RailStaff - Issue 304 | July - August 2026

JUL-AUG 2026 | ISSUE 304

THE HUMAN RECRUITMENT FACTOR IN THE AGE OF AI PAGE 34

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PLUS NEWS FEATURES HEALTH & SAFETY EVENTS TRAINING PEOPLE CAREERS

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CONTENTS JULY-AUGUST 2026 | ISSUE 304

AN OPPORTUNITY FOR A SAFER RAILWAY | 14

20 14

Colin Wheeler considers the history of the RAIB and examines its recent reports and findings.

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ADAPTING TO A CHANGING CLIMATE | 16

Frequent periods of extreme heat are testing infrastructure and operations across the network.

A STAR HOST FOR RAIL'S BIGGEST NIGHT | 20

We reveal the big-name host of this year’s RailStaff Awards.

YOUNG RAIL PROFESSIONALS EDI IN RAIL: BEYOND TICKING BOXES | 30

Meaningful inclusion requires practical action, honest conversations, and opportunities for all.

THE HUMAN FACTOR: RECRUITMENT IN THE AGE OF AI | 34

Human judgement remains essential as AI reshapes recruitment says Sam Jennings of Advance TRS.

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34 36

T H G I L T O P S : SUCCESSIVER | 40 O T K C A FAST TR NGEST TUBE DdRall talks to RailStaff k Ran TfL's YOU on’s Broo er. for Lond Tube driv Transport youngest s it g in m co about be

HS2: BUILDING SKILLS FOR TOMORROW | 36

The mega project is creating career pathways through recruitment hubs, apprenticeships, and specialist training.

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PREPARING FOR A CHANGING RAILWAY

Contact us: Editor:

Matt Atkins

Production and design:

Adam O’Connor

Track safety:

Colin Wheeler

Advertising:

Craig Smith

Contact email addresses News: news@rail-media.com Track safety: colin@rail-media.com Pictures: pictures@rail-media.com Adverts: adverts@rail-media.com Subscriptions: manda@rail-media.com Contact details RailStaff Publications, Rail Media House, Samson Road, Coalville, Leicestershire, LE67 3FP. Tel: 01530 816 444 Fax: 01530 810 344 Web: www.railstaff.co.uk Email: hello@rail-media.com Printed by PCP Ltd. RailStaff is published by RailStaff Publications Limited A Rail Media Publication

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Extreme heat has long been something the railway has had to manage, but this summer has underlined just how quickly that challenge is changing.

Over the past few months, periods of exceptionally high temperatures and prolonged dry weather have tested infrastructure across the network, contributing to track movement, lineside fires, overheating equipment, and more. The response has included speed restrictions, timetable changes and major engineering interventions – all necessary measures, but also reminders that infrastructure designed around historical weather patterns is increasingly operating in a different climate.

This issue’s feature on adapting infrastructure for a changing climate looks at how the railway is responding. From remote temperature monitoring and more resilient overhead line equipment to work addressing drought-affected ground conditions, the focus is increasingly shifting from reacting to problems to predicting and preventing them.

It is a challenge that will require investment, innovation, and a willingness to rethink how railway assets are designed and maintained.

That theme of preparing for the future runs through much of this issue.

HS2 is creating employment pathways through recruitment hubs and specialist apprenticeships, demonstrating how major infrastructure projects can do more than build physical assets. They can also build skills that remain valuable long after construction is complete. We look at the project's efforts to address skills shortages while creating opportunities for people entering the industry, as well as those changing careers later in life.

Young Rail Professionals takes a similar long-term view. Richard Harmer examines

how employers, government, and industry organisations can work together to make railway careers more visible and accessible, while Caitlin Richardson argues that equality, diversity, and inclusion must move beyond policies and awareness campaigns to become part of everyday working life.

There is also a reminder that technology, for all its potential, cannot replace people.

In our feature on AI and recruitment, Advance TRS argues that automation can improve efficiency, but human judgement, relationships, and sector knowledge remain essential when recruiting for safety-critical and highly regulated roles.

We meet Brook Randall, who became a London Underground driver at just 22 years after starting his career as a bus driver. His story is a reminder of the varied routes into railway careers and the importance of persistence when opportunities arise.

We also look at the future of bulk rail freight with Heavy Haul Rail, which is investing in its people and positioning itself to support the infrastructure, construction, and decarbonisation programmes that will shape Britain's economy.

As always, safety remains at the heart of the railway. Colin Wheeler reviews a series of recent incidents and considers the opportunity to make an already safe railway safer still.

Finally, there is something rather more celebratory to look forward to. The RailStaff Awards 2026 are approaching and we name this year’s host. As nominations continue, it is time to recognise those whose commitment and determination keep the nation moving.

After all, it is the railway’s people who make it all work.

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RAILSTAFF JULY - AUGUST 2026

Virgin gains HS1 access approval

The agreement will allow Virgin Trains to operate up to 20 new daily return services between London and Paris, Brussels, or Amsterdam from 1 October 2030 to 31 December 2040.

The agreement is a significant step forward in bringing competition to the market for international rail services, supporting economic growth and providing significant benefits for passengers travelling between

© Eurostar

The Office of Rail and Road (ORR) has preapproved a new framework track access agreement between HS1 Limited (trading as London St. Pancras Highspeed) and VTE OPCO Limited (Virgin Trains). begin running services in 2030.

Martin Jones, deputy director, access & international at ORR, said: “This is an important next step in bringing competition and growth to the market for international rail services, and we welcome the progress Virgin Trains and London St Pancras High Speed have made. While there is still more work to do, we are supporting Virgin and the wider industry to grow international services.”

London and continental Europe.

Virgin Trains and London St Pancras High Speed may now enter into the agreement by 4 September 2026.

There are a number of steps before the new services will be able to run. Virgin Trains must also procure rolling stock, secure access to other rail networks, and obtain safety approvals from ORR and the relevant authorities in the EU. Virgin Trains plans to

© Alstom

PM visits Litchurch Lane works Alstom hosted Prime Minister Andy Burnham in his second week in office at its Litchurch Lane Works factory in Derby, where he announced the launch of new technical education routes.

During the visit, the Prime Minister met around 100 current and former apprentices and graduates from Alstom and its supply chain partners, including Derby-born Chloe Turnbull and Walsall-born Yasha Sidiqui, and witnessed the specialist training provided to engineers and technicians across its 36 UK sites. Alstom’s National Training Academy is supporting the company’s current cohort of 120 trainee apprentices and graduates.

Chloe changed jobs aged 23 and went from working in a pharmacy to joining Alstom as an apprentice, following her family before her, and is now a Process Engineer overseeing the manufacture of 10 Class 345 Aventra trains for London’s Elizabeth line.

Meanwhile, Yasha was named Graduate of the Year at the 2025 RailStaff Awards. She completed graduate placements across the site’s Engineering teams and is now a Product

Cost Engineer, a role that sees her exploring ideas at the design stage of new trains to deliver ever greater whole-life value for trains that can operate on the network for 30-35 years.

Chloe said: “It was such a privilege speaking with the Prime Minister. He was interested in everything he saw and wished everyone the very best in their careers.”

Yasha added: “I am only a few years into my career, but it has already been so rewarding.

Rail can be overlooked as a career choice; my hope is that the Prime Minister’s support for rail helps change that.”

Careers like Chloe's and Yasha's are built across Alstom's UK network. From Crewe, where bogies and traction motors are overhauled, to Sutton-in-Ashfield, which designs and manufactures passenger and onboard systems, and Plymouth, which exports signalling technology across six continents, Alstom supports over 60% of the country’s operational train fleets. Alstom also used the visit to show the Prime Minister how the company already backs British industry.

Rob Whyte, managing director UK at © Alstom

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Alstom, said: “We were delighted to welcome the Prime Minister and members of his Cabinet to Derby Litchurch Lane Works to meet apprentices and graduates and showcase the future of UK train building, based in the city that will be home to Great British Railways.

“Rail can be a core driver of reindustrialising Britain. Last year alone we spent over £720 million with almost 1,300 British businesses, supporting close to 11,000 British jobs in our supply chain. Plus, we are bolstering Britain's railway with £35 million of our own investment in Adessia, our new generation train, designed and engineered at Alstom in Derby to support GBR in achieving its objectives.

“The Prime Minister plans to use public procurement to back British industry, and rail shows how that can deliver skills, jobs, and economic growth at every level of the supply chain, in every part of the country.”

The Prime Minister’s visit came almost a year to the day since Litchurch Lane hosted The Greatest Gathering, a landmark festival and the centrepiece of last year’s nationwide Railway 200 campaign.

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New civil engineering

© HS2

deals signed

HS2 Ltd has successfully renegotiated contracts with two of the civil engineering joint-ventures building Britain’s new highspeed railway as part of the programme reset.

New commercial contracts have been signed with EKFB and Align which collectively account for more than 100km of the HS2 route between London and the West Midlands. This represents a significant step forward in the commitment to get HS2 back on track and deliver the remaining works at the lowest reasonable cost.

EKFB - a joint venture of Eiffage, Kier, Ferrovial Construction, and BAM Nuttall – is delivering civil engineering works on an 80km section of the high-speed railway between the north portal of the Chiltern Tunnel in Buckinghamshire and Long Itchington Wood in Warwickshire.

Align – a joint venture made up of Bouygues Travaux Publics, Sir Robert McAlpine, and VolkerFitzpatrick – is constructing 24km of the route in outer London and south Buckinghamshire, with major assets including the Colne Valley Viaduct and Chiltern Tunnel, the longest structures of their kind on HS2.

The previous contracting model with civils contractors was established before project construction formally started in 2020 and was

identified by Mark Wild as one of the major issues to be addressed as part of his initial advice to the Secretary of State for Transport last year.

The previous contracts were ineffective at encouraging efficient delivery of civil engineering works, placing almost all risk on the taxpayer by failing to incentivise schedule or cost targets. By 2024, the original £15 billion budget allocated in 2020 for the main civils contracts on HS2 Phase 1 (London to West Midlands) had been spent, despite works being far from complete.

The two new contracts reset incentives by rewarding efficient delivery and cost control through a revised payment structure with contractors, ensuring they are incentivised to deliver on budget and on time.

This approach will help ensure HS2 is built at the lowest reasonable cost and provides greater confidence that HS2 Ltd can deliver the remaining programme in line with the £93.2 billion cost ambition announced by the Government in May. Negotiations with HS2’s two other civil engineering joint ventures are ongoing.

The Balfour Beatty VINCI (BBV) joint venture is responsible for a 90km section of the railway in the West Midlands, while Skanska Costain STRABAG is building the 21km London tunnels section of HS2 beneath the capital from West Ruislip to Euston.

Viaduct restoration work begins Network Rail engineers have started £3.6 million worth of repairs at the historic Avon Viaduct near Linlithgow.

© HS2

The project, which began on 3 August and is due to be completed by May 2027, will protect the future of the 23-span listed structure and the railway it carries across the River Avon between West Lothian and Falkirk.

The viaduct will undergo a range of improvements as part of the project, including masonry repairs, steelwork repainting, and structural strengthening works. Existing metal parapet handrails will also be replaced with glass reinforced polymer (GRP) parapets.

The investment is part of Network Rail's ongoing programme to maintain and preserve Scotland's historic railway infrastructure, ensuring key assets continue to serve passengers and freight services for generations to come.

As a listed structure, the work has been carefully planned to respect the viaduct's heritage while addressing essential maintenance needs. Network Rail has worked closely with local authorities and environmental specialists as plans for the project have progressed.

Ecological surveys have also been undertaken to identify and protect local wildlife, including nesting birds and bats, with appropriate mitigation measures being implemented where required. © Network Rail

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Turing train cypher finally cracked

© HS2

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A secret message hidden on the side of a Great Western Railway train for the past four years has finally been deciphered.

The code was concealed within 'Trainbow' Intercity Express Train 800008, named in honour of World War Two codebreaker Alan Turing back in May 2022. Best known for his work at Bletchley Park during the Second World War, Turing led the team responsible for breaking the German Naval Enigma code, intelligence work that proved crucial to the Allied war effort.

His groundbreaking contributions to mathematics and computer science laid the foundations for modern computing and artificial intelligence.

The hidden message read: “Now know ye that we in consideration of circumstances humbly represented unto us are graciously pleased to extend our grace and mercy unto the said Alan Mathison Turing and to grant him our free pardon posthumously in respect of the said convictions.”

The wording was taken from the official Royal Prerogative of Mercy granted to Alan Turing by Her Late Majesty Queen Elizabeth II, recognising the injustice of his conviction under laws that criminalised homosexuality.

Turing was subjected to chemical castration and died in 1954, aged 41. His posthumous royal pardon was granted in 2013.

