LEAD BY EXAMPLE - FIRST GROUP SAFETY PRINCIPLES
Of the many messages of support that I receive, some people offer guidance on what they think should be displayed, one such comment was that "hidden away" in Paul Watson's witness statement is vital information on how the very top of First Group fail to uphold the very value's they promote.
So this section will show with indisputable evidence (as always) how the Head of First Group Rail Division Vernon Barker OBE who was the then Managing Director of TransPennine Express and the present Managing Director Nick Donovan behaved towards an issue on safety that actually has the very same implications of running a train with a partially defective warning horn without restricting the speed of that train. Those implications are the possibility of a major incident happening that has the potential to cause death.
What I will show is how easy it is for a company to say "we are the best when it comes to safety", when the reality is exactly the opposite. First Group are experts at this, website presentation, glossy pamphlets, screaming safety aloud, yet the other side of this, the truth, is lie's, ignorance in abundance and a backward mentality to the reality and dangers in the real railway world.
Lets take a look at some of the literature First Group produced when they told the world about this, for instance what they state on their website, "IPP is about influencing behaviour and shaping attitudes to improve safety. It supports, and is supported by, all our other injury prevention activities. These include risk assessments, safety inspections, effective accident and incident investigations, safety standards, competence training and the continuous development of our workforce".
Influencing behaviour! How does IGNORANCE influence behaviour? Unless we are talking about the hostility it creates and the stress it causes the employee.
Shaping attitudes to improve safety! How does IGNORANCE develop attitude and improve safety?
How many times did I ask for a risk assessment or a safety inspection especially concerning Siemens Depot in York? All to no avail.
Effective accident and incident investigations! All written to cover their own backs, no aptitude towards PREVENTION.
Competence training and continuous development! There was no ongoing training, hence no chance of development.
"Injury Prevention is rooted in managing individual behaviour through Challenging unsafe behaviour and most importantly recognising employees where good safety performance is observed. Employees are recognised when they are working safely and treated fairly when they make mistakes. It is also based on the sound principle that it is vital to communicate positively and constructively, while developing and educating staff".
Challenging unsafe behaviour! I challenged all aspects of unsafe behaviour and also gave a solution for the problems, but you know what is coming next, I was always IGNORED.
Recognising and treating fairly! There was never any motivation from management to recognise any persons talents and as for being treated fairly, the word EQUITY springs to mind, evidence proves that there was no fairness just a regime of discriminating against individuals that didn't fit their ideology. Otherwise numerous other drivers would have been dismissed for failing to report partial and complete failures of the warning horn.
Positive and constructive communication! I communicated, management IGNORED, I communicated, management IGNORED and this was virtually every day for five years.
Developing and educating! How do you develop and educate if you avoid staff? Fail to provide safety briefs and employ individuals as managers with no railway experience?
"A key Injury Prevention component is positive safety contacts – employees and managers, employees and employees, talking to each other about safety at every opportunity. These recognise good safety practices, generate knowledge of risk, and provide the means to coach where unsafe practices are seen".
Prevention component - talking! An absolute joke although this is far from funny, if all I ever faced was IGNORANCE where was the talking?
Generate a knowledge of risk! I will show you Manager Stephen Percival's knowledge of what he deemed risks below. This knowledge is an example of what TPE promoted earlier above, when they talk about, "competence training and the continuous development of our workforce".
So this section will show with indisputable evidence (as always) how the Head of First Group Rail Division Vernon Barker OBE who was the then Managing Director of TransPennine Express and the present Managing Director Nick Donovan behaved towards an issue on safety that actually has the very same implications of running a train with a partially defective warning horn without restricting the speed of that train. Those implications are the possibility of a major incident happening that has the potential to cause death.
What I will show is how easy it is for a company to say "we are the best when it comes to safety", when the reality is exactly the opposite. First Group are experts at this, website presentation, glossy pamphlets, screaming safety aloud, yet the other side of this, the truth, is lie's, ignorance in abundance and a backward mentality to the reality and dangers in the real railway world.
Lets take a look at some of the literature First Group produced when they told the world about this, for instance what they state on their website, "IPP is about influencing behaviour and shaping attitudes to improve safety. It supports, and is supported by, all our other injury prevention activities. These include risk assessments, safety inspections, effective accident and incident investigations, safety standards, competence training and the continuous development of our workforce".
