Rail Director September 2025 by RBD Media

Umar Khan

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS

September 2025

Unlocking Britain’s station land

Georgia Hope

‘The jewel in the crown’

Robert Cook and Mike Goggin

Unlocking the value of UK railway stations

Stuart Jones

Shaping the future of UK rail

The value of human-centric design SAM UREN

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The beating hearts of our cities, towns and villages

elcome to the latest Rail Director, which explores the topic of stations. As Umar Khan states in his article from page 22, “stations are more than points on a map, they are the beating hearts of our cities, towns, and villages, and opportunities for sustained economic growth”. Already having huge impacts that go far beyond the millions of passengers that use them every day to catch trains, one overriding theme pulling together this month’s magazine is the potential for stations to have an even greater impact.

In his article, Umar, the Senior Director at global consultancy Arcadis examines the untapped opportunity hiding in plain sight: the land surrounding railways stations. He said: “By unlocking the land and the spaces around them, we can deliver thousands of new homes, knit together communities, and support sustainable growth. Transport for London’s Places for London programme is proof that, with vision and partnership, public land can serve the public good.”

This month’s cover feature is an article with Sam Uren, Director of SLC and John Donaghy, Senior Project Engineer, who explain more about the Care by Design, a methodology that embraces human-centric design, putting people at the centre of both design and delivery. You can read the full article from page 6.

Considering additional opportunities, the Railway Industry Association (RIA) commissioned a report, prepared by Steer, which identified more than 100 stations as potential inclusive intermodal hubs suitable for investment as part of a wider approach improving the entire station estate. From page 14 you can read more from RIA’s Robert Cook and Steer’s Mike Goggin, about Unlocking Station Potential, which lays out several innovative strategies to deliver the best value from UK stations.

As well as the potential for stations, there is also the ongoing challenge of maintaining the more than 2,500 that currently serve the UK. From page 10, you can read about the current 30-day closure of Huddersfield Station as part of the Transpennine Route Upgrade. Georgia Hope, Project Integration Manager, discusses the complexities of the work which involves remodelling tracks and platforms, strengthening the viaduct in the town, replacing the John William Street bridge, as well as carrying out signalling upgrades and track renewals.

As well as an array of station-related articles, we also look ahead to November’s Railway Ball, which will be supporting the Railway Children. It is always a fantastic occasion, raising funds for an organisation which protects vulnerable children found alone on the streets and transport networks. On page 62 you can read more about the difference the event makes to lives.

Thanks as always to everyone who has been involved in this month’s magazine. It has been a real pleasure to compile. Next month’s magazine will be themed around rail freight, with a whole host of exciting features already lined up. Do get in touch if you’d like to feature. In the meantime, enjoy the current magazine.

All the best,

Danny Longhorn Editor

One overriding theme pulling together this month’s magazine is the potential for stations to have an even greater impact

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6 The value of human-centric design

SLC has created Care by Design, a methodology that embraces human-centric design, putting people at the centre of both design and delivery. The organisation’s Sam Uren and John Donaghy explain more

10 ‘The jewel in the crown’

Huddersfield station is closed for 30 days for transformation work as part of the Transpennine Route Upgrade (TRU). Georgia Hope, Project Integration Manager, discusses the work

14 Unlocking the value of UK railway stations

Steer, commissioned by the Railway Industry Association (RIA), has published a report identifying a number of innovative strategies to deliver the best value from railway stations. RIA’s Robert Cook and Steer’s Mike Goggin explain more

20 Overbuild and opportunity: How rail infrastructure is shaping the future of London

Bill Price, Strategic Growth Director and Ron Slade, Director at WSP, write about the potential for rail overbuild in the UK and why we can expect to see more projects that build above, rather than beside, the railway

22 Unlocking Britain’s station land: A blueprint for housing, community development, and growth

Umar Khan, a Senior Director at global consultancy Arcadis, writes about the untapped opportunity hiding in plain sight: the land surrounding railway stations

26 Just in time delivery at the Severn Valley Railway

When an embankment collapsed on the famous heritage railway, it threatened the success of a major fundraising event. Nigel Wordsworth explains how the industry came together to ensure the event still went ahead

34 World’s oldest station saved for the future

Donations from a number of supporters, including Hitachi Rail, have saved the world’s oldest station and will soon allow it to reopen to the public

44 The long run: First Rail’s new Open Access chief on shaping the future of UK rail

As Open Access takes on a growing role in UK rail strategy, Stuart Jones, Managing Director of First Rail Open Access, discusses with journalist Karl Holbrook his ambitions for innovation, expansion and making rail a mainstream alternative to road and air

48 Transforming stations: Connected Places Catapult seek ideas to enhance safety and reduce anxiety

Applicants have until September 24 to apply for the latest Station Innovation Zone programme. Steve Close and Alan Peters, from Connected Places Catapult, discuss more

68 Mosaics in motion

In her latest quarterly column Daisy Chapman-Chamberlain reflects on the multi-layered role of art and design in railway stations across the world

74 Network Rail and blocwork’s new vision for Glasgow Queen Street Station development

Network Rail, in partnership with its joint venture development partner blocwork, is working on proposals to transform a vacant site adjacent to Queen Street railway station

76 SigEx: Bringing the industry together

RIA is hosting its third SigEx conference and exhibition on innovations in the signalling and control sector in October. Rail Director previews the event and catches up with two of the speakers

82

From planes to trains

Niall Rooney has been appointed the new Customer Experience Director at Arriva Rail London, which operates London Overground on behalf of Transport for London. He discusses his career and the journey ahead

86 East Kilbride station opens to passengers

The opening of the new East Kilbride Station is part of a wider £144 million investment to electrify the line and improve rail services between the town and Glasgow

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SLC has created Care by Design, a methodology that embraces human-centric design, putting people at the centre of both design and delivery. Sam Uren, Director of SLC and John Donaghy, Senior Project Engineer explain more

The value of human-centric design

Much of our Victorian railway infrastructure did not initially consider accessibility needs in its design. Two hundred years later, we recognise that inclusive travel is essential and an enabler for access to work, education and leisure.

Working to address some of the Victorian-era constraints, the Access for All (AfA) programme has made significant progress in delivering step-free access and inclusive infrastructure across the rail network. However, as we move into the future, the question moves away from physical compliance to how we can enhance the human experience of travel for all and overcome barriers to train travel.

A changing policy landscape

The next few years may provide the answer. Devolution has given local leaders greater power to tailor public services, such as transport, skills, and

It’s vital stations are adaptable and future-ready, and are accessible for changing demographics, consider housing developments, and are aligned with active travel plans

Sam Uren, Director

housing, to the needs of their communities, leading to greater improvements in accessibility.

The Devolution White Paper sets out a plan to widen devolution across England and significantly increase the number of Mayoral Combined Authorities, which may provide an opportunity to continue aligning local plans and accessibility needs. Additionally, the UK Treasury’s Green Book, which guides the appraisal of government projects, is due for an update in 2026.

Anticipated revisions will put greater emphasis on place-based investment and whether infrastructure is technically functional and also on whether it contributes to wider social value.

For rail, this could mark a significant shift. Projects might no longer be judged solely on what they deliver within the red line boundary of the rail system and passenger forecasts, but also on how well they deliver inclusive journeys, reduce

Sam Uren Director at SLC. Images: SLC

inequality, and support community wellbeing. Accessibility could move from being a rail-centric compliance obligation to a core measure of the success of local connectivity.

A systems approach to stations SLC is an SME that has worked on more than 120 rail schemes over the past 15 years, including 14 new stations specifically for local centric clients, 10 rail investment plans and multiple station masterplans and renewal projects.

This evolution aligns closely with its philosophy. Having won the New Civil Engineer

Good customer service is key to making the journey more accessible

Engineering Excellence, Global Impact.

For over 35 years, Aarvee has been at the foref ront of delivering top-quality railway inf rastructure consultancy worldwide Our expertise encompasses a wide range of rail formats, including High-Speed, Freight, Heavy Haul, Passenger Rail, Metro Rail, and Light Rail. We are passionate about leveraging technology and engineering to create innovative, cost-effective designs that are easy to construct and simple to execute.

John Donaghy, Senior Project Engineer

Worcestershire Parkway opened in 2020

explained Sam Uren, Director of SLC. “It’s important that we co-design with local users as well as non-users and disability groups to map the whole journey and the barriers to engagement.

“This also means looking at interchanges, and walking/cycling routes. We find understanding requirements locally also has wider benefits as it means our work aligns with local plans and strategies and is designed for the challenges within the local communities.

“Without a wider input, stations risk becoming accessible only within their defined boundaries, but difficult to access in practice. It’s vital stations are adaptable and future-ready, and are accessible for changing demographics, consider housing developments, and are aligned with active travel plans.”

Care by Design

SLC created Care by Design, a methodology that embraces human-centric design, putting people at the centre of both design and delivery. This product has been designed to move away from our own rail sector biases, ensuring that rail projects maximize social value, equity, and inclusivity at every stage.

Care by Design combines two core elements: a behaviour framework that sets expectations for project culture and a delivery framework that integrates inclusivity into design decisions. These build on lessons from CDM 2015 and Safe by Design and extend the focus to ensure no group is excluded, recognising that exclusion can create real and lasting harm.

Central to the approach is SLC’s Protected Characteristics+ model. This goes further than the Equality Act 2010 to include considerations around active travel and social mobility, directly tackling issues of Transport Related Social Exclusion (TRSE).

TRSE recognises that barriers to transport can also be socioeconomic and disproportionately affect those on lower incomes or with limited mobility options. By addressing these wider issues, Care by Design helps ensure rail projects support inclusive growth, equality of opportunity and healthier, more connected communities.

Practical tools for better outcomes

A set of practical tools supports Care by Design to embed these principles into everyday project delivery:

Care by Design Reviews: carried out at key stages to test proposals against the Protected Characteristics+ model, ensuring user experience and engagement remains central throughout every stage.

An Unconscious Bias Tool: encouraging open, informed discussion and helping teams to consider perspectives they may otherwise overlook and capture gaps in value to ensure that social value and wider benefits are promoted and understood by all.

Personas and journey mapping: representing diverse users and scenarios, from people with pushchairs to neurodiverse travellers, so that solutions reflect real journeys.

The

right ﬁt

These tools enable project teams to make design decisions that fit the community, not just the engineering specification. The ‘right fit’ is about making choices with an unbiased understanding of the value those choices bring to local people. By doing so early on in a project, it can also avoid costly issues such as legal and planning risks further down the line.

John Donaghy, Senior Project Engineer, said: “When we cut the ribbon at a new station or following station enhancements, every individual who arrives should feel that it works for them, that they have been considered and that they belong.

“This is about the small details: being able to buy a ticket easily, finding a quiet place to pause, grabbing a coffee, moving seamlessly between modes of travel, and having a clear, accessible route onto the platform and train.

“The last thing we want is for people to trust that the system now works for them, only to turn up on day one and realise their needs were overlooked. Passive provision is not enough; people need solutions that work for them today.”

Passenger experience

Care by Design is part of the wider SLC We Do Station initiative. SLC says its operational experience is also an advantage. Having a strong understanding of how the railway functions day-to-day allows it to work with train operators and understand the human interactions that are required to make stations as stress-free as possible. While core facilities for all groups of people such as accessible ticket vending machines and accessible toilets are a must, the company also focuses on the passenger experience.

John added: “Good customer service is key to making the journey more accessible, and if the system has been designed well, then individuals with accessibility needs should not need additional support.

“Coordinating these requirements across engineering, human factors, business cases and planning avoids fragmented solutions. It ensures that inclusivity is not treated as an afterthought, but as a central theme running through all projects.

“Accessibility is not only about meeting regulations – the care it demands to get the right fit can also deliver real social value to the community. After all, we may only be involved in a project for a short duration but our impact on people could last for centuries.”

The future

As we recognise Railway 200, we celebrate the contribution of our railways to connecting communities and supporting growth. But for it to serve everyone equally, inclusivity must be the thread running through every decision from early project scoping to final delivery.

Sam concluded: “When human beings are placed at the centre, we create stations that feel welcoming, journeys that feel seamless, and infrastructure that reflects the communities it serves.

“It is our ambition that stations become a centre of interaction and a shining example of how operations, engineering solutions, and local ambition work seamlessly together to provide an environment fit for the future.”

University station’s redevelopment features braille and tactile signage throughout

Huddersfield station is closed for 30 days for transformation work as part of the Transpennine Route Upgrade (TRU).

Georgia

Hope,

Project

Integration Manager, discusses the work

‘The jewel in the crown’

xciting and stressful are the two words Georgia Hope uses to describe her involvement in the TRU. She spoke with Rail Director ahead of the 30-day closure of Huddersfield station, one of the most significant phases of the project to better connect passengers in the North between Manchester, Huddersfield, Leeds and York.

Previously Project Sponsor for the Huddersfield section of TRU, which involved looking after the project on behalf of Department for Transport (DfT), and working with all the stakeholders to ensure that the delivery worked for everybody, Georgia’s role recently changed to Project Integration Manager for Huddersfield station, in light of the major ongoing work. It is a facility particularly close to her heart, having started working in the railways nearly 20 years ago on the site.

“I worked on the barriers at the station for TransPennine Express checking tickets and when I left in 2012 I was an announcer, so it is nice to be back and especially to be playing a part in delivering such a much-needed improvement,” she reflected.

“I’m really invested in it, it has certainly come a long way since I worked on the barriers and that is only going to get better when the work as part of the TRU project has been completed.”

The 70-mile Transpennine main line serves 23 stations, crosses over and dips under dozens of bridges and viaducts, passing through six miles of tunnels, crossing over 29 level crossings. The multibillion-pound upgrade is being funded by DfT and delivered by Network Rail through a dedicated enterprise, which includes TransPennine Express and Northern Trains, as well as alliances and project teams, an approach Georgia says is vital to the project’s success so far.

The section she is currently heavily involved in is the transformation of Huddersfield Station, which is being completed during a 30-day closure of the station that started on August 30. TRU engineers are remodelling tracks and platforms, strengthening the viaduct in the town, replacing the John William Street bridge, as well as carrying out signalling upgrades and track renewals.

“This once-in-a-generation investment in Huddersfield Station and the wider Transpennine route is a crucial part of delivering a faster, greener and more reliable railway for the North,” she explained.

“Once complete it will transform the layout of the station and enable more trains with more seats to run through the area on a greener, more reliable railway.

“Huddersfield Station is the jewel in the crown. It feels like we’re starting from the ground up, rebuilding

each platform, taking away the small bay platforms and extending five of the platforms to 200 metres – which will allow the train operators to use eight carriage trains – and the Penistone line to 100 metres.

“It is one of the biggest pieces of work of the project. The Stalybridge Bridge blockade was a little shorter a few years ago and we’ve had quite a few midweek ones at Morley as well. The thing with Huddersfield is that this 30-day period is only part one – there is a second blockade coming up at the end of 2026.”

The closure is the latest work on the Grade I listed station and is seen as a key part of unlocking the benefits of improved rail travel across the North. The work also paves the way for further infrastructure in the near future, with the installation of a new, accessible footbridge and the restoration of the historic Grade II listed tearooms, which were carefully

dismantled in 8,000 different pieces last year so they could be repainted and relocated to a new location on the platform.

“Conversations into the closure started around seven years ago, balancing the programme length, cost, but also the passenger impact, best value for money and the best passenger experience,” Georgia explained.

“Ahead of this closure, £100 million has been spent on diversionary routes improving the Calder Valley and Castleford routes to ensure that disruption is minimised during the blockade.

“If it was taken just as a construction project, we might have been able to close the station for 18 months to rebuild it, and for the taxpayer that might have been the most painless way of doing it, but that would have had a huge impact on passengers and freight.

Images: Network Rail

Building strong foundations

With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering:

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.”

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.

developed since his teenage years, has been centred around piling. He explained:

While the demand is always there for new staff,

“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 team shares a deep commitment to the enduring success of our business and is constantly seeking ways to enhance their skills and improve our

“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

foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.

“There’s been a constant negotiation around rail access but also research looking at how passengers might get around during the station closure. We’ve worked closely with the train and freight operators to strike the right balance.

“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

“There has also been the issue of Mirfield – where three routes come together and an important route for freight trains going to Drax power station. There have been a lot of negotiations over a long period of time to ensure everybody can deliver the works.

Investment in staff is one thing. But the evolving leading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech:

everybody recognises the importance of the work, the goal we’re trying to achieve, and has been working towards delivering the project knowing the benefits its completion will bring.”

“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.”

This is a critical moment for the piling and foundations industry

It has certainly come a long way since I worked on the barriers and that is only going to get better when the work as part of the TRU project has been completed

“The key has been to get everyone involved and to give them the opportunity to have a say,” she said.

“What has been heartening has been the fact that

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.

Describing the process of getting to the 30-day closure, Georgia says initially they worked with TransPennine Express and Northern to come up with an initial station design looking to the aspirations from the DfT, before speaking with building owner Kirklees Council, as well as Heritage England in regards to the listed status.

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.

“We also looked at similar projects elsewhere to see what challenges they faced, and bringing those lessons into our project. That initial conversation was two to three years long and then we moved on to negotiations.

“We have entered the 30-day closure in a really healthy position, and one where everyone is working together.”

Ahead of the closure, passengers will have

RAILWAY LIFTING JACKS RAISING STANDARDS

Conversations into the closure started around seven years ago, balancing the programme length, cost, but also the passenger impact, best value for money and the best passenger experience

noticed some major improvements. There has been progress in the restoration of the iconic station roof canopy, with the scaffolding and coverings of one section recently removed. The renovation of one of the country’s remaining few ‘Euston style’ roofs has been meticulously planned with engineers preserving the canopy’s historic features while enhancing its durability for future generations.

“It has been complicated looking at what can be delivered while the station remained open,” explained Georgia. “We’ve been working on the roof quite a while now and after this blockade we’ll start on the middle section with big crash decks so we can keep trains running underneath, otherwise we’d have had to close the station for months on end.

“Dismantling the tea room has also taken months – taking it down piece by piece and then numbering them and storing them safely, so we can put them back together when it’s done.

“When complete the work will have a huge impact. The station building remains, but the rest of it is going to be a super modern facility, a lot brighter and a much nicer place to be with all modern facilities, a lot more waiting shelters and seating areas, a new

footbridge going in, as well as an extended subway and platforms.

“All the assets on the route will be brand new, improving reliability, and ultimately the route will be electrified, which will improve the environment for everybody.

“It will still be familiar and people will recognise it, but it will be a lot nicer. People have already been given a taste of what’s to come by the work on the roof, which has made the platforms so much brighter. It will still be Huddersfield, but everyone will enjoy it a lot more.”

Huddersfield Station is due to reopen on Monday 29 September in a temporary state, with three platforms in use instead of six. There are then plans for a second, 30-day blockade towards the end of next year, with the station work set to be complete in early 2027.

Georgia added: “Going into an interim state after the first blockade allows us to fence off the north side of the station where platform 8 is at the moment and the station sidings, and we will work in a high street environment then away from the running trains, away from the public, and we can build the other half of the station offline and a lot quicker while keeping trains running.

“By the start of the blockade, the other half of the station will have been built and the 30 days will be used to bring it into the network, putting the track and signalling in and tying everything up in the area, including the overhead line equipment stanchions, getting it ready for the future electrification.”

Huddersfield is just one of the stations being improved on the Transpennine route. Station work has also included the introduction of a step-free platform 2 at Castleford to support diverted services between York and Manchester and a second platform built at Dore & Totley.

Georgia said: “There are 23 stations in total along the TRU route and most will be refurbished with Deighton, Ravensthorpe and Mossley rebuilt completely by the time the programme is complete.

“Stations are a very important part of the TRU, it is where the people see those improvements and the legacy that we’re going to leave, making a big difference to people.

“Overall there is a strong sense of pride in what we are doing and I’m part of a team in which everybody wants to deliver this the best that they can; there’s nothing I’d rather be doing. The reason I joined is that I wanted to contribute to the North and to my community, doing something that makes a difference.”

As well as the immediate impacts to the railway, it is also the opportunities the project is bringing that pleases Georgia. She said: “There are more than 5,000 staff working on TRU with 85 per cent coming from within 40 miles of the route. During the programme, the project will have created more than 8,000 jobs.

“I’ve seen so many apprentices and graduates taken on, filling a skills gap in the region, and getting qualifications and experience needed to deliver future infrastructure programmes. We’ve created a lot of jobs that will do the North well for generations, so the legacy is more than just rail.”

