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Network SouthEast
Network SouthEast (NSE) was one of the three passenger sectors of British Rail created in 1982. NSE mainly operated commuter rail trains within Greater London and inter-urban services in densely populated South East England, although the network went as far west as Exeter and also covered the inner East of England. Before 1986, the sector was originally known as London & South Eastern. During the privatisation of British Rail, it was gradually divided into a number of franchises.
Before the sectorisation of British Rail (BR) in 1982 the system was split into largely autonomous regional operations: those operating around London were the London Midland Region, Southern Region, Western Region, and Eastern Region. Sectorisation of BR changed this setup by organising by the traffic type: commuter services in the south-east of England, long-distance intercity services, local services in the UK regions, parcels and freight. The aim was to introduce greater budgetary efficiency and managerial accountability by building a more market-focused and responsive business, rather than privatising BR completely. It was expected that the London and South East sector would cover most of its operating costs from revenues, in contrast to heavily subsidised rural services.[page needed]
Upon sectorisation, the London & South Eastern sector took over responsibility for passenger services in the south-east of England, working with the existing BR business units of Regions and Functions to deliver the overall service. Day-to-day operation, staffing and timetabling continued to be delivered by the Regions – and the sector came into existence with barely thirty staff based at Waterloo.
On 10 June 1986, L&SE was relaunched as Network SouthEast, along with a new red, white and blue livery. The relaunch was intended to be more than a superficial rebranding and was underpinned by considerable investment in the presentation of stations and trains, as well as efforts to improve service standards. This approach was largely brought about by a new director, Chris Green, who had presided over a similar transformation and rebranding of ScotRail. According to Green, the new name was top of a list of two hundred provided by the advertising agency J Walter Thompson, who agreed to act as marketing consultants on condition that the advertising was part of a wider change of image.
The relaunch was marked by the first 'Network Day', on 21 June 1986. For £3 passengers could travel anywhere within the Network. 200 extra services were provided and over 200,000 passengers took advantage of the offer. There was a second Network Day on 13 September, and others in subsequent years, though passengers for these required a Network Card to qualify.
Although NSE did not originally own or maintain infrastructure, it exercised control over almost all carrier core functions. NSE set its own goals and service standards in consultation with BR, and created its own management structure and oversight. BR allowed NSE to decide about scheduling, marketing, infrastructure enhancements, and rolling stock specifications on NSE-assigned lines and services.
In April 1990, British Rail Chairman Bob Reid announced that sectorisation would be made complete, with regions disbanded by 1991–92 and the individual sectors becoming directly responsible for all operations other than a few core long-term planning and standards functions. Network SouthEast thus went from a business unit of around 300 staff to a major business operation with 38,000 staff and a £4.7 billion asset value – large enough to be ranked as the 15th-biggest business in the UK.
Network SouthEast, like each other sector, was given primary responsibility for various assets (rolling stock, tracks, stations), and control resided with the primary user. Other sectors could negotiate access rights and rent facilities, using their own resources. NSE was able to exert much greater control and accountability over both its operating budget and service quality than BR could under its Regions. Relations were generally good between NSE and other sectors, although operating pressures sometimes forced staff to use equipment and assets belonging to other sectors to meet immediate needs.
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Network SouthEast
Network SouthEast (NSE) was one of the three passenger sectors of British Rail created in 1982. NSE mainly operated commuter rail trains within Greater London and inter-urban services in densely populated South East England, although the network went as far west as Exeter and also covered the inner East of England. Before 1986, the sector was originally known as London & South Eastern. During the privatisation of British Rail, it was gradually divided into a number of franchises.
Before the sectorisation of British Rail (BR) in 1982 the system was split into largely autonomous regional operations: those operating around London were the London Midland Region, Southern Region, Western Region, and Eastern Region. Sectorisation of BR changed this setup by organising by the traffic type: commuter services in the south-east of England, long-distance intercity services, local services in the UK regions, parcels and freight. The aim was to introduce greater budgetary efficiency and managerial accountability by building a more market-focused and responsive business, rather than privatising BR completely. It was expected that the London and South East sector would cover most of its operating costs from revenues, in contrast to heavily subsidised rural services.[page needed]
Upon sectorisation, the London & South Eastern sector took over responsibility for passenger services in the south-east of England, working with the existing BR business units of Regions and Functions to deliver the overall service. Day-to-day operation, staffing and timetabling continued to be delivered by the Regions – and the sector came into existence with barely thirty staff based at Waterloo.
On 10 June 1986, L&SE was relaunched as Network SouthEast, along with a new red, white and blue livery. The relaunch was intended to be more than a superficial rebranding and was underpinned by considerable investment in the presentation of stations and trains, as well as efforts to improve service standards. This approach was largely brought about by a new director, Chris Green, who had presided over a similar transformation and rebranding of ScotRail. According to Green, the new name was top of a list of two hundred provided by the advertising agency J Walter Thompson, who agreed to act as marketing consultants on condition that the advertising was part of a wider change of image.
The relaunch was marked by the first 'Network Day', on 21 June 1986. For £3 passengers could travel anywhere within the Network. 200 extra services were provided and over 200,000 passengers took advantage of the offer. There was a second Network Day on 13 September, and others in subsequent years, though passengers for these required a Network Card to qualify.
Although NSE did not originally own or maintain infrastructure, it exercised control over almost all carrier core functions. NSE set its own goals and service standards in consultation with BR, and created its own management structure and oversight. BR allowed NSE to decide about scheduling, marketing, infrastructure enhancements, and rolling stock specifications on NSE-assigned lines and services.
In April 1990, British Rail Chairman Bob Reid announced that sectorisation would be made complete, with regions disbanded by 1991–92 and the individual sectors becoming directly responsible for all operations other than a few core long-term planning and standards functions. Network SouthEast thus went from a business unit of around 300 staff to a major business operation with 38,000 staff and a £4.7 billion asset value – large enough to be ranked as the 15th-biggest business in the UK.
Network SouthEast, like each other sector, was given primary responsibility for various assets (rolling stock, tracks, stations), and control resided with the primary user. Other sectors could negotiate access rights and rent facilities, using their own resources. NSE was able to exert much greater control and accountability over both its operating budget and service quality than BR could under its Regions. Relations were generally good between NSE and other sectors, although operating pressures sometimes forced staff to use equipment and assets belonging to other sectors to meet immediate needs.