Chris Casey
Shaping the future of policing
Innis Keith
Driving health, safety and environmental changes
Cat O’Brien
Getting comfortable with uncomfortable conversations
Rail Safety Week
10 years of building safety together
July 2025
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or everyone involved in the rail industry safety is paramount and although the sector might be incredibly complex, its approach to safety can’t be. Network Rail’s safety promise is simple, ‘everyone home safe every day’.
Putting safety at the forefront of everyone’s mind is a key factor in the UK railway being among the safest in the world. However, things do go wrong and for the past 20 years, when they do, the Rail Accident Investigation Branch (RAIB) has carried out independent investigations.
In this month’s Rail Director, which is themed around health and safety, the organisation’s Chief Inspector Andrew Hall, reflects on being involved since the RAIB’s inception. He said: “In some ways it seems like quite a long time ago and in other ways it seems like yesterday that RAIB was formed. But from day one, we only have one mission and that hasn’t changed. We independently investigate in order to improve railway safety and inform the industry and the public.” You can read the full article from page 6.
Health and safety is everyone’s responsibility, and one that will best be achieved through collaboration. Its importance was highlighted recently with Rail Safety Week, which this year celebrated its 10th birthday. It certainly achieved its aim of bringing safety to the forefront of people’s minds, with organisations sharing ideas and best practice with industry colleagues. Network Rail’s Chief Executive Sir Andrew Haines launched the week with a special podcast highlighting the need to use technology. You can read more from page 38.
That better use of technology is something British Transport Police Chief Superintendent Chris Casey discusses from page 22. In just one example, this year it became the first police force to operationalise the drone in a box capability. Chris also talks about the need to use a lot more technology, with things such as facial recognition developing in a much greater way.
What I have found particularly heartening since writing about the industry is the passion for those working in the railway to look out for one another. Rarely a week goes by in which I don’t hear about individuals raising funds for charity, or initiatives to help those struggling. A prime example of the latter is Cat O’Brien, who following a personal tragedy has gone on to set up the Rail Industry Bereavement Support Group. She shares her story from page 16. Also a very happy 150th birthday to the Railway Industry Association. The event was marked with a special celebration in London earlier this month, bringing together its members and the wider railway industry. Read more from page 30.
It’s been fascinating pulling together this edition of the magazine, and it is one that without doubt highlights the importance of the railway family. Thanks to everyone who has been involved in this edition. Work is already well underway on the August edition, which is themed around power and electrification. Please get in touch if you’d like to feature.
Keep safe,
Danny Longhorn Editor
It’s been fascinating pulling together this edition of the magazine, and it is one that without doubt highlights the importance of the railway family
Rail Director magazine and Railbusinessdaily.com are assets owned by the Railway Industry Association. Railbusinessdaily.com delivers more than 70 stories a week to +73,000 rail industry professionals in our daily 7am newsletter. If you have not already subscribed, it’s free and it’s easy to do so at www.railbusinessdaily.com, please also encourage your colleagues to do the same. This is the very best way to keep abreast of what is happening on the UK’s railways. There is a digital copy of Rail Director on our website.
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Andrew Hall, Chief Inspector at the Rail Accident Investigation Branch, reflects on 20 years of investigating railway accidents
Innis Keith, Network Rail Scotland’s Health, Safety and Environment Director, reflects on his own journey and the challenges ahead to keep people safe
Featuring work underway to fit equipment for digital in cab signalling to the high speed trains.
Cat O’Brien recently received The Adeline Ginn Unsung Hero Award for creating the Rail Industry Bereavement Support Group. She shares her story and the importance of supporting colleagues
British Transport Police’s (BTP) Chief Superintendent Chris Casey discusses the challenges in reducing disruption across the rail network and keeping passengers safe
The Railway Industry Association (RIA) has held its seventh Trailblazers Summer Networking Reception. Simon Kendler, Committee Member at the Young Rail Professionals, spoke of the importance of everyone acting to ensure a diverse workforce
RIA has been marking its anniversary, which coincides with the 200th anniversary of rail in the UK, by commemorating the organisation’s past, and reflecting on the journey of rail
Network Rail and BTP have launched a campaign targeting unsafe behaviour around tracks and level crossings as the summer holidays approach
Katie Day, Deputy Chief Executive at Transport for the North (TfN), delivered a keynote address at the Better Transport Conference in Manchester as part of Better Transport Week, revealing research that 11.2 million people in England now live in areas at high risk of transport-related social exclusion
38 Rail Safety Week: 10 years of building safety together
The industry has come together for Rail Safety Week, bringing safety to the forefront of people’s minds, sharing ideas and best practices
44 Preventing suicide on the railways can start from anywhere
Dave Brown, Head of Rail Programme at Samaritans, writes about the charity’s rail suicide prevention work and how everyone in the industry has a part to play
46 Tackling antisocial behaviour on the rail network
It’s been a year since Govia Thameslink Railway launched its Antisocial Behaviour Improvement Plan. Rail Enforcement Officer James Edwards explains how it is going
62 Celebrating the best of the UK rail
Nick Millington MBE and Sir Andrew Haines OBE are among the winners at this year’s RIA Dinner and RISE Awards. Rail Director reports from the event
70 “Thriving on innovation and solving customer problems”
Bender UK has appointed Tim Checketts as Commercial Director to lead its sales and marketing operation, and to drive growth in critical infrastructure markets including rail, emobility and healthcare. He explains more
74 Winners announced for everywoman in Transport & Logistics Awards
The transport and logistics industry’s most exceptional women have been recognised at the 2025 everywoman in Transport & Logistics Awards. Freight train driver Heather Waugh was named Woman of the Year
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Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of Rail Director please ring 01132 082620 or email info@railbusinessdaily.com. The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.
Andrew Hall, Chief Inspector at the Rail Accident Investigation Branch (RAIB), reflects on 20 years of investigating railway accidents and the challenges in the future
The UK railway is among the safest in the world but things can go wrong, and for the past 20 years, when they do, it has been the job of the RAIB to carry out an independent investigation.
In that time, its experts have been deployed to accidents 752 times and published 419 full reports and 134 safety digests or bulletins. These include 1,873 recommendations, and 700 safety messages and learning points, all intended to improve railway safety.
“In some ways it seems like quite a long time ago and in other ways it seems like yesterday that RAIB was formed,” reflected Andrew Hall, who has been involved since its inception and was appointed Chief Inspector in 2022. “But from day one, we only have one mission and that hasn’t changed. We independently investigate in order to improve railway safety and inform the industry and the public.
“Because you have one fixed mission, it tends to mean the way you develop is quite evolutionary because you are always heading for the same goal. And I’m pleased to say that over the last 20 years, railway safety has improved.
“We can’t claim credit for all of the improvement, but we have been playing our part. We have built a reputation to the extent that we are respected in the UK and asked by overseas bodies for assistance.”
The branch was formed on the back of Lord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999, which recommended the creation of an organisation to independently investigate railway accidents to improve safety.
RAIB became operational in October 2005 as the independent body for investigating accidents and incidents on main line railways, metros, tramways and heritage railways throughout the UK.
“It has been exciting to be involved from the start and help create something that didn’t exist,” Andrew said. “We were a mirror image of the marine and air branches that were established previously for no blame independent investigation. Despite having these models, the railway industry is different so we have had to work out how we were going to work in that environment.
“Originally we just produced full reports with recommendations; now we publish other publications, some with recommendations, some with learning
points, and we have more on the website now in terms of summaries of learning.
“There are also skills that have remained, such as the basic engineering skills, but other areas have developed such as human factors and data analysis. As the world has changed, we continue to change with it, but underlying it all is a desire to produce high-quality output in order to achieve that original mission.”
The railway safety structure Lord Cullen’s report set up in Great Britain is that alongside RAIB, there is also the safety regulator Office of Rail and Road (ORR), and the railway industry, including standard-setting body the Rail Safety and Standards Board (RSSB).
“The three are in a triangular construct which has some natural conflict because each party is independent from each other, but this has been very successful because the ultimate result is a much safer railway,” said Andrew.
RAIB, which is based at operational centres in Derby and Farnborough, employ inspectors and principal inspectors with either a professional railway or investigation background.
Andrew spoke to Rail Director shortly after the organisation published its annual report covering the period 1 January to 31 December 2024. It highlighted six themes that have run through the branch’s work: track worker safety; platform safety; asset integrity; safety of the line after engineering work; safe operation of plant in possessions; and the management of trees.
During the 12 months, RAIB received 431 notifications, from which 56 events were identified as requiring a preliminary examination to determine the most appropriate response, of which 11 full investigations, 12 safety digests and eight industry investigation reviews were started.
The organisation published 13 full investigation reports, 10 safety digests, three letters to coroners and issued one notice of urgent safety advice. It made 41 safety recommendations to 41 different organisations across the rail industry, including infrastructure
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“It has been almost universally accepted for many years that learning from accidents and incidents improves safety,” he said. “UK health and safety law requires employers to learn lessons from accidents, and governments around the world have and continue to set up independent accident investigation bodies to investigate and learn from transport accidents and incidents.”
The success of RAIB hasn’t come without its challenges, most notably in the past few years when several colleagues retired leading to several people moving into new managerial positions, and the challenge of having to cut the headcount by eight per cent, the latter which has seen the loss of some support staff posts.
“We’re back to full strength in regards to inspectors, with 18 inspectors and four principal inspectors,” Andrew said. “The loss of some support staff will hopefully not result in any obvious visible change. We still have the same number of people on rosters in Derby and Farnborough, and we’ll still deploy to accidents as fast, still do the same thoroughness of job.
“However losing people will have an effect, it effects the resilience of the support. People think it is about going to accident sites but it is what lies behind it, about who maintains the vans, buys equipment, transcribes the interviews and books the hotels. These
The fundamental way you investigate something doesn’t vary based on the ownership model of the entities that you might be investigating
things are vital. You don’t get to investigate anything without all the logistical work that comes behind it.
“With regard to the inspectors, it takes us almost a year to recruit them and 18 months to train them. We have got over the 2022 change and I’m pleased that during that transition we didn’t lose investigative integrity.
“The time to publish might have gone up, but the product integrity and the investigative integrity didn’t change and that is really important. The publication times have now fallen again and we’re in a good place.”
The future and role under rail reform
With the wheels in motion for rail reform, bringing track and train together, Andrew doesn’t expect to see any related changes to the RAIB, or the way safety investigations are conducted. In fact, he thinks the organisation is positioned well for the changes, having a track record of investigating different ownership model organisations.
“The fundamental way you investigate something doesn’t vary based on the ownership model of the entities that you might be investigating,” he said. “At a lower procedural level there might be one or two changes, as certain industry roles might change, but the fundamentals of what we do should remain similar, so we will just watch from the side and try to understand what is going on and react accordingly.”
However, RAIB will continue to evolve, with an emphasis on changes in the way people are consuming output.
“Over the next few years we’re going to have to consult with industry and have a good think about what our output looks like,” Andrew said. “In recent years we’ve taken to producing more videos that have proved really popular, however if you produced a video for every investigation that would be quite a task.
“Some people really like the long-form report, other people I suspect will just read the summary, so there is a conversation to be had about the output and what people want. Again we’ve evolved, making things in formats for people to read on their phones, more visual outputs, so it is about ensuring we continue to develop.
“The other area we are already thinking about is around software and Artificial Intelligence (AI). This is about looking at what we can do internally and how
we are able to use it more, but also with the outside world, with the people and organisations that we’re investigating using more software and AI. How does the investigator deal with that when the thing on the other end is rather ethereal perhaps?”
It is the obvious next question to put to Andrew.
“I’m no software expert, but it’s about looking at what expertise we need. Should we treat everything as a black box and just deal with inputs and outputs and not what is inside the box, or do we get the skills to cover what is in the box?
“Lots of software is proprietary and not even the people in the middle know exactly how the software is doing what it is. It does need a bit of thought, but in some ways we are quite lucky because the aviation industry is a bit ahead so we’ve got people we can talk to, but that is one of the things we’re thinking about.
“Something else that is important is ensuring that when we change we maintain what is good, keep being world-class and keeping our reputation while moving forward.”
It is a challenge that Andrew and the rest of the RAIB team is up for and looking forward to.
Reflecting on his career, which prior to RAIB included a number of design and project engineering roles in the UK and overseas, he said: “My time at the RAIB has been really good, but that is obvious because I’ve been here 21 years.
“It continues to be exciting, and if you take that mission statement, and what we do, it is fundamentally worthwhile, we’re trying to improve railway safety and in that sense it is really satisfying, interesting work, with a great group of people, who share that same passion in making the railway safer.
“It can be tough at times, through the work we have to deal with people in difficult circumstances, people involved in accidents, people tragically bereaved, and that can be difficult, but it can be satisfying if you get it right. Something that has evolved in the branch over the years is our family liaison and how we deal with people involved in accidents.
“Becoming Chief Inspector was a privilege because I am running and responsible for something that does something good. Being able to do that and do it with people you get on with, what more would you want?
“Although there will be challenges, it all comes back to the original aim, we will continue to independently investigate in order to improve railway safety and inform the industry and the public.”
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Innis Keith, Network Rail Scotland’s Health, Safety and Environment Director, reflects on his own journey and the challenges ahead to keep people safe
Innis Keith has never wanted to be ‘the safety guy’, the ‘clipboard guy’, that one who gives instruction and tells people how not to do something, or that they’re not good at their job because of x, y and z.
“I’m not an expert on how plant operates, or how to move rails, dig holes or build bridges,” said Network Rail Scotland’s Health, Safety and Environment Director. “But where I can help is in understanding how these things are brought about, and how we can make them better by looking at other technologies and different ways of doing things.”
The journey into health and safety
Innis is a chartered member of the Institute of Occupational Safety and Health and a graduate of Network Rail’s Accelerated Leadership Programme, joining the organisation more than 22 years ago.
“Not long after leaving university, my health and safety journey started with a three-month temporary position in Polaroid manufacturing in Dumbarton,” he explained. “It was a split role between health and safety, and HR and administration and I ended up loving it. It was there where I began my health and safety training.
“I then moved into a shipping company in Glasgow, which was another fascinating job in terms of health and safety because although we were a small head office organisation, we had ships all around the world facing encounters you just wouldn’t dream of, whether that’s port state control or pirates. Every day was just so interesting.”
It was while he was on a health and safety course that Innis got speaking with someone who worked for Network Rail, a conversation which attracted him to the opportunities of working in the railways.
“It certainly hasn’t been boring working in the railway industry, particularly considering the subject matters that I cover in my role,” he said, going on to highlight what each aspect entails. “The health aspect is around the positive interventions we can make for our people, and safety is about how we continue to develop and address safety issues and risks.
“As for the environment side, well what isn’t happening in the environment? It’s everything and
the interconnectedness between health and safety as well. One of the biggest challenges we’ve got in Scotland is the adverse weather and what that means to public and passenger safety, as well as our colleagues.”
Innis says succeeding in these three areas comes down to having a good plan and a highly performing team – in this case split into teams for health, safety and the environment – pulling in the same direction to ensure the railway moves people and goods around in a safe and efficient way.
“It’s important to ensure the three teams are
aligned to a common purpose and vision with a really simple, robust plan behind that,” he said. “Take the health and safety delivery plans as an example, which centre on addressing and reducing risk and increasing performance and assurance at the same time. The challenges are varying, and can include managing mental health crises to flood defences.
“This isn’t just about my teams, we also have fantastic engineering teams and project managers, and all parts of the company pull together into that same vision for Scotland.”
It all comes down to Network Rail’s overall goal
MySafety is Scotland’s Railway’s safety culture programme, designed to foster a working environment where everyone feels safe, supported, and empowered to speak up about safety concerns. The programme is built on the belief that safety is a shared value and responsibility – something all staff own and contribute to every day. To make this meaningful across a diverse railway network, MySafety delivers a tailored safety plan for each business area. These plans are shaped to reflect the unique challenges, risks, and working environments of each team, ensuring that improvements to safety culture are relevant, practical, and effective.
MyHealth is the new occupational hygiene, health and wellbeing programme, prioritising the health and wellbeing of colleagues across Scotland’s Railway. The MyHealth concept is complete mental, physical and social wellbeing, where health is treated on a par with safety.
Helping people stay active, informed, and feeling their best, MyHealth is all about making small, sustainable changes that can have a big impact. Whether it’s health screenings, mental wellbeing training, or active hubs to get staff moving, this programme empowers the workforce to make good decisions at home and at work that positively impact their health.
of ‘everyone home safe every day’, part of its role of delivering a simpler, better, greener railway. It’s something so important to Innis, particularly since being appointed Health, Safety and Environment Director, and an aspiration he’s been driving by creating a sense of ownership among colleagues.
“When it comes to improving safety culture, I didn’t want to just have a corporate event, bringing together a large number of people and simply talking about a safety culture and why it is important,” he said.
“What we’ve done in Scotland is create a programme called MySafety that enables individuals and teams to understand their risk profile and how they can improve safety for themselves.
“This is not the safety team explaining how to work safely, this is about individuals helping to shape a better way of doing things, which could be about
What we’ve done in Scotland is create a programme called MySafety that enables individuals and teams to understand their risk profile and how they can improve safety for themselves
briefings, access or planning. Teams have really grasped the opportunity and we’ve been getting some very interesting things back.
“Alongside this we are putting our senior leadership structure through formal competence training and safety leadership, understanding their legal roles and duties, which is creating programmes for safety critical communication and safety competence training for safety professionals.
“The programme is touching different parts of the organisation in different ways, with that overall aim of improving accident incident rates for frontline and supply chain colleagues, all underpinned by everyone home safe every day.”
Off the back of the success of MySafety, Network Rail Scotland has more recently launched a MyHealth equivalent looking at personal health risk factors and pulling together useful information and support from third party organisations, a programme that has culminated in a health hub.
“The health hub is a space where we can engage with our frontline colleagues and sector organisation or internal occupational health teams. We can have conversations and help support people to make healthier choices as well as bring charities in to talk to them about options,” explained Innis. “This also looks at the many risk factors facing those working in the rail industry such as ballast dust and welding.”
Spreading the message of safety
From a safety aspect, Innis is particularly proud of individuals and organisations going above and beyond to spread the word of safety around the railways. In just one of several examples, Network Rail has teamed up with the Scottish Football Association to deliver more than 1,100 railway safety workshops with football clubs – a partnership which in 2024 saw 45,000 under-18s take part in sessions.
“I really admire organisations that put the time into talking to young people, it is making a massive difference,” Innis added. “None of us want people to get hurt on the railway and there are a lot of people putting a lot of hard work and effort into ensuring that is the case.”
On his drive to strive for continued improvements, Innis reflects on his early days working for Network Rail, especially the time he spent driving back from a job with an engineer who navigated his way back from Edinburgh using railway infrastructure, pointing out with pride what he had worked on.
For Innis it is unfortunately the accidents and unplanned events that are his geographical reference points, reminders of times when things haven’t gone right, but nevertheless a key motivation to make the railway a safer place in the years to come.
“Looking to the future we’ve got to make the railway resilient to climate change and continue to move people around in Scotland safely,” he said. “We’re not on the cusp of any real technology revolution, but there is still a big role for it to play, particularly with AI bringing a lot of interesting factors to the way we manage risk on the railways.
