Targets
It would be a claustrophobic’s worst nightmare—trapped subsea in the 31-mile Eurotunnel beneath the English
Channel on the Eurostar train that travels between Britain and the European mainland. A series of breakdowns on five
London-bound trains from Brussels, which began December 18, 2009, left more than 2,000 passengers stranded for up
to 16 hours. Many of those passengers trapped in the dark and overheated tunnel endured serious distress. “Parents
had to remove their children’s clothes, leaving them in underwear and diapers. Some passengers suffered stress and
panic attacks. Others started feeling ill due to the heat.” Was this just an unfortunate incident for the unlucky
passengers who happened to be on those trains or did poor managerial decision making about the operation of both the
train and the channel tunnel also play a role?
An independent review of the incident blamed Eurostar and the operator of the tunnel for being unprepared for
severe winter weather. The report said that Eurostar had failed to adequately maintain and winterize its high-speed
trains to protect sensitive components from malfunctioning due to excessive snow and moisture buildup. At the time of
the Eurostar train breakdowns, severe winter weather had been wreaking havoc on Europe. Airlines, car and truck
drivers, and other rail operators across Europe were also suffering from a winter that was on course to be the coldest in
more than 30 years. Freezing weather and snow had caused travel problems for days in Northern Europe. In addition,
the report criticized Eurotunnel (the operator of the channel tunnel) for having unsatisfactory communications systems
in place inside the tunnel, which could have given its employees direct contact with train drivers and other Eurostar
staff. “If a train breaks down and passengers have to be rescued and evacuated, this must be done with greater speed
and consideration. In an emergency, passengers need to have prompt information and regular updates.”
Although the severe weather conditions undoubtedly played a role in this fiasco, there’s no doubt that
managers could have done a better job of making decisions in preparing for such scenarios.
Determine the given below.
- Targets
(example - percentage increase in profits, percentage increase in
productivity)
- Program, project, activities
- Time frame
- Manpower requirements
- Progress accomplishment
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