'Turing's Law' was subsequently passed in 2017 and led to pardons for thousands of other men criminalised for same-sex relationships.

GWR launched its competition ahead of the anniversary of Turing's birthday on 23 June, revealing three clues before 24 supersleuths were successfully able to decipher the hidden message.

Participants were challenged to identify the correct letter sequence before being directed towards the significance of the train's palindromic number, 800008, and finally being encouraged to ‘make some SPACE’ if there appeared to be too many Zs. Alongside the main message, eagle-eyed participants also discovered a hidden tribute to Turing's school friend, Christopher Morcom, reading: "For his love of Christopher."

The successful codebreakers were entered into a prize draw to win one of five limitededition commemorative coins produced to mark the train's naming.

Auracast transforms Brighton accessibility In a first for UK Rail, Southern, Thameslink, and Gatwick Express have permanently installed innovative technology at Brighton station to help people with hearing loss as well as other commuters get to their train more easily.

The innovation is one of the ways passengers are being prioritised under public ownership, as part of the journey towards Great British Railways.

Auracast uses Bluetooth LE Audio technology to broadcast train service announcements from the station public address system in crystal clear high fidelity direct to compatible hearing aids.

The system, which needs no pairing of devices, also streams to compatible headphones and earbuds worn by other commuters, overcoming the poor acoustics of the 185-year-old Grade II* listed station building.

Jenny Sarling, who leads Brighton & Hove Hearing Loss, said: "As a person with severe hearing loss, it's a complete game-changer - a life-changer in fact.

"I'm aware that people can use it with earbuds or headphones as well but for those of us with hearing loss, it's the difference between hearing and not hearing, it's the difference between feeling isolated on the station and worried about your journey and being able to relax knowing that if anything changes you will hear it.

© HS2

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"Without Auracast, I can go to a platform and all of a sudden hear a muffled announcement, see everyone run off and be left standing there not knowing what's happened. Now announcements such as platform changes go direct into my ears."

Carl Martin, accessibility lead for Southern, Thameslink and Gatwick Express added: “We’re constantly looking for innovative ways to make it easier for everyone to travel on our network, particularly our disabled passengers.

“This fabulous technology will have a huge impact, overcoming the difficulty of hearing announcements in our beautiful but acoustically very challenging, noisy station at Brighton.

“Auracast is new to the railway and we’re delighted to have installed it permanently at Brighton station. As people upgrade their devices, more and more will steadily find they have access to crystal clear announcements.

And the way it is used in public spaces will also steadily evolve making it even easier to use.”

Already used in a number of theatres across the West End, Auracast has also been installed at the National Theatre. It was recently tested at Bristol Temple Meads station but Brighton is the first permanent installation.

Southern, Thameslink, and Gatwick Express are using Brighton as a permanent pilot in the hope that a high take-up of passengers using the technology will lead to funding being granted for a wider roll-out across the railway.

RAILSTAFF JULY - AUGUST 2026

© Network Rail

Network Rail, in partnership with Forth Rivers Trust and NatureScot, has completed a major project to restore 273 hectares of peatland.

Over the next 100 years, the restored peatland is expected to store around 40,000 tonnes of carbon dioxide, while providing valuable habitat for wildlife and helping to slow the flow of water through the landscape during periods of heavy rainfall.

The project forms part of Network Rail's wider efforts to tackle climate change and reduce the potential risk of flooding on the railway.

It also supports a regional target from the Office of Rail and Road (ORR) to create and improve habitats, reflecting Network Rail's responsibility to protect and enhance the natural environment.

Class 99 officially enters service

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Network Rail completes peatland restoration With climate change expected to bring more frequent extreme weather, nature-based solutions such as peatland restoration will play an important role in helping the railway adapt while creating more space for wildlife to thrive and supporting local communities.

James Morrison, head of sustainability and social value at Network Rail, said: "This project shows the value of working in partnership to restore our natural environment. Healthy peatlands play an important role in storing carbon, supporting biodiversity and managing water naturally across the landscape.

"We're committed to finding practical ways to tackle climate change and build a more resilient railway. Working with Forth Rivers Trust on the restoration of Knoxfauld Farm peatland is a great example of how nature-based solutions can deliver lasting benefits for both the environment and the communities we serve."

The project was made possible through a combination of partner funding, including support from the Horizon 2020 ‘MERLIN’ project through NatureScot.

© GB Railfreight

The work, at Knoxfauld Farm north of Dunblane, will support flood management, improve wildlife habitats and increase climate resilience.

Specialist teams worked with Forth Rivers Trust and local farmer, Vince Janse, to restore the site by blocking drainage channels and reshaping parts of the landscape, helping to retain more water and restore natural peatland processes.

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GB Railfreight (GBRf) has operated the first commercial service of the Class 99 hybrid freight locomotive, marking a major milestone in the modernisation and decarbonisation of Britain's rail freight network.

On 28 July, 99001, the first commercial Class 99 service for Maritime Transport departed DP World London Gateway carrying intermodal freight – goods moved in the same container by multiple modes of transport, such as rail and road – bound for Maritime’s Hams Hall Rail Freight Terminal in the West Midlands.

The new Class 99 locomotives – set to reduce emissions by more than half on a typical journey – are key to unlocking green growth across the rail freight sector, which is worth £2.5 billion to the national economy and will help meet the Government’s target to grow the sector 75% by 2050. Combining electric operation with the ability to run on nonelectrified routes using renewable fuels, the new locomotives are designed to cut carbon emissions without compromising access to any part of the national rail network.

With only around 40% of Britain's railway currently electrified, the Class 99 offers a practical solution to reducing emissions from Britain’s supply chains without waiting for the rail network to be fully electrified. The faster acceleration of the new locomotives will also help freight trains integrate seamlessly with passenger services, improving the efficient use of the network while supporting economic

growth.

Yesterday marks the culmination of more than four and a half years of planning, engineering and testing to bring Britain's newest and most advanced freight locomotive into service, delivered in partnership with Stadler, Beacon Rail and Network Rail.

John Smith OBE, chief executive officer at GB Railfreight, said: "Four and a half years ago, we set out to bring a locomotive to the UK that would redefine what rail freight could deliver.

Today, with the first commercial Class 99 service departing London Gateway for Hams Hall, we've achieved exactly that.

"The Class 99 combines lower emissions, better performance and a modern, safer working environment for our drivers. It's the result of an incredible effort from teams across GBRf, Beacon Rail and Stadler, and marks the start of a new chapter for rail freight in Britain."

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NEWS IN BRIEF Unheard voices

Met Office boosts

space weather resilience

Canine colleagues

Dogs Riley (11), Buster (9), and Flo (10) have joined the South Western Railway (SWR) and Network Rail Wessex (NR Wessex) team at London Waterloo, providing extra reassurance for customers and strengthening security at Britain’s biggest station.

The dogs began regular patrols in August as part of a three-month trial.

While their arrival is not linked to any increased threat, their visible presence will offer an added deterrent and help colleagues maintain a safe and welcoming environment for customers.

New excuses

TransPennine Express (TPE) has revealed some of the more unusual excuses its revenue protection team has heard from passengers travelling without a valid ticket.

Among them was a passenger caught using a child ticket for the second time.

“It wasn’t me, it was my twin brother,” they claimed. Other explanations include “I’ve got no battery on my phone”, “I was running late and didn’t have time to buy a ticket”, “I haven’t got any money”, and even “do I need to buy a ticket?” Another customer ate their ticket in front of a member of the team so it could not be used as evidence.

After 47 years on the railway, LNER engineer Nick Dudley has retired, bringing a remarkable career to a close. He held numerous engineering roles, most recently overseeing maintenance of LNER’s InterCity 225 fleet.

His career highlights included travelling through the Channel Tunnel shortly after its completion and meeting Queen Elizabeth II and Prince Philip during railway events.

While he will miss the camaraderie of his railway colleagues, Nick plans to remain involved with railway preservation during retirement.

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The newly published guidance, available for free via a Met Office space weather user account, joins together expertise from the Met Office Space Weather Operations Centre and transport sector knowledge to help key decision-makers understand space weather impacts and use Met Office notifications to help take proportionate action in response to space weather events.

The guidance contains specific information relevant for operators across the aviation, maritime, rail, and road sectors, and also includes real-life case studies from space weather events in recent years.

Met Office Space Weather Manager Krista Hammond said: “While severe events are rare, space weather has the potential to bring impacts to transport, but part of our role as one of a handful of 24/7 space weather forecasting centres in the world is to use our expertise to help people understand the risks and, importantly, take action to prevent the worst of the impacts.

“This guidance aims to demystify the alerts and warnings that are issued by the Met Office; helping key transport operators to get the information they need to make critical

decisions to mitigate impacts.”

The new guidance provides information on space weather terminology, notifications, and even a breakdown per transport mode of potential impacts of space weather events, including solar flares, geomagnetic storms and solar radiation storms.

Potential impacts from space weather on the transport sector highlighted in the guidance include disrupted high frequency radio communications, GNSS/GPS positioning errors, and even, in the most severe events, the possibility of localised power outages.

Whilst it’s important to note that most space weather events have little or no impact on everyday transport operations, this guidance will help operators understand when impacts may occur during periods of heightened space weather activity.

As well as more recent case studies on the May 2024 and September 2017 events, the guidance also examines the 1859 Carrington Event, which is considered to be the most intense space weather event in recorded history.

With society less reliant on technology in 1859, and with no satellites, the impacts at the time were limited to erratic compass readings, disruption to telegraph services, and fires resulting from sparking on telegraph lines.

Fortunately, such severe events are incredibly rare, but the Carrington Event is used by planners as a reasonable worst-case scenario for the potential impacts of severe space weather. © iStockphoto.com/Pitris

Retirement reflections

New guidance from the Met Office and the Department for Transport highlights how space weather can affect communications, navigation and other technologies used across the transport sector, helping operators better understand and prepare for potential impacts.

© Met Office

Fewer than half (48%) of frontline transport workers believe that reporting customer abuse or aggression leads to meaningful action, according to new research from body-worn camera company HALOS. The findings suggest that speaking up too often leads to little support, limited communication, and no clear understanding of what happens next.

Among frontline workers who had either reported a serious incident themselves or knew a colleague who had, almost a third (31%) say the report was acknowledged only. Just one in five (20%) say support was offered, while only 14% say updates were provided on the outcome. A further 8% say there was no response at all.

© HS2

Burton Green tunnel

structurally complete

HS2 engineers have installed the final roof segment on the 700-metre-long Burton Green tunnel - illustrating the progress being made on the West Midlands section of Britain’s new railway.

The 16-metre-wide twin-box-shaped tunnel will carry high-speed trains beneath the village of Burton Green, near Kenilworth. The internal wall separates trains travelling north to Birmingham, Manchester, and Scotland, and south towards HS2’s two London stations in Old Oak Common and Euston.

Now structurally complete, engineers and ecologists will turn their attention towards the

UK rail news as it happens.

tunnel’s 500-metre-long ‘green roof’, to ensure the structure blends seamlessly into the natural landscape, with ample green space above for local communities to enjoy.

Doug Barnett, senior project manager for HS2 Ltd, said: “With the main civil engineering complete, thanks to the hard work and dedication of the 150-strong team on the ground, we can now begin the next phase of this exciting project.

“We look forward to working with local communities to bring the bold design vision for Burton Green tunnel to life, maximising the potential of this new green space.”

A strong focus has been placed on

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connectivity and access to the new green space for local communities – linking both sides of the village of Burton Green. Once fully complete, the Kenilworth Greenway will be reinstated close to its original alignment. It will run above the new tunnel to provide a link from Balsall Common to Kenilworth, via Burton Green, for walkers, cyclists, and horse-riders.

Excavated material from the tunnel is currently being reused for wider landscaping works, in line with HS2’s sustainability commitments. Large-scale planting of native trees and shrubs will provide biodiverse habitats for wildlife and re-establish vegetated connections to Black Waste Wood and Little Poors Wood.

HS2’s construction partner, Balfour Beatty VINCI (BBV), is working closely with community groups and schools to explore ways in which they can enhance the Greenway experience whilst celebrating the area's unique landscape, ecology and heritage.

BBV’s civil engineering team is now working on the final elements of the tunnel, including the escape walkway to the south of the tunnel, and the application of fire-proof protection to the upper tunnel walls.

Galldris Group was the main civils subcontractor and has played a key role in the delivery of Burton Green tunnel and its associated retaining structures, with a direct workforce of over 100 people based on-site.

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Government plans ticket barrier overhaul

Passengers will benefit from a fairer railway with £33.4 million of funding to support the rollout of a range of gate types at stations which currently have none, including new taller gates to prevent barrier jumping, and more of the standard waist-high gates currently used across Great Britain and on the London Underground.

