LOOKING BACK
As the dust has settled on 2020 it’s clear that the Permanent Way Institution has emerged into 2021 in much better condition than we once feared. As the 2020 accounts reveal, and thanks to the generosity and continuing support of corporate and individual members, the Institution made a (very) small profit in the year: significantly improving on the Covid-19-driven year-end loss we anticipated back in Summer 2020. The PWI’s experience looks to have been mirrored in the wider railway infrastructure sector. Whilst activity levels have undoubtedly dipped, it has been reassuring to see routine maintenance and renewal work continuing, and large multidisciplinary projects taking advantage of some easing of constraints on engineering access (a consequence of low passenger demand) to forge ahead. Physically at least, the UK railway remains in good shape.
AND FORWARDS…
As I write in mid March there is some cause for optimism. Pandemic infection rates are falling, and the vaccination programme has been a resounding success: the latter due at least in part to railway engineers, including PWI members, drafted into the NHS to provide logistics advice and support. Government is talking cautiously and sensibly of easing lockdown restrictions on travel and meetings if current trends are maintained. I didn’t foresee that the Swindon venue for our face-to-face seminar on railway engineering plant and equipment would become a temporary vaccination centre: as a result we’ve had to move this event (still in face-to-face format) back into November – but I’m sure it’ll be worth the wait! No such fate befell the Quinton Rail Technology Centre and the PWI will be there at Rail Live in June – I’m very much looking forward to meeting members again at this outdoor event.
Subject to continued control of the pandemic, Summer and Autumn will see the PWI deliver a programme of activities close to “business as usual”. Our July Electrification seminar in Glasgow, in advance of that city hosting the COP26 international climate change conference, will be followed by two Practical Trackwork Challenge events in October, and then November’s Hit the North event in Manchester. Much to look forward to – and we’re still considering options to expand our programme!
Undoubtedly, 2021 brings challenges and uncertainties, both to the Institution and to the wider railway infrastructure industry. In forcibly moving business and social activity online the pandemic has certainly changed travel patterns and behaviours: notably it appears unlikely that the number of traditional Monday to Friday commuters (and the associated revenues) will ever return to pre-pandemic levels. Against that, and more optimistically, can be placed rail’s energy-efficient and low-carbon credentials (key attributes in a world struggling to decarbonise), and a basic human predisposition to travel. In any event, it will be some time before the industry and government properly understand the long-term impact of the pandemic on our industry’s revenues. We can only hope that financial stringency doesn’t drive rash decisions that damage our capability to play a leading role in longer term decarbonisation.
DECARBONISATION & CLIMATE CHANGE
Whatever the short-term uncertainties over industry revenues, there is little doubt that the world is set on a long-term path of decarbonisation and climate change adaptation. As previewed in January’s Journal, the PWI has established its own advisory committee in this field chaired by Past President Joan Heery. Joan has assembled an impressive team to help the Institution decide how it can best work, on its own and with other bodies, to support decarbonisation. I welcome the committee members and very much look forward to their input. Whilst recognising the completion of Brexit, the UK rail sector retains strong relationships with continental rail companies and it is good to see 2021 designated as European Year of Rail. Though politically divorced, it’s clear that the promotion of sustainable rail travel will help both the EU 27 and the UK meet their shared “green” goal of reducing carbon emissions.
PWI ONLINE
In the first half of 2020, Covid-19 restrictions caused the PWI to move virtually all its activities at very short notice from the face-to-face environment to online platforms. That change has allowed the Institution to remain connected with its membership and, arguably, to establish many new communication channels.
The PWI has long recognised the importance of its online presence and the events of 2020 only highlight the need to continue to strengthen that. So, I’m looking forward to the imminent launch of the Institution’s new website. Whilst (thanks largely to Covid-19) a little later than envisaged, this major enhancement delivers another part of the Institution’s 2019 strategy.
One of the many advances made is that our in-house team can now author and edit changes to our website structure and content directly, rather than having to specify and commission (and pay for) those changes from a website provider. The website carries the PWI’s new branding and brings our operation firmly up to date, using the latest web and back-office functionality to offer members a wider range of information, services, and support, and to streamline our administrative processes.
Complementing the new website, changes to email and support applications will provide the PWI with an integrated virtual office, enhancing our capability to communicate with members and vice versa, and reducing the administrative burden on Section officers.
With our IT contractor, the PWI operations and marketing teams have worked tirelessly since the Autumn to bring the new site into existence and I take this opportunity to thank them publicly for their efforts.
STRATEGIC REVIEW 2021 – 2024
In January, the Board carried out a review of progress made against its 2019 five-year strategic agenda (last covered in the January 2020 Journal). The three priority items identified in 2019 (establishing the executive team; strengthening the Institution’s relationships with its corporate members; and upgrading the PWI website and its online presence) are now substantively complete and the Board also noted the 2020 work to limit the impact of the pandemic on its activities. Looking forward, the Board decided to continue work on the remaining areas identified in 2019 (principally a training and development strategy, and competence management framework), and to incorporate into its strategic agenda work on decarbonisation, diversity and inclusion, and furthering employee safety.
There’s no doubt in my mind that the PWI’s strategic agenda 2021 – 2024 remains highly relevant to our industry and that its delivery will further enhance our Institution and the service it provides to its members.