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James Richardson Transforming train travel across the North Darren Caplan A year of opportunity - if we can restore confidence Huw Merriman Looking beyond the tracks Emma Roberts Railway 200: ‘Something rather extraordinary’

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INTRODUCTION

Foundations set for the year ahead

elcome to the latest edition of Rail Director, a special bumper magazine packed full of enough content to keep you busy reading in both December and January. It has been another action-packed month in the railways, with funding approval for Cardiff Central station, overhead wires across Rhymney railway line going live, and Greater Manchester setting out a new vision to transform its railway system over the next 30 years, all of which is just a snippet of the huge number of activities that have been going on just while writing this article alone. 2025 has seen the arrival of GB Railfreight’s Class 99 and East Midlands Railways’ Aurora; the opening of stations including Beaulieu Park; the ongoing progress on the likes of the Transpennine Route Upgrade (TRU); and the introduction of the Railways Bill and with it the establishment of Great British Railways. The year has not been without its challenges. Progress is being made on HS2 but the programme is still undergoing a reset, and the Department for Transport announced an indefinite pause on electrification of the Midland main line. Bearing this in mind, it perhaps therefore comes as no shock that a recent Savanta survey, conducted on behalf of the Railway Industry Association, revealed that confidence in the rail market has declined and many businesses are either freezing recruitment or reducing the size of their teams. But it isn’t all doom and gloom. Rail passenger, freight and revenue levels are rising, and more capacity will be required in the future – suppliers just need more confidence to compete for work and to invest in their business plans and teams. There are other significant areas of positivity. In this magazine James Richardson, Managing Director of the TRU, talks milestones and 2026 from page 22; Maria Machancoses, Chief Executive of Midlands Connect, from page 10 writes about why the time is now for Midlands Rail Hub; and on page 34 Huw Merriman reflects on his time as Rail Minister and his vision for the transformation of the railways in the North. This edition also features a special section on light rail from page 48 including articles from UKTram, Blackpool Transport and the Light Rail Safety and Standards Board. So as 2025 draws to a close, I wish all those involved in the creation of Rail Director and the readers all the best for the Christmas period and a happy, healthy and prosperous 2026. On what has been a fantastic year celebrating the 200th anniversary since the birth of the modern railway, it feels fitting to finish with the words of Emma Roberts, Railway 200 Programme Manager, who in her article from page 30 writes: “This year was not about throwing the railway a party: it’s been about galvanising one of the country’s finest sectors, restoring public pride in a British innovation that sparked unparalleled cultural and economic change and, perhaps most importantly, inspiring the next generation of young railway employees.” All the best,

This year was not about throwing the railway a party: it’s been about galvanising one of the country’s ﬁnest sectors

Danny Longhorn Editor

Rail Director magazine and Railbusinessdaily.com are assets owned by the Railway Industry Association. Railbusinessdaily.com delivers more than 70 stories a week to +73,000 rail industry professionals in our daily 7am newsletter. If you have not already subscribed, it’s free and it’s easy to do so at www.railbusinessdaily.com, please also encourage your colleagues to do the same. This is the very best way to keep abreast of what is happening on the UK’s railways. There is a digital copy of Rail Director on our website.

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CONTENTS

The future is Midlands Rail Hub

Midlands Rail Hub is a £1.75 billion blueprint for faster, better and more frequent connections across the Midlands. Maria Machancoses, Chief Executive of Midlands Connect, explains more

10 The future of British trains arrives

A new Great British Railways brand has been unveiled – as landmark legislation has been debated in the House of Commons

16 Helping to shape reform

Darren Caplan, Chief Executive at the Railway Industry Association (RIA), is asking the Government to be bold in making rail reform a genuine partnership

20 Powering the future of UK rail infrastructure

David Mitchell, Director of UK Power Networks Services, discusses the challenges of powering UK rail infrastructure and how resilience is becoming even more critical

22 Transforming train travel across the North

James Richardson, Managing Director of the Transpennine Route Upgrade, talks milestones and the journey ahead for the project

30 Railway 200: ‘Something rather extraordinary’

Emma Roberts, Railway 200 Programme Manager, writes about a year of celebration, and explains how the journey isn’t over

34 Looking beyond the tracks

Huw Merriman reflects on his time as Rail Minister, the decision to scrap HS2 Phase 2a, and his vision for the railways in the North

42 Putting East West Rail on the right track

Ben Rule, Railway Operations Director at East West Railway Company, emphasises the importance of operators working together in ensuring a stronger voice

48 Light rail at a turning point: A year of progress and possibilities ahead James Hammett, Managing Director of UKTram, reflects on the last 12 months and looks ahead to 2026 full of optimism

52 Unlocking the future of UK light rail

The RIA Light Rail Member Interest Group recently met in Birmingham, addressing the opportunities available for the supply chain in this growing and evolving sector. Rail Director reports

Dec 25-Jan 26

CONTENTS

54 Blackpool Tram: ‘Going from strength to strength’ Blackpool Transport has come a long way over the past 12 months. Jane Cole, Managing Director, reflects on the success

58 LRSSB celebrates the success of Pedestrian Safety campaign A campaign led by the LRSSB is transforming safety

62 36,500 rail workers trained in suicide prevention Samaritans and Network Rail are celebrating 15 years of a successful lifesaving partnership

64 RIA announces All Island Rail Summit

RIA Northern Ireland has announced details of its first All Island Rail Summit. John Glass, Translink, and Dr Seán Sweeney, MetroLink, highlight some of the opportunities for rail organisations

68 Unlocking large-scale programme value through collaborative operating models

Tel: 01132 082620 Sales: 07494 529 803

78 Future of Rail series returns in 2026

Writers Rosie Crampton Nigel Wordsworth

82 How one family’s rail legacy reflects the evolution of the sector

Advertising Sales Christian Wiles Chrisw@railbusinessdaily.com Marketing Sales Sarah Hopton Sarah@railbusinessdaily.com

Viraf Avari, Transformation & Operating Model expert and Tom Becker, Operating Model expert, at PA Consulting, write about how integration must be a guiding light, not an add-on Robert Cook, RIA’s Policy Director, reflects on the inaugural series and why it is so important to continue next year

The Ordish family’s connection to the rail industry spans much of the 200-year history of the modern railway. Richard and Max Ordish, father and son, both Chartered Engineers, are continuing that legacy today

84 Rail industry’s big night raises £600k for Railway Children

Beneath chandeliers and Bridgerton elegance, the rail industry came together for a night that raised spirits and £600,000 for Railway Children

88 Movers and shakers

Including Q&As with Arup’s John Fagan, and Govia Thameslink Railway’s Rebecca Butler

94 And Finally: Celebrating the railway superstars The 2025 Heart of Gold Winners have been announced

Dec 25-Jan 26

Editor Danny Longhorn Danny@railbusinessdaily.com Designer and Production Manager Debbie Nolan

Published by Rail Business Daily 2 Bond Court, Leeds, LS1 2JZ Printed by The Manson Group © 2025 All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of Rail Director please ring 01132 082620 or email info@railbusinessdaily.com. The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

LOOKING AHEAD

Midlands Rail Hub is a £1.75 billion blueprint for faster, better and more frequent connections across the Midlands. Maria Machancoses, Chief Executive of Midlands Connect, writes more about the project and the journey ahead

The future is Midlands Rail Hub

overnment has committed to the delivery of Midlands Rail Hub (MRH). We are about to see a transformation in rail travel in the Midlands, and it is a watershed moment for many who have been involved in getting the project to this point. It is no exaggeration to say this is the region’s biggest and most ambitious rail improvement scheme in a generation. A blueprint for faster, better and more frequent connections, which industry insiders have been advocating for, since the 1990s. MRH will create a more resilient, reliable and better-connected Britain by creating additional rail capacity in central Birmingham – MRH will ultimately deliver 300 extra trains into or out of Birmingham every day, improving reliability of services across the whole country but importantly, it will also support a regional east-west revolution in an integrated transport system, something we know is holding back the economic performance of the Midlands. This will be mainly achieved by building two new

It is no exaggeration to say this is the region’s biggest and most ambitious rail improvement scheme in a generation

Dec 25/Jan 26

‘chords’ between the Chiltern main line and ‘Camp Hill’ lines at Bordesley and widening of the Bordesley viaduct. Extra platforms will also be added at Moor Street, Snow Hill and Kings Norton Stations, alongside a handful of other interventions in the region. This will help to finally end the annoyance of trains being held in the tunnels outside New Street before entering the station. It is the solution this region needs to provide faster, more frequent or new rail links for up to 50 important economic hubs including: Nottingham, Leicester, Bromsgrove, Nuneaton, Worcester, Swindon, Hereford and Cardiff. Thankfully, political support for the project has been clear for all to see in recent months. The Chancellor, Rachel Reeves, highlighted the scheme for delivery in her first multi-year Comprehensive Spending Review in June. Since then, it has been mentioned many times in the House, including by the Prime Minister at Prime Minister’s Questions in July, when he said he was

ADVERTORIAL LOOKING AHEAD

Building strong foundations

delighted that major rail schemes had been set out, With a keen eye on the future, Kieran recognised and included MRH in his list. there was a gap in SEP Geotech’s offering: Putting rail connectivity at the forefront of “What SEP Geotech does ties together perfectly conversations about the economy, housing and job with piling. The purpose of our investigation forms creation has been a key part of the MRH success story. the basis of the pile design, and our sister company, We know better rail links create a better future for SEP Rail Design, designs the piles; now we will install the millions of people who travel, work and live in the them.” Midlands and beyond, the benefits are there for the Piling, in engineering terms, involves the taking. installation of foundations driven or bored into the But conveying that has been a monumental task. ground to transfer loads to deeper, more stable soil. Last year, we commissioned a piece of research These structural elements are essential when the on workforce analysis to understand the scope and natural bearing capacity of the soil is insufficient for impact of the delivery phase of MRH. This revealed supporting heavy construction loads. more than 12,750 roles are expected to result from the Kieran’s extensive engineering experience, programme. developed since his teenage years, has been centred On top of creating thousands of jobs and around piling. He explained: apprenticeships through the design and construction “This is a critical moment for the piling and phase and beyond, MRH could generate an foundations industry. Exciting innovations within pile additional £240 million in economic value design and installations are allowing for improved throughout the supply chain. And a further £45 project turnaround times and more technically million uplift is expected in social value benefits, demanding programmes. thanks to enhanced skills and knowledge and “By leveraging our team’s experience, alongside sustained employment. utilising the wider SEP Rail Group’s capabilities, That is the kind of information which makes SEP Geotech is in a perfect position to deliver an impact. It is the undeniable reality that makes projects from feasibility to design through to everyone from a politician to a passenger sit up and completion.” take note. The positive ripple effects will be felt by so many, thanks to bulging order books for SMEs, career Prioritising growth and expertise opportunities for young people and secure jobs for Investing in the professional development of the thousands of people already working in engineering current team is also not just a priority; it’s a key part and construction. of SEP Geotech’s vision for the future.

While the demand is always there for new staff, If we are serious about economic growth, and Kieran knows the value of hiring the right people: boosting our regional productivity, investing in public “This industry isn’t for the faint-hearted. Late transport is a no-brainer. nights, early mornings. Long periods of time away The tale of housing has also played a critical role from your family. My office is my mobile phone and in elevating the MRH story, for example, Ashchurch in my van; we’re always on the road, on-site, and getting Gloucestershire, is one area set to experience a huge our hands dirty. building boom. “Our team shares a deep commitment to the Tewkesbury Borough is the fastest growing enduring success of our business and is constantly borough outside London. It will see significant seeking ways to enhance their skills and improve our housing growth with the development of a Garden services. Communities new town project with up to 10,000 “We take pride in being one of the few homes on the doorstep of Ashchurch for Tewkesbury geotechnical companies that offer specialised station. drilling NVQs to our team, ensuring that our The nearby Cotswold Designer Outlet opened in workforce remains at the forefront of industry July, bringing an estimated 3.5 million annual visitors expertise and quality.” from across the Midlands and south west. Investment in staff is one thing. But the evolving Ashchurch for Tewkesbury station is currently rail industry landscape also demands industryserved by hourly trains from Worcester to Bristol via leading equipment. To address this, Kieran provides a Cheltenham and Gloucester, but only very limited candid glimpse into a forthcoming investment at SEP services to and from Birmingham, largely confined to Geotech: the peak periods. “We’re investing in a new, state-of-the-art solution MRH will bring in new services, with plans for the designed for safe work on embankments, slopes, station to be served by a regularly hourly train to and and even over water. This innovation eliminates the from Birmingham, anticipating increased demand need for traditional rope access, streamlining our as a result of the expected population growth. This processes even further.” is a key part of the case for MRH – making sure the As SEP Geotech continues to evolve and aspirations for the area are met and supported by the expand its offerings, one thing is clear: Kieran delivery of vital infrastructure. Moran’s experience, dedication, and vision will So, what next? Following Government’s remain at the forefront, driving the company announcement for MRH and at a time when Britain to even greater heights in the geotechnical needs accelerated growth, this provides certainty engineering industry.

7 This is a critical moment for the piling and foundations industry

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LOOKING AHEAD

Midlands Rail Hub must happen, with no delays… our time is now to the industry and importantly, proves its ability to deliver major infrastructure projects. MRH is officially ‘on for delivery’. It has commenced with the award of a contract for an alliance to start construction of this transformative project, which could cost around £1.75 billion if delivered in full. The first stage will see works boost services in Birmingham, the West Midlands, south west and South Wales, completed by the early 2030s. This alliance will also secure land consents for the scheme and produce a Full Business Case, to inform future funding decisions. By creating additional capacity at Moor Street, Snow Hill, and Kings Norton stations, the initial benefits will improve the reliability of trains through New Street; allow all Chiltern Birmingham services to extend to Snow Hill, directly accessing the Colmore Business District; and enable the restoration of the Cross City Line to a six trains per hour ‘turn up and go’ service. In future stages, additional trains from Birmingham Moor Street to Worcester Foregate Street, Cardiff Central and Swindon will be in service. Importantly, the construction of both the west and east chord at Bordesley will be key to enable our ultimate ambition to deliver better services from Birmingham towards the East Midlands. In parallel to these first stages of construction, Midlands Connect will continue to work with our partners to develop a programme-wide business case for the scheme. This will be submitted to Government, via the Railway Network Enhancements Pipeline (RNEP) process. This will allow Government to make a decision on funding remaining elements of the scheme through to delivery, enabling faster and more frequent train services from Birmingham to the East Midlands and a higher frequency of service from Worcester to Hereford. Furthermore, we will also work to ensure effective interface between MRH and the new timeline for the delivery of HS2, as these two vital projects enhance and complement the national and regional network. Following on from the pause of Midland Main Line electrification, we will also engage with Government at pace, to better understand how to secure investment for this critical part of the national and regional rail network, which is a key priority for the region. We are determined to put MRH at the heart of Government’s plans to deliver growth and its 10-Year Infrastructure Strategy. The great progression towards improving connectivity in the Midlands is clear to see on the horizon. Our message is clear – Midlands Rail Hub must happen, with no delays… our time is now.

Swindon North MP, Will Stone (centre), discussed Midlands Rail Hub with Midlands Connect and rail chiefs

Coleshill MP, Rachel Taylor (second from right), joined Midlands Connect and rail chiefs to hear how the Midlands Rail Hub could deliver a transport boost for Coleshill.

Midlands Connect and rail chiefs met to discuss how the Midlands Rail Hub could deliver a transport boost for Warwickshire

Dec 25/Jan 26

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LOOKING AHEAD

A new Great British Railways (GBR) brand has been unveiled – one railway, owned by the public, as landmark legislation has been debated in the House of Commons

The future of British trains arrives

Image: DfT

he Rail Minister has said in 2026 the Department for Transport Operator Ltd (DfTO) and Network Rail will “bust a gut” to create the circumstances in which GBR can be successful when it is created from 2027. Lord Hendy, who was previously Chair at Network Rail, spoke of his optimism on the day the new GBR brand was unveiled. “I am confident the Railways Bill will pass through Parliament and very confident it will produce the results that we and the country want,” he said. Lord Hendy spoke to Rail Director on the day the landmark Railways Bill was also debated in the House of Commons following the Government’s decision to freeze rail fares for the first time in 30 years. The bill will create GBR, which will bring together 17 different organisations, and aims to cut through

the bureaucracy and lack of accountability that continues to plague the railways and instead run Britain’s railways as a single organisation for the first time in decades. When asked when the boss of GBR might be appointed, Lord Hendy explained: “One of the principal objectives of the bill is to set the organisation up and of course you can’t pre-empt the will of the Parliament, so we can’t really appoint someone until quite a long way through the process. “In the meantime, we’re not wasting time and I’m concentrating on the near term which is that I want Network Rail and DfTO to work together throughout 2026 to create the circumstances in which GBR will work.” Progress is already being made. Seven major train operators are already in public hands, covering a

Dec 25-Jan 26

third of all passenger journeys in Great Britain. The logo and train livery for GBR will be rolled out from next spring to trains, websites, stations and more – bringing the railway together under one brand owned by the public. Lord Hendy also highlighted the introduction of the integrated business units Southeastern, South Western and Anglia. “These are examples of work already underway which can drive performance and drive revenue and reduce costs,” he explains. “These are good things we can continue to do in advance of GBR.” GBR aims to maintain and improve the railways, accountable to passengers, freight customers and taxpayers. The Government revealed last month that fares and ticketing will be brought into the 21st century (including with the new app), and added that

LOOKING AHEAD

We’re not wasting time and I’m concentrating on the near term which is that I want Network Rail and DfTO to work together throughout 2026 to create the circumstances in which GBR will work

a strengthened passenger watchdog will investigate poor service and demand improvement. A statement from the Government added that GBR will be empowered to build a railway that supports the Government’s missions to drive economic growth and opportunity by unlocking jobs and housing. The design, revealed in December, will also feature on the GBR ticketing app, which will be a one-stop shop for passengers to check train times and buy tickets at the best prices across the rail network without any booking fees. Disabled passengers will also be able to use the app to book Passenger Assist when buying tickets, creating a seamless experience. Speaking on the role of the supply chain in all of this, Lord Hendy said that at the end of the Bill process when GBR is established, around 60 per cent of railway expenditure will still be in the private sector supply chain. “As long as they do a good job what they supply will still be needed,” he said. “Also, as a result of having a Bill that obliges the Secretary of State to having a long-term railway plan for the first time in more than 30 years the railway is going to know where it is going in the long term. “That will enable GBR to have a longer-term business plan than anything anybody has seen recently, and I think it will give the supply chain a much clearer view about where the railway is going and what it should mean for them. “Of course they will still have to compete for contracts, but for example with rolling stock,

Lord Hendy. Image: DfT

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LOOKING AHEAD

This isn’t just a paint job – it represents a new railway, casting off the frustrations of the past and focused entirely on delivering a proper public service for passengers

we are already writing the Rolling Stock and Infrastructure Strategy for the purpose of working out what the use of the rolling stock on the existing railway is for the rest of its life and what we should be buying. That will help the supply chain enormously which has been plagued by uncertainty for years.” The new GBR design features a red, white and blue colour scheme and sharp angles to create a striking and memorable design mirroring the Union Flag. The GBR logo has also been revealed, featuring the iconic double arrow symbol in a nod to Britain’s proud railway heritage. Transport Secretary Heidi Alexander said: “The future of Britain’s railways begins today. I’m immensely proud to unveil the new look for Great British Railways as we deliver landmark legislation to nationalise our trains and reform the railway so it better serves passengers. “This isn’t just a paint job – it represents a new railway, casting off the frustrations of the past and focused entirely on delivering a proper public service for passengers. “With fares frozen, a bold new look and fundamental reforms becoming law, we are building a railway Britain can rely on and be proud of.”

Industry reacts Responding to the progress of GBR, the Rail Freight Group (RFG) has called on parliamentarians to support rail freight, emphasising that moving freight by rail supports every person in the UK, moving consumer and retail goods, construction materials for new homes and infrastructure and supporting energy generation for millions of households. RFG has said that the Railways Bill contains some important and welcome provisions for rail freight, but also “raises concerns”, particularly around the future plans for allocating track capacity. Its key concerns include: The demise of the rail regulator as the body which has grown the railway through incentivising performance, granting new routes, fostering competition and delivering rail growth. Allowing GBR, rather than the regulator, to set

Dec 25-Jan 26

rules on track access and charging, determine initial appeals and mark its own work to potentially favour the 75 per cent of operators within its stable over the other 25 per cent of public and private sector operators. Confusion over which of GBR or Government will be the guiding mind with new sweeping powers for the Secretary of State to direct, or give guidance to, GBR. Powers for Government to intervene over the management and operation of infrastructure and facilities which are not owned by the Government or GBR. RFG Director General, Maggie Simpson OBE, said: “The success of Great British Railways will depend not on the colour of its logo but on how it supports customers, and enables more goods to move by rail. By making some small changes to the Railways Bill, parliamentarians can help us ensure that the future of our railways works effectively for all users.” Also reacting to the update, Alex Robertson, Chief Executive of the independent watchdog, Transport Focus, said: “The second reading of the Railways Bill, alongside a preview of the logo and ticketing app, marks another step on the journey towards a railway built around passengers. “As well as what is written into law, the success of Great British Railways will depend on its people and culture and today gives us a glimpse into what that could look and feel like.” Jacqueline Starr, Executive Chair and CEO of Rail Delivery Group, added: “The Railways Bill presents an opportunity to bring the industry together with a single focus on delivering for our customers and we are determined to play our part in getting it right. “As the industry evolves, our priority remains supporting the rail network to keep people moving and making sure we are delivering a better railway for everyone across the country, now and in the future. “We welcome the Government’s commitment to improving the services our customers depend on every day and we will continue to work closely with industry partners to support a smooth transition to GBR.”

UK RAIL NEWS

Rail fares to be frozen for the ﬁrst time in 30 years

he Chancellor and Transport Secretary have announced a freeze on rail fares for the first time in 30 years, meaning passengers won’t have to pay any more on season tickets, peak returns for commuters and off-peak returns between major cities. Speaking ahead of last month’s Budget, Chancellor of the Exchequer Rachel Reeves said: “At the Budget I’ll set out the fair choices to deliver on the country’s priorities to cut NHS waiting lists, cut national debt and cut the cost of living. “That’s why we’re choosing to freeze rail fares for the first time in 30 years, which will ease the pressure on household finances and make travelling to work, school or to visit friends and family that bit easier.” Transport Secretary Heidi Alexander said: “We all want to see cheaper rail travel, so we’re freezing fares to help millions of passengers save money. “Commuters on more expensive routes will save more than £300 per year, meaning they keep more of their hard-earned cash. “This is part of our wider plans to rebuild Great British Railways the public can be proud of and rely on.” Responding to the announcement Ben Plowden, Chief Executive Officer of the Campaign for Better Transport, said: “We know that cost is the number one concern for people wanting to travel by train, so it is very welcome that fares will be frozen

next year as we have been calling for. “As well as helping households with the cost of living, this will enable more people to choose rail, reducing traffic on our roads, benefiting the economy, helping the environment, and connecting communities across the country.

BTP to trial use of Live Facial Recognition technology in railway stations British Transport Police (BTP) is to begin trialling the use of Live Facial Recognition (LFR) technology at railway stations. The pilot is scheduled to start running for six months at selected key transport hubs in London. It will evaluate the effectiveness of LFR on our railways, its impact on public safety, and the public’s Image: BTP response to the technology. BTP will inform members of the public about the deployments online and via social media before they happen. It says deployments will be intelligence-led, meaning it will target the technology to crime hotspots on the network where data shows there is a likelihood of high harm offenders passing through the location. Chief Superintendent Chris Casey, BTP’s Senior Officer overseeing the project, said: “As the police force responsible for protecting the railways in England, Scotland and Wales, we take our commitment to keeping the travelling public safe incredibly seriously. “We want them to know that as well as actively patrolling and investigating, we’re investing in technology that is going to make them safer too.”

“One of the Government’s six objectives for the reformed railways is that they should be affordable. As plans for Great British Railways gather pace, this is a positive sign that affordability for passengers is being given the high priority it deserves.”

