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Welcome to the Rail Technology Magazine Podcast. Keeping you up-to-date with the most current rail industry news, giving you an all-access pass to the key insights and innovations helmed by the decision makers in our industry
Episode 47.mp3
Transcript
00:00:01 Speaker 1
You invested a year of kind of going out to the market, talking to people in that room and just going what are the issues that we need to?
00:00:09 Speaker 2
Solve and so part of this new model is really about transforming the way we deliver renewals in southern and then hopefully the industry more widely.
00:00:18 Speaker 3
The ecosystem is definitely not just.
00:00:20 Speaker 3
Word it's a recognition.
00:00:21 Speaker 3
And that, yeah, we need to take a holistic view of the entire supply system and and really treat this as a network of managed relationships.
00:00:29 Speaker 4
This is the rail Technology Magazine podcast, bringing your views, insight and conversation from leaders across the rail industry presented by Richard Wilcock through City Rail S hosted some lively and four provoking debates at this year's event. This is the third leaders debate, a debate which focused on the southern regions.
00:00:45 Speaker 4
9 billion reels portfolio, which is now part of the ambitious 7 integrated delivery programme.
00:00:51 Speaker 2
I'm joined this afternoon by Tim Coucher, Alliance Director for Network Rail.
00:00:57 Speaker 2
Sean Thomas, director of Engineering and Asset Management Southern Region Network Rail, Paul Jones, operations director at Volker Rail and will Rule ecosystem lead lead at Avista Strategy. Right. Let's get straight stuck in. Paul, you're you're up for first question if that's OK.
00:01:16 Speaker 2
Southern Mills Enterprise and Sid. It isn't just a new direction for Southern, is it? It's a first for the rail industry. So I'm wondering as one of the partners, how you at Volcker Rail see all of this working?
00:01:31 Speaker 5
I think the first thing to realise is that it actually is something different for the industry.
00:01:36 Speaker 5
And how will it work? Well, as a collective will across all the partners and parties involved with this and and that have been involved for about 18 months to two years now to get this to where we are today. You know the collective will from the corporations, there's a collective will from the client and the stakeholders and more importantly from the ecosystem is going to help to to drive the innovative solutions.
00:01:57 Speaker 5
In terms of our ambition for for the enterprise and for Sid and this, this is built on the ASK that we've been seeking for for many controlled periods, you know systematic and and appropriate allocation of authority and and accountability across across the partnerships to help to deliver the the effective solutions and.
00:02:17 Speaker 5
The Southern region have have listened and have reacted and spent the last three years completely revolutionising the model of how they're going to engage with the the tier one, the supply chain, and then how we will engage with the wider ecosystem supply chain to help drive those efficient solutions. So I think.
00:02:33 Speaker 5
Will it work? Absolutely. Does it need to work? Yes, I think there's there's a lot of interest in how we're delivering this across the, the, the UK and the industry. And if we do this right, when we deliver successfully, this could be rolled out as a role model of how we do renewals nationally.
00:02:49 Speaker 2
It's really exciting stuff. I think. Thanks for starting us off, Paul. Tim, if I can come.
00:02:52 Speaker 2
To you, the delivery model is very different. Yeah, very progressive. How did you land on this particular model?
00:03:03 Speaker 1
We we started this journey about three years ago actually, and we spent a year, we we invested a year of kind of going out to the market talking to people in that room and just going what are the issues that we need to solve and and it was a series of rapid development.
00:03:22 Speaker 1
We were very fortunate that Andrew Haynes, our CEO there at Rail, said when we first went to him said we're thinking of doing something very different, he said. Brilliant. That's this is exactly what we want. Take some of our non exec directors and use them as a as a kind of a sounding board. So we created this.
00:03:39 Speaker 1
Hearing group with with some very experienced non execs from Network Rail, we brought some industry expertise from outside. We used the other regions and through that that 12 months we kind of we went out, we tested ideas, we tested it with them. We said this is what we're thinking. What do you think? We went back out to the supply chain.
00:03:59 Speaker 1
Said this is where we think we're gonna go. And we did it as, as, as a mass participation event and also one to one interviews. And so just just touching on Paul's point, it was drawn from just listening to people going what what are your issues? This is where we'd like to get to in terms of performance, what would help you achieve that and. And so it was just.
00:04:18 Speaker 1
Sheer hard work of kind of listening, but also the the the other point is we spoke to a lot of organisations, a lot of client organisations to say where have you really found the value and that was not just in the UK but but Australia, Canada and and really got their thoughts what didn't work and everybody was really open with us.