Fare evasion puts up to £400 million of rail revenue at risk each year and every pound lost to fare dodging is one that can’t be spent on improving services - whether maintaining the network, upgrading carriages, or improving Wi-Fi. These new gates will help protect revenue and put it back to work where it belongs: delivering better journeys for passengers.

© Northern

As part of the Government’s current rail reforms, new ticket gates will be installed at stations and platforms across England targeting fare dodger hot spots to crack down on deliberate ticketless travel and make sure fares go towards improving the services passengers depend on.

Great British Railways (GBR) will be focused on creating a fairer deal for passengers including tackling fare evading and simplifying the complex web of ticketing to deliver more reliable and affordable services.

Changes are already underway with the expansion of contactless Pay As You Go technology, digital ticketing trials across the East Midlands and South Yorkshire, and the incoming GBR app where passengers will be able to buy tickets, check train times, and access a range of support all in one place.

The new ticket gates will have passengers in mind with options to scan digital tickets, insert paper tickets or ‘tap out’ where contactless travel is available and follow wider changes coming in across the railway to improve ticketing and stop fraud. Earlier this

© iStockPhoto.com/jonathanfilskov-photography

Hitachi Rail wins sustainability prize Hitachi Rail has been awarded the prestigious EcoVadis Platinum Medal, placing the company among the top 1% of businesses assessed globally by EcoVadis over the past 12 months.

This recognition highlights the strength and maturity of Hitachi Rail’s sustainability management system and reflects the company’s continued commitment to responsible business practices, environmental stewardship, ethical conduct, and supply chain transparency.

The EcoVadis Platinum Medal is the highest level of recognition granted

by EcoVadis, one of the most trusted providers of business sustainability ratings. The assessment evaluates companies across four key areas: Environment, Labour & Human Rights, Ethics, and Sustainable Procurement.

The Platinum Medal also underscores Hitachi Rail’s commitment to transparency and responsible practices across its value chain. By working closely with suppliers and stakeholders, the company promotes high sustainability standards throughout its operations and business relationships, reinforcing its ambition to contribute to a more sustainable future through innovative rail technologies, digital solutions, and environmentally responsible transportation systems.

“Sustainability is not an ambition alongside business,” said Dr. Maiya Shibasaki, chief sustainability officer at Hitachi Rail, “it is increasingly integrated into how business creates value.”

“Achieving EcoVadis Platinum reflects the progress we are making in embedding sustainability into the way we operate, make decisions, and manage risk. It also reflects the commitment of colleagues across our business who are strengthening performance, building resilience, and creating value every day”.

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year, the Government announced that under GBR passengers will be able to claim Delay Repay directly from wherever they buy their ticket, making it quicker and easier to apply for compensation.

Operators allocated funding to support the delivery of new gates include: Avanti West Coast; East Midlands Railway; Greater Anglia; Thameslink; Southern; Great Northern; TransPennine Express; and West Midlands Trains.

This is the first stage of a wider programme to increase the number of ticket gates in use across England with the potential for further rollout across the UK in the future. Delivery of the new ticket gates is expected by mid2028, with the first phase of roll out in place during the first half of 2027.

RAILSTAFF JULY - AUGUST 2026

Ten years of

© TfL

throughout the capital. It has also made London's cultural life more accessible to people from all backgrounds through affordable overnight travel.

More than 50,000 journeys were made on the first night of operation, demonstrating immediate demand for overnight Tube services.

Since then, Night Tube and Night Overground services have become an integral part of London's success as a 24-hour city, helping people get to work, enjoy the capital's cultural and hospitality offering, and travel home safely and conveniently.

Demand has grown steadily since the pandemic, with TfL seeing an average of more than 81,000 Night Tube journeys per night, with Saturday nights outperforming Friday nights most weekends. Night Tube also supports major events beyond the capital, with more than 170,000 Night Tube journeys estimated on

© TfL

Since the Mayor launched the inaugural service on 19 August 2016, the Night Tube and Night Overground have carried more than 67 million customers – enough people to fill Wembley Stadium more than 744 times. This has supported jobs, businesses, and cultural venues while improving connectivity across the capital and strengthening London’s reputation as a vibrant 24-hour city.

The Night Tube has connected people to the diverse cultural experiences found across London's neighbourhoods, helping audiences discover venues, events, and communities

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the evening of 11 July - one of the highest on record outside of New Year’s Eve - as England beat Norway in extra time in the Men’s FIFA World Cup Quarter Final. This figure is more than double a standard Saturday evening for Night Tube services, showing the impact of latenight events on services.

The Night Tube has also made London more accessible after dark, cutting average journey times by around 20 minutes, with some journeys reduced by more than an hour. This has transformed access to music, theatre, clubs and restaurants, enabling people to spend more time enjoying everything the capital has to offer while giving businesses greater confidence to invest in London's evening and night-time economy.

the Night Tube

Transport for London (TfL) and the Mayor of London, Sadiq Khan, have celebrated 10 years of the Night Tube powering London’s vital £139 billion night-time economy and keeping the capital moving around the clock.

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14

TRACK SAFETY

RAILSTAFF JULY - AUGUST 2026

AN OPPORTUNITY REPORT BY COLIN WHEELER

FOR A SAFER RAILWAY I n 1948, Britain’s railways were nationalised as British Railways, operating through a centrally managed organisation of regions and divisions responsible for train operations, infrastructure and rolling stock. Its distinctive logo became widely recognised.

During the Thatcher era, reforms began to restructure the railway. Railtrack was established to manage infrastructure, including track, signalling and electrification, while train operations and maintenance were increasingly delivered by separate organisations. Railtrack was later replaced by Network Rail, with zonal management adopted as part of the evolving structure.

Responsibility for railway safety regulation also changed.

The Office of Rail and Road (ORR) became responsible for safety policy and management,

taking over functions previously undertaken by Her Majesty’s Railway Inspectorate (HMRI).

HMRI had responded to the Health and Safety at Work Act by introducing geographically based inspectors responsible for monitoring safe working practices and investigating incidents, some of which resulted in prosecutions, injuries and damage to trains and infrastructure.

The 2003 Railways (Accident Investigation and Reporting) Regulations also had significant implications for railway safety management. Following the Ladbroke Grove rail crash in 1999, Lord Cullen chaired a public inquiry examining the accident, previous incidents, safety management, and the effectiveness of the existing regulatory framework.

The Rail Accident Investigation Branch (RAIB) was subsequently established in 2005. Its website is open to all as specified in the investigation and reporting regulations. Its latest reports and briefs are summarised here:

FATAL COLLISION AT ELSTOW

At around 17: 15 on 19 June two passenger trains collided near Elstow, Bedfordshire. The East Midland Corby to London St Pancras train collided with the 15:50 service from Nottingham also destined for London St Pancras. The incident occurred on the Midland Main line approximately two and a half miles south of Bedford Station.

The driver of the Corby to St Pancras train was killed and 162 people were injured, with 102 requiring hospital treatment.

RAIB was notified at 17:27 and its first inspector arrived at the site at 18:26. There are four tracks at the site, Up and Down Fasts, and Up and Down Slows.

The collision occurred on the Up Fast on the approach to signal WH 152. The initial information we have states that the first train stopped unexpectedly and the second train passed a red signal.

RAIB’s investigation will seek to identify the sequence of events ELSTOW COLLISION.

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which led to the accident. It will include consideration of: the actions of those involved and any factors that may have influenced them; the status and performance of the braking, AWS, and other safety systems on train 1H46; the reason train 1B67 stopped; and the status of signal WH154 and its AWS equipment, as well as its positioning, visibility, and conspicuity.

In addition, it will examine the crashworthiness performance of both trains during the collision; the emergency response to the accident; the processes used to assess the risk of overrun at this location, and the effectiveness of any control measures intended to address this; and any relevant underlying factors, including any actions taken in response to previous relevant safety recommendations.

NEAR MISS WITH TRACKWORKERS Described as a “dangerous occurrence” this incident occurred at Todmorden on 6 May at around 22:28 hours. The train driver of the out of service passenger train was granted permission by the signaller to move closer to the signal on Todmorden West curve.

The driver was unaware that the train was already standing with its cab beyond the signal. The train made an uncontrolled movement towards Todmorden Viaduct Junction.

Realising what had happened, the driver brought the train to a stop clear of the junction.

Twelve seconds later the 2157 Manchester to Leeds passenger service passed through the junction at 45mph. There were no injuries or damage.

RAILSTAFF JULY - AUGUST 2026

TRACK SAFETY

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All images ©RAIB

Colin Wheeler.

REDBRIDGE COLLISION INVESTIGATION RAIB is investigating the collision of a passenger train with a rail grinding machine on 19 May. The rail grinding machine had been left on the track near Redbridge Junction on track between Romsey and the junction. It was struck by the first train of the day at around 06:17. The machine was destroyed but no injuries were caused. The train was damaged but not derailed.

QUEENS PARK TROLLEY COLLISION This accident occurred at 05:35 on 9 May at Queens Park in London and involved a passenger train travelling at 77mph that collided with two rail handling trolleys. The trolleys had been left behind on the track following overnight engineering works.

There were no injuries to either passengers or staff. The trolleys were damaged beyond repair. The train was damaged and unable to continue in service. RAIB has advised that it will issue a Safety Digest.

STANIFORTH ROAD CROSSING.

LEVEL CROSSING FATALITY

This fatal accident took place at Houghton automatic half barrier level crossing at 07:51 on 25 June, resulting in the death of the female car driver and serious injuries to the eight-year-old passenger in the car.

RAIB has advised that “the half barriers were unexpectedly raised and warning lights were not active as the train approached on a green signal”. The immediate cause of this accident is evident, but I anticipate it will and must result in recommendations to ensure there is no repeat and may even result in urgent and radical action nationwide.

TODMORDEN CURVE.

STANIFORTH ROAD CROSSING

A South Yorkshire Supertram collided with two pedestrians at Staniforth Road footpath crossing in Sheffield on 22 June 2025. The tram was travelling at approximately 17mph.

Both pedestrians were taken to hospital, with one sustaining serious injuries and the other minor injuries.

RAIB has found that the pedestrians were unaware of the approaching tram and were not adequately alerted by its audible warnings. The crossing layout and signage also failed to effectively highlight the risk.

RAIB has made three recommendations covering risk assessment, consistent use of audible warnings, and a wider review of pedestrian crossings across the network.

OUR RAILWAYS DESERVE BETTER I welcome the decision to take our railways back into public ownership and operation.

There have recently been far too many accidents on track involving fatalities to rail staff, travellers, and the general public.

Recent events have shocked many and there is a need to redouble safety awareness especially as public ownership is progressed.

Renationalisation provides a great opportunity to make our already safe railways even safer.

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FEATURE

RAILSTAFF JULY - AUGUST 2026

REPORT BY MATT ATKINS

ADAP TING

TO A CHANGING CLIMATE THE RAILWAY IS ADAPTING TO A NEW CHALLENGE AS INCREASINGLY FREQUENT PERIODS OF EXTREME HEAT TEST INFRASTRUCTURE, OPERATIONS, AND RESILIENCE ACROSS THE NETWORK.

I

f you haven’t noticed the warmer weather over the past few months, you must be living in a different country. Presumably a cool one.

Between May and August, this summer’s multiple heatwaves broke records and tested the will of the nation.

Britain’s rail network has always contended with the elements, whether that's autumn leaves affecting adhesion or winter cold snaps bringing snow and ice. The railways are also equipped to handle our hottest summers, and all the problems they bring.

Increasingly, however, extreme heat associated with climate change is presenting a new and growing challenge, and the summer of 2026 has provided a stark demonstration of what that means.

This year’s exceptionally high temperatures and prolonged dry weather have contributed

to problems ranging from track and ground movement to lineside fires, sagging overhead lines, and overheating signalling and electrical equipment. These have prompted speed restrictions, amended timetables, and major engineering interventions.

The challenge is no longer to simply prepare the railway for an occasional hot spell. Climate change is forcing the industry to consider how infrastructure designed around historical weather patterns can remain safe and reliable as those patterns change.

SHIFTING GROUND One of the most recent examples was seen in Essex in late August, when prolonged heat and low rainfall caused clay beneath sections of the railway to dry out and shrink. The resulting changes in ground conditions affected track quality, prompting GBR Anglia to introduce speed restrictions and temporary timetable changes on c2c services.

The measures were intended to provide greater certainty for passengers while reducing the risk of short-notice disruption, but they also demonstrate a fundamental challenge posed by extreme heat: the impact is not necessarily confined to the rail itself. The conditions surrounding the track can be just as important.

To counter the effect of dried-out soil, Network Rail engineers have been working over the summer using tampers to help create a more stable track foundation and installing new ballast to help restore track levels.