Deals worth £400 million for trains, planes and submarines The Government has said that British workers will benefit from a series of international deals that will see the UK build and maintain trains, planes and submarines across the world. The Prime Minister visited a train depot in Johannesburg, where he saw Derby-built trains in action, and announced a new agreement between the UK and South Africa to provide British expertise to help reform South Africa’s rail system. Crossrail International, which is owned by the UK Government, will provide strategic advice and consultancy services to drive private investment into South African railways, maximise social, economic and environmental benefits, and bolster opportunities for British companies in both freight and passenger rail in South Africa. Along the same track, the UK

Dec 25-Jan 26

and Vietnam have also announced a landmark partnership to drive a digital transformation across Vietnam’s railways. The initiative will see the UK support Vietnam’s Ministry of Construction in delivering hi-tech, sustainable rail networks, allowing Vietnam to draw on the UK’s world-class experience and expertise in creating digital strategies that contributed to the success of the Elizabeth line project. It comes as the Prime Minister also announces that British Steel is supplying a further £35 million of products into G20-partner Türkiye’s high-speed rail network. This is in addition to the similar sized supply agreement the company announced last year for the project connecting Mersin with the cities of Adana, Osmaniye and Gaziantep in southern Turkey.

ADVERTORIAL

RIN celebrates 10 years of driving rail industry growth. Antoinette Stevenson, Marketing and Events Manager, reﬂects

A decade of connections

025 has been a year of progress and expansion for Rail Infrastructure Networking (RIN) Events. This year saw the introduction of our first Scottish-based event in Glasgow, underscoring RIN’s commitment to connecting the rail supply chain across the UK. From London to Harrogate, Derby to Glasgow, thousands of professionals came together to share ideas, forge partnerships, and showcase innovation. What started as a modest coffee meeting with 14 railway businesses initiated by Keven Parker, Head of Rail at Jobson James Rail (JJR), has grown into the UK’s largest rail infrastructure networking trade shows. Today, RIN Events hosts four major trade shows annually, attracting more than 180 exhibitors at each and thousands of visitors from every corner of the rail supply chain.

But RIN is more than an exhibition. It’s a catalyst for collaboration, a space where suppliers demonstrate the impact of their products and services – whether improving safety, reducing environmental footprints, or delivering cost-effective solutions. Our streamlined, no-frills format remains a cornerstone of the events’ success: simple tabletop displays with no speeches, allowing maximum time for meaningful conversations. A highlight of every event is the Meet the Buyer programme, offering exhibitors exclusive 15-minute meetings with heads of procurement from Tier 1s and Principal Contractor companies. These meetings have opened doors to new contracts and long-term partnerships, proving that RIN is where real business happens. Sean Tiday, Business Relationship Manager at Amaro Group, sums it up well: “RIN gives us the perfect

platform to meet the right people, raise brand awareness, and build lasting partnerships. It’s where conversations turn into opportunities and relationships develop into real projects.” Next year marks RIN Events’ 10th anniversary, a decade of engagement, growth, and unwavering support for the rail industry. To meet increasing demand, our London and Glasgow events will move to larger, iconic

venues, creating even more space for exhibitors and visitors to connect. As always, exhibitor stands are priced competitively, entry remains free and refreshments complimentary. Whether you’re an established supplier or exploring the rail infrastructure sector for the first time, RIN offers the ideal environment to launch new products/services, refresh your brand, make new meaningful connections, secure new customers and grow your business. Keven Parker said: “RIN Events is proudly organised by railway people, for railway people. Our purpose has never been about profit – it’s about building opportunities, strengthening connections, and helping the rail supply chain thrive.” The platform has been set. Here’s to the next decade of progress, partnerships, and possibilities. https://www.rinevents.co.uk/

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12 March 2026 Exhibit £595 +VAT

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Contact: Antoinette Stevenson – Marketing & Events Manager 07849 835412 antoinette.stevenson@jjrail.co.uk For more information, visit www.rinevents.co.uk

Dec 25/Jan 26

LOOKING AHEAD

Darren Caplan, Chief Executive at the Railway Industry Association (RIA), reﬂects on the past 12 months and looks ahead with optimism for the sector

A year of opportunity – if we can restore conﬁdence

Darren Caplan speaking at the RIA Annual Conference 2025 Images: RIA

s we enter 2026, the UK railway industry stands at a pivotal moment. Positively, over the next 12 months the Railways Bill is set to progress through Parliament, outlining the path to rail reform and the establishment of Great British Railways (GBR), which should give some welcome clarity about the future structure of the railway industry. Also, encouragingly, despite pressure on public spending the Government continues to back rail investment, with support for HS2, the Transpennine Route Upgrade, and East West Rail, with last November’s Budget reinforcing this commitment further by giving the green light to an extension of the Docklands Light Railway. Rail passengers will welcome a rail fare freeze in 2026, and these are all clear signals that Ministers recognise the strong economic and social return generated by rail.

Demand is rising, and at pace… As the statistics continually point out, passenger numbers and revenue continue their upward trajectory. The Office of Rail and Road (ORR) reported that from April to June 2025, journeys increased by seven per cent compared with the same period the year before, with total passenger revenue

up by six per cent. Officials have commented that inflation-adjusted rail revenues are expected to return to pre-pandemic levels by 2028-29 if current trends continue. Department for Transport figures show that between July and September 2025 – the last tranche of figures available – daily passenger numbers averaged 104 per cent of pre-COVID levels, and this of course includes the traditionally slower summer months. As the Sunday Times’ Oliver Gill observed in November, the railways are now “on track to break the all-time record of 461 million journeys registered in the final three months of 2019 … attributed to a return to office working and resurgence in leisure travel.” Freight, too, is recovering. Both ORR and Network Rail report a five per cent increase in freight volumes last financial year, returning to pre-pandemic levels at around 16.5 billion net tonne kilometres annually. All of this reinforces what RIA has been saying for more than half a decade: demand for rail has a long-term upward trajectory, regardless of economic downturns, geopolitical events, or even global pandemics. The Steer Report, commissioned by RIA two years ago, forecast that rail passenger numbers could rise by between 37 per cent and 97 per cent by 2050.

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Passenger numbers in the first full post-COVID year (2024) came in at the very highest end of that range – a 16 per cent annual increase – putting the UK firmly on track for potential near-doubling of passenger volumes.

Yet confidence in the UK rail market is weakening With rail contributing 640,000 jobs, £41 billion GVA, and £14 billion a year to the Treasury, its value to UK plc is increasingly undeniable. But confidence in the supply chain is weakening. An independent survey of rail business leaders commissioned by RIA and conducted by pollsters Savanta, published in December, revealed that rail suppliers feel notably less optimistic about the year ahead. Key findings include: 64 per cent of rail business leaders expect the UK rail market to contract over the next 12 months, up from 48 per cent last year. Only 12 per cent expect the market to grow, down from 26 per cent the previous year. 62 per cent say they have frozen recruitment or reduced headcount, while 34 per cent are already making redundancies.

LOOKING AHEAD

85 per cent of rail suppliers believe a hiatus in rail work is likely in 2026, driving many to prioritise overseas markets or defer investment. These concerns are echoed by what we hear from the 480+ businesses RIA represents. Yet internationally, the European trade association Unife reports annual growth of three to six per cent across global rail markets outside the UK. By contrast, rail turnover in the UK contracted last year, and the workforce shrank. Whether the pressures stem from broader UK economic conditions, problems with the introduction of Network Rail’s Control Period 7, a lack of rolling stock work, or acute boom-and-bust cycles in sectors like signalling and electrification, the effect is the same: suppliers are delaying or reducing investment in teams, skills, plant, machinery, capability and innovation. The Savanta results show that despite rising demand from passengers and freight, confidence on the supply side is eroding.

‘Boom and bust’ remains the core structural issue The message from RIA members is clear: uncertainty is the biggest brake on UK rail growth. A stopstart, ‘boom and bust’ pattern of investment makes rail work harder for businesses to plan and invest in and also makes the work more expensive for the taxpayer. Most rail work – whether track or train related – can be predicted years in advance, yet the supply chain continues to face short-notice cancellations, slippage of expected work, and major fluctuations in output. To compound this, in the nearly nine years I have served as RIA Chief Executive, there has been significant chop and change in the political and strategic environment in which rail operates. I have now worked with six Transport Secretaries since 2017, and none have yet fully delivered smoothing of rail investment pipelines. If there is one message, I hope Transport Secretary Heidi Alexander will take forward into 2026, it is this: please be the Secretary of State who finally ends boom and bust in rail.

The facts tell a story of growing usage, Enabling private and third party investment – with public finances tight, those eager to rising revenue, invest should be encouraged to do so, whether rail businesses, local authorities, developers, or increasing regional and community groups. RIA’s recent proposals for Station Investment Zones, building freight, and on our stations: Engines of Communities report – which even secured praise from Prime Minister Sir public investment Keir Starmer at both the Parliamentary Liaison Committee and at Prime Minister’s Questions – that continues show how innovative funding could unlock major opportunities. despite budgetary Making GBR a genuine partnership – once constraints established, GBR will become one of the UK’s A forward plan for rolling stock – we cannot run the industry effectively without a clear rolling stock strategy, and whether budgets are constrained or not, suppliers need to know what the baseload of work looks like.

largest public bodies, with more than half of its expenditure flowing through the supply chain. For reform to succeed, GBR needs to be shaped collaboratively between Government, train operators, clients and suppliers, and not imposed from above.

Looking ahead with optimism Despite the concerns revealed by the Savanta survey, the evidence is clear: demand is rising, rail is growing, and the sector remains essential to the UK’s economic future. So we should not allow negative

What needs to change in 2026? For rail to reach its potential, economically, socially and environmentally, we need to ‘Reset the railways for growth and harness the power of the supply sector’, which is RIA’s theme for 2026. RIA urges Government and rail clients to prioritise: Certainty and visibility of work – clear, multiyear work pipelines must be published, updated and adhered to, and even when news is difficult, transparency helps businesses to plan. A long-term rail strategy – the Government has already committed to publishing this, and it needs to address future capacity needs for both passengers and freight, (with clarity on north-south links and east-west connectivity) and underpin decisions on enhancements, electrification and digital signalling.

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narratives about rail, which often go unchallenged, to dominate public discourse. The facts tell a story of growing usage, rising revenue, increasing freight, and public investment that continues despite budgetary constraints. If we can promote this positive demand picture with a stable, consistent and long-term approach to planning and funding, the supply chain will have the confidence it needs to invest for the future. That should be the goal for all of us in the railway industry, as we head into the pivotal year that is 2026.

ADVERTORIAL

National and international investors have an appetite to participate in major UK infrastructure projects, according to a recent report by engineering consultant AtkinsRéalis

Attracting private investment in public infrastructure I

East West Rail is a compelling example of how collaborative delivery models can build investor confidence. Image: East West Rail

n June 2025, the UK Government launched its 10-year strategy to improve UK infrastructure. It pledged at least £725 billion of Government funding across all sectors over the next decade, from transport (including rail) to utilities, schools and hospitals. However, even that huge sum will not be enough. The Government recognises that delivering this ambitious programme for improving economic and social infrastructure in the UK will require a significant increase in private investment to complement and maximise the value of the extensive public investment. “The UK must build on existing strengths in attracting private capital for the step-change in investment needed to deliver this strategy’s ambitions,” HM Treasury stated in the strategy launch document. Presenting the strategy to Parliament, Chief Secretary to the Treasury Darren Jones MP commented that, after years of erratic decisions, false promises and squeezed capital investment, the UK has fallen behind competitor countries, with productivity falling behind countries such as France, Germany, and the United States. “Many investors now question our intent and our capabilities. When we say we will build something, they question if we will and if we can,” he stated.

International survey

Investors are attracted to the possibilities offered by UK rail infrastructure projects. Image: Network Rail

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But what is the appetite among international investors to participate in UK infrastructure projects? To find out, engineering consultant AtkinsRéalis commissioned research into investor attitudes towards UK infrastructure. More than 100 investors were surveyed and the result is the report De-risk, Incentivise, Deliver: Funding UK Infrastructure for Growth, which was published in November 2025. In conducting the survey, more than 100 institutional investors were interviewed. The majority are based in the UK and Europe (47 per cent), followed by North America (19 per cent) and Asia (15 per cent). Of the respondents, 46 are investing or plan to invest in UK road and rail infrastructure. They all see the UK as attractive for the next decade, reinforcing the sector’s stability and growth potential, and 93 per cent of them remain attracted to the UK market over the next three years, outperforming the broader UK horizon of 90 per cent. “This research seeks to understand the perspectives and requirements of those institutional investors the UK seeks to attract,” said Chris Ball,

ADVERTORIAL

AtkinsRéalis President for the UK and Ireland. “It provides a pulse check on investor sentiment and gauging whether this wave of initiatives moved the dial on infrastructure investment. “The responses reveal current attitudes towards UK infrastructure are positive and there is a clear window of opportunity for the UK to act. However, this opportunity will only be realised if the barriers identified within the research can be overcome to de-risk programmes, incentivise finance and create investable plans for delivery.” While the results show that potential investors are attracted to the possibilities offered by UK infrastructure projects, there is significant competition for that funding from other countries and continents. Of those surveyed, 90 per cent ranked the UK as an attractive destination for investment in the next three years, with 71 per cent seeing UK infrastructure projects as a low-medium risk investment option. It found 65 per cent are already committed to investing in UK infrastructure. However just 19 per cent would prioritise the UK over other regions and, even worse, 64 per cent – nearly two-thirds – have previously walked away from UK infrastructure projects because the business cases didn’t stack up.

Favourable environment Competition for capital is fierce, as countries around the world are seeking to incentivise investment to fuel long-term programmes of infrastructure development. While the net attractiveness of UK infrastructure rises to 99 per cent in the next 10 years, a longer timeframe for investment revealed a levelling out of attitudes: there was also a significant uplift in the attractiveness of the US, other European nations and across Asia-Pacific, narrowing the large lead the UK currently has for investment. What is needed to give investors more confidence? One UK pension fund with £25 to 50 billion to invest, commented: “The UK Government should provide steady, consistent policy and long-term planning, so investors are not deterred by the risks of sudden policy reversals.” A Spanish pension fund added: “The UK Government can encourage private investment by streamlining and clarifying planning and permitting processes, reducing delays and uncertainty while improving coordination to make infrastructure projects more predictable and appealing to investors.” Recent positive signals from national and local governments in the UK have created a favourable investment environment, and the surveyed investors repeatedly acknowledged the role of planning reform and regulation in providing certainty through clear rules and faster approval. However, despite this positive sentiment, private capital is not yet flowing freely into the UK at the scale required to deliver on short-term targets and longerterm missions. As previously stated, nearly two-thirds (64 per cent) of investors have walked away from UK infrastructure projects because the business case failed to stack up. Concerns about adequate returns were cited by a third (34 per cent) of investors. Many highlighted the

high upfront capital requirements of infrastructure and the extended timeframes before returns materialise. Some (10 per cent) also pointed to a poor portfolio fit with some projects, often reflecting misalignment with either investment mandates or strategic priorities. Overall, the survey’s findings reveal that although financial returns and risk currently dominate investor caution, a complex web of operational, strategic and regulatory factors also weighs on appetite for private investment in UK infrastructure, many of which can be addressed or mitigated at business case level.

Chris Ball, AtkinsRéalis. Image: AtkinsRéalis

Road and rail All of the 46 of the respondents that are attracted to invest in UK road and rail infrastructure have heard of Regional Growth Programmes, with 63 per cent either familiar or very familiar with them. These programmes are therefore likely to become key levers for attracting investment and aligning public and private priorities, so unanimous awareness among road and rail investors indicates significant potential in the market. However, there remains the need to engage with the 37 per cent who have only heard of such programmes but are not familiar with them. The majority of road and rail investors prefer to become involved in a project in its early stages with 57 per cent of them entering projects at development or construction stages, creating opportunities for earlystage partnerships and innovation, and 31 per cent of those are willing to be first movers, while 46 per cent adopt a cautious approach, indicating a mixed but notable appetite for potential innovation and adoption of alternative funding and delivery models.

Key takeaways The results of the AtkinsRéalis survey indicate that the need to mobilise private finance to fund and deliver on the country’s infrastructure goals is a national imperative. It relies on collaborative efforts across

AtkinsRéalis has published a report on investor attitudes towards UK infrastructure

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Collette Carroll, AtkinsRéalis. Image: AtkinsRéalis

private and public sector to build better business cases and create the right conditions that de-risk, incentivise, and deliver programmes of investment and catalysts for growth. Projects need to be de-risked through a joined-up delivery approach, with early integration of public sector, private organisations and investors to create delivery partnerships that align objectives in stronger contract frameworks across the lifecycle. Programmes need to be built around common outcomes and collaborative contracting models to provide a reliable return for investors, deliver at pace, and generate sustainable social and economic benefits to build thriving communities across the UK. Colette Carroll, Managing Director for Transportation in UK & Ireland at AtkinsRéalis, has previously said the transport sector needs three key elements to attract private investment: a playbook outlining the acceptable financial models available, well-equipped devolved powers and innovative delivery approaches. On the last point, she cites East West Rail as a compelling example of how collaborative delivery models can build investor confidence. The project’s first stage was delivered through an alliance comprising Network Rail, AtkinsRéalis, Laing O’Rourke and Volker Rail. Despite being publicly funded, the alliance’s emphasis on integrated digital staging and modern methods of construction enabled delivery ahead of schedule and under budget – demonstrating the kind of innovation and efficiency that could make privately financed rail projects more attractive to investors. The AtkinsRéalis report De-risk, Incentivise, Deliver: Funding UK Infrastructure for Growth can be downloaded at https://tinyurl.com/n2j5kh62

POWER

David Mitchell, Director of UK Power Networks Services, discusses the challenges of powering UK rail infrastructure and how resilience is becoming even more critical

Resilience on track: Powering the future of UK rail infrastructure A

s the UK rail sector accelerates toward a low-carbon future, the need for resilient, scalable energy infrastructure has never been greater. From high-speed rail to urban transit systems, the industry is undergoing a transformation – one that demands not only innovation but unwavering reliability. At the heart of this transition is UK Power Networks Services, a trusted energy infrastructure partner to organisations including Network Rail, London Underground and London St Pancras Highspeed. With decades of experience operating in complex rail environments, the company is helping to redefine what resilience means for the sector. “Resilience is no longer just about keeping trains running,” said David Mitchell, Director of UK Power Networks Services. “It’s about enabling growth, supporting sustainability, and ensuring that rail operators can meet rising demand with confidence.”

Resilience as a strategic imperative The rail industry is facing unprecedented pressure. Longer, faster, and more energy-intensive trains are placing new demands on ageing infrastructure. At the same time, the Digital Railway initiative is expanding capacity for both passengers and freight, with one billion additional journeys expected by 2030.

It’s about enabling growth, supporting sustainability, and ensuring that rail operators can meet rising demand with confidence Dec 25/Jan 26

POWER

“Electricity is the backbone of modern rail,” David explained. “From traction power to station operations, everything depends on reliable energy. That’s why resilience must be treated as a strategic priority, not just a technical one.” UK Power Networks Services works closely with clients to embed resilience into their long-term planning. “We help rail operators assess risks, optimise existing assets, and invest in technologies that future-proof their operations,” David added. “It’s about turning reliability into a competitive advantage.”

Technology driving resilience Emerging technologies are playing a critical role in enhancing resilience across the rail network. Regenerative braking, for example, is helping reduce energy consumption by capturing kinetic energy during deceleration and converting it into electricity. “Regenerative braking is a game changer,” David notes. “It supports circular energy systems and contributes to sustainability goals, while also improving operational efficiency.” UK Power Networks Services is also leading the way in network automation and Supervisory Control and Data Acquisition (SCADA) systems. These technologies provide real-time visibility and control, allowing operators to detect faults, isolate issues, and restore service quickly. “Our SCADA verification facility allows us to test solutions in a secure environment before deployment,” David said. “That minimises risk and ensures maximum reliability.”

Delivering resilience in practice The company’s track record includes some of the UK’s most ambitious rail energy projects. The Great Western Electrification Project (GWEP), delivered in partnership with ABB, involved the electrification of the main line between Maidenhead and Cardiff. UK Power Networks Services designed and integrated essential electrical systems, including 27 substations and more than 500 motorised switches. “Despite some technical challenges, we delivered the project on time and within budget,” David said. “Innovation was key, from the Rationalised Autotransformer System to the use of polyfibrereinforced concrete, which reduced steel use and cut CO2 emissions.” Another landmark project was London St Pancras Highspeed, the UK’s first high-speed railway in over a century. UK Power Networks Services designed and built three strategically located power stations to supply energy for 108km of track, with a 50-year commitment to maintaining performance. “We rethought the design to minimise the number of power stations needed,” David explained. “That delivered significant cost savings without compromising safety or reliability.”

Sustainability and the energy transition As the rail sector moves toward net zero, resilience must go hand in hand with sustainability. UK Power Networks Services is helping clients integrate renewable energy sources, such as solar photovoltaic systems at stations and depots, and expand electric

Images: UKPN Services

vehicle (EV) charging infrastructure. “We were one of the first to introduce smart EV charging systems,” Mitchell said. “These are now powering delivery fleets in central London and helping rail operators reduce emissions.” Solar carports are another innovation, generating clean energy while providing shelter for vehicles. “They’re a practical solution that supports air quality improvements and aligns with the UK’s broader decarbonisation goals,” Mitchell added. The company is also exploring the potential of hydrogen and battery-powered trains, in line with the National Rail Traction Decarbonisation Strategy. “Electrification remains the primary solution, but alternative technologies will play a vital role on specific routes,” Mitchell said. “We’re already supporting pilot projects that demonstrate their realworld viability.”

People and partnerships Resilience isn’t just about infrastructure – it’s about people. UK Power Networks Services places a strong emphasis on workforce preparedness and crossindustry collaboration. “Leadership must embed resilience into the culture,” David said. “That means having well-tested emergency plans, clear communication strategies,

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and defined priorities for power loads.” The company encourages knowledge sharing across the sector. “We work with clients to share best practices and lessons learned,” he added. “Collective resilience is stronger than individual resilience.”

Looking ahead As the rail sector continues to evolve, David sees resilience becoming even more critical. “Climate change, rising demand, and the energy transition are reshaping how we power rail,” he said. “Organisations that plan now will be better positioned to adapt and thrive.” UK Power Networks Services is committed to helping clients navigate this journey. “We provide tailored solutions that combine technical excellence with strategic insight,” David concluded. “Resilience isn’t just about surviving disruption – it’s about building the confidence to grow, innovate, and lead.”

