Carl Kent
Setting a new benchmark for performance and sustainability
Maggie Simpson OBE
Influencing the debate and shaping the future of rail freight
Tim Shoveller
Setting up for the future
Henry Bates
Accelerating the shift to rail
Workforce protection barriers with proven ALO, avoiding all line closures and costly programme delays with adjacent line open
Workforce protection barriers with proven ALO, avoiding all line closures and costly programme delays with adjacent line open
workforce
Secure your workforce with trackside refuges built from with Retainer-Rock®, Legato® , Duo™ or Vee-Rock™ retaining walls and interlocking blocks
Ensure rail transport networks remain operational with embankment retention, using a choice of versatile interlocking blocks
Ensure rail transport networks remain operational with embankment retention, using a choice of versatile interlocking blocks
Hoarding and fencing stabilisation, with ballast or counterweights, using above ground/no dig fencing and hoarding systems
Hoarding and fencing stabilisation, with ballast or counterweights, using above ground/no dig fencing and hoarding systems Protect
Protect people, services and infrastructure with channels, troughs, cable protection covers, indicator posts and utility protection covers
Protect rail lines and stations from unwanted visitors with our bollards, Jersey-Lite™ , Jersey barriers and security block solutions
Protect rail lines and stations from unwanted visitors with our bollards, Jersey-Lite™ , Jersey barriers and security block solutions
elcome to the latest edition of Rail Director, which is focused on rail freight. A recurring theme when speaking to the likes of DB Cargo, Freightliner, GB Railfreight and Network Rail is that it is a sector that is evolving and full of optimism.
Take this month’s cover feature, which looks at the ongoing transformation at DB Cargo UK and plans to expand the company’s offering, with CEO Andrea Rossi challenging colleagues to be commercially less risk averse, pushing a culture of trying things out. In the last financial year the company posted a pre-tax profit of more than £1 million and a £90 million turnover increase compared to the previous year. You can read the full interview from page 6.
On the topic of evolution we look at the recent arrival of the new Class 99 locomotives at GB Railfreight, which can run on both electricity and renewable fuels, halving carbon emissions. From page 22 the organisation’s Sales Director Carl Kent explains how their arrival isn’t just about sustainability.
Freightliner, which this year celebrates its 60th anniversary, is another company which has gone through major changes, including £24 million in IT. From page 10 CEO Tim Shoveller reflects on his two years in charge, changes made to date, and also the importance of addressing the road versus rail costs.
Thanks also go to Maggie Simpson OBE, Director General at the Rail Freight Group, who makes a valid point that highlights the first railway line was built to transport coal from the local mines down to the coast at Middlesbrough for onward distribution. She writes from page 16 about the sector’s continuing importance 200 years later, and how the potential for industry growth is undoubtably significant, but that it will not happen by chance.
Aside from the fantastic stories related to rail freight, this month’s magazine also features the official preview to next month’s Railway Industry Association Annual Conference. Always a highlight of the rail events calendar, this year’s conference is set to be no different. From page 43 you can read articles from some of the speakers, including Darren Caplan, Jeremy Westlake and Shamit Gaiger OBE. Tickets are selling fast so don’t leave it too late if you’re planning to attend, and please do come and say hello.
From page 68 you can also read an excellent article from Jack Pitts from Railway 200, who describes the historic 200th anniversary commemorative extravaganza in north-east England, experiencing the replica Locomotion No.1 as it set off on a three-day journey, and the reopening of the National Railway Museum’s Station Hall after a £10.5 million restoration. He writes: “This year has been about more than just trains and tracks.”
Thanks as always to everyone who has been involved in the latest magazine. I hope you enjoy reading it.
All the best,
Danny Longhorn Editor
A
to the
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.
Lifting and inspection equipment you can rely on for all maintenance of rail vehicles.
With over 40 years’ experience of high quality, heavy duty vehicle lifting, Totalkare combines world class products with industry leading support to facilitate effective maintenance and repair.
Andrea Rossi, Chief Executive Officer at DB Cargo UK, discusses the ongoing transformation, and plans to expand the company’s offering
Tim Shoveller reflects on two years since joining Freightliner and the importance of addressing the road versus rail costs
Details of the biggest timetable change on the East Coast Main Line (ECML) have been announced
Maggie Simpson OBE, Director General of the Rail Freight Group, writes about the significant potential for industry growth
Carl Kent, GB Railfreight’s Sales Director, discusses the arrival of its new Class 99 locomotives and other initiatives and investments leading the rail freight industry forward
The rail industry has set out its commitments to tackle sexual harassment and violence against women and girls (VAWG). Jacqueline Starr, Executive Chair and Chief Executive Officer (CEO) of the Rail Delivery Group (RDG) explains more
Henry Bates, Network Rail’s Freight Director, reflects on the progress made in moving more goods by rail and delivering a simpler, better, greener railway for customers
Progress has been made to improve the way freight wagons are prepared ready for the rail network
40 Tarmac opens new rail depot in Rugby
Materials are being transported into Rugby by rail before being distributed locally by road
43 Resetting the Railways for Growth: Harnessing the Power of the Supply Sector
A preview ahead of this year’s Railway Industry Association (RIA) Annual Conference with contributions from speakers Jeremy Westlake, Shamit Gaiger OBE and Tricia Williams
56 Direct Rail Services (DRS) celebrates 30th anniversary
It was 30 years this year that DRS was founded by British Nuclear Fuels
Limited to transport nuclear material safely and efficiently
58 £7.5m upgrade secures High Peak viaduct’s freight future
Max Lloyd, AmcoGiffen Framework Director, says completing the complex programme in just nine days has been a real team effort
68 Celebrating 200 years of the modern railway
Jack Pitts from Railway 200 describes the historic 200th anniversary commemorative extravaganza in north east England, thanks rail partners for their contribution to the bicentenary celebrations so far and looks forward to what’s yet to come
72 The Railway
The Railway Ball returns this November with a major online auction and prize draw designed to involve the whole sector – not just those in the ballroom
78 Movers and shakers
Driving Eurostar’s next chapter. The operator’s Chief Finance, Strategy and Transformation Officer Matthieu Quyollet discusses the journey ahead
GB Railfreight, Heidelberg Materials UK and the Settle and Carlisle Railway Trust have celebrated 150 years of rail freight at an event at the newly re-opened Horton quarry rail link
Tel: 01132 082620
Sales: 07494 529 803
Editor Danny Longhorn
Danny@railbusinessdaily.com
Designer and Production Manager
Debbie Nolan
Writers
Rosie Crampton
Nigel Wordsworth
Advertising Sales
Christian Wiles
Chrisw@railbusinessdaily.com
Marketing Sales
Sarah Hopton
Sarah@railbusinessdaily.com
Published by Rail Business Daily c/o 16 Smith Square, Kings Buildings London, SW1P 3HQ
Printed by The Manson Group © 2025
All rights reserved.
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.
Andrea Rossi, Chief Executive Officer (CEO) at DB Cargo UK, has been challenging colleagues to be commercially less risk averse, pushing a culture of trying things out.
It’s something that the experts in freight, infrastructure and passenger charter trains are embracing, transforming the business and the industry.
“Sometimes we’ve been a bit too cautious and in doing so have lost out on some opportunities,” he said. “Something I’m instilling in the company is to be more commercially minded, something the team is embracing and a mindset that is leading to new opportunities.”
The comments come as DB Cargo UK has invested tens of millions of pounds as part of an ambitious transformation plan, centred on three key pillars: the first around converting loss-making contracts, the second the optimisation of the locomotive and wagon fleet, and lastly around the company’s IT and technological platform.
Andrea, who has been at the company for 12 years, says the changes are already bearing fruit, with a pre-tax profit of more than £1 million posted in the last financial year and a £90 million turnover increase compared to the previous year.
“The new strategic approach has seen us look at all the various customer contracts, surplus assets and we are continuing our digitalisation journey for our new ops systems,” he explained.
“We’ve made an incredible quantum leap in terms of customer contracts harnessing those relationships with more strategic partnerships; there has been a lot of hard work around surplus assets from selling to re-utilising and IT is an area we’re really evolving.
“We’re now pushing forward from a phase of consolidation, focusing on trying to become more efficient, more streamlined and seeking more profitable business, and we’re now starting to grow again.”
Those ambitions have been boosted by the recent approval in principle of its five-year midterm plan by the company’s board in Germany, which Andrea says will see a significant increase in investment over the next five years.
“It is a real testament of belief in terms of our transformation plan,” he added. “We’re wanting to grow in all areas, as well as also looking to diversify.
While rail freight remains the core of what we do, we are also looking at where else we can expand our added value services, such as third-party maintenance, utilising our facilities and assets.
“After a tough few years, last year we started to see the green shoots and now we’re continuing to accelerate, with some very exciting investments in the pipeline, as well as growing in other areas, such as loco hire.
“Teams have embraced the changes, looking at what else we can do to benefit the industry, other customers and broaden our offering. It is about thinking a little bit out of the box and utilising the assets and expertise that we have.”
DB Cargo UK is already reaping the benefits of thinking outside the box. Earlier this year it created what is believed to be the UK’s first net zero rail freight terminal in Cricklewood in North London.
The work has included construction of one of Europe’s largest green acoustic barriers, 3,520m2 of native green foliage to minimise the impact of noise and dust on nearby homes, and nine species of native trees planted and unused areas of land rewilded.
Other initiatives include the use of recycled water, the site procuring 100 per cent REGO verified renewable energy; and switching from the use of white diesel to Hydro-treated Vegetable Oil (HVO) to fuel its on-site machinery and plant.
“It is a brilliant site and one close to me because
I remember walking in the midst of what it was before and seeing its transformation,” Andrea said.
“Having a site of that calibre in the middle of London is incredible and all the obstacles that we’ve had to overcome has just made it all the more special.
“What this has proven is that through smart planning and technology we can have a rail freight site next to communities. The restrictions have pushed us to the extent that we actually managed to embrace it so much to turn this into an even better site than we had originally planned. It was a question of the art of the possible, even in front of real operational difficulties.”
It’s one of several exciting initiatives getting industry recognition. Last month DB Cargo UK,
It is about thinking a little bit out of the box and utilising the assets and expertise that we have
alongside Tata Steel and Network Rail, was awarded the Driving Rail Freight Growth Award at this year’s Rail Freight Group (RFG) Awards. The company worked alongside its sister company DB Cargo Polska to breathe new life into 60 BAA wagons for Tata Steel.
The refurbished wagons are capable of carrying steel slab and/or coil, essential to support Tata Steel’s £1.25 billion transition in the UK from traditional iron and steel production to the use of cleaner and greener electric arc furnace technology.
DB Polska manufactured new 40ft wagon frames for the BAAs at its engineering facility at Rybnik in Poland, which were sent to the UK for final fitting, assembly and testing at DB Cargo UK’s wagon maintenance facility at Stoke.
“It’s a project I’m particularly proud of and one that has involved a lot of effort from colleagues,” Andrea said. “It has been about a strategic partnership with our customer, looking at how we could accompany Tata in its journey towards greener steel production.
“It was about seeking versatile new wagons, and having not found any suitable, coming up with the idea of refurbishing the wagons, leveraging the strength of the wider DB Cargo group. We worked with our colleagues in Poland on the design that we had, and they came up with a plan to produce them in a production line.
“It has been a success from start to finish and the fact that we could do all of this in-house reduced the cost to the customer, reduced the time to deliver the product and it proved that DB Cargo can not only maintain assets but also manufacture and refurbish assets quite substantially.”
And this is just the start of raising awareness about the services DB Cargo can offer, which includes hiring out locomotives to other organisations and offering its industry-leading maintenance solutions to freight operating companies and train operating companies across the UK and Europe.
The issue came to a head last summer when Royal Mail announced its decision to end delivery by the railway, bringing almost two centuries of mail to an end, selling off its freight trains and switching instead to road deliveries.
In response Andrea organised a rail freight summit, facilitated by Rail Partners, and attended by representatives from five major freight operators, the Department for Transport and Treasury, Transport Scotland, the Office of Rail and Road and Network Rail.
“The summit was great and while we might compete on the commercial side of things, when it gets to safety topics and the benefits of rail freight and trying to enhance and grow our industry we are very much aligned,” he said, adding that the work is continuing.
Teams have embraced the changes, looking at what else we can do to benefit the industry, other customers and broaden our offering
“We have surplus resources, so we’ve been developing the opportunity to utilise the locos to help the wider industry and generate income,” he explained. “That got us thinking about whether we could also do this on a broader scale where we’ve got surplus assets we may not need, and we’ve got excellent maintenance facilities which could benefit organisations.
“It is about diversity into areas where there is a sustainable business plan and model behind them that doesn’t have to be just hook and haul from A to B for rail freight. There are many ancillary services and value-adding services that we can offer in the market and being able to combine our expertise that we’ve got in order to give a great offering.”
Working together as a rail freight industry
As well as driving the industry forward with its own initiatives, DB Cargo UK also sees the importance of working together as an industry, especially when it comes to safety and reducing the difference in costs of moving goods by rail over road.
“We work through the RFG to advocate and lobby the Government and MPs as much as we can to promote rail freight and the cost issues between road and rail.”
Andrea highlights the success last year of Network Rail offering train operators discounts on track access charges to encourage the development of new business on the railway, with the charges waived in full for the first six months as operators establish new traffic.
“The track access discount scheme, supported by Jeremy Westlake at Network Rail, has been a direct lever of growth for us as an industry,” he said. “We’ve experienced and got new services going now under that discount scheme and I’d like to see a continuation of such a scheme that promotes modal shift.
“We’re also doing a lot to educate the political establishment about the benefits of rail freight –inviting a lot of MPs to come and have a look at sites and understand how we work and what the benefits are.
“These areas of focus are very much aligned among ourselves and we’ll keep on pushing them until Great British Railways gets up and running.”
Tim Shoveller reflects on two years since joining Freightliner and the importance of addressing the road
Tim Shoveller has been on his own personal journey over the past two years since joining Freightliner as Chief Executive Officer.
It was the temptation of a new challenge that saw him move away from his high-profile role as Network Rail’s Regional Managing Director for North West and Central to join the UK’s largest maritime intermodal operator and multi-award winning provider of intermodal and heavy haul logistics.
“It’s been a fascinating and very enjoyable two years,” he said. “The first few years have been spent getting to the know the business, its people
and assets, as well as understanding more about how freight transport works in the UK and also in Germany, Poland and the Netherlands, where Freightliner also operates.
“I love learning, but especially things that are associated to an industry I’ve known so well over the last 35 years. It has given me another lens, another perspective of something I thought I knew pretty well already, which has been very valuable.
“The overriding factor has been how fantastic our people are, knowing the impact they have on the business and their commitment to go above and beyond to satisfy our customers.”
The role hasn’t come without its challenges, particularly with difference in costs of moving goods by rail compared to road. Last year analysis from Steer, commissioned by Rail Partners, found that the cost of moving goods by rail had risen over three times faster than road in the last decade, partly driven by Government policy.
“Road is the price maker for just about everything we do, and rail has to operate within the price that road sets if it wants to compete, and that is getting harder,” explained Tim.
“With our costs growing three times faster than
Building strong foundations
road, the only conclusion from that can be that road will take more of the rail market. That whole economic environment came as a shock, and that is something we continue to highlight to the policy makers. It’s crazy with the environmental benefits of rail to see policies that favour road.
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.”
“It is about illustrating the consequences but also highlighting to stakeholders and Government about how important rail freight is, and coming up with policy ideas and suggestions that level the playing field, creating win wins.
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.
While the demand is always there for new staff, Kieran knows the value of hiring the right people:
He added: “We’re continually looking at our cost base, and continually looking to be more efficient, but we’ve been able to make our locos and wagons work harder, increasing capacity while reducing cost, but so much of our costs are driven by track access charges, energy and the capital costs of running the railway assets.”
“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.
“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.
This is a critical moment for the piling and foundations industry
“There have been some good initiatives, such as Network Rail’s Access Charge Discount scheme, which has been responsible for a huge proportion of rail freight growth in the last year. Due to this new scheme, we launched the new Tilbury to Manchester Trafford Park service for containers coming from Europe, one that continues to grow.
Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained:
“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.
“Cutting the cost of track access charges isn’t expensive or revolutionary, so just imagine how much we could achieve if we extended that principle and really thought much smarter about how lorries and trains pay their true costs.”
“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
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.
As well as looking for Government policy changes, Freightliner has been working hard to look at how it can make its own operations more efficient, and how the company can further reduce costs so that it remains competitive. This has required some difficult decisions; Tim says there are around 100 fewer people working in the business than there were two years ago.
Tim praises colleagues for the way they have adapted and the ideas they’ve brought forward –the latter is something he wants to build on in the future by working closer with those on the frontline. One example where working closer with frontline teams has led to benefits is in Freightliner intermodal terminals, where new technology has drastically reduced the average turnaround times of lorries coming into terminals.
“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.”
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:
“It used to be two hours and now it is less than half an hour,” Tim explained, adding that the organisation had invested £24 million in IT. “It has enabled us to automate our processes and has reduced turnaround times meaning we can get more lorries through.
“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.”
“It all comes back to the fantastic team that we have here – something I’m looking to get more from and give more to. A lot of the frontline teams have great ideas about how to make the business better, so I’m keen to engage with them even more about what we could and should be doing to help the business grow.”
These initiatives are setting us up for the future, pulling the levers to solve problems and move the business and industry forward
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.
Tim also highlights a recent successful aggregates contract win, for which the bid centred on the advice of the company’s train drivers and ground staff.
The overriding factor has been how fantastic our people are, knowing the impact they have on the business and their commitment to go above and beyond to satisfy our customers
“They had a degree of ownership on that bid and working with those on the frontline has led to us running the contract in a better way,” he said.
“We’re doing that kind of engagement in various locations and where we’re doing it is working, so it is something we’ll be doing more of in the future.
“We’re also working with drivers when it comes to locomotives and how and where we’re using them. From recent feedback we are consolidating all of our Class 70s into the heavy haul business rather than intermodal, and they’re going to be used in one part of the country.
“The benefits of this are that it enables the drivers and engineers to have a much better familiarity with those locomotives, helping to improve the reliability of the locos. It highlights the benefits that can be gained from engaging more with frontline teams.”
Marking a milestone and looking to the future
This year is a special one for Freightliner as it’s 60 years since the company was set up to deliver goods and services to businesses throughout the country, while also connecting the UK to a global marketplace.
It’s been a progressive journey that has brought the organisation to where it is today, the UK’s largest maritime intermodal logistics operator, part of the Freightliner Group which has presence across Europe in Poland, Germany and the Netherlands.
As well as transporting containers from all major deep-sea ports to the UK’s national network of inland terminals, it is also a leading operator in the UK heavy haul rail freight market.
“The business has got a fantastic legacy and it’s been lovely to celebrate that with staff and customers, while also reflecting on the history and in some cases what we can learn,” Tim said.
“This year has been a great opportunity to recognise this historic achievement of our 60th
anniversary, which would not have been possible without our people who have persistently delivered for our customers and our organisation as well as our leaders, which both past and present have played a valuable role in Freightliner’s journey.”
