Issuu

PSV Wipers

FULL WIPER SYSTEMS TO SPECIALIST ARMS AND BLADES

Class leading Natural Rubber wiper blade range (RWB) now available in sizes up to 1200mm

Robust 316 Stainless Steel Construction

Rail Safety Claws Prevent Screen Damage

Optimised Natural Rubber Proﬁle For Rail

The class leading RWB range of glass safe stainless steel wiper blades has now been extended following investment in equipment and tooling technology. This advantage now enables us to extend the range previously capped at 1000mm up to 1200mm in length.

Our popular RWB heavy-duty blade has all the beneﬁts of robust construction and corrosion resistance that you would expect from its 316 stainless steel build, combined with our unique polymer safety claws and moulded natural rubber wiping proﬁle.

Although rare, rail wiper blades can be compromised in service by bird stikes and debris.

The RWB blades are not only stronger to resist damage whilst providing maximum water clearing performance, they remove the risk of damage to windscreens from metal claws and the huge cost and downtime of having to subsequently change screens.

Wabtec Faiveley Project Engineer

REDEFINING THE MANAGEMENT CONSULTANCY LANDSCAPE | 18

Meet the team reimagining consultancy by providing agile, people-first solutions for the industry’s major infrastructure projects.

GROW YOUR BUSINESS, GROW YOUR PEOPLE | 22

Learning Partners worked with UKRL to help embed professional skills and effective people processes within its technically talented workforce.

EXPERT COMMENTARY: DAVID HORNE, LNER | 24

David Horne joins RailStaff to discuss his career in rail, emphasising his role in health & safety.

STARS SUPPORT EFFORTS TO BREAK CYCLE OF RE-OFFENDING | 38

The Rebuilding Futures Alliance, which gives exoffenders a second chance, is now being backed by some familiar faces.

NETWORK RAIL DUO SUPPORTS MILITARY MOVERS | 40

Two rail staff with military backgrounds are helping other service leavers find rewarding new careers.

Editor: Matt Atkins

Production and design: Adam O’Connor

Track safety: Colin Wheeler

Advertising: Craig Smith

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News: news@rail-media.com

Track safety: colin@rail-media.com

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Contact details

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AN INSPIRATIONAL ISSUE

Welcome to an uplifting and people-packed edition of RailStaff, bursting with feel-good stories from across the industry. In this issue we’ve lined up an inspirational array of features covering all manner of topics from new businesses making waves in rail, to organisations lending a helping hand to those making a new start.

To begin, I sit down with Andy Ridout and James Bowry, two accomplished individuals who both recognised a gap in the market for a management consultancy with a difference. Advance TRS Management Consultants not only understands the industry inside out but also gets stuck in to deliver real results and has provided solutions for the nation’s bestknown rail projects.

Following this, Mandy Geal of Learning Partners and Gareth Roberts of UKRL discuss their partnership to embed professional skills and effective people processes across UKRL’s team of technically talented staff. Having worked with Learning Partners during his tenures at numerous rail firms, Gareth trusted the company to deliver a programme of leadership development and team effectiveness, with positive results.

This edition features a focus on health, safety & wellbeing, kicked off by an interview with David Horne, managing director of LNER and director at the Rail Safety Standards Board (RSSB). He tells us about his career in rail and his role as a leading figure in the improvement of health & safety within the industry. He also discusses his key safety concerns and the programmes in place to tackle them.

We then hear from CIRAS, rail’s confidential safety hotline which shares its insights into the health and wellbeing concerns currently

plaguing the industry. CIRAS explains how issues including mould and damp, pests, workload pressure, and other welfare issues are prevalent across the network and how raising your concerns can help.

Regular contributor Daisy ChapmanChamberlain examines the role of design and architecture in elevating passenger and staff wellbeing, as well as its impact on the wider community. And winding up the focus, safety expert Colin Wheeler, discusses the latest safety reports from RAIB and asks whether greater accountability on the part of individuals may reduce the number of accidents and incidents the network sees each year.

In February we covered the launch of the Rebuilding Futures Alliance, a new national association established to enable people with minor convictions secure employment within Britain’s transport sector. Since then, the initiative has gone from strength-to-strength and has received the backing of some highprofile individuals. We find out more.

We also talk to Network Rail’s Charlotte and Garry Greenwood who discuss their programme to encourage ex-service members find rewarding new careers in rail. The husband-and-wife team also elaborate on their own experience of transitioning from an army career and juggling their work with a role as a reservist.

Rounding off the issue, we speak of our pride of having supported this year’s fantastic Young Professional Annual Dinner in Cardiff and, as ever, we look forward to the wonderful RailStaff Awards which take place this year on 27 November.

Make your nominations now!

New addition to Goole Rail Village

Siemens Mobility has officially opened its new Rail Components Distribution Centre as the latest addition to its state-of-the-art Rail Village in Goole, East Yorkshire.

The new facility was officially opened by Rt Hon Sir David Davis MP, Member of Parliament for Goole and Pocklington, and Cllr Anne Handley, the Leader of East Riding of Yorkshire Council – both joining Siemens Mobility’s Joint CEO Sambit Banerjee to cut the ribbon.

Sambit said: “I am so proud that our Goole Rail Village is continuing to expand, with a new Rail Components Distribution Centre that will play an important part in Siemens Mobility’s mission to transform rail travel and transport in the UK.

“This new centre, alongside its sister facility in Kettering, is the latest example of our commitment to the UK and will enable us to further enhance the delivery of materials to our fleets.”

Alongside the company’s existing distribution and logistics centre in Kettering, the Goole facility will serve as a storage and distribution centre for rail components whilst also supporting the integration of the Rail Village within the wider supply chain to support UK rolling stock operations.

Together, the Kettering and Goole teams include apprenticeships and internships, with significant potential for future workforce expansion.

These roles sit within the end-to-end capability of Siemens Mobility’s rail component logistics in the UK, with a central team of around 30 who support materials management, planning and supply chain management.

Through the localisation of the company’s logistics distribution centres in the north and south of England, Siemens Mobility aims to reduce its logistics carbon footprint by reducing the road miles required to deliver materials to fleets.

Performance data goes live

Passengers across England can now see how reliable their local train services are, as performance data went live at over 1,700 stations from Thursday 6 March.

The data, broken down by operator, shows the percentage of trains cancelled and how punctual trains are at each station, marking the first time that station-level data has been available in the history of the railway. It is now live at major stations through digital screens, where possible, and at most smaller stations, passengers are able to scan a QR code to see the data online.

This fulfils a commitment made by the Department for Transport to be fully transparent with passengers, demonstrating how the railways are working and allowing the public to hold train operators to account as we bring services into public ownership.

As well as delivering more reliable, better-quality services, these reforms will catalyse economic growth through improved connectivity, delivering on the government’s Plan for Change. By holding operators to account, they will be encouraged to drive up

efficiency and productivity - providing better value for money for passengers and driving forward the government’s growth mission by delivering better connectivity.

Transport Secretary Heidi Alexander said: “These displays are a step towards rebuilding trust with passengers using our railways, as we continue to tackle the root causes of frustrating delays and cancellations.

“Through fundamental rail reform, we’re sweeping away decades of dysfunctionality –putting passengers first, driving growth through connectivity as part of this government’s Plan for Change.”

Each station’s data can also be found on the ORR’s new data portal, which contains punctuality and reliability information for all stations in Great Britain. The online data is also screen reader compatible, for those with accessibility needs.

The screens also display a short commentary on work underway by the operators and Network Rail to improve performance, informing and assuring passengers of the ongoing work across their area to improve the reliability and efficiency of services.

Second TBM finishes five-mile journey

On 3 April, HS2 completed a five-mile tunnel drive under London using one of four giant tunnelling machines being deployed to build the railway’s Northolt Tunnel.

The tunnel boring machine (TBM), named Caroline, is the second machine to reach the Green Park Way vent shaft in Ealing. The 2,050-tonne TBM broke through into an underground reception can filled with foam concrete, and installed the 4,217th concrete tunnel ring to complete the five-mile stretch of tunnel.

Due to high water pressure in the ground at the site, HS2 is using the 'reception can' method for the breakthrough of the machines. The reception can allows the TBM to maintain pressure while sealant can be applied from the tunnel lining, preventing water ingress. The reception can is then depressurised before it is opened and the TBM is lifted out.

A quartet of TBMs are being used to build the Northolt Tunnel – an 8.4-mile twin bore tunnel that will take brand new high-speed trains from the outer edge of the capital at West Ruislip into the new Old Oak Common superhub station in west London. Two machines, including Caroline, have been used to build the western section of the tunnel while two more excavate the eastern leg – all being lifted out of the ground at Green Park Way.

Malcolm Codling, client director for HS2 Ltd, said: “We’re immensely proud of the work we have done to complete the second breakthrough for the Northolt Tunnel underneath the capital. As we focus on delivering Britain’s new high speed railway between London and the West Midlands, we are gearing up for our most productive year to date on this stretch of the line.”

HS2’s London tunnels contractor, Skanska Costain STRABAG joint venture (SCS), is responsible for building the HS2 route through London. In total, this involves 12.9 miles of

twin-bore tunnels, including the Northolt Tunnel and the Euston Tunnel, which will eventually take the railway from Old Oak Common station into HS2’s central London terminus at Euston. Excavation of the Euston Tunnel is expected to start in the next 12 months. SCS will also be building eight vent shafts and headhouses –providing ventilation and emergency access to the tunnels.

Each TBM operates like an underground factory, excavating the tunnels, lining them with pre-cast concrete tunnel segments, grouting them into place before moving forward at an average speed of 16 metres per day. The TBMs are made by world leading tunnelling experts Herrenknecht AG.

Richard Adams, managing director for Skanska Costain STRABAG joint venture, said: “The arrival of TBM Caroline at Green Park Way marks a significant milestone – the completion of the western section of the Northolt Tunnel – and is a testament to the dedication and skill of all our teams. Later this year two more TBMs, Emily and Anne, will finish their journeys, which will complete the 8.4-mile Northolt tunnel between Old Oak Common and West Ruislip.

“Work on the cross passages, tunnel walkways, ventilation shafts, headhouses and portals continues at pace as our team works at peak productivity to deliver our part of HS2, that will bring better journeys and boost economic growth.”

Now that the two western TBMs have completed their journeys, SCS JV will continue to work in the five-mile stretch of the Northolt Tunnel to construct 20 crosspassages which run between the two tunnel bores. Cross passages are a safety mechanism allowing passengers to cross to the other side of the tunnel in an emergency. The team will also install tunnel inverts –the flat surface on which the high-speed track will be laid – and complete the tunnel walkways.

Small talk saves lives

New research released by Samaritans reveals over half of UK adults (67%) would appreciate someone checking on them, by offering words of support, if they were struggling to cope.

The findings come as Samaritans launches 'Small Talk Saves Lives', in partnership with Network Rail, British Transport Police, and the wider rail industry. The campaign encourages people to start a simple conversation if they think someone doesn’t look OK on the railway network and other public settings – as more than two in five (44%) say they find themselves struggling to cope.

Nearly half of respondents (40%) admit to avoiding someone who didn’t look OK because they were afraid of making small talk with them. From this group, 30% said they weren’t sure what to say, while over a third (35%) said they were worried their help would not be welcomed. But small talk is no small thing and we’re all better at it than we think.

To mark the launch of Small Talk Saves Lives, London Bridge station hosted a special exhibition display. ‘The Power of Words’, created by the artist Chris Bishop, celebrating people who have saved lives by using small talk.

With nearly two in three people (64% of the UK) saying they don’t currently have any go-to phrases to start small talk, Samaritans is reminding people that saying even a few words will mean a lot to those who are struggling to cope.

Olivia Cayley, head of the rail programme at Samaritans, said: "We know that people can worry about saying the wrong thing or feel like it's not their place to step in, but it's always better to say something than to say nothing at all.

“A little small talk and a simple question like ‘Hey, are you alright?’ can be all it takes to interrupt someone’s negative thoughts.”

Small Talk Saves Lives builds on the wider rail industry’s suicide prevention programme, which has seen Samaritans, in partnership with Network Rail, train over 31,000 rail staff and British Transport Police in suicide prevention, enabling them to identify and support people in need of help.

NEWS IN BRIEF

Channel Tunnel bid

A new train operating company, Gemini Trains, is being established to offer competitive fares and high-quality, frequent train services between the UK and continental Europe.

Gemini has applied to the Office of Rail and Road (ORR) for an open access licence to operate between London and Paris, with other routes planned to follow. It has also applied for access to Eurostar’s Temple Mills International maintenance depot, and is in discussions around other train maintenance facilities.

With plans for brand new cutting-edge trains and a fresh approach to sales and ticketing, Gemini has attracted an experienced team of executives committed to bringing ‘Open Access’ services to compete on cross channel routes.

Reading station celebrates Reading station turned 185-years-old on Friday 29 March, having opened its doors in 1840 as a temporary terminus for Brunel’s Great Western Railway while engineers continued building the line to Bristol, the eventual final stop on the line. The station is also marking its 10th year since a huge redevelopment project was completed. Since the launch of Network Rail’s performance improvement plan for the Thames Valley in February 2024, there has been a 21% reduction in delays in the area, following 12 months of work to replace worn equipment.

Stephenson statue on loan

The historic statue of Robert Stephenson has gone on display at the Locomotion Museum in Shildon, County Durham. Since its removal from the piazza at London’s Euston station as part of the HS2 redevelopment in October 2020, the statue of the railway pioneer has been kept by HS2 in safe storage.

Now, HS2 Ltd, Network Rail and the Science Museum Group have agreed a loan which will see the 150-year-old monument on display to the public for the next 10 years.

Electrification ahead of schedule

The railway line between Kettering in Northamptonshire and Wigston near Leicester has reached a major milestone by being officially declared ready and safe for electric trains.

The certification for the 23-mile section is a massive achievement in Network Rail’s Midland Main Line Electrification Programme – the biggest programme of improvements to the line since its completion in 1870.

The Office of Rail and Road issued the Authorisation to Place into Service for the Kettering to Wigston section.

Progress on Brackley’s A43 bridge

The construction of a bridge that will allow high speed trains to pass under the busy A43 near Brackley has taken a major step forward with the structure’s enormous steel beams lifted into position during a series of three weekend closures.

