Corporate Communications Strategic Plan CP6 RF6
Corporate CommunicationsStrategic Plan CP6 RF6V2.1 – January 2018 - RF6
Corporate Communication Strategic PlanContentsContents . 21.2.3.4.5.Purpose, role & vision . 41.1.Purpose . 41.2.Role . 41.3.Vision . 4Objectives & Stakeholder priorities . 52.1.Stakeholders & priorities . 52.2.Specific objectives . 5What Corporate Communications is . 83.1.Structure . 83.2.Operating model – present & future . 93.3.Delivery Strategy . 10Risks, opportunities, constraints & assumptions . 114.1.Notable assumptions . 124.2.Cost and volume summary . 134.3.Route Business Scotland details . 154.4.Cost drivers, headwinds and efficiency . 164.5.Risk and uncertainty in the CP6 plan . 204.6.Uncertainty ranges for CP6 . 21Sign-off . 22Appendix AN/A . 23Appendix BKey assumptions . 23Appendix CN/A . 26Appendix DN/A . 29Appendix EN/A . 29Network Rail2
Corporate Communication Strategic PlanAppendix FNetwork RailGlossary of terms . 293
Corporate Communication Strategic Plan1.Purpose, role & vision1.1. PurposeCorporate Communications’ primary purpose is to protect and enhanceNetwork Rail’s reputation by explaining and promoting how Network Rail isdelivering for our customers. happen without hindrance or delayDeliver a positive climate for investment to enhance capacity bymaintaining and enhancing our reputation and credibility(delivery caring transformation journey), and manage andmitigate reputation riskDrive reputation to be ‘employer of choice’.1.2. RoleCorporate Communications consists of a number of teams setting theprofessional standards and policies for all communications disciplines inNetwork Rail. Any external and internal national level corporatecommunication requirements are handled by the central team, as well asthe coordination of crisis communications. Areas of responsibility includeMedia Relations, Stakeholder Communications, Digital, Film and SocialMedia, Marketing, Brand & Community Engagement and InternalCommunications. The National Helpline is owned and managed by theteam.Our role is as follows; To listen and engage with our people on strategic priorities andperformance, driving cultural change around our transformationalthemesPromoting safer attitudes and behaviour amongst our workforce,passengers and the publicPassenger communications; at times of planned and unplanneddisruption in partnership with train operating companies – tomanage demand, communicate the benefits of the RailwayUpgrade Plan (RUP), and show we careLocal community engagement and consultation: listen and showthat we care about our local communities, and to enable work toNetwork Rail1.3. VisionOur vision is to provide a best in class corporate communicationsservice to help protect and drive forward Network Rail’s reputation.We will do this by fulfilling our role as detailed above, deliveringtransformation, safety, Railway Upgrade Plan, communityengagement, ‘employer of choice’ campaigns, underpinned by our‘caring’ theme.We will also deal swiftly and effectively with all emerging issues whichcould impact on the reputation of Network Rail.This work will be led by a professional communications team deliveringexceptional communications.We will also continue to set the professional standards and policies for allcommunications teams within Network Rail (routes and other businesses)and to work closely with them through the Communications CoordinationGroup (CCG), our periodic horizontal meeting to share information,provide guidance, support and to escalate any regional risks to full nationalsupport level.4
Corporate Communication Strategic Plan2.Objectives & Stakeholder priorities2.1. Stakeholders & prioritiesCorporate Communications’ key stakeholders include (internally) theExecutive Committee, the Board, the Routes, the Network Railcommunications community and all Network Rail employees. Externallyour key stakeholders are highlighted in our strategy details below.These plans are based on a strategic paper presented to the NRExecutive Committee and Board in Q1 2017. It has also been shared withthe Communications Coordination Group and wider communicationscommunity.Key priorities are as follows:Network Rail2.2. Specific objectivesOur vision and strategy is focused on key decision makers in theDepartment for Transport and Transport Scotland, the Treasury and No.10, and those who influence them. These include in particular: officials,other MPs, select committees, their own constituents – particularly linesideneighbours, the media, passengers and other players in the railwayindustry particularly train operating companies (TOCs). We will be tellingthe story of how the railway is improving, the enhancements which willtransform journeys and the transformation within Network Rail.As we move into the last year of CP5 and engage around funding levelsand priorities for CP6, we want to be known as a credible organisation withthe right leadership driving a transformation programme at pace, drivingefficiencies and cost reductions. We will do this with the following sixpronged strategy:5
