Resetting the Railways for Growth: Harnessing the Power of the Supply Sector
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Legislation signals new era for the railways
elcome to the latest edition of Rail Director the month in which the Railways Bill was introduced, the landmark piece of legislation aimed at transforming Britain’s railways which will create Great British Railway (GBR). As Transport Secretary Heidi Alexander said at the Railway Industry Association (RIA) Conference, “this bill merely opens the door to reform and it’s then up to us, together, to shape the future railway that this country needs”.
The challenge is one the industry is more than up for, but as it has been suggested, for GBR to simplify the industry it requires help from those working in the sector, the ones who know the pain points and collectively have the answers to ensure the railway thrives.
One person who knows more than most the importance of GBR and the opportunities it could bring is this month’s cover feature Sir Andrew Haines, who recently retired as Network Rail’s Chief Executive and who was tasked with establishing interim arrangements for the creation of GBR. He explains more about why he is a passionate supporter of the principles behind GBR and reflects on his career at Network Rail from page 6.
This month’s edition is themed around signalling. Coincidentally the last time Rail Director focused on this theme was March last year, when the then Transport Secretary Mark Harper announced that the draft Rail Reform Bill had been published. On the topic of signalling, from page 14 the Global President of the Institution of Railway Signal Engineers, Bogdan Godziejewski, explores the current status and challenges of the East Coast Digital Programme with Programme Director Chris Hobden.
From page 18, Dr Sam Bemment, Chief Executive Officer at Universal Signalling reflects on the progress the company has made in the last year, including visiting the Global Centre for Rail Excellence site in Wales to fit a system demonstrator that showcased its unique system.
It was also a pleasure to speak with Transpennine Route Upgrade (TRU) Digital Project Director Jeremy Jackson, who discussed the signal engineering work taking place on the project. “Signal engineering is fundamental to TRU in that it is changing the ability of the railway system as a whole to deliver improved performance and it facilitates the electrification of the route,” he said. Read the full interview from page 34.
This month there’s also a special section about rail training, including an article from Neil Robertson, Chief Executive of NSAR. Neil offers an insight into some of the key services and projects that will ensure the rail industry has the skilled, capable, and future-ready workforce it needs to thrive (page 45).
You can also read more about the recent RIA Annual Conference (page 28) and Rail Forum Conference (page 68). Both were fantastic events with some great speakers and at both I felt a real sense of an industry determined to collaborate for the better of the sector, something that is going to be vital in ensuring GBR is a success.
Thanks to everyone who has got involved in the magazine. Next month, a special combining the December and January editions will include both a look to the future, and an inside section dedicated to light rail.
All the best,
Danny Longhorn Editor
Rail Director magazine and Railbusinessdaily.com are assets
The challenge is one the industry is more than up for, but as it has been suggested, for GBR to simplify the industry it requires help from those working in the sector
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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6
A story of rail transformation
Sir Andrew Haines reflects on leadership, purpose and the journey ahead for the UK rail industry following his recent retirement
14
East Coast Main Line digital signalling implementation
The Global President of the Institution of Railway Signal Engineers Bogdan Godziejewski, explores the current status and challenges of the East Coast Digital Programme with Programme Director Chris Hobden 18 All
24
systems go for Universal Signalling
Universal Signalling has come a long way in the last year. Chief Executive Officer Dr Sam Bemment discusses the journey so far
SigEx 2025: A focus on efficiency, cost reduction and innovation
Hundreds of people attended York Racecourse for the third SigEx event. Rail Director reports from a day of informative conference sessions and networking
28 RIA Annual Conference 2025
Resetting the Railways for Growth: Harnessing the Power of the Supply Sector
34 Once-in-a-lifetime Transpennine Route Upgrade
The Transpennine Route Upgrade (TRU) aims to bring passengers more frequent, faster, greener trains, running on a better, cleaner and more reliable railway. TRU Digital Project Director Jeremy Jackson discusses the signal engineering work taking place on TRU
40 Safe Insights
For the first time the rail freight industry has come together with a common goal to log comprehensive data in a central resource, delivering a new safety intelligence system to serve the rail industry
45 Training for the future
Neil Robertson, Chief Executive of NSAR, offers an insight into some of the key services and projects that will ensure the rail industry has the skilled, capable, and future-ready workforce it needs to thrive
48 Rail industry leaders unite in Parliament to champion workforce resilience and wellbeing
Railway Mission has launched Paideia Coaching, its new professional training arm, developed in partnership with the Chartered Institution of Railway Operators
52 A platform of recognition for traumatic rail incidents and how they can affect people
Samaritans delivers a half-day Trauma Support Training Course to improve the support available. Rail Director speaks to Samantha Beynon who has attended the course, and trainer Chris Berriman
58 More trains, more seats and quicker journeys
The biggest timetable change on the East Coast Main Line (ECML) in more than a decade comes into operation in December. Network Rail’s Simon Leyshon and Chris Curtis and Warrick Dent from LNER outline the benefits and the industry’s operational readiness to deliver it
64 Ignite a Change
Avanti West Coast’s Anita Brown and Kathryn O’Brien discuss how the train operator is leading the industry by introducing a pioneering initiative to encourage new ways of thinking from its employees to deliver improvements
68 Rail Forum Annual Conference: Unleashing UK rail excellence, together
Rail industry leaders visit Doncaster Racecourse for a day of focused sessions and key speakers from both within and outside of rail
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Editor Danny Longhorn Danny@railbusinessdaily.com
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Writers Rosie Crampton
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Advertising Sales
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72
Looking at the cost of change
In his latest quarterly column, Railway Chaplain Mike Roberts explores how change is a tool enabling us to open a better future, but that same key can also unlock a chaotic world
78 Movers and shakers
Ruth Busby OBE, discusses the importance of creating an environment where everyone can thrive
82 And Finally
Entries for next year’s Railway Industry Association (RIA) Railway Industry Supplier Excellence (RISE) Awards are now open. Enter before 12 December to secure early bird rates
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Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of Rail Director please ring 01132 082620 or email info@railbusinessdaily.com. The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.
Sir Andrew Haines reflects on leadership, purpose and the journey ahead for the UK rail industry following his recent retirement
A story of rail transformation
Images: Network Rail,
Building strong foundations
ir Andrew Haines is quick to deflect any form of recognition. In fact, when his replacement as Network Rail’s Chief Executive offers a compliment, he rapidly changes the subject, instead referencing the team and looking ahead to rail reform.
With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering:
“What SEP Geotech does ties together perfectly with piling. The purpose of our investigation forms the basis of the pile design, and our sister company, SEP Rail Design, designs the piles; now we will install them.”
“Taking over from Andrew is not the easiest of things to do because of everything he has done for the railway, for passengers, for local communities and for rail staff,” Jeremy Westlake says, persevering despite Andrew’s protests.
Piling, in engineering terms, involves the installation of foundations driven or bored into the ground to transfer loads to deeper, more stable soil. These structural elements are essential when the natural bearing capacity of the soil is insufficient for supporting heavy construction loads.
While the demand is always there for new staff, Kieran knows the value of hiring the right people:
“I’m not a very reflective person as nature goes, but even I am forced to be reflective in these set of circumstances, and what has really struck me is just how much the railway has changed immeasurably in many ways since I first joined,” Sir Andrew said.
“This industry isn’t for the faint-hearted. Late nights, early mornings. Long periods of time away from your family. My office is my mobile phone and my van; we’re always on the road, on-site, and getting our hands dirty.
“The story of rail transformation over the last four decades has been a phenomenal chapter in our history that we don’t talk enough about.
“Our team shares a deep commitment to the enduring success of our business and is constantly seeking ways to enhance their skills and improve our services.
“I’ve been blessed with having superb colleagues both in Network Rail but also in the railway family, the railway supply chain, colleagues in train operators, colleagues in the Department for Transport (DfT).
This is a critical moment for the piling and foundations industry
“One thing I’d say is that his passion is unrelenting, evidenced by the fact he got a knighthood for leading this job in recognition of what he has done. He has recognised the need for devolution within this business and making the railway local for the communities that we serve.”
Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained:
“This is a critical moment for the piling and foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.
Jeremy spoke to Rail Director before the limelight fell on Sir Andrew ahead of his retirement last month, which marked the end of seven years in the post and 40 years in the rail industry, including more than 12 years spent working for British Railways and Railtrack and more than a decade at train operators South West Trains and FirstGroup plc.
“By leveraging our team’s experience, alongside utilising the wider SEP Rail Group’s capabilities, SEP Geotech is in a perfect position to deliver projects from feasibility to design through to completion.”
Prioritising growth and expertise
Investing in the professional development of the current team is also not just a priority; it’s a key part of SEP Geotech’s vision for the future.
During his time at Network Rail, he led the owner and infrastructure manager of most of the railway network in Great Britain through the challenges of the COVID pandemic, ensuring the railways continued to run safely and efficiently for key workers and critical goods, as well as establishing interim arrangements for the creation of Great British Railways (GBR).
There are lots of unsung heroes that keep the show on the road and sometimes in ways that are utterly remarkable and yet are not remarked upon.”
“We take pride in being one of the few geotechnical companies that offer specialised drilling NVQs to our team, ensuring that our workforce remains at the forefront of industry expertise and quality.”
Sir Andrew’s last working day, like his first as a Graduate Trainee, took place at Waterloo general offices. Although that is where the similarity ends, highlighted by the progress made in those 40 years.
Investment in staff is one thing. But the evolving rail industry landscape also demands industryleading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech:
The story of rail transformation over the last four decades has been a phenomenal chapter in our history that we don’t talk enough about
“We’re investing in a new, state-of-the-art solution designed for safe work on embankments, slopes, and even over water. This innovation eliminates the need for traditional rope access, streamlining our processes even further.”
“In 1985 the railway was approaching a crossroads, under invested in, often uninspiring and facing a decline in passenger numbers year on year,” he said. “In 1983, 28 rail workers were killed doing their jobs and the average was double digits throughout all of that decade.
“Typically in the 1980s, 20 passengers died falling from moving slam door trains. It was also the decade of Polmont, Clapham and Purley, fatal train accidents every year of that decade.
“Wheelchair users often had to travel in the guard vans, or not travel at all, many stations
As SEP Geotech continues to evolve and expand its offerings, one thing is clear: Kieran Moran’s experience, dedication, and vision will remain at the forefront, driving the company to even greater heights in the geotechnical engineering industry.
LIFTING JACKS RAISING STANDARDS
Harnessing technology gives us the ability to take hundreds of millions of pounds out of a system
desperately needed modernisation and the culture was so challenging that even I wouldn’t talk about some of the anecdotes.
“If you look back from that time, the railway we have now for all of its faults is utterly transformed. We are one of the safest railways in the world, accessibility is much better than ever, though it is not good enough, and our workforce is much more diverse and skilled, but still not good enough.”
Of the successes, Sir Andrew highlights projects such as Crossrail and the Transpennine Route Upgrade, which several decades ago were confined to the imagination but have now become realities.
“They are examples of the railway’s ability to adapt, innovate and thrive,” he added. The challenges that we faced in the 1980s became catalysts for change and I believe today the railway is more vital to a greener future for Britain than it has been for many, many years.
“Looking at our progress in the past 15 years alone, infrastructure failures have halved. In the past 20
years broken railways have reduced by 90 per cent, and while performance isn’t always where we would want it to be it is still very much better than it was back then, and now we have two and a half times as many passengers.”
The last seven years haven’t come without challenges on a global scale. Two years into the job as Chief Executive there was the COVID pandemic, which to this day has changed the patterns of commuting and railway finances, alongside which there was industrial action.
There was also the largest movement of troops in 70 years for the coronation of King Charles III, five different Prime Ministers, each with different priorities and different degrees of interest in the railways, and all against the backdrop of climate change being here as a reality.
“The change in weather patterns has brought new challenges to face which have ranged from unprecedented extreme rain and storms and droughts to unprecedented heat, and of course there was the train derailment at Carmont on August 12 2020, a day I know I will never forget,” Sir Andrew added.
Transforming Network Rail
Despite the challenges, Sir Andrew has described his time at Network Rail as a privilege. Progress has been made on performance, safety, reliability and customer service; and he takes particular pride in the team that he has built, reflecting on his arrival when he was the only executive who had any train operator experience.
“We were running a business where we didn’t understand our customer base,” he explained. “If you look now, four of the five regional managing directors have got significant train operator experience and we’ve got route directors in that space.
“If you want any sort of legacy in the railways it is the people you leave behind because, you want people who can lead competently, people you want to employ and promote within the business, evidenced by Jeremy and his appointment as the new Chief Executive.”
Technology and its impact on efficiency and safety is another area Sir Andrew says has evolved, predicting Control Period 8 as the moment all of the hard work in recent years will really start to bear fruit.
“Harnessing technology gives us the ability to take hundreds of millions of pounds out of a system,” he said. “In just one example we are about 18 months away from using GPS to monitor earthworks.
“At the moment we send people out there with sticks to poke around on an embankment, but by using machine learning and GPS we can measure in real time. That alone could save us hundreds of millions of pounds in a control period.”
He doesn’t leave without his regrets, particularly around performance, saying the dial hasn’t been moved enough on train performance, blaming a lack of levers to drive the changes needed.
“If you want a step change you’ve got to have somebody who looks at the base timetable, and the resourcing of the base timetable,” he explained. “We will have named storms, we will still have degrees of infrastructure failure, the railway will never be funded to have no failures, but what is striking about our
Sir Andrew Haines pictured with RIA Chair Noel Travers. Image: RIA
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performance metrics is that they don’t really move other than with a very narrow band. We’re designed to run that level of reliability.”
As to why, on the cusp of rail reform, Sir Andrew has taken the decision to retire, he said: “I love the job, and have put a lot of heart and soul into it, but my son’s wedding day was the only day I’ve had off doing any work in seven years so it does get a bit wearing.
“Nobody has held the position for more than four
years, so although I love it, it just gets too tiring. The original date for Great British Railways (GBR) was April 2024 and the bill was in June 2022, so my initial thinking was with those dates in mind.
“The other thing is that I have huge confidence in Jeremy. He and I have worked together for seven years, so knowing there is somebody sitting next to me who I know can do it and do it well has made the decision even easier.”
Once-in-a-generation opportunity
Reflection over, Sir Andrew turns the conversation to the future and especially GBR. Following the publication of the Plan for Rail in 2021, he was tasked with establishing interim arrangements for the creation of GBR. He has been a leading force in the work to date to bring track and train together to create an integrated railway with passengers at its heart, highlighting how putting the end users first and simplifying the industry need to be at the heart of reform.
“I am a passionate supporter of the principles behind Great British Railways and the once-in-ageneration opportunity it presents to create an integrated railway that delivers a better service and experience for passengers, stakeholders and colleagues,” he said.
“To invest in more capacity and more facilities on the railway you need some confidence in the return on the investment and be confident you can deliver that.
“You can only do that if you’ve got a directing mind which is optimising the capacity of the system. That for me is at the heart of GBR, that is the single biggest reason that I’ve spent the last seven years now making the case for simplification and integration.
“At the heart of GBR if you believe in a growing railway, if you believe that actually successive future Governments are going to want invest in the rail network because of the broader social economic benefits then you need an entity that can actually deliver on those benefits.”
There are aspects to be built on. He highlighted the progress in finding more efficient ways to renew and maintain the network, such as electrification of the network at 60 per cent of the unit rates, saving
£4 billion working with the supply chain during CP6, the opening of 200 stations over the past seven years, and new lines opening such as Ashington and Levenmouth.
“It’s all too easy to beat Network Rail up and think you could do a better job, and trust me there are days over the last seven years when you would have been welcome to have it, but overall we’ve made real progress in that time,” he said.
“When I started this role, the timetable crisis that had just triggered the Williams Review made the case for reform for us and I believe now some seven years on, we are on the cusp of that real change. I fought for it because I have seen what we are capable of doing together, but I’ve also seen the extent to which we all act within the system.
“A system that 20 years ago I was proud to be part of is a system that is no longer fit for purpose. That is why I’m delighted that I’m leaving an organisation that will soon disappear, but I do hope some of the improvements we’ve made will endure.”
The bill is due to go into Parliament this month, with a second reading before Christmas. Realistically Sir Andrew believes the earliest start date GBR can be mobilised will be late summer 2027, although he said changes are happening as we speak. This includes last month’s renationalisation of Greater Anglia, and DfT transferring a significant body of its capability into DfT Operator Limited (DfTO).
“Beyond the transfer of public ownership, what the railway has got to do is to start delivering the benefits
of this and that is why the Rail Minister has been a very strong advocate of setting up these integrated business units sooner rather than later. The transfer of DfT into DfTO is very much seen as part of the enabling of those businesses to start acting as if they are proper parts of GBR,” he explained.
As for the future of the railways and those entering the industry, Sir Andrew summed it up nicely during a speech at the recent Rail Forum Conference.
“If you’re at the other end of your career to me and starting out, I am confident that you are joining a growing, safe and vital railway network, and that you will have the privilege of working alongside some of the most dedicated and smartest people in the country,” he said.
“If you choose a career for 40 years then I am absolutely confident you will see a railway that continues to be transformed for the better. I truly believe we are on the cusp of a transformative future and that in 2025 we have the chance to seize this moment of change.
“The last time we had this moment was in 1993 and the railway system leant into it, making the most of privatisation in many difference ways, embracing the opportunities, and in doing so saw phenomenal growth, efficiency, and an uptake in passenger satisfaction.
“This may be a different model, but that once-ina-generation opportunity is back with us and one that should be grasped by all of those involved in the industry.”
ON TRACK TO DELIVER CHANGE
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Sir Andrew Haines pictured with the former Rail and HS2 Minister Huw Merriman
First new station on the Great Eastern Main Line in more than a century opens to passengers
Beaulieu Park, the newest station in East Anglia, is now open. The stateof-the-art facility, operated by Greater Anglia, marks a major transport milestone for Chelmsford and the wider East of England.
The £175 million station is served by a regular Greater Anglia train service offering passengers up to four trains per hour during peak times and two trains per hour off-peak, as well as a direct route to London Liverpool Street in 40 minutes and Colchester in 25 minutes.
Rail Minister Lord Peter Hendy, who officially opened the station, said: “With more than £140 million of Government investment, the opening of Beaulieu Park station marks a major milestone for the East of England – delivering faster, more reliable journeys, strengthening local communities, and supporting thousands of jobs.
“Under the trusted services of publicly owned Greater Anglia, we’re delivering on our Plan for Change by building a simpler, more modern rail network that Britain needs and deserves.”
The station features eight ticket machines, stepfree access throughout, and three platforms with a bi-directional central loop line, allowing stopping services to call while fast trains pass unimpeded.
Beaulieu Park offers 500 free covered bike spaces, additional paid secure bike storage, and two car parks with parking for more than 700 vehicles.
Local residents can access the station via a new bus interchange, as well as upgraded cycling and walking routes to/from surrounding areas.
Martin Beable, Managing Director at Greater Anglia, said: “Services will be operated by our fleet of new, comfortable, air conditioned class 720 trains, which also offer plug/USB points and free Wi-Fi – and which have helped us deliver annual punctuality of over 95 per cent on the Great Eastern Main Line in Essex over the past three years.
“The new station will be staffed from the first train to the last train, seven days a week. Staff will be on hand at all times to answer questions, help passengers buy tickets, and support customers requiring assistance.”
The project received £141 million from the Government’s Housing and Infrastructure Fund and an additional £34 million from local partners, including Homes England, Essex County Council, Chelmsford City Council, the South East Local Enterprise Partnership, and housing developers Countryside (part of Vistry Group) and L&Q.
Construction, led by Network Rail’s principal contractor Murphy, began in March 2023. Opening ahead of schedule, the new station will support up to 2,500 new jobs, enable the delivery of 10,000 new homes, and provide faster train services for thousands of passengers across the region.
Katie Frost, Network Rail’s Route Director for Anglia, said: “It’s taken a lot of hard work and dedication by our partners at Essex County Council and Chelmsford City Council, working with the rail industry and our delivery contractor, Murphy, to open this new station. And it shows how public and private sector can work together to create the transport infrastructure necessary to serve a new community.
“I’m so grateful for the patience our customers have shown us while we’ve been busy delivering this fantastic new transport hub, so thank you to everyone who has been with us on this journey to build and open Beaulieu Park station.”
With more than £140 million of Government investment, the opening of Beaulieu Park station marks a major milestone for the East of England
Above: L-R: Cllr Louise McKinlay, Lord Peter Hendy, the Rt Hon Sir James Cleverly MP, Katie Frost, and Martin Beable. Photo credit: Greater Anglia. Images: Greater Anglia
Above: Beaulieu Park station
Advice from Richard Allen, Dip CII NEBOSH Client Director at Jobson James Rail
Winning the war on digital threats
n today’s increasingly digital rail environment, cyber security is no longer a back-office concern – it’s a frontline priority.
From signalling systems and ticketing platforms to asset management and passenger information services, rail operations are deeply reliant on interconnected technologies. This digital dependency makes the sector a prime target for cyber threats.