Clare Brecknell, Client Director at Jobson James Rail (JJR),

discusses how the team’s rail expertise is put to best use when presenting clients’ needs to insurers

Telling your business story: Why specialist insurance broking matters in rail

’m often asked “What makes one insurance broker different from another?” My answer is simple: it’s the way we tell the story.

At JJR, we believe every rail business has a story worth telling. The narrative may not rival The Thursday Murder Club or War and Peace but, when told well and authentically, it can make all the difference in attracting the right insurers and obtaining the best premium and terms for our clients.

Some stories are straightforward, others more complex, however in every case, insurers need a clear picture of what your business does. Whether you offer a short or extensive list of activities, the risk must be presented in a way that is honest, positive and easy to understand.

That’s where JJR come in – we take the time to get to know our clients and craft detailed, bespoke risk presentations that reflect the true nature of each business. These are always shared with our clients for editorial review, ensuring full transparency and meeting the FCA’s requirements for a fair presentation of risk.

When it comes to finding suitable insurers, it’s not just about knowing what business they will or won’t cover. There’s usually a middle ground where clients may be insurable (or not) but the range of cover and price can be huge. Navigating it requires specialist knowledge, and we speak both rail and insurance language, allowing us to approach a niche market with confidence on behalf of our clients.

Working with more than 1,000 rail businesses across all sectors, we don’t just present your story, we help shape it with guidance, information and case studies. Through expert advice on risk management and contractual liabilities, we support you in addressing potential challenges before they become part of the plot. If you’re involved in a thriller or horror, our expert claims team will be by your side to help you through.

The story doesn’t end once your insurance is in place. As your business evolves, so should your insurance cover. We stay engaged throughout the year, offering regular reviews in person or via Teams, so your insurance continues to reflect your needs. At renewal time, data alone doesn’t make a compelling sequel. Instead, we revisit your activities, assess new challenges and write the next chapter to share with insurers.

If you want your business’ insurance story to have a happy ending, talk to our team. We don’t just tell your story – we take time to understand and read between the lines, using our expertise to describe your needs and mitigate your risks, so you’ll become a bestseller.

Call Clare on 07794 019669

Unlocking the value of UK railway stations

“The creation of Great British Railways and the ongoing move towards devolution presents an opportune moment to re-think and re-model how we invest in railway stations.” That’s the message from Robert Cook, RIA’s Policy Director.

His comments come as a report commissioned by RIA and prepared by Steer has identified more than 100 stations as potential inclusive intermodal hubs suitable for investment as part of a wider approach improving the entire station estate.

Unlocking Station Potential lays out a number of innovative strategies to deliver the best value from UK stations, using a portfolio of 11 stations in North Kent as a representative sample to understand the commercial realities for stations on the ground, the

role they play in communities and their contributions to the network at large.

Robert added: “There are 2,585 railway stations in mainland Great Britain, and in the coming years, this estate could play a huge role in building connected, sustainable communities. But how do we unlock this potential value for both society at large and commercial investors?

“This report is part of a six-month-long dialogue between RIA and the public and private sectors to help them identify practical ways to create and sustain a pipeline of investment to realise the potential of this important national estate. We set out to understand the commercial and asset challenges that might arise with the estate and where the potential for value lies.”

The report comes at a time when the UK Government and regional mayors are focused on sustainable, connected development. It has been widely accepted that stations have a huge role to play in reducing car trips, and often have surrounding land that could be released for building homes.

Steer’s analysis suggests that transforming stations into high-performing, intermodal and inclusive hubs would aid connectivity and create community and commercial focal points. Working with the private sector could bring greater certainty, alternative financing routes and improved economies of scale.

Mike Goggin, Managing Director at Steer, said: “Our practical research into the realities of stations confirmed that despite the challenges and

MID-LAYER SEASON

constraints many locations face, there is the potential to realise additional value for taxpayers.

“Working with the private sector to create highperforming inclusive intermodal hubs offers the potential to generate additional commercial returns, support sustainable housing development and produce economies of scale that can benefit the entire station estate.”

Steer concluded:

Generating additional travel is the best driver of commercial return: Station value is best understood through the contribution they make to farebox revenue. More than £11 billion of revenue is generated from travel through stations, and leveraging this can reshape their position in the eyes of investors.

Stations are not all equal generators of value for the costs absorbed: Some stations have low footfall and revenue potential but still absorb material costs and resources. Prioritisation in the use of scarce resources is a natural step to take, and leveraging those resources to realise value offers the best potential for investment in the wider estate.

Creation of high-performing, inclusive intermodal hubs is a path to value: In two worked illustrations, the potential for commercial return was proven, and it provides confidence that an investment delivery model can be created.

Private sector participation can increase confidence in delivery: Private sector participation could increase the potential for economies of scale and the deployment of new construction and estate management methods. To secure private financing and risk-taking, the opportunity needs to be appropriately defined and of scale.

Building on Stations: Engines of Communities

The report builds on RIA’s collaborative exploration for how Britain’s station estate might evolve. An initial discussion paper, RIA’s Stations: Engines of Communities, was published in April this year to kick-off dialogue with Government, the wider railway community and potential investors.

“This was about starting the debate around how to deliver better stations and to establish a consensus on changing the way the industry plans and invests in stations,” explained Robert.

“It set the context for a place-based approach to deliver better stations, proposing private and public collaboration to look beyond one-off interventions and plan long-term partnerships that support the development of successful communities around stations.

“It identified the need for a new holistic approach that brings together the best of the public and private sectors. At the core of this approach is the opportunity to reconsider the funding model for stations.”

To support the dialogue, RIA asked Steer to:

Examine a sample portfolio of stations to identify the benefits that might arise from a portfolio.

Report the nature of station value opportunities that might exist and the degree to which they could contribute to station costs.

Illustrate the potential for wider-network applicability and its ability to improve the contribution from stations.

Help RIA identify and articulate principles for engaging the private sector with the goal of creating a sustainable programme for materially improving the station estate.

There are 2,585 railway stations in mainland Great Britain, and in the coming years, this estate could play a huge role in building connected, sustainable communities

In terms of policy, the time for unlocking station value is now: Government missions and Mayoral Strategic Authority ambitions for sustainable housing development and better mobility networks make the realisation of value from the station estate more pressing now than ever.

Robert said: “Railway stations are vital gateways for communities across the length and breadth of the UK. We believe there is a significant opportunity to redefine the role of the stations across the country and unlock their potential to drive local economic development and connectivity.

“They will be instrumental to the Government’s ambitions to construct new towns and build more than 1.5 million homes over the current Parliament. For example, analysis suggests more than a million homes could be built around England’s rural stations with only a one per cent decrease in the green belt.

“A new approach to station development is needed which leverages the best of the private and public sectors to deliver better outcomes for communities, passengers, and taxpayers.”

With the support of Southeastern and Network Rail, Steer undertook research into the costs and revenues associated with 11 stations on the North Kent coast, developing a high-level perspective of asset condition and probable scale of renewal liabilities.

“We identified that prioritised investment into stations of scale and opportunity were most likely to create opportunity for private sector participation, realisation of economies of scale, and formation of pipeline that could benefit the wider estate beyond the initial prioritised stations,” said Mike.

“Using this conclusion we developed a concept of what the investment should seek to achieve. We proposed that this should be formation of high-performing inclusive intermodal hub stations capable of offering value to a wider local portfolio of stations.”

Steer developed illustrative enhancement schemes for Margate and Whitstable to create them as high-performing inclusive intermodal hubs that would be seen as such within the station portfolio and its communities. This included changes to the asset and assumptions around an enhanced operating regime.

“We considered the commercial benefits

Above: Robert Cook

Above: Mike Goggin

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Railway stations are vital gateways for communities across the length and breadth of the UK

arising at the two stations as a result and identified potential for material uplift in farebox revenues,” said Mike. “We assumed a modest growth in ancillary revenue in line with ridership increases. Our initial analysis identified payback for their respective schemes could be achieved within three to eight years.

“Using a high-level filtering logic we scaled the opportunity across the network in England (and outside of Greater London) that might have the potential as hubs within a local portfolio and identified a further 109 locations.”

Future

To take forward the opportunities within the estate, Steer recommends:

1. Prioritise effort: Initially focus further development activity toward stations that have potential to act as a hub within a portfolio of local stations. The identification and pursuit of a variety of pathfinder projects to deepen understanding and develop practical delivery model elements would be a useful next step.

2. Private sector participation: Engage with a range of private sector participants to identify their respective needs and aspirations. This could be institutional investors, local enterprises, existing sector participants and/or new players who could derive benefit from a high-performing station.

3. Harness the political agenda: Utilise devolution’s opportunity of new decisionmaking criteria and funding to target stations and schemes that address policy outcomes, e.g. housing and growth.

4. Establish a strategy: Work with partners to develop expectations for the network and specific stations, confirm delivery contributions that could be made, and roles that each would play.

5. Create ring-fenced funding: work with funders through the reform process to explore how station development projects might benefit from, and contribute to, ring-fenced funding to secure confident momentum for further investment. The funding should consider the farebox contribution that station investment can make.

6. Clearly evaluate progress: Establish a robust monitoring and evaluation framework to track the progress of station development projects. Clear demonstration to funders, investors and local community of the returns and impacts will be important to sustain any delivery model.

Mike added: “We believe that making progress against these recommendations will help to create confidence and alignment for funders and investors through which specific proposals can then move forward.”

RIA’s policy team will now be taking the work forward to develop a proposed delivery model, due to be published in the autumn.

Robert added: “RIA would like to invite ideas and contributions to this debate, and we aim to pilot stations where upgrades could support an increase in rail travel and revenues.”

If you would like to get involved or suggest potential pilots, email Dominic Poole at dominic.poole@riagb.org.uk

Visit https://shorturl.at/ULBP7 to read the full report.

Overbuild and opportunity: How rail infrastructure is shaping the future of London

In the heart of London, where the City meets Shoreditch, a quiet revolution has taken place, not in boardrooms or studios, but above and around the railway tracks that have long defined the capital’s infrastructure. The transformation of Liverpool Street Station and its surrounding infrastructure into a thriving commercial hub is more than a tale of engineering ingenuity; it’s a blueprint for the future of urban development across the UK.

As cities grapple with space constraints and the need for sustainable growth, rail overbuild, that is, constructing above active railway lines, offers a compelling solution. The Broadgate Estate, Exchange House, and Principal Place developments

demonstrate how collaboration between developers, engineers, and rail authorities can unlock new opportunities while preserving the integrity of the railway network.

Why overbuild matters to rail

Rail overbuild is more than an engineering feat, it’s a strategic urban solution. By unlocking air rights above stations and tracks, cities can create new commercial, residential, and public spaces without compromising rail operations. For rail authorities, it offers a way to monetise underused assets, while developers gain access to prime locations in the heart of the city.

At Liverpool Street, this approach has enabled the creation of a thriving financial district, expanded

the City of London’s footprint, and catalysed regeneration in neighbouring boroughs. The success of Broadgate and its successors demonstrates how rail infrastructure can be a platform for growth, not just a conduit for movement.

Liverpool Street: A station reimagined Liverpool Street Station, the UK’s third-busiest rail hub, has long been a gateway to the City. Originally built in the 1870s, it was expanded in the 1890s and again in the 1980s, when British Rail partnered with developers to create Broadgate, a 32-acre mixed-use estate built over the former Broad Street Station and active rail lines.

The development retained key heritage elements, such as the 1875 train shed, while introducing modern office buildings, plazas, and bridges. Crucially, it preserved the six-track throat and 18-platform layout, ensuring uninterrupted rail operations.

This balance between preservation and progress set the tone for future overbuild projects, where collaboration between rail authorities and developers became essential.

Engineering the impossible: Exchange House

One of the most iconic overbuild structures is Exchange House, completed in 1990. Designed by SOM, it spans 78 metres over converging rail lines using a parabolic tied-arch system. The building supports 10 storeys of office space without placing columns directly on the tracks, a feat of structural ingenuity.

The exposed steel arches and hangers not only serve a functional purpose but also express the building’s structural logic. Every element, from the floor trusses to the lateral bracing, was designed to minimise material use while maximising architectural impact.

Exchange House exemplifies how engineering constraints can inspire innovative design, turning a complex rail interface into a celebrated landmark.

Broadgate Tower and 201 Bishopsgate: Scaling up

As demand for office space grew, developers looked to build taller. The Broadgate Tower and 201 Bishopsgate, completed in 2008, sit atop a steel

Bill Price. Image: Thomas Graham

raft spanning the rail corridor. Originally designed to support 12 storeys, the raft was later adapted to accommodate a 50-storey tower.

This required new foundations, including eight under-reamed piles up to nine metres in diameter. A five-storey A-frame transfer system distributes loads from the tower to the raft and new foundations, allowing the building to straddle the rail lines without compromising stability.

The tower’s diagrid structure carries all gravity and wind loads, eliminating the need for a conventional concrete core. This solution not only met engineering requirements but also respected view corridors and urban design constraints.

Principal Place: Bridging boroughs and boundaries

Further north, we developed Principal Place, which pushed the boundaries of rail overbuild into Hackney and Tower Hamlets. The Principal Place Plaza, a pedestrian deck spanning the railway cutting at Worship Street, was constructed during a narrow window of rail possessions in 2007–08. Prefabricated steel elements and a single pile cored through an existing retaining wall enabled the deck to be built without disrupting services.

The adjacent Principal Place Commercial building, now home to Amazon, was originally conceived as a dramatic cantilever over the railway. Though ultimately scaled back, the project still demonstrates how air rights and strategic planning can unlock development potential on constrained sites.

Principal Tower, a residential high-rise, presented even greater challenges. Its southeast corner overhangs the eight-track corridor. That is, a protected route for two additional rail lines planned to serve London Liverpool Street Station, requiring a complex system of load-sharing plate girders and strut-tie mechanisms to transfer loads away from sensitive rail infrastructure. Piling platforms supported by mini-piles and energy dissipation mats for cladding safety exemplify the meticulous planning required when building above live railways.

A national opportunity: Rail overbuild and the housing crisis

Beyond commercial development, rail overbuild is now being recognised as a strategic tool to address the UK’s housing crisis. The UK Government’s Planning and Infrastructure Bill and its commitment to creating Great British Railways has opened the door to a new era of integrated transport and housing policy.

Network Rail is set to launch a new development company aiming to build 40,000 homes on its rail estate over the next decade. Flagship projects include 5,000 homes at Newcastle Forth Yards, 1,500 at Manchester Mayfield, and 425 in Nottingham. But the most radical ideas go further, advocating for building above railway lines, not just around them.

The Rail Belt project, led by architects James Waddington, Nathaniel Welham, and WSP, has identified 700 miles of exposed rail track in London, with 10 per cent deemed suitable for overbuild. Their conservative estimates suggest this could yield 250,000 homes, with long-term rents generating

Rail overbuild is more than an engineering feat, it’s a strategic urban solution

Business’ programme have helped streamline these processes, encouraging third-party investment while safeguarding rail operations.

Successful projects rely on mutual understanding. Tools like the Jenga model used in Principal Place, a physical model showing construction phasing, helped communicate complex engineering to stakeholders, from rail authorities to contractors.

Looking ahead: The un-square mile

Looking ahead, the potential for rail overbuild in the UK is vast. As Network Rail continues to refine its processes and developers grow more confident in navigating them, we can expect to see more projects that build above, rather than beside, the railway.

public income and supporting sustainable funding models.

Their proposal for Grosvenor Sidings in London Victoria showcases the potential: 4.5 hectares of publicly owned land in Zone 1, overlooking the Thames and Battersea Power Station, transformed into modular housing atop acoustically isolated decks.

Challenges and collaboration

Rail overbuild is certainly not without its challenges. Safety, asset protection, and uninterrupted service are paramount for Network Rail. Developers must navigate complex approval processes, including Forms A, B, and C (now Forms 1, 2, and 3), and work closely with Asset Protection Teams.

The Hansford Review and Network Rail’s ‘Open for

Sites like Bishopsgate Goodsyard and Shoreditch Triangle are already in the pipeline, promising to extend the City’s reach and redefine its edges. But the opportunity doesn’t stop at London’s borders.

Imagine a revitalised Manchester Piccadilly, with commercial towers rising above the tracks. Or a new residential quarter above Birmingham New Street. With the right investment and policy support, rail overbuild could become a cornerstone of urban development strategy nationwide.

The story of Liverpool Street is more than a local success, it’s a national opportunity. Rail overbuild offers a way to reconcile growth with sustainability, heritage with innovation, and infrastructure with ambition.

As cities seek smarter ways to expand, the space above the tracks beckons. It’s time to look up and build.

Ron Slade

Umar Khan, a Senior Director at global consultancy Arcadis, writes about the untapped opportunity hiding in plain sight: the land surrounding railway stations

Unlocking Britain’s station land: A blueprint for housing, community development, and growth

Britain faces a serious housing crisis across the country, with demand far outstripping supply and the cost of home ownership spiralling beyond reach for many. The Government has responded with an ambitious target for 1.5 million new homes to be constructed under this Parliament, and through its investments in the Spending Review, it is clear that it wants the country to grow significantly in all regions and not just London. Builders know that even with all the capital in the world, a rapid increase of housing at this scale will be a challenge, and finding available

property for development, aligned with market demands, will be essential. Yet across the country lies an untapped opportunity hiding in plain sight: the land surrounding our railway stations. If we are to build the homes and communities the next generation needs, it’s time to rethink how we use this valuable public asset.

Transport for London (TfL) has recently shown us what is possible. Through its Places for London portfolio, TfL is actively utilising its existing landholdings to drive both economic growth and housing production, and is looking to expand even

further across the capital city. The approach is refreshingly pragmatic: rather than simply selling off public land to the highest bidder, TfL has set up its own development company to take control of all its surplus land, Places for London. Places for London is partnering with leading developers and consultancies - Arcadis and Mott MacDonald among them - to optimise the potential of its existing real estate and unlock land value through developments. The ambition is considerable: this programme will see the transformation of underused land into spaces for thousands of new homes, alongside commercial and

Image: Getty Images

community facilities. The benefits are clear: better use of publicly owned land, more homes in proximity to transport, vibrant, mixed-use communities with places to live, work and relax close to key transport and the fostering of walkable, sustainable communities.

Why railway station land holds the key Analysis sponsored by Arcadis from the Railway Industry Association makes the policy and business case for Stations as the Engines of Community Growth. Railway stations are natural hubs for development: they are already well-connected, often located near central zones of communities or along key motorways, and surrounded by infrastructure that supports daily life. Yet, in cities and towns across the UK, valuable land around stations is often underused: surface car parks and vacant lots sit idle while local people struggle to find affordable homes and spaces to open businesses.

The Government’s commitment to unlock unused Network Rail property for 40,000 new homes is an explicit exercise in acknowledging the capacity of the system for development, and establishing the distinct Platform4 entity to manage the growth programme is a great first step. However, Platform4’s initial remit is primarily focused on unused brownfield sites both at Network Rail locations and across the country, which are certainly important elements of the larger development picture, but do not look to utilise land that is already partially developed and known to lack remediation needs. To make the broader vision of

housing and growth-focused development a reality, the programme can go further, specifically targeting the spaces around stations including car parks and green sites and empowering Platform4, to have the freedom and remit to think bigger.

Residents living in a Transit-Oriented Development (TOD) benefit from ready access to public transport, reducing reliance on cars and supporting net zero goals. By integrating housing into these transitrich areas, TODs both lower carbon emissions and address community needs, while creating footfall for businesses. Well-designed TODs also foster social interaction, active streets, and a sense of place, making stations not just transit points but genuine community anchors. Importantly, making use of existing infrastructure maximises taxpayer value and minimises the need for costly new transport connections, promoting both fiscal responsibility and urban sustainability. Network Rail’s recently announced development opportunity along the Queen Street Station in Glasgow is a good initial step to delivering this vision.

Car parks: The ideal canvas for mixed-use development

A particularly promising opportunity lies in the redevelopment of station car parks. Across the UK, these expanses of tarmac represent some of the most underutilised land assets in the public realm. Rather than seeing car parks as untouchable necessities, we should view them as prime sites for “five-over-one”

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Imagine a Network Rail car park reimagined as a multi-story structure with shops, cafés, health centres, and homes above, all seamlessly connected to the rail network

style developments – buildings with five stories of residential units above a ground floor of commercial or community space. This form of construction is common in many parts of the world, especially in transit-rich environments.