Last year, around 100km of track affected by dried-out soil was treated using tampers.

In preparation for this summer, thousands of tonnes of ballast were delivered, with 49,000 tonnes expected to be dropped across Anglia alone.

BATTLING BUCKLING The most familiar heat-related risk to the railway is rail buckling. As temperatures rise, steel rails expand, increasing pressure within the track. Rails can become as much as 20°C hotter than the surrounding air and, if that pressure becomes too great, the track can distort or buckle with serious implications for safety.

The industry uses a range of measures to manage this risk, including identifying vulnerable sections of track before summer, painting ‘hot spots’ white to reduce heat absorption, using sensors to monitor rail temperatures, and introducing speed restrictions when necessary.

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FEATURE

The latter can be frustrating for passengers, but there is a clear safety calculation behind these measures. Slowing trains during the hottest periods reduces the stresses placed on infrastructure and can prevent a localised problem becoming a line closure.

Network Rail has also been expanding its use of remote temperature monitoring.

Sensors provide more frequent and accurate information about rail temperatures, allowing restrictions to be targeted at sections where they are needed rather than applying blanket measures across larger areas.

The same principle applies to overhead line equipment (OLE), where high temperatures can cause overhead lines to expand and sag. Modern systems with automatic tensioning can compensate for changes in temperature, making them less vulnerable, while older fixedtension equipment is more susceptible to heat. Network Rail adjusts the height and tension of older equipment during summer and is replacing it with more resilient systems where appropriate.

Extreme heat also places pressure on signalling equipment.

Network Rail says internal temperatures within signalling cabinets can exceed 70°C during excessive heat, increasing the risk of equipment failure. It has been trialling cooling technology capable of reducing peak cabinet temperatures by more than 21% on the hottest days.

THE FIRE RISK Dry vegetation alongside the railway can become highly combustible during prolonged periods without rain. The consequences can extend well beyond the immediate fire, particularly where signalling, telecommunications, drainage,

fencing or other infrastructure is damaged.

Events in Stourbridge this month provided a particularly striking example of the potential consequences of a lineside wildfire. Wildfires that began on 13 August caused extensive damage to the railway between Stourbridge Junction and Hagley. Signalling equipment, telecommunications systems, drainage, fencing, and neighbouring trees were all affected.

More than 200 railway staff were subsequently involved in the recovery operation, including engineers, technical specialists, arborists, signallers, planners and operations teams. More than

3,000 metres of signalling power and data cables and 1,500 metres of fencing and boundary protection had to be replaced, while drainage channels, signalling components, and other infrastructure also required repair.

The line reopened on 22 August following more than a week of round-the-clock recovery work, although further repairs to fencing and drainage were expected to continue.

The Stourbridge incident illustrates how a lineside fire can quickly become a major railway incident, requiring infrastructure, operations, engineering and supply-chain teams to work together to restore the railway.

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FEATURE

RAILSTAFF JULY - AUGUST 2026

FROM REACTION TO PREDICTION The industry's response is increasingly focussed on predicting where problems will occur rather than waiting for them to happen.

Network Rail established its Extreme Heat Task Force in 2022 following record temperatures that caused significant disruption.

Its work resulted in 91 recommendations covering engineering, weather forecasting, operations, and passenger communications.

One of the key conclusions was that the railway needed to become less reactive, using forecasts to identify risks, plan the service it wants to operate, and deploy resources before infrastructure fails. That philosophy is now becoming embedded in the way the railway prepares for extreme weather.

Network Rail says its climate adaptation work includes upgrading infrastructure, installing equipment capable of withstanding higher temperatures, and developing long-term adaptation pathways. Its long-term ambition is to have prepared railway infrastructure to minimise the impacts of climate change by 2050.

This reflects a broader change in the way the railway must think about resilience. Historically, extreme heat was treated as a seasonal operational risk. Increasingly, it is becoming an infrastructure design and assetmanagement issue.

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PREPARING FOR THE FUTURE Inevitably, there is no single engineering solution to the problem of extreme heat events.

The railway has to deal with the interaction between temperature, rainfall, soil conditions, vegetation, and the age of infrastructure.

That makes monitoring and early intervention particularly important.

It also means that the industry's response cannot stop when temperatures return to normal. Network Rail's work on climate adaptation is intended to look beyond individual heatwaves and assess how infrastructure needs to change over the longer term.

The National Railway Museum's Summer Rail Garden, developed with Network Rail, offers a surprisingly useful illustration of this shift. The installation explains how heat and drought can affect rails, ground conditions, overhead lines, signalling equipment and vegetation, while highlighting some of the technologies and engineering measures being developed to make the railway more resilient.

For railway professionals, however, the issue is considerably more consequential than an educational exhibit might suggest. The question facing the industry is how to maintain a railway that was largely engineered around a climate that is no longer the one it operates in.

Network Rail's response is increasingly based on a combination of monitoring, maintenance, investment, and adaptation.

Speed restrictions remain an important safety tool, but the longer-term objective is to reduce the need for them by making infrastructure more capable of withstanding extreme conditions.

The experience of summer 2026 indicates that this work is becoming less of a future consideration and more of an immediate operational necessity.

For Britain's railway, adapting to climate change is no longer simply about preparing for the next heatwave. It is about ensuring that today’s infrastructure, technology, and working practices are capable of keeping people and freight moving safely as extreme weather becomes an increasingly normal part of the railway's operating environment.

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20

RAILSTAFF AWARDS

RAILSTAFF JULY - AUGUST 2026

A STAR HOST FOR RAIL'S BIGGEST NIGHT Of course, the nominees and winners will be the stars of the show.

But an awards night is nothing without the people who help to steer the proceedings.

So, it’s time to meet the person who’ll play a starring role on the night, and we’re thrilled to announce that your host for the evening will be all-round entertainer Denise van Outen!

ALL ROUND ENTERTAINER

T

he countdown to the RailStaff Awards 2026 has officially started and there’s not long to wait before the industry comes together for its biggest celebration.

On Thursday 26 November, Birmingham’s NEC will welcome rail professionals from across the country for an evening dedicated to recognising the inspirational individuals and teams who make our network great.

KEY DATES Nominations Open | Now – 6 September 2026 Public Voting | 14 – 27 September 2026 Judging Period | 1 – 16 October Finalists Announced | 30 September 2026 Ticket & Table Bookings Early Bird Window | 1 February – 3 July 2026 Standard Bookings | 3 July – 13 November 2026 Tables available for reservation until mid-November.

Ceremony The Ceremony | Thursday 26th November 2026 Location: Hall 1, NEC, Birmingham

TV presenter, actress, singer, and broadcaster Denise is a familiar face on UK screens, known for bringing warmth, humour, and infectious energy to the UK's best-loved shows.

She has enjoyed a varied career spanning television, theatre, music and radio. She first came to national attention as a presenter on Channel 4’s The Big Breakfast, where her lively partnership with Johnny Vaughan made her a household name in the late 1990s.

Denise went on to build a successful acting career, appearing on both stage and screen, including acclaimed performances as Roxie Hart in Chicago in London’s West End and on Broadway. She also starred in Andrew Lloyd Webber’s Tell Me on a Sunday and has appeared in productions including Legally Blonde and Rent Remixed.

Away from acting, Denise has presented numerous television and radio programmes, served as a judge on shows including Ireland’s Got Talent, and competed on Strictly Come Dancing, where she reached the final and finished as runner-up.

More recently, she has continued to work across television, theatre and broadcasting, maintaining her status as one of the UK’s best-known entertainers.

We can’t wait to welcome her to the stage at the NEC Birmingham on Thursday 26 November.

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Our thanks go to the following for their early support: • ABM • Carlisle Support Services • Freightliner • HALOS Body Cams • Hitachi Rail • RailwayPeople.com • Readypower Group • ResponSec • Telent • Train’d Up • Transport Benevolent Fund CIO (TBF) • Vertiv

TIME TO NOMINATE Nominations are open across 20 categories, and we encourage everyone in the industry to think about colleagues who deserve recognition.

When preparing a nomination, think about the qualities that make your colleague stand out and include specific examples that demonstrate their contribution. Explaining what happened, when it took place, and the difference it made will help the judges understand why your nominee deserves recognition.

Submitting a nomination is free and only takes a few minutes, but it could become one of the most meaningful acknowledgements a colleague ever receives.

Before submitting, remember to obtain approval from the nominee's manager or director and include a recent photograph.

Nominate now!

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SUPPORT THE RAILWAY’S STARS More than just a ceremony, the RaiStaff Awards are an experience – an evening that combines recognition with celebration and brings colleagues together for a memorable and meaningful occasion.

This unforgettable night wouldn’t be possible without the support of the industry. As ever, there are a range of exciting sponsorship opportunities available – a chance to showcase your brand while supporting the heroes of rail.

Make your mark on rail’s biggest night – call us on 01530 8160444 to discover how you can get involved.

DON’T MISS OUT! The clock is ticking but there’s still time to book a table or a ticket.

Tables are available for reservation at: www.railstaffawards.com Don’t leave it too late - we’d hate for you to miss out on a fabulous night of celebration.

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RAILSTAFF AWARDS

RAILSTAFF JULY - AUGUST 2026

CARLISLE SUPPORT SERVICES PROUDLY CELEBRATES INDUSTRY CHAMPIONS

T

he success of the railway comes down to its people. From the engineers who build and maintain the network to the frontline staff who support passengers and keep services running safely, it is the dedication and commitment of individuals and teams that keep railway services moving every day.

Celebrating these teams and individuals is at the heart of the RailStaff Awards’ newly introduced People or Workforce Team/Person of the Year 2026 Award.

This category celebrates those who have made a significant impact in any area of the industry. It shines a spotlight on the brilliant people who act as the beating heart of their organisation, creating engaged teams, inspiring others, and securing the future of the industry.

Carlisle Support Services is proud to sponsor this year's award as part of its ongoing commitment to raising standards across the sector and recognising excellence wherever it is found.

As one of the UK's leading providers of people-based support services, Carlisle works alongside 13 national Train Operating Companies, delivering a wide range of essential services. From cleaning, security, customer service, and revenue protection to possession management, vegetation management, car park management, and crowd control, the company provides the skilled workforce that help rail operations run safely and efficiently every day.

GREAT SERVICE, GREAT PEOPLE At the heart of Carlisle's success is its meaningful partnership approach. The company works closely with its clients to develop long-term relationships built on trust, collaboration, and continuous improvement. By delivering sustainable service innovations and operational efficiencies, Carlisle has retained an impressive 97% of its customers over the past 10 years. This kind of loyalty speaks volumes about the quality of their services and the strength of the relationships they have built.

Those relationships are underpinned by a simple belief: great service begins with great people.

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The industry’s supplier of choice Carlisle is committed to creating opportunities for employees to progress within the business, with 58% of newly created salaried roles over the past year filled by internal candidates. By championing homegrown talent and promoting from within wherever possible, the company continues to build experienced, motivated teams that deliver consistently for customers across the rail network.

The values that underpin Carlisle's business are the same as those celebrated by the People or Workforce Team/Person of the Year 2026 Award. Across the industry, organisations are finding innovative ways to strengthen employee engagement, improve workforce planning, and create inclusive environments where people can succeed. Their achievements not only benefit their own organisations but help ensure the rail industry has the skilled, committed workforce it needs for the future.

Everyone at the RailStaff Awards is grateful for Carlisle Support Services' support in celebrating the stars of the rail industry. By sponsoring this award and recognising the individuals and teams who inspire colleagues and drive excellence across the sector, the company is truly helping to shape the future of Britain's railway.

Driving service excellence in integrated support services

contactus@carlislesupportservices.com | 01582 317752 www.carlislesupportservices.com

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RAILSTAFF AWARDS

RAILSTAFF JULY - AUGUST 2026

TELENT:

HONOURING THOSE WHO'VE GONE THE DISTANCE

O

ur industry is lucky enough to include thousands of staff who’ve devoted their entire working lives to the railway. Many of those now reaching retirement age can boast decades of dedication and it’s not unheard of for employees to leave with 50 years or more under their belt.

It’s understandable, then, that one of the most prestigious prizes at the RailStaff Awards is that taken home by individuals who’ve provided the industry with a lifetime of stellar service.

The Lifetime Achievement Award recognises those who’ve devoted so much time to delivering excellence for the benefit of customers and colleagues alike, who’ve displayed a career’s worth of commitment, and a willingness to go that extra mile.

It honours those whose contribution to the industry has left a lasting legacy for colleagues, customers, and future generations.

Top technology company Telent, a stalwart supporter of the RailStaff Awards, has stepped up once again to sponsor this coveted award.