Corporate Communication Strategic PlanThis will be delivered under the proposition that ‘Network Rail ischanging’.Customer FocusOur key audiences and those who affect and drive Network rail’sreputation from an external perspective are as follows: Government – national and regionalMPsLineside NeighboursTOCs and FOCsPassengersTaxpayersSuppliersNational mediaLocal mediaTrade mediaInternally our key customers are the routes and their communicationteams, the wider Network Rail communications community, the companyleadership team and all Network Rail employees.Insight & PlanThere is insufficient understanding of the pressures facing the railway, andthe fact there is a Railway Upgrade Plan (and a wider modernisationplan) to deal with them.But a key insight is that much stakeholder and media opinion of NetworkRail is informed and driven by ‘how’ we do things, as much as ‘what’ wedo. Too often we give the impression of being inward looking, not caringfor passengers and the communities we affect.Network RailOur relationship with lineside neighbours in particular, can undermine ourreputation with MPs and community leaders. Where we communicateabout works in advance favourability towards Network Rail doubles.A key part of our transformation plan is to become much more responsiveand customer focused as an organisation. We need to demonstrateactivity and progress in this areaNetwork Rail’s reputation is also intrinsically linked to the wider railindustry. Public and passengers want to see greater collaboration.For the first time since the 1980s we now have mainstream politicalconsensus that the fragmentation of the railway and crucially the lack ofclear leadership, common goals and incentives is at the heart of itsproblems.More than one in five of our people are not clear on how their workcontributes to delivering Network Rail’s objectives and more than two inthree do not believe that action is taken in response to what they say (YourVoice 2017).CP6In CP6 we will continue to produce an annual campaign plan, whichdetails activity and audience segmentation that underpins the delivery ofthe 6 point strategic plan. This campaign plan will be produced followingconsultation with routes and other stakeholders on their priorities and keyactivities for the year.The Communications Coordination Group will approve the plan andrelevant metrics (at both route and national level).Our plan to address these issues and opportunities in CP6 is the sixpronged strategy.6
Corporate Communication Strategic Plan Being ‘loud and proud’ on the Railway Upgrade Plan will supportplanned and unplanned passenger disruption communications,showing the benefits to delivering the works and improvingadvocacy drivers across all key stakeholders. It will also deliver apositive climate for investment (delivering caring transformation journey)Our CP6 strategy to support our vision and plan can be summarised in thefollowing graphic:Best in Class Corporate Communications Service Emphasising transformation will show that we’re listening andengaging with our people, both internally and externally, on howwe need to change as we move through CP6. It will also deliver apositive climate for investment (delivering caring transformation journey) Highlighting the capacity challenge will drive awareness andadvocacy with key external stakeholders Evidence of stronger collaboration drives our transformationagenda Involving and recognising our people facilitates us being an‘employer of choice’ Demonstrating that we care will support all work streams and willdeliver a positive climate for investment (delivering caring transformation journey)Network Rail7
Corporate Communication Strategic Plan3. What Corporate Communications is3.1. StructureNetwork Rail Corporate Communications consists of c.69 communicationsprofessionals based in London and Milton Keynes. The function is definedas a central Directorate and reports into the CEO. Led by the Director,Corporate Communications, the function is split into three key areas,External Communications, External Engagement and InternalCommunications.External CommunicationsLed by the Director, External Communications, this team sets andprovides strategic leadership for the development and delivery of NetworkRail’s corporate external communications strategy that is consistent andcompliant with Network Rail’s overall corporate communications strategy,including leading on Media Relations, Digital, Social Media & Film andMarketing strategies.External EngagementLed by the Director, External Engagement, this team sets and providesstrategic leadership for the development and delivery of Network Rail’scorporate external engagement strategy that is consistent and compliantwith Network Rail’s overall corporate communications strategy, includingleading on Strategic