Outside of the disastrously mashed together Thameslink-Southern railway superfranchise, South Western Railway into and out of London Waterloo is Britain’s busiest commuter train network, handling more than four million passengers a week. Not that you need to tell that to the long-suffering commuters of southwest London, Surrey, Berkshire and Hampshire. They know just how busy it is, with their working lives blighted by overcrowding on their daily trains.
It is why, when the southwest main line was put out to retender and Stagecoach, its operator since privatisation, was jettisoned, Chris Grayling made bold promises about a better future as he handed the keys to a new operator, a 70-30 joint venture between First Group, which also runs Great Western Railway out of Paddington, and MTR, of Hong Kong.
However, only 11 months into the new deal, it has emerged that the South Western Railway franchise is having to be renegotiated because of the operational and financial implications of the scrapping of big timetable changes due to be made in December.
That, in turn, has put Mr Grayling’s grand plans on hold. The much-criticised transport secretary had pledged “a revolution in services . . . real change . . . faster journeys and a more reliable service”: a 35 per cent increase in capacity in the morning peak into Waterloo; a 41 per cent increase in the evening peak; and overall, across the whole network from the main line to the south coast and including the Surrey and Berkshire suburban trains, an increase in the number of services of 23 per cent.
That would be delivered, he said, by his new vision of “track and train” coalescence unprecedented since privatisation, with the private sector train operating contractor working alongside Network Rail, the operator and maintainer of the country’s railway infrastructure that was nationalised five years ago. It was a string of pledges that began to unravel almost as soon as Mr Grayling had stopped talking.
An investigation of documents detail an increasingly testy three-way conversation between South Western Railway, Network Rail and the Office of Rail and Road, the regulator, and shows that by September last year — only a month into SWR’s operation of the franchise — the delivery of a wholesale upgrade of the timetable due in December this year was already being questioned.
Citing the amount of access to the network necessary to complete engineering works and questions over whether there would be enough power supply to run the trains, Network Rail warned the Office of Rail and Road that it “cannot support the application [for improved services] at this time as it cannot determine whether the timetable is deliverable within the overall constraints of the infrastructure”.
In October SWR responded, saying that the enhancements sought had been agreed by First Group/MTR and by the Department for Transport.
In December Network Rail hit back. Citing the amount of work needed to enhance the power supply, it stated: “Network Rail is not funded to deliver these upgrades.” It added, tartly, that the southwestern franchise tender had “specified that the franchisee must operate services which will be deliverable within the constraints of the infrastructure”.
Talks continued throughout the winter, but then stalled. In March, the regulator admitted that it had arrived at an impasse.
“We have advised Network Rail and SWR to continue discussions in order to reach agreement on as many issues as possible,” John Larkinson, the ORR’s head of railway markets, said. “Given the scale of the uncertainty and disagreement between SWR and Network Rail so far, we have not been able to make significant progress.”
And then silence. That is until a statement this month from South Western Railway amid the furore of the May timetable fiasco that has left hundreds of daily services cancelled or delayed. It stated: “Since before we started the South Western Railway franchise we have been preparing for a major timetable change in December 2018.
“We are therefore disappointed that we will not be implementing any changes to the December 2018 timetable.”
The financial implications for the already troubled First Group are unknown. Without a chief executive since Tim O’Toole resigned from the job two months ago, the company has crashed £326 million into the red. It has admitted that all options for its future are under review.