The A43 – which links Oxford, Brackley and Northampton – is a vital route, providing access to Silverstone and connections between the M40 and M1. It was reopened just before midnight on Saturday night after the last of three weekend road closures.

Preparation for the work began in 2023 when HS2 engineers, working closely with National Highways, realigned the road to create an ‘island’ between the two carriageways big enough for the construction of the new bridge deck.

Using a ‘top-down’ approach, they sank 52-metre-deep piled foundations and then built the pile caps and piers that will support the 66-metre-long bridge deck carrying the road. The last parts of the seven steel beams that will support the bridge deck were lifted using a 750-tonne crane.

With the beams now in position, the team will focus on the concrete deck and parapets. Once the bridge has been built, the road will

Progress on Brackley's A43 bridge

be moved back onto the new bridge and excavation can begin to create space for the railway to pass underneath.

This multi-stage approach was designed to keep traffic flowing and disruption to a minimum.

HS2 Ltd’s Senior Project Manager Elizabeth Longinotti said: “The A43 is a busy route between Brackley and Northampton and I’d like to thank drivers for their patience over the last three weekends, allowing us to safely lift the enormous steel beams into position while the road was closed.

“With the beams now in place, we can focus on the next part of this complex multi-stage project – pouring the concrete deck ready for the road to be moved onto the new bridge early next year.”

The 80km stretch of railway that passes Brackley – including the A43 bridge – is being delivered by HS2’s main works contractor EKFB, a team made up of Eiffage, Kier, Ferrovial Construction and BAM Nuttall working with ASC (a joint venture between Arcadis, Setec and COWI). They have worked with National Highways and EKFS’s sub-contractor, Kier Transportation, to construct the temporary realignment, to keep traffic flowing during the work.

The Rail Safety and Standards Board (RSSB) has a new and improved AIpowered safety reporting system - Safe Insights.

After 25 years of pioneering safety data analysis, the rail industry is retiring the Safety Management Intelligence System (SMIS). It is to be replaced by Safe Insights, a more user-friendly, time efficient, and technologically advanced new interface.

New era of safety data

“Safe Insights promises to streamline data input, enhance analysis, and accelerate safety improvements across Britain’s railways,” said Chris Knowles, director of system safety and health at RSSB.

“For over two decades, SMIS has been the cornerstone of safety incident reporting, driving significant advancements in rail safety and efficiency. Building on that heritage RSSB has -developed Safe Insights – the successor to SMIS. It’s an integrated system designed

to elevate safety data management to new heights.”

Safe Insights is more than just a database; it's a comprehensive system that empowers RSSB members 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 will facilitate quicker and more effective insights, connecting frontline experience with research, standards, and operational improvements.

Key features of Safe Insights include:

• 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 represents the first of a family of tools aimed at expanding the benefits of data-driven 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.

Sir Andrew Haines, chief executive of Network Rail, has announced he will retire from the company in October 2025.

“It has been a privilege to lead Network Rail through a time of such change and transformation for Britain’s railways, and I am proud of the progress that we have made on performance, safety, reliability and customer service,” he said.

“After seven years as chief executive, as Great British Railways starts to progress through legislation and into implementation, I have decided it is the right time for me to retire.

“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. It has been a privilege to lead this transformational journey to date.”

Sir Andrew’s career in transport began as a holiday job in the left luggage office at Victoria Station, before he became one of the youngest leaders in rail at South West Trains, transforming its declining performance and significantly improving punctuality.

Sir Andrew joined Network Rail in August 2018 and during his seven years as chief executive, has maintained a relentless focus on making the organisation a more customerfacing organisation and driving improved performance.

He led the company through the challenges of the Covid-19 pandemic emergency, ensuring that the railways ran safely and efficiently for key workers and critical goods. His commitment to maintaining open communication and

Sir Andrew Haines to retire

supporting the supply chain was widely acknowledged, earning him a special award from the Railway Industry Association in 2020 for outstanding leadership.

Sir Andrew has helped to turn around Network Rail’s performance on major projects and infrastructure delivery, driving a new focus on cost-control and efficiency, such as the £10 billion TransPennine Route Upgrade and outperforming its regulatory efficiency targets. The company has achieved best-ever levels of safety under his leadership.

Recently, he has been a co-instigator and sponsor of a new social mobility network across the rail sector reflecting his passion to create opportunities for everyone who strives to succeed and make a difference.

He received his Knighthood in the 2025 Honours list.

Network Rail Acting Chair Mike Putnam said: “Andrew has been an exceptional leader for Network Rail at a critical time in the history of Britain’s railways. He has secured reforms that will lead to a more reliable railway, while

HS2 boosts west London economy

The arrival of HS2 in west London is creating a new development “hotspot” in the capital and driving a £10 billion boost to the local economy, according to new research.

The study, commissioned by HS2 Ltd, shows that construction of Old Oak Common station is driving a transport-led regeneration of the area, helping to create thousands of new jobs and homes over a 10-year period.

In the report ‘From trains to cranes: HS2 and the West London development boom’ it is shown that planning applications in the 1.5-mile radius around the station site have increased by 22% since Royal Assent for HS2 was granted in 2017.

The total value of the planning applications that have been submitted is a whopping £3.41 billion over seven years - an increase of 325% from the previous seven-year period.

The analysis also projects that HS2 will support the generation of over 22,000 new

homes and almost 19,000 new jobs in the local area.

In all, it shows that the volume and value of investment and regeneration projects close to Old Oak Common has grown comparatively quicker since 2017 compared with the seven years previously and the equivalent seen in other parts of west London.

The locality – once dominated by retail, wholesale, and logistics industries – is being transformed into a centre for high-tech jobs, spearheaded by innovation and the creative industries. This influx of skilled roles is reflected in projections of annual salaries increasing by over £1,500 per year in the area around the station.

The study, carried out by the consultancy Arcadis, said that the promise of the new station had "galvanised investors, boosting confidence in the positive legacy high speed rail will create locally.”

The research underlines the extent to which new infrastructure in the UK can act as a

maintaining a continual focus on safety and performance.

“His vision, leadership and ambition for an integrated, simpler railway that will deliver a significantly better experience for passengers has been at the heart of the creation of Great British Railways.

“I’d like to thank Andrew for his unwavering dedication and leadership of Network Rail over the last seven years.”

Transport secretary Heidi Alexander commented: ‘I’d like to thank Andrew for the commitment and leadership he’s shown over the past seven years. He provided stability during the most challenging of periods and ensured the railway kept running throughout the pandemic emergency and through national industrial action.

“His vision and support has been vital as we establish Great British Railways – one of this government’s biggest reforms. His work has been a key part of our efforts to deliver a simpler, more efficient railway, with passengers at its heart.”

catalyst for economic growth. This follows the publication of an earlier report released last year which showed a similar boost to the local economy in the West Midlands generated by the pending arrival of two new HS2 stations and the railway’s control centre in the region.

Mark Wild, HS2 Ltd’s chief executive, said: “HS2 is designed to increase capacity on Britain’s railways, improve connectivity between our two major cities, and kick start growth in the British economy. This research shows how HS2 is doing just that – boosting economic prosperity locally around HS2’s Old Oak Common station – years before the first trains leave HS2’s platforms.

"It underlines the vital importance of the work I'm now undertaking to reset HS2 and ensure that this railway is efficiently delivered for the lowest reasonable cost to maximise the benefit to the taxpayer."

150 years of history

A railway booking office clerk from Buckinghamshire has spoken about her family's incredible 150-year association with the rail industry on the latest edition of London Northwestern Railway’s (LNR) popular "On The Rails" podcast.

Eileen Rogers has worked in the industry for thirty years. Starting out in catering on the firstclass carriages for Intercity trains, she grew up just outside of what is now Wolverton Station, where she runs the ticket office.

In the 1870s, Eileen's great grandfather, Robert Johnson, began work as a coach builder at Wolverton Works, which was home to Queen Victoria’s royal train. His son Charles - Eileen's grandfather - followed in his father's footsteps with a job at Wolverton Works.

Eileen's father, Douglas David Johnson, joined the rail industry in 1930 and would cycle to Northampton from Wolverton to carry out his training each day. He became foreman at Wolverton Works and rose up the ranks to works manager before he retired at 60.

When Eileen’s father retired, his work building trains wasn’t done. He went on to join the steam railway club in Newport Pagnell, where he built miniature steam trains for children to enjoy.

Speaking on the podcast, Eileen described her family history and its deep roots in the industry, as well as her joy of returning to work at Wolverton station in 2024. She said: “Growing up just outside of Wolverton Works, I remember waking up to a sea of flat caps outside my window each day. It was my dad who convinced me to start working on the railway.

"He said I had itchy feet as I couldn’t seem to find a job I enjoyed, so when a position came up listed in the local paper, he told me to go for it. I’ve worked in the industry for going on thirty years now, and I’ve truly loved it. Now, coming back to work at Wolverton, it feels like I’ve come full circle.”

All Images © LNER

Northern provides dementia-friendly services

Dementia-friendly Northern services are now running on one of the most scenic routes in the North East so people with the condition can socialise in a safe and relaxing environment.

Passengers enjoyed live music, picnics, and soothing hand massages on the first service of the year, which ran between Whitby and Middlesborough yesterday on Wednesday 19 March.

Volunteers handed out homemade biscuits during the journey and members of the Friends of Nunthorpe Station adoption group were on board knitting twiddle muffs.

The ‘Forget-Me-Not Trains’ are the brainchild of Lisa Williams, general manager of Esk Valley Railway Development Company.

She said: "It is so important to offer an opportunity to those living with dementia and their carers the chance to meet with others going through a similar experience.

"We discovered that both live music and massages are important to them and offering these on board is a very rewarding experience."

The next dementia-friendly services are schedule to run on the same route on 21 May, 16 July, and 17 September.

Tickets for the dementia-friendly services can be purchased on Northern’s website or at ticket vending machines and station ticket offices. Disabled Railcard holders and their carers travelling with them can buy discounted tickets.

Anyone looking for more information should contact Esk Valley Railway Development Company by email at trythetrain@eskvalleyrailway.co.uk or by phoning 07584 419114.

The hidden secrets of Salisbury station

Rail and South Western Railway (SWR) engineers have discovered tunnels and rooms from a bygone era underneath Salisbury station.

The discovery of this secret world beneath the station came about as part of the ongoing £5.3 million station forecourt upgrades which will see the front of the station significantly transformed.

When doing drainage checks, an old phone box to the right immediately outside the station entrance was moved revealing sleepers, that once lifted, uncovered a dark and hidden tunnel leading underneath the station.

Intrigued, engineers ventured underground and found a labyrinth of tunnels and rooms, and are now hoping to uncover its origins and purpose as part of a larger effort to delve into the historical infrastructure beneath the railway station.

The tunnel leads beneath Platform 4, opening into a curious area with a side room on the right. The primary chamber beneath the platform features a striking architectural detail, with sections of rail repurposed as structural supports for the ceiling, reflecting the ingenuity of railway engineers from a bygone era.

Remnants of old signal equipment have also been uncovered, crafted from timber and showing the passage of time. These artefacts provide a glimpse into the station’s operational past.

Steve Kelly, Network Rail asset engineer, said: “This was one of the most interesting discoveries during my career on the railway. It just goes to show that no two days are the same in this industry. The tunnel's origins and purpose have become a topic of fascination, linking modern development with historical exploration. The tunnel offered a rare look into the hidden layers of the railway’s history, preserving a snapshot of the site's legacy.”

Further studies have uncovered that the tunnel once played a role in the station’s logistical operations. When trains were equipped with guard’s vans, barrels of beer and cider were transported to other stations and

unofficial trade, such as the collection of eggs from stations like Whitchurch, took place.

Beer and cider were also sold and served at the station, although referred to as ‘refreshments’ rather than a bar. In earlier times, green hatch doors were used at the tunnel entrance, and planks were installed along the steps, allowing beer barrels to be rolled down with ropes. Eventually, these hatch doors were replaced entirely by planks and sleepers, which remain today.

Salisbury station occupied a much larger footprint in the city than it does today with the old Great Western Railway platforms still in place behind the South Western Railway depot. The old GWR station building is now a social club for members.

Anna Jipps, company secretary for the Railway Heritage Trust, said: “Discoveries like this prove that there is more to discover about our railway history and make it a fascinating industry to be involved in. We're intrigued by the tunnel, but on consulting with experts, we're still no clearer to fully understanding where it leads to. It's an exciting part of Salisbury's railway heritage and we're keen to learn more. If you feel you can help with this, be it from a historical perspective or an engineering one, please do get in touch.”

ScotRail trials sustainable fuel

ScotRail has begun an innovative trial using Hydrotreated Vegetable Oil (HVO) as an alternative to diesel fuel in one of its Class 156 trains.

The trial, which began on 19 February and will run for 12 weeks at ScotRail’s Corkerhill Depot, is being delivered in partnership with Angel Trains and Crown Oil.

If the trail is successful, HVO could offer a step towards reducing greenhouse gas emissions on Scotland’s Railway, acting as a transition fuel while carbon-neutral fuels such green hydrogen become more readily available.

HVO is a renewable and biodegradable fuel that complies with fire safety standards and HVO reduces carbon emissions by up to 16% and improves air quality by almost a third, compared to traditional diesel.

The key benefits of HVO include:

• A renewable fuel source made of waste product from agricultural and food production activities.

• Up to 16% reduction in greenhouse gas emissions.

• It can be used in existing diesel engines without modification.

• Cleaner air quality with a reduction in

Spotting failures before they happen

Network Rail’s Air Operations team has been testing a powerful new camera system that combines high-resolution photography with laser surveys and near-infrared images to give engineers an incredible view of the network.

The Multi-Angle Camera System (MACS) fits in a pod under the company’s Twin Squirrel helicopter, which can cover many miles of railway in a single shift, carrying a pilot and aerial surveyor. The helicopter is operated for the company by PDG helicopters of Cumbernauld.

Network Rail’s test track near Nottingham, called the Rail Innovation and Development Centre, Melton, has been the test-bed for

the system, with the helicopter flying multiple missions along the 13-mile route to give its engineers a detailed view of the route. A recent landslip – fully repaired – shows that the track has the same challenges as the public railway.

The MACS onboard laser creates a “point cloud” of up to 300 points per square metre, which can be used to build a 3D model of the railway, right down to overhead wires, bridges and more.

