RAIL PROFESSIONAL DECEMBER ISSUE 318

Railway 200's Most Ambitious Project

At OPC Assessment, we are more than test publishers; we’re experts in our field with more than 25 years’ experience supporting our global clients in the rail and transport sector, engineering industry and beyond.

Our psychometric tools help to: recruit top-tier talent develop high-performing employees support career-long growth

Hosted on our user-friendly Candela™ platform, clients can explore our extensive range of innovative assessment tools. Guided by our expert psychologists, we can advise on bespoke recruitment solutions tailored to your specific needs.

EDITOR’S NOTE

EDITORIAL

EDITOR

Sam Sherwood-Hale editor@railpro.co.uk

DISPLAY

Jamie Tregarthen sales@railpro.co.uk

RECRUITMENT ADVERTISING recruitment@railpro.co.uk

SUBSCRIPTIONS subscriptions@railpro.co.uk

ADMINISTRATION

Cherie Nugent info@railpro.co.uk

Lisa Etherington admin@railpro.co.uk

DESIGN &

Saczek production@railpro.co.uk

The government's publication of its response to the Railways Bill consultation provides legislative clarity on how Great British Railways will reshape the sector. With 8,453 responses informing the final proposals, the bill establishes GBR as the directing mind for Britain's railways, consolidating functions from at least 17 industry bodies whilst creating a streamlined regulatory framework focused on the Transport Secretary's six objectives: reliable, affordable, efficient, high quality, accessible, and safe. The establishment of Derby as GBR's headquarters, the creation of a powerful Passenger Watchdog built from Transport Focus, and statutory duties to promote rail freight growth signal the government's commitment to delivering fundamental reform.

Coming to this month's issue, Emma Roberts shares insights from delivering Railway 200, the nationwide celebration that brought rail heritage to communities across Britain, whilst Richard Pill reflects on his 40-year campaign for local rail reopenings through the British Regional Transport Association.

Ian Bruce from SYSTRA analyses lessons from the Dartmoor Line's early impact evaluation, revealing how the Restoring Your Railway flagship exceeded demand forecasts by 47 per cent whilst achieving an operating surplus of £0.85 million in 2023/24, delivered ahead of schedule through Network Rail's Project SPEED principles. Jim Steer from Greengauge 21 reveals how a short five-mile connecting line from HS2 to the Birmingham-Derby main line could bring HS2 services to Sheffield and Yorkshire at a fraction of the original Eastern Leg cost, potentially cutting journey times by 30 minutes whilst freeing capacity on the Midland Main Line.

Caitlin Rollison from Centre for Cities argues that rail devolution is the missing link in transport integration, with metro mayors needing statutory powers over local rail to unlock £17 billion in productivity gains. Amish Patel from PwC challenges the sector to focus on delivery capability rather than funding announcements, warning that infrastructure isn't service and delivery doesn't equal value unless organisations prioritise outcomes over optics.

Strategic advisor Cris Beswick tackles rail's innovation challenge head-on, arguing the sector's focus on labs and hackathons represents ‘innovation theatre’ that fails to deliver ROI because organisations haven't addressed the cultural and leadership foundations needed for genuine capability.

I look forward to examining the Railways Bill's implications in detail in the New Year, particularly how the new access framework, funding mechanisms, and devolution arrangements will reshape relationships between operators, infrastructure managers, and local transport authorities. For now, wishing you all a very Merry Christmas and a Happy New Year!

SAM SHERWOOD-HALE EDITOR

(Network Rail, Holyhead Carriage Wash built by Cairn Cross)

Sam Sherwood-Hale spoke to Richard Pill, CEO of the British Regional Transport Association, about his 40-year campaign for local rail reopenings

Rail devolution is the missing link, says Caitlin Rollison of Centre for Cities

Ian Bruce of SYSTRA on Lessons from the Dartmoor Line’s Early Impact Evaluation

Jim Steer of Greenguage 21 reveals how plans for a short connecting line could bring HS2 services to Sheffield and Yorkshire at a fraction of the original cost

Amish Patel, Transport Leader at PwC on making rail investment count and why delivery, capability and data matter more than funding announcements

spoke to Rory Peverell, Senior Business Manager – Rail, UK&I at SEGULA Technologies

RSSB’s Expert Edit

Expert Edit is a new app from the Rail Safety and Standards Board, bringing you essential insights, guidance and expertise.

Each edition features a selection of concise and engaging stories by specialists on a range of subjects from across the Rail industry.

Download the Expert Edit app – the smarter way to stay informed.

43 IN CONVERSATION

Hayley Massey, Business Manager at Railcare Sweden

46 IN CONVERSATION

Jacobus Ferreira, Head of Technical at Tecforce

51 IN CONVERSATION

Steve Carter, QA & Head of Sales at Tecforce

52 EVENT

CIRO Brings Rail Ops Conference to London

54 SAFETY

Network Rail Scotland's community safety programme combines multiple partnerships and initiatives to address railway safety across the country

58 FREIGHT

Sam Sherwood-Hale speaks with Mark Bromley VP, Client Management at Tideworks Technology, about 15 years of innovation in rail terminal operating systems

INTERVIEW

Sam Sherwood-Hale spoke to Adam McCarthy of EPTS Academy about technical training and how online learning is transforming the industry

68 CONSULTING

Strategic advisor Cris Beswick on why rail's innovation challenge isn't about labs and hackathons, it's about building genuine capability through leadership, culture, and measuring what actually matters to passengers

BUSINESS PROFILES

John Fagan, Jonathan Clear, Paul Groves, Rebecca Butler, Hattie James, Lauren Hutton, Ross Pascoe

Norbar is a UK manufacturer of battery, electric, pneumatic and manually operated torque multipliers, wrenches, torque measurement equipment and bespoke torque control solutions specially developed for the rail industry

Contact Norbar and speak to The Voice of Torque Control

VinciWorks and GB Railfreight Win Gold at Learning Technologies Awards

VinciWorks and GB Railfreight win gold at Learning Technologies Awards

Leading compliance eLearning provider, VinciWorks, has won the gold award for the Best use of learning technologies for compliance and risk at the 2025 Learning Technologies Awards, in partnership with the UK’s freight operator, GB Railfreight (GBRf). The win recognises a compliance learning transformation project that increased completion rates from 60 per cent to 100 per cent in just two quarters, delivered measurable improvements in phishing resilience, and reduced duplicate training costs across departments.

GBRf operates in a safety critical, highly regulated environment. Before the partnership, compliance training was fragmented: each department ran its own modules, it was harder to demonstrate compliance with regulators, and spending was duplicated.

VinciWorks worked closely with GBRf to roll out a unified compliance training programme to over 1,400 staff using the VinciWorks Portal and in-browser course editor.

The judges commended the programme for its clear, strong results and real-world risk reduction: ‘This is not simply a compliance exercise but a programme driving measurable risk reduction and organisational resilience.’

Josh Goodhardt, CEO of VinciWorks, commented: ‘We are delighted to have won gold in this year’s Learning Technologies Awards in the compliance and risk category alongside GB Railfreight. These awards are an incredible recognition, and the win is a result of a genuine collaboration between two organisations working as one team, with one goal. This win recognises the power of learning technology to reshape compliance from a burden into a strategic advantage.’

The project illustrates how VinciWorks’ learning technology platform enables regulated organisations to move from reactive to proactive compliance, embedding a culture of risk awareness rather than simply delivering modules.

Amey Secures Appointment to Network Rail’s Wales and Western Ecology Framework

Amey, the leading provider of full life-cycle engineering, operations and decarbonisation solutions for UK infrastructure, has been awarded a place on the Network Rail Wales and Western Ecology Framework for a period of three years. As a supplier on the framework, Amey will deliver the provision of ecology advisory services throughout the rail network in the Wales and West region to help maintain compliance and identify opportunities to contribute to Network Rail’s biodiversity targets by 2035. This will cover a range of ecology-based services, including habitat mapping, protected species surveys and assessments, Biodiversity Net Gain metrics, delivering management plans for invasive and non-native species, and areas of conservation value.

As part of the framework, Amey will be combining its in-house ecology consultancy expertise with its deep understanding of rail infrastructure, including its proactive approach to emergency works, navigating complex bat licensing requirements for bridge repairs, and the consideration of protected species in the event of landslides.

Amey’s digital-led approach to service delivery will be implemented across the framework. This includes the use of high-quality night vision aid equipment to support bat surveys as well as the application of a customised UK Habitat (UKHAB) data collection and mapping tool.

This use of technology ensures greater levels of accuracy and efficiency for classifying and tracking natural habitats. Amey will collaborate with Network Rail on a range

of improvement schemes including climate resilience projects to support its continued commitment to sustainability and Amey’s own nature positive strategy.

Improvement Project on West Highland Line

Network Rail has successfully delivered a £15 million improvement project on the West Highland Line between Crianlarich and Fort William. The investment is part of Network Rail's commitment to the long-term resilience and reliability of the route, helping ensure it connects people and places across the Highlands for years to come.

Over a nine-day closure of the line, engineers worked to deliver a series of critical upgrades, including renewing sections of track, drainage improvements and clearing hazardous vegetation to help protect the line against heavy rainfall and extreme weather conditions.

The project involved targeted track renewals, replacing around 10km of rail and more than 9,000 sleepers. Engineers renewed a railway bridge near Corrour and conducted vegetation management work. Five culverts were renewed to improve drainage and ensure structural stability, while the Feith footbridge was also replaced.

According to Jeremy Spence, Route Delivery Director at Network Rail Scotland, the West Highland Line is a vital transport link for communities and businesses across the Highlands, as well as a world-renowned destination for tourists. The upgrades will help keep services running smoothly and reduce the risk of disruption

on a route exposed to some of the harshest conditions on the rail network.

Delivering the work presented significant challenges, with teams operating in remote, hard-to-reach locations and facing challenging terrain and unpredictable weather throughout the nine-day closure. The commitment and expertise of Network Rail staff ensured the project was completed safely and on time.

Network Rail has thanked passengers and local communities for their patience and understanding while the work took place. The investment will make the line more resilient, helping provide a more reliable railway for everyone who uses it.

The project is one of several multi-million-pound investments to strengthen the rail infrastructure across the Highlands. In June this year, Network Rail delivered an £11.5 million upgrade on the Far North Line, while a £4.5 million project on the Kyle Line was completed last month.

Both projects involved renewing sections of track, some of which dated back almost a century. They aim to deliver smoother journeys, reduce the risk of delays, and extend the lifespan of the rail infrastructure.

East West Rail Announces Updated Design Proposals

East West Railway Company has announced significant updates to its proposed rail line connecting Oxford and Cambridge, with more than 80 design changes made in direct response to public feedback.

The revisions, detailed in a newly published You Said, We Did report, reflect extensive community consultation and detailed technical design work carried out following the company's latest non-statutory consultation at the start of the year, which attracted over 6,200 responses.

Among the most notable additions is a new station at Cambridge East, located near Cambridge City Airport, which has been formally added to the project's scope subject to third-party funding. The station would provide rail access for communities in the east of the city and reduce pressure on Cambridge's main station, creating rail connectivity at every point of the compass around the city.

The Marston Vale Line will see the most dramatic transformation, with the Department for Transport agreeing to consolidate the current nine existing stations into four modern, larger facilities. Many of the existing stations are amongst the least used in the country, with poor accessibility and outdated facilities. The new stations, including one at Stewartby to serve Universal Studios' proposed resort, will benefit from up to five trains per hour during peak times, an increase from the three previously planned.

The design has also been updated to support the government-confirmed

reopening of the Cowley Branch Line, which will release capacity at Oxford station and unlock new local journeys in the city. Meanwhile, the route through Tempsford has been confirmed, with alignment running north of the Black Cat roundabout chosen as the preferred option.

New eastern entrances are proposed for both Cambridge and Bletchley stations to improve accessibility and connectivity with their respective town centres.

David Hughes, CEO of East West Railway Company, said the updates reflect the company's commitment to listening to communities while designing a railway that delivers long-term benefits for the region.

Public engagement will continue in the new year with localised events, followed by another consultation in spring or summer before the company finalises its Development Consent Order application.

ORR Authorises New Platform at Ynyswen Station

The Office of Rail and Road (ORR) has authorised significant upgrades to Ynyswen railway station in South Wales, which form part of the Core Valley Lines (CVL) transformation project. They will improve service capacity, accessibility, and deliver a more sustainable and efficient transport network for local communities.

The upgrades include a new second platform which will support more train services. Also featured are a new waiting shelter, an emergency fire refuge, and further upgrades which will support extension of the existing platform in future.

A new, accessible footbridge connects the existing and new platforms with steps and lift access, and the existing platform has been upgraded to provide modern platform edge tactile paving along its full length.

ORR’s authorisation is a key milestone in getting new, upgraded, or renewed infrastructure, such as at Ynyswen railway station,

ready to open. It also confirms that standards on areas like health and safety, accessibility, environmental protection, reliability and availability have been met.

ORR has worked closely with Transport for Wales and its contractors, and the wider project team through the authorisation process, ensuring that important checks and surveys were carried out.

Steve Fletcher, Deputy Director, Engineering and Asset Management at ORR, said: ‘This is an important step for improving rail connectivity in and around Ynyswen, and we look forward to seeing the upgrades open for passengers soon. We’re pleased to have played our part in getting Ynyswen station ready to open. Our team worked closely with Transport for Wales to support them through the authorisation process, just as we do for new trains and infrastructure across the country.’

King Charles Opens £100

Million

South Wales Metro Depot

King Charles has officially opened the £100 million Taff's Well depot, marking a significant milestone in the transformation of South Wales' transport infrastructure and the region's economic regeneration. The five-hectare facility, dubbed locally as ‘The Walnut Tree’ depot, will provide over 400 jobs and serve as the home base for a fleet of 36 brand-new tram-trains set to enter service from spring 2026. The site comprises a modern train depot, stabling facilities and an Integrated Control Centre managing signalling across the Core Valley Lines.

The depot represents a crucial element of Transport for Wales' ambitious South Wales Metro project, one of Wales' largest infrastructure initiatives with a total investment of £1 billion to upgrade the Core Valley Lines. The project has already

electrified over 170 kilometres of railway, introducing electric trains to the South Wales Valley lines for the first time last year.

First Minister Eluned Morgan emphasised that improving transport remains a top priority for the Welsh Government. ‘Better services, brand-new trains and pay-as-you-go ticketing have transformed travel for passengers’ she said, noting that the depot forms part of essential infrastructure that will make a significant difference to people's daily lives.

The South Wales Metro, recently dubbed the ‘Welsh Tube’, aims to connect some of Europe's most deprived communities to Cardiff and beyond, improving access to employment, leisure and health centres whilst boosting the economic potential of the South Wales Valleys.

Transport for Wales has already achieved a notable first, becoming the first heavy rail operator outside London to launch pay-asyou-go ticketing, which has enabled over 1.8 million journeys across 95 stations.

Construction of the depot began in January 2020 on the former Forgemasters site, following extensive demolition and remediation work. The facility includes an Integrated Control Centre, completed in 2023, which houses over 50 staff working around the clock to manage the network.

King Charles met with staff at the depot and took a journey in the driver’s cab on one of the new tram-trains, with children from three local schools and community representatives invited to join the celebrations.

Customers Inspire New Product Range

Snap-on Industrial held its third annual INSIGHT event at the Red Bull Technology Campus, previewing new products that have been developed in direct response to feedback gathered at previous Insight events. Snap-on Industrial has been in partnership with Red Bull Powertrains for the last four years, making the prestigious MK-7 event space a natural choice for this day-long event. Invited guests from the military, rail, aviation, and energy industries came together to take part in interactive product demonstrations, tour the Red Bull factory, and hear from their cross-industry peers during two in-depth panel discussions.

