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Welcome to another issue of RailStaff which this month features a focus on Equality, Diversity & Inclusion (EDI). It’s a timely topic, given the pushback we’re seeing in the UK and abroad, but rest assured EDI is alive and well, making a meaningful difference to the lives of minority and marginalised groups. We cover the industry’s efforts to make itself a welcoming space and ensure opportunities are open to all.
It’s fair to say that the industry has a reputation for being male-dominated and lacking in ethnic diversity, but this is a narrative which HS2 Ltd is working proactively to challenge. Its latest Annual EDI report gives us a glimpse of the company’s demographics and the programmes it has in place to help it set a new standard in inclusive and equitable infrastructure projects.
Regular columnist Daisy ChapmanChamberlain reinforces the idea that rail has an image problem and must work hard to make itself more attractive for women and minorities, particularly given the recruiting issues it currently faces. However, we can learn from the examples of other nations, she says, and change perceptions within and without the industry.
As rail marks its 200th anniversary and we prepare for major structural reform across the industry, Women in Rail has launched a new business plan to put equity, diversity, and inclusion at the heart of the industry’s transformation. Chair of Women in Rail Marie Daly and Trustee Terri Cave tell us more.
When discussing EDI, it’s important to point out that it goes way beyond the big issues gender, ethnicity, disability, and sexuality. Countless groups of people are sidelined by society including ex-offenders who miss
out on many of the opportunities we usually take for granted. The work of the Rebuilding Futures Alliance is transforming the lives of those with previous convictions, and helping out the rail industry while doing so.
Moving from EDI to safety, Colin Wheeler gives us his regular track safety update during what has been a busy time for the Rail Accident Investigation Branch (RAIB). Following the recent news that South Western Railway has entered public ownership, Colin also asks what advantages nationalisation will bring and how the industry must prepare.
In our general features, Liam Johnston, executive director of Railway Mission, shares an uplifting story about Margate platform staff member Kudakwashe Osoba who made a quiet resolution to travel more in 2025. What began as a personal challenge quickly became a shared adventure when her daughter, Dani, decided to come along.
We also shine a light on the work of the Historical Railways Estate (HRE) which is responsible for a collection of over 3,100 disused railway assets that were once part of the network. Along with its partners, Balfour Beatty and Edinburgh Napier University, HRE is conducting an innovative study assessing the environmental importance of its brownfield sites. We spoke with Dr Jennifer Dodd of Edinburgh Napier University to find out more about the project.
As ever, we continue the countdown to the RailStaff Awards which are now just five months away. If you’ve never attended the event, now is the time to make your nominations, book your tickets, and prepare to hear the voice of the industry.
We can’t wait to see you there!
Minimum driver age lowered
Eighteen-year-olds will now be allowed to drive trains now that the Government has lowered the minimum age from 20 in a bid to tackle driver shortages.
Thousands of jobs and apprenticeships will be made available to those between 18 and 20 years old as early as December, offering skilled roles, valuable experience, and long-term career opportunities. The move will help to build up the rail workforce, preventing delays and cancellations caused by driver shortages which currently accounts for 87% of cancellations made the night before a service runs.
The decision to lower the age will future-proof the railways, reducing the over reliance on rest day working by getting more people into the driving seat and ensuring a steady stream of drivers entering the industry. The average train driver is currently 48-years-old and rising, with 30% due to reach retirement age by 2029. Bringing young talent into these skilled roles will bridge this gap, preventing any future shortages and ensuring consistent, reliable services for passengers.
In a profession that is less than 9% female and less than 12% represented by ethnic minorities, it is hoped the move will also open professional opportunities to a much wider group of people.
“We’re taking bold action to improve train services and unlock thousands of jobs,” said Transport Secretary Heidi Alexander.
“We’re committed to getting the economy moving and a big part of that is getting young people into the workforce, putting them on track for a skilled and fulfilling career which will boost growth across the country and help deliver our Plan for Change.
“We’re future-proofing our railways against delays and cancellations caused by a shortage of drivers, ensuring that we can provide reliable, passenger focused train journeys under Great British Railways for decades to come.”
The announcement follows a consultation the Department for Transport (DfT) undertook last year which received overwhelming support from across the industry and marks a significant step forward for rail reform.
Mick Whelan, general secretary of ASLEF, the train drivers’ union, said: “ASLEF has been campaigning for many years for the lowering of the age at which drivers can start training.
“This decision – to allow people to leave school, or college, and join the railway in the driving grade at 18 rather than wait until they’re 20 – will increase diversity in the driver’s cab by encouraging more BAME people, more LGBT+ people, and more women – as well as more young people – to drive trains on Britain’s railways.
“Because, at the moment, young people who want to become train drivers leave school or college at 18, get other jobs, and we miss out as an industry as they don’t wait around until they turn 20 to find a career.”
EWR unearths Jurassic fossils
East West Railway Company (EWR Co) has begun the first phase of ground investigations along the proposed route between Oxford and Cambridge – with fossils including sharks’ teeth from the dinosaur age unearthed in early soil samples.
The work aims to ensure the new railway is designed and built in an environmentally sustainable, safe, and cost-effective way. By allowing detailed information about soil, rock, and groundwater conditions to be gathered, the ground investigations aim to reduce risk and the amount of potential land needed for the railway, and prevent delays to the project.
Soil samples taken along the planned East West Rail route have so far unearthed fossils including sharks’ teeth and ammonites – marine creatures from the Jurassic and Cretaceous periods which became extinct around the same time as the dinosaurs.
The ground investigations are expected to take several weeks to complete. As part of the work, EWR Co has been working closely with landowners to ensure a smooth and efficient way of conducting the investigations, which include returning each site to its original condition after the work has been completed.
EWR Co is committed to minimising disruption to local communities during the investigations with contractors adhering to strict health and safety procedures. Despite only requiring access to each site for a short period of time, the teams have been implementing impact reduction measures such as laying temporary trackways to prevent mud on roads, ensuring bio-security risks are minimised, along with scheduling work during daytime hours to reduce impacts further.
Three techniques will be employed as part of the work – cable percussion boreholes, rotary boreholes and trial pits – which will be used to collect soil samples and assess ground conditions. Boreholes will be drilled to a maximum depth of 40 metres, although most will be between 10 and 20 metres below ground level.
Alstom secures Class 222 contract
Alstom has signed a £50 million contract in partnership with FirstGroup and Eversholt Rail for the refresh and maintenance of five, six-car Class 222 Meridian trains. This comes ahead of open access passenger services being launched between Stirling and London under FirstGroup’s Lumo brand.
The contract comprises two key components which includes a Train Services Agreement (TSA) with FirstGroup – valued at approximately £40 million – to be delivered at Alstom’s Central Rivers facility. From here, Alstom will maintain, overhaul, service, and clean the five trains over the next five years.
In addition, the contract includes a fleet modernisation programme with Eversholt Rail – worth around £10 million – which will be carried out at Alstom’s Widnes site. The refresh involves installation of new, ergonomically designed seating, upgraded passenger Wi-Fi for improved onboard connectivity and a full exterior repaint to align with Lumo’s branding.
The modernisation also includes new CCTV systems and Intelligent Engine Start-Stop (IESS) technology, which automatically shuts down and restarts the train’s engine when stationary – improving fuel efficiency and reducing emissions.
“This partnership marks a significant milestone in our commitment to delivering highperformance, customer-focused rail services across the UK,” said Peter Broadley, commercial director UK and Ireland at Alstom.
“By combining Alstom’s deep technical expertise with the operational excellence of FirstGroup and Eversholt Rail, we’re ensuring that fare-paying passengers benefit from a modern, reliable and comfortable travel experience between Stirling and London. The investment in both refurbishment and long-term support reflects our shared ambition to drive innovation and sustainability in rail transport.”
Alstom’s Central Rivers depot in Burton upon Trent is a purpose-built train maintenance facility, which includes a state-of-the-art doublehead lathe, nine maintenance roads, and two lifting roads. The Staffordshire site also offers heating, ventilation and air conditioning (HVAC) repair and gassing capabilities, an engine repair bay, an automated vehicle inspection system (AVIS) fuelling and controlled emission toilet (CET) facilities, and an automatic intelligent train wash. Central Rivers can stable up to 37 trains, with overnight servicing of up to 26 trains.
Meanwhile, the Alstom Transport Technology Centre in Widnes is the UK’s largest and most sophisticated centre for train modernisation. Opened in 2017, its vast size – and close embrace of digital principles – makes the Cheshire facility ideal for work on intercity trains. The contract with FirstGroup and Eversholt will support 50 roles across the two sites, alongside many more through Alstom’s UK supply chain.
Built by Alstom and previously operated by East Midlands Railway, the five Meridian units are scheduled to re-enter service with Lumo next year, serving passengers between central and southern Scotland and London Euston.
South Western services return to public hands
On Sunday 26 May, South Western Railway (SWR) services became the first to transfer back into public control as the government begins its drive to renationalise the UK's network under Great British Railways (GBR).
The 06.14 from London Waterloo to Shepperton was the first rebranded train out on the day as part of a publicly-owned SWR. Speaking from South Western Railway’s depot in Bournemouth, Transport Secretary Heidi Alexander said: “Today is a watershed moment in our work to return the railways to the service of passengers. Trains from Waterloo to Weymouth, Bournemouth and Exeter, will be run by the public, for the public.
“But I know that most users of the railway don’t spend much time thinking about who runs the trains – they just want them to work. That’s why operators will have to meet rigorous performance standards and earn the right to be called Great British Railways. We have a generational opportunity to restore national pride in our railways and I will not waste it.”
All passenger services operating under contracts with the Department will return to public ownership by the end of 2027 and will eventually be integrated into GBR. Services are being transferred after contracts reach the end of their minimum term, or where they can be ended early, ensuring taxpayers pay no additional costs for breaking contracts.
A new railway connecting Liverpool and Manchester could kickstart a £90 billion economic transformation across the North West and help reshape how major infrastructure is delivered in the UK.
Regional leaders have set out proposals for a new LiverpoolManchester Railway that would deliver jobs, growth, and regeneration across the North West, while offering a new, more effective model for building big projects: led locally, delivered faster, and designed around communities.
Mayors Steve Rotheram and Andy Burnham, alongside former Rail Minister Huw Merriman, civic and business leaders from across the North West, are urging the government to work in partnership on the plans. A firm commitment now, they argue, would allow construction to begin in the early 2030s – giving certainty to investors and helping retain the skilled workforce built up through the delivery of HS2.
A report outlines the case for the new line, which would run from
Liverpool Lime Street to Manchester Piccadilly, with stops at a new Liverpool Gateway station, Warrington Bank Quay, and Manchester Airport. It estimates that construction of the railway could deliver a £15 billion boost to the economy and create 22,000 jobs.
But the impact goes far beyond the route itself and construction benefits. The railway would be one component of the Northern Arc – an emerging economic corridor stretching from the Mersey to the Pennines and beyond. Recent analysis by Metro Dynamics suggests that, as part of the Arc, securing the growth trajectory of Greater Manchester, Cheshire and Warrington and Liverpool City Region area could add £90 billion in cumulative GVA to the UK economy by 2040 and double the size of the region’s economy in less than 30 years.
Huw Merriman chairs the Liverpool-Manchester Railway Partnership Board – an expert board advising on how best to deliver the project. He said:
“The Liverpool-Manchester Railway is a credible and convincing project that will make the areas benefitting from the line and around the stations a highly-desirable place to live, invest, and do business. Certainty on its delivery will be critical for both the North West’s and UK’s growth trajectory.
“Lessons must be learnt from past projects, including HS2, and a new locally-led model will be proof of devolution in action. The North West is unique in that we have mayors, and civic and business leaders standing shoulderto-shoulder ready to make this railway happen. Working together with government they can tackle the challenges that have come with such infrastructure delivery in the past.”
The plans include five new ‘growth opportunity areas’ around each of the stations – Liverpool Lime Street, Liverpool Gateway, Warrington Bank Quay, Manchester Airport, and Manchester Piccadilly – designed to support new homes, jobs, and regeneration ahead of the railway’s arrival.
The previous government committed £17 billion to the Liverpool-Manchester line following the cancellation of HS2’s northern leg. The project’s inclusion in the High Speed Rail Bill was subsequently confirmed in the 2024 King’s Speech.
By sequencing the project carefully, local leaders believe the railway could help retain the supply chains and specialist workforce already assembled for HS2 – avoiding the ‘boom and bust’ cycle that has held back past infrastructure efforts.
NEWS IN BRIEF
Second life
Engineers working for Northern have brought an old train back to life for a group of schoolchildren, so they can learn about the railways and take turns pretending to drive.
The Pacer train was donated to The Dales School in Blyth and lifted onto a short section of track, after it was taken out of service by Northern. The specialist school, for children with additional needs, converted the carriages into a library and a classroom where they can learn about engineering and technology. A monitor was installed in the cab at the opposite end of the train, allowing children to play Train Sim World 4. They have also restored the train’s public address system, so the pupils can make announcements on board and the school said therapists will use this “valuable resource” to develop their speech and language skills.
Peak investment
An iconic railway viaduct which is crucial to the Peak District quarrying industry is getting a multi-million-pound upgrade this summer.