Let’s start a conversation Contact | UK Power Networks Services Telephone number - 0207 397 7845 Email address – enquiries@ukpowernetworks.co.uk Website details - https://ukpowernetworksservices. co.uk/

LOOKING AHEAD

James Richardson, Managing Director of the Transpennine Route Upgrade (TRU), talks milestones and the journey ahead for the project

Transforming train travel across the North

Images: TRU

uge strides forward have been made in 2025 on the TRU, a multi-billionpound railway programme that will transform journeys across the North, better connecting towns and cities like Manchester, Huddersfield, Leeds and York. In one sense it probably feels like only yesterday that James Richardson was appointed Managing Director, but reflecting on the progress made in the less than 12 months he’s been involved, it will feel like a lot longer. “I’ve really enjoyed my time on the programme,” he said. “I joined because of the impacts it has on the North of England and being here, you can already see the real benefit that people are feeling. “Local authorities want this to happen because it’s given them real benefits and nationally it is seen as a really positive scheme. “As for those working on the programme, there’s an ethos of trying to do something that is great for the

North and that’s what we’re all living, being involved in TRU.” Picking a few project highlights, James has many to choose. There’s the £100 million investment in diversionary routes that was put in place to get the access needed for the programme, each of which are now up and running with three trains an hour; the milestone of 25 per cent of the route being electrified, particularly pleasing taking into account the technically challenging work around the Church Fenton and York areas; and arguably the most critical and largest piece of work, the 30-day blockade at Huddersfield station. Explaining more on the latter he said: “The 30-day closure of Huddersfield station was a major milestone and saw Team TRU replace Span 1 of Huddersfield viaduct, demolish and rebuild longer platforms in the station and remove sections of the canopy roof. “It also allowed us to complete a huge amount of work along the wider route, where we laid new tracks

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and installed new signals. Four bridges were replaced over that period of time as well. “There is also the Transport and Works Act Order for the section of line between Diggle and Stalybridge. Our proposals include the relocating of Mossley station by 300m, to allow for longer platforms and lifts to be constructed, while Greenfield station will benefit from a new footbridge with lifts, longer platforms and improve customer facilities. “The final piece of the jigsaw is the section further east, including Marsden and Slaithwaite station, which is currently in the design stage. “The project, currently being delivered on time and on budget, probably doesn’t get the publicity it deserves. When complete it will see the full electrification of the 70-mile route, double the number of tracks in key locations, the implementation of digital signalling, as well as a whole host of other improvements.” The progress doesn’t come without its problems,

LOOKING AHEAD

I joined because of the impacts it has on the North of England and being here, you can already see the real benefit that people are feeling with James telling Rail Director that there are literally thousands of lessons being learned every day. “The biggest challenge is that it is quite an unprecedented amount of work we’re delivering in a live rail environment,” he said. “Yes, the challenge is delivering the work effectively on time and on budget, but it is also making sure that from a passenger perspective we keep those customers moving, we keep them safe and we try to minimise the disruption. “There is some complex engineering, but the complexity comes from the live rail environment and that way of working.” With Great British Railways (GBR) now established and work under way to bring track and train closer together, James thinks a lot can be learned from TRU. The programme is funded by the Department for Transport and delivered by Network Rail through dedicated alliances and project teams. There are several teams involved, including train and freight

operators, a number of combined authorities across the region, as well as the members of the supply chain. “There’s a huge amount of opportunity within the rail industry if we get ourselves together in the way we have actually done with the enterprise, and the lesson we’re trying to transfer forward is how it can look if you get it right when we move to GBR,” he said. “The enterprise means we’ve got all those skills from the very early stages of development, through to bringing it into operation, but we’ve also got the capability to manage the passenger focus and the infrastructure delivery on a day-to-day basis as well as maintaining the railway. “We’re working in a way which enables us to tackle those challenges around keeping passengers moving, because almost hour by hour we can see what we can adjust as an overall system of the railway to help passengers.” An example he gives is the recent blockade in which there were 13,500 rail replacement bus journeys. He

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added that they also provided 30 dedicated customer delivery managers to help passengers through the stations and onto their onward journeys.

The journey James is soon approaching his first year as Managing Director of TRU. He has previously worked on HS1, M25DBFO, Crossrail, Northern Hub, Wessex Capacity Alliance and Thameslink. Most recently he was Managing Director of the Skanska Costain STRABAG joint venture delivering the HS2 London tunnels. However, the role is different to how projects have been run in the past. “I’m responsible for the entirety of the rail system that is associated with this programme, which includes whether we’ve moved passengers effectively when we’ve had disruptions, as well as infrastructure delivery, whereas most programmes are focused predominantly on the latter,” he said.

LOOKING AHEAD

The biggest challenge is that it is quite an unprecedented amount of work we’re delivering in a live rail environment

“Having the broad capability that we have within the enterprise, and such a great team, is so important, because it makes my life easier. My role is to bring the whole team together, overcome any hurdles and ensure we are making good progress across the 70-mile route.” There isn’t too much time for reflection for James and the team. The project is in peak delivery with around £1 billion being spent this year and 2026 is no different, with three stations due to be complete, a number of large blockades and 42 weekends of major work. “We’ll be progressing the station enhancement plan with 23 stations being improved or rebuilt,” explained James. “We’ve also got the work on the viaduct in the Ravensthorpe area, which is starting to take shape. That will start to enable us to four-track between Dewsbury and Huddersfield, which is one of the biggest benefits of the whole scheme.” With a lot of the infrastructure work done, 2026 will also be the stage those working on the project start to think about how the railway can be brought into use. “Northern and TransPennine Express will be both letting contracts for rolling stock which will be used on the actual Transpennine route, so that’s a big step in regards to knowing what rolling stock we’ve got and making sure we’ve got the whole system of the railway ready to come into use,” he added. “We’ll also continue with the development works. The Standedge to Gledholt (Huddersfield) Transport and Works Act orders will be published in 2026 so we will be getting the development under way.”

Impact beyond the tracks As well as the ongoing progress being made on the project, James takes an enormous amount of pride in its impact beyond the tracks, with its social value sitting at over £2.2 billion. The project has more than 5,000 staff, with 85 per

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cent coming from within 40 miles of the route. Across the duration of the programme, it will have created more than 8,000 jobs. “The progress is fantastic to see, and the engineering undertaken is world class across the programme, but what I also enjoy is the engagement with the community and the support we can offer,” he said. “That positive impact on the communities we’re working alongside is something that drives everyone involved in TRU.” James highlights that TRU sits within a £20 billion investment in the railway and other parts of the network across the North of England over the next 20 to 30 years and how the project plays its part in building capability to deliver that. “TRU has got to deliver this fantastic improvement, but it’s part of a bigger picture producing a huge amount of capability which can deliver an improved railway and therefore growth in the area for many years to come,” he said. “A big thing for us is about how we bring apprentices through and make sure we’ve got the capabilities for future programmes of work. We’re working with local authorities and mayoral areas to see what their needs will be long term.” This is highlighted by the fact there are 439 apprentices involved in the project (with a target of 590) which includes 22 PlanBEE apprentices – a TRU-led shared apprenticeship scheme. More than 65,000 children have been engaged via the projects STEAM (Science, Technology, Engineering, Arts and Mathematics) Inclusive Education; community volunteering is so far at 21,406 hours; and there have been 17,716 work experience days for young people. “People are enthused by the railway, enthused by what we are doing on the programme, and I can see people starting their railway career here for many years to come,” said James. “There’s a huge amount of passion for what we are doing.”

INNOVATION

Mark Simpson, Innovation Lead on Transpennine Route Upgrade (TRU) East, writes about how the project is bringing new solutions that are transforming UK railway schemes

Transforming the North: Six years of innovation on TRU

he TRU is one of the most ambitious rail programmes in the UK, designed to deliver faster, greener, and more reliable journeys across the North. Over the past six years, innovation has been at the heart of the project, driving efficiency, improving sustainability, and setting new standards for collaboration. It’s vital in the ongoing journey in modernising Victorian infrastructure while minimising disruption, meeting decarbonisation targets, and delivering value for money. To achieve this, we embraced innovation as a practical approach to solving complex problems.

these ideas focused on reducing carbon footprint, saving programme time, and cutting costs, were born from collaborative thinking and a willingness to challenge the norm. Today, those solutions are not only delivering benefits on TRU but are being adopted across other rail projects nationally. Working closely with the railway supply chain is an essential accelerator in implementing innovation. The TRU Innovation team has been constantly searching for the latest opportunities to use new materials, plant and procedures, which is key to stand any chance of being able to make a difference. Knowing that our work is shaping the future of rail gives me a real sense of achievement.

Collaborating for better solutions Innovation doesn’t happen in isolation. TRU has worked closely with the supply chain to trial and adopt new products that outperform traditional solutions. By engaging early with suppliers and our design team, we tested advanced materials and technology that we knew had the opportunity to improve productivity and safety as well as reducing carbon. More often than not, these trials proved their value, leading to implementation and delivering reduced boots on ballast, reduced maintenance, and cost savings. The innovation team has worked closely with the Railway Industry Association (RIA) for a number of years. Initially attending events and conferences to see opportunities for TRU, leading to active collaboration with RIA and its extensive list of members by involving senior figures in delivering keynote speeches at conferences. This collaborative approach also extended to numerous forums and organisations such as Rail Forum, Rail Infrastructure Networking, Connected Places Catapult and Network Rail’s SPEED Innovation Accelerator, where ideas are fast-tracked from concept to implementation. By sharing knowledge and removing barriers, it allows for accelerated delivery and unlocks solutions that benefit the entire industry.

Driving sustainability Sustainability has been a guiding principle throughout TRU. Electrification across the route will cut carbon emissions significantly, supporting the UK’s net zero targets. Beyond electrification, we have introduced low-carbon concrete where possible, green steel sheet piles, recycled aggregates and tarmac, energy-efficient lighting and so on. These measures reduce embodied carbon and

Today, those solutions are not only delivering beneﬁts on TRU but are being adopted across other rail projects nationally demonstrate that major infrastructure projects can lead the way in environmental responsibility. Electric Arc Furnaces powered by green electricity recycle scrap steel, reducing the need for virgin iron ore. It creates a 64 per cent reduction in carbon over a traditional coal-fired blast furnace with iron ore as currently used in the UK. We have also recently installed the first section of sustainable track installation in the UK, which comprises green steel rail, low carbon concrete sleepers and blended ballast, working with Darren Sharp at Network Rail Supply Chain Operations. We have used a significant amount of green steel sheet piles at Shipley with an 80 per cent reduction in carbon.

Personal reflections on innovation As CRE/Engineering Manager for J Murphy on TRU, I take immense pride in championing innovation and seeing ideas move from concept to reality. Some of

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Outcomes and benefits The results speak for themselves. From a construction perspective alone, trials and implementation of new products have delivered measurable benefits, from reduced installation times and on track access, extended asset life, to reduced whole-life costs. And sustainability initiatives have lowered carbon emissions, helping TRU set a benchmark for future programmes. TRU is also already using and exploring what could be the next industrial revolution – Artificial Intelligence (AI). We need to put the effort into understanding what the future looks like for the rail industry, especially as artificial intelligence and machine learning products are being developed at pace. So, TRU has set up the AI Steering Group containing innovation, construction and data performance representatives from across the programme to help steer TRU’s approach to AI.

The future Innovation on TRU isn’t just about delivering today – it’s about shaping tomorrow. The lessons learned here will inform future projects, from digital-first design to collaborative delivery models. By continuing to challenge traditional approaches and embrace new ideas, we can build a railway that meets the needs of passengers, freight, and the environment for generations to come. Innovation isn’t just a buzzword, it’s the foundation of a better railway. TRU proves what’s possible when collaboration, technology, and ambition come together. For me personally, seeing ideas I helped promote deliver real benefits – and now influence projects nationwide – has been one of the most rewarding aspects of this journey.

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Graham Goswell has recently been appointed Rail Systems Operation Director at Worldline. He shares his aspirations in the role, and how he hopes to take the organisation to another level

Transforming journeys for tomorrow G

raham Goswell has set his expectations high on the impact Worldline can have on rail operations, ensuring the customer remains at the heart of everything it does. He has a great foundation to build on at the digital solution specialist. The organisation already plays a vital role in the railways both in the UK and further afield, with the Rail Systems Operation Director keen to build on its reputation. “I want to take the toolset that we’ve got and put it firmly into the face of the travelling public and the freight operators,” he said. “We are delivering products to move people and goods, something we’re good at, but I believe we can be even better.” Worldline is a global leader in operational rail systems, delivering excellence in train and resource planning, track access management, and freight billing through its Integrale suite. Alongside this, it provides all the background data to around 75 per cent of the customer information screens at UK railway station platforms. “We also have a train management system that has been developed in Vienna, which is onestop short of being a traffic management system,” explained Graham. “It doesn’t control train movements, but does everything leading up to the train movements, such as train control systems, signalling systems, and feeding all of the data into that and going off and interpreting it. “This is a tool which I feel we under-market. It is currently in use in Italy, Turkey, Denmark and South Africa so it’s not on the shelf, it is already working and making a real impact. It’s fantastic because in respect of all that control system we can start to plug our Integrale suite into it to do more of the stock and crew and the long-term visions.” It is the ambition and the potential of the company that attracted Graham, who has previously worked at the likes of Network Rail, AtkinsRéalis and Amey Consulting, to join. “Worldline has got the experience and knowledge over many years to be able to help to deliver services for the end customers and also has the vision and the understanding of the industry to diversify and adapt moving forward as well,” he said. “Where I see Worldline in five years is as the UK rail supplier of choice in the markets we look at, especially for Great British Railways for things like customer information screen, CIS, passenger information and

generally in respects of the track and train integration as well, so a control system which covers stock and crew,” he said. “Beyond that I’d like us to have diversified into other transport modes as well, selling a few products and getting them established such as in ports, and particularly around aviation and airport ground staff.” The company’s work is helping to shape the industries it operates in, with its latest white paper, which sets out its view of the Artificial Intelligence (AI) technology landscape across transport, based on its work in European and UK markets. ‘AI on track: Revolutionising rail services with artificial intelligence’ says the UK rail industry has an unprecedented opportunity to shape a safe and costeffective network trusted by tomorrow’s customers, calling on Whitehall to establish a Rail Innovation Taskforce to encourage public-private partnerships to accelerate AI’s adoption. “We’re taking the data and doing some analysis and AI is doing some really quick thinking and giving you solutions or questions to think about in that space,” said Graham. As for the more immediate future, and the task ahead, Graham is looking to implement his personal style of leadership, looking after people, and taking them on a journey, giving them the opportunity to develop. He takes inspiration from orchestra composer Benjamin Zander, who spoke about liking to see the light in people’s eyes. “As a leader I’ve always tried to take people on a journey and enjoy seeing them getting excited about stuff,” he said. “I see an opportunity to do that here at Worldline, taking them on a journey and together doing some brilliant things.” https://worldline.com/

Dec 25/Jan 26

We are delivering products to move people and goods, something we’re good at, but I believe we can be even better

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PROJECTS

Electric services have started running between East Kilbride and Glasgow. The completion of the project has been celebrated at an event at Glasgow Central

“T

East Kilbride-Glasgow line goes electric after £144 million transformation

he latest milestone in the story of Scotland’s Railway.” That was the message from Gerry McQuade on the completion of the East Kilbride to Glasgow investment programme. The Capital Delivery Director at Network Rail Scotland was speaking at an event to celebrate a £144 million investment from the Scottish Government to modernise the line and deliver a more sustainable transport network, which includes the running of electric trains. “This has been a major transformation,” added Gerry. “New stations, better facilities, better accessibility, modern infrastructure and electric trains. But together, this project is about more than tracks and trains – it’s about communities. Making it easier for local people to choose rail, meaning fewer road miles and stronger connections between communities, towns and Scotland’s largest city. “I want to thank passengers and our lineside neighbours for their patience and support throughout the project. This is your railway, delivered together, and I hope everyone involved feels proud of the role they’ve played in shaping a railway fit for the future.” Combined with new stations at Hairmyres and East Kilbride offering step-free access and improved facilities, the line is now better equipped to serve the communities which rely on it. Over the past two years, Network Rail has worked with contractor partners including SPL Powerlines, AmcoGiffen, Story, QTS, Rail Systems Alliance Scotland and Siemens to deliver the work. Joanne Maguire, ScotRail Managing Director, said: “As we introduce electric trains on the East Kilbride line following the successful completion of this major electrification project, customers will start to see the benefits straight away. “The move to Class 380 trains will mean smoother, quieter, and more sustainable journeys for everyone who relies on the route - whether they’re travelling to work, heading to school or university, or visiting family and friends. “With new stations at East Kilbride and Hairmyres, and improved accessibility at Busby, Giffnock, and Clarkston, the line is now better equipped to support the growing communities it serves. “We’re grateful to customers for their patience throughout the works, and we’re excited to welcome them on board this upgraded and improved railway line.”

This £144m Scottish Government investment in this transformational project on the East Kilbride route brings signiﬁcant improvements in stations, infrastructure, and services Dec 25/Jan 26

Above: Pictured left to right; ScotRail Managing Director Joanne Maguire, Cabinet Secretary for Transport, Fiona Hyslop, and Network Rail Capital Delivery Director, Gerry McQuade. Image: Network Rail

The project included: Electrification of the railway from Glasgow to East Kilbride. A new station at East Kilbride. A new station with two platforms and accessible footbridge at Hairmyres. Replacing the road bridge next to Thornliebank station. A new footbridge at Busby station. Improved access at Giffnock, with a new accessible footbridge. A new footbridge at Clarkston and improved access to Platform 2.

TRAIN OPERATORS

Transport for London has announced its intention to award the new London Overground operator contract to First Rail London Limited

Preferred new operator for London Overground announced

irst Rail London Limited (FRLL), a subsidiary of FirstGroup PLC, has been announced by Transport for London (TfL) as its preferred new London Overground operator. FRLL will take over from the current operator, Arriva Rail London, on Sunday 3 May 2026 and work closely with TfL over the eight-year contract to deliver further enhancements for customers. David Thomas, Head of Concession for London Overground, said: “London Overground is one of the most popular parts of our transport network, and this new concession puts customers at its heart, helping make the service even better. “We’re delighted to welcome First Rail London Limited as our preferred new partner and look forward to working together to deliver a range of benefits for everyone who uses the network.” Under the new concession, FRLL will introduce a range of service and operational improvements designed to enhance customer experience and support staff, including: Extra peak-time trains on the Mildmay line from May 2026, with shuttle services between Clapham Junction and Shepherd’s Bush during peak hours, providing more capacity and quicker journeys for commuters. More frequent trains on the Windrush line from December 2026, with services through the core section of the Windrush line increasing to 18 trains per hour, reducing waiting times and improving flexibility for customers.

London Overground is one of the most popular parts of our transport network, and this new concession puts customers at its heart, helping make the service even better

Class 710 on the Lioness line. Image: TfL

A relentless focus on the safety of customers and staff with upgraded help points and CCTV.

interchange services, such as buses across all operator-managed stations.

Strong collaboration with partners such as Network Rail and Alstom, the manufacturer of the London Overground trains, to maintain high performance and customer satisfaction.

Continued work to improve accessibility in partnership with leading advocacy groups.

Investment in people and technology to improve reliability, manage disruption, and provide better customer information. Targeted upgrades on the Mildmay line infrastructure to boost performance for customers. Innovative customer information solutions, including expanding digital screens to display live travel updates for stations and nearby

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Graham Sutherland, FirstGroup Chief Executive Officer, said: “The London Overground has greatly improved connectivity in London, with around four million passengers now using the service every week. “We are delighted to have been named as the preferred operator for the service from next May and look forward to welcoming employees who will be joining the Group and to play our part in the success of this vital rail network.”

RAILWAY 200

Emma Roberts, Railway 200 Programme Manager, writes about a year of celebration, and explains how the journey isn’t over

Railway 200: ‘Something rather extraordinary’

Alstom’s Greatest Gathering. Image: Alstom

hat a year it’s been! It’s hard to believe that just 12 months ago I was huddling for warmth at Caldecotte Miniature Railway in Milton Keynes, waiting for the signal that the bicentenary had officially begun. At exactly midday on New Year’s Day, 200 locomotives across five continents sounded their horns and whistles. As the horns of the miniature trains mingled with cheers across the station, I thought for the first time: ‘Maybe we could actually pull this off’. And the railway really has delivered. Every part of the sector – TOCs, heritage rail, supply chains, freight, ROSCOs, community partnerships and Network Rail – alongside other sectors like tourism and culture, came together to pull off something rather extraordinary. It helps to put it in numbers. Since 1 January, around 10,000 Railway 200 events and activities have taken place; several thousand positive news stories about the anniversary and rail’s role in shaping national life have been seen by millions of people; up to two million half-price tickets have been offered; 100,000 people watched the replica Locomotion No. 1’s three-day journey; seven important railway sites were listed;

Emma Roberts at exhibition train launch. Image: Jack Boskett

and our exhibition train has been visited by 45,000 people (and counting) on its 60-stop tour. For me, though, the best moments can’t be added to a spreadsheet. I’ll always remember the mum in Shildon telling me how much her autistic son loved our exhibition train; the kind words about Railway 200 from the Rail Minister at Paddington station; watching thousands of smiling enthusiasts stream into Alstom’s The Greatest Gathering in Derby; meeting His Royal Highness Prince Edward and hearing his praise for the bicentenary. This year was not about throwing the railway a

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party: it’s been about galvanising one of the country’s finest sectors, restoring public pride in a British innovation that sparked unparalleled cultural and economic change and, perhaps most importantly, inspiring the next generation of young railway employees. The most important decision we made was to democratise the celebrations and make them partner-led. People are often surprised to learn that there are fewer than a dozen people in the national Railway 200 team. It’s inconceivable that my team – talented as they are – could have created 10,000 events and activities. Instead, we flagged the opportunity and encouraged participation, making it easy for everyone from church groups to country-spanning TOCs to use the Railway 200 logo, messaging and assets. This gave the campaign scale and extra significance. Of course, we’ve been there to support with expertise, encouragement and centralised resources like our website, but much of the credit has to go to the many hundreds of enterprising people and organisations who saw opportunities and made magic happen.

RAILWAY 200

Railway highlights It’s been an incredible year of celebrations. We’ve seen everything from the small – floral displays, knitted Railway 200 jumpers, railway-themed cake sales – to the very big. Below are some of the many highlights from across the bicentenary: A replica of Locomotion No. 1 made a stunning three-day journey along the Stockton and Darlington Railway. The event, organised by Stockton & Darlington Railway 200 (S&DR200), attracted more than 100,000 visitors from across the world, including Prince Edward, Duke of Edinburgh. The biggest rail festival ever. Some 40,000 people visited Alstom’s The Greatest Gathering and BBC Radio 2 broadcast live from the site. The reopening of the National Railway Museum’s Station Hall by Anne, Princess Royal, as part of its 50th birthday and after a £10.5 million restoration. A commemorative poem from the Poet Laureate, commemorative coins from The Royal Mint, commemorative stamps from The Royal Mail and an international badge for Girl Guides.

Many private rail sites and depots opening to the public, often for the first time, including Hitachi Rail’s factory. A global vote with Art UK to choose the bestloved UK railway artwork. The biggest and most successful rail sale (up to two million tickets at half-price).

Songs and poems celebrate railway. Image: Bishop Line Community Rail Partnership

The Young Railway Photographer of the Year, with 300 entries from promising young talents. A world record-breaking run for a batterypowered train on a single charge by Great Western Railway. Listings of seven important railway sites and a blue plaque at the former home of the Reverend Wilbert Awdry, author of the Thomas the Tank Engine series, all delivered by Historic England. The Great Rail Tales podcast series, the biggest online education resource in UK rail, five TV documentaries including the BBC and Channel 4, a day of dedicated broadcasting by BBC Radio 3 and much more.

Princess Anne at the reopening of Station Hall. Image: Drew Forsyth

Railway 200 floral display

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RAILWAY 200

Every part of the sector – TOCs, heritage rail, supply chains, freight, ROSCOs, community partnerships and Inspiration launch. Image: Phil Marsh Network Rail – alongside other sectors like tourism and culture, came together to pull off something rather extraordinary

The touring exhibition train Inspiration

Scarborough station Railway 200 bench event. Image: TransPennine Express

Inspiration’s 2026 tour dates Railway 200’s travelling exhibition train continues touring Britain until June. 45,000 people have already visited, and the response has been overwhelmingly positive. Another 16 dates for 2026 have been announced and even more destinations will be revealed soon. The upcoming 2026 dates include: Destination

Dates

Host

Preston

6 Jan – 9 Jan

Ribble Steam Railway

Southport

10 Jan – 13 Jan

Merseyrail

Crewe

15 Jan – 19 Jan

Avanti West Coast

Bury

21 Jan – 24 Jan

East Lancashire Railway

Upminster

26 Jan – 30 Jan

c2c Rail

Cambridge

31 Jan – 1 Feb

Greater Anglia

Colchester

3 Feb – 4 Feb

Greater Anglia

Clacton

5 Feb – 6 Feb

Greater Anglia

Hertford

7 Feb – 8 Feb

Greater Anglia

Swanage

16 Feb – 18 Feb

Swanage Railway

Hampshire

19 Feb – 20 Feb

The Watercress Line

Salisbury

21 Feb – 23 Feb

South Western Railway

Kingston

25 Feb – 26 Feb

South Western Railway

Worthing

27 Feb – 28 Feb

Southern

Epsom

9 Mar – 11 Mar

Southern

Hastings

12 Mar – 15 Mar

Southeastern

Dec 25/Jan 26

I first started working on Railway 200 in January 2022. As we inched closer to the January 1 whistle-up, we pitched the idea of the bicentenary in at least 750 meetings and presentations, inside and outside the sector. It’s fair to say that some were sceptical. Would the partners step up? Would the public care? Could we unify disparate groups for a common goal? We’ve proved that the railway is many parts, but one family. And we’ve provided a solid foundation of cross-sector participation as the industry moves closer to the formation of Great British Railways. Empowering the grassroots was at the heart of our approach, and something I’m particularly proud of is the renewed relationships between main line rail and both heritage and community rail. The ‘little railways’, as some call them, aren’t just tourist magnets and local economic drivers, they are also valuable training grounds. Many discovered their passion on heritage lines, and it’s a fantastic place to learn the ropes before graduating to work on the ‘big railway’. We’ve seen several new agreements between heritage and main line railways, and I really hope this renewed collaboration continues to grow. The bicentenary celebrations aren’t over yet. Our exhibition train Inspiration continues touring Britain until June 2026, with a packed programme of public and school visits. We look forward to welcoming you on board. If you can’t visit in person, there’s a virtual tour you can enjoy from the comfort of your armchair, wherever you are in the world. And I hope that the feelings of pride and camaraderie from this year endure and that we, as a sector, can keep showing the world how remarkable our railways are.

