Virgin Trains vs First Great Western in numbers

Who wins the smackdown of the sub-par train operating companies?

Virgin Trains is to lose its West Coast franchise to First Group, which currently operates the First Great Western high-speed line, as well as many other transport concessions. People who regularly use Virgin are celebrating the news, while people who regularly use FGW are warning them that the grass is always greener on the other side.

The short version of the difference appears to be that Virgin trains, when they show up, are better. Marred by a slight whiff of poo and little room for luggage, they are proof that investment can pay off in passenger experience. But that "when they turn up" is crucial; FGW beats Virgin hands down on performance metrics.

Networks

Virgin Trains: 8.79m timetabled train kilometres.

First Great Western: 10.5m timetabled train kilometres.

Performance

Virgin Trains: 86.6 per cent of trains arrived within 10 minutes of the scheduled times in financial year 2011.

First Great Western: 90.3 per cent of trains arrived within 10 minutes of the scheduled times in financial year 2011.

Satisfaction

Virgin Trains: 266 complaints per 100,000 passenger journeys in 2011, 53 per cent responded to within 20 working days. One per cent of contacts were praise.

In passenger surveys, 87 per cent of respondents were satisfied or better with the company's performance. In every category given, more than half of passengers were satisfied or better, with the least popular aspects being how Virgin deals with delays, the toilets on their trains, and the amount of space for luggage on the trains. 88 per cent of people were satisfied with the speed of the journey.

First Great Western: 86 complaints per 100,000 passenger journeys in 2011, 100 per cent responded to within 20 working days. Five per cent of contacts were praise.

In passenger surveys, 83 per cent of respondents were satisfied or better with the company's performance. The least popular aspects of FGW were how well it deals with delays, value for money of its tickets, and the toilets on its trains; none of them satisfied more than 40 per cent of passengers. The most popular was the speed of the journeys, satisfying over 80 per cent.

Accidents

Virgin Trains: Virgin's worst accident was in 2007, when a set of faulty points near Grayrigg in Cumbria caused a train to leave derail. Of the 109 people on board, just one was killed, although another 88 were injured, which was accredited to the crashworthiness of the Pendolino trains.

First Great Western: FGW's worst crash was the Ladbroke Grove rail crash. A Thames Trains train leaving Paddington stations jumped a signal at Ladbroke Grove Junction in West London and ploughed headfirst into an FGW train from Cheltenham; the combined speed of the two trains was 130mph, and 31 people were killed, with 520 more injured.

Trains

Virgin Trains: The average Virgin train was 8 years old in 2011. The majority of its trains are electric Alstom Pendolinos, built between 2001 and 2004, with a second set delivered between 2009 and 2012. They can run up to 140mph, but only travel at 125mph on the West Coast Main Line.

To replace the Pendolino lost in the Grayrigg derailment, Virgin leased a freight train, which was then painted in their colours and referred to as the "Pretendolino" by maintenance staff.

First Great Western: The average FGW train was 29 years old in 2011. On its high-speed route, it runs 54 "Intercity 125" trains, built between 1975 and 1982. Although the fastest diesel trains in the world, the line is stymied by the lack of electrification. When the project to electrify the track is completed, it plans to get new trains, which are currently being developed by the Department of Transport and Hitachi; the first 57 trains, to be delivered in 2017, will cost £2.4bn.

In numbers

Virgin Trains: 2,913 employees, 17 stations, 1,190km of routes.

First Great Western: 4,431 employees, 211 stations, 2090km of routes.

Richard Branson fills a Virgin train with Biodiesel in 2007. Because he can, that's why. Photograph: Getty Images

Alex Hern is a technology reporter for the Guardian. He was formerly staff writer at the New Statesman. You should follow Alex on Twitter.

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There's nothing Luddite about banning zero-hours contracts

The TUC general secretary responds to the Taylor Review. 

Unions have been criticised over the past week for our lukewarm response to the Taylor Review. According to the report’s author we were wrong to expect “quick fixes”, when “gradual change” is the order of the day. “Why aren’t you celebrating the new ‘flexibility’ the gig economy has unleashed?” others have complained.

Our response to these arguments is clear. Unions are not Luddites, and we recognise that the world of work is changing. But to understand these changes, we need to recognise that we’ve seen shifts in the balance of power in the workplace that go well beyond the replacement of a paper schedule with an app.

Years of attacks on trade unions have reduced workers’ bargaining power. This is key to understanding today’s world of work. Economic theory says that the near full employment rates should enable workers to ask for higher pay – but we’re still in the middle of the longest pay squeeze for 150 years.

And while fears of mass unemployment didn’t materialise after the economic crisis, we saw working people increasingly forced to accept jobs with less security, be it zero-hours contracts, agency work, or low-paid self-employment.

The key test for us is not whether new laws respond to new technology. It’s whether they harness it to make the world of work better, and give working people the confidence they need to negotiate better rights.

Don’t get me wrong. Matthew Taylor’s review is not without merit. We support his call for the abolishment of the Swedish Derogation – a loophole that has allowed employers to get away with paying agency workers less, even when they are doing the same job as their permanent colleagues.

Guaranteeing all workers the right to sick pay would make a real difference, as would asking employers to pay a higher rate for non-contracted hours. Payment for when shifts are cancelled at the last minute, as is now increasingly the case in the United States, was a key ask in our submission to the review.

But where the report falls short is not taking power seriously. 

The proposed new "dependent contractor status" carries real risks of downgrading people’s ability to receive a fair day’s pay for a fair day’s work. Here new technology isn’t creating new risks – it’s exacerbating old ones that we have fought to eradicate.

It’s no surprise that we are nervous about the return of "piece rates" or payment for tasks completed, rather than hours worked. Our experience of these has been in sectors like contract cleaning and hotels, where they’re used to set unreasonable targets, and drive down pay. Forgive us for being sceptical about Uber’s record of following the letter of the law.

Taylor’s proposals on zero-hours contracts also miss the point. Those on zero hours contracts – working in low paid sectors like hospitality, caring, and retail - are dependent on their boss for the hours they need to pay their bills. A "right to request" guaranteed hours from an exploitative boss is no right at all for many workers. Those in insecure jobs are in constant fear of having their hours cut if they speak up at work. Will the "right to request" really change this?

Tilting the balance of power back towards workers is what the trade union movement exists for. But it’s also vital to delivering the better productivity and growth Britain so sorely needs.

There is plenty of evidence from across the UK and the wider world that workplaces with good terms and conditions, pay and worker voice are more productive. That’s why the OECD (hardly a left-wing mouth piece) has called for a new debate about how collective bargaining can deliver more equality, more inclusion and better jobs all round.

We know as a union movement that we have to up our game. And part of that thinking must include how trade unions can take advantage of new technologies to organise workers.

We are ready for this challenge. Our role isn’t to stop changes in technology. It’s to make sure technology is used to make working people’s lives better, and to make sure any gains are fairly shared.

Frances O'Grady is the General Secretary of the TUC.