“There are opportunities in terms of video capture, with AI able to examine the footage and understand what’s on there, covering vast stretches of network in a relatively short time compared to watching thousands of hours of video.
“Something else I’m keen to develop is creating pride in Scotland’s railways. People who work here and at ScotRail are proud of what they do, but I think we’ve got some work to do to communicate that, both to those who use the train every day and people who don’t.
“There are some exciting possibilities to increase patronage of the railway and highlight what a great service it can be and how it connects communities because we’re unique, passing at the ends of people’s gardens and stopping in the hearts of their town and cities.
“Before I started working in the railway industry, I never really gave it much thought. Now, one of the things that fascinates me most is bringing new people into the industry and them experiencing, like I have, the exciting opportunities in a whole range of roles, offering long and successful sustained careers that generate a lot of value and pride in what you do.”
ork is underway to fit equipment for digital in cab signalling to the high speed trains (HSTs).
16 Class 43 power cars are being fitted with European Train Control System (ETCS) equipment. The fitment is part of the £1.4 billion East Coast Digital Programme (ECDP), that will transform rail operations by replacing traditional, lineside signals with continuous information displayed inside drivers’ cabs, delivering a more reliable, greener and even safer railway.
Ben Mason, Charter and Heritage Lead for ECDP, said: “In this year of Railway200 we’re pleased to be equipping iconic older generation trains for the next generation railway.
“This work will enable the much loved Class 43s to continue providing vital freight movements,
Transport Secretary announces deal to end mobile dead zones
The Department for Transport has said a deal signed between Network Rail, and telecoms companies Neos Networks and Freshwave will eliminate mobile blackspots on Britain’s busiest rail routes.
Project Reach’s commercial model brings together public and private sector investment and infrastructure and is expected to save taxpayers around £300 million while creating a highperforming digital connectivity backbone for businesses, supporting the UK’s digital ambitions.
It will initially see Neos Networks deploy 1,000km of ultra-fast fibre optic cable along the East Coast Main Line, parts of the West Coast Main Line and the Great Western Main Line, with ambition to expand beyond 5,000km in the near future.
In addition to this, Freshwave will tackle signal blackspots in 57 tunnels, covering almost 50 km, including the four-km-long Chipping Sodbury tunnel near Bristol.
As part of the deal, mobile network operators will also invest in new 4G/5G infrastructure at 12 of the biggest Network Rail stations across the country including Birmingham New St, Bristol Temple Meads and Edinburgh Waverley.
infrastructure work and charter services for many years to come. ECDP continues to progress and build capability as we work to deliver a more reliable, greener and even safer railway.”
The first four power cars to be fitted belong to RailAdventure, a specialist European freight operator, and are used for freight and rolling stock movements.
Kevin Walker, Managing Director, Rail Adventure, said: “RailAdventure are both proud and excited to play our part in the introduction of ETCS signalling on the ECML. Having supported the project through the last 12 months of testing by operating data collection test trains, having our own locomotives ETCS compliant will put in place our final building block for full ETCS readiness.”
Four of the power cars belong to Locomotive Services Limited and are used for private charter
trains. The remaining eight are leased by Colas Rail from Porterbrook, and are used for infrastructure management, including Network Rail’s New Measurement Train (NMT).
Ben Ackroyd, Chief Operating Officer at Porterbrook, said: “Porterbrook is pleased to be playing our part in supporting Network Rail and our industry partners with the delivery of the ECDP. Having managed the Class 43 First-in-Class design and fitment as the lead ROSCO, it’s great to see more vehicles being upgraded now in the next phase of this important programme.”
Upgrading these 16 power cars with ETCS will ensure they are fit for the future to run on the East Coast Main Line, and on other routes as ETCS expands across the network. The work to fit all 16 is expected to be completed by the middle of 2026.
Hitachi Rail has completed the latest signalling deployment on London Underground’s Circle, District, Hammersmith & City, and Metropolitan lines.
The deployment represents the most technically challenging milestone to date in Transport for London’s Four Lines Modernisation (4LM) project, London’s largest ever signalling upgrade.
This latest phase covers the Neasden Depot area, London Underground’s largest, and marks the most intricate deployment of Hitachi Rail’s Communications-Based Train Control (CBTC) technology in the 4LM programme to date.
It required seamless integration between legacy interlocking infrastructure and the CBTC solution, alongside live interface testing with the Jubilee
Line’s SelTrac™ system. The operation had to be delivered with uninterrupted real-time system switching, ensuring limited disruption to passenger services across the capital.
Clarke Walker, Project Director at Hitachi Rail UK, said:
“Delivering this phase demanded live system switching, real-time data synchronisation, and coordination across multiple lines, all with minimum disruption to operations. It’s a testament to the capability of our teams and our close collaboration with TfL.”
Thadd Wronek has joined Jobson James Rail as an Account Executive. He writes about his career and the journey ahead
oining Jobson James Rail (JJR) felt like the perfect alignment of my two professional lives: with over two decades in the insurance industry and several years working directly on the railway, I bring a rare combination of frontline rail experience and specialist insurance expertise. This unique blend allows me to offer something valuable to rail businesses: an insurance broker who understands their world from the ballast up.
My rail career began in the Network Rail supply chain as a hand-signaller and protection assistant on the East and West Coast Main Lines. Subsequently, I joined the Crossrail-West delivery team as an engineering assistant, trackman and COSS. These formative roles taught me how critical it is that every link in the chain works effectively.
I later moved into possession planning and infrastructure project control, managing everything from haulage logistics to incident response across large-scale engineering and electrification projects. This shaped my understanding of health and safety and the critical importance of delivering excellence without compromising safety.
This dual perspective is a powerful asset. When I advise clients, I don’t just see policies and premiums – I see the people on the ground, the rolling stock, and the intricate logistics that define each rail business. I understand risk in a way that many in insurance simply can’t, because I’ve lived it. I can identify exposures that might be invisible to others, thanks to my firsthand knowledge of how rail operations unfold in the real world.
As part of the Senior Executive team at JJR, a division of Howden Insurance Brokers, I apply this insight every day. Howden is a global insurance leader and within it, JJR is the UK’s leading rail insurance broker. With a dedicated rail book exceeding £17 million annually and a client base of more than 1,000 specialist railway companies, we have an unmatched ability to deliver
tailored, comprehensive insurance solutions.
Our expertise spans the full spectrum of the rail industry, from P-Way and RRVs to Rolling Stock Modifications, FOCs, and TOCs. We are RISQS Accredited and proud to insure key industry bodies such as the Rail Forum, Railway Industry Association, and the Permanent Way Institution.
My background enables me to speak your language and pinpoint exactly what coverage is essential, ensuring that all policies are relevant, robust, and cost-effective – maximising protection for every premium pound spent. This targeted approach not only strengthens your risk management but can also lead to more favourable insurance terms.
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Cat O’Brien received The Adeline Ginn Unsung Hero Award at the Women in Rail Awards for creating the Rail Industry Bereavement Support Group. She shares her story
Cat O’Brien admits she was a little overwhelmed when she was named The Adeline Ginn Unsung Hero at the recent Women in Rail Awards.
“Just being nominated in this category was extraordinary to me, heroes in my mind are people who save lives, put themselves in danger, make the ultimate sacrifice,” said Network Rail’s Safety Improvement Specialist. “So I struggled initially with the idea of hero.
“At some point between being nominated and winning, I read that American memoirist and poet Maya Angelou defined a hero as any person really intent on making this a better place for all people and that is a definition I can get to grips with rather than the firefighting, lifesaving image that we all have of what a hero might look like.”
Cat’s impact shouldn’t be underestimated, with her being described in the shortlist as inspiring, showing leadership defined by heart, compassion, and unwavering commitment to those she serves. Judges were blown away by her story and the impact her efforts have had on so many people.
It was four-and-a-half years ago that she set up the Rail Industry Bereavement Support Group, determined to create an inclusive and supportive environment. It came after Cat’s own world fell apart in the blink of an eye, following the sudden loss of her partner Jon Morrey.
“We met while I was working at Piccadilly Station and he was a PCSO at British Transport Police (BTP). We fell in love,” she reflected. “We met in November 2016 and in May 2017 he was on shift on the night of the Manchester Arena bombing and was among the first people on scene. He was a hero.”
Jon was treating the injured within 60 seconds of hearing the blast in 2017, bravery which saw him recognised with a British Empire Medal. Ten days after giving evidence into the Manchester Arena bombing in November 2020, he had a massive stroke and died.
“It happened over the course of 17 hours,” said Cat. “We had just gone into the second COVID lockdown and Jon became ill over the course of an afternoon,
sweaty and feeling dizzy. Initially thinking it was COVID, we called 111 and he was eventually taken in by ambulance. I couldn’t go with him because of the regulations during the pandemic.
“At 9pm he was taken in, 7am the next morning I got a phone call to say he was gone and that something catastrophic had happened. My whole world had been turned upside down, we were living
together and I came home from hospital faced with somebody’s empty slippers, all of their belongings and dealing with something that you’d never imagined you’d have to. I can’t describe it; it changes your entire life.”
Cat took three months off work to get a handle of what life was going to be like.
“I thought I’m not doing myself any good here, I
Building strong foundations
With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering:
“What SEP Geotech does ties together perfectly with piling. The purpose of our investigation forms the basis of the pile design, and our sister company, SEP Rail Design, designs the piles; now we will install them.”
need to do something productive, and the only thing I thought I knew how to do without Jon is work so I went back to work,” she said. “At work there were lots of interactions with people where I could see that my grief was making them uncomfortable. I don’t mean that in a bad way, only that in society we’re not great at talking about grief.
While the demand is always there for new staff, Kieran knows the value of hiring the right people:
be asking how the grief is today, or it could be more logical about how to deal with probate, which on the latter we will signpost to formal advice.
“This industry isn’t for the faint-hearted. Late nights, early mornings. Long periods of time away from your family. My office is my mobile phone and my van; we’re always on the road, on-site, and getting our hands dirty.
Piling, in engineering terms, involves the installation of foundations driven or bored into the ground to transfer loads to deeper, more stable soil.
These structural elements are essential when the natural bearing capacity of the soil is insufficient for supporting heavy construction loads.
“It is about language and knowing how to be uncomfortable with someone who is in a part of their life where they are standing in front of you, but actually half of them is in a grave somewhere with somebody else. With a number of those interactions I thought I need to speak to people who know where I am and what is going on, so thought I’d set up a peerto-peer speaking group.”
Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained:
Launching the support group
“This is a critical moment for the piling and foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.
Cat contacted one of the organisers of a menopause café in Scotland, getting his advice and asking if people would be interested in what she was proposing. The answer was a resounding yes. It led to the launch of a speaking group, meeting once a week.
“By leveraging our team’s experience, alongside utilising the wider SEP Rail Group’s capabilities, SEP Geotech is in a perfect position to deliver projects from feasibility to design through to completion.”
Prioritising growth and expertise
An instant success at Network Rail, it soon became apparent that it was an initiative that would benefit the wider railway industry, which led to the launch of the Rail Industry Bereavement Support Group. That was four-and-a-half years ago, with people all over the country meeting at least fortnightly, if not weekly, online ever since.
“It’s an hour long and an opportunity for people to speak or even just to listen,” she explained. “It might
Investing in the professional development of the current team is also not just a priority; it’s a key part of SEP Geotech’s vision for the future.
“There is zero judgement and something comforting is that no matter what you say about your grieving experience, there will be people on the call who say ‘I hear you’, ‘I understand’, ‘I know what it is like to wake up at 3am in the morning and not be able to breathe’, you’re not cracking up, we’re her to listen and talk about it.”
“Our team shares a deep commitment to the enduring success of our business and is constantly seeking ways to enhance their skills and improve our services.
The impact has been immeasurable for those who have attended, but also to Cat herself, who admits it has helped keep her going particularly when at the same time Jon died her son was diagnosed with autism and ADHD.
“We take pride in being one of the few geotechnical companies that offer specialised drilling NVQs to our team, ensuring that our workforce remains at the forefront of industry expertise and quality.”
This is a critical moment for the piling and foundations industry
“I’ve made friends through the Bereavement Support Group and there has been a comfort in knowing I’m helping other people, I feel like my grief has some purpose,” she said.
Investment in staff is one thing. But the evolving rail industry landscape also demands industryleading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech:
She continues to be driven by the memory of Jon, who prior to working for BTP spent 22 years in the Navy. Such was his passion in helping others that during COVID he left the force to drive Tesco food trucks because he knew it would help.
“We’re investing in a new, state-of-the-art solution designed for safe work on embankments, slopes, and even over water. This innovation eliminates the need for traditional rope access, streamlining our processes even further.”
“He was the kind of person who, if you were broken down on the side of the road, he would be the one to stop and help,” she said. “He always said his life was to serve. I’m not a marathon runner and I wasn’t going to be the kind of person who would honour him and his life through doing things like that, but for me honouring him is my act of
As SEP Geotech continues to evolve and expand its offerings, one thing is clear: Kieran Moran’s experience, dedication, and vision will remain at the forefront, driving the company to even greater heights in the geotechnical engineering industry.
I’ve made friends through the Bereavement Support Group and there has been a comfort in knowing I’m helping other people, I feel like my grief has some purpose
A lot of people are genuinely living to work because there is so much demand on them, so the importance of having line management saying ‘just take a minute, how can we support you?’ is important
service, supporting other people.
“It has grown from there and I now campaign for empathetic leadership and talk in leadership meetings about the importance of being met with empathy when grieving, or as a carer, or dealing with extraordinary things in your life beyond work.
“The idea of living to work and not the other way around is a fine line at the minute. A lot of people are genuinely living to work because there is so much demand on them, so the importance of having line management saying ‘just take a minute, how can we support you?’ is important.
“I’ve had people contact me saying it has inspired them to talk about their grief, speaking in front of peers and colleagues to talk about their experiences and encourage empathy. Starting that conversation is key. Once you begin to tell your story that is when we start to see people heal and move forward.”
Building on the platform
Cat said the importance of allyship for people struggling with grief shouldn’t be underestimated
and although it might be a difficult subject to broach, showing up could make a huge difference.
“You can be a good grief ally by approaching the person grieving and just allowing space for their grief,” she explained. “Don’t try to fix it, or brush it away, and if you’re stuck for something to say just ask them if they’ve got time for a brew. In doing that you are offering them a few minutes to have a conversation which doesn’t have to be about grief.
“I would also encourage people to get comfortable in talking about preparing for death and dying. It is hard, but so often we see the aftermath of people not being prepared. We’re all going to die, so being prepared for it and preparing your family for it is a massive help in grief after it happens.”
As for the Rail Industry Bereavement Support Group, the plan is to secure its future, with the potential of it becoming a charity, a standalone service outside of Network Rail that anyone, including ex-railway industry workers and their families, can access support through.
“I would love it if we could do that,” Cat said. “We are in the early stages with a little committee looking into understanding how we could make it a reality.
“It all comes down to reach. It is a great service and I know it is helping people, who have said it is keeping them in work, keeping them making their dinner and just being able to function.
“There are probably thousands of people across the rail industry living their very worst experience in the same way every day. This is about getting the people who need the support most, talking about death and grief and loss, about the importance of being met where you are with empathy and kindness and the need to allow a human person to have human experiences without having to paint on a professional face that hides the truth and makes them unsafe. I am intent on making this a better place for people.”
Visit https://rail-industry-bereavement-supportgroup.mailchimpsites.com/
John Blackham, Managing Director of HÜBNER UK and Vice President
Global
HÜBNER Group Mobility Rail, explains more about the organisation’s world-class customer service and being more agile
For the past 80 years HÜBNER has been shaped by a spirit of enterprise, inventiveness and innovation, supplying complete gangways and articulation systems for railway vehicles. Such has been the success that its products are found on around 70 per cent of all trains with performance gangways running worldwide.
Over that time the company has continued to come up with advances to increase the capacities of vehicles and improve the comfort of passengers in public transport. And now, as purse strings globally tighten when it comes to the railways, HÜBNER is on a journey to transform its world-class customer service, recognising the importance of vehicles needing to last longer and be fixed quicker.
“I work all over the world and regularly hear that there is no money for transportation,” said John Blackham, Managing Director of HÜBNER UK. “It is vital to find a constructive solution differentiating yourself from the competition. For us it is about how we make our manufacturing around the world far more agile to respond to customers’ needs and more responsive, getting things down to weeks for a part that has traditionally taken six months.”
Particularly on the UK side of the organisation there has been an emphasis on investing in people, processes, plant and equipment, positioning the company as even more agile.
“The clear objective this year is around reducing the time for a one-off repair substantially, having set some onerous targets from when the products arrive on site, assessing the cost, and converting an order into a turnaround,” explained John.
“We’re working particularly hard on the times for one-off components. This involves looking at strategic spare holdings and as many generic ones as we can find in our product portfolio. Equally it is about engaging with our key partners of the supply chain, something that is best achieved by being as open and candid as we can be.”
John, who has been at the company for 14 years, established the UK arm of the business nearly eight years ago after seeing an opportunity in setting up in the Midlands and not operating out of Germany to better cater for the local market. Within the first four months of launching, the company built the first products, completed an ISO 9001 audit, and set up an Enterprise Resource Planning system.
Fast-forward to the present day and the UK business has a wide portfolio of products in rail, ranging from Cockpit Displays and Driver Assistance
It is vital to find a constructive solution differentiating yourself from the competition
Systems, through to gangways and bogie products.
“We want a partnership from these specialist functions that can give us the responses and the takt time and the quality we need,” John added. “It is there, but not always consistently there. It all comes down to being the supplier of choice, being bold, determined and communicating, emphasising the relationship and showing empathy.
“It is also about working with customers to understand their problems and the role we can play in reworking. We are taking the lead and not sitting back waiting for the direction of strategy, particularly
for UK railways. Not doing anything is not an option.
“The key focus is around developing our physical capacities and the quality that we have in the people, and the tools, equipment, the training we give them, but also to take initiatives to make our ability to respond better on difficult problems.”
Although John stresses the fact that transport funding is an issue that is being seen beyond the UK, he believes a lot can be achieved here with more openness around rail reform timescales, and ensuring the industry and Government are working together.
“There is obviously a plan when it comes to rail reform, but it needs to be understood,” he said. “Let’s start talking to the industry in terms of the impact on the policy of nationalising train operating companies and what does that mean for funding for current maintenance and where we want to go in the future –what is the objective.
“Having these kind of conversations enables us to support the development of a solution. We are making investment decisions taking a judgement that the world is the way it is, therefore funds for new rolling stock are going to be diminished, therefore the current assets have to be maintained and have to be extended in life – a reasonable assumption.
“Although we can come up with those conclusions, we can’t define it, quantify it and time it. It would help a lot of the industry if we had more willing engagement about planning and timing, particularly around the 30-year strategic plan. Having that visibility would make it a lot easier to put the plans and investments in place.
“We can’t underestimate the importance of the rail industry to the UK economy. Without mobility the economy will shrink so it is important that is put on the right level of importance in terms of Government policy and priorities and that we are all working together to find solutions.”
