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First ScotRail
Rèile na h-Alba (Scottish Gaelic)
Class 158 Express Sprinter at North Queensferry in 2009
Overview
FranchisesScotRail
17 October 2004 – 31 March 2015
Main regionScotland
Other regionsNorth West England
North East England
Fleet311
Stations operated344
Parent companyFirstGroup
Reporting markSR
PredecessorScotRail (National Express)
SuccessorAbellio ScotRail
Caledonian Sleeper
Technical
Length3,032.0 km (1,884.0 mi)[citation needed]
Other
Websitewww.scotrail.co.uk at the Wayback Machine (archived 2015-03-16)

First ScotRail[1] was a train operating company in Scotland owned by FirstGroup. It operated the ScotRail franchise between October 2004 and March 2015.

On 17 October 2004, First ScotRail took over operations from the incumbent franchisee, National Express. First ScotRail operated most commuter and long-distance services within Scotland, and some services to northern England, as well as the Caledonian Sleeper to London. Of FirstGroup's four train operating companies, ScotRail was the second largest (in terms of number of passenger journeys 2013–14) after First Great Western at the time of the termination of its franchise.

During April 2008, Transport Scotland granted a three-year franchise extension to First ScotRail. In May 2009, First ScotRail announced a crackdown on fare-dodging due to abuse of the Flexipass ticket system. One month later, it was alleged that ScotRail's passenger figures were substantially inflated and that 7.2 million less passenger journeys had been actually made; the matter became politically charged but did not impact the extension decision. In June 2012, the Scottish Government announced that the Caledonian Sleeper services would be split off from the ScotRail franchise. Following its unsuccessful bid to retain the franchise in 2014, First ScotRail transferred operations to Abellio ScotRail on 1 April 2015.

History

[edit]
First ScotRail logo (2004–2008)

Between March 1997 and October 2004, the public transport conglomerate National Express operated the ScotRail franchise under the ScotRail brand. During July 2003, the Scottish Executive and the Strategic Rail Authority announced Arriva, FirstGroup and National Express had been shortlisted to bid for the new franchise.[2] In June 2004, the franchise was awarded to FirstGroup; the services formerly operated by ScotRail were transferred to First ScotRail on 17 October 2004.[3]

On 1 January 2006, Transport Scotland was established to carry out the Scottish Executive's transport responsibilities including its then newly devolved powers over rail franchising.[4] During April 2008, Transport Scotland granted a three-year franchise extension to First ScotRail, postponing its end-date to November 2014.[5][6]

In May 2009, First ScotRail announced a crackdown on fare-dodging shortly after discovering that one of its most popular saver tickets could be subject to widespread abuse; 150 travellers were caught misusing Flexipass tickets within a single week alone.[7] First ScotRail's approach to dealing with fare-dodgers remained a point of controversy at times.[8]

During June 2009, a report by Strathclyde Partnership for Transport alleged that passenger figures generated by ScotRail had contained 7.2 million more passenger journeys than had been actually made; in response, Holyrood's audit committee called in Auditor General Robert Black to review the extent of the miscalculation.[9] First ScotRail stated that the "long-standing" error was being corrected, while Transport Scotland contended that the overestimate did not impact its decision to extend the ScotRail franchise.[10]

During October 2011, First ScotRail and the British railway infrastructure operator Network Rail announced the enactment of a series of new measures to handle service disruption in the event of severe winter conditions. In addition to improved access to travel information at stations and aboard trains, a new design of warmed plastic tunnels along with the first "power shower" system in the UK were rolled out to help de-ice trains, while it was stated that priority would be given to keeping the most highly-trafficked routes operational.[11] At times of severe weather, ScotRail services had been temporarily suspended on grounds of safety; in such situations, wherever possible, active trains were directed to stop in the nearest convenient station and alternative transportation was provided until services could be resumed.[12]

In June 2012, the Scottish Government announced that when the ScotRail franchise would be re-tendered in 2014, the Caledonian Sleeper services would be split off and transferred to a standalone franchise.[13][14] In May 2014, it was announced that the new Caledonian Sleeper franchise had been awarded to Serco.[15]

In addition to FirstGroup, multiple other transport companies entered bids to operate the ScotRail franchise, including Abellio, Arriva, MTR, and National Express.[16] During early October 2014, it was announced that Abellio's bid had been selected and thus First ScotRail would be discontinued from April 2015.[17][18]

Accordingly, the franchise was transferred to Abellio ScotRail at midnight on 1 April 2015.[19] Several hours beforehand, the Caledonian Sleeper services had been separately transferred to Serco.[20][21]

Services

[edit]

Main lines

[edit]
Map of the principal railway lines of Scotland; First ScotRail's former services are indicated in red.
Northbound Class 170 approaching the Forth Bridge on the Edinburgh to Aberdeen Line

Express trains operated between Edinburgh, Glasgow, Inverness, Dundee and Aberdeen. The Highland Main Line links Inverness to the south. Some stretches of main line, such as the Highland Main Line, are single track, and express trains must call at intermediate stations to permit trains coming in the opposite direction to pass.

The main lines of Scotland are:

Glasgow

[edit]
See also: Transport in Glasgow

The densest part of the network was the suburban network around Glasgow, with 183 stations, the second-largest suburban rail network in the UK, after London. Much of it is 25 kV AC electrified. Glasgow’s main terminal stations are Central and Queen Street stations. ScotRail operated trains in this area under the Strathclyde Partnership for Transport (SPT) brand. However, the Strathclyde Partnership for Transport no longer has any input into specifying rail services in the Glasgow area. DMUs and EMUs that were liveried in the carmine and cream livery were stripped of the Strathclyde logos.[22][full citation needed] Lines in and around Glasgow were:

The North Clyde Line is now linked to the Edinburgh-Bathgate Line (see Edinburgh, below) with the completion of the Airdrie–Bathgate rail link, creating a new direct link between Glasgow and Edinburgh. There is also a proposal to create a new rail link across the city with the Crossrail Glasgow project.