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PROJECTS

Huw Merriman reflects on his time as Rail Minister, the decision to scrap HS2 Phase 2a, and his vision for the transformation of the railways in the North

Looking beyond the tracks

Images: Network Rail

t was little more than two years ago that Phase 2a of HS2 was cancelled, a decision the Government at the time said was made due to increasing costs and changing travel patterns since the pandemic. It’s a decision Huw Merriman still strongly believes was a mistake. At the time, despite being the Rail and HS2 Minister, he said he wasn’t involved in discussions about its cancellation, finding out just 10 days before the decision was made public. “I was completely shocked and surprised by its cancellation and it is still something I reflect on as a low point during my time in politics,” he said.

“Civil servants were being asked to advise No 10 and reporting in what its cancellation would mean, but were expressly told not to inform me, even though they were reporting into me in terms of governance. This put them in a difficult position. “Maybe there was concern that I would kick off, but I would have sought to positively inject ideas to renegotiate and structure the project and ask how we could involve the private sector to help fund the line. I would have looked at finding solutions. I still feel it was a bad decision, not just for the railway but the Conservative Party as a whole.” Such was his strength of feeling, he did

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contemplate standing down in his role. “I thought about what would be best and in the end I wanted to stick around and hold people to the commitments they had made,” he reflected. “If you’re not in the room then you can’t help shape it.” A lot has happened since Phase 2a of HS2 was cancelled. Huw is no longer the Rail Minister, and no longer an MP, having stood down from Parliament at the last General Election in July 2024. However, he is still working hard to shape the railways of the future. “A reason for retiring as an MP was because I still felt I had something to give,” he said. “I love the railways, I enjoyed my time on the Transport

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PROJECTS

If you’re not in the room then you can’t help shape it

Select Committee, coming up with the ideas and recommendations, and then being in Government and testing some of those out or finding out why we can’t do it. “So it was a natural step for me to go and work on projects where we can try to deliver more and better rail.” Huw’s enthusiasm for the industry doesn’t come from a longstanding relationship with the railways. He is actually a qualified barrister having worked in a criminal practice and, latterly, as a banking and finance lawyer, but he appreciates what rail can do and the transformational effect it has, something that was highlighted when he became an MP in 2015. “Better rail services and all the growth you get off the back of it is something I quickly appreciated when I became an MP,” he said. “The railway is an enabler to regeneration and better outcomes for people as well as great journeys, so I kind of fell in love with the railways through politics.” He’s wasted no time since leaving politics in trying to grow the railways. Just over a year ago he was appointed to lead a new board tasked with supporting the development and delivery of a new railway between Liverpool and Manchester. As Chair of the Liverpool-Manchester Railway Partnership Board he’s helping to build the business case for the most ambitious line possible. The preferred options include transformational investment in city centre stations in Liverpool and a modern, underground station at Manchester Piccadilly. The new high-speed line would run through new stations at Liverpool Gateway, Warrington Bank Quay and Manchester Airport, connecting the Investment Zones in the Liverpool City Region and Greater Manchester via prime development sites. “I’ve been an advocate for a new LiverpoolManchester railway from my time as Rail Minister and, before this, when chairing the House of Commons Transport Select Committee,” he said. “This is a great example of a project which in addition to improving transport connectivity, can act as a catalyst for new jobs, homes and growth for the wider region and nation.” This is backed by a recent report by the Railway Board which found that the right scheme could be worth an additional £7 billion per year and 40,000 additional jobs by 2050, as well as supporting the construction of 300,000 new homes. “The key part for us is to make sure it’s like Crossrail so it’s between the region and Government to make sure you can deliver not just a railway, but all the

growth around it. “We want to be in the room with Government so that the railway delivers to the best cost and benefits that it can, and that’s only going to happen if the region is in partnership with Government to plan and deliver it.” As for his personal aspiration, Huw explained that when he left politics he wanted to get involved in a project that he could help design, deliver and then “try before I die”. “My hope is that that will very much still be the case without being too morbid,” he added. “And the real hope is that it’s a railway that not only reduces the journey times from an average of 53 minutes to just over half an hour and trains every 10 minutes, but when you take the journey you will see the homes, the jobs and growth around the five stations. “It’s a legacy not just for rail, but for life outcomes and also that young people get the skills to work on the railway and then that takes them around the country, around the world for their future careers as well. “It can be delivered and I am optimistic because

Dec 25/Jan 26

back in June we spent a lot of time making the case to Government, they heard our case and said that Northern Powerhouse Rail will proceed and they’ll set out the detail in weeks. “Now I know in politics weeks can be months, but we need to make sure it’s not years. The Government has talked about delivery, capital programmes and infrastructure; that is what this is.” Alongside this role, Huw was more recently appointed Chair of the High-Speed Rail Group, a leading industry body committed to advancing the successful and efficient delivery of the UK’s rail infrastructure, particularly high-speed rail, to create a nationwide network that drives socio-economic growth and strengthens regional connectivity, creating jobs and offering upskilling opportunities. A crucial ambition is the rescoping of HS2 to a Euston to Crewe core, providing additional and urgently needed national transport capacity between London, the West Midlands and the North West, something Huw believes strongly in. “I’ve always been an advocate of HS2,” he said. “I know it’s had its challenges and a lot of those are

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PROJECTS

regrettable, but ultimately it’s still a great concept and it’s a railway that I would like to see go all the way up to the North. “Okay fair enough we need to do things differently, it needs to be done to a better cost, focus on capacity and really making sure that we don’t repeat the mistakes from before. But to leave that line between London and Birmingham would be an absolute travesty. “I see the railway between Liverpool and Manchester as providing that connection, it was the last piece of HS2 that was to be built. “You’ve got HS2 delivering into Handsacre and we hope to have the Manchester end delivered courtesy of the Liverpool Manchester Railway. This leaves that remaining section in between. It makes sense to do it. “I’m keen for that case to be made and also for delivery all the way in to Euston and to realise all the benefits of regeneration around Euston which should

We’ve got to look at the railway not just as a set of tracks, but also the growth it delivers as well

pay towards the project as well as being a catalyst for a new bio-science district for London.” In respects of doing things differently, Huw references the Stewart Report into HS2, commissioned by the Government, which revealed a series of critical governance failures and mismanagement issues that have plagued the project. “A recommendation was to think slow and then act fast and also to not have so many changes along the way,” he said. “That has been the problem, as well as outside issues like inflationary pressures, Brexit and COVID. “It has been a project battered from so many different parts, but it’s also fair to say that every single player involved has made errors and that includes the Government and Parliament that I was in.” Moving forward for new railway projects, he emphasises the need for time to be taken to set out the design, ensuring that the entire system is looked at, and only once this is done should the project move into delivery phase. Then the contracts can be signed and not deviated from. “You give a sense of trajectory so everyone inside the project has focus and the confidence that the project is going to reach its end point, and will get completed without being chopped and changed,” he said. “You need buy-in for the entire project, as well as a laser-like focus on the fact that you’re going to deliver it. “One of the challenges with HS2 was that a large part of the route didn’t have a station stop, which meant there was going to be large parts of the country that were very much against it.

Dec 25/Jan 26

“In hindsight, if perhaps there had been a station in Buckinghamshire then it might have looked like a growth project for a key stretch of the route as well. “Another lesson is that the Department for Transport, as it became more concerned with HS2’s delivery, got more involved and then effectively started having its own assurance process, with matters taking longer and more mistakes being made. “It’s been a litany of challenges, and it’s been regretful that so many errors have been made, but the most important thing is that we learn from them and we get back on our feet and actually deliver new rail in the way it should be delivered, and HS2 at least tells us how to do it properly.” The former Conservative MP for Bexhill and Battle in East Sussex also stresses the need to change the narrative on projects, highlighting how the business case shouldn’t just be about journeys times. “When you deliver new rail or enhancements you want to ensure that it speeds up the journey times, but it’s really what else it leaves in its wake,” he said. “Take Northern Powerhouse Rail and the Liverpool to Manchester railway. Yes it will improve journey times, but it is chiefly about reliability, extra capacity and growth. This will enable housing, jobs and create space for cities to grow and for the wider region to deliver a jobs market into those cities. “Warrington is a good example, where 10 minutes either way there are a quarter of a million jobs, therefore that allows Warrington to grow which then pays for the railway in part. We’ve got to look at the railway not just as a set of tracks, but also the growth it delivers as well.”

RIA Dinner & RISE Awards 2026 25 JUNE, THE SHERATON GRAND LONDON

The Railway Industry Supplier Excellence (RISE) Awards celebrates the talent and achievements of the UK rail supply community. The ceremony will take place at RIA’s seventh Annual Dinner on 25 June 2026. Early Bird nominations are open! Deadline for nominations is 13 March 2026

Scan or visit www.riagb.org.uk/RISE26

ADVERTORIAL

c2c Railway has achieved White Ribbon accreditation. Kamaldeep (Kam) Wallis and Iain Palmer from the train operator, explain more and highlight how this is just one initiative ensuring a safer network

Ensuring a safe and secure rail network

veryone should feel safe and confident when they travel on the railway. It’s a simple statement, but achieving it is anything but, involving constant evolution and teamwork. It something at the heart of everything Kam Wallis and Iain Palmer do at train operator c2c Railway. As Safeguarding and Security Manager and Head of Revenue Protection and Security, respectively, the pair are at the heart of ensuring passengers and staff are safe and secure. “The railway touches all parts of society and has got the power to help beyond just getting customers from A to B,” explained Iain. “The railway can deliver so much more, and as those working on it, we might not know what is going to happen during the day, but collectively we need to ensure we have the skills

The railway touches all parts of society and has got the power to help beyond just getting customers from A to B

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to help ensuring the railway is a safe and secure environment.” It’s a dedication and passion epitomised by its recent White Ribbon accreditation, a campaign to end male violence against women and girls. At c2c it included a special train decal, and 16 days of action led by Kam, featuring colleague engagement activities and a ‘conversation corner’ at Barking station, where staff and customers discussed the campaign and ways to make a positive impact. “Talking to people, some said they knew of people who had been a victim which really highlights the importance of raising awareness about White Ribbon,” she said. “Having White Ribbon on a train means loads of people are going to see it, and alongside dozens of c2c staff taking on the White Ribbon promise it gets the word out and will help

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people feel safer travelling on our network.” The journey continues beyond the 16 days of action. As part of the accreditation, c2c formed a White Ribbon steering group, and has also begun recruiting ambassadors and implementing an action plan an action plan to address gender inequality across the business. The efforts will continue to challenge negative attitudes and behaviours towards women and girls and promote a safer, more inclusive environment for all. c2c is also establishing a Women’s Forum, which will initially comprise internal team members and later expand to include women residing along or associated with the operator’s route. The forum aims to share experiences, set strategic goals and create an inclusive, respectful environment. It will also track targeted actions to reduce violence and intimidation against women and girls. “This work defines what we’re trying to achieve and ensures we get that message out there in the public domain,” explained Iain. “This work goes beyond White Ribbon. It is around that whole safeguarding piece. We’ve created that action plan and it is now about making sure we live and breathe it on a dayto-day basis. “Violence against women and girls and intimidation is a thing which sadly does happen and needs to be challenged and for us it is that focus in calling it out as an organisation.” Kam added: “It is about changing that culture and embedding that in everything we do, ensuring that the railway is safer for people to travel. You get a lot of power from feeling safe, so we need to make our stations safer, and staff better equipped to ensure we are achieving the right goal.” As well as being White Ribbon accredited and recently the first train operator to confirm membership of the anti-spiking charity, Stamp Out Spiking, c2c recently reaffirmed its commitment to safeguarding by securing full re-accreditation as part of the 2025/26 Safeguarding on Rail Scheme (SRS), scoring 92 per cent in the assessment audit. SRS is a joint initiative awarded by British Transport Police (BTP) and Department for Transport on an annual basis to train operating companies to protect vulnerable people on the UK rail network and is a contractual obligation for all operators, with accreditation based on assessments of their safeguarding practices. “Our role is to make sure people get from A to B safely, and ensuring that is the case is never a finished job,” explained Iain. “Our work around safeguarding has grown over the years, evidenced by the fact we now have a Safeguarding and Security Manager, a role we never had pre-COVID. “We’ve just gone through the third phase of accreditation of SRS having seen our scores increase from in the 70 per cents to now 92 per cent which cements that commitment to doing the right things for people.”

approach to safeguarding; she is also a competitor in strongwoman competitions. “I’m really enjoying the role,” she said. “My priority is in ensuring staff feel supported when dealing with safeguarding and security issues giving them confidence to engage with the community effectively, while providing the right tools and training to do so. “Since coming over from being a police officer it has been brilliant to see how many different organisations we work with at c2c. I love talking to people and love knowing that I’m making a difference. It really fills up your cup of life just to see how much good we do. “I want staff to put a face to me and be confident approaching me about any issues and concerns. The overall vision is about the railway being so much safer, people having a perception that all our stations are safer, and that passengers do feel safe and confident travelling from A to B. The same with our staff, who I want to feel safe and happy working for us and confident to deal with any issues which might happen.” This year Iain surpassed 30 years at the train operator, initially joining as a train dispatcher. “I would not have remained with c2c and in the rail industry if I were not proud of my work,” he stated. “It is an ongoing process, but I am committed to making it as effective as possible. Upon retirement, my aspiration is to travel on the railway with my children and grandchildren and appreciate the experience. That remains my objective. “We collaborate closely with two outstanding organisations: our security partner Amulet and the British Transport Police. From a policing standpoint, we have maintained an enhanced police service agreement for a decade, which has delivered considerable benefits, including a dedicated team assigned to our route that operates both responsively and proactively. “Our initiatives extend beyond simply improving the safety of the c2c network; by working with various organisations, we are developing programmes that are being shared across the wider industry wherever they are relevant and beneficial.”

Personal passion in making a difference Kam is a newer member of the team, having joined the operator in July as its new Safeguarding and Security Manager, after more than 20 years as a Police Officer at the BTP. She isn’t just strong in her

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We’ve just gone through the third phase of accreditation of SRS having seen our scores increase from in the 70 per cents to now 92 per cent which cements that commitment to doing the right things for people

LOOKING AHEAD

Ben Rule, Railway Operations Director at East West Railway Company (EWR Co), emphasises the importance of operators working together to ensure a stronger voice

Putting East West Rail on the right track

Images: EWR Co

t was while starting in the sector that Ben Rule’s first mentor encouraged him to ensure he understood what was needed to run a railway, advice that has stood him in good stead 25 years later. It is a journey that has seen him learn to signal trains and respond to incidents, to leading the teams who run railways safely and efficiently, driven by a determination to understand the full scope of the railways and not be stuck in one of the siloes that privatisation had created. “It was really good advice because it helped me to understand genuinely how railways operate, has helped me to give people better advice in the projects I’ve worked in, and helped me to make better decisions because I understand the context I’m working in,” he said. “I started my railway career when privatisation was in its early days and it was becoming fragmented. With the railway now coming back together again that understanding in how it all works is a very valuable piece of knowledge to have.”

Ben was appointed Railway Operations Director at East West Rail in July. Once complete, the project will connect communities between Oxford, Milton Keynes, Bedford and Cambridge, supporting sustainable economic growth in the area, with Ben’s role to ensure it becomes a successful operating railway. “To achieve a really good operating railway it is important that operators are clear about what is needed for a successful outcome,” he explained. “If Government, our sponsors, want the railway to deliver certain benefits it is for me and my team and the other parts of the operation’s team to explain the capabilities which are going to be needed to be built. “We also need to make sure we are really clear on what needs to happen at the end of the programme as well. It’s not just about pouring concrete, it is also about those things like having enough staff who are trained, getting the authorisations right and practicing operating before you open to the public. Some of those aspects need to be thought about now and not left until the end.

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“In achieving those aspects, it is important operators have a really strong voice on the programme and we help that as operators by being consistent as an operations community. I’m trying to work more closely with the train operators that are going to be involved with East West Rail and the Network Rail operations teams to get this right. The more that operators can work together, the stronger, clearer and more consistent our voice will be.” Ben, who was previously Operations and Maintenance Director at HS2 Ltd, arrived at an interesting time for the project, shortly after confirmation that a Universal theme park was going to be built in the middle of where East West Rail will run. “Those involved in the project were just starting to grapple with several changes in the programme, so it was good to get stuck in with all of that stuff straight away,” he said. “I settled in straight away, I’m really enjoying it, and I felt from day one that the team was really keen to get the benefit of my expertise in rail operations.

LOOKING AHEAD

“The Universal announcement has changed the ask of the railway a little bit, so I’ve spent quite a lot of time in the last six months helping the business to understand what that means for how we’re going to build and design the railway and what capabilities and functionalities are needed.” This has been reflected in the updated design proposals announced last month. Also taking into account public feedback, this includes more than 80 design changes, updated designs supporting confirmation of Cowley Branch Line being opened, a new station for Cambridge East, four new stations along the Marston Vale Line and new eastern entrances to be proposed at both Cambridge and Bletchley stations. “The update design proposal is a positive reflection that we want this railway to be the best possible railway it can be to deliver growth on the corridors,” explained Ben. “This is about making it better and also evidence that we do value the input we’ve had from stakeholders and communities and that we’ve taken those views into account. “There’s some really good stuff in those changes that has landed really well with communities, especially proposing that a number of stations should get new entrances. These will be transformative in terms of how the station feels and how it can really drive growth. “Some of the changes mean we are better aligned with other proposals that are going on, such as the Cowley Branch Line, which is good from an efficiency perspective. “We’ve also made sure the proposals match the new demands placed on the railway. The arrival of Universal does mean we’re having to be slightly more demanding of the ask of the railway. We are likely to have up to five trains an hour - when we were previously thinking up to four – and the trains may be slightly longer to meet the expected demand.”

The track ahead Public engagement on the latest proposals is set to continue in the New Year with a series of localised events in specific communities. Later in 2026, East West Rail is then expected to hold another consultation, providing an opportunity for local communities and stakeholders to comment on proposals before finalising an application to the Secretary of State for a Development Consent Order (DCO) in 2027, which would authorise construction of the project. The project is set to be one of the first to be authorised through The Planning and Infrastructure Bill, announced by the Government earlier this year with the aim of streamlining planning processes, enhancing environmental protections, and reforming Nationally Significant Infrastructure Projects, and Compulsory Purchase Orders. “It will be fascinating doing this under the framework set out by the Planning and Infrastructure Bill because the intent of that is to try and help projects like ours so communities get benefits faster,” explained Ben. “It is also about improving the way we talk to communities in ensuring consultations are more effective. “Over the next few months, we’ll be thinking

about how we talk to communities that are impacted specifically on the things that are going to affect them, so we’re listening to the people that matter. It will mean that we end up with a different process to consultation and we expect it will help us accelerate the delivery of the benefits while focusing our consultations more meaningfully on those most affected.” As to where he hopes the project will be this time next year, Ben told Rail Director the designs will be more refined, with some of the preparatory work, which doesn’t need the DCO, underway. “Personally, I hope that stronger voice for operations will be really clear, and I hope we will have developed a really strong working relationship with the train operators along the route,” he added. “My team is also responsible for undertaking the rolling stock procurement for East West Rail. In the end we will need to buy some new trains, so I’ll expect us to have made some really good progress with rolling stock procurement, getting the tender documentation ready by this time next year.

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To achieve a really good operating railway it is important that operators are clear about what is needed for a successful outcome

LOOKING AHEAD

The East West Rail project The East West Rail project is a once in a generation opportunity to connect people and businesses between Oxford, Milton Keynes, Bedford and Cambridge through a new direct rail line. It aims to open up new journeys, cut travel times, and ease congestion on local roads, unlocking the social and economic potential of the area. The East West Rail Project will be delivered in different phases. Network Rail was responsible for developing the first part of the first phase between Oxford and Milton Keynes, connecting Oxford with Bicester before the EWR Co was set up. Between 2018 and 2024, EWR Co and Network Rail partnered in a construction alliance, East West Rail Alliance, to complete the infrastructure to Bletchley. Chiltern Railways has taken over as the operator of this section and is working to start passenger services as soon as possible. To deliver the railway onwards from Bletchley to Bedford and Cambridge, a new railway needs to be constructed between Bedford and Cambridge, and associated works are needed between Oxford and Bedford to upgrade and refurbish the existing railway infrastructure. EWR Co proposes to make an application to the Secretary of State for a DCO to permit the construction and operation of these works.

“Finally, I hope the service on Connection Stage 1, the Oxford to Milton Keynes service, will be a great success by then.” Along the way there are bound to be more significant achievements that Ben can add he is proud of having helped with during his time in the railways. This includes changing how the industry manages disruption and provides information to customers, introducing longer trains and more frequent services, using simulators to improve how operators are trained and developed, and keeping trains running during periods of extreme weather. More recently he used his experience to help HS2,

Railways are a brilliant way of moving people from urban centre to urban centre and I think they will continue to be the most effective way of doing that for a very long time Dec 25/Jan 26

including being the author of the project’s operational concept. “On what is the 200th anniversary since the birth of the modern railway it really highlights how incredibly important and amazing railways are, especially when you reflect on what they have done for this country,” he said. “Railways are a brilliant way of moving people from urban centre to urban centre and I think they will continue to be the most effective way of doing that for a very long time. “What I learnt from HS2 is that these are very expensive projects which makes it so important to continually remind your stakeholders what benefits they are going to get from spending this money. “One of the things that was a failure in HS2 is forgetting that that case needed to be made continuously. On East West Rail we’re really lucky because that is really well understood by our stakeholders and communities and they understand what they are going to get from this investment. “We are very aware of the impact from a positive economic growth and opportunity perspective, we’re very aware that we’re going to transform the transport system in that Oxford to Cambridge arc and give huge benefits to the people that live there. We’re really proud of that. “But we’re also very conscious that there are some people along the line of route who are going to be affected by the construction works and also very sensitive to their needs and we want to make sure we do this in a way that takes their needs and interests into account as much as possible.”