Meanwhile three 150 megapixel RGB cameras facing forward, sideways and straight down (nadir) take images, which are geometrically corrected (orthorectified) to make them useful for engineering purposes, while a fourth takes near-infrared images – which can be used to determine plant and tree health.

nitrogen oxides (NOx), particulate matter, and carbon monoxide emissions (black smoke).

The trial has seen the installation of a dedicated HVO fuel tank at Corkerhill Depot, with weekly fuel deliveries to support the operation of a single Class 156 unit (156 436), which will remain in passenger service throughout the trial.

Poul Wend Hansen, ScotRail's head of sustainability, said: "This trial is an exciting step forward in our commitment to reducing the environmental impact of Scotland’s railways.

“HVO has the potential to significantly lower our carbon footprint while allowing us to continue using existing diesel trains more sustainably.

“We’re eager to see the results and assess how this fuel could be part of a greener future for rail travel."

All these images are linked through an inertial measurement unit to provide accurate location data.

The system can also provide digital terrain maps without trees or buildings to help geotechnical engineers to “see” the railway clearly and understand the nature of any failures and even take action before a failure.

Sean Leahy, from Network Rail Air Ops, said: “Passengers and freight customers deserve a reliable railway and the best way to provide that is to know as much about our network as we can, to spot problems before they happen and maintain it to the highest standards.

“We have brilliant colleagues who are able to work wonders but they can’t be everywhere on the 20,000 miles of track we look after. The MACS is one of the ways we can help them by giving them the best data we can.”

Data from the MACS will provide a solid foundation on which machine learning algorithms for an array of disciplines could be trained. This will help path the way for the utilisation of survey-grade drones, which will be able to fly increasingly long distances as Beyond Visual Line of Sight (BVLOS) capabilities mature.

The MACS will be offered to Network Rail regions for their use as part of the suite of equipment that can be carried by the helicopter, from thermal imaging to standard cameras.

Network Rail has worked with the Railway Heritage Trust (RHT) to restore the site of a time capsule at Hambleton, near Selby.

On Tuesday 11 March, teams from Network Rail, RHT, and former British Rail colleagues unveiled a newly restored commemorative stone marking the Selby railway diversion.

The special ceremony, which took place at the original site of the stone, celebrated a significant milestone in British railway history –by recreating the unveiling event 45 years ago.

The time capsule was buried in July 1980 by British Rail general manager Frank Paterson and rail industry colleagues to mark the construction of the Selby Diversion on the East Coast Main Line (ECML), which was Britain’s first new build high speed line.

Frank, now 95, did the unveiling honours again today, and spent time with T-Level students – giving them tips and advice from his remarkable 40-year career as they begin their own journeys.

Network Rail colleagues collaborated with the RHT to clear and restore the site where the capsule is buried – following decades of woodland growing around it – with the completion coinciding with this year's Railway 200 celebrations.

This has included de-vegetation work, the installation of a new fence, cleaning of the stone, a replacement for the 1980 plaque and additional new plaque. The work was jointly funded by Network Rail and a grant from the RHT to support these improvements.

The stone has also been designated by the Railway Heritage Designation Advisory Board, meaning it was selected for preservation because it symbolises an important part of railway history.

Time capsule restored for future generations

The Selby Diversion was created to route around the Selby coalfield which had plans to reopen. There were concerns that reopening the coalfield would potentially lead to subsidence and speed restrictions on the ECML.

As a result, British Rail decided to build a new stretch of railway and divert the ECML around the coalfield. This route starts at Colton Junction, south of York, and ends at Temple Hirst Junction near Selby, and is still used by hundreds of passenger and freight services a day.

Frank, who now chairs the Friends of the National Railway Museum, said: “When I was general manager for British Rail in its Eastern

£90,000 raised for vulnerable children

Network Rail teamed up with the charity Railway Children to host its sixth annual Big Station Sleepout at seven of its managed stations across the country. (Birmingham New Street, Glasgow Central, Manchester Piccadilly, Leeds City, London Bridge, London Liverpool Street, and London St Pancras).

This year's event, held on Thursday 27 February and sponsored by VolkerRail, brought over 350 rail industry participants together, who braved the cold weather with their sleeping bags to raise money and awareness to help the thousands of vulnerable young children who pass through the railway every year.

Railway Children works to identify and support vulnerable children who may be in danger, including those who have run away or are at risk of violence, abuse, or exploitation, with the aim of providing them with the safety

and support they need. Over the last five years, the #BigStationSleepout has raised more than £750,000 to help fund this vital work.

Rob Capener, Railway Children’s chief executive officer, said: “Our Sleepout always has a brilliant atmosphere and we’re hoping this year’s event will have a big impact with the help of our supporters and the rail community.

region it was a momentous occasion to bury this time capsule following many years of hard work to a create a 14-mile stretch of purposebuilt high-speed line for Britain’s changing railway.

“Forty-five years on, it’s wonderful to see the site restored back to its former glory and I am grateful for the work Network Rail has carried out, supported by the Railway Heritage Trust.”

When the time capsule site was first constructed, it could be seen by passengers on passing trains, however, years of vegetation made this difficult. The improvement work allows for passengers to see the site once more – nearly half a century after it was installed.

“The challenges children and young people face are more prevalent than ever with increasing levels of poverty, exploitation, and mental health. The Sleepout event is a great way to raise vital funds for our programmes that help us reach children in need of urgent support while increasing awareness of our work with thousands of people who use the transport system every day.”

Plans revealed for Cardiff Central station

New images from Transport for Wales (TfW) show what Cardiff Central could look like after an investment programme of up to £140 million to enhance the station.

The full business case for the proposed improvements at Cardiff Central station was submitted at the end of last year and planning documents will be submitted soon. The delivery of the scheme is subject to planning and full business case approval.

Transport for Wales is leading the scheme to revamp Wales’ busiest railway station and the new visuals provide a future glimpse of how the station could look.

The proposed improvements will modernise the station and support long-term passenger growth, while still complementing the history and heritage of the building.

There will be a focus on alleviating overcrowding and congestion and enabling better accessibility for those with reduced mobility.

Plans include a larger concourse to increase capacity, improve passenger flow and access through additional gate-lines, and help customers link up with other ways to travel.

Other customer benefits include improved

waiting, retail, and cycle storage facilities.

Alexia Course, chief commercial officer at TfW, said: “We’ve revealed images which show what Cardiff Central could look like as part of plans to enhance the station.

“The investment of up to £140 million means we can deliver improvements to Cardiff Central to make it fit for a capital city and sustain future growth.

“The proposals for the station form part of a wider significant investment going into transforming transport in central Cardiff, including ambitious regeneration plans.

“We’ve submitted the full business case for the scheme and we’ll soon be submitting the planning documents, and if this is approved, we can progress with the delivery of the enhancements.”

The Department for Transport, Cardiff Capital Region, and the Welsh Government will provide up to £140 million for the enhancements.

The Welsh Government has provided significant investment for transport improvements in Wales, including £800 million to deliver a brand-new fleet of trains. Passengers are already seeing the benefits with faster, more frequent services and cheaper tickets through 'tap-in-tap-out' available across 95 stations.

West Midlands Metro bounces back

The West Midlands Metro is more popular than ever with tram passenger numbers now higher than they were before the Covid pandemic.

New data from the Department for Transport (DfT) shows 8.3 million journeys were made in the past year, a 53.7% increase over 2023, and passing the eight million recorded in 2019.

This increase in passenger numbers follows significant investments in the Metro system, including the Westside Extension in Birmingham, which added three new stops in 2022, and the Wolverhampton city centre extension, which now provides seamless connection with the railway and bus stations.

Transport for West Midlands (TfWM), part of the West Midlands Combined Authority (WMCA), continues to grow the tram network, working with the Midlands Metro Alliance (MMA) to build the Black Country extension and a new link to Digbeth in Birmingham.

The tram extensions are being funded by the City Region Sustainable Transport Settlement (CRSTS), awarded by the DfT to better connect people to education, leisure, and job opportunities across the region.

The growth in passenger numbers has been welcomed by Richard Parker, Mayor of the West Midlands who highlighted the importance of continued investment in transport infrastructure to support the region’s future development.

He said: “Passenger numbers on the Metro are back to where they should be, and that’s a direct result of the investment in our network.

Topping 8.3 million journeys shows that people trust the Metro to get them to the places they need to be including work and school.

“The tram is an essential part of my vision to create an affordable, reliable and accessible transport network – which is why I was pleased to confirm the next stage of the Black Country Metro extension recently.

“I will keep pushing to make transport better for everyone, making sure it connects people to the jobs, services and opportunities they need."

Final whistle blown on 35-year career

An Avanti West Coast employee has completed her final working day on the railway after a notching up a 35-year career covering a multitude of roles.

Karen Grimshaw, Avanti West Coast Station Manager at Stockport, led the team of 47 people for the last time at the Greater Manchester station, which sees over 400 trains depart each day.

Karen joined the railway in January 1989, aged 24, after a desire to change careers when she saw a job advert in the local newspaper. She previously worked at a McVitie’s factory packing biscuits.

Her first role on the railway was a carriage cleaner at Longsight depot – where Avanti West Coast’s Pendolino fleet are now maintained. Karen then moved to Davenport station working in the Ticket Office before taking up the role of ‘chargewoman’ at Manchester Victoria station, which involved dispatching trains and leading a team of platform assistants.

Following maternity leave, Karen returned to the railway as a mobile cleaner which saw her cleaning trains while in passenger service. She took the role of ‘chargewoman’ again but at Stockport station, before travelling the West Coast Main Line as a Revenue Protection Inspector.

Karen then worked as an onboard manager – looking after traincrew based out of Preston and Carlisle, followed by Liverpool and

Manchester.

For the last 15 years, she has worked as a station manager at locations in the North West and Midlands, including Manchester, Stockport, Macclesfield, Crewe, and Stoke-on-Trent.

While working in these roles, Karen attained a Level 5 diploma in Management and Leadership – one of her proudest achievements.

Karen’s son, Adam, followed in her footsteps - joining the railway nearly 10 years ago as a customer service assistant on the platforms at Macclesfield station. He is now a train manager at Macclesfield Piccadilly and credits his mum for choosing a career in rail.

“My mum inspires me. She’s shown me that hard work and dedication outweighs anything”, said Adam.

“Since starting on the railway, I’ve received amazing comments from colleagues in various roles telling me how much respect and appreciation they have for my mum. This inspired me and showed just how much of an impact my mum has had on the railway and colleagues”, he added.

Karen said: “It’s been a true pleasure working alongside colleagues and I’m incredibly grateful for the memories I have from my time onboard and at stations. It’s the teams I’ve worked with that have made my time on the railway a special one. There’s way too many of them to thank and I’m so privileged to have been part of the journey. While I’m excited for this new chapter, I’ll miss being part of the team.”

Connecting the UK rail industry for over 28 years.

REDEFINING THE MANAGEMENT CONSULTANCY LANDSCAPE

RAILSTAFF SAT DOWN WITH THE FOUNDERS OF ADVANCE TRS MANAGEMENT CONSULTANCY, TO DISCUSS THE SUCCESS OF THEIR INNOVATIVE AND AGILE VENTURE.

Since 2011, Advance TRS has been known as a go-to recruitment specialist for the rail, water, highways, energy, and aviation sectors. With specialist industry experts leading skilled recruitment teams, the firm is characterised by its deep industry knowledge and extensive experience in the sectors it recruits for.

The firm works with some of the world’s largest engineering organisations and has provided solutions for the nation’s most notable rail projects. It is an approved supplier to a number of industryleading organisations including Alstom, Network Rail, and Babcock.

Andy Ridout, founder and managing director of Advance TRS, and James Bowry, a senior project management leader, recognised a gap in the market for a management consultancy that blends industry expertise with a hands-on delivery approach - a business that not only understands the industry

inside out but also gets stuck in to deliver real results. The idea for Advance TRS Management Consultancy was formed.

“Using the Advance TRS brand and the infrastructure that Andy has built over the years, we’ve set up Advance TRS Management Consultancy together and we’ve seen some early successes and we’re carrying on that momentum. We’re growing, but we’re making sure that’s sustainable growth and we don’t want to dilute the company culture that we’ve established.”

Following a soft online launch, Advance TRS Management Consultancy began to define its core services, target sectors, and business model - focusing on agility, rapid deployment, and peoplecentric solutions.

One such early success is the consultancy’s involvement in the Midland Mainline Electrification (MMLE) project – the most significant upgrade to the route since 1870. Supporting Network Rail in delivering this nationally important infrastructure programme, Advance TRS Management Consultancy provides

senior commercial leadership to manage the performance of complex route clearance and electrification works.

With strategic oversight of cost, resources, and stakeholder engagement, the consultancy plays a key role in enabling the upgrade of the Overhead Line Equipment (OLE) from 120mph to 125mph. Its contribution ensures that works remain commercially aligned with project milestones and the UK Government’s net zero ambitions, reinforcing the value of hands-on consultancy in driving forward major decarbonisation projects.

REDEFINING CONSULTANCY

In April 2024, Advance TRS Management Consultancy launched as a disruptor in the consultancy space, having secured key contracts across

the transport and aviation industries, partnering with Network Rail, Heathrow Airport, and HS2. Though it is still growing, Advance TRS Management Consultancy is already redefining the consultancy landscape by focusing on flexibility, peoplefirst solutions, and speed to deploy.

“One of the jewels in our crown is the strength of our established network,” says James. “Through Andy’s 30 years of growing engineering recruitment businesses, we have direct access to a highly skilled and ready-to-go talent pool.”

“This means we never have to compromise on quality. Every individual we deploy through Advance TRS Management Consultancy has been thoroughly vetted, aligned to our values, and is already embedded in our network.”

“We’re backed by a £45 million turnover recruitment business that’s deeply specialised in our core sectors,” adds Andy. “That gives us access to exceptional market insight and a network that delivers real value to both candidates and clients. It’s a key differentiator, and the results are speaking for themselves.”

However, the two make clear that while Advance TRS Management Consultancy’s relationship with Advance TRS is a major selling point, the two businesses remain distinct and separate.

PEOPLE FIRST

Advance TRS Management Consultancy’s business model is also underpinned by a peoplecentric culture, which ensures that employees are valued, motivated, and supported in their professional growth.