In the United States, for example, New York’s Metropolitan Transportation Authority (MTA) has pioneered TODs in suburban communities that place five-over-one housing and retail spaces adjacent to station car parks, as well as building housing and commercial estates directly above station parking facilities. These projects not only preserve necessary parking for commuters but also add hundreds of new homes and vibrant street-level amenities while using land efficiently.

Such an approach could be transformative for British stations. Imagine a Network Rail car park reimagined as a multi-story structure with shops, cafés, health centres, and homes above, all seamlessly connected to the rail network. This would create dynamic, walkable neighbourhoods, increase station footfall, and provide a new revenue stream for transit agencies. It’s a model proven abroad, and one that deserves rapid exploration and adoption here.

What’s holding us back?

While everyone agrees that we need more housing and there are the resources to build it, key barriers have persisted. Planning regulations have remained a real impediment, and local opposition can be fierce. Financing models for public land development are complex, and coordination between central and local Government, Network Rail, and private partners would be challenging.

There is also a natural inclination to simply sell excess property instead of working to develop it, going for short-term revenue rather than the process needed to create long-term public value. TfL’s Places for London model - retaining ownership and partnering for development - shows a better way forward. It does, however, require the landowner and its partners, to

understand the nuances – and shoulder the risks – of taking developments through to delivery.

An essential nuance here is understanding the significant costs of building in the UK market, particularly within the vicinity of London. Urban development programmes and their viability remain under real pressure due to high land values, stringent planning policies, and rising section 106/CIL obligations. This is on top of persistent labour shortages, materials inflation, supply chain disruption, and new costs stemming from compliance with net zero carbon standards. Developers and builders are optimising by adopting modern methods of construction and off-site manufacturing, design efficiencies and strategic procurement, but if Government is going to serve as a developing partner in this work, it must learn to be more comfortable with these elements including early contractor involvement.

All of these constraints, without coordination and support, can lead to projects that seem excellent on paper, but lack real viability for developers and contractors.

Recommendations: Scaling the model nationally

To unlock the full potential of station land, there are several steps Government can take. First, the creation of Platform4 is a promising start, but its remit should be broadened beyond brownfield sites for development and include actively used spaces within the Network Rail portfolio, including station car parks and adjacent land. Network Rail should be additionally empowered and incentivised to partner with local authorities, housing associations, and developers to deliver ambitious mixed-use schemes.

Second, the Ministry of Housing, Communities & Local Government can make actively used and station adjacent spaces a core focus of its housing and development delivery plans. This means partnering with Network Rail and across Government

to identify priority sites, streamlining planning processes, and establishing clear targets for homes delivered on or adjacent to rail property.

Third, Government should facilitate partnerships between public sector landowners (Network Rail, local councils) and expert development managers, following the successful model implemented by TfL. Retaining public ownership and sharing in long-term value creation is critical for ensuring public benefit.

Fourth, successful station-centric development depends on the support of local people. Early and genuine engagement is essential to address concerns, understand local needs, and create places people actually want to live.

Finally, it is vital to integrate transit and housing policy. Too often, transport and housing are siloed. A national strategy should ensure that every new home built near a station is matched with investment in transit, active travel infrastructure, and public realm improvements – creating truly integrated communities.

A new vision for public land

Britain’s railway stations are more than points on a map – they are the beating hearts of our cities, towns, and villages, and opportunities for sustained economic growth. By unlocking the land and the spaces around them, we can deliver thousands of new homes, knit together communities, and support sustainable growth. TfL’s Places for London programme is proof that, with vision and partnership, public land can serve the public good.

The Government has made a welcome start with its commitment to develop unused Network Rail property. Now is the time to go further – thinking bigger, acting bolder, and making station land the centrepiece of Britain’s housing future. If we get this right, the next generation of homeowners won’t just have a roof over their heads – they’ll have a community they can call home, connected to opportunity and built for the future.

Image: Getty Images

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When an embankment collapsed on the famous heritage railway, it threatened the success of a major fundraising event.

Nigel Wordsworth explains how the industry came together to ensure the event still went ahead

Just in time delivery at the Severn Valley Railway

As the weather seems to get ever wilder, with wetter winters and hotter summers, the railway’s largely Victorian infrastructure is taking a beating.

Earthworks are particularly vulnerable. They weren’t built using graded material and geogrids and textiles as they are today. Waste material, either from cutting excavation or from elsewhere, was simply tipped from hopper wagons off the end of the railway to build up an embankment. As the embankment lengthened, the railway on top was extended so that

This is not a run-of-the-mill failure

new material could be tipped off the end to enlarge it still further. It was all very crude by today’s standards.

Cuttings, from where much of the material for the embankments came, were also dug to a budget, both in terms of labour and in terms of land. They were therefore often narrower than would be good practice today, with steeper faces.

Now, 150 years later, more than a century of rain, vegetation growth and excavation by badgers, rabbits, moles and even man have taken their toll. In bad weather, cutting faces can slide down onto the

Engineers from Network Rail visit the site to advise on the engineering solutions required. Image: Gary Essex / SVR

railway while embankments can collapse, removing all support for the track. Both events close the railway until they can be repaired, and they can be extremely dangerous if not spotted before the first train arrives.

Embankments

When an embankment collapses, often leaving the track dangling in fresh air, it can take time to repair. Even Network Rail with its vast resources can take a week or more to restore services.

In April 2024, the line between Redhill and Tonbridge in Kent was closed for two weeks while engineers completed emergency landslip repairs at Bough Beech, near Edenbridge. At the time, Network Rail reported that it had experienced 200 problems with embankments and cuttings in the past three years – 25 of which resulted in line closures. It expected to spend £2.8 billion up to 2029 on measures to cope with extreme weather, including building or rebuilding 600,000 metres of drains to handle the heavier rainfall.

For a heritage railway, with limited resources, the problem is even greater. So when a serious embankment failure occurred in January 2025 on the Severn Valley Railway (SVR), leaving the track impassable at one location along the 16-mile route, the popular heritage line looked likely to face a large repair bill and lengthy disruption to services at the northern end of its route.

The affected area lay between the SVR’s northern terminus station at Bridgnorth and the smaller Hampton Loade station. Until the railway could repair its line, it wouldn’t be able to operate services between the two stations, although fortunately the rest of the line between Kidderminster and Hampton Loade was not affected and could still operate.

Investigation revealed that a stream known as Mor Brook had flooded. Its waters impacted the wing wall of the bridge that carried it under the railway bringing the wall down and, with it, tonnes of earth from the embankment itself. The track was left unsupported and the line would be unusable until repairs were completed.

SVR obtained three quotations for repairs to the embankment, all over half a million pounds. Fortunately, much of this would be covered by insurance, though the track reinstatement would not. However, supporters also donated to the cause, raising more than £125,000, which would help considerably.

SVR engineers removed the track and stored the rails and concrete sleepers close to the site of the failure. Construction Marine Ltd (CML) was appointed as the contractor to reinstate the bridge and the embankment.

CML in turn contracted SEP Rail Services both to assist with the initial surveys that would be used to facilitate the design and to provide engineering support during construction.

After time to process the survey data and programme the works, alongside managing both temporary and permanent works applications with the Lead Local Flood Authority (LLFA) for the works affecting the watercourse, obtaining final sign-off from the insurers and Shropshire Council, CML commenced work on site early in June.

Repairing the damage

“This is not a run-of-the-mill failure,” CML’s Contracts Manager Stuart Hale explained. The combination of the earthworks collapse and the damage to the bridge brought extra complications.

The first task was to create access for heavy machinery to the railway across Mor Brook. A temporary crossing was constructed consisting of corrugated steel pipes to carry the flow from Mor Brook, dressed off with compacted aggregate to form a robust access to the work area.

Excavators positioned at track level carefully dug out the earth around the structure, to balance the loading on the arch and make sure that its structure wasn’t compromised during construction.

Two excavators, working from track level, removed around 3,500 tonnes of material. The work was monitored using a robotic total station to ensure that no further movement took place in the arch during the work.

Foundations were constructed at the toe of the slope to support a new retaining wall, replacing the collapsed wing wall. On the day that the concrete was to be poured the site flooded, causing a four-day delay to the programme. Finally, a 16x1.5x0.5 metre reinforced-concrete footing was cast, to provide a strong base for the new retaining structure.

Top: With much of the infill removed, and the Legato block wall almost complete, CML engineers prepare to reinstate the embankment. The excavator is on a temporary crossing across Mor Brook, which is still flowing through three pipes under the crossing.

Image: Stuart Hale / CML

Above: With Legato block in place, the sections of RamArch mesh are prepared for installation. Image: CML

Below: Nick Millington (L) and Steve Featherstone get hands-on installing a fishplate. Image: Nick Millington

Then a new retaining wall was built using 118 Legato blocks from Elite Precast Concrete. These are large rectangular blocks, each weighing around 2.5 tonnes, which interlock (Legato is Italian for ‘tied together’) using a system of protrusions on the top surface that fit into dimples on the base. This allows the blocks to be built up into walls that are much more stable than if they were simply ‘bricks’ placed one above the other.

The Legato blocks form a wall 16 metres long and 10.4 metres high. This was installed in conjunction with a Secugrid® geogrid to stabilise and reinforce the base material, set up to eight metres back into the slope. Around 2,500 tonnes of compacted granular fill material were used to reinstate the slope.

The camaraderie and atmosphere on site were

Two vertical concrete beams, anchored into one another, were cast at the interface between the Legato blocks and the face of the arch as a tie-in.

To rebuild the spandrel wall, Naue Steel P panels were used to speed up the installation. Installed using Secugrid® and around 1,000 tonnes of 6l granular fill, the work was carefully undertaken to a sequence that did not load the barrel of the existing arch unevenly.

Once the walls were built up to create a durable retaining structure that would stabilise the embankment, 20 L-shaped precast concrete units, each 3.5x2.65x1 metres and manufactured in Northern Ireland by Moore Concrete, were installed across the top of the structure to support the track bed and to take the load from the track. These were brought in from Erdington station using road-rail vehicles and were installed in less than one day –employing more traditional methods would have taken three weeks.

The plant already on site was then employed to install the bottom ballast, ready for the track to be replaced.

The face of the arch still required to be put back into compression, using the existing voussoir (the wedge-shaped stones that make up the arch). These could not be removed without the risk of losing the existing spandrel wall and wingwall that had been retained from the original bridge.

RamArch, a steel mesh that can be formed into any arch profile, was used to add compression and around 450 concrete blocks were built up around the failed arch section. Bespoke 40mm-thick tiles were produced on site and attached to the front face of the new arch blocks to replicate the failed voussoir stones.

All of the work on the arch was undertaken by ropeaccess-trained operatives using a MEWP (mobile elevating work platform) located on the temporary watercourse crossing.

Track replacement

With the end of the civil engineering in sight, attention turned to replacing the track. SVR’s permanent-way team was consulted, and the estimate was that it would take three weeks.

That caused a problem. SVR was planning a large steam gala, complete with a visit from the famed Flying Scotsman locomotive, only one-anda-half weeks after the embankment was due to be handed back. This would be a major event, and SVR management wanted the whole line to be open.

One of the SVR directors involved was Steve Featherstone, former head of track for Network Rail. He rashly commented that, far from taking three weeks, his old team at Network Rail would have done the job in two days.

Above: Colas Rail sent a tamper from the main line to help with the work. Image: SVR

Above: Adding top ballast. Image: Nick Millington

Above: AP Webb’s excavator gave invaluable assistance to the volunteers installing the track. Image: Nick Millington

Above: The Orange Army Volunteer All Stars with the first loco to cross the newly re-laid track at Mor Brook bridge. Image: Lesley Carr / SVR

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Image: Mor Brook Landslide Repair, Severn Valley Railway

He was immediately tasked with making good on that promise.

So, Steve pulled out his address book and started calling former colleagues who now work for permanent-way contractors, asking for their assistance.

Many railway companies give their employees a few ‘volunteer days’ every year. This allows them to undertake work for charities and local communities while still being paid by their employer – it is all part of the railway’s drive to be a good neighbour.

The result was impressive. “It was clear we needed a very fast solution for our track re-lay, once we’d secured the visit of Flying Scotsman, and we had an incredibly short timescale to get things done,” Steve explained. “I started making phone calls to contacts in the rail industry and was completely knocked out by their willingness to get involved and the generosity of so many companies.”

buckled down with Steve and former colleague Nick Millington, now Route Director of Network Rail’s Wales and Borders Route, working hands-on for the first time in years!

“The camaraderie and atmosphere on site were amazing,” Steve said afterwards. “While repairs to the embankment and bridge structure were covered largely by insurance, the track re-lay element wasn’t. In record time, this superb team has been able to carry out a task that would have taken the railway’s own, very small, permanent-way gang around three weeks to complete. It’s made all the difference, and we are hugely grateful.”

I was completely knocked out by the generosity of so many companies

A host of companies responded to his appeal. Men and women donated their time while other suppliers donated materials and equipment – AP Webb supplied a road-rail excavator while Colas Rail diverted a full-scale tamping machine from its work on the main line to complete the track renewal on the SVR.

The companies offering support included A P Webb, AWE Technologies, Balfour Beatty, Central Rail Systems Alliance, CML, Colas Rail, Crown Group, Forestry Rail & Civils Ltd, Ganymede Solutions, Interflon, Network Rail, Rail Power and Construction Ltd, Shannon Rail, Staytite, Vital and VP Rail.

Part of the team assembled for a day of preliminary work and then they all came together for the track relay itself. Everything went well. The Orange Army Volunteer All Stars, as they were dubbed,

Putting together a team at such short notice was quite stressful. “I have been accountable for more than 10,000 track renewals jobs over the years, but I lost more sleep over this job than I ever did in the build up to a track renewal on the main line infrastructure,” Steve Featherstone added. “I cannot thank everyone enough for providing the help that we needed to make this happen. It was great to have the band back together!”

SVR Managing Director Jonathan ‘Gus’ Dunster was indeed grateful for the support. He said: “It has been great to see the whole railway community pitching in to help us. With Flying Scotsman coming for our grand reopening, it was essential we got the track reinstated safely and quickly. Our heartfelt thanks to everyone who played a part in the Orange Army Volunteer All Stars. What an achievement this has been!”

The SVR ran proving trains across the repaired embankment and held the official passenger reopening of the full line, with Flying Scotsman hauling the inaugural service, just eight days later.

Talk about just in time!

Above: Flying Scotsman crosses the newly rebuilt bridge. Image: Jack Boskett

Charlie Davies, Managing Director of UB Infrastructure, discusses an innovative solution to breathe new life into existing infrastructure buildings

Creating a more resilient network

There are thousands of stations, light maintenance depots, lineside buildings and signal boxes in the UK, each vital to the safe and efficient running of the railway industry.

However, ageing assets and constrained funding has highlighted the importance of turning to new technologies and ideas to ensure they remain safe and reliable.

It is the challenges of costs, disruption of the demolition of existing rail infrastructure and the potential consequences of buildings falling into disrepair that led to the creation of UB Infrastructure’s (UBI) innovative solution to breathe new life into existing builds. Its novel building system provides a non-destructive, off-site manufactured enclosure meticulously assembled around the current structure.

“UBI launched into the market to redefine construction as we know it,” explained Managing Director Charlie Davies. “We believe asset-rich businesses can build better and do better for the environment, something we are achieving with our solution.”

The company’s unique approach allows for uninterrupted operations during installation, delivering future-proofed assets with significantly extended lifespans and dramatically reduced energy consumption. It ticks the box in addressing the need of retaining structures, moving on the building standards which in some cases haven’t changed in more than 40 years.

“Like all assets, railway buildings do suffer from wear and tear and some have come to the end of their life and they need replacing in a sustainable, resilient and cost-effective way,” added Charlie. “The system we offer is thermal, carbon and cost efficient while achieving a minimum design life of 75 years.”

Young in

age, vast in experience

UBI was founded in 2023 by Charlie and Ross Chipperfield after significant product development in response to market demand for rapid assemble, resilient, scalable buildings.

Don’t be deceived by the company’s age – Charlie has previously spent the last decade working in the railways for Costain including on the likes of Crossrail and HS2, while Ross has a strong background in quality assurance within the defence industry and at the Manufacturing Technology Centre (MTC).

The pair have a shared passion to transform the built environment to create carbon negative places

that are affordable and resilient, meeting the needs of the present and future. The company, and its solution, has all the necessary accreditations for the rail industry, including approvals to be used by both Network Rail and Transport for London.

“We started the business based on a safety case knowing the challenges of railside building stock which are becoming tired and distressed – a problem amplified by more extreme weather events – and more water getting into buildings and causing more rapid building degradation,” explained Charlie.

The importance of maintaining these lineside assets shouldn’t be underestimated. In 2018 a rail worker was seriously injured with third degree and mixed depth burns in a fire at a substation in

Godinton in Kent. A subsequent investigation by the Office of Rail and Road found Network Rail had failed, over a significant period of time, to prevent water leaking into the building and to maintain dehumidifiers installed inside.

“The technology that we’re deploying is something that is a lot more affordable while at the same time making the building stock more resilient,” Charlie said. “It enables organisations to do a lot more for less, at less of a disruption to the railway than traditional methods.

“Modular solutions are being used where buildings are being built in another building and then being transported to the site. Using this technique, you’ve got heavier lifting gear, you’re having to work with

possessions, all of which slow down the time it takes.

“So to fix some of the older assets you’ve either got to replace it completely, set up a temporary supply while repairs are carried out or just regularly do roof repairs, particularly on the assets with flat roofs.”

As well as renewing, enhancing and futureproofing existing buildings, UBI offers climateresilient and affordable new spaces with its independent panellised system, an eco-friendly solution offering rapid assembly, superior energy performance, and reduced costs.

The standardised design and advanced manufacturing processes ensure exceptional precision and a significantly enhanced built environment, not only streamlining the construction phase, but translating to greater efficiency and considerable cost effectiveness.

“Our efficient off-site manufacturing coupled with swift on-site installation gets your new space operational in significantly less time,” said Charlie, highlighting how the organisation has got 56 locations where manufacturing can take place.

“We can commit to 10-day lead times and two-tothree days on site and then design life durability of 75-plus years minimum for insulation, sheet material and coating. It’s all done at the fraction of the cost of what the equivalent would be.”

The future

It has been a great journey so far for UBI. Its structures are in use by Network Rail as electrical substations, and the organisation has built some great partnerships with the likes of Story Contracting and Walker Construction. Despite the success, it hasn’t come without its challenges, especially surrounding the fact UBI is a new business, and bringing a new way of thinking to the industry.

“We’ve put in a lot of work educating people in using these lightweight metal structures, shifting the perception of people sticking to how they’ve always done things and instead turning to something new that is much more sustainable and really secures the future of the railway,” he said.

“There are some misconceptions about what we’re offering. From a technical standpoint it is a 2D panelised system so there are concerns of it being complicated to put together on site. It isn’t – it is a flatpack with full instruction manual, simple to put together without any lifting equipment.

“I’ve also found some people concerned that as a new SME we have all the accreditations, checks and balances in place. It is something we do have, and have worked very hard in achieving.”

Having started his career at Costain working on the Crossrail project, Charlie is committed to the sector, although he admits there is a temptation to also branch out into other sectors where the structures can be implemented a lot quicker. There is also interest in their solution from rail organisations outside the UK.

“With Great British Railways coming in there seems to be a much more open approach to new technologies, but it can still be a struggle, especially around the speed to implementation of getting things onto the network that can improve operations,” he said. “Closer working and the consolidation of the

train operating companies could lead to things being more efficient.

“As an SME we are really passionate about the railway and we want to be supporting it in making it a really resilient, best in class, world-class railway, but there is an increasing temptation to expand into other sectors such as energy and renewables, where the cash is flowing and you’ve got a blended model of private and public finance.

“For instance, on a battery energy storage scheme we can have 60 buildings and get sign-off on that pretty quickly and onto site within a short time period, whereas it could take four times as long to do something similar in the railway industry.

“The plan is to have rail as core to our business, but at the same time grow our business activities into other sectors where we know we can make a positive difference, and going back to our mission statement to transform the built environment to create net zero places that are affordable and resilient, meeting the needs of the present and the future.”

A Network Rail spokesperson highlighted the importance of finding new solutions to maintain or replace ageing railway assets, such as lineside buildings and signal boxes.

“With over 18,000 buildings across the UK, some of which are in poor condition, traditional approaches can become costly and energy-inefficient,” they said. “Modern methods of construction (MMC) and manufacturing (MMM), combined with crossdiscipline collaboration, offer modular, reusable and energy-efficient designs that improve resilience to extreme weather while reducing whole-life costs.