Edinburgh

[edit]
The Forth Bridge in 2004
See also: Transport in Edinburgh

Edinburgh’s suburban network is less dense than Glasgow’s. Edinburgh’s main station is Waverley. The main railway line through the city centre runs in a cutting immediately below Edinburgh Castle. A secondary station is at Haymarket in the west of the city. Railway lines running north from Edinburgh to Fife and the Highlands cross the Firth of Forth via the Forth Bridge. Lines in and around Edinburgh were:

The Edinburgh rail network is being expanded with the construction of the Waverley Line to the Borders, and the Edinburgh–Bathgate Line has been extended by the Airdrie–Bathgate rail link. A project to open a rail link to Edinburgh Airport was cancelled in September 2007 by the Scottish Government in favour of construction of a station at nearby Gogar which will connect with the Edinburgh tram network to take passengers to the terminal.[24] A proposal to re-open the Edinburgh suburban railway line has been made by campaigning groups.[25]

Rural lines

[edit]
The West Highland Line at Rannoch
Class 170 Turbostar in First ScotRail livery at Inverness

Rural lines include the scenic West Highland Line, Kyle of Lochalsh line and Far North Line. These lines carried more passengers, mostly tourists, during the summer months, but provided a valuable link and social service during the winter months.

Many rural lines are single track. Trains terminating at the coastal towns of Oban and Mallaig connected with the Caledonian MacBrayne ferry services to Skye, Colonsay, Lismore, Islay and the Outer Hebrides and Inner Hebrides.

The rural lines were:

InterCity & Sleeper services

[edit]
Main article: Caledonian Sleeper

First ScotRail operated some services that ventured south of the border: principally the Caledonian Sleeper to London Euston along the West Coast Main Line, and a three times daily cross-country service between Newcastle upon Tyne and Glasgow Central via Carlisle and Kilmarnock.

Performance

[edit]

Performance figures for National Express’s last quarter as franchise holder, July to September 2004, were:

Period % trains arriving within 5 mins of scheduled time Change
Jul - Sep 2004 82.8% Down 4.2% on the same quarter the previous year
Jul - Sep 2004 84.2% Down 1.0% on the previous year as a whole

Performance figures for FirstGroup’s first quarter as franchise holder, October to December 2004, were:

Period % trains arriving within 5 mins of scheduled time Change
Oct - Dec 2004 79.8% Down 1.9% on the same quarter the previous year
Oct - Dec 2004 83.7% Down 0.5% on the previous year as a whole

FirstGroup started operating the franchise on 17 October 2004.

The performance figures released by the Office for Rail Regulation (ORR) are as follows:

Period % trains arriving within
5 mins of scheduled time
(over three months)		 Change over
same quarter the previous year		 % trains arriving within
5 mins of scheduled time
Moving Annual Average (MAA)		 Change over
previous year as a whole
Apr - Jun 2007[26] 91.4% Up 0.8% 89.0% Up 0.2%
Jul - Sep 2007[27] 93.0% Up 2.2% 89.6% Up 0.7%
Oct - Dec 2007[28] 87.3% Up 2.8% 90.1% Up 0.6%
Jan - Mar 2008[29] 90.5% Up 2.0% 90.6% Up 0.6%
Apr - Jun 2008[30] 93.6% Up 2.4% 91.1% Up 0.6%
Jul - Sep 2008[31] 92.8% Down 0.2% 91.0% Up 0.4%
Oct - Dec 2008[32] 86.5% Down 0.9% 90.9% Up 0.3%
Jan - Mar 2009[33] 89.6% Down 1.0%> 90.6% Down 0.3%
Apr - Jun 2009[34] 93.0% Down 0.6% 90.5% Down 0.1%
Jul - Sep 2009[35] 93.5% Up 0.9% 90.7% Up 0.2%
Oct - Dec 2009[36] 86.7% Up 0.2% 90.7% Unchanged
Jan - Mar 2010[37] 89.5% Down 0.1% 90.7% Unchanged
Jul - Sep 2010[38] 94.5% Up 1.1% 91.4% Up 0.8%
Oct - Dec 2010[38] 78.4% Down 9.6% 92.9% Up 2.4%
Jan - Mar 2011[39] 89.1% Down 0.0% 90.1% Down 0.0%

Note:

  • The percentage change figures are not the actual increases in % but the percentage increase in the % value.
  • These values are very similar to the sector performance level.

Rolling stock

[edit]
Class 156 in the old National Express ScotRail livery at Oban station in June 2005

First ScotRail inherited a fleet of Class 150, Class 156, Class 158, Class 170, Class 314, Class 318, Class 320 and Class 334s from National Express, as well as Mark 2 carriages and Mark 3 sleepers for use on the Caledonian Sleeper.

First ScotRail contracted EWS to haul the Caledonian Sleeper services.[40] Class 90s were used south of Edinburgh and Glasgow Central with Class 67s used on the portions to Fort William, Aberdeen and Inverness. A dedicated pool was also created due to the need to fit cast steel brakes. Three Class 90s were repainted in First ScotRail livery with EWS logos.[41][42][43]

For a short time in 2005, the Edinburgh - North Berwick Line services were operated by English Welsh & Scottish Class 90s with former Virgin Trains Mark 3 carriages and a Driving Van Trailer. In late 2005, five Class 322s were transferred from One to replace these.[44][45] Following an refurbishment performed by Hunslet-Barclay of Kilmarnock between 2006 and 2007, all Class 322s had their capacity increased from 252 passengers to 293.[46][47]

During January 2007, public calls were made for the refurbishments of First ScotRail's Class 158 diesel multiple units, particularly in regards to the toilet facilities.[48] One year later, work commenced on the refurbishment of 25 Class 158s, which involved repainting, new seating, extra luggage space, the addition of new customer information systems,[49][50][51] and the fitting of the requested toilet retention tanks.[52]

In September 2008, Transport Scotland announced that all First ScotRail trains, including those previously operated on behalf of the Strathclyde Partnership for Transport, would be repainted in a new blue livery with white saltire markings on the carriage ends.[53] This rebranding placed less emphasis on the First and was marketed as "ScotRail: Scotland's Railway".[54] The first unit to receive the new livery was 170434, unveiled at Glasgow Queen Street on 22 September 2008.

