Answer the questions given in this case study and explain thoroughly.

PEOPLE NetworkRail Managing change through training and development Introduction Britain relies on rail. The railway is a vital part of Britain's economy and infrastructure. More people travel by rail now than since the 1920s, even though there are 50% fewer rail routes now than in the 1960s. Every day Network Rail gets three million people to their destinations. It also moves thousands of tonnes of goods around Britain. Rail is a greener and safer mode of transport than car so it is no surprise that passenger numbers have increased by more than 40% in the past ten years. These numbers are expected to double by 2034. Network Rail is the business responsible for the tracks, bridges and tunnels that make up the British rail network. These, along with signalling and level crossings, form the railway's infrastructure. Its responsibility extends to 20,000 miles of track and 40,000 bridges and tunnels. It also runs 18 of Britain's major rail stations, from Edinburgh Waverley to London King's Cross. Network Rail's job is to keep all of these services running both efficiently and above all safely. Its mission is to provide a safe, reliable and efficient railway fit for the 21st century.' 60 THE TIMES 100 BUSINESS CASE STUDIES Network Rail faced huge challenges when it took on these responsibilities ten years ago. At the time, the rail network faced a number of problems. Trains were late, costs were high and there had been a lack of investment in both people and equipment. These issues meant that there was low public confidence in the rail network. Since then, Network Rail has focused on a sustained programme to bring down sts. ew ways of working have reduced costs by 28%, largely due to economies of scale. Track and equipment has been renewed and punctuality has risen to over 90%. Major projects have been delivered on time and to budget, leading to more public confidence in the service. Network Rail has changed its focus to 'predict and prevent' rather than the previous 'find and fix'. This is both more cost-effective and efficient and helps to avoid delay or disruption to journeys for passengers. Between 2009 and 2014, Network Rail will have invested around 12 billion in the rail network. Britain now has the fastest growing network in Europe. This case study examines the role of people in improving the rail network and the British economy. HR strategy Network Rail invests in people and, in so doing, invests in its future. It is one of Britain's biggest employers, with 35,000 employees. It offers a broad range of roles, from maintenance and signalling engineers to project managers. There are opportunities in all functional areas. These include specialists in human resources (HR), information technology (IT), finance and customer service. To achieve its work programme Network Rail needs to recruit and retain talented engineers. Its engineers are currently working on some of the most exciting projects in Europe. These include HS2, the new high-speed rail link between the north and south of Britain, and the London Crossrail project. There are also major upgrades to some of the country's biggest and busiest stations, like London King's Cross and Birmingham New Street. Curriculum topics covered: HR strategy. Training Development Roles and responsibilities