Influencing behaviour! How does IGNORANCE influence behaviour? Unless we are talking about the hostility it creates and the stress it causes the employee.
Shaping attitudes to improve safety! How does IGNORANCE develop attitude and improve safety?
How many times did I ask for a risk assessment or a safety inspection especially concerning Siemens Depot in York? All to no avail.
Effective accident and incident investigations! All written to cover their own backs, no aptitude towards PREVENTION.
Competence training and continuous development! There was no ongoing training, hence no chance of development.
"Injury Prevention is rooted in managing individual behaviour through Challenging unsafe behaviour and most importantly recognising employees where good safety performance is observed. Employees are recognised when they are working safely and treated fairly when they make mistakes. It is also based on the sound principle that it is vital to communicate positively and constructively, while developing and educating staff".
Challenging unsafe behaviour! I challenged all aspects of unsafe behaviour and also gave a solution for the problems, but you know what is coming next, I was always IGNORED.
Recognising and treating fairly! There was never any motivation from management to recognise any persons talents and as for being treated fairly, the word EQUITY springs to mind, evidence proves that there was no fairness just a regime of discriminating against individuals that didn't fit their ideology. Otherwise numerous other drivers would have been dismissed for failing to report partial and complete failures of the warning horn.
Positive and constructive communication! I communicated, management IGNORED, I communicated, management IGNORED and this was virtually every day for five years.
Developing and educating! How do you develop and educate if you avoid staff? Fail to provide safety briefs and employ individuals as managers with no railway experience?
"A key Injury Prevention component is positive safety contacts – employees and managers, employees and employees, talking to each other about safety at every opportunity. These recognise good safety practices, generate knowledge of risk, and provide the means to coach where unsafe practices are seen".
Prevention component - talking! An absolute joke although this is far from funny, if all I ever faced was IGNORANCE where was the talking?
Generate a knowledge of risk! I will show you Manager Stephen Percival's knowledge of what he deemed risks below. This knowledge is an example of what TPE promoted earlier above, when they talk about, "competence training and the continuous development of our workforce".
Please don't laugh at these supposed risks, many people in their profession's lack the educational
qualities required for their job. The dictionary meaning of "risk" is below.
noun
After reading through this website, nowhere can any of the above be found to have been put in practice, I CHALLENGE anyone from First Group to prove otherwise. Is there any wonder I call this PROPAGANDA.
qualities required for their job. The dictionary meaning of "risk" is below.
noun
a situation involving exposure to danger.
"flouting the law was too much of a risk"
expose (someone or something valued) to danger, harm, or loss.
"he risked his life to save his dog"
After reading through this website, nowhere can any of the above be found to have been put in practice, I CHALLENGE anyone from First Group to prove otherwise. Is there any wonder I call this PROPAGANDA.
The above states, "If you follow injury prevention principles and REPORT UNSAFE CONDITIONS AND CHALLENGE UNSAFE BEHAVIOURS it will help us improve safety".
Really, really, really! What have I ever tried to do? How many times did I report UNSAFE CONDITIONS? How many times did I CHALLENGE UNSAFE BEHAVIOURS? The only outcome for me was IGNORANCE and DISMISSAL!
Really, really, really! What have I ever tried to do? How many times did I report UNSAFE CONDITIONS? How many times did I CHALLENGE UNSAFE BEHAVIOURS? The only outcome for me was IGNORANCE and DISMISSAL!
I think that by allowing a train with a partially defective warning horn to remain in service for anything up to a month or more (as proven in the sections titled, "Warning Horns - The Shocking Truth") and run at speeds up to 100mph is dicing with death especially when TransPennine Express Management freely admit, which is what Managing Director Nick Donovan stated in 2010, "that for reasons that we don’t fully understand a build up of snow and ice in and around the compressor air inlets caused a complete blockage". Furthermore in what Route Driver Manager Mark Atkinson states regarding a train remaining in service with a partially defective warning horn, "put the safety of all staff at risk" because "there is always the possibility that the other horn would fail".
So as this whole website has highlighted, did I make my concerns clear? Did I report and continue to report my concerns on issues that I consider unsafe?
Did their management,"listen to and address safety concerns"? This website is the utmost proof that the answer is NO and further below you will find another very serious life threatening issue that could very well happen, and only because as I will prove this Management and top end directors are IGNORANT.
So as this whole website has highlighted, did I make my concerns clear? Did I report and continue to report my concerns on issues that I consider unsafe?