During December 2008, ScotRail started operated a set of DB Schenker Mark 2 carriages on a peak-hour Fife Circle Line service hauled by a Class 67. A second set was also operated for a while.[citation needed]

In July 2008, Transport Scotland funded the acquisition of 22 three-carriage and 16 four-carriage Class 380 Desiros with the first entering service in December 2010. These trains operated Ayrshire and Inverclyde services, adding extra capacity and allowed the cascade of existing stock to the new Glasgow to Edinburgh services via the reopened Airdrie to Bathgate line.[55][56]

Fleet at end of franchise

[edit]
Class Image Type Top speed Number Routes operated Built
mph km/h
Class 67 Diesel locomotive 125 200 Hired from DB Schenker Fife Circle Line
Caledonian Sleeper 		1999–2000
Class 90 Electric locomotive 110 177 Hired from DB Schenker
(4 required per service night) 		Caledonian Sleeper 1987–1990
Class 156 Super Sprinter DMU 75 120 48 West Highland Line
Glasgow South Western Line
Shotts Line
Croy Line
Edinburgh Crossrail
Maryhill Line
Cumbernauld Line 		1987–1989
Class 158 Express Sprinter 90 145 48 Glasgow to Edinburgh via Falkirk Line
Edinburgh to Aberdeen Line
Highland Main Line
Croy Line
Aberdeen to Inverness Line
Kyle of Lochalsh Line
Far North Line
Edinburgh Crossrail
Edinburgh to Dunblane Line
Fife Circle Line
Shotts Line
Maryhill Line
Cumbernauld Line 		1989–1992
Class 170 Turbostar 100 161 59 Glasgow to Edinburgh via Falkirk Line
Edinburgh to Aberdeen Line
Highland Main Line
Fife Circle Line
Edinburgh Crossrail
Edinburgh to Dunblane Line
Croy Line
Maryhill Line
Cumbernauld Line
Tay Coast Line 		1998–2005
Class 314 EMU 75 121 16 Cathcart Circle Lines
Inverclyde Line
Paisley Canal Line 		1979

Class 318 90 145 21 Argyle Line
North Clyde Line
Whifflet Line 		1986–1987
Class 320 22 1990
Class 334 Coradia Juniper 40 North Clyde Line
Argyle Line
 1999–2002
Class 380 Desiro 100 160 22 (3 carriage)
16 (4 carriage) 		Ayrshire Coast Line
Inverclyde Line
Glasgow to Edinburgh via Carstairs Line
North Berwick Line
Paisley Canal Line 		2009–2011
Mark 2 carriage Sleeper Seated 22 Caledonian Sleeper 1969–1974
Mark 3 carriage Sleeper Berth 125 200 53 1975–1988

Past fleet

[edit]

Former train types operated by First ScotRail include:

Class Image Type Top speed Number Carriages Built Left fleet
mph km/h
Class 150 Sprinter DMU 75 121 18 2 1986–1987 2005
Class 322 EMU 100 161 5 4 1990 2011

Stations

[edit]

The majority of Scotland's 340 passenger stations were operated by First ScotRail under Network Rail ownership. Edinburgh Waverley and Glasgow Central stations were operated by Network Rail itself; Glasgow Prestwick Airport station was owned and operated by the airport; and Dunbar was operated by the InterCity East Coast franchise holder (originally GNER, then National Express East Coast, then East Coast, and finally Virgin Trains East Coast). ScotRail operated Lockerbie station although none of its services called there.

Depots

[edit]

First ScotRail's fleet was maintained at Edinburgh Haymarket, Glasgow Shields Road, Corkerhill and Inverness depots. During early 2005, the rebuilt Glasgow Eastfield was reopened.[57]

See also

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

First ScotRail

View on Grokipedia
from Grokipedia
First ScotRail was a train operating company owned by plc that held the franchise, delivering the majority of 's passenger rail services, from 17 October 2004 to 31 March 2015. The company operated commuter, regional, and long-distance routes across , encompassing more than 95 percent of passenger train services and, initially, the to . During its decade-long tenure, First ScotRail invested over £82 million in infrastructure and , resulting in enhanced service frequencies, train refurbishments, station upgrades, and the introduction of new lines such as the extension to Tweedbank on the . These efforts contributed to significant passenger growth and earned the operator multiple accolades, including Rail Operator of the Year. However, towards the franchise's conclusion, performance challenges, including and reliability issues, led to financial penalties and the decision not to renew the , which was awarded to Abellio.

Formation and Franchise

Franchise Award and Initial Setup (2004)

The ScotRail franchise, encompassing Scotland's domestic passenger rail services excluding the and certain cross-border routes, was subject to a competitive tender managed by the Strategic Rail Authority (SRA) in collaboration with the Scottish Executive and Strathclyde Passenger Transport Executive (SPTE). was selected as the preferred bidder on 11 June 2004, following evaluation of bids from competitors including and National Express. The franchise agreement was formally signed on 20 August 2004 between First ScotRail Limited—a newly established subsidiary of FirstGroup—the SRA, and SPTE, committing to a seven-year term commencing 17 October 2004. This transition replaced the previous operator, National Express ScotRail, which had held the franchise since 1997, ensuring continuity of approximately 1,400 daily train services across urban, regional, and rural networks. Initial setup involved seamless handover of operations, including staff integration, of inherited such as and 158 diesel multiple units, and adherence to performance benchmarks under the Service Quality Incentive Regime (). First ScotRail committed to £40 million in capital investments over the initial term for enhancements like station upgrades and CCTV installations, alongside targets for punctuality, capacity expansion, and service reliability. The financial structure included substantial government subsidy, projected at £2.5 billion over an extended period in 2004/05 prices, with early performance incentives yielding net payments of £22.7 million by March for meeting or exceeding commitments.