Network Rail is investing £7.5 million to improve one of Chapel Milton’s twin Victorian viaducts between now and the autumn. The 160-year-old 15-arch structure is a mainstay of the success of the country’s freight network, allowing services to transport stone, cement, and limestone from four major Derbyshire quarries to destinations across Great Britain.
Ring returned
A 'happy and relieved' husband has been reunited with his priceless wedding ring after losing it on the railway - a week before his first wedding anniversary.
Ben Harris was taking off his jumper as he walked over the Sturgeons Hill footbridge near Lichfield City station when the wedding ring came loose - and he watched in horror as it dropped “in slow motion” onto the railway below. Swift action by Network Rail's local team meant all was not lost and after searching through the vegetation, they rescued the ring and returned it to Ben less than 24 hours later.
Going home
LNER welcomed one hundred Coldstream Guards onboard its 07:00 service from London King’s Cross on Tuesday 10 June.
Dressed in their iconic scarlet tunic and bearskin uniform, the soldiers marched through the station and boarded the train to make a very special journey to their hometown of Berwick-upon-Tweed, to celebrate the regiment’s 375th anniversary.
The Guards travelled on LNER Azuma train 800111, named ‘Thank You’ in tribute to those who serve or have served in the armed forces.
HS2’s giant tunnelling machine Mary Ann broke through on Friday 9 May, marking the end of her mission to excavate the first bore of what will soon become the longest railway tunnel in the West Midlands.
The 125-metre-long machine began constructing the 3.5-mile (5.8km) Bromford Tunnel, which starts at the Warwickshire village of Water Orton and extends to the northeast Birmingham suburb of Washwood Heath, in July 2023. The TBM was named Mary Ann, by the local community, in a nod to the Warwickshireborn writer better known by her pen name George Eliot.
The tunnel breakthrough – HS2’s first in Birmingham – is a significant milestone for the project, which will almost halve journey times between Britain’s two largest cities, while freeing up valuable track space on the heavily congested West Coast Main Line for more local, regional and freight services.
During the 22-month-long mission, the team on board the 1,600-tonne machine worked at depths of up to 40 metres. They skilfully navigated Mary Ann under the Park Hall Nature Reserve, the M6 motorway, and the meandering River Tame – which they crossed four times, with a headspace as low as five metres. A 450-strong team supported the civil engineering feat.
“Today’s breakthrough is a significant milestone for the project and I’m immensely proud of the men and women who have worked day and night to bring Mary Ann and her crew home safely,” said Mark Wild, HS2 Ltd’s chief executive.
“Washwood Heath is set to become one of the most important sites on the entire HS2
HS2 breaks through in Brum
network – the point at which the railway will be operated, controlled, and maintained using the very latest digital technology.
“HS2’s construction is transforming the West Midlands, and the £10 billion investment boost it is already driving across the region will multiply in the years ahead.”
Mary Ann excavated around one million tonnes of spoil during the tunnel drive. In line with HS2’s sustainability policy, the excavated earth is being reused to support construction of the nearby Delta Junction, a complex network of 13 viaducts that will enable high speed trains to travel between London, Interchange Station in Solihull and Birmingham Curzon Street Station.
At peak production, the TBM advanced at around 30 metres per day. The crew worked in tandem to navigate the giant boring machine, ensuring the cutterhead sliced through the earth, while simultaneously reinforcing the excavated tunnel with concrete segments – each weighing up to seven tonnes.
The precision-designed segments were manufactured at Balfour Beatty VINCI’s pre-cast factory at Avonmouth near Bristol. The TBM lined the tunnel walls with 20,797 individual segments, making 2,971 concrete rings to form the tunnel.
Jules Arlaud, Balfour Beatty VINCI’s tunnelling director said: “This achievement follows years of design, planning, and preparation from BBV, in close collaboration with HS2 and our partners. The team will now move onto the next phase of work inside and outside of the tunnel, while our second TBM, Elizabeth, continues to make great progress on the second drive.”
UK's first signals-free commuter railway
The Great Northern ‘Northern City Line’ to the City of London has become the UK network’s first-ever commuter railway to operate without signals at the side of the track, heralding a major milestone in the national deployment of cutting-edge digital technology.
These signals were removed from the system on the weekend of 17-18 May as part of the Government-funded £1.4 billion East Coast Digital Programme (ECDP). Traditional signals have been used in one form or another since the route between Finsbury Park and Moorgate opened 121 years ago.
In their place, drivers are being told how far and how fast they can travel on an in-cab train computer screen that is fed information from a digital signalling system known as the European Train Control System (ETCS).
This digital signalling system will give passengers greater reliability and better punctuality. The system is also even safer and more environmentally sustainable as there is much less physical equipment to produce and maintain.
Oliver Turner, head of ERTMS and digital signalling at Govia Thameslink Railway, commented: “This is a huge achievement, doing away with signals and moving to digital
control on such an intensive commuter route. It was 200 years ago that the modern railway was born and ever since then there’s always been something physical at the side of the tracks. In terms of modern signalling this is as cutting edge as it gets; it’s like moving from a Nokia 3210 to an iPhone 16. It effectively allows our drivers to see around corners by telling them how far and how fast they can travel. They can drive more smoothly and efficiently, to the best of the train’s capabilities, helping them arrive on time and doing so in even greater safety.”
Ben Lane, infrastructure lead and ECDP project director at Siemens Mobility UK&I commented: “This weekend, our engineering teams began removing lineside signals from the Northern City Line – a visible sign of how digital technology is transforming our railways. By integrating our ETCS solution with our Siemens Mobility Class 717 trains, we can see how important it is to bring track and train together.”
A no-signals railway was introduced as an early pilot on the rural Cambrian line in 2011. This is the first time it has been introduced on a high-frequency metro railway. With work now under way to extend the system on to the East Coast Main Line and emerging plans to introduce it elsewhere in the country, digital signalling is projected to create significant cost savings long-term and play a key part in the future of the railway.
“I’ve
never found a more perfect example of how older people should be cared for than Woking Homes.”
Former Chairman, Age UK, Waverley
HS2 donates 4,000 tonnes of ballast
HS2 is donating thousands of pieces of ballast to the Bluebell Railway in West Sussex as the rail industry unites to mark 200 years of rail travel.
Some 4,000 tonnes of ballast – enough to fill an Olympic-size swimming pool – was used by HS2 in specially constructed sidings while tunnelling work was carried out at West Ruislip.
The West Ruislip sidings were used to bring 59,000 concrete tunnel ring segments, which were used to construct the Northolt Tunnel West. The segments were produced by PACADAR UK on the Isle of Grain, Kent, with many brought to site by rail taking approximately 16,000 lorries off the road. Excavation of the five-mile twin bore tunnel is now complete.
The donation of ballast to the Bluebell Railway was organised by Skanska Costain STRABAG joint venture (SCS JV), the company responsible for building tunnels beneath London for HS2.
It was officially handed over to the volunteerled heritage organisation, which runs steam trains across 11 miles of track, on 29 April. The donation forms part of the ongoing Railway 200 campaign highlighting the global boom of rail travel over the years since the first ever public train journey in 1825 from Stockton to Darlington.
By reusing the material, it eliminates the need for unnecessary treatment and transport of the material for waste disposal.
The ballast will be used to reopen platform 1 at Horsted Keynes station (perhaps better known as Downton Abbey station), which has been out of use since 1914.
This means that when the platform is brought back into service in May, the Bluebell Railway will have four operational platforms at Horsted Keynes. The newly reopened platform 1 will also be used for the Railway 200 National Exhibition Train ‘Inspiration’, which will visit the Bluebell at the end of July. The donated ballast will also be used to relay an adjacent siding, which will be used as a display area for railway vehicles for the entire event throughout the summer.
Arlo Dew, senior project manager at HS2 Ltd, said: “This donation of ballast shows the continued importance of industry partners working together to help and promote rail travel not only for future generations but also to help educate those about its proud heritage.
Network Rail has released shocking CCTV footage showing the danger of pedestrian distractions at level crossings. The footage highlights the potential risks of losing focus near a railway line, from a teenager stood in the middle of a level crossing gazing at their mobile phone, to a pram-pushing couple failing to observe safety barrier alarms.
New research undertaken by One Poll for Network Rail reveals nearly half of people (47%) admit they’ve made a mistake, such as missing their train or locking themselves out of the house, while being distracted by their phone. Young people are among the most distracted with 87% of Gen Z and 70% of Millennials admitting these mistakes, compared to just 22% of Boomers.
Mobile phones are a major cause of distractions, impacting young people the most. The data shows Gen Z are more likely than Boomers to have walked into something or someone (47% v 7%), walked in the wrong direction (39% v 5%), or dropped something
(39% v 8%) whilst being distracted by their phone.
In a world full of distractions, Network Rail is warning of the more serious consequences of being distracted at level crossings. Over the past four years, there have been 1,574 recorded near miss incidents involving pedestrians at level crossings. Over that same period, incidents have increased on average by 16% from April to May.
The research also found a concerning lack of caution around level crossings, with over two fifths of people (41%) admitting they are more careful when crossing roads – even at zebra or traffic light crossings – compared to level crossings.
Gemma Briggs is a professor of Applied Cognitive Psychology at the Open University and studies the impact of distractions on our daily lives.
Professor Briggs commented: “While you may feel able to multitask when using your phone, research shows you can fail to notice important events and hazards which happen right in front of you. You don’t notice them
to be able to help play a part in helping the Bluebell Railway - which has a proud track record as a tourist destination - showcasing how train travel used to be back in the day.”
Martin Baughurst, project director for SCS JV, added: “Our team at West Ruislip worked closely with the volunteers at the Bluebell Railway, jointly developing the logistics plan to safely transport the ballast to the Railway 200 exhibition area. We’re extremely proud to support the celebration of 200 years of train travel in the UK and look forward to seeing visitors learn about rail past, present and future.”
The Bluebell Railway continues to be a popular tourist attraction and connects Sheffield Park and East Grinstead in Sussex. It was one of the first preserved heritage lines in the country, starting train services in August 1960.
Neil Glaskin, chairman of Bluebell Railway said: “We are very grateful to HS2 for making this ballast available to us. It represents a crucial contribution to our Railway 200 event, which runs from June to September, and there is sufficient remaining to help us relay a section of our running line this autumn.”
because your mind is on your phone, and your attention is spread too thinly. This ‘inattentional blindness’ is particularly problematic in safety critical situations such as at level crossings. The best course of action is to put your phone away and focus your full attention on crossing safely.”
Thomas Desmond, operations director at Network Rail, said: “Level crossings demand your full attention, yet complacency and distraction are putting lives at risk, contributing to hundreds of dangerous near misses annually. Whether it’s glancing at a phone or simply assuming the track is clear, these lapses in concentration can be fatal. We urge everyone to stop, look, listen and obey the signals every single time. Waiting a few minutes is infinitely better than risking everything.”
Operators collaborate on accessibility
Publicly-owned train operators will collaborate more and share best practice on products and services to improve accessibility on the railway.
Robin Gisby, chief executive of DFTO, the body responsible for train operators in public ownership – which already includes LNER, Northern, Southeastern, and TransPennine Express – says as more operators join the group, even more innovative solutions will come to the table.
His comments came during Deaf Awareness Week (5-11 May), an annual event to promote understanding, inclusivity, and support across the UK.
Robin said: “Our train operators have been a shining light in improving the customer experience for the deaf community as well as people with a range of other hearing impairments.
“Measures like the use of British Sign Language information screens at stations
and on-board trains, are now becoming commonplace on our trains. As we welcome more train operators into public ownership, it is vital that we ensure that this high standard is maintained and we come together to drive further improvements.
“Collaboration and rolling-out best practice is a priority focus for the publicly owned train operators and we are looking forward to working with our operators across the country to improve the customer experience for everyone that travels by rail.”
Among the measures taken by DFTO train operators are:
• LNER has worked closely with the Doncaster Deaf Trust on the introduction of British Sign Language (BSL) to the departure boards across a number of their stations.
• Northern is introducing BSL announcements on all of its services, following a successful trial on trains travelling between York, Leeds, and
Manchester.
• TransPennine Express recently conducted a ‘voice to screen text’ trial for impromptu conductor announcements and has launched a training video for its colleagues in how to best-support deaf and hard of hearing customers.
• Southeastern has been using the SignLive app to enable staff at stations across south-east London, Kent and East Sussex to speak with a live interpreter who can sign back to customers.
DFTO is the Government’s Rail Owning Group and delivery partner for its rail reform public ownership programme. It is responsible for 4,500 services a day and 300 million customer journeys a year with LNER, Northern, Southeastern, and TransPennine Express. By 2027, all passenger services in England previously operated under contracts with the DfT will become part of the DFTO group.
Greater Anglia to be nationalised from October
The Department for Transport has confirmed that Greater Anglia is set to be nationalised on 12 October 2025.
The train operator has said that it is committed to ensuring a smooth transition to public ownership and has both the plans and expertise in place to deliver this outcome. In the meantime, it will continue to provide safe, punctual, and high-quality services for passengers in the East Anglian region, building on the industry-leading standards it’s been delivering for some time.
