across all functions as well as a daily visualisation stand-ups in the control centre and weekly exec led functional reviews.
In addition, the JPIC team were the first in industry to implement a joint RM3P based performance risk management process along with a robust seasonal preparedness process as proactive preventative measures against performance impacts.
As an industry first approach to joint working and data led improvement initiatives alongside the adoption of the NR RM3P model across all functions, we saw significant levels of performance improvement including a reduction in the number of incidents, the associated impact when incidents did occur and an improved ability to proactively manage performance risks and opportunities and co-ordinate a whole- system response. In addition, we embedded a real culture shift away from blame for poor performance to an allied enthusiasm to get to the root cause of poor performance and to find solutions with sustainable improvements.