Cyber crime costs the UK economy an estimated £27 billion annually, and the rail industry is not immune. Attacks on transport networks, whether through ransomware, data breaches, or system sabotage, can cause widespread disruption, compromise safety, and erode public trust.
Recent incidents affecting major UK brands like JLR, M&S, and Co-op highlight how even well-defended organisations can be vulnerable – recently LNER suffered a cyber
attack which compromised data, leaving smaller rail businesses feeling exposed.
Whether you’re a rolling stock leasing company, infrastructure contractor or station retail operator, if your business relies on digital systems, you’re at risk. This includes everything from online banking and PCI merchant agreements to customer data storage and operational software. Cyber security must be embedded into your business strategy, not just your IT department.
Strong cyber security measures offer tangible benefits for rail businesses:
Operational continuity: Protecting against malware and ransomware helps trains and contracts run on time and systems stay online.
Productivity: Preventing system slowdowns keeps staff and services efficient.
I SPECIALIST INSURANCE FOR RAIL INDUSTRY SUPPLY CHAIN COMPANIES
Client trust: Demonstrating cyber resilience can be a differentiator in competitive bids, especially for contracts with Network Rail, TOCs, or Government bodies.
Legal and financial protection: Avoiding breaches helps safeguard your reputation and bottom line.
Smaller rail businesses may have fewer systems but that doesn’t mean they’re safer. The rise of AI-driven scams and sophisticated social engineering means even basic digital operations can be exploited. What used to be a suspicious email is now a convincing impersonation of a trusted supplier or colleague.
Mitigation is just as important as prevention. Cyber insurance is a critical tool for rail businesses. At Jobson James Rail, we offer sector-specific policies that cover data breaches, ransomware, incident response, and reputational
damage. These policies give access to expert support and financial resources to recover quickly and prevent further harm.
For rail directors and business owners, the message is clear: cyber threats are not just an IT issue, they’re a strategic risk. Prioritising cyber resilience is essential to protect infrastructure, passengers, and long-term business continuity in an increasingly digital rail landscape. Call Richard on 07973 963350
The Global President of the Institution of Railway Signal Engineers (IRSE), Bogdan Godziejewski, explores the current status and challenges of the East Coast Digital Programme (ECDP) with Programme Director Chris Hobden
East Coast Main Line digital signalling implementation
The European Train Control System (ETCS) Level 2 deployment on the East Coast Main Line (ECML) is one of the largest and most complex digital signalling projects in Europe.
Through his interview with Chris Hobden, ECDP Programme Director, Bogdan Godziejewski, the Global President of the IRSE, aims to highlight best practices and address the multifaceted challenges of digital transformation, which go beyond technology to include organisational and operational dimensions.
Bogdan: Chris, was it easy for you to transition between different types of digital signalling and train control systems – specifically from CommunicationsBased Train Control (CBTC) at Transport for London (TfL) to the ETCS Level 2 deployment on the ECML?
Chris: Although ETCS and CBTC are distinct technologies, both are complex systems requiring similar delivery strategies. Applying the V- model is essential, with operator-led design, progressive assurance, and incremental implementation to minimise risk. While ETCS and CBTC are both technical implementations, they both drive significant people change programmes.
A significant difference between ETCS led by Network Rail and CBTC with TfL is that TfL is a vertically integrated organisation, whereas Network Rail and the main line rail sector have several organisational boundaries.
Bogdan: The ECML implementation requires alignment between Network Rail, various train operating companies, freight operators, and many other railway undertakings. What do you find most challenging about working within such a complex stakeholder ecosystem?
Chris: Taking away signalling assets from lineside and putting them in a train cab requires us to work across complex boundaries. These boundaries can be commercial and regulatory as well as technical and operational. You’re having to revisit where assets and systems are held and owned, and where the approvals sit.
Andrew Haines (former CEO of Network Rail) said “trying to deliver digital signalling, shifting capability from track to train within the existing industry structure, is as close to impossible as anything I’ve ever encountered in my life”.
So, we’ve taken on a challenge. It involves a different way of doing things, collaborating across
boundaries to take a user and benefits-led approach as our guiding principle. It requires an integrated approach to design and migration, which is now embedded in our planning as a series of ‘railway configuration states’.
Bogdan: I’ve observed some slowing down of various ETCS deployments across Europe, often awaiting the game changers, like the Future Railway Mobile Communication System (FRMCS). Others, like Belgium, have chosen to complete their original deployment scope first, and only then to plan for future enhancements. Is now the right time to press ahead with ETCS, and what are the considerations when it comes to managing continuous change in such a dynamic environment?
Chris: Digital signalling is being rolled out across the GB network because around half of the country’s signalling needs renewing over the next 20 years. Taking a conventional approach would create a real risk of asset deferrals and life extensions, or expensive renewals with high levels of access, and could lead to poor performance and unsustainable levels of cost. Digital signalling offers greater efficiency and capability, with less physical infrastructure and more offsite, lab-based testing. This enables reduced
Bogdan Godziejewski
Chris Hobden
Cab view of first ETCS Level 2 test train (GTR Class 717) on ECML. Images: ECDP
Delivering complex systems with multiple stakeholders requires strong collaboration
access requirements, lower costs, less asset failures and less embodied carbon.
To keep momentum, we must continue progressing this pioneering programme. Waiting for a ‘steady state’ is unrealistic as the technology evolves rapidly. We work very closely with colleagues in the Industry Partnership for Digital Railway and Network Rail’s Technical Authority to stay aligned with innovation, maintain delivery focus, and avoid scope creep.
Bogdan: The ETCS implementation on ECML is highly complex; deploying ETCS Level 2 across main line infrastructure presents significant challenges. What is the status of the project, and what are its most demanding aspects?
Chris: In May, we switched off the lineside signals on the Northern City Line (NCL), creating Britain’s first signal-free commuter railway. More than 100,000 journeys have now run on ETCS, which is performing well and providing valuable lessons in driver training, driver-signaller interaction, and the process of securing regulatory approvals.
The focus of ECDP is now on the section between Welwyn and Hitchin, where we are preparing to begin the migration of services to ETCS next summer. Currently we are working with our partners on a rigorous process to test the lineside equipment, its interaction with the equipment on board the train, and control integration at York ROC.
NCL has proved our operating model, but we now need to deliver an ETCS railway on the main line. This involves integrating six onboard systems across 40 different classes of vehicles, partnering with more than 30 organisations. There are around 700 vehicles to prepare for ETCS main line operation, and while most passenger trains are already fitted with ETCS, the biggest challenges (operationally and commercially) involve fitting ETCS to freight locomotives, which are typically around 25 years old.
Bogdan: Many infrastructure managers across Europe report a shortage of skilled resources required for large-scale ETCS deployments. Are you facing a similar situation on the ECML project? And if so, how are you addressing this resource challenge and involving skilled young professionals?
Chris: Complex systems projects crossing technical and organisational boundaries require
skilled resources. Early ECDP work relied heavily on suppliers, but over time Network Rail is building internal expertise to become an informed client and better manage integration. A key ECDP goal is to create a learning legacy to support wider ETCS rollout, including outreach to schools and universities to attract future talent in digital train control.
Bogdan: Let’s move to the organisational aspects. Is the ECDP setup for the ETCS Level 2 deployment significantly different from what you experienced at TfL during the CBTC rollout? Is the related governance working well within ECDP?
Chris: Since I joined the programme, we’ve adopted TfL best practices like Railway Configuration States (RCSs) to guide ECML migration planning. Each stage enables incremental migration involving specific operators, train classes, and supporting capabilities. Operators must prepare for their individual migration timelines, with industry capability gradually building through successive RCSs.
Delivering complex systems with multiple stakeholders requires strong collaboration. While TfL is vertically integrated, internal coordination remains essential. On the UK main line, boundaries between infrastructure and operators (TOCs/FOCs) add complexity. ECDP supports collaboration through its ISO 44001-accredited partnership model.
Bogdan: With the implementation of digital signalling, many railways have started moving towards predictive maintenance and extensive use of data analytics. Does the ETCS Level 2 deployment on the ECML include such elements?
Chris: The Network Rail strategy is to adopt predictive maintenance practices based on data analytics. One of the projects within the ECDP programme is the implementation of DRACAS, Data Reporting, Analysis and Corrective Action System.
Bogdan: The ECML implementation looks like a blueprint for other routes in UK. My final request, Chris, is to share your key lessons learned from the ETCS Level 2 implementation on the ECML.
Chris: We are learning a whole range of lessons, it’s a pioneering programme so it involves learning by doing. Looking at this from a programme management perspective, for me the key learnings are:
1. Ensure system requirements are user led.
2. Properly structure work, organisation and costs of the delivery to support an incremental implementation on the railway.
3. Adopt a progressive approach to assurance.
4. Promote collaboration and data sharing across all parties. Challenges may arise in one area, but solutions could lie elsewhere – for example, a software issue might be resolved through infrastructure changes or operational procedures.
5. Always adopt risk-based analysis to solutions.
Bogdan: Thank you very much Chris for all your insights. I wish the ECDP team continued success. I encourage the project to set aside any remaining scepticism and move forward with the ETCS deployment in a spirit of strong teamwork and collaboration. The IRSE is the professional institution for all those engaged in or associated with railway signalling and train control, telecommunications, traffic management and allied professions.
The IRSE’s mission is to share best practices and experiences across the global railway signalling and allied professions community. This interview provides valuable input for the IRSE knowledge base.
The digital transformation of signalling and train control around the world will be presented at the IRSE’s flagship event ASPECT 2025 in Yokohama on 2–5 December 2025. Looking ahead, the next IRSE Convention scheduled for 25-29 May 2026 will be an opportunity to experience both Finland’s railway heritage and its cutting-edge digital signalling projects.
About Chris and Bogdan
Chris is working (alongside Industry Partnership Director Sarah Jane Crawford) on the deployment of digital signalling using ETCS Level 2 on the ECML. He previously contributed to the deployment of CBTC on the TfL 4LM project.
Bogdan serves as Rail Director at Mott MacDonald in The Netherlands. He has conducted numerous benchmarks of ETCS and CBTC projects worldwide. As IRSE President, he actively promotes knowledge sharing across various digital signalling implementations. Bogdan and Chris have previously collaborated on several CBTC projects in North America, bringing valuable shared experience to this conversation.
Grand Central Class 180 ETCS test train crosses Welwyn Viaduct
EXTEND SERVICE LIFE AND CONSERVE RESOURCES
PROVEN PERFORMANCE:
Our gangway systems are designed for durability—offering extended life cycle costs that exceed original design commitments.
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Universal Signalling has come a long way in the last year.
Chief Executive Offi cer Dr Sam Bemment discusses the journey so far
All systems go for Universal Signalling
It was a milestone moment less than a year ago when Universal Signalling visited the Global Centre for Rail Excellence (GCRE) site in Wales to fit a system demonstrator that showcased its unique system.
The organisation was selected as one of several companies to demonstrate innovations in railway construction technology, under a programme supported by the Department for Business and Trade and InnovateUK.
“Our goal is to bring a time and cost revolution to the worldwide railway signalling market, through a unique blend of technology, operating model, enhanced project lifecycle, and open interface specification,” explained CEO Dr Sam Bemment.
“We are developing a system that can radically reduce the cost of digital signalling to bring it into the realm of affordability for rural railways worldwide.
“GCRE enabled us to demonstrate some of our proposition on track. Being able to bring people to site to show them what we are working on was very valuable, as this isn’t just ‘another signalling product’.
“It has accelerated what we’ve been able to do as a small company in a short space of time. Within a few months of the end of that project we secured both our
and a significant equity
The main line trial Sam refers to is on the Wales & Borders route, and was agreed after a demonstration visit to BCIMO in Dudley where Network Rail staff saw Universal Signalling’s hardware and software in action at the test track, including driving a Bance battery vehicle fitted with prototype US onboard kit.
The trial, which is currently live, is supported by Network Rail’s Innovation Acceleration Forum, and is sponsored by Nick Millington MBE, Wales and Borders Route Director, with signalling support provided by Joshua Robinson, Route Engineer (Signalling). At Transport for Wales, Chloe Thomas, Assurance Engineer, Andrew Trigg, Lead Assurance Engineer, and Rick Fisher, Programme Manager, have been supporting the engineering and operational changes needed to fit in-service units with the
investment.” onboard kit.
high net-worth individuals, some with
The funding he refers to is the successful close of the second tranche of its pre-seed investment round, which was oversubscribed. It was anchored by SFC capital and the Southern Angel Investors Club (SAIC) alongside several high net-worth individuals, some with extensive experience in the UK and overseas rail industry. With the round now fully funded, Sam says the company is well positioned
Images: Universal Signalling
first trial with Network Rail
We are developing a system that can radically reduce the cost of digital signalling to bring it into the realm of affordability for rural railways worldwide
to prepare for commercial deployments with early adopters.
“It is a strong vote of confidence in our vision and the team’s ability to execute on our business plan – concurrently accelerating our research and development efforts around future product lines, while continuing to move early systems to market with our key light and heavy rail partners,” explained Sam.
“It is quite rare to see this type of external investment in rail when compared to boom areas like fintech or AI. It is even rarer for it to be into a company operating in the safety and operationally critical space. Rail’s timescales for payback don’t usually align with investor expectations.”
With an estimated 65 per cent of UK signalling up for renewal in the next 12 years, he explains how even if established costs fall longer term, it will still likely be unaffordable for rural and branch lines, which in the extreme may lead to line closures. In a bid to find a solution, Universal Signalling set themselves some wild targets for cost and deployment time and worked to see how they could be achieved.
Sam describes what Universal Signalling offers as “signalling functionality delivered in days, not decades”.
“If re-signalling has always taken, say, five years, it is natural to ask if it can be done in four – that’s a 20 per cent saving,” he explained. “Great! But what we asked was how could we do it in days? That sets a wildly different expectation of what could be achieved, how, and by who.
“It also has different cost implications, and offers better alignment with political and funding cycles. It is easier to justify investments that deliver direct benefits next week, rather than next decade.
“With that as a starting point, we rubber-ducked the whole signalling project lifecycle,” he said, explaining how it is a software term where you explain something, in simple terms, to an inanimate object.
“The duck doesn’t talk back – unless you’re losing your marbles – but the act of explaining every step really makes you think it all through.
“To be clear, our ‘days not decades’ proposition isn’t just time on site, it’s the whole project from start
to finish. The idea was that someone rings us and says I’d like you to re-signal the Somewhereville branch line, and a week later we are safely controlling trains.
“It doesn’t leave time for much at all. Pricing, design, configuration, installation, assurance, testing – they all need to change.
“We quickly surmised two things. Firstly, that our system must be universally applicable – a universal interlocking – hence our company name! Secondly, that we needed to eliminate as many external dependencies as possible, evolving signalling from a project-basis to a business-as-usual type affair.
“Of course, the realists tell me there are lots of things that would prevent this ever happening: driver training, difficult fringes and access arrangements. However, as a thought experiment, it gave us great ideas for where we could make massive time savings that can be converted to cost savings for the client.”
A lot of hard work has gone into putting the foundations in place, with an enthusiastic and experienced executive team headed by Sam, a multiaward-winning engineer and innovator.
Over the past two years, the organisation has bolstered its expertise with the appointment of a team
of experienced signalling engineers. In June it added two new interns to its ranks, highlighting its desire to provide opportunities for those seeking a career in rail. In September the company moved into its new office in Derby, having previously operated as a fully remote company.
The office is steeped in history, located in the old home of the British Rail Research Division, with the development of Solid State Interlockings carried out in the very same building. Sam hopes from that base Universal Signalling can make its mark on the future of the railway, both at home and overseas.
He concludes by describing the company’s pioneering work on the Heart of Wales line. “As I take this interview, I am returning from the successful trial installation of our first product, U-Cross,” he said.
“This product solves the problem of cost-effective train location in long block sections. It provides the signaller with assured train position and approach time information, so that they can better inform members of the public at user-worked crossings.
“The goal is threefold: to reduce wait times for crossing users, help signaller workload, and cut crossing abuse. It solves a problem that has been a Network Rail challenge statement for some time, but it is also a critical building block of our proposed full signalling system.
“Our days-not-decades mantra was proven too. We fitted 17.6km of track with our U-Beacon locator beacons across three overnight line blocks, all the way from Llandeilo to Llandovery. There was minimal survey or design work ahead of arriving at site, just a quick review of footage from OneBigCircle’s excellent AIVR.
“This served to eliminate the major portion of established signalling project costs. Instead, an as-built design record was generated in real time by our proprietary automated survey trolley as the install progressed. Verification was then performed by our clip-on units fitted to in-service trains, saving further time and cost. Needless to say, we are excited for the future.”
www.universalsignalling.com/
Karthick Mohan has returned to Aarvee after 13 years to drive the infrastructure consultancy’s UK business. He explains how he and the company have evolved, and why now is the perfect time to come back
Bringing world-class solutions to the UK
There is both a sense of familiarity and an element of unfamiliarity for Karthick Mohan on his return to infrastructure consultancy Aarvee after 13 years away.
It was in July 2012 that he started his career at the company as a Graduate Engineer at its main headquarters in India, before moving away to work at Arcadis, and then in the UK at AECOM and AtkinsRéalis.
Similarly to Karthick, who has since been involved in several multi-disciplinary railway projects for clients such as Network Rail, Trams/Metro, Crossrail, HS2, Transport for London and Transport for Wales, Aarvee has grown exponentially, delivering worldclass solutions across multiple sectors in more than 20 countries.
“It’s fair to say that we have both grown over the past 13 years,” he reflected. “For me, having joined as a Graduate Engineer, Aarvee opened my eyes to the wealth of opportunities in the sector, giving me experience of working on projects, designs, project coordination and manager roles. It is something I have built on in subsequent years gaining valuable experience that will help me drive the UK business forward.”
Despite the differences, there are many similarities, including several familiar faces from when Karthick was last at the company. There is still also that same drive to keep things on time and on budget, and that sense of purpose in making life better for people.
As for Aarvee’s journey of success, for more than 35 years it has successfully undertaken some of the most complex consultancy projects in India and Africa. Over the past 20 years, that has expanded to Australia, delivering projects entirely or sub-sections/ disciplines of design and drafting to help address the resource requirements that companies face.
Such has been the success and demand that the company now has a platform in the UK, with the expertise to set up high-value engineering teams for design, modelling, and BIM across several sectors, including rail. The organisation is able to undertake designs across all sub-disciplines of infrastructure, including civils, telecoms, PWay, signalling, overhead line electrification, electrification and plant and operations.
This growth, and particularly the ambition and potential in the UK – a place Karthick has called home
for the last decade – is what attracted him back to the company to help continue that journey.
“It is great to be back at Aarvee, and it is incredible how much the organisation has grown,” he said. “I’ve gained a lot of experience since I left the company in a variety of senior roles, team leader, design manager, CRE roles etc, and it is exciting to bring that experience back to Aarvee to grow the UK business.
“Alongside the business development work, I’ve also been involved in a project in Africa, which is keeping my technical knowledge moving. As for the work in the UK, a particular area of focus is around light rail, an area which we think can benefit from our expertise.”
Driving innovation in UK rail
Backed by its global parent company and an expert local team with offices in London and York, Aarvee is well placed to transform UK projects. This setup also allows the UK team to tap into an overseas work bank, gaining valuable experience on international projects and exploring better ways of working.
It’s that passion for innovation that continues to excite Karthick – especially in terms of its impact on UK infrastructure projects. One recent example includes Aarvee’s investment in AI technologies to automate point cloud data modelling and asset management, helping clients streamline workflows and improve decision-making.
“It is about coming up with the solutions that the UK rail sector needs, striving to add value to business cases,” he explained. “For example, look at the light rail work in the Midlands area and the blockades needed, trying to minimise them and with it the disruption from the work.
“This involves drawing on the experience on jobs globally and also working collaboratively with other organisations to find the solutions. One area that is particularly exciting is around Digital Twins in the rail sector, with my focus on minimum viable product (MVP), value engineering and innovations.”
Giving back to the industry
The innovation goes beyond technology but also extends to its approach in giving back to the industry – getting involved and making a positive contribution. Two years ago, the organisation signed a Memorandum of Understanding to provide industry placements to graduate and postgraduate students, something especially important to Karthick, who himself was a graduate at the company.
“You do get a huge sense of pride working in the railways and being involved in projects all over the world, particularly in being able to solve the problems of clients,” he said.
“In terms of my role at Aarvee, it is about adding value to the UK market, particularly Tier 1s and Tier 2s, building on the expertise the company has built over the last 35 years, ensuring we add value to projects and the environment that we work in.”
As for the rail industry, Aarvee’s presence in the UK can only be a good thing. Over the past 20 years in the railways, it has worked on a cumulative length of 20,000km in India, Australia, Africa and the UK.
The largest project it has delivered is a DPR study for a 4,500km dedicated freight corridor – believed to be one of the largest such studies ever attempted.