“We wanted to build a consultancy that was based on integrity and put its people before everything else while also being ambitious and successful,” says James. “Those remain the real cornerstones of the business.”

While Advance TRS Management Consultancy is still in its early stages of growth, its strong foundations and agile approach enable it to compete with larger consultancies in a different way, offering a more tailored, responsive, and distinctive experience for its clients.

Our unique selling point is speed of deployment,” says James. “We have the agility and focus to mobilise high-quality candidates quickly, reducing lead times and getting projects up and running faster than traditional consultancies.”

And, while business in the rail industry is relatively subdued at present, Advance TRS Management Consultancy’s unique positioning allows it to make the most of the opportunities that are out there.

“The fact that CP7 has not been as buoyant as people were expecting means that there are some very good people available that may not have previously been,” Andy says. “We’re capitalising on the stillness of the market to get some very good people into our business. Being small and growing is currently working in our favour.”

LOOKING AHEAD

Since its launch, Advance TRS Management Consultancy has continued to expand its presence in rail and transport and across other key infrastructure sectors. With new projects, ongoing recruitment of top-tier talent, and a growing reputation for excellence, it is poised to become a leading force in infrastructure project delivery.

The next phase of Advance TRS Management Consultancy’s journey will see further expansion into Construction Management and HSQE, cementing its position as a trusted partner for complex infrastructure projects.

The firm is on an exciting trajectory, offering unique opportunities for professionals looking to work on high-impact projects. As a consultancy that blends expertise, innovation, and rapid execution, Advance TRS Management Consultancy is committed to delivering excellence in every project it undertakes.

To learn more, visit www.atrs-mc.com

James Bowry.

Andy Ridout.

ADVANCE TRS'S CHARITY GOLF DAY 2025

As well as driving a recruitment firm and management consultancy to continuing success, Andy still finds time for charitable causes. RailStaff has previously reported on Advance TRS’s charity Golf Day and the wheels are in motion for the next event.

Organised by Advance TRS in partnership with Railway Children, 2024’s Golf Day was the most successful yet, raising an impressive £30,000 for the much-loved cause. With incoming HS2 CEO Mark Wild OBE as the day’s guest speaker, the event attracted key stakeholders from the industry, including representatives from AtkinsRéalis, Turner & Townsend, Vinci Construction, AECOM, Balfour Beatty, BAM Nuttall, Clipfine, Mace Dragados, Gleeds, and GHD.

Andy is a long-term supporter of Railway Children and has seen first-hand the impact that money raised at events like the golf day has, for children here in the UK as well as in India and Tanzania, where Railway Children has local teams working with street-connected children to give them the care, support and opportunity they need to change their futures.

Despite this, Andy remains exceptionally humble about his part in bringing this annual event to life.

“Although it’s an Advance TRS event, Andy is behind a lot of the hard work and he should certainly be recognised for that,” says James.

“He’s much too modest in that respect!”

Golf Day 2025 takes place at Hanbury Manor Marriott Hotel & Country Club on 25 September. All profits will help vulnerable children access the care and support they need to transform their futures.

For more information, contact: Mary Mclaughlin, Railway Children: m.mclaughlin@railwaychildren.org.uk Andy Ridout, Advance TRS: ar@advance-trs.com

GROW YOUR BUSINESS,

GROW YOUR PEOPLE!

UKRL WORKED WITH LEARNING PARTNERS TO EMBED PROFESSIONAL SKILLS AND EFFECTIVE PEOPLE PROCESSES WITHIN ITS TECHNICALLY TALENTED WORKFORCE AND DELIVER SUSTAINABLE GROWTH IN CAPABILITY.

UKRL has been proudly serving the rail industry since 2013. Initially established as a leasing company, the business has evolved to support a growing customer base across the entire maintenance, repair, and overhaul lifecycle.

The company has achieved impressive growth over the last 10 years and has an ambitious target for growth for the years to come. But how does Gareth Roberts, managing director of UKRL, plan to grow the business when growth in the rail industry can prove elusive?

“I see a lack of capability owing to a race to the bottom on price, an ageing workforce, and shortage of skills,” says Gareth. “There isn’t consistent trust within the supply chain because of poor delivery, project overruns, or unrealistic estimates of cost.”

But Gareth has a vision and strategy to address these challenges.

“In my experience revenue growth follows on from growth in three areas: individual capability, team effectiveness, and organisation culture and capability. Focusing on these areas will develop our in-house capability, increase our capacity to deliver a wider range of services, and build trust in the way UKRL responds to our customers. This means not just what UKRL do, but how we do it.”

Gareth continues, “‘What you do’ x ‘how you do it’ can either enhance or diminish the customer experience of working with you. For example, your organisation could be technically the best and have all the required technical skills (what you do), but if your team doesn’t work well together, doesn’t communicate with the customer, or is continually late (how you do it), then the overall service suffers and investing in more technical capability won’t fix the main issue.”

He adds, “Conversely, if the customer experience is a very positive one (how you do it), then this acts as a powerful multiplier to enhance your value proposition.”

A JOINT APPROACH

Gareth sought help from Learning Partners, a consultancy with over 30 years’ experience in business improvement combined with learning and development expertise. Having worked successfully with Learning Partners during his tenures at Bombardier and Hitachi Rail, Gareth trusted its team to deliver Leadership Development and Team Effectiveness programmes in UKRL. The programmes are phased over the next three years to embed professional skills and effective people processes within the technically talented workforce, thereby delivering sustainable growth in capability.

Mandy Geal, director of Learning Partners, explains the joint approach: “We started the first phase with the senior leadership team (SLT), helping them align all functions within the business around common goals and priorities, i.e. what UKRL aims to achieve. Then we took the SLT through a process to define UKRL values, i.e. how UKRL people work with customers, suppliers, and colleagues. The values differentiate UKRL from other businesses, underpin their goals and priorities, and address the problems of capability, skills, and trust in the rail industry outlined above.”

THE WHAT

Using her 30 years’ experience and her own unique methodology, Jacqy Munro, director of Learning Partners, led the next phase to facilitate clear roles and responsibilities across UKRL. Her methodology enables people to know what is expected of them and of others, and where their responsibilities fit into end-to-end business processes across functions. It flushes out gaps, overlaps, and bottlenecks in workflow to improve efficiency and effectiveness. By reducing wasted time, effort, and confusion, people have the capacity to deliver more output with less effort.

Gareth explains, “UKRL staff are currently working through this phase to minimise escalations and enable the SLT to have more time focusing on long term, strategic growth. Another aim is to improve staff retention by providing career paths and succession plans.”

Clarifying roles and responsibilities has enabled UKRL to create teams focused on specific work areas to share and expand expertise. These teams have started to take on more responsibility for growth, improvement, and diversification of services offered, thereby increasing UKRL’s capability and capacity.

THE HOW

The foundations of the Leadership Development programme are Learning Partners’ behavioural competencies, its training, coaching, facilitation skills, and its online learning platform the Train Station.

Mandy explains:

“The competencies are people-related, like communication, and task-related, like delivering results, and comprise specific skills and behaviours, which can be used to set targets and provide measures of success for increasing levels of expertise. There are specific tools and techniques for every skill in the competency framework.

“Our team delivered training to all leaders and managers in UKRL. Our coaches are providing one-to-one sessions to identify people’s strengths, pinpoint their development needs, and write a tailored

development plan for each person. The plan recommends resources from the Train Station for self-directed learning and includes advice for on-the-job practice. If people need more support to change unhelpful behaviours, we coach them.

“The Train Station has videos, notes, exercises, webinars, and tips explaining how to use the tools and techniques for every skill. All our combined years of experience are embedded in this learning platform.”

THE RESULTS

What results has UKRL seen from implementing the programme? John Steeples, director of operations at UKRL reflects:

“The leadership capability of staff has improved. Team leaders understand their role and take ownership of their responsibilities. They have taken the initiative to rewrite/improve critical risk assessments with their teams and as a result people are taking more responsibility for safety and quality day-to-day.

“Team leaders produce realistic capacity plans every day, which give us a firm base to work from when changes occur. We see less firefighting and fewer escalations, and we are more efficient at distributing workload and allocating tasks. All of this improves motivation and wellbeing. People are feeling more confident knowing their strengths, and what to do to develop. They are more communicative and engaged, so productivity has increased!”

Gareth concludes: “We have achieved our growth target of 25% in Q1 this year. It’s personally rewarding to watch individuals grow and see teams functioning more effectively. The rhythm of our business is benefitting as a result, and it will no doubt act as a solid foundation for our plan to grow further.”

UKRL values

• We have skilled and talented people that care.

• We offer a unique capability, delivered with pride that is value for money.

• We do what we say.

• We are easy to work with.

EXPERT COMMENTARY: DAVID HORNE, LNER

David Horne is managing director of LNER and a director at the Rail Safety Standards Board (RSSB). He recently joined RailStaff to discuss his career in rail, emphasising his role in health & safety. We talked about the key safety challenges facing the industry and the initiatives in place to tackle them, as well as the issues that significantly impact on employee health and how these are being managed.

Thanks for joining us, David. You’ve worked in rail throughout your career - what initially attracted you to the industry?

I’ve been the managing director at LNER since the company came into being in 2018 and I’m very lucky that we have more than 3,500 amazing colleagues working here. We're well known for delivering excellent customer service but underneath the surface we’re also doing a huge amount to ensure the health & safety of everybody in the business, as well as the customers who travel with us.

I've been in the rail industry for around 30 years, particularly on the train operations side, and I’ve certainly seen a significant improvement over the years in terms of how the industry manages health & safety.

I initially took a part time job in the industry. That was back in 1988, the year of the Clapham disaster. I also remember commuting to work on South West Trains and seeing the smoke rising from the Ladbroke Grove disaster in West London. Events like these have inevitably shaped our industry and we’ve made such progress since then. However, we always need to be vigilant and keep safety at the forefront of our minds.

Rail is a very people-focused industry. There are some very committed individuals and people who are remarkably generous in terms of sharing their knowledge and explaining how to do things. There's a real purpose to what the railway does as well. The fact that we're getting people from A to B, for whatever reason, is very fulfilling.

We can't sit back and admire a manufactured product at the end of each day, but rail is an industry where we can see the impact that

we have on people straight away. There is a fulfilment to be found from, for instance, getting people to a job interview or helping a family reach a holiday destination. To be able to work in an industry that has such an impact on so many people's lives, is an absolute privilege.

What inspired your commitment to health & safety?

I suppose I only really got close to the health and safety management aspect after I became a director at East Midlands Trains in 2007. That was the first time I'd acted as a director of a train operating company (TOC), and part of the governance of all TOCs is to understand the causes around accidents that are recorded and to have an insight into the resulting investigations. I didn't have a particularly deep understanding of safety management before then, but I was drawn into it through that role.

Today, thanks to the likes of the RSSB, as well as all the literature and other resources that are available, I do believe that anybody can educate themselves about safety management on the railway.

It isn’t some dark art - there are more resources around today than there have ever been. You can learn about and apply safety management to any role that you’re doing, and there are so many fantastic people within the industry to explain things.

What health and safety challenges are currently cause you the most concern?

When I was at East Midlands Trains we did a lot of work around level crossing accidents. I remember one accident where one of our trains struck a car in Lincolnshire and a child died.

We have a lot of level crossings on the East Coast route and they are one of the highest risk elements of our railway. I think Network Rail has done a fantastic job in terms of reducing the safety risks associated with level crossings, but we've still got a way to go.

Additionally, the platform-train interface is a hazard that passengers interact with every day, and one where we can forget the risks. We all get on and off trains - it's an everyday occurrence - but the fact is there are trains whizzing through platforms at speed and, in some cases, gaps between the train and the platform. Early last summer we had an incident at Newark Northgate where a young child climbed down from the edge of the platform. This is an area where we need to be incredibly vigilant and recognise our role in looking after people and keeping them safe on our stations.

In relation to the health of staff, things have improved significantly over the years. Working in rail can be quite hard. For example, shift work can contribute to poor health and fatigue, and that is something that needs proper monitoring. There are roles where manual handling needs quite a lot of attention as well. The combination of fatigue, musculoskeletal conditions, and mental wellbeing all contribute to a challenging health environment. We need to be conscious of that and work to ensure that we are keeping everybody healthy.

What steps is LNER taking to improve the health, safety, and wellbeing of its staff and customers?

We've always had an occupational health & wellbeing service at LNER. Some train companies subcontract this out, but we have had an in-house service since we were Virgin

Trains East Coast. That gives us a chief medical officer and a team of medical and wellbeing professionals who are able to tailor the support we give to our employees. We’ve also recently employed a physiotherapist who can address any musculo-skeletal conditions that might be affecting our staff. We've seen great results from this one-to-one physio care and that's a great example of the practical initiatives we offer.

In addition to all of this, at LNER we have seven colleague networks all with a focus on a different area of wellbeing. These are: Being You, Nurture, Empower, Together, Elevate, Mankind, and Flourish. They focus on inclusion, families, men and women's wellbeing, LGBTQIA+, race and ethnicity, and disability. All of these are sponsored by a director within the business and I sponsor the inclusion network. These groups are very much a place for colleagues to come together to share experiences and encouragement, and to support each other. You can join as many or as few as you like, and there's no pressure either to join at all. They're all colleague-led and are a significant means of supporting our staff.

One thing that you may or may not have noticed if you travel with LNER is that we've also introduced single whistle dispatch. At York, for example, there would historically be lots of whistles blown as a way of communicating between the members of platform staff. We did some health surveillance work around the impact of this on platform staff and came to the conclusion that it is actually an excessive noise impact that may have a long-term impact on people's hearing.

In response to this, we've modified the dispatch process so that, instead of lots of whistles being blown, if all is going well the whistle only gets blown once. Not only has that improved the way we dispatch trains, but it's also reducing the long-term impact that occupational noise is having on our colleagues at stations.

In relation to safety, we found that the introduction of our Azuma trains has significantly reduced the number of onboard accidents that we see.

Our operation involves a lot of catering delivery on trains - we have chefs preparing food in kitchens and catering teams preparing hot drinks. The old High Speed Trains (HSTs) were fantastic from a customer point of view, but the kitchens were just not as safe as on a modern train.

For example, hot water used to pour from the onboard stills at a height, which was a safety concern. You'd have to fill a hot water jug using this contraption which was probably state-of-the-art back in the 1970s but doesn't really have a place on a modern train. Employee accidents have been reduced thanks to the introduction of the new fleet, and that's made a big difference to our overall health and safety numbers.