As a specialist in the design, build, and management of the UK’s digital infrastructure, Telent draws on decades of experience in mission critical communications and technology. Tracing its origins right back to Guglielmo Marconi - the man who laid the basis for radio technology - the company enables organisations to create, improve, and operate the networks that their businesses and customers depend on.

With a strong focus on key customer areas including transport, emergency services, network providers, and the public sector, Telent is a trusted partner of many organisations in the UK rail industry, including Transport for London (TfL), Network Rail, Transport Scotland, and leading train operators and infrastructure companies. Its sponsorship of this award is particularly fitting, given that the company itself has provided a lifetime’s support to the industry.

LIFELONG COMMITMENT In 2025, then Freightliner CEO Tim Shoveller was honoured with the award.

Throughout a 30-year railway career, Tim has helped shape the industry's evolution. Rising from trainee guard at Guildford to CEO of Freightliner, he has championed innovation, integration, and collaboration across passenger and freight sectors.

Tim’s work in developing new freight services and supporting the Railway Benefit Fund reflect a lifelong commitment to progress and community. His inclusive leadership style continues to inspire colleagues, strengthen teams, and drive lasting change across the RAILSTAFFAWARDS.COM | @RAILSTAFFAWARDS | FACEBOOK.COM/THERAILSTAFFAWARDS

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railway.

Presenting the award, Telent Rail Director Kevin Bonanno said: “It is incredible to see the dedication and commitment of those who are shaping the future of rail at the RailStaff Awards.”

“The evening is a great opportunity to recognise those individuals and teams who have gone above and beyond to keep our railway running safely, which is why Telent is honoured to be one its sponsors.”

We thank Telent for its longstanding commitment to supporting the RailStaff Awards and for helping us celebrate the remarkable individuals whose dedication and service have left an enduring mark on Britain's railway.

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RAILSTAFF AWARDS

RAILSTAFF JULY - AUGUST 2026

ABM CELEBRATES COURAGE ACROSS THE INDUSTRY

E

very person nominated for a RailStaff Award has gone above and beyond in their role.

Whether they've delivered exceptional customer service, championed equality, or driven innovation, each nominee has made a lasting contribution to the railway.

However, one category stands apart from all the others.

The Lifesaver Award is reserved for those who have acted fast in the face of danger, using all their skills, training, and courage to protect the lives of others. It recognises extraordinary people who remain calm under immense pressure and prove that the railway is about much more than trains and infrastructure – it's about looking after one another.

In 2025, the honour went to Carlisle Support Services' Dorothy Omovbude, whose courage and compassion helped prevent a tragedy at Homerton Station.

Dorothy was recognised for her splitsecond intervention during a potential suicide incident. Realising the seriousness of the situation, she immediately took control, arranging for trains to be stopped and contacting the emergency services.

She remained with the distressed individual throughout, offering reassurance and preserving their dignity by asking members of the public to shield them with their jackets. Her calm, compassionate leadership prevented tragedy and

demonstrated the very highest standards of professionalism, empathy, and care.

Reflecting on her success, Dorothy said: "To have been honoured with this award is absolutely amazing. It shows that our work is appreciated by our company, Carlisle, who nominated us, and also by the wider industry."

She added: "We don't view what we do as just 'work'. Every day is an achievement.

Not only by saving lives, but by providing a service to the public, and making people feel comfortable and relaxed during their travel."

MAKING A DIFFERENCE Stories like Dorothy’s remind us why the RailStaff Awards exist. Every day, thousands of railway professionals quietly go about their work without seeking recognition.

Occasionally, however, circumstances demand something truly exceptional.

The Lifesaver Award celebrates those

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27

Operate without compromise.

Facilities and technical services designed for complex rail networks. www.abm.co.uk rare moments when professionalism, training, and compassion combine to make the difference between life and death.

In 2026, The Lifesaver Award is proudly sponsored by ABM, which joins the RailStaff Awards for the first time.

One of the world's largest providers of facilities, engineering, and infrastructure services, ABM employs more than 100,000 people worldwide and has extensive experience supporting the transport sector. Renowned for its work across 75 airports globally, the company delivers facilities management, ground handling, travel retail services, and accessible travel assistance.

In the UK, ABM already works with customers including TfL and Eurostar and is committed to expanding its presence in the UK rail industry as passenger expectations evolve and the sector prepares for the arrival of Great British Railways.

If you know someone whose actions have prevented tragedy, protected passengers or colleagues, or demonstrated exceptional courage in a life-threatening situation, now is the time to tell their story.

The next award winner could be someone working alongside you today.

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RAILSTAFF AWARDS

RAILSTAFF JULY - AUGUST 2026

VERTIV

BACKS RAIL'S BIGGEST NIGHT

F

rom frontline staff to behind-the-scenes specialists, the RailStaff Awards recognise all those whose professionalism and expertise make a real difference every day. Though there are similar events dotted throughout the calendar, none focuses squarely on the people who matter most, and few can match the sheer scale and spectacle of the occasion.

Organising such a memorable night is no easy feat, and preparations for the celebrations begin many months in advance. Naturally, staging a celebration of this scale comes with considerable cost and is only

possible thanks to the organisations that choose to support it.

Sponsorship comes from companies of every size across the rail industry and helps fund everything from the evening's entertainment to the venue's spectacular décor. More than that, sponsoring the awards means making a commitment to recognising outstanding achievement, inspiring future talent, and strengthening the sense of community across the rail industry.

Companies can become involved in a variety of ways. Some support individual award categories that reflect their expertise or values, while others back the event as a whole. Whatever the approach, each sponsor plays an important role in ensuring the industry's achievements receive the recognition they deserve.

SUPPORTING RESILIENCE Vertiv Infrastructure Ltd recently announced that it will support the RailStaff Awards 2026 as a Gold Sponsor, demonstrating its commitment to the railway family.

A global specialist in critical digital infrastructure, Vertiv supplies the power, cooling, and infrastructure solutions that underpin essential railway systems, including signalling, communications, and station operations. Its UPS and DC power technologies help protect safety-critical equipment, while monitoring and lifecycle services enable operators to improve reliability and manage assets more effectively.

Vertiv also operates a dedicated battery refurbishment facility in Sheffield, specialising primarily in rolling stock nickel-cadmium (NiCad) batteries. Through advanced testing and performance analysis, the company helps operators assess battery condition, extend service life, and reduce operational risk. The refurbishment process also supports more sustainable asset management by recovering energy generated during testing for reuse elsewhere in the system.

With extensive experience delivering mission-critical infrastructure for the rail and transport sectors, Vertiv has built trusted relationships with major operators around the world. Its engineers, project managers, and service specialists continue to support reliable railway operations through resilient, high-performance infrastructure.

The RailStaff Awards exist to honour the people who keep the industry moving, and the support of companies such as Vertiv helps make that possible.

Every sponsor plays a vital role in ensuring the RailStaff Awards can continue recognising the people whose professionalism keeps Britain's railway moving. Vertiv's support demonstrates its commitment not only to the industry's infrastructure, but also to the people who operate, maintain, and improve it every day.

We thank Vertiv Infrastructure Ltd for helping us celebrate the individuals and teams who make Britain’s railway what it is.

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YOUNG RAIL PROFESSIONALS

RAILSTAFF JULY - AUGUST 2026

S L A N IO S S E F O R P L I A EYOND YOUNG RA IL: B EDI IN R S E X O B G IN K IC T

S PRACTICAL E IR U Q E R N O SI LU MEANINGFUL INC NVERSATIONS, AND O C ST E N O H , N IO T N, AC AITLIN RICHARDSO C S Y SA LL A R FO S OPPORTUNITIE .

IL PROFESSIONALS A R G N U O Y T A R E G EDI MANA

W

hen people hear 'Equality, Diversity and Inclusion' (EDI), there are usually a few reactions. Some people think of corporate buzzwords, lanyards, awareness weeks, and stock images of suspiciously cheerful people. Some are already passionate and engaged. Others are interested but worried about saying the wrong thing or unsure what EDI actually looks like once you move past the acronym.

That range of reactions matters. It shows that EDI already has people’s attention. The opportunity now is to turn that attention into something positive – better understanding, better conversations, and practical action people can use.

For me, EDI cannot only live in policies, bid responses, tender documents, or PR activity. Those things have their place, but they only mean something if they are followed through in day-to-day decisions. EDI is how we recruit, train, communicate, support people, create opportunities, and help them progress. It also means being realistic. EDI will not land the same way in every room. The message can be consistent, but the way we deliver it must make sense to the people in front of us.

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We want the kind of EDI that helps someone understand why a young woman in a room full of men might second-guess whether she is being underestimated. The kind that recognises a neurodivergent person can be brilliant at their job and still find certain systems exhausting.

The kind that shows someone without a planned career path, university background, or industry connections that there is still a place for them in rail. It is useful for managers too, because most people are not setting out to exclude anyone. Often, people simply do not know what they do not know.

Good EDI should give people the tools and confidence to do better, not leave them worried about getting it wrong. This year, as EDI manager for Young Rail Professionals (YRP), I am keen to avoid making EDI feel like a side quest or bolt-on. It should be part of how we build good teams, develop people, retain skills, and create safer, better workplaces.

We work in an environment where safety matters, detail matters and people need to know what they are doing. EDI does not change that. What it can do is help to make expectations clearer, access fairer, and progression more visible, so capable people are not held back by unnecessary barriers or a lack of information. That is why I want YRP’s EDI work to focus on practical conversations.

Not just marking awareness dates because the calendar says we should but using those moments to create discussions that help

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YOUNG RAIL PROFESSIONALS

31

Caitlin Richardson.

people take something away.

Over the next year, I hope to develop a programme of free or sponsored seminars, panels, and conversations for members. I would like us to hear from senior leaders, apprentices, career changers, trainers, project staff, operational teams, and people who have built careers through less obvious routes. The aim is for those sessions to feel honest and usable, not vague or performative.

It is helpful to see someone doing well. It is even more helpful when they are willing to say, “this bit was hard”, “this is what helped” and “this is what I wish someone had told me sooner.” Actual conversations. Actual tools.

Actual people. The ability to ask questions in a safe environment.

The railway cannot afford to waste talent. We talk constantly about skills gaps, recruitment challenges, retention, and the need to bring new people into the industry. People are more likely to stay where they can grow, understand the path ahead, and feel valued for what they bring.

Good inclusion does not mean soft workplaces or being afraid of challenge.

It is about making the challenge fair and recognising that different people may need different support to get there. We will not pretend to have all the answers, but I would rather help build something useful and imperfect than something polished and pointless.

YRP creates spaces where people feel

more confident, better informed, and more connected to the industry. If we can help someone think “actually, there might be a place for me here,” or “I’ll stay here because I am valued and supported,” then it is worth doing, because EDI in rail should not be about ticking boxes.

It should be about opening doors, keeping them open, and making sure people are not left standing outside wondering whether they were ever really invited in.

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REPORT BY RICHARD HARMER

HELPING YOUNG PEOPLE

BUILD LASTING CAREERS COLLABORATION CAN IMPROVE ACCESS TO RAIL CAREERS, STRENGTHEN PROGRESSION, AND DEVELOP FUTURE TALENT. RICHARD HARMER, CEO OF YOUNG RAIL PROFESSIONALS, EXPLORES HOW.

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he Government's recent Young People and Work interim report highlighted a challenge many industries are already facing. Too many young people are struggling to access meaningful careers while employers continue to face skills shortages and an ageing workforce.

The railway is no exception.

As chief executive officer of Young Rail Professionals (YRP) I see both the challenge and the opportunity. YRP exists to promote, inspire, and develop people in the first 15 years of their rail career. Through nine local committees across the UK and Ireland, our volunteers deliver technical talks, site visits, networking events, outreach activities, and professional development opportunities that complement the excellent work already being undertaken by employers across the industry.

The Rail Youth Promise builds on that same ambition. I spoke at its parliamentary launch on 15 July about career growth and progression. The Rail Youth Promise brings together employers, professional institutions, and industry organisations around a shared commitment to helping more young people discover rail careers, enter the industry, and build long-term futures within it.

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Ahead of the event, we asked our members and the wider rail community where they believe the industry should focus its efforts. Respondents most frequently identified employers as having the greatest responsibility for improving opportunities for young people (68%), followed by government (59%), and organisations such as Young Rail Professionals (53%).

This reflects something I believe strongly: developing the next generation of railway professionals is a shared responsibility.

Employers create opportunities, government helps shape the environment, and organisations like YRP help connect people and share knowledge and help careers become more visible.

UNCOVERING OPPORTUNITIES Awareness remains one of the biggest barriers. Nearly three quarters of respondents (73%) identified a lack of awareness of rail careers as a barrier to entry, while two thirds (67%) said young people simply do not know how to enter the industry. Respondents were equally clear about the solution, with stronger outreach in schools and colleges receiving the highest level of support (56%).