Alongside John’s role at HÜBNER UK, he was also appointed Vice President Global After Sales & Service at HÜBNER Group Mobility Rail. This came
after the head office in Germany saw what he had achieved in the UK, and wanted something similar implementing for the rest of the numerous companies around the globe.
The group’s head office spotted the opportunity from ring fencing an after-sales and service division and selling resources, facilities and production with its own engineering, globalising a service culture. It is the latter that John is progressing, looking at the product for sale being a service, usually called outcome as a service.
“Building trust and relationships is vital and an important part of that is emphasising the fact that it is not about being here for the short-term profit,” he added. “We are in a project-based, high-value, highrisk environment and that means relationships and trust are key.
“We have a vision of what world class should look like and that is being implemented, but overall the core strategy is simple, and just as we are doing in the UK, we need to be local, responsive and agile when a physical system is needed. The immediate future centres on a medium-term programme that delivers on HÜBNER being a world-class service business.
“There are the technological challenges, particularly around the digitalisation of what is basically a passive mechanical system. It is about developing agile, operational response times, and technically developing products that are continuous improvement on what we’ve got now, but also having solutions that can support failing products in the markets and are dedicated to aftermarket solutions.
“There is no hiding from the challenging times facing rail industries all over the world, but we are putting the systems and procedures in place to create solutions, further improve response times, giving high levels of service demonstrating our empathy. We are all in this together and here at HÜBNER we are being proactive in providing the solutions.”
www.hubner-group.com/en
We can’t underestimate the importance of the rail industry to the UK economy
British Transport Police’s (BTP) Chief Superintendent Chris Casey discusses the challenges in reducing disruption across the rail network and keeping passengers safe
Technology is transforming BTP’s ability to help the millions of people who use the railways of England, Wales and Scotland get home safely and on time every day. In just one example, this year it became the first police force to operationalise the drone in a box capability, allowing it to respond swiftly and effectively to incidents on the network.
The drones are based at key locations across the network where officers know there are spikes in trespass and other disruption incidents, and flown remotely from its control room in London, allowing the force to respond to incidents quicker, make more informed decisions, and free up BTP officers to respond to other offences.
Unlike the majority of typical drone operations that are conducted within the Visual Line of Sight (VLOS) of the pilot, which is around 500 meters for a small drone, BTP is able to operate beyond this distance, being the first force to obtain legal advice and use Beyond Visual Line of Sight routinely and regularly as a pilot in two locations with the ambition to operate
them across the network in support of policing, rather than just for emergencies.
“I could never have imagined when I joined policing more than 20 years ago that we’d be in this position where there’d be a drone taking off from a box somewhere and it would just zip to that incident,” said Chief Superintendent Chris Casey. “In the past we might have been blue lighting 40 minutes in the car, so using the drone is a lot quicker.”
Chris, who covers B Division and is responsible for all the frontline policing in London and the South East, began his career as a Special Constable in West Midlands Police in 2004, before joining BTP in 2006 in Birmingham. On promotion to Superintendent, he has led Digital Policing and implemented new technology that is changing how BTP delivers service to the public.
“The aspiration is to use a lot more technology, with things such as facial recognition developing in a much greater way,” he added, emphasising its importance. “The network is so busy with hundreds of thousands people flowing through the major
I would want our technology to enable us to catch those offenders and make them scared to use the rail network because they will get picked out of the crowd
I could never have imagined when I joined policing more than 20 years ago that we’d be in this position where there’d be a drone taking off from a box somewhere and it would just zip to that incident
stations. I would want our technology to enable us to catch those offenders and make them scared to use the rail network because they will get picked out of the crowd.”
Chris believes Great British Railways (GBR) presents an opportunity for technology and data to be used much more effectively, particularly in how rail reform could simplify the sharing of information.
“There is a lot of work going on to ingest that data to work with the rail industry, but it is at a more localised basis, so having that ability to use the data to be a lot more effective in that space will enable us to be more 21st century,” he said. “A lot of our patrol activity and some of the tactics we use could be very different if we have more access to that sort of data.
“I understand the ethical questions around data, but I can assure you that we’re committed to using the data in the right way with the right safeguards, to help in ensuring the railways are a safer place with less disruption. Overall there is a lot more that we can do in the technology space, but initiatives like the drone stuff are really promising.”
Technology has an important role to play, especially as BTP is facing an unprecedented funding deficit that has led to concerns from the likes of the TSSA union that it could threaten the safety and efficiency of the railway. With an £8.5m shortfall this year, the force might have to consider drastic measures such as station closure and job losses.
“We’re not unique in terms of the funding deficit, but each year as the demand is growing and growing, resourcing it effectively is becoming increasingly challenging, particularly in terms of the high-harm crime and vulnerability,” Chris said, explaining how they have just got to prioritise with what they have. “All crime has an element of harm to it, but we just have to accept that with the lowerharm crime, particularly where it is which is less solvable, we won’t not have the capacity to deal with it.
“We are focusing on the higher-harm crime and making sure our cops are more visible to try to prevent crime as opposed to spending lots of time sitting at a desk trying to investigate crimes that are unlikely to be solved. I don’t like being in a position where we have to screen out a fair amount of investigations, I’d rather be able to offer every victim of crime a great service.
“I strongly believe that we do the very best with what we’ve got, and our people are really hard working, proud and committed, but sometimes we are forced into uncomfortable territory where we can’t give that level of service that we’d want to. What is important in helping to mitigate this is looking at what the likes of AI and other technologies can bring us to investigate crime more quickly.”
Detailing just some of the challenges, Chris highlights mental health, and particularly the amount of lifesaving interventions colleagues make – over
3000 each year.
“Fatalities are understandably really difficult for our people, we expose officers to a lot of trauma,” he said. “When I spoke to colleagues in Australia, they were surprised that we physically recover bodies ourselves. The time for them to deal with incidents is three to four hours, while for us, if it isn’t believed to be suspicious, we can be clearing the line and getting it back into operation within 90 minutes.
“The areas of priority are high-harm crime such as sexual offending, sexual harassment, robbery and serious violence. But we’ve also had success in areas such as fare evasion, which in some ways wouldn’t be a priority, but working with partners we’ve found overlaps where some of our offenders have been accessing and exiting the network and we’ve recovered weapons, firearms and dealt with people on warrant.”
A particular area of success for Chris has been around the stop and search, something he has led on for the force, implementing changes to ensure its use is more transparent to the public. In its latest quarterly statistics, the force carried out 3,962 stop and searches with objects found in nearly 50 per cent of cases.
“In the past few years we’ve been searching at our highest level since 2010 and we’ve got one of the best find rates – nearly 50 per cent of the time finding the likes of drugs or weapons,” he said. “Most forces
I want sex offenders and those committing other crimes to be scared to come onto the rail network because BTP will catch them
are in the 20 per cent territory, so our success rate is very good.”
There has also been success in regards to robbery on the railway network in London, with an 18 per cent drop in 2024/25 compared to the previous 12 months.
Between April 2023 and March 2024 there were 1,527 robberies occurring on trains or in stations in the capital city, which reduced to 1,245 in the following year.
It comes following a year of intensified operational activity by BTP, with more resources to tackle increasing crime levels, including dozens of operations across London alongside hundreds of plain clothed and uniformed patrols on trains and in stations, closely working with policing partners and partners in the industry.
BTP also introduced the Grip team detectives who have become responsible for progressing fast enquiries into robbery, as well as sexual offences within inner London as soon as offences are reported. Rather than individual cases being assigned to a detective to manage and investigate, cases are passed between officers working morning, evening, and night shifts to ensure all lines of inquiry can be addressed at a faster pace by dedicated officers.
“I’m extremely proud of the work of our proactive patrols and of the Grip, with their work in identifying
robbery suspects making a huge difference in our fight against robbery and criminality on the railway network,” he explained. “There is still plenty of work to be done – every instance of robbery is one too many, so the public will continue to see regular patrols of uniformed officers alongside our specially trained plain-clothed officers to detect and deter robbery.
“But the message is that robbery offences will never be tolerated on the railway, and we are committed to ensuring the railway is a safe and secure environment for everyone. In the first 72 hours we are ploughing resource into getting CCTV, ticket details and anything else that we can to identify offenders as quickly as possible.
“Under our previous model it probably wasn’t as efficient as it needed to be particularly when some of the offenders were mass generators – a small group of two or three people out robbing multiple people. It is vital we catch and stop them as quickly as possible.”
One area that has seen an increase in reported cases is around sexual offences, although Chris believes this is because more people are feeling confident to report them.
“I think we’re having success when it comes to tackling sexual offences, but I still don’t think we are anywhere near what the true numbers are in terms of sexual offending and harassment on the network,” he said. “I want people to keep reporting it and for us to make sure we are catching those offenders.
“It’s another area we’ve done a lot of work in over the last few years, diverting some of our resources into that plain-clothed space, targeting those sex offenders. As part of that we’re doing more work around making better use of data, such as looking at anomalous behaviour from people who might be on the network for long periods of time without exiting.
“We need to make better use of tech and data to target and catch those individuals, ensuring the network is more hostile. I want sex offenders and those committing other crimes to be scared to come onto the rail network because BTP will catch them.”
Overall, although technology might be changing the way BTP operates, that mission remains the same from when Chris first joined the force, to be a world-leading police force trusted to provide a safe and reliable railway, working together to protect the rail community by creating a hostile environment for crime.
“I’ve enjoyed my time at BTP, it is a great organisation, I’ve had lots of development opportunities and I work with a great team,” he said. “There has been lots of variety in terms of what I have done, and 19 years later there are certainly no plans to go anywhere else.
“Although I might not be a frontline cop, running around on blue lights and catching offenders, I recognise that in my role my stamp is trying to make sure my colleagues have the freedom to keep the railways safe and catch the offenders, so I’m enormously proud of what me, and the rest of the force is doing.
“My colleagues are really committed and work really hard despite the pressures they come under every day. They deal with difficult, traumatic incidents and bounce back and keep doing that every single day, which is incredible.”
The Railway Industry Association (RIA) has held its seventh Trailblazers Summer Networking Reception. Simon Kendler, Committee Member at the Young Rail Professionals (YRP), spoke of the importance of everyone acting to ensure a diverse workforce
Rail professionals, both young and experienced, gathered in London last month to make new connections, and celebrate a vibrant and diverse rail workforce.
The Trailblazers Summer Networking Reception took place at the KIA Oval, enabling attendees to meet and learn from each other. “We’re here as professionals, but more importantly we’re here as allies – allies committed to sharing knowledge, opening doors, and shaping our industry to be more inclusive, innovative and forward-looking than ever before,” explained Simon Kendler, a YRP Committee Member, who full time is a Regional Freight Manager at Network Rail.
Simon, who was among the speakers at the event, said: “It is a privilege to speak with early year professionals all the time and see the energy, ambition and fresh ideas, something we try to bring to the heart of the industry and senior leaders as well.
“We also hear of the challenges, finding the confidence to speak up on issues that affect people who struggle to feel visible, particularly for those of us from diverse backgrounds.
“That is why events like this matter, bringing together chief executives and junior colleagues, sharing stories. It is more than just a network; it is about rewriting what mentorship looks like. At YRP, we believe mentorship is not a one-way street, we all have something to give, and we all have something to learn.”
Despite the positivity around the event, at which RIA Chief Executive Darren Caplan highlighted positive passenger figures and an industry that was working hard to become more diverse, there are areas to work on. Simon highlighted that the average age of a worker in the UK rail sector is around 45, fewer than 10 per cent are under the age of 25.
“If we are serious about building a future-ready workforce, we need to attract, retain, and empower young people and we need to do that now,” added Simon.
Also speaking at the event was Kelly Warburton, Chief Commercial Officer at the Global Centre for Rail Excellence, who was speaking on behalf of Women in Rail. She highlighted how just 17.4 per cent of people working in the rail industry are female, and only eight per cent of leadership roles are held by women.
“Women in Rail works to make the sector more inclusive and representative to the communities that we serve, focusing on promoting equality, equity, diversity and inclusion. We’re working to support both the professional and personal development, primarily of women, but also underrepresented groups in this sector,” she said. “We have made progress, but we haven’t made enough.”
Kelly highlighted Women in Rail’s corporate plan, which is focused around four pillars: how do we attract more women into the sector; how do we engage with them; how do we support them through development; and how do we promote those stories and make those women visible to everybody in the sector.
“The plan focuses the need to create a more inclusive, balanced and thriving set of people who work in the rail sector,” she added.
“The drive to embed diversity and inclusion into the fabric of the industry for the long term is set out in this plan and it is for this generation and the next generation. This isn’t about ticking boxes.”
RIA’s Trailblazers Summer Networking Reception’s Platinum Sponsor was QTS Group, Gold Sponsor Gleeds, Silver Sponsors Blu Wireless and Nextec Engineering Limited, Supporting Sponsor LB Foster, and Media Partner Rail Business Daily.
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RIA has been marking its anniversary, which coincides with the 200th anniversary of rail in the UK, by commemorating the organisation’s past, and reflecting on the journey of rail
t is hard to imagine the world 150 years ago from the vantage point of 2025,” reflected Darren Caplan, RIA Chief Executive. “With the UK morphing from being an Industrial Age powerhouse into a post-industrial service economy, the country’s railway industry has played a crucial part of this historical arc.”
The relevance of the 150 years is that that is when the Locomotive Manufacturers’ Association (LMA), the forerunner to RIA, came into being. Its purpose was to represent, defend, and promote the interests of locomotive manufacturers. This was achieved by lobbying Ministers and other parliamentarians in Westminster, by raising relevant concerns with
officials, and by championing its members’ interests in the media.
“In later years, the LMA’s successor would continue to do exactly that, as RIA still advocates for the railway industry with politicians, policymakers and influencers, although of course today this includes engaging with the devolved nations and regions of the UK too,” explained Darren, one of only six people who has been at the helm of the association in the last 120 years, taking over in 2017.
A consistent theme over those 150 years has been the tension between short-term and often reactive political priorities of successive governments and the long-term strategic needs of the industry, which
operates on much longer time horizons, often more than 30 years.
“Supporting rail suppliers in the UK rail market has been a prime purpose of RIA, but identifying new export markets for its members has also become ever more important, especially as rail networks and the need for track and train have significantly increased around the world over the years,” continued Darren.
“Overseas opportunities can be hugely fruitful for rail businesses, and the rail supply chain in its fullest sense has commensurately adapted, evolved and responded to the changing needs of what is now a globalised rail market. Advocating for the longterm potential of the UK railway industry and its
contribution to the wider UK economy has been a constant throughout RIA’s history as we seek to make the case for the greater good of the railway, whether economic, social or environment.”
LMA and now RIA have also looked to excel at a technical level to ensure the organisation champions not just a bigger railway industry but also a better and safer one too. A key to achieving has been by working with members to cultivate innovation in rail technology and safety, and has collaborated closely with other railway industry bodies throughout its history.
Noel Travers, RIA Chair, added: “As the oldest trade body in the UK railway industry, RIA has helped lead the response in times of national and international crisis, including during and in the aftermath of the World War, critical trade disputes and, most recently, the COVID pandemic. The current RIA team is hugely proud of the role the LMA and earlier incarnations of RIA have played in helping keep the country running through such difficult periods.
“For an industry that helped power the so-called ‘second wave’ of the Industrial Revolution, the railway retains a hugely important role in the current digital era, both in the UK and internationally. Countries around the world are looking to boost productivity and enable opportunities to increase employment, housing and access to leisure, whether in towns and cities, or in the country’s more rural areas.
“Classic, high speed, and light rail can all play their integrated part in connecting people and communities around the UK and developing rail as the backbone of a modern 21st century nation.”
In honour of the anniversary, earlier this month the organisation hosted its RIA 150 Celebration, in partnership with Railway 200, with members and clients coming together to mark the industry’s storied past and promising future. The event epitomised the association’s enduring legacy of innovation and collaboration, honouring the association’s remarkable history and celebrating the enduring
partnerships and shared passion that have propelled the rail industry forward over the past century and a half.
Speaking to the some 600 people in attendance, Darren said: “As RIA embarks on its latest phase today, with rail restructuring, Great British Railways, the potential for more private sector investment, and a host of projects announced by Government –whether track, train, signalling, data and ticketing, or innovation related – that same ethos of collaboration between infrastructure, operations (for both passenger and freight) and the supply chain from the last 150 years still holds good in 2025.
“Whilst this RIA generation is the only one I know, reading about its history since 1875 convinces me that its underlying narrative is one of people, with you, the railway industry and supply sector, and us your full-time team, working together, for the good of the industry.
“It really has been a fantastic combination since 1875 and, as we work together even more closely to champion and deliver a dynamic UK rail supply sector for both the benefit of all those who work in and who use the UK rail network, and for the country at large, which profits from the economic, social, sustainability and connectivity benefits it provides, let’s be optimistic that the future of this fantastic association will be equally impactful and interesting for those who look back on it in another 150 years’ time.”
Among the other speakers at the RIA 150 Celebration included Andy Lord, Commissioner for Transport for London, who said: “Congratulations to RIA on their 150th anniversary of supporting and advocating for the railway industry. TfL’s supply chain reaches all four corners of the country, and we wouldn’t be able to move people around our capital city without the tireless work across our supply chain.
“Nearly a third of our supply chain activity and economic benefit is felt outside London. RIA supports TfL to connect further with partners in the rail industry and I look forward to continuing our strong
Supporting rail suppliers in the UK rail market has been a prime purpose of RIA, but identifying new export markets for its members has also become ever more important
From the first passenger services 200 years ago, to continuing to grow and develop our rail industry in a sustainable way, RIA has represented the experts and products at the forefront of this innovation and determination
Director-Generals and Chief Executives of RIA
1875 - 1902: Ephraim Hutchings
1902 - 1933: Gordon W Dabell
1933 - 1953: John W Vaughan OBE
1953 - 1985: George R Curry
1985 - 1999: David Gillan
1999 - 2017: Jeremy Candfield
2017 - present: Darren Caplan
Throughout the 200th anniversary year of rail, RIA has been running a series of events delving into different areas of rail, asking what the future needs to look like, and how we can all help to shape it.
Still to come in the series:
Exports & Trade – London in September.
The event will showcase the multitude of opportunities for UK businesses to export around the world, whilst also detailing how UK suppliers can access them.
Whole System Planning – London in October. Held a year-and-a-half into Control Period 7, this event is an opportunity to reflect on current models, share best practice and shape the debate around how we can continue to drive efficiency in a way that works for the supply chain.
Future of Rail events are free to RIA members. Non-RIA member tickets are priced at £150. Visit www.riagb.org.uk/FutureofRail
For more details email the RIA Policy team at ria@riagb.org.uk.
working relationship in the years to come.”
Also speaking was RIA Chair Noel Travers, Angie Doll, Chief Executive Officer at Govia Thameslink Railway, and Justin Moss, Rail Director at Platinum Sponsor, Gleeds (the latter an organisation also celebrating its 150th anniversary this year).
Angie said: “One of the reasons I have been in the railway so long and one of the things I love about the railway is that there are very few industries that you can work in that has such a remarkable and strong sense of purpose.