We also encourage reporting of accidents and incidents by our staff, as well as close calls through our dedicated app.

For a project like our work on the impact of whistles on hearing, we rely on our health and safety professionals to analyse the impact of different activities and the potential impact they have on long term health. Collectively, we're all very determined to take practical steps to keep our staff and passengers safe and healthy, and we really do welcome it when someone flags a potential opportunity for us to improve.

Finally, health & safety is a concern for everybody involved in Rail. How well is information shared across the industry?

As part of my role at RSSB I chair the Rail Wellbeing Alliance, so I see quite a lot on the health & wellbeing side of things.

We recognised as an industry that there were lots of statistics about safety and about the accidents that we were seeing, but there wasn’t much data or insight about the health conditions that people on the railway were experiencing.

One of the first steps has been to create a system where the train companies, Network Rail, and infrastructure contractors share health data so we can see the common patterns in the industry and have knowledge of which other industries are facing these problems.

And then the second step is to ask ‘what are you doing about that, what are you trying, and what's working?

Again, this is where the Rail Wellbeing Alliance and its subgroups enable the sharing of ideas and sharing of initiatives. Mental health is a good example. We have the Rail Mental Health Charter and everybody has a very good idea of the things that employers and individuals can be doing to look after each other.

The work that the Rail Health & Wellbeing Alliance has done to pull together health and safety data is not only an industry first, but an example of how the rail industry is leading others. England’s Chief Medical Officer Professor Chris Whitty has cited it as a leading initiative in terms of employers working together to better understand health concerns. It’s something that we, as an industry, can be very proud of.

The annual Rail Wellbeing Live event, as well as the Wellbeing Wednesdays that take place every month, have reached a lot of people working in the industry with health & wellbeing information. We have some very inspirational speakers and the content has been great in terms of elevating the conversation around health and wellbeing in the industry. That's so important because we talk a lot about safety in the industry. We have lots of rules and lots of training. We have lots of investigations when things go wrong. But health is just as important as safety, and we need to get better at looking after ourselves and each other.

I would certainly encourage anyone who has an interest in health and safety to get involved as a health and safety rep or involved with an industry group. Even just a having a conversation with a colleague can bring about change.

CONCERNS IN FOCUS HEALTH & WELLBEING

CIRAS confidential safety hotline shares insights into health and wellbeing concerns that its reporting analysts have listened to in recent years.

In 2023/24, most concerns raised with CIRAS were linked to health and wellbeing. These types of concern are about how work could impact the health and wellbeing of the reporter, their coworkers, or others, such as visitors or members of the public.

Many of the concerns were about passengers or staff smoking or vaping in unsuitable places, creating an unpleasant environment and risking the effects of passive smoking. Other health-related concerns raised since 2023 have been about mould and damp, pests, pressure and workload, a lack of suitable handwashing or other welfare facilities, sewage, musculoskeletal risks, diesel fumes, brake dust, and ineffective procedures causing stress.

REPORTING DATA

After someone raises a concern through our reporting channels – using our app, hotline, online form, or freepost – we arrange a phone conversation with them whenever they prefer. We listen carefully and impartially to make sure our report to the relevant company is as detailed as possible while protecting the identity of the reporter and anyone else involved. Reporters who use CIRAS always receive a response and can raise concerns through us for any company – not just their employer. If there is an immediate risk of harm, then more urgent or emergency reporting channels should be used instead of CIRAS.

At CIRAS, we collect reporting data by asking questions during our phone conversations with reporters. We aggregate this data – with no identifying information – to show trends or patterns that may indicate emerging issues for the industry to further investigate.

WORKING SAFELY

Work can affect health and wellbeing both physically and mentally, and in the short-term and long-term.

The safety, availability, and effectiveness of tools can affect how we work. If equipment is damaged and we therefore aren’t using it as intended, it could also harm us. A tool might vibrate above the limit, or broken equipment might lead us to stand or sit in a way that causes musculoskeletal issues.

Work can impact mental health and stress. When it affects safety, we listen to concerns that ways of working or workplace culture could be negatively impacting mental wellbeing: for example, if there is a risk of distraction or fatigue as a result.

There may be hazards in the workplace such as fumes, dust or fibres, and toxic substances. Good occupational hygiene can control and address these, preventing illness and improving workers’ quality of

life and long-term health. Stay up-to-date with relevant health and safety training and risk assessments. Follow safety information, training, and any control measures, but make the right call and raise concerns you have about training, information sharing, processes, ways of working, or anything else. If in doubt, it is worth raising a concern and getting a response.

WELFARE FACILITIES

We’ve listened to concerns about mess rooms, toilets, washrooms, changing areas or canteens. Some have been about unhygienic

conditions due to a lack of running water or soap to wash hands. There have been reports about mess rooms not having enough space for taking breaks or not being cleaned regularly. Sewage leaks and recurring blocked toilets are other issues that prompt reports.

The reports led to faults being fixed, facilities upgraded, and new cleaning arrangements. They also revealed that limited communication between teams and a lack of clarity about responsibilities were some of the reasons for delays. At other times, reports showed companies that they could better

communicate with staff about the progress of repairs.

CIRAS reports contributed to a previous Rail Safety and Standards Board (RSSB) project on welfare facilities. The RSSB report published included an important reminder:

“It is important that employees do report concerns, directly or indirectly, to allow improvements to be made. Employees should be encouraged to report concerns openly though their line management or internal processes, through safety representatives, or through reporting systems such as Close Call or CIRAS.”

PEST CONCERNS

We’ve been hearing more about pests: animals or insects causing a nuisance or potential harm to humans because of their presence or behaviour in the working environment. This has included pigeons, rats, mites, and wasps in a variety of locations: train stations, depots, and mess rooms.

Pigeon and rat droppings can carry diseases that humans can contract, and this is often what most concerns reporters. The presence of pests also impacts hygiene, especially where food is prepared or stored. Wasps can sting anyone in their surroundings, and some people may have allergic reactions.

The presence of one pest can encourage others. In one of our reports, a mite issue developed when they were drawn to pigeon droppings.

Pests can also introduce other risks. Rodents can chew through wiring, potentially resulting in electrical hazards, and we processed a concern about bird droppings creating a hazard on a railway station staircase.

Feedback on pest reports tends to be positive – with issues heard and resolved. We do encourage people to report these issues using company channels as they are usually the quickest way to get them resolved.

If you prefer to raise concerns in confidence or have tried to raise concerns through other channels without success, CIRAS is available.

Find CIRAS reports at ciras.org.uk/reports (or search online for CIRAS reports). You can filter by theme, transport sector, date, and type of location.

WELLBEING

When we think of wellbeing, we tend to think of the direct interventions we can do to ensure people feel secure and healthy.

Physical movement, mental health awareness and therapy, mindfulness, and medication all play a role, alongside so many other options.

However, in rail, we often create environments which run contrary to enabling wellbeing and good mental health. Catching the train can, unfortunately, be a source of great stress and negative emotion. Delays, cancellations, crowding, and unpleasant environments, though in many cases difficult or impossible to prevent, all contribute to a lack of wellbeing and we can all name a station we’d hate to have to spend any amount of time in.

But what role can and could rail play in enabling and facilitating higher levels of wellbeing? Punctuality of services, availability of seats, and provision of real-time information are some obvious answers, but digging deeper the role of design and architecture presents a constant ‘background’ opportunity for rail to uplift people, staff, and communities.

ATTITUDES TO BEAUTY

The report ‘People and places: Public attitudes to beauty’, for the Commission for Architecture and the Built Environment, found that:

“Beauty in the built environment was seen as being important for civic pride and for attracting people to an area. They believe that beauty is important in their local area and there is a strong consensus for striving for more beauty in neighbourhoods, towns and cities.

“Beauty in place is recognised as not evenly distributed. Where there is less, it is seen as part of depravation; people can and do pay more to live in areas which are more beautiful. Beauty in place is also seen as part of a cycle of respect, it can make people respect an area more, and by being respected, an area can retain its beauty.”

Many of us would immediately be able to name stations which we think are beautiful, from the incredible revival of King’s Cross to small, yet perfectly formed examples such as Ribblehead station, architecturally appealing spaces engender pride in the local area, can reduce vandalism and antisocial behaviour, and can even have a positive impact on metal health and wellbeing.

Biophilic design (design which is linked to natural forms and nature) can help to reduce stress, improve cognitive function, lower blood pressure, and increase overall feelings of happiness for humans occupying a space. Features of biophilic architecture range from planted areas to large windows allowing for natural light and living plant walls, alongside the use of materials such as wood and stone, or even water features, to bring nature indoors.

ENCOURAGING MOVEMENT

Beyond mental wellbeing, good design can also impact and enhance our physical health. By shaping rail spaces with open areas and consideration for natural passenger flows which encourage exploration, as well as onward wayfinding for active travel options and access to nature, we can enable higher levels of movement which benefit physical health for users.

Rail has a direct role to play in encouraging movement. Many Community Rail groups around the UK organise and promote railaccessible walks and cycling paths, allowing those who are perhaps less confident in planning journeys to access natural spaces. An excellent example of this is Northern’s Yorkshire Dales Explorer route (previously known as DalesRail).

This Saturday service connects Rochdale, Manchester, Salford, Bolton, and Clitheroe with Settle and the Yorkshire Dales. The route connects communities to walking opportunities and stunning natural landscapes, as well as the chance to view the iconic Ribblehead Viaduct, along with the option to walk the route in a social setting with the Lancashire Rail Ramblers and/or the Friends of the Settle-Carlisle Line groups.

SOCIAL SPACES

Stations themselves can also be social spaces rather than just centres for moving people from A to B. By designing in communal areas, rail can play a crucial role in promoting social interaction, contributing to the vital agenda to reduce loneliness in many of our communities (multiple studies have found that involvement with community groups and activities can drastically reduce feelings of isolation and loneliness for people of all ages).

An excellent example of this is Irlam Railway station. After the station sat derelict for almost a century, the Station House was sensitively restored by local charity Hamilton Davies Trust and is now not only a stunning example of architectural restoration in rail, but also features a café and bar, displays of artwork and rail heritage, and rentable spaces for community groups and events. It also hosts the voluntary ‘Friends of Irlam Station’ group.

BEYOND BEAUTY

Even when we look at rolling stock design, well-designed train interiors can contribute to not only feelings of calm and positive mental health, but also feelings of pride in culture and heritage. ÖBB wanted to use its new Nightjet service to recreate the sense of adventure associated with the heyday of continental rail travel, and so the new rolling stock was built to look and feel representative of Austria – a rail offer with a distinct sense of place and a clear identity that reflects Austrian cultural and craft heritage through materials, colours, and iconography.

Beautiful railway architecture is more than just visually appealing – it plays a vital role in shaping the health and wellbeing of our communities, passengers, and staff. While cost

pressures can force difficult decisions to reduce available spaces and maximise commercial value, we must ensure the wider wellbeing agenda is not neglected.

By prioritising design to enable inclusion, reduce stress, and facilitate connections to the natural world as well as social opportunities, well-designed railway stations can have a profound and lasting impact on the people who interact with and use them.

About the author: Daisy ChapmanChamberlain is specification manager at Transport for the North. She focusses on improving transport systems, accessibility, safet,y and beyond. She is also chairperson of the Oxfordshire Community Rail Partnership. Daisy can be reached via LinkedIn. © iStockPhoto.com/Duncan Cuthbertson

REPORT BY COLIN WHEELER

A TIME FOR CHANGE AND

SIMPLIFICATION

The privatisation of our railways served a purpose when introduced but many will welcome the introduction of the unifying organisation Great British Railways. Organisational change with a focus of making it easier for railway people to work more closely, safely, and productively is the aim.

The avoidance of accidents and increasing use of the latest signalling, track, and electrification design options will be good for us all and must improve safety. The timing is excellent and should coincide with the 200-year anniversary of the establishment by Robert Stephenson of the very first steam engine railway manufacturing company in 1825 at Forth Banks in Newcastle upon Tyne.

FATALITIES AND FINES

The Office of Rail and Road (ORR) has published a timely newsletter. Its investigations and subsequent prosecutions resulted in guilty pleas from Network Rail for both the double trackworker fatality at Margam in South Wales in 2019 and death of a trackworker who was struck by a passenger train at Surbiton in 2021.

The ORR’s investigation found “systematic and wide-ranging safety failures by Network Rail in its measures to protect those working on or near the line from trains.” Network Rail was fined £3.75 million and must pay costs of £175,000 for Margam and £3.41 million for the fatality at Surbiton. At Surbiton the ORR identified failings with the “planning, monitoring and supervision to ensure the workers were adequately protected.”

However, I question the suitability of the processes followed. I accept the end result rightly includes legal costs. In these two cases the fines imposed presumably resulted in Government funding from Network Rail being paid to the ORR which is also funded by Government. Previously, there were cases when individuals were interviewed under caution and could be prosecuted. Was that not a better system? Presumably there is a cost to transferring finance between Government departments?

RECORDING AND MONITORING ASSETS

The ORR newsletter advises that they wrote again to Network Rail in February stating that they were “not satisfied that the company is doing all that it should to meet its own standards of recording and monitoring all of its assets.”

The letter to Network Rail stated bluntly that the ORR is “not satisfied with the progress being made.” The letter goes on to insist that the ORR requires “specific actions under health and safety law and are commissioning an Independent Reporter to investigate the systematic issues underlying the historical and current non-compliance with standards.”

The letter then lists three key terms, namely structural examination, structural assessment, and structural capacity. It refers to the dialogue which has been ongoing since 23 May 2023 and reports that only

“mixed progress” was achieved by the end of CP6. Under a heading of “Regulatory action and next steps”, the ORR warns that an Independent Reporter’s study will “examine the underlying causes of the current non compliances” and will help to “inform our assessment of whether Network Rail is achieving compliance with the standards in the most efficient way possible given the circumstances.”

ORR requires all risk assessments for non-compliant assets to be completed by 30 April this year and assets for which there is no recorded structural capacity to be assessed by 28 February 2026. The letter bluntly warns that “failure to take these actions will likely result in enforcement action being taken, without further recourse.”