Celebrating its 105th anniversary this year, Snap-on Industrial has earned a reputation for relentless innovation. The company now has more than 4,300 live patents and is passionate about forging close relationships with its customers, gathering valuable insights from these interactions so it can continue to create new tools and industrial solutions that meet the needs of engineers today and tomorrow.

Richard Packham, Director – UK & Europe for Snap-on Industrial, said: ‘Now in its third year, our annual INSIGHT Event has become a highlight of our calendar, providing a unique opportunity to spend time with our customers, showcase our current and upcoming product range, and gather feedback that will shape our products and solutions as we move forward. There’s nothing more rewarding than being able to share our new prototypes with the people who inspired their creation; several of the products being previewed today have been developed on the back of questions and comments we received at last year’s event.’

Torque Control

Launched on 1 October 2025, the Control Tech+™ Electronic Torque Wrenches represent the next generation of digital torque wrenches. Reflecting the shift towards digital being seen across the torque industry, Snap-on Industrial’s expanded product range means there’s now a solution for every client, no matter their scope or scale.

Engineered with the aerospace and natural resources industries in mind, the Control Tech+™ Electronic Torque Wrenches are Bluetooth enabled for easy monitoring and reporting; runs on rechargeable batteries; and has earned an IP64 rating thanks to being virtually waterproof as well as dust and gas resistant.

Making their debut at INSIGHT 2025, two power tool prototypes and two new drills were previewed at the event, with guests encouraged to get hands-on and try the new technology for themselves. The industrial drill has been crafted based on customer feedback. It is robust; is designed

so that engineers can reduce repetitive strain injuries by keeping their wrist and arm in-line; and can achieve speeds of up to 6000 rpm. Accuracy is enhanced by limiting the drill to ten per cent speed at start while the higher rpm available means users can work more efficiently, drilling more holes per battery charge.

The upgraded 14V angle or collet drill is ideal for use in tight spaces, especially for those working in aviation, thanks to the flexible angles that can be achieved. It can now also reach higher speeds, be adapted with interchangeable heads, and has a larger battery size that takes just one hour to fully charge.

Early prototypes still in development included a new rivet shaver and temporary fastener tool. Both were tested by the guests and the feedback provided will shape their continued development ahead of next year’s event.

Ever since Snap-on Industrial pioneered the idea of taking five handles of different configurations and ten sockets of varying dimensions and fashioning them to ‘Snapon’ to one another interchangeably, it has been known for its inventive and practical approach to hand tool development.

Intelligently designed to be in tune with an engineer’s instincts, each tool has a distinctive ridging to improve grip, provide a consistent user experience, and limit the

amount of force required. Its pliers are the perfect example with a serration talon grip that offers 57 per cent more pulling power when clamping compared to its closest competitors.

Empowering organisations to have complete visibility of their tool inventory, Automated Tool Control, a subset of the Level5 program of Tool Control, has empowered organisations to have complete visibility of their tool inventory for the past 15 years. Subject to continuous development and improvements, this dynamic system allows users to unlock the power of data and move at the speed of work.

The L5 Connect customisable software is secure, intuitive, and built to address everyday issues, using cameras, RFID tags, and barcodes to track when tools are removed and returned and when they require repair or calibration.

These insights flow into downloadable reports that can help organisations ensure their tool inventory is fit for purpose, have a full audit trail of each tool if they go missing or are damaged, and restrict access to authorised users.

L5 Connect is compatible with the Level5 Tool Control series; ATC Box, ATC Locker, ATC Portal, and the ATC FlexHub, an asset management storage solution for items in varied sizes developed based on feedback received at the first INSIGHT event in 2023.

Emma Roberts Programme Manager for Railway 200

2025 marks the 200th anniversary of the modern railway, inspired by the opening of the Stockton and Darlington Railway in 1825, a journey that changed the world forever. Under the banner of Railway 200, nationwide celebrations are taking place throughout the year, showcasing how the railway shaped Britain and the world and how its pioneering pedigree continues today and is shaping tomorrow. Railway 200 encourages everyone to join in this once-in-a-generation opportunity, whether that’s by displaying the Railway 200 logo, organising events and activities, running competitions, or sharing rail stories.

Sam Sherwood-Hale spoke to Emma Roberts about delivering a nationwide celebration on rails, building partnerships without prescriptive mandates, and creating meaningful interventions that inspire the next generation of railway workers

SSH: Emma, we're now in November 2025, with just a month left of the main anniversary year. Are you in that reflective space now, or are you still very much focused on the final activities?

EM: So far it's been a phenomenal response to Railway 200. When I began working on the campaign back in January 2022, it was about sketching out what we could do to meaningfully celebrate the anniversary with lasting legacy. We put together a long list of ideas and cracked on with stakeholder engagement.

What we've seen come to fruition this year is more than 5,000 events and activities all across the country. It's more than we would have expected or hoped for. We built the national brand, the website, and the tools and frameworks for partners to get involved. Of course, we have Inspiration, the travelling exhibition train but we didn't have a real sense of how partner activity would unfold.

What's been really amazing are the early adopters. Alstom, for instance, saw the potential and announced the Greatest Gathering, which gave real momentum to the anniversary year. Then other train operating companies and manufacturers like Hitachi came forward and grasped the opportunity. These events went beyond rail, which was an ambition of Railway 200: to reach new audiences and connect with people who hadn't thought about railways' wider impact.

It's been a fantastic year. We've achieved all that we'd hoped and more. That sense of pride within the industry was really important to foster. But there's still more to come—Inspiration runs until June next year.

SSH: That snowball effect of partners. How did that expansion change what you ultimately wanted to deliver? In terms of your perception of the size of the project, how did having these partners do so much more than expected change things?

EM: At the beginning, the scale of ambition was quite large, but we were a very small team. We put our faith in the partnership model. At the start, I thought if we had 100 events on our interactive map covering England, Scotland and Wales, that would feel like a year-long programme. I wondered how we'd make a year-long celebration work. Then partners really started seizing the opportunity. The Community Rail Network put on hundreds of events with all the

Community Rail Partnerships. The scale of their community engagement and local storytelling has been wonderful. Everyone wanted to contribute. We said, ‘This is a chance to be a history maker. In 50 years' time, people will look back at what we did to celebrate the 200-year anniversary, and you can be part of that.’ By not being prescriptive, by letting people use the logo for non-commercial purposes, we gave some consistency. We helped boost the national profile, then partners used that themselves. By having themes that resonated, we made it as easy as possible for them to get involved. We were asking them, not telling them. We were inviting them to come together and celebrate, and they did.

SSH: Were there any surprises in terms of what people suggested?

EM: The big surprise was the exhibition train. In the early days, I spoke to lots of different people from across the spectrum. Everyone said: ‘We want the legacy to be about young people knowing more about careers in rail, addressing workforce challenges, we've always wanted to do a STEM train. Can we do a STEM train?’ It was a great idea, but where do I start? It was the craziest idea, really. But there'd never been any real driver for that amount of work to create something like this. So it was the right opportunity for a big idea that had never been delivered, plus we had the support of the industry. The appetite and openness that the anniversary year created enabled the exhibition train to happen. It was a lot of hard work and very complex, but now it's out on the network.

SSH: Inspiration is touring 60 different stops across England, Scotland and Wales. What was involved in scheduling around living networks and their schedules?

EM: There were a number of different considerations. Putting the design, build and refit to one side, we had to get buyin from the rail industry to deliver this collaboratively. We spoke about this very early on, sharing the designs, inviting involvement, because we needed support to take it to stations not owned or managed by Network Rail. We'd created this collaborative space, and there was huge appetite. It's a lot of work and complex, but everyone was open because they could see the benefit. To make sure the train delivered a high quality, interactive and engaging visitor experience, we needed to work with a partner who had

‘I thought if we had 100 events on our interactive map covering England, Scotland and Wales, that would feel like a year-long programme. What we've seen come to fruition this year is more than 5,000 events and activities all across the country.’

the right expertise. The National Railway Museum were early supporters of Railway 200 and together we developed the creative vision for the four carriages, including a careers carriage and a partner space for local storytelling. This approach meant we were able to create a great product that we could take to local partners, and they could then create their own Railway 200 event around it. So whilst it was a lot of work, we were delivering them an attraction to celebrate themselves and engage visitors and the general public.

SSH: You touched on creating this energy and this mood. Do you think that's the secret to large event planning? Is being open the answer to pulling off a very largescale complex project?

EM: It's about being open and collaborative and allowing partners to make things their own. There are some things that have to be done a certain way with the train, but they had freedom to decide how they wanted to do the event around it. Some chose opening ceremonies inviting local dignitaries, school children and media. It was lovely to see every event where people made it their own with the train as the common theme.

The train wasn't about one railway company or one project. It was very inclusive. In the early days, people were sceptical. We didn't have a mandate to tell people what to do. We were inviting them to get involved. But those early adopters got it.

We explained it like the Jubilee – a big national celebration, but very much about local people celebrating in their own way. By making it not prescriptive, we didn't need to sign off everything. These are the themes, here's a toolkit, here's our brand. Let's all come together to make this bigger than the sum of all its parts.

It started coming together in 2024 during engagement and planning. I must have done about 750 meetings and presentations, really selling it, never stopping, always being passionate, engaged, accessible and open. You create that feeling where everyone wants to join in.

The moment it really came together was the whistle up on January 1 this year, I saw almost 200 locomotives blowing their horns. It was the biggest mass participation heritage event ever. When we edited the footage together, I thought: ‘I think we might actually do this. I think we've got enough support now.’

SSH: Was this idea of being open and not being too prescriptive baked into the initial concept right from the start?

EM: Absolutely. We didn't think it would work otherwise, because it's a 200-year story. We need multiple storytellers. By having our four themes, we helped people focus. For instance on education and skills, so they could elevate what they were doing in the career space. Looking at innovation, technology and environment was important, because the message from the outset was: ‘We don't want to make this all about the past.’

The past is important. People connect with the past and nostalgia, and if you want that feel-good emotional response, the past is powerful. So I had to juggle the industry wanting it about the future, while saying: ‘Absolutely, because this is a 200-year story of progress and innovation. Look where we started and look where we've got to.’

That past, present and future helped tell the journey of innovation, which is effectively what the railways have done. It allowed us to keep the nostalgia but also move forward to the future and what's next. It was so simple it didn't need to shift much.

SSH: That feeling of nostalgia is particularly powerful when what you're remembering is still relevant to you. The big narrative here seems to be that all these people who came together feel like the railways are as relevant to them now as they've always been. You mentioned GBR before. How does that fit into this idea of track and train together and the whole national sense?

EM: Back in 2022, we thought wouldn't it have been amazing if GBR stood up in the anniversary year. But things didn't happen like that. So our role became about raising the profile and building positivity and appreciation about rail and its transformative impact. It became a bridging narrative. We filled that space with the anniversary year, celebrating and getting people appreciating the railways more.

I was looking back at coverage and opinion pieces from around September, as well as all the great documentaries we managed to instigate. There really was that conversation about the value of rail and the impact it's had on the country. Those stories about how it's been transformative to how we live our lives, where people now

live, what people now eat, how we tell the time – all these stories that had never really had airtime before, we managed to do that. I hope that's helped build a more positive profile for rail.

SSH: In terms of legacy, you mentioned the stories and qualitative data, but I'm guessing there's lots of demographic data as well. How are you storing all of that?

EM: We're talking to Network Rail Archives to archive materials so they're there for everyone to access. Our interactive timeline, which we believe is unique, can be given as a gift to other organisations. We developed career resources for the exhibition train that other people can use. We're looking through everything we've done and collected, then sharing with partners or putting in the relevant archives.

At the beginning, I went to Kew, the National Archives, and they got out all the papers relating to the Stockton and Darlington Railway from the 150th anniversary in 1975. It's nice to think what we've done now becomes part of Britain, part of our history. That's what was powerful for people, they wanted to be part of the history books eventually.

SSH: That's brilliant because it makes it less of a one-off event and more part of this very long history with so many stories going back and forward.

EM: Other anniversaries overseas will follow. We went first with 200 years, but there are many more to come. The next significant one for the UK is Liverpool to Manchester in 2030, the opening of the first intercity railway. We've been talking closely with them, sharing what we've been doing and helping them in their early stages.

I've spoken to international railways approaching their 200 years. They've been looking at what we've been doing and think it's a great approach. I've even heard they're keen to have their own exhibition train. In terms of legacy, it's not just what we created for the history books – it's the way we did it, helping show how more countries can celebrate a 200-year anniversary.

SSH: We're entering that time now where 200 years ago is where a lot of this industry was first beginning. Obviously in Britain there's lots of things we did first, but very soon after it spread all around the world.

EM: There's another legacy that was unexpected but hoped for. We talked about bringing track and train together, but we always wanted to support heritage railways. They're very important, not only for the tourist and visitor economy, but also where young people get inspired about railways.

We've helped forge closer relations with heritage railways and the operational railway. As a result, there have been several

new agreements with heritage railways and the local Network Rail or train operating companies. They have collaboration agreements where they start sharing facilities and resources. It's much easier for them to work together because heritage railways are a great place for training, safe spaces where people can learn signalling or driving a train. They're keen to nurture young talent.

What's been great to see is people realising that heritage railways have value and the mainline railway can give a lot to heritage railways as well. I always wanted to create these new partnerships that would live on, bringing people together who hadn't worked together before.

SSH: Is that more popular now given that newer generations are more comfortable changing jobs? There's not this locked-in single company that you'd work for, and lots of these skills are transferable.

EM: Someone said to me at the very beginning, lots of people start on the little railways. You might be volunteering at your local heritage railway and then graduate to the big railway, which is the mainline railway. It is a fantastic feeder, really. If the industry works more closely with heritage railways a lot earlier on, I think that could be more impactful.

SSH: In terms of embedding this skill development and workforce development into celebrations, I saw events targeting girls and women in rail, like the Colas Rail open day. How did those events come about?

EM: The numbers of women in the industry is getting better, but at 17 per cent of the workforce, according to NSAR, it's not where it should be. This was a chance for Railway 200 to try and reach new audiences. So we have seen career days specifically aimed at women and young girls. A part of the year I’m really proud of is our Girl Guide badge for Railway 200 from the fantastic Community Rail Partnership up in the North East. Actually, any Girl Guide across the world can do it because it's an online system for all local guide groups.

That was really important. They've based the whole railway challenge around the Railway 200 themes with a focus on STEM skills as well. So young girls could learn about the history, learn about environment, learn about technology, and maybe then consider later on a career in rail.

The National Skills Academy for Rail talk about meaningful interventions. If you're going to get a child inspired, you've got to have this meaningful intervention. For me, Railway 200 and the exhibition train is our memorable, meaningful intervention. Hopefully by the end of the programme, tens of thousands of children will have come, perhaps for the first time, to a train station or even on a train, and have

something in their heads that creates sparks and leaves positive memories’.

Through their journey they learn about roles they perhaps didn't think were on the railway. They'd think you're just a train driver or you collect tickets – the obvious roles. But we look at the hidden roles: environmentalist, drone pilot, project manager, railway teacher for safety in the community. It sparks ideas.

What we've seen from surveys with children is that quite a lot hadn't really thought about the railways as a career. It's not up there with tech, multimedia and more aspirational careers. But after they've been on the train, that percentage changes. They say they'd be more likely now to think about a career in rail. And importantly, they'd like to know more. That allows the partners involved to go back into those schools and continue that intervention.

The kids have said: ‘This is fun, this is exciting, this is the best experience ever’, which they probably didn't expect by going to see a train. Hopefully somewhere, if we can have some of those future generations coming to the railways because of what we did, that would be the icing on the cake.

SSH: I love the way you describe that, the interventions, this idea that it's a moment as much as an event, a characterforming moment for young people seeing this for the first time. They're not being overwhelmed by this huge monolith of 200 years and everything. It's all these little stories and points that you're coming up with. What's going to be happening between now and June?

