Aimée L Felton 2012

71 SEVEN also need to make them fit for the changing and growing demands of today’s railway, and we must also maximise the income from our property assets’ (NR. 2010). Network Rail believes that there is some value in terms of historic buildings towards corporate identity, as the reputation of the railway, public interest (although can work in opposition, when change is needed) and producing income through filming rights. The organisation wide maintenance strategy is a single document for the whole property portfolio, including buildings irrespective of whether a property is listed or not. Conservation strategies and policies are fragmented between Network Rail, Asset management division and various Train Operating Companies (TOCs) who run individual stations.The prime goal is to achieve a ‘steady state’ of all property assets, in effect, maintaining a level state of repair, minimising failures and keeping costs low. Asset management acts as Network Rail’s internal building control facility, updating information and monitoring condition of all the property assets. Although no specific conservation policies or organisational goals towards the historic properties exist, Network Rail considers the protection of the assets very important and utilises them as a strong negotiating tool, when necessary for applying for additional funding to undertake larger schemes. Health and Safety requirements are cited (NR. 2010b:p15) as a primary driver of maintenance and work carried out on historic buildings, especially due to the stringent restrictions on redevelopment and maintenance put in place by the authorities. Health and Safety drives the type of maintenance used to resolve defects, where reactive maintenance is primarily use in order to anticipate dangerous faults and planned or maintenance used in cases not concerning the publicly accessible areas. Legislative concerns to cultural significance Chapter Seven - Case Study - NR Aimee Felton