To commemorate the milestone, five locomotives from across the fleet have been selected to carry special branding and anniversary logos, each representing different chapters of the company’s story. Its efforts have also been recognised, with Freightliner named Rail Freight Company of the Year at this year’s Multimodal Awards, the 10th time the organisation has won the award, one independently voted for by the industry and customers.
“As well as looking at the past, we continue to look forward,” Tim said. “We’re on the cusp of ordering new wagons adapting to changing customer needs. We’re going to lose some of our older wagons and invest in new wagons because that allows us to run high density trains.”
Great progress has already been made in setting up Freightliner for the future. In the past two years, Freightliner has increased the number of electric locomotives from 23 to 27. The company has also ordered 230 new lorries, replacing ones only five years old, with the new additions 10 per cent more fuel efficient.
“These initiatives are setting us up for the future, pulling the levers to solve problems and move the business and industry forward,” Tim added. “Colleagues are leading the way in this, in an environment that is much more exhilarating to work in because together we are coming up with the ideas to make the business more efficient.
“The success we’re seeing from this environment illustrates how important it is that all areas of the business have responsibility and are trusted in coming up with new ideas to make the business more efficient for continued future success.”
ore trains, thousands of extra seats per day and quicker journeys is the message ahead of the launch of the biggest timetable change on the East Coast Main Line (ECML) in more than a decade.
Launching on Sunday 14 December 2025, the new timetable is the result of £4 billion invested on the ECML over the past decade, growing capacity with more than 60,000 extra seats across the route each week, including faster services from London to Edinburgh and London to Leeds.
Among the changes also includes:
Additional LNER services on Sundays between Bradford Forster Square and London King’s Cross.
Enabling all passing services operated by Greater Anglia, Great Northern, Thameslink, and CrossCountry, to call at the new Cambridge South station when it opens in early 2026.
Enabling a new hourly fast service with Northern between Leeds and Sheffield, and additional services between Middlesbrough and Newcastle.
Increasing TransPennine Express services between Newcastle and Edinburgh Waverley to eight trains per day in each direction Monday to Saturday and seven trains in each location on Sunday.
Delivering more frequent East Midlands Railway services between Nottingham and Lincoln, doubling from one train per hour to two trains per hour Monday to Saturday, providing more than 2,000 extra weekday seats and 2,500 extra Saturday seats.
Ellie Burrows, Eastern Regional Managing Director at Network Rail, said: “The new timetable will unlock thousands more seats, more frequent trains, and quicker journeys along the ECML.
“Our priority now as an industry is to reliably deliver this transformative timetable in December, setting us on the right path to provide further journey improvements in the future for the passengers and communities we serve.”
The new timetable follows close collaboration between Network Rail, ECML passenger and freight train operators, and other rail industry partners. While the vast majority of services will commence in December 2025, to enable a smooth introduction
a small number of services will be introduced in a phased way in 2026.
Rail Minister Lord Peter Hendy said: “Growing capacity and improving passenger experience will encourage more people to choose rail, boosting the economy and delivering on the Government’s Plan for Change.”
In addition to the ECML, the December 2025 timetable will see enhancements on other parts on the network too, including:
Running more Avanti West Coast services from Euston, including more trains between London and Liverpool.
More independent services from Grand Central, Hull Trains and Lumo, including provision for a new Stirling to London Euston service.
Transport for Wales will introduce two trains an hour between Chester and Wrexham, Monday to Saturday, along with a new timetable on the Heart of Wales line between Swansea and Shrewsbury, lifting the through service to five trains each day, and finally the first ever Transport for Wales Sunday service to Coryton.
Jacqueline Starr, Executive Chair and Chief Executive Officer of Rail Delivery Group, said: “We’re pleased to support the introduction of this major update to this year’s December timetable and we continue to work closely with industry partners on its implementation.
“Customers can look forward to more trains and
quicker journeys, boosted by the biggest change in more than a decade to ECML services.
“In the long-term, this timetable will bring more services, and a more resilient railway that meets the needs of today’s customers.”
Our priority now as an industry is to reliably deliver this transformative timetable in December, setting us on the right path to provide further journey improvements in the future for the passengers and communities we serve
ail industry companies operate in a dynamic and often unpredictable environment, where financial risks can significantly impact operations and long-term growth.
A pressing threat is the potential default of trade partners – an issue that can severely disrupt cash flow and profitability. Regrettably, in recent years, several prominent Network Rail Tier 1 principal contractors have ceased trading, resulting in a substantial knock-on effect across the supply chain, including further insolvencies among creditors that were left with significant unpaid debts.
To mitigate this risk, businesses can protect themselves with Trade Credit Insurance, which is designed to protect against non-payment of invoices by customers or trading partners. This policy provides a safety net for
businesses that sell goods or services on credit. It’s especially relevant in sectors where extended payment terms are standard practice.
By covering the risk of non-payment due to insolvency, protracted default or even political events, trade credit insurance empowers rail businesses to trade with confidence.
Before issuing a policy, insurers assess the creditworthiness of your
customer base. This evaluation helps determine the level of risk associated with each rail buyer and informs the terms of your coverage.
At JJR, we have a team that specialises in tailoring trade credit insurance solutions to the unique needs of rail sector businesses. Our team works closely with you to assess client risk and deliver a costeffective, bespoke package. Key factors influencing policy cost include existing credit management processes, historical losses, client portfolio, and sector-specific risks.
When underwriters evaluate your business, they consider turnover, bad debt history, and the broader industry landscape. Thanks to our strong market relationships and negotiation expertise, JJR consistently secures the most competitive terms available.
Once your policy is active, you’re
covered in the event of customer nonpayment. If a buyer defaults, you can file a claim with us. Upon validation, we’ll compensate you for the insured amount, helping you maintain financial stability. The benefits go far beyond compensation; at JJR, our in-house team of credit analysts provides valuable market intelligence, including sector-specific insights, insolvency statistics, and customer financial evaluations. This data enables you to focus your sales efforts on companies with strong payment reputations, giving you a competitive edge in the marketplace.
Whether you’re a product supplier, rail contractor, labour agency or other service provider in the rail sector, Trade Credit Insurance is a smart investment in your future, offering not just protection but also peace of mind.
Call Keven on 07816283949
Maggie Simpson OBE, Director General of the Rail Freight Group, writes about the significant potential for industry growth
Over the last month it has been fantastic to see the many celebrations taking place for Railway 200.
The festival, marking two centuries of the passenger railway, has captured the public imagination with open days, art competitions and even commemorative stamps, all recognising the contribution that the railways have made to society, the economy and to everyday life.
As we all know, that first passenger train was showcased by the Stockton and Darlington railway, but fewer people know that the line was built to transport coal from the local mines down to the coast at Middlesbrough for onward distribution.
Apart from a few VIPs, the majority of the passengers on that first day rode in coal wagons, and Locomotive Number One was back hauling coal trains the very next day. And, like the passenger railway it launched, the freight railway also transformed Britain, and continues to evolve and change in response to modern demands.
Today, the coal market is close to non-existent with
power generation switching to renewables and gas a decade ago, but rail freight has evolved to serve a new generation of customers with both bulk products and consumer goods, and there are significant opportunities for further growth ahead.
The largest part of the rail freight market today, making up almost half of all the trains that run, is intermodal – that is products that are moving in a unitised shipping container. The name intermodal simply means that the container can be moved between different transport modes – sea, rail and road – without the goods inside needing to be unpacked.
Around 90 per cent of these rail services start or end at a port, handling goods which have been imported to, or exported from the UK. The three largest container ports, Felixstowe, London Gateway and Southampton, dominate this market, but trains also operate from ports including Tilbury, Teesport and Liverpool.
This makes rail freight a key component of the UK’s international trade, providing critical links for
businesses to buyer and sellers around the globe. In the past year we have seen some quite significant changes in this market, with the major shipping lines, who are the main customers for the freight operators, redistributing their traffic between ports.
We have seen a shift of traffic from Felixstowe across to London Gateway with a step up in the number of trains operating there, while Felixstowe is now attracting some new shipping routes with potential for further rail growth.
We have also seen the ports and shipping lines taking a wider interest in rail, with CMA CGM recently announcing its acquisition of Freightliner Intermodal, and DP World operating an incentive scheme for shippers using rail from Southampton.
A major future opportunity for intermodal rail freight is the Transpennine Route Upgrade, which promises new freight capacity and critically gauge clearance for container trains. Today there is no cleared route over this axis, leaving shipping lines with little choice but to take the congested M62 by HGV, and there is continued pressure from ports and
The significant potential for growth brings opportunity for businesses across the economy but only if we can get the frameworks right to support
customers for a rail option to be made available. We expect this work to be complete early in the 2030s and it cannot come a minute too soon for those looking to modal shift from east and west coast ports.
Container trains aren’t only from ports though, and another growing part of the market is so-called domestic intermodal – that is trains that move between rail-linked warehouses across the country mostly on behalf of retailers and logistics companies.
These services generally come from strategic rail freight interchanges such as DIRFT and iPort Doncaster, and are operating for companies such as Tesco and Coca Cola. There is huge potential to grow this part of rail freight as new locations come on stream, making the move to rail more cost effective and efficient. Earlier this year, the first trains ran from the newly opened Northampton Gateway, also using the newly opened East West route to reach the port of Southampton.
The opportunities in intermodal do not however come at the expense of bulk. Rail freight serves an incredible array of different bulk customers, from steel, petrochemicals, industrial minerals and waste, but the largest sector by far is construction. This itself comprises different products, crushed rock, sand and gravel and cement powder being the most common. These materials are then used to build homes, offices, infrastructure, roads and railways, often being used to make asphalt and ready mix concrete.
2025 has been a rather challenging year in construction but it is hoped that the market will start to turn into next year as new projects get under way across the country. Over the past decade we have seen big investment from construction and mineral
customers, with new terminals opening in towns and cities, and new wagons and equipment to support. Most recently Network Rail and Tarmac have worked to open a new depot at Rugby, and DC Rail has started a number of new services supported by Network Rail’s track access discount scheme.
Longer term, the construction market offers significant potential for growth. Infrastructure projects such as Sizewell, Lower Thames Crossing and the new towns programme will all demand large volumes of materials, and green energy and new floating offshore wind will all require significant supplies of materials, often in coastal areas with poor road links, where rail can support.
Green energy also provides the opportunity for rail to help move new products such as liquid hydrogen, liquid carbon and sustainable aviation fuel, and there is work under way to see how best rail freight can support these nascent industries. Another market which arises from industrial decarbonisation is supporting electric arc steelmaking with supplies of processed scrap metal, which will see up to a dozen daily trains into south Wales once the new Tata conversion is complete.
The potential for industry growth is no doubt significant but it will not happen by chance. While the rail freight operators and customers are working to deliver new opportunities it is also essential that we have the right policy framework and support from Government to enable success. Key to this is ensuring that businesses are confident to invest, that capacity on the network will be consistently available for freight and that the costs of using rail are kept in check, not least when compared to the costs of HGV.
Our members are concerned to ensure that the currently proposed changes to the structure of UK rail and the creation of Great British Railways (GBR) is a positive change, with freight front and centre of the new organisation. To date there have been some good signs, with the promise of a duty to promote freight in the upcoming Railways Bill, and a recommitment to the freight growth target of 75 per cent. However, the planned changes to the way track capacity is awarded to operators, the changing role of the rail regulator, and greater powers to GBR to decide who does and doesn’t get to run their trains is an ongoing concern.
In addition, the Devolution Bill will allocate significant new powers to regional mayors, and while this is seen as a positive enabling move, there is an open question over how national requirements for effective supply chains and local requirements for integrated public transport can both be managed effectively. Although there is a great deal of goodwill, it is essential that the laws, regulations and governance are also properly clear and defined for all. With less than two years to the planned ‘go live’ for GBR there is a great deal of work left to do!
At Rail Freight Group we are working hard to influence the debate, and to help shape the future for our members. The significant potential for growth brings opportunity for businesses across the economy but only if we can get the frameworks right to support. I am confident that the next decade, and indeed the next 200 years, will show how rail freight continues to transform our country and support growth.
Bernhard
Rüger, Managing Director at
Netwiss, explains more about the software he’s created to increase the effi ciency of train vehicles
Punctuality, customer satisfaction and cost effectiveness are top priorities for all train operators, however these are suffering due to a persistent trend towards maximising the number of seats within a given vehicle to transport as many people as possible.
“This trend can lead to ineffective vehicle designs causing train delays, which in turn can cause passengers to be dissatisfied, and increased costs, counteracting the three main goals operators seek to achieve,” said Bernhard Rüger, Managing Director at Netwiss.
Bernhard particularly highlights issues with baggage, seat arrangement and passenger boarding, when train designers concentrate on just fitting as many customers as possible in a carriage.
“Customers like their belongings to be in sight from where they are sat and many are unwilling or unable to lift baggage in the overhead compartments,” he said. “This can lead to inappropriate stowage with bags placed on seats or the blocking of aisles which is a safety risk, while at the same time impacting customer flow.
“An inadequately designed train might see up to 20 per cent of its available seats go unused due to a variety of practical issues, which affects the overall travel experience of passengers.
“We’ve also found that boarding times can be up to three times longer than necessary due to inefficient interior designs, which as a result can impact punctuality and increase the effort required to make up for delays.”
Images: Netwiss
It’s a problem Bernhard has explored for nearly 25 years, analysing the behaviour of 400,0000 customers and more than 120 different types of rail coaches, looking at the issues of luggage storage and patterns of where people sit and how they act. It was born out of a PhD thesis when a former tutor of Bernhard’s suggested exploring luggage transport in trains.
“Exploring luggage transport in trains led to analysing the influence of luggage on behaviour, and the impact the problem has when deciding whether to take the train over travelling by car,” he said.
“We carried out observations, spoke to passengers and then it developed from there, with operators based in Switzerland, Austria and Germany acting on the work.
“This led to the creation of TrainOptimizer, working with Vienna University of Technology. It uses the data to help with efficient vehicle design with just a few clicks. It allows designers to place seats, tables, and baggage racks within the vehicle, rearranging the needs and allowing modifications.
“It helps design a wide variety of public transport vehicles, including passenger trains, local trains, metro trams and even buses, paying special attention to regional specifications, seasonal changes, possible differences in age distribution and potential operation of airports.”
Explaining the benefits, Bernhard emphasises the importance of determining which variants will be particularly efficient during the design phase of vehicles, saving high costs in later operation and for any possible necessary adjustments.
Based on exact behaviour observations of more than 400,000 passengers in more than 120 different vehicles, any new vehicle design can be assessed efficiently. TrainOptimizer is based on the exact knowledge of travellers’ needs and their behaviours, which is why the results obtained are particularly accurate in reflecting reality.
The service has been used by rail operators such as SBB, ÖBB, DB Fernverkehr, DB Regio, NÖVOG, Siemens and Alstom in dozens of projects. It is also in use by ÖBB, DB Fernverkehr, DB Regio and Ace4Rail, with licence fees for the software being tailored to the size of the company and the projects behind it.
“Good design increases the efficiency of vehicles within operators, ensuring punctuality, and reduces the overall costs. Ultimately your customers will be
We can help develop optimised vehicle interiors, which can significantly improve economic efficiency due to higher achievable capacity utilisation, shorter passenger boarding and deboarding times and thus dwell times but with the same high degree of customer satisfaction
greatly satisfied getting to their destinations timely and comfortably,” Bernhard said. “TrainOptimizer is already having an impact on optimising trains, the data we have for central Europe is very relevant to the UK. We’ve also been refining the software to make it even better and easier to use.”
In addition to TrainOptimizer, Netwiss also offers comprehensive consulting services, using its experience and research to examine and evaluate the efficiency of newly constructed vehicles as well as existing ones.
“If you need to provide proof of passenger change over time and/or luggage accommodation as part of a tender, we will be happy to prepare an expert opinion for you,” he said. “If required, we can also assess other components such as the potential degree of fulfilment
How does TrainOptimizer
TrainOptimizer software is a tool that can check the efficiency of any vehicle-interior design with just a few clicks. You can compare any variants of a carriage or train and get a clear picture of how long the average dwell time will be, how many pieces of baggage can be stowed properly and how high the proportion of unusable seats is or the actual achievable capacity degree.
A variety of special queries are possible with the aim of determining the most efficient layout. TrainOptimizer software is an online tool with the big advantage that time-consuming installations and updates are no longer necessary, and you can access all functionalities from any computer.
You can easily create different vehicle layouts, adapt them at any time and compare them to each other with just a few clicks. You have the option of adapting different basic parameters, for example you can select special travel purposes or determine whether a train will serve an airport.
There are many options for configuring your evaluations according to your needs. You can also choose a simple evaluation, which uses corresponding averages. In addition, it is possible to use region-specific data packages. These can be purchased as additional features where they are available, or if required, the organisation can work with you to develop special data packages tailored to your areas of application.
of passenger requirements or accessibility.
“We have access to a large international network of highly qualified experts and strategic partners in the field of railways and transport as well as complementary disciplines for all services in the railway sector.
“Together with you and for you, we can help develop optimised vehicle interiors, which can significantly improve economic efficiency due to higher achievable capacity utilisation, shorter passenger boarding and deboarding times and thus dwell times but with the same high degree of customer satisfaction.”
To find out more, visit the RailLive trade fair in Madrid or the Rail Interiors Show in Prague. www.trainoptimizer.com/
Carl Kent, GB Railfreight’s Sales Director, discusses the arrival of its new Class 99 locomotives and other initiatives and investments leading the rail freight industry forward
The recent arrival of the first of GB Railfreight’s (GBRf) new Class 99 locomotives has been described as revolutionising Britain’s rail freight network, representing a major leap forward for sustainable transport.
But the organisation’s Sales Director Carl Kent has told Rail Director the locos, which can run on both electricity and renewable fuels halving carbon emissions, aren’t just about sustainability.
“They’re also about acceleration, capacity and capability,” he said. “If we all start to transition over the next 15 to 20 years to newer locos that accelerate off the mark faster, brake more efficiently, and technically deliver high performance, we will start to generate more capacity for more services on the network, be it a passenger or a freight train.
“There need to be infrastructure improvements, more electrification, ideally more capacity on the network, but we also need the kit that’s operating on the network to operate more efficiently, something that we’re working on with the likes of the Class 99 arrivals.”
These new locomotives, manufactured by Stadler in Valencia, combine electric power and HVO fuels. The first two arrived this summer and are undergoing several months of testing before they will be used from early 2026 to move a range of consumable goods and materials across the country. The full 30-fleet are expected to be in the UK by the end of next year.
“The first arrivals have generated a lot of positivity, with them being seen as the next transformational step in rail freight,” he explained. “The current Class 66s have been such a workhorse for so many decades that replacing them has been a challenge. But testing the first of the Class 99s is proving really useful, with drivers describing the power under the wires as immense, while also delivering real power when operating by diesel.”
Describing how the full fleet will be utilised, Carl says around 12 to 15 of the Class 99s will be pulling trains conveying containers, a pool of five used by Belmond to haul its luxury charters, with 10 being modified to offer passenger stock connectivity. One will be used as a training loco, with around half of the GBRf’s train crew, in excess of 300 drivers, expected to go through training in 2026.