EM: The majority of that will be the exhibition train continuing its journey. The very important shift now is to schools engagement. We are planning a few events to close out the year and our partners will be looking at how, as an organisation, they got involved and celebrating their Railway 200 year highlights.

‘It's nice to think what we've done now becomes part of Britain, part of our history. That's what was powerful for people, they wanted to be part of the history books eventually.’

We're looking at creating a time capsule in December. Plans are still being formed at the moment, but we're looking at a fitting and symbolic way to end the anniversary year and really celebrate and reflect everything that happened.

SSH: If another country or another sector wanted to do something similar for a major anniversary, what would you say would be the top lessons learned that you'd share about doing a campaign at this scale?

EM: It's interesting you ask because we spoke to the RNLI before we started—their 200th was the year before us. We chatted to the NHS and Transport for London as well. We went to other anniversary years to learn from them.

My recommendation would be to start early and don't underestimate the time it takes to get buy-in and recruit a big partnership network. Keep the momentum, be accessible, be open, have regular forums and updates. Share what your plans are so people can start to feel it. For a long time it doesn't feel tangible when you're talking about something a year out. People think they have loads of time, but you don't really.

Make it easy for partners to get involved. Have the right tools and materials so they can localise and personalise it. Have clear instructions – people want to pick something up quickly and roll it out.

‘By not being prescriptive, by letting people use the logo for non-commercial purposes, we gave some consistency. We helped boost the national profile, then partners used that themselves.’

But most of all, make it really relevant by identifying themes that, from early research, the industry really cared about. It made it easy for them to get involved because it fitted with what they were doing already. They could layer in Railway 200 into existing activity, which elevated it. It wasn't about creating tonnes more work. It was about being clever about how you use the anniversary year to elevate what you were already doing.

SSH: What was your most rewarding moment of this campaign for you personally?

EM: There have been so many, but it must have been standing on Platform 1 at Paddington when the exhibition train rolled in to launch. That was the coming together of a huge amount of work. It was our biggest activity. There was so much work, so many long hours, pouring over designs. I remember having to buy the carriages and how overwhelmed that made me feel at the time. How are we going to do this? We've got to start somewhere. That moment meant so much. We'd actually been able to achieve something that's really fantastic and that tens of thousands of people are going to enjoy.

Nominations for the Women in Rail Awards 2026 are Now Open

Rail employees are encouraged to submit their nominations for the 13 categories at the 2026 Women in Rail Awards

These categories recognise and showcase the significant contributions of individuals and companies, large and small, to improving gender balance, equity, diversity, and inclusion (EDI) in the UK railway industry.

This year’s awards include the introduction of a brand-new category, which highlights the ongoing efforts of Network Groups that support and influence the industry – The Best Networking Group Award.

Marie Daly, Women in Rail Chair, said: ‘We are delighted to announce the categories for the Women in Rail Awards 2026. Women in Rail openly encourage nominations from across the industry, which continues to be reflected in the award categories we offer, aligned with our Strategic Business Plan.

‘The Women in Rail team and I eagerly anticipate celebrating the remarkable individuals, teams, and companies that drive our industry forward at our prestigious gala event in May.’

The Women in Rail awards are a vital celebration of the incredible talent, dedication and collaboration driving our industry forward. By recognising and showcasing the outstanding achievements of individuals and teams, we not only celebrate access but also inspire the next generation to see a future for themselves in rail.

The more we highlight the positive impact of women and their allies across the sector, the more inclusive our industry becomes. I’d encourage everyone to get involved and nominate because together we can support to attract, support and retain the brilliant people who make rail such an exciting place to be.

Marie Daly, Women in Rail Chair

The deadline for nominations is Friday, 30 January 2026. For full criteria information, please visit the Women in Rail Awards website.

Initial judging will focus on the 700word nomination. Additional supporting information, limited to two A4 pages, will be used when deciding the winner from the shortlisted nominees.

The winners of the Women in Rail Awards 2026 will be announced at a gala awards dinner taking place on the evening of Wednesday, 13 May at the historic Roundhouse in Camden, London.

The Awards bring together a broad cross-section of the rail sector, including key stakeholders and decision-makers, infrastructure providers, operators,

For more information about WR visit https://womeninrail.org/awards

manufacturers, rolling stock companies, technical consultants, and suppliers, among others. The event stands as a powerful tribute to the mission and values of the Women in Rail charity.

All members of the rail community are encouraged to submit nominations and show their support for the Women in Rail agenda by highlighting the individuals and companies driving positive change, in line with the goals of the joint WR/RIA EDI Charter.

For more information on the 2026 Women in Rail Awards, including how to secure a table or explore sponsorship opportunities, please visit the Women in Rail website:

https://womeninrail.org/awards

by Chris Cheek

Spring Sun Shines on the Railways

The pace of growth in demand for rail travel picked up in the spring sunshine, as passenger numbers were more than seven per cent up on the same quarter in 2024

The total including the Elizabeth Line reached a new all-time record for the April-June period, at 451 million. The previous record was set in 2019, at 435.2 million. Non Elizabeth Line passenger numbers were 7.3 per cent higher than the same quarter in 2024, reaching another new postCovid high.

Overall, demand rose to 3.6 per cent ahead of pre-Covid levels, according to National Rail Trends statistics, published by the Office of Rail and Road (ORR). However, without the Elizabeth Line, the recovery was limited to 91.8 per cent.

The provisional figures cover the first quarter of fiscal year 2025/26, finishing at the end of June: across the network, 451 million passenger journeys were made during the twelve-week period, up from 420.1 million in 2024. Between them, they covered 17.1 billion passenger kilometres, 3.9 per cent up, and paid a total of £3,100m in fares, 9.8 per cent more than in 2024. This was the highest quarterly figure ever recorded.

Looking at demand by ticket type, advance tickets were up by 14.5 per cent, taking sales 69.7 per cent higher than before the pandemic. Anytime peak and off-peak tickets were up by 8.3 and 5.0 per cent respectively, leaving them 21.7 per cent and 37.7 per cent ahead of the pre-Covid figure. Season ticket holders made 6.0 per cent more journeys than last year, but the 55 million total remained 61.2 per cent below the 2019 figure.

Aside from the Elizabeth Line, services in London and the South East moved ahead by 6.5 per cent during the quarter, but this was once again the slowest growing sector.

‘LNER's patronage figure is no less than 30 per cent ahead of its pre-Covid peak’

whilst EMR grew by 5.9 per cent. Avanti West Coast saw 6.2 per cent growth, whilst Caledonian Sleeper achieved 3.6 per cent. Amongst the regional franchises, total patronage was 9.0 per cent up on 2024, coming to within 3.7 per cent of 2019 levels. Amongst individual TOCs, Northern led the pack, with growth of 13.0 per cent. Close behind came TransPennine, advancing by 12.9 per cent, whilst TfW saw growth of 9.0 per cent. Merseyrail’s patronage was up by 6.0 per cent, whilst ScotRail saw a second successive increase of 2.2 per cent.

Amongst the non-franchised operators, Arriva’s Grand Central operation reversed a previous fall, powering ahead by 12 per cent in the quarter, 37.7 per cent above 2018/19. Lumo also bounced back after a small fall, growing by 5.3 per cent. Hull Trains saw growth of 3.3 per cent, reaching 43.0 per cent above pre-Covid levels. Competition from the Elizabeth Line still affected Heathrow Express. Patronage grew by 4.4 per cent on the quarter, partially reversing earlier declines. This left patronage on the premium route 28.4 per cent down on 2018/19, despite record passenger levels at the airport itself.

Rolling year figures

Between them, the operators carried 252.3 million passengers in the twelve weeks, 12.4 per cent below 2018/19. Amongst individual operators, West Midlands Trains saw the fastest growth at 12.9 per cent, followed by c2c on 11.5 per cent and Chiltern on 8.2 per cent.

The Elizabeth Line carried 63.4 million passengers in its twelfth full quarter of operation, 7.4 per cent up in the year, meaning that the line accounted for 14.1 per cent of the national network’s patronage in the April to June quarter, second only to GTR’s 17.3 per cent.

The long-distance InterCity sector saw demand increase by 9.1 per cent compared with 2024, taking passenger numbers to 38.5 million, 6.4 per cent above 2019 levels. The passenger kilometre figure was 5.1 per cent ahead, leaving it 2.0 per cent short of pre-pandemic levels. Revenue on the InterCity services moved up 7.9 per cent (4.3 per cent after inflation), but remained 15.6 per cent down on 2018/19 in real terms. Cross Country saw the largest growth, at 15.2 per cent, followed by LNER on 13.8 per cent. Great Western grew by 8.2 per cent,

The national totals for the twelve months ended 30 June show growth of 7.3 per cent compared with 2023/24, 7.1 per cent excluding the Elizabeth Line. Compared with the last pre-Covid year of 2018/19, the figure was just 0.2 per cent lower at 1.76 billion. However, excluding the Elizabeth Line, passenger numbers remained 11.6 per cent short of the 2018/19 figure. Passenger kilometres travelled were 7.2 per cent higher at 64.2 billion, whilst passenger revenue grew by 10.9 per cent to £11.5 billion. Adjusted for inflation, revenue was eight per cent up on the year, but remained 12.7 per cent below pre-pandemic earnings.

As in previous quarters, performance varied between the sectors. Patronage on the InterCity routes was 9.1 per cent up on the year, and moved past the 2018/19 total by 4.2 per cent, despite a real terms shortfall in revenue of 16.9 per cent. Regional networks saw growth of 9.0 per cent on the year but remained 6.1 per cent short of full recovery. Passenger journeys in London and South East excluding the Elizabeth Line saw the slowest growth at 6.2 per cent, leaving the commuter lines 15.5 per cent below 2019 levels.

Comment

Though the sun shone brightly, there were precious few reasons to be cheerful during the quarter, with Trump’s tariffs destabilising the world economy, a new war in the Middle East, and increases in inflation as the increase in Employers’ NI took effect, and GDP growth slowed.

All of which makes the growth in rail patronage all the more remarkable. It was country-wide, too, with all TOCs recording an increase. Overall, franchised operations

‘Figures like these take us back to the days in the last decade when the railway was carrying more people than at any time since the early 1920s’

13 per cent, and a total 23.2 per cent ahead of its previous high in 2018/19.

Over on the Midland route to Sheffield and Nottingham, EMR’s quarterly growth was less spectacular, at 5.9 per cent, but the total was more than 22.1 per cent higher than the same quarter in 2019. The annual growth achieved was 8.6 per cent, exceeding the annual pre-pandemic total by 20.8 per cent.

The other long distance operators remained short of full recovery in 2024/25, Avanti West Coast by 10.4 per cent, Cross Country by 4.3 per cent, despite its impressive 15.4 per cent growth in the year to 30 June. Great Western moved to within 8.9 per cent – though the 2018/19 figure included a share of suburban traffic later transferred to the Elizabeth Line.

NEWS IN BRIEF

RAIL'S RETURN-TO-OFFICE

saw growth of 8.1 per cent, TfL concessions 5.2 per cent and open access 5.8 per cent.

As in previous periods, the distinction between the TOCs that traditionally relied on commuters, such as Merseyrail and those in London and the South East, and the rest of the network is becoming clearer.

There has been progress, though. During the quarter, only two operators remained more than 20 per cent below their prepandemic patronage – Merseyrail (28.5 per cent) and South Eastern (21.0). Three others moved below the 20 per cent line: South Western (18.8), c2c (18.5) and Chiltern (17.4). The only other operator to have a double-digit shortfall was Caledonian Sleeper (16.9 per cent). Meanwhile, the Elizabeth Line continues to power ahead, growing by 8.3 per cent during the year to 30 June, carrying a total of 247.6 million passengers, well ahead of forecast.

The contrast with the long distance market is stark. The sector was ahead of its 2018/19 patronage for the second successive quarter – mainly driven by the operators on the East Coast and Midland Main Lines, LNER and EMR. LNER maintained its impressive growth record with 13.8 per cent, powering it to a patronage figure no less than 30 per cent ahead of its pre-Covid peak. The figures for the year also show growth of

Once again, though, the problem remains revenue. The best example is the InterCity sector, where patronage might be more than four per cent above pre-Covid levels, but revenue remained 5.7 per cent behind after adjustment for inflation.

Across the whole network, real revenue yields per passenger kilometre are 10.3 per cent down overall, with all ticket types showing a decline, ranging from 12.1 per cent on advance tickets to 3.9 per cent on remaining season ticket sales. The position on advance tickets is particularly surprising given the flexibility to adjust these ticket prices in response to shifts in demand –of which there is no shortage, given the 73.5 per cent increase in the number of passengers using them since 2018/19. This is surely one area where better yield management and greater commercial freedom could make a real difference; driving fares income up will be a key task for the new GBR management if their demands on the Treasury for subsidy are to be reduced.

Figures like these take us back to the days in the last decade when the railway was carrying more people than at any time since the early 1920s in the aftermath of the First World War. It all seems a long way from the dark days of 2020 and 2021. Long may it continue.

Publicly-owned operators LNER, Northern and TransPennine Express report a ten per cent year-on-year rise in season ticket sales, with Northern's longest-duration tickets up 14 per cent and TransPennine's flexi seasons jumping 81 per cent as hybrid working patterns stabilise. Southeastern reports 64 per cent of smartcard commuters now travelling four days weekly, whilst c2c's contactless pay-as-you-go launch generated 60,000 additional taps per week. Greater Anglia recorded 12.8 million season ticket journeys in 2024-25, with flexible seasons up 16.5 per cent.

UNTAPPED POTENTIAL IN EVENING ECONOMY

Aston University research into the West Midlands night-time economy reveals untapped potential: 40 per cent of audiences use public transport to reach evening cultural events, but only 18 per cent can use it for return journeys. Dr Patrycja Rozbicka's study demonstrates how inadequate late-night services force single-occupancy car use that undermines Clean Air Zone objectives whilst creating recruitment challenges for venues where staff cannot reliably get home after 23:00. With train services becoming unreliable after 22:00 and inter-city connections leaving smaller towns isolated from cultural engagement, the research suggests rail operators missing substantial revenue from an evening economy that brings increasing visitors to world-class attractions.

of the UK’s most experienced business intelligence services on passenger transport, offering comment, analysis and understanding since 1991. Articles, company reports and statistics on bus, rail and rapid transit systems in the UK. Visit our web site to read our articles or buy our reports. Read our blog or ask us for bespoke analysis.

LAYING DOWN THE LAW

by Martin Fleetwood

Having an Input into the Railways Bill

The fifth of November is synonymous with the Houses of Parliament, but for 2025 instead of Guy Fawkes trying to dismantle Parliament, the Secretary of State for Transport was looking to introducing legislation which will dismantle the existing ways of operating trains in Great Britain

Carrying on the reforms of bringing passenger franchises into public ownership, the Railways Bill 2025 sets the framework for establishing Great British Railways (GBR) to bring together most passenger trains services and nearly all of Great Britain’s railway infrastructure into a single body.

Already many column inches have been written regarding the pros and cons of public ownership of the railways and how the establishment of GBR and the changing roles of other industry bodies, such as the Office of Rail and Road through the Railways Bill are a good thing. However, the text of the Railways Bill 2025 is unlikely to be the definitive text that becomes law in 2026. It is merely the starting point of the final phase of the process and there are a number of opportunities for the rail industry to have an influence on the outcome of the text which will form the Railways Act 2026.

Getting to the Bill

The bringing of passenger franchises back into public ownership and a wholesale reorganisation of Great Britain’s railways was a manifesto pledge of the Labour Party, so a significant part of the Railways Bill is not unexpected. There are, however, a limited number of slots within a parliamentary session to discuss new Bills and each government department that wishes to introduce new primary legislation needs to submit a bid to the Parliamentary Business and Legislation Committee of the Cabinet (PBL Committee) for the relevant parliamentary year.