This is exactly why YRP continues to invest in our IntoRail project. By working with schools, colleges, and universities across the

UK and Ireland, we're helping young people understand that the railway offers far more than the careers they typically see.

If your organisation hosts upcoming careers fairs, graduate induction days, or education outreach activities, we'd love to be involved. Our volunteers are always looking for opportunities to represent the industry, share their experiences, and help more young people discover what a career in rail can offer.

SUPPORTING PROGRESSION The conversation changes once people have entered the industry. Better career progression was the single biggest factor influencing whether respondents would remain in rail, at 60%. Clearer progression pathways (43%), more paid work experience (35%), better feedback following unsuccessful applications (33%), and more apprenticeships (29%) were all identified as practical ways to improve long-term retention.

Technical talks have been a core part of YRP since our founding in 2009. Alongside standalone events, we're continuing to develop long-running professional development series that allow members to explore topics in greater depth, build on previous sessions, and tackle more specialist areas.

Recent examples include the East Midlands' BeEnspired series with Enspired Consulting Ltd and Enigma Seven, and the new Young Leaders Development Series launched by our London & South East committee with Tom Lawrence. We'd love to see similar programmes develop across every committee, particularly in the North West and West Midlands, creating regular opportunities for members to learn from experienced professionals across the industry. If you have knowledge or experience to share, we'd love to hear from you.

RAILSTAFF JULY-AUGUST 2025

Career progression also benefits from conversations that don't always happen in the workplace. We're beginning to introduce informal career development sessions where members can discuss CVs, applications, interviews, promotions and professional development with experienced railway professionals over a coffee.

The sessions are designed to help members recognise opportunities, prepare for promotion, develop professionally, and build

the confidence to take the next step in their career. We're also keen to grow mentoring opportunities once again and would welcome conversations with organisations and individuals who would like to help shape that next chapter.

YRP has more volunteers than at any point in our history. The enthusiasm is there, the ideas are there, and the railway has no shortage of expertise to share. What we need now are more organisations and more people

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willing to help us turn that potential into opportunities for the next generation.

The Rail Youth Promise rightly recognises that developing future talent is a shared responsibility. Employers, government, and organisations such as Young Rail Professionals all have a part to play. The more we work together, the more visible, accessible, and rewarding railway careers will become for the people who will shape the railway's future.

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THE HUMAN FACTOR

RECRUITMENT IN THE AGE OF AI SAM JENNINGS, RAIL & INFRASTRUCTURE DIRECTOR AT ADVANCE TRS, EXPLORES WHY HUMAN JUDGEMENT REMAINS ESSENTIAL AS AI RESHAPES RECRUITMENT ACROSS INFRASTRUCTURE.

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rtificial intelligence is changing recruitment at speed, with AI-generated CVs, automated applications, and algorithm-driven screening tools now dominating job boards.

Candidates can apply for hundreds of roles in minutes and employers can screen thousands of profiles in seconds. On paper, recruitment has never been more efficient. In reality, it has never been noisier.

AI can help increase visibility and speed up processes, but it cannot replace judgment, credibility, or sector understanding. And in specialist, regulated sectors like rail, infrastructure, aviation, water, and energy, those things matter.

Infrastructure recruitment is fundamentally built around trust. Clients need to know the people they hire can operate safely on live projects, work effectively within delivery teams, and perform under pressure in highly regulated environments.

That is why relationships still matter. At Advance TRS, our consultants are embedded in the sectors they recruit for, building longstanding relationships with clients, candidates, and project professionals across the infrastructure industry.

And despite the rise of AI in recruitment, most hiring managers still recognise the importance of human judgement in the hiring process. In fact, 93% of hiring managers believe human involvement remains essential, even with AI at work.

In infrastructure recruitment, where safety, compliance, and delivery risk matter, human judgement becomes even more important.

RECRUITMENT NOISE While AI has solved a volume problem, it has not solved a credibility problem. Today, hiring managers are faced with CVs optimised for algorithms, not reality; experience framed perfectly on paper but thin in practice; and applications that say nothing about how RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

someone performs on site, under pressure, or within a live project team.

AI can match keywords. It can rank profiles. It can shortlist. What it cannot do is understand context, and context is everything in infrastructure.

Job boards and AI tools can increase visibility, but visibility does not equal suitability. Many of the strongest infrastructure professionals are not actively applying for dozens of roles online. They are already delivering major programmes and moving through trusted industry relationships long before roles ever reach the open market.

According to Insight Global’s 2025 AI in Hiring Survey Report, 74% of hiring managers think AI can assist compatibility assessment between applicants and roles but not replace judgment.

When roles are safety-critical, deliverydriven, and regulated, hiring mistakes are expensive. Projects do not fail because someone had the wrong job title on their CV. They fail because the wrong person was trusted in the wrong environment.

In reality, resources are scarce and the most valuable professionals are rarely applying for jobs in a traditional way. In specialist sectors skills are limited, experience is hard-won, and demand consistently outweighs supply.

Many of the people delivering critical

Sam Jennings.

RAILSTAFF JULY-AUGUST 2025

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R: infrastructure are already embedded in long-term programmes.

They are not browsing job boards, optimising CVs, or submitting multiple applications. When they do move, it is often quietly driven by reputation, recommendation, timing, and trust in who they are speaking to.

This means traditional recruitment strategies, even when enhanced

by AI, often miss the very people clients want to hire.

The paradox is simple: the more recruitment becomes automated, the more human judgment matters. Infrastructure recruitment is not transactional. It is regulated, safety-critical, compliance-driven, and trust-based.

You cannot automate right-to-work verification, safety culture, site readiness, credibility under scrutiny, and how someone actually behaves on a project. This is why the best candidates in our sector are rarely found through mass application strategies. They are found through networks, referrals, and relationships.

THE POWER OF PEOPLE Advance TRS operates as a human alternative to an increasingly automated recruitment market. While many hiring processes are becoming driven by algorithms, keyword filtering, and application numbers, our consultants remain embedded in the sectors they recruit for: • On sites.

• In project meetings.

• Visiting client offices.

• Attending industry events.

• In long-standing professional networks.

• Speaking directly with delivery teams and infrastructure professionals.

That real-world visibility gives us insight no algorithm can replicate.

Our business is built on conversations, not algorithms. Every month, our consultants speak with countless clients, candidates, and project professionals across the infrastructure industry, building long-term relationships and maintaining the networks that consistently deliver the strongest hires.

Our consultants know who is delivering on live programmes, who clients trust to solve problems, and who performs well under pressure, not just on paper.

This is not accidental. It is the result of being present in the industry, not just observing it from a distance. Advance TRS operates as a human network, not simply a CV database.

A significant proportion of our most successful placements comes from referrals and repeat relationships. That is not a coincidence.

Referrals work because they carry proven capability, contextual understanding, and reduced risk.

In sectors where skills are scarce and delivery risk is high, trust travels faster than technology. Algorithms can widen a search but they cannot replace confidence built through experience.

These are human judgments, not automated processes. Technology can support recruitment processes, but it cannot replace sector experience, relationship-led hiring, and professional judgment.

HUMAN VALUE All this said, Advance TRS is not anti-AI. Used properly, AI supports insight, data management, efficiency, and pattern recognition. But technology is not the strategy. The strategy is to understand people, projects, and risks, and to use technology to support that understanding, not replace it. AI should free time for better conversations, deeper qualification, and stronger relationships – not remove them.

As recruitment becomes more automated, the value of being human increases. Advance TRS stands for: • Real consultants with real sector knowledge.

• Relationships built over time.

• Access to scarce, hard-to-reach talent.

• Recruitment grounded in trust, safety, and compliance.

In a noisy, automated market, we remain intentional about what matters.

Because infrastructure recruitment is fundamentally human. And in the end, people still hire people.

If you are a candidate who wants to be represented by real consultants who understand your sector, your safety requirements and your career not just your keywords - we’d love to hear from you.

And if you are a client who is tired of filtering out noise, AI-enhanced CVs, automated applications that risk delivery, or trusting algorithms over judgment, let’s have a proper conversation about what your project actually needs.

www.advance-trs.com/the-team/sam-jennings FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

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HS2: REPORT BY MATT ATKINS

BUILDING SKILLS FOR TOMORROW'S RAILWAY

THE SCALE OF HS2’S RECRUITMENT AMBITIONS IS INCREASINGLY BEING MATCHED BY THE BREADTH OF OPPORTUNITIES EMERGING AROUND THE PROJECT.

F

rom dedicated recruitment hubs designed to connect local people with major infrastructure schemes, to specialist apprenticeships tackling some of construction’s most persistent skills shortages, HS2 continues to demonstrate how a major railway project can create employment pathways well beyond the tracks themselves.

That approach is particularly visible in west London, where HS2 has recently joined forces with the Department for Work and Pensions (DWP) to establish a dedicated Recruitment Hub at Acton Jobcentre Plus. Opening its doors on 30 June, the facility is intended to act as a one-stop shop for people looking for employment and training opportunities connected to HS2, as well as the wider programme of infrastructure and regeneration taking shape around Old Oak Common.

Around 30,000 people are currently helping to build HS2, while more than 2,000 have secured apprenticeships on the project. More than 5,000 people who were previously unemployed have also received support to begin new careers. These numbers demonstrate the employment impact of a project that is still some years away from entering its operational phase. They also highlight an important question for the project: how can those opportunities be translated into lasting skills and careers for the communities along its route? The answer increasingly appears to be through partnerships.

LOCAL OPPORTUNITIES At Acton, west London, the DWP is working alongside HS2 and local authority partners, as well as the Old Oak and Park Royal Development Corporation (OPDC), Places for London, and the National Careers Service. The aim is not simply to fill vacancies, but to provide local people with access to training, upskilling, and information about the growing number of opportunities being created by this major infrastructure investment.

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HS2 Chief Executive Mark Wild says the hub will allow local people to play a part in shaping the west London district, whether through direct employment on HS2 or through other major projects.

“We’re building one the UK’s biggest and best-connected railway stations at Old Oak Common, and that investment has already led to thousands of jobs being created,” he commented.

“Huge regeneration projects are transforming the area around the station site, and the number of new homes and commercial premises being built is spearheading even more new career opportunities.

“The recruitment hub will create a one-stop shop for local people who want to play a part in shaping this new west London district, whether working directly on HS2, or other major projects that form part of the Old Oak, and Park Royal Development Corporation’s Old Oak illustrative masterplan and Places for London’s regeneration plans.”

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All images © HS2

That wider perspective is important. HS2’s construction programme is acting as a catalyst for development around Old Oak Common, with the station at the centre of a planned regeneration programme expected to deliver significant economic benefits.

HS2 estimates that the arrival of the railway in west London will contribute £10 billion to the local economy over the next decade. OPDC’s regeneration plans cover 650 hectares across parts of Brent, Ealing, and Hammersmith & Fulham, with up to 11,000 new jobs and more than 8,000 homes planned.

The recruitment hub therefore sits between two major employment stories: the construction of HS2 itself and the broader regeneration it is helping to unlock.

ROUTES INTO WORK The value of that approach is perhaps best illustrated by the experience of East Acton resident Nazia Hashim.

Nazia hadn’t previously considered a career in construction, but after being made redundant during the pandemic she began looking at new opportunities and eventually secured a role with HS2 construction partner Skanska Costain STRABAG joint venture (SCS JV). Starting in business administration, she is now an assistant quantity surveyor helping ensure that the project has the skilled workforce required to construct the tunnels connecting Old Oak Common and Euston.

It’s this kind of progression that gives recruitment initiatives on major infrastructure projects their longer-term significance. The objective isn’t simply to move people into work, but to provide routes into professions that can support them long after a particular

construction package has finished. That consideration is becoming increasingly important as HS2 moves through different phases of delivery.

The project forecasts that its civil engineering works will conclude in around four years, after which track, signalling, and communications systems will be installed before dynamic testing and trial operations begin. Each phase will require different capabilities, creating the potential for new employment opportunities as the project evolves.

For local communities, that means the skills required today may not necessarily be the skills required tomorrow. Recruitment and training therefore need to evolve alongside the railway.

The Acton hub is designed with that longerterm picture in mind. OPDC staff will be based there once a month to help job seekers access emerging opportunities, while the DWP sees the facility as a resource for people at different stages of their careers.

Michael Morley, DWP’s director for jobcentres in London, says the hub will be particularly valuable for young Londoners navigating the transition between education, employment, and training.

There is also a recognition that HS2’s employment impact extends beyond the immediate construction workforce. As Old Oak Common and the surrounding area develop, opportunities will emerge across construction, engineering, transport, property and other sectors. The recruitment hub is therefore as much about building connections as filling jobs.