00:04:38 Speaker 2
Wow, something clear about?
00:04:38 Speaker 1
And so as an industry that that was fantastic just to get peoples.
00:04:42 Speaker 1
Honest opinions about what was going on helped us inform our our strategies.
00:04:46 Speaker 2
It's so simple, isn't it really to when you think about it, to to speak to other people and to listen. But probably sometimes we forget about that. Sean listened to the memo about the fact that bright.
00:04:56 Speaker 2
Blue was the.
00:04:57 Speaker 2
Colour to wear for ladies at this conference today. Sean, what's your vision for the new model and why is it so important to Network Rail Southern, but also hopefully to the industry as?
00:05:08 Speaker 2
So, so Tim and Paul have talked about we started this journey three years ago, so we knew there must be a better way to deliver renewals and and work with our supply chain. And we knew at that time we needed to work every pound work really, really hard for us and. And so part of this new model is really about transforming the way we deliver renewals in southern and then.
00:05:27 Speaker 2
Hopefully the industry more widely, we know, we've got a lot we can do in terms of delivering greater value for the communities that we serve, both in terms of our passengers. But the people that live next to the line side.
00:05:39 Speaker 2
Or or sort of.
00:05:40 Speaker 2
Improving social value kind of nearby to to where we're open.
00:05:44 Speaker 2
Writing and and then because we've got this renewals enterprise that's set up for 10 years, we've got a huge opportunity to really focus on developing our people, looking forward to a sustainable future and developing the industry of the future. And what's what we've set up is is setting us up really well to deliver the settlement that we'll get from.
00:06:04 Speaker 2
In working with the IRS that I think Tim Walden talked you through this morning, so.
00:06:08 Speaker 2
We know that it's a really great opportunity to deliver as hard as we can for the money that we receive. Well, I hadn't forgotten about you there on the end. Paul used the word ecosystem ecosystem is in your job title, what is ecosystem in terms of Southern renewals, enterprise terms and why this?
00:06:29 Speaker 3
Yeah, absolutely. So I mean for us within 7 renewals, enterprise, the ecosystem is definitely not just a a fancy new word. It's a a recognition that you know we need to take a holistic view of the entire supply system and and really treat this as a network of managed relation relationships. So that that includes relationships that Sid.
00:06:48 Speaker 3
And Network Rail we'll we'll have with the supply chain, but also starting to unlock the value that exists in supplier to supplier relationships as well.
00:06:56 Speaker 3
And having seen the benefits of that in the past, there's there's huge opportunity. I think everyone in this room recognises building on time's conversation earlier this morning about how much opportunity exists in this upcoming control period under this model.
00:07:11 Speaker 2
Let's just say we've got four questions. We've just popped up immediately. So I think just for a change.
00:07:16 Speaker 2
I'll I'll pose these questions and and let you all decide who's best placed, if that's OK to answer them. Don't go really quiet on me, will.
00:07:23 Speaker 2
You just embarrassing. OK, so we've got one question here. Is there an intent to get key people into the alliance that have worked within the this model previously?
00:07:35 Speaker 2
I'm going to defer.
00:07:36 Speaker 1
To you. So we've appointed the partners so, so it's possibly one for well on the ecosystem.
00:07:44 Speaker 3
Yeah, I mean absolutely. I think when we're looking at, I guess the the wider ecosystem and the opportunity to to participate in the renewals enterprise, definitely looking.
00:07:54 Speaker 3
For for people who can bring the capability that has the greatest influence on our outcomes, #1 and and with that comes a an appetite to work differently with us. We know that you know the challenges that we face and.
00:08:05 Speaker 3
The opportunity that.
00:08:06 Speaker 3
We've got is going to take a different approach and that's that's where the renewals enterprises come.
00:08:11 Speaker 3
From and and that will cascade into the relationships that we have with with the wider.
00:08:15 Speaker 2
Supply chain. I think another one for you will actually, when will you be able to define the time frame to engage ecosystem suppliers?
00:08:22 Speaker 3
Great question. And 1:00 I've heard lots of today already and previously. So we are in a really fortunate position within the renewals enterprise that we've got the opportunity to take some time to think and set ourselves up to genuinely be different. We we're sort of balancing that tightrope now between taking that time as well as needing to.
00:08:42 Speaker 3
To get going and and being ready for the next controller.