For the second consecutive year, Greater Anglia has been the most punctual operator in the UK. It has increased passenger demand and is the fastest-growing train operator in London and the South East, with 82 million passenger journeys across its network in 2024/25.
Since 2012, Greater Anglia has implemented a £2 billion investment programme to upgrade its services – introducing an entirely new fleet of trains, and transforming performance and service quality for customers across our region. It has also collaborated with local stakeholders to improve its environmental performance and community impact.
It is important to confirm that train services, timetables, and station facilities are unaffected by the transition, with no changes to ticket validities or conditions of carriage. Employees’ roles are also unaffected,
as they will all transfer across into the publicly-owned company.
Martin Beable, managing director, Greater Anglia, said: “I am very proud of what we have achieved here in East Anglia over the past thirteen years, significantly improving standards, investing in a complete fleet of new trains, and working closely with the local community.
“As we transition to a publicly owned railway, we remain focussed on delivering outstanding levels of service for our passengers.”
Trains operating in the Scottish Highlands will offer unprecedented access to satellite technology –transforming how customers can stay connected when travelling with ScotRail.
In a UK-first for onboard passenger Wi-Fi, ScotRail has worked with Clarus Networks to design a new system which allows trains operating in rural Scotland to connect with a Low Earth Orbit (LEO) satellite network.
Six Class 158 trains, which will be in service in the north of Scotland from Inverness to Wick, Thurso, Kyle of Lochalsh, and Aberdeen, have been fitted with this equipment for a six-month trial.
The project will address the long-standing on-train connectivity challenges in the region, and is the result of a partnership between ScotRail and Bathgate-based Clarus Networks. It has been supported by the Scottish Government, Highlands and Islands Enterprise, and the Scottish Futures Trust.
Reliable digital connectivity throughout journeys will improve the customer experience, delivering benefits including: improved customer Wi-Fi service; Wi-Fi calling capabilities for customers and staff; GPS tracking of trains to enable joined-up public transport journeys; live on-board CCTV access and download; and improved on-train journey information for customers.
Customers will know they are on an upgraded train when they see the on-train stickers and signage, and will also notice a new upgraded on-train Wi-Fi landing page when they connect.
This pilot aligns with the Scottish Government’s efforts to provide better services to rural communities, ultimately encouraging community growth, repopulation and greater resilience in rural areas.
If successful, the trial could lead to the rollout of the technology across the remaining Class 158 trains in the ScotRail fleet, which would cover other rural lines including the West Highlands, Stranraer, Dumfries and the Borders.
It will also help to influence the inclusion of this technology in the procurement of new
Industry unites to tackle safeguarding challenges
Leading figures from policing, transport, and youth services gathered at the National Safeguarding Conference 2025 on Thursday 29 May to address some of the most urgent challenges facing passengers and staff across Britain’s rail network.
Hosted by publicly-owned DFTO rail operators Southeastern Railway and South Western Railway (SWR) at Birmingham Conference and Events Centre, the event brought together voices from across the country to discuss the issues of youth vulnerability, violence against women and girls (VAWG), mental health, missing persons, and the growing role of technology in public safety.
This year’s theme; 'Safeguarding our Railway – Stronger Together’, reflected a shared determination to ensure the railway remains a safe and welcoming environment for all — particularly for women, young people, and those in crisis.
Opening remarks were delivered by Steve White, managing director of Southeastern, and Stuart Meek, chief operating officer of SWR, alongside an address from Robin Gisby, chief executive of DfT Operator.
Steve White said: “This conference is an opportunity to share knowledge and best practice, learn from each other and ensure that together, we are doing everything we can to protect our passengers and colleagues.
“By fostering collaboration and openness, we are determined to create a railway that is, and feels, safe and secure for everyone.”
Stuart Meek commented: “Keeping our customers and colleagues safe is always our number one priority. It isn’t the responsibility of just one person, one team, or one business — it’s something our industry must deliver together.
“Southeastern and SWR share a link at London Waterloo; our networks face similar challenges and opportunities, so it’s a pleasure to co-host the second National Safeguarding Conference this year.
“By learning from each other, we’ll build on the progress we have made to ensure everyone feels safe on the railway.”
As publicly-owned operators, Southeastern and South Western Railway are determined to work more closely than ever to share their expertise on keeping our railways safe.
Southeastern is actively building a safer railway as part of its five-year Joint Safeguarding Strategy, developed with British Transport Police (BTP) and Network Rail. This includes the UK’s first dedicated rail safeguarding team, with more than 1,200 interactions with passengers and staff, and the creation of a co-produced Domestic Abuse Policy in partnership with experts such as Dads Unlimited.
As part of its efforts to bring track and train together to improve safety, the operator also leads with a Network Rail–funded Suicide Prevention Manager and has recognised 110 colleagues with Life Saver Awards for timely interventions.
In the next few weeks, Southeastern will launch its customer and colleague communications campaign ‘No Abuse. No Excuse’ which shows everyone that abuse and assaults will not be tolerated and the operator will prosecute those who go too far.
For two years in a row, SWR has achieved 100% for its Safeguarding on Rail Scheme accreditation, awarded by BTP. Following its first accreditation, SWR hosted the inaugural National Safeguarding Conference for the railway last year.
The operator’s recent safeguarding initiatives have included the introduction of 89 safeguarding champions as well as a dedicated Safety and Security reporting app.
"I'm where I belong" says Southern staff member
Anna Agkortsa joined Southern as a platform assistant in 2022 before she bagged her dream role as a shunter driver last year. Now, the fourth generation of her family to work in rail, Anna, 31, is encouraging more people to join the industry after she made the bold decision to move to the UK to progress her career.
Originally from Greece, Anna hit the ground running after university and successfully applied for a ticket office role near Athens in 2018. With a few years of experience under her belt, Anna set her sights on moving to the UK.
“The railway is a huge part of my family because three of my relatives worked in the industry, including my dad who was an on-
Siemens Mobility cuts emissions
board manager for 37 years. My first role in the railway was at a ticket office and, although I enjoyed helping customers with their journeys, my dream was to work in a train depot because I’ve always been fascinated by the technical side of the railway. I’d heard great things about Britain’s railway and the opportunities to progress within the industry, so I took a leap of faith and moved to the UK during the pandemic.
“It was challenging jobhunting because the interviews were remote, but I kept persisting and was thrilled when I was told I’d got the platform assistant role at London Victoria. Being in a frontline role was the best introduction to the UK’s network, since I learnt a lot about passengers’ needs as well as ensuring services were running safely and efficiently at one of the country’s busiest stations.”
After working with Southern for two years, Anna, who lives in Norwood, successfully applied to be a shunter driver at Selhurst depot in 2024. She’s urging more people to consider joining the railway as a new and exciting career could be just around the corner.
Siemens Mobility UK&I has made significant strides in its journey towards net zero, as revealed in its latest Carbon Reduction Plan for Financial Year 2024 (FY24). The company cut more than 36% of its operational emissions over the year, showcasing tangible progress toward its commitment to reaching net zero operations by 2030.
Marko Feulner, chair of the board and CFO for Siemens Mobility UK & Ireland said: “Sustainability is not an add-on for us, it is embedded in our business strategy. Our goal is to provide our customers with transport solutions that deliver meaningful, lasting benefits for both passengers and the planet. Our latest carbon reduction plan goes beyond ambition; it is a clear
demonstration of the actions we are taking to help transform the future of sustainable transport.”
Key achievements in FY24 included:
• Installing over 1,000kW of solar panel capacity, which is expected to generate 830MWh of renewable electricity - enough energy to power around 307 threebedroom UK homes for a year.
• Opening of the Goole Rail Village, the company’s most energy-efficient production facility to date in the UK.
• 63% of company cars going fully electric, in alignment with the EV100 pledge.
• Replacing 84% of diesel used at rail infrastructure project sites with Hydrotreated Vegetable Oil (HVO).
• Up to 50% reduction of emissions and particulate matter at Welwyn North depot.
Siemens Mobility’s bi-mode train and electrification solution is also set to play a transformative role in decarbonising the UK rail sector. In line with the government’s goal to eliminate diesel trains, its approach combines advanced battery bi-mode trains with its Rail Charging Converter (RCC) technology which enables fast-charging, low-cost electrification using the domestic grid. Over the next 35 years, this innovative approach is projected to reduce carbon emissions by 12 million tonnes and deliver £3.5 billion in cost savings for the rail industry.
With innovation, sustainability, and collaboration at its core, Siemens Mobility is setting new standards for decarbonisation in the rail industry and driving forward the UK’s transition to a greener, more sustainable transport network.
A solar farm about to begin construction in Norfolk will help to power Network Rail stations and offices thanks to a revolutionary deal with energy supplier EDF Renewables.
Through the Corporate Purchase Power Agreement – a first for Britain’s railway –Network Rail will secure 64GWh of clean energy at a fixed cost every year for the next 14 years, providing around 15% of the electricity needed for its offices, depots, and managed stations – known as non-traction energy
As a result of the deal, EDF Renewables will start work on a solar facility at Bloy’s Grove, near Swainsthorpe in Norfolk, in sight of the Great Eastern Main Line.
Just one year of clean energy purchased by Network Rail through the deal is the equivalent of powering London Liverpool Street station for nine years. In fact, over the 14-year contract, enough energy will be provided to power every Network Rail-managed station (all 20 of them) for eight years.
The deal is a key part of the company’s Green Strategy which outlines the railway’s route to a sustainable future. In addition, it is hoped to strike a further CoPPA to move all of Network Rail’s non-traction electrical requirements to solar power in the next few years.
Jeremy Westlake, Network Rail’s chief financial officer, said: “This contract, the first of its kind for the railway, shows how organisations like Network Rail can use their buying power to drive investment in clean power generation for the country.
"With the railway industry set to unite under Great British Railways, this contract, our Green Strategy, and a cohesive railway system provide us with even more opportunities to reduce emissions and make our railway even greener."
The facility – which will be built, owned, and managed by EDF Renewables UK – could contribute to saving around 60,000 tonnes of carbon dioxide emission over its lifetime, which is equivalent to planting approximately 2.2 million trees.
EDF Renewables UK is also offering a community fund of £20,000 paid annually for the 35-year lifetime of the project.
Hairmyres station opens
Passengers are celebrating the return of train services between East Kilbride and Glasgow, with many getting their first glimpse of the impressive new station at Hairmyres.
The Scottish Government has committed to investing more than £4 billion in Scotland's Railway between 2024 and 2029, with the new Hairmyres station being the latest upgrade. It forms part of the wider £143 million East Kilbride enhancement project, which also includes electrifying the railway line to reduce carbon emissions.
The £16 million facility enhances travel opportunities for a wide range of passengers, connecting them to essential services, employment, and education. It’s particularly vital for patients, staff and visitors to Hairmyres Hospital. The new building is 600 metres west of its original site and features modern waiting areas and step-free access to ensure a safe, comfortable and accessible journey for everyone.
Fiona Hyslop MSP, Cabinet Secretary for Transport, said: “It is a pleasure to witness years of planning and project delivery come to fruition with the opening of the new Hairmyres Station. It is a clear example of this Scottish Government’s continued commitment to investing in Scotland’s railway and the benefits that this can bring to local communities.
“Making rail more attractive is a fundamental part of encouraging greater public transport use and this latest opening is an exciting milestone as we move towards the completion of the East Kilbride electrification later this year.”
The 16-week programme also allowed Network Rail engineering teams to complete extensive work beyond the new station construction. This included laying new tracks, upgrading signalling systems and installing 22km of overheard power lines necessary for electrification. New footbridges were erected at Busby, Clarkston and Giffnock stations to improve safety and accessibility, while the railway bridge over East Kilbride Road in Busby was also renewed.
ScotRail services returned to the East Kilbride line on Sunday 18 May.
Liam Sumpter, managing director of Network Rail Scotland, said: “When passengers step onto the new platforms at Hairmyres, they’re standing on the culmination of thousands of hours of dedication, expertise, and teamwork from our engineers who made this happen. It’s a proud moment for everyone involved.
“But the work doesn’t stop there. The project continues its journey with significant improvements still to come. Each milestone brings us a step closer to delivering a railway that’s fit for the future – one that’s more reliable, efficient and sustainable for generations to come.”
The station at Hairmyres will also have a new £7.2 million transport interchange delivered in partnership with South Lanarkshire Council and SPT. It includes park and ride and bus facilities, with approximately 500 spaces and traffic signal-controlled junctions to access the car parks. In addition, there will be new active travel connections and cycle parking, as well as an upgraded junction nearby and a new pedestrian crossing on Eaglesham Road.
Several key milestones remain in the project, which is due to complete by December 2025, including the reopening of the upgraded East Kilbride station this summer.
Network Rail will continue to work closely with partners and contractors including AmcoGiffen, Story, SPL Powerlines, QTS, Rail Systems Alliance, and Siemens.
Uber announces cross-channel rail partnership
Uber has announced plans to bring its brand to cross-channel rail services through a new co-branding partnership with Gemini Trains.