As a significant manifesto commitment, the Railways Bill has a strong case for a parliamentary slot. Once approved by the PBL Committee, the policy officers and lawyers within the Department for Transport would be charged with producing the initial draft of the Bill in conjunction with the Office of the Parliamentary Counsel (OPC). It is the OPC which actually drafts the Bill, but there would have been input from the lawyers to the Department for Transport. In a Bill which affects devolved administrations (transport is devolved to both Scotland and Wales) additional input is likely to have been required from the Scottish Parliament and Senedd Cymru.

As well as the Bill, there is normally a set of explanatory notes which accompanies the Bill and these both need to be reviewed by the PBL Committee along with certain other notes, such as an assessment of the relationship between the Bill and the European Convention on Human Rights, before the PBL Committee gives its agreement for the Bill to be published. The Government also needs to decide which House the Bill should begin in. By convention, bills of major constitutional importance start in the House of Commons, so it is no surprise that the Railways Bill was started here.

Input into the Bill

While there is the explanatory note, and statements have been made about the Railways Bill by the Department for Transport regarding how the Railways Act should operate one it becomes law, the key document is the Bill itself. This is the text that lawyers and the courts will use to determine what the law empowers or

Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, concessions, finance, regulatory, property, employment, environmental and procurement issues.

Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.

requires relevant parties to do and will affect those organisations operating in the rail sector and beyond.

The key parts of a Bill’s progress in both houses are the Second Reading, Committee stage and Report stage. This is where real change can be made to the Railways Bill if there is a strong enough argument for the proposed amendment(s). Where provisions have wide reaching effects or make technical changes (such as the management of access to the rail network) there is a good argument that members of the rail industry may be better placed to understand the effects of proposed changes and what could be done to mitigate the effects or show why a particular provision has unintended consequences in certain situations.

Members of the rail industry can look to provide input through the following routes:

Lobbying your MP

Your local MP is the representative for their constituents in Parliament and if you have concerns regarding legislation being debated in Parliament you should contact them raising your concerns and asking for a meeting to discuss these. MPs can propose amendments to legislation in the House of Commons based on these issues.

Discuss with Peers

It is relatively common for a member of the House of Lords with a particular interest in a subject such as transport to be contacted by an industry representative body to discuss issues relating to new legislation. This may result in that Peer raising a particular point or proposing a relevant change to a particular Bill in the House of Lords.

Government amendments

In some cases, the Government may propose its own amendments to the Bill. This may be to make changes so that the Bill will work as intended or to be in response to a point or issue raised by a member of the relevant House. Talking to contacts at the Department for Transport may help raise awareness of an issue which would be best resolved through a drafting change.

Transport Select Committee

This is a cross-party standing committee of the House of Commons, which has a wide remit to investigate and make inquiry of matters within the transport sector. It can take evidence from the public and its reports hold significant weight within Parliament. It already has an enquiry ongoing on certain aspects of the Railways Bill following the Bill’s publication. Other consultations may follow once the Committee has had more opportunity to review the Railways Bill.

Targeted changes

If a party is unhappy with the content of the Railways Bill, they should consider which route they may wish to take to lobby for changes and the extent of those changes. A well argued, well-reasoned, comment that clearly identifies a specific issue and a reason

for a proposed solution will most likely gain more traction that a wide-ranging critical judgement of the Railways Bill with no real solutions. While the fuse has been lit, there is a while to go before the final text of the Railways Act 2026 is decided.

The Parliamentary stages

A Bills needs to pass through both the House of Commons and the House of Lords and there are clearly defined stages which need to be followed in each House. Only some of them allow for amendments to be made to the Bill.

• First reading: This is the formal introduction of the Bill to the relevant House. The title of the Bill is read out, and the text is published but there is no debate on the content of the Bill.

• Second reading: This is the first opportunity for the members of the relevant House to debate the main principles of the Bill. MPs / Peers can provide comment on the Bill, including ideas on changes which could improve the Bill, but no amendments are made to the text of the Bill at this stage.

• Report stage: This takes place in the relevant chamber and allows amendments tabled against the Bill to be debated and voted on. If an amendment is passed by the relevant Chamber, it forms part of the revised Bill.

• Third reading: This is another general discussion on the Bill. In the Commons no amendments can be made, but in the Lords ‘tidying up’ amendments can be tabled and voted on.

• Agreement of both Houses: Before a Bill can become an Act of Parliament the full text needs to have been agreed between both Houses. If a Bill is amended by the second House, it must return to the first House for those new amendments to be considered and approved or rejected. If rejected the Bill will move between the two Houses until consensus on the text is reached.

• Royal Assent: This is the final stage of the process where the Monarch gives their agreement to the Bill becoming law.

• Committee stage: A line-by-line review of the detail contained in the Bill. In the House of Commons this is often carried out by a specially convened committee of MPs while in the House of Lords any peer may participate. This gives considerable scope for amendments to be proposed and their effects considered.

RAIL LIFTING JACKS & PIT EXPERTS

Alistair Geddes on Costain's Rail Ambitions

Alistair Geddes joined Costain as Rail Director in March 2025 having worked across major infrastructure programmes including High Speed 1, the London Olympics, Hinkley Point C and Crossrail

His appointment came just as Costain secured major contracts including a £400 million High Speed 2 tunnel and lineside M&E contract spanning seven years. ‘One of the key things that attracted me is the engineering capability. Getting involved in early-stage engineering is absolutely key, and Costain has this engineering centre with a few hundred people in Manchester providing engineering services earlier than traditional ECI. That was really quite attractive.’

Beyond the engineering depth, Alistair was drawn to Costain's collaborative approach. 'I've always seen Costain as collaborative. The partnerships they build with customers and across the supply chain are strong and long-lasting. As we move the industry forward, working together with different partners and making things better than they were before, there's something really rich there, and Costain has definitely got an ability to do that.’

His first three months followed a deliberate plan: thirty days meeting teams from High Speed 2 to Network Rail, followed by a month with customers. ‘I had three questions to ask them: what's your perception or experience of Costain? What's in your market and what are you going to do in the future? And then I'd talk about what Costain is doing, searching to see which customers we can add value to.’

The customer feedback proved consistent. ‘They definitely recognise the engineering aspect, but it's been good to hear they also recognise the safety performance, the collaboration, and the leadership qualities as well. That's what people have seen, whether from highways or rail.’

High Speed 2 and major infrastructure

The HS2 contracts were awarded before Alistair arrived, but the project was part of the attraction. 'There's no doubt that's one reason I came, to be part of a major infrastructure project like that. I've been involved in many before, and I think this is going to be a huge success when it opens.’

The team brings deep experience. 'The combined years of experience are substantial. It's not just Crossrail, they've got experience from St Pancras and High Speed 1. There's a huge amount of experience here.’

On HS2's public perception, Alistair is measured. ‘There's a huge amount of publicity and different government cycles have been involved.’ But he's clear about rail's broader value: ‘Rail in general is a fantastic opportunity for the UK. Whether it's HS2 or Midlands Rail Hub, you can see from Crossrail the growth and opportunities that open up for the future. UK PLC needs a strong and thriving rail industry to deliver critical infrastructure. Government, operators and supply chain need to align with a clear vision and recognise that rail can drive prosperity, build resilience and help achieve the UK’s decarbonisation goals.’

The benefits extend beyond passenger transport. 'If we're building other infrastructure in the UK that might be privately invested in, using a fully functioning rail network to move materials or people for these big infrastructure projects, it's got a huge part to play. Rail's been around for 200 years now. It's fundamental to how we operate and perform.’

On HS2's scaled-back phases, Alistair points to the government's infrastructure pipeline. ‘You can see from government announcements from the Chancellor and others about the ten-year infrastructure pipeline, which I think is fantastic. There's quite a big focus on the northern areas; connections being made from cities to investments in councils.’

Technology and innovation

Technology advancement spans Costain's operations. ‘We're having technology advancements across the board, general safety improvements around excavators and AI, through to productivity improvements. It's removing at-risk work hours and improving our quality. It's absolutely key to progressing going forward.’

‘Our ATRIS prototype – Automated Tunnel Robotic Installation System –exemplifies this approach, achieving significant safety improvements. Robotic systems like ATRIS are fantastic because they are actually quite sustainable. We're not talking about loads of plant movements or big diesel engines. We're talking about something different.’

Costain maintains dedicated innovation capacity. ‘We have our own in-house digital team actively pursuing different opportunities, some for Network Rail that could be two or three years away, others in the water sector. We have a team of experts progressively engaged with the market to see what's around the corner, what we can invest in, what we can support.’

The focus extends beyond new construction. ‘It's not just for new build. A lot of this is about assets we need to maintain as we go forward. We're going to have to maintain light rail, depots, stations, maintenance that could be done far less manually.’

Advisory work and strategic positioning

Costain's recent Department for Transport contract positions the company as strategic adviser alongside delivery contractor. The contract specifically addresses climate change impacts including flooding and geotechnical behaviour.

‘Climate resilience is central to modern rail infrastructure planning’ Alistair confirms. ‘Heavy rainfall is at the forefront of people's minds. And in the summer, there are equal challenges with heat on the rail and having to slow trains down.’

Costain has supported Network Rail on weather risk for several years. 'We've been involved in consultancy work with Network

Rail around weather risk for three or four years. We have the skills there, it's just seeing how broadly we can support the area.’ Early contractor involvement proves crucial. 'The earlier you get into influencing a project, the more impact you can have. If you're trying to do this once you're building something, the impact is minimal. In the early design and planning stages, the impact's significantly greater. The earlier we're in, the better impact we can have.’

Sustainability and environmental progress

The industry's environmental approach has evolved significantly. ‘It’s moved from a compliance to a progressive approach. The good thing about businesses is the change they can make is huge. I can make individual changes by planting vegetables or building a pond for wildlife at home, but businesses and organisations can make significant changes, in the amount of fuel we use, changes to electric, the robotics in the tunnel.’

Customer feedback indicates Costain leads in this area. 'I'd reflect on some of the feedback from customers where they think we're at the front of this. We're pushing and maybe bringing other parts of the industry with us to ensure minimum standards reach a better level.’

Like safety, sustainability admits no endpoint. ‘It's a bit like safety, the answer is never good enough because you want to be safer. With the environment, we can do something, but we also want to be doing more. With safety, we might reach a level of not hurting anybody, but then the question becomes how we're improving people's lives and ensuring health is protected. We need to do the same with sustainability. It’s also the same with productivity, we're never going to say we've done enough. We know that we always need to be striving for more.’

Great British Railways and industry evolution

On the GBR transition, Alistair is supportive. 'GBR is on its way, and I think track and train getting closer together is absolutely the right thing to do. As an industry, we need to improve performance, whether it's how it's operated, maintained, or enhanced. Bringing that together is good.’

Pace matters, though. ‘We need to make sure we've got the right people involved in setting this up because it'll be a significant change for the industry. I was in a forum recently where one concern was that we take a little too long or it goes a bit unplanned. We need to make sure it's got the best foundation before we start.’

Some Network Rail areas are already testing integration. 'You can see some Network Rail areas cleverly bringing track and train together already on certain routes. They're setting the template, trying it out and testing. That's a great thing to do. The integration's spoken about much more, and I think they're progressively doing that. With

everything we do, whether we're building a new railway or new road, each one gets better. Same with integration. The first one will be more difficult, but then it gets better and better.’

The fundamental purpose remains clear. ‘It's all about track and train, but what impressed me about the railway is they put the customer at the forefront. How do you move people around?’

Market health and private investment

The rail infrastructure market is evolving rather than being simply healthy or unhealthy. ‘The market is evolving. There's enhancement work in the north. In other areas it's about maintaining the network to ensure train performance is as high as possible. It's a different market in different regions.’

Private investment creates new opportunities. 'It's not just the traditional rail market and enhancements. When you look at private investment coming in, that offers different opportunities. Big infrastructure, whether it's football clubs, power plants, or energy projects, the infrastructure around that is now being connected by rail. It's an evolving market.’

On the Universal Studios development at Wixams, Alistair emphasises openness to private investment. 'There's this big opportunity. How do we as an industry support this and ensure it happens, instead of finding ways to make it not happen?’

He's emphatic about this principle: ‘The UK has a certain amount of money that needs to spread across rail, education, health, etc. If private investors want to come in and enhance our network or do something different in these areas, UK PLC needs to be very open to it. What we need to do as an industry is get wrapped around it to ensure we make these things happen.’

This reflects his broader value-for-money philosophy. 'Whether it's private or public, it's the same. We have to provide the best value for money we possibly can. It's not just a contractual requirement, it's a moral obligation as well. If it's a public pound being used to enhance some area, that money could be used elsewhere for education or water or something else.'

Devolution and regional development

Combined authorities bring focused local planning. ‘What's impressive about the local devolved areas is they've got a plan that's really specific for their area and they're very passionate about it. The understanding of the “why” may have always been there, but it's now much deeper. We can understand why an extension would happen or why new stations are needed.’ These authorities operate with multi-year settlements. ‘A number of them have got focused, strategic plans with multi-year settlements, not oneyear settlements. It’s easy to see where a business like Costain can help.’

The emphasis on place-making resonates with Alistair. ‘I like the fact they've got

‘If private investors want to come in and enhance our network or do something different in these areas, UK PLC needs to be very open to it.’

right behaviours is key to success. Are these people – whether they are customers or our supply chain – aligned to our values so we can have the same outcome? That's definitely a huge learning I've had through my career: having cultural alignment between partners, whether customer-contractor or contractor-subcontractor, is key. It makes everything much easier. Your safety's up, your productivity's up, your costs are down. If you're all working in the same way, it's a far more productive environment.’

This requires mutual respect. ‘There's a level of respect in the room that we are different parties because we bring different things to the table. That respect—that's with the people who work for us as well as the people we're working for. Having that respect for what people bring to the table is going to make something better.’

multi-year settlements and massive aspirations. It's all about making place and making lives better for people by connecting up communities.’

The challenge now is delivery. ‘We’re talking about critical infrastructure that will dramatically improve people’s lives. We've got to make sure we're going to enact this. There's a huge amount of emphasis on making these things real now, as an industry, as governments to get behind them, support them, push them forward.’

Operational integration and infrastructure planning

The DfT contract's inclusion of timetable modelling and rolling stock advice reflects operational realities. ‘It's key because if you go back to the question about why we're doing something, having a deep understanding: what length of trains you need, what's the weight of the rolling stock, can all change the constraints of how you're going to build something. Timetabling is key as well. How frequently services turn up impacts what you're building.’

This operational perspective shapes construction planning. 'Rail is very good at putting the passenger first. It constrains a lot of construction activities. You're constrained by access, so understanding the timetable is quite key to ensuring we can build these projects as efficiently as possible.’

Even outline specifications help. 'Having that holistic view is positive. Understanding what the rolling stock is going to be, even if it's an outline, and having an outline of the timetable – at least we can understand what we're building and why. We understand the question we're asking. We're building a station to take 24 carriages three times a day, something like that. Again, it boils down to Costain being a trusted partner relationship with its customers to help everyone understand the question we're answering.'

Culture and partnership

Cultural alignment drives successful partnerships. 'It's all about culture. I know culture is a bit of a buzzword, but having the

Costain's approach avoids forcing solutions. ‘I'm never going to sell someone something. If we can provide a capability and skill that somebody wants, we'll do that. I'm not interested in putting a bum on a seat or forcing somebody onto a customer. It's not the way we work. We're as good as our reputation, so we'll put good people in good places.’

He prefers honest assessment. ‘I'll tell them where we can't play. You've got this role, we definitely can't do that. Then we'll talk about the project or programme, what we have in different areas, and come to a conclusion about where we may add best value.’

Looking forward

For the year ahead, Alistair has clear priorities. ‘As an industry, I hope this tenyear infrastructure plan filters into real opportunities that we support and make real. I don't want it to be a list that's possibly regretted in five to ten years' time. I want to see us really pushing on and making this real. People have been asking for this for years. It's fantastic to have a ten-year plan. Now let's make it real.’