Contract Terms and Financial Structure

The First ScotRail franchise was awarded to FirstGroup plc on 22 June 2003 by the Scottish Ministers, following a competitive tender process under the terms of the Railways Act 1993, with operations commencing on 17 October 2004. The initial contract duration was seven years, until October 2011, but was extended by three years in April 2008 to November 2014, contingent on meeting revised performance and investment targets. Key terms mandated specified service levels, including minimum train frequencies, capacity enhancements on key routes, and infrastructure commitments such as station upgrades and new rolling stock introductions, with non-compliance subject to penalties or subsidy adjustments. Financially, the franchise operated as a subsidized model, with the Scottish Executive (later ) providing annual to cover operating costs exceeding fare , given the network's rural and loss-making routes. Over the extended ten-year term, total amounted to approximately £2.5 billion in 2004/05 prices, including £864 million disbursed by March 2008, with £296 million paid in the 2007/08 financial year alone to support service delivery and capital investments. First ScotRail committed £73.1 million in investments for service improvements, which could offset requirements if targets were met, while retaining unregulated fare (about 47% of total in 2007/08) after deducting track access charges to and regulated fare portions returned or shared with the (£4.5 million in by 2008). Performance incentives formed a core element of the financial structure, governed by the Service Quality Incentive Regime (SQUIRE), which imposed penalties or rewards across 38 metrics including punctuality, cleanliness, and accessibility, with benchmarks such as 96% train cleanliness and 75% station graffiti-free standards. Net performance payments totaled £22.7 million by 2008 (£27.4 million rewards minus £4.7 million penalties for punctuality), alongside £23.9 million for achieving specified enhancements like additional services. The extension introduced stricter targets, linking further subsidies to improved public performance measures (PPM) punctuality above 90% and capacity growth, reflecting the Scottish Ministers' oversight to align operator incentives with public value rather than profit maximization alone.

Operations (2004–2015)

Service Expansion and Network Coverage

First ScotRail operated services across Scotland's rail network, encompassing approximately 1,400 miles of track and serving over 340 stations, with a focus on the densely populated while extending to remote Highland and island communities. The network included high-frequency commuter routes around and , intercity connections linking major cities such as , , , and Perth, and rural lines like the to and , the to and Wick, and the . Excluded from the franchise were long-distance sleeper services to , operated separately by . Service expansion under First ScotRail emphasized timetable growth and frequency improvements to meet rising demand, particularly in the and east coast routes. By 2014, the daily timetable had expanded to 2,300 services, an increase of 300 (15%) from the approximately 2,000 services at franchise commencement in 2004, marking Scotland's largest-ever rail schedule at the time. Key enhancements included additional hourly services on the Glasgow-Edinburgh via route, enabled by cascading older to free up capacity for newer units on commuter lines. Notable infrastructure-linked expansions involved reopening lines and introducing new direct services. In December 2005, the Larkhall-Milngavie line reopened after a £55 million investment, providing fresh connectivity between , , and northern suburbs with up to two trains per hour. East coast services saw enhancements, such as new trains between and via , improving journey times and frequencies to support economic links in and Angus. These changes, backed by £82 million in operator investments including £26 million for fleet upgrades, boosted capacity on , , and routes, though rural lines like the West Highland retained seasonal variations due to constraints. Overall, expansions aligned with franchise commitments for reliability and , though audits noted variability in delivering promised rural service levels amid growing passenger volumes exceeding 80 million annually by 2010.

Key Infrastructure Projects and Investments

First ScotRail committed to investing £40 million over the initial seven years of its franchise in capital improvements to stations and . By the end of the franchise in March 2015, the operator had invested more than £82 million overall in Scotland's rail network, including £56 million specifically allocated to station upgrades such as enhanced facilities, accessibility improvements, and platform enhancements across multiple locations. An additional £26 million was directed toward train refurbishments, focusing on interior modernizations and reliability upgrades to support expanded services. In conjunction with a franchise extension agreed in 2008, First ScotRail provided £73.1 million in upfront investment to , which was applied toward service enhancements and infrastructure-related initiatives, offsetting an estimated £57 million reduction in public over the extension period. These funds supported preparatory work for major network expansions, though primary construction responsibility lay with . A notable project under First ScotRail's operational oversight was the extension, which reopened a 30-mile line from Edinburgh Waverley to Tweedbank in 2015, reconnecting the to the national network after closure in 1969. First ScotRail managed the transition to passenger operations, including timetable integration and staff training, with the first services commencing on 6 2015, funded primarily by the through at a cost exceeding £300 million for track, signaling, and six new stations. First ScotRail also contributed to early phases of the Edinburgh Glasgow Improvement Programme (EGIP), announced in 2010, by aligning service planning with anticipated and capacity upgrades on the core route, though substantive infrastructure works like the £80 million line were completed by in 2014. These efforts emphasized operational readiness rather than direct capital outlay on track or , reflecting the franchise's focus on TOC-managed assets amid government-led infrastructure delivery.