“SMEs play a vital role in this shift, bringing agility, rapid prototyping and niche expertise that complement the capabilities of larger organisations. By fostering these partnerships, the industry can accelerate innovation, sustainability and value for money.”

Highlighting UBI’s solution, the spokesperson added that while adoption is still in its early stages, introducing innovation across a large national organisation inevitably takes time.

“However, the system’s sustainability credentials could contribute to the UK’s net zero ambitions, and the need for cost-conscious, climate-resilient solutions means there’s potential for further uptake within the industry as it increasingly recognises the role all buildings must play in meeting both economic and environmental priorities,” they said.

The system we offer is thermal, carbon and cost efﬁcient while achieving a minimum design life of 75 years

Donations from a number of supporters, including Hitachi Rail, have saved the world’s oldest station and will soon allow it to reopen to the public

World’s oldest station saved for the future

When Heighington station opened in 1827, it was the first railway station ever built. It is situated part-way along the Stockton and Darlington Railway (S&DR), which opened as the first railway designed to carry passengers in 1825, hence the 2025 ‘200 year’ celebrations.

One or two freight railways had carried the occasional passengers before that, but George Stephenson’s Stockton and Darlington was the first railway that was intended to carry passengers from the start, although it still carried a lot of freight as well.

Rumour has it that while the line was still testing three schoolboys asked for a ride, becoming the line’s first passengers – before it even opened!

In those early days of rail transportation, everything was new. Concepts we take for granted now had to be imagined and developed as no one

In those early days of rail transportation, everything was new

had ever run a passenger railway before.

Heighington, where the railway’s first locomotive, Locomotion No.1, had been on-tracked, was a natural focus for these developments.

Inventing the station

How to get passengers safely on board the trains in a timely manner? The answer was to build a step alongside the track that passengers could climb onto and then up into the train.

Early passenger carriages were variations on road vehicles, such as long coaches or stage coaches, with the occasional use of freight waggons with seats, as were used on the opening day of the S&DR on 27 September 1825. As the train had several carriages and didn’t always stop in exactly the same place the step was made both longer and wider – in fact, it became more of a platform than a step.

Heighington – the world’s oldest station. Images: Nigel Wordsworth

Then came the challenge of how to protect passengers from the weather while they were waiting for the train to arrive. The answer was to build a house next to the railway to give them shelter. At Heighington, the railway is on an embankment, so a waiting room was built on the first floor of the house, level with the track and with access straight out onto the platform. This room was later subdivided, with one part being reserved for ladies and one for gentlemen. Toilets were added at a later date.

On the ground floor, under the waiting rooms, was accommodation for the S&DR’s site manager, who looked after both the adjacent goods depot and the licenced passenger facilities.

So that very first station building wasn’t so different in concept from the ones we know today, albeit maybe upside-down due to the embankment. There was even a parcels bay, and a goods depot/yard situated behind the platform.

gauge that George Stephenson had used on the railway at Killingworth Colliery. He soon added an extra half inch to the design and so, when it opened, the S&DR established what was to become today’s standard gauge of 4 feet 8.5 inches (1,435mm).

At Killingworth, Stephenson – the engine-wright of the colliery – built his first ‘travelling engine’, named Blücher, in 1814. He also patented his half-lap joint for fishbelly rail in 1816, a design he would later use on the S&DR.

Later developments

The site layout at Heighington is little altered since it opened in 1827. While some parts of the S&DR were only single track in 1825, due to costs and the availability of iron rail, at Heighington it was double track with a long passing place and a spur to the goods depot.

When the S&DR opened in 1825, it changed how the world travelled, traded and communicated

Some older technology carried through to the new railway. The ‘fishbelly’ rails – so called because of their shape – were carried over from earlier railways, though the material was changed from cast iron to wrought iron to make them stronger. The rails were located on metal chairs on top of square stone blocks with a gap between them, leaving a clear path for the horse pulling the train. Freight (coal) trains were hauled by steam locomotives from the time that the railway opened in 1825, but passenger trains were pulled by horses until 1833.

The rails were initially planned to be 4 feet 8 inches apart (1,422mm), or half an inch narrower (13mm) than today’s standard gauge. This was the same

As traffic increased, the simple level crossing was upgraded, a signal box added in 1872 and the small platform replaced by staggered, higher level, longer platforms as trains and carriages grew in length.

The station building was extended, giving more accommodation, but it fell into disuse and changed hands a few times, finally becoming a pub and restaurant. This closed during the COVID-19 pandemic. Vandals broke in and trashed the interior, and the building’s future looked bleak.

However, the Friends of the Stockton and Darlington Railway stepped in. They started a fundraising campaign and naturally approached Hitachi Rail, whose Newton Aycliffe factory was only one mile from Heighington station.

Above: A plaque commemorates the saving of Heighington station.

(L-R) The Lord Wilson of Sedgefield, Rachel Evans, Niall Hammond, Alan Strickland MP.

Peterborough

Hub built by Cairn Cross, 2023)

Hitachi had already helped open a University Technical College in the area, and that too was close to the station. The company made a significant donation, which together with the other funds raised allowed the Friends to purchase the freehold of the station building, its car park and surrounding land.

While the building looks sound enough on the outside, though the period look is somewhat spoiled by the addition of a couple of dilapidated satellite television dishes, the interior is another story. At some stage, the two waiting rooms were knocked into one with the removal of the dividing wall. The ceilings have been pulled down, a modern stone floor has replaced the original and the kitchen area is covered in graffiti. Much work needs to be done to the Grade II* listed building, and more donations are urgently required.

Building improvements

The master plan is to convert the original station house into a pub and dining area again, but to have the décor mirror that of the early-1800s and to have the staff in period costume, to provide a memorable dining experience. The later additions will be converted into offices and a conference area, providing further income streams.

Rachel Evans, HR Director UK & Ireland at Hitachi Rail, said: “We opened our factory here 10 years ago and received great support from the community locally. With this building having such a huge global significance and needing support,

it just made sense to us to help the Friends of the Stockton and Darlington Railway.

“We’ve provided a donation to the funding that is helping them secure the future of the building. Once they have ownership, they can then get more funding from Historic England and the National Lottery Heritage Fund that will support the refurbishment.”

Niall Hammond, chair of Friends of the Stockton and Darlington Railway, said: “It’s taken a huge amount of effort by an enormous number of people to get this wonderful building into publicly accessible hands.

“When the S&DR opened in 1825, it changed how the world travelled, traded and communicated. And, like any great innovation, it had to keep innovating. Passengers and customers who wanted to use the new railway needed facilities, and someone had the bright idea of building those very things along the railway line, for the first time anywhere in the world, anywhere in history.

“So, although it may be very humble, this is the world’s oldest railway station and it deserves due recognition, not just from communities locally but also from people from around the world.

“Thanks to Hitachi, we can now make the next step to actually restore this building as a Georgianthemed railway station. We hope that within the next two years there will be people serving guests in costume, the tables will be lit with candlelight, it will feel like you’re in the late 1820s and it will be a unique place.”

The original station building (on left in brown stone) had the waiting room level with the railway on the first floor. The later addition (on right in white) will be restored as conferencing facilities and offices.

Above: Wrought-iron fishbelly rails were mounted on square stone blocks

Above: The original waiting room, wrecked by vandals during COVID, needs a lot of work

John Hall, Managing Director of Davis Wagon Services, discusses the growth of the business and life as part of Buckland Rail

Agents of change

Summing up the last few years, John Hall, Managing Director of Davis Wagon Services (DWS), describes it as a positive period of growth and progress.

The organisation is recognised as one of the leading specialists in wagon maintenance and repair, a reputation nobody at the business takes for granted, and one the full team are determined to enhance.

“We believe in momentum, always pushing to set a new industry standard for quality, innovation and the delivery of outstanding solutions that keep our customers going,” he said.

“It is about exceeding customers’ expectations in quality, reliability, delivery and cost through continuous improvements and customer interaction.”

The company’s head office is located in Immingham, with nine outstations strategically positioned throughout the country, supporting fleet owners nationwide with a robust, reliable and convenient service offering, spanning all areas of rail wagon maintenance and repair.

As a certified Entity in Charge of Maintenance (ECM) the business can also provide lifetime management of all types of fleet vehicles, ensuring the integrity of operational, regulatory and commercial requirements and obligations.

“We pride ourselves on being agents of change looking at what the industry, market, and customers need,” explained John. “Getting it right ensures we become even more productive, compliant and overall more efficient.”

An example John gives on the progress made is around internal digitalised systems, explaining how the organisation has been looking at its data capture, how it is captured, what is done with it, how it is kept digital and visible to everybody, and working to continually improve it.

“Having that data, especially wheelset data, allows us to better predict to our customers when expenditure will be needed, and also helps in obtaining stock in economical quantities,” he added. “We’re already seeing so many benefits by adapting

to an ever-changing environment, future-proofing the processes.”

As a certified ECM, DWS provides a comprehensive offering that not only spans a broad range of maintenance and total management services but also ensures the safety and integrity of its customers’ fleets. Its rigorous processes and procedures comply with EU Directive 455/2011 (ROGS).

“We never stop going forward when it comes to safety and although we’re excellent now, it is about ensuring we’re world class,” said John. “We’ve really bolstered our health, safety, quality and environment (HSQE) departments with a new safety manager and HSQE coordinator.

“We’ve also employed an internal training and competency assessor who goes around the country and reviews everyone’s training competency. This is on top of all the safety training that we’re doing and the fact we can also train people in IOSH Managing Safely, so we can outsource that.

“It links back to what is right and what our customers want – compliance and safety in everything we do.”

Looking to the future and John is hoping to build on the company’s four current ECM customers, looking at where it can add value to non-technical customers and continuing to progress with material supplies.

There will also be an exciting development for its shunting locomotives at Drax Power Station, which will be fuelled by hydrotreated vegetable oil (HVO) from later this year.

“We are very conscious and aware of our carbon footprint and it is about ensuring we have the capabilities and resources as the industry transitions,” John said. “There are endless options once we’ve made this transition and we will start to explore where else we can make changes.

“Overall it is about ensuring we have the capabilities and resources as the industry transitions, building up everything we’ve got. We want to be at the forefront of technological changes in the maintenance and overhaul sector.

“We don’t want somebody to tell us what they think they need us to do, we want to tell them what we can do and it will hopefully be aligned.”

Pooling the brains from three businesses into one

One major change in recent years was the creation of Buckland Rail, bringing together DWS with WH Davis and Yellow Rail, leveraging the collective strengths and fostering closer collaboration to increase its capabilities and service offering to passenger and freight customers.

For several years DWS and WH Davis Ltd, along with the rail freight industry, have benefited from the organisations working together (DWS was created following the acquisition by WH Davis), with John explaining how the impact is even greater as a trio.

“In Buckland Rail you have a one-stop shop in which every part of the wagon is covered; you’ve got a wagon builder, a maintainer and a service centre,” he said. “You’re not having to deal with several companies, you can trade collectively through one. That is already happening and organisations are reaping the benefits.”

WH Davis is the UK’s leading railway wagon manufacturer while Yellow Rail provides high value

and safety critical rail services and innovative niche technologies to improve asset performance, availability and end-user experience.

“Working as a trio is far more efficient and from a customers’ perspective it is far easier when under one banner,” said John. “Although it is little over a year since Buckland Rail was created we are already working incredibly well together, bouncing ideas off each other and pooling the brains from three businesses into one.

“It makes three great businesses even stronger because there is a lot of industry knowledge between us all and we’re all pulling in the same direction.”

Driving forward a better rail freight industry

Alongside DWS’ ongoing commitment to evolving as a business, John is also dedicated to doing what he can to drive forward the wider rail freight industry. He’s been a Director on the Rail Freight Group Board for coming up to five years, and this year was appointed the Chair of the Rail Wagon Association (RWA).

RWA is a trade association representing the interests of companies involved in rail freight wagons based in the UK in liaison with other industry participants, including the Department of Transport and the International Union of Railways. The organisation facilitates the sharing of information, the discussion of relevant engineering and safety issues and developing appropriate responses.

“I joined the industry a young lad full of ambition in 1998 and this industry has taken my confidence to the next level and allowed me to be who I want to be, so it is important to me to give something back,” John reflected.

“What has always been important to me is to ensure that anything I take on is left in a better state than when I found it.

“Becoming Chair of RWA is especially important to me because we’ve always worked closely with the organisation and it has such an impact on what we do in the industry, the problems it solves, and the nitty gritty of what DWS is involved in. It’s a real honour to be Chair and I’m excited to be spearheading and taking the organisation forward.”

Taking a rare moment to reflect on his more than 25 years working in the railways, and more than 17

We believe in momentum, always pushing to set a new industry standard for quality, innovation and the delivery of outstanding solutions that keep our customers going

years working at DWS, John looks back on the time with nothing but pride, especially the progress made at his current company.

“It’s been phenomenal,” he said. “What sticks with me most is that across the UK we have the cultural buy-in of everybody in what we’re trying to achieve, something that has made my job a lot easier.

“We’ve created a friendly working environment with a family feel and no matter how much we’ve grown we’ve never lost our roots and that continues to be a key to our success.

“There are always going to be challenges, but never has the team lost the strategic direction and that passion to play their part in developing the company. It has also been great seeing everyone grow and develop together. We never stop training people and seeing everyone develop and grow has been wonderful and has also been vital for the company’s success.”

Matt Smallwood, Worldline’s Transport Retail Director for UK&I, explains how the organisation’s Mobile Ticketing System has become the front-line product of choice for many train operators

A best-in-class digital retail experience

The future of the rail industry depends on one relatively simple but crucial step –removing unnecessary complexity.

Transport customers expect a seamless ticketing experience, both when booking and during travel. Train operators need retail systems that integrate easily with their wider business operations while being intuitive for front-line staff.

Worldline’s Transport Retail Director for UK&I, Matt Smallwood, argues that leaving the back-end complexity to experts is the way forward.

“Technology that demystifies and simplifies the travel experience for operators and customers is vital if we’re to unlock the huge societal gains easier access to transport will bring. That’s where Worldline comes in,” he says.

Front-line staff are already benefiting from intuitive on-train and at-station retail systems that align with business needs. Simplicity at the customer interface means offering a streamlined ticket buying service before and during travel. As Matt notes: “If we’re frank, they don’t really care how they get it. Why would they?”

A seamless customer touchpoint

Worldline’s Mobile Ticketing System (MTiS) has become the front-line product of choice for many train operators. Known for being a frictionless touchpoint, it sets the standard in customer-facing retail. The company also leads in modular vending machine technology, designed for adaptability and impact for both operators and customers.

Features like Bluetooth-linked on-train purchasing and barcode scanning free up staff to focus more on customers rather than processes.

Retail without friction

Agile and adaptable, Worldline’s system is backed by an intuitive yet robust back-office ecosystem with built-in audit control and accountancy. The challenge of standardising industry data is also managed by Worldline, providing operators with a single, readymade access point.

“There’s a lot of complexity behind the back-office ‘engine’ in terms of taking unstandardised industry data and making it standardised for ease of access. But again, we take care of all that, so operators don’t need to,” Matt explains.

With Worldline handling the technical side, staff can use the equipment confidently, knowing the back end is taken care of.

Enabling

omnichannel transport

Simplification is the key to unlocking an omnichannel strategy, giving operators the ability to deliver true multi-modal travel. This enables authorities to build

integrated first- and last-mile systems, widening access to jobs, education, and leisure.

In the future, a single booking could cover a trip that includes a self-driving vehicle, bus, e-bike, scooter, and train — all on one ticket. Worldline ensures the retail technology is easy to use while also managing fulfilment in the background.

This will be further strengthened as Worldline adapts its continental Pay-as-You-Go solution, Tap2Use, for the UK market.

Matt says: “We’re specialists in rail, but our thinking on consolidated retail and the ingredients we’ve added to the existing proposal provide exciting new opportunities for operators far beyond the industry. They will ensure our products contribute to a best-in-class digital retail experience, not only for rail but also integrated transport modes, across the UK.”

Flexible and adaptable for all operators

Worldline’s fully integrated model can be tailored to any operator or authority, with the ability to rebrand its platforms, consoles, and retail channels. This gives operators the power to create a consistent retail experience across all touchpoints, delighting customers while boosting local economies.

Coming soon: Taking the leap

This vision is being realised in the West of England Mayoral Combined Authority (WEMCA) area. Here, an app will allow customers to plan and pay a single unified fare for journeys across any combination of transport.

Funded largely by a government Future Transport Zone grant and now in testing, the WEMCA app exemplifies Worldline’s approach — collaboratively linking retail technology with transport service fulfilment across a region. For passengers, this means greater flexibility, joined-up journeys, and single-fare access to work, education, leisure, and shopping — driving both growth and community wellbeing. For operators, it shows how rail retail expertise can underpin wider integrated transport strategies.

Matt concludes: “Developing the app has afforded us valuable experience in integrating new modes alongside longstanding rail retail credentials and is ready, effectively off-the-shelf, for more areas to deploy right now. It might be a leap of faith for some, but it’s not if you choose the right partner to take it with.”

Email worldlinecommunications@worldline.com

Visit https://worldline.com/en-gb/home/mainnavigation/who-we-serve/mobility

Images: Worldline

Restore Heritage. Deliver Safety. Illuminate Platforms.

Twinﬁx Multi-Link-Panel NF Rooﬁng System

Glazed with Exolon® Polycarbonate

Built for the UK rail network, the Twinﬁx Multi-LinkPanel NF combines proven non-fragile strength with the clarity and durability of industry-leading Exolon® polycarbonate.

Installed on station projects nationwide, it delivers safety, long-term performance, and architectural elegance – for both heritage and modern glazing. Working

Key beneﬁts:

Rail-proven and HSE ACR[M]001:2019 compliant

Virtually unbreakable Exolon® glazing

Fast, modular installation with minimal disruption

Lightweight, UV-stable, and low-maintenance

As Open Access takes on a growing role in UK rail strategy Stuart Jones, Managing Director of First Rail Open Access, discusses with journalist Karl Holbrook his ambitions for innovation, expansion and making rail a mainstream alternative to road and air

The long run: First Rail’s new Open Access chief on shaping the future of UK rail

hen Stuart Jones laces up his running shoes before dawn, he isn’t just chasing personal bests. He’s preparing for one of the most demanding endurance tests in British transport – making Open Access rail into a lasting part of the UK’s rapidly evolving rail network.

Newly appointed as Managing Director of First Rail Open Access, Stuart has already run a marathon in every sense of the word. From helping lay the commercial groundwork for the company’s highly successful Lumo brand nearly a decade ago to now overseeing an expanding portfolio of Open Access operations across the UK, he is one of the most influential figures in a corner of the industry once seen as niche, but now increasingly central to conversations about rail’s role in decarbonisation, market growth, and innovation.

Yet, his ascent comes at a time of huge change in the rail industry. As the long-anticipated Great British Railways (GBR) reforms inch forward and the wider rail sector faces increased scrutiny, Open Access sits in a curious space, independent of government subsidy, reliant on nimble strategy, and largely overlooked in the wider national narrative around transport. But not for much longer, if Stuart

has anything to do with it.

“We’ve proven Open Access works,” he said, speaking from FirstGroup’s head offices with characteristic calm. “We’ve proven it can attract new passengers, lower emissions, and create great customer experiences. Now we’re focused on showing how far it can go.”

A brand evolution, not revolution While the spotlight today often falls on newer ventures, the story of Open Access in the UK stretches back decades – and FirstGroup has long been part of it. Hull Trains, one of the country’s earliest Open Access operators, launched in 1999 to fill a gap left by the existing franchise, restoring direct rail services between Hull and London King’s Cross. What began with just three daily services gradually grew into a robust timetable offering seven weekday and five weekend services by 2009.

Now under Stuart’s remit, Hull Trains is a major success story and evidence that Open Access isn’t a disruptive idea but a proven model for connecting underserved routes and growing the overall market. It laid the groundwork for First’s wider Open Access ambitions.

With the right model, Open Access can grow the overall market. It’s not about taking passengers from others, it’s about giving people another reason to choose rail

But that’s part of what makes it so rewarding. It’s this living, breathing system that connects people, communities and economies. When you get it right, the impact is huge

Lumo has become perhaps the clearest distillation of how that groundwork has allowed the company’s vision to flourish. Launched in 2021 in the pandemic’s aftermath, Lumo’s all-electric, low-cost service between London and Edinburgh promised a greener, smarter alternative to domestic flights and road travel.