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ADVERTORIAL

Dr David McGorman, Unipart’s Rail & Technology Managing Director, explains how the organisation is positioned to be a strategic, long-term partner to help Great British Railways (GBR) deliver on its mandate for efficiency and modernisation

Lean logistics and inventory management

s momentum gathers on the creation of GBR, supply chain partner Unipart is ready and raring to put the organisation tasked with reforming a fragmented system on the right track. Unipart has more than 50 years’ experience of being a driving force behind efficient, resilient and sustainable supply chains, expertise its Managing Director of Rail and Technology Dr David McGorman says is aligned with what is trying to be achieved with GBR. “The Railways Bill is an historic opportunity and we are ready to partner and leverage our capabilities in many sectors across logistics, manufacturing, engineering and technology to ensure that this reform delivers unified, cost effective, and progressive services, for the UK economy,” he said. But success does hinge on GBR’s willingness to actively partner and embrace a long-term whole-life value approach, leveraging the proven expertise, innovation, and agility that the private supply chains can offer. David joined Unipart through its acquisition of Instrumentel, a world-leading provider of asset monitoring solutions, in 2017, of which he was a founding member and Managing Director. He was appointed Unipart Technologies Managing Director in 2021, and Managing Director of Rail and Technology in 2025. He is encouraged by the Railways Bill, which went through its second reading in Parliament earlier this month, seeing it as a necessary and positive step towards a more unified, cost-performance focused railway. “For Unipart the creation of GBR as a single entity managing infrastructure and passenger services is an opportunity to truly integrate end-to-end solutions across the whole system,” he said. “We as Unipart are ready to partner with GBR to help save time, cost and carbon for the tax payer and the Railways Bill’s central aim of creating this unified, cost efficient and performance-focused railway mirrors what our key strengths are. “This aligns precisely with the core of our Performance in Motion ethos. Our proven methodology is embedded in our DNA, allowing us to expertly consolidate, fortify and integrate complex supply chains to deliver optimal performance.”

Image: Unipart

The asks for GBR David believes the success of GBR will depend on how well it lands, how quickly it can be moved and providing it does, successful reform will depend on three key considerations. “The first opportunity is around a simplified procurement process, consolidated for efficiency which should come through GBR as a single entity managing both track and train,” he highlighted. “This approach will enable a leaner, optimised and highly cost-effective just-in-time supply chain, driving greater efficiency across the operation. “It’s something we do in other sectors at Unipart, especially automotive, and something that should be cost-effective for taxpayers. Despite the delays, functioning as one unified body gives GBR the authority to enact a critical cultural change, allowing it to drive long-term partnerships and contribute to creating a streamlined supply chain rather than remaining fragmented.” Point number two is around long-term funding.

Dec 25-Jan 26

Earlier this year the Government announced at least £725 billion of funding over the coming decade in infrastructure, including £10 billion for rail projects and more than £20 billion for HS2. “For suppliers like us and the supply chain as a whole, to invest we need that certainty because often we’ll be investing upfront to make sure the supply chain is much slicker, and you can’t do that on a feast and famine funding cycle,” he said. “You need it to be multi-year. As a supplier we accept that some years we might be out of pocket and driving that, but in other years you can recover that back. Having that long-term investment allows us to invest in innovation, skills and even in manufacturing, repairs and overhaul capability.” The third key consideration for David is around an increase in integration and innovation, driving modernisation. He explains that with GBR (including GBRX) and the Department for Transport Operator Limited (DfTO) coming together, a big pillar will be to financially provide a better railway for the UK

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taxpayer so that it can attract more investment. “The strategy must emphasise accelerated digitalisation and data integration across all infrastructure and rolling stock so therefore allowing us to provide real-time visibility and predicted capability,” he added. “This is really significant if you want to run a more streamlined railway.” In Unipart’s technology solutions portfolio, it has analytics tools such as Paradigm Insight, a web portal allowing the organisation to view all of its conditionbased maintenance data, including track, train and infrastructure monitoring. “We monitor around five billion signals per day primarily on rolling stock, but also on infrastructure, which is a significant scale, but Unipart’s core value lies in translating that complex data into actionable information, which we then leverage to enable predictive maintenance and significantly reduce in-time carbon costs,” he said, adding that the company has a lot of capability around AI and data science. “We help to lower the use of vehicle maintenance instructions, cutting that down by up to 20 per cent so that they are doing maintenance that is based on the condition of the asset being monitored as opposed to on periodicity. We are taking out real costs from customers which on scale across the supply chain is significant.” Unipart’s capabilities extend beyond logistics and technology into vital maintenance, repair and overhaul (MRO) services. This is a core part of their offering that drives the circular economy within the rail sector. “By expertly servicing, repairing, refurbishing and overhauling assets to ‘as new’ condition, we extend the operational life of valuable equipment, reducing the need for customers to buy new. This sustainable approach to asset management not only helps our customers to lower their costs and benefit from full warranties but also significantly contributes to a reduction in waste, energy consumption and environmental impact, supporting the overall drive towards a more robust and sustainable railway for the future.” Such has been the success that Unipart is bringing what it is calling Condition-Based Supply Chain (CBSC) to the rail industry, which involves taking that data from assets being monitored in the field or on infrastructure and utilising that to procure something that is broken or needs maintaining and where possible having it delivered lineside just in time to fit as that train is in for the nightshift. “This is relatively new to the industry but something we are actively applying in other sectors” he said. “We are confident it can help transform and lower the cost significantly for the railway as a whole. “The difficulty comes in the number of systems you have to traverse/interface with. Take the train as an example in which you’ll have the original equipment manufacturer, which will have its own procurement systems, its own enterprise resource planning, and as a supply chain partner we need permission to be able to monitor an asset and input into these systems. You could be including four or five organisations that all

Image: AdobeStock

We are ready to partner and leverage our capabilities in many sectors across logistics, A positive outlook for GBR David enters 2026 full of optimism for what the future manufacturing, holds for Unipart in the rail sector, enthused by the engineering and progress made in recent months. The company’s impact on the UK rail industry technology to shouldn’t be understated. Its role was recognised in October when the Rail Minister Lord Hendy officially ensure that this opened its new facility, Trax Park in Doncaster, describing it as a “major milestone”, adding how the reform delivers investment “is crucial to the British rail industry and the local economy”. unified, cost “We have consolidated our operations at our new Trax Park site which brings our offices, warehousing effective, and and labs together under one roof,” David explained. “Consolidating the Hexthorpe and Jupiter House progressive sites has given us a much more streamlined focus on what we’re delivering to our customers. Our material services, for the controllers, project managers, engineers and office workers, as well as our operatives all within the same UK economy building makes a huge difference.”

need to be aligned in ordering and fitting a part. “The challenge is fundamentally driven by cultural alignment and system integration. However, given our extensive experience navigating complex operational landscapes and integrating the efforts of multiple independent partners, this is entirely achievable. While we anticipate working with a multitude of stakeholders, Unipart excels at coordinating individual parts and people to deliver a unified, desired outcome and we embrace this challenge for the greater benefit of the industry.”

The organisation has also recently been awarded a multi-million pound warehousing and logistics supply chain contract for the MBTA (Massachusetts Bay Transportation Authority) subway in Boston, North America as well as signing several contracts with major infrastructure and rolling stock players in the UK. It’s this unique cross-sector position that makes David excited for the future. “The successful evolution of our team over 2025 now positions us strongly to focus on growth,” David said. “We have supported the rail sector for decades and are really proud to do so, especially at such a transformation juncture. “It’s fantastic for us to have that opportunity to be able to provide that supply chain expertise that we’re

Dec 25-Jan 26

so good at and we know we can deliver to the UK rail industry to ensure the transformation that we’re all trying to achieve is successful. “We’re proud to be playing our part in something which supports generations to come as well as our economy. It is really exciting and although it is an industry with its challenges, it’s a vibrant sector with the changes going to go some way to making sure it’s more robust for the future.” www.unipart.com

LIGHT RAIL

James Hammett, Managing Director of UKTram, reflects on the last 12 months and looks ahead to 2026 full of optimism

Light rail at a turning point: A year of progress and possibilities ahead

et to benefit from a share of the £15.6 billion funding for local transport across England’s city regions announced in the Government’s last spending review, 2026 promises to be a landmark year for light rail. That’s the view of James Hammett, Managing Director of the sector’s representative organisation, UKTram, as he reflects on the past 12 months and renewed enthusiasm for light rail as a sustainable solution to future urban transport challenges. “As an organisation, we have long spoken about the sector’s potential but in 2025 that potential became increasingly visible,” he explained. “Across the country, operators, promoters, local authorities and suppliers have been moving with greater confidence and clarity than at any point in the last decade. “At the same time, the past year has shown what light rail can achieve and how it can support the wider transport system, including greater integration with main line railways.” As a result, James believes the sector now stands

on the cusp of a new phase of maturity, one driven by collaboration and a long-term vision that builds on the success of established systems.

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Recently published figures show light rail patronage across England totalled more than 231 million, with systems outside London seeing a six per cent uplift and vehicle miles increasing by four per cent. “These figures demonstrate a modal shift in attitudes and growing public trust in tramways and similar forms of mass transit,” James said. “Across the UK, we are also seeing development work continuing at pace. In West Yorkshire, significant progress has been made on the region’s mass transit plan, and in the West Midlands, further Metro extensions are due to open this year. “Just a short distance away, Coventry’s Very Light Rail (VLR) programme is redefining how cities can deliver fixed-track benefits at lower cost and lighter scale, while regions such as South Yorkshire and the West of England are revisiting scheme aspirations with renewed confidence, supported by collaborative planning and a more stable long-term policy environment. “Meanwhile, tram-train networks in Cardiff and Sheffield continue to influence wider thinking on

LIGHT RAIL

modal integration, and the Government’s focus on housing growth and new town development is opening the door to light rail being embedded into urban planning from the outset.”

Collaboration One of the clearest shifts over the past year has been the industry’s willingness to work collectively, with UKTram itself delivering its highest-ever number of Functional Group meetings and Best Practice Days. These enjoyed record attendance and growing participation from every part of the sector. “Now sector engagement and collaboration are no longer ad hoc; instead, they’re purposeful and structured, and this collective effort has supported a more consistent approach across areas such as rolling stock innovation, asset management and obsolescence solutions,” James continued. “It has also enabled us to discuss other key issues, such as digital transformation and automated capability, workforce skills and competency frameworks, multi-system and dual-mode operation, OLE-free running, battery technologies and new hybrid approaches. “Behind the scenes, this collaborative framework is essential for the sector’s development and is reflected in the expansion of the UKTram team, which now includes a Knowledge Manager, a Stakeholder and Innovation Manager and a Digital Marketing and Communications Manager, to strengthen our capabilities and to support this work. “The launch of our new website, the digital growth of our channels and the development of the Request for Information (RFI) Library have also enhanced how the sector shares expertise and captures learning.” Internationally, the UK continues to be an active contributor to global best practice through UITP Light Rail Committee participation, European standards work and presentations at international congresses. Engagement with the Urban Tram Forum and improved access to Rail Intel have also broadened the knowledge base available to UK systems.

Engagement Ultimately, the long-term success of light rail depends on the people who operate, maintain and design it, and the past year has seen meaningful progress in developing and diversifying that workforce. Women in Transport sign-ups trebled, partnership work with Men for Inclusion continued and

engagement with Worktree doubled, showing a strong commitment to attracting younger talent and supporting ED&I in the industry. UKTram also played a key role in the Department for Transport’s Employment and Skills Taskforce, ensuring that tramways, VLR and metro-style systems are fully represented in national skills development conversations. Engagement with Young Rail Professionals provided additional visibility among early-career engineers and planners. The work the sector is doing rightly reflects light rail as a modern, future-facing industry with pathways for people at every stage of their career. Behind the public-facing achievements, significant technical work has taken place behind the scenes, with UKTram actively involved in a wide range of projects, including Coventry VLR testing and development, new tram-train wheel-rail interface guidance and rooved rail standardisation in partnership with British Steel. Other projects included the development of an OLE competency programme, which will soon be rolled out sector-wide, and UKTram continues to work through the Light Rail Research and Innovation Group (LRRIG), involving UKTram, the Light Rail Safety and Standards Board, Network Rail and the Rail Safety and Standards Board. James also stresses that one of the most compelling indicators of the sector’s continued maturity has come from UKTram’s own delivery. “Operating on a budget of under £600,000, the organisation generated £4.3 million in sector value realisation,” he said. “This 7:1 return on investment has been delivered through support to promoters and authorities, business case scrutiny via UKTram’s Centre of Excellence, best practice development, enhanced digital outputs, expanded data collection to support evidence-based planning and improved national visibility and advocacy. “This represents a step change in what the sector is collectively able to achieve with the right co-ordination. The year also saw UKTram host its largest Annual Summit to date, with record-breaking attendance and a focus on sector-wide strategy.”

Leadership Another notable development that has had a positive impact on light rail has been the rise of regional leadership. This significant contextual shift has seen combined authorities and elected mayors shaping

Dec 25/Jan 26

The opportunity for light rail, perhaps more than ever, is right in front of us strategic transport plans with increasing autonomy, and the sector is benefiting from that clarity. Through things like simplified ticketing, multimodal integration and long-term development pipelines, devolution is allowing local leaders to act with pace and purpose. As a result, the sector is no longer solely dependent on national directives; it is gaining momentum through regional ambition backed by data and strong local support. In response to the positive changes seen recently and the challenges that still lie ahead, UKTram is preparing to publish its 2040 and Beyond long-term vision. This strategy will set out a clear trajectory for the next decade, focusing on five core themes: Light rail is the natural choice for sustainable, connected urban mobility. A more integrated multimodal network that aligns tramways, VLR, bus, active travel and rail. Innovation at scale, from digital systems to new rolling stock and automation. A modern, diverse, highly skilled workforce. Evidence-led decision-making and strong governance enabling successful scheme development. James added: “Rather than predicting the future, we prepare for it. The next five years will be defined by delivery: embedding the lessons of recent years, expanding capacity, modernising systems and strengthening the business case for light rail as a key tool in shaping sustainable growth. “2025 has shown what consistent shared expertise and long-term thinking can achieve. In 2026, our task is to turn that progress into sustained transformation. The opportunity for light rail, perhaps more than ever, is right in front of us.”

LIGHT RAIL

Transport for Greater Manchester (TfGM) is working with Stockport Council to develop a business case to bring trams from East Didsbury to Stockport

Denton rail line considered as part of case to take trams to Stockport T

fGM is considering plans to use the underused rail line through Denton to connect more communities to the Metrolink network, in a move which could transform connectivity for thousands of residents and businesses. The organisation is already working with Stockport Council to develop a business case for bringing trams to the town. The strategic outline case is exploring a core extension from the existing Metrolink stop at East Didsbury to Stockport town centre. As part of the work on the business case, TfGM is also considering how this may unlock future extensions. One option being worked up includes using tram-train technology to run beyond Stockport along the Denton rail line, connecting the area into the wider Metrolink network, including links to Tameside and Manchester Airport. Mayor of Greater Manchester, Andy Burnham, said: “We’ve a bold plan to deliver a decade of good growth for Greater Manchester, one that benefits every part of the city region. “Developing the Bee Network and delivering better bus, tram and train connections will be fundamental to our growth story. “For too long, Denton has been overlooked and working up the tram-train option to connect Denton and the wider area to the Metrolink is a big step toward unlocking opportunities for local residents and businesses. “We’re committed to extending Metrolink to Stockport and beyond as part of our efforts to connect all our districts to the tram network and delivering a truly integrated transport network for everyone.” Significant progress has already been made on the first stage of the Stockport Metrolink extension business case. TfGM is working to complete the required technical work this year, ahead of submission to the Department for Transport in early 2026. Construction of the ‘core’ scheme between East Didsbury and Stockport could begin by the end of the decade, subject to approvals and funding. Andrew Gwynne, MP for Gorton and Denton, said: “Improved connectivity is key to opening up opportunities for our people and communities, and supporting the growth ambitions across the city region.

Image: Transport for Greater Manchester

“I’ve long campaigned for better transport links for Denton, and I’m delighted TfGM is looking seriously at this rail line as part of the Metrolink extension plans. This could be transformative for our community, improving connectivity and supporting growth across the area.” Earlier this year, the Government awarded Greater Manchester £2.5 billion through Transport for the City Regions funding for a pipeline of projects including a tram line to Stockport and tram-train services connecting Oldham, Rochdale, Heywood and Bury, new Metrolink stops and modern new interchanges. The £2.5 billion is part of a package of investment Greater Manchester is using to deliver its growth ambitions in full – with the city region seeking to work collaboratively with Government on exploring new funding models for major transport and other infrastructure projects. Metrolink is already the UK’s largest light rail network, with 99 stops connecting seven of the 10 boroughs of Greater Manchester. Record numbers of people are also getting on board, with 45.6 million trips made in 2024 – up from 33.5 million trips in 2022.

Dec 25/Jan 26

We’ve a bold plan to deliver a decade of good growth for Greater Manchester, one that beneﬁts every part of the city region

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LIGHT RAIL

The Railway Industry Association (RIA) Light Rail Member Interest Group recently met in Birmingham, addressing the opportunities available for the supply chain in this growing and evolving sector. Rail Director reports

“W

Unlocking the future of UK light rail

e are no longer discussing light rail as an ambition; we are discussing it as an essential component of integrated, decarbonised, people-centred mobility.” That’s the message from RIA’s Technical & Innovation Director Richard Carr. He added: “Our challenge now is not to prove the value of light rail, but to remove the barriers that slow its delivery. As RIA, we will continue working with industry, local leaders and Government to ensure light rail becomes a natural, accessible and frequently deployed solution for cities across the UK. “Light rail is not simply infrastructure, it is a catalyst for economic growth, social inclusion, urban regeneration and climate action. With collaboration and strategic leadership, the sector’s trajectory can be transformative.” The RIA Light Rail Member Interest Group (MIG) exists to make that happen. It provides a unique forum where system operators, engineering consultancies, manufacturers, local authorities, academia and innovators can come together not simply to share updates but to shape the strategic future of light rail across the UK. The November 2025 session, hosted by Arup in Birmingham, exemplifies this collaborative ambition, with Richard opening proceedings, saying: “Light rail is at a critical inflection point in the UK. “As regions take on greater powers through devolution, as cities demand cleaner, more efficient and more inclusive transport, and as the industry continues its journey into digitalisation, decarbonisation and innovation-led growth, the sector stands ready to scale. Yet readiness alone is not enough. “To unlock the full opportunity of light rail – whether traditional networks, tram-train developments, or pioneering models such as Coventry Very Light Rail – we must strengthen collaboration, accelerate innovation adoption, and align our collective capabilities with the needs of local places.” His speech set the tone for a day filled with insight, challenge, and forward-looking solutions summarised below.

Arup: Setting the context for integrated, future-focused light rail Arup opens the session by positioning light rail within a wider multimodal ecosystem. As a global engineering and design leader with 20,000 people

Images: Richard Carr/RIA

across 34 countries, Arup emphasises its ‘Total Design’ philosophy, bringing strategy, planning, engineering, digital delivery and long-term performance together from the outset. Their work across the Midlands and the globe serves as a reminder that expertise, innovation and capability are already available in abundance; what is required now is coordinated deployment.

UKTram: A sector growing in confidence under devolution James Hammett, Managing Director of UKTram, provides a detailed overview of the UK’s 12 operational tram and light rail systems. Many are expanding, renewing or exploring tram-train options. Despite post-pandemic challenges, ridership is recovering strongly, with journeys outside London up six per cent year-on-year. James stresses that devolution represents the most significant opportunity for light rail in a generation.

Dec 25/Jan 26

Metro mayors, combined authorities and regional investment bodies increasingly control multi-year budgets – the kind of stability that capital-intensive systems require. For suppliers, this means earlier engagement; for promoters, stronger local mandates; and for central Government, the chance to support transport solutions with proven environmental, social and economic benefits. UKTram’s investment in knowledge sharing, ED&I initiatives, innovation support and digital transformation – including an upcoming RFI Library – demonstrates how national coordination can deliver extraordinary value.

Egis: Structural barriers – and a blueprint for reform James Hill of Egis delivers a bold and timely analysis: Britain does not struggle with the idea of light rail, but with the systems that sit around it. The UK’s

LIGHT RAIL

As RIA, we will continue working with industry, The Egis 10-step plan includes: Key innovations include: local leaders and Devolved decision-making with stable financial powers. A 30cm-deep prefabricated slab track that Government drastically reduces utilities conflicts. A national utilities database. Lightweight, battery-powered vehicles capable of to ensure light A Light Rail Centre of Excellence. tight curves and mixed-traffic running. Reformed appraisal criteria valuing social, rail becomes a A predictable, modular installation methodology environmental and economic impact. capable of returning a prototype vehicle within natural, accessible just 10 weeks. Greater use of AI, VR and BIM to modernise engagement and risk forecasting. and frequently CVLR’s test sites have validated structural His message is clear: meaningful expansion of performance, vibration characteristics, utilities deployed solution light rail requires structural change, not simply larger access strategies and removal/installation times. The first corridor, connecting Coventry station to budgets. for cities across the Investment Zone via the university, promises to demonstrate an entirely new model for mass transit Midland Metro Alliance: Balancing the UK deployment in the UK. growth with heritage current appraisal frameworks, fragmented utilities coordination, prolonged planning cycles and reliance on competitive funding models all create obstacles unseen in European markets.

Representing the Midland Metro Alliance, Tom Maplethorpe highlights the West Midlands’ ambitious light rail expansion – more than 34km of new track, 25+ stops, and multiple ongoing extensions. A particularly compelling focus is heritage. Through detailed examples such as Parkhead and Hansons Bridge, Tom demonstrates how design and construction can both respect historic environments and deliver modern mass transit. Early engagement, sensitivity to context and transparent communication with communities are emphasised as critical success factors.

capture national attention. Designed as a low-cost, zero-emission system for small and medium-sized cities, CVLR tackles the fundamental challenges that often make light rail unaffordable for many urban centres.

Siemens Mobility: Light rail as a catalyst for urban prosperity Colin Rowcliffe of Siemens Mobility brings an international perspective grounded in proven delivery across Edinburgh, Copenhagen and Qatar. His presentation emphasises: The 6.1 per cent property value uplift near tram stops (Manchester Metrolink). A 30 per cent modal shift from car to tram in Nottingham.

Coventry Very Light Rail: A breakthrough in cost, delivery and urban integration

Dramatic air quality improvements in Florence after tram expansion.

The Coventry Very Light Rail (CVLR) programme, presented by Angus Brummitt-Brown, continues to

The universal role of light rail in creating accessible, inclusive urban centres.

Siemens’ global approach – co-visioning, co-assessing and co-planning with promoters – underscores the importance of partnership and longterm system thinking. Richard concluded: “What was clear from the Light Rail MIG session is that the sector has never been richer in expertise, more aligned behind shared goals, or more innovative in its solutions. “Yet we must also confront the reality that the UK’s historic structures – policy, appraisal, funding, utilities, and planning – were not designed with modern light rail in mind. Changing that requires unified advocacy, compelling evidence, and a collective voice strong enough to shape long-term national policy.”

Speakers at the RIA Light Rail Member Interest Group

Dec 25/Jan 26

LIGHT RAIL

Blackpool Transport has come a long way over the past 12 months, with its transformation capped off with the title of Tram Operator of the Year at the National Transport Awards. Jane Cole, Managing Director, reflects on the success

Blackpool Tram: ‘Going from strength to strength’

ane Cole reflects on the past 12 months with an enormous sense of pride. The Managing Director of Blackpool Transport Services, who has just surpassed 11 years at the organisation, has this year been at the helm for a host of popular service improvements, alongside the opening of an extension to North Station. This ambitious, forward-thinking, entrepreneurial approach was recently recognised at the National Transport Awards, where the organisation was named Tram Operator of the Year – an accolade Jane describes as an achievement the whole town and surrounding areas can be proud of. “Our tramway is going from strength to strength, and to win this award in the face of strong competition from much larger networks is a testament to the dedication and professionalism of the Blackpool Transport team,” she said. “Over the past 12 months, we have consistently responded to customer feedback to develop timetables that meet the needs of both residents and the millions of additional visitors who flock to the Fylde coast during the summer and illuminations seasons.