For Costain specifically, building partnerships matters. ‘It's understanding these partners. It's going to have to be deep long-term relationships that we have with customers, contractors, and subcontractors. We've building on those that we have to understand how we're adding value to each other and making each other better.’

His ultimate goal for the year is clarity. ‘I'd love to be chatting this time next year and say I've got a whole list of customers I'm talking to – I know these are the ones we can really add value to because we've got the engineering, the consultancy, the delivery capability. Having that deep understanding through this year is key for me. Once we have that foundation, we'll talk to other customers that we may be able to support as well.’

The rail network's longevity testifies its importance. ‘200 years of rail – it's not going away, it's a sustainable method of transport. We just need to get better at how we do it.’

Richard Pill CEO of the British Regional Transport Association

From fighting closure threats in the 1980s to championing regional rail expansion today, Richard Pill has spent four decades at the coalface of railway campaigning. Now leading the British Regional Transport Association, he explains why conventional rail – not high-speed vanity projects – holds the key to Britain's transport future.

Sam Sherwood-Hale spoke to Richard Pill, CEO of the British Regional Transport Association, about his 40-year campaign for local rail reopenings, the challenges of engaging government and why Britain needs a nationwide rolling programme to reconnect communities by rail

SSH: Can you tell us about the British Regional Transport Association and what you do?

RP: The British Regional Transport Association (BRTA) has only been going for about two years, but it came out of other organisations that preceded it. It was originally the English Regional Transport Association, which started in 2015, but we realised we couldn't ignore Scotland and Wales, so we moved out to encompass them. We operate like the late JFK – we don't think about what we can do for you, but rather what you can do for us. People join and then it's up to them if they want to do something with our collaboration and get projects off the ground, rather than expecting us to do the whole nation on £5 a week – which some people really do believe you can do. What we are gagging to do is expand the local rail network. That is what we want to do.

SSH: Can you share your personal journey into rail campaigning?

RP: I was 18 in 1985 when I was invited at a Model Rail exhibition to join the Bedford Bletchley Rail Users Association, which was fighting the closure threat hanging over the Bletchley railway – the last piece of the Oxford to Cambridge Railway to be fully operational. I joined the committee for two years, which was a learning curve. I thoroughly enjoyed it. I just wish I could have got paid for it. But I was addicted to saving our railway and investing in a future for it in the modern world.

That led to me getting involved with the Oxford and Bucks Rail Action Committee in 1986, and then in 1987 to the Bedford and Sandy Rail Reopening Association, which was to save the formation of the old rail link east of Bedford to Sandy. We campaigned from 1987 to 1994, and nobody was interested – until a friend of mine in East Anglia got some local authorities together to form the East West Rail consortium. At that point it all changed. Once you deal with new professionals who were interested, they all wanted to get involved. Before that, when it was just voluntary amateurs, nobody wanted to engage. It was amazing how things took off, but to get there, it started with amateur voluntary campaigners planting the idea and marketing it to a point where the professionals said actually we should be doing something about this.

SSH: Was there a point where you felt you were gaining traction?

RP: I believe the closure of the Bedford Cambridge Railway was wrong and I'm convinced it should never have been done. Even Doctor Beeching said Bedford Cambridge should stay open because of the strategic nature of the line. Then Barbara Castle was the transport minister and it closed in 1967. The route was demolished, the track taken up, the route sold or parcelled out, and it was just eroding year by year.

But even now in 2025, there's uncertainty as to what will be done and where. The government says it supports the OxfordCambridge Arc, but the delivery of a route

going east of Bedford for 2050? Well, it will see me out. This has been said time and again over decades. We've all waited and campaigned with bated breath, and then we're disappointed because it goes on another 20 years. One day, environmentally speaking, I think people are going to say enough is enough. We either do or die in terms of these projects.

SSH: Have you seen delays getting worse over your career?

RP: Certainly over the 40 years I've been involved with rail campaigning, I've become aware that there are elephants in the room that we don't ever discuss. One manifestation is this thing about HS2 and the funding of it. If it is public money, then why that rather than a nationwide programme of local rail reopenings where every region would have something? That has been an ongoing sore for me personally.

In terms of bureaucracy, the people you think should be advocating rail do it on paper, but if you haven't got the people on the ground doing the spade work, it isn't going to happen. It's that marriage of theory and practise that we need to bring together. I found lots of my fiercest critics have been in the rail profession and also amateur railway campaigners. Sadly, most of the public are way ahead on this curve. They want their railways back, they want to use public transport, and it's that perversity of situation whereby the public want it, but the people you expect to be doing it are dragging their feet.

Northampton Market Harbour is a good example. We went to Rail Future and other organisations and they were slightly cold on it, whereas we went to the public and yes, there is interest and demand. The videos are out on YouTube, there's been a fairly positive report by Network Rail, but the councils have been lacklustre. They haven't got any money or they've got other priorities.

SSH: Can you give an example of how projects develop over time?

RP: With East West Rail, you have to build your coalitions. In 1987, Oxfordshire County Council got Oxford to Bicester reopened. It was only three trains a day, but what momentum that was because it showed people you could do something with a railway that was in disuse. They got the passenger service going in 1989, it was increased to five trains a day with a commute of about 300 people.

And yet 1989 to 2025 is a long time to wait for the service to come to Milton Keynes. That is politics, perversity, other priorities. I had a friend from Network Rail who's sadly no longer with us, but he said the track's still there, Richard. All it needs is a wire brush and you put a train on it and you gain some revenue and you incrementally invest in upgrading the line. But sadly, no. We've got an East West Rail company that has to gold plate the railway first, taking years and years, while the public move on.

Oxford to Milton Keynes is due for August 2025, which will be fantastic, but there's a fully operational railway from Bletchley to Bedford, and yet they're not going to include Bedford in the trains from day one. There's plenty of capacity on the modernised Bedford Bletchley Railway, but the absurdity is I don't get phone calls from East West Rail company or Network Rail telling me what the answers to these problems are. All we can do is second guess and try to move things on where we can.

SSH: Do you see common themes across the country with local rail projects?

RP: Absolutely. What we want from national government is a rolling programme, year on year, of local rail reopenings for government to say to itself: we've gone the wrong way in terms of roads over the last 50 years. It's bad for the environment, it doesn't reduce congestion. We need to switch back to rail now.

Many ordinary people feel inhibited in getting set up and organised. Through the Bedford Bletchley Rail User Association, I learnt the nuts and bolts of running a public meeting. Through Rail Future, I learnt how to make a constitution, manage membership and bank accounts – basic building blocks to sustain a campaign. There's this gap between the public and getting organised to save railway formations, and there's the government in terms of the national

vision. It's bringing those two things together which is what BRTA campaigns for. We engage through forums with local communities, but we also campaign to MPs to get government policy to support a rolling programme for rail reopenings.

SSH: Is there anyone in government you've connected with?

RP: We email MPs our newsletter, which gives them a range of examples and options they can select to advocate. Through leafleting, we get our message to the public, who hopefully inform their networks to write to their MP. I act on the basis that if MPs get more than five emails they have to take an interest. Otherwise there are votes in it for them.

We have small power across various parties – some Conservatives, some Labour, some Green, some Liberal Democrats. But no one party is leading on rail. They all have bits to bring to the table.

SSH: What are your concerns about Great British Railways?

RP: With Great British Railways, will it allow Open Access? Now Open Access for us, if it involves ability to reopen lines, is a very useful tool. Fawley, in South Hampshire is one place where First Group want to reopen a line as long as they can run Open Access to it. Could Bangor to Caernarfon be another example where you allow a company like Grand Central or Lumo to reopen the line and run their trains off the main line to it, then auction spare capacity for passenger or freight? Is government thinking these things through or is it going to be pure nationalisation, standard set of services but no expansion? That's a concern we have.

Privatisation has been hotchpotch in delivery terms, but nationalisation is not a panacea either. The message we're giving is we want a bit of pragmatism in all of this.

The only thing I know about GBR apart from incremental renationalisation is that it'll be based at Derby, which hopefully will get a diversity of inputs from the regions. But we've got to learn the lessons of why privatisation has not delivered. It was botched from the start because they went back to Victorian small companies without any incentive to expand. There were grand plans under Railtrack, for example, reopening March to Spalding for freight. But whether GBR will pick up on that sort of project, I don't know, because development is not going hand in hand with reopening and expansion of the rail network.

You've got a dearth of infrastructure and a problem with affordability to access buses and trains. You need capacity and therefore you need the vision to invest in where rail can accommodate more people using trains, more freight. Unless there's that vision and drive to have modal choice and capacity, it's just going to be pricing people off the trains and buses, or cutting services. That's what

we want to avoid at all costs, because that's the wrong vision for the environment.

SSH: What are your views on HS2?

RP: I'm a bit unpopular in certain circles because I'm not convinced on HS2 personally. That's a horrible thing to say in railway circles these days. But I wonder why there was never a comparative study done between reopening the Great Central and building HS2. London, Sheffield, Manchester seemed like a pretty good deal to me – a line, extra capacity and so on.

Milton Keynes is central, but they haven't got enough capacity for the existing trains that want to get there. The West Coast Main Line needs to be expanded, and that means taking land for rail. HS2 is so narrowly defined. It's passenger only, it's expensive, and it will cream off Birmingham to London's passengers as long as the price is right. But freight will go by default to other railways. It won't take freight, it won't serve Brackley, which is an expanding area with Silverstone around it.

The genie's out of the bottle, the line's being built. But for us, we want an alternative conventional railway alongside, part of the Great Central, to serve the communities that aren't able to be served anymore because the nearest rail access is about at least 10 miles away from where they live, which is no good for freight, no good for people, no good for modal shift.

SSH: How is BRTA working on the Universal theme park development?

RP: The mayor of Bedford told us that Universal wanted eight million people a year from all over the place. They talked about courting audiences from York, for example, to the Universal Park. Now, if you want to call people from York to Bedford by rail, you've either got to come through Chesterfield and down the Midland Main Line or via the East West Route east of Bedford at Tempsford, where they want to build a segregated station.

It needs physical rail links to the East Coast Main Line so you can run trains from a variety of destinations to Universal. But as that hasn't been entertained by the East West Rail Company, it's all up in the air. 2050 for Bedford to Cambridge, or 2035, still leaves you with a gap from 2031 when Universal will be built. We want physical rail links at Tempsford to the East Coast Main Line so you can go York, Peterborough, Tempsford, Bedford without having to change trains.

The Midland Main Line Wixams station will be upgraded to four platforms. But Bedford-Bletchley-Kempston Hardwick is the nearest halt station to Universal, and we understand it will be merged with Stewartby. We don't want that. We want to keep the local shuttle service going. All the stations serve communities in their own right. Kimberley College has 150 students

use Stewartby station at the moment. Kempston Hardwick with Universal will turn it around from being disused to being well used because they'll come from Oxford and potentially Cambridge via the East West Rail route.

We need to keep these stations and upgrade them. East West Rail should be semi-fast, exploiting the 25-minute journey from Bedford to Bletchley. We need to keep the all-station service and the semi-fast services on top, not one or the other. It can be configured that you get reasonable end-to-end time with a local service as well, and freight. We want the optimum for the railways, not the minimum.

SSH: What strategies are you employing to engage with government?

RP: BRTA will do more if it gets the membership, people paying up and offering to help as volunteers. All we can do at the moment is our newsletter, our stalls and discourse where we get it. As we expand, we'll do more and hopefully do better.

Also young people 18 upwards – we need them to see this is their future. We have a student rate of £5 a year. They've got modern technology skills, they're digital, they're versatile. It doesn't need more than an hour a week, but you have enough of them, you can do a lot more. We want any age to join really because everyone brings their own skills and experience.

We're lucky to have Professor Andrew N Williams as a member who's our Northampton area rep and has been leading the campaign for Northampton Market Harbour, working with our webmaster Andy Purvis. It's building the right people for the right things. One of the things I'm really looking forward to is getting a reliable person to apply for grant funding, which would take us to another level.

SSH: What are the different approaches people take to railway reopenings?

RP: There is a market of ideas out there. You come to a railway reopening and you find there's a blockage. Some people say you can't reopen the railway. Some people say you can go round it with a deviation. Some people say you need a complete rebuild. And when things get too difficult, they say, well, we'll have a tram train that will solve all our problems.

But from my point of view, we want heavy rail expansion, and tram trains, light rapid transport, should go on the roads to declutter them. Central London long ago had trams, needs them back. All major capitals have got them these days. Euston Road, London, it's gridlocked. The buses can't move because of all the traffic. It's bad for the environment, bad for the air that we all breathe.

BRTA has offered ideas to Mayor Sadiq Khan and we continue to make ourselves known to Transport for London. But

‘All the reopenings except one have exceeded their expectations and forecasts in terms of being well used. The Borders Railway from Edinburgh to Tweedbank is a major example. It's exceeded all estimates of usage, about three million people in the first 18 months. And the sooner they get it back to Carlisle as a through route for passenger, freight and capacity, it's a win-win.’

Rubber on hard surfaces emits particulates which are bad for our breathing, and that's a health issue.

SSH: What about new technologies like driverless cars and Hyperloop?

RP: This is where the debate goes off the rails. Hyperloop, flying cars and all this stuff is extra curriculum to what we actually need as a nation. What we need is to go back to rail for staple journeys, passenger and freight – choice that's affordable, comprehensive, nationwide.

If you look at France, it's about three times as big as what we are land-wise, so high speed makes more sense there. In Britain, we're heavily populated with a lack of land for diversity of demands. Conventional rail can take 14 juggernauts behind a single loco. That's the way to go from our point of view.

SSH: If you could make one change to UK rail policy tomorrow, what would it be?

RP: It would be a nationwide local rail reopening campaign year on year by the government to get places like Bideford reconnected to the main railway system. If you do more of that, you'll have less of the bads and more capacity for growth, which is what the Chancellor says she wants. You want environmental sustainability, you have to think local rail alternatives to roads. That would make a huge difference to our nation.

SSH: Is there a rail project that gives you hope for the future?

gridlock is unacceptable because it's pollution that affects people's health, that costs the NHS money. We need transport rooted in environmental concern, public service and affordability. That squaring of that equation is where many a project is floundering at the moment.

SSH: What's your view on cars versus public transport?

RP: It's easy for us to be caricatured as anticar. We're not, because cars are extremely useful. But what we want is more modal choice for modal shift back to rail as much as possible, particularly in freight. You've got to have the infrastructure, you've got to have the lines put back, new lines, capacity enhancement.

One example is the Burscough curves in Lancashire – just two lines that intersect with curves between them to allow through running from a diversity of places. It's a small investment relatively, but would make a massive difference to what rail can offer.

Road vehicles will be price managed unless there's more choice in the market for people to make a lifestyle choice to use buses and trains, walking and cycling. If it's affordable, accessible and safe, people might be tempted to do that. But there will always be a demand for road vehicles.

RP: All the reopenings except one have exceeded their expectations and forecasts in terms of being well used. The Borders Railway from Edinburgh to Tweedbank is a major example. It's exceeded all estimates of usage, about three million people in the first 18 months. And the sooner they get it back to Carlisle as a through route for passenger, freight and capacity, it's a win-win.

It's mainly a rural location, so all this talk about urbanisation connections – actually, the rural areas need their railways back and this is the heart of the need of our nation at this time. Transport-wise it's to get the railways back. We need to get the railways fully functioning and then people will use them again.

SSH: How can people get involved with BRTA?

RP: Our meetings are open to all. People can join and stand for election on the Executive Committee, which is the governing body of BRTA. If people have got an hour a week to spare, they are very welcome and they can put it on their CV if they're looking for experience. Our AGM is on 12th July, and anyone interested can attend. Get in touch with the BRTA at ceo@brtarail.com or by visiting www.brtarail.com.