Backed by no government funding and built on razor-sharp margins, it was a risk and Stuart was instrumental in its early development. He wrote the commercial case for the service as far back as 2015, long before most people had even heard the name.

“When we first proposed Lumo, Open Access was still seen as a fringe play,” he recalled. “But we believed then, as we do now, that with the right model, Open Access can grow the overall market. It’s not about taking passengers from others, it’s about giving people another reason to choose rail.”

And it has worked. Lumo quickly found an audience of budget-conscious, environmentally aware travellers and saw record-breaking passenger numbers in its early months. Its sleek blue livery and paperless, app-driven experience soon became a familiar sight on the East Coast main line, and it’s regularly cited by ministers and campaigners as a model of success.

Now Stuart oversees the company’s whole Open Access operations, including new ventures under development via First Rail Stirling and First Rail Wales & Western. These new operators are set to follow in Hull Trains’ and Lumo’s footsteps, expanding the Open Access footprint far beyond its current stronghold in the north and east.

The man behind the vision

Stuart is not your typical rail boss. He doesn’t come from a traditional railway family. Nor does he trade in bravado or boardroom jargon. What he brings instead is a rare combination of commercial intellect, operational grounding, and personal humility.

After studying maths and later management science at the University of Kent, he worked in consultancy and cut his teeth on transport modelling and infrastructure forecasting.

His early projects included working on the business case for Crossrail and he was involved in the early stages of HS2, particularly regarding its route into the East Midlands. “Big-picture stuff,” as he puts it. It’s a skillset that has proven invaluable as he’s climbed the ranks within FirstGroup, helping translate large trends into real life service decisions.

But he’s not just a boardroom strategist. Over his career, he has worked across multiple parts of the railway and has advised on international rail models across Europe, giving him a rare all-round perspective on how the system functions. This big picture insight makes him adept at navigating rail’s notorious complexity. It also helps explain his measured approach to leadership.

“Rail is never simple,” he said with a smile. “But that’s part of what makes it so rewarding. It’s this living, breathing system that connects people, communities and economies. When you get it right, the impact is huge.”

Outside of work, Stuart is an endurance runner who has clocked countless miles in training for

marathons and ultra-distance races, often squeezing in pre-sunrise runs before back-to-back meetings.

“It helps me think,” he said. “It clears the head, helps structure the day. There’s a lot of crossover. You learn how to pace yourself, when to push, when to hold. Running teaches you discipline and resilience –qualities that are essential in leadership.”

He’s also preparing for another kind of marathon. Next year, he’ll marry his long-term partner in her native South Africa, just outside Cape Town in Stellenbosch in the heart of the country’s wine region.

“Being outdoors, running and being active is something we share,” he said. “We use it to explore new places, decompress from the day, and just be present with each other. It’s become a real part of our life together.”

Growing the network

In work, Stuart’s challenge is how to take Open Access from outlier to mainstream. That means expanding the model across the UK and convincing policymakers and regulators that it deserves a permanent place in the rail industry as GBR takes shape.

First Rail currently has several proposals in play. Hull Trains, which connects London with the East Riding, remains a distinct brand but sits within his remit. So too do a series of new ventures operating under the Lumo name, as well as First Rail Stirling and First Rail Wales and Western.

Earlier this year, the company secured rolling stock for its planned Open Access service between London Euston and Stirling, due to launch in mid-2026. In July, the Office of Rail and Road (ORR) approved further proposals to enhance timetables between London and Hull, Newcastle, and Glasgow.

But progress hasn’t been without setbacks. The ORR rejected some bids, including Hull Trains’ proposed direct service to Sheffield, citing capacity constraints. A separate bid to restore a direct link between Rochdale and London was also turned down due to concerns over available paths on the West Coast main line. That decision was particularly disappointing for a town that had rallied behind the proposal, inspired by the success of Lumo in the North East.

“It’s disappointing, yes,” Stuart admitted. “But we’re not giving up on Rochdale. We’re exploring other options and remain hopeful that as infrastructure capacity improves, especially with the Government’s renewed focus on rail upgrades, we’ll be able to revisit the route.”

He remains optimistic about the broader direction of travel, encouraged by recent Government statements backing Open Access and referencing Lumo as a model for future services.

“We’re grateful to the Department for Transport and the ORR for their continued engagement,” he said. “We’re aligned in wanting to grow the rail market and get people out of cars and planes. Open Access has a proven role to play in that.”

A new kind of culture

Perhaps Stuart’s greatest strength lies not in trains, but in teams. From its inception, Lumo was built to feel different – not just to customers but to staff as well.

The team was recruited from diverse backgrounds, including aviation and hospitality. Roles were made flexible. Progression routes were prioritised.

“One of our onboard ambassadors is now training to be a driver,” he said proudly. “That kind of mobility is rare in rail. But it’s part of the DNA we’re trying to create.”

This approach is now informing the wider Open Access division at First Rail. Recruitment and training are being reimagined with an emphasis on experience and apprenticeships. Local sourcing, such as for onboard catering, helps embed services into communities too. Partnerships with regional tourism boards and local authorities help build deeper roots, he says.

“Ultimately, we want our services to feel like they belong to the places they serve,” he said. “We want passengers to recognise themselves in the experience, whether that’s through the staff, the food, the pricing or the branding.”

The Open Access proposition

With the railway’s future still hanging in the balance, Stuart believes Open Access offers something uniquely aligned with modern passenger expectations: low-emission electric trains, simple fares, flexible digital-first booking, and strong local identity. But to survive and thrive, he says, it needs to be supported.

“Open Access has always operated without subsidy. That’s a strength – it means we’re agile and commercially disciplined. But it also means we depend on a fair and transparent path to access and

expansion. As GBR takes shape, we need to ensure Open Access operators are fully integrated into the conversation. Because we have a lot to offer.”

He points to the numbers. Lumo has taken market share from domestic aviation, achieved among the highest customer satisfaction scores in rail, and brought tens of thousands of new passengers to the network at no cost to the taxpayer.

“We can’t afford to ignore that kind of success,” he said. “Especially when the industry is under pressure to cut costs, reduce emissions, and win back public trust.”

The long view

As the conversation winds down, Stuart reflects on the distance the company has already covered – and the journey ahead. He’s realistic about the obstacles too. Regulatory hurdles, infrastructure limitations, and the inevitable resistance to change are all challenges he will face during his tenure, he says, but he remains convinced that the Open Access model he has helped shape is more relevant than ever.

“It’s about showing that rail can be entrepreneurial,” he said. “That it can listen to passengers, innovate quickly, and offer great value. We’ve shown that in spades.”

And like any good endurance runner, he knows the key to success lies not in sprinting, but in sustaining momentum.

“Every mile counts,” he said. “Every improvement we make, every new route we open, every person who chooses rail over a car or a plane – that’s progress. And that’s what keeps us going.”

We want passengers to recognise themselves in the experience, whether that’s through the staff, the food, the pricing or the branding

Applications for the latest edition of the Station Innovation Zone programme close this month. Steve Close and Alan Peters, from Connected Places Catapult, discuss more

Transforming stations: Connected Places Catapult seeks ideas to enhance safety and reduce anxiety

Bristol Temple Meads Station is a hive of innovative activity, with small to medium-sized enterprises (SMEs) grasping the opportunities to showcase their products and ideas in a real life station environment.

It’s all thanks to the Station Innovation Zone, a partnership between Connected Places Catapult and Network Rail, funded by Innovate UK. To date, it has supported more than 30 innovative firms to develop their ideas, with eight undertaking live trials at Bristol Temple Meads.

“Innovating in rail stations is difficult,” explained Alan Peters, Rail Director at Connected Places Catapult. “Innovators face many barriers, including navigating the approvals landscape, meeting procurement and contractual requirements, accessing funding, integrating, and coordinating with diverse stakeholders.

“The Station Innovation Zone programme was launched to overcome these barriers and demonstrate

SMEs have been up for the challenge in improving the user/passenger experience at the station

that innovation can happen in a way that makes a real difference to passengers’ experience in UK stations.”

Now in its fourth year, Alan, and his colleague Steve Close, never cease to be amazed by the ideas from those involved and are excited about what ideas the latest instalment will bring. The deadline for organisations to apply is Wednesday, September 24.

“It’s been a fascinating project to be involved in, funding SMEs to come in and trial their solutions in a live railway station, in a listed building and a challenging environment,” explained Steve, Technical Lead. “SMEs have been up for the challenge in improving the user/passenger experience at the station.

“Working with passengers, staff and the wider rail sector, the crux of the Station Innovation Zone is about what a future station can be – not just being a primary purpose of a good place to get a train, but also something that serves the local community, has local identity, is open and inclusive for all, and also a place that convenes people, business and culture. The four pillar themes are that a station is safe, seamless, social and sustainable.”

This year’s challenge focus is on two themes; Station weather resilience, which looks at predicting, preventing and responding to wet floors; and Improving the interchange experience, addressing the

Image: Network Rail

issues of passengers rushing and reducing anxiety.

“The aim is that innovations chosen to be taken forward to trials can be developed into commercially successful propositions that benefit passengers in the UK and beyond,” explained Steve.

“The first focus of the latest cohort is around innovations which can help combat surface condensation on station floors that can lead to slips and falls. Digging up the floor isn’t the answer, it has got to be something that doesn’t impinge on the building itself.

“On the second challenge, we’re looking for innovations that enable passengers to feel relaxed, prepared and in control if there is a change to their service, a delay, or cancellation when interchanging between trains or moving to another mode of transport. This could be around intervention in providing information in a better way, or it could be looking to change peoples’ behaviours in a station, the latter particularly important with the constraints we have with railway infrastructure.”

The Station Innovation Zone funding programme takes a two-phased approach. Phase One, starting in November 2025, consists of up to eight SMEs receiving up to £4,000 each to develop a trial plan for their solutions at Bristol Temple Meads, working closely with colleagues at the Catapult and Network Rail.

Upon completion of these trial plans, up to three SMEs will then be chosen to proceed to Phase Two where they will move forward to live trials over a six-month period at Bristol Temple Meads, each receiving up to £45,000 to support deployment at the station.

All successful applicants will also receive business development and technical trial support as well as the opportunity to showcase their technology at relevant industry events.

Alan said: “It’s got to be ambitious but it’s also got to be relatively feasible. From an SME’s perspective it is an opportunity that money can’t buy – the chance to develop rail innovations in a live environment. There is access to Network Rail and the Connected Places Catapult team, and wider support from

stakeholders in not just making the most of the trials, but also commercialising them as well.”

Reflecting on the success of the last three cohorts, Alan added: “There have been eight companies involved overall, with three follow-on commercial contracts for SMEs, eight bits of further funding, part and substantial, for things trialled, one project launch of an app, and we’ve tracked 200 further conversations or dialogue between SMEs and the industry as a result of being involved in the programme.

“For Network Rail there has been learning on how to handle things like camera data in stations, how to communicate innovative trials with the public, and we’ve also both used data from and put data back into the Rail Data Marketplace. I can’t wait to see what happens next.”

Speaking of their experience on year two of the programme, Haydon Bartlett-Tasker, Managing Director of CrossTech said: “Being part of the Station Innovation Zone was a fantastic experience. It gave us the opportunity to evolve our Escalate system in a complex, real-world station – complete with a passenger subway. Thanks to the programme, Escalate is now ready to support a wider network of stations, and we’re excited to scale up to more key locations in the coming months.”

Another company to trial on year two of the programme was Co-You. Its founder Christian Kerrigan said the trial at Bristol Temple Meads was an “amazing experience” in terms of its ability to take a product – in their case a technology that captures carbon – from a laboratory to a real-world environment, and offering access to Network Rail stakeholders.

The trial also opened up opportunities to discuss trials with new partners on other projects, he added. “We wouldn’t have been able to access the rail market without the trial. It was a very supportive and engaged process.”

For any further questions, visit https://cp.catapult. org.uk/opportunity/station-innovation-zoneinnovation-funding-programme-year-four/ or email anna.kerr@cp.catapult.org.uk

The four pillar themes are that a station is safe, seamless, social and sustainable

Steve Close

Alan Peters

Anwen Robinson, Senior Vice President (SVP) at OneAdvanced, discusses the importance of digital platforms that can unify disparate systems and ensure consistency in operations, service, governance, and data

Powering progress in the rail sector

neAdvanced is playing a vital role in ensuring train operating companies are working smarter and more efficiently. Its software is supporting operators such as c2c, Greater Anglia and West Midlands in the delivery of the sector’s ambitions.

“You could say we’re the best-kept technology secret in the UK as OneAdvanced, but the same certainly can’t be said about the software we’ve developed”, said Anwen Robinson, who highlighted the company’s 30-year history, range of software solutions, and more than 10,000 UK customers.

In just one example, c2c, a long-term customer which recently transferred from Trenitalia to the Department for Transport (DfT), use OneAdvanced’s Financials, Spend and Risk Management systems, vital in ensuring the train operator is compliant with the Public Procurement Act, strengthening governance frameworks, and streamlining financerelated processes.

“Customers need technology that delivers value from a provider who understands their sector-specific challenges and with solutions that help them work smarter, and more efficiently,” added Anwen.

The Spend Management software allows train operators to centralise complex contract and supplier management requirements, offering a 360degree view of all active contracts, enabling timely interventions and negotiations to ensure optimal use of public funds.

In addition, AI-powered Purchase Invoice Automation is enabling c2c’s supplier invoices to be automatically routed, approved, and ingested into the finance system without manual intervention, improving budgetary visibility.

The Governance and Risk software, incorporating

Images: OneAdvanced

AI powered guidance, is also supporting c2c to maintain compliance, proactively mitigate potential threats and improve overall governance across various departments through ISO31000-aligned processes

As well as supporting c2c in its recent successful move to public ownership, OneAdvanced is also working with Transport UK to transition Greater Anglia from its shared service by October 2025, with West Midlands Rail also anticipated to transfer to DfT by February 2026.

Security by design right from the outset

Launched earlier this year, OneAdvanced AI delivers a private, secure, trusted AI service designed for role, department, organisation and sector-specific work. AI Agents help manage and execute tasks without human intervention enhancing operational efficiency by automating repetitive tasks.

“We are proud to be first to market with a UK-based data sovereign AI engine that provides assured data security. Building on this, we’re now rapidly releasing AI enabled workflow Agents that are delivering quantifiable efficiency savings.”

However, with rapid technology advancements and AI impacting all areas of work, there is also a growing need to keep customers informed of both the benefits and risks.

“We take our responsibilities very seriously and are undertaking a lot of time helping inform and educate,” added Anwen. “We recognise the growing concerns around AI and have taken proactive steps to provide assurance. Through our Trust Centre, customers and prospective customers can access key reliable, self-serve information related to our security and compliance posture. By prioritising trust, privacy, and accountability, we’re helping to build a safer AI ecosystem for our customers and the wider market.”

The journey ahead

There is more than a hint of excitement in Anwen’s voice when she speaks about the future for OneAdvanced. In recent weeks the company has successfully completed a £1.2 billion private credit refinancing. The transaction supports the company’s continued momentum following its strategic shift to verticalise its Software as a Service portfolio, putting its ‘Customer for Life’ ethos at the heart of everything it does.

“This refinancing is a strong vote of confidence in OneAdvanced’s transformation journey, product roadmap and innovation, and future financial trajectory,” she said. “We are doubling down on AI-led innovation and customer value creation across the critical sectors we serve, aligned to our mission - to power the world of work.”Anwen, who has been involved in the technology industry for 30 years, is particularly passionate about the impact OneAdvanced can potentially have as the industry goes through the biggest transformation in a generation.

“c2c is consistently rated one of the best performing operators in the country, with the highest customer satisfaction ratings, supporting thousands of jobs,

and driving economic growth from London to Essex,” she said. “As a long-term customer of OneAdvanced they are continuing to benefit from the ongoing investment, innovation and support both pre and post transition to the DfT.

“The formation of Great British Railways (GBR) provides an ideal opportunity to evaluate best practices, standardise operational processes and utilise technological advancements like AI to deliver required efficiencies.

“Over the coming months, each individual rail operating company will need support navigating the transition to public ownership. Once transferred, GBR will then be in a position to standardise and consolidate to achieve the anticipated efficiency gains.

“Understanding that this is a complex operating environment where success will only be achieved by working collaboratively and in partnership, we are very keen to actively engage.

“We want to be known as the company which provides software solutions that optimise workflows, enhance decision-making and support the jobs that need to be done, delivered on a world-class AI enabled, secure technology platform.”

OneAdvanced was recently voted the best place to work in Europe, topping the Financial Times and Statista’s prestigious ‘Europe’s Best Employer of 2025’ ranking. This accolade recognises OneAdvanced for its outstanding commitment to creating an employee-focused, inclusive, and innovative workplace culture.

“We scored an impressive 89.34 out of 100, placing us firmly at the top of this year’s list of top European companies, ahead of LinkedIn, Microsoft, Cisco, and many more,” said Anwen.

“OneAdvanced is an exciting place to be – I am extremely proud to be part of a company delivering innovative solutions of huge benefit to the rail industry.”

www.oneadvanced.com

In a crowded software market, customers don’t just need more tools – they need technology that works for them

HC24™ is an organic, non-biocide treatment for carbon-based fuels, which aims to improve the quality of the fuel by restructuring its compounds at a molecular level. Kevin Harrison, Managing Director at CFCS Analytical Services Limited, explains more

Improving fuel performance

s HC24™ part of the solution the UK commercial and industrial sectors have been looking for to reduce fuel consumption and emissions, with an instant return on investment?

CFCS Analytical Services Ltd has been offering fuel analysis and contamination consultancy for 10 years, working with many companies to offer filtering, polishing and fuel conditioning services to combat common fuel problems.

Aquasolve was our go-to fuel conditioner throughout that period and when the opportunity arose for us to acquire the global rights in November 2024, we made the decision to take it to the next step.

After purchasing the global rights to Aquasolve, we rebranded the product to HC24™ in June of this year.

What is HC24™

HC24™ is a family of compounds that are ash-less, non-metallic and totally organic, developed for use as fuel components for all liquid combustible fuels. The use of the unique formula reduces emissions, increases drivability and improves efficiency. HC24™ does this by delivering the fuel to the engine in a state which allows for a more complete combustion.

Engine testing at major laboratories has shown it substantially reduces total unburned hydrocarbons (HC), carbon monoxide (CO), nitrous oxide compounds (NOx), carbon dioxide (CO2), smoke and particulates in diesel.

Since November we have been working hard to put the product to the test in real life current applications to see what the results would really be on modern day fuels, compared to the City University studies conducted some years ago.

HC24™ has been independently tested by Intertek, which reported:

Carbon residue reduced 50 per cent. This will reduce the carbon deposits within the engine and reduce particulate exhaust emissions.

Flash point improved. The effects are a safer stored hazardous product.

Water content reduced. Reducing corrosion and the effects of water freezing within the fuel system.

efficiency of the engine.

Oxidation stability increased by 50 per cent. This has the positive effects of stabilising degradation of the fuel, due to improved quality. The lower the number the better the fuel quality is.

The full report can be seen on the website www.cfcsanalyticalservices.co.uk

In-house analysis has proven HC24™ eradicates the diesel bug by killing the microbiological growths, dissolving the leftover remains and reconfiguring the water within the fuel to prevent the diesel bug from returning.

ISO 4406 is greatly improved due to HC24™ removing high levels of soluble contamination from within the fuel. It does not remove the insoluble contaminants – filtering commonly known as polishing is required to remove these elements.

Testing the benefits

We then wanted to look at the other major benefits of HC24™, which are reduced fuel usage and reducing emissions. For this we needed a collaboration with a company that was looking for the same solutions.

In May 2025, CFCS Analytical Services Ltd and Speedy Hire Ltd conducted emissions analysis on two Speedy Hire Tier 3 generators, one running on EN590 and the other on Hydrotreated Vegetable Oil (HVO). Both generators were identical in make

Cetane number increased. This improves the

ISO 4406 Particulate Result

and model with identical power output.

The objective of the report was to gather data before and after adding the fuel additive HC24™. Regular readings were taken and documented to form the basis of this report to measure the effects on exhaust gas emissions.

The test equipment used was an AGS-688 with SGD-010 diesel emission upgrade, which was used to establish the exhaust gas emissions for CO, CO2, oxygen (O2) and NOx.

HC24™ was added to each machine’s fuel tank following baseline readings, consisting of a corrective dose (double the maintenance dose) at a ratio of 1:350 (1L additive to 350L fuel).

The emissions testing data analysis continued for two weeks with the generators running 24 hours

a day at 70 per cent load.

