if railways didnt have unions then you wouldnt need negotiations with them.
Employees would be able to raise by their merits, rather than by someone negotiating for the good of the whole.
Well, how well it works with individual employees taking up issues with line managers depends on the management of the company. It definitely does not work if you don’t have a good manager or if the manager does not have authority to change anything.
Because of these sorts of problems, employees grouped together. The groups formed into what we now call unions. For the employees, by acting collectively, it greatly increases the negotiating power. For employers, if they are prepared to negotiate in good faith, it means that lots of small problems can be sorted out without staff resorting to individual action or just up and leaving. And less chance of individual work places/locations/depots etc. walking out (unofficial action).
Unions and companies can also negotiate collective agreements, which should make operating the company far easier. Instead of many smaller sets of negotiations, the employer negotiates with the union.
Raising productivity on railways is a hard thing to do, you cant make the train go faster and simply earn more profit Like in other industries efficiency is volume… on my line the weekend service has been cut by 2/3rds, the train length by half… it is still rammed to standing as a consequence, on Monday its back to full service and full length, its still rammed to standing, except in the afternoons and later evenings. Theyve cut the early morning, and the last 3 at night.. yet its still running at a record loss, if you believe what we are told.
if its the case the only way a train minimises its loss is to be at 3x seating capacity throughout… then something somewhere is broken.
The railway is more of a service industry and comparing it to a manufacturing industry doesn’t really help. The railway has lots of fixed costs as well as costs per train.
Even within the fixed costs, there are variations.
By fixed costs, I mean costs that are normally fixed regardless of the number of trains that run on a line.
Some examples of fixed costs:
- cost of emptying Signallers - as long as any area that they control has any part open to traffic, they have to be on duty
- Mobile Operations Managers (MOM) - these staff are the first responders if there is an incident or failure that stops trains
- engineering maintenance staff that provide 24 hour / 7 day a week ‘fault’ cover
- cost of all maintenance that is performed at scheduled time intervals (for example point operating equipment is maintained every 12 weeks)
- cost of power (electricity, gas, oil) used for powering the infrastructure (not including OHL or third rail)
- administrative, organisation, management etc. costs.
The above is just some examples and is far from exhaustive.
Then you have items where the costs do depends on the train service.
Plus you have the costs of renewing infrastructure. Resignalling, layout changes, all those big engineering jobs that disrupt timetables.
IMHO yes, the railways are broken. BR was not wonderful and had many faults. But the mess that we have now is definitely broken. There are too many companies involved and the organisations within some parts of the railways feels very top heavy.
The modern railway is obsessed paperwork or their electronic/computer equivalent forms and systems all of which eat up employees ‘working’ time.
A maintenance team are never going to be very productive if two to three hours of an eight hour shift are spent dealing with the paperwork/electronic/computer equivalent forms and systems.
The railway is also obsessed with data. Regardless of the quality (or lack of) or how useful the results are. The company then make important decisions based on the output from the flawed data.
Network Rail also is good at boxing itself into a corner. And then wonders why productivity figures fall off a cliff. For example some routes/regions have now banned using unassisted lookout warning (red zone working). So now engineering staff have to wait until the line can be closed to traffic (lineblock, possession of the sidings or T3 possession of running lines) before they can walk or work on or near a line. Even in sidings with a line speed of 15 MPH or less.
And I won’t even go into too much detail about how much waste occurs when the railway puts jobs out to contractors. The TVSC resignalling works that took place a few years ago resulted in signals less than five years old (LED types) and point operating equipment (point machines) well within their service life being scrapped (the signals end up in a skip). Then the four tracking on the Filton line did the same. Guess what happened with the Bristol East Junction project?
The point I’m trying to make is that the companies and the government like to blame increasing costs on the employees not being flexible. But they don’t want to talk about most of the other reasons for the increasing costs.