Communications and Community Engagementstrategies, and the company’s overall Brand.Internal Communicationsincluding leading on internal channels, internal campaigns, routebusinesses and leadership internal communications.A recent external maturity diagnostic completed by CEB has marked theCorporate Communications at a high state of maturity.The benefits the function beings to the business are as follows; Fully reactive and proactive media management service providing24/7/365 on-call service to the UK’s mediaStakeholder team managing all Network Rail Government issuesand Network Rail parliamentary activityStrategic Communications team responsible for delivering corecontent and messaging that can drive bold, creative, integratedcommunications across Network Rail24/7 management of all incoming public contact to the businessthrough the Network Rail National Helpline and national NetworkRail Twitter. Pre-notification and engagement policies for linesideneighbours and communitiesInternal communication strategy and campaign themes,management of corporate communication channels, Network andConnect, leadership communications; Business briefings,Leadership ConferenceNetwork Rail brand and external campaign themes, nationalcorporate campaigns (safety, Check Before You Travel). Annualand monthly polling and researchNetwork Rail website and digital channels, Network Rail film unitConsultation on enhancement projectsGeneral communications advice to the whole company.Let by the Director, Internal Communications, this team sets and providesstrategic leadership for the development and delivery of Network Rail’scorporate internal communications strategy that is consistent andcompliant with Network Rail’s overall corporate communications strategy,Network Rail8
Corporate Communication Strategic Plan Shared best practice and continuous improvement3.2. Operating model – present & futureThe defined Level 1 accountabilities for Corporate Communications are asfollows; Set overall direction and corporate strategies and policies forcorporate communicationsProvide assurance for the completeness of and compliance tocorporate communications policies and proceduresLead corporate communications performance reporting,forecasting and benchmarking across the Routes and Nationalfunctions to uphold quality, continuous improvement andsharing of best practiceOversee and manage activities and business services in orderto uphold Network Rail's corporate reputation, and to facilitateand enhance employee engagementSet the overall direction and govern delivery for CorporateCommunications national improvement initiativesProvide and maintain competency frameworks and assure thestrength of the corporate communications professionalworkforce in the national functions and routes.Following significant change in CP5 (closure of Kings Place andrelocation of several teams to MK in 2014, devolution in 2016 andrestructure 2017) there are no current plans to amend the structure. Itshould be noted that a new Director, Corporate Communications is due tostart shortly and may have views, although we are clear that the budgetwill not change.The communications function devolved in December 2016. Each routenow has direct responsibility for their communications team, includingcommunity relations.A periodic horizontal integrated meeting is held with all Heads ofCommunications (routes, key projects and other businesses – Property,Route Services). The purpose of the meeting is to set strategies andcoordinate route and national resource to mitigate risk and enhanceNetwork Rail’s reputation. The expected outcomes of the meeting are; Consistent understanding of current business issues andemerging reputational hcoming campaign themes and activitiesShared understanding of priorities going forward (short, mid,long-term)Network Rail9
Corporate Communication Strategic Plan3.3. Delivery Strategyrelations and political engagement.The Corporate Communications department has developed its CP6strategy based on an assessment of what has shaped Network Rail’sreputation in the past, what has helped it change for the better and thedrivers we need to use to keep making progress towards supporting theproposition of Network Rail transformation.The reclassification of Network Rail into the public sector in 2014 was aseismic change for the rail industry and for Network Rail itself. The day-today involvement of government in Network Rail has increasedsignificantly, and the importance of outstanding government relations hasbecome ever more crucial.Over the course of CP5 we have strived to enhance professionalstandards of the team through effective recruitment, a strategic andinformed learning and development focus and a collaborative approach toour work. We have centrally built, and then devolved, fully integrated routeand project communication teams to deliver a coherent, aligned nationalcommunication strategy.The railway is also getting bigger, busier and more complex thanever. Securing the funding needed to operate and maintain the railway isincreasingly difficult, given the continuing constraints on publicfinances. Telling a compelling story to political audiences will be vital inwinning support for funding, and building trust in us to deliver our plans.From 2014 to our exit point in 2019 we will have streamlined the CorporateCommunications function from a headcount of 118 to 69, and with anannual budget of 14.8m to c. 10m, a reduction of approx. 