Did their management,"listen to and address safety concerns"? This website is the utmost proof that the answer is NO and further below you will find another very serious life threatening issue that could very well happen, and only because as I will prove this Management and top end directors are IGNORANT.
"We will develop a process that will mean all frontline employees will have more regular meetings with their managers which will include the identification of specific training requirements".
We couldn`t even get a safety brief as I have proven, I had 3 safety briefs in 5 years! When did any Manager speak with me?
Lets also take a look at a "specific training requirement", which Manager Stephen Percival identified from his character assassination of an investigation report, the following was his only recommendation.
We couldn`t even get a safety brief as I have proven, I had 3 safety briefs in 5 years! When did any Manager speak with me?
Lets also take a look at a "specific training requirement", which Manager Stephen Percival identified from his character assassination of an investigation report, the following was his only recommendation.
I emailed numerous drivers more than a year after I was dismissed and asked them if anything had been mentioned in safety briefs regarding reporting a partially defective warning horn, the responses were, what safety brief! Or nothing has been mentioned regarding warning horns and procedures, the email responses can be viewed in the section titled, "Investigation Report and Charges".
Please note: This recommendation above fails to state what type of reporting procedure.
Please note: This recommendation above fails to state what type of reporting procedure.
"We are committed to feeding back to you the corrective actions taken as a result of the IP process so that you can see the benefit". FEEDBACK! When did anyone receive feedback?
BELOW: IP PROCESS INVOLVING THE PAST AND PRESENT MANAGING DIRECTOR'S OF TPE
Logically, you would think at this level, this process would be carried out text book fashion, a way of showing their Management how to take this process forward, how they would like this process carried out. What I will show is, simply, no wonder all I ever came across was IGNORANCE, because their Managers actually carry this process out like them. This involves Vernon Barker OBE and Nick Donovan.
The following document which is an IP Contact form came about because of a cab ride Vernon Barker had with me from York to Leeds, his observations were, "Good controlled driving", and "Adhesion sites and causes of Signals Passed At Danger, (SPADS) at Leeds", which was something I spoke with Vernon about.
BELOW: IP PROCESS INVOLVING THE PAST AND PRESENT MANAGING DIRECTOR'S OF TPE
Logically, you would think at this level, this process would be carried out text book fashion, a way of showing their Management how to take this process forward, how they would like this process carried out. What I will show is, simply, no wonder all I ever came across was IGNORANCE, because their Managers actually carry this process out like them. This involves Vernon Barker OBE and Nick Donovan.
The following document which is an IP Contact form came about because of a cab ride Vernon Barker had with me from York to Leeds, his observations were, "Good controlled driving", and "Adhesion sites and causes of Signals Passed At Danger, (SPADS) at Leeds", which was something I spoke with Vernon about.
However there was one other issue I brought up as shown above, which Vernon describes as,"Consider use of a seal or software override to limit the distance over which a propelling move can be made".
I brought this issue up over a York Driver, Ian Foster, who in my opinion was being harshly treated, Ian reversed his train back into the platform at Garforth after over shooting the platform. This is something Ian did out of blind panic, through a set of unusual circumstances not helped by a distinct lack of guidance through a non existent driver training programme.
To me, it is basic common sense that no Driver should be able to reverse any train, no matter which train operating company, just by sticking their selection handle into reverse and applying power.
I explained that there should be a manual override, linked in with a procedure that is strict in its wording about the consequences of a reversing move. I said that if a Driver tears open a seal, he or she must be aware of the actions they are about to carry out. I also pointed out that software could restrict the distance and speed of any movement, all of this would prevent the same thing from happening again because of the serious implications concerned when reversing a train.
I brought this issue up over a York Driver, Ian Foster, who in my opinion was being harshly treated, Ian reversed his train back into the platform at Garforth after over shooting the platform. This is something Ian did out of blind panic, through a set of unusual circumstances not helped by a distinct lack of guidance through a non existent driver training programme.
To me, it is basic common sense that no Driver should be able to reverse any train, no matter which train operating company, just by sticking their selection handle into reverse and applying power.
I explained that there should be a manual override, linked in with a procedure that is strict in its wording about the consequences of a reversing move. I said that if a Driver tears open a seal, he or she must be aware of the actions they are about to carry out. I also pointed out that software could restrict the distance and speed of any movement, all of this would prevent the same thing from happening again because of the serious implications concerned when reversing a train.
