Contribution
My noble friend is right that some of these KPIs relate to wider economic circumstances than the railway currently has, but we discussed on the first day in Committee the fact that the need for a long-term freight target is so that GBR focuses on its own part in growing freight. Clearly, it is much subject to what shippers want to send, how they want to send it, where they want to send it and so forth, but I do not see any conflict in GBR having a long-term freight target. It may have to take different action if the economy or the things which are transported by rail change over time. There has been no greater case of that than the case of coal and steel, which were once a significant part of railway freight but which today are virtually nothing. On the other hand, intermodal traffic and construction materials have vastly increased, and there is no doubt in my mind that the railway could contribute more than perhaps it has done in the recent past to growing those particular categories if it were minded to do so, and the freight target is designed to make it think about how it could do it.
I do not see any contradiction in that; it will be like running any other business. The noble Lord, Lord Moylan, referred to his experience at Transport for London and it is, of course, exactly the same. It is a large organisation which is contributing to, but to some extent dependent on, the economy of London; that will be true of the railways as a whole. I agree with noble Lords that there should be KPIs for GBR, and it should be held to account for meeting them. The reason we are discussing these now is because there is no doubt that, in the end, they should be in its business plan, set next to the costs that they incur and the revenue it will derive from them.
I should go back to what the noble Lord, Lord Lansley, said. Paragraph 5(1) of Schedule 2 says that GBR must keep the business plan up to date. We are pretty clear that that means annually; it could be more often if circumstances change. It is not unknown for businesses of this scale to have to change their business plan if the economic circumstances dictate, but I think annual is reasonable. I would not expect the Secretary of State or the board of GBR to tolerate any circumstances where it did not propose an annual business plan.
If I may, I will try to find my place regarding Amendment 66. I am glad that the noble Lord agrees that GBR’s business plan is where its KPIs should sit. However, these need to evolve over time while, by contrast, GBR’s duties are unchanging—a core list of ambitions guiding GBR over the next decades. While GBR’s business plan is where it will show both how it will discharge its duties and set out its KPIs, there is an important distinction between them. Duties and KPIs are not the same thing. KPIs need to be driven by the specific, often numerical, outcomes sought by the Government, whereas duties are behavioural expectations. Some of the duties would be impractical to even turn into measurable KPIs. How would GBR measure whether it has provided businesses with certainty or acted in the public interest? I believe it is right that the two should not be statutorily linked.
Amendment 87 proposes action about the chief executive. I hope the noble Lord understands that, primarily, the powers of the Secretary of State rest with the right, in the end, to dismiss the chair if that chair fails to do the job that the Secretary of State expects of the chair and the board. That might well be the case if the Secretary of State believed that the chair failed to challenge the executive and chief executive effectively. The Secretary of State will also have the right, as we discussed this afternoon, to issue legally binding directions to GBR, and those could be where remedial action is required. The Secretary of State could also remove accounting officer status from the CEO, effectively taking financial management of the company into the department.