I suggest a review of how, before the attempt at privatisation, British Railways organised the regular inspection of structures. There were 20 or so civil engineering divisions or districts covering England, Wales, and Scotland. Each had a divisional civil engineer and an assistant works as well as a deputy for the permanent way.

Colin Wheeler.

Trained structures examiners (mostly time served tradespeople) undertook superficial examinations every year. Detailed ones, including those of tunnels and tunnel shafts, major structures, and so on were usually carried out by qualified engineers in accordance with frequencies dictated by the type and condition of each asset. A detailed examination was carried out every three years for bridges but could be up to six years for tunnels in good condition. The standard was varied as necessary, depending on its defects.

The assistant works posts were occupied by qualified chartered engineers who personally undertook the inspection of any special structures and checked and countersigned all the reports. Copies were provided to the assessment offices at each regional headquarters from whom options for significant repairs or renewal would be processed.

At one divisional office I recall we employed three generations from a single family of time served tradesmen, two of whom worked as structural examiners. The “ask your dad” route to understanding a defect was often useful.

As local qualified engineers, we knew that under our individual health and safety policy statements we were personally responsible for acting in response to the identification of necessary repairs. Difficult and major works proposals were naturally referred to the divisional engineer and, if necessary, even the British Railways Board. Those involved understood the importance of acting on recommendations made in reports.

PROSECUTIONS

When the Health and Safety at Work Act 1974 was introduced those of us in divisional engineering management jobs were required to develop and use detailed policy statements which set out our individual plans for managing work safely. I still remember difficult conversations with local railway inspectors following accidents and near misses. Locally-based inspectors (employed by what was then Her Majesty’s Railway Inspectorate) regularly reminded us that we were personally responsible and accountable as were all engineers, supervisors, and other staff.

We individually drafted safety responsibility management statements, and our records of site inspections were checked. We understood that prosecutions after investigations might be forthcoming following formal interviews when there was an accident. Now, the focus now seems to be on prosecuting large organisations with consequent huge fines being imposed by one government organisation onto another, plus legal costs.

RAIB KEPT BUSY

On 13 December last year, a passenger train collided with buffer stops at London Bridge Station at around 15:45. The 14:50 Southern passenger service from London Victoria entered the platform at 13.6mph and was still travelling at 2.3mph when it hit the buffer stops. No injuries were reported to either the driver or passengers, but there was minor damage to both the train and the buffer stops. An RAIB investigation is underway.

DERAILMENT AT ROUDHAM HEATH, NORFOLK

On 3 February, RAIB released its report on a passenger train derailment at Roudham Heath, Norfolk, although the accident occurred on 6 February 2024. The train was travelling at 83mph when it struck two trees which had fallen onto the track. It derailed and travelled 680 metres before coming to a stop. One of the 31 passengers suffered a minor injury, both the railway infrastructure and train were damaged, and the line was closed for repairs.

The two trees were part of a forest adjacent to the railway, owned and managed by Forestry England. A twin-stemmed pine tree fell first which landed on and brought down an adjacent oak. The pine tree “suffered from loose root anchorage primarily because it was standing in highly saturated sandy soil”. Due to the way the tree had grown and its proximity to the railway it was most likely to land over the tracks when it fell. Tree inspections by Network Rail and Forestry England had not identified any cause for concern.

RAIB’s investigation found that the risk from trees standing in saturated soil was not being effectively managed by either Forestry England or Network Rail. There was no significant deformation of the train’s cab and an axle mounted brake disc helped to contain the train’s path during the derailment. RAIB’s report makes two recommendations. Both Network Rail and Forestry England are to review their processes for inspecting and managing trees within falling distance of the railway and consider the effects of soil saturation.

DERAILMENT NEAR WALTON ON THAMES

The RAIB report on this derailment was issued on 14 February 2025. Around 05:40 on the morning of 4 March 2024, the train struck a piece of redundant rail that had been left foul of the track on the approach to the station. The train was travelling at 85mph. The front coach derailed, and the train came to a stand around 500 metres beyond the point of derailment.

The redundant length of rail had been left when the previous weekend’s work was completed. Checks made failed to identify that the rail was in a potentially hazardous position before the railway was handed back the previous weekend. The person in charge who supervised the work, and a track hand-back engineer, had not been adequately briefed on the work undertaken before they inspected the track.

The RAIB report says that arrangements for planning and delivering the work failed to adequately manage the risk of a piece of rail being left foul of the running rail. The process for inspecting the railway after the work was completed did not provide staff with clear guidance on the areas to be checked. Relevant railway rules and standards did not clearly define the roles and responsibilities needed to safely deliver work on a complex worksite like the one involved in the accident.

The RAIB report makes two recommendations. First, Colas Rail with Network Rail are to review the rules and standards relating to how tasks delivered in complex worksites should be coordinated and supervised. Secondly, they

are to create a coherent process for confirming that the line is safe for the passage of trains after work is complete.

Two learning points were also identified. The first reinforced the importance of adequate site lighting whilst the second stressed the importance of organisations ensuring that guidance material is removed from resource libraries when new standards are issued.

FATAL ACCIDENT AT FOOTPATH CROSSING

This tragedy occurred on the morning of 23 January and RAIB announced its investigation on 17 February. It was around 08:04 when the child was struck and fatally injured on this crossing which is between Whyteleafe and Kenley. The crossing provides access between two areas of Kenley, and has signage, gates, and instructions telling users how to cross. The train involved was travelling at about 50mph. RAIB’s investigation is underway.

OVER SPEEDING IN SOUTH WALES

On 27 January between 11:33 and 14:08, at least eight trains did not observe blanket speed restrictions of 50mph at two locations along the South Wales Main Line.

The restrictions were because of forecast high winds between Neath and Swansea and the hazard from high risk trees between Bishton and Newport.

Some trains travelled “at speeds significantly above the imposed restrictions” but there were no reported consequences.

On 24 February RAIB announced its investigation and will publish a Safety Digest.

Rail Engineer is the leading independent quality monthly magazine for engineers, project managers, directors and leading rail executive decision makers.

Besides publishing the latest up-to-date rail engineering news, our team of engineer writers report on the engineering and technical aspects of many of the major projects being undertaken day in, day out, above and below ground, and across the globe.

Rail Engineer is individually mailed out to named subscribers, with a controlled circulation of more than 11,500, including 5% internationally. On top of this, Rail Engineer news update email is sent to a further database of 12,000+ subscribers.

REPORT BY MATT ATKINS

STARS SUPPORT

EFFORTS TO BREAK CYCLE OF RE-OFFENDING

THE REBUILDING FUTURES ALLIANCE (RFA),

WHICH GIVES EX-OFFENDERS A SECOND CHANCE AND BOOSTS RECRUITMENT INTO RAIL, IS NOW BACKED BY SOME FAMILIAR FACES.

Stars of the small and silver screens, Stephen Graham and Hannah Walters, have been named as ambassadors for the RFA, a new national association which has been launched to help relieve pressure on prison places by supporting people with minor convictions to get jobs across Britain’s transport sector.

RailStaff reported on RFA in February (Issue 295 Jan/Feb 2025), when we attended its launch event at St. Pancras International on Tuesday 11 February. The non-profit organisation unites a coalition of reputable post-conviction charities, connecting them with major transport employers. It aims to break the cycle of criminality amongst the UK’s low-risk prison population by offering them the chance to learn a skilled trade across Britain’s rail, bus, and metro networks.

Speaking at the launch event, transport expert and director of RFA Chris Leech MBE, said: “This is the start of the journey and over the coming months and years this new alliance will be game-changing for transport, prisons, people, and the communities we serve – along with a boost to the economy with more people in work, paying more tax,”

“Add in the savings to the taxpayers in reducing the prison population, even by a fraction, and it makes complete sense and underpins our mission to deliver shared-value creation, where everyone benefits.”

STAR SUPPORT

Actors Stephen and Hannah, who also cofounded Matriarch Productions, have starred in major Hollywood blockbusters as well as critically-acclaimed TV series including Boiling Point, This is England, and, most recently, Adolescence. The pair also appeared together in acclaimed BBC prison drama

Time, which has given them an extra insight into the issues behind the RFA’s initiative.

“Prisons are at breaking point and when people do leave jail, 50% of individuals within the first 12 months fall back into the vicious circle of criminality and unemployment,” says Stephen. “The Rebuilding Futures Alliance aims to change all that for low-risk offenders, who account for a large part of the prison population.

“It’s for that reason we are delighted to back this not-for-profit organisation and the potentially life-changing work they are now undertaking.”

“This is game-changing for employment, for public transport, infrastructure and for society,” Hannah adds. When someone serves their time, it’s critical that they get given the right support to put them on a path and that it is tracked, measured and reported.

“The Rebuilding Futures Alliance will do that, meaning less people in prison after

falling back into criminality, more skilled, trained workers in one of the UK’s largest sectors and more money in taxes going back into the economy.

“Ultimately, it’s about saving lives and breaking generational unemployment and criminality amongst low-risk offenders. Everyone stands to benefit, and we are delighted to be helping to lead this movement for change.”

BREAKING THE CYCLE

Reoffending rates in the UK are among the highest in the western world. According to RFA’s research, one third of the UK prison population are ‘low level repeat offenders’, with one-in-two reoffending within 12 months of release, compared to one in five if they secure a job with purpose. On top of this, Government statistics show that the average cost to keep a prisoner in jail in 2022-23 was £51,108. Reoffending costs the UK £18.1 billion annually.

Stable employment provides structure, financial independence, and a renewed sense of purpose, helping people with past convictions move forward and reduce the risk of reoffending. By working in supportive environments, individuals gain a sense of belonging, develop skills, and build confidence, enabling them to transition from past challenges to meaningful careers.

For more information see www.rebuildingfuturesalliance.com

The beauty of the RFA’s work is it that it not only helps to minimise the societal and economic impacts of repeat offending but also addresses a key concern within the rail industry – the attraction and retention of staff.

Much of the conversation around recruitment into rail revolves around its unique demographics. For many years, the industry has been top-heavy with staff approaching the end of their careers and, when they eventually leave, they take decades of knowledge with them. It also creates a situation where many staff can leave in a short period of time. A 2024 National Skills Academy for Rail (NSAR) survey reported that 90,000 people are expected to leave the industry during the next five years.

However, if the work of the RFA can produce a steady stream of potential candidates, all eager for an opportunity to rebuild their lives, the pressure on recruitment could be alleviated. The backing that the RFA has received, will do much to bolster this cause.

“The support we’ve had for the launch from industry and charity leaders has been overwhelming, which proves the concept is right.” says Chris.

“To now have the backing of such high profile, talented people who have brought experiences of the prison system to life on the screen is just overwhelming and we can’t thank them enough.”

REPORT BY MATT ATKINS

MILITARY MOVERS NETWORK RAIL DUO SUPPORTS

TWO NETWORK RAIL STAFF WITH MILITARY BACKGROUNDS ARE HELPING SERVICE LEAVERS

FIND REWARDING NEW CAREERS IN RAIL.

The rail industry employs thousands of ex-armed forces personnel and many of its staff are also reservists, military spouses, and adult cadet instructors. While working in rail may not seem quite as exciting as a military career, the industry offers its own unique challenges and rewards and is an ideal choice for those seeking a similar experience.

In addition to bringing valuable manpower, veterans and reservists offer a wealth of experience and qualities that align perfectly with the demands of the rail industry. With a wide variety of roles available across multiple disciplines, they have the flexibility to apply their skills in countless ways.

Whether it's contributing to the construction and upkeep of network infrastructure, maintaining locomotives and trackside equipment, or ensuring stations operate smoothly and passengers stay informed, the range of opportunities is vast.

SUPPORTING SERVICE-LEAVERS

Charlotte and Garry Greenwood are joint Armed Forces Network Leads representing the North and East Route for Network Rail. They are a husband-and-wife duo of armed forces veteran and reservist, helping support the military community in and around their route.

“As an associate sponsor, I work closely with key stakeholders including the Department for Transport, local and combined authorities, and businesses within Leeds Station, to ensure projects align with business goals,” says Charlotte. “My role involves maintaining transparency by communicating project updates and addressing stakeholder concerns to keep projects on track.

“Alongside my career in rail, I also serve as an army reservist with the 4th Battalion, Royal Yorkshire Regiment. This role has provided me with incredible opportunities to travel, experience new sports, and enhance my leadership, confidence, and skill set through soldier training.”

A former communications systems operator for the Royal Signals, Garry now works as a technical surveyor at Network Rail, managing compliance and consents for retail units within Network Rail-managed stations in the Eastern region.

“My role involves working on the estate management of retail assets, supporting investment programmes to enhance infrastructure, and ensuring the efficient maintenance of retail spaces,” he says. “I also contribute to the delivery of maintenance, renewal, and enhancement programmes, as well as supporting the progress of Landlord's Consent (LLC) applications.”

In their role as Armed Forces Network Leads, Charlotte and Garry play a vital role in supporting service leavers as they transition into civilian careers. This includes offering 1:1 coaching, CV workshops, and interview preparation; arranging work placements which allow service leavers to gain practical experience in the areas they may want to pursue; and networking with colleagues for support and general wellbeing for the military community already in Network Rail.

The pair also attend careers fairs specifically for armed forces personnel, showcasing the rail industry as an excellent career path and acting as mentors throughout the application process to provide insight and encouragement.

Most recently, Charlotte and Garry held their first Rail Industry Partner Insight Day at York Rail Operating Centre (ROC), designed to give service leavers an immersive experience of careers in rail. The event, which took place on Tuesday 15 April, was packed with talks, interactive sessions, operational

briefings based on real-life happenings, and walkaround tours. The event was organised in collaboration with the Careers Transition Partnership (CTP) - the official MOD resettlement service.

The aim was to introduce rail as an exciting, rewarding second career choice - not just through talks but through practical, engaging activities. Veterans who have transitioned into rail gave first-hand accounts of their experiences and evacuation demonstrations showcased the safety and response elements of the industry. A walk-through demonstration of the different roles involved in working on a stretch of track linked back to military trades and branches, highlighting the relevance of military skills to rail careers.

A key aim was to make the introduction to rail warm and welcoming, avoiding information overload or excessive industry jargon that may be unfamiliar to those without a rail background.

“Compared to previous efforts made before, we’ve tried to make this event more interactive, more diverse, and more realistic about how we are as a business and an industry,” says Charlotte. “We also managed to get organisations from across the industry involved, including LNER, Northern, and Murphy to give a more holistic overview of working in the wider rail business.”