“The railway touches everybody and historically it has driven economic growth in this country. For me what really makes our industry different to any other industry is the people in it and that it is a community. RIA works tirelessly to make sure that they keep innovation, team work and excellence at the forefront.”
Speaking about what comes next, Noel said: “Quite simply, more ambition to modernise our network, to invest in sustainable transport, to embrace new technologies, to deliver better for passenger and freight customers and to make the railway sector and even greater contributor to the economic and environmental future, but we can’t do it alone.
“We need to work together with the supply chain and all stakeholders to continue what has made us strong for 150 years; partnership, collaboration and relentless purpose. So as we celebrate, let’s not just raise a glass for the past, we need to raise it for
the next 150 years, may they be as bold, brilliant and transformational as the years that brought us here.”
The occasion also included a networking reception with food and drinks, a charity raffle in support of the Railway Children, live acoustic music, and the launch of RIA’s commemorative book, titled ‘Steam to Digital: 150 years of the Railway Industry Association’.
Adding his congratulations to the anniversary was the Rail Minister Lord Peter Hendy CBE, who said: “For 150 years RIA has been the figurehead of those working tirelessly to improve and maintain the UK’s railways.
“This country is the pioneer of rail travel. From the first passenger services 200 years ago, to continuing to grow and develop our rail industry in a sustainable way, RIA has represented the experts and products at the forefront of this innovation and determination.
“The members of RIA contribute £43 billion to economic growth a year and employ over 700,000 people – their contribution to not only the rail industry but the UK as a whole, cannot be underestimated.
“I congratulate them on their 150th anniversary and wish them the best for their work over the next 150 years.”
The RIA 150 Celebration was supported by Platinum Sponsor Gleeds, Silver Sponsors Blu Wireless Technology and Nextec Engineering, Official Partner Railway 200, Charity Partner Railway Children, and Strategic Partner Railway Museum.
There’s a compelling case to be made for it. After all, Bidvest Noonan is the 2024 Global Light Rail Supplier of the Year, setting new standards for FM services in the transport sector
More and more rail companies are choosing Bidvest Noonan, with the company supporting key networks across the UK. What makes Bidvest Noonan the right choice for every rail company?
operations
The smooth operation of rail networks depends on expert management of every detail. That’s where Bidvest Noonan comes in. The company provides first-class service solutions to the sector, delivering cleaning, security, washroom services, vegetation management and more. Every service is delivered by experienced teams with deep expertise in the transport sector. With the right combination of talent and technology on every contract, clients enjoy performance and efficiency improvements, and exceptional value for money.
Passenger experience that drives growth Passengers are the lifeblood of any transport network, and delivering a safe, reliable, and comfortable
journey is key to success. Supporting over 1.5 billion passenger journeys every year, Bidvest Noonan are the experts in passenger experience. The company leaves no stone unturned in the pursuit of improvements for passengers. This relentless focus on continuous improvement has made them leaders in passenger experience and an invaluable partner to their clients.
Great service requires both skilled people and the best technology. Bidvest Noonan’s operations are supported by a strong technology backbone. Their people use a powerful digital operations platform, driving performance, improving safety, and providing greater transparency. The company is always quick to embrace emerging technologies. It has recently won awards for its robotics, sensor-driven dynamic cleaning and innovative waste management solutions. Its latest offering TwinSpace, a stateof-the-art digital twin platform, is helping clients, transform how spaces are managed and optimised.
Safety is at the core of everything Bidvest Noonan does. Through significant investment in technologies, rigorous training, and best-in-class processes, they provide the assurance that your people, passengers, and brand are always protected. Bidvest Noonan delivers peace of mind, allowing rail operators to focus on what they do best, running world-class transport networks.
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Learn how Bidvest Noonan can help you: bidvestnoonan.com
Network Rail and British Transport Police have launched a campaign targeting unsafe behaviour around tracks and level crossings as the summer holidays approach
Powerful new safety films will be seen across Britain this summer as Network Rail and the British Transport Police launch a campaign to tackle rising unsafe behaviour around the rail network.
It comes as 24 people lost their lives in preventable accidents on the railway last year – a five-year high. Five of those lives were lost at level crossings, while the other 19 were a result of crossing the railway at unauthorised locations.
Priti Patel, Chief Health, Safety & Wellbeing Officer at Network Rail, said: “These figures are deeply concerning and it is heartbreaking to know that 24 people did not make it home due to circumstances that were entirely preventable. Every one of these deaths is a tragedy that devastates families and communities.
“All we ask is that people ensure they pay attention when they find themselves in a rail setting. Only cross at safe, designated locations such as bridges or level crossings and when you are using them, give them your full attention. The situations shown in our campaign films are real. Please don’t let them become true for you or your loved ones.”
Working with the emergency services and film industry professions, two new safety films have been made that aim to create a powerful emotional impact by showing the real consequences of unsafe behaviour through the experiences of those who witness the aftermath. One explores the emotional impact on families when loved ones have been badly injured on the railway, while the second features an NHS trauma specialist explaining the catastrophic injuries caused by getting hit by a train.
With the summer holidays approaching, the
campaign urges everyone to stay off tracks, observe warning signs, and use level crossings safely. It particularly highlights the dangers of distraction from mobile phones when around the railway.
Pedestrians were involved in 457 of the 467 near misses with trains at level crossings last year. Research by Network Rail has revealed that distraction by mobile phones is likely to be a contributing factor in some of those events.
As well as the risk to lives, safety incidents involving the public have a serious impact on train performance with in excess of a million minutes of delays to train services caused as a result of people straying onto the railway tracks last year.
Chief Inspector Adam Swallow, British Transport Police, said: “Every year, my emergency services colleagues and I are faced with the awful consequences of preventable railway accidents. And we don’t just respond, we remember too. Behind every statistic is a real person – a life needlessly lost or irreversibly changed and a family left devastated.
“The number of near misses is a stark reminder about why this campaign is so vital. These films are grounded in real-life experiences and show the terrible impact of a moment’s distraction or misjudgement.
“As the summer holidays begin and more people are out and about, including teenagers and younger children, we’re asking everyone to treat the railway with the seriousness and respect it demands: stay alert, avoid distractions, and never cross except at designated points. It could save your life, or someone else’s.
“I’d encourage people to save 61016 into their phones and text us if they need us. In an emergency always dial 999.”
Every one of these deaths is a tragedy that devastates families and communities
Katie Day, Deputy Chief Executive at Transport for the North (TfN), delivered a keynote address at the Better Transport Conference in Manchester as part of Better Transport Week, revealing research showing that 11.2 million people in England now live in areas at high risk of transportrelated social exclusion. She writes about building accessible solutions
Transport-related social exclusion (TRSE) is a crisis affecting almost one in five people across England. Research from TfN shows that 11.2 million people in England now live in areas at high risk of TRSE – up from 9.8 million in our previous assessment in 2019. People living in coastal communities, rural towns and communities on the fringes of large city regions are at particular risk.
Understanding the human impact TRSE occurs when transport issues prevent people from participating fully in society – whether through cost barriers, poor accessibility, unreliable services, or inadequate connections to essential destinations. TfN’s research shows the problem disproportionately affects those on low incomes, people with disabilities, and those with caring responsibilities.
The human cost is profound. Consider the experience of a cleaning worker living on the outskirts of a rural town who relies on buses to reach her insecure, minimum-wage job. When her usual direct service was cut, she faced a complex journey requiring two buses and a town centre connection. On one particular day, a 10-minute delay caused her to miss her connection, leaving her waiting an hour for the next service.
By this point, she was running about an hour late for her shift. She received a text saying that because she was too late, the agency had given her three hours’ work at another site a few miles away. That would mean getting back into town and getting another bus, buying another return ticket from another bus operator, which would eat nearly an hour of her take-home pay.
The woman chose to go home instead, losing £50 in fares and wages while wasting three hours travelling. The consequences create more consequences.
The scale of the challenge
TfN’s research reveals that northern communities are particularly affected, with rural and coastal areas in the North East showing the highest risk levels in England – around 59 per cent of residents facing high TRSE risk. Seven local authorities, four of which are in the North, now have more than half their population at high risk.
The situation has been compounded by significant cuts to bus services, with the North of England losing
more than 30 per cent of its bus routes – substantially more than other regions. These reductions disproportionately affect lower-income residents and disabled people, the very groups who rely most heavily on public transport.
Yet the scale of the challenge also represents an extraordinary opportunity. TfN’s Strategic Transport Plan sets an ambitious target to reduce those at high risk of TRSE by at least one million people while setting out how the right transport investment with other policy levers could unlock £118 billion in economic benefits by 2050.
Achieving this transformation means we need to change how we work. We must start by asking the right questions: what do people really need before we jump to solutions? How can we better understand the diverse travel patterns and requirements of different communities?
The transport sector has tremendous expertise, but we need to broaden our perspective beyond traditional approaches. Rather than operating within established professional networks, we must actively engage with different groups and communities to understand their lived experiences and transport needs.
The accessibility challenge extends beyond buses to
our rail infrastructure. Currently, just 48 per cent of the North’s circa 600 stations have step-free access to all areas. At the current rate of delivery, addressing this gap will take 30 years – far too long for the communities who need these improvements now.
This represents both a moral imperative and an economic opportunity, and it is why TfN’s Rail North Committee is shining a spotlight on the issue. Research shows that people with disabilities take 38 per cent fewer trips than those without, and completely closing this transport accessibility gap could deliver substantial economic benefits.
Getting it right requires coordinated action across multiple fronts: capital investment in infrastructure, sustainable revenue funding for services, meaningful devolution of decision-making powers, and reformed appraisal systems that capture social outcomes rather than focusing solely on benefit-cost ratios.
Most importantly, we must fundamentally shift our mindset to focus on people, people, people. When we understand the diversity of communities we serve – from young people navigating independence to older residents who prefer printed timetables and cash payments – we can design transport systems that truly work for everyone in the places they live and work.
You can find more details about TfN’s research at www.transportforthenorth.com
A replacement for the existing Block Controller for single line track.
Our fully digital version of key token equipment communicates digitally through IP based systems, including provision for TPWS and section signal release.
The DiBloC features:
•IP connectivity with two redundant connections
•Physical key compatibility with existing key token machine equipment such as ground frame locks
•Ability to work in sets of 2-6 units
•Ability to operate TPWS and/or single throw/starting signals
•No on-board equipment –compatibility with all rolling stock
The industry has come together for Rail Safety Week (RSW), bringing safety to the forefront of people’s minds, sharing ideas and best practices
Everyone home safe every day is not just a slogan but one Network Rail’s Chief Executive Sir Andrew Haines describes as a “moral imperative”, applying to the 1.8 billion passengers the industry is likely to serve this year, the 200,000 people working across the sector, and every member of the public who interacts with the railway.
“Keeping everyone safe is a phenomenally important moral obligation and also one which requires looking at different risks,” he said, speaking on a special podcast to launch this year’s RSW. “It involves a big managerial challenge to look at what is the best way to do that in 2025, the risks that we’ve got today are not the risks we had 15 years ago.”
RSW is an industry-wide and industry-led initiative focusing on rail safety for all, bringing rail safety to the forefront of people’s minds across a dedicated week, keeping safety firmly in the spotlight and sharing ideas and best practice across industry colleagues.
In the launch podcast for RSW 2025, Sir Andrew was in conversation with Will Rogers, Chair of the campaign organiser Rail Forum and Managing Director at East Midlands Railway, with the pair exploring the personal, moral, and strategic responsibilities that underpin safety in today’s complex and evolving rail landscape.
“There are probably three big moments in my
career that have shaped my approach to safety,” explained Sir Andrew. “The first is Ladbroke Grove and the system safety elements of that, the way signalling layout was commissioned, issues about how we train train drivers and the opportunity to do something about that. All too often when people die it is because the system risks are not aligned.
“The second one was during my time at the Civil Aviation Authority and the impact of an Iceland volcanic eruption. This was another system risk, in which there was an undefined system issue and aviation came to a halt because that risk hadn’t been addressed. It was a real eye opener to think about the consequences of not having addressed safety risk, it is not enough to say that will never happen.
“I still find the third one hard to talk about. Two colleagues lost their lives at Margam within my first year of joining the business. To see the level of resistance there was in my own business to change I realised that sometimes you have to direct change. The changes we have made to track worker safety have come at a very, very significant cost, including a financial cost in terms of operational flexibility, but it was a real wake-up call. All the time we’d been nudging people to change behaviours wasn’t enough, and sometimes leaders have to step in and say enough is enough.”
Concluding the podcast, Sir Andrew spoke of
his message to aspiring leaders, including a need to embrace Great British Railways (GBR) as an opportunity to create simplicity, which could create space for people to thrive, financial opportunity to invest, but also more rewarding jobs.
“We’ve also got to use technology,” he added. “We are on the cusp of an AI revolution in the rest of society, why would we turn our backs against it in the railway? When it comes to understanding safety risk we should be using data, using the technological transformation to keep people safe.
“My final point would be that we are all human. The first duty of a line manager is to make sure they understand what makes the individual work for them tick, what gets the best out of them, which particularly in a safety environment is so important.”
Established in 2016 as RSW, Rail Forum adopted the campaign in 2023 to take it forward and continue bringing rail safety to the forefront of everyone’s minds. Hundreds of organisations got involved this year, which comes at a time of significant transformation across the sector.
From operational changes and increasing demand to challenges such as workforce fatigue, mental wellbeing, and emerging technological risks, the rail industry is being called on to lead with innovation and culture.
This year also featured the RSW Conference at
Rail Live. In the aptly named Safety Theatre there were two days of expert speakers in three sessions around human, plant interfaces and behaviours; psychological safety and the importance of occupational and mental health on the railway; keeping customers and neighbours safe.
Among those speaking was Richard Hines, Chief Inspector at the Office of Rail and Road (ORR), who highlighted how those working in the industry are the most important asset and key to delivering a healthy and safe railway.
“I’m really proud to hold the position and to lead an amazing team of committed colleagues at ORR who are laser focused on delivering our strategic objective of a healthier and safer railway,” he said. “My overwhelming feeling though is one of a huge sense of responsibility – and one I take exceptionally seriously.
“We sometimes have to take difficult decisions, including taking enforcement actions or prosecutions – but we never do this lightly, and it reflects a set of circumstances of situation where it is necessary to deal with risk. We, however, invest significantly more (in several orders of magnitude) into advice, guidance, liaison, and collaboration – collaboration is important to me and will feature prominently in my leadership and the way we regulate.”
During his talk, Richard spoke of improvements made to track worker safety over the last five years and how it is a useful reflection of how these approaches combined can achieve real progress.
“The major train collision incident at Talerddig last year served as a sobering reminder of how fragile everything can be, and how people can come to harm,” he said. “Two weeks before that, I was standing in the Ladbroke Grove memorial gardens to remember those who lost their lives and suffered terrible injuries and trauma 25 years ago.
“Our industry has changed a lot since Ladbroke Grove, for the better, with improved risk control and better systems, but a relentless focus on the day job is important. By way of a couple of examples, we found issues last year with structures assessments, the delivery of inspection and maintenance activities, and a failure to manage these important topics can lead to catastrophic outcomes.
“Culture, and building a diverse, inclusive workforce now and for the future is important – and GBR and the coming together of track and train presents so many opportunities to ‘bottle the good stuff’ and break down barriers. It also presents risks that need to be carefully managed and to ensure that mistakes from the past are not repeated.”
This year’s campaign also included children’s competitions, designed to provide a simple and engaging way for parents, guardians and teachers to begin important conversations with young people about staying safe on and around the railway. The competitions included colouring competitions for children aged four to six and seven to nine; and a design your railway station competition for children aged 10 to 12.
The activity sheets for the competitions have once again been specially designed by Bessie Matthews, author and illustrator of Arlo’s Adventures: There and Back – A Pick-a-Path Railway Safety Book.
Bessie said: “I love working on the railway, and
nothing matters more than safety. Being asked to create activity pages for Rail Safety Week 2025 has been a real privilege.
“It’s not just about colouring or drawing, it’s about starting important conversations with young people and helping them see how they can make a difference. Year after year, it’s a reminder of why we do what we do.”
Organisations have also held their own events as part of RSW. West Midlands Railway (WMR) raised awareness of how to stay safe on the railway among thousands of passengers.
The rail operator hosted pop-up sessions at Birmingham Snow Hill and Wolverhampton station this week, where experts spoke about safeguarding, mental health and how to prevent accidents on the railway. British Transport Police (BTP) appeared alongside WMR to answer any questions from rail users.
Jonathan Hitching, Head of Safety at WMR, said: “Keeping safety front of mind while travelling by train is vital. Sadly, fatalities on the railway still happen every year, which is why this week is so important to ensure our passengers know how they can keep themselves safe.
“From how to navigate level crossings to staying alert on platforms, we’ve spoken to hundreds of passengers about all areas of rail safety this week and want to thank everyone who spoke with us.”
Elaine Clark OBE, Chief Executive Officer at Rail Forum and Industry Lead for RSW, said: “We are delighted that so many organisations have supported RSW in 2025. From infrastructure owners and passenger operators to freight, the heritage sector and lots of supply chain companies. RSW is a great example of the momentum that can be built when everyone gets behind a common purpose.
“I’d like to express my personal thanks to our Steering Group members, our speakers at the RSW Conference, our podcast interviewees and to everyone who got involved. As the industry faces a time of significant change it is vital that we all keep a sharp focus not just on safety, but also on the health and wellbeing of our teams. That doesn’t stop at the end of RSW – that’s a 365 days a year priority.”
Keeping everyone safe is a phenomenally important moral obligation and also one which requires looking at different risks
Alan Hyde from the national Railway 200 team recaps on this year’s bicentenary celebration so far and what’s coming down the tracks in this landmark year for a British invention that changed the world. It’s not too late to join the history-makers and help with adding a new chapter to rail’s revolutionary story
What a year so far, but much more to do!
It’s been amazing to see the partnership-based approach of Railway 200 bring the industry together in new and imaginative ways, raise staff pride, reinforce rail’s relationships with the communities and people it serves, and develop new progressive partnerships with other sectors and organisations. This is all in recognition of the railway’s role in shaping people’s lives and livelihoods, and as an engine for growth, powering prosperity, social mobility and community cohesion.
Much of the support for Railway 200 has come in three main areas: branding (our logo is freely available for non-commercial purposes); shared storytelling; and activities and events.
It’s great to see the Railway 200 logo on national TV and cinema advertising, and outdoor posters, as well as countless other examples. This helps to give the campaign visual coherence.
The 200th anniversary has rekindled a desire to share stories – past, present and future-facing – about railway people and rail’s impact and influence. We’d love to feature many more stories on our Great Rail Tales podcast series, available on Spotify and other podcast platforms.
There have already been well over 2,000 activities and events from the hyper-local to the international, and from the personal to the popular. This has included a Whistle-Up of 200 locomotives across five continents, a mega rail sale, a commemorative
coin from The Royal Mint, a merchandise range, train namings, festivals and galas, competitions, talks and presentations, floral displays, a train maze, open days, trade shows, a Railway 200-inspired Community Rail Week and much more.