Following on from the success of the emissions reduction trial, Speedy Hire agreed to proceed with a fuel reduction trial on a number of vehicles from its fleet.

There was a seventh vehicle used in the trial, but the MPG increase was very high in comparison to the other vehicles. When we analysed the MPGs and fuel usage, we noticed the starting MPG was only 3.2, when the average for that vehicle should have been on par with the other 32T.

The MPG increased by 87.30 per cent to 5.9. We concluded the vehicle was heavily contaminated and HC24™ had cleaned the injectors and DPF, which resulted in the increase. This vehicle was taken out of the main table, so the increased MPG did not

4406 Particulate Result

result in a misleading average. We will continue to monitor this vehicle over the forthcoming weeks.

The MPGs were calculated by logging the mileage and the fuel used throughout the month and the data below was provided by Speedy Hire.

HC24™ was added directly to the tank before fueling at a dose rate of 1L:750L. The 18 and 32T used the one-shot 500ML bottle and the 12T used the 1L premeasured dosing bottle.

We used the maintenance dose in the vehicle trial

as it was being run in live conditions, not like the generator trial where we had limited time so we used the corrective dose to get the results required over a short space of time.

HC24™ is a fuel conditioner and therefore needs to be added to every new batch of fuel to maintain the results achieved. We know this product should be of interest to other industries that have huge fuel bills, varied aged fleet and are working hard under tight budgets that don’t always have movement for

research and development or improved equipment.

HC24™ is an immediate return on investment due to the reduced fuel used. There is no issue with warranties as HC24™ does not change the specification of the fuel, as backed up by independent testing through Intertek and the Lloyds Register, and it’s also globally insured.

Mike DeRome, Head of Fuel at Speedy Hire, said: “As a trusted partner, Speedy Hire engaged with CFCS Analytical services to determine the benefits of HC24™ from an emissions and cost perspective for both internal use and on our extensive hire fleet.

“These types of trials require extensive attention to detail to get accurate results. The approach taken by CFCS gave exactly that – exact ongoing measurement and support throughout the trial and beyond to deliver a practical solution when HC24™ is introduced on a wider scale to our business and customers.

“We are delighted with the results from both an emissions and efficiency perspective. This will have a significant impact on our journey to net zero and to our operating profit.”

c2c’s Eleni Jordan and Steve Knights discuss balancing the needs of customers with delivering value for money for taxpayers

c2c’s stations: The ‘community engines’ driving revenue

c2c’s Commercial and Interim Customer Director Eleni Jordan is as passionate about social value as she is about commercial performance. Speaking to Rail Director shortly after the operator was brought into public ownership this July, she explained: “It’s of paramount importance to us, that social value piece, and the social impact we have. As a proud community railway, we need to balance the needs of our customers with delivering value for money for taxpayers.”

At the heart of this work are the operator’s 26 stations. Steve Knights, Head of Commercial Growth, explained that as well as generating revenue, they play an important role in local communities.

“Increasingly, we’re investing in stations as a place to have retail offerings, whether that’s coffee shops or food outlets,” Steve revealed. “We’ve reviewed which stations have potential, in terms of both space and demand. Increasing the number of retail outlets is about improving commerciality – but it’s also about providing a service for the community, who are not just using our stations to catch trains, but also want convenience while they’re there.”

Indeed, Steve and Eleni agree that commercial performance and social value go hand in hand. c2c considers its stations ‘engines of the community’ – a status it can leverage to boost commerciality.

Eleni added that the operator had long “excelled” in the community space, explaining: “c2c is a community railway. We run through the heart of some of the most affluent, and some of the more deprived areas of South Essex and East London, and do a lot of work on strategic partnerships with groups and charities across our network.”

Eleni pointed to c2c’s ongoing partnership with Southend United Football Club, as well as charity events like its recent Kick4Kindness football tournament (which raised over £7,000 for Basildon Mind and Samaritans.)

“Teams from train operators across the network came together to play sport in a fun, competitive way – but it was also a fair and responsible way to raise money,” she recalled, having donned boots herself, joining one of c2c’s teams at the event.

Elsewhere, c2c recently sponsored kits for a Thorpe Bay-based girl’s football team. The team, from Bournes Green Junior School, played at Wembley after winning the National League Trust local schools’ tournament and the regional competition. Coincidentally, it was the same day that the professional team from Southend made it to Wembley for the National League play-off final. Children’s cancer charity Gold Geese has also received support from c2c in recent years, and will benefit from the operator’s second Ultra Marathon event, which takes place in September 2025.

Eleni explained that strategic partnerships underpin c2c’s efforts to deliver social value.

“That’s our modus operandi, really,” she said. “It’s how we operate in the local community. And at the heart of all this, we’re running a public service. Alongside all the good work we do, we ensure we’re running a fast, frequent, safe, and reliable service for our customers, with a great value proposition.”

Protecting and driving revenue

These efforts are bound up with c2c’s work to reduce its subsidy by driving revenue. While increasing its timetable to pre-COVID levels has been key, Steve explained that steps are also being taken to generate – and protect – revenue at stations.

“It’s about ensuring we’re getting every pound due to us,” he said. “Because, like other operators, we’ve found that ticketless travel has been a challenge. We have the benefit of most of our stations being gated and have therefore focused on ensuring that those gates are in operation for as much of the day as possible. They certainly act as a deterrent to fare evasion.”

In addition to driving down ticketless travel rates – a focus over the last 12 – 18 months – c2c has also upped commerciality in its stations. Steve explained that this involves ensuring station colleagues understand the important role they can play in protecting and generating revenue.

“We want station colleagues to feel, not just that they’re there to dispatch trains and issue tickets, but that they’ve got a part to play in driving ticket sales,” he said. “We’ve done that through more regular

communications about revenue performance, upcoming events, and manning stations appropriately.

“We’re also emphasising the need to be on the gate lines, ensuring everything is locked down, with our people visible. And, for a period of time, we ran a reward scheme for stations that were driving good outcomes in terms of sales and other commercial incentives. So, it’s been about changing the culture of the organisation, not just at our headquarters, but from the customer experience level.”

Eleni added that this transition had been companywide, with c2c shifting its focus from post-COVID recovery to commercial performance in the 18 months since she joined.

“One thing we’ve implemented is weekly trading meetings, which a cross section of the business attends,” she commented. “We discuss all elements of trading – not only revenue trading, but what’s happening in the wider business. This includes events, and anything happening at stations that might impact recovery or revenue.”

These meetings are an opportunity to reflect on lessons learned - and, perhaps more importantly, to look ahead, tracking revenue against forecasts, budgets, and year-on-year figures.

And, as Eleni explained, the future looks bright. c2c saw “strong growth” over the course of 2024/2025 –something it expects will continue into the 2025/2026 financial year.

How recovering passenger numbers are influencing station operations

“Particular segments are performing well for us – it’s a very positive outlook,” Eleni added. “The leisure market has been strong for us in terms of recovery, but I think it’s fair to say the business commuter market has picked up and is performing really well too.”

Now, the focus is on ensuring stations have a strong retail offering for these customers. Steve, Eleni and their team are looking to achieve the “right mix” of tenants across c2c’s estate – everything from food and drink to facilities.

In response to rising passenger numbers, the operator has also launched a new contactless

Increasing the number of retail outlets is about improving commerciality – but it’s also about providing a service for the community, who are not just using our stations to catch trains, but also want convenience while they’re there

Images: c2c Rail

system across its network.

“We’re the first operator to have our entire network connected with ‘pay as you go’ with contactless,” Eleni said. “That was introduced in February, and we’ve seen really good adoption rates. It’s quick, easy and convenient, for leisure and commuter customers alike.”

Steve added that the technology was providing “value and convenience” for customers, with the milestone of one million ‘taps’ recorded in early July.

“Increasingly, they’re things we’re trying to major on,” he explained. “In some respects, we’re like a metro operator, or an extension of the tube network.”

This focus on “value, convenience, and connectivity,” is particularly important post-COVID, with season tickets proving less popular and commuting more discretionary than ever.

“We serve the City of London, we serve Docklands, but working from home has become more prevalent,” Steve commented. “Now, our business customers might not come into the office as often – they’ve got more flexibility around whether or not they travel. So, if we can make buying a ticket as easy as possible, that’s one barrier we can potentially remove.”

Eleni explained that the operator had also reviewed its product range, promoting leisure fares for customers travelling in groups, ‘Rover’ senior tickets, and day rates for children.

“We see quite a high uptake from parents and grandparents – they’re taking advantage of our goodvalue-for-money leisure products,” she explained. “Customers can explore all the attractions we’ve got in the region – from The Sea Life Centre to Essex Wildlife Trust’s nature centres across the route and the long-standing attraction on Southend seafront, Adventure Island.

“It’s about reinforcing the fact that we’re a local railway, but also offer exceptional value for money.”

Steve added: “It’s a bold claim, but we benchmark our fares against other operators, and are cheaper than most. And that’s one of the things that’s important about contactless – customers need to trust they’re getting good value for money. Having a fare structure that’s relatively simple, and good value, is helping to build take up.”

Ancillary services: Diversifying revenue streams

Looking beyond passengers, Steve and Eleni identified three other key revenue streams – car parking, property tenants, and advertising.

“We’ve been focusing on these three areas over the last year, trying to maximise what’s already there, and looking to the future in terms of how we might expand those estates,” Steve explained.

He revealed that, as commuter demand has increased, so too has demand for parking at stations. This has enabled the operator to increase its yield through pricing at peak times, all while continuing to offer “really good value” for customers at off-peak times and weekends.

Steve added that, after bringing its commercial and customer teams together in February, c2c has been able to manage property tenancies more effectively, calling it a “company-wide endeavour.”

“We need our station colleagues to be supportive, helping us use spaces for retail,” he said. “And we need our asset teams to support the enabling work, so we’ve got power and water. It’s a team effort.

“This combination of concentrating on contract management, plus internal management of stakeholders, is enabling us to realise new opportunities and increase the number of tenants in our stations. That, in turn, benefits our customers, who have more coffee shops and food outlets to choose from.”

Commercial advertising is a similar story. Steve and his team have been focusing on c2c’s contracts with the third-party agencies that manage advertising on its behalf. Their goal is to maximise yields – and, eventually, expand the estate.

“We’re hoping to increase the number of digital six-sheet poster sites within our stations,” he revealed. “That means more eyes on posters, and more revenue.”

The future: Funding sources and reginal growth

Looking ahead, the focus is c2c’s wider estate, with Steve and Eleni considering how they could expand car parks to meet growing demand, or provide more space for station tenants.

“We’re also thinking about innovation,” said Eleni. “How could our car parks be used for energy generation or EV charging points, for example?

“Another interesting piece of work is around collaborating with local councils to identify funding sources that could pay for station improvements; how could we harness third-party investment and private investment models?

“It would be a win for everybody. For investors,

As the region grows, we need to adapt and expand with it

there’s a return on that initial investment. For c2c as an operator, it’s an opportunity to enhance our environment. And thirdly, it benefits our customers, who get better station facilities.”

Eleni is keen to explore this “private and public” approach to plugging rail’s well-publicised funding gap. Indeed, one of c2c’s primary objectives is to reduce its own net subsidy, delivering value back to the taxpayer.

“Having a new operating model could help us unlock some of this potential,” she added. “One example is a housing development in West Horndon. We’re working with the developer, which is investing in one of our stations as part of the project. It’s about thinking outside the box. And following our move into public ownership, we’ll have more opportunities to unlock potential, because track and train will be brought together.”

c2c is also benefitting from a more “joined up” approach to delivery, after its commercial and customer directorates were brought together earlier in the year.

It’s an exciting time, not just for the operator, but the communities it so proudly serves. Eleni revealed that the output of The Essex Thameside study (which explores growth in the region) will shape c2c’s own internal growth strategy.

“It will inform how we develop the network,” she concluded. “What does the timetable need to look like? How many services do we need to run? What does the customer proposition look like? And what about car parking spaces? Because as the region grows, we need to adapt and expand with it.”

Haydn Evans is celebrating its 25th anniversary. Joe Palmer, Head of Rail, explains how diversity and integrity continues to drive the company’s success

Getting the basics right

For the past 25 years Haydn Evans has got under the skin of railway assets, with the civil and structural engineering consultancy experts called upon to work on infrastructure such as stations to ensure they are safe and reliable.

It’s something Head of Rail Joe Palmer and the rest of the team take a great amount of pride in. “It is about those long-term relationships that are created because we operate with integrity, honesty and transparency and we ensure that we get the basics right,” he said.

Joe leads a team of knowledgeable, skilled and dedicated individuals focused largely on rail projects. The organisation works with asset owners, contractors, outside parties and train operating companies, tailoring its approach to suit the varying needs of clients. In just one example, the business led the multidisciplinary design of the reconstruction of 85 metres of platform 1 at West Horndon, a project successfully developed within stringent timescales, and largely constructed during a 52-hour blockade.

The new platform comprises CFA piles, reinforced concrete pile caps and suspended precast concrete planks. Particular attention was paid to longevity aspects, maintenance access and providing a de-cluttered platform, which resulted in an improved asset better for both passengers and the maintainer.

“We really embody the SME values of being agile, responsive and being customer facing,” explained Joe, who has worked in the rail industry for nearly 25 years and at Haydn Evans for more than five years.

“We’ve very strong relationships with a small pool of clients, getting under the skins of their assets, which we believe to be of benefit to both our clients and the taxpayer.

“It is important to build those relationships and create an environment where SMEs can thrive. It can be hard for SMEs to work in the rail industry despite the fact that we all have a big part to play. To get the best value from the supply chain, and for the taxpayer, it has to be easier for SMEs to work in the sector, and for barriers to entry to be removed, something I hope will happen under rail reform.”

Employee-Owned Trust (EOT)

Two years ago Haydn Evans became an EOT, whereby 100 per cent of the shareholding was transferred over to the employees – a decision Joe says made the business even stronger.

We’ve very strong relationships with a small pool of clients, getting under the skins of their assets, which we believe to be of beneﬁt to both our clients and the taxpayer

“It is a fair method of business ownership and a decision that hasn’t just incentivised employees but also empowered them,” he explained. “Colleagues have been grasping the opportunity to make an impact, and it emphasises our commitment in being a socially progressive business.”

The organisation is passionate about creating a space that promotes employee wellbeing, productivity and growth, where colleagues’ professional and personal development go hand in hand.

It is also committed to fostering diversity and inclusion, actively encouraging females to join the engineering industry – something that has led to a workforce that is 50 per cent female.

“We are very diverse and that hasn’t come from setting targets,” explained Joe. “It is what the leadership believes in and has come by employing the best people for the roles, and we’re all the better for it.”

The future

Despite it being a tough market for SMEs, the future is looking bright for Haydn Evans. The business is thriving thanks to a small pool of strong relationships, although Joe is keen to emphasise that it remains a challenge, especially for SMEs.

“We’re adding value to the rail network and are passionate about what we do,” he said. “We enjoy working on stations in the local hinterland and have built up a strong platform to take our expertise to work elsewhere as well.

“It is important that SMEs get a fair deal moving forwards as it is tough at the moment. I hope Haydn Evans can continue to carry on what we do because in our own little way we are contributing to a better future for the rail industry and society.”

https://haydnevans.co.uk/

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.

Referbished Electromagnetic Track Brake

The Railway Ball supports Railway Children in protecting vulnerable children found alone on the streets and transport networks. As the industry prepares to gather once again, this is a look at how one night continues to make a lasting difference

Behind the glamour: The Railway Ball’s real purpose

The Railway Ball 2025 will take place in London on Friday 28 November. It’s the rail industry’s most dazzling night, but behind the black tie, fabulous entertainment and unforgettable atmosphere, The Railway Ball is quietly transforming lives. This is the story of how one evening is helping thousands of children find safety, hope, and a future.

It starts with a child. Not a guest. Not a sponsor. Not someone you’ll see on the dance floor or bidding in the auction. But a child – alone, frightened, and standing on a platform they didn’t choose. At a station in London, a terminal in India, or a street corner in Tanzania.

This is where Railway Children steps in and this is why The Railway Ball exists.

For more than two decades, the Ball has brought together the rail industry not just to celebrate, but to act. It’s a night of high-class entertainment, generosity, and shared commitment. Every ticket, every auction prize, every partnership helps fund the work of Railway Children: training rail staff to spot signs of vulnerability, deploying outreach teams, and building long-term support systems for children who have nowhere else to turn.

In 2024, the Ball raised over £530,000, helping to train more than 4,300 UK rail staff and British

leave the streets behind.

These aren’t just numbers. They’re lives changed.

A different kind of industry event

The Railway Ball isn’t about networking or name badges, it’s about what happens when an industry comes together to make a difference. In 2024, over 1,300 guests from more than 100 companies attended not because they had to, but because they wanted to be part of something bigger.

Angie Doll, Chair of The Railway Ball Committee and Chief Executive of Govia Thameslink Railway (GTR), said: “The Ball is about recognising the role we all play in supporting the communities we serve. It’s a chance to come together, enjoy an incredible evening, and contribute to something that truly matters.”

The ﬁnal countdown

With just weeks to go until the 2025 event, preparations are well under way. New partners are joining, auction prizes are being donated, and companies across the sector are preparing to come together once again not just to celebrate, but to support.

This year’s Ball will feature spectacular entertainment, a high-energy auction, and moments of reflection that remind us why this cause matters. It’s a night of generosity, connection, and shared purpose.

How you can be part of it

Book a table: Join industry colleagues for an unforgettable evening.

Become a corporate partner: Align your brand with a cause that resonates across the sector.

Donate auction prizes: From luxury experiences to rail memorabilia, every item helps raise vital funds.

At its heart, The Railway Ball is about the children – those who arrive at stations alone, vulnerable, and in need of urgent help. Through the funds it raises, the event enables Railway Children to continue its vital work across the UK, India and Tanzania. As the industry prepares to gather on 28 November, the Ball serves as a reminder that rail’s reach extends beyond transport – it can offer protection, opportunity, and hope where it’s needed most.

For more information on how to get involved with The Railway Ball, visit railwayball.co.uk

Transport Police officers. In India, 1,765 children were reached at stations and terminals. In Tanzania, 369 young people were supported to

Gary Coone, Director at TRIUR Construction, discusses an award win and opening up a new office in Manchester to provide award-winning screw pile systems

TRIUR brings screw pile expertise to the UK

t is with an enormous sense of pride that Gary Coone reflects on the past 13 years since setting up TRIUR Construction with fellow Directors Pat Hartigan and Cathal Coleman.

Despite the challenges facing the sector, including rising material costs and the pandemic, TRIUR has grown year on year – something the company puts down to its ability to provide complete in-house solutions catering for all of its clients’ civil engineering and building requirements.

Among the highlights for TRIUR include winning an Irish Construction Excellence Award for its track stabilisation work installing mini screw piles at Lisduff, Co Laois, in Ireland. The company was named Specialist or Specialist Services Contract Over €2 million for its work for Irish Rail in 2023.

“TRIUR operates on a directly employed multiskilled workforce model and this, combined with a wholly owned fleet of specialist plant and equipment, enables greater flexibility, control, safety and quality on all our construction projects,” said Gary.

“Even during COVID we’ve seen our turnover grow year on year because we were one of the few contractors during the pandemic that were allowed to work.

“We all take a huge amount of pride in the projects we are involved in and seeing the success from start to finish. Seeing the finished project is a real achievement, especially when all the hard work is recognised such as the project that won the Construction Excellence Award, which was delivered on time and on budget.”

In the case of the work at Lisduff, the project involved a steel foundation system using helical plates welded to a central shaft. The end result was the stabilisation of track sections while eliminating the requirement for disruptive track possessions, simultaneously reducing the required maintenance to the formerly troublesome areas of track.

“All metrics recorded over the duration of the works demonstrate a significant improvement in the level of deflection of the track,” Gary explained. “This selfsupporting end bearing screw pile design, with unique pile cap solution, has been proven to work.”

Expanding on its expertise

TRIUR Construction has a successful track record when it comes to delivering complex and challenging projects for Irish Rail. It is on several civils and

engineering frameworks for the organisation, and has gone on to deliver many successful projects.

Important to the company’s success is its ambition to evolve. Little over a year ago it opened a new office in Manchester to better serve UK residents, and three years ago it launched Screw Pile Supply and Contracting Europe Ltd (SPSC) – a specialist partner for the design, supply and installation of screw piles, also known as helical piles.

It builds on the company’s success and experience of having installed helical/screw piles, with more than 20,000 piles installed in a variety of applications in the last few years.