Sneha Redla, Director of Global Operations at the company, said: “We pride ourselves on technical excellence, hitting timelines and perfection when it comes to designs. Fundamentally it is about making them as simple as possible to deliver, and as a business ensuring we add value to projects.
“Everything we do every single day is in making the lives of people better – that is the sense of purpose that drives us.”
Commenting on Karthick’s arrival, she added: “With more than 13 years of specialised experience in track/PWay engineering, Karthick has been instrumental in delivering major rail and light rail infrastructure projects across the UK, working with clients such as Network Rail, HS2, Transport for Wales, and Transport for London.
“His international portfolio includes project work in Australia, the Middle East, and India and is a reflection of both his technical excellence and global perspective. As we continue driving innovation and impact in the rail sector, we’re thrilled to have him re-join the team in this new chapter of his career.”
aarvee.com
It is about coming up with the solutions that the UK rail sector needs, striving to add value to business cases
Laura Hedley, Head of Consultancy and Talent Services at the OPC, alongside an experienced Operations Director, refl ect on the key Non-Technical Skills (NTS) that distinguish outstanding signallers
Beyond the panel: Skills that keep the railway moving safely
Signallers are at the heart of rail operations, keeping trains on time while safeguarding passengers, drivers, and trackworkers. The OPC has worked closely with signallers and control room teams to identify the key NTS that underpin safe, effective performance. Drawing on decades of experience, an industry Operations Director also shares reflections on what distinguishes outstanding signallers.
The role of NTS
While technical knowledge is essential, robust NTS set outstanding signallers apart. These personal attributes, such as cognitive abilities, interpersonal skills, and behavioural styles complement technical expertise. Fourteen NTS have been identified for signalling roles.
Some key NTS:
Situational awareness – understanding and processing complex operational environments.
Vigilance and attention to detail – ensuring accuracy and safety under pressure.
Risk anticipation and patience – recognising emerging risks. Working in an unhurried manner.
Communication – clear, concise, and professional information-sharing.
Team-working and interpersonal skills – ability to develop collaboration and trust across roles.
Situational awareness
Situational awareness is crucial at every level. Laura Hedley explains: “Situational awareness means knowing what’s happening all around you, retaining key information about train schedules or maintenance work, and focusing on the details that regulate train movements. It’s also about making effective decisions using this information.”
The Operations Director added: “An outstanding signaller won’t panic in the face of challenges or unexpected disruption. They remain composed under pressure, relying on a thorough understanding of their area and their colleagues’ roles to help make the right decisions.”
“There’s real satisfaction in knowing your work keeps the railway moving and directly contributes to passengersafety.”Reflectsonesignaller.
Attention to detail and vigilance
Knowing the key behavioural markers for these NTS, Laura said: “Signallers must be meticulous and systematic, caring about precision and ensuring accuracy and safety under time pressure.”
The Operations Director emphasised: “A highperforming signaller is always aware of train movements, reviewing information carefully and ensuring line access is safe for trackworkers. Their vigilance underpins safe, and smooth operations.”
Risk anticipation
Risk anticipation is also key. Each shift brings hazards and emerging challenges, so signallers must stay vigilant. The best signallers combine technical knowledge with the ability to recognise subtle risks early, responding with patience and composure, before issues escalate.
Laura shared: “Having undertaken hundreds of Post-Incident Assessments (PIAs), we’ve seen that safety incidents often result from multiple small risks accumulating over time. Rushing can also increase the likelihood of errors. Signallers who calmly identify and manage hazards are more likely to maintain safer operations.”
“Top performers are punctual, calm, and organised, arriving ready to assess risks and plan their day. They’re focused under pressure, communicate clearly, monitor train movements, and handle paperwork methodically. Their disciplined, unhurried professionalism inspires confidence and trust,” she added.
Communication and teamwork
Effective communication is essential, particularly during incidents. Signallers must relay clear, concise information and practice active listening skills with colleagues – drivers, track teams, and control – to resolve issues safely.
“Outstanding signallers combine assertiveness with approachability, encouraging trust and positive relationships.” Laura said. “An adaptable approach is hugely beneficial to maintain open communication and keep safety-critical information flowing.”
Selection and development
An excellent signaller combines experience, natural aptitude, and strong NTS. To help identify top performers, OPC Assessment offers a wide range of ability tests and personality questionnaires to evaluate key attributes. The OPC also provides tailored training programmes to explore NTS and develop these critical skills.
“As we bring new signallers on board and move from older signalling systems to modern computerbased platforms, the right training is essential, not just technically, but in building the NTS and communication skills that play a crucial role in keeping people safe.”
“Being a signaller is more than just a job; it’s a critical role at the heart of rail operations. They act as the gatekeepers and custodians of safety for their track sections, managing complex responsibilities and challenging situations to keep trains running safely and efficiently, protecting passengers and colleagues alike. Robust NTS are what enables them to navigate risks and make the right decisions at every turn.” summed up the Operations Director.
To find out how the OPC can help strengthen NTS across your signalling teams, get in touch with our friendly team.
admin@theopc.co.uk
+44 (0)1923 234646
www.theopc.co.uk
Image: iStock
Civil
Hundreds of people attended York Racecourse for the third SigEx event. Rail Director reports from a day of informative conference sessions and networking
SigEx 2025: A focus on efficiency, cost reduction and innovation
Images: Howard Elwyn Jones, IRSE
The Chief Control Command and Signalling Engineer, Technical Authority, Network Rail has emphasised the importance of industry-wide collaboration to accelerate transformation and improve asset resilience.
James Dzimba was speaking at SigEx 2025, held at York Racecourse. Record numbers attended this year’s event, which is aimed at everyone involved in railway signalling, along with professionals from related industries including supply chain experts, clients and Government organisations.
Addressing attendees, James spoke about the challenge of delivering a safe, modern railway that passengers want, without compromising on the safety elements of signalling. In what is a challenging economic environment, he highlighted the need to
collaborate in finding the innovations and then in making them scalable to ensure long-term value.
“We need to promote more innovation, we need systems that are adaptive, and we need to have a viable cost benefit analysis because we will always be asked what the value is to the taxpayer,” he said. “If we can’t achieve that value we are not winning. We also need to apply digital solutions.
“European Train Control System (ETCS) is not going to run in full deployment until CP8 or CP9 so how do we get into the future when we’ve got such a load we are pulling behind us? The control is in our hands, we are the industry and if nobody is going to change it than nothing is going to happen. I’m willing to listen to those with viable ideas or solutions.”
One initiative that aims to make it easier for the supply chain to develop ideas and get them on to the
track is the Innovation Acceleration Forum, details of which were given to attendees at SigEx by Susan Millington, Network Rail’s Head of Programme Management. She describes it as an initiative supporting “collaboration, transparency and agility”.
“It ensures good ideas don’t get lost, and instead get reviewed, refined and scaled,” Susan added. “The railway is facing some big challenges such as capacity pressures, digital transformation, sustainability and the increasing expectations of our passengers. It is a lot to deal with.
“Not one single organisation can solve these challenges on their own, which is why we set up the forum – to bring together innovators, suppliers and the Network Rail team so the solutions that can make a difference get on the network.”
Addressing attendees at the event, she said:
“You have the opportunity to shape the solutions. It is about sharing our expertise and knowledge to find the best answer. The forum offers support to turn ideas into reality and quickly. The forum has been set up to collaborate for the good of the railway and passengers. Together we can achieve so much more.”
She highlights some of the organisations they have already been working with, including Universal Signalling, whose Chief Executive Dr Sam Bemment also spoke at SigEx.
“The Innovation Acceleration Forum has played a key role in us being able to move quickly to market, solving some of the infrastructure owner’s pain points as specified in challenge statements,” said Dr Bemment.
In the afternoon, Scott Wardrop, Project Director (Digital Signalling), discussed the journey to deliver efficiently on the West Coast Main Line and introduce ETCS, learning from both projects in the UK and further afield.
“The deployment of ETCS is a people change and a business change programme and we have to organise the ecosystem to be ready to take the change, which is a massive undertaking,” he said. “We’ve started the journey of ETCS on the West Coast even though we’re not going to start delivering a piece of ETCS infrastructure for another five or six years.”
He had this direct message to those in York: “We’re on a journey at this point of time. We don’t have all the answers, we know people in the room have some of the answers and we need you to work with us.
“The door swings both ways, and it is not just about setting you a problem to fix, I need you to tell me where your problems are so I can go and fix them. We need Network Rail and our supply chain working with the wider ecosystem to be successful.”
Network Rail created the Signalling Innovations Group (SIG) in 2013 to develop business cases for signalling innovations and to create a Signalling National Innovations Portfolio (SNIP).
Every year, SIG held a Technical Conference and exhibition, allowing representatives of the signal engineering industry to hear for themselves details of the projects that Network Rail was working on
and to see the innovations that various suppliers had developed.
When that work came to an end with the move to devolution, the Railway Industry Association (RIA) took up the mantle following the pandemic and staged the SigEx conference and exhibition in November 2023. Such was its success it has continued annually ever since.
Richard Carr, Technical and Innovation Director at RIA, said: “SigEx 2025 showcased the very best of the signalling community – collaboration, innovation and a shared drive to deliver a more efficient and resilient railway.
“We were delighted to see record attendance at this year’s event, reflecting the sector’s commitment to transformation and cost-effective delivery. My thanks to our event partners, Network Rail, and to our sponsors Sella Controls, Amey and Phoenix Contact for their invaluable support.”
This year’s event was sponsored by Platinum Sponsors Sella Controls & Amey and Silver Sponsors Phoenix Contact.
Amar Sansoa, Product & Portfolio Manager at Sella Controls, said: “An event like SigEx provides a unique and focused opportunity to bring the signalling community under one roof, connecting people from every corner of the industry from engineers, operators, maintainers, and innovators. All of whom are focused on one goal: building a safer, smarter, and more sustainable railway.
“The conversations we have here help shape our future technology offerings, ensuring that the solutions we develop continue to meet the evolving needs of the railway.
“What I enjoyed most about SigEx was the energy and openness across the whole event. You could feel that everyone was genuinely wanting to learn from one another and explore new ideas.
“The collaboration and curiosity were refreshing to see. It wasn’t just about showcasing products; it was about discussing real-world challenges and how we can solve them together.
“For me, the most rewarding part was seeing how aligned the industry is on the importance of innovation through collaboration – something we’re really passionate about at Sella Controls.”
SigEx 2025 showcased the very best of the signalling community –collaboration, innovation and a shared drive to deliver a more efficient and resilient railway
A round-up of the day
The morning began with presentations from James Dzimba at Network Rail, Amar Sansoa at Sella Controls and Ian Maxwell at the Institution of Railway Signal Engineers (IRSE), who discussed the challenges and opportunities for lowering the cost of signalling.
Following a series of spotlight presentations, the attendees heard from Jonathan Evans at Network Rail, Susan Millington at the Innovation Acceleration Forum, and Sam Bemment at Universal Signalling. They highlighted the additional opportunities and challenges present in the level crossing space. The final part of the day addressed the West Coast North plans and the supply chain’s capabilities in signalling and telecoms, with Scott Wardrop at Network Rail, Gethin Jones and Phil Waddingham from Amey and Nathaniel Colman at IRSE sharing their insights.
Raymond Karpinski, Operations Director and Signalling Engineer at LTD Signalling, refl ects on a whirlwind 18 months and how the world is the company’s oyster looking forward
All systems go for LTD Signalling
Seeing the LTD Signalling team playing a vital role in Glasgow Subway’s first full-scale upgrade in more than 40 years, it’s hard to believe the organisation was set up little more than 18 months ago.
The project involves the refurbishment of stations, new trains complete with brand new signalling and control systems, and an upgrade to the subway depot which includes an extension to the old stabling shed, new equipment to support the maintenance of the new trains and a new control centre.
Hitachi initially called on the LTD Signalling team for some consultancy a couple of days a week, to the team helping on weekends, to a team full-time –something Raymond Karpinski, Operations Director and Signalling Engineer at LTD Signalling, admits he could never have initially anticipated.
“We’ve currently got 13 people working for us for Hitachi,” he said. “We have very quickly built a strong level of trust and proven our expertise when it comes to trackside equipment, cable testing, providing solutions so they can focus on the software elements of the new trains.”
Raymond is no newbie to the industry having worked in it for 20 years, including on similar systems on the London Underground and the DLR. He set up the business with Simon Wilson, LTD’s Test & Commissioning Director, who brings a wealth of experience in the signalling industry with more than 30 years’ experience delivering high-profile projects in the UK and Africa. However, this one in Glasgow is particularly special, given it is the first big project for LTD Signalling and it is in Raymond’s hometown.
“This is a once-in-a-lifetime opportunity for me in Glasgow and a great CV entry for LTD Signalling,
really showcasing what we can offer to mass transit infrastructure and main line projects,” he said.
“It is another niche we’ve created where we’re involved in another system that not very many people see or work on. It also shows that we’re not just signal engineers, with the team doing high voltage power, DC traction, cable jointing, and delivering our more familiar works like points and signals renewals.
“It proves we are very competent signal engineers, and that we have broadened our horizons into railway systems. We have evolved to be even more useful on the project than was initially expected.
“As well as the impact LTD Signalling is having on projects, we hope other SMEs can take inspiration in the success the business has had.
“People can’t believe we’ve started our own enterprise and we’re delivering projects so quickly, but we’ve got a great team and a lot of good partnerships and enterprises that are so important at a time when the industry is looking for efficiencies and agile organisations,” he said.
“I’m doing a job I love, but with different responsibilities at the same time. As well as a signal engineer, in the past two years I’ve also been a project manager, project engineer, commercial manager, and HR. It is the best thing in the world and I would encourage anyone with those aspirations to go on and try it.”
Raymond admits that 18 months ago when setting up the organisation with his business partner Simon, he felt a combination of excitement but also apprehension.
“We started up this company, put the name above the door, and it was a case of thinking ‘right now we need to go and get some work’,” he reflected. “Fast-
forward to the present and we’ve needed to get more people in because we’ve got that much work on.
“We’ve been fortunate, but our success also proves that we are providing the skillset the industry is looking for, and now we’re established we’re delivering more than I ever thought we would, especially on the Glasgow Subway modernisation.
“It can be long hours, long days, weekends, night shifts, but it’s not every day you get to deliver a job of this stature that will impact so many people.”
As for the future there are no plans on slowing down, with Raymond and Simon setting out their ambition by joining a Railway Industry Association trade mission to Morocco.
“Our immediate priority is in ensuring we continue to do a great job on Glasgow Subway, beyond that the team has expressed an interest in working abroad,” said Raymond, adding that both he and Simon have worked all over the world.
“The fact the team are keen is a big incentive for us to go out and look for projects further afield, broadening our horizons in terms of geography.
“Our expertise can also go beyond the railway industry and we can potentially look at other revenue streams such as the renewables and the distribution power sectors.
“Having only been established 18 months we are adapting to the industry and have the expertise to look at other opportunities. It is important that we are ready to react, although as signal engineers at heart, we’re more than happy continuing to play our part in transforming the railways.”
For more details, email Raymond@ltdsignalling.com; Simon@ltdsignalling.com
Industry leaders, influencers, international guests and policy makers all gathered in London for the Railway Industry Association (RIA) Annual Conference 2025. Rail Director takes a look at some of the key speeches from this year’s event
RIA Annual Conference 2025: Resetting the Railways for Growth: Harnessing the Power of the Supply Sector
“T
he supply chain’s voice is needed now more than ever.”
That was the message from the Secretary of State for Transport to attendees at this year’s RIA Annual Conference 2025.
Kicking off the two-day event, Transport Secretary, the Rt Hon Heidi Alexander MP, added: “The most valuable part of this industry is its people. Those who step up when things go wrong, those who build the platforms and strengthen our bridges, those who push the boundaries of technology, and those who keep us moving safely come rain or shine.
“Let me say thank you, thank you for looking after this vital bit of infrastructure and thank you for looking after those of us who depend on it every day. Let me also recognise RIA, which for 150 years has relentlessly fought for a vibrant and world-class supply chain.”
The Transport Secretary was speaking on the day landmark legislation aiming to transform the UK’s
Rail in the UK is both crucial for the connectivity it brings UK passengers, freight and the economy, and the industrial benefits it secures the country
“It’s tempting to see this legislation as the magic solution to the industry’s ills, however in my view, this bill merely opens the door to reform and it’s then up to us, together, to shape the future railway that this country needs,” she said.
“This bill will enable us to set up GBR as soon as possible. That means simplifying the industry under clear, accountable leadership, ending the fragmentation and the carousel of blame, and running the railways in the interests of its customers and the company. For the supply chain, this should be nothing short of transformative.”
She added that a Rolling Stock and Infrastructure Strategy will be published next summer, the first time a deadline had been publicly confirmed.
Following her speech, the Shadow Transport Secretary emphasised how the railways can be the “key arteries” that power a strong economy,
railways was laid in Parliament, creating Great British Railways (GBR).
Images: RIA
but suggested the Government’s reform proposals will undermine passengers, taxpayers and freight users. The Rt Hon Richard Holden MP said that as opposition, the Conservatives would fight to put passengers at the heart of the railways and to drive growth.
He recognised the challenge of balancing the turbulent political cycle alongside the need to establish a long-term plan to provide stability for the sector. In the Q&A session, he acknowledged the importance of private investment in the network and noted consensus between the political parties on the need to bring track and train together.
The opening addresses kicked off two days of insightful keynote speeches, panels, interview sessions, spotlight exhibitor pitches and unique networking opportunities, with this year’s theme being ‘Resetting the Railways for Growth: Harnessing the Power of the Supply Sector’.
Marie Daly, Chief Operating Officer at Transport for Wales (TfW), looked at the evolution of TfW since its inception in 2016, including major milestones such as introducing pay-as-you-go ticketing for the first time outside London, the Core Valley Lines upgrade, and maintaining a customer-focused approach to travel. She spoke with excitement about the future, with TfW introducing a new operating model under the ‘T Network’, which will deliver on its mission of ‘one network, one timetable, one ticket, one team’, as well as working on ‘Network North Wales’.
“The road ahead won’t be easy with funding pressures, fundamentally challenging climate targets, changing travel patterns, rising expectations, but we’re ready,” she said.
“We’ve built a resilience into our organisation, we’ve got the skills, we’ve got the systems, the partnerships to adapt and respond and we’re not doing it alone. Collaboration is in our DNA and opportunities for the supply chain to be part of this journey are huge.”
Andy Mellors, Managing Director at Avanti West Coast, spoke with a similar confidence, buoyed by the progress the train operator has made in improving the passenger experience, giving examples such as reducing cancellations, introducing British Sign
Language screens in stations, and the creation of the Supersaver ticket.
“We’ve heard a lot today about rail reform and GBR, and for me the key isn’t ownership, it’s about structure,” he said.
“It’s about how we work together to deliver for our customers and as a sector, we must show that we can deliver safely, on time and on budget. I’m confident that through continued partnership, we can collectively realise our shared ambition for Britain’s railway.”
On the partnership approach, Andy reflected on a recent Avanti train derailment in Cumbria following a suspected landslip. Nobody suffered significant injuries and the West Coast Main Line was back open less than two days later.
“While we can’t always control the factors that impact our services, in times like this, I was very much reminded of how the railway acts as a family,” he said, expressing his appreciation and gratitude to colleagues, emergency services, Network Rail and other partners in supporting those affected.
“In the case of the derailment in Cumbria, we had excellent collaboration across track, train, external agencies and the supply chain to reopen the line only 37 hours after the incident.”
There’s a buzz around the room as Toufic Machnouk, Managing Director at GBRX, explained that solving complex problems is at the heart of GBRX’s goals, and that changing and reconfiguring variables is what innovation is about. He also delved into the work that the organisation has been doing to solve problems, such as a strategic innovation roadmap and AI Action Plan for Rail.
Andy Lord, Commissioner for Transport for London (TfL), brought the first day’s proceedings to a close, reflecting on the benefits of the organisation’s new funding settlement, and revealing that it is currently in the final stages of developing a five-year business plan that will provide certainty to the supply chain and allow TfL to enter into longer-term contracts.
Commenting on GBR, he said: “The whole premise of GBR is based on the TfL model. It is about bringing track and train together; we are the only fully integrated railway in England. There is one person
Panel Discussion and Q&A: The Future of Rail
Chair: Kelly Warburton, UK Senior Sales Director, Hitachi Rail
Rebecca Cunningham, Reform and Policy Lead, Network Rail
Gareth Evans, Head of Rail Technology, Network Rail
Mike Goggin, Managing Director, Transformation & Growth, Steer
Darren Fodey, Partner, Stephenson Harwood
During the discussion, Mike Goggin highlighted how rail can support connectivity and growth, and that in order to seize the huge opportunity available, prioritisation and creativity are needed. He also emphasised the need for the sector to make more consistent decisions.
Gareth Evans revealed how technology and innovation can encourage more people to use rail and stated that safety must continue to remain the priority as we continue to build a better railway.
Rebecca Cunningham discussed how the best value to passengers and taxpayers should drive GBR’s decisions, as well as the importance of transparency.