Gemini Trains is proposing new Channel Tunnel rail services, with plans to purchase 10 newly designed trains, that will offer competitive fares on comfortable high-quality and frequent train services between the UK and continental Europe. Under the marketing agreement, Uber will co-brand the service, as well as offer passengers the opportunity to book tickets through the Uber app.
Gemini Trains will be fully responsible for operating the train service, which is intended to run between London, Paris and Brussels through the Channel Tunnel. Details on the final
branding for the service are being developed and will be shared at a later date.
The Gemini Trains partnership is the latest step in Uber’s transportation expansion, offering a range of options to help people get where they want to go. Two years ago, Uber in the UK moved to offer an extended range of travel options, with passengers able to book inter-city trains, coaches, Lime bikes, nationwide car rentals and flights via the Uber app.
The Gemini partnership echoes Uber’s collaboration with Thames Clipper boats, where Uber brands the service but it is fully operated by Thames Clipper. In the past two years, Uber’s trains business in the UK has averaged a double-digit monthly growth rate.
Andrew Brem, general manager at Uber
Defibrillators installed at all c2c stations
Trenitalia c2c has fitted each of its 26 stations with life-saving, communityaccessible defibrillators.
The defibrillators have been installed at stations as part of a route-wide upgrade project, with the units accessible to both local communities and colleagues in case of emergency.
Anybody can access and use the life-saving equipment at c2c stations, with the units available to members of the public 24/7.
If a person has a cardiac arrest, a defibrillator can help restart their heart while waiting for emergency services to arrive – they have simple instructions and anyone can use one.
Margaret Mullane, MP for Dagenham and Rainham, said on the completion of the rollout: “I am pleased to be able to help raise awareness of the fact that there is a potentially life-saving defibrillator at each of c2c’s stations.
“There are more than 30,000 out-of-hospital cardiac arrests in the UK each year and currently less than one in 10 survive. It is great to see our local railway taking steps to protect our community in this way and I would urge everyone to take a moment to find out where the defibrillator is at their local c2c station.”
Trenitalia c2c is committed to positively contributing to the health and wellbeing of its local communities – and, in case of an emergency, the location of the defibrillators can
be found easily by looking at the British Heart Foundation website online at Defib finder.
The operator has also installed further potentially life-saving equipment, with Bleed Kits now at seven locations across the route. The kits are designed to allow health professionals or members of the public to stem serious bleeding by using items such as bandages, gauze, and tourniquets.
Managing Director Rob Mullen, said: “We take the health and wellbeing of our local communities and colleagues very seriously, so to be able to offer life-saving equipment at all of our stations along our route shows
UK said: “We’ve seen amazing momentum since we began launching new modes of transport in the UK, and this collaboration with Gemini Trains is our latest step in how we’re helping people get where they want to go. We’re excited about the opportunity to bring our brand to the iconic Channel Tunnel journey."
Adrian Quine, CEO of Gemini commented: “Innovation and value are at the very heart of what we do so it’s really exciting to be teaming up with Uber, an instantly recognisable global brand which has revolutionised the travel industry. Now passengers will be able to enjoy the same value and comfort on brand new ‘cutting edge’ trains at the touch of a button”.
Gemini Trains’ service aims to provide a convenient and stylish alternative for travellers seeking a fast and direct connection between the UK and mainland Europe. Gemini Trains’ initial route will be from London Stratford International to Paris Gare du Nord and Brussels Midi, all calling at Ebbsfleet International with its excellent motorway connections and parking for five thousand cars.
The company also has plans to expand services to further exciting European destinations, with Paris and Brussels just the start. the commitment we have to being there for people, should the most serious of situations occur.
“These defibrillators now sit alongside our existing specialist medical equipment, which includes our new Bleed Kits, and are available to those who need help in an emergency. Of course, our hope is that the people of our local communities never have the need to use these incredible pieces of equipment, but if they do, we are proud to be able to offer it.”
The defibrillators are self-instructing so that anyone can use them. No training is required, which makes them fully accessible to the public for emergency use – furthermore, they also have sensors in them so they will never shock a person unless it is needed.
SEIZE THE OPPORTUNITY FOR PROFOUND AND LASTING CHANGE
CHAIR OF WOMEN IN RAIL MARIE DALY AND TRUSTEE TERRI CAVE TELL
As UK rail marks its 200th anniversary and we prepare for major structural reform across the industry, now is the time to think and to act boldly about what we want the next two centuries of our railway to look like.
It’s why Women in Rail has chosen this moment to launch our new business plan, a focus to put equity, diversity, and inclusion at the heart of the transformation of our railways.
A PIVOTAL MOMENT
The UK rail sector is at a crossroads. Simultaneously looking back on two proud centuries of progress, but at the same time looking forward to a future in which digital transformation, sustainability, and growth will ask new questions of the industry. At such a pivotal moment, Women in Rail has launched its Strategic Business Plan for 2025–2027, a powerful call to action, designed to embed inclusion and equity as core values of the modern, forward-thinking rail industry we all want to see.
The Strategic Business Plan is more than a roadmap; it’s a statement of intent. It outlines how we at Women in Rail will continue to challenge the status quo and to lay the foundations for meaningful, measurable change across the UK rail industry.
We’ve described it as both ‘ambitious and actionable’, aligned to so it can inform the wider reform taking place across the industry. For us, there has never been a better time to embed
the principles that Women in Rail stands for in a new model for UK rail. The plan is a rallying call for faster progress toward greater inclusion and opportunity.
Women remain significantly underrepresented in the rail sector, making up only around 16% of the workforce with even fewer women in technical, front line, or leadership roles. At Women in Rail, we are clear that has to change and it’s why our new plan takes direct aim at this imbalance, offering a practical and collaborative approach to change grounded in three essential principles:
• Equity: ensuring that opportunities and resources are distributed fairly.
• Representation: increasing the visibility of women at every level, from apprentices, front line, to executives.
• Inclusion: building cultures where all voices are valued and barriers to participation are dismantled.
As the rail industry looks to modernise and digitise, building inclusive cultures is not just a social imperative, it’s a strategic one. The evidence is clear and unambiguous that diverse teams are better equipped to innovate, to reflect customer needs, and to solve complex problems.
At the heart of our business plan are four strategic pillars - Attract, Engage, Support, and Promote - each representing a vital step towards cultivating a rail industry that reflects the diversity of the society our industry serves and each supported by specific goals and KPIs.
Here’s what’s inside:
Attract
With an ambition to draw more women into the sector, this pillar focuses on breaking down barriers to entry, promoting careers in rail, and reaching underrepresented groups through education, outreach, and visibility campaigns.
Engage
Women in Rail is doubling down on its grassroots strength, empowering regional teams and national networks to deliver high-impact events, forums, and activities. This pillar seeks to unite stakeholders and allies around shared goals and collective action.
Support
Progress comes through empowerment and that's why professional development, mentorship programmes, inclusive workplace policies, and training are a core pillar of our plan and our commitment. The focus is on creating environments where women not only participate, but thrive.
Promote
Celebrating success is a key part of the strategy. From profiling women leaders and role models to showcasing industry best practices, this pillar is about shifting perceptions and ensuring visibility of female talent across all levels.
The plan is not just an aspirational document; it’s a detailed actionled framework that maps out how
Marie Daly.
Terri Cave.
Women in Rail will partner with the sector over the next two years. It prioritises measurable impact, collaborative delivery, and local empowerment, ensuring national consistency while respecting the nuance of regional contexts.
What sets the plan apart is its collaborative spirit. Women in Rail recognises that lasting change cannot be achieved alone, it requires the active participation of businesses, government bodies, unions, and individuals across the rail ecosystem. The strategy was built with wide input, including from regional teams, partners, and members.
The plan reflects Women in Rail’s maturity and readiness to support the industry through its most significant transformation in decades.
A huge amount of work has gone into the plan and it positions Women in Rail to offer even greater value to its members, partners, and the industry. We are proud of what it represents – a united vision for a sector where everyone belongs.
RIGHT PLACE, RIGHT TIME
Women in Rail’s strategic plan couldn’t come at a more symbolic time. As the rail industry celebrates its 200th year, it is also embracing fundamental reform - from the establishment of Great British Railways to renewed efforts around digital infrastructure, decarbonisation, and customer service transformation.
In this context, the role of Women in Rail is evolving too, not as an ancillary voice, but as a central partner in shaping what the next 200 years of rail will look like.
Throughout its history, Women in Rail has been at the forefront of bold, radical change and this plan continues that legacy and turns our collective ambition into meaningful action. Over the coming weeks, Women in Rail will roll out detailed guidance on how individuals and organisations can get involved in delivering the plan, from local mentoring and events, to national campaigns and
strategic partnerships. The Board of Trustees will also publish success measures and key milestones, reinforcing the plan’s commitment to accountability and transparency.
The message is clear, achieving a more inclusive rail industry will require everyone’s contribution and Women in Rail is ready to lead the charge.
HS2: OPPORTUNITIES FOR ALL
THE UK'S LARGEST INFRASTRUCTURE PROJECT IS SETTING NEW STANDARDS WHEN IT COMES TO REFLECTING THE MODERN SOCIETY IT IS BEING BUILT TO SERVE.
High Speed Two (HS2), the UK’s flagship high-speed rail project, is setting a new standard for inclusive and equitable infrastructure projects. Infrastructure traditionally has a reputation for being maledominated and lacking in diversity, and this is a narrative which HS2 Ltd is working proactively to challenge.
The project’s EDI strategy has been carefully developed and rigorously implemented to ensure that the workforce and supply chain reflect the modern Britain the railway is being built to serve. Mark Lomas, head of EDI at HS2 Ltd, describes this as more than a side project, and a fundamental component of performance and success:“Inclusion isn’t something you do once and walk away from – it has to be baked into every part of the business. Our approach is to integrate inclusive practices across all departments and levels, ensuring it becomes business as usual.”
GENDER EQUALITY
In September 2024, HS2 published its Annual EDI Report 2023/24, which shares how the company has found new ways to develop, support, and retain its talented and diverse workforce. It reveals new programmes helping people to thrive at work and describes how HS2 is championing inclusive leadership and exceeding industry averages in terms of female and ethnic minority representation in its workforce.
Encouraging more women to enter and progress their careers in the sector remains a key focus for the project. According to the 2024 report, 38% of the HS2 Ltd executive leadership team is female, along with 33% of its directors and 38% of its overall workforce. Throughout 2023/24, HS2 Ltd continued to focus on its recruitment and retention strategies to increase its female workforce.
HS2’s internal talent and development team provides programmes and initiatives to support the development of female talent and collaborates with its
gender balance staff network to develop events and programmes that share the experiences of women in the workforce. It also highlights how HS2 can continue to develop the culture within its organisation.
In 2023/24, HS2 focused on enhancing its recruitment and retention strategies at directorate level, particularly focusing on the celebration and promotion of internal female talent and offering opportunities to develop and enhance skills through initiatives such as coaching and mentoring. This helps to ensure that the organisation’s talent pipeline has female representation across all disciplines.
An example of HS2’s commitment to gender equality is its Empower programme which helps talented women across the company to overcome challenges and progress in their careers. Eighty-two percent of its attendees
have said they were likely to take on additional responsibilities in their roles following the programme, and 100% ended the programme feeling energised to give more to the organisation.
ETHNICITY
HS2 and its partners have made measurable progress when it comes to representing ethnic minority groups. Initially setting itself a challenging corporate target of 23% for ethnic minority diversity in its workforce, the company exceeded this target in 2023/24, with workforce representation at 29%. Equally impressive, this was an increase on 24% in 2022/23.
Despite its achievements in this space, HS2 is aware there is more it can do and, over the coming years, will prioritise: (i) increasing the number of senior positions held by colleagues from ethnic minority backgrounds; (ii) the
continued use of data to target training and support, so that recruitment, talent, and performance outcomes are evidence-based; and (iii) ensuring its diverse talent pipeline is supported and developed with a range of high-quality learning and development opportunities.
DISABILITY
The number of staff at HS2 identifying with a declared disability under the Equality Act increased in 2023/24, with 6% of employees disclosing their disability status, a 2% rise on 2022/23.
The company uses Clear Talents Diversity, Equity and Inclusion (DEI) software to support its colleagues and their line managers implement requests for reasonable workplace adjustments and support. Of its workforce, 23% receive adjustments in relation to their inclusion profiles and HS2 monitors this to ensure that office and home working arrangements are suitable. The organisation places a particular emphasis on ensuring digital accessibility is met and, through the work of its internal accessibility working group, has continued to develop its digital accessibility hub.
The hub provides information, advice and resources to all staff at HS2 who would like support, or who are experiencing barriers in relation to accessibility; guidance to managers and staff about provisions and solutions to address accessibility requirements; and digital tools that can be used for a range of disabilities and long-term health conditions such as hearing loss, visual impairment, and neurodivergent conditions.
HS2 continues to increase awareness among its
workforce about accessibility through lunch and learn events – led by its disability and accessibility network, 2gether.
This inclusivity extends to how HS2 is being built. Innovations in design, consultation, and communication are ensuring that the railway is accessible to all.
One example is the inclusive design principles being applied to station planning. Architects and engineers are working with accessibility experts and disabled stakeholders to ensure that future HS2 stations go beyond compliance, offering genuinely barrier-free environments. This includes intuitive wayfinding systems for neurodiverse passengers; step-free access throughout; quiet spaces for people with sensory sensitivities; and easily accessible customer service touchpoints.
