Lord Hendy of Richmond Hill (Lab)

My Lords, let me turn to Amendments 94, 124, 125 and 291. I am pleased to say that I agree with many of the performance indicators set out in the noble Lord’s amendments, which will be important in GBR delivering the service the public expect. I also agree with the concept of an annual report. I reassure the Committee that, on both counts, such a thing already exists. The Bill requires GBR to produce an annual business plan and we have already confirmed that this will include meaningful KPIs around performance. For example, the business plan will clearly have to include GBR’s progress towards reaching its statutory freight growth target and I happily confirm today that it will. The 2050 target is a long way out, but progress against it should be measured in the business plan in 2040 and in 2050. By keeping these KPIs in the business plan, we ensure that a reflection of GBR’s activities, the cost of those activities and its performance against those activities and costs are always transparent and available for scrutiny. GBR will publish annual updates to this plan which can, and should be, scrutinised by Parliament in the usual way. GBR will need to consult with the ORR and the passenger watchdog when creating these updates, ensuring expert and independent advice. As the noble Lord, Lord Moylan, proposes, the ORR will monitor GBR’s performance against the KPIs in its business plan as part of its monitoring function. An important distinction, however, is that the ORR’s role under the Bill as drafted is not confined to looking backwards at whether a target has been met. The ORR can also recommend to the Secretary of State whether GBR’s commitment and performance measures are realistic and measurable—something not factored in to the amendment. Linking KPIs to the long-term rail strategy, rather than the business plan, would undermine the purpose of the strategy. The rail strategy is designed to provide ministerial direction on the long-term trends that will affect the railways and, at a high level, what they expect GBR to do about them. But GBR must be independent enough to respond to the rail strategy with a self-developed, proactive and detailed activity plan covering the next five—