Caitlin Rollison is a Policy Manager at Centre for Cities, an independent research and policy organisation dedicated to improving to the UK’s urban economies.

Rail Devolution is the Missing Link

Metro mayors already control buses and roads – now they need rail powers too, argues Caitlin Rollison, to deliver the transport integration that could boost productivity by £17 billion

Government is firming up its strategy for delivering European-style integrated transport in UK cities. The Railways Bill – now laid before Parliament – is the final piece in a stream of legislation that enables metro mayors in England’s six largest cities outside of London to deliver transport integration in their places.

Some elements of integration are well underway. Bus franchising powers mean metro mayors have already begun the process of re-regulating bus services, enabling them to set routes, timetables and fares. The English Devolution and Community Empowerment Bill will add more devolved powers to strengthen mayors’ local transport plans, manage key roads, and have some say in planning local rail. Using these pieces of legislation, mayors can deliver better bus services and shorter journey times in their cities.

Rail devolution via the Railways Bill is the final stop left on this journey. The bill gives metro mayors statutory powers over managing and improving their local rail networks and sets up partnership working between Great British Railways (GBR) and mayoral strategic authorities. For the first time, mayors will have some level of control over all aspects of their local transport network.

This is good news for metro mayors, transport connectivity and the economy. Centre for Cities estimates that integrating modes, increasing bus frequencies and implementing bus priority measures on existing networks will increase by a third –1.2 million – the number of people within 30 minutes’ travel to their nearest big city

centre. Making it easier for people to access jobs and education opportunities in city centres will bring a boost to productivity worth over £17 billion a year.

But this can only be fully realised if Government delivers rail devolution for mayors. Manchester is perhaps the best example of how important rail is to delivering integrated transport. Better modal integration between rail, tram, and bus could see 82,000 residents betterconnected to the city centre, the single biggest step the city region could take to improve connectivity.

Mayor Andy Burnham is already pressing ahead with bringing rail under greater local control using existing devolved powers to their full extent. A raft of changes to simplify ticketing were announced this autumn, all under long term plans to bring commuter rail services into the Bee Network alongside the existing bus, trams and share bikes options. The first rail lines will be integrated into the network in 2026.

Other mayors should take note. Birmingham could see a similar boost to connectivity from greater control over rail. Liverpool and Newcastle too, but only once bus frequencies have been upped to fill in regular network gaps, as their ongoing plans for bus franchising will allow them to do.

For all of this to happen, Government and GBR need to clarify how metro mayors’ statutory powers over local rail can be used in practice.

In principle, GBR will be a ‘directing mind’ over the UK rail network, from balancing interests between passengers and freight to overseeing the tracks and infrastructure supporting these services. There also needs to be a directing principle

NEWS IN BRIEF

ALSTOM CALLS FOR RAIL INVESTMENT AT COP30

Alstom is urging global leaders to prioritise rail infrastructure for transport decarbonisation at COP30 in Brazil, sponsoring the conference's first Transport Pavilion. The manufacturer reports meeting sustainability targets ahead of schedule, cutting passenger transport energy use by 25.7 per cent since 2014 and Scope 1 and 2 emissions by 40 per cent since 2021. The company has achieved 100 per cent eco-design across new products and 25.8 per cent recycled materials in rolling stock. With transport accounting for 25 per cent of global CO₂ emissions, Alstom argues rail investment represents climate, social and economic imperatives.

‘Local commuter services should where possible be under local control. Only then can big cities integrate their transport networks and unlock their full economic potential.’

that determines how much control mayors will have over local commuter rail services –critical pieces in their integrated transport networks. The principle should be that local commuter services should where possible be under local control. Only then can big cities be certain of integrating their transport networks – and unlocking their full economic potential.

Currently, the Railways Bill lacks any distinction between inter-city and intra-city passenger rail. Making this distinction will make it easier for GBR to advance devolution to metro mayors because it helps make the economic case for rail devolution. At £17 billion from increased productivity across England’s six largest cities, that economic case is strong.

The Mayoral Partnership Frameworks set out in the bill is a positive indication that Government will be flexible and sensitive to local needs in its approach to rail devolution. Now, the Government must formalise this with a clear role for metro mayors and intracity rail in the Railways Bill.

IST Programme Expands Into the Wales & West Region

CIRO and Network Rail have celebrated another key milestone in the national rollout of the Initial Signaller Training (IST) endorsed programme, now launched in the Wales and West Region. Nadine Schmidt, CIRO’s Head of Awarding Organisation Centres and Quality Assurance, visited Network Rail’s Bristol Training Centre to meet the latest cohort and formally welcome the programme to the region.

This regional introduction marks an important next step in establishing a consistent national standard for signaller training. As signaller recruitment continues to grow in response to workforce demand and future operational needs, the IST programme provides a robust, industry-recognised foundation to ensure new entrants are equipped with the knowledge, confidence, and professional skills required from day one. The rollout into Wales and West further demonstrates Network Rail’s commitment to delivering high-quality

learning environments and supporting its people across all regions.

A Consistent, High-Quality Training Standard

Co-developed by CIRO’s Awarding Organisation and Network Rail’s Operational Capability team, the 10-week IST programme blends theory, simulation, and assessment to provide new signallers with strong underpinning knowledge in signalling regulations, safety, decision-making, and operational communication. The combination of classroom teaching and hands-on simulator experience enables learners to apply their knowledge in realistic operating scenarios, building situational awareness and operational resilience.

Reflecting on the programme’s introduction to the region, Nadine Schmidt said:

“It was a privilege to join colleagues in the Wales and West Region to support the introduction of the IST programme.

Each new rollout highlights the value of a consistent, high-quality approach to signaller training. Seeing the dedication of the learners and the training teams reinforces why this partnership is so important. Together, CIRO and Network Rail are strengthening the capability of the workforce and supporting the safe, reliable operation of the railway.”

Driving Professional Excellence

The IST programme benefits from CIRO’s external quality assurance, ensuring training meets rigorous professional standards and reflects best practice across the industry. This shared commitment to quality is central to Network Rail’s strategy to strengthen operational capability nationally, providing greater consistency, higher levels of assurance, and a professionalised pathway for those entering the signaller role.

Justin Willett (FCIRO), Director of Operational Capability at Network Rail, highlighted this importance:

“The Diploma in Initial Signaller Training (IST) represents an exciting step forward in shaping the future of railway operations.

Our collaboration with the CIRO marks a pivotal moment in the professionalisation of our signaller colleagues. With this endorsement, the programme not only meets the highest industry standards but sets a bold new benchmark for excellence.”

Find out more

“The Diploma in Initial Signaller Training (IST) represents an exciting step forward in shaping the future of railway operations. Our collaboration with the CIRO marks a pivotal moment in the professionalisation of our signaller colleagues”.

Justin Willett (FCIRO), Director of Operational Capability, Network Rail

To learn more about CIRO-endorsed training or to explore how the Awarding Organisation can support your programmes, contact ciroao@ railwayoperators.co.uk or visit www.ciro.org/awardingorganisation/

Ian Bruce is Associate Director in Transport Planning from rail infrastructure and evaluation specialists SYSTRA.

Lessons from the Dartmoor Line’s Early Impact Evaluation

Ian Bruce, Associate Director in Transport Planning from rail infrastructure and evaluation specialists SYSTRA, explains the key findings from the recently published evaluation report

The reopening of the Dartmoor Line between Exeter and Okehampton has been hailed as the first tangible success of the Department for Transport’s (DfT) Restoring Your Railway programme.

Three years on, a new evaluation commissioned by the DfT and delivered by SYSTRA reveals what worked, what

surprised the analysts, and what it means for future rail reopening across the UK.

When the Dartmoor Line reopened in November 2021, it marked the return of regular passenger services to Okehampton for the first time in half a century. Funded through the government’s Restoring Your Railway initiative, the scheme has become a flagship example of how smaller-scale

line reopening might reinvigorate local economies and reduce car dependency in rural areas.

In September 2025, the Department for Transport (DfT) published the Dartmoor Line: Early Impact Evaluation, a detailed assessment led by SYSTRA. The report provides the first systematic evidence of how the line has performed, from passenger numbers and modal shift to its costeffectiveness and other local benefits.

As analysts, it’s our job to understand what the data reveals and give our professional interpretation on the lessons it holds for policymakers, future operators, and planners considering similar projects.

The Dartmoor Line Evaluation Study adopted a comprehensive mixed-method approach to assess the railway’s early impacts. With no pre-opening baseline study and limited pre-2021 data, the evaluation study achieved robustness through multiple data sources combining quantitative evidence, such as ticketing, rail and bus demand data and road traffic counts, with detailed qualitative insights from on-train passenger surveys, local resident surveys and stakeholder interviews with local businesses, campaign groups, and Network Rail.

Post Covid-19 travel behaviour shifts introduced further complexity in interpreting the data, as travel demand patterns were still recalibrating. The study addressed this by focusing on relative changes, emerging trends and lived experiences rather than absolute metrics. By integrating these varied data sources, the study provided a balanced, credible assessment for the Dartmoor Line’s impacts, offering meaningful insight for decision-makers.

Early signs of modal shift

The study found that actual demand exceeded forecasts by 47 per cent in the first two years. It was understood that this was largely due to conservative assumptions in the demand forecasting methodology, which anticipated a slower ramp-up in passenger numbers. As the line has matured, demand has begun to stabilise, aligning more closely with the initial forecast.

Evidence from the evaluation suggests early signs of modal shift: 43 per cent of respondents to the on-train survey and 39 per cent of respondents to the residents’ survey stated that they now travel less by car or van as a driver. The passenger surveys indicate that a proportion of users have reduced car use, particularly for commuting and education trips to Exeter, with some reporting fewer journeys overall. Furthermore, a small number of respondents reported giving up a car or postponing second car ownership which is an encouraging, if still early, indicator of sustained change. These trends will need to be revisited in a future evaluation to determine whether they have translated into long-term behaviour change.

Leisure travel has contributed significantly to ridership, reflecting the line’s role in supporting local tourism. While local bus patronage shows mixed impacts, the line

may in fact complement rather than displace existing bus services. Since the advent of the line, the local bus company has joinedup their timetable in line with the new rail timetable.

It was found that local people may be motivated to travel by train rather than car since the reopening of the line was cited as more affordable and quicker than car travel, especially when also considering paying for car parking. For certain trips, such as going out socially for the evening, the train may also be more convenient than car.

Anecdotal evidence suggests a willingness to change travel habits. Respondents from the local residents’ survey said: ‘We can [now] go out in Exeter for dinner and come home without having to drive and pay for parking’.

A minimum viable product helped deliver ahead of time and within budget

The Dartmoor Line was delivered ahead of schedule and within budget, reopening in just eight months at a final cost of £51 million compared with a forecast £56.6 million, and achieving an operating surplus of £0.85 million in 2023/24.

This provides an encouraging early view of the financial sustainability of the line, although a fuller picture will only be possible when the operating costs and revenue

associated with the line can be assessed over an extended time period and the demand has fully matured. The successful delivery of the line stemmed from applying Network Rail’s Project SPEED principles to complete the project faster and more efficiently by reducing unnecessary complexity and using innovative construction methods.

The adoption of a Minimum Viable Product (MVP) approach focused on essential elements such as an hourly service between Okehampton and Exeter which specifically met the key passenger needs. Strong community engagement involving local experts from the Dartmoor Railway Association together with an alignment with local plans was also critical to its success.

The Dartmoor Line’s success story demonstrates what can be achieved through pragmatic engineering and strong collaboration with the local community. Early success doesn’t mean the job is done. In fact continued evidence gathering is vital to ensure long-term viability.

For the Department for Transport and regional authorities, the Dartmoor Line offers both encouragement and caution. A proof of concept that reopening railways can deliver tangible benefits if lessons are learned and applied with rigour.

Conjoining HS2 with the National Rail Network

Jim Steer reveals how plans for a short connecting line could bring HS2 services to Sheffield and Yorkshire at a fraction of the original cost – and why this makes nine platforms at Euston essential

There is plenty of news, seemingly daily, of construction completions on HS2’s first Phase, from London to the West Midlands. HS2 Ltd CEO Mark Wild is undertaking an all-important re-set. Both are good, necessary developments.

Two years ago, Prime Minister Rishi Sunak and his adviser Andrew Gilligan announced that HS2 Phase 2a, which would take the line onwards to Crewe, would be scrapped. And Euston HS2 station would be delayed until it has private sector funding from oversite property development.

Both of these decisions are damaging – to the project and to its value to the nation. These cutbacks announced in 2023 undermine the benefits HS2 is designed to bring.

But all is not lost on this score, as this article seeks to explain.

Phase 2a and Euston

It is true that unless Phase 2a – or a cheaper version of it (several are possible) – is provided, for every HS2 train that runs north of Birmingham an existing West Coast Main Line service will need to be withdrawn. This is because Phase 2a (shown in purple on the earlier HS2 Plan below) overcomes the key bottleneck at Shugborough where the West Coast Main Line slims down to just one pair of tracks and operates at capacity. And demand for HS2 services will be much reduced (maybe halved) until trains can operate out of the long-planned central London terminus at Euston.

The planned HS2 construction phases (as at 2021)

Greengauge 21 investigations

Safeguarding was removed across the majority of HS2Phase 2a In January 2024. In July 2025, safeguarding directions were removed between the West Midlands and Leeds (the former Phase 2b Eastern Leg).

But all is not lost for these important parts of the original HS2 plan. We know this because of a published letter from CEO Mark Wild to the Secretary of State for Transport Heidi Alexander of 31st March this year.

In this letter the HS2 Ltd CEO wrote this: ‘Although there have been significant changes in the scope of the HS2 railway since Baseline 7.1, major scope decisions for Phase One are now behind us, including your steers that we should plan to retain

‘At a fraction of the cost of the original HS2 Eastern Leg plans, this approach could offer Sheffield-London HS2 services with journey times 30 minutes faster than those available today.’

the spurs to the former Phase 2a and 2b sections.’

The highlighted section of text in this letter will have only a modest impact on Phase 1 completion costs. But its significance is that the current Government has decided it wants to leave open the possibility of building both Phases 2a and 2b in future, in some form at least.

Great to have a strategic (if long term) decision taken. But what does it mean in practice? The connection to Phase 2a (West Midlands-Crewe) is clear enough. But a spur to Phase 2b?

The Phase 2b spur

As the plan above shows, there is no interface between HS2 Phase 1 and the Phase 2b route between Crewe and Manchester (for which a Parliamentary Bill committee remains in place). So, we know the reference to a spur to Phase 2b is not to the route onwards to Manchester.

Instead, the spur to Phase 2b is a reference to the connection to ‘HS2 East’ – the part of the high-speed route across the Midlands (shown in green in the 2021 map above). The necessary connection is made just north of HS2’s delta junction in the West Midlands, and it provides the connection to what was once the Eastern Leg of HS2, to Leeds.

Not that there is any plan to build further high-speed rail alignments to serve the eastern side of the country. That ship has sailed.

In July 2025, Safeguarding Directions were removed between the West Midlands and Leeds (i.e. the land needed for the construction of the former Phase 2b Eastern Leg) – apart from one small section. The exception, we discovered, is a short final section of the protected HS2 alignment into Leeds city centre, which is to be kept for ‘other station access’ arrangements. A re-positioned station car park seems most likely.

So what actually is it that the ‘Phase 2b spur’ on Phase 1 is intended to leave open as future possibility?

It appears there has been quite a lot of discussion on this area over the last few months, involving DfT and various regional/ local authorities. While nothing has (yet)

Jim Steer is Director of Greengauge 21

been published, we have managed to discover what is now intended.

Serving the eastern side of the country after all

The Sunak/Gilligan cuts leave HS2 stranded, disconnected from the national network: as author Christian Wolmar is fond of saying, a line from ‘Acton to Aston’.