EMPLOYEE NETWORKS
HS2’s strategy is supported by eight official, employee-led staff networks, which allow anyone interested in various aspects of EDI to contribute to its development within the organisation. The objective of these networks is to promote activities which support HS2’s EDI policy; encourage engagement with EDI across all functions of HS2; deliver activities aligned to the key goals of its EDI strategy; and provide support to staff groups within HS2.
The Race, Ethnicity and Cultural Heritage (REACH) network, for example, celebrates key events like Black History Month and Race Equality Week and encourages allyship across all levels at the company. The network promotes and celebrates ethnic minority
staff and explores issues and opportunities to improve inclusive recruitment and promote career progression for diverse talent.
The Gender Balance network advocates for gender equity in HS2’s workforce and supply chain. The network promotes the development of a more inclusive culture at HS2 and provides a platform of support and encouragement for men and women across the organisation.
2gether is HS2’s access and inclusion Network, which provides support to staff with experience of disability, access, and inclusion challenges. It raises awareness of disability, provides information on events, shares and promotes best practice and aims to support the achievement of HS2’s EDI objectives.
The company’s Onboard network is for LGBTQ+ staff and allies and supports and promotes the belief that ‘everyone has the right to be who they want to be’ in the workplace.
Additional associations include the Armed Forces support Network, the Early Careers Network, the Professional Development Network, and the Green Network.
ACCOLADES
HS2’s commitment to EDI has been recognised through multiple awards, including Employer of the year at the Multicultural Apprenticeship Awards, Top Employer at the Women in Rail Awards, and the Inclusive Procurement Award from the Minority Supplier Development UK (MSDUK) network.
In addition, the organisation has gained recognition as a Level 3 Disability Confident Leader from the Department for Work & Pensions scheme, is a member of the Employers Network on Equality & Inclusion (enei), and a member of the Women in Science and Engineering (WISE) campaign.
Furthermore, HS2’s commitment to EDI is demonstrated by its Clear Assured Platinum Status, which was first achieved in 2021 and retained in 2023. Indeed, HS2 was the first organisation in the UK to achieve and retain this prestigious accreditation standard which recognises an exceptional commitment to EDI in the workforce. Construction partner Balfour Beatty VINCI (BBV) also received Clear Assured Gold standard accreditation in 2021 and received Platinum accreditation in
January this year.
“Achieving this accreditation is testament to the commitment and dedication of our team to delivering sustainable outcomes,” said Steve O’Sullivan, project director for BBVS.
“Senior leadership support is delivered by being proactive, authentic, visible and accountable. Our team has followed their lead to embed an inclusive culture, which shapes and influences the EDI narrative both across the project and in the industry.”
CONCLUSION
As the UK’s largest infrastructure project, HS2 has the opportunity and the scale to set new EDI standards across the industry. It is ambitious about attracting a diverse group of people who are new to construction and engineering, and it aspires to create an inclusive and safe culture where people can progress and be their best.
“We are exceptionally proud of our EDI achievements to date and the commitment shown by the thousands of UK businesses engaged in our supply chain,” says Shira Johnson, HR Director at HS2 Ltd.
“The fruits of our work are really beginning to take shape. More women and ethnic minority groups are stepping forward to play their part in Britain’s new railway, as they recognise the importance we attach to ensuring that HS2 is an inclusive workplace for all.
“But there is always more we can do, and that remains our focus in the months and years ahead."
Now at peak construction and with over 31,000 people working to design and build the high-speed railway, attracting and retaining diverse and talented people is critical to HS2’s success. And once the project is finally complete, it will leave a legacy of a diverse and skilled workforce which will benefit the construction, infrastructure, and rail industries for years to come.
REPORT BY DAISY CHAPMAN-CHAMBERLAIN
HIRING AND CULTURE:
ON THE RIGHT TRACK
THE INDUSTRY MUST WORK ON ITS IMAGE AND INTERNAL CULTURE IF IT WANTS TO ATTRACT MINORITY AND MARGINALISED STAFF.
The need for diversity in rail has been a topic at every rail conference for at least a decade, but unfortunately there are often dissenting voices in the room when the topic is raised.
The idea that diversity is a ‘nice to have’ or ‘virtue signalling’ does persist in the very traditional sector that is rail but these voices are increasingly fading when faced with the fact that rail fundamentally needs more people of all types. The age limit for a train driver, for example, was recently lowered to 18 in the face of rail’s looming retirement crisis – 25-30% of around 27,000 drivers in Britain are due to reach the retirement age of 65 in the next five years – not to speak of the wider ‘retirement time bomb’ looming across a wide range of rail roles.
IMAGE PROBLEM
Rail needs more workers from all backgrounds, and it should be an attractive career option, but is it?
We have an unfortunate public image problem, where often only the most negative news linked to rail reaches the mainstream media (such as accidents, infrastructure failures, or significant cancellations), and where everything from industrial action to wrapping a train to celebrate diversity often ends up being interpreted negatively by the public.
Many people would hesitate to join a sector which is presented in this light, especially when accounting for the increasing attacks on rail staff. British Transport Police (BTP) figures show there were 3,330 recorded assaults on rail staff in 2023 – a rise of almost 25% in the past year. The number of assaults recorded by police in 2023 was nearly 10% higher than pre-pandemic in 2019.
So, how do we make the sector more attractive for all, both internally and when presenting an external face?
At a basic level, we must focus on constant development of our internal culture. As with any industry, there can be clashes between different levels of the business, including between management and frontline staff. Ensuring an open culture of sharing, listening, and information exchange in all directions is critical to building a meaningfully inclusive organisation. Staff must feel empowered to speak up, contribute to policy and strategy at the highest level, trial innovation, and ultimately feel that the direction of the organisation is as much led by them as by the C-suite. Providing opportunities to input in a range of formats is central to building this culture, and that includes physical meetings, digital sharing systems, staff celebration events, and beyond.
Another essential internal focus must be safety for staff (alongside safety for passengers and all stakeholders). Staff are facing increasing numbers of attacks when at work, which is unacceptable. Rail focuses on keeping staff safe in infrastructure and operational terms, but we must ensure we keep a constant focus on safety of all types.
First, we must build a culture which accepts that safety is never ‘finished’, is always evolving, and that new dangers and an awareness of evolving risks must be at the forefront.
Second, we should learn from international rail operators. For example, in Japan and other Asian nations, ‘pointing and calling’ (shisa kanko in Japan) is a common occupational safety method used for avoiding mistakes by verbally calling out the status of important objects or indicators whilst pointing at them. By tackling automation bias, according to the Railway Technical Research Institute, pointing and calling was responsible for an up to 85% reduction in mistakes while performing repetitive tasks.
Third, we should embrace (where appropriate) digital interventions, such as use of body worn cameras, smart video technology, hotspot identification for smart policing, and beyond.
DOING ENOUGH?
Diversity and inclusion are vital to boosting rail worker numbers and creating a safe network for all, as well as enriching rail’s internal culture. There are a huge range of diversity and inclusion-boosting initiatives from name-blank recruitment, to offering flexible hybrid working as standard, and reverse mentoring programmes, but are we being radical enough? We’ve had the first all-female crewed passenger train from Southeastern, and the first all-female crewed, planned, and signalled freight train from Freightliner and co., so is it time for the first all-female depot or are we still decades away? Should we be looking at guaranteed hiring schemes, and even hiring quotas focused on underrepresented groups?
There is no perfect single approach, but by presenting a radical front to the public and being clear that the industry has a strong,
funded focus on genuine inclusion both internally and in hiring, we may be able to push the needle of diversity in hiring more rapidly than we currently are. We must also ensure we are as honest about our successes as our failures and remain open to learning from each other as well as from other sectors.
CHALLENGING OUR PERCEPTION
A fascinating example of unconscious hiring bias comes from the classical orchestral world. In 1970, the top five orchestras in the United States of America employed fewer than 5% female musicians, but by 1997 the majority of the same orchestras had achieved 25% female musicians or even above.
This is largely attributed to ‘unseen’ auditions, where candidates play behind a screen for the hiring panel – research has determined that using the screen even if only for the preliminary assessment stage makes it 50% more likely that a woman will reach the final assessment stages. However, even this is not a perfect system. Some hiring panels ask musicians to remove their footwear before stepping onto the stage, as the bias of hearing high heels click on the wooden stage was still unconsciously affecting the hiring panels’ choices. Unconscious bias still affects us all, even if we find the equivalent of a screen to use in our rail hiring processes.
Tackling this bias by continually challenging ourselves (and others) is the responsibility of everyone, particularly if we want to build a genuinely inclusive rail sector, which not only retains our current staff, but is attractive as a career option to those from all backgrounds. By attracting colleagues of all ages, genders, backgrounds, races and beyond, we can ensure we future-proof rail in terms of succession, staff retention, and innovative evolution for decades to come.
About the author: Daisy Chapman-Chamberlain is specification manager at Transport for the North. She focusses on improving transport systems, accessibility, safety, and beyond. She is also the chairperson of the Oxfordshire Community Rail Partnership. Daisy can be reached via LinkedIn.
REPORT BY MATT ATKINS
CREATING OPPORTUNITIES FOR THOSE ON THE MARGINS
When we discuss Equality, Diversity & Inclusion (EDI), we tend to focus on just a handful of the biggest issues – gender, ethnicity, disability, and sexuality. However, the issue is far broader than this. Countless groups of people are sidelined by society for one reason or another, missing out on the opportunities most of us take for granted.
Unfortunately, such groups are at danger of slipping through the gaps of the even the most well-intentioned EDI strategy. Take, for instance, the example of ex-offenders who face many hurdles when it comes to reintegrating into society - finding meaningful employment being just one.
Rebuilding Futures Alliance (RFA) is a not-for-profit organisation driven by a single mission: to help ex-offenders find meaningful careers in transport, across both operations and infrastructure. In doing so, RFA is transforming lives, communities, and the transport industry itself.
BREAKING THE CYCLE
One-third of the UK's prison population are 'low-level repeat offenders', according to RFA’s research. One in two will return to crime within six months of leaving prison if they do not find work, however, just one in five will reoffend when employment is secured. As devastating as that is on a personal level, the financial implications are also severe.
According to Government statistics, the average cost to keep a prisoner in jail in 2022-23 was £51,108 and reoffending currently costs the UK economy £18.1 billion each year. This could shrink to an estimated £5 billion, if more ex-offenders are helped into work.
“RFA was born out of a clear need: one in five people in the UK have a criminal record, and our justice system is under enormous pressure,” says RFA Business Lead Gabriella Ellison (pictured left)
“There is a growing disconnect between the social value promises made in procurement and the reality on the ground for this marginalised group finding employment.
“That’s where RFA steps in, helping connect major employers with individuals who have past convictions, and helping them into long-term, stable jobs in transport, whether in bus, rail, metro, freight, or infrastructure supply chains.
“What makes this work different is that it does not just support individuals, it supports HR, procurement, and social value teams to build inclusive, diverse workplaces.”
DISMANTLING BARRIERS
It’s not necessarily the case that companies are reluctant to hire from this relatively untapped pool of talent, but often the processes are very complicated. Fragmented charity networks, inconsistent regional support, and background checks all play a part in dissuading employers from giving ex-offenders the chance they need. In addition, many of the grassroots organisations supporting people with past convictions face challenges such as limited funding and a lack of shared best practices.
To tackle this, RFA has created a national alliance of charities under one umbrella, with RFA as the single point of contact. This makes it easier for employers to engage, scale, and create real impact across the country. RFA aims to simplify funding requests, share best practices, and serve as a trusted resource for employers throughout the UK.
EMBRACING TECHNOLOGY
Technology and collaboration play their part in achieving these positive outcomes. RFA has partnered with tech provider Genius which specialises in delivering bold, tech-driven recruitment and talent solutions for organisations around the globe. With RFA, Genius has created a recruitment tracking system designed to transform inclusive hiring across the transport sector.
The Automatic Tracking System (ATS) is designed to support candidates throughout every step of the recruitment journey. It allows individuals to register in a central Talent Bank and apply for roles that match their skills. Employers
can post vacancies and manage applications via a streamlined, customisable platform.
The system monitors candidate progress, pinpoints where individuals tend to drop out, and delivers tailored support where needed. This allows RFA and its partners to provide timely, targeted interventions that help candidates stay engaged and on course.
The technology is beneficial for those on both sides of the process. For candidates, the system offers a clear and supportive route into employment with structured guidance and access to genuine job opportunities. Employers gain access to a diverse, pre-screened talent pool through a recruitment system that aligns with their values around equity and social impact.
RFA has also worked with
the Rail Safety and Standards Board (RSSB) and social value consultancy Loop to co-develop a social value tool which generates tailored social and economic impact reports that companies can use. The tool is endorsed by Network Rail, the Ministry of Justice, and the Department for Transport.
“The RFA is making the case for a fairer society and one that is more forgiving to those of us who have made our mistakes,” says Peter Wilkinson, major rail projects director for Department for Transport.