Following an incredible team effort, the Railway 200 exhibition train, Inspiration, successfully launched at Paddington at the end of last month before opening to the public at Severn Valley Railway on its 60-stop, one-year tour of Britain. Huge thanks to Railway 200’s host partners for helping to publicise and organise each event.
As Britain’s newest visitor attraction and the only exhibition train on the network, the initial reaction has been very positive.
The eye-catching, four-carriage train, powered by a loco, is emblazoned with the words Past, Present, Future and Together. Curated in partnership with the National Railway Museum and supported by a grant from the National Lottery Heritage Fund and generous funding from Porterbrook, Inspiration is packed with interactive hands-on displays and exhibits showcasing railway innovation and promoting a diverse range of rail careers for the next generation of pioneering talent.
The train includes a Partner Zone, a flexible exhibition space. You can register your interest here: https://railway200.co.uk/inspiration/registerinterest-in-the-partner-zone/
For more information on Inspiration visit https:// railway200.co.uk/inspiration/
We look forward to welcoming you onboard.
In the meantime, as we build to September – the anniversary month – please look out for Alstom’s
The Greatest Gathering in Derby, Bluebell Railway’s festival in Sussex, the National Railway Museum’s 50th birthday and the re-opening of Station Hall, and the nine-month S&DR200 festival (www.sdr200. co.uk) in County Durham and Tees Valley, which commemorates the opening of the Stockton and Darlington Railway on 27 September 1825.
The Rail Delivery Group will also be launching a Railway 200-themed World Cup of Stations competition this autumn. And keep your ears open and eyes peeled for more broadcast media coverage, including exciting collaborative projects on BBC Radios 2 and 3, a two-part BBC TV special with Michael Portillo, and documentaries on Channel 4.
It’s never too late to contribute to the rich tapestry of activity across the UK. For more information, including how to get involved, visit www. railway200.co.uk
The 200th anniversary has rekindled a desire to share stories – past, present and future-facing – about railway people and rail’s impact and influence
Monika Benson, Head of HSQE at Cleshar, explains how the company has created a health and safety programme that was recently Highly Commended at the Railway Industry Association’s RISE Awards
At Cleshar, we are committed to creating a safe, healthy, and productive environment for our workforce, our clients and our supply chain partners. Our goal is to go beyond compliance; embedding a proactive and people-focused approach that genuinely supports safety, wellbeing and high performance.
Our health and safety programmes, which have been created to ensure a positive health and safety culture, allow us to deliver innovation, compliance, and continuous improvement across every aspect of our operations.
Our flagship behavioural safety programme – ‘Safety Matters – be safe | be healthy | be well’ – is central to our culture. It is designed to promote safety-conscious behaviours at every level of the organisation and is delivered through monthly Safety Matters forums.
These online forums are open to all staff. They are led by a rotating schedule of departments and provide a space for open dialogue, where experiences, ideas, and good practices are shared, and where lessons learned from incidents are reviewed collectively. The forums have been instrumental in driving staff-led initiatives.
A notable example is ‘Take 2 for Safety’, which
is now embedded in our daily/shift briefings. This voluntary initiative encourages operatives to raise personal or site-specific safety concerns with their team, fostering both accountability and a sense of collective responsibility.
Our Safety Matters Awards scheme recognises staff who go the extra mile in delivering or promoting safe behaviour. Nominations are submitted by heads of department and approved by our operational board. In one year, seven employees were nominated internally, and a further eight were recommended for recognition by the client: a powerful endorsement of the impact our people make on site safety.
We undertake regular stress testing exercises, using bespoke and unannounced scenarios to test workforce readiness.
In one exercise, our conductor rail team responded to a simulated collapse of an Ironman (rail handling equipment). Operatives followed all procedural steps, producing compliant documentation, identifying minor improvements in equipment records, and demonstrating their ability to manage high-stress incidents professionally.
These scenarios reinforce learning and feed into wider improvement actions across the business.
Recognising the link between wellbeing and safety, we launched two recent initiatives:
Smart Drive: A five-pillar, safe driving campaign focused on driver competence, vehicle maintenance, behavioural accountability, fleet reputation, and management consistency. This programme aims to raise driving standards, reduce emissions, and reduce incidents involving fleet vehicles.
Wellbeing Campaign: A comprehensive wellbeing initiative that includes a new Occupational Health Procedure, in-house Mental Health First Aider training, health awareness campaigns, and a dedicated Health and Fatigue Awareness Week.
We have invested heavily in digital solutions to enhance safety visibility and responsiveness.
Our rollout of Work Wallet software enables site managers and supervisors to report close calls, complete Planned General Inspections (PGIs), and document incidents in one centralised, trackable platform. This supports faster resolution of safety
issues and ensures that trends and hotspots are identified through data analytics.
The visibility provided by Work Wallet has significantly improved communication of updates, safety briefings, and standards changes; helping us build a data-informed, feedback-driven culture of continuous improvement.
Analysis of incident data revealed that manual handling is one of our primary causes of workplace injury, accounting for 13 per cent of reported injuries each year.
partner with Pristine to proactively reduce workplace injuries.
The initiative was launched in September 2023, with Pristine delivering manual handling training tailored to our operational needs and the safety standards of the rail industry. In customising the programme to align with Cleshar’s specific work practices, Pristine’s staff observed our teams on site and identified the most hazardous activities and tasks.
Recognising the need for an effective solution to address these recurring issues, we collaborated with Pristine Condition International to enhance our safety training protocols and roll out a tailored training and monitoring programme across Cleshar. This initiative has not only increased operational safety, but also demonstrated measurable benefits.
Pristine’s approach draws from Olympic-level weightlifting mechanics to minimise physical strain and maximise efficiency during everyday manual handling tasks and their evidence-backed training method guarantees a 50 per cent reduction in manual handling injuries. A separate study conducted by a major retailer reported that Pristine’s methodology decreased injury risk factors by as much as 94 per cent and reduced muscle demand by up to 73 per cent. These statistics reinforced our decision to
Bespoke videos were produced to demonstrate the correct way of handling, moving, and pushing equipment, and tools of varying sizes and weights in a range of different workplace scenarios. These were shown at our training track facility, where operatives from our own workforce undertook lifting activities in line with instruction from Pristine’s trainers.
To maximise reach and engagement, the training continues to be delivered by our in-house training school Infrastructure Training Services (ITS) through a multi-channel approach including classroom and practical ‘live’ environments and instructional videos. The message is also communicated through a workplace poster campaign to reinforce key principles. Over 1,000 operatives have completed the training to date.
ITS is a National Skills Academy for Rail (NSAR) accredited training company and has been providing fully accredited Transport for London and Network
Rail safety training courses for 20 years, delivered by our team of highly qualified trainers and assessors, and IQA professionals. Facilities hold NSAR Gold status and include bespoke replica tunnel and track sections.
Additionally, our supervisory staff have been equipped with the knowledge to monitor and correct postures through check sheets on TRACA, a proactive safety management app developed by Pristine. TRACA surveillance helps us to monitor and respond to emerging trends.
Since implementing this training, the number of reported injuries and musculoskeletal issues reduced by 81.2 per cent.
www.cleshar.co.uk
‘go the
Trusted
www.cleshar.co.uk
02087338888
Dave Brown, Head of Rail Programme at Samaritans, writes about the charity’s rail suicide prevention work and how everyone in the industry has a part to play
You’ll likely be familiar with Samaritans’ work on the railways. You will have seen our signs at stations and national campaigns like Real People Real Stories and Brew Monday. Perhaps, you’ve even attended one of our training courses. What you may not know is that much of our work in rail suicide prevention actually takes place away from the railway itself.
This may initially seem unexpected for a Rail Suicide Prevention Programme, but it reflects the important truth that people don’t generally consider taking their life for the first time when they reach a
rail location. Instead, those moments are often the result of a thought process that began long before, for reasons unconnected to the railway.
In order for us to prevent suicide, we can’t focus all of our efforts on hoping for an intervention at the last moment, hoping that someone sees a Samaritans sign and reaches out for support, that there is a trained staff member there to spot their distress and take them to a place of safety, or hoping that a member of the public remembers our Small Talk Saves Lives campaign and engages them in conversation to interrupt their suicidal thoughts.
While these things do save lives, we also need to look further upstream.
That’s why our programme takes a proactive stance. Rather than waiting for someone to present in crisis, our regional teams focus on building visibility and access to support within communities where risk is highest. The aim is clear; to help people earlier, so they don’t end up in a moment of crisis.
We know mental health and suicide are still taboo subjects and stigma can prevent people from seeking support. That’s why we work to make support visible, trusted and accessible in the places people already
go, from foodbanks and libraries to GP surgeries and places of worship. By embedding emotional support into these everyday settings, we are increasing the likelihood that someone will know where to turn to when they are in crisis and feel comfortable seeking access to the support they need.
We use data to focus our work in communities where we know there is increased risk. This data comes from several sources, but key to it is the intervention data from rail staff. All the reports of interventions and contacts with vulnerable people logged by British Transport Police (BTP), train operating companies and Network Rail staff are assessed and inform us where our community-level work would be of most value. We combine this with information from our work with local authorities to build a more comprehensive picture of local risk.
This wider local context is very important as it allows us to tailor and target our community level engagement. Through our relationship with local authorities and attendance at local suicide prevention groups we foster connections with other organisations which are providing support in specific areas of need. There is so much excellent work already ongoing in communities across the UK so we want to make sure we’re doing all we can to amplify it.
One example is an area where local data pointed to socio-economic hardship as a key risk factor, so we connected with a community café offering free meals three times a week to people who were struggling. It was clear that this was already a safe, welcoming space, a place where people felt comfortable and supported. Through our local Samaritans branch, we arranged for volunteers to be present during those meal times, so people knew there was emotional support available to anyone who needed it. It wasn’t about setting up something new, it was about adding our unique skills and expertise to something that was already working so we could reach and help more people. By meeting people in a space they already trusted, we were able to reach those who might never have sought support elsewhere.
In several areas, we’ve built strong links with local Citizens Advice teams, recognising the vital role they play in supporting people dealing with money worries, housing problems or legal challenges, all of which can increase someone’s vulnerability. Through local outreach, we’ve shared Samaritans’ materials to display in their public spaces and staff areas, making our support more visible to the people they’re helping every day. We’ve also worked with Samaritans’ branches to deliver listening skills sessions for Citizens Advice staff, helping them feel more confident when someone opens up. It’s a simple but powerful way to make sure that wherever someone turns for help, they’re met with empathy and shown that support is out there.
In one town, a community roadshow brought together mental health charities, bereavement support organisations, local NHS representatives and Samaritans’ volunteers. Over 400 people engaged with us on the day, dozens receiving emotional support and many more being signposted into services.
Elsewhere, referral services have been introduced between the BTP/NHS triage cars and Samaritans,
increasing the options for support for those who are vulnerable when they come into contact with services. In other areas, connections have been forged and events co-hosted between Samaritans and universities following concerns about young people’s wellbeing.
The value of this lies not only in the individual interventions it fosters, but in the systemic shifts it supports. Local authorities now better understand the data generated by rail staff and use it to inform their wider suicide prevention strategies. Samaritans is increasingly seen not just as a listening service, but as a connector of people, places and support. And perhaps most importantly, communities see us, such as at their local market, library, GP surgery, school, and are reminded that help is always available.
This workstream proves that a truly preventative approach to suicide on the railway must extend well beyond the rail environment. It shows what is possible when data is shared, when outreach is creative, and when partnerships are genuine and sustained. By bringing together rail industry stakeholders, public health leads, voluntary sector organisations and Samaritans’ branches to deliver shared interventions, we are able to reach further and deliver more than any one organisation could achieve alone.
We believe that this is how we make the most difference. Suicide prevention is everyone’s business and the rail industry plays a crucial part in this. While our training of more than 37,000 railway staff in suicide prevention and trauma support has helped the industry make 27,000 potentially lifesaving interventions in the last 15 years, we must not miss opportunities to engage with people wherever they are. There are more opportunities beyond the station to make a difference in the local community and save lives.
www.samaritans.org/how-we-can-help/workplace/
Much of our work in rail suicide prevention actually takes place away from the railway itself
It’s been a year since Govia Thameslink Railway (GTR) launched its Antisocial Behaviour Improvement Plan. Rail Enforcement Offi cer James Edwards explains how it is going
James Edwards joined GTR as a Rail Enforcement Officer in 2016, where he worked on the frontline to help crack down on antisocial behaviour.
As part of the recent Anti-Social Behaviour (ASB) Awareness Week, James, now a Rail Enforcement Team Leader for Thameslink, has shared how the rail operator is tackling abuse and disorder a year on from launching its £2.5 million Antisocial Behaviour Improvement Plan.
“I’ve always been passionate about keeping the public safe, which is why I worked at the Metropolitan Police for 13 years before joining GTR,” he said. “I enjoyed my time with the police because I learnt how to solve issues at a community level, but I wanted to transfer my skills to a new industry, so I successfully applied for GTR’s Rail Enforcement Officer role. After four years in rail, I felt confident taking the next step in my career and applied for the Rail Enforcement Team Leader role because I want customers to travel with us without fear of crime or antisocial behaviour on the network.”
GTR has delivered on its pledge to roll out more than 1,500 Body Worn Video (BWV) cameras to frontline staff, which James said has helped prevent violence towards colleagues. The train company is also improving its training and aftercare so staff feel supported following incidents.
“It’s encouraging to see more colleagues are wearing bodycams because it helps calm down a situation if a member of the public is being abusive,” he said. “This is based on my own experience when a member of the public was shouting at me, so I activated my camera and explained they were being recorded, which immediately deescalated the incident. Wearing bodycams can also reduce the burden of railway colleagues going to court to give evidence if they become victims of crime, as the footage can often provide enough information.
“We’re also bolstering support for colleagues who have been verbally or physically abused by closely examining the reports logged through GTR’s Zero Harm app, which is used to investigate and tackle incidents. My team go to the station where the incident happened to talk to the affected member of staff and their colleagues so we can gather more detail which may not have been included in the initial report, such as a full description of the offender and the inappropriate language used.”
Over the past year GTR has also doubled the number of Travel Safe Officers (TSO) on its network from 20 to 40. TSOs make approximately 300
interventions across the GTR network per period ranging from ticketing issues, ASB, workplace violence, concern for welfare and medical issues.
Forty TSOs were deployed on New Year’s Eve last year on targeted trains and stations – zero workplace violence incidents were recorded at those locations, demonstrating that a visible presence works at deterring ASB.
James also highlighted the rail company is working closer with policing and prosecutions teams to remove offenders from the network, while making customers feel more confident with reporting crime.
“The improvement plan has really emphasised the importance of sharing information with the British Transport Police (BTP) and Home Office forces because we know we share a lot of the same issues. For example, if someone is causing an issue at a station there’s a chance we know who they are, so if other teams inform us, we can restrict their movements or remove them from the network.
“We’re also doing more patrols with the BTP on board services where we give customers crime prevention advice and hand out the BTP’s 61016 text service. This means the public and rail colleagues can contact the BTP directly and discreetly to report an incident which has happened, issues affecting their journey or local station, or ask a general police enquiry. These are all steps we’re taking to create a safer and more secure railway for passengers.”
The improvement plan has really emphasised the importance of sharing information with the British Transport Police (BTP) and Home Office forces because we know we share a lot of the same issues
Dr Stephen Fletcher, Joint Chief Executive Officer (CEO) and Occupational Psychologist at the OPC, writes why it’s crucial to back up decisions with solid evidence when recruiting for safety-critical roles
assessment tools are
At its core, validation is a scientific process. When we talk about validation in recruitment, we’re asking one fundamental question: do our assessment tools e.g. psychometric tests, structured interviews or whole recruitment processes, accurately predict individuals more likely to perform well and work safely? In the rail industry, with so many safety-critical roles, having evidence behind our recruitment decisions isn’t optional; it’s essential.
In high-risk environments like rail or engineering, selecting the right person isn’t just a matter of efficiency, it’s about safety. Validated tools give us confidence that we’re identifying individuals less likely to make critical errors. That insight helps support a strong safety culture, assists in reducing operational risk, and can help protect lives.
Psychology is a science, and occupational psychologists are committed to using evidencebased methods. Validation is a core part of that commitment. Without it, we risk making decisions based on assumptions or untested beliefs, instead of data.
What does a validation study involve?
Validation studies help us test whether our recruitment tools actually work. For example, if we’re hiring signallers, we begin by reviewing the selection process. This might include concentration or rules-based tests, e.g. The Rules Acquisition Aptitude Test (RAAT), or interviews and a group exercise. Visit www.theopc. co.uk/assessment/test/raat/. We gather applicants’ assessment scores and, for successful candidates, collect performance data like training outcomes, supervisor or NTS ratings, and safety metrics such as incidents or near-miss reports.
The real value comes when we analyse the relationship between the two data sets to identify meaningful statistical correlations. Do higher scores at selection predict better or safer job performance? If so, we’re confirming the tools help us make effective decisions, validating the recruitment process (not the person) and ensuring we’re measuring what matters most.
For reliable results, we typically need data from at least 100 individuals, although some OPC studies have involved many more. Using advanced statistical methods, we look for clear links, giving us confidence
In the rail industry, with so many safety-critical roles, having evidence behind our recruitment decisions isn’t optional; it’s essential
we’re selecting candidates more likely to succeed and contribute to
a safer, more effective railway.
Why it matters
Validation helps us focus on the tools that genuinely predict job success, whether ability tests, structured interviews or practical exercises. It also allows us to refine recruitment processes, perhaps adjusting the weighting of certain tools, or removing those that
add little value. This supports more accurate hiring decisions, especially where safety is critical.
Validation can bring value to both organisations and candidates. For employers it can help improve recruitment accuracy, potentially reduce training failure rates, save costs and possibly enhance operational performance through more effective teams. For candidates, it can mean a clearer and condensed selection process, a better fit between people and their roles, and a stronger chance of longterm success and well-being in their job.
Validation also strengthens legal and regulatory defensibility. If a recruitment decision was to be challenged or a new employee is involved in an incident, it can help demonstrate that the process was fair, consistent, and fit for purpose.
Over the past three decades, we’ve conducted validation studies across rail, aviation and customer service sectors. One airline believed all their best call centre agents were extroverted and empathic. However, our study revealed their top performers were actually more self-focused and goal-driven. These kinds of insights can help clients to rework and improve their attraction strategy alongside their selection processes.
In rail, we’ve completed many UK and international studies of train driver selection processes, alongside other role validations. We’ve also validated tools for track workers as part of a major project with the Health and Safety Executive (HSE). This research showed specific psychometric tools could accurately predict safe and effective performance. Insights that were later shared as industry best practice by the HSE.
Validation doesn’t just tell us what works, it also reveals what doesn’t. It helps sharpen recruitment processes, provides focus on what truly matters, and ensures each stage adds measurable value and stands up to scrutiny. Ultimately, it can support fair, evidence-based decisions that support better hires, safer teams, and stronger long-term performance.
www.theopc.co.uk
Network Rail’s Martin Frobisher has described it as fi tting to bring together rail safety professionals from all over the world to engage in a collaborative and impactful way in this, the 200th anniversary of our railway’s creation
Network Rail and the Rail Safety and Standards Board (RSSB) hosted more than 200 delegates from 22 countries at the National Railway Museum in York for two landmark international rail safety events: International Rail Trespass Awareness Day (TReSPAD) on 4 June and International Level Crossing Awareness Day (ILCAD) last month.