00:08:46 Speaker 3
So all that said and done, to the point of the question we we are going to be looking to start engaging around specific opportunities in early Q1 next year, but proceeding that will be a number of targeted, more focused kind of pre procurement market engagement events that will help to shape our strategy.
00:09:05 Speaker 3
For for different requirements as as we progress through the next control period.
00:09:09 Speaker 2
We'll just squeeze another quick Network Rail in before we carry on, but are all Network Rail routes using this model somebody else from the audience?
00:09:17 Speaker 1
No, I think as as part of being devolved in the regions of regions, we're just left to to to devise what was right for them. And so we we we started with a a blank piece of paper early on. Other regions have done very similar approaches, collaboration being at the four of these we've probably.
00:09:37 Speaker 1
At the extreme of the project, 13 deep collaborative ones, so everyone's slightly different, but they've all got the same theme of, well efficiency, but through collaboration running through.
00:09:49 Speaker 2
It perfect, Paul. Let's bring you back into the conversation. How's it going to give you more scope to innovate and also drive greater change?
00:09:58 Speaker 5
I think the big thing now is the the the visibility and landscape that we've got ahead of us. So this is a 10 year relationship, which is a step change. It's normally five years plus an option to extend, whereas this is a a full 10 year relationship and that time brings you the opportunity to trial and test.
00:10:16 Speaker 5
And and innovate and and change your mind. You know something? We're not very good at doing in this in this industry is we start off on a path and we don't have an opportunity or time to change our mind but by.
00:10:27 Speaker 5
The visibility and the visibility, not just of the work banquet of the funding and and ability to adapt the programme to suit the most efficient blend of the ecosystem, engagement and the the allocation of work across the partners and across the five years of the first control period, it gives us a real ability to.
00:10:47 Speaker 5
Put in place.
00:10:48 Speaker 5
Processes and systems and tools which can build upon themselves and then return that efficiency. You know the the big thing that we have is the the relationship that we have these managed relationships with the ecosystem allow us to provide commitment and security and the confidence to the ecosystem that the work is there that the the money is there and that they can bring their experience.
00:11:10 Speaker 5
Of innovative techniques, innovative solutions, new technologies.
00:11:15 Speaker 5
It's it. The landscape is there for them to actually provide that, do that investment upfront and the return will be there through the next 10 years. So we can really use the ecosystem for what they're really good at is delivering efficient specialist services.
00:11:28 Speaker 2
Well, you answered pretty much answered what I was gonna ask. Well, really. So I was gonna ask you about the ecosystem and how you feel. It'll add value. I think Paul did a good job there.
00:11:36 Speaker 2
But do you want to build on that? Will you know about how that ecosystem will add value to the project?
00:11:42 Speaker 3
Yeah, absolutely. I think, I mean, one of the lessons learned from from engaging.
00:11:45 Speaker 3
With other programmes.
00:11:46 Speaker 3
And participating in other models similar to this is there are there are so many different ways in which the ecosystem can generally add value.
00:11:55 Speaker 3
Yeah, from just simple things. Removing waste and and starting to really set the tone early that there's there's heaps of opportunity for us to do things differently and and we don't need really complex solutions we can, we can take a whole little waste out of the system quite quickly right through to new bits of plant and equipment that can transform the way that we operate on site.
00:12:14 Speaker 3
From a time that we spend on site, but also safe ways of working as well. So lots of different opportunities.
00:12:20 Speaker 2
Now the question for you. Will the ecosystem will be heavily reliant on SME's? There are a lot of budget challenges in the SE right now. Is the work bank developed for year one of CP7?
00:12:32 Speaker 2
Another good question.
00:12:34 Speaker 3
Is the work bank developed for CP7? For for you?
00:12:37 Speaker 3
One, I think.
00:12:38 Speaker 3
We we are absolutely working through that process at the moment to to get a really good position for year one. Paul, you're probably better place to talk to the specifics.
00:12:47 Speaker 5
Yeah, I think in the realms of work bank for year one is stable.
00:12:52 Speaker 5
We are. We're obviously in a flight path of completion of CP6 year five and there's obviously challenges associated with delivery through year five as there are in, in, in all control periods and and the the blend of the work coming out of CP6 into CP 7 is.
00:13:11 Speaker 5
We're probably 80% fixity for for year one. Obviously, the landscape in terms of of the access and and what we're doing we're doing, it's pretty, it's pretty fixed in terms of relationships with the ecosystem. Obviously as as well as talked about, we will have a a engagement starting towards the back end of this year and into early Q1 next year. And if we can take advantage of opportunities to bring the supply chain in the ecosystem.