Darren Fodey talked about the role of the Office of Rail and Road (ORR) following rail reform and referenced RIA’s recent report on Station Investment Zones when highlighting the great potential of private investment.
Panellists closed the session by giving practical recommendations for the future of the railway, such as new ideas to support rail travel for young people and the Rail Technical Strategy.
Heidi Alexander MP
Toufic Machnouk, Managing Director at GBRX
Panel Discussion and Q&A: Nations and Regions
Chair: Marie Daly, Chief Operating Officer, Transport for Wales
Mark Ilderton, Service Delivery Director, ScotRail
Mal Drury-Rose, Director of Rail, Transport for West Midlands and Executive Director, West Midlands Rail Executive Panellists emphasised the importance of devolution, and how pushing for integration will be good for the railway, but that there is a need to focus on what customers want, both today and in the future.
Liz Baldwin highlighted the benefits that public ownership and integration can bring to the railway, including increased access, better communication and revenue savings.
Tricia Williams spoke about the challenges that Northern faces as an operator, with performance key to customer satisfaction, and the need to procure new rolling stock.
Mark Ilderton addressed the need and impact of innovation and new ideas to run services effectively. Mark also talked about the difficulties of procurement processes, especially for SMEs, and the value of involving smaller businesses to tackle future challenges.
Mal Drury-Rose highlighted the importance of local decision-making, saying that decisions around rail cannot be made in isolation and that the transport system needs to be integrated.
accountable for public transport in our capital and it is me.
“It’s worked really well, it also means we’re more agile to make decisions and we can look at the wider investment across the whole public transport network rather than looking in individual modes. GBR has to do exactly the same. Where it gets tricky is when you’ve got train operations that cut across geographic regions.
“We need to make sure that investment is right, response times are right when something does go wrong, and all of that should drive greater efficiency. The wider point around the customer – how do we deliver consistent customer benefits and proposition going forward particularly around ticketing, which needs simplifying hugely.”
Day two opened with a special live Green Signals podcast, in which renowned journalist and media commentator Nigel Harris and former chairman and chief executive of the Strategic Rail Authority and co-presenter Richard Bowker CBE discussed GBR and interviewed Huw Merriman, Chair of Liverpool Manchester Railway Partnership Board and former Rail & HS2 Minister. They speak in detail about the highs and lows of being Rail Minister, views on GBR and Northern Powerhouse Rail.
Last month, Huw was also appointed Chair of the High Speed Rail Group. Commenting on HS2, he said: “We need to talk up this project. It is going to be transformational, but the frustrating part is it is only going half the way it needs to go. I’d like to see the line go all of the way to Manchester.”
Next up, Steve White, Managing Director of South Eastern Railway, gave a presentation titled ‘Integrated Railways: The Future Powerhouses of Great British Railways’. He praised the progress made under the Labour Government: “Rail is increasingly seen as an enabler of economic growth, housing, decarbonisation and social mobility. This Government has made rail a priority, GBR is coming, and the agenda has been set for the next generation.”
He also shared the future ambitions of South Eastern Railway, including procurement for new ticket vending machines, re-signalling at Lewisham, and new trains.
“We want to buy a new fleet of trains and use that as the catalyst for transforming the railway,” he said, commenting on the latter. “We’re going to buy the right train for our railway, not the right train for the operator.
“Network Rail has been fully involved in the design and specification of this train. It will carry an onboard battery that will allow us to operate in the event of a trespasser, in the event of a failure of the third rail power supply, in the event of other technical problems we might see.
“We believe a new fleet of Metro trains will be transformational for our business in terms of accessibility, decarbonisation, capacity, and of course it will support the supply chain.”
He concluded his speech explaining how public ownership enables integration.
“Integrated railways are the future and if we balance them correctly, we will make them customercentric powerhouses of the new GBR,” he said. “But let’s not oversell and under-deliver.
“Integrated railways are not a panacea. If they were, there would not be signal failures on the Metropolitan Line today, and I speak as somebody who used to look after that line. But integrated railways do give us another gear to go further and faster in order to deliver a safer railway, a better railway, and a lower subsidy for the taxpayer.
“An integrated railway needs to work in a whole system with its supply chain to deliver success. I think integrated railways should be better customers for the supply chain. It will be our ambition to build a Great British Railways which is better for customers, better for colleagues, better for the taxpayer and also better for the supply chain. There’s hard yards ahead of us, but GBR is coming and 150 days in we are learning to dance and we’re enjoying the experience.”
The conversation then turns to freight. Tim Shoveller, Chief Executive Officer at the Freightliner Group, highlighted the importance of collaboration, outlining the advantages of rail freight and how the transition towards electric locomotives provides the opportunity to alleviate capacity on railway lines for additional passenger services.
He also said the Railways Bill provides a significant opportunity to reset and move forward, emphasising the importance of input from stakeholders.
“Getting from where we are today to where we want to be when GBR has established is going to be quite a journey,” he said. “I don’t underestimate the complexity of it, but the necessity to do it is without doubt.
“The opportunities that it gives are significant and if the industry can keep working together for the next two years to deliver these promises, then I think we will be able to deliver that for taxpayers, for customers, and for the employees of the railway.”
Before lunch on day two, Laura Shoaf CBE, Chair of Shadow Great British Railways, said that while the Railways Bill is an enabler to reform, there is plenty that needs to be done before GBR is established.
She emphasised the importance of maintaining a strong pipeline of work for employees and businesses, and that the supply chain will continue to play a critical role in delivering rail services for the future.
“Sometimes there’s a sense that Government officials and future organisations that will be GBR are the only ones responsible for and capable of solving the challenges we have as an industry and of course, that’s nonsense,” she said. “That is not now true, nor will it ever be true.
“I am asking you to challenge yourselves and the organisations you represent to help us figure out what is the art of the possible in advance of GBR, and to provide us with as much clarity as possible about what you need from Government and from GBR, both now and in the future.
“How far can we go now to deliver benefits before the structural reform that legislation will bring and what support do you need that can come only from Government?”
In the afternoon Shamit Gaiger OBE, Managing Director, West Coast Partnership Development, opened by stating “high speed services won’t just connect stations; it will connect opportunities”.
In her speech titled ‘The Corridor of Opportunity: Delivering for Customers and Driving Growth’,
Darren Caplan
Shamit talked about the importance of growth and keeping customers at the heart of decision-making processes.
“My ambition is to make rail the natural choice, not just better, but smarter, greener and built around people who use it,” she said.
“It’s about making rail the natural choice for more journeys. This is truly a once in a lifetime opportunity. It is not without its challenges but we really need to capitalise on the opportunities that are presented to us.”
John Larkinson, Chief Executive, Office of Rail and Road (ORR), was next up, delving into the role of the ORR under the Railways Bill and the oversight of GBR. He explained how it will have to change the way it operates, developing its capability to oversee the full range of GBR functions, as well as new processes like appeals. It will continue to focus on safety and performance through the multi-year period of transition.
This year’s event concluded with a Fireside Chat with Jeremy Westlake, Chief Executive at Network Rail, less than a month since he took on the role. He shared his vision for the organisation, praising the ongoing collaboration across the industry.
Additionally, Jeremy emphasised that Network Rail must be a good client, providing transparency, clarity and early visibility of plans to allow suppliers to plan and innovate.
He concluded with a message to attendees: “Anticipate for us, I think you can see the direction of travel with GBR, you can see where we are looking to partner differently, talk to us about what you can do for us, make it compelling, we will back you.
“The money is tight but let’s be honest, we’re spending more in rail than we have done in years if you take account of things like HS2 and East West
Rail. The enhancement pipeline may have dropped, there is a lot of money about, make your case, and we will happily invest.”
Darren Caplan, RIA Chief Executive, said: “Rail in the UK is both crucial for the connectivity it brings UK passengers, freight and the economy, and the industrial benefits it secures the country, such as the 640,000 jobs, £41 billion GVA, or the £14 billion in Treasury revenues.
“Now as we approach the end of 2025, the economy rightly remains the Government’s objective. It is also the right lens through which to view the railway. RIA will always be an advocate for the value that rail brings to the country, because this is what we invest in the railway for: it unlocks growth, housing and jobs.
“I would urge everyone in this room to make that positive case that the evidence shows rail growing and this it is a crucial industry for UK plc, as too often the negative comments about rail in public and political discourse go unchallenged and become the dominant yet undeserving narrative.”
On GBR, Darren described the legislation milestone as “the starting gun” for the detailed work to make sure it is established successfully.
“We ask the Government to be bold in making rail reform a genuine partnership – recognising that it can’t get every detail right by itself – and that we are here as supply chain partners to help make this a success.”
This year’s event’s Platinum Sponsor was the West Coast Partnership; Gold Sponsor Buckland Rail; Gold Dinner Sponsor CPC Project Services Limited; Silver Sponsors Kilborn Consulting and Phoenix Contact. The event was hosted by broadcaster Natasha Kaplinsky OBE.
The enhancement pipeline may have dropped, there is a lot of money about, make your case, and we will happily invest
Discussion on Rail in Ireland
Dr Sean Sweeney, Programme Director, MetroLink (Republic of Ireland)
John Glass, Director of Infrastructure and Projects, Translink (Northern Ireland)
Dr Sweeney stated that the Dublin MetroLink (an 18.8km project with 16 underground stations) will have a significant impact by alleviating capacity on existing public transport services and removing cars from the road. From his past experiences, he stated that as a client, they must do everything they can to help the contractors build.
John Glass talked about the success of Belfast Grand Central Station, where capacity doubled in a year. He highlighted the importance of establishing a three-year finance plan, which will provide confidence for private investors.
Following this, details of the Railway Industry Association’s All Island Rail Summit were announced. Taking place on 18 February, 2026, in Belfast it will provide an opportunity to further discuss the key issues and opportunities for rail. Email bob.docherty@riani.org.uk for more details.
Huw Merriman being interviewed by the Green Signals team at the RIA Annual Conference
Tim Shoveller Laura Shoaf CBE Shamit Gaiger OBE
John Larkinson Jeremy Westlake
Mike Brown CBE MVO, Chair of HS2 Ltd, was the evening keynote at this year’s Railway Industry Association (RIA) Annual Conference, where he refl ected on the project’s progress and outlined the steps being taken as part of its reset
M Mike Brown CBE: Getting HS2 back on track
ike Brown feels a great responsibility at HS2. Addressing attendees of the RIA Annual Conference Dinner, the project’s Chair admitted the last few decades haven’t been great for major infrastructure projects.
He referenced the Channel Tunnel, which was dubbed the UK’s biggest black hole; the West Coast Main Line upgrade, which went up six-fold from the original estimate, and the scope cut back; and the Elizabeth line, which cost more than a quarter of the original budget.
HS2 has been heading in a similar direction, with the project downsized and its Chief Executive Mark Wild currently leading a comprehensive reset of the programme after costs escalated.
“We’ve got an amazing settlement in the Spending Review, demonstrating the commitment to HS2 as a project going forward,” he said.
“But I am very mindful that our responsibility to taxpayers to spend every penny of that wisely is absolutely at the core of what we need to do going forward. I promise you we’re not going to let you down.
“We are in a bridge year from the problems we faced in the past moving to a more conventional project with proper project controls, proper financial controls, and proper oversight as to what we’re doing as we get this project back on the rails.”
The reset involves a plan that isn’t either too optimistic or pessimistic, looking at both the organisation and the commercial side of the project.
He said: “There’s no point in me standing here and saying I would value your trust and advocacy because frankly, you don’t owe me that. You owe me cynicism and you owe me criticism and you owe me lots of questions to say why is it going to be different this time.
“And I can’t promise miracles, but what I can promise you is that right from the boardroom down to the frontline people delivering on the ground every day, we are refocusing what we do on this project and I absolutely understand the imperative of getting this right and I will do everything to make it happen.”
Mike, who was appointed Chair in July, has worked in and around the transport industry for the past 35 years, including as Commissioner for Transport for London (TfL), Managing Director of London Underground and London Rail, and Chair of the Railway Safety and Standards Board. He was also the Managing Director of Heathrow Airport, and
I promise you we’re not going to let you down
more recently was the Non-Executive Chair of the Restoration and Renewal Delivery Authority for the Houses of Parliament.
Although light-hearted in his delivery, it is obviously a role that Mike takes very seriously, and he is conscious it is one with an enormous responsibility. On safety he reflected on a recent near miss.
“That could well have cost lives,” he said. “We initially stopped work at 19 sites so that we could do thorough checks and a thorough audit. Construction sadly remains one of the most dangerous jobs in Britain, the highest number of fatalities per year by sector.
“Our safety record in HS2 isn’t bad, but it’s about how you move away from that plateau level to start having the mindset of you can always still do better. 34,000 people are working on our sites every day and three every month go home less well than they were at the start of the month. Behind those statistics are real human beings.
“Projects are about ensuring those processes are properly in place, but our jobs are about people fundamentally, people and opportunities. The people who build and run our railways, the people who use our railways.”
Mike doesn’t shy away from the well-publicised issues facing HS2, but is also keen to highlight some success stories, such as the 2,000 apprentices and 5,000 people who previously would not have had jobs without the programme, and the fantastic engineering, highlighting the recent work on the Colne Valley Viaduct.
“The tunnelling between West London and Birmingham is now complete and we are about to start boring the tunnel from Old Oak Common to Euston, which further demonstrates the Government’s commitment,” he said.
“As Mark Wild recently said, if you want to understand HS2 in its proper context, the intent behind all new railway projects is about commerce, it’s about industry, it’s about connecting people, it’s about connecting communities, it’s about making the nation be joined up.”
The dinner was hosted by Stef Foster of Green Signals, and sponsored by CPC Project Services Limited.
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The Transpennine Route Upgrade (TRU) aims to bring passengers more frequent, faster, greener trains, running on a better, cleaner and more reliable railway. TRU Digital Project Director Jeremy Jackson discusses the signal engineering work taking place on TRU
Once-in-a-lifetime
Transpennine Route Upgrade
With more than 30 years’ experience of working in the rail industry
Jeremy Jackson, Transpennine Route Upgrade’s (TRU) Digital Project Director, takes a lot of pride in the schemes he’s been involved in over his railway career, especially the resignalling and remodelling work he has been part of across the North of England.
Two memories spring to Jeremy’s mind when he talks about delivering signalling projects. “I was on track, feeling particularly cold, working on a set of points in a fenced green zone as part of the Leeds Remodelling project, and my wife and one of the children went past me on a train and I could see them waving at me (or perhaps it was just everyone in orange that could have been me),” he reflected. “It made me realise the work I was doing was going to benefit the people I knew.
“The second memory was when my North West team were delivering Liverpool Lime Street Remodelling. The majority of the team were from the Liverpool area, and they were incredibly focused.
Having travelled between York, Leeds and Manchester for many years I know the impact this route has on people’s lives
Image: Transpennine Route Upgrade
TRU facts
25 per cent of the TRU route is now electrified.
TRU is a £10.7 billion railway upgrade programme.
Once complete, TRU aims to halve the time lost to delays.
There are currently 70 worksites across the 70-mile route.
TRU will deliver:
The full electrification of the line.
Double the amount of tracks in key locations, allowing fast trains to overtake stopping services.
Implement digital signalling to increase speed and capacity.
Improve all 23 stations on the route, supporting accessibility.
TRU has more than 5,000 staff, with 85 per cent coming from within 40 miles of the route – TRU will have created over 8000 jobs across the duration of the programme.
TRU is expanding freight provision, opening 15 extra freight paths and widening tunnels so shipping containers can travel between ports on the east and west coasts via rail, removing more than 1,000 lorries a day from the busy roads across the Pennines.
Signal engineering is fundamental to TRU in that it is changing the ability of the railway system as a whole to deliver improved performance and it facilitates the electrification of the route
They came to work totally energised because, in the same way I felt working in Leeds that Christmas, they were making a difference to people they knew who would directly benefit from their efforts.”
Fast-forwarding to the present, Jeremy feels TRU is giving him the same sense of excitement and achievement. “Having travelled between York, Leeds and Manchester for many years I know the impact this route has on people’s lives, whether it is going to the airport or commuting into Leeds. How it performs can make or spoil someone’s day,” he explained.
“The signal engineering part of the project is one part of a much bigger enterprise, but I still get a buzz out of being able to say that I’m playing a part in that.”
TRU is a transformative £10.7 billion railway programme that will better connect passengers between Manchester, Huddersfield, Leeds and York, transforming the main line into a high-performing, reliable railway, bringing more frequent, more reliable, faster, greener trains.
A vital part of TRU is the delivery of major signalling upgrades along the route, replacing the old interlocking systems with modern, computerbased interlockings provided by Siemens and located at York and Manchester Rail Operating Centres (ROCs).
This upgraded signalling system includes new lineside infrastructure such as signals, cabling, points, axle counters and equipment housings. The upgraded signalling system will not only improve performance but also enable the future route electrification as some of the legacy systems were not compatible with an overhead line electrified (OLE) railway.
“Signal engineering is fundamental to TRU in that it is changing the ability of the railway system as a whole to deliver improved performance and it facilitates the electrification of the route,” Jeremy explained.
“There’s ‘two flavours’ of signalling on TRU – the conventional system, which is being carried out
currently by the two Alliances (TRU West and TRU East) and TRU Central / W2BC over the next five to seven years, and then in the 2030s, the provision of a European Train Control System (ETCS) across the route.”
The design of the conventional signalling layout has been driven by a number of operational output requirements, such as more trains per hour and reduced journey times. ETCS can facilitate further performance improvements on TRU by removing the constraints of lineside signals by providing continuous, in-cab digital signalling where train drivers are given a safe speed and distance to travel based on how far ahead the next train is, as opposed to observing the aspect being indicated by a lineside signal.
“In 10 years, we will be taking the signals away and we’ll be left with an ETCS no signals railway which will further improve performance because we will have removed some of the assets that fail and cause delays,” Jeremy said.
“With no signals we can bring trains closer together, enabling further performance improvements across the route. Initially we’re going to be running the same timetable on the new assets, indeed during some periods amended timetables will be required to allow the work to be undertaken, but eventually new rolling stock will be delivered and it will operate across the new infrastructure to new enhanced timetables.”
What is of particular importance to Jeremy in his role as the TRU Digital Project Director is that the conventional signalling being provided now lays the foundations for the introduction of an ETCS signalling system later in TRU’s timeline. “Everything we do has got to be done as digitally ready as possible so when we get to the digital end state we are not surprised,” he said.
“We’ve tried to do this while maintaining the performance of the conventional assets we are commissioning now. For example, the interlockings the Alliances are providing are ready to interface
Image: Transpennine Route Upgrade
Image: Transpennine Route Upgrade
AI that understands engineering requirements
D e v e l o p e d f o r r e g u l a t e d i n d u s t r i e s .
T r a n s p a r e n t , a u d i t a b l e a n d b u i l t f o r a s s u r a n c e .
L e a r n m o r e a t i n f r a m a t i c . a i
I want to make sure everyone working on TRU Digital, past, present and future, is ready and able to carry on this fantastic project, and to feel proud to do so
to the new ETCS infrastructure and where feasible, we are trying to design the conventional infrastructure such that it will be easier to modify or remove when we move to ETCS.
“It should be noted that ETCS represents a transformational change to the way the UK rail industry operates, involving major business change. It’s not just new signalling technology, some consider the technology part the easy bit!
“It should also be remembered that less lineside infrastructure means fewer car/van journeys for maintenance and fault finding, so it contributes to delivering a greener railway across the North.”
ETCS is a relatively young technology in terms of its application in the UK, with Jeremy explaining how they are taking all the lessons available from the application of ETCS technology on the East Coast Digital Programme (ECDP), Thameslink and Cambrian before that.
He added: “Sometimes you have to reign in your ‘build fever’ and spend time getting the development stage absolutely nailed on and in such a state that we get the delivery phase as secure and efficient as possible. Some elements of ETCS application in the UK are still being developed.
“We are aiming to have one pathfinder project, ECDP, which will solve issues so they can be rolled out on the subsequent portfolio of ETCS projects across the UK – that’s the aim anyway.
“TRU is a very complex operating environment and this is exemplified by the need to integrate the ETCS lineside systems with up to 26 different train operators, each with their own onboard systems.”
TRU is a mammoth task, some would say once in a generation, but it is one which is already making a difference. One recent milestone was the completion of a 30-day closure of Huddersfield Station, which saw old platforms demolished, a new roof section provided and the installation of new bridges, track and signalling infrastructure.
Thinking as a rail system
The big change for Jeremy on this project compared
to anything else he’s worked on over the past 30 years is the fact the TRU follows an Enterprise business model which includes the train operators, the Network Rail Regions, the client (DfT) along with the projects themselves (TRU West and East Alliances and TRU Central / W2BC / Digital, which are not Alliances).
“Working in an Enterprise model has led to projects being challenged more and thinking more about the end user,” he said. “It takes you out of your comfort zone a bit by having to justify some of the things you’ve always done, but it has led to far richer and more diverse conversations and ultimately better projects.”