“Social mobility and supporting those seeking to move on from past mistakes is something the rail industry can offer. It’s a fantastic industry in which to develop as a person, supported by thousands of amazing staff who come from
across all sections of our society. Caring for each other, supporting each other through the trials of our lives, should be in the DNA of this great industry”.
LEND YOUR SUPPORT
Stable employment provides structure, financial independence, and a renewed sense of purpose, helping individuals with past convictions to move forward and reduce the risk of reoffending. By working in supportive environments, they gain a sense of belonging, develop skills, and build confidence, enabling them to transition from past challenges to meaningful careers.
Employing individuals from marginalised groups brings benefits not only to your business, but to society as a whole. RFA is calling on employers, partners, and supporters to join its movement. By removing barriers, supporting individuals, and working collaboratively, we can develop a stronger, more equitable workforce and a better future for all.
REPORT BY COLIN WHEELER
RAIB
KEPT BUSY
The Rail Accident Investigation Branch (RAIB) has published its annual report for 2024. Between 1 January and 31 December 2024, no fewer than 431 incidents and accidents were reported. Of these, 56 were identified for preliminary investigation.
During 2024, RAIB published 13 full reports and 10 Safety Digests. Additionally, it wrote three letters to coroners as well as making 41 safety recommendations. With some credibility, Chief Inspector Andrew Hall has claimed that there has been an improvement in safety since the RAIB began its work.
Andrew reminds readers that the organisation’s investigations began back in October 2005. In the following 20 years his investigators have been deployed on no fewer than 752 occasions, and 419 full reports have been published. He reminds readers that despite a reduction in the work carried out on lines open for train movements and those close to running lines “some very near misses are still occurring.”
The report draws attention to the range of RAIB’s investigations including track worker safety, safety after engineering work, use of plant in possessions, and the management of trees. It also draws attention to the fact that the organisation must deliver an 8% reduction in staff.
TRACKWORKER’S NEAR MISS
This incident took place at Morton Junction on the Erewash Valley line between Alfreton and Chesterfield. It happened on 27 November last year and involved a group of two trackworkers and a COSS (Controller of Site Safety). The three were “part of a group preparing to correct a track fault.” The passenger train involved was travelling at 78mph and sounded its horn on approaching the group. They moved clear just two seconds before the train passed.
They had planned to use line blockages for their work with the protecting signals at red. However, the COSS had unintentionally blocked the line at Codnor Park Junction, but the group were at Morton Junction some seven miles to the north. When the possession was taken, neither the signalman nor the COSS realised that the group were not at the location blocked by protecting signals. Unknowingly they had used a “safe work pack for a different location.” Ironically, the Safety Digest was released on 1 April this year.
RUNAWAY TROLLEY
On 26 May 2024 at around 05:00, a trolley collided with equipment at an estimated 20mph. The incident occurred at a work site in North Rose, Cheshire. RAIB’s report 07/2025 was published on 1 May this year. Both a site supervisor and a COSS saw the approaching trolley and alerted staff enabling them to move clear.
The trolley was being used on a 1 in 176 gradient. According to RAIB, its operator: “had intentionally defeated the failsafe function of the trolley’s braking system.” The report says staff found the braking system “tiring to use”.
RAIB’s report identifies two underlying factors. It states that: “Network Rail did not manage the risks with the trolley design,” and makes two recommendations. First, with Network Rail and the Safety and Standards Board (RSSB) and the Mechanical and Electrical Engineer’s Group.
Network Rail is to: “reduce the likelihood of failsafe brakes being modified by operators,” and “consider modern ergonomic practices and the product acceptance process.”
It is also to identify and implement control measures to prevent trolley misuse.
TRACKWORKERS STRUCK BY WAGON
RAIB is currently investigating an accident that happened on 15 March at around 20:55 at Port Glasgow.
A wagon being propelled by a rail-mounted crane within an engineering possession struck two workers. One of them became trapped between the wagon and a track panel that had earlier been set down by a second crane. The trapped worker had to be freed by emergency services and was taken to hospital for treatment. Both cranes were being used for the renewal of a section of track within the possession limits.
RAIB has launched its investigation and will consider the actions of the staff involved, the control of crane movements, staff, and rail vehicles.
PASSENGER FATALLY INJURED
This incident took place on 28 March this year at Ickenham station on London Underground’s Metropolitan and Piccadilly lines. It was around 22:30 when the passenger fell from the platform onto the tracks. The passenger was struck by a train before being discovered by London Underground staff. They were fatally injured. RAIB’s investigation is underway and will include the actions of all involved, the management of staff, arrangements to manage and control risks of such accidents, and any underlying factors.
GARTELL LIGHT RAILWAY, SOUTH SOMERSET.
RAIB has completed a preliminary examination following an accident on a light railway when an individual was struck by a train. It occurred at 09:35 on 17 April. A volunteer member of staff was struck by a wagon and seriously injured near to the level crossing at Common Lane.
The wagon was part of a train transporting staff, equipment, and materials to the worksite. The staff member was seriously injured while trying to get off the slowly moving train. The railway was not open to the public at the time. RAIB has decided to publish a Safety Digest.
ON NATIONALISATION
The railway industry has reason to support the return to an integrated structure for railways, uniting infrastructure with the running of trains. When Railtrack, later renamed Network Rail, was formed, the industry lost an alternative organisation which we who were employed by British Rail would have preferred. The alternative was to be based on integrated train operation and infrastructure provision subdivided into Intercity, Regional, and Freight railways. However, the politicians rejected British Rail’s plan.
The latest Government plans are to reunite train operation and rail infrastructure. Already, a draft timetable has been publicised with proposals to begin the changes starting with train operating companies already managed by Government. London North Eastern Railway (LNER) came into public ownership in June 2018, Northern in March 2020, and they have been followed by South Eastern, and TransPennine. South Western Railway (SWR) came under public control in May this year and another nine are expected to be nationalised by mid-2028, if newspaper reporting is accurate.
An optimist would claim that the nationalisation of our railways could and should lead to better local and long-distance rail travel for both passengers and freight. During the last year or so there has been a concentration of advertising for electrically powered and hybrid road vehicle cars and many people have bought them. Sadly, the long-awaited increase in the electrification of our railways and digital signalling is still lagging.
I recall many years ago seeing a cartoon showing two youngsters looking over the parapet of a bridge over a motorway at a traffic jam involving heavy goods vehicles, some with trailers. One of the youngsters says to the other: “Why don’t they join them all together and have just one engine in the front one?” Of course, there are practical difficulties but to date I have not heard or seen a government proposal to electrify major rail freight services.
If major routes were electrified and used by electricallypowered freight trains, everyone would gain. The challenge I suggest is to develop our train control and electrify more railways. Indeed, for major flows of traffic we may even need to construct freight-only routes between city hubs from where goods can be easily and locally delivered to customers. Reduced emissions would surely be a welcome outcome?
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A MOTHER-DAUGHTER JOURNEY THROUGH BRITAIN'S RAILWAYS
LIAM JOHNSTON, EXECUTIVE DIRECTOR OF RAILWAY MISSION,
SHARES AN UPLIFTING STORY THAT SPEAKS TO SOMETHING UNIVERSAL: FINDING INSPIRATION IN THE EVERYDAY AND TURNING IT INTO SOMETHING MEANINGFUL.
At the start of the year, Margate platform staff member Kudakwashe Osoba made a quiet but determined resolution: 2025 would be the year she’d travel more, and she’d do it for fun.
The spark for this idea came in the form of a calendar, gifted by Lee Woolcott-Ellis, Southeastern’s Wellbeing Lead. Lee’s awardwinning work was featured in RailStaff 285 (May-Jun 2023).
The calendar, produced by the Railway Mission, featured a different railway scene from across the UK each month – stations,
trains, and landscapes steeped in history and beauty.
Kuda recalled thinking: “I could visit each one in the month it represents, and that will surely get me out of the house.”
What began as a personal challenge quickly became a shared adventure when her daughter, Dani, decided to come along. True to her grammar school-honed thoroughness, Dani dove into the details. Their plan to kick things off on Saturday 4 January, was quickly foiled, when she discovered that the Pullman train featured in January’s photo didn’t begin its service until the 11th. “Back to the drawing board!” Kuda laughed. “She’s got out of control!”
JOURNEY
A GREATER PURPOSE
But the slight detour only added to the charm of the experience. Now, six months in, Kuda and Dani have visited half the locations featured in the Railway Mission’s 2025 calendar, a month-by-month journey that celebrates the rich heritage of Britain’s railways and marks the Railway200 bicentenary.
Their travels also serve a deeper purpose: to raise awareness and funds for Railway Mission, the organisation that supports the wellbeing of railway staff and passengers through its team of chaplains. It’s a cause close to Kuda’s heart, and one woven into every step of the journey. "Fund-raising is fun, but when it's for such a personal and worthy cause, it makes it all the more worthwhile".
To make things even more memorable, Kuda is crafting a verbatim poem for each location. These poems draw on observations, conversations, sounds, and sights from their visits, capturing the essence of each railway stop in creative, heartfelt verse.
What began as a simple idea has grown into something far richer: a tribute to the railways that connect Britain, a celebration of family, and a creative journey that inspires connection, discovery, and purpose. And as their calendar flips to its next destination, Kuda and Dani remain firmly on track, sharing their story one station, one poem, and one train at a time.
Railway Mission is a Christian faith-based charity offering independent, confidential, impartial pastoral care to the railway community and members of the public affected by rail operations. Each of its regionally-based chaplains aims to be an impartial ‘friend’ for those who work on the railways.
Regardless of faith, gender, or sexual orientation, its chaplains offer face-to-face year-round support, especially during an individual’s time of loneliness, stress, depression, bereavement or illness.
www.railwaymission.org
MINDING THE GAP FOR BIODIVERSITY
HRE'S ‘MINDING THE GAP’ PROGRAMME COULD CHANGE THE WAY BROWNFIELD SITES ARE ASSESSED FOR BIODIVERSITY AND RECONNECT FRAGMENTED HABITATS.
The Historical Railways Estate (HRE) is responsible for a collection of over 3,100 disused railway assets that were once part of the national rail network. Its assets include former railway bridges, tunnels, viaducts, and culverts that are no longer in active railway use but have not been removed or redeveloped. The HRE is managed by National Highway’s on behalf of the Department for Transport (DfT) and plays a unique role in both heritage conservation and public safety.
Along with its partners, contractor Balfour Beatty and Edinburgh Napier University, in July last year, the HRE began an innovative study assessing the environmental importance of brownfield sites – previously developed land, which is or was once occupied by a permanent structure. The ‘Minding the Gap’ programme could change the way brownfield sites are assessed in the future in terms of their unique biodiversity value and reconnecting fragmented habitats vital to plant and wildlife populations.
The work includes using innovative sound surveys and site DNA testing alongside more traditional techniques such as visual surveys and camera traps to get a detailed picture of biodiversity at five trial HRE sites. RailStaff spoke with Dr Jennifer Dodd of Edinburgh Napier University to find out more.
Hi Jenny, could you give us a snapshot of your professional background and tell us how you came to be involved in this study?
I have been based at Edinburgh Napier University since October 2018. Prior to that I worked at various other universities and set up my own environmental consultancy in 2015. I have been working in the field of biodiversity assessment and monitoring for almost 20 years. My work initially focussed on freshwaters - rivers and lakes - but my interests have expanded and now covers all ecosystems. I am particularly interested in emerging ecosystems and the role they can play in supporting biodiversity across our landscapes. An emerging ecosystem is any novel or newly formed ecosystems that humans have created either through disturbance (e.g., brownfield) or by trying to rehabilitate the environment (e.g., habitat restoration).
Why are brownfield sites so important in supporting wildlife and plants?
Brownfield systems have a bad reputation. They are frequently overlooked and dismissed as wasteland that has lost purpose. However, the very fact that they are different means that they can often support a diverse range of animals and plants that we don’t typically find together in other habitats. The unique biodiversity is due to two main reasons. Firstly, brownfields have an unusual mix of habitat types – this includes bare grounds and walls that provide basking spots for insects and are full of cracks and crevices for animals and plants to live. These man-made habitats are overlayed with dense vegetation full of garden escapees, bramble, and pioneering trees such as ash and rowan. All of which are provide plenty of flowers for pollinators such as bees, hoverflies and moths and berries for birds and mammals to eat.
Secondly, brownfields are disturbed habitats – they have been created through human action. In the case of the National Highways HRE sites, these sites are constantly disturbed for repair and maintenance of structures. These disturbances, when not too extensive, can mimic the natural disturbances such as fires or storms. This can promote biodiversity, through creating new habitats effectively resetting parts of the vegetation and allowing space for new plants to grow alongside the old.
Depending on their location, brownfield sites can also support habitat connectivity by providing links between existing habitat networks allowing for nature to traverse urban landscapes while avoiding barriers such as busy roads.
What is the purpose of the study and what are the expected outcomes?
Biodiversity refers to all organisms living, within a given area, whether all year round or migrating visitors such as our cuckoos, song thrushes, and Bohemian waxwings.