Performance Metrics

Punctuality and Reliability Data

First ScotRail's punctuality was primarily measured using the Public Performance Measure (PPM), which calculates the percentage of scheduled passenger trains arriving at their destination within five minutes for short-distance urban and regional services or ten minutes for longer-distance inter-urban services, excluding cancelled trains from the on-time numerator but counting them against overall reliability. Upon franchise commencement in October 2004, the operator inherited suboptimal performance from National Express, with initial PPM levels reflecting challenges such as high delay minutes (1.3 million in 2003/04 under the prior operator). By the first full year of 2005/06, PPM stood at approximately 85.8%, improving to 90.6% in 2007/08—a 4.8 rise—outpacing the national average increase of 3.5 points over the same period. Performance continued to strengthen, reaching a moving annual average (MAA) PPM of 91.4% in period 7 of 2010/11, aligning with the Scottish Government's High Level Output Specification target trajectory of 92% by 2014. Subsequent periods saw variability, with MAA dipping to 88.6% amid external disruptions and infrastructure issues, though operator-attributable delays decreased overall from 577,000 minutes in 2003/04 to 326,000 in 2007/08. FirstGroup reported a combined punctuality and reliability score of 95.3% by the franchise's end in March 2015, up from 84% at inception, attributing gains to investments and operational efficiencies; this figure likely incorporates internal metrics beyond standard PPM, as public PPM rarely exceeded 91% during the period. Reliability, gauged by cancellation rates and delay attribution, also advanced under First ScotRail. Total cancellations rose slightly to 1.79% of services in 2007/08 (12,631 instances) from 1.48% in 2003/04, but operator-responsible cancellations fell to 0.73% from 0.91%, with external factors like driver contributing to spikes (e.g., a 12.4% year-on-year decrease in cancellations from 2004/05 to 2005/06, followed by modest increases). Delay minutes per service averaged 1.4 in 2007/08, a reduction from prior levels, supporting net performance payments of £22.7 million that year. Regulatory scrutiny, including ORR investigations into performance regime compliance, highlighted shared responsibility with for lapses, but First ScotRail met or exceeded many franchise benchmarks, enabling revenue retention thresholds near 80% in 2006/07.
Year/PeriodPPM (%)Notes
2005/0685.8First full year; baseline for improvements.
2007/0890.6Above national average; delay minutes down 26% from 2003/04.
2010/11 (Period 7 MAA)91.4Peak observed; target-aligned.
Later 2010/11-1288.6Dip due to and factors.

Passenger Volume and Satisfaction Surveys

Passenger journeys on First ScotRail services grew substantially during the franchise period, reflecting broader trends in rail usage in Scotland driven by population growth, urbanisation, and service enhancements. In 2004/05, approximately 62 million passenger journeys were recorded, rising to 71.6 million by 2008/09 and reaching 93.2 million by 2014/15. This growth averaged around 4-5% annually, outpacing UK national rail trends, and was attributed to extensions in operating hours, frequency increases on key commuter routes, and integration with modal shift policies.
YearPassenger Journeys (millions)
2004/05~62
2008/0971.6
2014/1593.2
National Rail Passenger Surveys (NRPS), conducted independently by Transport Focus, consistently ranked First ScotRail above the average in overall satisfaction, with scores improving from the prior franchise operator's levels. By , satisfaction in key areas such as , , and station facilities had risen across all eight main NRPS categories. Overall satisfaction reached 88% in surveys around 2010-2012, with the operator exceeding benchmarks in 31 of 33 measured aspects by mid-franchise. perceptions, a core satisfaction driver, improved from 84% in 2004 to 95.3% by 2015, correlating with reduced delays from infrastructure upgrades and operational efficiencies. These metrics, while self-reported by passengers, were verified through ORR monitoring and showed resilience despite occasional disruptions like weather events.

Financial and Subsidy Analysis

The First ScotRail franchise operated under a subsidized financial model, whereby the Scottish Executive (later ) provided direct payments to cover operational shortfalls on a network characterized by low-density rural routes and social service obligations. Over the 10-year term from October 2004 to November 2014, the total committed amounted to £2.5 billion in 2004/05 prices, reflecting the government's recognition that passenger revenues alone could not sustain the required service levels without public funding. This structure contrasted with premium-paying franchises in higher-density English networks, as Scotland's rail system prioritized accessibility over profitability, with subsidies averaging 11 pence per passenger-kilometer in 2007/08. Subsidy payments were disbursed annually, adjusted for from the 2004/05 base, with £864 million provided in cash terms from October 2004 to March 2008, including £296 million specifically for 2007/08. By fiscal 2014, constituted approximately half of the franchise's £600 million revenue contribution to , equating to roughly £300 million for that year, underscoring ongoing dependency amid rising passenger volumes but persistent infrastructure and access costs. The franchise agreement included mechanisms to align operator incentives with public goals, such as a profit returning 50% of earnings exceeding £27.3 million (2007/08 prices, RPI-indexed) to the government, and revenue-sharing where First ScotRail retained fares up to 10% above targets but surrendered 50% of the next 4% excess and 80% beyond that. Performance-based adjustments further modulated net subsidy: from 2004/05 to March 2008, First ScotRail received £22.7 million net in train performance payments (£27.4 million earned for punctuality and reliability minus £4.7 million penalties), offset by £4.7 million in service quality penalties under the SQUIRE regime covering 38 metrics like cleanliness and accessibility. Specified service improvements yielded an additional £23.9 million, while £4.5 million in excess revenue was returned to government by 2006/07. First ScotRail committed £40 million in capital investment over the initial seven years (with £23.2 million spent by March 2008) and guaranteed £73.1 million more upon the 2008 extension to 2014, totaling over £82 million in self-funded enhancements like train upgrades and frequency increases by 2015. These investments, alongside subsidies, enabled network growth but drew criticism for allowing private extraction of value—such as £21 million in reported payouts amid £544 million cumulative subsidies—highlighting tensions in a model where public funds supported operator margins without full reinvestment mandates. Overall, the financial framework prioritized service continuity over break-even operations, with franchise management costs at £1.4 million in 2007/08 (0.5% of subsidy), reflecting efficient oversight per Audit Scotland's assessment. Termination in 2015 shifted to a successor model without premium bids, amid evaluations that subsidies remained essential for Scotland's rail economics.