FORCES FRIENDLY

So, what makes the rail industry a great career choice for service leavers?

From their experience as both a veteran and a reservist, Charlotte and Garry say the rail industry is not too dissimilar to the military. With varied locations, a diverse workload, and a strong team dynamic, it makes for a relatively smooth transition from military life.

“If you look back through the history of the railway, it’s aways had a very big military presence, especially during wartime,” says

Garry. “As a result, it has a strong military ethos and many of the ways that we work in the military are also implemented in rail.

“The industry offers structured career progression with clear development pathways which is something that a lot of military personnel look for. It offers plenty of learning and upskilling opportunities which aligns well with the continuous personal development (CPD) mindset of service personnel, and a sense of purpose as rail plays a crucial role in national infrastructure.

“Another thing it offers is a defined role. I’ve worked in so many jobs where you’re just there as an extra body who’s there for the odd job when required. In rail you have a specific job to do and can see the outcome of your work.”

“On top of all of that”, says Charlotte, “Rail provides a forces-friendly environment. Many rail partners, from operators to contractors to Network Rail itself, are members of the Armed Forces Covenant and offer specific provisions such as paid reservist leave and mentoring programmes.

“What I’ve noticed as a civilian who became a reservist, the support from Network Rail has been fabulous. We get two weeks of paid leave, support from management, and there’s an awareness of reservists throughout the company. As part of our roles, we are also helping other companies become armed forces covenant members to support their understanding as much as Network Rail. It's clear then, that the rail industry has much to offer armed forces personnel. But the relationship doesn’t go one way. Ex-military staff and reservists make great candidates for the wide range of roles on offer in rail and can bring years of experience and know-how to the industry.

“Veterans, reservists, and cadet instructors all bring a wealth of highly transferable skills that are highly valued in rail” says Charlotte. “These include leadership and teamwork; problem-solving; resilience and discipline; communication and coordination; and commitment and responsibility. They also tend to have a strong willingness to get on and do the job.”

It’s no surprise that these are exactly the type of attributes that the industry looks for in job candidates.

A CHANGE OF PACE

There are roles for the taking, but how easy is it to transition from the armed forces into industry, and into rail in particular?

“When I left the Army, I didn’t go straight into Network Rail,” explains Garry. “At the time, we were all living through Covid which meant certain roles weren’t available. Since leaving the Army, I’ve worked as a fibre engineer, an armourer for North Yorkshire Police, and a project engineer for Siemens. Each of these roles came with its own transition challenges from military life. Fortunately, my time at Siemens gave me a head start in rail, helping me get to grips with railway terminology, safety culture, and processes before moving to Network Rail.

“One of the biggest adjustments at Network Rail was transitioning from the military’s fast-paced decision-making to a corporate environment where compliance and approvals take longer. I’ve always had a ‘get it done now’ mindset, which I believe is why veterans stand out – we push through until the job is done and done right.

“Another major shift was teamwork. In the military, you work side-by-side with your team every day. Here, colleagues are

spread across the country, managing their own projects. Learning to balance time, expectations, and virtual collaboration was a key part of adapting.

While it took some time to get to grips with it all, Network Rail has been the friendliest and most enjoyable environment I’ve ever worked in, and I’ll probably never leave if it continues this way.”

YOUR NETWORK NEEDS YOU

With major projects underway to enhance connectivity and increase capacity, there’s a steady demand for new talent. Contractors involved in these initiatives are actively seeking individuals with the experience, skills, and determination that ex-service personnel consistently bring to the table. The rail industry offers exceptional opportunities in a field that aligns closely with the values of the Armed Forces. It’s an ideal career path for those transitioning to civilian life or continuing to serve as a reservist while holding down a full-time job.

RAILSTAFF AWARDS 2025 STANDING OUT FROM THE CROWD

The rail industry has its fair share of awards nights, but none quite like the RailStaff Awards. So, what makes it so special?

The night is all about the people of the railway. You won’t see any awards for companies – just the inspiring individuals and teams who keep the railway rolling. It’s a celebration of the everyday heroes who make a real difference.

Whether they’re supporting their teammates, going the extra mile for customers, or making the world a little brighter at stations and on trains, this is their night to shine – and have a blast while they’re at it!

You must know someone who deserves a shoutout, so why not give them their chance in the spotlight? Pick from the categories below and nominate them today!

THE CATEGORIES

In 2025, we're excited to present 20 award categories in which you can nominate your colleagues and co-workers:

• Apprentice of the Year Award

• Charity Award

• Customer Service Team or Person Award

• Equality, Diversity & Inclusion Team or Person Award

• Graduate of the Year Award

• Health & Wellbeing Team or Person Award

• HR & Recruitment Team or Person Award

• Innovation & Technology Team or Person Award

• Learning, Development & Investing in People Award

• Lifesaver Award

• Lifetime Achievement Award

• Project Team or Person Award (over £5 million)

• Project Team or Person Award (under £5 million)

• Rail Ambassador of the Year Award

• Rail Engineer of the Year Award

• Rail Manager of the Year Award

• Railway Depot Team or Person Award

• Safety Team or Person Award

• Station Staff Team or Person Award

• Sustainability Champion of the Year Award

HOW DO I NOMINATE?

Just about anyone can nominate a team or individual for an award – co-workers, managers, friends, union reps, even members of the general public who’ve experienced superb service.

There’s just one rule. No nominating yourself! That’s not really what we’re here for.

If you think you know someone who deserves an award, just fill in the form on www.railstaffwards.com and the nomination will be added to the site after validation by a member of our team. Nominating is free and only takes a few minutes.

Once all the nominations are in, it’s time for the public to have their say. Anyone can hop onto the RailStaff Awards website and cast their vote —whether it’s for a story that really stands out or simply to cheer on a good friend or colleague.

When the votes are counted, our independent judging panel steps in. They’ll take a close look at the top 15 nominees in each category and pick a winner, plus up to two ‘highly commended’ entries. Who takes the spotlight? You’ll have to wait for the big night to find out!

SHOW YOUR SUPPORT

The RailStaff Awards is a spectacular event dedicated to celebrating those who make the rail industry great. Guests can expect an exquisite dining experience, exhilarating entertainment, and the heartwarming glow of having championed their peers.

This unforgettable night wouldn’t be possible without the steadfast support of the industry. There are a range of exciting sponsorship opportunities available — a chance to showcase your brand while supporting the heroes of rail.

• Carlisle Support Services

• Freightliner Group

• RailwayPeople.com

• Readypower Group

• Telent

• Transport Benevolent Fund CIO (TBF)

Thank you all for your early support in helping to bring this event to life!

If your organisation is interested in sponsoring a specific award or contributing to the event more broadly, we’d love to connect with you.

Get in touch at www.railstaffawards.com/contact-us

FREIGHTLINER: PROUD TO SUPPORT EDI

Equality, Diversity & Inclusion (EDI) is a core value for many organisations. Though a few companies are still coming to terms with the concept and there is pushback from some quarters, EDI is increasingly becoming a pillar of a firm's key principles, creating a culture of acceptance and support.

The RailStaff Awards recognise the vital efforts of teams and individuals who are champions in this space with the Equality, Diversity & Inclusion Person or Team Award.

Freightliner has sponsored the award for several years and lends its support again in 2025. Misconceptions of rail freight have created something of an image problem for the sector, and Freightliner is committed to improving diversity, championed by CEO Tim Shoveller.

In recent years, gender equality has become an increasingly important topic for the business and a target has been set to increase Freightliner’s female workforce year-on-year as part of a fiveyear strategy. Gender focus is part of a broader EDI strategy.

Freightliner throws itself into EDI initiatives

including International Women’s Day, the Big Logistics Diversity Challenge, everywoman in Transport & Logistics, and Women in Rail among others. These are valued initiatives used to share experiences and examine and discuss topics that are important to the female frontline workforce.

Tim Shoveller, CEO, commented: “We see a significant challenge in encouraging more people to join our industry, but becoming more diverse is a really important way of doing that. It makes our business stronger, and diversity significantly improves competitiveness, innovation, and profitability.

“It’s important that as leaders, managers, and employees throughout the organisation, we stand up and are clear in our objectives. I’m really determined that we build an inclusive culture, one where everyone feels safe – not just physically but psychologically too.”

SELFLESSLY DEDICATED

Carys Thomas, safety audit manager at Great Western Railway (GWR), was astounded when she was honoured with the top prize in 2024. In her eight years at GWR, Carys has continually devoted her time to advocating for safety, career opportunities, and accessibility within the railway industry.

Carys selflessly volunteers her own time, supporting various departments and community rail partners, including leading LGBTQIA+ events and conducting driver simulator sessions to encourage girls to join the railway in STEM-related areas. She has also written a dual English/ Welsh language book, Rupee & Sushi Travel By Train, to help anyone nervous about travelling on the network.

PROGRESS AND DEVELOP WITH FREIGHTLINER

“I’m in shock, I don’t know what else to say,” said Carys when she picked up the award. “Thank you so much to the person who nominated me, and to those who kindly voted to get the nomination through to judging. I’d also like to thank my wife, who works in accessibility, as well as Rupee and Sushi my two dogs who inspired the book.”

“Everyone nominated for this category is really making a difference to our industry,” said Tim, after presenting Carys with the award.

“What I enjoy about the RailStaff Awards is the diversity of the people who are shortlisted. It’s very representative of modern society. The RailStaff Awards are really helping to drive forward the crucial message of EDI.”

Join a winning team!

We are proud to foster a culture of equity, respect and opportunities for all

Proud to sponsor the Equality, Diversity & Inclusion Person or Team Award at the RailStaff Awards 2025

REPORT BY MATT ATKINS

YOUNG RAIL PROFESSIONALS

RISING STARS HONOURED

RAIL MEDIA WAS PROUD TO SUPPORT THIS YEAR’S

YOUNG RAIL PROFESSIONAL (YRP) AWARDS, HELD AT CARDIFF’S HOLLAND HOUSE HOTEL.

In early March, the Rail Media team travelled by rail down to South Wales to celebrate the work of the industry’s up-and-coming stars at the Young Rail Professionals Annual Dinner and Awards 2025.

Taking place on Thursday 20 March, the event was an unforgettable one, honouring the exceptional achievements and contributions of some of the brightest talents in rail. Hosted by YRP every year since 2013, the awards recognise the outstanding contributions to rail of industry colleagues who are within the first 10 years of their railway career.

The evening brought together professionals from across the UK rail sector, who arrived in formal attire to a buzzing reception room filled with conversation, anticipation, and admiration for the evening’s finalists. Against the backdrop of an elegant three-course meal, they shared stories of innovation, perseverance, and leadership, highlighting the impact young professionals are having on the future of rail.

A PROUD PARTNER

Rail Media was honoured to support YRP by acting as its media partner, producing its brochure and publicising the event. It also proudly sponsored the YRP Personality of the Year Award and Managing Director Adam O’Connor was delighted to hand the award to Trenitalia c2c’s Kelsey Pasfield.

Operations Team Coordinator Kelsey was nominated for her efforts on a project undertaken to improve train driver morale and wellbeing, where she led with an unwavering desire to improve the drivers’ working environment. Kelsey gave her all and was involved in every part of the project, often working outside of hours, including weekends and days off, without asking for anything in return.

The completed project has made an incredible difference and created a new set of standards which has made colleagues feel valued and their working environment respected. This has spread across the network, ensuring other facilities see it as a standard to be achieved.

Kelsey’s name was met with rapturous applause as she stepped on stage to accept her award, clearly moved by the recognition of her peers. And it wasn’t the only award that she had been put forward for in

recent months.

“The past month has seen me attend both the annual Pride of c2c and the Young Rail Professionals (YRP) awards having been shortlisted for both, an achievement I absolutely don’t take for granted,” she explained.

Of her success in Cardiff, she added: “To be recognised with a nomination, then be shortlisted and go on to win is something that I am so proud of and it’s a night that I will never forget … it means so much to me and I’ll happily take home my trophy.”

A NIGHT TO REMEMBER

Guests praised the evening not only for its celebratory tone but also for the opportunity to network, connect, and reflect on the future of the industry. Many in attendance noted the sense

of optimism and progress shared among the young professionals.

The awards ceremony served as a reminder that fresh talent is not just present in the rail sector, but thriving. Young professionals are leading meaningful change in areas ranging from operations and customer service to infrastructure and technology.

Speaking of the success of the evening, YRP CEO Bonnie Price said: “I’d like to express my gratitude to everyone who has helped make this event possible - our sponsors, partners, and volunteers. Without their continued support, we wouldn’t be able to celebrate and uplift young professionals in rail the way we do each year.”

As the night concluded with applause, photographs, and heartfelt congratulations, one thing was clear - the future of the rail industry is in passionate, capable hands.

Andrew Mitchell joins Railway Mission

Railway Mission has announced Andrew Mitchell as the new chaplain for Newcastle and the Northeast of England, taking over from Helen Bartlett as she steps into retirement after faithfully serving the railway community.

Andy brings a wealth of experience and a heart for community service to his new role. Before joining Railway Mission, he led a community project in West Auckland, where he oversaw The Well, a coffee shop and community hub that also provided vital services such as a foodbank, financial support, and listening services.

Expressing his excitement about his new journey, Andy said: “Over the past couple of weeks, the people I’ve met have been very friendly, and I’m grateful for their support. I look forward to serving the people on the railway network in the best way I can.”

As Andy steps into this role, the Railway Mission would like to extend its heartfelt gratitude to Helen Bartlett for her dedication and service. Helen’s impact on the lives of railway workers and their families has been immeasurable.

Liam Johnston, executive director of Railway Mission, shared his thoughts: “Helen has been a beacon of hope and support for so many in the Northeast, and we wish her God’s peace and blessings as she begins this new chapter of her life. We are thrilled to welcome Andy, whose passion and experience will undoubtedly continue to make a meaningful difference to the railway community.”

New operations director at Arriva Rail London

Arriva Rail London (ARL) has appointed Charlotte Whitfield as the company’s new operations director.

Charlotte joined ARL in 2017 as a general manager and took on the customer experience director role in 2021. Over the past eight years, Charlotte has steered several successful customer experience initiatives, from the introduction of the Night Overground to the naming of the London Overground lines.