Government, we discover, now has an answer to this totally unsatisfactory position. It will leave open reconnection possibilities to the north – both to the North West and to East Midlands/Yorkshire.

The new connecting lines need not be made to full HS2 standards. Instead, we suggest, design speeds need to reflect a ‘joining up’ function. Line speeds might be specified somewhere between those on existing main lines and those on HS2.

The connection now favoured for the eastern side of what was once a Y-shaped national high-speed rail network, we have discovered is a short (5-mile) link from HS2 to the existing Birmingham-Derby main line.

The service plan under-pinning this concept relies on the existing rail network being made suitable for accommodating HS2 trains. This would entail completing electrification of the northern parts of the Midland Main Line – and no doubt other

infrastructure improvements as well. It would be a strategic policy switch from newbuild to upgrade.

HS2 services for Yorkshire and the East Midlands

At a fraction of the cost of the original HS2 Eastern Leg plans, this approach could offer Sheffield-London HS2 services with journey times estimated to be 30 minutes faster than those available today via the Midland Main Line (MML). Derby would be a key intermediate station call for these trains.

These are worthwhile connectivity gains that can boost economic productivity in the East Midlands and Yorkshire, and capacity would be released on the MML.

In such a world, Midland Main Line services could be re-prioritised, with, for example, fast Nottingham-St Pancras services prioritised. Pressure on domestic passenger handling space at St Pancras would be eased, with Derby/Sheffield travellers switched to Euston.

West Yorkshire possibilities

Having reached Sheffield with HS2 services, why not go further? A Leeds-SheffieldLondon Euston HS2 service would not necessarily be faster than a Kings Cross service from Leeds. But it could include a

stop at Wakefield, which might free up the possibility of operating Kings Cross to Leeds trains via Hambleton Junction, approaching Leeds from the east rather than the west. And that means easy onward extensions of Kings Cross-Leeds services to Bradford could be made without time-wasting, platform capacity hungry, reversals, as needed now at Leeds station.

Conclusion

Getting these facts out into the open has entailed some ‘sleuthing’. No doubt much more work is needed to understand the costs entailed in such an approach. Developing what looks to us like a DfT initiated plan will require GBR to step up to the plate working with partners in creating a joined-up, stepby-step, implementation plan.

There is much value in having a long term plans even if only in outline. They allow the wider economy to make those much sought-after investment decisions knowing this is the direction of travel for rail service development in the East Midlands and across Yorkshire.

And we must note an implication for HS2’s other outstanding jigsaw piece. With an eastern connection, there will be more HS2 services to/from Euston. So, nine platforms please, not just six!

Turning Intent into Impact

Amish Patel, Transport Leader at PwC on making rail investment count and why delivery, capability and data matter more than funding announcements

The Government’s recent announcements – the Spending Review, Infrastructure Strategy, and Industrial Strategy – signal a bold intent to invest in our railways. That’s welcome news. But as anyone in the sector knows, investment is only the beginning. The real challenge lies in turning that intent into impact.

Let’s start with a simple truth: investment isn’t delivery. It’s easy to celebrate funding announcements, but unless those pounds turn into real-world improvements – better services, safer journeys, more reliable infrastructure –we’ve missed the mark. Delivery takes more than money. It takes capability, coordination, and a clear-eyed view of what success looks like.

Then there’s the idea that delivery equals value. It doesn’t. Delivery is about doing things right; value is about doing the right things. We’ve all seen projects that hit their milestones but fail to deliver what passengers actually need. With so many new delivery bodies emerging, we have a rare opportunity to build value-based organisations from the ground up, ones that prioritise outcomes over optics.

And let’s not forget: infrastructure isn’t service. You can build the most advanced station or lay the smoothest track, but if no one uses it, or worse, if it disrupts rather than enhances the passenger experience, what’s the point? Infrastructure must be designed with service in mind. That means thinking about adoption, behaviour change, and the human side of transport.

One of the most powerful levers we have is the demand curve. Understanding what’s needed, when, and where allows us to plan smarter. It helps avoid the kind of resource

‘Delivery is about doing things right; value is about doing the right things.’

clashes we’ve seen before – like two regions bidding for the same rare component, driving up costs unnecessarily. It also helps us sequence work more effectively, smoothing peaks and troughs in delivery and avoiding the boom-and-bust cycles that plague the sector.

But managing demand isn’t just about kit. It’s about people too. The rail industry is already feeling the pinch when it comes to skills and materials. Planners, risk engineers, data scientists – these aren’t just in short supply, they’re in high demand across every sector. And it’s not just about hiring; it’s about sharing. Do we really need ten separate organisations all building the same capabilities from scratch? Or could we collaborate, borrow, and build smarter?

That brings us to data. If we’re serious about delivering value, we need to be serious about data. Not just collecting it, but using it – intelligently, consistently, and strategically. A shared, data-driven view of demand and performance can help us make better decisions, faster. It can also help us spot problems before they become crises and opportunities before they pass us by.

Let’s use this wave of investment and moment of intent to build something better – not just more infrastructure, but better services, better organisations, and better outcomes for the people who rely on rail every day.

Because in the end, it’s not about how much we spend. It’s about what outcomes we deliver.

NEWS IN BRIEF

BEE NETWORK ROLLS OUT DEMENTIA TRAINING

The Bee Network is rolling out dementia awareness training for all frontline staff in a move to make public transport more inclusive and accessible in Greater Manchester. Hundreds of Bee Network staff members have started a programme of training with the Alzheimer’s Society in a bid to better equip frontline workers with the knowledge and confidence to support passengers living with dementia. Around 540 staff working on the Bee Network will be trained by the end of the year, including customer service and security staff working on Metrolink, and staff at Travelshops, bus stations and interchanges and the Bee Network contact centre.

£10 MILLION UPGRADE

TO SALFORD CENTRAL STATION

A major £10 million upgrade to deliver a better customer experience and improve accessibility at Salford Central station has been completed, making journeys easier for everyone. Led by Transport for Greater Manchester (TfGM), in collaboration with Network Rail and Northern Trains, the station improvements include a new customer ticket office, accessible toilets and a covered walkway from the lift on platform one. The works at Salford’s largest railway station also include a new roof on the upper level of the building, improvements to the platforms and ramps, as well as more inclusive passenger information on display, such as a braille map.

ALPHA TRAINS AND ALSTOM EXTEND GLOBAL SERVICE AGREEMENT UNTIL 2039

Alpha Trains, Europe’s leading private lessor for locomotives and trains, has extended its long-standing partnership with Alstom by signing an extension of the Global Service Agreement (GSA) for the full-service maintenance of its TRAXX locomotive fleet. Originally signed in 2021 for a duration of eight years, the agreement has now been extended for another ten years and will run until 2039. The contract now covers the maintenance of more than 100 TRAXX locomotives operating across Western and Central Europe.

Amish Patel is Transport Leader at PwC

Rory Peverell Business Manager – Rail, UK&I, SEGULA Technologies

Rory Peverell is Senior Business Manager – Rail, UK&I at SEGULA Technologies. He joined the company four years ago to establish its UK rail presence, bringing a decade of experience in rail recruitment across infrastructure, rolling stock, and digital projects. He is responsible for developing SEGULA's customer relationships and service offerings in the UK market, focusing on design, verification and validation, testing and commissioning, and modifications and overhauls across the rail sector.

Sam Sherwood-Hale spoke to Rory Peverell, Senior Business Manager – Rail, UK&I at SEGULA Technologies, about building the engineering consultancy's UK rail presence from scratch, the benefits of integrated project delivery across the V-Cycle, and why the industry desperately needs a clear rolling stock plan

SSH: Can you tell us about your background in rail and how you came to join SEGULA Technologies?

My journey into rail was quite unconventional, really. I didn't have a clear career path mapped out when I was younger. After sixth form, I started working in sales for a small construction company that made traffic signs. My father suggested I look into recruitment, which led me to discover the rail industry about a decade ago when I joined a recruitment agency doing infrastructure recruitment.

I spent the best part of ten years working in rail recruitment, covering everything from infrastructure and rolling stock to digital projects. My last role before SEGULA was in recruitment, where I spent six and a half years. I'd reached a point where I'd taken as much as I could from that business, and there wasn't an obvious next step.

That's when SEGULA's Managing Director, someone I'd actually approached about recruitment work, turned the tables and asked what I was doing with myself. SEGULA was essentially starting fresh in the UK at that time. The opportunity to build something from scratch, particularly with a brand that wasn't well known in the UK market despite being huge globally, really appealed to me. It's been four years now, and it's been quite a journey.

SSH: How does your experience at SEGULA differ from your previous roles?

RP: There's considerably more depth to what SEGULA does in terms of the services we offer to customers. We're in a strong position as an engineering services business because we can provide everything from individual engineers on six-month placements to taking complete ownership of projects and delivering them end-to-end.

The real learning curve for me has been understanding how to bring all the pieces together, not just people but entire projects. SEGULA Group is a billion-euro turnover business, and our rail division has 1,500 people across 15 countries worldwide. I've had to develop internal relationships with colleagues in Spain, France, Poland, Romania, Slovakia, and Germany, bringing in expertise from around the world to deliver projects. That's opened up opportunities I wouldn't have had previously.

SSH: What were the key challenges in establishing SEGULA's presence in the UK rail market?

RP: When I joined four years ago, people didn't really know who SEGULA were. I'd worked in the industry for nearly a decade and had never come across them. So there was a dual challenge: not only building something from scratch but also establishing a brand that wasn't well known in the UK market.

‘We can provide everything from individual engineers on six-month placements to taking complete ownership of projects and delivering them end-to-end.’

The rail industry is quite insular. Sometimes it's a case of "better the devil you know than the one you don't." When you're bidding against bigger, more established players who have that extra level of experience and trust within the industry, you're going to face challenges. But over the last couple of years, that's changed considerably. We're now competing effectively, and people are taking notice.

The key was focusing on what we do well. For the first year, I was essentially telling everyone we could do everything, which wasn't particularly effective. We needed to narrow our focus to what we genuinely excel at and can confidently deliver: design work for new builds and upgrades, verification and validation, testing and commissioning, and supporting modifications and overhauls.

SSH: How has your role evolved over the past four years?

RP: Initially, I wanted to make an immediate impact. I knew people in the industry and quickly learned what SEGULA had accomplished internationally, so I could demonstrate our capabilities to potential customers. I didn't need to follow anyone around; I had stories to tell and case studies to share.

Now, the situation has changed considerably. I've got four or five customers in the UK where departments are proactively sending me opportunities without me having to chase them. That's a significant milestone, but it's also created a new challenge. I've reached the point where I need support. I've told my manager that I need a small team to help with account management and resources because there's too much for one person to handle. It's a good problem to have.

SSH: Can you explain the range of services SEGULA offers across the rail V-Cycle?

RP: Within the V-Cycle of a rail project, we can support at virtually all levels. We're not a safety assurance company, but if you need to design a new train or modify an existing one, we can help. The European Train Control System is obviously a major focus at the moment, and we've got extensive experience helping customers with design, systems integration, installation, and testing.

We can take complete ownership of projects. We've got programmes in the UK right now where we have a team that includes quality engineers, production managers, and health and safety all reporting to a project lead who takes full ownership of our deliverables to the customer.

Our main focal points in the UK are: design work for new builds or upgrades and modernisation of vehicles; verification and validation across projects; testing and commissioning; and supporting modifications and overhauls. These align well with current market conditions, where life extension and modifications are significant priorities.

SSH: How does SEGULA's integrated approach benefit clients compared to working with specialists in each area?

RP: We've done work with Stadler and CAF where we've helped design vehicles for the UK out of one of our centres of engineering excellence in Spain. We then have conversations with those manufacturers about continuing that support when the trains are being built in the UK or even when they go into service. If there are engineering issues on site or modifications that need to be done, surely it makes sense to utilise the UK team that has direct links to our engineering team in Spain and has already done the design work?

That offer of continuity has been really well received. We're not just delivering one phase and handing over to someone else; we're continuing the support throughout the project lifecycle. For us, it makes perfect sense to use a consistent supplier across the manufacturing process and beyond.

I think UK manufacturers sometimes prefer to manage things internally, which is understandable. But there's only so much capacity they have, and that's when they might reach out for support. The feedback has been positive, and customers are increasingly open to this approach.

‘That offer of continuity has been really well received. We're not just delivering one phase and handing over to someone else; we're continuing the support throughout the project lifecycle.’

NEWS IN BRIEF

SCOTRAIL LAUNCHES PROCUREMENT FOR NEW TRAIN FLEET

ScotRail has issued a contract notice on the Procurement Contracts Scotland (PCS) website for the launch of a new suburban train fleet. Potential suppliers are being invited to tender for this opportunity which will see the trains enter service in the early 2030s. Within the next 15 years, two thirds of ScotRail’s trains will need to be replaced and today’s announcement is another significant step towards that.

SOUTHEASTERN EARNS TOP RECOGNITION FOR INVESTING IN ONTHE-JOB TRAINING

Southeastern has been awarded Platinum membership by The 5% Club for its work championing workplace learning and skills development. The award recognises Southeastern’s commitment to creating opportunities for people to earn and learn through apprenticeships and graduate schemes, with ten per cent of staff currently undertaking these qualifications –helping young people build careers in the rail industry. This follows Southeastern’s placement at 24 in The Sunday Times Top 100 Apprenticeship Employers for 2025, up 34 places on the previous year and the highest placed transport or rail company.

DFT PUBLISHES ACCESSIBLE RAILWAYS ROADMAP

The Department for Transport has published its Accessible Railways Roadmap, addressing infrastructure and service barriers for disabled rail passengers. Transport Committee Chair Ruth Cadbury MP welcomed plans to reform the Access for All programme, commitments to level boarding, and recognition of neurodivergent passenger needs alongside broader cultural change initiatives. The committee will monitor whether the roadmap's ambitions deliver practical improvements to disabled passengers' rail travel experience. The roadmap follows the Transport Committee's Access Denied report, which called for concrete timescales and overarching reform to regulation and enforcement of disabled people's travel rights.

SSH: Is this integrated approach common in the UK market?

RP: I think the UK struggles with that concept more than other markets. Manufacturers often want to do things inhouse, which makes perfect sense. But they can become quite focused on immediate issues rather than looking at things more holistically.

It may simply be that the offer hasn't been on the table before. We're very fortunate that we've delivered projects in the UK that were designed in other countries, so we can offer that continuity. When we say we can pick up where our teams in other countries left off whilst keeping them involved across the lifecycle, that's now a genuine option that perhaps wasn't available before.

Recently, we had an opportunity to bid on design work for ETCS, but it transpired there was a larger element involving installation of the kit onto trains. When we said we could do both the design and the installation, the procurement and project teams were genuinely interested. It's a proper turnkey solution, and I think having that on the table is making people more open to it.

SSH: What do you see as the biggest challenges facing rolling stock manufacturers and operators today?

RP: The rail industry is going to be around long after our time. It's only going to get bigger, better, faster, and more efficient. But what the industry desperately needs is clarity. There hasn't been a proper rolling stock plan for a long time.

New projects are discussed all the time, but there's so much uncertainty. Government changes can affect everything from major infrastructure projects to manufacturing to network operations. As a supply chain, that clarity is really needed. We're fortunate that because we can operate across both new build and overhaul upgrade work, we're in a relatively good position. That's been demonstrated over the last few years, and our pipeline for the next year or two looks quite positive.

But the industry would benefit enormously if there was more transparency about what's planned and what's actually happening. Even acknowledging uncertainty would be helpful. It would help businesses plan for budgeting, growth, and development. Things are probably quite stunted at the moment because we don't have all the information we need.

SSH: Do you think recent changes, such as the move towards Great British Railways, are helping to provide that clarity?