“Training will be carried out on a regional basis, based on the flows in which we’re going to put them on first,” explained Carl. “By the end of the first quarter next year I’d expect at least five out on trains, the next quarter another dozen, and by the end of the
year hopefully all of them.
“Although it is hard work and a huge team effort, it is very exciting and shows our confidence in the market. If you’re not generating sustainable financial results, it is very difficult to make leaps like this.
“We might not be buying them but we are committing to very long-term leases on 30 new locos, something which shows our commitment to driving the business forward.”
The new locos are just one example of GBRf investing to drive the rail freight industry forward. In recent years it has invested millions of pounds in a new maintenance hub and state-of-the-art office in Peterborough, as well as vastly improved facilities at Tonbridge, and implementing hundreds of new flat and box wagons into the fleet.
“We generate relatively humble profits that we look to reinvest most of into our fleet, infrastructure and people,” said Carl. “Investments in recent years have helped us to train drivers quicker, maintain wagons better and overall become increasingly more efficient.
“Hopefully with the Class 99 locomotives we will be able to continue to find marginal gains in some of the services that we are running. If we can run services even an hour quicker, that might open up more capacity for the network, further enabling more freight trains to run on the UK rail network.”
This year marks Carl’s 15th year in the rail industry, having initially joined Network Rail’s graduate programme in 2010, working as part of its national
freight team. He joined GBRf in 2014, initially designing, implementing and improving new and existing services.
In 2018 he moved into business development and has played a significant role in helping the business more than double in size in that time. For the past five years, Carl has led GBRf’s sales team, the last year spent as Sales Director.
“I never entered the rail industry with an interest in freight, but found it was something I enjoyed, especially around understanding the commercials and managing the customer, and at the start that customer was GBRf,” he reflected.
“I had an affinity with them straight away and it seemed a natural fit to join them to take my career forward.
“My role here started by leading the team who design how we implement new business, manage risk, and come up with innovative ways of doing things. This didn’t involve just a planner but a team of people from several internal functions, which gave me an insight into what the various teams do and also a chance to learn a lot about the portfolio and services we run and how we cost flows.
“It developed into me having more involvement in managing tenders, helping the commercial team price it up – I did some work on policy and strategy –and then I drifted towards business development.
“We’ve had some really significant wins in the past few years so when the Sales Director role came about I felt it was a good fit, especially with all the experience I had gained from my previous roles and in my understanding of the nuts and bolts when dealing with tenders, customers and pricing.”
And Carl remains as passionate about the business as he did on day one, something he says is driven by GBRf’s core values priding itself on team ethic and sense of community, an ethos it describes as helping the organisation really enjoy working and growing together.
“Our core values never change and they were the same core values when I joined and everyone still lives and breathes those values,” he said. “I guess the reason I’m still here is that I agree and live by them and I’m optimistic and excited by the future.
“There’s loads of potential out there but while we look to grasp some of the opportunities we need to ensure we continue to focus on the bread and butter, making sure we don’t let the standards drop. We can’t lose what we are doing to other modes of transport and we’ve got to continue selling the benefits of rail freight.
“There is no real method of operation in the UK on this scale that is as sustainable as rail freight is. A huge selling point is the safety, sustainability and scalability of rail freight, with one example being a train of up to 750 metres, full of cars and vans. We need to sell those benefits, but we’ve got to make sure what we do is affordable.”
The future looks bright for rail freight, with the Government having set the target for it to grow by 75 per cent by 2050. From GBRf’s perspective Carl would like to see growth in new markets, increasing the overall size of the current market, as well as looking to Europe for ideas such as new types of assets, traction and technologies.
“There’s growth in intermodal with London Gateway up to 26 trains a day at some point next year, there is latent potential at Felixstowe, Southampton and other major ports,” he said.
“If you consider that 30 per cent of what comes off the ships at the deep sea ports leaves by rail, potentially even five per cent more by rail out of those deep sea ports could generate 10 to 15 trains a day, so there is growth within the existing markets to go at.
“Then there’s other major projects that are coming along like Sizewell C, which will generate work for
The first arrivals have generated a lot of positivity, with them being seen as the next transformational step in rail freight
everyone. Even though the construction market has been challenging for a couple of years, some of the aggregate and construction companies are actually opening new terminals.”
An example Carl gives on the latter is the recent launch of freight trains into Horton Quarry in Ribblesdale in North Yorkshire, marking the first rail movement into the site since 1965. The quarry, which is owned by Heidelberg Materials UK, has produced limestone and high-quality gritstone for road and runway surfacing since 1889, with a newly constructed rail terminal within the quarry supporting the organisation’s distribution of building materials to construction projects across the North West.
“That is a new terminal with their own investment to generate more freight by rail,” Carl said. “In this case, for each rail movement, GBRf will move more than 1,650 tonnes of limestone and a fully laden freight train can remove the equivalent of up to 75 loaded lorry journeys per train.”
Ensuring GBRf continues to thrive in the future, Carl explains the importance of engagement with customers and in ensuring the business continues to move forward, something he says they are doing with the Class 99s and new wagons.
“We are continuing to build and invest in our people as well,” he added. “We’ve always had such great people here and brilliant retention of our staff, with some of the best minds in the industry, and we’re very protective of them.
“It is their ideas and smarts that generate some of the improvements to things that we think we can do that others can’t. We’ve got to keep on doing that, supporting and leading those staff.
“That all shows in the brand – we are seen as a reliable operator, our operational performance is good and we are continually moving forward.”
Away from the full-time job, Carl was part of a team of GBRf traincrew and headquarter staff who took to the stage at The Water Rats in Kings Cross for Rail Freight Rock, a fundraising gig.
Organised by Carl and Liam Day (Asset Director), the group managed to deliver a set of rock anthems from artists including The Rolling Stones and Oasis after just three rehearsals. The event raised more than £10,000 for Great Ormond Street Hospital Charity.
You can still donate at https://www.justgiving.com/ page/railfreightrock25
The rail industry has set out its commitments to tackle sexual harassment and violence against women and girls (VAWG).
Jacqueline Starr, Executive Chair and Chief Executive Officer (CEO) of the Rail Delivery Group (RDG)
explains more
For Jacqueline Starr, the message from the industry is clear – “any form of sexual harassment on the rail network is completely unacceptable and the rail industry is working together and alongside charities and the Government to confront this issue”.
The Executive Chair and CEO of RDG spoke to Rail Director after rail industry leaders gathered to discuss measures to tackle VAWG on public transport, having recently set out a set of commitments ranging from increasing the number of body-worn cameras on trains worn by staff, through to the creation of dedicated passenger groups focusing on the issues.
“Ultimately it is about people feeling safer to travel and to reduce and altogether remove any rhetoric and narrative around the railways being an unsafe way to travel, particularly during the night,” she explained. “The litmus test is asking parents about
their children travelling late. At the minute it is a mixed response, and that needs to change.
“The aspiration is ensuring the railway is a safe environment at any time of the day, and at the same time in making sure that as part of a cultural change within the industry we have a diverse representation which includes more women in leadership so the voice and representation and those driving the decisions are representing those communities that are impacted by this harassment.”
This is being reflected in the way the industry is working together to confront VAWG, which includes increasing the number of body-worn cameras on trains (19,000 now in use by staff) and the introduction of mandatory and consistent training for all rail staff to better recognise and safely respond to sexual harassment.
Alongside this, in recent months dedicated
passenger groups have been set up across the UK to focus on women and girls’ safety which is establishing forums for women to contribute to designing new stations and carriages with safety in mind.
“I have a pet hate of leadership sitting in rooms and defining solutions where they don’t have any lived in experience to some of these challenges,” Jacqueline added. “The passenger groups have been really important in enabling us to look at things through the lens of those who are potentially impacted.
“One example of the changes thanks to engaging with passengers is a waiting room which was next to the men’s toilets which women weren’t using late a night because they felt a little vulnerable because of its position. These things are sometimes not thought about in design, which highlights the importance of these groups of which the feedback is influencing redesign or changes to stations.”
The work follows research carried out by 72point and commissioned by RDG, which found nine in 10 of the 2,000 passengers who took part in the survey believing sexual harassment and VAWG is an important societal issue and 87 per cent believing more needs to be done to prevent and address these incidents in society.
The study also showed the vital role that rail passengers can play in helping fellow travellers feel safe. More than 90 per cent agree that bystanders can have a vital role in supporting victims of abuse or harassment against women and girls, something Jacqueline has done herself.
“There was a young mum on a train with her child and there were a group of lads having some beers and a good time and their language got a bit loud and blue,” she explained. “She asked them to tone it down a bit because it wasn’t appropriate for her child to be hearing. It escalated and I intervened by offering to swap seats.
“In my early years I wouldn’t have had the confidence to do anything, but in this situation I could see it was getting heated and how uncomfortable the young mum was feeling and felt it was safe to do something and it de-escalated the situation. It gave me a lot of respect and appreciation for how difficult it can be to intervene but that the simplest of gestures can go a huge way.”
The initiatives are part of RDG’s Zero Tolerance campaign, which provides clear guidance and practical tips on how bystanders can safely intervene if they witness harassment or assault. Using an immersive Virtual Reality (VR) film shown at stations across the UK, RDG is providing passengers an opportunity to experience how situations can develop and what actions travellers can take to de-escalate the situation in the moment.
“This is about educating passengers on how they recognise what sexual harassment is, helping people feel at ease with reporting it for something that is often overlooked,” she said. “If someone is staring intrusively at you and it is making you feel uncomfortable, that is not acceptable. We want to provide passengers with tips and the know-how of how to deal with that, offering fellow passengers tips and techniques to safely intervene if necessary.
“The VR headsets have been really useful over the last few years showing people impactful scenarios and bringing to life what it can feel like if you put yourself in the shoes of someone who is having to experience that. It highlights that helping could be something really simple like asking if they are ok, and if they need any help, a gesture that gives the individual support and comfort.”
VAWG was the topic of conversation in the final episode of Rail Forum’s Rail Safety Week 2025 podcase series, in which Laura Shoaf CBE, Chair of Shadow Great British Railways, highlighted that there are currently around 3,000 violent offences against women and girls on transport recorded every single day.
Jacqueline said: “We want to reduce the number of instances, but we also appreciate that in our efforts to educate and increase awareness we are inviting more reporting, which is a good thing in the short-term because it means more people are talking about this
and we are getting valuable data about when and where it is happening, which is really rich information in being able to act appropriately.
“This is a railway which is working hard to do its bit because we want people to travel in a safe environment, people shouldn’t have to experience sexual harassment. It is something I am really passionate about because I want to make a difference. It is a societal issue, but we will do what we can.”
As for the future, the initiatives currently underway will continue to develop with those potential vulnerable passengers helping to shape the progress, alongside work with the wider industry, Government and British Transport Police to identify ways to confront the societal issue and where there can be targeted approaches.
“We want to be clear our actions are going to have a positive impact and ultimately we want to convey a message to the public that it is a safe environment and a safe way of travelling,” she said. “That’s why we’ve been promoting, educating and helping people understand what constitutes sexual harassment because to make the most positive impact we need to know what is happening where.
“Therefore, if we are educating people and helping them understand what constitutes sexual harassment, encouraging reporting and giving people visibility of what those reporting channels are, that enables us to have access to that data and information to continue to be targeted and relevant.
“Organisations are working hard and what we’ve been doing is pulling it all together and forming a coherent plant, but also really challenging ourselves on what impact this will have and do we feel we can shift the dial in terms of raising awareness, or creating a safer environment, or going someway to preventing this.
“We can’t prevent this alone as a societal issue, but what we can do is find tools and techniques to mitigate that. If we’re making clear statements that we have zero tolerance around the issue, we’d like to think at the very least they will think twice before they go to commit any type of crime, coupled with CCTV, body-worn cameras and frontline staff it is all part of the solution that we’re trying to develop here.”
Ultimately it is about people feeling safer to travel and to reduce and altogether remove any rhetoric and narrative around the railways being an unsafe way to travel, particularly during the night
Henry Bates, Network Rail’s Freight Director, reflects on the progress made in moving more goods by rail and delivering a simpler, better, greener railway for customers
Henry Bates is determined to accelerate the shift of goods to rail.
He’s driven, alongside a dedicated team, by a passionate belief that what he and the team does really matters to customers, the industry and to the planet, given rail freight’s strong sustainability credentials.
He is the organisation’s Freight Director, leading Team Railfreight, a 60-strong team that sits within the System Operator directorate at Network Rail and provides a range of essential services to freight operating companies and stakeholders.
These range from network management through a 24/7 control desk and regionally embedded freight managers and performance insights and improvements, through to business development services and strategy, policy and advocacy.
“Collectively we help keep supermarkets stocked
and builders building,” he explained. “My role is to enable the team to accelerate the shift to rail and ensure the importance of rail freight is high up on the agenda.
“Enabling, empowering and motivating my team is what gets me out of bed, working with the team and other partners to achieve for our customers and drive forward rail freight.”
A unified voice for rail freight
Team Railfreight as a brand is around 18 months old, coming off the back of calls for one voice across Network Rail, and therefore it brings a previously separate team looking at policy, strategy and longer term strategic aspects into the core freight team.
“It represented Network Rail and its extended partners in freight coming under a single leadership, something the sector has been calling for,
The team is full of people who believe that what we do really matters, driving forward our overall mission
for a long time,” explained Henry, who takes accountability for both the day-to-day support, as well as growing and developing longer-term freight growth targets. “The team is full of people who believe that what we do really matters, driving forward our overall mission.”
The organisation’s successes have been recognised at the recent Rail Freight Group (RFG) Awards. It was the winner of the Driving Rail Freight Growth (jointly with Tata Steel and DB Cargo) and Innovation & Talent categories; runner-up in the Rail Freight Project of the Year, and Charlotte Ashton (Regional Freight Manager within the team) came second in the Outstanding Individual Contribution category.
Most rewarding for Henry, Network Rail was also named Business of the Year, praised for demonstrating innovation, flexibility and collaboration with a range of stakeholders, resulting in reduced costs, greater productivity and new freight flows being brought to rail. The judges also noted that the freight team works hard to raise awareness of the importance of freight to its business and to the country as a whole.
“The awards were a proud evening for the team and were the result of some great work,” said Henry, adding that he unfortunately wasn’t there.
“It’s become a bit of a running joke that we tend to do better at the awards I don’t attend! I was trying to get an early night having had a newborn and being on an early flight the next morning, but while the excitable messages coming through hindered that, it was a cracking reason to be kept up!
“It is fantastic recognition with some of the team having contributed massively to growing rail freight over the years, and in some cases over decades. We are all quite humble, but there is a huge sense of pride among the team in what they are doing, and from me in seeing the team develop, but one thing for certain is that we won’t be resting on our laurels.”
As well as the award success, the organisation’s efforts are bearing fruit in increasing the amount of freight being moved by rail. In the first year of Control Period 7 there was a five per cent increase in Britain, when the target set was 1.5 per cent. This is especially impressive taking into account that overall freight volumes in the country had been relatively stable.
“It was a brilliant achievement in year one, but we are mindful that it is a difficult market and one which
is fragile, at the will of economic forces and then the customers that operate within those constraints,”
Henry said.
“It is all hard earned. We have major global shipping line changes happening that we’re working hard to accommodate, construction and housebuilding is generally down, the amount of spoil we deliver and take away on the HS2 project will tail off a little, so there are really significant risks and counter balances to the growth we saw last year.”
Providing a platform for growth
A forward-thinking approach to increasing the amount of freight on rail has paid dividends. One particularly successful initiative in fostering new freight flows has been the access charges discount policy, which was developed by Team Railfreight and Network Rail’s Planning and Regulation team, waiving relevant charges for six months while new traffic is established.
By offering timebound discounts on track access charges, the scheme has supported many new-torail services since its launch last year, with further applications in the pipeline.
“It has probably been the single initiative that has enabled seven or eight new flows in the last year,” said Henry. “That took a lot of policy work collaborating with Government departments to demonstrate that
it would be worth it, given the fact that we would initially be waiving an income knowing the economic and environmental benefits that freight brings.”
Agility is an important factor in Team Railfreight’s success. Rail freight isn’t run to a specified timetable by Government that runs and changes twice a year, instead running different trains every day, every week, depending on customer demands, which sometimes can be short notice.
“Rail freight growth is highly dependent on market conditions and the economy, but we don’t want to be in a position where we, as infrastructure manager, are forced to turn away additional volumes due to anything that is under our control or within our agreed funding,” he added.
An example has been the growth along the Essex Thameside Corridor. Following the widely publicised changes to global shipping lines, the first tranche of trains switching from Felixstowe to London Gateway have been accommodated, involving additional costs, tighter timescales and extra safety mitigations along the line of route at busy level crossings. The longer-term prize is significant additional volumes.
“The global shipping line changes meant a significant shift in the amount of boxes arriving at the ports at London Gateway and the challenge has been in getting those out on a more constrained bit of infrastructure than Felixstowe,” Henry explained.
Rail is rising to meet the challenges of sustainability, climate resilience, and social impact. Through innovation, collaboration, and smarter standards, organisations are embedding sustainability into daily operations and unlocking long-term value.
Expert Edit, our unique collection of articles, is designed to help rail professionals overcome barriers and lead the way in sustainability and social value. With the latest insights from specialists and business leaders across the industry, this collection offers practical guidance and inspiration for a more futureproof, sustainable, and community-conscious rail network.
Explore all articles and insights in full. www.rssb.co.uk/experteditsep25
“We’ve pretty much doubled the number of trains running out of that port since spring, going from about 10 to 20 a day.
“At some point the capacity is really going to bite, but there are aspirations we can squeeze a bit more, working with our timetabling colleagues in Network Rail and our route colleagues Anglia to ensure we can make it work from a safety, reliability and timetabling perspective. It is this sort of working that is enabling us to support freight operators’ ambitions at fairly short notice.”
Henry highlights the hard work that has been going on behind the scenes to improve efficiency, safety, and raising awareness of the industry. In recent months the organisation has transformed how freight loads are calculated with the introduction of Digital Freight Load Books. It replaces paper-based methods of calculating length and weight limits with an efficient, digital system, which helps train planners to identify new traffic opportunities, saves time, and enhances safety. It won the Project of the Year category at the Rail Staff Awards and the Innovation title at the RFG Awards.
Another example of progress has been the Freight Safety Improvement Programme, which has supported several projects in year one, including modernising loading facilities at key aggregate sites, enhancing CCTV coverage at trespass hotspots, and advancing safety data sharing with the Rail Safety and Standards Board.
“We are in a far better place to where we were four years ago and I’m especially proud about how the relationships with freight operating companies have evolved,” Henry said.
“There is a better level of trust, with organisations being more open with us about potential commercial opportunities, which of course we treat in strict confidence, but in turn enables us to be more agile in response to what customers need.”
The facts speak for themselves. A single freight train can take up to 129 lorries off the nation’s roads, with rail freight itself saving more than one million tonnes of carbon every year. There are currently around 650 commercial rail freight trains running every day, with the Government having set a 75 per cent growth target in rail freight by 2050.