On the 2nd October 2008, Vernon Barker assigned this IP Contact to Nick Donovan.
There is a feedback recipient date of 23rd October 2008 with the feedback recipient being Nick Donovan?
The closed dated is supposedly the 3rd July 2009?
But as you will see above, this IP Contact has not run its course, how can it possibly be closed out on the 3rd July 2009 when it has only just been brought to the attention of the engineering team?
The only reason this IP report has come back to life is because of my dismissal and the fact that I complained in my hearing about IP reports and the lack of response.
So this referral took 10 months, that is 10 months with nothing happening on what was and still is a very serious issue that could have disastrous consequences if this was to happen again. BUT WHO CARES? During this time frame, TPE had 3 incidents that I know about regarding the reversing of a train, lessons learned?
Why wasn't this IP Report brought to the attention of the engineering team in July 2008?
Please remember, the above was carried out by 2 Managing Director's who are both ultimately responsible for safety within TPE. The blind leading the blind?
Back in 2009, possibly due to my case and the information I had requested, Jill James a Safety Systems Manager sent the following email to all TPE Management.
The only reason this IP report has come back to life is because of my dismissal and the fact that I complained in my hearing about IP reports and the lack of response.
So this referral took 10 months, that is 10 months with nothing happening on what was and still is a very serious issue that could have disastrous consequences if this was to happen again. BUT WHO CARES? During this time frame, TPE had 3 incidents that I know about regarding the reversing of a train, lessons learned?
Why wasn't this IP Report brought to the attention of the engineering team in July 2008?
Please remember, the above was carried out by 2 Managing Director's who are both ultimately responsible for safety within TPE. The blind leading the blind?
Back in 2009, possibly due to my case and the information I had requested, Jill James a Safety Systems Manager sent the following email to all TPE Management.
Quite an alarming email regarding the safety ethics of TPE. It is an admission that there are Injury prevention contacts in the database which have not been closed out, meaning IGNORED.
Especially as some date back to previous years.
Unbelievably these contacts are supposedly monitored at “Group Level” and at the “Safety Management Group” each period. So the obvious questions are, if monitored at these two levels then how were these Injury Prevention contacts allowed to remain as OPEN CONTACTS over not only days or months but YEARS? The system in place obviously does not work, there can only be one answer to that as I see it, COMPLACENCY and IGNORANCE. They have no fail safe system in place despite many people and parts of their organization being involved and they always state, “Safety is our number one priority”!
How many of these contacts are mine? How many are regarding the serious safety concerns I regularly complained about concerning the warning horn? Because I never received any responses to these very serious issues that were and still are life threatening. Jill then goes on to point out “Good Practice”, this so called good practice is part of a Route Manager and Driver Managers basic competence requirements from their job description. This can be summed up by two descriptive words INCOMPETENCE and IGNORANCE?
Take a look at the IP Contact below, what happened to this report? Why no response? Does it highlight a very serious safety concern?
Especially as some date back to previous years.
Unbelievably these contacts are supposedly monitored at “Group Level” and at the “Safety Management Group” each period. So the obvious questions are, if monitored at these two levels then how were these Injury Prevention contacts allowed to remain as OPEN CONTACTS over not only days or months but YEARS? The system in place obviously does not work, there can only be one answer to that as I see it, COMPLACENCY and IGNORANCE. They have no fail safe system in place despite many people and parts of their organization being involved and they always state, “Safety is our number one priority”!
How many of these contacts are mine? How many are regarding the serious safety concerns I regularly complained about concerning the warning horn? Because I never received any responses to these very serious issues that were and still are life threatening. Jill then goes on to point out “Good Practice”, this so called good practice is part of a Route Manager and Driver Managers basic competence requirements from their job description. This can be summed up by two descriptive words INCOMPETENCE and IGNORANCE?
Take a look at the IP Contact below, what happened to this report? Why no response? Does it highlight a very serious safety concern?
What about this other IP Contact below? It sums up the problems and dangers associated in running trains with warning horns that are partial and complete failures, it asked everything associated with my dismissal, so why was it IGNORED?
These 2 IP reports on the dangers of running trains with partial and complete failures of the warning horn were made 2 months before this management's collusion to dismiss me, it is evident that instead of upholding everything they stated above about this IP reporting system,
"If you follow injury prevention principles and REPORT UNSAFE CONDITIONS AND CHALLENGE UNSAFE BEHAVIOURS it will help us improve safety".