That philosophy is also evident further north, where HS2’s employment programme is being used to address a very specific skills shortage.

CLOSING THE SKILLS GAP

In the West Midlands, a new cohort of 10 welding operative apprentices has joined HS2 to work on the Curzon approaches – a series of viaducts forming the final mile of the journey into Birmingham’s Curzon Street Station.

The apprenticeships have been created by Balfour Beatty VINCI (BBV), HS2’s construction partner in the West Midlands, working with supply chain partners Martifer and AA Euro.

The rationale is straightforward: qualified welders are in short supply, and major infrastructure projects require a steady pipeline of people with specialist technical skills. Rather than attempting to source an already-established workforce, the partners have created a route to develop the skills themselves.

The vacancies were advertised through Jobcentre Plus sites across the region, including the dedicated HS2 Recruitment Hub at Washwood Heath. That ensured local unemployed people were given an opportunity to compete for the positions.

Fourteen candidates took part in a 10day paid work trial as part of the selection process. Those who successfully completed it were offered Level 2 apprenticeships, combining workplace experience with formal study towards an industry-standard welding qualification. It is a relatively small intake, but its significance is considerably larger than the number of positions suggests.

Welding is a highly transferable skill, and those being trained won’t simply be developing capabilities for the current HS2 construction package. They will be building expertise that can be used across future infrastructure projects.

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Julie Venn Morton, HS2’s senior skills and inclusion manager for the West Midlands, described welding as a “skill for life”, underlining the broader ambition behind the programme.

The apprentices also demonstrate that there is no single profile for entering a new technical career. Nine of the 10 recruits are under 30, but the oldest is 48. Nine are male and one is female, with the group drawn from Birmingham, Solihull, Walsall, and Stoke-on-Trent.

That diversity of ages is significant. Infrastructure recruitment campaigns often focus heavily on attracting young people into engineering and construction, but career changes later in life can also help address skills shortages.

Andrew Short (pictured above), 48, was one of six candidates recruited through the Washwood Heath Recruitment Hub. The apprenticeship represents an opportunity to retrain while contributing directly to a project he has watched develop in his home city.

He says: “As a local resident, I’ve witnessed the positive impact HS2 is having in Birmingham. “I don’t just mean the major viaducts that are springing up from the ground. It’s also providing local people with employment and opportunities to learn new skills.

I’m one of those people who are benefitting from this iconic project, which I believe will come to define the city.”

Walsall-based Performance Through People provides a fortnightly training day, supporting the apprentices with the theoretical element of their qualification. The remainder of their time is spent on site, where they receive coaching and tutorled support from engineers and welding specialists working on HS2.

This combination of classroom learning and practical experience is well suited to specialist construction roles.

The apprentices can see the application of what they are learning while simultaneously gaining experience in a live infrastructure environment. For an industry facing persistent skills shortages, this provides a valuable bridge between formal training and the workplace.

It is also an approach that can make construction careers more tangible to people who may

IN THEORY AND PRACTICE The structure of the welding apprenticeship reflects that emphasis on practical skills.

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not previously have considered them.

Tyler Moore, 21, discovered the opportunity after attending a careers fair at Walsall Art Gallery.

Having completed his A-levels, he initially moved into an office-based role but quickly realised that it was not the right career path. He is now training as a welder on HS2 and says seeing the physical progress of the project has made the work particularly rewarding.

His experience reinforces the importance of exposing potential recruits to the reality of infrastructure careers. Traditional routes into engineering and construction are not necessarily the only routes, and careers events, recruitment hubs, and work trials can provide an opportunity for people to discover roles they might otherwise overlook.

The welding intake also brings the wider West Midlands employment picture into focus.

Around 10,000 people are already helping to build HS2 in the region – almost a third of the project’s total workforce. Some 870 people from the region have secured apprenticeships, while 2,214 local residents who were previously unemployed have progressed into new careers.

Those figures demonstrate how employment initiatives can operate at several levels simultaneously: creating immediate jobs, addressing specific technical shortages, and providing people with transferable skills.

The challenge for HS2 is now to maintain that momentum as

the project progresses through its next stages.

HS2 has already achieved its original employment and skills targets, including its ambition to create 2,000 apprenticeships and support 5,000 unemployed people into work. With 5,771 formerly unemployed people now having found work on the project, that target has been exceeded.

The project is consequently revising its Skills, Employment and Education Strategy, with the intention of ensuring communities along the route continue to benefit from training and career opportunities.

BUILDING A LEGACY For all the political and engineering debate surrounding HS2, its employment legacy is becoming an increasingly tangible part of the project’s story.

The numbers are significant, but the more interesting measure may ultimately be what happens to those people once individual construction packages come to an end.

A recruitment hub can help someone find their first opportunity. An apprenticeship can provide a qualification. A work trial can give a potential recruit the confidence to make a career change. The real test is whether those interventions create a workforce capable of moving from one major infrastructure project to the next.

That may prove to be one of the most important measures of HS2’s skills legacy: not simply how many people it employed, but how many careers it helped to start.

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FAST TRACK TO SUCCESS: TfL's youngest Tube Driver

A

t just 23 years’ old, Brook Randall has already made his mark at Transport for London (TfL). Starting as a bus driver at 18, he progressed to bus station controller before swapping vehicles and qualifying as a Piccadilly line driver at 22.

He is currently TfL’s youngest ever Tube driver.

Brook took some time out from his busy day to discuss his career journey, experiences, and ambitions for the future.

You became a London Underground driver at just 22.

What attracted you to the role?

When I was younger, I always dreamed of becoming a bus driver and then, eventually, a train operator. I wasn’t sure how I would perform in the assessment process, but when I saw the role advertised, I jumped at the chance to apply. I honestly didn’t think I had much hope because of my age and my GCSE results, but I’m so glad I gave it a go. Driving on the Underground has opened so many doors for me.

How did your previous roles as a bus driver and bus station controller prepare you for becoming an Underground driver?

Those roles certainly helped me get to where I am today. They gave me strong customer service skills and taught me how to handle pressure, which is particularly useful when you’re the person people look to when a decision needs to be made. I met so many amazing people in both roles, and their support is one of the reasons I am where I am today.

What do you think enabled you to progress into train driving at such a young age, and were you always conscious that you were on an unusually fast career trajectory?

The help and support of my family, friends and partner have been invaluable. Becoming a train RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

operator is a big step in the right direction for me, but I also hope it encourages more young people to consider a career on the railway.

The railway can be unpredictable, but that’s what makes it exciting. You gain experience and face situations that you might not otherwise have the chance to encounter.

How did your operational experience on the road compare with the training and assessment environment when you moved across to the Underground?

It was intense going from bus driving, to being a bus controller, and then into the railway. There is a huge amount to learn, particularly when it comes to ensuring the safe and smooth running of the Underground.

It was challenging, but it was also a great experience.

I always tell anyone applying to keep trying and not to give up. It was a struggle for me at first because there was so much information to take in, but by the end of the second week of training, everything started to click and I had a much better understanding of the rules and procedures.

What surprised you most about the transition from trainee to fully qualified driver?

I had a great instructor who helped me massively, particularly with his experience of the Piccadilly line. He gave me lots of tips that have been so useful now that I’m a qualified driver.

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The first week driving on your own is scary because you no longer have that experienced person sitting next to you. I’m glad I took on board everything my instructor taught me and have been able to put it into practice during my time as a qualified driver.

How has your understanding of the railway developed during your first eight months driving in service?

There is always something going on the Piccadilly line, but it’s the teamwork that makes everything work. There is a lot of pressure on the line because of the number of trains we operate. During the peaks, when we are running so many services, things can occasionally go wrong. When they do, we have to step back, think clearly and deal with the issue appropriately.

What has been the biggest challenge of becoming a driver so early in your career?

I always think the biggest challenge is getting the job as a driver.

Once you’ve achieved that, everything else starts to fall into place.

Having to complete so many assessments and go through such an

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intense interview process is very challenging, but it’s worth the stress.

I’ve not looked back since passing the assessment.

What are your ambitions for the next stage of your career?

I certainly have a plan for the future. I’d love to become a test train operator and, potentially, move into service control. That’s something that really interests me, and I am very ambitious to keep progressing.

What would you say to young people in the industry who may be considering a career in driving?

Just go for it. Don’t be scared to apply, and speak to drivers already doing the job, whether that’s on National Rail or the London Underground. We’ve all been through the assessments, interviews and training, so we can help you understand what the train operator recruitment process involves.

Most importantly, don’t let anyone stop you. Keep trying and you will succeed. It might not happen the first time, or even the second time, but don’t let knock-backs set you back. Keep going and don’t give up.

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RAILSTAFF JULY - AUGUST 2026

MOV ING WHAT MATTERS

AS BRITAIN ACCELERATES INFRASTRUCTURE INVESTMENT AND DECARBONISATION, HEAVY HAUL RAIL IS POSITIONING BULK FREIGHT AT THE HEART OF A CHANGING ECONOMY.

E

arlier this year, Heavy Haul Rail launched as a new, independent business in the UK rail freight market following the sale of Freightliner UK's Intermodal Logistics division.

As a standalone company, Heavy Haul Rail is now focused entirely on bulk freight, supporting the industries and infrastructure projects that keep Britain moving.

As the UK enters a decisive decade of infrastructure renewal and decarbonisation, the role of bulk rail freight has never been more important. Heavy Haul Rail moves around 17 million tonnes of freight every year, travelling three million miles across the network to support construction, energy, and industrial supply chains.

Led by Chief Executive Officer Dave Penney, the company operates 95 locomotives and more than 1,000 wagons, supported by a team of 950 colleagues.

Around 250 trains run each week, serving more than 100 locations nationwide.

From aggregates used in housebuilding and major infrastructure schemes, to cement, steel, biomass, and recycled materials, Heavy Haul Rail's services form an important link in supply chains across the UK.

CUSTOMER-FOCUSED To strengthen customer focus and improve agility, Heavy Haul Rail has reorganised into three dedicated business units: North, South, and Rail Industry Services (RIS).

The North and South business units, based in Doncaster and Swindon respectively, are aligned to customers and services operating within those regions. The RIS business unit, based in Crewe and Leeds, specialises in Network Rail infrastructure support, RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

The move has generated new opportunities throughout the organisation, particularly in Swindon, which has become the base for the South business unit.

INVESTING IN PEOPLE

possession work, and heavy engineering maintenance activities.

The new structure is designed to bring decision-making closer to customers, improve responsiveness, and create greater accountability across the business.

"Realigning the business into three business units allows us to build stronger partnerships with our customers, bring decisions closer to the frontline, and create a more agile organisation,” says Penney. "By empowering our people and reducing complexity, we can respond faster to customer needs and improve our competitiveness in the freight sector."

The changes extend beyond management structures. Train drivers, ground staff, and engineering fitters have been aligned within the business units, while train control and rostering activities are also being regionalised to offer closer, customer-focused assistance.

Although Heavy Haul Rail has decades of experience delivering heavy haul services, becoming an independent company has created opportunities to rethink how the business operates and develops its workforce.

That ambition is reflected in an active recruitment programme designed to strengthen operational capability while supporting future growth.

"We want our people to feel proud of the work they do," says Penney. "Moving what matters to Britain by rail gives us a strong sense of purpose. Every train carrying building materials, steel, biomass or recycled materials helps support communities, businesses, and major infrastructure projects across the country."

The company is currently recruiting for several roles, including a Health, Safety & Environment Manager, Roster Clerks, Train Controllers, Train Planners and a Planning Manager at its Swindon facility. Opportunities are also available for 10 Trainee Train Drivers at Mendip in Somerset, alongside Qualified Train Driver vacancies at Tunstead, Peterborough and Hope.

Within the Rail Industry Services business unit, Heavy Haul Rail is continuing to invest in its Leeds Vehicle Maintenance Facility, where vacancies include a Wheel Lathe Operator and Materials Controllers to support a team of around 100 engineers and fitters.

RAILSTAFF JULY - AUGUST 2026

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All images ©Heavy Haul Rail

In July 2026, the company also signed the Armed Forces Covenant at Leeds VMF, reinforcing its commitment to supporting members of the Armed Forces community through employment and career development opportunities.

POSITIONED FOR GROWTH The long-term outlook for rail freight remains positive, driven by government growth targets, decarbonisation policies, and investment in national infrastructure.

Rail freight can reduce carbon emissions by up to 76% compared with road transport, while a single heavy haul train can remove up to 129 HGVs from the road network. As more businesses seek to reduce emissions and congestion, rail is increasingly viewed as a key part of the logistics solution.