In the first year of Control Period 7 there was a five per cent increase in Britain, when the target set was 1.5 per cent
“We have a 7.5 per cent growth target by 2029, which we are currently on track with and are collectively looking at further targets to further drive that continued focus into the planning for the next couple of years and looking at how we grow the markets,” said Henry.
Alongside the new opportunities is the ongoing rail reform and the move to Great British Railways, with more engagement to follow, with one of the team’s priorities to ensure freight’s access to the network isn’t impacted by public ownership of passenger services.
“At the start of the reform journey, the industry asked for a single point of contact for freight, which we have delivered through Team Railfreight,” he said. “Early stage planning is already under way for Control Period 8 and we’re actively looking at a range of scenarios and what each would mean for our capacity and capability to deliver anticipated growth.”
One thing for certain is that the rail freight industry isn’t being complacent about its sustainability credentials with the industry continuing to work harder to be even more efficient. Among the initiatives includes introducing electric/bi-mode locomotives, with Network Rail working with its customers to introduce Class 93 and 99 locomotives in the future.
“The investment is good because as well as its impact, it also demonstrates private investment into rail freight to transform how freight can move around the country,” he said. “The implementation comes with its challenges, but it will be transformational.
“Overall, I’m cautiously optimistic about the future, building on the great progress which has been made in recent years. My optimism is slightly
tempered by the difficult economic circumstances the country finds itself in, but I believe the role of the railway will continue to evolve and change, with people connecting and travelling at different times and different ways that will create capacity and opportunity for freight.
“If we think about how we’re meeting right now (on Teams) we’re doing it in a way we probably wouldn’t have done five years ago, and so the balance of how people use the railway for passenger travel and changes in wider logistics and express logistics could look quite different in 20 years’ time.”
The team will also continue to identify small scale enhancements or tweaks that can make a capacity difference, such as work that has been done on London Gateway around the length of time level crossings are down for. But it is also about continuing to make a case for investment and highlighting the importance of rail freight and in accelerating the shift to rail.
In very recent news, it is now a role that next year will fall onto a new Freight Director at Network Rail, with Henry joining the emerging integrated railway in Anglia to support the Managing Director Designate Jamie Burles in establishing a single organisation bringing together train operators c2c, Greater Anglia and Network Rail’s Anglia Route. The integrated railway aims to deliver a simpler, better railway for customers, support freight growth, and reduce public subsidy.
“Since 2020 it has been an honour that my job has been to try to support and enable the brilliant brains, behaviours and belief of the people that make up Team Railfreight, and collaborate with customers and partners across this truly awesome sector,” Henry said.
“I am grateful to everyone who has been patient with me from the off and has stuck with me over the years to help make possible our strategies, plans and delivery to grow safe and reliable services, to tell the stories of what rail freight does, and to keep supermarkets stocked, builders building and medicine moving.
“What we do really matters, and I look forward to continuing to support the mission as I support the development of integrated railways on a journey to a Great British Railways that helps accelerate the shift to rail.”
For over 50 years, Jones Nuttall Ltd, based in Warrington, Cheshire, has been at the forefront of precision engineering, specialising in rail overhaul, refurbishment, CNC machining, and fabrication. Our extensive experience and customer-focused approach have allowed us to forge long-standing partnerships with some of the UK’s largest rail operators, including Metrolink, part of the iconic yellow Bee Network.
As the Bee Network continues to grow, Metrolink has ambitious plans to expand its tram network over the next 10 years, providing even more seamless connectivity across Greater Manchester. Jones Nuttall is proud to play a pivotal role in this expansion, contributing our engineering expertise to ensure the reliability and safety of the system as it evolves.
Our partnership with Metrolink is built on trust, reliability, and innovation. By supplying precision-engineered rail components, we play a crucial role in maintaining and upgrading their tram network. One of the standout projects has been the refurbishment and moderniation of Metrolink’s electro-magnetic track brake systems—essential emergency braking systems that provide additional stopping power in critical situations. These systems are vital for the safe and efficient operation of trams, activating during emergencies to deliver fast, reliable braking independent of the vehicle’s primary brake system. Our engineering expertise allows us to breathe new life into aging parts, offering cost-effective solutions to replace discontinued components without compromising performance, ensuring these systems remain reliable and effective for years to come.
At Jones Nuttall, we maintain full control over production through our comprehensive in-house machining capabilities. Whether it’s producing aluminum rubbing plates or other critical components on our CNC milling machines, we ensure every part meets the highest precision and quality standards demanded by the rail industry.
Beyond component manufacturing, we specialise in refurbishment and modifications. Our work on electro-magnetic track brake systems is a prime example of how we help our clients maintain safety and operational efficiency. By refurbishing these emergency braking systems, we ensure trams are equipped to handle critical braking situations, significantly enhancing both safety and reliabilitity while minimising downtime and operational costs. As a company, we are dedicated to advancing the rail industry by investing in the latest technology, skilled engineering talent, and innovative processes. This commitment enables us to meet the evolving needs of the sector, delivering high-quality solutions on time and within budget.
With Metrolink’s future expansion plans on the horizon, Jones Nuttall is excited to continue our partnership, providing the precision engineering expertise necessary to support the modernization and growth of the Bee Network. Our focus on precision engineering, innovation, and customer satisfaction makes us the ideal partner for rail operators seeking to enhance performance, safety, and longevity in their fleets.
Stuart Burns, Managing Director at Dura Composites,
outlines his vision for creating and sustaining a true circular economy for composite walkways
At Dura Composites, the mission is clear: to create the lowest carbon walkways in the world, to best maintain the planet.
It’s a bold ambition, but one that Managing Director Stuart Burns believes is not only achievable – it’s essential.
Founded in 1996, Dura Composites is a UK-based designer, manufacturer and supplier of advanced composite product solutions for infrastructure, transport, marine and construction environments.
“The vision sharpens our thinking,” said Stuart. “It drives every product development decision, every innovation, and every conversation within our team. It’s not just a strategy, it’s a mindset.”
Dura Composites is no stranger to pushing
boundaries. With three King’s Awards for Enterprise, 22 patents and hundreds of design registrations, the company has built a reputation for solving complex infrastructure challenges with high-performance Glass Reinforced Polymer (GRP) and other composite materials.
“There are a small number of GRP product manufacturers in the UK and beyond, but none offer the breadth of performance-enhancing products we’ve engineered and developed,” said Stuart.
“We don’t innovate for the sake of it. Every solution starts with a client problem – whether it’s improving fire ratings, reducing weight, enhancing anti-slip performance or cutting carbon.
“It’s the installation, operation, in-life service and
recyclability improvements that come from real-life client challenges where our difference really matters.” GRP composites combine glass fibres with a polymer resin matrix, resulting in a material that boasts superior chemical and physical properties compared to its individual components. These properties make GRP an ideal choice for applications requiring strength, durability, and versatility.
Dura Composites has spent many years championing GRP as a mainstream material for a wide range of industries and infrastructure projects, particularly in rail, where it is now widely accepted and adopted as material of choice versus concrete, timber and steel.
However, Dura Composites has pushed the
boundaries of innovation further, combining advanced engineering design with extensive in-house testing and advanced data modelling, ensuring every product is optimised for real-world performance.
Its d² range of products delivers measurable benefits in terms of performance, sustainability and cost efficiency when it comes to grating, structural beams and heavy duty floor slabs.
d² products are up to 33 per cent lighter, offer 50 per cent larger spans or loads and achieve major embodied carbon savings. In addition, several years of extensive work and investments have now led to Dura Composites products being fully recyclable.
Historically, mechanical recycling of composite materials was inefficient and ineffective. But, after years of research and development, Dura has developed a process that allows waste from endof-use products to be ground down and repurposed.
“This is a game changer,” said Stuart. “Not only are our products already lower embodied carbon than anything else on the market (by design), but we can now take waste from decades old installations and repurpose it into new products. It’s the foundation for a true circular economy.”
Station as a service
Dura’s impact is especially visible in the rail industry, where hero products such as its modular Dura Platform allow contractors to replace or overlay outof-gauge or subsided platforms quickly and safely.
The system has already been deployed at 58 stations across the UK in the past 15 years, and the appetite for such a rapid deployment and sustainable solution shows no signs of slowing down.
But it’s not just about the products. Dura Composites is introducing a new funding model known as ‘Station as a Service’, which enables project engineers to spread costs through operational expenditure budgets. Instead of a £1 million up front capital cost for example, it can cost as little as £9.7k per month, with options for both operating and finance leases.
“This allows safety-critical upgrades to be delivered efficiently, without the need to rely on continual patch repairs and short-term fixes,” Stuart explained. “Platforms can be switched over in a matter of days and there is a 60-year design life, with a 25-year warranty, offering both long-term value and peace of mind.”
Safer. Stronger. Greener. Proven
For Stuart, the journey is personal. His father Colin co-founded Colvic – a boatbuilding company that pioneered GRP in marine applications. That legacy evolved into anti-slip walkways and eventually the founding of Dura Composites nearly 30 years ago.
“I never planned to join the family business,” said Stuart. “But after a decade at Heinz, I saw the opportunity to build something meaningful with Dura.
“We’ve gone from 10 people and a £1 million turnover to 130 people and £20 million – and we’re still just getting started.”
A key figure in the growth story is Tom Bowman, Dura’s Commercial and Technical Director. A true maven in composites engineering, Tom led the
There are a small number of GRP product manufacturers in the UK and beyond, but none offer the breadth of performanceenhancing products we’ve engineered and developed
re-engineering of GRP walkway grating – an industry staple unchanged for decades – into the King’s Award-winning d² Dura Grating that has taken the market by storm. Under his technical leadership, the product became lighter, more efficient and more sustainable, all without compromising performance.
Together, Stuart and Tom’s deep understanding of composite material behaviour, advanced manufacturing processes and market demands has enabled them to bridge the gap between commercial strategy and engineering excellence, helping clients make confident, informed decisions.
Looking ahead, the company is focused on scaling its impact, not just through innovation, but by embedding circularity into every stage of its product life cycle. With a clear strategy in place and momentum building, the company is targeting a doubling of revenue within the next two to three years, underpinned by its commitment to sustainability, performance and the long-term value creation that come from initiatives such as Station as a Service.
“I’ve been doing this for 18 years now, and I’ve never been more motivated, because I am so sure we’ve got the strategy right here,” said Stuart.
“The railway is a fascinating industry to work in, and while last year was challenging for so many businesses – particularly with CP7 getting off to a slower-than-expected start – it also proved to be a pivotal moment for our business. It gave us the space to evolve, strengthen our structure, and make some key appointments that have significantly increased our capability to deliver complex contracts with confidence.
“We’ve evolved from a supply-only business to a full design, supply and install provider, including turnkey contracts for major projects like HS2. It’s more risk, but more opportunity. And it all comes back to our vision: creating the lowest carbon walkways in the world, to best maintain the planet.”
www.duracomposites.com
Daniel Blackwood, Managing Director at ResponSec, discusses his passion for railway safety, and the key role private security firms must play in keeping passengers and workers safe
Daniel Blackwood and the rest of the team at ResponSec take a huge amount of pride and responsibility in the role they play in keeping the railways safe for passengers and colleagues.
At a time when some crimes on the railways are increasing, and British Transport Police (BTP) is facing an unprecedented funding deficit, the company’s Managing Director is looking to expand its work in the sector.
“Private security is needed and will always be needed even as we go into Great British Railways,” Daniel explained.
“With the struggles facing the industry, the private sector has a vital role to play to privately police the network.
“We need to work together to make sure people feel safe on the railway. It is an amazing service used by millions of people per day, but there is no hiding that it experiences crime, disorder, and other issues.
“The best way to make it safer is by putting a professional presence out on the network, and that is why companies like ResponSec are needed.”
The services the company offers include access control, surveillance, and crowd management,
working in collaboration with clients. Part of the BTP’s Rail Safety Accreditation Scheme, the highly trained security personnel are prepared to respond effectively and efficiently to any situation, enhancing operational safety while providing a reassuring presence for passengers.
It also uses advanced technology and data analytics to monitor activities, identify potential threats, and implement proactive measures to mitigate risks.
“The railways is a challenging industry to work in, where colleagues face being assaulted and abused, but there is also much reward when your actions help to save lives,” Daniel added.
“Our growth has always been about the personalised service that we offer and a passion for passenger and staff safety, going above and beyond to ensure people feel safe when travelling on the network.
“For us it is not about offering a basic level of security. It is about providing a complementary service between security and policing, a level of private policing with a security twist. Our team are trained in areas including safeguarding, suicidal awareness and how to deal with confrontational situations, but they are also happy to help with all customer services needs.
Building on a strong platform in the railways
The team’s passion to keep passengers and workers safe is backed up by an award-winning track record of working in the railways. A self-confessed train enthusiast from being young, Daniel has always had a passion for the industry and making the railways
Robust protection for electrical networks and devices.
Helping to maintain service uptime across a variety of critical rail applications.
ABB’s Installation Products Division has a long legacy of providing quality products and innovative solutions. From safeguarding critical infrastructure on Earth to cable ties that help put machines in space, we continue to deliver solutions that provide a smarter, safer and more reliable flow of electricity from source to socket.
With the struggles facing the industry, the private sector has a vital role to play to privately police the network
safer. This dream was fulfilled when the company started providing services to the railways seven years ago, when it worked with Network Rail in the Southern region to help reduce anti-social behaviour.
“The company was initially set up to serve live music and sporting events, but I have had a passion for the railway and making it as safe as possible for many years,” he explained.
“Network Rail wanted a higher level of security and presence on the South East route, and it was a successful project. Then COVID hit and our role changed from dealing with anti-social behaviour to asset protection, checking stations and infrastructure.”
As word started to spread about ResponSec’s expertise, so did the demand for it in the rail sector. This includes supplying travel safe and welfare officers for Govia Thameslink Railway (GTR), producing Operation Safeguard – an initiative that was highly commended in the Safety Achievement of the Year category at the 2022 National Rail Awards.
It is also currently providing safety, security, and enforcement officers for the London Overground on behalf of Arriva Rail London, following rising staff assaults and anti-social behaviour. The efforts were honoured at last year’s Rail Staff Awards, particularly highlighting its deployment of two teams of officers for a 16-week trial to boost staff confidence, reduce assaults, and support revenue operations.
The team patrolled 1,763 trains and managed 280 anti-social behaviour incidents, and because of its efforts, it was reported that 80 per cent of staff felt safer and 77 per cent noticed a decrease in workplace violence.
“We are currently patrolling six lines of the London Overground with a team of around 30 people every day, working closely with BTP, revenue department, enforcement, and Transport for London,” Daniel explained.
“It is a challenging network, but really rewarding, and it was great to see the efforts of the team recognised. It is something we are keen to build on.”
Going above and beyond ResponSec’s passion for the railways goes beyond the contracts. The organisation is a bronze member
of the Rail Safe Friendly initiative, which enhances rail safety awareness among young people in the UK. The company’s efforts alone have already reached thousands of young people in over two dozen schools.
“It’s important that as an industry, everyone plays their part in educating young people about the dangers surrounding the railway and doing this is our opportunity to achieve just that,” added Daniel.
As well as this, the organisation has signed the Railway Mental Health Charter and Daniel also volunteers every week as a Cadet Leader for the BTP, looking after the young cadets in London.
“My volunteering for BTP is a chance to give something back,” he said. “We work with BTP on a day-to-day basis, and it is quite nice to bring my rail experience to the room, alongside my experiences growing up, especially when the cadets’ base is where I grew up around Holloway Road.
“I can bring those life experiences to the young people and work with them to keep them on the right path. It is a good project and one I really enjoy being part of.”
Daniel’s aspirations for the future of the organisation are driven by what continues to motivate him after more than 25 years in the security industry and 15 since forming ResponSec, and that’s the human impact of the work.
From securing large-scale events to safeguarding multiple properties, he wants to build on a reputation for an initiative-taking, precise, and professional approach, and in ensuring everyone gets home safely.
“We’ve grown as a business and personally I’ve been through battles which I’ve both won and lost, but where we are with ResponSec is standing in a strong position with a great team and one that can make a huge difference to the railways,” he said.
“I am passionate about the brand and business, continuing to grow and do the best I can. A lot of people put their trust in me and my business to protect their brands as well. We take that responsibility very seriously and in the case of the work we do for Transport for London, we wear the company roundel with an immense sense of pride and responsibility.
“As a company it is important that we keep pushing forward, ensuring we do all we can to keep people safe. The events side of the organisation is in a really good position, but there is enormous potential to grow the railway side of things, which is my ultimate passion.”
https://responsec.co.uk/
Founded in 2011, ResponSec has established itself as a trusted leader in customised security services, committed to delivering tailored solutions that align perfectly with each client’s unique requirements. We understand that no two security challenges are alike, which is why our team of licensed, highly skilled professionals are always prepared to provide responsive, adaptable protection, whether for routine assignments or urgent, high-stakes situations.
Progress has been made to improve the way freight wagons are prepared ready for the rail network
Industry-wide guidance and best practice advice on freight train preparation is gathering momentum with members of the Wagon Condition Programme (WCP) project team coming together at Freightliner’s Basford Hall depot in Crewe to highlight the progress made.
The WCP is a priority project of the Freight Safe Programme and aims to improve the way freight wagons are prepared for the rail network by driving continuous improvement in maintenance, train preparation, and the use of emerging technology. At its core, the programme promotes industry-led learning and collaboration, using sector-wide knowledge and experience to deliver practical, scalable improvements. Part of the work being spearheaded by this programme is a specific focus on train preparation practices. The goal is to establish clear, industry-wide guidance for freight operating companies and freight partners, helping to deliver consistent, high-performing train preparation and a basis for long-term industry resilience.
The meeting brought together updates from the Freight Operating Company Working Group, RSSB, Basford Hall’s Centre of Excellence team, rail industry operational and standard experts, and competency specialists. Discussions centred on the Train Preparation Standard pilots, the Train Preparation Maturity Model, and the development of new guidance on the competence and training of train preparers.
Stuart Ash, who sits on the WCP Board and is Chair of the National Freight Safety Group (NFSG), said: “It was pleasing to see such positive collaboration and
commitment to raising standards across our industry. It demonstrates what can be achieved when we share knowledge and work together.
“The momentum from Basford Hall underlines the WCP’s role in shaping a safer, more efficient, and more consistent rail freight sector, with collaboration and shared expertise at the heart of its success.”
Among the progress already achieved includes a draft Train Preparation Standard, with pilot studies successfully completed at both Basford Hall and Margam Centres of Excellence, along with Dove Holes in Derbyshire. The pilots confirmed the strength of the standard and identified opportunities for refinement, which are now being incorporated into the documentation process.
In parallel, the Train Preparation Maturity Model and Toolkit are progressing well, with work under way to collate mitigating measures to ensure train preparation remains safe and efficient across the network. A review of the draft Train Preparation Standard’s requirements is ongoing, assessing its application under all operational conditions.
In addition, updates from the Rail Industry Standards (RIS) Working Group and RSSB highlighted ongoing reviews of standards covering key topics such as vehicle condition checks, brake tests, and handbrake status. The Competence Working Group has agreed high-level tasks for train preparers, including safety-critical communications, personal safety, and workload management. Discussions with industry groups continue to shape guidance and ensure emerging standards align with operational needs.
