From Platform 0 to Platform 9¾: The strange world of British Rail mathematics

The infuriatingly mis-located Platform 9¾ at London King's Cross. Image: Getty.

Any fans of traditional counting systems unfortunate enough to find themselves travelling via King’s Cross will immediately develop a headache. There are 13 platforms – only one of which doesn’t exist and yet the highest platform number is 11.

The non-existent platform, Platform 9¾, is in the wrong place. As a tribute to the fictional magic platform created by the liar JK Rowling for her Harry Potter books, half a luggage trolley sticks out of the wall in the station concourse, which means 9¾  sits innumerately between platforms 8 and 9. It would have been physically impossible to put it on the wall between platforms 9 and 10, because there isn’t one: Rowling cocked up and was apparently thinking of the layout of Euston station. Not sure that would have looked quite as iconic on film.

That still leaves us with one real extra platform: platform 0. When this was added to the station, replacing a cab rank next to platform 1, it was decided that either renumbering, or having numbers in the wrong order, would both be too confusing, so they ran the numbers backwards to get to 0.

Platform Y was considered, because it runs alongside York Way. But having lettered and numbered platforms in the same station was also deemed too complex, despite the fact that, just across the road, St Pancras does exactly this: Thameslink services run from platforms A and B.

Platform 0, Stockport station. Image: Bob Harvey/Geograph.org.uk.

King’s Cross isn’t the only station to have a platform 0: others include Edinburgh Haymarket and Stockport. Cardiff Central has a platform 0 that it’s probably stuck with, as the existing numbering system was built into the fabric of the building: there are platform numbers in ceramic tiled panels that can’t be changed, because the whole structure is listed as one of the best remaining examples of a 1930s-era GWR station.

Even where renumbering is feasible it’s not as simple as changing the signs: there are also signalling issues and letters of complaint from a man who’s been catching the Peterborough train from platform 8 for the last 30 years to consider.

As if it wasn’t bad enough for stations to have “extra” platforms, some are missing platforms altogether. Portsmouth Harbour’s platform 2 was decommissioned during the refurbishment required to stop the whole station sinking in the mid-90s (presumably someone had shouted “get in the sea” at it). What remains of it is little more than long hole in the floor.

The mysteriously absent Platform 2 at Portsmouth Harbour. Image: Peter Holmes/Geograph.org.uk.

It’s actually pretty common not to renumber after platforms are removed or retired: Huddersfield is missing platforms 3 and 7 (though it has a 4A and a 4B), and Edinburgh Waverley is missing 5 and 6 (there’s also an unusual ‘clockwise’ numbering system that means platform 20 is next to platform 1). If your local train station is missing a platform, why not invent a myth about it being stolen by ghosts or being part of a plot to rig the Labour leadership election?

Some stations don’t have numbers at all, generally to avoid confusion with a nearby station  with a similar name. Waterloo East has letters to distinguish its platforms from Waterloo, New Cross has letters to distinguish it from New Cross Gate, and platforms A and B at St Pancras are in fact a holdover from the old King’s Cross Thameslink station they replaced.


At one point the North London Line (now part of the Overground) decided to eschew numbers and letters altogether, and some stations just had platforms labelled East & West. Worst of all, at Oxford platform 1 is between platforms 2 and 3. These anarchists don’t even deserve trains.

Oh, and don’t even start on what order the platforms run in. Most major train terminuses number the platforms from left to right, except for London King’s Cross and Euston which go the other way because they’re so flipping special. In many places trains to London depart from platform 1, except for all the places in which they don’t. It’s almost as if they were making the British railway system up as they went along, which is, more or less, exactly what happened.

Anyway, the main point is that if you renumber the platforms at King’s Cross, you hit two birds with one stone: not only a return to a sensible numbering system that starts with 1, but the station concourse would sit between platforms 9 and 10, putting platform 9¾ in more or less the right place. As Harry Potter would say: Bazinga!

Ed Jefferson works for the internet and tweets as @edjeff.

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To see how a city embraces remote work, look to Helsinki

A deeply rooted culture of trust is crucial to the success of remote work. (Sean Gallup/Getty Images)

When I speak to Anssi Salminen, an account manager who lives an hour outside Helsinki, he’s working from a wooden platform on the edge of a Finnish lake. With a blanket laid out and his laptop set up, the sun low in the sky, Anssi’s remote work arrangement seems blissful. 

“I spend around half of my time working somewhere else other than the office,” he says. “I can work from home, or on the go, and I also travel to the Netherlands once a month and work from there.

“The emphasis in my work has always been that it doesn’t matter when or where I work, as long as I get things done.”