00:13:32 Speaker 5
And early we will do with a view to moving through to full ecosystem engagement through through 2024.
00:13:40 Speaker 5
There's a big piece of work to do in terms of trying to coordinate and control the full control periods. Work bank, There's 10s of thousands of volume items that we are coordinating in terms of do we understand what the the full five years looks like? Yes, we're pretty much there. Do we, do we understand how that fits and what the right blend of that work is over the five years?
00:14:02 Speaker 5
That's where we're at at the moment in terms of understanding what's the most efficient staging of that work over the five year.
00:14:07 Speaker 2
Fantastic. Sean, big opportunity.
00:14:09 Speaker 2
This is also big challenges I would imagine in implementing this approach. What are the main challenges that you face and and what do you see as the the biggest opportunities? So so I think lots of you will have worked with Network Rail for a long time and and with various colleagues over time and and we know we're a.
00:14:30 Speaker 2
Sometimes a challenging organisation to work with, and sometimes we've got lots of people that like to be in at the detail of almost everything that's going on. So I think one of the big challenges for us is around really supporting my engineering and asset management teams to get themselves in the right headspace to actually recognise we need to give these guys.
00:14:50 Speaker 2
True visibility of the work bank and sort of actually share that control with them. So actually work together to make sure that we're prioritising things as we need to and and and working through things. David Davidson's gonna talk to you shortly. He's one of our route directors. So that dynamic internally between the engineering and asset management teams and the root teams and our renewals.
00:15:10 Speaker 2
Enterprise is what we're working through ourselves because we recognise that's a really, really big thing because our internal relationships have to work just as well as as those within the the broader enterprise.
00:15:21 Speaker 2
But look, if we get it right, we'll we'll deliver amazingly for passengers, for the industry and we'll really have raised the bar and performance more generally. So it's a really exciting time to be to be part of it. Yeah, I think Tim, the procurement of the delivery partners was innovative. Tell us a bit more about that.
00:15:41 Speaker 1
Yeah, yeah, I mean.
00:15:43 Speaker 1
General procurement is just a route route to market, but we wanted to do a lot more in that because it's an opportunity to work with people and understand them better. So I I guess there's probably three things that that we did slightly differently. First off was just really the articulation of the requirements and we were very clear about what we wanted to achieve.
00:16:04 Speaker 1
And then how we we achieved it? So 5 outcomes, 9 principal.
00:16:07 Speaker 1
And through the process, every question touched upon that and we were testing that and and towards the end, everybody knew those outcomes and principles off by heart. Through that process. It was 14 months, it was, it was a long, hard, gruelling session, but but actually we embedded those requirements.
00:16:27 Speaker 1
Just through the questions that we asked.
00:16:30 Speaker 1
The other thing that we we needed to do essentially this, this agreement is back-to-back with the regulated settlement and how we agree costing principles with the regulator is all a bit black box certainly for the supply chain. And so in order to get to get a potential partners comfortable and to go through their own internal governance.
00:16:49 Speaker 1
Well, yeah, yeah. What's going forward is is right, we did have. We had spent a lot of time explaining how it worked, how inflation flowed through, how cost stacks are, but.
00:16:59 Speaker 1
Built up and so there was not just a one way traffic of just give us information about you. It was two way because we need to make sure that when the partners signed up they knew what they were signing up to. So. So that was the second one. And the third one was about behaviours. And because this is a deep collaborative relationship as all Project 13 endeavours are.
00:17:20 Speaker 1
We really needed to to have an assessment that looked at people tackling the difficult problems. So what we didn't want was a nice spaghetti tower at the end of the day we go fantastic. We wanted to make sure that we were really looking at how people operated in real life. We we ran workshops, which Paul still still.
00:17:39 Speaker 1
Kind of getting over, but it was seven weeks of bringing everybody together, asking naughty questions. If this happens, how would would you? How would you operate even the contract?
00:17:50 Speaker 1
Relations, we we did the negotiations and we we assess the behaviours. So how did people approach difficult challenges? How did they contribute? How did they build upon other people's ideas? So when you're when you're working in those tackling those difficult problems, that's when the true behaviours come out and you get a real sense of of how people operate.
00:18:11 Speaker 1
So those are probably the the the three aspects which were very, very different to the normal.
00:18:16 Speaker 2
I know, Paul, that you championed Volcker's participation in what sounds like a very difficult, tricky process and the procurement activity. I mean, the event was a real step change.