The purpose of Minding the Gap for Biodiversity is to assess the biodiversity that is supported by the non-live part of the National Highways railway network. We are therefore undertaking a truly holistic assessment at our study sites and recording biodiversity ranging from the bacteria and fungi in the soil, to the invertebrates and the plants, and the birds and the mammals.
The project team at Edinburgh Napier University is combining traditional survey methods such as visual surveys, with emerging technologies like passive acoustic monitoring and environmental DNA to capture as much information as possible regarding biodiversity.
We can then use this information to provide National Highways and Balfour Beatty with advice about how to support the existing biodiversity on their sites and how to improve the sites to support biodiversity for the future.
The sites that National Highways own are specifically interesting and important as they contain infrastructure – e.g. tunnels, supporting walls, bridges – that must be maintained. Part of this maintenance requires the sites to be periodically disturbed through the removal of plants and trees and the movement of soil. This ongoing disturbance maintains and, in fact, can even increase the levels of biodiversity, making sites within this estate of particular importance in supporting biodiversity at a national landscape level.What brownfield sites are included in the study and why they were chosen?
In collaboration with Balfour Beatty and the Historical Railways Estate, we identified a suite of sites to try to capture the variability
of brownfield habitats within the Heritage Railway Estate. Our sites include a mix of overbridges, tunnel, and retained land in Greenock; a similar mix of features at a site in Glasgow; an overbridge in Williamwood; an overbridge spanning a former railway in Glencorse; and a viaduct in Bonnyrigg.
We are also monitoring sites of nearby ancient woodlands, which will allow us to compare the results from our brownfields with that of a perceived high-quality habitat for biodiversity.
What techniques and equipment are you using at these sites?
To capture this level of information about the biodiversity at our study sites, we visit sites weekly as we need to see how the animals and plants change across the year. Capturing this holistic assessment of biodiversity is therefore time consuming and costly. We are using emerging technologies to compare with traditional approaches to explore the extent to which we can automate the process of biodiversity assessment and monitoring.
One of the technologies we are using is passive acoustic monitoring, where we deploy microphones in the air and in the soil to listen to the sounds in the environment –this is often referred to as the soundscape and there is emerging evidence that soundscapes can provide information about the biodiversity within a given area. We will compare the patterns of sound that we record with the other measures of biodiversity that we are collecting.
These other measures of biodiversity include information gathered from camera traps and traditional approaches where surveyors undertake visual assessment – for
example, bird counts or vegetation surveys. We are also collecting environmental DNA. The type and strength of relationship between the acoustic data and the other sources of biodiversity information will tell us about how this technology can be used in the future.
Finally, what are the wider aims of the study – how will its results help to tackle the current crisis in biodiversity?
Finding the best balance between how we use the landscape to meet our demands in terms of infrastructure (e.g. housing, building, and transport) as well as food production, while reversing the negative impact human activity has on biodiversity, is an enormous challenge. One of the key challenges to address the biodiversity crisis is identifying areas across our landscape which are of particular importance in terms of supporting biodiversity. By identifying these sites, we
can focus our efforts on key areas to better support and improve biodiversity and use this information to better manage our landscape to reverse biodiversity loss.
The exciting innovation this project brings is that we are generating considerable amounts of high-quality data to look for patterns of association between traditional and emerging approaches to biodiversity assessments. We will explore the options for automation of data processing (for example, by using machine learning), with the potential to deploy a system of automated monitoring which would be scalable. Ultimately allowing us to assess and monitor biodiversity at much larger scales over longer periods of time.
We have some distance to get to this point, but the high-quality information that this project is collecting provides an excellent foundation of data to support the development of these cutting-edge biodiversity assessment tools.
RAILSTAFF AWARDS: CELEBRATE THE SUCCESS OF THE RAILWAY FAMILY
Every year, the RailStaff Awards shines a spotlight on the unsung heroes of the railway. From frontline staff to board executives, cleaners to engineers, the evening is all about the individuals and teams who work tirelessly throughout the year –and with far too little recognition.
Since its inception, the RailStaff Awards has grown into one of the most anticipated events in the rail calendar. It’s a night where stories are shared, achievements are honoured, and colleagues from across the country come together to celebrate their success.
The event outdoes itself each year with a night that’s bigger, bolder, and more memorable than ever, and 2025 will be no different. With just five months to go until the industry event of the year, the Rail Media team is buzzing behind the scenes to bring you another spectacular experience.
NOMINATIONS ARE OPEN
The RailStaff Awards are unique in that each prize is handed out to the people who keep the industry running - you won’t find an award for organisations or firms. While a few companies may win kudos for their association with the evening’s winners, it’s the staff who take home the honours at the end of the night.
With 20 categories up for grabs at this year’s awards, there are plenty of opportunities to nominate your close friends and coworkers. But where do you start?
First, it’s worth writing down the things you most admire about the person: their cheerfulness, positive outlook, or determination. Are they a person who stands by their colleagues? Do they go out of their way to make other people’s days easier?
Next, write down a specific incident which demonstrates the qualities you know this person has. Perhaps they helped to organise a charity event or put in a last-minute shift to help out a colleague. It could be an act of bravery, rescuing a passenger from an incident, or assisting someone who was lost. Include the approximate date and location. Finally, visit www.railstaffawards.com and click on 'Nominate Now'. Nominating is free of charge and will only take a few minutes
of your time, but it could make a huge difference to someone whose work you admire.
If you need help at any stage, feel free to contact events@railmedia.com. We can help with advice on how to draft a nomination. Please remember: You must obtain the approval of the nominee’s manager or director, along with a photo of the nominee, before submitting the nomination.
SECURE YOUR TICKET
If you’ve never been to the RailStaff Awards, now is the time to book your tickets and prepare to hear the voice of the industry. Attendees can expect an amazing experience with delicious food and drink, and spectacular entertainment.
Whether you’re nominated or nominating, make sure to grab your ticket to the rail industry’s greatest night of the year. You don’t want to miss out!
Tickets can be booked now at www.railstaffawards.com or by contacting: Tel: 01530 816456 Email: events@rail-media.com
Early Bird tickets at a discounted rate are available until Friday 4 July 2025.
This is your chance to be part of something special. Join us in November for the industry event of the year.
Let’s make 2025 another milestone in celebrating the spirit of the railway family. Soak up the atmosphere, enjoy the spectacular entertainment, and let the good times roll.
CARLISLE SUPPORT SERVICES: LEADING THE WAY IN PEOPLE DEVELOPMENT
In today’s fast-paced professional landscape, investing in career development isn’t just a perk - it’s the backbone of employee engagement and long-term organisational success and fostering a sense of value within an organisation. Career-driven employees are always seeking opportunities to enhance their skillset, take on new responsibilities, grow into leadership roles, and confront new challenges as they climb up. By investing in clear pathways for progression and continuous learning, companies not only unlock individual potential but also strengthen motivation, drive loyalty, innovation, and performance of staff members.
The Learning, Development & Investing in People Award honours individuals or teams who have demonstrated an outstanding commitment to developing talent within the rail industry. It shines a light on initiatives that go beyond the basics, enhancing knowledge and career progression, as well as honouring those who invest in training, mentoring, apprenticeships, and professional growth.
MEANINGFUL CONTRIBUTION
As part of its mission to drive industry standards and develop exceptional people, Carlisle Support Services has stepped up to sponsor this year’s award and recognise the contribution of other companies that prioritise people development.
Carlisle supports the majority of UK train operating companies with key peoplebased services such as cleaning, security, customer service, revenue protection,
possession management, vegetation, car park management, crowd control, as well as soft and hard FM. The firm partners with clients in long-term relationships to deliver sustainable service innovations and operating efficiencies, having retained a considerable 95% of its customers across the last five years.
“At Carlisle Support Services, we believe that people are the foundation of every great service. Sponsoring the RailStaff Awards presents a meaningful opportunity to celebrate the individuals who drive real progress across the rail industry,” says Steve Cere, director of rail strategy at Carlisle Support Services.
“We are proud to support an initiative that champions innovation, dedication, and the transformative impact of investing in people. We remain deeply committed to nurturing talent, creating opportunities, and supporting
individuals to grow and thrive; today and into the future.”
Carlisle is committed to developing exceptional people, offering staff members countless opportunities to work across multiple contracts and learn from the very best to help them achieve their true potential. In fact, 58% of newly created salaried roles over the past year have been filled by internal candidates.
WORTHY WINNERS
In 2024, the Learning, Development & Investing in People Award was claimed by the City & Guilds / HMP Highpoint Rehabilitation Team.
In partnership with HMP Highpoint, City & Guilds has developed a rail centre of excellence that gives prisoners the chance to access a range of railway engineering training with a focus around employment on release. The project aims to build bridges into the workforce by partnering with companies to provide training, equipment, and job opportunities to the prisoners upon their release to create life-changing outcomes.
On accepting the award, Holly Brown, business support/project manager at Intertrain, a City & Guilds business, said: “This award means so much to us all. It’s been a very long journey, but we can say we have a real centre of excellence at HMP Highpoint. We’re providing prisoners with the opportunity to change their lives and go into a job, which feels great.”
The Learning, Development & Investing in People Award recognises those who strive to deliver the best experience for staff new and old, guiding them toward their educational goals. Our judges will be looking for innovative programs that empower employees and contribute to a highly skilled workforce.
If you know someone who fits the bill, nominate them today at railstaffawards.com
READYPOWER GROUP: ELEVATING APPRENTICES
Rail companies have a lot on their plate, from keeping the network running smoothly 24 hours a day to juggling major projects which will ensure a seamless travel experience into the future. Throw in concerns such as health & safety, the environment, and sticking to budget, it’s no wonder that intelligent, motivated, and future-focused staff are very highly prized.
Thankfully, there’s a steady stream of bright young minds coming into the industry through its many apprenticeship programmes. The Apprentice of the Year Award recognises these individuals, championing nominees who exhibit exceptional talent, determination, and a passion for learning.
In 2024, Motion Rail Ltd’s Joe Dodman stood above the competition. Joe’s passion for trains and the railway led him to secure a telecommunications technician apprenticeship with Motion in 2023. His enthusiasm was evident from his first interview, and he has dedicated himself to supporting others through his learning, experiences, and innovation.
Colleagues said: “He doesn’t let challenges deter him and his resilience is truly inspiring. Integrating and building a rapport with whoever he meets, Joe is a truly valued member of the rail industry.”
Joe was stunned to have won the award and
generous in thanking his supporters: “It was an absolute honour to have been nominated for this award let alone to have been a finalist and gone on to win it. I’d like to thank all the other apprentices and everyone at Motion, as well as my parents for their support.”
Specialist rail and infrastructure services provider Readypower Group stepped up to sponsor the award in 2024 and returns this year to once again lend its support.
With a market leading operated asset hire business, complemented by a specialist civil engineering division. Readypower boasts extensive knowledge and understanding of the UK’s regulated infrastructure and operated asset hire, and provides dynamic solutions underpinned by a tradition of outstanding customer service and reliability.
Operating from several major hubs, supported by several satellite facilities throughout England, Scotland, and Wales, Readypower has the flexibility to fully support its clients’ projects in all parts of the UK.
OPENING THE DOOR
Employing some of the UK’s most experienced rail construction and maintenance teams, Readypower is acutely aware of the importance of attracting the best talent out there.
From front line services to office support functions, its teams come together to deliver an excellent result for its customers.
Its people are the most important part of the service it delivers, and it is always looking to expand its team as the business grows.
Apprenticeships open the door for people from all walks of life to build exciting and successful careers in the rail industry. Readypower is excited to support the Apprentice of the Year Award and wishes the best of luck to all those who are nominated.
“Readypower Group is proud to sponsor this year’s Apprentice of the Year award, celebrating the dedication and potential of the next generation in our industry, said Readypower Head of Engineering Daryl Sim. “Apprenticeships are vital for nurturing talent, bridging the skills gap, and ensuring the future strength of the rail sector.
“At Readypower, we believe in investing in people and empowering them to thrive. The RailStaff Awards play a crucial role in recognising the hard work and achievements of individuals across the rail industry, and we’re honoured to support an event that highlights excellence, commitment, and the bright future of our workforce.”
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Readypower is proud to sponsor the Apprentice of the year Award at this year's RailSta Awards
YOUNG RAIL PROFESSIONALS
PROMOTING DIVERSITY & INCLUSION
BONNIE PRICE, CHAIR OF THE YOUNG RAIL PROFESSIONALS (YRP), UPDATES US ON THE ORGANISATION’S LATEST NEWS
Welcome to the latest article from the YRP - we have a lot to update you on. First, Young Rail Tours, an initiative delivered by YRP, is thrilled to announce the appointment of Simone Dellisanti as its new manager. With plenty of experience in the rail industry through his day job at Alstom and a passion for creating unique travel experiences, Simone is set to lead Young Rail Tours into an exciting new chapter! You’ll have to imagine the drum roll dear reader, but our next tour is… BARCELONA!
This excursion will offer young rail professionals the opportunity to explore the picturesque landscapes and rich cultural heritage of Spain through a series of curated experiences and industry-exclusive tours. From scenic train rides through the Spanish countryside to visits to iconic landmarks and local attractions – as well as the 160-year-old metro – the Barcelona trip promises to be a memorable and enriching journey for all participants.