Rolling Stock and Fleet Management

Fleet Composition During Franchise

First ScotRail operated a diverse fleet of approximately 230 multiple units during its franchise period from 2004 to 2015, comprising diesel multiple units (DMUs) for non-electrified routes and electric multiple units (EMUs) for electrified suburban networks, supplemented by loco-hauled stock for the services. The DMU fleet included Class 156 Super Sprinters, primarily used on regional services such as those to , , and the , with First ScotRail leasing 48 two-car units from . Class 158 Express Sprinters, numbering around 16 two-car sets inherited from previous operators, handled longer-distance routes including the . Additionally, Class Turbostars formed a key part of the fleet, with First ScotRail acquiring 12 two-car suburban variants (170450–170461) in 2004–2005 for commuter services and four former units in 2005 for buffet-equipped operations. The EMU fleet focused on high-frequency services in the Glasgow area and beyond, featuring older Class 314s (around 40 two-car units) on Ayrshire and Cathcart Circle routes. Class 318s (17 three-car units), Class 320s (over 60 three-car units in various subclasses), and Class 334 Junipers (20 three-car units) covered Argyle Line, North Clyde, and Inverclyde services, with ongoing refurbishments to improve reliability. A small allocation of five Class 322 four-car units operated Edinburgh-area services like North Berwick until replacement by other stock. In a major upgrade, First ScotRail introduced 38 Siemens Desiro Class 380 EMUs between July 2010 and 2011—comprising 16 three-car and 22 four-car sets—for enhanced capacity on Ayrshire and Inverclyde lines, marking an investment exceeding £450 million in west Scotland rail services.
ClassTypeConfigurationPrimary RoutesNotes
156DMU2-carRegional (e.g., , )48 units leased; key for rural services.
158DMU2-carHighland, ~16 units; higher comfort for longer runs.
170DMU2/3-carGlasgow suburbs, ~20 units including acquisitions; some with buffet.
314EMU2-car, Older stock; ~40 units.
318/320/334EMU3-carGlasgow suburbs, Core fleet; refurbishments during franchise.
380EMU3/4-car, 38 new units from 2010; capacity boost.
Caledonian Sleeper operations, integrated into the franchise until separation in , utilized loco-hauled formations with Class 90 electric locomotives for southern sections to and , supplemented by Class 67 diesels for northern extensions to , Fort William, and , paired with Mk3 sleeping cars and seating coaches. This setup supported overnight connectivity but faced criticism for aging stock until fleet renewal post-franchise.

Acquisitions, Refurbishments, and Disposals

During its franchise period, First ScotRail introduced a fleet of 22 four-car Class 380 electric multiple units, constructed by (CAF) at its plant in , , with final assembly and testing in . These 88-car units, leased via , entered passenger service on 8 December 2010, initially on the Ayrshire Coast Line between Glasgow Central and , followed by expansion to the Inverclyde Line. The acquisition addressed capacity demands on electrified suburban routes following the completion of the Airdrie–Bathgate electrification project, providing 272 standard-class seats per unit with air-conditioning, faster acceleration, and capabilities not present in older fleet classes like the Class 318 and 320. Refurbishment efforts focused on enhancing passenger comfort and reliability within budget constraints, as new-build acquisitions were limited by franchise terms emphasizing existing infrastructure utilization. In July 2012, First ScotRail unveiled the first four refurbished Class 334 Juniper electric multiple units as part of a £4 million programme managed by Railway Projects Limited, with interior work subcontracted to a facility. These two-car units, originally introduced in 1999, received new moquette seating, improved lighting, and accessibility modifications for and North Clyde services, aiming to extend service life amid rising patronage. Towards the franchise's close, preparatory refurbishments on Class 158 Express Sprinter diesel multiple units commenced in partnership with Leasing, involving interior renewals and accessibility upgrades, though full rollout occurred post-transition. Disposals were minimal, reflecting a of fleet retention and transfer rather than scrapping, consistent with directives to maintain for successor operators. First ScotRail's 2013 financial statements recorded £243,000 in asset disposals, primarily non- items such as obsolete equipment, with no large-scale withdrawal of passenger vehicles. Upon franchise expiry on 31 March 2015, the core fleet—including Classes 156, 158, 170, and the newly acquired Class 380—was handed over intact to , enabling continuity without significant cascading losses. This approach avoided the inefficiencies of premature disposals seen in other franchises, prioritizing operational stability over capital recycling.

Operational Infrastructure

Stations and Facilities

First ScotRail operated and maintained 341 passenger stations across during the initial years of its franchise from 2004, excluding principal termini such as Waverley and Central, which were under management, as well as (served by ) and (owned by the airport authority). By 2011, the operator managed 346 of approximately 350 stations, handling day-to-day responsibilities including cleaning, security, and customer services under leases from . The franchise agreement mandated adherence to the Service Quality Incentive Regime (SQUIRE), which set benchmarks for station conditions across categories like cleanliness (82% compliance for litter control), security (via CCTV coverage), accessibility (ramps and lifts where feasible), passenger information displays, and facilities such as toilets (97% compliance) and ticket offices (99% compliance) in 2007/08. Performance improved over time, with station shelter availability rising to 93% and graffiti reduction to 83% from prior baselines, as verified through quarterly Transport Scotland inspections where 93% of checks passed overall. A £40 million capital program, committed through October 2011, funded enhancements including refurbishments, expanded networks, automated ticket vending machines, and car parking expansions, with £23.2 million invested by March 2008. initiatives targeted disabled passengers, incorporating help points, designated waiting areas, and compliance with ramp and lighting standards, though rural stations often retained basic amenities like unstaffed shelters and cycle parking due to lower usage. Key stations, as defined in franchise documents, such as , , , Edinburgh Haymarket, Glasgow Queen Street, and , received prioritized upgrades for facilities including staffed booking offices, waiting rooms, and real-time information systems to support higher passenger volumes. Smaller or rural facilities emphasized essential maintenance, with landscaping achieving near-perfect 99% compliance under , reflecting operational focus on cost-effective reliability over extensive redevelopment.