Images: Blackpool Transport

“As a result, the tramway has seen a steady increase in patronage and improved operational performance.” Blackpool Tramway has a history stretching back to 1885 and now serves a population of more than 150,000 people living on the Fylde Coast, an area that also attracts an estimated 20 million visitors a year. During Jane’s tenure, two extra trams were added to its Bombardier Flexity 2 fleet in 2018, while its older historic trams continued to run special heritage tours on the sections of the 11-mile line between Fleetwood Ferry and Starr Gate until they were paused in 2024. The opening of a £22 million extension to North Station 18 months ago saw the return of trams to Talbot Road for the first time in almost 90 years, and since then, it has enjoyed a remarkable run of success. In the year since the opening of the new stops in Talbot Road and North Station, patronage has increased by 13.1 per cent, carrying 54,000 more customers compared to the previous year. “The opening of the 600m extension was part of a wider scheme aimed at regenerating an important part of Blackpool town centre, and we’re

Dec 25/Jan 26

Our tramway is going from strength to strength, and to win this award in the face of strong competition from much larger networks is a testament to the dedication and professionalism of the Blackpool Transport team

LIGHT RAIL

The past 12 months have certainly been transformative, and while we’re proud of the recent awards recognition, the positive feedback we’ve received from our customers means much more to us

determined to play a vital role in the future success of the Talbot Gateway project,” added Jane. “From the day the new line opened, Blackpool Transport carefully analysed new and emerging travel patterns to develop revised timetables, while taking on board feedback from customers on service frequency and travel times.” Jane credits the creation of the new customer assistant team as central to a major restructuring of the operator’s workforce. At the same time some key management appointments have helped build resilience, while delivering enhanced services, improved efficiency, and revenue growth. Among the latter has included a new Head of Service Delivery and a Tramway Operations and Safety Manager, as well as changes to the marketing and communications teams. There has also been the appointment of a sales manager and two team leaders, helping to drive the work of the customer assistant team. “The plan moving forward is for the team to grow, providing opportunities for young people to get their first experience of working in light rail,” she added. “For example, we’ve introduced a new policy enabling 16 to 18-year-olds to work as seasonal conductors for the first time. So far, 24 teenagers have been recruited as part of an initiative that’s understood to be a first for the light rail sector.” Improvements have also been made to infrastructure and rolling stock. Some of the operator’s fleet of 18 Bombardier trams have benefited from a refresh with improved signage and enhanced on-board travel information. Sales of tram advertising has also been brought ‘in-house’ – a decision made to make it easier for local businesses to promote themselves on the network. In addition, work is ongoing on a planned deep clean of the 61 stops on the 11-mile tramway and

Dec 25/Jan 26

extensive work is also being carried out at the operator’s Starr Gate depot, where the town’s heritage trams and Bombardier fleet will soon be housed. Passengers are also benefiting from an investment in its social media channels and mobile app to facilitate personalised travel alerts, enabling customers to receive updates to services in real-time. “The past 12 months have certainly been transformative, and while we’re proud of the recent awards recognition, the positive feedback we’ve received from our customers means much more to us,” Jane said. “This is reflected in a sustained growth in patronage in the face of fresh challenges, including the arrival of Uber in the area.” Blackpool Tramway is reaping the benefits from its efforts in recent years. Between July 2024 to July 2025, the operator carried 4.4 million customers, including 250,000 tram trips to the station recorded during its first year. The launch of the new timetable in April has also provided a spectacular boost to the figures, with a 27 per cent increase in customer numbers in the first month when compared to the same period the previous year. The timetable improvements have also reduced the average journey time from 21 minutes to 16 minutes. It’s momentum that Jane is keen to build on in the months ahead. “We will never be complacent, and our team is constantly striving to further improve our offer to both residents and visitors to one of the country’s most popular seaside towns,” Jane added. “The year has also ended on another high with the triumphant return of two of our historic heritage trams for a series of sell-out tours during the illuminations, and moving forward, we’ll continue to look at ways to support the area’s many other tourist attractions and other local businesses.”

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LIGHT RAIL

A campaign led by the Light Rail Safety and Standards Board (LRSSB) is transforming safety. Those involved explain more

LRSSB celebrates the success of Pedestrian Safety campaign

The pedestrian safety campaign adopted in Nottingham

uilding on the findings of pioneering research into pedestrian behaviour near tracks and crossings, a highprofile campaign by the LRSSB is now delivering significant advances in tramway safety. Utilising eye-catching signage and innovative social media content, the long-running initiative has seen the organisation working with networks to deliver a hard-hitting Two Lines = STOP message. With content tailored to meet the requirements of individual networks, the project has been widely embraced by the sector as it strives to reduce the risk of collisions between trams and members of the public. “This type of incident has been identified as one

of the most significant threats to tramway safety by our own risk models,” explained Carl Williams, the organisation’s Chief Executive. “Further research we carried out late in 2023 found that pedestrians approaching tram tracks are often distracted by their mobile phones, or simply oblivious to their surroundings, and fail to show the same care they would when crossing a busy road. “Over-familiarity can also be a factor in many accidents, with people who use trams on a regular basis ignoring warnings they see every day. In response, the LRSSB developed a series of graphics that networks can use to catch the attention of unwary pedestrians. These were revealed in time for Rail Safety Week in 2024, and they’ve since

Dec 25/Jan 26

become a familiar sight on tramways across the country after initial trials in Blackpool and Edinburgh. Carly Swift, LRSSB Marketing and Communications Manager, led the national rollout of the campaign and says it has now been adopted by every second-generation tramway in the UK. “Over the summer, London Trams helped complete the first phase of the campaign, and we are delighted that London Trams helped us to reach an important milestone by ensuring the universal adoption of the Two Lines = STOP message,” she said. On his network’s support for the campaign, Mark Davis, Transport for London’s General Manager for London Trams, said at the time: “Safety across the network is our top priority, as we work towards

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LIGHT RAIL

Anthony Stanley, West Midlands Metro’s Head of Operations and Safety, with some of the new signage as the successful pedestrian safety campaign is relaunched on the network

About LRSSB The LRSSB is the central body responsible for co-ordinating advances in tramway safety and setting recognised industry standards. Since it was established in 2019, it has led the sector in meeting the recommendations made by the Rail Accident Investigation Branch in its report on the tragic Sandilands derailment. Working closely with statutory bodies such as the Office of Rail and Road and colleagues from across light rail, it is now driving continuous safety improvements across the sector.

We want everyone to return home safely to their loved ones, and hope this campaign encourages people to stop, think, and stay aware of their surroundings whenever they cross the tramway

Martin Fleetwood, a Scout Leader and LRSSB Board Member and a colleague from the Scout Association on the Rail Industry stand during the Scout event in Essex

eliminating deaths and serious injuries on our roads and transport network through Vision Zero. “The Two Lines = STOP campaign aims to raise pedestrian awareness and help people stay safe when crossing the tramway, especially in higher-risk areas like Croydon town centre. We want everyone to return home safely to their loved ones, and hope this campaign encourages people to stop, think, and stay aware of their surroundings whenever they cross the tramway.” While London Trams was installing the striking signage for the first time, other networks have been preparing to build on the initial success of the campaign with fresh graphics installed in new locations. This updated imagery has further enhanced the inclusivity of the campaign, which includes animated characters representing a wide range of ages and backgrounds. Over the summer, Blackpool Transport reinstalled the graphics, backed by extensive social media posts, ahead of the busy holiday season and, more recently, West Midlands Metro is re-using the LRSSB message and marketing materials as it prepares for network expansion. With driver training taking place on the new line to Millennium Point, the return of the Two Lines = STOP message couldn’t be more timely, as Anthony Stanley, Metro’s Head of Operations and Safety, explained: “Safety is, and always will be, our top priority. “As we embark on crucial driver training for the Birmingham Eastside extension, raising public awareness is more critical than ever, especially for new passengers and community members who will be encountering the tram for the first time.” “The campaign will help ensure essential safety measures are clearly communicated during a significant period of network expansion, and act as a welcome reminder elsewhere on the network as the busy festive season approaches. “We are proud to relaunch the Two Lines = STOP campaign in partnership with the LRSSB, ensuring that as our network grows, we proactively maintain our excellent safety record and ensure the West

Dec 25/Jan 26

Midlands Metro remains one of the safest forms of public transport in the region.” Eighteen months on from its initial launch, the campaign is far from over, and it will continue to evolve in line with the challenges faced by operators. It will also embrace ongoing research into the impact of the clear and consistent messaging, which is already delivering encouraging results. Carly Swift continued: “Following the first phase of the initiative, we’ve again engaged the research company Mindfield to carry out surveys in locations where the signage has been used. “In Blackpool, Edinburgh and Sheffield, they found that the message was cutting through, particularly in busy urban environments where around 35 per cent of those questioned said they were more aware of their surroundings when prompted. “Nearly one in six also said they could recall messages urging them to stop and look out for trams when they’re about to cross the tracks, and 34 per cent said that the signage had actually influenced their behaviour. “Over the coming months, we will also be carrying out more surveys in Manchester, the West Midlands, London and Nottingham before analysing the findings to see how we can take the campaign to the next level.” In addition to working with operators, the LRSSB is also looking to collaborate with organisations outside the sector to spread the important safety message to an even wider audience. “Earlier this year, we engaged with Scout leaders at a national event where they shared ideas on future activity programmes and moving forward, we intend to expand the campaign to include even more organisations working with communities served by tram networks,” she added. Further information about the campaign can be found on the LRSSB website and in a recent podcast that can be found on the organisation’s YouTube channel at https://creators.spotify.com/ pod/profile/lrssb/

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A P E R I C O M PA N Y

SAFETY

Samaritans and Network Rail are celebrating 15 years of a successful lifesaving partnership. Rizwan Javed, who has helped to save 34 lives following the training, explains more

36,500 rail workers trained in suicide prevention

amaritans and Network Rail are marking 15 years of a successful partnership reducing suicides on the railways and supporting everyone affected by them. The statistics in that time are remarkable, with 36,500 rail staff trained in how to spot and support someone is distress. Since 2010 the partnership has won multiple awards for their innovative suicide prevention work in training and campaigning, with more than 27,000 people in distress receiving support from concerned staff or bystanders. It takes a comprehensive approach to suicide prevention by training rail staff to spot the signs of a person in distress and give them the confidence to respond to that person appropriately. More than 6,000 workers have also attended Samaritans specialist Trauma Support Training. Among those to do the training is Rizwan Javed, a Customer Service Manager for the Elizabeth line at Paddington. “I attended Samaritans Managing Suicidal Contacts training back when I first joined the rail industry, over a decade ago,” he said. “They taught me how to identify someone who might be vulnerable, and what sort of conversations to have with them, and how to get them to a point of safety. Two days after the training, I put my training into action while working and helped to stop someone from taking their own life.” That was just the start for Rizwan, who has since gone on to help to save 34 lives. His efforts have been recognised with an MBE and a Lifesaving Award from the charity. “It gives me so much comfort to know I’ve made a difference in many people’s lives, and I truly cannot explain the feeling it gives me when helping a passenger,” he said. “Without the training, I probably wouldn’t have had the confidence to help people.” To ensure rail staff and members of the public are supported following a suicide on the rail, specially

Images: Samaritans

trained volunteers visit the station in the days and weeks afterwards and provide an outlet for support, if needed. As part of the programme, this has been delivered on more than 1,100 occasions. Samaritans also regularly hold outreach and awareness events alongside other organisations to ensure that the public know what support is available in their local area. Since 2017, together with the British Transport Police, Samaritans and Network Rail have delivered the award-winning Small Talk Saves Lives. This public-facing campaign helps to empower members of the public to approach someone who may not be ok, as this could save their life. Speaking about the partnership, Dave Brown, Head of Rail at Samaritans, said: “We are incredibly proud of what we’ve achieved with Network Rail, and it shows how valuable our partnership is, and the real impact that we are having. “While we recognise there is still more to be done, the number of lives saved so far is remarkable. We

remain dedicated to suicide prevention and look forward to seeing what our partnership can achieve in the coming years.” Over the past decade and a half, 27,000 people in distress have received support from concerned staff or a member of the public thanks to the combined efforts of both Samaritans and Network Rail to raise awareness. Louise McNally, Network Rail’s suicide prevention lead, said: “Our 15-year partnership with Samaritans continues to show what can be achieved when we combine compassion with a shared commitment to safety. “Each intervention and every member of staff trained contributes to our ability to change and potentially save lives. We’re really proud of this partnership and will continue to strengthen this work to ensure the railway remains a safe and supportive environment for everyone.” For more information or to book onto the Samaritans training courses contact railcompaniestraining@samaritans.org.

Pictured left to right: Rizwan Javed; Dave Brown; Louise McNally

Dec 25/Jan 26

EVENTS

RIA Northern Ireland has announced details of its first All Island Rail Summit. John Glass, Director of Infrastructure and Projects, Translink, and Dr Seán Sweeney, Programme Director for MetroLink, highlight some of the opportunities for rail organisations

Railway Industry Association (RIA) announces All Island Rail Summit

Image: RIA

here’s a “big open door” for anyone who believes they have the expertise to help in the delivery of MetroLink, a fully automated and mostly underground 19km metro route set to transform the Dublin area. That’s the message from the Programme Director Dr Seán Sweeney after An Coimisiún Pleanála granted approval for the MetroLink Railway Order, facilitating MetroLink to proceed to procurement and construction in the coming years. “MetroLink is not just a transport project, it’s an investment in Ireland’s future. Metrolink will shape the future of Dublin, provide a sustainable transport solution to growing demand, and unlock muchneeded land development opportunities across

the city and beyond,” he said. “While major construction contracts will attract and require global expertise, Ireland’s €200 billion infrastructure pipeline ensures significant opportunities for domestic suppliers, subcontractors, and service providers. There is a big open door for anyone who believes they have the expertise. “From specialist engineering firms to local SMEs, the MetroLink programme will drive innovation through partnerships, create jobs, and strengthen the supply chain across Ireland.” Dr Sweeney has more than 30 years’ experience in construction across the globe, and most recently was responsible for the development and construction of the City Rail Link project in Auckland, New

Dec 25/Jan 26

MetroLink is not just a transport project, it’s an investment in Ireland’s future

EVENTS

John Glass. Image: RIA

We have some exciting plans, but we don’t have the skills and the quantity of people in Ireland to realise our full ambitions, so there’s deﬁnitely opportunities when it comes to the railways in Ireland

To find out more about the opportunities, Railway Industry Association Northern Ireland has launched the inaugural All Island Rail Summit, taking place on February 18 in Belfast. To learn more or to reserve your place, contact bob.docherty@riani.org.uk

Zealand, which is the country’s largest-ever infrastructure project. “I’ve taken a view through my career that as a client we need to do everything we can to help the contractors build,” he said. “There are so many things that can be done to help contractors, so a big lesson I’ve taken forward on the previous projects I’ve been involved in is that you’ve always got to help your contractor.” MetroLink will add capacity for 20,000 passengers per hour, per direction, easing congestion and supporting economic growth. There will, however, be significant challenges over the next 10 years as the work takes place. “There will be disruption during delivery,” Dr Sweeney added. “But the day MetroLink opens, people will forget all that and be asking when will they get some more, because it is going to be a game changer for Dublin and for Ireland.” When Dr Sweeney first arrived in Dublin in September 2024 he described the project as having zero profile – after being cancelled 15 years ago there was little belief it would ever happen. It has led to several months of roadshows around Britain and Europe, updating the story, changing that mindset and getting experts from all over the world on board. “We have Government support, a Minister fronting it, a project team with huge experience and planning consent, so it is a completely different story now,” he said. “This is the biggest project in Ireland’s history, and a big project on a European scale, with serious contract packages and plenty of work. “We will need the international experience. A lot of the work is underground, 20 metres underground, and we’re also building 16 new stations in what is an ancient city. We need to keeping telling people about what is happening and we need to bring the public along with us.” Dr Sweeney was speaking at the recent RIA Annual Conference alongside John Glass, Director of Infrastructure and Projects at Translink. Both highlighted a wealth of opportunities for rail organisations, with John reflecting on the success of the recent opening of Belfast Grand Central Station. It has become a vital hub for integrated travel in Northern Ireland, welcoming more than eight million people, a success contributing to more than four million additional journeys across the wider public transport network. “The previous station was retaining growth in our network and already we are reaping the benefits, including a 40 per cent growth in passenger numbers between Dublin and Belfast, which is proving a major corridor for us,” said John, who was responsible for the delivery of the station. “It’s led to more frequent services, as well as an overall better performance across the network. If you invest in new infrastructure, passenger numbers will grow. But not only is it a railway station, now it is a destination for people to meet for lunch and coffee and Dr Seán Sweeney public events.

Dec 25/Jan 26

“The big thing for us now will be the continued funding to increase our rail fleet, our timetable and our frequency.” John hopes to build on its success with the AllIsland Strategic Rail Review (AISRR), which last year set out 32 strategic recommendations to enhance and expand railway connectivity across the island of Ireland up to 2050. This includes upgrading the railway to provide additional capacity, decarbonising the entire network, reducing journey times between major cities and boosting service frequencies. If implemented, it is believed that the recommendations would enable the number of people travelling by rail annually to double from approximately 65 million to 130 million by 2050. The rail network route length would increase from 2,700km to 3,000km with the reopening of former and new rail lines. New routes in the North Midlands and North West would mean that 700,000 more people would live within 5km of a railway station. John said the Rail Network Strategy for Northern Ireland will be launched in February, which will include the proposals for traction and infrastructure. “To achieve what we want to on the network by 2050 we need to double our current capital budget, and we are looking at how we consider private investment,” he said. “Private investors need to see the confidence of a three-year budget plan to move forward. We are also looking at other areas of private funding and working with the Department of Transport in respect of shared Ireland funding from Dublin for projects like the Belfast to Dublin electrification. “We have some exciting plans, but we don’t have the skills and the quantity of people in Ireland to realise our full ambitions, so there’s definitely opportunities when it comes to the railways in Ireland.”

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PROJECTS

Viraf Avari, Transformation & Operating Model expert and Tom Becker, Operating Model expert, at PA Consulting, write about how integration must be a guiding light, not an add-on

Unlocking large-scale programme value through collaborative operating models

Images: PA Consulting

arge-scale transport programmes are becoming more frequent as governments around the world see the chance to boost economic growth by investing in new infrastructure. In the UK, for example, analysis suggests that the Planning and Infrastructure Bill could boost the economy by as much as £7.5 billion over the next 10 years. But the grander the vision, the greater the complexity. And the bigger the risk that programmes will run over time and budget, or that outcomes won’t match the promise of that early artist’s impression. This challenge is compounded by global macroeconomic challenges, such as heightened trade tensions, tariff increases, and delays in infrastructure investment.

their own stakeholders, supply chains, objectives, milestones, and deadlines – many of them enshrined in their own contracts. From the start, this encourages project teams to focus on their own goals rather than work with each other towards shared overall outcomes. As individuals, people working on a major programme understand the importance of collaborating across projects, and there are shared goals declared early in a programme, warmly endorsed by everyone involved. But because teams don’t have the structures and environment to encourage and enable collaboration, ingrained habits kick in once work starts in earnest. So how can major programmes avoid the pitfalls of paying

lip service to collaboration and make integration a priority to lock in economic gains? The route to successful collaboration in complex programmes is a combination of rewired behaviours, structures, and processes that stimulate and sustain collaboration – all of which underpin a new kind of integrated operating model. This is the approach we’ve taken with several major programmes, most recently The Euston Partnership (TEP). It’s also allowed our clients to get even more practical value from many of the principles of Project 13 – an initiative mainly driven by the civil engineering sector. Here’s what we learned and how leaders can use it to drive growth.

Drive programme success through leadership commitment

Integration must early in the programme. The programme’s client, or sponsor, should visibly and regularly get behind these It’s easy to see why large-scale programmes can run shared outcomes from the start, and champion the into problems of the sort that has delayed the UK’s be a guiding light, collaborative behaviour needed to achieve them. This High Speed 2. These goliath-sized programmes way, everyone is clear how much a collaborative are often made up of multiple projects, each with not an add-on

Ideally, project teams will commit to shared outcomes

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PROJECTS

Viraf Avari

culture matters to the most senior decisionmakers. Project teams will have success measures for delivering their own work, so it is important to incentivise integration across projects too. This embeds the idea that compromising on individual projects’ success measures is positive and even desirable if it helps achieve the programme’s overarching objectives. This commitment to shared outcomes is vital. It helps move away from a transactional mindset, where organisations are contracted to deliver specific elements of a programme, and towards a more strategic one, where partners work with a shared interest in overall goals.

Co-design the collaborative process Tom Becker

Integrating a programme’s individual projects calls for a new way of working, rooted in clear structures, processes, governance, roles, and responsibilities, which are understood by all project teams. But instead of imposing a new way of working on stakeholders, involve them in building and applying it from the start, particularly those who are sceptical about a more collaborative approach. This might well mean slowing down the pace of the programme to get details right and hear everyone’s view. A slower pace could feel counter-intuitive, especially when everyone feels they already know the answer and wants to just ‘get on with the job’. But temporarily taking the foot off the gas will ultimately be worth it. If the process for designing and defining collaboration is itself collaborative, the arrangements are more likely to stick. The more ownership of the ultimate goal stakeholders feel, the deeper their commitment to it will be.

Project teams know it makes Create collaborative structures support governance sense to collaborate toIntegration won’t happen by itself. Structuring the programme as, for example, a merger or joint with each other venture, is one way to design collaboration in from the but need the right beginning. But for various reasons – from regulatory restrictions to conflicting employment terms – it’s environment for it often not practical. Alternatively, an ‘integrator’ with an overall view of the programme can bring stakeholders together to happen

and work with them to create the environment and structures for collaboration to happen. For example, our work with UK’s Ministry of Defence as systems integrator is helping to transform the defence supply chain by breaking down traditional ‘us and them’ barriers. On the TEP programme, the integrator was a team resourced by the main programme partners. It included a Programme Management Office with functions common to most programmes, such as managing costs, requirements, scheduling, and reporting. The integrator’s functions also included joined-up communication and engagement, and research and analysis that helped consider investments in terms of value for the whole programme, not just individual projects. Ideally, the integrator will be granted authority to make some programme decisions directly, without the need to escalate to the client or sponsor. Delegating authority to the integrator to make some programme decisions will drive pace and even greater value from establishing these collaborative structures. Regardless of how the role is constituted, the integrator should have a public mandate from the programme client or sponsor to reinforce its importance among project teams.

Develop integration capabilities for programme success Complex programmes also need the right capabilities to knit projects together and help collaboration to flourish, whether it’s driven by the integrator or other members of the programme management team. The most important capabilities will become clear as the operating model takes shape. For TEP, research and analysis capabilities existed in project teams but needed developing at programme level to support genuine integration. Assessing the current state of any existing capabilities and the relative costs and benefits of developing new or improved capabilities can help determine which are the most important capabilities to focus on first. Programmes need technical capabilities, like whole-life cost analysis and schedule integration. But just as important are softer skill capabilities such as the facilitation skills to bring project teams together to work through problems and make decisions. For TEP, we worked with programme partners to create a forum for this facilitation to happen. The process itself helped to embed the behaviours and habits essential to help collaboration take root.

Integrated operating models unlock economic gains Project teams know it makes sense to collaborate with each other but need the right environment for it to happen. Ideally, it will be in place before integration issues start slowing down design and delivery. Most importantly, integration must be a guiding light, not an add-on. This mindset will minimise the frictions and bottlenecks that typically push programmes out of scope and over budget. It will also reveal opportunities for individual project teams to achieve more together than they would alone. And that will put programmes on the road to realising even the grandest vision.

