Publications

'Costs and revenues of franchised passenger train operators in the UK' compares for the first time the expenditure of the 19 franchised Train Operating Companies (TOCs),

This annex provides information about Network Rail's historic income, expenditure and efficiency. The information is for GB and where possible England & Wales and Scotland separately. More detail about Network Rail and Railtrack's income and expenditure can be found in its regulatory accounts, which are available on Network Rail's website. Chart [B1]: OMR expenditure from 1995-96 to 2011-12 (Great

This annex provides information about Network Rail's historic income, expenditure and efficiency. The information is for Great Britain and where possible England & Wales and Scotland separately. More detail about Network Rail and Railtrack's income and expenditure can be found in its regulatory accounts, which are available on Network Rail's website. Chart A1: OMR expenditure from 1995-96 to 2012

Our final determination sets out our overall package of decisions for the periodic review 2013 (PR13).

The Value for Money Study was commissioned jointly by the Department for Transport and the Office of Rail Regulation. The Study's final report puts forward a wide range of recommendations focused on creating an industry environment which encourages cost reduction, changes which deliver new efficiencies, and mechanisms to drive implementation. The Study estimates that implementing these

Our long-term regulatory statement – 'Opportunities and Challenges for the Railway' – discusses how our regulation may develop in line with the changing shape of the industry, and identifies priorities for the growth and sustainability of Britain's railways. Railways have been a major success story for the past decade. Passenger demand is at the highest ever and freight numbers are growing. This

Independent reporters provide professional advice to the ORR on the quality of Network Rail's service provision, as specified in its licence.

On 30 July 2007, we imposed a penalty of £2.4m for Network Rail's breach of its licence in failing adequately to evaluate and mitigate the risks associated with the Portsmouth resignalling project and to manage its contractor in line with best practice. The documents below provide more background to our decision. Portsmouth Resignalling - enforcement - letter to NR 6 Sep 2007 Portsmouth

On 2 March 2006, we imposed a fine of £250,000 on Network Rail for its failure to ensure the information it made available to the industry on the capability of its infrastructure was accurate. Infrastructure Capability - letter to NR regarding completion of final milestones in the recovery plan PDF icon PDF, 103 Kb 10 Jan 2008 Infrastructure Capability - Breach of Network Licence - Letter from

On 13 May 2008, we imposed a penalty of £14m on Network Rail because of systemic weaknesses in Network Rail's planning and execution of engineering work which represented a serious and continuing breach of its licence. These problems were exposed in our investigation into the overruns into the New Year. Improving project delivery - 2010 Audits - ORR letter to Network Rail 15 Jul 2010 Improving

The 2008 Periodic Review (PR08) set the outputs that Network Rail must deliver, and the level of access charges paid by train operators for use of the infrastructure from 1 April 2009 to 31 March 2014, or control period 4 (CP4).

How we'll monitor Network Rail 2014-2019

The decisions we've made will help the railway to grow in a sustainable way which minimises the costs to taxpayers, passengers and freight customers.

The assessment of the scope for Network Rail to improve on its cost efficiency is central to our work, since it enables us to establish efficient levels of track access charges when we periodically review Network Rail's outputs as part of a balanced package.

The initial industry plans On September 2011, Network Rail with its industry partners published two ' initial industry plans' (IIPs) – one for England & Wales and one for Scotland. These set out the industry's strategies in England & Wales and Scotland for the long-term, with a focus on what could be delivered in the next control period (CP5). Our analysis of the IIPs was a key component of our