Organised by the International Union of Railways (UIC), ILCAD and TReSPAD are global campaigns dedicated to raising awareness and improving safety at level crossings and along railway tracks. This year’s theme, ‘Safe decisions – every time’, underscores the importance that the rail industry places on ensuring that it helps people to make better choices around railway environments.
Martin Frobisher, Group Safety & Engineering Director at Network Rail, said: “Great Britain is at the forefront when it comes to rail expertise, innovation and safety. Therefore, it was fitting for us to bring together rail safety professionals from all over the world to engage in a collaborative and impactful way in this, the 200th anniversary of our railway’s creation.
“We’ve all been inspired to take our learnings from ILCAD and TReSPAD back to our respective corners of the world and continue in our efforts to reduce harm and suffering within rail settings.”
The events brought together rail safety experts, infrastructure managers, law enforcement professionals, policymakers, technology innovators and academics from across Europe, the USA, and beyond. Attendees shared and discussed strategies, insights and practical solutions in critical issues including risk assessments, technical innovation, public education, and cross-sector collaboration.
Hosting the events at the National Rail Museum in York was especially symbolic, as 2025 marks the 200th anniversary of the world’s first passenger railway.
Dr Ann Mills, Deputy Director System Safety & Health at RSSB, Chair of the UIC TreSP-Network and Vice Chair of the UIC Safety Platform, said: “Bringing together the railway and its stakeholders to share experiences and approaches in trespass and suicide prevention is crucial.
“Despite differences in train design, tracks, signals, and landscapes, these are global issues. By collaborating and sharing knowledge on a worldwide
scale, we can create more effective strategies to address them.
“The collective efforts at ILCAD and TReSPAD will not only enhance safety but also save lives, ensuring a safer and more secure railway environment for everyone.”
UIC data highlights the urgency of these efforts: in 2023, 36 railway companies from 33 countries reported an average of 10 victims a week at level crossings, with 77 per cent of pedestrian collisions proving fatal. These events serve as a vital platform for sharing best practices and driving international progress in rail safety.
Great Britain sees an average of 19,000 trespass incidents and 1,500 near misses with trains at level crossings on its railway every year.
The UIC’s Director General Francois Davenne said: “Rail safety is the backbone of keeping our trains and passengers running safely and ensuring safe working conditions for train crews. Level crossing collisions, rail trespassing and suicides are the leading causes of death in the rail industry.
“That is why we are particularly proud to have spearheaded ILCAD, a public awareness campaign on level crossing safety, launched in 2009 first in Europe and then extended to all five continents. In 2022, UIC launched a second campaign called TReSPAD to address trespassing on railway tracks.
“Not only our members, but also road safety advocates, academics, and researchers participate
in our official launch conferences and/or conduct safety awareness activities in their own countries during ILCAD and TReSPAD. We thank Network Rail and RSSB for hosting us and for making this another successful year for our events.”
We’ve all been inspired to take our learnings from ILCAD and TReSPAD back to our respective corners of the world and continue in our efforts to reduce harm and suffering within rail settings
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Phil Hibberd, Group Head of Safety, Security and Sustainability at Transport UK (TUK) Group, discusses rail reform and the role the organisation has to play in transforming the industry
Aquestion Phil Hibberd regularly gets asked is: ‘What’s the role Transport UK (TUK) has to play in the future of the UK rail industry?’
The private sector transport operator currently serves millions of rail passengers every day, including operating Greater Anglia, West Midlands Trains, East Midlands Railway and Merseyrail, but with three of those operations coming under Government control over the next few years, what does this mean for TUK in the years ahead?
“It is an exciting time for TUK with a lot of interesting opportunities on the horizon. Rail reform has given us an occasion to look at other business avenues that we want to grow and explore,” said TUK’s Group Head of Safety, Security and Sustainability. “With change comes opportunity, and as the industry evolves and Great British Railways (GBR) comes to fruition, we are exploring opportunities for public/private partnership within the new model.
“We will still be around, we’ve still got UK operations and are exploring more, and we’re still actively engaged with industry working groups, sharing experience and knowledge. We’re also looking to bring the best of our British expertise to markets outside the UK. We are in active discussions across the Middle East, North America, and Europe.
“While the UK Government has taken the decision
to bring train operators in-house, we are already in discussions with governments overseas which are exploring concession and franchise models.”
Phil’s confidence is backed up by a proven track record in delivering. TUK has transformed Greater Anglia since taking over the franchise in 2012 (a 60:40 joint venture with Mitsui). It has recently introduced an entirely new fleet of trains as part of a £2 billion investment programme. The operator is consistently the best performing UK train operator and has been recognised with several high-profile awards.
Merseyrail has also recently been recognised as one of the UK’s top train operators, achieving the highest overall customer satisfaction rating in the latest Transport Focus Rail User Survey (93 per cent), and the highest satisfaction rating in the country for punctuality and reliability, with a score of 89 per cent.
“We have a lot of corporate knowledge across our senior leadership, who have decades of experience running rail businesses. Our broader team is also made up of some of the best talent in the industry when it comes to operations, HR, safety, sustainability, performance, engineering and fleets,” he explained.
“The Department for Transport (DfT) is weighted with civil servants, so what they should be looking at is how they can utilise the knowledge that sits in owning groups, such as TUK, to look at how they manage
those relationships. As an owning group we are actively looking at profitability, efficiency and safety measures on a daily, weekly and period basis. When we see potential, we use our skillsets to go into these operating companies to address the problems and put improvement plans in place, before a larger issue occurs.
“It’s all about minimising the impact on our customers and colleagues, ensuring we deliver safe and efficient services. This is why we continue to be an award-winning organisation.”
Greater Anglia went from the bottom of the league table to the top. Phil recognised that TUK’s relationship with Network Rail was key to this.
“We are here to provide a service to the public and rather than having a siloed mentality of everyone looking at what they’ve got to deliver. Greater Anglia’s success is in part attributable to joint committees and steering groups with track and train coming together to work in a collaborative way,” he explained.
“Another example is Merseyrail, where we work with the Liverpool City Region Combined Authority and Network Rail. Merseyrail is the best metro operator within the UK. We are incorporating the lessons that we have learned there across our network. We also have a business consulting practice – TransportWorks – through which we apply these learnings and our expertise across the world.”
TUK was among the organisations that
contributed to the Government’s recent consultation on GBR, titled ‘A railway fit for Britain’s future’. TUK’s submission called for GBR to be given statutory duties similar to those of the NHS - focusing on safety, efficiency, fairness, and increasing passenger numbers, freight volumes and revenues.
Phil noted that private sector expertise must be retained, and private investment must be encouraged to ensure the railways continue to grow and to generate significant revenue, especially within public spending rules. He warned that public funding constraints can hinder necessary investments, which will slow revenue growth and societal benefits.
For Phil, he would like to see the industry better use data and stressed the importance of not compromising safety and service reliability. He pinpointed the complexities of transitioning largescale operations into public ownership, which will incorporate a myriad of stakeholders into the process - from the train operating companies, to maintainers, to the unions.
“While the dwindling corporate knowledge remains, we must all play our part to manage the risks that result from such a massive change in an orderly, safety-first approach,” he said. “This will help ensure that the new system is sustainable and delivers safety, performance, and customer satisfaction results in the long term.
“I recognise that when you undertake change you incorporate a level of risk, I do have concerns about train operating companies quite rapidly disconnecting from owning groups and not reconnecting to anything until GBR is fully established. There isn’t that guiding mind or a plan to drive collaboration and to look at trends to ensure that service is up to standard, safe, and profitable. This is a precarious reality that needs to be remedied quickly. Shadow GBR needs to make sure it doesn’t take its eyes off the ball during the transition stage and remains focused on day-to-day risks.”
Phil added: “An owning group also acts as a guiding mind, stepping in to help shape the strategy and direction of the business, with the help of organisations such as Rail Delivery Group (RDG) and the Rail Safety and Standards Board (RSSB). We jump in and leap into action to course correct, before problems impact safety and performance. GBR must act in this role, taking on a similar statutory duty that owning groups have held.
“The guiding mind that will be established through GBR cannot simply theorise strategy and direction, proposing broad concepts with little meat on the bones to support execution. The hands-on role that owning groups play must not be lost in nationalisation, otherwise this is a recipe for an unsafe and inefficient railway. While we’re not disappearing during rail reform, I believe there must be a role for the private sector throughout and following reform, so the UK does not lose our vast experience.
“At TUK, we practice what we preach when it comes to social values. We consider diversity and inclusion in terms of our colleagues, our customers, and the communities we serve. Our approach is to be inclusive and accessible on all levels, including the design of services and stations, the hours of operation, and our communications.
“Together these efforts empower more people by providing them with accessible services and careers that drive social mobility. The safety and wellbeing of employees and passengers also remains paramount; we take our duty of care to look after their physical and mental wellbeing very seriously. Government must ensure this trend remains as operations return to its control.”
Having more than three decades of experience working in the UK rail industry, Phil has seen firsthand when getting it wrong can cost people their lives. Preventing future failures has and continues to be a big driver in everything he does, particularly in his current role.
“What is clear is that over the next two to three years more train operators will be demobilising and remobilising at the same time.” He added, “This will pull on resource in already lean teams, as they go into a holding pattern with the DfT Operator, until GBR is formally established.
“We all have a duty to raise our hand if we feel there is a loss of focus on day-to-day operations during transition. I’m a huge advocate of Confidential Incident Reporting & Analysis System (CIRAS), the UK rail confidential reporting system. It is the industry’s safety net for capturing any concerns that someone feels that they can’t raise elsewhere.
“At TUK, we use tools like the Office of Rail and Road (ORR) RM3 model to visualise our risk profile and look at how we can support each other.”
Phil’s commitment to the industry extends beyond just the full-time job. He is a member of the Parliamentary Advisory Committee for Transport Safety, and up until recently volunteered with the Institute of Safety and Health (IOSH), retiring to take up a new role as the Chair of the Safe Insights Advisory Group.
Safe Insights is the UK rail industry’s new national platform for collecting, sharing, and analysing high-quality safety event data. Developed by the RSSB, it launched in March 2025 as a modern, AI-powered replacement for the long-standing Safety Management Intelligence System (SMIS), which had been in use for over 25 years.
He said: “The advisory group has a key role in ensuring Safe Insights, and the data feeding its associated risk models and tools, are fit for purpose. Through consultation and collaboration, we aim to influence and initiate changes to the system, improving data quality to help industry understand its risk profile and improve safety performance.
“As the Chair, I want to engage industry and set some new challenges, with a long term goal of setting new reporting standards, not just for duty holders, but for others who hold rich data, such as the rolling stock maintainers and contractors, as understanding our risk away from mainline operations, helps us understand the wider culture of our industry and what we are potentially importing. This is my call to action.
“As technology and innovation continue to move at pace, RSSB is well placed to leverage data science and artificial intelligence (AI) to tackle these health, safety, security and sustainability issues and by removing old traditional methods of data inputting and moving to smart data extraction, it’s a really exciting place to be.”
It is an exciting time for TUK with a lot of interesting opportunities on the horizon. Rail reform has given us an occasion to look at other business avenues that we want to grow and explore
Pete Ford, from Stannah Lift Services, describes how rewarding it has been to play a part in a more inclusive and accessible rail network
tannah is managing a major accessibility upgrade at several South Western Railway (SWR) stations along the Wessex route, installing a total of 13 passenger lifts to date.
These upgrades are part of a broader initiative across Network Rail’s Southern region, aimed at making stations accessible for all. Funded by the Department for Transport’s (DfT) £350 million ‘Access for All’ scheme, Network Rail is working in partnership with SWR and the London Borough of Merton Council to deliver accessibility upgrades along the Wessex route.
This investment aims to create step-free access around Network Rail stations and involves the installation of lifts, footbridges, staircases and other improvements.
The work
Stannah Lift Services has been instrumental in these upgrades, working to improve accessibility with its lift solutions at stations Motspur Park, Barnes, Waltonon-Thames, Isleworth and Stoneleigh currently under way.
The work Stannah does improving accessibility in railway stations across the UK is managed by its Major Projects division, which works on technically complex or long-period construction projects, typically in heritage sites or infrastructure.
Stannah provided multiple lift solutions in accordance with ‘Standard Specification for New and Upgraded Lifts’, supporting Network Rail in improving accessibility at stations across its routes. Built for durability and safety, the stainless-steel lift features black rubber bumper rails, offering a secure solution for both passengers and goods.
Motspur – three with two stop 16-person passenger lifts.
Barnes – three with two stop passenger lifts.
Walton on Thames – two passenger lifts.
Isleworth – two passenger lifts.
Stoneleigh – three passenger lifts.
The solution
Motspur Park station on the Wessex route, to the historic Walton-on-Thames and Isleworth stations, which were first built in the 1800s, have all undergone
a major transformation to improve step-free access.
Peter Williams, Customer and Commercial Director for SWR, said at the Isleworth official opening: “We’re very pleased to see these new lifts unveiled at Isleworth, which is in line with Hounslow London Borough Council’s ambition of making all of its stations step-free, will make this station fully accessible for the very first time.
“We know just how big a difference these accessibility improvements make to customers and our local communities, which is why they’re a key part of our accessibility strategy.”
The new Stannah lifts provide step-free access to currently five of the seven stations along the Wessex route, enabling local residents and commuters to use the railways with ease.
With these new lifts added to the Network Rail lift maintenance contract, where Stannah takes care of more than 1,800 lifts and escalators at stations across the UK, part of its 100,000-strong lift service portfolio.
Stannah has been helping Network Rail make rail travel more inclusive and accessible for people with limited mobility or travelling with luggage and prams for more than a decade. Accessibility improvements like these are a crucial part in making London a welcoming city for everyone. By making stations easier to access with Stannah lifts, Network Rail and its partners are encouraging sustainable travel choices
We’re
and enhancing the overall passenger experience.
Pete Ford, Project Manager, Major Projects Division of Stannah Lift Services, said: “It has been a real pleasure working alongside Octavius on these important projects. It was a great team effort bringing them to life, and it’s incredibly rewarding to see how our combined work is contributing to a more inclusive and accessible rail network. We’re proud to support Network Rail in creating a better travel experience for everyone.
“Our renewed contract with Network Rail allows us to build on the excellence of our teams and processes, ensuring seamless travel for the thousands of passengers who rely on the network daily. We look forward to collaborating with Network Rail on future projects, delivering accessibility upgrades and ensuring inclusive travel for all passengers.”
www.stannahlifts.co.uk
Civil
Surveying
Planning
Kelly Warburton, Chief Commercial Officer (CCO) at the Global Centre of Rail Excellence, is inviting organisations to showcase their products to the world
The Global Centre of Rail Excellence (GCRE) has announced details of a new benefits scheme, enabling organisations of all sizes to showcase their products to the industry at its South Wales site.
The GCRE facility is currently in development and when completed will be a place for world-class rail research, testing and innovation. It will include two electrified test loops, a 7km electrified Vehicle Testing Loop (VTL) with a maximum speed of around 177km/h and another 7km electrified Infrastructure Testing Loop (ITL).
Ahead of opening, GCRE has installed a 450-metre Road Rail Vehicle (RRV) line, which can be used for product showcasing. The line includes 1,000 metres of showcase space, that can now be accessed by joining the new bronze tier of the benefits scheme the company is launching, and which will provide a product demonstration platform
for organisations of all sizes.
The new bronze benefits package being offered at GCRE costs £2,500 per annum and provides a fivemetre showcase zone for teams to highlight products. The package includes a branded information board and tailored visits for clients and customers to the GCRE site.
“This is another exciting milestone for GCRE. It has been a fascinating journey to develop the project and to bring something so unique to life for the industry,” explained CCO Kelly Warburton. “GCRE has the potential to be transformative for the rail industry and for the communities around it, and it’s great to be able to launch this new way for companies to benefit from the audience that GCRE has already established as another step towards that ambition.
“The launch of the bronze tier is an opportunity for organisations of all sizes to bring products for showcasing at GCRE to help in their own R&D and
commercial journeys. This is in tune with GCRE’s strapline – Prove, Progress and Perform.
“The bronze tier we are offering can now take our partnership with the companies we work with to the next level. It uses the features we have at the site to offer companies the chance to showcase products on a track environment.
“With frequent visits from across industry and around the world, from key specifiers and decision makers, and with the reach and impact of our social and traditional media channels, showcasing at GCRE is a cost-effective way for clients to present their products to new markets.”
The bronze tier is a taste of what is to come. When fully opened, GCRE will be launching further tiers of the benefits scheme ranging from bronze through to platinum.
“What is important to us at GCRE is that the facilities we are developing – and the new
opportunities it opens up – is something that is accessible to every level of the industry,” added Kelly. “We want this facility to be one that can be used by everyone and we’re starting with the launch of this new bronze tier, ahead of us fully opening.
“Scores of people from across the rail industry are now visiting the site each week and that represents an opportunity for organisations of any size, where they have got products, to come and put them in a rail live environment to showcase ideas to the industry and help them engage across the supply chain.”
The launch of the bronze tier builds on the recent success of the Innovation in Railway Construction programme. The competition, which started in 2022, was funded by the Department for Business and Trade in the UK Government and delivered by Innovate UK, with teams installing their projects at the GCRE site for testing and demonstration.
“It has been fantastic for GCRE to host the Innovation in Railway Construction programme over the last couple of years and to see the dozen teams involved at the demonstration day in March this year, who were funded to bring their ideas to life,” said Kelly. “What has been particularly pleasing has been hearing firsthand the impact the programme has been having, with companies winning contracts and finding new investment as a result.
“Something we’ve been passionate about with GCRE is showing that irrespective of your size, there is a place for you at the facility. The beauty of opening the bronze tier of the benefits scheme now, in advance of full construction, is that we can utilise the site off the back of the lessons we have learned and the success of the Innovate UK competition.
“This is about changing cultures and mindsets in rail, so the supply chain can use new showcasing opportunities to promote and to sell their fantastic products to a wider audience. Putting them in situ, in a representative environment and allowing people to see how it works will be commercially valuable for those companies and in turn show what we can do at GCRE.”
Among those to already benefit has been Universal Signalling, which since fitting its system demonstrator as part of the recent Innovate UK competition has already gone on to successfully close the first tranche of its pre-seed investment round.
Sam Bemment, Chief Executive at Universal Signalling, said: “We should not underestimate the opportunity GCRE presents to enabling rail innovation. Firstly, through offering a place where those with novel approaches are able to test and demonstrate our technology, but secondly, and most importantly, by making that opportunity available to an SME start-up such as ourselves.
“There was no mechanism for this to have happened even a few years ago so GCRE is already starting to have significant impact even as it is being built. We’re excited to be part of the GCRE’s journey.”
