Managing the new Identity

Managing the new Identity

Getting things right first time is the goal.

The Regional Railways corporate identity scheme tends quite deliberately towards restraint and understatement, a hallmark of quality in any walk of life. It accommodates local architectural and environmental characteristics. But make no mistake, flexibility is built into the scheme. The scheme itself must be applied rigorously if it is to achieve its proper impact.

And that means paying attention to detail, whether it is a question of using the right local material to restore a station building or simply developing a reputation for being a network whose stations are always swept clean, whose facilities always work.

Getting those things right requires constant effort but it also develops a real sense of satisfaction in everyone involved. It’s a little like putting on a play, but a play with a lifetime of opening nights and a vast audience comprising not only our customers but also other people within the business. Getting things ‘right on the night’ is the goal. To achieve it will be tremendously rewarding, on a personal as well as a business level.

The core of the new Regional Railways corporate identity scheme is contained in the Identity Management binder, a copy of which should be accessible to anyone who has any responsibility for implementing any part of the identity. It contains individual information sheets, each dealing with one specific aspect of the identity, or one part of one specific aspect. Because a corporate identity is never static, the information sheets are updated and added to as the need arises.

Both the binder and this brochure contain lists of contacts who will be able to assist with any queries or problems relating to particular aspects of the identity. Queries on general aspects of the identity should go to the Identity Manager who is also on the list of contacts.

Our aim is to provide, with the aid of the Identity Management Binder and this brochure, totally clear and unambiguous instructions on how to put the corporate identity into practice. And putting it into practice is a matter of obligation. It is not an option.

1992 // TRANSDIFFUSION BROADCASTING SYSTEM