Gary, a Chartered Civil Engineer, said: “Our experienced manufacturing and installation teams are here to help you deliver your project with solutions for underpinning and structural foundations that can be installed quickly, efficiently and with minimum disruption to existing facilities.”

Highlighting the benefits, the helical plates are customised to suit the ground conditions and loading requirements with each pile’s unique design delivering excellent strength in both tension and compression, making them ideal for a wide range of applications.

“We don’t believe in one-size-fits-all solutions and that is why every helical pile we design is tailored to the exact needs of your site,” Gary added.

“Our engineering team takes into account soil conditions, structural loads, and project goals to develop the most efficient and cost-effective foundation system for each individual project.

“Using the latest equipment and machinery, we have the ability to install your screw pile solution with minimal levels of disruption. With SPSC you can count

on performance, precision, and peace of mind from the ground up, with piling and foundation solutions that maximise installation time and efficiency, eliminate the need to dispose of excavated material and are totally reusable – all important factors that help meet clients’ sustainability and carbon reduction initiatives.”

The platform set for a bright future

Looking to the months and years ahead and Gary is keen to continue to build on the company’s strong reputation in Ireland and grow the business in the UK.

He’s confident this can be achieved based around the core company values of developing and maintaining strong client relationships through honest and open dialogue, value engineering through innovation, and the safe delivery of a high quality end result on all their construction projects.

“It’s already been some journey started by three of us who worked at a civil engineering company and had a dream to go on our own,” reflected Gary, adding how TRIUR now consists of more than 100 employees with a turnover of £20 million.

“We initially started out working on rail and bridge structures. Now as well as piling we have done a lot of masonry structures and delivered Little Island accessibility projects such as lift shafts and ancillary works, with jobs ranging from £10,000 up to £5 million in total value.”

“It all started from seeing an opportunity and working hard to provide solutions to the rail industry. Now, with the launch of SPSC we can offer the onestop shop where we source, do the piling, do the testing. We can do everything and we have all of our

in-house plant and machinery that will deliver the project from start to finish.

“We have a great team from purchasing through to specialist teams who can also do temporary works designs as well as full pile design in house. With the platform set, I am confident we can continue to transform the industry and further build on our reputation as a progressive and innovative specialist civil engineering and building company that delivers high quality projects safely, on time and within budget.”

Visit www.triurconstruction.com and https://screwpile.eu/ for more details.

We don’t believe in one-sizefits-all solutions and that is why every helical pile we design is tailored to the exact needs of your site

The Railway Industry Association’s ‘Work Winning in the UK Railway Industry’ training course is ensuring the UK supply chain remains sharp, agile and ready to secure tomorrow’s contracts with conﬁ dence

Winning business on track

The Railway Industry Association (RIA) is a driving force behind bolstering the commercial capabilities of the UK’s rail supply chain through its flagship training course –‘Work Winning in the UK Railway Industry.’

Launched as part of the RIA Training Services portfolio, this two-day, expert-led course arms rail professionals with strategic and practical knowledge to identify, compete, and win contracts domestically and internationally.

Member Relations Manager and RIA Training Services Programme Lead Fiona Broomfield explains how the course sits at the core of the programme and why it’s important, saying: “This course is tailored for business leaders, bid managers, and sales teams keen to sharpen their competitive edge.

“In an environment where winning bids hinge not just on technical strength, but on strategic clarity and trust, the course delivers transformative value. Empowering a diverse audience, from SME owners to seasoned sales directors and business development teams, with actionable tactics to target opportunities, differentiate offerings, and increase win rates.”

Immersive, expert-led course packed with beneﬁts

This immersive course is National Skills Academy for Rail (NSAR)-endorsed, highlighting its quality and relevance in the rail industry, and covers the full spectrum of effective work winning tactics.

Participants explore why investing in commercial strategy matters, how to understand client context, build trust, and craft compelling value propositions. It focuses heavily on bid structuring – from identifying opportunities through to planning and executing a robust response and ensuring a seamless handover to delivery.

Course benefits include:

Practical tools, templates, and frameworks

– helping teams to structure more persuasive and effective bids, understanding what clients really value and how to respond strategically to tenders to increase their chances of winning work.

Clearer understanding of procurement processes – understanding how decisions are made, and how to present a value proposition in a way that resonates with decision-makers.

Railway supply chain specific learnings – unlike generic bid writing or sales courses, this is designed for the rail sector, reflecting the nuances, language, and expectations of rail clients and supply chains, making it highly relevant.

Export readiness – for companies that want to target international markets, the course includes focused content on exporting, including understanding global opportunities, what they need to consider, and where to start.

Boosted career prospects – mastering the art of work winning is a highly valued skill across all levels, from SMEs to Tier 1 contractors. The more you master, the more valuable you become to employers.

Networking opportunities – with small class sizes, learners build peer relationships, engage in active discussion and workshopping. This often leads to collaboration, referrals, and shared insights after the course ends.

Strengthened understanding of the full commercial lifecycle – from identifying opportunities to post-win delivery handover. This broader view helps people align business development and sales efforts with delivery capabilities, improving project outcomes and client satisfaction.

Insights based on industry expertise, theory and lived experience – this real-world context makes the training immediately relatable and applicable.

Post-course support and resources – people receive take-home resources and templates, as well as access to post-course support, reinforcing learning and supporting real-world application after the course ends.

Expert-led training

John Downer, a growth strategist and former RIA Board member, leads the course, bringing decades of experience and a history of securing significant railsector revenues to the learning. RIA’s Exports Director Neil Walker’s vast international trade expertise amplifies the course’s export-focused section. Fiona, who has more than two decades of experience in work winning and B2B communications, is the course facilitator.

Looking ahead

Fiona added: “As the UK rail sector evolves with shifting procurement landscapes and global ambitions, our training portfolio acts as a vital catalyst for strategic resilience and professional development. By continually adapting content and delivery, it also ensures the UK rail supply chain remains sharp, agile, and ready to secure tomorrow’s contracts with confidence.”

For more information contact Fiona on 07949 409 829 or fiona.broomfield@riagb.org.uk www.riagb.org.uk/Training

Training Services

Learn. Connect. Grow.

NSAR-endorsed training courses that are tailor made to support the railway supply chain.

Introduction to the UK Railway Industry and Supply Chain

This is your gateway to understanding the UK rail industry. A comprehensive overview of the industry, its history, governance, finance, organisations, operations, rail reform, and more Ideal for inducting trainees, apprentices, and new entrants from other sectors.

Work Winning in the UK Railway Industry

Expert-led work winning, intelligence, strategies and tactics all in one course. Take a deep dive into how to win more work in rail and come away with fresh tactics Perfect for business owners, business development and sales teams and anyone involved in work winning roles

ESG-Driven Growth Strategies for Rail

Tailor-made ESG applications for sustainable growth. Identify opportunities for growth through ESG Specifically created for SMEs For Corporate Sustainability Officers, Chief Responsibility Officers and people with CSR/ESG responsibilities.

Courses available in London, Leeds, and get in touch to discuss delivery on site.

In her latest quarterly column Daisy Chapman-Chamberlain reflects on the multi-layered role of art and design in railway stations across the world

Mosaics in motion

Image: littelsam / Shutterstock.com

Form versus function is a perpetual consideration across all forms of infrastructure – and rail is no exception.

Any rail user, however casual, can recall at least one example of a brutalist concrete-and-steel station, wedged unforgivingly into the community to serve entirely as a practical gateway.

But railway stations don’t have to be blank, sterile environments. They can be stylish, engaging representations of the areas they serve, acting as windows to, and ambassadors for, their communities.

Placemaking in railway station design also serves a range of practical functions; the presence of artwork reduces vandalism and antisocial behaviour, beautiful environments can often be more relaxing for users (especially when employing elements of nature), and clear locational iconography helps with wayfinding for a range of users.

Mosaics and distinct tile patterns are often used in railway contexts as a decorative element. Largely resistant to weather, easy to clean, and relatively permanent in their installation, artworks created with tiles can be found at railway stations around the globe.

But tiles can serve a practical purpose too: on the London Underground, many of the oldest stations were given unique tile patters to enable passengers to identify where they were, in part because many early Tube patrons were illiterate.

So, the black, white, and blue chevron design at Russell Square or the brown ‘stepped’ patterns at Holloway Road would serve as clear indicators of location to passengers who were unable to read signage.

These unique patterns also serve a useful function into the modern day, enabling passengers who become more familiar with the network to understand where they are with a glance through the window, as well as helping passengers who don’t use the system often or who don’t speak English to orient themselves when visiting.

These patterns and mosaics can be overtly artistic as well as serving a placemaking purpose. Baker Street features tiled silhouettes of Sherlock Holmes’ profile, a nod to the famous literary link in the locale, and Green Park station features leaves in tiling, linking to the park above.

This approach has been adopted by many networks globally – in the USA, Times Square’s 42nd Street stop has mosaic tile signs and artworks with Broadway and Times Square themes, linking to the world of entertainment above ground; Astor Place features beaver tile mosaics referencing the fur trade once dominated by the Astor family.

In Portugal, blue and white tile patterns are found across networks, called ‘azulejos’ – these Iberian painted tin-glazed ceramics are rooted in Portuguese culture. In Lisbon, the Metro features unique tiles

Railway stations don’t have to be blank, sterile environments. They can be stylish, engaging representations of the areas they serve, acting as windows to, and ambassadors for, their communities

across stations, originally due to early budget constraints. Construction of the Lisbon Metro started in 1955, supervised by architect and planner Francisco Keil do Amaral.

When Keil do Amaral was informed that there was no budget for decorative elements, he threatened to leave the project, but his wife Maria Keil (a famous Portuguese artist) created the concept of using smaller mosaic tiles to create larger, attractive designs. These original designs can be found all over the Metro and newer stations carry on the tradition in exciting new ways, such as the use of optical illusions in tiling.

These patterns are often offset by the now-classic ‘subway’ or ‘Metro’ tile, but even these seemingly plain tiles serve a function. There was a key need to ensure a hygienic environment in rail as well as to give the appearance of cleanliness, and so the white, ceramic, brick-shaped tiles were a perfect fit. Easy to install, clean, and with a light-reflective form, these tiles help to give the appearance of a safe and sanitary location.

Designers George Heins and Christopher Grant LaFarge created the tile in the early 1900s, and it’s

unlikely that they could have predicted how popular it would become – now having escaped railway environments to be found in countless bathrooms and kitchens.

Beyond patterning, other materials can reflect heritage in building and decorating traditions, local geology, flora, and beyond. Accrington station was rebuilt from 2010-2011 using a range of reclaimed local materials and stone, and the concourse at Madrid Atocha has been converted into a tropical ‘garden’ to showcase Spanish botanical traditions and indigenous plant life.

‘The Lantern Bearers’ – enormous stone statues holding lamps on the front façade of Helsinki Central Station – are hewn from Finnish granite. They represent not only Finnish mythology and folklore, but have also become iconic representations of the resilience of the Finnish people; symbols of guidance and hope.

Bath Spa station was built with local Bath Stone, reflecting the honey-beige stone used across the city, while Newcastle Central features a soaring portico of stone arches built with sandstone that marries local design and heritage.

In Japan, several stations and even trains in the JR Kyushu network feature local cedar and cypress, tying modern rail design to traditional Japanese building processes.

These design choices were not accidental but deliberate decisions made to ensure stations across the decades and spanning the globe act as representations of their local communities.

From showcasing Victorian wealth, to enabling simpler wayfinding, or reflecting local history, beautiful design in stations isn’t just something to be admired but a practical and essential way of facilitating connectivity to the destination itself, to our past, and to inform our development into the future.

About the author: Daisy Chapman-Chamberlain is Specification Manager at Transport for the North. She focuses on improving transport systems, accessibility, safety and beyond. She is also the Chairperson of the Oxfordshire Community Rail Partnership. Daisy can be reached via LinkedIn.

Image: John Lazenby / Shutterstock.com

Image: TfL

Adam McCarthy, Managing Director of Engineering Project and Training Services (EPTS) discusses the business and a determination to improve the rail industry and its

people

Getting companies to a better place

A

dam McCarthy and the rest of the team at the EPTS Academy are passionate to see the rail industry and its people thrive in a safe and an efficient environment. It’s something that is at the heart of everything the organisation does through its training services.

“EPTS is a company here to support the needs of individuals, companies and of the industry,” explained Adam. “We have a big focus on people, a big focus on safety; two key aspects that all businesses need to thrive.”

EPTS was founded in 2021 by Adam with a vision to create a best in class solution within any engineering, project or training environment in which it is involved, built around the concept of creating bespoke solutions to meet a client’s needs.

“We believe we can help companies get to a better place and we’re here with everything from being able to support a one-off to more long-term projects,” he said. “We’ve got the expertise of engineering, we’ve got the expertise of training and we’ve got the expertise of project management.

“We’re not just a one-man band with an idea, we’ve got a proven track record of implementing different training across the industry.”

We have a big focus on people, a big focus on safety; two key aspects that all businesses need to thrive

EPTS offers more than 140 pre-built training courses including a range of technical qualifications which include electric vehicles (EV), rolling stock, and plant training. Training programmes can be in person, solely online or can be blended with other learning and assessment methods for the best training experience.

Among those to benefit from the training courses is West Midlands Trains, where the team has provided authorised person training for its electrical leads, and

is also providing electrical awareness training

“The vision from day one has been about enabling a better footprint across the rail industry with people having better knowledge whether it be about safety or rolling stock,” he said. “It is about helping people increase their knowledge and helping them to succeed, from those new to the industry to those more experienced.

“In more recent times we expanded into the EV route, which is very similar to the work we’ve been doing on electric trains. The concept of the actual workings is pretty much identical, so we became a City & Guilds approved EV training company with lots of policies and procedures being built to the standards.

“Massive to me is safety and its about ensuring it is understood and ensuring it is navigated correctly. It’s about offering the full package for customers. We can look at a new training course from that initial idea right through to implementing the training, as well as doing assessments at the end.”

Adam highlights how it’s not a case of one-sizefits-all when it comes to training.

“We look to be flexible and bespoke in what we do, but at the same time ensuring the foundations are still

the same in terms of when it comes to governance and compliance,” he said. “We do have the fixed-training courses as well, including electrical awareness for rail, and we’re currently building vehicle maintenance courses, from basic to more advanced.

“In terms of technicians we’re looking from new starts to advanced technicians, advanced fault finders to cover the entire gap. On top of that, electrical awareness is designed to allow for other people in and around the depot – such as cleaners or other areas, giving them that awareness of what they need to be doing in and around a powered up unit.”

Training with military precision

Adam’s journey in the railways started when he left the army nearly 15 years ago. Working initially as a technician at FirstGroup and Bombardier Transportation, he then joined Siemens as Thameslink Training Officer and then completed a secondment as Project Team Lead.

“My time in the military got me thinking outside of the box and to problem solve and it has helped me from a business point of view to not give up as well as having confidence and trusting in my abilities,” reflected Adam. “My experiences from the military have worked well in the rail environment, especially around discipline and teachings and the importance of safety.

“When I came out of the army I saw the railways as a potentially good career and I went from the shop floor, to a short spell at Bombardier in a more technical role, before the opportunity at Siemens on Thameslink as a training assessor.”

In regards to the latter role, as Thameslink Training Officer, he was involved in completing a training needs analysis for operations and maintenance for Metro rolling stock across a £1.25 billion rail introduction programme. It was a role that ignited his passion for setting up a training company.

“Because I came into the job quite early in the programme I was heavily involved in the planning phase as well as building the other elements that come with it,” he explained. “It got me thinking about what more can I do, and I started to look across at other projects and this is where the idea of EPTS came from.

“It became my background and my area of expertise and has grown from there, particularly in the last year in which I’ve had some really good contracts on the go, some great relationships, and some exciting projects in the pipeline.”

A bold vision

Adam is keen to grow the business and the impact it has on communities by teaming up with charities and organisations. In recent months the company has signed up to the People Plus Social Recruitment Covenant which highlights the importance placed on ensuring it gives everyone a fair opportunity; and registered on the Armed Forces Covenant which emphasises its dedication to both serving personnel and veterans of the Armed Forces.

The company is also building a partnership with Berkshire Youth which improves the lives of young people, and last year sponsored Brierfield Celtic Football Club under 7s and 8s teams, a football

team Adam played for as a goalkeeper when he was younger.

“It’s important for us that not only do we as a business thrive, but that we help people and communities along the way,” he said.

A longer-term aspiration is around a dream in creating an academy where people are brought in and get to experience different industries before pursuing a career in a specific industry. Although Adam knew from a young age he wanted to join the military, he thinks many young people might not be as sure.

“Apprenticeships are industry specific and in some cases it can be difficult for 16-17 year olds to know what they want to do,” he said. “The academy is something I’ve had in my head since I started thinking about the business, bringing together a yearly cohort of maybe 30 people with the support of larger organisations spending terms with different organisations in different sectors.

“It would be the opportunity for individuals to learn and understand about industries before making a decision about what they want to do and how they want to proceed in life. I think it would have a huge impact and further expand on the business in improving the lives of people and organisations.”

Network Rail and blocwork’s new vision for Glasgow Queen Street Station development

t is a real statement of our confidence in Glasgow and the potential for continued future growth.” That’s the message from Robin Dobson, Group Property Director at Network Rail, on the partnership with joint venture development partner blocwork to transform a 1.85 acre vacant site adjacent to Glasgow Queen Street railway station.

Aligned with Glasgow’s 2030 City Centre Strategy, the scheme will create an enhanced Station Quarter improving the experience and station environment for the circa 15m customers that currently use Glasgow Queen Street. This is in addition to delivering new commercial office space which has the potential to support around 350 new jobs (direct, indirect and during construction), as well as various skills and training opportunities for the city.

The Proposal of Application Notices (PAN) submitted to Glasgow City Council outline the proposals for a landmark office building alongside a new station entrance from North Hanover Street, enhanced station retail space, public spaces, and other station improvements. The project aims to transform the area and improve connectivity from the station to the new look George Square and The Avenues public realm programmes currently in development.

The development site is within an area promoted for the growth of retail and business uses, being both within the Principal Retail Area and the City Centre Strategic Economic Investment Location in Glasgow City Council’s City Development Plan (2017).

The first phase of the development will include the delivery of high-quality office space which will set a

new standard for sustainable offices in the city. Future phases of the project could see the addition of future office and residential buildings, with commercial space totalling 40,000 square metres.

The design team for this project is led by Scottishbased architects, the Comprehensive Design Architects (CDA), in collaboration with Arup. CDA projects span across the UK including MODA Edinburgh, Printworks Manchester and Old Brewery Bristol, while Arup was involved in the recent Glasgow Queen Street Station development project.

The PANs detail how blocwork and Network Rail plan to engage with the local community regarding their proposal. As part of the statutory pre-application consultation process, a public consultation event will be held in the autumn to

provide information about the proposal and to invite comments from stakeholders, customers and the community.

Robin said: “It’s an exciting time for Glasgow as the city’s recovery gains momentum with ambitious transformation and public realm projects being brought forward. Aligning with Glasgow’s 2030 City Centre Strategy, the plans unlock and transform disused railway land at the heart of the city, to enhance the station and create modern, connected spaces for people to live and work.

“The development is a great example of public and private sector collaboration, to deliver investment and community benefit. It is a real statement of our confidence in Glasgow and the potential for continued future growth.”

Cutting-edge rail ticket technology to be trialled across the Midlands and North

Passengers across the East Midlands can now benefit from simpler and more flexible tickets, with the launch of new digital trials.

From this month, rail passengers travelling between Leicester, Derby, and Nottingham have been taking part in trials, with more taking place in conjunction with Northern Trains in Yorkshire from the end of September.

The digital ticketing trials will allow passengers to check-in and check-out seamlessly on rail journeys, using a location-identifying app on their phone. The app will track journeys using Global Positioning System (GPS) technology and then automatically charge passengers the best fare at the end of the day. For ticket inspections and to go through ticket

barriers, a unique bar code will pop up in the app to be scanned.

This technology replaces the need for paper tickets or more commonly used mobile tickets using QR codes bought online or in-app ahead of your journey. Doing away with the need to plan and book journeys in advance, the app tracks your journey and determines which trains you took, detecting when you’ve left the rail network.

Up to 4,000 passengers can take part in these trials by simply signing up via the relevant train operator’s website, taking advantage of simpler and more flexible train travel, and a guarantee of the best value fare on the day. This technology has already been tested widely in Switzerland, Denmark

and Scotland, however this marks the first time these trials are being brought to England’s rail network.