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ADVERTORIAL

Luke Lewis, Managing Director at MLG UK Ltd, reﬂects on the company’s success within the rail industry, and his ambition to drive even greater efﬁciency and safety across future projects

‘We build, we maintain, we deliver’

or MLG UK Ltd “safety”, “quality” and “efficiency” aren’t just buzz words, they are core values embedded into everything the company does. These principles have underpinned the organisation’s growth since Luke, current Managing Director, joined 18 years ago. “Today we are a trusted partner in the rail sector, delivering everything from roofing and canopy refurbishments, through to transforming signal boxes,” he said. Over that time, MLG UK Ltd has worked with many leading organisations in the rail industry, consistently providing a service that is proactive, reliable and delivered to a high standard. In fact, there’s probably not a station or railway asset in Wales and Western that MLG UK Ltd hasn’t worked on. Put to the test, Luke can even recall where the isolation valve is located at Slough station’s panel. “We take a huge amount of pride in our involvement across the railway industry, especially in heritage restorations,” he said. “It’s about dismantling, refurbishing, reusing, and replacing, while keeping to the traditional specifications so it looks and feels as it did 100 years ago.” Looking ahead, Luke is determined to strengthen and grow this reputation. “From a rail perspective, I want MLG UK Ltd to remain the go-to contractor for canopy, roofs and heritage refurbishments, while expanding our presence beyond Wales and Western into London and other regions,” he explained. “We already work on projects nationally, but there is so much more we can offer.” Luke believes the foundations for growth lie in staying true to the core values, delivering quality, genuinely caring about outcomes and ensuring every project meets the needs of clients and the wider industry. “We collaborate early, engage proactively and offer our advice to help push projects forward,” he explained. “Increasingly, organisations are asking us for solutions, which is a real measure of the trust placed in us.” He attributes this to a combination of engineering capability, practical knowledge and innovation. “We are fully digitised – every engineer operates via tablet – and we’re constantly looking at how to be more efficient,” he explained. “AI is already playing a role, for example in RAMS development and scoping documents, and we

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Paddington station footbridge

Bath Spa station. Images: MLG

continue to invest in modern surveying techniques such as laser scanning. “We push for innovative materials like GRP dagger boards where appropriate – anything that helps solve problems, improves longevity, and gives us an edge.” The investment goes beyond technology and materials – Luke is particularly proud of the platform the company provides to its people. “When I took ownership of the business, there were just two of us,” he said. “Today we have 75 employees, and around 20 per cent have come through the ranks as apprentices. “With an average age of 33, we are a young

Dec 25/Jan 26

workforce. Rather than struggle to find tradespeople, we decided to invest in training our own team. Most of our engineers are under 30, and many have progressed through construction NVQs, with support tailored to working on railway infrastructure. “To date, we have supported 12 apprentices and have six more currently in training. That’s how we are overcoming skills shortages – by developing talent internally and creating a culture of going the extra mile. It all comes back to what we do: we build, we maintain, we deliver.” https://www.mlggroup.co.uk/

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David Frost, Managing Director at GeoAccess, discusses the ongoing journey of being a class leader in asset management, specialising in inspections and surveys

‘High-skill engineering, delivered in the hardest places’

he GeoAccess team thrive on a challenge. When Storm Dennis hit the UK, triggering multiple major earthwork failures, the company’s specialist team of qualified geotechnical examiners was deployed overnight to steep, unstable slopes in difficult terrain and challenging weather conditions. Working under pressure during unsettled weather on live railway infrastructure, and within tight operational windows, detailed engineering assessment was carried out to stabilise the situation quickly. “Our ability to deliver high-quality, safety critical insight at speed was central to helping Network Rail understand the risk, prioritise interventions, and keep services moving,” explained Managing Director David Frost. “It’s a perfect example of what we do best –high-

skill engineering, delivered in the hardest places, when it matters most.” GeoAccess began in 2014 with a simple realisation that difficult to access railway earthwork assets needed to be inspected smarter. Traditional methods struggled with steep slopes, limited access and safety constraints, and Co-Founders David and Mark Coleman saw a better way. “Our model is simple. We put highly qualified geotechnical engineers and engineering geologists exactly where they’re needed, using rope access, drones, and confined-space techniques,” explained David. “Not examiners or access specialists, but engineers who can reach the hardest places safely and efficiently. That engineer-plus-access approach set us apart from day one.” GeoAccess very quickly became a key player in

Dec 25/Jan 26

rail earthwork inspections, securing major Network Rail framework contracts across Southern, Wales, Western and Northwest and Central. It now delivers more than 20,000 earthwork inspections nationwide annually. Alongside delivery, David and the team pride themselves on pushing innovation, with the likes of Light Detection and Ranging (LiDAR) geo-located drone imagery (HRD), and smarter data workflows. In an industry where being proactive is so vital, its examiners act as an early-warning system for asset risk, spotting subtle signs of instability, drainage issues and slope movement. “Beyond operations, we help raise industry standards minimising disruption by working off-track, avoiding line blocks, and using intelligent access strategies that reduce cost, risk and downtime,” added David.

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“What started as an idea has become a national capability; engineering-led, agile, innovative, and built for the most challenging environments.” From the early days, GeoAccess leaned into data and technology, using handheld devices (iPads), field data capture tools, and building strong feedback loops to improve how data is captured, stored and used. David, a graduate from the University of Leeds with a BSc (Hons) in geological science, said: “We recognised from the outset that high-quality engineering insight depends on high-quality data. Rather than treating technology as an add-on, we embedded it directly into our field operations. “Examiners are equipped with handheld digital devices configured with inspection templates and intelligent forms to streamline how information is gathered on site. “Using the data collection app, we allow every observation, defect, photograph, and measurement to be geo-located, time-stamped, and instantly integrated with wider asset datasets. “This means that inspections don’t just produce reports, they produce structured, spatially rich data that can be analysed, compared, and fed into asset management decision-making. “Over time, this digital-first approach creates feedback loops between examiners, internal reviewers, and Network Rail teams. Data isn’t just stored, it is used to improve inspection accuracy, refine processes, spot emerging patterns, and increase the consistency of assessments across regions.” Reflecting on the past 11 years, David, who took over as Managing Director in October, said the company has grown from a specialist earthwork inspection service into a comprehensive, technically and environmentally focused asset management company.

Looking to the journey ahead, he said: “Since taking the Managing Director role, I’ve focused on scaling operations, developing our team, and embedding innovation across inspections, data, and rapid-response work.” An area of success has been in the company’s vegetation and environmental team, driven by the appointment of Ben Blowen as an ecologist. “With Ben joining as an ecologist, GeoAccess now brings environmental expertise in-house, balancing safety, sustainability, and biodiversity,” said David. “Looking ahead, we aim to lead in tech-driven inspections, train the next generation of examiners, and deliver smarter, greener, more resilient earthwork management.” Although in many aspects the company has evolved quite considerably since 2014, one thing that remains a constant is the original aim in addressing the need for inspections on difficult access sites in the rail sector, working nationwide covering a broad range of industries. “The secret to our success is combining deep technical expertise with specialist access skills, smart technology, and a proactive, problem-solving culture,” David said. “Our examiners aren’t just highly trained engineers, they reach the hardest-to-access slopes, collect precise data, and interpret it in real time. With innovation in digital tools, rapid-response capability, and now in-house ecological expertise, we deliver safety, reliability, and actionable insight every time. “For any organisation managing challenging earthworks or infrastructure, GeoAccess is the go-to partner. We bring highly skilled teams who work safely in extreme environments, integrate engineering and environmental insight, and turn inspections into data-driven decisions. We don’t just report problems, we help prevent them.” https://geoaccess.co.uk/

David Frost

We put highly qualiﬁed geotechnical engineers and engineering geologists exactly where they’re needed, using rope access, drones, and conﬁned-space techniques GeoAccess services Asset inspections Earthworks. Structures. Drainage. Utilities. Access solutions Rope access. Drones. Water. Confined space. Bespoke Geotech projects Geotechnical engineers. Engineering geologists. Reporting. Monitoring. Enabling works Vegetation management. Maintenance. Rapid response. Safety critical staff.

Dec 25/Jan 26

ADVERTORIAL

Simon Hochhauser is Founder and CEO of PiPcall, which develops specialist telecoms solutions for a range of sectors – including rail. Speaking to Rail Director, he explains why teams must prioritise communication management during operational incidents

How call recording can bring clarity after a crisis

ike many industry professionals, Simon Hochhauser found himself reflecting on the importance of safety and effective crisis response after a “sobering few weeks” for UK rail. An attack on board an LNER service from Doncaster to London shook the industry in early November, while just days later, a train derailed near Shap, Cumbria. Speaking to Rail Director, Simon, Founder and CEO of PiPcall, stressed that the onus is now on the industry and its supply chain to bolster public confidence in train travel. He added that, whatever the cause of safety incidents, rail needs the right technology to address them, with effective communication key in times of crisis. “When an incident occurs, we need to make sure the right people are talking to the right people,” Simon said. “And we need to ensure that, during a very fraught situation, what they’re saying makes sense.” But it’s not just about connecting the right people. The industry also needs a record of these conversations – a fact reflected in Network Rail’s new call recording regulations, which will be introduced in spring 2026. Simon added that, following an operational incident – which will likely have involved multiple agencies, “urgent” phone calls, and efforts to co-ordinate disparate teams – a robust record of communications can provide much-needed clarity. Rather than relying on differing and even confused first-hand accounts, managers and investigators need a clear, accurate log. “It’s very important to have that, not only so we can establish what happened and whether things could have been done better, but also so we can train people to utilise communication tools more effectively,” he said. He explained that the coming together of cloud, eSIM and AI technologies has made “reliable, centralised” call recording and logging a reality. “We can use an eSIM to route business calls, even from an employee’s personal device,” Simon said. “It’s GDPR-compliant, keeping work and personal use completely separate.” This technology makes it possible for any business call to be automatically recorded, with the recordings themselves stored centrally and securely on the cloud. “And what’s great about the technology is that people are already familiar with it,” he added. “We’re

Image: Shutterstock

not asking them to change the way they operate – it’s about how the calls are routed.” Similarly, there’s no need for organisations to invest in expensive new equipment as eSIMs can be assigned to existing devices, and call-recording functionality added to existing infrastructure. The result is a time-stamped, secure, searchable and readily accessible log of calls placed during an operational incident. The sheer volume of recordings – made both by individual companies and globally, across the industry – presents a significant challenge. But PiPcall is on hand to help, using AI technologies to develop a central service and related set of applications that makes managing, analysing and reporting on recordings possible.

Simon Hochhauser, Founder and CEO of PiPcall

Dec 25/Jan 26

PiPcall’s CEO reiterated that these logs could provide invaluable clarity, helping investigators to cut through the confusion that sometimes follows a major incident. “It allows us to establish who spoke to whom, and what exactly was said,” he said. “Not so we can find fault, but so we can learn from what happened and improve practices in future.” And improving communication management is something Simon feels strongly about. He pointed out call logs aren’t just a means of gaining clarity – they can also be an important training resource. “A company can anonymise the logs, using them for training purposes,” he said. “They might want to focus on a particular topic, picking out examples from transcripts. It means that when people are caught in a fraught situation, they’re well trained and can respond appropriately.” Looking ahead, Simon feels confident that solutions like those PiPcall develops can support rail safety. And, while the industry is poised on the brink of transformative change, he’s equally confident that safety will remain at its heart. “At the Railway Industry Association Annual Conference 2025, Heidi Alexander, Secretary of State for Transport, made an interesting point,” he recalled. “She stressed that Great British Railways, the new ‘guiding mind’ for UK rail, will have safety at its heart. Communications is just part of safety – but it’s an important part.”

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EVENTS

Robert Cook, Railway Industry Association’s (RIA) Policy Director, reﬂects on the inaugural series and why it is so important to continue next year

Future of Rail series returns in 2026

he RIA Future of Rail series is back for 2026, leading and shaping the national debate on the future of the rail sector. Building on the success of the 2025 programme of dynamic events, Robert Cook, RIA’s Policy Director, says this year’s series will tackle some of the rail industry’s most pressing topics. “With themes including skills, intercity, investment, devolution, freight, and passenger experience, the series brings together thought leaders and industry experts to explore innovative solutions that benefit the sector and the country as a whole,” he explained. “It feels particularly important this year, following the success of the 2025 series and also in light of the major transformation under Great British Railways (GBR) and an appeal from the Transport Secretary in the important role those working in the industry have in shaping its future.” Robert refers to Heidi Alexander’s comments at the RIA Annual Conference in which she said “while I will set the strategic direction through the long-term rail strategy, the work to design and run Great British Railways will be shaped by you”. Robert added: “The Future of Rail series was

launched last year as part of RIA’s 150th year, and marking the 200th anniversary of the railway, with events held across the UK to look at tackling rail reform, decarbonisation and climate adaptation, integrated transport, investment, stations, devolution, exports, and whole system planning. “With rail undergoing significant industry changes, a space for rail businesses, clients, experts and partners to come together and look to shape the future of the sector is needed. Continuing the Future of Rail series into 2026 will provide a platform for these discussions and aim to turn these ideas into progress.” Free for RIA members and also open to nonmembers, these events will provide a unique platform for fresh ideas, evidence-based insights and strategic discussions. If you have any questions about the Future of Rail series, or would like more details about sponsorship opportunities at any of the events, email Robert at robert.cook@riagb.org.uk, Dominic Poole at dominic.poole@riagb.org.uk, or visit https://riagb.org.uk/RIA/RIA/Events/ Future-of-Rail.aspx

Future of Rail: Skills – 11 February – in partnership with NSAR What does the rail industry need to do to secure critical workforce capability for the future, with changing skills needs, and competing demands from other sectors such as energy and defence? What would a comprehensive rail skills strategy look like that maximises both economic and social value?

Future of Rail: Intercity – 11 March – Sponsored by West Coast Partnership With city regions crucial to improving UK productivity and growth, what does the intercity connectivity need to look like to enable this? This event will consider future transport needs, and look at learnings from the UK and beyond about the delivery models that can achieve the needed investment.

Future of Rail: Investment – 20 May The Government is seeking to increase private investment. With the advent of GBR, this event will take a look at how Government and GBR leverage private investment in rail. We will look at what is working well already, and consider proposals for expanding successful models.

Future of Rail: Freight – 8 July – in partnership with the Rail Freight Group Freight services are a vital underpinning for the whole UK economy, but there is scope to grow rail freight significantly with a Government target for 75 per cent growth. What is needed to achieve this, and how will GBR, devolved authorities and the private sector work together to deliver a world-class freight service?

Future of Rail: Devolution – 16 September As mayoral combined authorities become well established clients for rail investments, this event will bring together representatives from the public and private sector. We will discuss the devolution model under GBR, and the latest best practice between clients and suppliers.

Future of Rail: Passengers experience – 21 October GBR will be expected to deliver swift improvements in passenger experience, supporting end-to-end journeys across different transport modes and growing rail revenues. This event will consider what the partnership with the private sector needs to look like to prepare for the next generation.

Dec 25/Jan 26

TRAIN OPERATORS

Starting with no HR department, no legacy systems and no inherited baggage, Lumo has built a people-first culture from the ground up. People and Culture Manager Lindsay Gauntlett explains how a clean slate became the company’s greatest strength

Culture club: How Lumo tore up the rulebook on rail and built something entirely new

Images: Lumo

hen Lindsay Gauntlett joined open access train operator Lumo in January 2021, she was one of just a handful of

employees. There was no HR department, no ready-made playbook, and certainly no inherited way of doing things. It has turned out to be the company’s superpower in building an inclusive culture. “We were literally building everything from scratch in real time,” she recalled. “And it’s the best thing that could have happened because it came with no baggage. “We were all in it together. We just wanted to be open and inclusive. Everybody felt heard, everybody felt valued and what we built has persevered.”

It was a far cry from her previous role in private healthcare, which she’d taken after being made redundant when her children were small. “I wasn’t even looking to move,” she said. “I scrolled past the job a few times, but something about it stuck with me. It was the chance to build something new. And we did.”

Importing fresh DNA In a sector where tradition and hierarchy run deep, Lumo deliberately set out to be different. During COVID, when hospitality and airlines were hit hard, Lindsay turned to those industries for talent. What could have been an accident of circumstance became a strategic advantage, allowing Lumo to tap into a workforce where customer-centric service comes

Dec 25/Jan 26

naturally and diversity is the norm. The result has been a culture – and a customer experience – that has helped give Lumo a clear USP in a sector often weighed down by its own ways of doing things. “That really shaped what the customer experience looks like on board,” she said. “And it’s probably helped shape the diversity within Lumo too.” For someone who describes herself as “down-toearth and family orientated,” that people-first instinct comes naturally. And it fits right in Lumo, which has been dubbed by Modern Railways as one ‘big blue family’. “I’ve been with my husband for 25 years, I’ve got two kids, a dog, and my idea of heaven is walking in the countryside or, one day, retiring to a villa in Greece

TRAIN OPERATORS

with goats,” she laughed. “So building something where people feel supported and happy felt obvious to me.” Today, passengers comment positively about the way staff interact with them on Lumo’s services up and down the East Coast Main Line – and soon to be on the West Coast Main Line. But internally, it has also set the tone for how people work together. New recruits go through a ‘culture interview’ with Lindsay and the Service Delivery Director before they even start. It’s a two-way conversation about values, expectations, and whether the fast-paced environment is right for them, Lindsay explains. “It’s about making sure people know what they’re coming into,” she said. “And it’s helped keep our turnover low, because everyone’s clear on what Lumo is about from day one.” And it’s not just the staff that benefit. Passengers are responding too – the company landed a 96 per cent overall satisfaction rating last year in the Customer Insight Survey, commissioned by the open access operator, and led by The TAS Partnership transport consultancy working with market research specialists MRFGR. Lumo’s culture mission has also seen it awarded the Clear Assured Bronze Standard – a globally recognised standard that’s awarded to businesses that can demonstrate their commitment to inclusivity and diversity. As of last year, 95 per cent of Lumo’s operational workforce has come through the Newcastle-based business’ apprentice programme in partnership with Train’d Up. And in the past three years, 29 females have completed the training compared to 27 males, breaking all sorts of industry clichés.

Flat, open, and all-in together But for Lindsay, Lumo’s culture isn’t about an award in a cabinet, it’s the lived day to day and in every policy she and her small team put together. Lumo’s head offices in Newcastle were designed to bring train crew and office staff together, avoiding the silos common across the industry where train crew and back office functions can be separated by miles. The management team is deliberately lean, and access to

senior leaders is direct. “There’s no hierarchy here,” she said. “If someone’s got an issue, they’ll just pop in to see the Service Delivery Director or Managing Director. People aren’t scared to do that.” That openness extends to mucking in when needed. Every contract includes the expectation that staff can act as ambassadors in times of disruption, whatever their day job. Lindsay herself has found that spirit in action more than once, including an Easter when she was spotted trundling boxes of mini eggs through Newcastle station for customers. “You find yourself in bizarre situations,” she laughed. “But nobody says ‘that’s not my job.’ We just get on and do it. Everyone has each other’s backs and that pays it all forward.” Work-life balance has become one of the pillars of Lumo’s culture too. Annual leave must be taken in-year – there’s no option to roll it over – to make sure people properly switch off. Flexibility is agreed case by case, rather than being bound by rigid policy. Lindsay added: “If you’re happy at home, you’re happy at work. They affect each other, don’t they?” We don’t have hard and fast rules. People manage their own workloads, and we support them when they need it.” She admits she keeps a watchful eye on colleagues’ wellbeing. “If I see someone online late at night, the first thing I’ll do is message them: why are you working at this hour? That kind of check-in makes a difference.” Perhaps the most striking part of Lindsay’s philosophy is her determination to prove HR can be more than a corporate shield. “I think people might be surprised by how much I care,” she said. “People think HR is just there to protect the business. Of course we do protect the business, but the way I see it, we do that by doing the right thing by people.” It’s a conviction shaped by hard lessons. Early in her career, she was pressured by a manager to dismiss someone against her better judgement. “I did it, but it still affects me to this day,” she said. “It taught me never to be put in that position again, and now I’ll always challenge something if it doesn’t feel right.” Five years on from launch, Lumo has grown from

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If someone’s got an issue, they’ll just pop in to see the Service Delivery Director or Managing Director. People aren’t scared to do that

20 people to more than 115 on the East Coast, with a new team building up on the West Coast Main Line as Lumo’s parent company FirstGroup launches services from Glasgow to London next year. For Gauntlett, the culture that has emerged is the company’s most valuable asset, and one that sets it apart from the rest of the industry. “I’ve never worked anywhere as supportive as Lumo,” said Lindsay. “If I’m struggling, there’s always someone ready to help. And it’s not just me who feels that way – people are protective of this place, because they’ve helped build it.” It’s that sense of ownership, she says, that makes the hard graft worthwhile. “It was tough in the beginning, really tough. I questioned what I was doing more than once. But when you see people proud of being part of Lumo, that’s when you know it was worth it.” In an industry often criticised for being slow to adapt, Lumo has shown what’s possible when a new operator starts with a blank page and puts people at the centre. As Lindsay puts it simply: “It always comes back to one question: what’s the right thing to do by people?”

PEOPLE

Father and son Richard and Max Ordish describe their connections to the industry, stretching back generations

Built to last: How one family’s rail legacy reflects the evolution of the sector

The start of a 40-year career: Richard Ordish (back row, second from left) alongside fellow British Rail apprentices at the Derby training school, 1983.

our generations. Two centuries. One family. The Ordish family’s connection to the rail industry spans much of the 200-year history of the modern railway. Richard and Max Ordish, father and son, both Chartered Engineers, are continuing that legacy today. Richard is a Practice Manager and Principal Consultant at AtkinsRéalis, leading the Strategic Services team providing rolling stock consultancy. His son, Max, is Head of Freight and Commercial Projects at Porterbrook, a major asset owner and fleet innovator. Between them, they offer a rare intergenerational insight into how rail’s progress still depends on the people who build and sustain it. Max Ordish grew up surrounded by rail, not just as a job but a family heritage stretching back generations. Over dinner he’d listen to his grandfather Derek speak about the trains he’d built, from wooden carriages to cutting-edge prototypes. He’d share shop-floor stories and discussions about complex fleet designs with his father Richard. “When it came to choosing a career, I wanted engineering first and foremost,” he said. “Rail wasn’t the only option on the table but it’s the one that

ended up working out, and I followed in my family’s footsteps.” Richard was already working at rolling stock consultancy Interfleet Technology when Max began his apprenticeship there in 2013 aged 18. Richard drove Max to and from the office each day. “I recognise those drives now as free mentoring sessions, as well as quality time with dad,” Max said. “I don’t think I’d be where I am today without them.”

Two apprenticeships, two eras Their paths into the industry illustrate how dramatically early careers have changed. Richard joined British Rail (BR) Engineering Workshops in 1983, aged 16, signing his apprenticeship papers in a purpose-built training school at the Derby Carriage Works, alongside more than a hundred other apprentices. “I did nine months in the training school, before heading into U-Shop, the heavy engineering workshop to continue training,” he said. “When I walked in for the first time it was like another world. Noise like you wouldn’t believe, fumes and sparks, totally different to the training school.

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Derek Ordish working on a test vehicle during his time at the British Rail Technical Centre in Derby

Tough work at times, but enjoyable and characterbuilding. After the craft apprenticeship I was selected to move straight onto a technician training scheme, which sponsored me through my degree and in time took me into management.” Max’s path, decades later, looked entirely different. “My apprenticeship was technical from the outset,” he said. “Placements around the country, time in technical offices, day release for my degree, and later a Master’s – all funded by the business. It was structured, progressive, and inclusive.” Yet the continuity is unmistakable: Max still bumps into people who knew his grandfather, and he’s working today on fleets his father and grandfather helped introduce.

Technology across the generations Across generations, the Ordishes have witnessed the major technological shifts of the modern railway. Richard’s great-grandfather worked at the Derby Carriage Works as a vehicle builder. Richard’s father Derek was a vehicle builder and carpenter, back when the carriages were largely wooden, and later worked at the BR Technical Centre on the High Speed Train,

PEOPLE

the Advanced Passenger Train, and Britain’s first maglev at Birmingham Airport. Richard himself worked on prototypes and built the monocoque aluminium-bodied Class 158 and Central Line fleets. He later oversaw rolling stock fleets delivering technology step-changes such as digital diagnostics and remote condition monitoring. Max brings in the latest chapter, having worked across electric, battery and hydrogen technologies, including the UK’s first hydrogen train, HydroFLEX, showcased at COP26. But amid the change, the physical railway remains familiar. “So much has moved on – the propulsion systems, the diagnostics, the materials,” Richard said. “But my great-grandfather and my father would recognise so much. The buildings, the routes, even some of the rolling stock.”