He added that the Enterprise model has forced a step change in the way people have to think, making it much more collaborative. “We need to do more of this, which is why I think Great British Railways (GBR) is the next natural step to what we’ve got here, with everyone pulling in the same direction and in it together,” he said.
“What we’ve evolved over the years on TRU is to try to get rid of a silo mentality with everyone in their own company comfort zones and to think as a joined-up railway system of systems, something I think GBR is going to develop further.
“The TRU model is the future and although there might be a way to go to change everyone’s behaviours, it is a way GBR will have to work if we are going to reduce the subsidies the industry receives and get to something the taxpayer can afford. We’ve got to work together to demonstrate that every pound is worthy of investment in the railway.”
From an ETCS perspective, Jeremy added: “We really need to have embedded this way of thinking, otherwise we’ll end up recycling through development over and over again.”
As for Jeremy’s future, he hopes to see out his career on TRU, although he thinks it is unlikely he will be working on the project up until its completion in the mid-2030s. “There’s a good possibility that the people who finish ETCS on TRU aren’t even here yet, they may be still in college or school,” he said.
“So, it is important to me to set up an organisation
with the correct behaviours and outlook. I want to make sure everyone working on TRU Digital, past, present and future, is ready and able to carry on this fantastic project, and to feel proud to do so.
“When I do leave TRU I want to hand over the baton to people who have positive collaborative behaviours, self-motivation and a determination to find solutions to really difficult and challenging problems – people who want to and know they can make a positive impact on people’s lives.”
Jeremy concluded: “I’ve loved being involved in signal engineering for 30-plus years. I’ve learned so much from so many really good people who have been so generous with their time.
“I have tried to do the same and take the time to help because I personally benefitted so much from the support of my colleagues and peers. We are all a product of the people we meet along our career and I’ve met some great people who have been a huge help to me and enabled me to achieve what I have in railway signalling – what that is I will leave others to determine.”
Key milestones to date
Electric train services now running between Manchester and Stalybridge, and York and Church Fenton.
New station built at Morley.
Introduction of a fully accessible platform 2 at Castleford station to support diverted services between York and Manchester.
£100 million upgrade of diversionary routes completed ahead of major works across the Transpennine Route, increasing railway resilience.
Upgrade of Hope Valley line complete, with a second platform built at Dore & Totley, as well as 1km of additional track at Bamford to reduce bottlenecks.
Image: Transpennine Route Upgrade
Robust protection for electrical networks and devices.
Helping to maintain service uptime across a variety of critical rail applications.
ABB’s Installation Products Division has a long legacy of providing quality products and innovative solutions. From safeguarding critical infrastructure on Earth to cable ties that help put machines in space, we continue to deliver solutions that provide a smarter, safer and more reliable flow of electricity from source to socket.
For the first time the rail freight industry has come together with a common goal to log comprehensive data in a central resource, delivering a new safety intelligence system to serve the rail industry into the future
Safe Insights – transforming rail freight safety through AI-powered data
The new system, Rail Safety and Standards Board’s (RSSB) Safe Insights, was launched in March to support development of valuable insights into existing and emerging safety risks across the entire rail industry.
It is an AI-powered safety reporting system that has been built, and is being developed, by RSSB in partnership with the Freight Safe Programme (FSP), passenger train operating companies and Network Rail.
This is the largest and most complex IT project undertaken by RSSB and has been almost a year in development, involving 80 experts from both RSSB and across the industry.
Safe Insights has replaced the Safety Management Intelligence System (SMIS) – an off the shelf model which had harnessed safety data analysis for the industry for 10 years. Building on that heritage, Safe Insights is an integrated system designed to elevate safety data management to new heights. It has been hailed as being a more user friendly, time efficient and
Using our platform, customers are now able to complete bespoke analysis, industry benchmarking, and create
visuals
unique to their organisation
technologically advanced new interface.
The decision to update the system was a direct response to user feedback and experience. Safe Insights has been developed to address longstanding challenges and better meet the evolving needs of the rail industry, allowing for greater responsiveness and tailored improvements. This will deliver a particular benefit to the freight sector as it allows for customised reporting that better reflects challenges, needs and priorities, and offers optimised reporting and analysis tools.
The value to all areas of the rail industry of a new AI-driven system has been described as immense. It can quickly and efficiently collect safety data from a large number of organisations, order it, analyse it, and make it easily accessible to customers.
Safe Insights also brings further advantages and strengths. For instance, there is also scope to develop a family of data-driven insights and tools for a range of areas in addition to safety such as health, wellbeing, and sustainability.
The platform is also an enabler to another exciting
project for the rail freight sector which will utilise data to develop a Freight Precursor Indicator Model (PIM), and is a priority project of the FSP. This Freight PIM, also built by RSSB, is derived from the success of a similar model that has been in use for some years to support the management of the railway infrastructure, and helps to drive proactive risk-based decision making for freight operations on the railway.
The Freight Safe Programme was launched in early 2024 and brings together key stakeholders to build on the strong safety performance of rail freight and to lead on priority safety projects so that the whole industry can access expertise to drive continual improvements in safety and risk management.
The programme’s objective for the Freight PIM is “that through a common strategy for sharing safety data and information, and that by use of a Precursor Indicator Model, there is insight into existing and emerging safety risks”.
The FSP is led by a steering group of senior and experienced professionals from across rail freight and is governed by the Growing Railfreight Executive Group (GREG). Funding comes partly from Network Rail’s Freight Safety Improvement Portfolio as well as from freight operating companies and other stakeholders.
Louise Ward is Group Director ESG and Projects at Freightliner Group, which has been instrumental in testing the new Safe Insights system on behalf of the rail industry. She also sits on the FSP Steering Group Board and part of her role there sees her as the programme sponsor for the Freight PIM.
She said: “Diligent and mature safety practices are underpinned by developing an understanding of incident precursors. Responsible organisations should be analysing the data to predict where there are risks of things going wrong and to put mechanisms in place to prevent them from happening.
“It is about, most importantly, pre-empting safety risks but also about preventing any event that may cause a loss or negative impact to the business.
“Collated data gives executives valuable insights, which allows them to focus their activity in order to protect their business against a loss event.”
Modern reporting capabilities within Safe Insights enable rapid, effective information dissemination. It can connect frontline experience with research, standards, and operational improvements, enabling the development of valuable new tools such as the Freight PIM.
Safe Insights is a comprehensive system that empowers members of the rail freight industry to accurately collect, store, and analyse crucial safety data. With AI assistance, data input is simplified, aiding accuracy and saving valuable time.
The system’s modern reporting capabilities facilitate quicker and more effective insights, connecting frontline experience with research, standards, operational improvements and exciting new tools such as the Freight PIM.
Joshua Fisher, Chief Digital Officer at RSSB, said: “The success of Safe Insights has been a great enabler for the Freight PIM.
“Good quality data can now be shared much faster. This has been achieved by using intelligent features that have accelerated the speed at which
data can be captured. Data that already exists in other member systems can now be automatically reused, avoiding double entry.
“Artificial intelligence prepopulates what we already know and provides support in the moment to improve accuracy and the completeness of records. These features and the solution’s thoughtful design could have only been achieved by collaborating with RSSB’s members.”
Joshua added: “By making it far easier to share data and by reducing friction, we’re broadening the data captured, which has unlocked new opportunities for insights and powerful tools such as the Freight PIM.
“At the end of the day, it’s all about getting to actionable insights. Using our platform, customers are now able to complete bespoke analysis, industry benchmarking, and create visuals unique to their organisation.”
When developing Safe Insights, the designers were acutely aware of commercial sensitivities. One of the features of the solution allows the user to benchmark themselves against industry peers without identification of the other users or commercially sensitive lines being crossed. This will unlock willingness to share the comprehensive data that will be critical for development of tools such as the Freight PIM.
Joshua said: “The Freight PIM began as an ambition – now it has become a material reality. This is down to collaboration and meaningful partnerships across the industry.
“Key to the continued success of the Freight PIM is the quality of data that is being put into it by organisations across the rail freight industry.
“We are constantly refining what we are doing. We’re innovating together, validating progress, and maintaining strong communication throughout. It is by listening to the needs and experiences of the industry that this tool will deliver valuable insights.”
Key features of Safe Insights
AI-enhanced input: Streamlines data collection, ensuring accuracy and consistency.
Analytics capabilities: Facilitates faster data sharing, understanding, and learning.
Integrated system: Allows for seamless data collection, storage, and analysis.
Expansion beyond safety: Sets the stage for integrating health, wellbeing, and sustainability data.
Safe Insights is part of a family of solutions aimed at expanding the benefits of actionable insights beyond safety, encompassing health, wellbeing, and sustainability. RSSB is committed to empowering the rail industry to learn, adapt, and continuously improve, keeping Britain moving with safer, smarter rail.
The FSP produced this video featuring Freightliner Group. It is demonstrated by Anthony Willett from Freightliner Group – watch here: https://vimeo.com/1053526637/7223bc8deb?ts= 0&share=copy
What is the Precursor Indicator Model?
The precursor indicator model is a tool that facilitates optimal management of a risk control strategy. By creating a data-led understanding of optimal operation, it enables proactive monitoring, so that action can be taken to investigate and correct deviations before any loss of control which could result in a safety incident. Outputs are presented at a national and regional level in the PIM dashboard so users can explore different aspects of train accident risk to support proactive safety decision-making.
Louise Ward
Joshua Fisher
Gary Rigler, Vice President (VP) of Passenger Transport at OneAdvanced, examines the silent threat of AI, the challenges and opportunities it presents and why information security must be a boardroom imperative
Sleepwalking into shadow AI
The rail industry, long reliant on manual processes and experiencebased decision making, is undergoing significant digital transformation.
This is largely down to the integration of AI. While AI can bring a raft of efficiencies to the industry, many workers are unknowingly using shadow AI tools –unaware of the potential data privacy and security risks this could present. Alongside the challenges and opportunities this offers, transport operators need smart systems with compliance and security still in mind.
The case for AI adoption by train operators is compelling. Research has shown that AI can improve punctuality, reduce delays, and enhance the overall passenger experience. From speaking with colleagues from across the sector we’ve seen that AI is successfully being used throughout the industry to reduce costs, improve efficiencies and support productivity. Typical uses of AI within the industry includes:
Predictive maintenance: AI can analyse data from sensors and maintenance records to predict when trains are likely to require maintenance, reducing downtime and improving overall reliability.
Timetable optimisation: AI can analyse passenger demand, traffic patterns, and other factors to optimise train timetables, reducing delays and improving the passenger experience.
Passenger flow analysis: AI can analyse data on passenger flow, helping train operators to better manage capacity and reduce congestion.
Analysis of absence pattern and driver fatigue identification: AI can analyse absence and work data to identify potential driver fatigue and reasons for increased sick days.
It is encouraging that organisations are embracing this technology to drive efficiencies, but are they implementing AI in a considered and planned way? Without fully understanding the AI landscape, businesses risk sleepwalking into the problem of shadow AI.
The perils of unapproved shadow AI So, what is shadow AI? In simple terms it is the unauthorised use of artificial intelligence tools within an organisation. It occurs when colleagues use free or with low subscription AI engines, like ChatGPT or Google Gemini, without the explicit approval, knowledge, or oversight of an IT department or
security teams. Even if it’s done with good intent, without understanding how your data is being handled, processed, used and where it is stored there could be wider implications for data privacy and your security policies.
This is why I strongly believe information security and the application of AI should be a board-level agenda item. When it goes wrong it can have huge ramifications for an organisation’s reputation. Examples of data that should not be shared on unauthorised AI tools include:
Internal financial data revealing profit/loss statements, budgets, or forecasts.
Customer or client data violating GDPR, or other privacy laws.
Legal contracts and agreements exposing strategies, NDAs, or supplier agreements.
Employee records and HR data breaching HR confidentiality and labour laws.
Strategic business plans leaking acquisition plans, investment strategies, or market expansions.
IT security and infrastructure details providing a blueprint for hackers to exploit vulnerabilities.
Image: iStock
Board meeting minutes and executive discussions leaking confidential decisions or sensitive leadership strategies.
Just as we wouldn’t share this information outside our own organisations without proper safeguards in place, why would we happily upload it to external third party AI agents without having our eyes open to the possible security implications?
A survey we commissioned as we launched our own AI product revealed a shocking 64 per cent of UK workers are using AI in their jobs without restriction. A quarter (26 per cent) of businesses have no way of tracking AI use in the workplace, putting their data security at risk. And 28 per cent of teams are using AI tools independently, without a cohesive, companywide plan of action. This is where the risks of shadow AI come into play.
Meanwhile, 85 per cent of workers are now logging into AI tools at work and more than a third (38 per cent) said their biggest worry is data security and privacy – showing that there is some awareness that these systems may be putting their data at risk.
How to stay safe
Don’t get me wrong, for future growth in the sector, it’s essential that operators embrace the potential offered by AI. As outlined, the opportunities for the efficiencies and insights it can deliver are huge. But information security and the strategic application of AI are two of the most significant topics facing any leadership team today. It’s crucial that businesses take a planned approach to its deployment and adoption.
So, to start the process we have five suggestions to help a business avoid the problems of shadow AI:
Establish a clear AI strategy and usage policy:
Develop a company-wide AI strategy and a separate AI usage policy. This provides guidelines for responsibly using artificial intelligence within the organisation and ensures that it is used in the right way for the right purposes, complementing your overall data protection and privacy policies.
Prioritise data quality, accessibility, and management: Recognise that AI systems are only as good as the data that goes into them. Significant effort should be made to ensure data is of good quality, accurate, consistent, and accessible, with proper permissions in place. Centralise all relevant business data from disparate sources into a regimented system.
Utilise secure and authorised AI platforms: Opt for AI solutions built with data privacy at their core, where data remains private, is not used to train models, and is processed entirely within secure, approved environments (eg, within the UK). This counters the risk of sensitive information being leaked through unauthorised public AI tools.
Invest in AI literacy and training for employees: Promote AI literacy among staff, emphasising that AI is a complementary tool to help with jobs, rather than a replacement. Train employees on how to
understand what AI can and cannot do, and how to effectively interact with it by providing context and specific questions. This also means making AI accessible for all through user-friendly interfaces and training materials. Being proactive with your teams on the use of AI can take a lot of the perceived fear-factor out of using this technology.
Start small and collaborate with data experts: It’s advisable to start small with AI adoption and then scale up. Collaborate closely with data experts within the organisation to ensure that any AI plans are thoroughly discussed, and that data is managed correctly from the outset. This approach helps bridge the gap in understanding how to interact with AI effectively. Don’t be afraid to reach out for support in helping to devise your AI strategy.
The journey ahead: AI’s role in a changing industry
UK train operators continue to face pressures from driver shortages and rising costs to nationalisation and increasing regulations. There is no doubt AI offers a path forward in terms of resilience, scalability, efficiencies and a competitive edge.
OneAdvanced’s data shows adoption is climbing. By helping train operators navigate this transformative phase with an integrated AI strategy alongside a clear governance framework, we can ensure operators avoid the pitfalls of shadow AI and are perfectly placed to embrace the opportunities offered by the new digital landscape. www.oneadvanced.com/ai hello@oneadvanced.com
I
strongly believe information security and
the application of AI should be a board level agenda item
About Gary Gary Rigler is a sector expert with more than 20 years of experience in driving digital transformation through SaaS solutions. His expertise lies in empowering passenger transport organisations to optimise their financial management and streamline spend. With a wealth of knowledge from years of working closely in the passenger transport sector, Gary has cemented his reputation as a trusted advisor. His industry knowledge enables him to provide tailored guidance, helping organisations navigate the complexities of digital transformation and achieve their goals.
Gary Rigler
Brian Young, National Account Manager at Totalkare, explains how the organisation is raising the standards of lifting jacks and rail inspection pits
Revolutionising the lifting market
he developments that we’ve got are going to revolutionise the lifting market.”
It’s a bold claim being made by Brian Young, National Account Manager at Totalkare, but one made full of confidence.
Alongside being the UK’s number one supplier of workshop equipment, supplying and maintaining vehicle lifts and brake testers, it also works with Italian manufacturer Emanuel supplying railway lifting jacks to rail depots and manufacturing plants.
It is the latter that Brian is particularly excited about. “The advantages of partnering with Emanuel is that we have that worldwide technology,” he said.
“A jack is a jack, but with the rail industry it is all about the accuracy and its evolution is all about the technology.”
Totalkare has built up a strong reputation for its backup services, with engineers strategically located around the UK. Brian teases that there are some exciting developments the company is working on.
“The more we develop technology to tell us what the problem is, the better for us to help the customer have it fixed first time,” he said. “The aspiration is being able to fix any issues before anyone is aware of a problem.”
Totalkare has strong foundations to build on having for several years provided the right technology to help rail depots optimise their maintenance schedules, and improve efficiency, productivity and vehicle availability.
Organisations big and small have been benefiting from state-of-the-art lifting equipment, with the organisation having installed multiple sets of lifting jacks in Hitachi Rail’s northeastern manufacturing facility – and more recently, in the Snowdon Mountain Railway’s workshop.
Its equipment makes it possible to lift either a single carriage or multiple train cars simultaneously, streamlining maintenance. The lifting jacks are capable of lifting between 5,500kg to 50,000kg,
while heights can be adjusted to suit the engineer, enabling them to work comfortably and safely beneath a train. Available in configuration of between four and 128 columns, the jacks can also be designed to a depot’s unique specifications.
Other equipment helps to streamline specific maintenance tasks, making them quicker, safer and more cost efficient. With a lifting capacity of between 6,000kg and 14,000kg, Totalkare’s bogie lifting platform runs on rails, allowing for the handling, removal, and assembly of bogies during train maintenance.
“When it comes to mechanical lifting apparatus there is no big secret as to how it works,” Brian added. “The area that is evolving is around the technology side of things and the lifting and safety features.
“Most applications are unique to that application so it is different heights, different variances. You couldn’t hire a set of lifting jacks in the rail industry because of the uniqueness of them.”
Brian has been Totalkare’s National Account Manager since 2007 and also covers parts of northern England. He first joined the company in 1998 as salesman for the North and, after a short stint working elsewhere, returned to Totalkare in 2007.
The company has grown considerably in that time, with the number of engineers expanding from eight to nearly 40.
“The biggest change, technology aside, is the fact it has gone into multiple set operations,” he said. “You’ll be lifting a whole train as opposed to one carriage. The technology of lifting 20 to 50 sets up together, and not moving out of sync is very intricate.
“The future looks very bright and I’m excited about what we are bringing and can bring to the industry. The rail side of the business is busy and in the future I can see us having a specialised area dedicated to the sector, with an increase in engineers and sales staff.”
https://totalkare.co.uk/
Neil Robertson, Chief Executive of NSAR (the National Skills Academy for Rail), offers an insight into some of the key services and projects that will ensure the rail industry has the skilled, capable, and future-ready workforce it needs to thrive
Training for the future
This year celebrates 200 years of the modern railway, a system that supports lives everywhere, every day.
Our industry-wide initiative Routes into Rail, a platform designed to connect people wishing to join rail directly with employers, has been celebrating with Railway 200 through a series of exciting campaigns and activities, including their travelling museum train.
A big supporter of this is Worldline, which we are working with closely to build a new Routes into Rail website that better addresses the needs of the industry and those looking to join it.
However, the rail industry is facing unprecedented change in the future, with the adoption of digital technologies, a retiring workforce and a disconnect
between Government and organisations just some of the challenges.
NSAR has been developing a wide range of solutions and services to meet these challenges and ensure our continued support for the industry as it seeks to tackle these. Through quality assurance, targeted talent pipelines, and strategic policy engagement, NSAR provides consistent, high-impact support across every part of the sector, laying the groundwork for safe, productive and innovative rail operations across the UK.
The NSAR Quality Assurance team works with the rail industry to make sure that a consistent and high standard of training and assessment for safetycritical railway skills is maintained across all approved providers, trainers and assessors.
The rail industry is facing unprecedented change in the future
NSAR CEO Neil Robertson takes part in a Porterbrook and NSAR Primary Engineer event, aimed at teaching young students about the rail industry. Image: Porterbrook
Rail training and assurance
The sole entity to evaluate provisions for Network Rail’s Rail Training and Assurance Scheme (RTAS), NSAR quality-assures over 80 training and assessment providers with more than 450 trainers and assessors in three areas: the application of rules and standards, training premises and quality improvement in the classroom.
For RTAS, NSAR provides a range of assurance and support services designed to uphold and enhance training quality across the rail sector. These include advisory visits for new RTAS applicants, practical training site approval visits, and both announced and unannounced assurance visits with classroom observations for ongoing and new trainers. NSAR also provides written and verbal communications and briefings to ensure providers remain informed and compliant with current standards.
In collaboration with Network Rail, NSAR acts as a key advisor to Technical Authorities and Network Rail Training on the development of new and updated competences, materials, and arrangements. The organisation also contributes to RTAS rules reviews, Sentinel system competence configuration, and project management for RSSB Rule Book training and assessment material updates.
Additionally, NSAR delivers bespoke assurance services for non-RTAS training and assessment delivery and manages project and quality assurance for electrification and signalling competence assessments.