Rail Minister, Lord Peter Hendy, said: “The railway ticketing system is far too complicated and long overdue an upgrade to bring it into the 21st century. Through these trials we’re doing just that, and making buying tickets more convenient, more accessible, and more flexible. By putting passenger experience at the heart of our decision making we’re modernising fares and ticketing and making it simpler and easier for people to choose rail.

“Through our Plan for Change we’re delivering growth in every corner of the country, and passengers across the Midlands and North will see real change in buying their train travel from today.”

Image: Network Rail

The Railway Industry Association is hosting its third SigEx conference and exhibition on innovations in the signalling and control sector in October. Rail Director previews the event and catches up with two of the speakers

SigEx: Bringing the industry together

e need to have that honest and frank discussion on how we can help each other better.”

That is the message from Scott Wardrop, Project Director (Digital Signalling) at Network Rail ahead of this year’s SigEx.

Scott is among the speakers at the event at York Racecourse on 23 October, from 9am until 4.30pm, aimed at everyone involved in railway signalling, along with professionals from related industries including supply chain experts, clients and government organisations.

“SigEx is vitally important to bring the industry together given the current challenges we face, especially in terms of available funding and work bank stability,” added Scott, a Chartered Engineer and Fellow of the Institute of Railway Signal Engineers, who has worked in the industry for more than 34 years. He works with multidisciplinary teams, stakeholders and suppliers to drive innovation, safety, and operational excellence to enable the introduction

of digital signalling on the West Coast main line north.

“How we work even more closely to build confidence in what we can achieve together has to be at the forefront of attendees’ minds,” he added.

“At SigEx I’m really looking forward to hearing where we can further develop and become a more intelligent client.

“Being able to provide some insight into our own challenges may enable further opportunity for innovative approaches to enable the industry ambition to deliver our CP7 objectives and showcase the positive impact signalling can have on ensuring we provide a cost-effective and reliable offering for all those who rely on and use our railways.

“This isn’t just a technical event, it’s a strategic platform for uniting the rail industry, driving innovation and strengthening professional networks.”

This year’s event will feature a mix of informative conference sessions and networking opportunities. Scott told Rail Director that his talk will be titled

‘From strategy to signals away: A client’s journey to enable efficient delivery on the West Coast North Modernisation Programme’.

Explaining more, he said: “Within the presentation I’m aiming to set out our strategy for the West Coast North Modernisation Programme in terms of our intelligent renewals approach, our focus on learning from others, especially where they have experience of delivering these sorts of works, recognising that experience of delivering digital signalling within the UK is limited.

“The talk also aims to question what the cost drivers are and how we can work smarter and more collaboratively with our supply chain to deliver within our anticipated schedule and budget.”

Network Rail created the Signalling Innovations Group (SIG) in 2013 to develop business cases for signalling innovations and to create a Signalling National Innovations Portfolio (SNIP).

Every year, SIG held a Technical Conference and exhibition, allowing representatives of the signal

David Clarke, Senior Technical Advisor at RIA, speaking at last year’s event. Image: RIA

engineering industry to hear for themselves details of the projects that Network Rail was working on and to see the innovations that various suppliers had developed.

That work came to an end with the move to devolution. The last SIG-X conference was held at Bristol Temple Meads in February 2020. However, the Railway Industry Association (RIA) took up the mantle following the pandemic and staged the SigEx conference and exhibition at De Montfort University in Leicester in November 2023.

One year later, it repeated the same event at the same venue, attracting more than 250 delegates and over 30 exhibitors. This year the event takes place in York.

James Dzimba, Chief Control Command and Signalling Engineer, Technical Authority, Network Rail, is one of the speakers. He said: “RIA’s sponsorship of SigEx delivers significant strategic value to the UK rail sector, particularly in the domain of Control, Communications & Signalling (CCS).”

The chartered engineer and Fellow of the Institution of Engineering and Technology leads the strategy for safe, efficient, and high-performing signalling systems at Network Rail and also heads Target 190, a research and development programme focused on delivering cost-effective, future-ready signalling technologies for a sustainable railway.

Highlighting the benefits of SigEx, James said the event serves as a catalyst for innovation, collaboration, capability building and strategic delivery.

Highlighting each area in turn he said: “Innovation in terms of showcasing AI-driven inspections, modular SSI replacements, SME involvement and automation technologies aligned with cost-reduction targets like Target 190 and low-cost signalling and level crossing technologies. It also highlights the role

of future technologies like Future Railway Mobile Communication System.

“Collaboration in facilitating alignment across Network Rail, suppliers, and developers on ETCS deployment and Rail Technical Strategy (RTS) goals and in finding solutions for legacy and obsolescence.

“The event is also important for capability building, promoting knowledge exchange and professional development, especially for early-career engineers; and in strategic delivery, in supporting the effective deployment of research and development investment in CP7 and maintaining momentum on digital signalling rollout.

“Overall SigEx exemplifies how industry-wide engagement can accelerate transformation, improve asset resilience, and ensure the CCS community remains agile and future-ready.”

The event includes a large exhibition space, and following the exhibition there will be a networking social at the racecourse lounge from 5pm to 7.30pm, where complimentary refreshments and snacks will be provided.

Robert Hay, Technical and Innovation Advisor at RIA, said: “I’m looking forward to this year’s SigEx, which will feature a fantastic mix of informative conference sessions and ample networking opportunities.

“I’d like to thank our event partners Network Rail and our Platinum Sponsors Sella Controls & Amey and our Silver Sponsors Phoenix Contact.”

For information on sponsorship opportunities or entry to the event, visit https://www.riagb.org.uk/ RIA/Events/2025/SigEx-2025/RIA_SigEx_2025. aspx?WebsiteKey=dc1927f5-fa2e-4539-97fe-f032 f006424d&EventKey=SIGEX25&e408d9cba206 =1#e408d9cba206

Email Christina.Xaviour@riagb.org.uk for more details.

How we work even more closely to build conﬁdence in what we can achieve together has to be at the forefront of attendees’ minds

Scott Wardrop

James Dzimba

Image: RIA

Avanti West Coast and the OPC have pioneered extending Non-Technical Skills (NTS) for Station Managers, identifying critical skills to enhance safety, and strengthen leadership with lessons that could beneﬁ t the wider industry

Beyond the frontline: How NTS is shaping station leadership

The OPC and Avanti have broken new ground by applying NTS to leadership roles, in a project profiling the critical NTS for effective station manager performance. Traditionally, NTS implementation has focused on frontline roles such as train drivers and signallers. With rising passenger volumes and increased leisure travel post-COVID, Avanti wanted to target leadership teams to model safety behaviours, apply NTS learning to enhance performance, and strengthen oversight on higher-risk passenger train interface operations.

“Stations present a range of safety risks for managers, from frontline issues to broader oversight responsibilities,” explained Iffath Ahmed, Business Psychologist at the OPC, who worked on the project. “Whether at the sharp end of dispatch or in a leadership role, safety is central to every aspect of station management.”

Why station managers?

Avanti recognised that while frontline roles had long benefited from NTS development, station managers also oversee safety-critical activities. The Station Directorate presented an opportunity to trial a new approach and explore ways to enhance safety and performance. From coordinating train dispatch, managing contractors or leading teams through disruption, managers’ decisions directly affect safety and service delivery. Focusing on managers first allowed Avanti to identify the critical NTS and cascade learnings to team leaders and frontline staff.

Craig Kerr, Senior Safety Manager at Avanti West Coast, said: “Our employees are our greatest asset and central to keeping customers safe, so it’s vital we equip them with the necessary skills to support them in their roles. While most development is geared towards technical skills, we recognise that NTS contribute to safety and operational performance. This new training approach supports our station managers to build their leadership expertise, perform even more effectively, and gives them another toolkit for safer operations.”

Project overview

Initial profiling sessions with station managers identified key NTS using group discussions, job analysis questionnaires and a critical incident technique capturing examples of good and poor performance.

Why is this important work?

A one-day workshop introduced the top five NTS for station managers, showed their application through real scenarios and guided managers in creating personal plans with practical techniques from the OPC.

Station managers responded extremely positively to the different stages. They found the one-day NTS workshop practical and valuable to their role. Over 85 per cent of delegates rated it ‘Very Good’ or ‘Excellent’. More than 90 per cent agreed it would enhance their professional performance.

Some research insights

Resilience and emotional control emerged as particularly important NTS. Station managers often lead during disruption, managing passenger flow, customer dissatisfaction, and staff under pressure, all with the need to maintain safety. Strategies for handling stress and staying calm in unforeseen situations were also a focus of the workshop.

The research also highlighted peoplemanagement behaviours closely linked to safety leadership. Approachability, fairness and open communication encourage staff to raise safety concerns without fear of reprisals, supporting individual performance and wider station safety culture development.

Dr Stephen Fletcher, Occupational Psychologist and Joint CEO at the OPC said: “We believe this is the first time NTS profiling has been applied to a managerial station role. It shows that insights from frontline safety-critical roles are transferable to leadership teams, with real potential to enhance safety, performance, and staff engagement. By defining NTS for station managers, Avanti West Coast also has a framework to strengthen recruitment, development and performance management. Other rail organisations could also apply NTS to managers with safety at the forefront, helping to strengthen station operations and passenger outcomes.”

Anita Brown, Head of Innovation and Engagement at Avanti West Coast, said: “We’re always exploring new ways to drive performance and make our stations safe and welcoming for customers. It’s often really valuable to take initiatives that have been successful elsewhere, like NTS with frontline teams, and apply them in a new context to enhance performance. By focusing on our station leadership, the benefits of NTS can cascade throughout all station staff, helping drive safety culture, and providing safe and consistent journeys to, from, and through our stations.”

Could NTS profiling help transform your Station Leadership teams? Find out how the OPC could help.

admin@theopc.co.uk

01923 234646

www.theopc.co.uk

An online survey asked managers to rank the critical NTS and highlight their strengths and development priorities.

Image: Avanti West Coast

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Niall Rooney has been appointed the new Customer Experience Director at Arriva Rail London, which operates London Overground on behalf of Transport for London. Niall brings with him 18 years of experience in the airline industry, having held a range of senior leadership roles at British Airways over the past decade

From planes to trains

Congratulations on your appointment, what attracted you to the role and a move to the railways?

I’ve loved my time in the airline industry and had the opportunity to take on a variety of roles at British Airways. I’ve always felt I thrive and deliver when stepping into something new. So, when the opportunity came to take on a challenge in a new industry, I was immediately intrigued.

Rail is a fascinating sector and plays a vital role in the functioning of a dynamic, successful society. The London Overground already delivers on this role for millions of Londoners every week, so being in a leadership position to take this to the next level is very exciting.

What are your aims and aspirations?

Coming into rail from a different sector means I have a steep learning curve to understand the industry. I’m fortunate to be supported by incredibly knowledgeable and passionate teams who are helping me on that journey.

In turn, I want to support them – ensuring they have the help, tools and training they need to deliver an outstanding customer experience for the 3.5 million passengers who travel across the London Overground network every week.

What learnings will you be looking to apply from your aviation background?

The leadership style required to deliver in aviation translates well into rail. No one individual can make a complex, customer-focused operation such as an airline or railway run effectively. It truly is a team effort. Success depends on equipping teams with the resources and confidence to consistently deliver for customers, which holds true across both industries.

My career foundations are in the commercial space, and my remit as Customer Experience Director gives me the opportunity to apply that experience to infrastructure projects, contract and agency management, as well as revenue protection – all of which present exciting opportunities. I’ve found that the airlines I’ve worked for have made strong use of data. I advocate for balancing robust data sets with the valuable insights our colleagues bring from their day-to-day experiences. Arriva Rail London has made huge strides in data capturing and utilisation in recent years, and I look forward to encouraging critical thinking within my new teams.

I’ve also found that a respectful, transparent and collaborative approach with trade union colleagues is highly effective. I hope to build the strong relationships I established in my last role with trade union colleagues on the London Overground.

What are the biggest differences and similarities between the aviation and rail sectors?

At the end of the day, the fundamental requirement for both rail and airline customers is the same: to be taken from A to B safely, reliably and punctually. These are givens, but present challenges daily for colleagues in both industries given the operational complexities.

Leading initiatives and responding to challenges in either sector requires a similar leadership style. Ultimately, it’s colleagues within these industries who drive performance and customer satisfaction – leaders are here to provide whatever support they need to achieve that.

Rail and aviation are also both highly regulated, safety-focused, politically sensitive, and often attract media interest – whether it be for positive or negative reasons.

The key difference is the sheer volume of shorter journeys in rail. Rail customers are often more autonomous but their expectations are just as high. Whether you’re travelling for 12 hours or 12 minutes, you still want a safe, reliable, punctual and highquality service. With shorter journeys, there’s less time to make an impression and create that spark with customers so every moment counts.

Image: Arriva Rail London

AI that understands engineering requirements

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

Just reﬂect on your time in aviation and particularly the challenges during and after the pandemic, and aircraft movements?

Aviation is very cyclical. Right now, it’s enjoying high demand which in turn drives high revenue but like rail, it’s asset-heavy and inherently costly to run a safe operation. When revenues soften due to external factors such as September 11 or the 2008 financial crisis, airlines that don’t manage their costs become particularly exposed, meaning some ultimately fail or require government intervention.

I’ve worked for companies that always take cost control seriously, even during periods of strong revenue – an approach which puts you in a much stronger position when external factors impact revenue. This was especially evident during the pandemic, when revenue stopped overnight. Being part of a successful pandemic recovery was indeed stressful but also extremely rewarding.

In my final year at British Airways, I managed the

Image: Balfour Beatty Balfour Beatty appoints Richard Watts as Managing Director of UK Rail business

Balfour Beatty has announced the appointment of Richard Watts, who will join the group later this year, becoming Managing Director of its UK Rail business in January 2026.

Richard has 20 years’ experience in the rail sector, providing transformative and innovative solutions to longstanding industry challenges and achieving bestin-class outcomes in this highly regulated sector.

He will join Balfour Beatty from BAM Nuttall where he was Rail Sector Director responsible for the overall performance and delivery of national rail frameworks, as well as for the company’s highways operations. Prior to BAM Nuttall, Richard enjoyed a successful career at TXM Plant, HS2 Ltd, Colas Rail and Network Rail, holding a number of senior leadership roles.

He will replace Mick Rayner, who has worked at Balfour Beatty for more than 27 years, most recently as Managing Director of Balfour Beatty’s UK Rail business; a position he has held since 2018. Mick will continue in this role until the end of this year, moving into a new part-time Senior Advisory role in January 2026 and continuing to play an active part in supporting the UK Rail business.

Richard said: “It is an honour to join the Balfour Beatty team at this pivotal time as Great British Railways begins to reshape the industry.”

Aircraft Movements team – around 250 colleagues responsible for pushing back aircraft prior to departure and towing them between terminals and engineering bases. I had no prior operational experience and had never worked directly with trade unions, but was given the opportunity to develop this experience thanks to the work I had done in other areas.

It’s a 24/7/365 operation, with towing also continuing throughout the night at Heathrow. It was certainly high-pressure – if my team didn’t push back a plane, it simply didn’t take off. The team is highly skilled, many with decades of experience. They’re in complete control of aircraft worth hundreds of millions of dollars, carrying hundreds of passengers, before handing over to the pilots on board – there’s no margin for error. Thanks to their skill, dedication and the openness of both the team and trade union colleagues, we saw massive improvements in performance and colleague engagement.

Waterman Aspen announces new Managing Director

Waterman Aspen has appointed Andrew Bruce as its new Managing Director.

He joined Waterman Aspen in 2008 and took on his first secondment at Durham County Council. Since then, Andrew has had the opportunity to work across all levels of the management team and seen Waterman Aspen navigate recessions, a global pandemic, and major shifts in how the company works.

Through it all, Waterman Aspen has grown significantly, nearly tripling in size, and the focus remains on continuing to build a resilient business for the future.

Andrew said: “I’m excited about the future for Waterman Aspen and our industry. We have a fantastic opportunity to embrace new technologies, continue to evolve as a business and further strengthen the relationships we have with all of our valued clients across the UK.”

He takes over this new role from his predecessor, Mark Emberton, who has worked with Waterman Aspen for almost 35 years and has been Managing Director since 2018. He isn’t leaving the Waterman family and has accepted the role of Chief Operating Officer UK for Waterman Group. Over the next three years Mark will be leading the integration of the three existing Waterman consulting businesses into a single, unified team.

As well as thoroughly enjoying this role, I also learned the sharp end of running an operational area and how much can be achieved through collaborative working with trade union colleagues.

What are the biggest challenges when it comes to customer experience and what are your priorities in ensuring a ﬁrst-class customer experience?

The London Overground is a well-established network with high customer satisfaction scores, thanks to the tremendous work of Arriva Rail London and the dedication of our teams. Customer focus is at the heart of our corporate strategy.

It’s still early in my journey to define specific priorities, but the main theme in my reflections so far is the importance of ensuring our colleagues have the support, tools and training they need to deliver for our customers. This applies for all areas of my remit from frontline colleagues in our stations, to corporate functions such as customer strategy.

LRSSB appoints Audit and Safety Ofﬁcer

An experienced safety auditor and accident investigator has joined the organisation responsible for light rail safety in the UK in a newly created role.

Having previously worked in heavy rail on projects across the globe, Peter Hughes has been appointed by the Light Rail Safety and Standards Board (LRSSB) as its Audit and Safety Officer.

A specialist in risk analytics, Peter has worked in rail safety since 1991, predominantly in the UK and Australia, and completed successful assignments in India and Malaysia.

He has also served as an expert witness in legal proceedings following several fatal accidents at level crossings and authored a number of journal and conference papers.

During his career, Peter has created and delivered training courses for Queensland University of Technology’s Graduate Certificate programme; Huddersfield University’s MSc programme in railway safety; and a professional training course for the Institution of Engineering and Technology (IET).

At the LRSSB he will be responsible for initiating safety audits within the sector, assisting in the maintenance of the safety risk management framework and evaluating compliance with standards and regulations. He will also assist in the development of new light rail standards and reviews of existing ones.

Image: LRSSB

Image: Waterman Aspen

Robust protection for electrical networks and devices.

Helping to maintain service uptime across a variety of critical rail applications.

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The opening of the new East Kilbride Station is part of a wider £144 million investment to electrify the line and improve rail services between the town and Glasgow

East Kilbride Station opens to passengers

ScotRail’s Managing Director Joanne Maguire has described the opening of the new East Kilbride Station as a huge step forward in delivering a modern sustainable railway for customers.

The £9 million station opened to passengers last month as part of the wider East Kilbride enhancement project, a £144 million investment from the Scottish Government to electrify the line and improve rail services between the town and Glasgow.

The modern facility replaces the previous station building and features a new ticket office and barriers, waiting area, and accessibility improvements.

Joanne said: “These improvements will not only enhance the experience for people travelling today but also support the future introduction of electric trains along the route.

“We’re proud to play our part in this transformation and look forward to welcoming even more people on board in the months ahead.”

The new station was delivered by Network Rail and contractor AmcoGiffen and is the latest milestone in the overall enhancement project. Several upgrades have already been completed along the route, including the opening of a new £16 million station at Hairmyres in May, new footbridges at Busby, Clarkston, and Giffnock stations, the renewal of the railway bridge in Busby, and the installation of a new road bridge on Thornliebank Road.

Liam Sumpter, Managing Director of Network Rail Scotland, said: “We know how important East Kilbride Station is for people travelling to work, accessing education, and reaching vital services.

“That’s why we wanted to create a space that feels modern, welcoming, and built around the needs of the community. Everyone involved in the project has delivered on that vision, and the result is a station that’s truly fit for the future.

“The East Kilbride enhancement project is one

Each milestone, such as this one, brings us closer to a railway that better serves our passengers

of the most significant rail upgrades we’ve delivered in recent years. Each milestone, such as this one, brings us closer to a railway that better serves our passengers. We’re reaching the final stages now as we work to complete the electrification of the line and welcome electric trains onto the route towards the end of the year.”

The East Kilbride enhancement project is scheduled to be complete by December 2025.

Cabinet Secretary for Transport Fiona Hyslop said:

“The opening of this new station in East Kilbride is the latest milestone in the delivery of the significant investment this Scottish Government has made across the route.

“The new station is fitting for a line that is benefiting from modernisation, bringing with that greener and more sustainable electric trains on completion of this £144 million programme. It is a clear example of our commitment to making rail a more attractive travel option.”

Images: Network Rail

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