"We are committed to feeding back to you the corrective actions taken as a result of the IP process so that you can see the benefit".
they made the decision to totally IGNORE these reports and uphold their most famous trait of silence, in other words IGNORANCE. Quite how the Chief Executive Tim O'Toole can also sit back and IGNORE this website dumbfounds me, this is one of the reasons I have now informed as many high ranking individuals as possible all the way to the present Prime Minister David Cameron.
There should be a Government inquiry into this behaviour, it is detrimental and compromises safety at the highest level, if this inept management are allowed to continue, the outcome will be a disaster, DO NOT SAY YOU HAVEN'T BEEN WARNED.
Also do not think that because you have allowed Manager Barry Cook to take early retirement (not confirmed as yet), or you have placed Route Driver Manager Mark Atkinson on "gardening leave", you are removing the rotten eggs and distancing yourselves from their involvement, EVERYONE will be held ACCOUNTABLE even if they no longer work for First Group, Peter Turpin take note.
These 2 IP reports on the dangers of running trains with partial and complete failures of the warning horn were made 2 months before this management's collusion to dismiss me, it is evident that instead of upholding everything they stated above about this IP reporting system,
"If you follow injury prevention principles and REPORT UNSAFE CONDITIONS AND CHALLENGE UNSAFE BEHAVIOURS it will help us improve safety".
"We are committed to feeding back to you the corrective actions taken as a result of the IP process so that you can see the benefit".
they made the decision to totally IGNORE these reports and uphold their most famous trait of silence, in other words IGNORANCE. Quite how the Chief Executive Tim O'Toole can also sit back and IGNORE this website dumbfounds me, this is one of the reasons I have now informed as many high ranking individuals as possible all the way to the present Prime Minister David Cameron.
There should be a Government inquiry into this behaviour, it is detrimental and compromises safety at the highest level, if this inept management are allowed to continue, the outcome will be a disaster, DO NOT SAY YOU HAVEN'T BEEN WARNED.
Also do not think that because you have allowed Manager Barry Cook to take early retirement (not confirmed as yet), or you have placed Route Driver Manager Mark Atkinson on "gardening leave", you are removing the rotten eggs and distancing yourselves from their involvement, EVERYONE will be held ACCOUNTABLE even if they no longer work for First Group, Peter Turpin take note.
This email was sent to all Managers telling them to check the database for any of their individual outstanding “Open Actions”, and make sure an update is included if they cannot be closed out.
The following statement is quite simply a get out clause, “Be aware that in some cases but not indicating the correct field when the entry is first made, it is possible to assign yourself an action out of something that was rectified on the day, if this is the case, they need to be closed down now”. What could possibly be rectified on the day? Most of these reports were probably not input the following day in to the database. It shouldn`t take weeks, months or years to close off one of these reports. You even state, “As explaining this some months later will not be acceptable”, so what about those that are a year or possibly 3 years overdue? Are they acceptable? If closed down now after 1 year open, is that acceptable? Was Vernon Barker's and Nick Donovan's IP report which was open for 10 months and never closed out acceptable?
"Anyone rusty on how the system works", UNBELIEVABLE, is this statement because the management haven't been trained on this innovative and unprecedented IP system designed to supposedly make the railway a safer place or is it the usual cannot be bothered IGNORANCE?
WHERE SAFETY IS SUPPOSEDLY YOUR NUMBER ONE PRIORITY THERE SHOULD BE NO MARGIN OF ERROR ESPECIALLY INVOLVING COMPLACENCY, NOBODY AT THIS MANAGEMENT LEVEL SHOULD BE "RUSTY"!
You go on to say that, “The, “Open”, actions are now traced through your, Operations team meeting, Safety Management Group, Board and at PLC Board level, so how were these that are over a few weeks old missed each time and allowed to continue being left OPEN? You then go on to say, “Where the view being formed that anyone who has actions open for a long time that could/should have been closed are not taking safety as seriously as they should”. Personally anyone at management grade who quite clearly is not taking safety seriously should be charged with gross misconduct for not carrying out their duties as defined in their job description. Even more so on such high level safety issues that could result in DEATH, and to think Mark Atkinson had the cheek to say, I put the whole of the railway at risk! Your management never took my reports on trivial and serious safety matters seriously, just look at how many reports I made that contained the following statement, “Why am I always ignored”. If my IP reports and numerous other reports were not IGNORED then I would not be in this position now, TPE created this cesspit of ignorance, not me, you are to blame.
