So you'll be having words with the NHS then?
This is also true in terms of management of problem colleagues - "well nothing gets done"; from a management perspective, if nobody is ever going to formally report anyone, or get processes started, then it will appear than nothing was ever done. You have to start with informal notices and build forward. People need to not believe every bit of management involvement means a nuclear response from unions & development of staff is important.
And in certain railway roles you miss the break by a mile - often controllers, sometimes signallers and occasionally crew (disrupted on route) who are caught up in a more serious incident and don't get much of a moment away from the desk.
Which will no doubt mean NR have to spend more money in thae off-track area & vegetation management and costs will rise again.
The railway is an expensive beast, but often for good reasons and there's reports as long as your arm, from previous generations and even from the early 1990s which highlight why; often lax safety methods and poor communication because either systems weren't in place, aspects that seemed less important and critical were were de-prioritised, de-scoped which had unintended knock-on effects and poor training and competency regimes. There's definitely efficiencies to be made, but many core train crew processes have been known about for decades, and are a known cost. There's definitely some modernisation & effecinices to be made, yet things like core train crew processes have been stable for years are a known, acceptable cost. Overall the cost control of the railway is poor in many places and that needs stronger action, and the majority of this is not related to railway staffing.