Looking ahead, the next phase of the workstream
will see the draft standard tested further across varied environments with an additional Centre of Excellence programme being rolled out before the end of the year, and five new sites identified to trial the maturity model, toolkit, and grading system.
The trials will test mitigating measures and provide valuable insights to support consistent, high-quality train preparation across the industry. A key priority will be demonstrating the value of the changes and to reach agreement and promote adoption of the train preparation standard consistently across all freight operating companies by Q2 of 2026.
Tim Shakerley, Chair of the FSP’s Wagon Condition Programme Board, said: “It is great to see so many industry colleagues come together, putting aside commercial differences to drive meaningful and lasting change for rail freight.
“This specific project is much focused on the ground staff who are at the heart of train preparation. Their work is vital, and this programme is about learning from their expertise in the role, for the benefit of the whole rail freight industry, and identifying any emerging tools, training opportunities, and support as required.”
Project Manager David Ethell said: “One of the strengths of this project is how it brings together expertise from across the industry to tackle shared challenges in a practical way. By combining operational experience with new thinking, we’re building a framework that doesn’t just work in theory but delivers real benefits on the ground.
“This collaborative approach is helping us set a clear path towards safer, more consistent, and futureready train preparation.”
Materials are being transported into Rugby by rail before being distributed locally by road
Tarmac has officially opened a new rail aggregates depot in Rugby, transforming a previously unused rail siding into an operational site supporting the delivery of essential construction materials.
The depot, leased from Network Rail, will enable materials to be transported into Rugby by rail before being distributed locally by road. This shift supports a more efficient and sustainable supply chain, helping to reduce long-distance road haulage and better serve local construction projects.
Chris Swan, Head of Rail at Tarmac, said: “We’re proud to be opening our new Rugby depot and
putting a disused rail site back into action. By bringing materials directly into the town, we can reduce the need for long road journeys and provide a more efficient service for our customers.
“This is another important step in our commitment to making greater use of rail, reducing carbon, and supporting the delivery of local construction projects.”
The company says the depot will play an important role in strengthening local supply resilience, ensuring that materials are available closer to where they are needed for housing, infrastructure, and commercial developments.
The development also forms part of Tarmac’s
wider strategy to increase the use of rail in its logistics operations, minimising carbon emissions and contributing to the company’s sustainability commitments.
Gregory March, Freight Business Development Manager at Network Rail, said: “Bringing disused commercial freight sites back into use is critical to our collective mission to grow rail freight in the short, medium, and long-term future.
“I’m delighted to have worked closely with Tarmac and collaboratively with industry colleagues to make the site at Rugby a productive commercial freight reality again.”
This is another important step in our commitment to making greater use of rail, reducing carbon, and supporting the delivery of
local construction projects
At EPTS Academy, we deliver tailored training and competency development for professionals across the rolling stock sector. Whether you're ensuring safety on the ground or analysing fleet performance, our programs are shaped by real-world operational needs and led by seasoned industry experts. We understand the demands of modern rail operations — and we’re here to empower your teams with the skills, insight, and confidence to meet them head-on.
Our Training Solutions Include:
Rolling Stock Analysis Programmes - Technical insight to boost reliability, enhance fault diagnosis, and improve fleet performance.
Safety and Compliance Courses -Industry-aligned safety modules that protect lives, assets, and reputations.
NEW: Electrical Safety Course -Ensure your team works safely around traction systems, maintenance environments, and depot electrics.
Competency and Skills Development -Futureproof your workforce with progressive training pathways that grow with your organisation.
5-6 November 2025
Railway Industry Association’s award-winning Annual Conference is a muchregarded highlight of the UK rail calendar and 2025 will be no exception
RIA’s award-winning conference in November will provide a fantastic opportunity of meeting face-to-face with clients, industry leaders, influencers, international guests and policy makers.
This year’s event, taking place on 5 and 6 November, at the Leonardo Royal Hotel London Tower Bridge in London, focuses on the theme Resetting the Railways for Growth: Harnessing the Power of the Supply Sector and will feature a large interactive exhibition area and spotlight pitches where new services and products will be showcased. The evening programme includes networking drinks, dinner and entertainment.
Over the space of two days, the programme will combine keynote speeches,
panel discussions, interview sessions, spotlight exhibitor pitches and unique networking opportunities. Among the keynotes are scheduled to include Transport Secretary The Rt Hon Heidi Alexander MP, Chair of HS2 Ltd Mike Brown CBE MVO, Transport for London Commissioner Andy Lord, Chair of Shadow Great British Railways Laura Shoaf CBE, and Jeremy Westlake, the incoming Chief Executive at Network Rail.
The event will be hosted by TV broadcaster Natasha Kaplinsky OBE.
The event is open to both RIA and non-RIA members.
Visit www.riagb.org.uk/AC25 for more details.
Darren Caplan, Chief Executive of the Railway Industry
Welcome to the preview for this year’s RIA Annual Conference, in what I’m sure will be two fascinating days of keynote speeches, panel discussions, interview sessions, spotlight exhibitor pitches, and valuable networking opportunities.
This conference feels particularly special for us, with it being RIA’s 150th anniversary and 200 years since Locomotion No 1 set off from Shildon bound for Stockton, carrying the first paying passengers on a journey that changed travel all over the world. Last month a replica of the George Stephenson locomotive made the very same journey, watched on by tens of thousands of people, highlighting the passion that the UK public have for the railways.
But its impact goes far beyond nostalgia. On its bicentenary, rail remains as crucial to the UK economy, jobs, social value and decarbonisation, delivering better track and train for the customer, both passengers and freight. The railway is also a strong and vital industrial sector for the country and all of the world-class suppliers who work, deliver and innovate within it.
Taking inspiration from the evolution over the past 200 years, it is now down to us as guardians and providers of the railway to write the next chapter in the story. With rail restructuring, Great British Railways, the potential for more private sector investment, and a host of projects announced by Government in recent months, now is the time to reset the railways for growth – something that to reach its full potential needs the sector to harness the power of the supply sector.
Next month’s RIA Annual Conference 2025 will aim to provide a platform to do just that, with the award-winning event and a highlight of the UK rail calendar feeling as important this year as it’s ever been with the changes on the horizon. This is reflected in the high calibre of speakers we have lined
up to take part, including Transport Secretary Heidi Alexander MP and the new Network Rail Chief Executive Jeremy Westlake, with this being one of the first chances he will have to set out his thoughts and direction of travel. There is an array of other fantastic speakers from across rail and after some of the essential content that came out last year – whether HS2 Ltd’s bat cave revelation, or Network Rail’s intensive engagement with the supply sector following a concerning start to CP7 – the RIA Annual Conference will again be a two-day event not to be missed.
So beyond those keynote speeches, fireside chats, panels, interviews, and spotlights, it will offer a possibility to meet face-to-face with clients, industry leaders, influencers, international guests and policy makers.
As well as the 200th anniversary of the modern railway, this year is also a special one for RIA, which is marking its 150th anniversary. While this RIA generation is the only one I know, reading about this association’s history since 1875 convinces me that its underlying narrative is one of people, with 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 and that the Annual Conference will provide a platform for the industry to thrive long into the future. Enjoy RIA Conference 2025!
Mark Ilderton, ScotRail Service Delivery Director, writes about the opportunity to create a network which is affordable, sustainable, and resilient
When ScotRail returned to public ownership on 1 April 2022, our vision was set – to provide a safe, reliable, and sustainable railway that works for all of Scotland. Three years on, we have made significant progress, but we also know we can do much more, which is why we have set our ambitions even higher.
The transfer to public ownership wasn’t simply about changing contracts. It has given us the space to put the interests of Scotland’s Railway first, and our people are at the heart of that. Building positive industrial relations has been a priority for us since day one, and by opening up dialogue with trade unions and staff, we are creating a new culture at ScotRail of coming together to talk about issues, and to work to resolve them constructively.
Customers are starting to see that. Satisfaction has improved, with more than nine in 10 customers reporting positive experiences in the latest Transport Focus Rail User Survey. The reasons are clear. From punctuality, train cleanliness, information during their journey, and value for money, our customers are feeling a real step change in the service they receive, and this develops trust and confidence in the railway.
An important milestone and major breakthrough has been creating a more equitable fares system. We know our customers are under financial pressure with the cost of living, and Scottish Government’s removal of peak fares, first as a pilot in 2023, and permanently from 1 September 2025, responds to those affordability pressures. It is a powerful example of how the move to the public sector can deliver a railway that serves communities, not just balance sheets of the railway franchises of the past.
Scotland’s geography makes rail delivery complex, and five years on, the legacy of the COVID-19 pandemic continues to shape demand on our network. The growth in passenger journeys has been predominantly driven by leisure travel and the commuter market remains around 85 per cent of what it was before the pandemic. Balancing financial sustainability with affordability for the railway remains challenging, especially given the scale of investment needed to decarbonise. That’s why we are relentlessly focused on increasing our revenue and being as efficient as we possibly can be with the subsidy we receive, which is public money after all.
Industrial relations, though much improved, always require care and attention and we must continue to evolve, ensuring we invest wisely in infrastructure and technology.
These challenges are real, but they are also opportunities to rethink timetables for new working patterns, to improve resilience against extreme weather, and to strengthen the role of rail in Scotland’s net-zero journey.
Looking ahead, our aspirations for the next decade are ambitious, but achievable.
The permanent removal of peak fares is just the beginning. We want to simplify ticketing, make travel more accessible, and ensure rail is a realistic option for every community.
Working with Network Rail, we will continue to do all that we can to improve the punctuality and reliability of our services, ensuring timetables reflect the way people travel today,
with more flexible working, leisure trips, and regional demand.
Affordability is a key driver of whether people will choose to travel by train at all. Ultimately, we need to get more people to make their journeys by train, instead of the car, because that modal shift reduces the impact on our environment. In these first few years under public ownership, we have laid the foundations for the railway we want to be, and from my first day as the leader of the business, I have been committed to taking ScotRail forward on that journey.
We are also preparing for the future. Electrification of key lines, including those in Fife and the Borders, is paving the way for battery-electric trains, thanks to the £347 million investment announcement in September, by the Scottish Government’s Cabinet Secretary for Transport. With the need to replace around 65 per cent of our trains over the next 15 years, it’s about much more than new rolling stock.
It’s about decarbonising the fleet and moving to greener alternatives. Modern trains will improve reliability, reduce maintenance costs, and provide better comfort and accessibility for customers. Maintenance of existing electric fleets has also been strengthened. For example, the Class 385 fleet has had its Hitachi maintenance contract extended, ensuring long-term reliability and performance.
Our people are our greatest asset, and we provide high-skilled, high-wage jobs. We will continue to invest in training and development, equipping our people with the skills needed to maintain and operate the new technologies that are transforming rail.
Every investment, whether in electrification, stations, or new trains, must also deliver wider economic and social benefits, creating opportunities for local supply chains and supporting the green economy. While the core of what we do is getting people from A to B, we do so much more than that. Rail opens up new opportunities for work, education, and leisure. All this was recently found to have contributed more than £4 billion to Scotland’s economy in 2024, according to independent expert analysis.
The coming years will define what kind of railway Scotland has for a generation. We have an opportunity to create a network that is affordable, sustainable, and resilient.
A rail network for the future that delivers for Scotland. ScotRail is ready to deliver that vision, and I am proud to lead the team – those who work on-train, in stations, maintain our trains, or in support functions – who are committed to making it a reality.
Mark is due to speak on Day One of the RIA Annual Conference as part of a panel discussion and question and answer around nations and regions.
Shamit Gaiger OBE, Managing Director at the West Coast Partnership Development,
writes about creating an experience that refl ects the diversity of passengers and supports a shift in how people choose to travel
As we mark 200 years since the Stockton & Darlington Railway’s first passenger service, it’s worth asking whether the 201st year could be even more transformative.
2026 is set to be a landmark year for our industry, a moment to reimagine the railway’s role in people’s lives, for the economy, and in shaping the future of the country.
Bringing track and train together under a single guiding mind, with a clear focus on the customer, is long overdue and an opportunity we must seize. Great British Railways is a vision we can all support.
At West Coast Partnership Development, we are focused on delivering the Government’s goals of economic growth, greater regional and pan regional connectivity, and housing development by designing the new high speed services, as well as reshaping the current intercity services on the West Coast main line.
But our work goes far beyond transport upgrades. High-speed services will not just be a line of stations connected by trains – they will form the backbone of a single, connected growth corridor stretching from London to Birmingham. This is not a series of isolated projects, but the creation of an integrated economic zone – a continuous band of opportunity that binds together knowledge, innovation, and investment generating agglomeration. This new infrastructure also provides the capacity necessary to relieve the existing network and unlock significant future growth for passenger and freight services alike.
This corridor will link world-class research hubs, regeneration zones and business clusters into one coherent ecosystem. Euston’s Knowledge Quarter, with its concentration of life sciences and leading universities, will sit just minutes from Old Oak Common – one of the UK’s largest regeneration projects, delivering 22,000 new homes and 18,000 jobs.
We are investing in understanding and supporting these changes. We are working with regional authorities, local businesses and community leaders to align high-speed services with housing, skills and transport plans. We are exploring how our services can enable business clustering to drive regional growth and bolster the UK’s economic resilience.
We are working with our partners in the Department for Transport, Network Rail and HS2 Limited to design the future of this railway. This work is informed by the lessons of the past and the expectations of the future customer. At the heart of our approach is a clear and unwavering principle: the customer must be at the centre of everything we do. We act as their advocate, and every element of our strategy, operations and organisation design are aligned to a customer vision that reflects what future passengers will need and expect.
Over the past two years, we have engaged with more than 12,000 people, both rail users and non-rail users, to understand what matters most to them. The data shows their priorities are clear. They want to feel they are paying a fair price for a service that meets their expectations. They want journeys that are reliable and resilient, with minimal disruption regardless of external conditions. And they want the experience of travelling by rail to be seamless and comfortable, from booking to boarding to arrival.
Our work begins with the customer, but it also contributes to wider national goals
Thirty minutes further, Birmingham Interchange will anchor an Innovation Campus led by the University of Warwick, alongside the expansion of the National Exhibition Centre and Birmingham Airport. At Curzon Street, Birmingham City Centre will see an economic surge: 41,000 new homes, 30,000 jobs, and more than £10 billion of growth, supported by two expanding world-class universities.
This corridor, bound together by high-speed rail, will become a powerful economic spine – a connected zone of growth that redefines Britain’s economic landscape.
Working in partnership with HS2 and the future train manufacturers, we have engaged 20 user groups and a consumer panel of more than 500 people. Their input has helped inform decisions on step-free access, online retail, grab handles, legroom, luggage space, charging points, toilet facilities, bike storage, and digital information provision, including how on-board systems can deliver clearer, more personalised communication, helping passengers feel informed and in control throughout their journey.
Designing the future of rail is not just about trains. It’s about creating an experience that reflects the diversity of passengers and supports a shift in how people choose to travel. Our work begins with the customer, but it also contributes to wider national goals. We want rail to become the preferred mode of transport for journeys currently made by car or short-haul air. That shift will take time, but we are shaping a proposition that makes rail the natural choice: more sustainable, more reliable, and more rewarding for everyone.
Shamit is due to speak on Day Two of the RIA conference with a speech titled ‘The corridor of opportunity: delivering for customers and driving growth.’
Jeremy Westlake is taking over the helm of Network Rail, replacing Sir Andrew Haines OBE. He talks GBR, effi ciencies, opportunities to work more collaboratively, and a role for the railways that goes beyond carrying passengers and freight
etwork Rail has a new Chief Executive for the first time in seven years, with former Chief Financial Officer Jeremy Westlake taking charge at the owner and infrastructure manager of most of the railway network in Great Britain as it transitions into Great British Railways (GBR).
using the most appropriate solutions, allocating capital in the right places and stretching out the asset life as best as we can.
“The focus on efficiency is something we’re going to carry on, with the £3.5 billion target for CP7 something we’re well on with achieving.”
It is the first time the organisation has appointed an existing employee to the position – Jeremy has worked at Network Rail since 2016, prior to which he held senior finance, operational and supply chain roles at Rolls-Royce and Alstom Transport.
“I’m honoured to be appointed Chief Executive at such a pivotal time for Britain’s railway,” he said. “We are on an exciting journey to GBR and with it an opportunity to work more collaboratively as an industry to deliver improvements to both train and infrastructure performance through data, technologies and joint improvement action on passenger experience and industry cost.
“I look forward to working with colleagues across the industry to continue building a railway that is safe, efficient, and fit for the future, serving passengers, freight, and communities across the country.”
Jeremy has big boots to fill taking over from Sir Andrew Haines OBE, who over the past seven years introduced a mindset that aimed to put passengers first as well as a programme which resulted in the creation of 14 new routes, supported by five new regions.
“It’s important to keep the focus on safety, performance and reliability, and efficiency,” Jeremy said. “I know we cannot prevent all failures, we’re not funded to do it, but we do see failures that we should be able to predict and prevent, and that is where the technology needs to come in.
“We can use so much more technology in this business than we’re using today. We’re a slow adoption industry sometimes so it is important to make it easier to get alignment on technology, something that should happen under GBR.”
Jeremy has already achieved a lot during his time at Network Rail. The organisation saved £4 billion in Control Period 6 (CP6) by driving efficiencies and that’s before you get to the enhancements work.
“That’s a major change from where we were in CP5 when basically we were overrunning on cost all over the place,” he explained. “We don’t get that now for several reasons beyond just a focus on making sure we’re not gold plating. We’re
Jeremy speaks highly of the environment at Network Rail in allowing him to flourish, particularly in the freedom Sir Andrew Haines has given him to pursue new ways of thinking, strategies that might be away from the norm of what is expected from Network Rail.
An example he gives is Project Reach, a ground-breaking partnership between Network Rail, Neos Networks and Freshwave, to provide the biggest upgrade to the rail telecoms infrastructure in decades, saving taxpayers around £300 million while seeing an end to the worst signal blackspots on the major arteries of Britain.
It will see new ultrafast, high-count fibre optic cable, mobile infrastructure to tackle signal blackspots in tunnels and associated deep cuttings, and high-count fibre trackside in return for commercialising spare fibre.
Another example has been looking at greening the energy supplies. A solar farm is under construction in Norfolk to help power Network Rail stations and offices thanks to a revolutionary deal with energy supplier EDF Renewables. Through the Corporate Purchase Power Agreement the organisation will secure 64GWh of clean energy at a fixed cost every year for the next 14 years, providing around 15 per cent of its non-traction energy.
Looking ahead, Jeremy predicts there’s going to be a wider role for the railways in terms of economic regeneration and what it does for communities around it. He highlights the recent setting up of Platform4, which merges London and Continental Railways and Network Rail’s Property team, and aims to speed up housing delivery, attract investment and regenerate communities around surplus rail land.
“I want to see that new business we’ve set up thinking more about place making, station environment, if we can do more station rebuilds, and looking at the opportunities building homes on routes like East West Rail can create,” he said. “There are different ways to think about what the railway can do than just carry passengers and freight. That broader scope is something I want to focus on.”