WHAT ALL OF THE ABOVE HAS HIGHLIGHTED IS THEIR IGNORANCE IS AN EPIDEMIC RUNNING THROUGH THE WHOLE COMPANY. IF THE VERY TOP OF THE HIERARCHY STRUGGLE WITH THEIR OWN PROCEDURES WHAT HOPE IS THERE FOR THE EMPLOYEES?
I highlighted all of this because not only does this have the potential for disaster it also has implications for the men and women who drive trains throughout this country. TPE have sacked and demoted drivers for reversing their trains, the following 6 pages are a witness statement that I wrote for Ian Foster who was demoted for reversing his train.
It also gives a solution to help prevent this from happening again because next time someone could die!
"Anyone rusty on how the system works", UNBELIEVABLE, is this statement because the management haven't been trained on this innovative and unprecedented IP system designed to supposedly make the railway a safer place or is it the usual cannot be bothered IGNORANCE?
WHERE SAFETY IS SUPPOSEDLY YOUR NUMBER ONE PRIORITY THERE SHOULD BE NO MARGIN OF ERROR ESPECIALLY INVOLVING COMPLACENCY, NOBODY AT THIS MANAGEMENT LEVEL SHOULD BE "RUSTY"!
You go on to say that, “The, “Open”, actions are now traced through your, Operations team meeting, Safety Management Group, Board and at PLC Board level, so how were these that are over a few weeks old missed each time and allowed to continue being left OPEN? You then go on to say, “Where the view being formed that anyone who has actions open for a long time that could/should have been closed are not taking safety as seriously as they should”. Personally anyone at management grade who quite clearly is not taking safety seriously should be charged with gross misconduct for not carrying out their duties as defined in their job description. Even more so on such high level safety issues that could result in DEATH, and to think Mark Atkinson had the cheek to say, I put the whole of the railway at risk! Your management never took my reports on trivial and serious safety matters seriously, just look at how many reports I made that contained the following statement, “Why am I always ignored”. If my IP reports and numerous other reports were not IGNORED then I would not be in this position now, TPE created this cesspit of ignorance, not me, you are to blame.
WHAT ALL OF THE ABOVE HAS HIGHLIGHTED IS THEIR IGNORANCE IS AN EPIDEMIC RUNNING THROUGH THE WHOLE COMPANY. IF THE VERY TOP OF THE HIERARCHY STRUGGLE WITH THEIR OWN PROCEDURES WHAT HOPE IS THERE FOR THE EMPLOYEES?
I highlighted all of this because not only does this have the potential for disaster it also has implications for the men and women who drive trains throughout this country. TPE have sacked and demoted drivers for reversing their trains, the following 6 pages are a witness statement that I wrote for Ian Foster who was demoted for reversing his train.
It also gives a solution to help prevent this from happening again because next time someone could die!
mSo again, we have above my reasoning why there needs to be a device fitted that restricts a reversing movement, has anyone taken notice of me? We all know that answer. Ian Foster was taken out of the driving grade because he didn't fit in with what TPE Management considered the norm.
Unless this is looked at, there is every possibility that somewhere in the future a driver will reverse his or her train with disastrous consequences, DO NOT SAY YOU HAVE NEVER BEEN WARNED.
Remember this does not have to be a First Group train, this could be any train operating companies train in this country. If and when this happens, I will hold you all personally responsible.
All of the extracts from the Hidden Report above could relate to the lack of standards within TPE. With these type of failings how long before a disaster? The time bomb is ticking!
THIS IS WHY I HAVE ASKED THIS GOVERNMENT TO INTERVENE.
Sadly, very sadly, nobody listened, we now have seven people killed through ignorance.
Unless this is looked at, there is every possibility that somewhere in the future a driver will reverse his or her train with disastrous consequences, DO NOT SAY YOU HAVE NEVER BEEN WARNED.
Remember this does not have to be a First Group train, this could be any train operating companies train in this country. If and when this happens, I will hold you all personally responsible.
All of the extracts from the Hidden Report above could relate to the lack of standards within TPE. With these type of failings how long before a disaster? The time bomb is ticking!
THIS IS WHY I HAVE ASKED THIS GOVERNMENT TO INTERVENE.
Sadly, very sadly, nobody listened, we now have seven people killed through ignorance.