00:18:25 Speaker 2
From previous control periods, how effective did you find it? And are you sleeping better at night now that?
00:18:31 Speaker 5
It's done, can answer the 1st.
00:18:33 Speaker 2
Question yes. Ohh.
00:18:35 Speaker 5
No. Yeah. I mean, I've been involved in major project procurement for over 30 years now and to say that the procurement of southern integrate delivery was different would be an understatement.
00:18:46 Speaker 5
It was certainly a different approach from the engagement with the client. Different approach in terms of our engagement with our with our peers.
00:18:54 Speaker 5
What really stands it apart from most procurement activities, generally the procurement activity is a is a silo standalone activity. The the outcome of which is lost once that you you walk into the contract. Whereas we very much saw that the the procurement event was part of the the mobilisation of of what we are now in as.
00:19:13 Speaker 5
Said, you know, it allowed us to start to develop the relationships with our, with our partners. It allows us to start developing the transformational programme that went out. You you introduced this as a transformational change programme. That transformational change programme started during the tender process and some of the principles that we established during the tender process are the principles that we're still using and are the.
00:19:33 Speaker 5
The foundation of what we're doing, we're.
00:19:35 Speaker 2
Doing now, well, I wanted to talk to you about how the supply chain can get involved, cause I'm sure it's rife with opportunity for the supply chain and we have a lot of supply chain people in our audience today. But also maybe you can combine this with you know this collaborative spirit. So somebody from the audience, will it be cascaded down to the supply?
00:19:53 Speaker 3
Yeah, absolutely. So I mean, start with the the second question first, absolutely, this can collaborative model will absolutely cascade in into the wider ecosystem and putting outcomes at the heart of of our strategy for the ecosystem is in itself a cascade from the way in which Network Rail have have gone about procuring.
00:20:12 Speaker 3
Did and setting up the wider enterprise so.
00:20:15 Speaker 3
Most definitely in in terms of how you can get involved, I guess it's important to contextualise where where we're currently at, so we are taking some time as I mentioned to to think through and set ourselves up to genuinely make this difference and not just rush to make it like everything else. So at the moment we're in the process of of developing our strategy for the ecosystem.
00:20:36 Speaker 3
Which will define how we'll engage the nature of the relationships that we'll have across the supply chain and the commercial model that will underpin those.
00:20:46 Speaker 3
That will be done towards the back end of this.
00:20:48 Speaker 3
Year and will be shared with with the wider ecosystem through events like this and others. We've currently got an open registrations of interest, so if you haven't registered you'll see us out on the the exhibition hall. There's a QR code out there to to get.
00:21:04 Speaker 3
Involved and then.
00:21:06 Speaker 3
Once, once you're in the loop there, you know we'll we'll be keeping the market updated as to when we're approaching engagement events for specific sets of requirements, so that those events can.
00:21:18 Speaker 3
Can start to tailor our approach to the different requirements so that we are being different for designers to steel fabricators. You know, we're gonna have different solutions that that all respond to a common set of.
00:21:28 Speaker 2
Principles also will what mechanisms will you use to ensure your suppliers deliver the programme outcomes?
00:21:35 Speaker 3
So that's a really.
00:21:36 Speaker 3
Good question. I mean, I think it, again it comes from that cascade around those five central outcomes and having.
00:21:42 Speaker 3
Going through the process at the moment to to really bottom out the the two to three key metrics that that inform success against each of those five outcomes which will then in itself be cascaded into the way in which we select our partners. The way in which we manage the performance of our relationships both from from a.
00:22:01 Speaker 3
360 perspective.
00:22:02 Speaker 3
Throughout the life of those those relationships.
00:22:05 Speaker 2
Sean Adam would like to know, is there anything that you've learned through engaging your teams throughout this process that you might have done differently? Any any big learnings there?
00:22:16 Speaker 2
So so I think so far we're we're kind of on the we're still you know it the future is super bright still and.
00:22:23 Speaker 2
We're still on.
00:22:24 Speaker 2
All on that wave of, you know, through the procurement process, everybody invested so heavily in the process and the workshops and the conversations that we were, we were moving through.
00:22:36 Speaker 2
It feels like we're in a really, really positive place and and and this sort of energy in some of those early meetings that we had and that that has carried on through has been.
00:22:44 Speaker 2
Has been really.
00:22:44 Speaker 2
Good SO1 learning is that was great. Let let's kind of take it through. I think one of the the sort of reflections I would have is that.