Jeremy is due to speak on Day Two of the RIA Conference.
writes about
ur priority is simple: getting our customers where they want to be reliably and confidently. Our timetable is our promise.
We want people to feel a sense of pride when they travel with Northern. We’re not there yet, but we’re working incredibly hard to change that and there’s a lot to be optimistic about.
Performance underpins everything we do at Northern and stability is key, as running a reliable service is what matters most to our customers, but it’s also vital to supporting the economy.
Every £1 invested in our network generates at least £4.50 in economic return and we know that putting people at the heart of that investment is essential. That’s why we’re working so closely with mayors, combined authorities and local partners to shape a railway that reflects the ambitions of the North.
We have seen strong passenger growth over the last year, with the number of journeys on our services rising to 92 million. Demand for commuter travel is also up, by 18 per cent.
To ensure this growth continues, we are focused on delivering a performance improvement programme and showing more people they can rely on our services.
We have been looking at almost every aspect of our operation, reviewing everything from traincrew diagrams and timetabling to training, data monitoring, autumn preparations and engineering.
But we can’t do this alone and are also working closely with Network Rail, other train operators and the wider industry to make changes that will lead to improvements for customers.
Since announcing this long-term programme last year, we have made progress by cutting cancellations to stabilise performance. There are some really promising
signs, but we are far from complacent and know there is a lot more work to be done.
When I joined Northern as Chief Operating Officer in 2020, the operator had just been nationalised by the Government after a particularly tough period.
Under franchising, few people in the business were able to think any further than five years ahead.
But now, public ownership gives us a lot more certainty and stability, so we can plan for the future and make the most of £20 billion of infrastructure upgrades happening in the North of England over the next 10 to 15 years.
We’re investing in our colleagues, working hard to provide better training and support, especially to those looking to return to work after sick leave. We are also in the process of introducing state-of-the-art training simulators and looking to make the largest ever investment in our fleet, by buying up to 450 new trains. Earlier this year we invited major train manufacturers to begin negotiations.
Almost 60 per cent of the trains in our fleet are between 32 and 40 years old and they have served us well over the years. But it’s time for a change, as we look ahead to the future and work to deliver lasting improvements.
Ultimately, we are owned and funded by the public and here to provide them with a vital service, ensuring they can make tens of millions of journeys every year to commute to work, travel to school, make important appointments and enjoy days out with friends and loved ones.
We need to stop apologising for mistakes of the past and focus on the future, so we can deliver the best possible service – one everyone can trust and take pride in. Tricia is due to speak on Day One of the RIA Annual Conference as part of a panel discussion and question and answer around nations and regions.
WEDNESDAY, 5 NOVEMBER
08:45 Registration, exhibition, and welcome coffee/tea
09:00 Annual general meeting (RIA members only)
10:00 Conference introduction
THURSDAY,
09:00 Registration, exhibition, and welcome coffee/tea
09:45 Live on-stage podcast with Green Signals
Huw Merriman will be interviewed live on stage
Host: Natasha Kaplinsky OBE, Broadcaster and Journalist
10:00 Opening remarks
Darren Caplan, Chief Executive, RIA
10:10 Keynote speech + Q&A
The Rt Hon Heidi Alexander MP, Secretary of State for Transport
10:50 Keynote speech + Q&A
The Rt Hon Richard Holden MP, Shadow Secretary of State for Transport
11:20 Networking break & exhibition
11:40 Host’s remarks
11:45 Panel discussion + Q&A: The Future of Rail
Chair: Colette Carroll OBE, Managing Director, Transportation, AtkinsRéalis
Rebecca Cunningham, Head of Commercial Change, Network Rail
Gareth Evans, Head of Rail Technology, Network Rail
Mike Goggin, Managing Director, Transformation & Growth, Steer Group
12:45 Networking lunch & exhibition spotlights
14:00 Keynote speech + Q&A
Marie Daly, Chief Operating Officer, Transport for Wales
14:15 Panel discussion + Q&A: Nations & Regions
Liz Baldwin, SID Director, Southern Renewals Enterprise
Tricia Williams, Managing Director, Northern Trains
Mark Ilderton, Service Delivery Director, ScotRail
Mal Drury-Rose, Director of Rail for Transport, West Midlands, and Executive Director, West Midlands Executive
15:15 Networking break and exhibition
15:45 Keynote speech + Q&A: Delivery, growth and collaboration in 2025 and beyond
Andy Mellors, Managing Director, Avanti West Coast
16:00 Keynote speech + Q&A
Toufic Machnouk, Managing Director, GBRX
16:30 Keynote speech + Q&A: TfL’s next 25 years
Andy Lord, Commissioner for Transport for London
17:00 Networking drinks
19:00 Evening dinner
19:30 Keynote speech
Mike Brown CBE CVO, Chair, HS2 Ltd
01:00 Carriages
10:45 Keynote speech + Q&A
Steve White, Managing Director, South Eastern Railway
11:15 Networking break and exhibition
11:45 Keynote speech + Q&A: Resetting the railways for growthWinning for customers, taxpayers and industry partners
Tim Shoveller, Chief Executive Officer, Freightliner
12:15 Discussion: Exports
Dr Sean Sweeney, Programme Director, Metrolink Dublin
John Glass, Director of Infrastructure and Projects, Translink
12:45 Keynote speech + Q&A
Laura Shoaf CBE, Chair, Shadow Great British Railways
13:15 Networking lunch & exhibition spotlights
14:15 Keynote speech + Q&A: The Corridor of Opportunity: Delivering for customers and driving growth
Shamit Gaiger OBE, Managing Director, West Coast Partnership
14:30 Keynote speech + Q&A
14:55 Fireside chat
Jeremy Westlake, Chief Executive Officer at Network Rail
15:25 Closing remarks
Noel Travers, Chair, RIA
Agendasubjecttochange.
Following a busy day of keynote speakers and networking, Day One will be brought to a close with networking drinks and a special evening dinner, where Mike Brown CBE MVO, Chair of HS2 Ltd, will deliver the keynote address.
A three-course meal and entertainment will round off the evening, offering ample opportunity connect with colleagues before the second day of the conferences gets underway.
HOST – Stefanie Foster
Stefanie is General Manager of the Green Signals podcast. A former Acting Editor of RAIL magazine, she spent 16 years working her way up from Editorial & Production Assistant in 2007, to Deputy Editor in 2020, and finally Acting Editor in 2023. In between that time, she held a variety of roles across events management, production management, and editorial.
She fell into journalism (and railways) completely by accident after deciding she wanted to embark on a career in publishing. But, as with many people on the railway, once she was bitten by the rail bug, it was hard to shake. Stef has interviewed many senior people on the railway, spoken at conferences, and become a passionate supporter of championing diversity on the railway and the personal development of individuals. She also feels strongly about the railway’s role in achieving net zero.
ENTERTAINMENT – James Junior
James has enjoyed a career stretching back more than 15 years, playing local pubs and party venues through to performing in theatres, concert venues and arena shows, as well as appearing on TV and radio. As a session musician, he has performed with numerous acts including Sting, Muse, and Thirty Seconds to Mars and has also recorded vocals for Mika and Alexis Ffrench. He has appeared on The Graham Norton Show, Later With Jules Holland and BBC Radio 1 Live Lounge among others.
5-6 November,
RIA’s award-winning Annual Conference is a much-regarded highlight of the UK rail calendar. RIA members will have the possibility of meeting face-to-face with clients, industry leaders, influencers, international guests and policy makers.
Over the space of two days, there will be:
- A 2-day conference with inspiring keynotes including:
- Heidi Alexander MP, Secretary of State for Transport;
- Gareth Bacon, Shadow Minister of London and;
- Laura Shoaf CBE, Chair, Shadow Great British Railways
- A large interactive exhibition area with spotlight pitches presenting services, products and solutions
- An evening programme including networking drinks, dinner and entertainment
Hannah Sargent, Product Development Manager at PULSAR®, discusses how
the organisation is pushing the boundaries of manufacturing innovation with its REACT range
PULSAR® is a leading name in certified, high-visibility protective apparel, with the UK-based design team driven by the passion of being known as the brand that is for the workers, that develops clothing through worker feedback and real-world testing.
“We want to provide people with the clothing they need to do their job and to do it well and comfortably,” explained Hannah Sargent, Product Development Manager at PULSAR®.
It’s exactly what the organisation is achieving with its new REACT range, launched earlier this year with a collection of men and women’s waterproof shell jackets and unisex overtrousers in both yellow and orange colourways.
The state-of-the-art fabric technologies combine with contemporary, streamlined design elements to meet the demands of workers in tough environments, while also conforming to industry standards.
Last month it added to the sportswear-inspired collection with two new high-performance mid-layers, preparing the workforce for the colder months ahead. The quarter zip and sweatshirt are designed to keep wearers both visible and comfortable as they switch between layers in demanding work environments.
“With REACT we have taken the opportunity to look outside of our own sector, resulting in a modern, comfortable, and highly functional range that serves the diverse needs of workers across different industries,” added Hannah.
“The fabrics are lighter, the designs are contemporary, and the fit has been carefully honed based on real feedback from professionals in the field.
“Our use of mono-material fabrics, GRS certified recycled materials, and PFAS-free treatments ensures that REACT is both high-performance and more responsible, designed with the environment and recyclability in mind.”
Next up as part of the REACT range will be combat trousers described as both hard wearing and comfortable. The launch later on this year comes after extensive fit sessions.
“In this market you can’t rest on your laurels because fabric technology evolves at such a pace,” explained Hannah, who adds that the firm’s fabrics are eco-conscious and it has also recently introduced organic biotechnology garment packaging.
“The overall aim is to work with people wearing the clothing to find out what they need and then create clothes for the workers that have all the same
Our aim is to equip those in the rail industry with clothing that allows them to work effectively, safely, and in comfort
functions that you get in modern outdoor wear, so it’s comfortable, highly breathable and where needed highly waterproof.
“It is about creating a range that people can work in, but move in at the same time because the jobs they are doing are hard enough without the addition of inappropriate clothing.”
Building on a strong platform
With a long-standing history dating back to 1979, PULSAR® has preserved its vision in pushing the boundaries of manufacturing innovation by providing working professionals with high-performance, highvisibility clothing and protective workwear.
The recent launch of REACT follows its successful collections Protect ARC and FR, Evolution, Blizzard, and Life, and comes off the back of the relocation of its headquarters to new 45,000ft2 premises in Worcester last year in a move that has tripled the company’s operational capacity.
“We have invested heavily in stock to fill that space, which is helping us to supply customers even more efficiently,” said Hannah. “It is all part of our overall vision of pushing the boundaries in everything we do.
“The whole team want our products to be the best, with the best customer reviews and feedback, and being known in the market as the brand that works with the workers to create the best apparel for them to do their jobs effectively and comfortably. Everyone on the team shares the same goal.”
A new e-commerce website will be going live later this year.
www.pulsaruk.com
It
was
30
years this
year that DRS was founded by British Nuclear Fuels Limited to transport nuclear material safely and effi ciently
DRS has celebrated its 30-year history and revolutionary work in the nuclear and rail freight industry.
Since its formation in 1995, DRS has grown from a niche freight operator into one of the country’s most versatile and respected rail freight companies, playing a pivotal role in supporting the UK’s energy, logistics, and infrastructure sectors.
Gottfried Eymer, DRS Rail Managing Director, said: “DRS started with just seven employees, with the sole purpose of moving spent nuclear fuel, and has grown to a company of more than 400 staff members and diversified into many different markets over the years.
“It now boasts some of the biggest names in retail as customers but remains committed to its core function of ensuring nuclear material is transported safely, securely and reliably.”
Established to provide the transport of nuclear materials, DRS’s early operations focused on specialist freight services but the company quickly expanded into broader logistics, including intermodal
and infrastructure support.
Left: Gottfried Eymer and David Peattie unveil 68007 September 2025.
Images: DRS
It has completed millions of miles in the safe transportation of nuclear material, running hundreds of specialist services a year – helping to keep the lights on for the UK.
Highlights in DRS’s history include:
First nuclear service.
The Royal Train when HM Queen Elizabeth II visited Aberystwyth.
Kosovo Train for Life.
First intermodal services.
Class 68s and 88s introduced.
In 2005 DRS became a wholly owned subsidiary of the Nuclear Decommissioning Authority (NDA), aligning its operations with national priorities for safe
and sustainable energy management.
In a ceremony held at the company’s Kingmoor depot in Carlisle, a ‘30 Years of DRS’ locomotive wrap was unveiled on locomotive 68007. It was revealed by Gottfried along with NDA Chief Executive Officer David Peattie.
The new wrap celebrates the 30th anniversary, marking the event with a unique design and nameplate. The special event was held for employees and their family and friends, giving guests an opportunity to celebrate the role DRS has played in supporting the nuclear decommissioning and rail freight sectors.
Gottfried said: “I was thrilled to be able to unveil this nameplate in the presence of everyone who makes this company such a fantastic place to work.”
David Peattie said: “It is a privilege to be with colleagues and their families to help mark DRS’ anniversary and reflect on the many achievements of the past 30 years.
“DRS is central to the success of the NDA group’s mission to safely and securely manage the UK’s nuclear legacy. They are making a lasting and positive impact on the nation’s transport, energy and infrastructure landscape.”
As well as the DRS milestone, 2025 is year of anniversaries across the NDA group, including 20 years of the NDA itself, 50 years of Pacific Nuclear Transport Limited and 70 years of Dounreay.
Max Lloyd, AmcoGiffen Framework Director, says completing the complex programme in just nine days has been a real team effort
Major improvements to an historic railway viaduct in the Peak District are complete, securing its future for freight trains serving four major quarries in Derbyshire.
In just nine days, teams from Network Rail and its contractor AmcoGiffen strengthened a 160-year-old 15-arch structure on the Great Rocks freight line near Chapel-en-le-Frith.
Max Lloyd, AmcoGiffen Framework Director, said: “Completing such a complex programme in just nine days at Chapel Milton viaduct was a real team effort, and we’re pleased it was delivered safely, collaboratively, and on time.
“Working closely with Network Rail and our key supply chain partners, we overcame the challenges of a tightly controlled window to complete works that will provide reliable routes for freight operators for years to come.
“We’re also proud to have supported the local community, enhancing the outdoor space at Chinley Independent Chapel, whose members gave invaluable support throughout the project.”
It’s one of two iconic structures that converge high above the hamlet of Chapel Milton and is one of the region’s most photographed railway viaducts.
The twin structures are also a mainstay of the success of the country’s freight network, allowing trains to transport stone, cement and limestone from
four major quarries to destinations across Great Britain. On average 25,000 tonnes of material are carried over the viaduct daily.
Completing such a complex programme in just nine days at Chapel Milton viaduct was a real team effort, and we’re pleased it was delivered safely, collaboratively, and on time
Since May the £7.5 million investment has seen:
Voids filled across each span to strengthen the structure.
Brickwork repairs.
Reinforcement of the parapets (bridge walls).
Installation of new waterproofing and drainage systems.
Installation of handrails and guardrails to improve the safety for workers.
Railway track replaced and realigned.
Emma Thistlethwaite, Network Rail Project Manager, said: “It’s been hugely rewarding to breathe new life into this fantastic Victorian structure and secure its future for freight services for decades to come.
“Nestled in this picturesque valley we know how much people love these viaducts and I’d like to thank local people for their patience and understanding while we’ve been on site, especially to those who’ve been impacted by traffic management and any noise relating to our work over the last few months.”
Consultancy
(GCL)
Access and Inclusive Design Appraisals
Access and Inclusive Design Training
Goss Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion into project management and delivery.
Access and Inclusion Project Management Support
Access and Inclusive Design Appraisals
Access
Access and Inclusion Strategy Reviews
Our services include:
Access Audits/Reviews
Access and Inclusive Design Training
• Access and Inclusive Design Appraisals
Access and Inclusive Design Appraisals Access and Inclusive Design Training
Access and Inclusion Project Management Support
Digital Accessibility Reviews
Access
Access and Inclusion
• Access and Inclusive Design Training
Diversity/Equality Impact Assessment Training and Development
• Access and Inclusion Project Management Support
• Access and Inclusion Strategy Reviews
• Access Audits/Reviews
Inclusive Customer Service Training Policy/Practice Development
• Digital Accessibility Reviews
Stakeholder Engagement We
• Diversity/Equality Impact Assessment Training and Development
• Equality, Diversity and Inclusion Audits/Reviews
Engagement
• Inclusive Customer Service Training
• Policy/Practice Development
the transport sector to future-proof the Rail Industry, for all.
• Stakeholder Engagement
We are supporting the transport sector to future-proof the Rail Industry, for all.
Clients include:
Mario Ramos Garcia, Chief Technology Officer of IKOS AEGIS, explains how removing the wall separating technology and the railways will allow talent to come to the fore and proposes a moon-shot project to achieve it
It was a Sunday in October 2024. I picked up my phone, connected it to the TV, and opened YouTube – another Starship test launch was about to begin.
Just a few days earlier, still half asleep with one eye barely open, I had watched a recap of the event announcing the robo-taxi and featuring humanoid robots serving drinks to amazed attendees.
But this day was different – I witnessed one of the most amazing things I’ll ever see: the Starship booster being caught mid-air by ‘chopsticks’ on a massive tower.
I was so impressed, proud and excited. It was actually just one day before the booster catch, on October 12, that I reached out to my Managing Director, Mark McCool, messaging him on Teams: “Who do we need to present this to, to make it
happen?” along with a quick PowerPoint presentation I made amid my excitement.
This article is the conclusion of the journey that started on that day.
We are constantly reminded that the railway industry in the UK is performing at levels far below what everyone would expect. Cancellations, delays and overbooked trains happen way too frequently. There are many causes that influence the current state of the railway system, and despite all the discussions, events, forums, working groups and conferences, things don’t seem to make significant improvements. The lack of innovation is one of the causes. The innovation that really changes things, that sets precedents beyond the boundaries of our industry.
We live in a world where massive rockets are landing and being caught by a tower with chopsticks, where wearable devices immerse us in virtual worlds and where machines can be our best friend, our barman or our best doctor. And in this world, the best UK railway seems to offer is the promise of implementing a system from the 90s by the 2040s, or to expensively, slowly – and some would say unnecessarily – build the most expensive railway (overground, per mile) in the world.
A vicious cycle is created when a systematic lack of innovation reduces the attractiveness of the industry as much as its performance. Talent, with very few exceptions, does not want to work in the railway anymore.
Lack of innovation, low attractiveness, poor performance and lack of talent. These are the components of the above-mentioned cycle. We must not underestimate the relevance of the ‘talent’ part. The railway is a human institution, and as such is shaped by the people working on it.
One can think of many reasons to explain this lack of innovation that ends up driving many of the problems passengers can experience in today’s railways. But the overarching reality of most (if not all) of these reasons is that effectively we have built a wall between technology and railways. This picture gets clearer when we compare the technological development of railways with that of other industries. When such a clear gap is observed it is no longer a technology problem but rather a system problem.
Moreover, due to the negative cycle explained before, the wall separating technology and railways is effectively putting talent also on the other side.
