Shaw Review of Network Rail

Recommendation 1: Place the needs of passengers and freight shippers at the heart of rail infrastructure management. Train operators should drive this customer focus into Network Rail through scorecards and agreed action plans, recognising they are sharing use of the network with others and operating within a national (and international) system.

Recommendation 2: Focus on the customer through deeper route devolution, supported by independent regulation. Building on the current Network Rail move to greater devolution to its routes, there should be a step-change in the degree of autonomy of these routes to deliver more flexibly and responsively for their customers, passengers and freight shippers. This change should be supported by regulation by the independent Office of Rail and Road (ORR).

Recommendation 3: Create a route for the North. This new route will work closely with the customers there and in particular the new regional government body, Transport for the North. Network Rail should also work closely with other integrated transport authorities, city regions, and London, as funding and delivery models evolve. HS2 will remain a separate organisation but be able to draw on the System Operator and Technical Authority for access planning and timetabling in particular.

Recommendation 4: Clarify the government's role in the railway and Network Rail. In particular, the roles of the Department for Transport (DfT) – as funder, client and owner of Network Rail – should be considered and clarified. As the body responsible for transport in England and Wales, the DfT should also develop a visible longer-term strategy for rail travel, co-ordinating as appropriate with the governments of Scotland and Wales.

Recommendation 5: Plan the railway based on customer, passenger and freight needs. Enhancement planning should be generated from passenger and freight shipper requirements. Routes should be given the freedom to build up their plans based on these needs and recognising the role of the railway in the wider transport, economic and social objectives of the area.

Recommendation 6: Explore new ways of paying for the growth in passengers and freight on the railway. Further options for involving private sector finance – for example, from letting a concession, or involving suppliers in technological investment – should be explored to release government capital, encourage innovation, and speed up delivery of improvements for passengers. Routes should also be required and empowered to find local sources of funding and financing, including from those (such as local businesses or housing developers, for example) who stand to benefit from new or additional rail capacity.

Recommendation 7: Develop industry-wide plans to develop skills and improve diversity. People are one of the railway's greatest assets. But the industry as a whole needs to support and grow the pool of skilled and talented people working in the railway better and encourage more diversity.