The Independent Transport Commission released a study earlier in the month on the growth in demand for rail travel. Its findings may have come as a surprise given the press over recent years about declining passenger numbers and customer dissatisfaction.
In the main, it put this increase down to changes in working and living patterns since the 1990s, and private sector involvement.
With more of the population now using trains to travel due to ‘major economic and spatial changes’, there has been a 58% increase in the number of passengers travelling by train to work. The report found that shifts in housing/living locations and the jobs’ market fuelled an increase in commuter usage. Increases were also due to a 15% rise in population and the number of rail journeys doubling since the 1990s.
Changes in the job market also played a part. As more people work in offices than ever before, these are the type of person who tends to commute by train. As the largest increases in job growth during the period surveyed were in the South East, this region also saw the biggest increase in commuter rail travel.
With Brexit fast approaching however, many believe that Teresa May’s developing industrial strategy, coupled with a chronic housing shortage, means transport, economic, and planning policy, is more joined up.
Norman Broadbent Group is increasingly supporting clients make high-impact Interim and Permanent executive hires across International Bid Strategy, Supply Chain & Procurement, Technology, and Organisational Design. If you would like to learn more about expertise in this space, or discuss a specific assignment, please do not hesitate to contact Nick Behan for an initial, confidential discussion at email@example.com
The following appointments have all taken place during the last few months, covering the full breadth of the wider Finance marketplace.
If you would like to discuss the Finance marketplace or how Norman Broadbent can help your business, please contact Jonathan Stringer on firstname.lastname@example.org or +44 (0) 020 7484 0036 or Wayne Poulton on email@example.com or +44 (0) 20 7355 6941
The following appointments have all taken place during the last few months, covering the full breadth of the wider insurance and risk marketplace.
If you would like to discuss the insurance market or how we can help your business please contact either Mike Davies, head of Interim Insurance practice on firstname.lastname@example.org or David Cooper head of Insurance Search Practice on email@example.com
How do leaders and business managers anticipate and contain the diverse, often unknown, emerging cyber risks in the Insurance sector? Unsurprisingly, cybersecurity is a constant issue, often sitting at the top of many Board agendas. Many recent high profile incidents of hacking and cyber intrusion have brought home the harsh reality of what happens if a business does not get it quite right. With the move toward more diverse and complex infrastructures, progressive forward-thinking Risk Managers are ensuring that all areas are covered and brought into a coherent, commercially viable, risk strategy.
So who are pivotal figures in this process, and what is the responsibility of senior management? In the FCA Business Plan 2017/18, Chairman John Griffith-Jones warned that cyber-resilience was a key risk area for the financial services industry. Broadly speaking, this warning was aimed at Board and ExCo, but more specifically the CEO, CFO, CIO, CTO, CISO, and GC, along with the Board Risk and Audit Committees. Progressive key players are not only promoting a strong CRO mandate, but also increasingly asking the ‘right questions’ ensuring they do not fall foul of their SIMR commitments.
With the above in mind, whilst there is no perfect solution to combat cybercrime and fraud, here are some key questions you should be asking:
Risk Managers cannot possibly deliver all of this personally, nor can their teams. However, they must ensure the business signs up to a plan.
About Norman Broadbent Interim Management
Our Interim Management network is composed of seasoned, delivery focussed executives. Many will have come from Big 4 or Strategy Consulting firms, as well as from senior roles in Financial Services. Whether they are focused on risk as a function, or around Programme Delivery, they support clients with timely expertise and, most importantly, assist in transforming organisations.
Some of the areas we have supported clients in include:
If you would like to discuss this topic further or how Norman Broadbent Interim Management can help your business, please contact Mike Davies on firstname.lastname@example.org or +44 (0) 20 7484 0067 for an initial and confidential discussion.Continue Reading