Our skills and collective 70+ years’ experience in rail competence, training, assessment, and quality assurance enable us to support new clients in the development and implementation of quality assurance frameworks for training and assessment they would like to undertake.
Developing apprenticeships
NSAR proudly employs apprentices on behalf of rail employers across the UK, currently supporting 33 apprentices across three apprenticeship standards and 17 rail employers.
A major focus is the PlanBEE Rail sharedapprenticeship programme, delivered in partnership with Gateshead College, Network Rail’s Transpennine Route Upgrade team and a consortium of supply chain employers. Thirty apprentices are currently on this programme, rotating through four six-month placements with different employers to gain a broad range of on-site and project management experience.
We recently announced that NSAR, in collaboration with GBRX, is developing a shared Digital Apprenticeship Programme to help address the rail industry’s growing digital skills gap. By forming a consortium of committed employers, this initiative aims to create a collaborative approach to training the next generation of digital professionals within rail.
The apprentices, who will also be a part of GBRX’s data and artificial intelligence team, will have the opportunity to rotate and apply their skills around the participating organisations. After a twoweek induction, they will then take part in multiple placements over two years, training to become adept in project management.
The first pilot programmes are scheduled to launch in September 2026, marking an important step in strengthening the sector’s digital capability.
Improving quality
Alongside this, we will be launching a new Quality Improvement Framework in 2026, developed in
NSAR proudly employs apprentices on behalf of rail employers across the UK
consultation with RTAS training providers. This replaces traditional inspection-style assurance models with an approach centred on continuous improvement, open evaluation, and constructive feedback.
Acting as a ‘critical friend’, NSAR will support providers in reflecting on their practices and enhancing performance.
The framework is built around seven quality claims: leadership, internal quality assurance, delivery standards, assessment integrity, behaviour management, mentoring, and evaluation impact. This ensures that quality and improvement remain at the heart of training and assessment in the rail sector.
Working with Government and the wider industry
The NSAR Policy and Engagement function acts as an interlocutor between Government, policymakers, and the rail industry. We translate skills challenges into policy recommendations for decision makers and communicate the evolving policy environment back to the industry through advocacy, policy development, and outreach.
This work is increasingly vital as the rail workforce navigates significant changes. The most prominent change is the transition to Great British Railways (GBR) and the plethora of changes this brings. Alongside this, devolution across the UK is reshaping how and where decisions on rail and skills are made.
NSAR also undertakes thought leadership work to highlight and champion the rail workforce’s broader potential. We showcase the sector’s key role in addressing major national challenges, from driving productivity to tackling economic inactivity through quality, stable employment.
Every service NSAR delivers is shaped by the needs of the rail industry and our commitment to continuous improvement. As the sector evolves, we remain focused on supporting employers, providers, and partners to build a workforce ready for the future. To learn more about our work or how we can support your team or business, please get in touch.
NSAR’s apprenticeship programme, PlanBEE Rail, trains apprentices in PPE safety. Image: NSAR
Neil Robertson. Image: NSAR
A leading, independent provider of Train Driver Training and Assessment in the UK
Trusted, Qualified and Registered
ORR-Registered Train Driver Training and Assessment Centre (TDLCR Compliant)
OFQUAL-Approved to deliver End Point Assessments for Train Driver Level 3 Apprenticeships (ST0645)
Experienced team of qualified, licensed driver trainers and assessors from UK passenger and freight sectors
Web-based Learning Management System (LMS) to support distance learning
Train Driver Training and Assessment
Whether you need support to catch up and get ahead, or have an entirely new challenge to address, we can help. Our qualified trainers deliver training in general knowledge, rules, routes and rolling stock. We can deliver your materials or create new ones, and are available for both short and longterm contracts.
Flexible Training Solutions
Online Learning Management System for remote training and assessment
We can come to you, wherever suits you best
Pop-up training schools created wherever you need us
Access to track, stations, signalling and rolling stock for practical handling, PTS, emergency and evacuation training
Support your in-house programmes or work independently
Train Driver End Point Assessments
As an OFQUAL-approved End Point Assessment Organisation, we deliver specialist final assessments for Train Driver Level 3 apprentices. We offer more EPA appointments than any other rail EPAO, with flexible slots from 0700 to 1700, Monday to Saturday, every week. Our experienced assessors ensure fair, consistent, and compliant assessments.
Hire Train Driver Trainers and Assessors
We have one of the largest pools of qualified, experienced driver trainers and assessors available for full and part-time hire. They can help deliver your in-house programmes, train new drivers (including all elements of Part A and Part B), carry out cyclical training and assessments, and undertake apprentice end point assessments. Services We Offer
Why Choose The Rail Academy?
Our team are experienced in their roles, appropriately qualified in training and assessment, and have their competence tightly monitored and managed. CMS files are available for inspection by clients if required. We promise an outstanding service delivered by a team who are proud of what they do and focused on delivering exactly what you want.
Call or email us and let’s start a conversation about how we
Railway Mission has launched Paideia Coaching, its new professional training arm, developed in partnership with the Chartered Institution of Railway Operators
Rail industry leaders unite in Parliament to champion workforce resilience and wellbeing
Senior figures from across the UK rail industry gathered at the Houses of Parliament to celebrate the vital work of the Railway Mission and to mark the launch of an innovative new resilience training programme designed to strengthen the sector’s leadership and workforce wellbeing.
Hosted by Lilian Greenwood MP in the Terrace Pavilion, the event brought together executives and representatives from across passenger, freight, and infrastructure organisations to recognise the Railway Mission’s long-standing contribution to the industry’s people culture, supporting staff wellbeing, emotional resilience, and pastoral care.
“The railway is not just steel and stone, track and train,” said Liam Johnston, the Railway Mission’s Executive Director, as he opened the proceedings.
“The railway is the people, each and every person who ensures the industry operates safely. It is all of us, from front line staff to railway executives and those in Government, we are all the railway family.”
In her address, Lilian Greenwood MP said: “The Railway Mission plays a vital role in supporting our rail industry. Whether offering pastoral care after traumatic incidents or simply being a calm and nonjudgemental presence, its chaplains are a quiet but powerful force for good.” Among the guests were Rail Minister Lord Peter Hendy and Shadow Rail Minister Jerome Mayhew, with Lord Hendy commending the Mission’s enduring partnership with the industry and its focus on the human dimension of railway operations. The event was sponsored by Netcompany, an IT service provider supporting the railway sector in modernising legacy systems and building digital resilience, and supported by the Chartered Instiution of Railway Operators (CIRO), Rail Forum, Rail Freight Group, RIA, and RSSB, underlining the sector’s united approach to wellbeing, leadership development, and modern workforce strategy.
Richard Davies, UK Director at Netcompany, reflected on the shared priorities between rail and technology. He said: “It’s an honour to support the Railway Mission. The challenges of mental health and wellbeing are not unique to any one sector; they’re a universal leadership issue, and tackling them together is vital.”
Driving cultural change: The launch of Paideia coaching
A central feature of the evening was the launch of Paideia Coaching, the Railway Mission’s new
professional training arm, developed in partnership with CIRO.
Drawing from the Greek word Paideia, meaning lifelong education, the programme is designed to equip rail professionals with the mindset and tools to thrive under pressure, adapt to change, and lead with empathy. It provides structured, evidencebased resilience training that bridges leadership development with mental wellbeing.
During the event, Lord Hendy and Phil Sherratt, CEO of CIRO, presented the CIRO Certificate of Endorsement to Liam Johnston, formally recognising the programme’s quality and alignment with the industry’s professional standards.
Describing the course, Matthew Greenwood of Carlisle Support Services, who participated in a recent pilot with Northern, said: “It’s game-changing,
refreshing, thought-provoking, and exactly what’s needed to help leaders and teams build resilience in a challenging environment.”
Embedding resilience in rail leadership
Through Paideia Coaching and its partnerships with industry bodies, the Railway Mission aims to make pastoral care, mental health awareness, and resilience development integral components of rail’s organisational culture.
Liam concluded: “As the sector continues to adapt to change, innovation and public scrutiny, leaders across the industry are increasingly recognising that supporting people is not just a moral duty – it’s a strategic imperative for performance, safety, and long-term success.”
https://paideiacoaching.co.uk/
Philip Sherratt CEO of CIRO, Rail Minister Lord Peter Hendy and Liam Johnston Executive Director Railway Mission
Claire Keville, Business Manager for Railway Mission
Richard Davies of Netcompany speaking. Images: James Harding
Accelerate Your Safety Leadership
The OPC presents a cutting-edge workshop to help improve safety performance and leadership for senior managers and safety-critical employees.
Led by OPC psychologists with decades of safety-critical experience and Cath Brown, barrister (non-practising) from Skilful Conversation, this workshop has the potential to transform. 98% of previous delegates said it would help improve their safety leadership, and 84% said it could help enhance organisational safety.
Featuring a business-specific case study, realistic courtroom role play and insightful discussion, you will learn about safety leadership and its impact on safety culture.
The workshop is designed to:
View your operational safety through a legal lens Test, defend, and enhance your safety behaviours
Support you to drive significant safety improvements
What you’ll gain:
Insight into the reality of giving evidence in court or at an inquiry, courtroom procedures and legal accountability
The ability to evaluate safety practices from a legal perspective
Deeper understanding of your safety-critical responsibilities, leadership, and behaviours
As new entrants join the railway industry, and work-winning teams are increasingly competing for contracts, Fiona Broomfi eld, Member Relations Manager at the Railway Industry Association (RIA), discusses the benefi ts of its new on-site learning
On-site, on time, on track
In today’s competitive business environment and rapidly evolving rail industry, continuous learning and professional development are vital to maintaining a skilled, adaptable, and future-ready workforce.
While traditional training often requires employees to travel to a training provider’s facilities, many organisations now opt for on-site training delivered directly at their own premises.
Recognising this, RIA Training Services now offers flexible training solutions designed to meet members where they are. As well as courses being available at our London and Leeds offices, bespoke options are available on-site.
Fiona Broomfield, RIA Training Services Lead, said: “Having a training provider deliver programmes directly at your company’s premises provides multiple benefits for both employers and employees, ranging from cost savings and convenience to greater relevance and engagement, allowing teams to learn together in a familiar environment and immediately apply new knowledge to their day-to-day work.”
The benefits of on-site training
One of the most significant advantages is cost efficiency. Sending people to external venues often incurs additional expenses such as travel, accommodation, and meal allowances, particularly if training is located far away.
By contrast, when the trainer comes to your workplace, these costs are nominal. It also enables companies to train multiple employees at once for a single fixed fee, rather than paying individual registration costs per person. This makes on-site
training a highly economical option, especially for larger teams, or when upskilling new cohorts of recruits, and even entire departments.
Convenience and minimal disruption are also major benefits. When training takes place on company grounds, employees spend less time away from their daily responsibilities. They can attend training sessions without travel hassle, allowing them to focus on the learning content. Scheduling is also flexible as companies can arrange sessions at times that best suit their operational needs.
Another key advantage is that trainers can tailor on-site training to the company’s specific context. External training providers may offer ‘off the shelf’ courses designed to suit a broad audience, but when they deliver training in-house, they can adapt modules to reflect the organisation’s goals and challenges, making it directly relevant to participants. This increases engagement and helps employees immediately apply learnings to their own roles, leading to faster implementation of new skills and improved performance.
Team cohesion and collaboration
On-site training can also encourage team cohesion and collaboration. When colleagues learn together, they discuss ideas, share perspectives, and problem-solve collectively. This fosters stronger communication and unified understanding. Finally, investing in on-site learning demonstrates a clear commitment to staff development, which can boost motivation, job satisfaction, and retention. Employees feel valued when employers prioritise their growth.
Increasing engagement and competitive edge
Fiona said: “Since launching RIA Training Services earlier this year, we’ve received multiple requests from companies across the UK to bring our courses and trainers to them – for all the reasons above. Our on-site training allows them to train more people together, reducing per trainee costs and expenses.
“Our on-site Introduction to the UK Railway Industry and Supply Chain, and Work Winning in the UK Railway Industry courses each include our ‘off the shelf’ modules, with a flexible module that trainers can tailor to your company’s priorities.
“We hope that by making this widely available we can help companies invest in team training to engage their new starters with the industry and empower them with knowledge and resources to hit the ground running and their work-winning teams with new strategies and tactics to increase their competitive edge.”
Fiona added: “By bringing training on-site to the workplace, we can ensure that learning is cost efficient, convenient, and tailored to each company’s needs.”
To discuss bespoke on-site delivery with RIA Training Services, email fiona.broomfield@riagb.org.uk
Find out more about RIA’s scheduled training courses in London and Leeds at https://www.riagb.org.uk/Training
Get 15 per cent off training courses with code RAILDIRECTOR15
Rail staff who witness deaths or serious injuries or are involved in the emergency response can be affected by trauma.
Samaritans delivers a half-day Trauma Support Training Course to improve the support available. Rail Director speaks to Samantha Beynon who has attended the course, and trainer Chris Berriman
A platform of recognition for traumatic rail incidents and how they can affect people
Trauma affects people in different ways. Occasionally, rail staff involved in traumatic incidents, whether fatalities or accidents, feel guilty, as though they were responsible for the event or could have done more to prevent it.
Although these feelings are almost always misplaced, they can prolong the trauma if not managed effectively. They may also experience anger, flashbacks and post-traumatic stress.
In a bid to combat this, Samaritans delivers a fully funded, CPD accredited half-day Trauma Support Training course to staff in frontline roles, as well as managers, to improve support available to those working in high-risk roles. The course aims to
highlight the trauma that may be caused by incidents on the railway and techniques to assist recovery.
Among those to attend the course is Samantha Beynon, a System Data Analyst for Network Rail’s Wales and Borders team.
“It’s three hours of investing in yourselves and your colleagues,” she said. “While the goal is to prevent the loss of life through suicide, we must also look at what happens if it does happen and learn to recognise the different forms of trauma that your colleagues might be displaying after witnessing or being affected by a traumatic event, and how to support them. It has helped me feel prepared and ready to support.”
Samantha has been at Network Rail since February 2024 and helps to support a team of 1,300
Images: Network Rail, unless otherwise stated
infrastructure and maintenance colleagues. After seeing a post internally about the Samaritans’ Back on Track Trauma Support training, she decided to undertake it in order to better support her colleagues and the wider team.
“Everyone has unique experiences and unique responses, and we can often project our own thoughts onto the person we are communicating with,” she added. “A simple skill of practising asking clarifying questions can help you dig deeper into the person’s experience and understand what things really look like for them.”
The course has been tailored to the needs of those supporting staff following a traumatic incident. Train drivers, ASLEF, and driver managers have helped
This trauma support course is more than training; it’s a commitment to our railway family
to develop the course, which can be taken face-toface or online.
It is one of two Samaritans trauma courses –Back On Track (provided for all rail personnel), and Journey to Recovery (designed for drivers and driver managers).
“Both courses combine awareness-raising in which we discuss the potential physical and emotional responses a person may experience, provide a forum for attendees to share their own stories, the importance of listening and an opportunity to practice and demonstrate these skills,” explained Samaritans Trainer Chris Berriman.
“Attendees tell us their confidence levels in relation to their ability to help another colleague who may be going through a difficult time increase significantly after the course. One of the main messages is that a colleague doesn’t need to be a counsellor or a therapist to provide valuable support.
“Attendees also report a higher likelihood of obtaining support for themselves, should they experience some of the outcomes discussed.”
As well as being a Samaritans Trainer, Chris is also a Listening Volunteer with the charity. Prior to this, he worked as a trainer in the rail industry, delivering and commissioning training including Samaritans’ Trauma Support Training. He explained how well received the courses were and how much attendees
benefited from them: “I’m extremely proud to be involved. One humbling and rewarding element of leading the trauma courses is providing a safe forum for attendees to share their experiences and stories. These are both supporting others and being supported themselves through traumatic events.
“For attendees to hear first-hand from their peers is instructive and often very moving. The feedback shows a clear increase in delegates’ ability and willingness to offer emotional support to colleagues, and to obtain help for themselves if needed.
“The importance of listening runs through all Samaritans courses – even the best listener can improve. The skills practice provides a safe opportunity to have the kind of conversations attendees may not have too often.”
Samantha highlights why she thinks others should sign up to the course. “Invest your time now, so we’re ready when it matters most,” she said. “This trauma support course is more than training; it’s a commitment to our railway family. Whether you’re a train operator, freight operator, British Transport Police, or part of Network Rail, we stand together.
“You never know when a colleague might need your support, and having these trauma support skills in your toolkit could make all the difference.”
Email railcompanies@samaritans.org for more details.
Chris Berriman. Image: Samaritans
Samantha Beynon. Image: Samaritans
There is a new go-to venue in the North for railway suppliers looking for meeting rooms or event space. Read more about the RIA/RBD Leeds office space, which is already proving popular
RIA Leeds office: A new northern hub for the industry
The Spending Review 2025 has confirmed £15.6 billion for Transport for City Regions, with significant investment across the North of England between 2027/28 and 2031/32, including a further £240 million earmarked for improvements at Leeds station.
According to the Railway Industry Association’s (RIA) Oxford Economics report, the northern regions collectively support 47,400 rail-related jobs, accounting for 1.72 per cent of total regional employment. This underlines the vital role the rail sector plays in driving economic growth across the North and explains why it was important for RIA to expand its national presence with the opening of new offices in Leeds in September, marking an important step in supporting its members in this key growth area for the UK railway industry.
The office provides a central hub where RIA
members and commercial organisations from across the UK can meet, collaborate, and host a wide range of industry events, reflecting the association’s commitment to championing the railway sector at both national and regional levels.
A central and well-connected location
RIA recognises that members increasingly value accessibility, regional convenience and high-quality facilities close to where their teams and clients are based, and with excellent transport links and a reputation as one of the UK’s most vibrant business hubs, Leeds is a natural choice for organisations seeking professional event spaces outside London.
Like its London offices in the heart of Westminster, the Leeds office benefits from a central location close to Leeds railway station, offering convenient access for members and clients alike. The new office is located 2 Bond Court, 5th Floor, Leeds, LS1 2JZ.
Building on London standards
Having hosted more than 1,000 internal meetings and more than 500 for external clients and partners, the London office has set a high standard that the Leeds office aims to replicate. The meeting rooms have been designed with versatility in mind, featuring audio-visual technology, high-speed connectivity and layouts that can be configured for a wide range of formats.
Capacity ranges from individual hot-desking spaces and small meeting rooms to a boardroom set-up accommodating up to 28 people, a theatrestyle arrangement for 60, or an open reception layout for up to 80 guests.
Full catering is available, with an unlimited selection of teas and coffees, along with complimentary light snacks provided with every booking. Whether a session involves interactive workshops, formal presentations or hybrid meetings,
Pictures of the new RIA office in Leeds alongside its office in London (pictured bottom right)
the rooms can be tailored to suit each specific requirement.
Exclusive member benefits RIA members benefit from a 50 per cent discount when hiring meeting rooms in either London or Leeds. Additionally, the offices are always a hub of activity, with RIA and Rail Business Daily (RBD) colleagues on hand to offer advice or discuss how they can support members’ business needs.
Using RIA offices and booking meeting spaces
Members wishing to make use of the Leeds or London facilities can contact RIA directly to discuss availability, specific requirements, and any special arrangements they may need.
Rooms can be booked for individual meetings or regular sessions, depending on the purpose and frequency of use. If you wish to view the rooms in person, have any questions about the facilities, would like to make a booking, or simply want to find out more about the range of services and spaces available, please enquire at bookings@riagb.org.
uk or call 020 7201 0777. Staff are also available to advise on logistics, including access arrangements, local accommodation options and nearby transport connections.
The go-to venue for railway events
For railway suppliers based in the North looking
for a meeting room or event space, the RIA/ RBD Leeds office aims to be the go-to venue. Organisations including Government departments and RIA stakeholders are already making full use of the facility, valuing the team’s attentive support, the well-equipped meeting rooms, and the central location.
About RIA and RBD
RIA represents a wide range of organisations across the UK railway sector, and opening a new office in Leeds has marked an exciting new chapter for the association. This milestone reflects the growing landscape of devolved political decision-making and further rail devolution across the UK and builds on the establishment of RIA’s Nations & Regions (N&R) network five years ago.
The Leeds office also serves as the new home for RBD, a well-known media business and profileraising platform that RIA acquired in August 2023. RBD’s presence within the same building brings complementary expertise in communications, events and profile-raising activities, supporting RIA’s broader aim of connecting members with opportunities across the sector.
With its vibrant, professional environment and flexible meeting spaces, the Leeds office is ready to welcome members and partners alike, just as RIA’s London office does, and the team look forward to supporting your events, collaborations and industry initiatives across the UK.
RIA members benefit from a 50 per cent discount when hiring meeting rooms in either London or Leeds
The biggest timetable change on the East Coast Main Line (ECML) in more than a decade comes into operation in December. Network Rail’s Simon Leyshon and Chris Curtis and Warrick Dent from LNER outline the benefi ts and the industry’s operational readiness to deliver it
More trains, more seats and quicker journeys
Simon Leyshon
The rail industry is gearing up for the biggest timetable change on the ECML in more than a decade.
