Train Crew Shortages

Question

Asked by

To ask His Majesty’s Government what assessment they have made of the reasons for the shortage of train crew reported across several train operators as the explanation for the cancellation of services.

My Lords, the current level of train cancellations is dreadful for passengers, and driver, guard and train manager availability has been driving much of this. The railway we inherited has unacceptable levels of staff shortages. We have commissioned detailed work to understand train crew numbers and availability. The previous Government had no useful knowledge of staff levels, recruitment, training, overtime and planning efficiency across individual operators. That work and the Government’s commitment to wider rail reform will drive better staff numbers and more efficient utilisation of those resources and reduce cancellations in the future.

I thank the Minister for that Answer and am glad to hear about progress. However, recently, Northern Trains, which is directly government run, and Great Western Railway, which is still in the private sector, have repeatedly given a shortage of train crew as their reason for cancellations. As a previous Secretary of State said, nationalisation is “not a silver bullet”, but it will surely lead to a more coherent approach to employment terms and, hence, a better service for passengers. When and how do the Government intend to harmonise terms and conditions for employees and, therefore, to create a modern rail industry, providing modern standards of service, particularly at weekends?

My Lords—

My Lords—

My Lords, I am very happy if somebody else answers. The noble Baroness will have seen—I know she knows—that the Government’s programme of public ownership will progressively bring train operations currently in the private sector back into the public sector. At the point of transfer, the transfer of undertakings regulations of course require the pay and conditions of staff to be maintained. As we progress with Great British Railways, the consultation which will lead to the wider railway Bill will determine future employment policy, working with staff and the trade unions.

The issues with Northern have a long history. One of the disputes that we inherited there is so old that its conditions are prior to the change in law about the expiry of mandates for strike action—I think it dates from 2017. It is taking a lot of sorting out; the Government are committed to do that. The noble Baroness is right: the conditions of service, which require work on only six days a week and rest days on the seventh, are no longer appropriate for a modern railway. We will have to change that, but we will do that in discussion and consultation with the staff.

My Lords, I think I was getting so excited by the debate. I think that all in this House would concur that the disputes of the railway industry were lengthy and to the detriment of many people, including rail users. Can the Minister give a bit more insight into what actions his department took in seeking to resolve the long-standing industrial disputes at Northern Trains during the last four years, when it has been in public ownership, and how that contrasts with the previous Administration?

I thank the noble Lord for his question. The lengthy disputes were damaging to passengers and to the railway’s revenue and sapped the morale of the staff—and, indeed, of the management. In particular, in relation to Northern, the number of disputes and the length of time for which they have taken place reflect the fact that no serious effort seems to have been made to resolve them in the time that the company was in the ownership of the last Government. The previous Secretary of State, the current Secretary of State and I are absolutely resolute that we have to resolve these issues. They are quite deep-seated, but as we are here today, the management and the trade unions are in discussion about how to do that, and we are strongly supporting them.

My Lords, I start by commiserating with the Minister on the fact that transport does not appear to be being mentioned in the latest great reset speech today. It must be tough not being a priority. On the running of the railways, the noble Lord knows better than anybody else that, to run a railway, you need management with strong focus and a strong hand. Does he not accept that the morale of management at the train operating companies is absolutely shot to pieces as a result of the recent legislation, while it waits for the Hendy axe to fall, and that, in effect, at least over the next few years, the railways are being run by the unions—much as the Government appear to be being run by the unions?

There is no need to reflect the Government’s policy on railways in any particular speech by any member of the Government. We have a clear direction to go in, and we are going there. On the management of the railways, I have to say, if the noble Lord opposite knew the managers as I did, he would know that many of them were in fact rather pleased that there is now a direction. Their morale, as with my own when chairing Network Rail, was significantly damaged by the promise of reform, which started after the May 2018 timetable debacle and was not fulfilled by the previous Government. This Government are going to do it.

My Lords, the shortage of train crew is indeed one of the many reasons why we have cancellation of trains, but the puzzlement is—I would like the Minister to look into this—that, if there is a shortage of train crew, surely the company should know that the day before, or at the very least at the start of the working day? Many of the cancellations are at very, very short notice. I will give the example of Euston station. On many occasions, a train is cancelled at very short notice, which has a significant impact on crowd control within the concourse. Will the Minister look into why train companies leave it to very short notice to say that the train is cancelled due to a lack of train staff—whether it is drivers or managers?

Whether the train is cancelled at a moment’s notice or 28 hours or 48 hours in advance, none of that is good enough. I myself am puzzled by the number of times an apparently competent train company does not seem to have enough staff at short notice. The House may realise that I know how to deal with this. If you have not got enough volunteers to work on Sunday, somebody senior ought to be at the train crew depot on Friday afternoon, putting their arms around the staff and saying, “Would you work on Sunday?” That is what I am expecting from railway managers. We are expecting, in the new world of a joined-up railway, that the management will concentrate on that to the benefit of passengers.

My Lords, latest statistics show that Northern Trains is the worst-performing train company across all types of cancellations, and 80% of those cancellations are caused specifically by the operator. The Minister has talked about resolving issues, but what specific action will he take to tackle this poor performance from a public sector company to ensure that passengers receive the frequent and reliable service that they deserve?

The Northern staffing and industrial relations issues are intractable and, as I said, have been there for a very long time. In the past five months or so, we have at least got to the bottom of how many disputes they have, what they are about and how they might be resolved. The management of Northern is working hard to do that. It is unacceptable—the Government are clear that it is unacceptable—but there is no point in just painting it as a public sector operation. It was brought into public ownership four years ago because the service was dire then. All I can say is that not much effort was made to sort it out in the four years until this Government took office.

My Lords, yesterday the Government announced the first transfer, of South Western Railway, to government ownership—I think next May. Can the Minister confirm that what he has told the House about the new industrial relations arrangements for rest-day working and such things will be in place, so that from May, South Western Railway will have a 100% attendance for all staff as necessary?

My noble friend knows as well as I do that actually these matters need to be resolved with staff representatives on a continuing basis. The transfer of South Western to public ownership will improve the performance of the railway, because it will be more coherently run between the track and the train. Of course, I cannot commit to perfect industrial relations from day one, but we will make sure that the resources are available for that to be done, and we shall also review, in each of the transfers, where we stand before the transfer, what needs to be done and how quickly it can be done after the point of transfer.