Charlotte has worked in the transport industry for the duration of her career, having started as a graduate at FirstGroup.

“I was based in bus depots and was very much thrown in at the deep end, including learning to drive a bus,” Charlotte recalls. “For a month, I drove a route in Manchester. That experience is something I’ve kept in the front of mind in my role at Arriva Rail London. It’s important to

Costain appoints new rail sector lead

Costain has announced Alistair Geddes as its rail sector director.

Alistair joins from Balfour Beatty where he held the role of operations director leading its rail system business. In this role he looked after a number of manufacturing facilities, frameworks and projects for clients including Network Rail, Transport for Wales, Transport for London and others in the private sector. He has also held leading roles for several significant infrastructure programmes including Crossrail, Hinkley Point C Marine Works, and the Olympic Stadium transformation. Alistair will support Costain’s strategic focus on growth in strong markets, and ensure the business continues to provide predictable, best-in-class delivery to its customers.

Alistair’s appointment comes following a successful period of growth for Costain’s transportation division. Costain recently announced two significant contract awards for HS2, including a £400 million contract to

deliver tunnel and lineside mechanical and electrical (M&E) systems as well as a separate award to deliver high voltage power supply systems across the entire line.

Jonathan Willcock, managing director, transportation, at Costain, commented: “UK rail infrastructure is critical for creating a sustainable future and driving UK prosperity through improved productivity, greater connectivity, and job creation. But it faces challenges around resilience, particularly with rising demand and more extreme weather. Alistair brings a wealth of experience that will support our rail sector growth as we continue to deliver the strategic needs of our customers.”

Alistair added: “Costain has an excellent reputation and heritage in delivering complex rail infrastructure that improves people’s lives. I’m looking forward to drawing on Costain’s breadth of service offerings and expertise from across the organisation to continue providing best-in-class infrastructure services to the rail industry.”

understand the daily challenges frontline colleagues face, whether station employees or train drivers.” Following her time at FirstGroup, she held management roles at G4S Global and Arriva Bus.

Steve Best, managing director at Arriva Rail London, said: “I am thrilled that Charlotte will be taking on the role of operations director. Throughout her time at Arriva Rail London, Charlotte has consistently delivered to ensure we provide a leading service for our customers.”

New sustainability director at RSSB

The Rail Safety and Standards Board (RSSB) has appointed Rachael Everard as its new director of sustainable development.

Rachael previously led sustainability at Rolls-Royce plc and has extensive experience in corporate sustainability across transport and energy, particularly in climate adaptation and decarbonisation, human rights and corporate reporting.

Rachael is a chartered environmentalist and a member of both the Institute of Environmental Management & Assessment (IEMA) and the Institute of Corporate Responsibility & Sustainability (ICRS). Rachael holds an MA Honours degree in Sustainable Development from the University of St Andrews.

Rachael will be leading RSSB’s work supporting the rail industry in tackling key sustainability challenges. Although rail is already the most efficient mode of long-distance transport for people and goods, there is a greater challenge for the rail industry – enhancing its impact on the environment, local communities, and society – and delivering net zero.

Welcoming Rachael’s appointment, RSSB’s chief executive Mark Phillips said: “It’s fantastic to welcome Rachael on board as our new Director of Sustainability.

“Rachael’s expertise will be put to good use supporting our members to further improve the sustainability of the railway. The rail industry has a unique role in Britain’s future. It’s not just about moving people and freight in a sustainable way, but contributing to education, employment, decarbonisation, nature recovery and improving quality of life.”

© RSSB

Ashish Upadhyay becomes Sensonic chief executive officer

Sensonic has announced the appointment of Ashish Upadhyay as its new chief executive officer, effective immediately.

Ashish brings a unique and comprehensive background combining deep expertise in core railway systems, signalling, infrastructure project management, and the increasingly critical field of technology and cybersecurity.

He joins Sensonic from cyber security firm Cylus where he served as director for the Asia Pacific region. In this and previous country director roles, he grew the business from start-up and was instrumental in expanding the adoption of advanced cybersecurity solutions to protect railway and metro companies across Australia, India, Singapore, Hong Kong, Japan, South Korea, Thailand, and other key markets in Southeast Asia.

Prior to his focus on cybersecurity at Cylus, Mr. Upadhyay spent over five years at Alstom. There, he held progressively senior roles including project

Marc Hurn takes helm at VTG Rail UK

VTG Rail UK has appointed Marc Hurn as its managing director. Marc has been promoted into the role from his previous position as the sales and marketing director of the company, which he had held since 2023.

He takes over from Colin Denman, who has been promoted to the position of chief customer service officer (CCSO) based at VTG’s headquarters in Hamburg, Germany.

Marc said: “I’m honoured to become managing director of VTG Rail UK. This is a great company with a fantastic team and I’m proud to be leading from the front. As the UK’s largest wagon lessor, we have an established pedigree in providing highquality service for our customers. I am committed to driving VTG Rail UK forward with continued growth and harnessing ground-breaking innovations that benefit the entire rail freight industry.”

He added: “I would like to thank VTG’s Colin Denman, who has been a great mentor to me in my time with VTG and I look forward to continuing to work closely with him as he moves into his role as CCSO.”

ATC leader and product owner for an innovation program he founded focused on AI, Security, and IoT. Earlier in his career, he managed signalling and telecommunications works for national rail infrastructure projects at Rail Vikas Nigam Limited (RVNL) in India.

“I am honoured to lead Sensonic at this exciting juncture,” said Ashish. “Rail networks worldwide are under increasing pressure to enhance safety, efficiency, and sustainability. Sensonic’s technology transforms existing fiber optic cables into intelligent, real-time monitoring systems – offering rail operators unprecedented visibility into their networks.”

“I look forward to working with our talented team to push the boundaries of what’s possible, leveraging AI and IoT to drive innovation and create intelligent, self-learning rail networks. Together, we will empower railway operators with the tools they need to enhance performance, prevent disruptions, and shape the future of rail transportation globally.”

Shiona Rolfe joins CrossCountry as MD

Shiona brings a wealth of strategic and operational leadership experience from a 20-year career in the private and public sector.

She joins CrossCountry from Amazon where she headed up the fulfilment operation in South West England and West Yorkshire. Prior to this she held a number of senior positions at Royal Mail, culminating in service delivery director, Southern region. In this role, Shiona led all aspects of the supply chain in a region covering half the UK and led on delivery of complex and detailed changes to improve customer experience and performance.

Interim Managing Director Scott Maynard will work closely with Shiona over the coming weeks to ensure a smooth transition, ahead of standing down.

Shiona said: “I am excited to be joining the CrossCountry team and am looking forward to working with colleagues to deliver high-quality rail services across the many communities that we serve. At a time when the rail sector is undergoing significant change, CrossCountry is committed to improving its services to meet the needs of its passengers and serving as a trusted partner to Government”.

Amanda Furlong, interim managing director of UK Trains at Arriva said: “Shiona joins CrossCountry at an important time for the business, when progress is being made to improve services across the network”

GTS names new managing director

Chris Fowler will take on the role as managing director for GTS, the future operator of the Elizabeth line.

GTS is a joint venture between Go Ahead, Tokyo Metro and Sumitomo Corporation and will be responsible for operating the Elizabeth line from 25 May 2025.

Chris joins GTS from Govia Thameslink Railway (GTR) where he is network operations director and is responsible for performance on one of the UK’s largest and most complex rail operations.

Chris’ experience spans both private and public sectors with his current role split with Network Rail Sussex. He started his career with Transport for London where he held roles including train operations manager and chief of staff to managing director. He has also served as customer services director at GTR’s Southern Railway and as interim managing director for Southern Railway and Gatwick Express.

Patrick Verwer, CEO, Rail, Go-Ahead said: “Chris will make an excellent partner to Transport for London with his knowledge that strong partnership between private and public sector is vital in delivering the best service for customers. His expertise and leadership will help us build on the success of the Elizabeth line as GTS takes on the responsibility for operating the most popular railway in the country, on behalf of TfL.”

Chris added: “I’m delighted to be appointed as the managing director of GTS. The Elizabeth line has already transformed travel in London, becoming the UK’s busiest rail line. It’s a shining example of how investment in our capital’s transport network can drive economic growth and help enrich lives every day; as a proud Londoner, I’m excited for GTS to build on this success.”

Jake Kelly rejoins Network Rail

Jake Kelly has returned to Network Rail’s North West & Central Region (NW&C) as its new regional management director. With over 25 years in the rail industry, he brings a wealth of track and train experience in regional, national and strategic roles.

In 2015, as managing director of East Midlands Trains, Jake understood the complexities of the North’s railways, overseeing services that passed through central Manchester’s Castlefield corridor. He then joined Network Rail as NW&C’s passenger director in 2019, responsible for major enhancement projects, such as the Manchester Transformation plan, East West Rail, and HS2 On Network works, as well as future West Coast Main Line passenger and freight services’ growth strategies. In 2021, he undertook a national role as group director for Network Rail’s system operator

Railway Mission appoints new trustee

The Railway Mission has announced the appointment of Mameri Eze as a new trustee, bringing with her a wealth of experience in project management, financial stewardship, and workplace well-being. Mameri’s background in the rail industry, coupled with her passion for mentoring and personal development, makes her an invaluable addition to the Mission’s leadership team.

Mameri, a senior project manager at Great Western Railway (GWR), has led complex projects and driven strategic initiatives throughout her career. She also co-chairs GWR’s Future Employee Network, supporting early career professionals and helping to shape career development pathways.

“Having worked closely with railway staff, I’ve seen the immense pressures they face every day,” she says. “The Railway Mission plays a crucial role in

providing pastoral care and emotional support to people across the industry, and I’m excited to help strengthen and expand that work.”

As part of her new role, Mameri is committed to helping the Mission grow its reach and impact.

“I want to see the Mission expand its presence across the industry, not only through face-to-face support but also by embracing digital tools that make pastoral care more accessible,” she explains.

“My aim is to strengthen the Mission’s partnerships with rail industry leaders, ensuring that well-being support is embedded in the workplace culture.”

Mameri also brings financial expertise that will help ensure the charity’s longterm sustainability. “Good stewardship and strategic growth are key,” she says.

“I’m focused on helping the Mission secure resources and build visibility so it can continue supporting railway staff for generations to come.”

function before becoming Eastern’s regional managing director in 2023.

Jake said: “I am delighted to be back on NW&C region to lead the dedicated and passionate people who serve the economies, diverse communities and world-beating tourist destinations from London Euston, along the Chilterns Line and up to the West Midlands, North West and Scottish Borders. Since I was last here in 2021, the railway and the political landscape have changed. I will bring a focus on track and train integration with our partners. This is to get the industry in a good shape ahead of the formation of Great British Railways.”

Ellie Burrows heads up Eastern region

Ellie Burrows has started her role as managing director for Network Rail’s Eastern region.

She joins with over 20 years’ rail industry experience, having previously served as managing director for Network Rail’s Southern region, where she oversaw one of Britain’s busiest rail networks carrying more than 1 million passengers daily.

Ellie delivered significant improvements in performance and safety in her previous role as route director for Anglia while supporting the Elizabeth Line’s introduction. She also transformed stakeholder relationships, which proved vital to delivering enhancement and change programmes.

In her new role, Ellie will work alongside newly appointed deputy regional managing director Jamie Burles to provide executive guidance and leadership across the East Coast, North and East, East Midlands, and Anglia routes.

She will play a key role in delivering Network Rail’s control period commitments and driving sustainable improvements for passengers and freight users – connecting communities across cities including Leeds, Sheffield, Derby, Norwich, Cambridge, and London. Her extensive leadership experience spans different regions, operators, disciplines and service types. She previously worked as train service director and deputy managing director for Southeastern, and as area director in both the Kent and Sussex routes.

Ellie replaces Jake Kelly, who is returning to the North West & Central region as its new regional managing director.

Management change at Rhomberg Sersa

Austrian-Swiss railway firm Rhomberg Sersa Rail Group is restructuring its project business and placing Sandra Resch and Manfred Fitz at the helm.

Sandra and Manfred will jointly take the lead, as former managing director Robert Kumpusch steps down from his position at his own request. Resch previously served as co-managing director, while Fitz is newly appointed to the role.

Sandra will oversee accounting and taxation, controlling, reporting & treasury, human resources, and SHEQ (safety, health, environment, and quality), as well as commercial management. A native of Graz, she holds a doctorate in law and has previously worked as an auditor and tax consultant. Before joining RSRG, she served as CFO for a Europe-wide power line construction company.

“Sandra is a proven expert in accounting, controlling, taxation, and law, with extensive experience in commercial project management,” said Thomas. “With her expertise, we will be able to optimally drive our organic growth in the DACH region and internationally.”

Manfred earned his degree in process engineering with a specialisation in business, law, and quality at TU Vienna. Before joining RSRG in 2022, he held leadership roles for over 10 years at an international plant engineering

company, managing project and portfolio management, process and plant engineering, site management, procurement, and support functions on a global scale. He also played a key role in the reorganization and integration of new business units.

Since joining RSRG, Manfred has served as managing director international, contributing to the establishment of the Nordics branch in Copenhagen and overseeing the UK business unit. In his new role, he will be responsible for all operational areas across all regions, as well as digital services, products, and R&D.

Caledonian Sleeper names interim MD

The overnight train service, Caledonian Sleeper, recently announced the appointment of its new interim managing director.

Graham Kelly, the company’s current commercial and procurement director, took over the role on Friday 18 April. He succeeds Kathryn Darbandi who announced her intention to pursue semi-retirement earlier this year after more than four years in the managing director position.

Having joined the Caledonian Sleeper team in January 2015, Graham has a strong background in guest function experience and the delivery of on-board services.

After performing the role of guest experience director for five years, Grahm took the opportunity to expand his skill set by moving into the role of commercial and procurement director - a position he has held for almost two years.

Prior to his time working for Caledonian Sleeper, Graham achieved a successful career in hospitality and events, working for a range of hotels on Loch Lomond, before running a highly successful hotel accommodation programme for the Glasgow 2014 Commonwealth Games.

He said: “Having been a member of the Caledonian Sleeper team for more than a decade, it is an honour to be stepping into the role of interim Managing Director. I’d like to thank Kathryn for her service to the company and for all she has helped us achieve over the past four years - the team and I wish her all the best.”

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