Launching on Sunday 14 December, the new timetable is the result of a lot of planning and several billions of pounds of investment in the line over the past 10 years, including the East Coast Upgrade. It will provide more trains, thousands of extra seats per day and quicker journeys.
“We’ve been working on the timetable since 2019 on the back of the original 2016 awards of access rights with £4 billion having been invested in both rolling stock and infrastructure, all with the aim of delivering better connections, faster journeys and extra capacity,” explained Simon Leyshon, Industry Programme Director, East Coast Route, at Network Rail.
“It has taken a lot of time and collective effort to get this to be the best it can be with the available infrastructure and the demands of the industry as well.”
The new timetable will include growing capacity with more than 60,000 extra seats across the route each week, and better connectivity, including faster services from London to Edinburgh (just over four hours) and London to Leeds (just over two hours).
Among the other benefits include:
Additional LNER services on Sundays between Bradford Forster Square and London King’s Cross.
Enabling services operated by Greater Anglia, Great Northern, Thameslink, and CrossCountry to call at the new Cambridge South station when it opens in early 2026.
A new hourly fast service with Northern between Leeds and Sheffield, and additional services between Middlesbrough and Newcastle via Hartlepool.
Increased TransPennine Express services between Newcastle and Edinburgh Waverley to eight trains per day in each direction Monday to Saturday and seven trains in each location on Sunday.
More frequent East Midlands Railway services between Nottingham and Lincoln, doubling from one train per hour to two trains per hour Monday to Saturday, providing more than 2,000 extra weekday seats and 2,500 extra Saturday seats.
The timetable change comes following investments over the last decade including major work at London King’s Cross station to remodel the tracks and reopen a disused railway tunnel; building a new turnback platform at Stevenage railway station; and the construction of a new tunnel under the railway in Werrington.
Simon added: “For a change of this scale we’ve got to make sure that it runs reliably and that we are ready as an industry, not only in having all the right resources in place, but also making sure that we can reliably day in day out deliver the timetable.
“We’ve also learned and consulted across the industry about what makes a good timetable introduction, and we’ve introduced a phased implementation of a small number of services to make it more manageable.”
Examples Simon gives are the phasing in of a small number of services from LNER, some CrossCountry services having been amended primarily as a result of the Transpennine Route Upgrade, and some services that were reduced during COVID also being reintroduced. For the first two weeks of the timetable, the new service between Sheffield and Leeds will operate on the busy weekends and then be fully introduced on 27 December.
Chris Curtis Warrick Dent
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“It is all about readiness with a focus on everybody being aware of the changes, and preparing for the requirements for what those changed timetables are from depots to stations, all the way through to our signalling centres and our maintenance teams,” Simon said.
“We’re all on track for what we need to have in place. We’re checking very thoroughly all the dependencies we have in terms of those locations where the trains will be stabled and we’re making sure that if there is any unforeseen disruption that we recover the timetable as quickly as possible.”
Striking a balance
Simon admits that they haven’t been able to satisfy everyone’s aspirations for this timetable and that there are sections of the ECML where they would struggle for additional capacity between 6am and 10pm.
It has taken a lot of time and collective effort to get this to be the best it can be with the available infrastructure and the demands of the industry as well
“That’s not to say it is closed to new services,” he added. “We will still consider access rights applications, but we have to acknowledge that the performance data we modelled suggests there is a limit on our ability to accommodate more services without it potentially coming to a further decrement of performance.”
There have been concerns that rail freight will be squeezed in around passenger services once the timetable is introduced, and Simon concedes they haven’t been able to satisfy the strategic demand requirements requested.
“What we’ve done is work very hard to provide sufficient capacity to meet the current demand and we’re working hard now on opportunities for us to propose other areas where we can look at enhancing the capacity,” he added.
“We started with the strategic freight demand requirement that we have built into the train service specification and that is what we’ve been able to deliver, maintaining a level of Q-paths (spare paths) within the timetable to allow flexibility for changes in demand.
“We have to strike a balance in this timetable between the needs of the realisation of this investment and balancing the demands of all users of the railway. We delayed the timetable from December 2024 to enable us to plan it more carefully as much as possible to include the freight companies’ paths for current demand.
“We’ve had to strike a balance with the capacity that is available and the demands that we have, and all operators have had to make concessions to what we’ve been able to include, including passenger services.”
It certainly hasn’t been an easy process, with Simon saying they had to go through “some pain” to get to a point where they had something compelling, and
Warrick Dent, Director of Safety and Operations at train operator LNER, highlighting the scrutiny the timetable has come under.
“The East Coast Main Line is quite unique in the UK in terms of the amount of different operators it has, the amount of interacts and the junction connections it has, two tracks, tracks coming and going from all different directions,” he said.
“I’d like to pay homage to the train planning teams who have spent an awful lot of time and effort in stitching this together because it has been a work of art, and a real science as well, to create this timetable.
“I don’t think there’s been a timetable that has had so much scrutiny, and so much development work, and one of the reasons we did defer it from last year is because there were still some unanswered questions.
“I’m confident we have identified and addressed a lot of the intrinsic problems that people encounter with timetable changes and so we do genuinely believe we’ve got a good, solid plan.”
Chris Curtis, Network Rail’s Director Industry Project Management Office, who worked on the timetable change, elaborated on the sheer scale of the operation of pulling together the timetable, especially taking into account the fact that nearly 400 miles of the line is used by local, regional, intercity and freight operators. The RailSys simulation tool was used, with the model expanded to cope with the questions that were being received.
The timetable has also been placed onto the signalling simulator, putting timetable planners with signallers.
“It’s the biggest performance simulation model we’ve ever done in the industry,” said Chris, who took an overview of the status and was tasked with giving the industry and funders indications about whether the timetable was ready or not.
“This one has been an enormous model both
in terms of the geographical scope, but also the inputs to it in terms of the number of trains in the model, the amount of infrastructure and so on. It has showed us areas where we thought we needed to do something with the timetable to make it work better.
“It also showed us where we needed to do something with how we deliver the timetable to actually work it on the day, and overall has demonstrated how, for the most part, it is a pretty good timetable.”
However, Chris says the modelling has shown a slight deterioration of performance under normal circumstances, but one he thinks most customers won’t notice.
“When the original agreement was made in 2016, the Office of Rail and Road (ORR) acknowledged a decrement of performance was likely as a result of the increase in the number of services,” he added.
“The challenge for us as an industry, and what we’re really working hard on, is to make sure that the decrement in performance is no worse than
I am confident the modelling has demonstrated that the timetable is going to work
we predicted and what the Secretary of State has accepted.
“As ever with modelling of that nature, there are so many different variables you can put in and you can only test what you’ve got. I am confident the modelling has demonstrated that the timetable is going to work.”
Understandably there is a nervousness by some ahead of the launch of the new timetable, especially in light of the May 2018 timetable crisis, which involved significant disruption and affected 46 per cent of train times, leading to widespread cancellations and delays. However, learnings and best practices have been adopted ahead of December 2025.
Warrick said: “Having lived through the pain of May 2018 on the East Coast Main Line, for me there was nothing wrong with the timetable, it was the level of readiness and preparation that wasn’t adequate to execute the timetable.
“What we are living with today is still that timetable and it works very well, and we’ve fine-tuned that as part of the December 2025 timetable changes
“The level of scrutiny, review and governance around this timetable is so intense that it is difficult to think any stone is going unturned. The challenge for us now is not necessarily just about readiness, but it is actually about successfully delivering that new step up in services day after day.”
In light of the problems in May 2018, the ORR conducted an inquiry to identify the root causes of the failure, which included inadequate governance and decision-making structures. It highlighted the need for reforms to ensure better management of future timetable changes and improve passenger
service reliability.
Chris said: “The decision about whether the timetable is going to work was taken quite a while ago, and then it turned to the ‘are we ready?’ bit, which is what we are doing now.
“A difference between this and 2018 is that in 2018 for Thameslink and Northern, we saw quite an increase in train service and some very different types of train service going around the network.
“What we’ve got here is not a very big change in the number of trains, by far the biggest number of trains increase is Northern with Leeds to Sheffield and other trains further around. LNER hasn’t got a whole new fleet coming in and all of their drivers are trained.
“I am as confident as I can be that it is going to be ok and from the discussions we continue to have, everybody is in a much better place than they were a year ago.”
It does feel like there’s a little more pressure on this timetable being a success. There is no denying the constraints on the ECML, and although there are studies under way that could identify how to release some of that capacity, ultimately for major changes, major investment will be needed in the long term.
“The important thing is to make this timetable a success so that it demonstrates to funders and stakeholders that investment in rail gets a return,” concluded Warrick.
“Once we’ve demonstrated that the investment returns money back into the system, it then gives us the licence to then go to the next level of investment, which is essential if we want to meet everyone’s aspirations on the ECML.”
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Avanti West Coast’s Anita Brown and Kathryn O’Brien discuss how the train operator is leading the industry by introducing a pioneering initiative to encourage new ways of thinking from its employees to deliver improvements
Ignite a Change
An internal drive harnessing a unique approach at Avanti West Coast is transforming how the train operator takes ideas from colleagues across the organisation to improve the business and the customer experience.
Transforming idea development
Ignite a Change – an initiative that provides colleagues with an innovative technology platform to submit suggestions – is already proving a huge success. The first campaign challenge organised by the train operator, which invited colleagues to share their thoughts on how to resolve customer problems, received 127 ideas and more than 700 interactions.
The platform is designed to be collaborative and transparent. It allows everyone across the organisation to submit, view, and engage with ideas.
“We’ve always engaged with colleagues, but we wanted a unique way to interact with our people, seeking their views because they often have the gems of solutions and it’s really important we provide a platform for them to get support for their ideas,” explained Kathryn O’Brien, Customer Experience Director.
Anita Brown, Head of Innovation said: “As a leader in innovation, the number one rule is don’t ask for ideas unless you can really listen, read them and do something about them. Otherwise, it leads to disengaged employees.
“Our people have amazing ideas as to how we can improve the way we deliver our service. Ignite a Change is about finding a way to help our colleagues make them happen.”
Pioneering approach
The initiative takes the traditional suggestion box to the next level, with Avanti teaming up with idea management software company Sideways 6, which specialises in AI-powered, idea management solutions that automate the process of capturing, reviewing and acting on employee ideas.
Part of the Interact Software family, Sideways 6 helps organisations engage with employee ideas directly within Microsoft Teams and other workplace tools. This approach by Avanti marks a first for the rail industry.
“The old school way would depend on a manager opening that ideas box and deciding whether to do something, having no clue of where the idea came from,” explained Anita.
“We knew we needed something that helps us to take that process of the ideas box up into 2025 using smart, simple technology.”
Kathryn added: “We went out to the market to see what was out there to help us interact with our colleagues in a very positive way and what we have is an end-to-end automated process that gives people a fantastic platform to get their ideas out there.”
The technology automates key stages of idea development – from acknowledgement to routing
and feedback to colleagues.
Avanti’s strapline for the initiative – ‘Shape, Share and Ignite Action’ – aims to highlight how it is supporting its employees with the change process.
The platform allows everyone to view proposed solutions and collaborate on them. Colleagues can get involved in the conversation, which helps to build out ideas. Connecting employees to each other’s suggestions is a unique approach to idea development.
Anita Brown
The fi ve winning ideas selected as part of the fi rst Ignite a Change challenge are:
Nip it in the bud by Zeb Nash (Team Leader at Stoke-on-Trent station) and Jordan Rooke (Continuous Improvement Manager), which is a way to say sorry and solve customer problems in the moment.
Improved Delay Repay advice by Fiona Main (Team Leader at Stafford station), that supports customers of other train operating companies to claim Delay Repay compensation.
FAQs and training for office staff to help frontline teams during disruption by Leo Morton (Senior Revenue Analyst).
Improved onboard announcements by Chris Pressage (Train Manager based out of Glasgow) to create a better experience for customers.
Streamlined process for onward transport for all customers during disruption by a Customer Service Assistant at Crewe station that enables station staff to order road transport for delayed passengers of other train operating companies to prevent further delays.
Platform for change
Working with Sideways 6, Avanti introduced a platform for its Ignite a Change initiative – where colleagues are invited to submit their suggestions focused on a specific business challenge – with the aim of delivering improvements.
Anita said: “It has been a brilliant opportunity to partner with Sideways 6, the idea management platform that powers Ignite a Change, to do something first of its kind across the industry.”
“It is bringing more people into problem solving and providing the foundations for them to be part of the solution.”
Every idea is listened to and acknowledged. Colleagues get regular automated updates on how their idea is progressing as it is reviewed by subject matter experts close to the business challenge. This is powered by Sideways 6’s automation, ensuring every colleague receives updates at each stage of the review process. The initiative got under way with a challenge centred on customer insight, looking at how the operator solves problems for customers. It specifically focused on first-time fixes.
“When you’re standing with a customer, what would you need at that moment to make it better?” Anita explained.
A total of 127 ideas were put forward – five were picked as ‘winners’ to be developed, four as runners up, and 10 identified as quick wins, which can be adopted immediately.
“Some of the ideas are simple but can be so impactful,” said Anita. “One suggestion was around saying sorry instantly and being able to give something in the moment that solves the problem, such as a cup of coffee.
“Colleagues want to feel empowered to solve a problem there and then and that is something we’re going to look at, not just at Avanti West Coast but also working with other train operators.
“A colleague based at a station suggested streamlining the taxi processes particularly when trains are cancelled because of disruption. It can take time, so it is about developing better decision making to help customers on their onward journeys.”
“There have been some lovely ideas, ones that are simple and achievable,” commented Anita. Kathryn added: “It is very powerful to be able to understand how it feels for our customers and also our colleagues so this is a real win-win, enabling colleagues to do their job better and ultimately delivering a better experience for our customers. It is a real game changer.”
Utilising AI and Software as a Service (Saas)
The technology is software as a service (SaaS) – a cloud-based service delivery model that allows users to access the software on the web or via an app using an internet connection. Sideways 6 integrates with Microsoft Teams and intranet platforms that colleagues use every day, which was important as it simplifies the process by using an existing tool. An Ignite a Change lightbulb icon sits on the main Teams page, so it is always visible.
With most of the train operator’s 3,500 employees in frontline roles based onboard or at stations, it was important the platform could be accessed on
mobile devices too.
“We have created a platform that is simple and easy for people to get involved with and where they can suggest their ideas very quickly,” said Anita.
“Sideways 6 supported us in setting up QR code access for non-desk colleagues that links directly to a specific challenge, asking them a few questions about their idea, which takes 30 seconds to complete,” explained Anita. This allows colleagues to share their thoughts whenever an idea springs to mind.
Sideways 6’s AI groups similar ideas and suggests related topics – helping colleagues collaborate and refine their submissions.
Home of collaboration
The platform enables company-wide collaboration, with colleagues able to view, comment and engage with ideas. Over 20 per cent of employees have engaged with suggestions since the platform first launched.
“There has been an overwhelming response with 700 views to the site and 127 ideas, which is really powerful,” Kathryn added.
“As an organisation we have invested time and energy into bringing it to life, people have been excited about it and their ideas are helping to improve the experience of customers.”
Alongside the ‘all company challenge’ there are also smaller challenges focused on a team’s area of expertise, such as improving the operator’s response to disruption.
“We’ve run a further five challenges among individual teams,” Anita added. “We want this to grow organically, so if you’re working in a certain department, you can use this technology to help develop ideas and solutions.
“The goal is to run the company-wide challenge three or four times a year with us now planning the next one, which will focus on environment and sustainability.”
Trailblazers
The owners of each of the five ideas selected for development were presented with an award last month and are now supporting with the delivery.
“The winners are part of the solution in seeing their ideas through to delivery,” Anita said. “They all get a chance to fully scope it out, create it and see it brought to life.
“We have runners up, who we are working with to make their ideas happen. Each of them is being linked to a lead from around the business that is aligned to each of the solutions, just like with the winners,” explained Anita. Avanti is keen to share the concept across rail and would love to see it unite the industry – providing greater collaboration and a consistent experience.
“This initiative harnesses the ideas of our colleagues,” said Anita. “I guarantee you that a train dispatcher at one station will be experiencing the same issues to one at another station so solutions could be far reaching and their impact huge.
“Can you imagine how powerful the industry would be and the great ideas we’d receive if everyone got behind it?” added Kathryn. “An easy and engaging way of capturing ideas has got to be the future.”
Fiona Main being recognised for her winning idea by Anita Brown
Kathryn O’Brien
For over 50 years, Jones Nuttall Ltd, based in Warrington, Cheshire, has been at the forefront of precision engineering, specialising in rail overhaul, refurbishment, CNC machining, and fabrication. Our extensive experience and customer-focused approach have allowed us to forge long-standing partnerships with some of the UK’s largest rail operators, including Metrolink, part of the iconic yellow Bee Network.
As the Bee Network continues to grow, Metrolink has ambitious plans to expand its tram network over the next 10 years, providing even more seamless connectivity across Greater Manchester. Jones Nuttall is proud to play a pivotal role in this expansion, contributing our engineering expertise to ensure the reliability and safety of the system as it evolves.
Our partnership with Metrolink is built on trust, reliability, and innovation. By supplying precision-engineered rail components, we play a crucial role in maintaining and upgrading their tram network. One of the standout projects has been the refurbishment and moderniation of Metrolink’s electro-magnetic track brake systems—essential emergency braking systems that provide additional stopping power in critical situations. These systems are vital for the safe and efficient operation of trams, activating during emergencies to deliver fast, reliable braking independent of the vehicle’s primary brake system. Our engineering expertise allows us to breathe new life into aging parts, offering cost-effective solutions to replace discontinued components without compromising performance, ensuring these systems remain reliable and effective for years to come.
At Jones Nuttall, we maintain full control over production through our comprehensive in-house machining capabilities. Whether it’s producing aluminum rubbing plates or other critical components on our CNC milling machines, we ensure every part meets the highest precision and quality standards demanded by the rail industry.
Beyond component manufacturing, we specialise in refurbishment and modifications. Our work on electro-magnetic track brake systems is a prime example of how we help our clients maintain safety and operational efficiency. By refurbishing these emergency braking systems, we ensure trams are equipped to handle critical braking situations, significantly enhancing both safety and reliabilitity while minimising downtime and operational costs. As a company, we are dedicated to advancing the rail industry by investing in the latest technology, skilled engineering talent, and innovative processes. This commitment enables us to meet the evolving needs of the sector, delivering high-quality solutions on time and within budget.
With Metrolink’s future expansion plans on the horizon, Jones Nuttall is excited to continue our partnership, providing the precision engineering expertise necessary to support the modernization and growth of the Bee Network. Our focus on precision engineering, innovation, and customer satisfaction makes us the ideal partner for rail operators seeking to enhance performance, safety, and longevity in their fleets.
Referbished Electromagnetic Track Brake
Rail industry leaders visit Doncaster Racecourse for a day of focused sessions and key speakers from both within and outside of rail
Rail Forum Annual Conference: Unleashing UK rail excellence, together
The Transport Secretary has said the Government is laying the building blocks of real change, but has been clear that without the private sector and its expertise and innovation, the plans won’t make it out of Whitehall.
“We need you, we will continue to consult with you, and ultimately you will shape the future of a better railway, a railway that delivers not just improved journeys, but higher living standards and new jobs,” Heidi Alexander said.
Speaking via a video message to attendees at the Rail Forum Annual Conference, she added: “Things will get simpler, easier and more joined up, things like procurement which we’re modernising to ensure we better maximise social value.
“Our 10-year infrastructure strategy also sets out a clear pipeline which the industry has long called for. By introducing the Railways Bill in this first Parliamentary session we will end the blame
game, we’ll end the fragmentation with new clear accountabilities and leadership, a railway that is finally working together as one, for passengers.”
This year’s event, held at Doncaster Racecourse, focused on the topic ‘Unleashing UK rail excellence, together’, something emphasised by a message from the Rail Minister Lord Hendy, who highlights the once-in-a-generation opportunity of Great British Railways to transform the railway while building an environment for businesses to invest, grow and thrive.
“More than £10 billion is being invested into rail enhancements over the next four years,” he explained. “We need to make it easy for the supply chain to seize these opportunities by creating a simpler, more flexible procurement system, and we’re supporting businesses of all sizes to compete for and win public contracts as well as promoting innovation in every stage of the process.”
Lord Hendy added: “The future of our railway
depends on a thriving, competitive supply chain and I hope we can continue to work together to unlock its full potential.”
Laura Shoaf CBE, Chair of Shadow Great British Railways (GBR), emphasises the importance of visibility and claims that when GBR exists more than half of the spend on rail will go to the supply chain.
“There is a massive opportunity for the supply chain but things have to be simpler,” she said. “It needs to be easier to do business with GBR when it exists than it is today in the fragmented way that we operate and I think that is the commitment we need to make to the supply chain.
