Chamber and committees

The output specification of the new Hitachi electric fleet has requirements for door opening including targets on station dwell times and also the capability for drivers to open doors from the leading cab. The final design of the train contains equipment to enable this to be delivered.

ScotRail will continue to engage with trade unions on this matter and is planning further discussions in 2016 to reach an agreement on an operational approach. This will continue previous consultation with ASLEF which was involved during the design process of the new fleet and a driver’s cab mock up.

Other trade unions will also be involved with the on-going design, manufacture and testing phases as appropriate to their members’ role in operating the train along with the development of training programmes to ensure employees can competently operate the new trains.

There were three sets of specialist advisors, each procured through competition as part of the franchise tendering process. Atkins Limited advised on rail technical matters, Ernst & Young LLP advised on financial matters and DWF were legal advisors. The cost of consultants during the preparation for and running of the tender process was £7,118,311.

These advisors worked together with officials in an expert team, to run a franchise competition which saved around one billion pounds on forecast costs over the ten years of the franchise, whilst securing considerable benefits such as new and refurbished train fleets, innovative low fares proposals and a smarter and more accessible passenger environment across Scotland’s railways.

The cost to the Scottish Government for the Caledonian Sleeper franchise tendering process was £5,672,393. The Scottish Government does not have information on the cost for bidders.

ScotRail intends to engage fully with trade unions before the introduction of the new Hitachi electric rolling stock to passenger service. This process will also involve the relevant regulatory authorities to ensure the efficient and safe operation of the railway.

Officials and I have sought and received assurances from both Abellio in the UK and NS in the Netherlands that the issues in procurement practice around the Limburg contract have not arisen in the UK. The investigations conducted by independent lawyers into Abellio Group bid practices in the UK confirmed that that there was no evidence of any irregularities within the scope of the investigation that should be investigated further.

No discussions have taken place on this topic.

42% of services on the Scottish rail network are currently driver-controlled operation, accounting for 59% of journeys. The ScotRail franchise sets out our requirements for service provision, including that the franchisee must plan to have a second member of staff on each train. Beyond this ministers do not specify the method of train operation.

The franchise agreement with ScotRail gives the circumstances in which the clauses referred to may apply. This includes a parity clause, giving workers’ representatives and other stakeholders input into ministers’ consideration, which is unique in rail franchising in the UK.

The requirement to put the ScotRail and Caledonian Sleeper contracts out to tender was a condition of the current UK railways legislation, which the Scottish Parliament has no powers to change.

As proposed by this government, there is provision within the draft Scotland Bill which will enable UK public sector bodies to bid for future Scottish franchise agreements. I have also recently written to Claire Perry, UK Transport Under-Secretary, seeking additional powers to award future Scottish franchise agreements without the need for competition, where it is in Scotland’s socio-economic interests to do so. I have still to receive a response.

There were three sets of specialist advisors, each procured through competition as part of the franchise tendering process. Atkins Limited advised on rail technical matters, Ernst & Young LLP advised on financial matters and DWF were legal advisors. The cost of consultants during the preparation for and running of the tender process was £4,805,476.