How about looking at it from the point of the reliability of a public service (part of our national infrastructure) that lots of people rely on? Rather than simply a "commercial benefit" - and to whom? The curse that is Management Accounting strikes again! It simply drives a selfish blinkered focus on the "bottom line" of the smallest units and ignores all externalities, which is why infrastructure like the railway needs to be seen in the whole and politically answerable (rather than just financial deliverables) because there are far more important outcomes than "profit." Which is why the NHS recently-revealed deficit for last year isn't such a big deal, the simple fact is that they should have been given more money as the year progressed.
Back to the railway: If the staffing diagrams are currently so tight that knock-on delays cripple lots of other services then there is a good argument for making them less intense. Of course it would be less "efficient," but there might well be a net gain in "UK efficiency" as the customers' working days and leisure time become more productive.
It's not the only factor needing fixing of course.
If you look at my previous posts I also say that the timetable is too tight if it is not allowing for any service recovery.
In terms of commercial benefit...what is the point of paying an extra £500pm to drivers every month for little extra benefit in delivering services? I am pointing out that this is not the answer to the current problem.
There are enough drivers they just don’t have route knowledge on required routes, this is a training problem.
I am not excluding any externalities, I am actually pointing out that the answer is not to focus on the minutiae of drivers hours being 35 or 40 hours per week but that there are clearly many more issues to address.
-poorly implemented timetable which appears too tight operational causing secondary delay and cancellation
-shortfall in driver training over routes required
- no RDW agreement to allow release for route learning or training
-not enough units to allow running of service increase and still allow for maintenance without short forming services
- too many through services requiring relieving Crew
- 3 sets of terms and conditions for drivers within ARN
- dictats from Dft around mandatory services with little account for deliverabity
How many more externalities are there more important than a 35/40 hour week?!