Given this diagnosis of the issue, we need to focus our efforts on removing that wall and letting technology and talent come into the railway to innovate and improve the service for the benefit of all.
In order to achieve this, we need to rethink the system from the most basic first principles. Many experts in the industry repeat how incredibly complex the railway is, but does it need to be that way? Or have we just created a massive complex human system on top of something fundamentally simple?
The railway is the result of mainly two principles: reduced friction and reduced degrees of freedom. Let’s start with these and build on top the simplest and most agile system possible.
This venture requires a bottom-up effort that involves everyone and gives them the right mindset to
not get stuck in the same old ‘complexities’.
To create this bottom-up reaction, to direct it in the right way and to motivate it with the right approach, there needs to be a guiding star, a glass case project.
This project shall show everyone what the UK railway industry can do if it changes the approach, if it lets talent and technology in and if it loses the fear of trying new things. This project shall make the railways attractive again, put the UK back at the forefront of railways and bring the vision of an exciting future for the industry.
For this glass case project, we propose Astra Rocket.
In simple terms, Astra Rocket is a living train.
It can be thought of as a humanoid robot that can communicate naturally, that is aware of its environment, it is aware of its own components, it has agency and can navigate and interact with the environment freely. Astra Rocket is all this but while being a train.
Astra Rocket’s main features are:
Environment awareness.
Self-awareness.
Natural communication.
Reasoning/Intelligence.
Self-driving. Agency.
Imagine a living train, a sentient and autonomous entity going across our Victorian mainline. Isn’t this an exciting vision?
We are effectively giving senses – eyes, ears, nose, mouth, touch – and a brain to a train, even a personality. By using the latest advances in technology and AI we are creating a train that is a living and sentient being.
The train will be able to see the world around it, to feel how its systems are behaving, to communicate based on its feelings and to make autonomous operational decisions. It will greet passengers, notify stakeholders and plan its own maintenance, among other things.
This project will bring the best of today’s technology to a train. It will show the world what the railway is capable of, if only it allows itself to dream and to try.
The purpose of Astra Rocket (AR) is not commercial. Its purpose is the one introduced in the previous section. AR is meant to be a beacon, a glass case project, a guiding star, a technology demonstrator.
AR is not the commercial solution for all the
problems the railway suffers. AR is a platform enabling the development of auxiliary technologies that will eventually be commercial innovations.
It is an exciting demonstrator people can look up to for inspiration, for dreaming big, for excitement and for creating a better future.
Imagine a living train, a sentient and autonomous entity going across our Victorian main line. Isn’t this an exciting vision?
AR’s purpose is to show the potential of this industry, to guide people in a whole industry effort to rebuild the entire system, to show future talent that the railway can be attractive and that it can innovate.
Astra Rocket will reinstate the UK railway industry as a world leader, making our industry an attractive and exciting choice for the world’s best talent.
Astra Rocket will also serve the purpose of exploring new ways to approach railway projects, systems engineering, to test and try innovative solutions, to challenge the mindsets of our leaders
and to demonstrate the possibilities for true change. To serve this more procedural purpose, the project will do things in a different way.
Astra Rocket isn’t just a train; it’s a game changer, showing what’s possible when technology meets railways.
As mentioned, a whole industry bottom-up reaction is needed to rethink the entire system from the most basic first principles.
This is what we call The Railnaissance. The Railnaissance will tear down the wall that currently divides on one side technology and talent and on the other side the railway.
This Railnaissance is as much a shift in mindsets as it is a comprehensive system review. Key areas that need to be addressed include simplification, competition, funding, coordination, and incentives.
It is a whole-industry effort – guided by example with Astra Rocket – and a bold movement built from the ground-up. In this context, the AR project needs
to be understood as a whole-industry project as well. A project that is supported by every player under the conviction that a better railway industry – a bigger pie – benefits everyone.
The right moment
The interesting thing about this idea is that there could be no better timing for it.
In 1825, the first passenger railway line opened between Stockton and Darlington. Now, in 2025, we are celebrating the 200-year anniversary of this event as the birthdate of the railways.
In October 1829, Stephenson’s Rocket locomotive won the Rainhill Trials of the Liverpool and Manchester Railway.
These two events were arguably the basis for the railway boom that the UK experienced in the 1830s and 1840s, and the basis of all railway systems that came after and around the world.
Astra Rocket (named in commemoration of the original Rocket) and The Railnaissance can do for the future of the railway something similar to what these two historical events did exactly 200 years ago.
The challenge is nevertheless a very different one. Then, it was about developing the technology, now it is about letting it in.
The proposed timescales for AR follow these historical landmarks, with the project starting in 2025 and finalising with a demo in October of 2029, just 200 years after Stephenson’s Rocket.
Moreover, the current railway industry in the UK is undergoing a fundamental transformation with the creation of Great British Railways (GBR). This transformation will see the whole system coming under public hands and represents an opportunity to set its design right.
Astra Rocket and The Railnaissance can serve as a showcase for how true innovation of thought, systems and technology can create a Great British Railway
that attracts the greatest talent to deliver the safest, most reliable and comfortable passenger experience.
The benefits
Astra Rocket:
Revolutionises railways with cutting-edge technology.
Attracts talent and boosts workforce engagement.
Positions the UK as a global leader in railway innovation and AI.
Accelerates the development of new innovations.
Ignites and guides The Railnaissance.
Inspires systemic change and serves as a beacon, driving a change in mindsets.
Generates cultural and historical pride as it commemorates two key anniversaries.
By investing in Astra Rocket, we will not only push the resolution of pressing railway issues but also lay the foundation for a globally admired, technologically advanced, and economically vibrant railway system. We will create a national mission to inspire the necessary changes for the future of railways.
This is a once-in-a-century opportunity to redefine the future of transportation for the UK.
Our journey
Since the inspirational mission on 12 October 2024, we have done our best to put together a comprehensive project proposal. We liaised with industry experts that gave us very valuable insights and helped us in turning a dream into an idea we could present to the right people.
We compiled all the details of the idea, project and execution in a thorough proposal document.
isn’t just a train; it’s a game changer, showing what’s possible when technology meets railways
We worked for months on our strategy, and presented the project proposal to a reduced number of strategic players, trying to gather the required supports. These were strategic supports meant to enable and unlock the required backing and funding.
To date our attempts have failed to gather momentum and make the progress we had hoped for, but we never stopped trying.
This article is our last call. Our last attempt at putting this out there, for you, for the broader industry to know about this idea, this dream.
It is now for you to assess this idea and to come up with your own conclusions about it.
Maybe you would like to support it, maybe it will inspire you to propose your own, or maybe you don’t like it. Whatever the case may be, we would like this to at least have an impact and spark conversations that maybe, one day, can lead to positive changes in our industry.
We will never stop trying to make the railway industry the best it can be.
For more information on Astra Rocket, or to pledge your support, please contact: marioramosgarcia@aegisengineering.co.uk
Paul Cunningham, MD at Yellow Rail, discusses an exciting move, life as part of Buckland Rail, and an aspiration to create long-term partnerships with customers
It’s been all go for the team at Yellow Rail over the last few months and a relocation to the iconic Derby Litchurch Lane Works, home of Alstom’s historic train manufacturing site, hasn’t disrupted new projects, contracts and continued growth.
“Despite the changes, we’ve continued to deliver to customers on time, safely, and the quality of the product has remained first class, and that is because of our fantastic team,” explained Paul Cunningham, MD at the leading provider of specialist rail engineering services.
“There’s been a big investment in the past year bringing in the right people, upskilling and developing the team that it needs to be in the future.
“They are in the blocks ready to go and really excited and ready for the big challenges and opportunities that the move to Litchurch Lane enables, all of which will be centred on providing for our customers.”
It’s a focus which is embedded within all parts of the business. Weekly staff meetings open up with a ‘value moment’ reflecting on the work to support a
customer that has been achieved the previous week and identifying opportunities where customers could have received even more support.
Paul, who took over as MD last year, has described the move to Litchurch Lane as a transformative moment for Yellow Rail. The new HQ has more than doubled its current workshop space dedicated to the overhaul of freight wagons, passenger vehicles and bogies, as well as providing ample space for growth allowing remote field service activities to be brought on to the site.
“When I joined the business you could see it was ready for the next step of growth, building on phenomenal foundations, brilliant long-term partnerships with customers and some good longterm contracts,” he said.
“Yellow Rail has an established track record of successfully delivering major projects either directly at customer sites or by sourcing and securing facilities to support specific programmes, while leaning into our Bogie Centre of Excellence in Derby.
“With the move from an 8,000sq ft site to a facility of just under 50,000sq ft, we are now able to bring
entire customer fleets and challenges in-house.
“This additional capacity is particularly valuable where customers face space constraints, while also enabling the delivery of longer-term projects with improved efficiency and a stronger, more competitive value proposition.”
Being based at such an iconic site, which was opened by the Midland Railway in 1876, isn’t lost on Paul, who previously worked there while leading Motherson Sumi Systems Limited. One of the world’s largest rolling stock factories, Litchurch Lane is the only UK facility that designs, engineers, builds and tests trains for domestic and export markets.
Derby has also been chosen by the Government as the home of Great British Railways (GBR) and an industry-wide hub – known as Rail Campus Derby –also established to co-locate businesses in the orbit of the new headquarters to encourage innovation and investment.
“It is special working on the site and there is a bit of nostalgia for me going back there and similarly for many of the Yellow Rail staff who have worked there during their careers in the railway,” Paul said. “There
is a sense of pride about the future the site has and the impact it can have on new jobs, the local economy, apprenticeships.
“There is a lot of enthusiasm about the site being a hub of excellence not just for manufacturing but new technology, research and development, re-lifing projects, and how that can be placed on that same site as well so the natural synergy that you get with the supply chain is going to be really special.”
And Paul is optimistic Yellow Rail has an important role to play in driving forward the industry with its high-value rail services and innovative niche technologies to improve asset performance, availability and end user experience.
He emphasised how the business will grow sustainably and in a safe environment ensuring that customers continue to get value from the offering. Since his arrival, extensive work has taken place to ensure the enablers are updated, including an upgrade of the Enterprise Resource Planning (ERP), and work on network and cyber security.
“We are talking to customers about what we can do differently, especially around the commonality of parts and approaches,” added Paul.
“We’re working with key customers taking part of the fleet and rather than them telling us what the scope is, we are developing the scope with them, being part of the solution in advance of when they need it.
“In that exploratory piece of scope development we will look to try to force some commonality of approaches or parts to overcome the issue of obsolescence, using sound engineering to develop a more sustainable solution to see the customer’s assets to end of life in many cases. We can take that problem away from customers if we get involved early, holding those conversations and finding solutions.
“That is something we can achieve at our bigger site, taking a vehicle, doing a forensic strip and developing a smart scope with the customer. Customers want a reliable fleet and what we want to give them is a service that ensures their fleets easily make it to the next planned maintenance event faultfree.
“We’re already working on some great ideas with our amazing engineering team and customers to reduce lead times and obsolescence.”
Also important to the success of Yellow Rail has been the joining of forces with WH Davis, Davis Wagon Services under the Buckland Rail banner, leveraging the collective strengths of its subsidiaries by fostering closer collaboration to increase its capabilities and service offering to passenger and freight customers.
“We are now able to deliver the full life-cycle support for any freight wagon – something that wasn’t possible before the formation of Buckland Rail,” Paul explained.
“We can go from a concept design of a new wagon, manufacture it, we can then do full maintenance, act as the Entity in Charge of Maintenance, and then Yellow Rail can lead on major projects on these and even dispose of the assets in a really smart way.
“It’s been really great working with the other two companies and with the Chief Executive Officer of Buckland Rail, Noel Travers is doing a great job in bringing the teams together.
“All of the Managing Directors, together with the wider Buckland Rail leadership team, have an excellent working relationship built on trust and a shared commitment to always putting the customer and the business first.
“Buckland Rail provides the three business with service in finance, procurement and quality, health, safety and environment, and when we come together it just works because we’re all attached to the same mission, and the same view, which is about making sure the customer gets value for what they are asking for. Already there are things we couldn’t have done as Yellow Rail without the support with the other two businesses and Buckland Rail.”
Looking to the future from a Yellow Rail perspective, Paul is keen to re-establish the organisation’s good pedigree in the passenger market and in continuing the great work in the freight market, taking relationships with customers beyond just a transactional one.
Earlier this year the organisation was also awarded a significant contract with London Trams to deliver a full turnkey solution for the overhaul of SVT bogies and brake systems across its fleet, proving a chance to show its expertise in the light rail sector.
“The company has grown year on year, and we are set for further growth this year. Looking ahead, that trend is expected to continue, driven by the strength of the Yellow Rail team, the added capability created through Buckland Rail, and the opportunities unlocked by our new site, which provides greater capacity and the ability to serve new customers,” he said.
“The journey ahead is about how we can move up the supply chain and influence decisions earlier so that we can deliver greater value to our customers. Achieving this relies on building long-term, meaningful relationships with customers both in the freight and passenger sectors developing the scope of work together, engaging with customers earlier in the process.
“Overall, we remain really agile and flexible and it is important we preserve that capability. At the same time, coming together with Buckland Rail and moving to Litchurch Lane, we now have the scale to back major projects with confidence and deliver them successfully.”
We are now able to deliver the full life-cycle support for any freight wagon –something that wasn’t possible before the formation of Buckland Rail
www.yellow-group.com
Louis Nel, Managing Director at Navitas Engineering, highlights the organisation’s expertise in leading electrical engineering, design and consultancy in the UK and beyond
The team at Navitas Engineering is always up for a challenge. The electrical engineering consultancy to the railway and electricity supply industries has recently completed its first project in South America, working with Crossrail International and Subterráneos de Buenos Aires S.E (SBASE).
The proposed rolling stock upgrade and integration plan will take its existing 600-volt third rail and 600-volt Overhead Catenary System (OCS) fleets to a single-stock modern 1,500-volt OCS system, with the work to be completed while maintaining the railway operations for the vast majority of that transition.
“It was a very interesting and challenging project and one that we are pleased to have been involved with,” said Louis Nel, Managing Director at Navitas Engineering.
The works required the organisation to visit eight substations of the Buenos Aires Linea B to assess asset condition and gain asset information. Louis added: “We were able to efficiently appraise the proposed staging arrangements by performing traction power modelling using ETAP software eTraXTM for each stage. We supported SBASE in the optimisation of the proposed 1500-volt feeding arrangement leading to a safer and more resilient system.”
Navitas Engineering’s successful involvement should come as no surprise. Established in 2012, the organisation has been engaged in electrification projects across the UK and internationally with its technical expertise and capability covering the complete asset life cycle, including the design, installation and testing and commissioning phases.
“In the UK we’re involved in several workstreams that are aligned with achieving the most costeffective electrification solutions,” Louis explained,
adding that the organisation is working closely with the likes of Network Rail and RSSB.
“The technical capability we’ve got within the business is allowing us to take on some of the more challenging projects and enables us to work with the industry to come up with innovative ways of doing things, achieving solutions for new electrification that is driving the cost down.”
Navitas Engineering’s activities encompass a wide spectrum, including E&P detailed design and traction power modelling, as well as assessing feeding arrangements and optimising the distribution elements of new electrification systems. Its experts have also looked at alternative means of mitigating the issues around electrical clearances, avoiding the need to raise bridges or lower the track.
“We’re also actively involved in developing and implementing remote securing solutions,” Louis said. “We’ve been supporting Network Rail in the development of optimising earthing, which includes developing earthing processes and unlocking safety benefits.
“It is about having more tools in the tool box when it comes to the options for earthing and providing safe access for the overhead line.
“There are lots of opportunities to drive down costs and we need to work as an industry to unlock the potential to do things better, making the best use of technology, and challenging existing thinking, requirements and standards to do things in a more cost-effective way.”
A platform to go further
Louis has led the company since its inception, spending more than eight years as a Principal Consultant, four years as Engineering Director, and since Octavius Infrastructure’s acquisition of the company in 2023 he has served as Managing
Director. He describes the journey as having been an exciting one, especially seeing the business and its people grow.
“The acquisition has allowed us to support Octavius in certain areas and we have also benefited from being in the family with its back office capability and the wider support systems,” he explained.
“There’s a lot of excitement about what we can do together, realising the opportunities and growing the business, while maintaining what has been good about the last 13 years.”
Louis is excited about what the future holds, continuing to work in electrification, but also growing in the international rail market and energy sector. He also believes the company has a significant role to play in light rail projects, especially with its expertise in system network design, traction power modelling, EMC and substation design.
“There will always be challenges, but as we have proven in the last 13 years, we are able to navigate through them,” he said. “There is a huge amount to be optimistic about, so it is about grasping those opportunities and delivering the quality outcomes that people want. I’m proud to have been part of a very successful story for the rail industry, a story that is nowhere near over.”
www.navitasengineering.com
There will always be challenges, but as we have proven in the last 13 years, we are able to navigate through them
D e v e l o p e d f o r r e g u l a t e d i n d u s t r i e s .
T r a n s p a r e n t , a u d i t a b l e a n d b u i l t f o r a s s u r a n c e .
L e a r n m o r e a t i n f r a m a t i c . a i
Jack Pitts from Railway 200 describes the historic 200th anniversary commemorative extravaganza in north east England, thanks rail partners for their contribution to the bicentenary celebrations so far and looks forward to what’s yet to come
Ahush fell over the crowd and hundreds of cameras were readied to capture the historic moment.
They had travelled miles to be there, and many had staked their spot hours in advance. After all, moments like this only come around every 200 years.
Then, at midday, a cheer went up as the replica Locomotion No. 1 rang its bell and edged along the first few metres of its three-day journey.
Among the passengers carried in the replica carriage was the Duke of Edinburgh, Prince Edward.
Many thousands watched the replica’s journey from Locomotion in Shildon, over Skerne Bridge (the world’s oldest railway bridge still in use), through Darlington and into Stockton – including enthusiasts from America, Japan and many other parts of the
world. Thousands more watched the live stream.
The journey was just one part of Stockton and Darlington Railway S&DR200’s packed programme of events, from large-scale outdoor performances to talks and exhibitions.
The weekend also saw the reopening of the National Railway Museum’s Station Hall after a £10.5 million restoration, as part of its 50th birthday. New artefacts have been added, such as a WH Smith bookstall installed at Waterloo Station in 1921 and photographs of Windrush migrants setting out on journeys to their new homes via rail.
And one visitor was particularly keen to see the royal carriages gleaming in Station Hall: Anne, Princess Royal, who toured the site, made a speech and met those involved in making the renovation possible.
Meanwhile, seven significant railway sites were awarded Grade II listing, leaving another wonderful legacy from rail’s 200th anniversary
Across the country, heritage railways and local groups marked the occasion – as did PA announcements at stations. LNER, S&DR200 and Network Rail helped to bring past and present together when the replica loco joined an Azuma train in an illuminated midnight spectacle at Darlington station.
Events were enthusiastically reported. BBC Breakfast was live at Shildon, BBC Radio 3 dedicated a whole day of programming to the bicentenary and hundreds of other journalists and influencers brought the magic of the weekend to our phones, TVs, radios and newspapers.