Culture and continuity Technology isn’t the only thing to have progressed. Max describes a modern workplace that is more supportive, consciously designed around inclusion and wellbeing. “I’m part of a genuinely diverse workforce. Initiatives like Women in Rail and Young Rail Professionals have made a visible difference,” he said. Richard acknowledges the shift but sees a line of continuity too. “Workshops and depots remain but are generally cleaner, much safer, more controlled and technicians diagnose faults on laptops now, rather than manual fault-finding,” he explained. “But the community – the people whose careers interweave over decades – that’s still there and it’s something special.”

Projects that deﬁne a career Asked which projects he is proudest of, Richard points to the introduction of the Class 3000 and Class 4000 fleets he helped deliver for Translink in Northern Ireland in the early 2000s. He said: “The railway almost closed and had been underfunded for years prior to the new fleets being procured. The contrast between the old rolling stock and the two new fleets we introduced was immense – modern, reliable trains that symbolised growth, optimism, and visible change.”

Listen, learn, soak up all the experience you can from all the passionate and From public to private and talented people who partway back again The Ordishes have also lived through rail’s structural work in rail shifts.

For Max, it is HydroFLEX: “It was pure innovation – complex systems integration, safety approvals, software, novel and decarbonised forms of traction – and it was exciting to demonstrate it to the world at COP26. It felt like we were genuinely pushing the boundaries.”

“We’ve gone from nationalised British Rail, through privatisation and fragmentation, and now towards a more unified publicly led structure with Great British Railways,” Max reflected. “Each phase changes the way decisions are made – the incentives for innovation, the appetite for risk and investment, and customer priorities.” Whatever its structure now or in the decades ahead, Richard remains deeply optimistic about rail’s future. “Many new fleets may have to transition from diesel-hybrid to electric traction during their lifetime. That kind of engineering is fascinating – and enduring. The railway and the technology are constantly evolving, so you can be sure of a great and long career in the industry.”

Looking ahead: skills, AI, and the next generation Max is candid about the ongoing challenges around skills in the industry. “There’s a real risk of a cliff edge – a generation retiring, fewer young people joining,” he said. “The National Skills Academy for Rail (NSAR) says one third of the workforce is over 50, and potentially 47,000 rail workers are expected to retire in the next five years, outweighing the next generation. “The key is better connecting experienced engineers with the next generation and making technical careers more visible to young people. Although AI and new technologies will change some of what we do, rail is still fundamentally a people industry.” Richard said: “There aren’t many people in consultancy who’ve actually built or maintained rolling stock with their own hands. That shop-floor

Richard and Max with the next generation – Theo and Isaac – in front of the HydroFLEX hydrogen train.

knowledge shapes how I approach fleet strategy today at AtkinsRéalis – understanding not just what’s theoretically possible, maintainable, and sustainable over an asset’s 30-year life. Technologies will change, but there will always be a need for people who truly understand their practical application.” He says it’s encouraging to see companies such as AtkinsRéalis and Porterbrook investing in graduate and apprenticeship schemes. AtkinsRéalis, for example, employs more than 400 graduates and apprentices across its UK transportation division, with nearly 100 joining in 2025 alone. Max’s advice to the next generation – perhaps one day including his young son Theo – is simple: “Listen, learn, soak up all the experience you can from all the passionate and talented people who work in rail.”

What we pass on For the recent Railway 200 Greatest Gathering event in August 2025, Richard and Max took Max’s son Theo and Richard’s other grandson Isaac to the Derby Carriage Works – the same site where Richard trained 40 years earlier. “It was a proud moment,” Max said. “Three generations, all connected to the same place.” For Richard, it’s a poignant reminder of his journey: “The railway has given me a long and varied career, with many twists and turns along the way. And many interesting projects both in the UK and overseas, but ultimately, it’s the people who make the memories.” In that moment – three Ordish generations side by side – you see how rail’s legacy survives: passed down, adapted, and renewed by the hands that shape it.

Key members of the project team during the Class 4000 rolling stock procurement for Translink Northern Ireland Railways (Richard is third from right)

Dec 25/Jan 26

EVENTS

Beneath chandeliers and Bridgerton elegance, the rail industry came together for a night that raised spirits and more than £600,000 for Railway Children. Here’s how one evening is shaping futures and why the countdown to 2026 starts now

Rail industry’s big night raises £600k for Railway Children

Dec 25/Jan 26

EVENTS

Seeing the industry unite with such passion and generosity was incredible and it shows what we can achieve together

t was a scene straight out of a period drama. The ballroom shimmered under chandeliers as guests stepped into a Bridgertoninspired world – a stately home brought to life in celebration of 200 years of UK rail. But behind the glamour, the purpose was clear: to protect vulnerable children who find themselves alone on streets and transport networks. The Railway Ball 2025 didn’t just deliver spectacle, it had a real impact. In a year when fundraising was tougher than ever, the industry rose to the challenge, raising more than £600,000 for Railway Children, smashing the forecast and proving that rail’s reach goes far beyond the tracks. IMPACT SNAPSHOT £600,000 raised for Railway Children. 1,300 guests from across the UK rail sector. 219 auction lots donated and bid on. 200 years of UK rail celebrated in Bridgerton style. Putting the event into words Angie Doll, Chair of The Railway Ball Committee and CEO of Govia Thameslink Railway, said: “This isn’t just a party, it’s a lifeline for children who need urgent help. Seeing the industry unite with such passion and generosity was incredible and it shows what we can achieve together.” For Railway Children, the funds mean hope where there was none. Rob Capener, the charity’s CEO, said: “We are overwhelmed by the support the rail industry has shown once again. To raise such an incredible sum of money is life changing for vulnerable children across the UK, India and Tanzania, and will help us to

preserve frontline services.” Alex Hynes, Director General, Rail Services, Department for Transport and long-standing patron, said: “The Railway Ball is unique. It reminds us that rail isn’t just about tracks and trains, it’s about people, and the power of this industry to change lives.”

A night to remember From the Bridgerton theme to the high-energy auctions, the evening was a masterclass in creativity and collaboration. Guests bid on more than 200 auction lots, from luxury experiences to rail memorabilia, while enjoying entertainment that transported them back to the Regency era. The atmosphere was proof that when rail comes together, it does so in style. The success of the night was made possible by

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the commitment of sponsors across the industry. Worldline led the way as Gold Sponsor, while Colas Rail and BT provided vital support as Silver Sponsors, demonstrating how corporate partnerships can drive meaningful change.

The countdown to 2026 starts now The success of 2025 sets the stage for an even bigger celebration next year. The Railway Ball 2026 will return on Friday 27 November 2026, and tickets are already on sale at early bird rates. Tables, sponsorship packages and auction opportunities are available, offering companies and individuals the chance to be part of the rail industry’s most anticipated night and to support a cause that changes lives across the UK, India and Tanzania. For more information and to secure your place, visit railwayball.co.uk

RAIL DIRECTORY

Discover organisations that you want to do more business with. Find new rail suppliers, buyers, partners, and investment opportunities

Althon Limited manufacture and distribute specialist water management products to the construction industry.

A Network Rail Principal Contractor supporting some of the biggest names in rail, we provide signalling, power and telecoms services.

sales@althon.co.uk www.althon.co.uk 01603 488700

Accelerating rail business’s ambitious net zero goals: Auditel’s powerful supply chain solutions

info@amarogroup.co.uk www.amarogroup.co.uk 01622 943998

Diamond Interior Services offers a complete bespoke package to meet all your possible rolling stock and accommodation refurbishment needs.

barry.harwell@auditel.co.uk www. auditel.co.uk/barryharwell 07904 378911

Elite Precast Concrete combines the highest levels of customer service with always being the best value option.

sales@eliteprecast.co.uk www.eliteprecast.co.uk 01952 588885

The UK market leader in insurance solutions for railway companies. Jobson James Rail has a rail client base, currently at 1000+, growing month by month.

Jenny.Dempsey@diamondrail.co.uk www.diamondrail.co.uk 01142 570909

GeoAccess are a bespoke Asset Management company specialising in Inspections and Surveys.

info@geoaccess.co.uk www.geoaccess.co.uk 03337 722315

We solve your energy challenges through innovative solutions, delivery resilience, cost efficiency and sustainability to deliver a bright energy future.

keven.parker@jjrail.co.uk www.jjrail.co.uk 07816 283949

enquiries@ukpowernetworks.co.uk www.ukpowernetworksservices.co.uk/rail 07938 740407 Dec 25-Jan 26

MOVERS AND SHAKERS

Image: Arup

Arup has appointed John Fagan as its Global Business Leader for Rail. John has played a pivotal role in delivering high-impact projects including the Transpennine Route Upgrade and HS2, and has been a strategic advisor to the Department for Transport on its rail reform programme

Spearheading rail business growth worldwide

I believe the problem-solving means we can help clients tackle complex challenges in a holistic way. That means Stepping into the role of Global Rail Leader is an delivering railways that are future-ready, efficient exciting opportunity to influence the future of rail at depth of technical and provide long-term value. For me, this role is about a time when the industry is facing a broad range of challenges. I believe the depth of technical expertise expertise and talent shaping outcomes that matter and projects that leave a lasting legacy for society. and talent we have across the rail life cycle at Arup will help deliver practical solutions for railways that we have across the transform economies and communities. what the next chapter is for rail lifecycle at Arup Outline Whether delivering new lines, renewing global growth for the rail business? infrastructure or optimising operations, rail The next chapter is about scaling our impact globally will help deliver programmes today require a wide mix of technical while deepening our expertise in critical areas. We expertise and insight to ensure timely and cost- practical solutions see strong growth opportunities in rail operations efficient delivery and the right long-term outcomes. and maintenance, advanced systems integration and One of the strengths of our global business model for railways upstream advisory services that help clients make at Arup is our ability to tap into our global network, informed investment decisions. Digital transformation bringing together engineers, designers, technical that transform will be central. That means leveraging data analytics, specialists and management consultants to match digital twins and predictive modelling to optimise the right experts to the right challenge, irrespective of economies and performance and sustainability. location. Our ambition is to partner with governments, Leading a global team that thrives on innovation, communities operators and financiers to deliver rail programmes Congratulations on the new role, what attracted you to the position?

collaboration and a curiosity-driven approach to

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MOVERS AND SHAKERS

that not only connect cities but also accelerate economic development and meet climate goals. By combining global insight with local delivery, Arup will continue to learn and build on our 60+ years working on rail projects.

On taking on the role you spoke about reimagining what’s possible for rail from how projects are funded to how they are designed, delivered and maintained – what is your vision? Railways are at a fascinating inflection point globally. They’ve become the backbone of connected, thriving cities and nations, delivering benefits that extend far beyond the tracks and station walls. But the sector faces intense pressures: affordability across the lifecycle, construction efficiency, maintaining train reliability and service expectations, resilience to extreme weather, and decarbonisation. Then there’s the challenge of prioritising all these things to determine where and when to invest for maximum value. What’s critical is that these issues are deeply interconnected. Solutions rarely sit within one team’s remit – they require collaboration across disciplines and organisations and an approach that looks beyond the quick fixes and thinks about long-term value. For example, early design decisions can transform whole-life operational value. On Copenhagen Metro’s M3 line, our architects and engineers worked closely with the client to develop a modular ‘kit-ofparts’ approach. The designs considered how to streamline construction, minimise disruption to the city, and make future maintenance, renewal and asset replacement more efficient. Similarly, resilience to extreme weather isn’t just

an engineering challenge – it’s an organisational one. Everyone, from operations and capital teams to human resources and procurement, has a role in ensuring service continuity and safety of people and communities. Transport Infrastructure Ireland (TII) has developed a six-stage approach to climate adaptation, as outlined in its Climate Adaptation Strategy, 2022. TII is undertaking climate risk screening assessments, prioritisation exercises, detailed CCRAs and implementation plans for all its asset groups (assisted by Arup). Progress for different asset groups is at varying stages in this process. This ensures that TII takes a proactive approach to climate resilience. At Arup, our design philosophy is rooted in wholelife value. We think beyond day-one operations – considering maintenance, renewal and even decommissioning for a circular approach. And we always keep our eye on the bigger picture: how to design and deliver infrastructure that transforms lives, places and the environment.

insight, we ensure rail remains a backbone of sustainable mobility for generations to come.

What are the priorities in ensuring Arup can help with challenges facing the sector?

What is your big driver in continuing to be involved in the delivery of high-impact projects?

Our priorities are clear: help the sector deliver on affordable, resilient and efficient railways that provide whole-life value and benefits to society and economies. Collaboration is fundamental; we work hand-in-hand with clients, industry partners and regulators to co-create solutions that draw on Arup’s multidisciplinary expertise. Our role is to be a trusted advisor and delivery partner, bringing lessons from landmark projects like HS2 and the Transpennine Route Upgrade to new challenges worldwide. By combining technical excellence with strategic

What drives me is the knowledge that rail can change lives. Every project we deliver has the potential to connect communities, reduce carbon emissions and stimulate economic growth. I’m motivated by the challenge of solving complex problems, whether that’s designing a high-speed network or advising on sector reform and by the opportunity to work with talented teams who share a passion for excellence. Seeing the tangible impact of our work, knowing it will serve society for decades, is what inspires me every day.

Reﬂecting on your vast experience in the railways, what have been the key lessons you’ve learned, and how will they help shape your vision in the role? More than 25 years in rail have taught me that success depends on three things: strategic clarity, stakeholder alignment and adaptability. From shaping policy for the Department for Transport to directing complex programmes of work for Network Rail and rail operators, I’ve seen how robust business cases and transparent decision making underpin long-term success. I’ve also learned the value of integrating commercial, operational and technical perspectives early in the process. These lessons inform my vision for Arup’s rail business – ensuring we remain agile, innovative and relentlessly focused on delivering outcomes that meet client needs and societal goals.

Alex Hynes named as new CEO of DfT Operator

Alex Hynes. Image: Arriva

Transport Minister Fiona Hyslop and Alex Hynes at Leven Image: Network Rail

The Department for Transport Operator Limited (DFTO) has appointed Alex Hynes as its new Chief Executive to lead the next phase in the transition to Great British Railways (GBR). DFTO is the Government body which is bringing all currently privately-owned train operators into public ownership ahead of the creation of GBR. Before joining the civil service, Alex held senior positions at both ScotRail and Network Rail Scotland between 2017 and 2024. This followed his career as Managing Director of Northern before the operator transferred into public ownership in 2020, delivering its best ever customer satisfaction scores and record levels of employee engagement. The handover took place late December, as the current CEO Robin Gisby’s fixed term contract came to an end. Alex said: “It’s a privilege to be joining DFTO at such a pivotal moment. I look forward to working with so many talented colleagues from across the publicly owned train operating companies, Network Rail, the Department for Transport and the wider rail industry. “Building on DFTO’s strong foundations and Robin’s achievements, my focus will be on delivering

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safe, reliable and efficient services for passengers, and helping to drive rail reform.” Reflecting on the role, Robin Gisby said: “The foundation of our railways are its people, and it has been a privilege to work with so many dedicated colleagues from across the industry. They work hard every day to deliver for passengers and ensure they can travel safely and reliably. “It is their commitment to placing passengers first that has put us on the path to building a better railway for all. I look forward to continuing to work closely with Alex in the next few weeks to ensure a smooth transition as we set DFTO up for further success.” Richard George, Chair of DFTO, said: “I am delighted to confirm the appointment of Alex Hynes as the new Chief Executive Officer of DFTO. “His previous leadership of Scotland’s Railway as the Managing Director – leading the ScotRail Alliance, a partnership between ScotRail Trains and Network Rail Scotland, make him uniquely positioned to lead DFTO through this next critical phase, as we complete the programme for public ownership and continue to improve our services for customers through greater collaboration with Network Rail and other parts of the industry.”

MOVERS AND SHAKERS

Rebecca Butler has been appointed Govia Thameslink Railway’s (GTR) first Safeguarding Manager. GTR previously employed a Suicide Prevention Manager, a role now broadened in scope to encompass safeguarding of all passengers and staff

Image: GTR

Creating a safeguarding culture that feels proactive rather than reactive Congratulations on the role – what attracted you to the position? Thank you! As soon as I saw the vacancy, I knew I had to apply. Railway stations are more than transport hubs, they’re the heartbeat of communities. GTR’s network connects the south coast, London, Peterborough, Cambridge, and King’s Lynn, and being part of each of those communities felt like an opportunity too good to miss. What really resonated with me was GTR’s core value of We Feel Safe, underpinned by care. For a company to place care at the centre of its culture speaks volumes. Safeguarding is fundamentally about care, ensuring people feel safe and supported and that alignment made the role incredibly appealing.

Just explain a bit more about the role and your vision on how you’d like to shape it? This role is all about collaboration. Contextual safeguarding requires partnership at its core. Risks don’t exist in isolation, they’re shaped by environments and relationships. To reduce risk on the railway, we need to work hand in hand with British Transport Police (BTP), local authorities, Network Rail, other operating companies, and the communities we serve. My vision is to create a safeguarding culture that feels proactive rather than reactive. That means improving staff confidence through training, strengthening reporting pathways, and using data to identify trends early. Success will be measured not just by compliance but by the trust and confidence of our colleagues and customers.

Reflecting on your previous experience of 20 years working with young people and adults facing challenges, what have been your biggest learnings and how can they help in your new role? My time in local authority taught me how complex the systems are that families and vulnerable adults navigate. I know who to contact when additional support is needed and how to escalate concerns effectively. Having been a frontline practitioner and later managing teams of frontline professionals, I understand the pressures staff face when they are the first point of response. That insight means I can design guidance and processes that are practical and supportive, ensuring incidents are followed up properly and colleagues feel equipped. One of my biggest learnings is the power of empathy and clear communication. Safeguarding isn’t just about policies, it’s about people. Building trust with partners and colleagues will be key to making this role impactful.

Working in the railways comes with a large network to cover and a range of safeguarding issues. What are your aims and aspirations? What would you see as success, and what is going to be the key in succeeding? In October 2025, GTR achieved 100 per cent in the BTP’s Safeguarding on Rail Assessment, a fantastic achievement, and a strong foundation to build on. My

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aim now is to move beyond compliance and embed safeguarding into everyday practice. This will include enhancing staff training so every colleague feels confident spotting and reporting concerns; strengthening partnerships with agencies and community groups to ensure swift, coordinated responses; and raising awareness among passengers through campaigns that signpost support and encourage reporting. The key is collaboration, consistency, and a culture where safeguarding is seen as everyone’s responsibility.

Personally, it must be a challenging role, as were your previous roles. What is the driver for you? Safeguarding is challenging, but for me, it’s full of hope. Every day, I see examples of colleagues going above and beyond, whether it’s responding to a concern for welfare report or a life-saving action. Those moments remind me why this work matters. I take pride in the impact safeguarding can have. Sometimes it’s as simple as signposting someone to local support; other times, it’s preventing harm or even saving a life. Knowing that every intervention can change someone’s story, that’s w hat drives me. Ultimately, I want our railway to be more than a way to travel. I want it to be a safe, supportive environment where people feel cared for. Safeguarding is everyone’s responsibility, and I’m excited to lead initiatives that make that vision a reality.

jonesnuttall.com

01925 628630

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.

Referbished Electromagnetic Track Brake

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.

MOVERS AND SHAKERS

Image: Mace Consult

Mace Consult appoints new Managing Director for Europe

Mace Consult has appointed Zoe Price as its new Managing Director for Europe to oversee its longterm growth plans. Accountable for priorities and performance across the region, Zoe brings more than 20 years of senior leadership, operational and delivery expertise in the built environment, having worked with clients across private and public sectors. She said: “Mace Consult has enjoyed double digit growth in recent years, and I look forward to working with our talented teams across Europe to expand our footprint and deliver programmes that benefit communities across the hub.” Davendra Dabasia, Chief Executive Officer, said: “Zoe has valuable operational and delivery expertise and is set to apply this knowledge and experience to drive positive outcomes for clients.

Dave Calfe (left), Mick Whelan (right). Image: ASLEF

ASLEF announces new General Secretary

The new General Secretary of train drivers’ union ASLEF is Dave Calfe, who is replacing Mick Whelan. Dave said: “I look forward to representing our union in the years ahead – working for, and in the best interests of, all our members across every sector – and building on the great work that our current General Secretary, Mick, has done.” Mick Whelan, who has been General Secretary since 2011, said: “Dave has been ASLEF’s Executive Committee President for the past seven years, during which time it’s been my pleasure to work with him. “I know what a formidable representative he is for our grade and I know that this great union will continue to advocate tirelessly for train drivers under his leadership. Together we will go from strength to strength.”

Image: East West Rail

New Chief Financial Ofﬁcer for East West Railway Company

East West Railway Company (EWR Co) has announced the appointment of Jonathan Clear as its new Chief Financial Officer (CFO), effective January. Jonathan joins EWR Co from Building Digital UK (BDUK), where he currently leads the Finance and Operations functions. Taking over from interim Finance Director Ian Davis, Jonathan will play a key role in steering EWR Co through the next phase of the project as it moves towards a Development Consent Order. David Hughes, CEO of East West Railway Company, said: “We’re delighted to welcome Jonathan to East West Rail Company. His breadth of experience and leadership across finance and operations in the public sector will be invaluable as we continue to progress the project.”

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AND FINALLY...

The 2025 RBF Heart of Gold Winners have been announced

Celebrating the railway superstars

CMY

2025 Heart of Gold Award. Image: Scott Harrison, Railpen

he Railway Benefit Fund (RBF) has revealed the winners of the 2025 Heart of Gold Awards. The awards recognise the dedication, compassion, and outstanding contributions of exceptional railway workers and are decided entirely by the industry’s community. The awards were presented by Pete Waterman OBE, Charity President, and Jo Kaye, Chief Executive Officer of RBF, at a ceremony hosted by Railpen at its new London offices. Jo said: “These awards are a recognition chosen by the rail community itself. It is a genuine, peer-to-peer acknowledgement where our front-line colleagues take the opportunity to celebrate and offer a simple ‘thank you’ to those around them who quietly make an outstanding difference every day.”

Rail Hero Award – Sponsored by Freightliner

The winners: Rising Star Award – Sponsored by Furrer+Frey

Star Team Award – Sponsored by Amaro

Zoe Flannagan joined as a Health and Wellbeing Coordinator at Avanti West Coast during a challenging time, quickly gaining expertise through Mental Health First Aid and Health Coach training to compassionately manage the company’s wellbeing program.

Chris Bray, a Direct Rail Services Train Driver, spotted a woman in distress and immediately stopped the train, blocking the line for safety. Showing immense courage and compassion, his crucial actions held the scene and allowed the British Transport Police to lead the woman to safety.

Wellbeing Champion Award – Sponsored by Health Shield Samantha Passmore, a Customer Experience Manager at West Midlands Trains, is recognised for her exceptional safeguarding leadership. She established a dedicated, rent-free Safeguarding Hub run by Rethink Mental Illness for vital mental health support at the station.

The organisers of the Greatest Gathering curated the defining flagship event for the Railway 200 celebrations, marking two centuries of the modern railway. Held at Alstom’s Derby factory, the sold-out festival drew more than 40,000 visitors. The event received international media coverage (reaching more than 500 million) and raised thousands for charity.

Dec 25/Jan 26

Inspirational Volunteer Award – Sponsored by Great British Rail Replacement/CMAC Group Don Coffey, a recently retired Train Driver at TransPennine Express, runs a highly successful YouTube channel featuring driver’s-eye views, with all proceeds donated to various charities, totalling more than £83,000. He participated in the Samaritans’ ‘Small Talk Saves Lives’ campaign and volunteers his time for driver simulator days and group escorts.

Lifetime Achievement Award – Sponsored by Railpen Jennifer Williams based at the Booking Office Liverpool Street Station for Northern has dedicated 60 years to the railway, and her knowledge and passion for passengers have made her an invaluable asset. Her ability to embrace innovation and adapt over six decades while maintaining the highest values is extraordinary. Concluding, RBF said: “By recognising and celebrating these individuals, RBF aims to inspire and motivate future generations of railway people.” Vist: https://www.railwaybenefitfund.org.uk/news/ rbf-announce-2025-heart-of-gold-award-winners/ Get involved in the 2026 Heart of Gold Awards by emailing fundraising@railwaybenefitfund.org.uk

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