For many people around the world, the shift to remote work was sudden, sparked by the coronavirus pandemic. Finland, however, is finding the transition much less significant. Before Covid-19, the Nordic nation already displayed impressive levels of remote working, with 14.1% of its workforce reporting usually working from home. Only the Netherlands has a comparable percentage of remote workers, while the UK lagged behind at 4.7%, and the US’s remote workforce lingered at around 3.6%

Anssi works for one of many Helsinki-based companies that offers its employees flexible policies around when and where they work. That arrangement is in part due to the Finnish capital’s thriving start-up scene. In spite of being a relatively small city by global standards it is home to over 500 technology start-ups. These companies are leading the way when it comes to keeping employees connected wherever they choose to work.

“Our company has a completely location-free working policy,” says Kasper Pöyry, the CEO of Helsinki-headquartered software company Gapps. “All meetings are made available for online participants and facilitated accordingly. Some employees have worked extensively from abroad on a working holiday, whilst others prefer the comfort and social aspects of the well-stocked office. Whatever works for our employees is what works for the company.”

Like Gapps, many Helsinki-based firms are deeply preoccupied with providing the necessary technology to attract talent in a vast and sparsely populated country. Finland has only 15 inhabitants per square kilometre, and companies understand that in order to compose teams of specialised expertise, they may have to seek talent outside of the city. Local governments take a similarly proactive stance toward technological access, and Helsinki offers free, unrestricted, high-speed Wi-Fi from city-wide hotspots, while the country as a whole boasts some of the best coverage in Europe. 

But encouraging remote work isn’t just about optimising the potential of Finland’s workforce – companies in Helsinki also recognise that flexibility has clear benefits for both staff and employees. 

“The idea of a good work-life balance is ingrained in Finnish culture,” says Johannes Anttila, a consultant at organisational think tank Demos Helsinki. “It goes back to our rich history of social dialogue between labour unions and employers, but also to an interest in delineating the rules of working life and pushing towards people being able to enjoy their private life. Helsinki has been named the best city in the world for work-life balance, and I think that this underlies a lot of the mentality around remote work.” 

For Peter Seenan, the extent to which Helsinki residents value their free time and prioritise a work-life balance prompted his move to the city ten years ago. He now works for Finnair, and points to Finland’s summer cottages as an example of how important taking time to switch off is for people in the country. These rural residences, where city residents regularly uproot to enjoy the Nordic countryside, are so embedded in Finnish life that the country boasts around 1.8 million of them for its 5.5 million residents

“Flexible and remote work are very important to me because it means that I don’t feel like I’m getting stuck in a routine that I can’t control easily,” he says. “When I’m working outside of the office I’ll go down to my local sauna and go ice swimming during the working day, typically at lunchtime or mid-morning, and I’ll feel rejuvenated afterwards… In winter time especially, flexibility is important because it makes it easier to go outside during daylight hours. It’s certainly beneficial for my physical and mental health, and as a result my productivity improves.”

The relaxed attitude to working location seems to pay off – Finland is regularly named the happiest country in the world, scoring highly on measures such as how often its residents exercise and how much leisure time they enjoy. With large swathes of unspoiled countryside and a national obsession with the outdoors, sustainability is at the forefront of its inhabitants’ minds, leading to high levels of support for measures to limit commuting. In January, Finland passed a new Working Hours Act, the goal of which was to help better coordinate employee’s work and leisure time. Central to this is cementing in law that employees can independently decide how, when, and where they work.

Yet enacting the new ruling is not as simple as just sending employees home with their laptops. For Kirsimarja Blomqvist, a professor of knowledge management at LUT University, perhaps the most fundamental feature that remote work relies upon is a deeply rooted culture of trust, which Helsinki’s residents speak of with pride. The anecdotal evidence is backed up by data which suggests that Finland boasts one of the highest levels of trust and social cohesion in Europe, and equality and transparency have always been key cornerstones of political thought in the country.

“Trust is part of a national culture in Finland – it’s important and people value it highly,” she explains. “There’s good job independence, and people are valued in terms of what they do, not how many hours they work for. Organisations tend to be non-hierarchical, and there is a rich history of cooperation between trade unions, employers, and employees to set up innovative working practices and make workers feel trusted and valued. 

“It’s now important that we ensure that this trust can continue to be built over technology, when workers might have been more used to building it face-to-face.”

As companies begin to look hopefully toward a post-Covid future, the complexities of remote work are apparent. Yet amid issues of privacy, presenteeism, and social isolation, the Helsinki model demonstrates the potential benefits of a distanced working world. The adjustment to remote work, if continued after the crisis, offers a chance to improve companies’ geographical diversity and for employers to demonstrate trust in their workforce. On these issues, Blomqvist believes other cities and employers can learn a lot from Helsinki.

“People are now beginning to return to their workplaces, but even as they do they are starting to consider the crisis as a jumping point to an even more remote future,” she says. “The coronavirus pandemic has been an eye-opener, and people are now interested in learning from Finland’s good practices… We are able to see the opportunity, and the rapid transition to remote work will allow other countries to do the same.”

Katie Bishop is a freelance writer based in Oxford.