Depots, Maintenance, and Engineering

First ScotRail operated and activities primarily through a network of depots in , focusing on routine servicing, heavy repairs, and fleet preparation to support its extensive diesel and operations. Key facilities included Haymarket in for general , fuelling, and train preparation; Shields Road in , specialized for with infrastructure such as a three-road, four-car 25 kV overhead electrified depot equipped with full-length pits, drop capabilities, and stores; Corkerhill near , dedicated to diesel units for tasks including daily fuelling, , and intermediate A and B examinations; and for Highland region stabling and light . Engineering efforts emphasized reliability and cost optimization, with collaborative projects reviewing existing maintenance regimes on passenger fleets to develop targeted strategies for components like door systems and overall train conditioning monitoring. Routine practices adhered to industry standards for examinations and repairs, supplemented by specific health risk controls, such as legionella management protocols at primary diesel depots involving water system monitoring and disinfection to mitigate exposure risks in maintenance environments. Depot upgrades during the franchise included enhancements at Shields Road to accommodate electric fleet needs, supporting ScotRail's role as one of four primary engineering sites handling overhauls. These facilities enabled First ScotRail to manage a diverse fleet without major external dependencies for core servicing, though heavier interventions occasionally involved specialist contractors for wheelset reprofiling and component overhauls.

Controversies and Criticisms

Regulatory Fines and Penalties

In its final franchise year from April 2014 to March 2015, First ScotRail incurred £576,000 in penalties under the (ScotRail service quality incentive revenue enforcement) regime for failing to meet benchmarks on train and station conditions, including cleanliness, passenger information provision, and accessibility facilities for disabled passengers. This represented an increase of £127,000 over the prior year, with particular deductions linked to the substandard appearance of and . The penalties were calculated based on independent inspections and deducted directly from franchise payments to , reflecting contractual obligations rather than standalone (ORR) enforcement actions. Earlier in the franchise, which ran from October to April 2015, First ScotRail faced net penalties totaling £4.7 million by November 2008, comprising deductions for shortfalls in , reliability, and other metrics offset partially by rewards for exceeding targets. Additional penalties arose from unplanned timetable alterations, notably during a 2007-2008 drivers' dispute that exceeded anticipated disruption thresholds under the franchise agreement. These measures were administered by as the franchising authority, enforcing performance regimes designed to incentivize adherence to public service obligations without evidence of broader ORR license breaches warranting separate monetary sanctions against the operator. No ORR-imposed fines for economic or safety license violations were recorded against First ScotRail during its tenure, distinguishing these franchise-specific penalties from regulatory actions against infrastructure manager . The cumulative penalties underscored ongoing challenges in maintaining consistent amid growing passenger volumes and legacy constraints, though they formed a minor fraction of the operator's overall receipts exceeding £2 billion over the franchise period.

Service Disruptions and Public Complaints

First ScotRail experienced several industrial disputes leading to service disruptions, particularly involving the National Union of Rail, Maritime and Transport Workers (RMT). In 2010, RMT members participated in multiple one-day strikes over pay and conditions, resulting in widespread cancellations and delays across Scotland's network. A four-day rolling strike by guards and drivers also occurred that April, further impacting commuter services. These actions stemmed from disagreements on roster changes and driver-only operations, with RMT criticizing management for inflexible negotiations. Overcrowding emerged as a recurring capacity issue, especially on high-demand routes from and , where passenger growth outpaced fleet expansions. Public consultations highlighted insufficient carriages during peak times, leading to standing passengers and discomfort reports. By 2007/08, cancellations reached 1.79% of scheduled services (12,631 total), though operator-attributable ones fell to 0.73%, often linked to external factors like signaling faults rather than capacity shortfalls alone. Public complaints focused on service reliability and onboard quality, with 3,826 complaints per 100,000 journeys in 2007/08, down 2% from prior years but still elevated. Primary concerns included performance (39.8% of complaints) and issues like (15.5%). Punctuality varied, starting at 79.8% in early operations (2005) before improving to 90.6% by 2007/08, yet the Office of Rail Regulation noted ongoing concerns with delays on First ScotRail alongside other operators. In its final year, First ScotRail incurred a £576,000 fine under the Incentive Regime for failing standards, primarily due to poor train cleanliness and , despite some station improvements. Cumulative penalties reached £4.7 million by for similar lapses, reflecting persistent maintenance shortfalls amid rising passenger volumes that exceeded targets by averaging 5.8% annual growth. These issues contributed to broader criticism of capacity constraints and reliability, though awards for overall operations in 2006- indicated pockets of progress.

Franchise Bidding and Termination Process

The ScotRail franchise, previously operated by National Express from 1997 to 2004, was tendered by the Strategic Rail Authority (SRA) and Scottish Executive through a competitive bidding process initiated in 2003. Shortlisted bidders comprised , , and National Express, with selected as the preferred operator after evaluation of proposals emphasizing service enhancements and investment commitments. The franchise agreement was formally awarded to on 20 August 2004 for an initial seven-year term, with operations commencing on 17 October 2004 following transfer from the incumbent. Performance assessments during the initial term led to a three-year extension in , extending the franchise to November 2011 originally but adjusted to November 2014, justified by achievements in reliability, passenger growth, and infrastructure upgrades as verified through rigorous appraisal by . A further short extension to 31 March 2015 was granted to enable orderly transition to the successor operator, avoiding service disruptions amid rising demand that had increased passenger numbers by over 40% since 2004. Anticipating the 2014 expiry, the Scottish Government launched a new competitive tender in 2013 for the post-2015 franchise, evaluating bids on criteria including financial stability, service quality commitments, and value for public subsidy. FirstGroup submitted a bid to retain the franchise, highlighting its decade-long record of operational improvements and £1 billion in investments, but Dutch state-owned Abellio (a subsidiary of Nederlandse Spoorwegen) was selected on 8 October 2014 for offering superior terms, including £100 million additional investment in fleet and stations alongside reduced subsidy requirements. This decision culminated in the formal termination of First ScotRail's agreement upon the handover on 1 April 2015, with no early breach penalties as the operator met contractual obligations through the extended term. The process underscored Scotland's devolved authority over rail franchising since 2004, prioritizing long-term network sustainability over incumbent continuity.