Look out on our socials for the chance to enter the ballot. Sign up today and become part of the adventure - it's FREE!
If you think you could help Young Rail Professionals and Simone in terms of hosting tours outside of the UK, please don’t hesitate to get in touch at: Hello@youngrailpro.com
EDI: A PLACE FOR EVERYONE?
YRP is at the forefront of the Equality, Diversity & Inclusion (EDI) movement, driving change and pushing for a more inclusive workforce. We’ve held ourselves accountable for this by comparing ourselves to the stats coming out from The National Skills Academy for Rail (NSAR), and we discuss with our corporate members and industry partners how we can keep moving forwards. We are starting to measure our data internally and getting snap shots of the demographics of our 6,000 members, so we know where to be more inclusive.
“Companies with diverse leadership report a 19% higher innovation output and companies with inclusive cultures are twice as likely to meet or exceed financial targets.” Gitnuz 2015
YRP holds itself accountable to these data metrics: in our CEO/Board quarterly reports we cover percentage increases across a wide spectrum of intersectional metrics amongst our membership. The aim for YRP’s senior leadership is to build upon the momentum our organisation has generated to ensure it is an open and welcoming space. Our membership is 26.3% female, which is vastly outperforming the industry standard of 17.4%, as reported by the NSAR 2024 workforce survey.
“58% of organisations admit to a gender pay gap of 11% or more. Meanwhile, there is a 10% higher likelihood of project success in diverse teams within the rail industry.”
Women in Transport - 2023 Equity Index Report
YRP is actively working to create a more diverse and inclusive industry. Within our leadership we hold elections each year. There are nine committees within YRP-UK and Ireland, with projects such as Rail Week, EDI,
INTOrail, Young Rail Tours, Annual dinner, and the national executive committee. Our leadership has traditionally been based in London and the southeast, this year our board is geographically diverse, including members from Cardiff, Sheffield, Manchester, Milton Keynes, and London.
On top of this, 60% of our board and 38.71% of our national executive committee is female, while 60% of the board are new to the director-level role,
We are seeking to always outpace the industry diversity statistics/metrics across all levels. Our aim, in short, is true inclusion based on intersectionality. It isn’t a ‘check box’ exercise, it is about creating the space where everyone feels welcome, valued, respected, and heard. We at YRP have come a long way in this respect – but there is still work to be done. If you have opinions on this topic, we would love to hear from you!
Ultimately, promoting diversity and inclusion in the rail industry is not only a moral imperative but also a smart business decision. By attracting and retaining young professionals from all backgrounds, the industry can thrive and adapt to the challenges of the future.
NEWLY ELECTED OFFICE
Thanks very much to our outgoing officers Agata Wesek (COO, 2024/2025) and Conor O’Donnell (CFO, 2024/2025), along with the rest of the team who have diligently performed their role and served their committees across the UK and Ireland. Everybody has handed over their positions to their successors, and we introduce:
• COO Richard Harmer. Richard’s day job is at Network Rail as a senior signalling and tele comms engineer.
• CFO Molly-Jean Crowther. Molly-Jean works for Amey as a business management apprentice.
• CPO Victor Poznyak. Victor is a production administrator & ISO Compliance at Unipost.
• CTO Liana Blackburn, who is an executive assistant/office manager at Infinitive Group Limited.
As the board and the national executive settle into their new roles, I am reminded that YRP achieves so much for an organisation full of volunteers and that is 100% volunteers led.
THE WESTERN COMMITTEE NEEDS YOU
The Western committee has a new vice-chair, Chris A. Chris works at GWR and is looking for committee members to enact positive change to the lives of YRP members within the region. Being a member of YRP can be highly beneficial for individuals and their careers in the rail industry. YRP provides a platform for young professionals to network, access industry
insights, and develop their skills through various events, workshops, and mentoring opportunities.
By joining YRP, individuals can connect with other like-minded young people, industry experts, and potential mentors, who can help them expand their professional network and gain valuable insights into the rail sector.
In addition, serving on the committee allows individuals to take on leadership roles, contribute to the strategic direction of the organisation, and gain valuable experience. By actively participating in the committee, individuals can demonstrate their commitment to the industry, showcase their leadership skills, and build a strong professional reputation within the rail community.
Furthermore, being part of the YRP committee provides opportunities for personal and professional growth, as members can engage in industry advocacy, professional development initiatives, and community outreach programs. By actively engaging with industry stakeholders and participating in committee activities, individuals can enhance their visibility within the industry, develop new skills, and position themselves for future career advancement opportunities.
The Western region is currently looking for (but not limited to):
• Regional treasurer.
• External relations.
• INTOrail lead.
• Rail Week lead.
• Networking and professional development lead.
These roles offer a plethora of opportunities to try out different career paths in a safe environment. I have often said that YRP is a safe place to fail where you can try to take on roles entirely outside of your comfort zone and experience. The result? Either you grow as a person, gaining new abilities – or you pull together as a committee to deliver the YRP mission.
Being a member of YRP and joining the committees across the UK and Ireland, offers young professionals a supportive community, valuable networking opportunities, and a platform for professional development that can significantly benefit your career.
If you would like to join a committee, please email Richard.Harmer@youngrailpro.com
Barcelona.
Amey welcomes Colin Wood MBE
Leading infrastructure and engineering business Amey has appointed Colin Wood MBE as a member of the group executive committee and managing director of its consulting business.
Colin will be responsible for strategy, growth, and operational delivery of Amey’s consulting business which operates in the UK, Ireland and the USA. As one of the UK’s leading engineering consultancies, it offers services including, strategic programme management, digital transformation, advisory, data science and analytics, sustainable infrastructure design and engineering, decarbonisation and energy transition.
Dave Hart appointed to Freight Council
The UK Government’s Freight Council has appointed Cemex’s UK supply chain director, Dave Hart, to help provide vital industry insight and experience of the challenges and opportunities that present themselves across the UK’s multimodal freight and logistics sectors.
renewable energy, and other essential infrastructure projects across the UK.”
Colin replaces Alex Gilbert who will take up a new role supporting growth across the Group, particularly in new geographies.
Colin joins Amey from Aecom where he was chief executive of Europe and India. Prior to that he served as chief capability officer for Europe, the Middle East and Africa (EMEA) and chief executive of civil infrastructure for EMEA.
Before joining Aecom, Colin held a range of senior positions including managing director at Air Tanker, chief executive officer for the Defence Infrastructure Organisation (DIO), head of Olympic and Paralympic Games readiness for Transport for London (TfL), and logistics and change director at Heathrow Airport. He also served for 19 years in the Royal Air Force as an air traffic controller and aviation specialist.
Cemex’s admittance to the Freight Council comes as part of the recognition of Cemex’s vital position as a foundational industry that helps to underpin the UK Government’s growth agenda across house building, construction and infrastructure.
Upon the appointment, Dave Hart said: “Cemex occupies a particularly unique position within the freight sector utilising road, rail, river, and sea to transport essential building and construction materials that support housebuilding, commercial developments,
Hanson & Hall Rail appoints new MD
Hanson & Hall Rail Services Solutions Ltd has appointed Paul Willerton to the position of managing director. Paul has been with the company since the beginning of 2023 and has been promoted from the position of head of human resources planning and talent acquisition. He takes over from Jason Hall, the founder of the business.
After a period of significant growth, Jason has decided to take a step back from being the focal point and leader of the business to concentrate more on his family and outside interests. The business has grown substantially under his stewardship, looking after major mothballing programmes during the Covid pandemic emergency and gaining an operator’s licence for both freight and passenger work during 2021 and 2022. The industry has changed during this time and, in order for the business to continue to grow and flourish, a person with new vision, abundant energy and enthusiasm will help drive the business forward into its next
chapter. Jason will remain a valued member of the operational team and focus on his passion for train planning and operation maintaining the close relationships he has formed with the customers that have helped grow the business.
Paul has a rail industry pedigree extending from depot operations to project leadership, in business development, operations, and human resources management. As the managing director, Paul will focus on building relationships across the industry allowing the business to continue to grow in its core offering and diversify into new products and services.
Paul commented, "I am honoured to become managing director of Hanson & Hall Rail Services Solutions Ltd, and I'm grateful to Jason and the management team for the opportunity to drive this company's growth at an exciting time for the UK rail sector. I'm looking forward to building upon the relationships with our fantastic customer base, and to forging new partnerships as we
The Freight Council is a partnership between government, business and trade associations that provides strategic leadership to address challenges facing the multimodal freight and logistics sector. It aims to optimise the sector’s role in delivering across critical areas including the national freight network, net zero, planning, developing people and skills as well as data and technology.
expand our rail services offering."
He continued, "There's a great team here, and the combined expertise and experience gives me the confidence that we can continue to deliver beyond our customers' expectations."
David Brook joins Carlisle Support Services
Carlisle Support Services has announced the appointment of David Brook as head of operational training which represents another strategic step in its commitment to raising industry standards, having now completely removed the use of subcontracted labour across security and events operations for over a year to improve consistency in quality and service delivery.
Joining Carlisle with a wealth of experience within the education field, David’s role will be to develop accredited courses that diversify the organisation’s service offering and raise training standards within the security and facilities management industries.
David's professional accomplishments have been widely recognised over the years. Among his accolades are the Points of Light Award, presented by Prime Minister David Cameron in July 2014, the Keith Webb Award from the University of Huddersfield in 2009, and the prestigious Duke of York Community Initiative Award, presented by HRH The Duke of York, Prince Andrew, in 2007.
David welcomed the appointment with enthusiasm, stating: “Honoured to join Carlisle as Head of Operational Training at a pivotal time. The shift away from subcontracted labour across the security sector reflects a clear commitment to quality, productivity and transparency – principles that align with my own professional values. It’s a privilege to be a part of such a forward-thinking
Sakshi Anand joins Trainline
Travel platform Trainline, has appointed Sakshi Anand, into the new role of chief growth officer, previously VP of growth and president UK.
Over the last 25 years, Trainline has grown from a UK-focused retailer by phone, to a digital-first platform that serves more than 40 countries, 250+ rail and coach operators and with 27 million total active customers globally. In this new role, Sakshi will be responsible for driving further sustainable growth at Trainline. Through an enhanced strategy to monetise the Trainline platform, the business will be able to invest more into new initiatives to retain and grow its customer base across the UK and Europe. It forms part of Trainline’s wider plan to grow the business in the UK and Europe, capitalizing on the opportunity provided through rail liberalisation which has cemented Trainline’s position as the leading aggregator of rail.
“My focus is empowering our team to deliver innovative solutions which leverage the scale of Trainline’s platform to deliver more value back to our millions of customers,” says Sakshi Anand. “Building on our existing talent, we will create the leading growth team within the travel tech industry – benchmarking against those in Europe.”
Sakshi joined Trainline in July 2023 as VP of growth with an initial remit of the UK, which quickly grew to include all of Trainline’s markets. Previously, Sakshi led markets, growth and digital marketing teams at Go Daddy and Amazon. She started her career as a professional cricketer before moving to New York to join Goldman Sachs. Following an MBA, Sakshi learned her skills in mathematics and coding could be easily transferred to digital marketing. Sakshi’s appointment comes as part of a broader refreshment to Trainline’s executive leadership team.
organisation and I look forward to driving scalable, high impact programmes with professionalism, learner experience and quality in mind to advance Carlisle’s operational excellence.”
Having previously held key education and training positions within major UK security firms, David has successfully developed a broad range of training programmes tailored to industry needs. At Carlisle, he will spearhead the creation of new courses designed with professionalism, learner experience, and quality at their core. Planned training programmes include certifications in First Aid, Spectator Safety, Customer Service, Health and Safety, Safeguarding, and a suite of Specialist and SIA (Security Industry Authority) courses.
In pursuit of continual development, David is also working towards completing his Doctorate in Education at Huddersfield University, focusing on counter-terrorism policy interventions and their impact upon public safety and security education. Looking ahead, Carlisle remains focused on raising industry benchmarks through people, service, performance, quality and a relentless drive for excellence.
TPE boss becomes charity patron
Chris Jackson, managing director of TransPennine Express (TPE) has been appointed a patron of The Transport Benevolent Fund (TBF) which provides vital support to those working in the public transport industry.
TBF helps workers facing hardship or tough times – offering financial, health, and welfare support when it’s needed most.
In his new role, Chris plans to help raise awareness of the important work the TBF does for people across the industry.
He said: “I am proud to be part of TBF because it supports thousands of people in the transport sector across the UK.
“I have seen firsthand the difference the charity can make in people’s lives – whether it be helping with financial and legal advice, supplying medical equipment or providing counselling. TBF is there to help when things are not going so well.”
Chris has more than 20 years of experience on the railway after joining Railtrack’s Graduate Training Scheme in 2001.
He has since held a number of senior roles including regional director at Northern and non-executive board member at Blackpool Transport Services Limited before becoming managing director at TPE in 2023.
John Sheehy, chief executive officer at TBF, said: “The TBF board is pleased to have Chris on board. Chris has already produced a promotional video about the benefits of being a TBF member.
“Proactive patrons play a big part in helping TBF meet its goals of reaching as many public transport workers as possible who experience need, hardship and distress.”
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