“We need to know what we can do to make it better and I would implore you not to wait until GBR exists as a body to start to make those changes. There is very little that we need to wait for the legislation for when we think about all of the things we can do to make things better.”
This year’s event brought together senior leaders,
policy makers, academics, and experts from both within and beyond the rail sector. From modernising passenger services and making the economic case for infrastructure investment, to driving innovation and learning from global industries, the sessions aimed to challenge, inspire and connect attendees.
Claire Mann, Transport for London’s Chief Operating Officer, reflected on leadership, collaboration and the role of transport in connecting communities; Paul Corcoran, showcased the Rail Supply Group’s Innovation Charter reinforcing the power of collaboration and knowledge sharing; and Rob Whyte, the Manging Director of Alstom UK and Ireland, shared lessons on innovation, transformation, and learning from the past to shape the future.
“Let’s work together to create a railway that delivers growth, decarbonisation skills, innovation and exports, while also reducing the public subsidy. When we look back let’s do so with pride, pride that
The future of our railway depends on a thriving, competitive supply chain and I hope we can continue to work together to unlock its full potential
Rob Whyte
we seized the moment, influenced the outcome and built a railway that truly works for every corner of Britain,” said Rob.
One thing that was apparent throughout the day was a sense of optimism and agreement in the important role rail has to play long into the future.
James Richardson, Managing Director of the £11.5 billion Transpennine Route Upgrade (TRU), explained how the project is transforming rail journeys across the North and how it will unlock economic growth. Five thousand people are currently working on the upgrade, which includes the laying of 110 miles of new track, and 23 stations being built or renewed.
“TRU isn’t just transforming the rail network across the North of England, it is bringing economic growth to the entire region, it is building skills that are absolutely vital for the future of investment and it is giving us a glimpse of what GB rail can be,” he said.
Richard Allan, Manging Director of Chiltern
Railways, talked about the train operator’s 2030 vision and emphasised the importance of a laser focus on the customer experience, while Professor Denise Bower OBE, Group External Engagement Director at Mott MacDonald, emphasises the value of rail, not just in terms of infrastructure, but its impact on people, places and progress.
“If we’re going to make the case for rail and make it stick we need to be consistent, we need to speak with clarity, confidence and conviction,” said Professor Bower. “Yes we should acknowledge the challenges, but we have to also speak about the possibilities.
“Rail has got the potential to lead by example and to show how infrastructure can be planned, funded and delivered in a way that genuinely transforms communities. That is the story we need to tell.”
The event also highlights this year’s ERCI European Railway Clusters Initiative ASBL Innovation Award finalists, with spotlight features from Composite Braiding, Plastecowood, LB Foster, Ampetronic,
Laura Shoaf CBE being interviewed by Harry Burr
Sir Andrew Haines
This year’s theme Unleashing UK rail excellence, together, set the stage for a day of forward-thinking discussions, cross-sector collaboration and fresh perspectives on the role of rail in driving growth and innovation across the UK
Positive Traction, Rolling Stock Technology powered by ExcelWraps, and SPL Powerlines UK&I.
Meanwhile Toufic Machnouk, Managing Director of GBRX, gave a keynote on the importance of innovation and integration across the system, while simultaneously solving a Rubik’s cube. He says true innovation means real change, not random ideas or quick wins, and how GBRX is looking to tackle barriers like fragmentation, procurement, and safety validation to scale innovation.
The event concluded with Anit Chandarana, Group Director, System Operator at Network Rail, speaking about the importance of system thinking and cross-industry coordination; and Sir Andrew Haines, the former Chief Executive Officer at Network Rail closed the conference with an inspiring keynote reflecting on leadership, purpose, and the collective ambition driving UK rail forward.
“I believe as one of GBR’s most ardent supporters it will depend on all of us being prepared to raise our game, GBR is necessary but it is not sufficient,” he said. “If we choose to wait for GBR to fix our problems we will be disappointed and we will have missed the opportunity on the journey as well.
“When I started this role the timetable crisis that had just triggered the Williams’ Review made the case of reform for us and I believe I leave now seven
years on, on the cusp of that real change. I fought for it because I’ve seen what we together are capable of doing, but I’ve also seen the extent to which we all act within a system.”
Elaine Clark OBE, Chief Executive Officer, whose spotlight on social value highlights Ethstat Ethical CIC, Rebuilding Futures Alliance and Learn Live UK, concluded: “On behalf of the Rail Forum team thanks to everyone who played their part in making the Annual Conference such a success.
“This year’s theme Unleashing UK rail excellence, together, set the stage for a day of forward-thinking discussions, cross-sector collaboration and fresh perspectives on the role of rail in driving growth and innovation across the UK.
“Throughout the day there was a very strong line-up of keynote speakers and high-profile panellists, which helped us explore how rail can maximise its contribution to the economy, to communities, and to the wider transport ecosystem.”
Alongside the conference sessions, an Expo showcased innovation and provided a hub for networking throughout the day, and a drinks reception rounded off the conference.
Rail Forum praised everyone involved in the event, including sponsors Mitie, OneAdvanced, Fishbone Solutions, Infotec and Business Doncaster.
Elaine Clark OBE
Helen Simpson
In his latest quarterly column, Railway Chaplain Mike Roberts explores how change is a tool enabling us to open a better future, but that same key can also unlock a chaotic world
Looking at the cost of change
Some television shows should never be freshened up. For me, the prime example of this was A Question of Sport.
I just about remember the David Coleman days with Bill Beaumont, Emlyn Hughes (and Princess Anne if you’re old enough to recall that) and Ian Botham. I definitely remember Phil Tufnell, Matt Dawson and Sue Barker, and I’m trying hard not to remember the most recent remake.
Back in the day I remember watching the Picture Board, Home or Away, What Happened Next and the Mystery Guest. But almost all of that was got rid
of in the name of innovation and staying relevant. Change and innovation is a necessity within rail but we must recognise several things about change. Change and innovation can be exhausting; change and innovation can become a distraction to the real issues and change and innovation can be collaborative or competitive.
On my bingo card of things that I hear every week, one of the best bets is each week someone will say, “it’s not the same as it used to be”, and they are absolutely right.
We have seen huge change: we have a safer railway with a record to rival anywhere in the world.
We have a more diverse railway with some employers seeing record levels of engagement and employment among women and in historically underrepresented demographics, such as minority ethnic groups, those with neurodiverse diagnosis and the LGBTQ+ community.
We have seen things get better, but we have seen things get worse. We should not read into either of these a challenge to maintain a status quo, or a mandate to change things willy-nilly without working out why we are changing things. Badly managed change can set back the progress of any organisation. Badly managed change can reduce productivity
Change decisions are often ripples in ponds that were not calm. Change can be a spark in a gas-filled room or a straw that breaks a camel’s back
because it doesn’t take people on the change journey with us. It’s why, for depots and stations, local trade union representatives and local managers are so key. Change is most effective when it flows out of relationship, and those changes are rooted in a shared understanding of what is aspired to, possible, hoped for and acceptable to all.
At 7.30pm each Monday to Thursday, my wife and I disagree. She wants to watch EastEnders, whereas I have enough drama on the railway so would prefer something a little less depressing. Each night we have different ideal outcomes and there is no suitable compromise. There is no positive of her watching half of EastEnders, or just watching the pictures with no sound. She can’t watch it on Monday and Tuesday and then not Wednesday and Thursday, so every night we fail to agree.
The outcome is that I go and potter for the half-hour she watches it on TV and then if there’s something I’d like to watch later I generally get first dibs (unless it’s cricket). Change is not about everyone getting everything they want. It’s not even about everyone agreeing that you get everything you want. Change is about working out how the next step, whether or not is desirable, is made in a way that people can commit to that journey together.
Change, whether cultural or business or individual, is made up of elements of innovators and pioneers, early adopters, laggards and the resistors (the wellknown change management curve) but how that change curve occurs can help shape it to each help or hinder change.
Change can be exhausting. I have a friend I work with who now has her fourth line manager in 13 months. None have left, but teams and responsibilities have been moved and priorities changed again and again. Before we make these kind of changes which impact on the health and wellbeing of our people, let’s ask what we are doing it for.
Sometimes we need to recognise that constant
reordering can be the source of our fatigue as we ask what are our priorities this month, what are my targets this quarter or what is the business’ big focus this period?
Change makes us weary. It can feel like rowing a boat. Sometimes with the tide and sometimes against it, but if you don’t agree first with those who you are rowing with on where you’re trying to go, then you might as well not get in the boat. (If word count permitted I’d tell you the story of the time I thought I was going to Malta on holiday but only at the airport discovered it was Madeira.)
This is especially relevant for those who can be insecure about a change, those anxious about change (like people with certain neurodiverse conditions) or even those of certain personality types. Consultation (or let’s be honest, meaningful conversation) is a tool for everyone implementing changes, rather than those just imposing change irrespective of what others say. Nuance in relationship is about us all learning how to be participants above dictators.
Change can also be a distraction from deeper rooted issues. Changing a logo will not cover up a toxic workplace. Changing a wellbeing provider will not solve relationship breakdowns in the office.
We live and work on a railway that has been reforming ever since it was created. In 2025 it’s 200 years since the birth of the modern passenger railway, I wouldn’t be surprised if 2026 was the 200th anniversary of the first reorganisation. But how do we make sure we’re making the right changes, and not for change’s sake? What is the outcome we want, not just what change will we look to make?
My aunt went to the church I grew up in all of her life. She was a stalwart and had been there longer than most of the people and almost all of the furniture, and she had her own chair. Everyone knew where she’d sit and I don’t remember her sitting anywhere else. Then one week I arrived at church and the front of the church was at the side and the chairs
were in a big semicircle. There was horror and shock. Change had been inflicted without a discussion. It lasted about three weeks and I don’t think my aunt ever trusted the minister of the church entirely again. It was a superficial change, it wasn’t managed well, and it created more negative progress than positive. Not only was change not consulted, but no one knew what it aimed to achieve. No one was excited by it and some were deeply irritated. Just as it was potentially change for change’s sake, it was distracting church from what it was actually about and it rapidly became a source of conflict. Every complaint kept coming back to the chairs, even if it was totally unrelated. Less people in church on a Sunday – blame the chairs; the kettle has broken –blame the chairs…
Change decisions are often ripples in ponds that were not calm. Change can be a spark in a gasfilled room or a straw that breaks a camel’s back. Change can have both the potential to heal and potential to divide. Change needs to be managed as a process and not just an event. Even if certain changes are implemented on a day or at a set time, the change journey starts earlier and finishes later. It can be something we do together or something we use to strike a victory over others, it can be healthy or destructive. It is an inevitable part of the journey of life.
As we are on the cusp of (another) iteration of the greatest railway change in a generation, will we as those shaping that change commit to making it as healthy as possible and not using change processes to bully, exclude or manipulate? Change is a tool to enable us to open a future better than today, but that same key can unlock a chaotic world. Wisdom is essential to managing change well. When we look back in five, 10 or 20 years, how will we view our changes, just as we now regard the decisions of change-makers of times gone by?
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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.
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Accelerating rail business’s ambitious net zero goals: Auditel’s powerful supply chain solutions
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.
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A Network Rail Principal Contractor supporting some of the biggest names in rail, we provide signalling, power and telecoms services.
We solve your energy challenges through innovative solutions, delivery resilience, cost efficiency and sustainability to deliver a bright energy future.
Ruth Busby OBE has been appointed People Director at Govia Thameslink Railway (GTR). She brings a powerful combination of deep sector expertise, strategic insight into rail, and a genuine passion for building an inclusive and purpose-driven organisational culture. In recognition of her contributions to diversity and inclusion in the rail industry, Ruth was awarded an OBE in the 2023 New Year Honours list
Creating an environment where everyone can thrive
What attracted you to the position?
During this year I’ve been fortunate to have worked as part of the design team for Great British Railways (GBR), which expanded my knowledge and understanding of how varied rail operations are across the country. I absolutely loved working at Great Western and driving change that benefited colleagues and, as a result, customers, and the move to GTR gives me an opportunity to do this in a very different railway and customer setting.
GTR, as the biggest operator serving millions of people across London and the South East, is a really complex operation with four brands, multiple interfaces with Network Rail, TfL and other partners and stakeholders, and fantastic opportunities for
growth with the expansion of Gatwick and Luton Airports and Universal Studios Bedfordshire.
It also has a brilliant leadership team who are focused on equity, diversity and inclusion, and a big focus on sustainability, which is so much more than just the environment – it’s about our positive impact on society.
What are your aims and aspirations?
In my first few months I’m here to listen. I want to get out and about to hear directly from as many colleagues as possible about what it’s like to work for GTR. We’ve got fantastic people working as part of the railway and as leaders we need to listen to a wide variety of views and perspectives and create an
environment where our people have the tools and space to do what they do best – serving our customers and communities.
Having said that, GTR has change on the horizon with the transfer to public ownership in May 2026, so a priority will also be to ensure a smooth transition to Department for Transport Operator and to provide reassurance for people during change, as well as providing some excitement about the opportunities we can create as we move towards an integrated railway with GBR.
That opportunity has to be built on the foundation of great people, who reflect the diversity of our passengers, who are confident and supported in their ability to provide a great customer experience,
Image: GTR
Helping rail projects run smoothly with temporary works
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in an environment where they feel valued and included and where diversity is our strength.
What is the key to building inclusive and purpose-driven organisational culture?
It is a word often derided, but I believe the key is starting with kindness. If we can spend more time being curious and wanting to know more about other people’s lived experiences, we can view difference as something positive instead of falling into the trap of ‘othering’.
Kindness isn’t soft or easy and there is a big difference between being kind and being nice – as Chimamanda Ngozi Adichie has said: “Be kind, because kindness is a measure of our humanity, but do not be nice. Nice means wanting always to be liked, nice means silencing inconvenient truths.”
This means we need to have the awkward conversations, learn to be uncomfortable, but ultimately want to understand, learn and adapt. I know from my experience at GWR the biggest drivers of engagement for colleagues there was whether people felt valued and able to be themselves at work, and whether they believed that the company cared about their wellbeing. You can’t achieve this, or
industry leader as strategic advisor
Law firm Hugh James has appointed Mike Bagshaw, former Managing Director of MTR Elizabeth line, as a strategic advisor to the firm’s rail sector team.
Mike brings more than 20 years of leadership in the UK and European rail sector, most recently as Managing Director of MTR Elizabeth line where he oversaw the final stage implementation of London’s transformative Elizabeth line.
“I am delighted to be working with Hugh James’ rail sector team as strategic advisor,” said Mike. “The rail sector is entering an exciting period of both change and growth and Hugh James is well positioned to support clients in all parts of the industry with its wealth and breadth of expertise.”
Mike will support the ongoing development of the rail team, ensuring the firm’s services remain aligned with the sector’s evolving needs. This appointment underlines Hugh James’ ongoing commitment to the sector, in which its rail team has established a reputation for delivering expert, commercially focused legal support.
any change in culture, without curiosity, compassion and kindness.
Reflect on your OBE in 2023 and the impact the recognition has had on your passion for diversity and inclusion
It was a huge surprise and honour to receive the award and I remain grateful to everyone who was involved in nominating me, including my wonderful PA Trish who sadly died before I received the award.
Receiving the award has driven me to want to do more. There is still so far for us to go both in terms of diversity, equity and inclusion, and if anything the prevailing climate means that we need to redouble our efforts.
What we do matters, and it is exciting to be part of it
Octavius Infrastructure appoints new Business Development Lead for Rail
Octavius Infrastructure has welcomed Lucy Prior as Business Development Lead for the Rail market, supporting both the Rail Business Unit and the Navitas Engineering team.
Lucy brings a wealth of experience in driving sustainable growth across the sector. She will work closely with the leadership team to deliver Octavius’ growth plans in rail, leveraging her strong connections across a broad range of stakeholders to further enhance the company’s brand.
Lucy said: “I’m delighted to be joining Octavius at such an exciting point of our growth journey. It’s also an important time for the rail industry, and the opportunity to work closely with the proven expertise we have across the business to help solve our customers’ needs around accessibility, sustainability and network resilience is one I am relishing.”
Octavius Chief Executive Officer John Dowsett said: “The addition of Lucy to our team exemplifies our commitment to increasing our market share as a specialist transport solutions provider in one of our core markets.”
Learning from others is absolutely critical, and it is why I’m so proud to be a Non-Executive Director at Youth Futures Foundation, the What Works Centre for youth unemployment. They are doing brilliant work to better understand the barriers to employment for young people who face disadvantage.
This is something that we in the rail industry have such an opportunity to do more on – at the moment only six per cent of rail employees are aged 16-24, compared to 12 per cent in the general population. The Government is introducing a Youth Guarantee and this is just one of many opportunities where we as an industry can do more that will not only help the industry, but also our colleagues, customers and communities.
Are you optimistic/excited about what the future holds?
I am an optimist by nature, and I absolutely believe we’ve got a bright future ahead of us in rail. We have fantastic people who work as part of the industry who consistently go above and beyond and we’re providing a vital service that is at the heart of our social and economic infrastructure. What we do matters, and it is exciting to be part of it.
and Network Rail East Coast
LNER and Network Rail have announced the appointment of Gunnar Lindahl as Joint Operations Director – East Coast and LNER, a newly created role that marks a significant step forward in the integration of track and train across the East Coast route.
The role encompasses operational oversight across both Network Rail and LNER, including signallers, drivers, timetable planning, performance and control. Gunnar Lindahl is currently Programme Director at Network Rail, where he leads the Eastern Region’s plans to improve train service performance.
His appointment follows the departure of Warrick Dent, LNER Safety and Operations Director, who is moving to the Department for Transport Operator Limited as Group Operations and Performance Director.
Gunnar said: “I’m thrilled to have the opportunity to lead Operations across both organisations on this iconic railway. I have had the pleasure of working with teams at both LNER and Network Rail in readiness for the December 2025 timetable.”
Image: Network Rail New Joint Operations Director announced for LNER
Image: Octavius Infrastructure
Image: Hugh James Hugh James appoints rail
Entries for next year’s Railway Industry Association (RIA) Railway Industry Supplier Excellence (RISE) Awards are now open. Enter before 12 December to secure early bird rates
Celebrating the excellence and achievements of the UK rail supply community
The seventh RIA Dinner and RISE Awards is open for booking and entries. The event celebrates the excellence and achievements of the UK rail supply community.
For Grace Smithen, Marketing and Events Director at RIA, it is always a highlight of the year, an occasion which emphasises how special the rail industry is.
“It is always a strong reminder of the high levels of talent and innovation operating right across the UK rail supply chain, showcasing the very best practice that has taken place over the year,” she said.
“It is always special seeing individuals and companies get the recognition they deserve and I have high expectations that the 2026 awards will be another uplifting occasion.”
The company award categories are:
Safety Award.
Equality, Diversity & Inclusion (EDI) Award.
Environmental, Social & Governance (ESG) Award.
Employer of the Year Award.
Wellbeing Award.
Partnership Award.
Innovation Award.
Application of Digital Technology Award.
a keynote from recently retired Network Rail Chief Executive Sir Andrew Haines OBE, who also received a Personal Contribution Award in recognition of his commitment to UK rail and his close engagement with the rail supply sector.
Individual awards, to which there is no charge for a nomination are:
Employee of the Year Award.
Rising Star Award.
Enter before 12 December to secure early bird rates. The deadline for entries is by 5pm on 13 March, 2026. Winners will be announced at an awards ceremony at the RIA Annual Dinner on 25 June 2026 at The Sheraton Grand, London.
Grace added: “Don’t miss your chance of showcasing your achievements to our expert judging panel. Join us in celebrating the outstanding efforts within the sector and potentially secure a prestigious RISE Award.”
At this year’s event a cross-railway sector judging panel of experienced industry figures selected winners from 12 categories. Approximately 400 people attended the Landmark Hotel in Marylebone, London, and guests enjoyed live entertainment, including a high-energy roller-skating performance and a silent auction in support of the Railway Children.
Well-known broadcaster and former politician Gloria De Piero hosted the evening, which featured
Another winner was Nick Millington MBE, who was awarded Client of the Year for his outstanding leadership and collaborative approach as Route Director for Wales & Western at Network Rail.
Darren Caplan, RIA Chief Executive, said: “It was another inspiring event and a privilege to recognise the efforts of individuals and companies which ensures the supply sector thrives.
“The evening also demonstrated the significant role rail supply plays in supporting economic growth, high-value jobs, skills and social mobility – at a time when the country needs successful and innovative industries – as well as delivering a better and more sustainable UK railway.
“This is particularly important as rail restructures and Great British Railways is established in the months ahead.”
Sponsor an award
If you would like to show your continued support for this year’s RISE Awards, consider sponsoring an award category. Email Rose Garber, Member Relations Director, for more info.
Contact: Email RISE@riagb.org.uk or call the RIA office on 020 7201 0777 if you have any queries. https://www.riagb.org.uk/RISE26
SME Exporter in Rail Award (sub £50 million turnover companies).
SME Growth in Rail Award (sub £50 million turnover companies).