Legacy and Impact

Contributions to Scottish Rail Network

During its franchise from October 2004 to March 2015, First ScotRail expanded the daily timetable to 2,300 services, an increase of 300 compared to 2004 levels, enhancing connectivity across Scotland's commuter, regional, and routes. This growth supported rising , with journeys reaching 81 million in 2007/08—exceeding the franchise's 2% annual growth target at 5.8%—and surpassing 86 million by 2014/15, reflecting a more than 30% overall increase from 2004. Investments totaling £73.1 million were committed following a franchise extension, funding capital projects such as station upgrades and CCTV installations, with £23.2 million of a £40 million program completed ahead of schedule by March . These enhancements, alongside adherence to the Incentive Regime () across 38 performance metrics, improved to 90.6% in 2007/08 (a 4.8 rise since 2005/06) and reduced safety incidents by 18% from 2005 to 2007. First ScotRail also participated in planning for post-franchise projects, aiding long-term network development like route enhancements tied to Scotland's Railways strategy. Such expansions and reliability gains contributed to rail's modal share growth, with First ScotRail handling approximately 95% of Scotland's domestic passenger services and fostering in regions like the and Highlands. By prioritizing service density and quality, the operator laid groundwork for subsequent and capacity initiatives, though performance metrics varied amid external factors like constraints.

Comparisons with Predecessor and Successor Operators

First ScotRail demonstrated marked operational enhancements relative to its predecessor, National Express ScotRail, which operated the franchise from 1997 to 2004. Upon assuming the contract in October 2004, First ScotRail inherited a network with punctuality at approximately 84%, as measured by the Public Performance Measure (PPM) for trains arriving within five or ten minutes of schedule depending on distance. By the franchise's end in March 2015, PPM had risen to a record high of 95%, reflecting investments in fleet refurbishment and timetable optimization that boosted reliability. The daily service frequency expanded from around 2,000 to 2,300 trains, incorporating new routes and higher frequencies on key corridors like Glasgow-Edinburgh, while introducing modern such as Class 170 and Class 380 electric multiple units to replace aging diesel fleets. Passenger journeys grew substantially, exceeding 80 million annually by 2014, though independent audits later questioned some reporting accuracy for overstatement by up to 7.2 million trips in earlier years under the prior operator, a practice First ScotRail continued but with greater overall volume driven by economic recovery and marketing. In contrast to its successor, , which commenced operations on April 1, 2015, First ScotRail concluded its tenure with above- national satisfaction scores; the Spring 2015 Passenger Survey rated it higher than the operator across metrics like , capacity, and value for . Abellio's franchise bid emphasized expansions like £5 inter-city fares (versus First's £7.50 baseline) and additional seating through fleet augmentation, yet early performance faltered amid driver recruitment shortfalls and , with PPM dipping below 85% in periods such as late 2018—missing contractual targets of over 92% by more than 10 percentage points in four-week moving averages. While Abellio achieved temporary recoveries, such as 93.7% PPM in mid-2017 outperforming England's 89.3%, chronic issues with cancellations and overcrowding persisted, exacerbated by union disputes absent in First's later years. First ScotRail faced its own penalties, including a £576,000 fine in 2014-15 for substandard and provision, but maintained steadier reliability without the successor's scale of strikes or timetable reductions.
MetricNational Express ScotRail (pre-2004)First ScotRail (2004-2015)Abellio ScotRail (2015-2022)
Peak PPM~84% (2004 baseline)95% (record high)93.7% (2017 peak); <85% (2018 lows)
Daily Services~2,0002,300Similar base, with promised expansions curtailed by disputes
Key ChallengesLimited fleet modernizationFines for maintenanceIndustrial strikes, recruitment failures

Long-Term Economic and Policy Influences

During its tenure from 2004 to 2015, First ScotRail contributed to Scotland's through significant expansion in rail usage, with passenger journeys rising 45% from 64 million in 2004-05 to 92.7 million in 2014-15, driven by increased services and new investments. This growth supported broader connectivity, enabling access to , , and , though reliant on subsidies that formed approximately half of the franchise's £600 million annual revenue by 2014. An independent analysis by the Fraser of Allander Institute quantified the operator's wider economic footprint at £1.5 billion annually, with each direct job generating 1.45 additional jobs elsewhere and every £1 in employee wages stimulating £0.99 in further earnings through effects. In the tourism sector, First ScotRail's services added £1.22 billion to Scotland's GDP and sustained 37,721 jobs, underscoring rail's catalytic role in visitor economies, particularly for remote Highland routes and urban hubs like and . These outcomes reflected the franchise model's incentives for growth under performance-based contracts, but also highlighted dependencies on public funding, with £2.5 billion in total subsidies allocated over the period to maintain and expand operations. The operator committed £73 million in additional investments following a 2008 franchise extension to 2014, including fleet modernizations that improved reliability and capacity. On policy fronts, First ScotRail's track record—marked by consistent performance improvements and alliances with —influenced approaches to devolved rail management, emphasizing measurable outcomes like and passenger satisfaction over ideological shifts toward full public ownership. The extension, granted due to exceeding obligations, set precedents for competitive bidding tied to pledges, shaping the 2014 tender that prioritized service enhancements and integration with other modes. However, critiques noted misalignments in performance metrics with broader priorities, prompting recommendations for refined contracts in future franchises to better incorporate stakeholder input and transparency, which informed evolving policies under the Railways Act 2005 and subsequent Holyrood-led reforms. Long-term, this era reinforced causal links between subsidized private operation and modal shift from roads, contributing to sustained rail's share in 's mix despite later debates, as evidenced by enduring growth trajectories post-2015.

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