30%. *Note:headcount increased to 159 in FY1516 prior to devolution. The centralteam headcount has remained stable over CP5.Network Rail does a good job of talking to officials and Ministers day-today but there is more we could do to engage with advisers andinfluencers. We plan to strengthen our government relations capability inCP6, with additional headcount, both to increase the level of externalengagement with political audiences, and provide political intelligence andcounsel back into the organisation, but also to strengthen and streamlinepolicy positioning within Network Rail itself.In CP6, there will be a strong focus on strengthening our governmentNetwork Rail10
Corporate Communication Strategic Plan4. Risks, opportunities, constraints & assumptionsSummary of objectivesA brief statement summarising the main objectives detailed in section 2.No.Key constraints,and opportunities1What we plan to doOwnerR: Lineside neighbours notbeing notified adequately aboutworksandunderminingrelationship with key stakeholdersincluding MPsCP5 initiative/control measureHead of BrandCommunityEngagement2R: Network Safety – safetyincident on the rail networkimpacting on corporate reputationand credibility to effective fulfil ourroleSafety incident on railway requiring comprehensive communication support. Fullyintegrated communication response including potential media spends.Group Director2019-20243R: Industrial relations –industrialaction or worsening relationshipimpacting on corporate reputationand train performanceComprehensive communication support including fully integrated comms responses.Group Director2019-20244R: Route & Project comms teamresource – adequate capacity notmaintained in route teams in ordertomanageworkloadandreputation issuesCentral communication team required to cover reduced capacity of devolved route &project comms team. Increase in head count may be required and P&M costs to covercapacity shortfall.Group Director2019-20245R: CBYT campaign costs –funding reduced or pulled by IP toadequatelycommunicatepassenger disruption caused byengineering worksCentral comms team required to cover costs of disruption travel information due toreduction of existing funding from IP. P&M costs for campaign to be sourced from centralbudget.Group Director2019-20246R: Safety campaign costs –funding reduced or pulled by STEtoadequatelycommunicaterailway safety risks to the publicCentral communications team required to cover costs of safety campaign due to reductionof existing funding from STE. P&M & Headcount costs for campaign to be sourced fromcentral budget.Group Director2019-20247R:Passenger communications –TOCs move away from informingpassengers on real time disruptionNR required to manage passenger communications on real time disruption – previouslymanaged by TOCs. Passenger response team (digital, call centre, media) required toresource up, investment in channels required.Group Director2019-20248R: RDG communication – NRfunding does not match RDGrequirements.Requirement for NR to provide more funding to existing campaign. Budget short fall.Group Director2019-20249O:Possible cost reduction due to reduced demands on public affairs and communityGroup Director2019-2024Network RailReducedrisksEnhancementPre-notification toolkit and policy, worker behaviour training.Timescale(start/ finish)&Start Dec 17Ongoing11
Corporate Communication Strategic toreductioninsupportingcommunication requirementsengagement due to limited work/benefits being delivered. P&M / Headcount costsreduced.10O/R:Communicationteamintegration – loss of NR specificcommunications teamNR comms team is absorbed into central government communications. Small financialopportunity but significant corporate reputational risk.Group Director2019-202411O: Senior leadership commsfocus – efficiencies possiblethrough reduced demand incentrally led communicationsReduction in appetite for proactive internal & external communications due to reducedleadership appetite for proactive activity. P&M & Headcount costs to be reduced.Group Director2019-202412O: Effective delivery of RailwayUpgrade Plan campaignHigher MP, public, employee and other key stakeholder awareness, engagement andadvocacy of the work that Network Rail does and how we do it through effective campaignmanagement and integrated, collaborative working with projects and routes.Stronger collaboration on comms across the rail industry (TOCs and r.ExternalEngagement2019-202413O: Effective delivery of NetworkRail is changing messagingDemonstrate that we care: about our impact on passengers and communities, and aboutour stewardship of public money. Higher MP, public, employee and other key stakeholderengagement and advocacy.Director.EngagementExternal2019-202414O: Effective delivery of NetworkRail is a great place to workcampaignPromote our key projects - Better Every Day and NR transformation, You Said, We Did,diversity and inclusion, pay and benefits, 2415O: Effective delivery of Everyonehome safe, every day messagingManage development and delivery of NR safety campaigns including workforce safetyand wellbeing, level crossings, station safety, trespass and suicide r.InternalCommunications2019-202416R: Maintenance of NR NationalHelpline due to cost increase asresult of contract retender and lossof incumbent providedNew procurement underway. The cost base is going to increase by 250k per annum, aCP6 additional cost of 1m. This is not currently factored into our SBP.Director,Engagement2018-2024External4.1. Notable assumptions Network RailStrategy not derailed by major international eventAdequate resources in place in the central team in terms of headcount and P&M budgetOngoing collaborative working with adequately resourced route communication teams.PLEASE SEE APPENDIX B FOR FULL LIST OF ASSUMPTIONS12
Corporate Communication Strategic Plan4.2. Cost and volume summaryExpenditure (post headwinds and efficiencies in 17/18 prices)CP5CP6CP7Unit of 22/2323/24CP624/25 13.9M 11.5M 9.8M 10.5M 9.6M 55.4M 11.5M 11.4M 11.4M 11.3M 11.3M 57M 11.3M 13.9M 11.5M 9.8M 10.5M 9.6M 55.4M 11.5M 11.4M 11.4M 11.3M 11.3M 57M 11.3MPermanent 000000Total headcount1141607466656567676767676767Renewals mControllable opex mNon-controllable industry costs mTotal mBasis for costsThe core trend is for steady state activity from the FY19 exit position: in line with the current headcount with the exemption of additional headsto cover government relations as requested by Excom. In line with committed non payroll costs. With the exception of additional campaigncosts 7.5M & 2.5M Whitehall headcount, spend and headcount are assumed flat. Our CP5 55.4M closing position is CP5 compliant as isour FY19 entry point to CP6 that already holds 1.3M of efficiencies. We expect to remain compliant in CP5 this will mean we will haveachieved circa 3.5M of additional efficiencies in the CP, significantly challenging our operation. These have all been identified and are beingreviewed on a periodic basis.Network Rail13
Corporate Communication Strategic PlanSummary of costs by team or activity within the functionActivity/teamCP6total( m)StrategicCommunications 3.8MMedia Relations 4.9MMajor Projects 0MMarketing Services 5.4MInternal Communications 9.6MDigital, Social Media &FilmBrand & CommunityEngagement 5.1MCommentsManaging Network Rail’s external stakeholder engagementManaging a full reactive and proactive media management service forevery routeSets and provides leadership for the development and delivery of alloperational communicationsSets and provides leadership for the delivery of Network Rail's corporatemarketingProvides strategic leadership for the development and delivery of thecorporate internal communicationsProvide leadership for the delivery of Network Rail’s Digital and Contentstrategy 12.6M24/7 management of all incoming public contact to the businessGov & Corp Affairs 6.6MSets and provides strategic leadership for the delivery of Network RailCampaigns 7.5MRail Industry Group pubic-facing industry campaignWhitehall 2.5MStrengthening government relations and political engagement, providingpolitical intelligence and counselTotal 57MThe current split of funds reflects the current structural organisation, continual reviews of structures and demands on head count could resultin decisions being made to adjust head count level between cost centres, while maintaining cost control.CP6 allocation not yet defined. Table above reflects current CP5 allocations and will be continually updated.Network Rail14
Corporate Communication Strategic Plan4.3. Route Business Scotland detailsCP5 Year16/17Network Rail17/18CP6 Year18/1919/2020/2121/2222/2323/24CP6totalNational Cost ( m)11.511.411.411.311.357Scotland Cost ( m)1.01.01.01.01.05.1Scotland (%)9%9%9%9%9%9%Basis for allocation to Route Business ScotlandHeadcount supporting Scotland teams, and central teams, split by headcountActivityStrategic Communications, Media Relations, Marketing Services, Internal communication, Digital & Social Media,Brand & Community Engagement, Governmen
Corporate Communication Strategic Plan Network Rail 8 3.What Corporate Communications is 3.1. Structure Network Rail Corporate Communications consists of c.69 communications professionals based in London and Milton Keynes. The function is defined as a central D
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