Other events around the anniversary weekend included a two-day celebration of George Stephenson in Chesterfield; the opening of ‘Dressed for Departure: Fashion in the Age of Rail’ at The Bowes Museum in Barnard Castle; and a worldrecord breaking sit down on what is thought to be the longest station bench in the world at Scarborough Railway Station.
Meanwhile, seven significant railway sites were awarded Grade II listing, leaving another wonderful legacy from rail’s 200th anniversary.
And it wasn’t just the UK that saw celebrations. The Railway 200 torch has lit fires in Australia, New Zealand, Italy, Spain, South Africa, Taiwan, Japan, the Philippines and the US, among others.
And the best bit? There are still two months left of the bicentenary – check out the Railway 200 website to see what is happening during the rest of the year.
On behalf of Railway 200, thank you for helping to tell UK rail’s biggest ever story (in terms of scope) as part of the railway’s biggest ever partnership-based campaign
And the journey doesn’t even end there.
The travelling exhibition train, Inspiration, continues its tour of Britain until June next year. It’s inspiring the next generation of talent to join the railways and 35,000 people have already visited.
It’s coming to Blackpool, Llandudno, West Somerset Railway, Paddington, Southampton and Victoria over the next couple of months. Check out the Railway 200 website for the 2026 dates.
Legacy
This year has been about far more than just trains and tracks.
It’s been about the people: the talented industry staff, the heritage volunteers, the many individuals whose lives have been touched by rail.
It’s been about innovation: the profound social and societal changes that railways have wrought, here and across the world.
And it’s been about the culture: the films, music and art and the passion our railways continue to inspire.
On behalf of Railway 200, thank you for helping to tell UK rail’s biggest ever story (in terms of scope) as part of the railway’s biggest ever partnership-based campaign. If you have hosted an event, raised money for our charity partners, hosted Inspiration or simply shared Railway 200 content on social media, then you have been part of history.
And if you haven’t, what are you waiting for? These last months are a chance to pay homage to our history and to make the bicentenary every bit as special as the 100th and 150th celebrations.
Every action now, however small, could leave a legacy. Already, we’ve seen an unprecedented £57 million spent developing cultural heritage in the northeast and thousands of school children have become STEM-curious during visits to Inspiration.
Perhaps most importantly, a renewed appreciation – even pride – has been engendered for Britain’s role and relevance in the railways. Commentators have never been more aware of this British innovation, and the impact it’s had on everything it’s encountered.
At the end of 2025, the limelight will shift from the north east to the north west as the country prepares to celebrate 200 years since the opening of the Liverpool to Manchester Railway in 1830 – the world’s first intercity passenger line.
It’s fantastic that the story of rail will continue to be told through another important milestone – no doubt leaving another powerful legacy for the next generation.
www.railway200.co.uk
www.cleshar.co.uk
02087338888
A 150+ lot online charity auction and national prize draw will offi cially launch at the Railway Industry Association Annual Conference Dinner on 5 November 2025 – but readers can get ahead now, with early access to the site already open for bids and prize draw entries. With the auction closing on Friday 28 November, thousands across the industry are expected to take part, raising vital funds for Railway Children
The UK rail industry’s biggest night throws its doors open
The Railway Ball returns this November with a major online auction and prize draw designed to involve the whole sector – not just those in the ballroom.
While more than 1,300 guests will be bidding live at the event itself, organisers stress that the auction is open to everyone from launch to close. You can browse, register and bid from anywhere, on any device, with proceeds supporting Railway Children’s frontline work, at 2025.railwayball.co.uk.
Andy Lord, Commissioner for Transport for London (TfL), said: “This is the rail industry at its best, opening up unique opportunities to raise money where it matters most. The breadth of lots this year is outstanding, and I’d encourage everyone to get involved. TfL is proud to support The Railway Ball and the auction, which helps deliver real impact for vulnerable young people.”
A few standouts to whet the appetite Experiences
London Symphony Orchestra with Sir Simon Rattle
Gordon Ramsay Academy cookery masterclass
Recording studio session – record a song of your choice
Grand National private coupe on British Pullman for four
Sport & Hospitality
Wentworth golf & Fairmont stay for four
Gleneagles golf experience for four
VIP Manchester City v Fulham for four
Luxury Thames launch for up to 12 guests
Kia Oval Roof Terrace hospitality for Surrey T20
Bruno Fernandes signed and framed shirt
Data available
TAPI Bus Information
TAPI Bus Performance
TAPI Bus Disruption
Data available
TAPI Bus Information
TAPI Bus Performance
TAPI Bus Disruption
TAPI Bus Fares
TAPI Rail Information
TAPI Rail Performance
TAPI Bus Fares
TAPI Rail Information
TAPI Rail Performance
TAPI Journey Planner
TAPI Places
TAPI Journey Planner
TAPI Places
Prize draw
Win up to £6,000 in Virgin Holiday vouchers.
The Railway Ball prize draw is now live! For just £25 per ticket, you could turn your next holiday into something unforgettable. Every ticket sold helps Railway Children protect vulnerable young people. Enter now at 2025.railwayball.co.uk
Key dates
Now – Sneak peak to auction site.
5 November – goes live at the RIA Dinner. 28 November (10.45pm) – closes during The Railway Ball.
Call to auction
Make your move for Railway Children at 2025.railwayball.co.uk
Gifts & Goodies
Hampers from Fortnum’s, Harrods, Artisans & Boots No 7
Lush Advent Calendar
Paddington Bear, Hamleys & Harry Potter toys
Accessorize, Caffè Nero, Holland & Barrett, Monsoon, Oliver Bonas, Postmark, Pret, Sainsbury’s, Wasabi Vouchers
Corporate
Dinner with UK rail chiefs
This is the rail industry at its best – opening up unique opportunities to raise money where it matters most
Railway Children Kilimanjaro trek – Headline Sponsor
UK rail & London Underground advertising
How to take part
1. Go to 2025.railwayball.co.uk
2. Register in minutes
3. Browse the full catalogue and watchlists
4. Bid – set your maximum and receive updates
5. Win! The auction closes at 10.45pm, Friday 28 November 2025
Important: The auction is open to everyone, you do not need to attend the ball to bid
Why it matters – urgency this year
Railway Children faces a funding cut of £500,000, and The Railway Ball remains its single biggest source of income. The charity supports children at risk on the streets and transport networks – work that depends on the sector’s generosity.
“We’re incredibly grateful to our retail partners for their generous support - from luxury hampers to exclusive experiences, every contribution helps us raise vital funds for a great cause,” said Nicky Shepherd, Deputy Head of Retail, Network Rail Group Property. “Now let’s rally together and make this year’s event unforgettable. Thanks to their commitment, we’re seeing high-quality donations that will drive bids and make a real difference. Now we need the whole industry – and the public – to get bidding.”
Last-minute tickets and tables: Be there
The Railway Ball 2025 is set to be the biggest party of the year – The Bicentennial Charity Ball, marking 200 years of UK rail. It’s a who’s who of the industry with hundreds of UK rail companies, senior leaders, innovators and partners together in one room.
Seats are in demand and final tables are being confirmed now. If you want to network at the highest level, celebrate the bicentenary in style and see the auction finale live, this is the moment.
and bid today at 2025.railwayball.co.uk
Helping rail projects run smoothly with temporary works
Whatever your project demands, we’re here to support you with temporary works solutions. Whether you need a simple hire, a standard solution or something bespoke, we can help you deliver your project successfully.
Find
Discover organisations that you want to do more business with. Find new rail suppliers, buyers, partners, and investment opportunities
Althon Limited manufacture and distribute specialist water management products to the construction industry.
sales@althon.co.uk www.althon.co.uk 01603 488700
Accelerating rail business’s ambitious net zero goals: Auditel’s powerful supply chain solutions
barry.harwell@auditel.co.uk www. auditel.co.uk/barryharwell 07904 378911
Elite Precast Concrete combines the highest levels of customer service with always being the best value option.
sales@eliteprecast.co.uk www.eliteprecast.co.uk 01952 588885
The UK market leader in insurance solutions for railway companies. Jobson James Rail has a rail client base, currently at 1000+, growing month by month.
keven.parker@jjrail.co.uk www.jjrail.co.uk 07816 283949
A Network Rail Principal Contractor supporting some of the biggest names in rail, we provide signalling, power and telecoms services.
info@amarogroup.co.uk www.amarogroup.co.uk 01622 943998
Diamond Interior Services offers a complete bespoke package to meet all your possible rolling stock and accommodation refurbishment needs.
Jenny.Dempsey@diamondrail.co.uk www.diamondrail.co.uk 01142 570909
GeoAccess are a bespoke Asset Management company specialising in Inspections and Surveys.
info@geoaccess.co.uk www.geoaccess.co.uk 03337 722315
We solve your energy challenges through innovative solutions, delivery resilience, cost efficiency and sustainability to deliver a bright energy future.
enquiries@ukpowernetworks.co.uk www.ukpowernetworksservices.co.uk/rail 07938 740407
Unlock your team’s potential with our dynamic training courses, designed to elevate rail employees’ skills and drive impactful business success!
Upcoming training courses:
Carbon Literacy for Rail Training
21 October 2025
This course explains the carbon dioxide emissions from various rail activities and the measures needed to reduce them. It is certified by the Carbon Literacy Project.
Who should attend?
The course is suitable for all employees working in organisations in UK rail.
Sustainable Rail Leadership Programme
Day 1: 18 November 2025
Day2: 10 December 2025
This programme equips rail leaders to deliver the Sustainable Rail Blueprint—embedding sustainability into leadership to drive change and shape a greener future.
Who should attend?
Senior rail industry leaders in the UK.
Effective Business Writing Training
4 December 2025
This course equips delegates with the knowledge and skills required to produce user-centred business documents that are in line with RSSB’s house style and principles.
Who should attend?
Technical leads who write documents or contribute technical expertise to the content of documents.
As Chief Finance, Strategy and Transformation Offi cer, Matthieu Quyollet sits at the heart of Eurostar’s growth story. With 15 years’ experience in strategy and transformation, including leading the landmark merger of Eurostar and Thalys, he brings both fi nancial discipline and a clear long-term vision to the role
What attracted you to the role at Eurostar?
For me, Eurostar is a truly unique company. It has a deeply European and multicultural DNA, a brand that people trust, and above all, it plays a special role in people’s lives. This is the train people take to reunite with family, to build their businesses across borders, or to enjoy a weekend away in one of Europe’s great cities. Becoming part of that story – and helping to shape its next chapter with my colleagues – is a real privilege.
What are your aims and aspirations?
Our ambition is clear: to deliver the best possible service for our customers and reinforce Eurostar’s position as the leading provider of sustainable international rail travel in Europe.
In my role, that means making sure we have the financial strength and strategic clarity to achieve our goals. It’s about putting our capital to work where it creates the most value, aligning our investments with long-term growth, and ensuring our transformation efforts deliver real impact. Whether we’re funding new trains, improving operational performance or unlocking new markets, the focus is always on execution. Strategy is important but making it real is what matters most.
Your achievements at Eurostar so far include leading the merger between Thalys and Eurostar, just explain how that has gone?
It was an unprecedented project – two major international rail operators coming together at scale
for the very first time. It was thrilling to lead such a transformation. The outcome has been hugely positive: we’ve created a stronger, more resilient economic structure, we can invest more significantly in the future, and most importantly, our customers benefit from more destinations and more choice. For our colleagues, it opened a new chapter that we are now writing together.
Reflecting on your 15 years in strategy and transformation, what have been your biggest learnings, and how will they help in this role?
If there’s one big lesson, it’s that culture is everything. You can design the smartest strategy or the most ambitious transformation programme, but if you don’t bring people with you it won’t succeed. Execution depends on people, and people depend on culture. At the end of the day, business is a human adventure. That perspective shapes how I approach every role.
Among your challenges includes consolidating Eurostar’s position as the leader in sustainable rail travel across Europe. What are the priorities?
First, service quality is at the heart of Eurostar’s brand and everything we stand for. Second is growth and we’re investing in a new fleet that will reinforce our network and allow us to expand to new destinations. And third, talent. Our people, with their unique expertise in international rail and customer experience, are the foundation of our success. You can’t build a strong future without a strong team.
Are you optimistic for the future, especially as Eurostar undertakes the largest investment programme in its history, which includes €2 billion in up to 50 new trains?
Very much so. The momentum in the market is clear: demand for sustainable travel is growing faster than ever. Our challenge is to rise to that demand, and to do so, we’re investing boldly, particularly in new trains. We’re entering one of the most exciting chapters in Eurostar’s history. I’m optimistic not just because of the opportunities ahead, but because we have the ambition, the people, and the strategy to seize them. Eurostar has always been more than just a train – it’s a bridge between cultures and people. As we grow, our responsibility is to build on that legacy while making international travel even more sustainable, seamless and inspiring. That’s the journey we’re on.
This is the train people take to reunite with family, to build their businesses across borders, or to enjoy a weekend away in one of Europe’s great cities
Gianfranco Sgro has this month started as Chief Executive Officer at Arriva Group.
He has joined Arriva after almost 11 years at Kuehne+Nagel, the global logistics company, where he was Executive Vice President for Contract Logistics, leading a CHF five billion business with around 53,000 full time equivalents across 45 countries.
TPE has appointed Fiona Roberts as its new Finance Director.
She brings a wealth of experience to the role, having led major finance transformation programmes in fast-moving and complex organisations, including the last six years at Network Rail, with three years as Financial Controller.
and west sections was at 77 per cent for Quarter 1.
Passenger numbers across Period 4 (26 June –23 July) reached 4.5 million on the east and west, and 5.1 million passengers travelled in the central
In total the frequency through the central section will rise from the current 12 trains per hour (tph) to 22tph during the peak, and 16tph off-peak from 6 November. Trains will also finish running an hour later at 23.30, having already begun operating an hour earlier, from 05.30, on 5 September. The frequency then increases to 24tph from May 2023 and there is capacity for 30tph.
SYSTRA UK & Ireland has appointed Jonathan Scott as Managing Director – Engineering, joining the Executive Board to drive growth and strengthen the company’s position as a leader in delivering sustainable transport and infrastructure solutions.
TfL also states that the Miles per Technical Incident Number (MTIN), which is used to measure the mean distance in miles between service affecting faults of three or more minutes has been, in general, above the target of 10,000 miles.
Prior to this, he was Chief Operating Officer (COO) for Latin America at Pirelli for three years and had a long and varied leadership career at Ceva Logistics where he ended his time there as COO for South Europe, Middle East and Africa.
Most recently, Fiona successfully delivered a multiyear project at TalkTalk Group, improving processes, upgrading systems, strengthening financial reporting, and facilitating the company to progress through a period of significant change.
Customer satisfaction ahead of the 29 September meeting gave an overall score of 87.5 per cent, the highest ever score across all the modes of transport, while customer satisfaction for the east
He said: “I’m excited by the tremendous opportunity ahead of us and I’m looking forward to working with talented teams across the UK and Europe to deliver against the group’s ambitions.”
She said: “I’m really looking forward to working with the team at TPE, who are forward-thinking and ambitious, and where customer satisfaction is at the heart of everything they do.”
TfL says that passenger numbers on the Elizabeth line are consistently higher than budgeted for and, excepting strike action, regularly exceed two million per week. Of the 45 million who had travelled by the end of September, some 22 million had used the new section of railway. For example, during the week ending 20 August there were 2.1 million passenger journeys for the whole line.
The TfL chosen BTU partner including the recent Northern Line Extension, Victoria Line and Jubilee Line projects.
PB Design has built its reputation over more than 40 years of designing and manufacturing AC and DC standby systems for many major projects in the UK and overseas.
We manufacture a full range of PADS approved Battery Charges, and also offer full application design facilities through to project management, manufacture, test, installation and site commissioning.
TfL says that passenger journeys for the Elizabeth line exceeded budgeted figures by 14 million, due to the central section opening five weeks earlier than assumed plus higher than expected passenger numbers across the whole line. This meant that the income from fares was £20 million above budgeted forecasts as a result.
Since joining SYSTRA in 2022 as Operations Director for High-Speed Rail, he has played a pivotal role in expanding the business into markets including energy and water, and has overseen SYSTRA’s work on HS2 in the West Midlands and at Old Oak Common.
Jonathan has led major infrastructure projects, from both a client and contractor perspective, across the UK and internationally, including California HighSpeed Rail and rail systems in the US, Canada and Taiwan.
However, year to date (YTD) direct operating costs were £8 million lower than budgeted and the Net Operating Deficit for the new railway was £101 million, some £28 million favourable to the budget.
Substations
Rail Applications
Mass Transit Systems
Power Stations
Data Centres
Shopping Centres
Theatres & Cinemas
GB Railfreight, Heidelberg Materials UK and the Settle and Carlisle Railway Trust have celebrated 150 years of rail freight at an event at the newly re-opened Horton quarry rail link
This year marks 150 years of freight services across the iconic Settle and Carlisle line.
To mark the occasion Heidelberg Materials UK, which owns Horton quarry, GB Railfreight (GBRf), which runs freight services, and the Settle and Carlisle Railway Trust brought together industry figures to an event at Horton quarry.
At the event, GBRf named locomotive 66791, ‘Settle & Carlisle 150’ to mark the occasion before the locomotive departed to Doncaster along the old Settle and Carlisle line, crossing the iconic Ribblehead Viaduct.
John Smith OBE, Chief Executive Officer of GBRf and trustee of the Settle and Carlisle Railway Trust, said: “In a year of milestones, we are proud to name our locomotive after this special railway line. Like rail freight, the Settle and Carlisle line has played a key role in driving the economy.”
In July 2025, rail freight services were restored to Horton quarry with GBRf operating the first rail freight service in six decades. Restoring the rail connection represents a significant step in enhancing sustainable freight transport in the region, reducing road haulage and supporting the UK’s net zero ambitions.
John added: “Since 2019, we’ve had a fantastic partnership with Heidelberg Materials UK, moving six million tonnes of aggregates and cement nationally. Now with this new rail link, we can continue to move more aggregates via rail out of Horton quarry to projects across the North West, reducing emissions in the local area.”
The quarry at Horton has produced limestone and high-quality gritstone since 1889, which have played a crucial role in delivering infrastructure projects across the north-west of England.
Becky Murphy, Aggregates Regional Director at Heidelberg Materials UK, said: “The reopening of the rail link is part of our strategy to improve our network of rail connected quarries and depots. It allows us to supply high quality aggregate to construction projects by rail, reducing vehicle movements on the wider road network and cutting associated carbon emissions.”
The Settle-Carlisle line is one of the UK’s most famous scenic rail routes, taking in 20 viaducts, 14 tunnels and countless beautiful vistas along the 72-mile route. The first freight train ran on this historic line on 2 August 1875, helping to shape the economic and industrial landscape of northern England for generations.
Bryan Gray CBE DL, Chairman of the Settle and Carlisle Railway Trust, said: “The Settle-Carlisle line is one of the world’s great railway journeys enjoyed by travellers and tourists. It also supports the many communities along the line and has in the
past been an important freight line.
“We are delighted that freight traffic is increasing, and the naming of a freight locomotive is a fitting tribute to those who built the line and have kept traffic moving for 150 years.”
Civil
