The privatisation of the British railway industry was a unique political and economic event. An integrated industry was broken-up into numerous component parts and sold off to private sector interests. The result was a highly fragmented industry that was structurally unsound and operationally dysfunctional. This authoritative volume presents an enlightening portrait of an industry that is less efficient, more costly and still more dependent on state subsidy today than its nationalised predecessor. The nine chapters in this work present a comprehensive and rigorous evaluation of how and why the industry has become so dysfunctional and costly, supported by detailed financial analysis and industry examples. Seven chapters comprise a series of peer-reviewed academic papers by Professor McCartney and Dr Stittle and published in leading international journals over the period 2004–2017 which analyse selected key segments of the privatised industry: where appropriate, updates are provided at the end of these chapters outlining developments since initial publication relevant to the analysis therein. Two chapters are published here for the first time: Chapter 7 reviews the performance of the freight sector, while Chapter 1 ‘bookends’ the volume by providing first, an account of how rail privatisation was conceived and implemented in the 1980s/90s, and then reviews the impact of the pandemic and the proposals of the Williams-Shapps White Paper of 2021 which, if enacted, will effectively end the Major government’s experiment. Going far beyond the usual superficial analysis of the topic, this volume will be of significant interest to researchers and advanced students of accounting, economics, business history, transport studies, as well as industry and specialised business interests in transport and privatisation.

This NAO report examines how effectively the Strategic Rail Authority/Department for Transport and Network Rail turned around the West Coast programme between 2002 and 2006 in terms of delivering outputs and expected outcomes in line with the schedule and targets set by the government and set out in the West Coast Main Line Strategy of June 2003. Three areas were examined in detail: how the Strategic Rail Authority/Department of Transport and Network Rail addressed the weaknesses in programme management before 2002 to achieve delivery to schedule; whether costs have been brought under control; whether the programme is delivering its anticipated benefits. A number of findings and conclusions have been set out, including: that the SRA and Network Rail did turn around the programme through an industry-supported strategy, reducing technology risk through reliance on conventional signalling for most of the upgrade; there were some implementation problems in two areas, axle counters and computer-based interlocking signalling, which resulted in an increase in costs; in general, Network Rail's control of costs has improved, but an analysis of its reported and forecast expenditure shows a final programme spend of £8.6 billion, with an overspend of around £300 million; for renewal work on the west coast route, Network Rail is within its overall funding allowance and on course to achieve 70% of the £940 million cost efficiencies assumed by the rail Regulator; at present the Strategic Rail Authority provides subsidies on an annual basis to Virgin West Coast of £590 million in 2005-06 period, this amount represents a payment needed to maintain train services and is outside the £8.6 billion; the project has delivered journey time improvements, with punctuality and train reliability on the West Coast having improved since 2005; in the 2005-06 period, passenger journeys on Virgin West Coast grew by over 20%, and the remaining work on the programme to 2009 will increase passenger train and freight capacity, but the consensus in the rail industry is that around 2015 to 2020, the line will have insufficient capacity to sustain current levels of growth in passenger and freight traffic; the overall strategy has delivered passenger benefits from a modernised track, but value for money for the programme has not been maximised. The report sets out a number of recommendations, including: that the Department in future should model and appraise costs and benefits for different options for the timing of delivery of the project; that the Department and the Office of Rail Regulation should further develop standard definitions for costs for different stages and elements of transport projects; where projects propose new technology at significant cost, the Department and ORR should ensure that Network Rail draws up a supporting business case, addressing costs, benefits and possible challenges along with a supporting implementation and maintenance strategy; the ORR should ensure Network Rail progresses its plans and adopts best practice strategy, and this approach should include a company-wide strategy that addresses whole life costs in its investment appraisal/project business cases, along with improved recording of maintenance and renewals costs for its equipment.

A damning indictment of the chaos on the British railways.

Gordon Pettitt, former Managing Director of Regional Railways and the last General Manager of BR's Southern Region, writes the inside story of the history of the third passenger sector of British Rail with insights from other leading personnel in the industry at the time.

Now in paperback, Fire and Steam tells the dramatic story of the people and events that shaped the world's first railway network, one of the most impressive engineering achievements in history. The opening of the pioneering Liverpool and Manchester Railway in 1830 marked the beginning of the railways' vital role in changing the face of Britain. Fire and Steam celebrates the vision and determination of the ambitious Victorian pioneers who developed this revolutionary transport system and the navvies who cut through the land to enable a country-wide network to emerge. The rise of the steam train allowed goods and people to circulate around Britain as never before, stimulating the growth of towns and industry, as well many of the facets of modern life, from fish and chips to professional football. From the early days of steam to electrification, via the railways' magnificent contribution in two world wars, the checkered history of British Rail, and the buoyant future of the train, Fire and Steam examines the social and economical importance of the railway and how it helped to form the Britain of today.

“The essential public good that Margaret Thatcher, Tony Blair and now Cameron sell is not power stations, or trains, or hospitals. It’s the public itself. it’s us.” In a little over a generation the bones and sinews of the British economy – rail, energy, water, postal services, municipal housing – have been sold to remote, unaccountable private owners, often from overseas. In a series of brilliant portraits the award-winning novelist and journalist James Meek shows how Britain’s common wealth became private, and the impact it has had on us all: from the growing shortage of housing to spiralling energy bills. Meek explores the human stories behind the incremental privatization of the nation over the last three decades. He shows how, as our national assets are sold, ordinary citizens are handed over to private tax-gatherers, and the greatest burden of taxes shifts to the poorest. In the end, it is not only public enterprises that have become private property, but we ourselves. Urgent, powerfully written and deeply moving, this is a passionate anatomy of the state of the nation: of what we have lost and what losing it cost us – the rent we must pay to exist on this private island.