Kelly is clear about the impact the GCRE facility can have once the site is fully developed. “When it comes to product and technology innovation and showcasing, the industry is hampered by the lack of world-class research, testing and certification
capability. Its absence slows down the time it takes for new ideas to be translated into new passenger enhancements and impacts everything from network performance to reliability to climate resilience. For infrastructure the impact is even starker, with the design, development and delivery of major projects severely hampered.
“A lack of such a facility has real consequences for the rail industry, and one of them is that the innovation and proving process is just too slow,” added Kelly. “That needs to be accelerated, something that will be achieved when GCRE is fully operational, but before that it can be achieved by testing and showcasing products on the site now.”
As well as the test tracks, when complete GCRE will also include a dual-platform test environment, rolling stock storage and maintenance facilities, operations room, staff accommodation and connections to the main line. There will also be stateof-the-art visitor and conference facilities, a business park and a hotel.
GCRE will create 1,100 jobs over the next decade and support more than £1.2 billion of wider benefits over its lifetime. At the same time, it aims to create new capability in the economy and contribute to a range of important policy outcomes, particularly in light of the Spending Review, in which the Chancellor announced significant investment to kick-start new rail, energy, defence, transport and digital projects.
For every £1 invested in GCRE, £15 is returned to the local economy, communities and wider industry, just 15 miles from the Tata Steelworks where thousands of jobs are being lost over the next few years.
“The launch of our bronze tier comes at an exciting time for the rail industry, especially following the Spending Review where a positive, forward-looking set of investments were announced for the rail industry,” said Kelly.
“There are lots of challenges still ahead, but excitement is building. There is new confidence in the rail industry and there is a clearer pipeline of work for the industry. All of that is important for GCRE as it reinforces the need and the commercial opportunity for a facility like GCRE.
“While progress on securing the private funding needed to build the main infrastructure has been extremely challenging because of well publicised macro-economic conditions, we are in active discussions with potential funders.
“The opening of the loops has inevitably been delayed because of these challenges, but in the meantime we have developed assets that are already helping users of GCRE. The new bronze tier is designed to open that opportunity to more organisations.”
Having already received significant support and assistance of both the Welsh and UK Governments, two local authorities and the local community, substantial progress has been made in developing GCRE from a concept on the page to a shovel-ready scheme able to get going as soon as the private investment process is completed.
www.gcre.wales
The bronze tier we are offering can now take our partnership with the companies we work with to the next level
£2,500+ VAT per annum includes: Five metre showcase zone.
Two complimentary uses of GCRE office. One project presentation.
One jointly branded information board.
Two visits per annum for clients and customers.
One site presentation and Land Rover tour.
Branded press release.
Showcase on GCRE website.
Walking tours during GCRE open days.
To discuss benefits scheme opportunities more with the team, contact: enquiries@gcre.wales
Siemens Mobility is introducing the next generation of passenger locomotive: The Charger B+AC. An advanced rail solution manufactured in the United States for the North American market, the Siemens Charger B+AC is North America’s first battery-electric powered passenger locomotive.
“Expanding our portfolio with the Charger B+AC emphasises our dedication to providing the best propulsion solutions for every customer need,” said Andre Rodenbeck, Chief Executive Officer Rolling Stock at Siemens Mobility.
“With a growing range of battery, hydrogen, and hybrid propulsion technologies, we’re empowering operators to make efficient, sustainable, and futureoriented investments – supported by reliable platforms and decades of rail expertise.”
Alstom has welcomed the entry into commercial service of the new Omneo trains on the ZOU! train line between Marseille, Toulon and Nice, in the South of France.
This new service includes a fleet of new-generation trains that have been running between Marseille, Toulon and Nice since 29 June 2025, a first in French rail history.
The fleet of 16 trainsets is manufactured by Alstom at its Crespin site, in the North of France. The purchase of these trainsets, which carry the Origine France Garantie label, was paid for by the Region to the level of €250 million, made possible thanks in particular to a €73 million loan from the Banque des Territoires.
Each 110-metre trainset can accommodate 400 seated passengers and up to 730 in double trainset configuration. These trains are powered 100 per cent by green electricity.
To ensure their maintenance, a 2,000m² site has been built in Nice by the NGE group, in an eco-responsible approach, financed to the level of €40 million by the Sud Region.
Arriva Group has won a major public transport contract in Czechia, strengthening its position in a growing European market and unlocking €300 million investment in a new fleet of electric trains.
The 15-year contract, awarded by the Czechia Ministry of Transport, is worth €750 million and will see Arriva operate long-distance electric rail services from December 2028, serving cities west of Prague on routes to Pilsen and to Cheb and Klatovy, which are close to the German border.
The contract win represents a significant step in Arriva’s strategy to grow in key liberalising markets and support the transition to low-carbon transport across Europe. The 22 new electric trains Arriva procures to serve this line will operate at speeds of up to 200km/h and serve passengers with a state-of-the-art modern fleet and additional capacity on one of the country’s busiest corridors.
Sian Leydon, Managing Director for Mainland Europe at Arriva Group, said: “This is a flagship win that reinforces our commitment to sustainable growth in Czechia and across Europe. It unlocks a major investment in modern, zero-emission trains and gives more people the choice to switch to reliable, high-quality passenger transport, taking cars off the congested highway between these major cities.
“Arriva already operates electric trains in the region and this contract allows us to build on that experience
at scale, supporting our goal to connect communities through greener, smarter transport. We’re proud to be contributing to the next chapter of Czech rail and shaping the long-term future of passenger transport across Europe.”
The contract win builds on Arriva’s existing network and service offer in the Pilsen region, where it already has a strong presence and operates electric trains. It comes as the Czech Government is investing in major rail infrastructure, including a new line with a 25km tunnel – an ambitious infrastructure project that’s set to reshape rail travel in Czechia and which Arriva’s services will be at the heart of.
The new long-distance electric trains will connect Prague, Pilsen, and western Bohemian cities such as Klatovy and Cheb along two routes, helping to shorten journey times and provide a more attractive, sustainable alternative to travelling by car. The new services will help alleviate road congestion and enable modal shift along one of the country’s most important transport routes.
Daniel Adamka, Managing Director of Arriva CZ, said: “This is the largest investment Arriva has made in the Czech Republic. It will bring greater comfort to passengers travelling from Prague to Western Bohemia, and we believe it will attract new customers to rail. I’m proud of our team, who won this contract against strong competition from three other operators.
Providing solutions for underpinning and structural foundations that can be installed quickly, efficiently and with minimum disruption to existing facilities
Sam Brunker, Managing Director at Network Rail Certification Body (NCB), explains more about the organisation’s responsibility in assessing, assuring and certifying Britain’s railway
NCB has a proven track record in providing compliance solutions for evolving rail infrastructure standards and regulations, as well as setting the standard for independent rail assurance.
The success comes from the team’s vast expertise and in working closely with clients from the start of their projects, minimising the risk in achieving compliance, which in the long term saves both time and money.
“The risk that you’re taking if you leave your independent certification too late, or do it more light touch is that you could end up with delays and needing to put things right at the end, which could also be very expensive,” said Sam Brunker, Managing Director at NCB. “We’ve seen several instances where projects have done just that, it hasn’t gone well, and we’ve been asked to come and help sort it out.”
NCB was established in 2012 as an independent subsidiary of Network Rail, set up to improve competition and develop expertise.
Sam, who was one of the certification service provider’s first employees, added: “We have been at the top of our game ever since, providing Network Rail with about 80 per cent of its needs around interoperability and CSM independent assessment work, really leading the industry in how we do that work for infrastructure. Operational and organisational change projects also need these services, and we have worked with several of these too.
“In 2018 we were awarded the contract to provide independent assessment services to HS2 around its infrastructure, stations, railway systems, tunnels and depots, to provide assurance that it’s designed and built to the required safety and technical standards.
“It was a fantastic achievement and proved we had established ourselves in the competitive market and we weren’t just relying on our relationship with Network Rail.”
One key to NCB’s success is around what it calls Progressive Assurance Methodology, a way for the team to work together with clients to deliver more value for them, minimising risk and helping them to achieve authorisation.
Another is its ability to find better ways of working, a prime example being its IT portal which was rolled out a few years ago. The shared platform enables
The risk that you’re taking if you leave your independent certification too late or do it more light touch is that you could end up with delays and needing to put things right at the end, which could also be very expensive
clients to upload information to be assessed, such as drawings and hazard records. The system notifies assessors when the information arrives and they can report their assessment directly into the system. Any technical queries or non-compliances can be raised via the portal, enabling clients to respond quickly.
“The system makes the independent assessment process very smooth and far more efficient,” explained Sam. “The portal manages the whole iteration of communication, keeps it all tracked, and manages the version control of the evidence, documents and reports.
“It also means the way of doing things is more aligned and we are already starting to see real benefits in terms of improved consistency across the organisation, which is fantastic, as well as a more efficient process that’s helping us to offer more competitive prices.”
In recent years NCB has expanded its competence management system to promote itself in railway systems engineering and also competence in IT, using that skill set in its people to get into broader rail assurance work, including cyber security assurance.
“We have been rolling out broader assurance services, offering safety management, helping people comply rather than just doing the independent assessments,” said Sam. “We’re also investing quite a lot in developing cyber security assurance services for operational technology.
“The latter is a growing opportunity, and one where we’ve got a lot to offer, because it’s aligned to our assurance skills and deep railway engineering knowledge. Safety and security go together, and you can apply the common safety method techniques to both.
“The market in which NCB operates now is very different to what it was when NCB was set up. Further changes are anticipated with the creation of Great British Railways (GBR) but there will still be a need for independent assurance, and NCB has started working with stakeholders to develop a strategic purpose aligned to GBR objectives.
“We are strengthening our internal processes and competencies to be an even better organisation for the UK rail industry in the future in reducing risk, inspiring trust and increasing value for people who depend on safe rail networks.”
ncbenquiries@networkrail.co.uk https://net-cert.co.uk/
The HSQE Partnership has been involved with the Transpennine Route Upgrade (TRU) for more than eight years. Director Ian Grainey discusses the journey and how it has proved to be the platform for growth
In an industry of constant flux and one which requires a continually changing approach to the environmental and social challenges, it is vital to have the best strategy and practical support for your business.
This is something that the team at The HSQE Partnership prides itself on, with Director Ian Grainey saying that part of the drive behind what they do is to make health, safety and sustainability simple, using language clients understand.
“There is no unnecessary jargon or lecturing, just straight-talking advice, keeping projects and clients on the straight and narrow, and letting the teams get on with what they do best,” he said.
“We provide strategic resources, advice and support to major blue-chip organisations and infrastructure projects, right down to SME support and small business set-ups. We provide accreditation support audits, inspections reports and site monitoring and safety assurance activities to ensure company health and safety standards are being met, thus keeping our clients legally compliant and up to date with current legislation and industry standards.
“We like to challenge the industry norms by doing things differently, constantly reviewing the industry challenges through lessons learned from industry events, major projects and forums to develop
innovative solutions,” added Ian.
“We encourage our team to innovate at any opportunity, helping businesses save time cost but improve their overall health and safety performance. This is just the way we do things, and it is embedded into our core values.
“Our experienced team has worked at a senior level for some of the biggest names in construction and rail, so we know how to keep business running smoothly and safely without costly interruptions.”
The company cut its teeth on the Ordsall Chord Project, which linked Manchester’s three city centre
stations through a series of new bridges and viaducts.
The team’s hard work, dedication and commitment was recognised by senior management, who offered the business an opportunity to grow and develop as an SME working on the Transpennine Route Upgrade (TRU), a major multi-billion-pound programme of railway improvements bringing better journeys to passengers travelling across the Pennines between Manchester, Huddersfield, Leeds and York.
The HSQE Partnership has been involved in the project for more than eight years, with Ian currently HSE and Health, Safety and Environment Director of the TRU West Alliance.
“We’ve grown from two to 12, building a fantastic team of local industry experts specialising in health and safety, crime and security, sustainability, quality and wellbeing,” explained Ian. “We have headhunted and employed the best people who are experts in their field, including university graduates, apprentices and ex-military.
“A result of our continued growth and development has enabled us to branch out to support a wide range of rail SMEs operating in the industry. We know how difficult it is to break into the rail industry and how our experience really helps.”
The growth has been around performance, with Ian keen to emphasise his appreciation of the
opportunities being involved with TRU has given The HSQE Partnership.
“TRU has been the platform for our growth, it has been our lifeblood and still continues to be,” he said. “It has been a great programme to be involved in, has helped an SME to thrive and grow into other sectors, and I also feel like we’ve been able to make a big difference to the project.
“We tend to get offered difficult roles that can be a struggle to find within organisations, so for example we have experts when it comes to crime and security, wellbeing leaders, sustainability directors. I’m really proud of the team, they are the reasons behind our reputation, constantly performing and delivering to the highest level.
“As a result of being an SME and growing at TRU, we’ve had the ability to invest in our private side of the business to look at other sectors, explore growth in other areas and bring new people into the business.”
The organisation has strengthened its back office team with business management and marketing expertise along with industry experts to support the continued growth in delivering RISQS, ISO, PCL etc to a range of SMEs, identifying this as an area for growth given the investment likely coming to the industry.
“This area of the business has been built from scratch and we are proud of the team and what we have achieved in a short space of time,” added Ian.
It emphasises the HSQE Partnership’s passion around continuous improvement and innovation, with the organisation having developed digital tools, resources and systems to remove many of the risks that have been difficult to address across the industry.
“A key to our growing success is that we’ve got the experience, we understand the lessons learned, know where the pitfalls are, and are building the solutions to solve the issues,” said Ian. “We are making things slicker and easier to do and simplifying the process, working with the supply chain to get the best out of them as well.
“You have to get the consistency with the supply chain, working with them to get the right people on the job all of the time, growing and learning with the project. The latter is particularly important, which is why we’ve worked on developing initiatives such as a supervisor and operative programmes for TRU looking at how we develop and retain them, providing the platform for them to move on with their careers. It all comes back to our ethos of challenging the norm and pushing the boundaries.”
The success and growth of The HSQE Partnership stems back to when the organisation was formed, with two people with different skill sets coming together to form the business through building a strong working relationship on the Ordsall Chord.
The HSQE Partnership was initially set up by Ian and David Trimble in 2017 to provide strategic support to infrastructure projects. From there the company has diversified and widened the breadth of its services to support organisations of all shapes and sizes with development of ISO accredited management systems, industry accreditations support such as RISQS and Network Rail Principal
Contractor licences, along with site monitoring and safety assurance support.
David, Director and Principal HSQE Consultant at The HSQE Partnership, started his Health and Safety journey after leaving the military. On gaining his qualifications, he worked at SMEs which lead him to gain the knowledge and experience he has today to run a successful HSQE business.
Following a successful career as a professional rugby player, Ian’s first foray into the world of health and safety was as an HSQE Advisor for VGC Group, followed soon thereafter by a three-year tenure as Regional SHE Advisor for AMCO Rail (now AmcoGiffen). After a further four years spent at Balfour Beatty Rail as Safety and Sustainability Business Partner and then Alliance Safety Manager, in 2014 he made the move to Amey where he held the position of Safety Lead for the Northern Hub Alliance for almost three years.
“I have an enormous amount of pride of what has been achieved,” reflected Ian. “From someone who left school with no qualifications, what a journey it has been. Working in the rail industry I found my passion for health and safety and from there I chose to selffund my education to become a health and safety professional.
“The passion for the role grew while I was working on the tools observing unsafe acts and conditions on a day-to-day basis. In addition to this I was unfortunate to be on site when a fatality occurred and have also lost a friend and colleague as a consequence of a workplace accident. All of this motivates me and the company to provide the best services possible to keep our clients and their employees healthy, safe and well.”
Looking to the future and the plan is to explore more opportunities and support continued growth on a nationwide basis.
“We think the amount of investment in the Northern transport sector as part of the levelling up process has been a game changer for us, and we hope to be involved in future works to help transform the networks and help our major cities and communities thrive,” said Ian.
We like to challenge the industry norms by doing things differently, constantly reviewing the industry challenges through lessons learned from industry events, major projects and forums to develop innovative solutions
“We are currently tendering for other big programmes of work. The aspiration is to one day become multi sector, although we will always have a presence in the railways as that is where we started and an industry we continue to feel passionate about.”
www.the-hsqe-partnership.co.uk
Nick Millington MBE and Sir Andrew Haines OBE are among the winners at this year’s RIA Dinner and RISE Awards. Rail Director reports from the event
The very best of the UK rail supply chain has been celebrated at the Railway Industry Association (RIA) Dinner & Railway Industry Supplier Excellence (RISE) Awards. A cross-railway sector judging panel of experienced industry figures selected winners from 13 categories.
“These Annual RISE Awards are a strong reminder of the high levels of talent and innovation operating right across the UK rail supply chain, and an occasion such as this really does help showcase the very best practice taking place over the year,” explained RIA Chief Executive Darren Caplan.
“This evening also demonstrates the significant role rail supply plays in generating economic growth, boosting social mobility, and delivering a better and more sustainable rail as the UK rail landscape changes with the establishment of Great British Railways in the coming months.”
Approximately 400 people attended the prestigious Landmark Hotel in Marylebone, London, for the awards ceremony, and they enjoyed live entertainment, including a high-energy roller-skating performance and a silent auction in support of the Railway Children.
The event was hosted by broadcaster and former politician Gloria De Piero and also featured a keynote from Network Rail Chief Executive Officer (CEO) Sir
Andrew Haines OBE, and RIA Chair Noel Travers. Sir Andrew, who is retiring from Network Rail in October, was awarded a Personal Contribution Award, in recognition of his commitment to UK rail and his close engagement with the rail supply sector.
Darren added: “Many congratulations to all the fantastic supplier organisations and individuals who were recognised this evening, whether winning awards or being highly commended in their categories.
“Our experienced Judging Panel was tasked with reviewing a very high standard of entries, and we thank them too for all their time and energy in identifying railway industry supplier excellence.
“A special congratulations to Sir Andrew, nominated by the RIA Board to win a Personal Contribution Award for his tireless commitment to the rail industry during his tenure as CEO of Network Rail these past seven years. We wish him well postOctober as he takes on new challenges.”
One of the big winners of the night was Nick Millington MBE, who was awarded Client of the Year for his outstanding leadership and collaborative approach as Route Director for Wales & Borders at Network Rail.
He said: “Winning this award has made me really proud. I see my role in the industry as one of service, serving the people and the businesses
These Annual RISE Awards are a strong reminder of the high levels of talent and innovation operating right across the UK rail supply chain
that depend on the railway and use it. But also, supporting the people and the businesses that work on and deliver the railway.
“First and foremost, creating a safe environment is at the forefront of my mind, as well as providing an environment where everyone can excel, and in doing that, we deliver the best possible railway.
“Thank you ever so much, and congratulations to all of the nominees and winners.”
Darren added: “The RIA Board chose Nick for consistently going above and beyond, working closely with suppliers and the wider supply chain to deliver real results for the railway. Nick’s dedication extends beyond his role by actively supporting charitable causes and inspiring future talent through his work with apprentices.”
Client of the Year Award – Nick Millington MBE, Route Director Wales & Borders, Network Rail.