For Heavy Haul Rail, this creates significant opportunities. Major projects such as Sizewell C, Hinkley Point C, the Transpennine Route Upgrade, and East West Rail are expected to require substantial volumes of aggregates and construction materials over the coming years. The Government's wider infrastructure programme and housing ambitions are also expected to generate further demand for bulk freight movements.

The energy sector presents additional opportunities with emerging industries such as hydrogen production and carbon capture creating new rail freight requirements.

In January 2026, hydrogen was transported by rail in the UK for the first time to support a net zero test facility. The subsequent introduction of the HydroShunter also demonstrated the growing interest in lowcarbon traction solutions for industrial and rail environments.

Heavy Haul Rail is actively exploring opportunities to support customers involved in low-carbon technologies, including rail logistics solutions linked to carbon capture and storage projects.

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However, the market is not without challenges. Demand for some traditional commodities remains subdued, particularly within the steel sector, while parts of the construction materials market continue to experience economic headwinds. Capacity constraints on the rail network, uncertainty around future charging arrangements under Great British Railways, and the cost of freight decarbonisation all present challenges for operators.

Despite these factors, Heavy Haul Rail believes the long-term direction of travel is clear.

"The opportunity for rail freight has never been greater,” Penney concludes.

“As Britain invests in new homes, clean energy and national infrastructure, moving large volumes of materials safely and sustainably will be essential. Our strategy is built around helping customers make the shift from road to rail, investing in efficient and lower-carbon operations, and delivering the reliability they need to keep supply chains moving. We have the people, the assets, and the expertise to play a leading role in that future, moving what matters for Britain and creating lasting value for customers, communities and the environment."

Bulk rail freight will remain fundamental to Britain's economy for decades to come. With a dedicated focus on heavy haul operations and a clear growth strategy, Heavy Haul Rail is positioning itself to play an increasingly important role in supporting the nation's infrastructure, industry, and net-zero ambitions.

Current vacancies can be viewed at: www.heavyhaulrail.co.uk/careers

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RAILSTAFF JULY - AUGUST 2026

Amey appoints executive advisor

With a career spanning infrastructure, the built environment, government programmes, and major capital projects, Jonathan has operated at the most senior levels of industry, including CEO, board, and programme leadership roles.

He has worked across both the UK and international markets, leading complex organisations and delivering large-scale transformation and growth initiatives.

His background includes senior positions with Capita, Morgan Sindall, PA Consulting, Mott MacDonald, and Systra, as well as key leadership roles on major programmes including HS2 and NEOM. As part of his role as executive advisor, Jonathan will focus on strengthening the front end of the consulting pipeline, working across the business to shape and accelerate strategic growth in new and existing markets. This will include supporting activity across key contracts and frameworks, enabling entry into new sectors and markets, and helping to unlock opportunities for international growth.

Working closely with senior leaders across the business, he will also play a key role in aligning business development activity, enhancing cross discipline collaboration, and ensuring the organisation is well positioned to build long-term relationships with clients, partners, and suppliers.

Mike Nelson has been appointed managing director of First Rail, following Steve Montgomery’s retirement.

Mike was formerly finance and strategic development director of the business.

Graham Sutherland, CEO of FirstGroup plc, said: “I would like to wish Steve Montgomery all the best for his retirement and to pay tribute to his long and successful career in the rail industry and at FirstGroup.

“Mike has been an important part of the First Rail leadership team for the past six years, and I am delighted to confirm his appointment as managing director of the business. His job will be to continue the successful transition of First Rail, as our remaining Train Operating Companies are nationalised, and to position the business for future growth.”

Mike added: “I am delighted to

© First Rail

© Amey

Amey has appointed Jonathan Goring as executive advisor to help shape the company's next phase of growth.

Leadership change at First Rail

be appointed managing director at an exciting moment of change as we shift from the TOCs and reposition the business for the future.

“My focus will be on continued close collaboration with the DfT on the handover of GWR and WCP, following SWR last year, the growth of our Open Access business, including our new Stirling service, and building on the successful launch of First Rail London.

"It’s a privilege to lead the talented First Rail team, and together we will be actively looking at opportunities to grow the business.”

Alstom names new chief comms officer

Reporting directly to Alstom’s chief executive officer, Martin Sion, she will lead the group's communications function, overseeing corporate, media, internal and digital communications, as well as brand, events, and reputation.

"Cathy brings extensive international experience, strong strategic judgement, and a deep understanding of stakeholder engagement. Her track record in listed companies, combined with her experience supporting industrial businesses through transformation and complex operating environments, will be a valuable asset for Alstom. I am delighted to welcome her to the group," said Martin Sion, chief executive officer at Alstom.

© Alstom

Alstom, global leader in smart and sustainable mobility, has announced the appointment of Cathy Pianon as chief communications officer, effective Thursday 1 October 2026.

Cathy joins Alstom from Groupe SEB, where she currently serves as senior executive vice-president, public affairs and communication, and chief of staff to the chairman.

Previously, she held several senior leadership positions at Euro Disney, including vice-president public affairs, communication and CSR and member of the executive committee. Earlier in her career, she held communications and corporate affairs responsibilities at Vivendi, Vinci, and Bureau Veritas.

Throughout her career, she has developed extensive expertise in corporate and financial communications, crisis management, and company-wide transformation initiatives, helping organisations navigate change, operational challenges and stakeholder expectations in complex industrial and international environments.

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WWW.RAILWAYPEOPLE.COM

RAILSTAFF JULY - AUGUST 2026

© Railway Mission

Railway Mission names new chaplain

Railway Mission has welcomed Emmanuel Egila as its new railway chaplain supporting colleagues across the Southwest Rail network, based out of London Waterloo.

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“Our communications function will play a central ambassadorial role in ensuring GBR Anglia - and our transition to Great British Railways - is a genuine success, and I look forward to working with Alice and her wider communications team as we move forward in this exciting new era for the railway.”

The Railway Industry Association (RIA) has announced the appointment of Simon Scott as its new technical & innovation director.

Scott is a highly experienced senior leader within the UK railway industry and joins RIA to lead its technical and innovation agenda at a pivotal time, as the sector prepares for the establishment of Great British Railways (GBR).

© GBR Anglia

GBR Anglia, which brings together the leadership of c2c, Greater Anglia, and Network Rail Anglia under a single, unified structure, has announced the appointment of Alice Shimali as its new communications director.

Alice’s appointment represents another significant step in GBR Anglia’s transition towards Great British Railways (GBR) and follows the completion of the latest recruitment round for the Senior Leadership Team. Alice took up her new role on 3 August.

Alice, who has spent 10 years in the rail industry, will lead the integrated railway’s communications function, bringing together internal communications, media, public affairs, stakeholder engagement, and customer engagement into a single, joined up approach.

She will be accountable for protecting and enhancing reputation, supporting business priorities, and ensuring clear, consistent communication across a complex and evolving Anglia railway — including the transition to GBR. Rob Mullen, chief customer and commercial officer at GBR Anglia, said: “Alice brings a strong track record of delivering effective communications campaigns and colleague engagement programmes, building trusted relationships, and supporting strategic objectives across the sector.

RIA welcomes Simon Scott

stress, trauma, illness, family concerns, and financial pressures.

Emmanuel will also be available to support railway employees and responders following serious or fatal incidents on the railway.

“I am very grateful for the opportunity to join Railway Mission and to serve the railway community,” said Emmanuel. “I am passionate about pastoral care and about creating a safe, supportive and non-judgemental environment in which people feel able to talk openly.

“I am looking forward to meeting colleagues across the network, listening to their experiences and being alongside them through both the everyday pressures of railway life and the more difficult circumstances they may face.”

New communications chief for GBR Anglia

45

Simon brings a wealth of leadership experience and technical expertise to the role, having spent more than three decades developing technology strategies and championing systems thinking across the rail sector. His career spans both public sector organisations and the commercial supply chain, giving him a unique perspective on the priorities, opportunities, and challenges facing the industry.

Simon said “I am incredibly excited to be joining RIA at such a transformative moment for the UK railway. Having worked across the industry for many years, I know first-hand how vital the supply chain is to the railway’s success, sustainability and efficiency. I have also seen the value that RIA brings through its advocacy and its role in championing a stronger, more dynamic supply sector, having been a member of the Association myself for many years.

“I am now looking forward to working closely with our 480-plus members, as well as government partners and client organisations to help strengthen the industry’s technical maturity, accelerate the adoption of innovation, including data and AI, and ensure that suppliers have a powerful, unified technical voice in shaping GBR as it develops in the months and years ahead.”

SUPPORTED BY

© RIA

Emmanuel succeeds Christopher Henley, who has moved on to a new chaplaincy role supporting people living with dementia on the South Coast.

Railway Mission is grateful for Christopher’s dedicated service

and the care he provided to railway colleagues during his time with the charity.

Emmanuel joins Railway Mission with more than eight years of experience in pastoral counselling, spiritual guidance, and community support. He is a licensed and ordained minister and has also gained valuable experience as a chaplaincy and pastoral care volunteer with Kingston and Richmond NHS Foundation Trust.

In his new role, Emmanuel will regularly visit stations, offices, and other railway workplaces across the network, building trusted relationships with staff at every level. He will provide independent, impartial and confidential pastoral care to colleagues experiencing personal or professional difficulties, including bereavement,

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PEOPLE

RAILSTAFF JULY - AUGUST 2026

High Speed Rail Group strengthens board

project. Combined with 13 years at the Department for Transport, he brings an understanding of both policymaking and project delivery.

Together, Mandy, and Jonathan further strengthen the breadth of expertise

Multidisciplinary consultancy Waterman Group has announced two senior leadership appointments within its UK Consulting business, strengthening its national capability and reinforcing its focus on delivering integrated, client-focused solutions across its core growth markets.

Jonathan Purcell (left), formerly managing director of Building Services – North, has been appointed managing director of strategy and growth, a new role created to help shape and deliver Waterman’s UK growth agenda.

In parallel, Mark Terndrup (right) will expand his role as managing

Garic appoints new sales director

director - south for Building Services, to cover the whole of the UK. Jonathan said: “I am excited to take on this new role at such an important time for Waterman.

We have a real opportunity to build on our collective strengths, deepen our client relationships and position the business for sustainable growth. I look forward to working closely with colleagues across the business to help deliver our shared ambitions.”

Mark commented: “I am pleased to be expanding my role to cover the UK at an important time for our Consulting business. These leadership changes support our wider growth ambitions and give us a valuable opportunity to build on the expertise within our national Building Services teams.

I look forward to working with colleagues across the country to strengthen our service offering, support our clients and contribute to the wider objectives of the business.”

PEOPLE MOVES

represented on the HSRG Board. They will bring valuable strategic and commercial insight as the Group continues to champion rail investment that supports growth, connectivity, skills, jobs, and long term regional and national prosperity.

Garic has appointed Luke Bell as sales director, strengthening its commercial leadership as the business continues to scale both its core offering and Garic+.

Joining the business on 29 June, Luke brings more than 15 years of experience in the hire sector, with a strong track record of building effective sales teams, strengthening rehire performance, and driving sustained growth.

Luke joins Garic after a successful career that includes 13 years at HSS Hire, where he progressed through a range of senior roles, including business development director.

He then spent over two years with Caterpillar as a senior strategy consultant, working across Europe, the Middle East, and Africa to support regional strategy and commercial development.

Commenting on his

WITH THOUSANDS OF JOB OPPORTUNITIES UPDATED DAILY, YOUR NEXT CAREER IS A FINGERTIP AWAY. #OURKINDOFRAILWAYPEOPLE

appointment, Luke said: “Great businesses are built on two things: a team that’s genuinely empowered, and customers who feel the difference. I’m joining with a clear ambition — to foster a culture rooted in trust, collaboration, and continuous improvement, where delivering what matters isn’t the exception, it’s the expectation. I’m excited to help shape what that looks like at Garic.”

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© Garic

Waterman Group expands leadership team

© HSRG

© HSRG

The High Speed Rail Group (HSRG) has announced the appointment of Mandy Duncan, managing director, rail and aviation at Kier Infrastructure, and Jonathan Sharrock, senior account director at Arcadis, to its board of directors.

The appointments come at a pivotal moment for the rail sector, with the Government looking to rail infrastructure investment to drive economic growth, improve productivity, unlock regeneration opportunities, and strengthen connectivity between towns and cities across the UK. Mandy brings extensive leadership experience from across the rail, aviation, water and nuclear sectors. Having worked on some of the UK's most significant infrastructure programmes, she offers a valuable cross sector perspective on delivering major projects efficiently and maximising the long term value of infrastructure investment.

Jonathan leads the Arcadis' work supporting Britain's largest infrastructure

RAILSTAFF JULY - AUGUST 2024

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