00:22:54 Speaker 2
You know, my team are really crucial to the success of this model and we've been going through this procurement process at the same time as them working through the the business planning process and actually we've put some huge demands on some really kind of key people in, in the process. So I don't think we quite understood that conflict, what was going to be as as huge as it was at the beginning.
00:23:14 Speaker 2
We're just sort of reflecting on that. I think with the other thing. But Tim, you've been much closer to some of the.
00:23:18 Speaker 2
Pain points over the last.
00:23:19 Speaker 2
Couple of years. Yeah. And also you've, I mean, you've been obviously probably as well Sean, but involved for three years now. What do you think is the biggest learning that you would take away?
00:23:27 Speaker 1
I I think so. On on a positive being, given the time and space to to really think through what we're trying to do here and because it's complex and and and you've got multi layers of if you put this in the contract, how's that going to kind of Dr behaviours? And so given the time and it goes to wills point about.
00:23:47 Speaker 1
Developing the ecosystem, you gotta have time to get it right, but this is 10 years. There's no there's no point in rushing because once you get something set, it's set for quite a long time, then takes a lot of time to unpick. If so, I think on the positive taking time, I kind of think and reflect. Have we done enough communications across the board? I don't think you can ever do.
00:24:08 Speaker 1
Communications. Quite often we've we've probably done a lot of cons, but at a time when it wasn't real for people, it was too far in in the future and and therefore it wasn't tangible and it didn't land. So I think the communications we, we it's a constant thing that we always talk about, are we doing enough, have we got the timing right.
00:24:27 Speaker 1
I'd probably just do a lot more of that comms. We've done a lot. Could we do more? Yes. Yes, yes, we can. Going forward. Could we have done previously? Yes, we could have.
00:24:35 Speaker 2
Paul, I suppose the $6 million question is you know the difference or the benefits that this is gonna make not just to the railway, but of course customers.
00:24:46 Speaker 5
No, I think it will. I think Tim talked about it in his opening address this morning about, you know being people focused and that's not just the people who.
00:24:54 Speaker 5
Live or work or utilise live in work around, commute through or use the railways. It's the the workers that, that, that are actually undertaking the work as well. You know one of our five outcomes is happy customer and our customers aren't just network rails. The client it's the, it's the routes it's the.
00:25:15 Speaker 5
The train operators, the freight operators and the fair paying passengers so you know right at the heart of how we are setting ourselves up to deliver is our focus on ensuring that we maintain that relationship and enhance that relationship we have, you know, one of our core principles, one of our core outcomes is positive legacy.
00:25:34 Speaker 5
And and that talks to our ambition to involve local employers, SME's, you know, engaging with the schools with colleges.
00:25:45 Speaker 5
The areas of the the the region where there is some social deprivation or where there is high levels of unemployment, and having this 10 year landscape really allows us to bring in development opportunities to bring people into the grassroots and actually turn out turn with professionals in 10 years time. You know, people with trades and skills, you know that talks to the.
00:26:06 Speaker 5
You know the industry is seeing a shortage of key skills as the skills phase that we're experiencing, there's resource shortages.
00:26:13 Speaker 5
We've got a real opportunity here to create a a viable product that has its own workforce that goes from, you know, entry level to extremely experienced outturned individuals in in 10 years.
00:26:24 Speaker 2
Time just really briefly cause I've I'm actually quite well over time. I was just gonna speak one more question. You mentioned train operators there, Paul, are they gonna be part of the wider?
00:26:33 Speaker 2
Enterprise is a question from the flu.
00:26:36 Speaker 2
Shall I jump in and say no? So so absolutely. So we so, so we we talk lots in in kind of the enterprises, my team representing effectively the capable owner but the we have around all that kind of represents the wider enterprise and the routes and the train operators are very much kind of at the top of that in terms of.
00:26:55 Speaker 2
Of those folks that we serve. So, so part of what we're doing at the moment is is working through with David and and his the other route directors.
00:27:02 Speaker 2
Exactly how we work with them and and you guys as our as our customers. So I'm absolutely part and parcel of of what we need to do looking forward the iPad lit up there. There's an awful lot of interest from our audience in what you're all doing. I didn't get to all of the questions. So I'm hoping maybe some of you gonna be around later this afternoon and perhaps perhaps if you did ask a question and I didn't get to it.
00:27:24 Speaker 2
They can come and the audience can come and have a chat with you, but thank you very much and and.
00:27:28 Speaker 2
Good luck. Thank you. Thank you.
00:27:32 Speaker 4
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00:27:52 Speaker 4