Personal Contribution Award – Sir Andrew Haines OBE.
Application of Digital Technology Award –Network Rail Wales & Western Region & Asset Insights.
Equality, Diversity & Inclusion (EDI) Award, sponsored by Gleeds – Worldline Mobility and e-Transactional Services.
Employee of the Year Award, sponsored by Intelligent Transport Systems UK – Bel French, Gleeds.
Employer of the Year Award, sponsored by CML – QTS Group.
Other winners included the Chartered Institution of Railway Operators (CIRO) which was named winner of the Wellbeing Award.
Phil Sherratt, CEO of CIRO, said: “As a business focused on people, it is important that we set an example by looking after our team as best we can. I am thrilled that CIRO has received this recognition of the brilliant work started last year by my predecessor Annette Shipley. I am also indebted to Vicky Johndrow, our Wellbeing Champion, for her support in continuing to move us forward.
“While it is great that the progress we have made has been recognised in this way, there is still more we can do in the wellbeing area, and I look forward to working with Vicky and the team to make further progress in the coming months.”
Environmental, Social & Governance (ESG) Award, sponsored by The Orange Train Wash – Dura Composites.
Innovation Award, sponsored by Infinitive Group – Transmission Dynamics.
Partnership Award – One Big Circle, KONUX & Network Rail.
Rising Star Award – Riana Hattrell, Kier. Safety Award – Network Rail.
SME Exporter in Rail Award – LPA GROUP PLC.
SME Growth in Rail Award, sponsored by Dura Composites – Crayside Consulting.
Wellbeing Award – Chartered Institution of Railway Operators.
Disruptions and delays have a significant impact on passenger journeys, freight delivery, and the overall efficiency of the rail network. To build a more resilient railway, we must understand how systems fail and how to prepare for future issues.
We’re committed to reducing disruptions, preventing collisions, and combating fatigue through a comprehensive approach.
By connecting systems, empowering experts, and managing risk with smarter tools and research, we’re building a railway ready to meet the climate, passenger, and freight demands of the future.
Find out more www.rssb.co.uk/resilience
500+ supply chain companies, endless opportunities. For rail suppliers, buyers, and investors.
Achilles has been an audit partner to the UK rail industry since 2001 developing and implementing the high standards of audit the industry requires. www.achilles.com 01235 820813
Alstom is the UK and Ireland’s leading supplier of new trains and train services, and a leading signalling and rail infrastructure provider. sales@transport.alstom.com 01332 344 666
Digital Solutions for Rail, Delivered Differently. info@assetinsights.co.uk www.assetinsights.co.uk 07834 569816
Beton Bauen specialises in concrete repair, resin injection, structural waterproofing, ground gas protection, confined space working. enquiries@betonbauen.com www.betonbauen.com 08000 778802
CCL Universal Rail provide specialist Operations and Maintenance consultancy services to the global rail industry. clive@ccluniversal.com www.ccluniversalrail.com 01270 583508
Advance TRS Management Consultancy is a specialist rail consultancy supporting the successful delivery of major UK transport infrastructure programmes. contact@atrsmc.co.uk www.atrs-mc.com 01483 361061
Arthur Flury (UK) Ltd was established in 2010 to provide local contact and to support the UK’s rail industry. info@aflury.co.uk www.aflury.co.uk 01908 686766
Beacon Rail Leasing Limited provides tailored leasing packages to passenger and freight train operators across 17 European countries. rail@beaconrail.com www.beaconrail.com 02039 830898
Award-winning engineering and environmental design consultancy BWB Consulting is working to make the world a better place. nottingham@bwbconsulting.com www.bwbconsulting.com 01159 241100
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eviFile (which stands for ‘evidence file’) is a digital project management platform for large scale projects in rail, construction and renewables sectors. duncan.mactear@evifile.com www.evifile.com 01138 591669
Galvanizers Association is the source of free information and advice about hot dip galvanizing, cost effective corrosion protection and the galvanizing industry. www.galvanizing.org.uk 01213 558838
With 60 years of experience, the firm delivers projects from concept to completion. www.henderson-taylor.co.uk 01375 850059
A leading consultancy and engineering technology specialist, Infinitive Group brings together operational know-how and information technology. info@infinitivegroup.co.uk www.infinitivegroup.co.uk 01908 018900
KONUX combines Machine Learning algorithms and IIoT to deliver software-as-a-service solutions for operation, monitoring, and maintenance process automation. info@konux.com www.konux.com
Formed in 2009 MegaTech Projects Ltd’s (MPL) Expanded Polystyrene (EPS) Railway platform system was granted Network Rail approval in 2012. info@megatechprojects.co.uk www.megatechprojects.co.uk 07308 990701
As international markets evolved, the company specialised in transport safety related products and services whilst maintaining an innovative and partnering approach. support@findlayirvine.com www.findlayirvine.com 01968 671200
Hatton Traffic Management have been supporting the rail industry since 2005, working closely with valued clients such as AMCO Giffen. enquiries@hattontraffic.co.uk www.hattontraffic.co.uk 01912 361762
IBM is the global leader in business transformation through an open hybrid cloud platform and AI, with numerous reference customers in the transportation sector. www.ibm.com/uk-en
Jobson James Rail is a national specialist railway insurance broker, the market leader in the UK by a huge margin with over 1,000+ rail clients across the UK, Middle East and Australasia. keven.parker@jjrail.co.uk www.jjrail.co.uk 07816 283949
Lancashire & Midlands Stations Ltd (L&MS Rail) is the rail arm of Lancashire Midlands Stations Limited, focusing on the day-to-day operation of train station ticket offices and other associated train station services. operations@lancashiremidlands-stations.com www.lancashiremidlands-stations.com 01619 451685
Part of the Morgan Sindall Group plc, Morgan Sindall Infrastructure Ltd delivers projects that connect people and communities. tom.appleton@morgansindall.com www.morgansindall.com 07963 010027
Mosdorfer Rail is part of the global Knill Gruppe, a group of 30 high-tech companies, headquartered in Weiz, Austria. stuart.woodsell@mosdorfer.com www.mosdorfer.com 01143 878370
Trusted sustainable development consultancy Arup delivers major rail projects across the globe, supporting both public and private sector clients. rail@arup.com www.arup.com 01212 133000
Racine Railroad Products has been designing, manufacturing, and servicing quality maintenance-of-way equipment for the railroad industry for more than 50 years. info@racinerailroad.co.uk www.racinerailroaduk.com 03301 641375
Rock Rail focuses on the development of rail infrastructure to deliver network enhancements, drive value and allow technology enabled trains to realise their full potential. london@rockrail.com www.rockrail.com 02031 700870
RSK is a multi-disciplinary environmental, health, safety, sustainability and engineering consultancy and technical services company. notifcations@rsk.co.uk www.rsk.co.uk 01928 726006
Softech Rail have delivered more than 100 rail systems projects in the UK for mainline (Network Rail), Metro (London Underground) and Tram Networks. info@softechrail.com www.softechrail.com 01273 833844
Newsom Consulting has successfully placed over 500 talented industry professionals in leadership, senior management, and technical expert roles since its launch in 2010.. enquiries@newsomconsulting.co.uk www.newsomconsulting.co.uk 02030 263870
PriestmanGoode uses strategy, design, and innovation to define future experiences for some of the world’s leading brands. studio@priestmangoode.com www.priestmangoode.com 02071 739869
Ray Chapman Associates play a role in the regional and international development of transport, with strong partnerships with stakeholders across the South Coast Mainline region. rac167@gmail.com www.southcoastmainline.com 07920 867344
Rowe Hankins Ltd specialise in innovative trainborne and wayside products for the world’s railways. sales@rowehankins.com www.rowehankins.com 01617 653000
SilverRail is a technology company that is building the ecommerce platform for rail that increases conversion and loyalty. www.silverrailtech.com
SRS Road Rail lorries move people, materials and equipment from depot to work site on the railway in the shortest possible time. info@srsrailuk.co.uk www.srsrailuk.co.uk 01246 241312
Leading train manufacturer Stadler is renowned for its safe, reliable, and comfortable rail vehicles, which are built with customer needs in mind. stadler.rail@stadlerrail.com www.stadlerrail.com
TenBroekeCo is an independent international advisory company, focused on the delivery of major infrastructure projects. paul.tweedale@tenbroekeco.com www.tenbroekeco.com 07738 544703
Transmission Dynamics are pioneers in introducing the latest technological solutions to the market. wsupport@jrdltd.com www.jrdltd.com 01915 800058
Wabtec is a leading global provider of equipment, systems, digital solutions, and value-added services for the freight and transit rail sectors. www.wabteccorp.com
Industrial data communication equipment and services for the rail industry.
sales@westermo.co.uk www.westermo.co.uk 01489 580585
To be featured in the Rail Supplier Directory contact Fiona Broomfield on 07949 409 829 or email fiona@railbusinessdaily.com
SVM Glasgow is a dynamic building engineering services consultancy, created following a divergence from the respected and experienced SVM Consulting Engineers group. elise.mclean@svm-glasgow.co.uk www.svm-glasgow.co.uk 01412 040951
Tony Gee boasts an impressive 47-year history in design engineering consultancy. Enquiries@tonygee.com www.tonygee.com 07137 246100
At Vivacity Rail Consulting we help you unlock the value of your operational and commercial data through integration, structuring and visualisation.. info@vivacityrail.com www.vivacityrail.com 02037 780466
Water-Trak is an innovative solution to the rail industry problem of low adhesion, sometimes referred to as “leaves on the line”. info@water-trak.com www.water-trak.com
With a global presence and 50 UK locations, WSP works flexibly and efficiently, delivering maximum value for its customers. contactus@wspgroup.com www.wspgroup.com/en/WSP-UK 02073 145000
Bender UK has appointed Tim Checketts as Commercial Director to lead its sales and marketing operation, and to drive growth in critical infrastructure markets including rail, emobility and healthcare. He explains more
Tim Checketts has joined electrical infrastructure solutions specialist Bender UK as its Commercial Director, strengthening the company’s position as demands for smart, safer and more sustainable energy solutions continue to grow across the UK and Ireland.
He brings a wealth of sector experience, having built his career in electrical distribution with Newey and Eyre, building management systems, data centre
development and access control systems. His track record spans the same critical infrastructure markets and customer base, with knowledge of the needs of consultants and electrical engineers that Bender serves across healthcare and industrial sectors.
Congratulations on your appointment. What attracted you to the role?
I was truly delighted to join the team at Bender UK due to the incredible pace of growth that the company has
enjoyed over the years, together with the incredible potential to generate significantly more over the years to come. Bender has a range of truly innovative critical power solutions that are vitally important to the safety and security of people, whether at work, undergoing medical treatment in a hospital, or while driving high-voltage electric vehicles. Since joining, it’s clear that there is a particularly strong and dedicated technical team at Bender that genuinely embraces solving customer issues,
which is a great asset both for the business and for our customers.
What are your aims and aspirations and how will your wealth of experience in the sector help in your role?
I have a background in developing integrated building systems for companies, including NG Bailey and Honeywell, together with hospital nurse call systems and technical equipment housings for the rail industry which has really helped to understand the value of the solutions that Bender can provide, together with the market requirements and customer issues that they address. Key market trends such as the need for enhanced reliability and safety on our railways are only going to increase, and Bender has some
Authority New Chief Executive of Tees Valley Combined Authority announced
An experienced leader with a career of more than 20 years in local government has been appointed as the Chief Executive of the Tees Valley Combined Authority (TVCA).
Tom Bryant – who has held the position of Interim Chief Executive since March and was previously TVCA Director of Infrastructure – was confirmed to the role on a permanent basis last month.
His appointment comes as part of a revised senior management structure for TVCA Group, which has seen the removal of the Group Chief Executive role and creation of separate leadership for TVCA and the South Tees Development Corporation (STDC).
He said: “It’s an honour and a privilege to be appointed Chief Executive. Our organisation has been a real engine for change during my time here, and I’m determined that continues.
“We want to work more closely together with all our stakeholders and partner organisations to get better and, ultimately, achieve and deliver the best we possibly can for the people of the Tees Valley.
“We have vital projects running now – and more crucial work coming down the line in the next few years as devolution deepens. I want to see us leading that charge and I’m committed to leading our talented staff on this journey.”
genuinely innovative solutions such as Bender Pulse which provides advanced warning of electrical faults on signalling equipment, thereby allowing rectification prior to failure, preventing delayed train journeys and out of hours call-outs of maintenance teams.
Are you excited/optimistic about the future?
Extremely. I know I am working for a truly customerfocused business that thrives on innovation and solving customer problems. Everyone I work with has real enthusiasm and passion for what they do, and it’s really energising to be part of the team. There is a great culture at Bender, which has helped to develop and grow a loyal customer base, which is extremely rewarding to work with.
Nicola Kane, Director at Steer will succeed Ben Plowden as the 16th Chair of the Transport Planning Society (TPS).
Based in Manchester, Nicola is responsible for Steer’s business in the North of England and Scotland.
She said: “I have been an active member of the TPS throughout my 25-year career and I am grateful to the society for all the opportunities it has provided. Whether it’s developing skills, creating networks or having a voice within the industry it’s been an incredible journey from writing a TPS bursary paper in 2001 to Transport Planner of the Year in 2017 to today.
“I am excited to have the opportunity to lead the society through a fascinating period of change for the industry in the context of a new mission-led Government, local government reform and ongoing devolution of transport funding and powers.
“Embedding vision-led planning principles and practice into transport planning and delivery at a national as well as local level will be central to my role, and I will be looking to focus particularly on having more constructive conversations about the role of transport in shaping people’s lives and local places.
“I am also keen to see more diversity in the profession and particularly to encourage more women into transport planning and to progress to leadership roles.”
There is a particularly strong and dedicated technical team at Bender that genuinely embraces solving customer issues
Steve Staley has joined Blackpool Transport as Tramway Operations and Safety Manager.
Having started his career at Manchester Metrolink where he worked as a Duty Manager, he moved to the Middle East in 2010 with senior roles on the Dubai Metro and the Gulf city’s airport transfer system.
In 2023, he returned to the UK to work as a Rail Operations Specialist, playing an important role in the successful Trams to Newhaven extension project in Edinburgh, before returning to the Middle East as Head of Operations and Service Delivery on the Riyadh Metro in Saudi Arabia.
Steve said: “These are exciting times for the tram operator as it builds on the successful launch of service to North Station last year while introducing more frequent and reliable services across the Fylde Coast.”
Jamie Swift, Head of Service Delivery at Blackpool Transport, said: “We’re delighted to welcome Steve to our team as we look forward to a busy summer season.
“Following the recent launch of the new 10-minute timetable, his extensive experience will be invaluable as we strive to deliver the best possible service while ensuring safety remains our highest priority.
“I am sure the rest of the team will benefit from his knowledge and expertise as we work towards further improvements to our tramway operations.”
The transport and logistics industry’s most exceptional women have been recognised at the 2025 everywoman in Transport & Logistics Awards. Freight train driver Heather Waugh was named Woman of the Year
Women who are reshaping the sector through groundbreaking leadership, innovation and vision have been recognised at the 2025 everywoman in Transport & Logistics Awards, in association with bp.
The prestigious ceremony in London marked the 18th year of the awards, which aim to inspire the next generation of female talent to pursue careers in the sector by spotlighting the diverse opportunities at every career stage.
Maxine Benson MBE, and Karen Gill MBE, co-founders of everywoman, said: “Our winners are authentic role models whose achievements will inspire newcomers in the transport and logistics industry.
“Their stories highlight an extraordinary depth of talent, from apprentices to CEOs and every role in between. This sector offers limitless pathways for growth and innovation, and we know that every one of the finalists will continue to empower other women to pursue their ambitions with unwavering confidence and determination.”
The everywoman Woman of the Year Award went to Heather Waugh, Rapid Deployment Train Driver at Freightliner, and the only female freight train driver in Scotland. Airdrie-based Heather’s extraordinary dedication to the industry sees her devote more
The 2025 winners are:
than 1,000 personal hours a year to promote and champion the sector in schools, events, and on panels, and volunteer and fundraise for charity. All this is on top of working long, challenging hours in a job with no access to communications, meaning every activity is organised in her own time.
Instead of complaining about issues, Heather is committed to changing the system. She campaigned to improve conditions for women working in the freight industry by getting female toilets installed. After witnessing how drivers can struggle with their mental health she campaigned to get them better support.
Heather remains a staunch advocate for mental health awareness and is a volunteer with Samaritans,
Apprentice of the Year – sponsored by Wincanton: Amelia Warren, Mechatronics Apprentice at Amazon, from Nottinghamshire.
The Entrepreneur Award – sponsored by Amazon Freight Partner: Alisha Fredriksson, CEO & Co-Founder at Seabound, from London.
The Industry Champion Award – sponsored by bp: Rachel Gilbey, Managing Director at Wincanton, from Nuneaton. International Inspiration Award – sponsored by WCAworld: Zofia Sobiech, Deployment Readiness Manager at Amazon, from Luxembourg.
Male Agent of Change – sponsored by Asda: Rob Fletcher, SRDC Operations Manager at PepsiCo, from Leicester.
The Tech Innovator Award – sponsored by Amazon: Diane Gilpin, Founder & CEO at Smart Green Shipping, from Glasgow. Sustainability Champion Award – sponsored by DSV: Kate Samuels, Policy Officer at Sustrans, from Glasgow.
The Customer/Passenger Award – sponsored by PepsiCo: Above & Beyond: Carys Thomas, Safety Audit Manager at Great Western Railway, from Newport.
Leader: Laura Hay, Senior Director, Global Program Management at Trax Technologies, from Glasgow.
supporting it with case studies and featuring in a video promoting its suicide prevention training courses to encourage others in the sector to sign up. She is on the steering group for Rail Wellbeing Live and has been appointed a trustee of Women in Rail. When it comes to fundraising, Heather unites the sector to support good causes through the Railway Family Fundraiser, an initiative she launched. It has raised more than £100,000 in just over three years through a variety of inclusive events involving 60-plus rail companies. By rallying the industry, significant sums have been donated to Ukrainian Railways, a school in Cambodia, Andy’s Man Club, White Ribbon and Railway Mission.
The Freight Award – sponsored by Maersk: Above & Beyond: Laura Morgan, General Manager, Head of Customs at DSV Road Ltd, from London.
Leader: Chloe Docherty, Director at AGI Global Logistics, from Newcastle.
The Infrastructure Award – sponsored by Go-Ahead London: Above & Beyond: Alina Lixandru, Associate Director at AtkinsRéalis, from Manchester.
Leader: Amanda Fraser, Senior HR Manager UK & IE at Customs Support Group, from Suffolk.
The Supply Chain Award – sponsored by Unipart: Above & Beyond: Claire Lapsley, Operations Manager at Amazon, from Newcastle upon Tyne.
Leader: Kate Yates, Head of Marketing EMEA at SEKO Logistics, from London.
The Warehousing Award – sponsored by FedEx Express: Above & Beyond: Magdalena Ahmad, Depot Operations Manager at Wincanton, from London.
Leader: Sarah Kaye, General Manager at The Co-op Group, from South Normanton.
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