RP: There are definitely some positive signs, and I don't think it's all doom and gloom. Things like the progress towards a more unified structure give us a better steer. But there are still significant challenges, particularly around funding delays.

I'm seeing companies that are struggling because of delays and uncertainty. It's difficult to watch, particularly when you've worked with these businesses for over a decade. The supply chain is being hit quite hard with projects being moved back all the time.

We've been fortunate that we've been able to adapt, but many companies that do quite specialist work within infrastructure, or supply specific equipment that's no longer in high demand, are really struggling. Some are disappearing entirely. You want to see more SMEs coming through and developing, not going the other way.

SSH: What would you like to see happen over the next five to ten years that would support SEGULA's work and benefit the industry more broadly?

RP: We work primarily with manufacturers, so there needs to be clarity around the new build programme. There just needs to be a plan that shows: in five to ten years, which operators will need new trains, when the bids are expected, when they're being awarded, when delivery will happen.

Almost like a plotted project plan showing the future scope of projects expected in the UK. That would be fantastic and would really help all businesses involved with rolling stock. Then you can plan for growth, you can budget effectively. My manager asks me what I think we'll achieve next year, and I've got a relatively good idea, but looking further ahead is really difficult.

Just having some level of understanding of where the industry is going for the new build piece would be really important for everybody. It comes down to financing at the end of the day. If a new train costs significantly more than upgrading existing vehicles, they're going to extend the life of those vehicles. But having that visibility would make all the difference.

SSH: What was the mood like at recent industry events?

RP: There's always a sense of people listening and hoping for something concrete, something to really energise the discussion. But it never quite seems to transpire. People are more interested in networking and discussing challenges than hearing presentations that can feel a bit vague and don't really address what's actually happening.

Everyone's waiting for substantive information, and it doesn't always materialise. A few years ago, there were some excellent events where customers were showcasing their plans and talking about what they were doing. That seems to have declined, probably because there's less certainty to communicate.

But despite that, I remain optimistic. The railways have longevity. They're going to be here for a very long time, and SEGULA

is well positioned to support the industry through whatever comes next. We've built strong foundations over the past four years, and with the right market conditions and clearer direction from government and industry leaders, there's tremendous potential for growth. We're ready for it.

SSH: What are the unique engineering challenges when retrofitting modern systems like ETCS onto existing rolling stock designed for conventional signalling, and how does SEGULA's independence from OEMs help navigate the complexities of working across different manufacturers' platforms?

RP: Within SEGULA Group, we have the chance to have strong Centers of Excellence for Rolling Stock like in Zaragoza and Vado Ligure. Through the years, they have been able to support most of the OEM (RS as Signalling) for such project. We have developed strong knowledge on each type of vehicles (from LRV to Loco up to VHST) in most of the European Countries. This really helps us to support our customer for their challenges.

We can for example mention the upgrade of a Chinese loco with a Spanish ETCS in New Zealand.

The main limitation we could face are for recent fleet and the IP regarding TCMS. In that case the original OEM could be needed.

SSH: With the industry increasingly looking at refurbishment and life extension, what's the strategic advantage of combining mid-life overhauls with major modernisation work, and what additional considerations does this create for project planning and authorisation?

RP: When you look at the backlog of the main OEM’s and the leadtime to get a new fleet, the business case between New Built and Refurbishment has changed. Like in other industry (we can think for example at Nuclear Plants), we are trying to optimise the management of our Asset and life extension is part of this.

But such projects have to be thought about from a systems point of view, it means immobilisation of the asset for a long period, investment to upgrade and it could lead to some new authorisation required. Consequently, this is an opportunity to combine new functionalities, improved maintenance plans, new offers for the customers. And this has to be studied has a whole to optimise the availability of the assets and also the reliability.

‘We've got programmes in the UK right now where we have a team that includes quality engineers, production managers, and health and safety all reporting to a project lead who takes full ownership of our deliverables to the customer.’

In addition to the classical mechanical activities required in a mid-life refurbishment, it is more and more common to change also the TCMS, to add a new signalling system, to green the traction to add some connected service.

Lead the future of transport

HAYLEY MASSEY BUSINESS

MANAGER AT RAILCARE

SWEDEN

Hayley Massey is Business Manager at Railcare Sweden. In her role, she oversees the company's approach to innovative railway maintenance solutions, including Railcare's proprietary vacuum technology and integrated service delivery model.

How has Railcare's approach to vacuum technology changed the way the industry thinks about railway maintenance?

Railcare is an innovative company; we aim to help solve customers' maintenance issues on the railway using innovative methods and technology. Our approach to the vacuum technology used in our Railvac machines is unique. The safe and efficient method to perform railway maintenance with our powerful yet gentle technology shows that less invasive maintenance is not only safer but also more cost-effective.

What are the biggest challenges facing railway operators today, and how is Railcare positioning itself to address them?

The railway is currently facing significant challenges due to the ageing of assets and infrastructure. Despite these challenges, traffic must continue to flow. The increased risk of failure necessitates more frequent maintenance. However, the challenge lies in completing this work within tighter timeframes and limited budgets. CP7 is particularly challenging for many, as budgets are under pressure. We must find ways to work together to mitigate loss of skills and

expertise while improving the maintenance and life extension of the asset.

Another challenge is climate change, increasing the risk of drainage issues impacting the railway, causing flooding and landslides. This all adds to the cost and complexity of the challenge.

With our high-performance machines and skilled operators, we can work productively, allowing for work to be completed within shorter possession times whilst leaving the track in place, allowing traffic to restart quicker and keep services running, removing the costly effect of speed restrictions. The Railvac, along with the Ballast Feeder System, is very versatile and performs not only re-ballasting works, but drainage issues, including wet spots, and many more, making it an ideal solution for these essential maintenance issues.

What role does innovation play in Railcare's competitive strategy?

Innovation plays a big role in our general approach as a company. We take pride in thinking differently, encouraging customers to do the same when navigating the complexity of the railway. Our machines are designed and developed by our excellent team, reducing the dependency on external

RAILCARE SWEDEN

Railway Specialist Railcare Sweden offers products and services that enhance customers’ reliability, punctuality and profitability, primarily in the Nordic region and the UK.

Want to know more about Railcare Sweden?

Tel: 01332 647388

Email: hayley.massey@railcare.se Visit: www.railcare.se/en

suppliers. We believe it's important to collaborate closely with our customers to create tailored solutions that lead to a more efficient and sustainable railway.

How do you see the market for railway maintenance evolving over the next five years?

As both passenger and freight traffic continue to grow, maintenance requirements must become more proactive than reactive. Additionally, the pressures of climate change and extreme weather patterns are increasing the stress on drainage and track stability. The maintenance strategy must evolve to create a smarter, more efficient and sustainable model over the next five years and beyond.

What's the biggest strategic challenge facing Railcare as you scale up?

Balancing the growth-scaling ambitions of the company. Turning our strong opportunities and ambitions into efficient operations across all markets and business segments, whilst maintaining profitability and service quality.

What's driving customers to choose more advanced maintenance solutions over traditional methods?

The railway depends on a high asset availability. The advanced maintenance solutions we offer provide higher reliability, lower costs and improved safety compared with traditional ones. As mentioned earlier, our method can effectively address various

challenges, including re-ballasting, cable handling, and drainage. These machines and techniques are essential for future-proofing our railways.

How does Railcare's dual business model of services and equipment manufacturing create value?

It creates value in many ways. For customers, we provide a deep understanding of both machinery and service. In addition, we also offer transport services in other countries. We know the true value of time on track, whether it’s machines in operation, contracting services, transport, or the maintenance and modernisation of vehicles. Working with the customer to help them achieve their goals and building on our strong relationships to help improve the railway of the future.

What trends are you seeing in customer requirements for railway maintenance and transport?

High quality and value for money. Along with long-lasting solutions, which reduce the need to return to fix the issue later. From timely transport to efficient contracting services, we ensure well-executed service and maintenance. Customers need to be able to trust the delivery process. Since we are involved throughout the chain, we have an incredible understanding of these needs.

The Varberg Tunnel cleaning demonstrates your technology on a major infrastructure project how did you win this contract with Implenia/Trafikverket?

We have a framework agreement with Trafikverket, allowing them to utilise our vacuum technology in the most suitable situations and locations. One example is our battery-powered machine being used in the Varberg Tunnel. This machine is ideal for tunnels since it produces no emissions, creating a better working environment. Additionally, it eliminates concerns related to production issues during underground operations.

You mention this is the ‘largest batterypowered vacuum machine of its kind in the world’ what are the technical specifications that make it unique?

We have two models: one that operates solely on batteries and our latest model, which can charge from an overhead line during operation. This model uses the battery only when the overhead line is unavailable. Our high-power vacuum technology, combined with the electric working mode, is truly unique. Additionally, our system features an extremely flexible arm that, when operated by our skilled technicians, makes it one of a kind.

Your vacuum technology seems to be a core differentiator how did you develop this capability, and what specific problems does it solve that traditional methods can't?

Firstly, it is effective for quickly removing heavy and wet materials. Secondly, it is gentle, ensuring that cables and other materials such as sleepers and rails remain intact.

Are you seeing customers specifically choosing rail transport and maintenance services based on sustainability criteria?

Sustainability takes on various forms, and we are witnessing a growing number of people selecting our services and products due to their high quality and reliable delivery. Customers appreciate our commitment to safety in both planning and execution, as well as our low carbon footprint concerning direct emissions. Although the infrastructure is not yet fully developed to support an entirely electric operation, we have made significant strides in enhancing railway sustainability through battery solutions, biofuels, and improved engine technologies.

Which geographic markets or customer segments represent the biggest growth opportunities for reaching your 2027 targets?

The potential in the rail industry is driven by the increasing demand for secure and reliable railways, as traffic continues to grow. This need creates opportunities across all our business sectors: Contracting, Transport, and Technology.

• Contracting addresses the ongoing requirements of maintenance on the infrastructure.

• Transport focuses on providing reliable and sustainable transportation solutions, particularly in the mining sector, where our customers are located.

• Technology involves the development and renovation of machinery and locomotives.

These areas collectively represent significant opportunities for growth and innovation.

Given Railcare's unique position as both a technology developer and service provider with your own vacuum technology, proprietary machines, and integrated transport operations, how do you leverage this vertical integration to create competitive advantages that pure service companies or equipment manufacturers can't match, and what does this mean for your long-term positioning in the European railway market?

Our unique position allows us to understand our customers' needs throughout the chain thoroughly. We recognise the importance of delivery reliability for our customers and the

‘Our true strength as a company lies in our shared understanding of how much true value time on track represents.’

value of each transport. To ensure this, our workshops provide the optimal conditions for maintaining locomotives. Additionally, having a well-maintained railway is essential. When maintenance work needs to be performed with minimal disruption to ongoing traffic, especially within the tight timeframe of a single shift, it requires efficient, safe, and gentle methods and equipment.

The collaboration between our contracting execution methods and our development of innovative machines in technology is invaluable. While we will continue to specialise in our respective areas, our true strength as a company lies in our shared understanding of how much true value time on track represents.

True value of time on track

High power vacuum technology, along with ballast precision, offers many versatile solutions for the maintenance of the railway.

Our services

• Excavate - Cable Handling, Drainage

• Reballasting - Wet spots, Switches and Crossings

• Cleaning - Tunnels and Installing geotextile Benefits

• Ideal for switches, crossings, bridges and tunnels

• Works completed with the Track ‘In-Situ’

• No need to remove cables or signalling equipment

• Works with Adjacent Line Open

Contact | Railcare Sweden Ltd | Hayley Massey hayley.massey@railcare.se | 01332 647388 | www.railcare.se/en

JACOBUS FERREIRA HEAD OF TECHNICAL AT TECFORCE

Jacobus Ferreira is Head of Technical at Tecforce Limited, where he oversees welding, non-destructive testing, and training operations across the business. A qualified European/International welding engineer, he manages compliance with BS EN 15085, BS EN ISO 3834, and RIS-2701-RST standards.

TECFORCE

Tecforce Limited is a precision engineering and fabrication specialist based in Derby. Established in 1994, the company delivers welding, fabrication, maintenance, and technical training services to the rail and freight sectors. Operating from Litchurch Lane, Tecforce maintains accreditations to BS EN 15085 and BS EN ISO 3834. The company recently opened the Tecforce Welding Training and Development Centre.

Want to know more about Tecforce?

Tel: 01332 268 000

Email: sales@tecforce.co.uk

Visit: https://tecforce.co.uk/

Address: Tecforce Ltd

Litchurch Lane, Derby, DE24 8AA, UK

How did you get started in the industry?

At 16, I began working with my dad during shutdown periods at Mittal in South Africa each December and January for four years. There, I worked alongside experienced mechanical fitters, learning valuable handson skills. One welder took me under his wing, teaching me the basics and sparking my fascination with welding.

Despite this early exposure, I initially pursued a career as a pastry chef, working in several hotels across England. Years later, when an opportunity arose to change careers, I finally asked myself what truly made me happy. Thinking back to those early days at Mittal, I remembered the excitement of welding and knew that was the path I wanted to follow.

While still working in hospitality, I paid for and completed my Level 1, 2, and 3 welding qualifications, gaining experience wherever I could. My first welding job was with a company producing drag chains for oil rigs. The work was repetitive and low-paid, but I was finally welding.

After several changes in various sectors, I was offered a weld test at Tecforce in the rail industry and I loved it. The variety, technical challenges, and focus on precision reignited my passion. Over time, I completed more than 25 welder qualifications across different processes and materials. And realised I’m exactly where I want to be: in a role that challenges and excites me, with a company that values and invests in its people. I continued to study, learn, and grow, and am currently qualified as a European/ International welding engineer.

When did you join the company and what is your role within Tecforce?

I joined Tecforce in January 2017. My role within Tecforce is Head of the Technical Department, where I am responsible for managing the team that’s overseeing all aspects of welding, non-destructive testing (NDT), and training across the business. I lead a team of technical specialists, including Responsible Welding Coordinators (RWCs) and NDT professionals, ensuring that all work is carried out safely, efficiently, and to the highest standards of quality.

A key part of my role is maintaining full compliance with industry and regulatory standards, including BS EN 15085, BS EN ISO 3834, and RIS-2701-RST. This involves managing our welding quality management system, overseeing welder qualifications and procedure approvals, and ensuring that our inspection and testing processes meet the strict requirements of the rail and engineering sectors.

In addition to technical governance, I am responsible for developing our training and competency programmes, supporting the professional growth of welders and technicians, and driving continuous improvement across all technical disciplines. My focus is on ensuring that Tecforce

remains a trusted, technically competent, and compliant partner, known for delivering safe, reliable, and high-quality engineering solutions.

What challenges have you faced in the industry?

One of the biggest challenges I faced early in my career was finding the opportunity to learn and develop my skills as a newly qualified welder. There are very few places willing to take on inexperienced welders, let alone invest in their training and development. It took me almost a year to secure my first welding job, during which I worked for free on weekends to gain hands-on experience and took on any role that offered even the possibility of welding. This was despite ongoing discussions in the industry about the growing shortage of skilled welders

Now, as a Head of Department responsible for welding, the challenges have evolved but remain deeply rooted in skills availability and workforce retention. Since Brexit, the industry has lost a significant portion of its skilled and experienced workforce, creating an even wider skills gap. The shortage of qualified welders and NDT technicians continues to be a major concern. When we do find promising candidates, we invest heavily in their training and development to bring them up to the required competency level. However, many of these individuals are quickly attracted by larger companies in sectors such as oil and gas, defence, energy, and power, which can offer salaries that smaller firms simply cannot match. For example, at Tecforce, it costs the business approximately £10,000 to train and develop a ‘skilled’ welder before they become a productive, sellable asset. Over the past 18 months, we’ve interviewed more than 150 welders – only 36 met the employable standard, and just 28 successfully completed probation. Of those, ten moved to other sectors soon after their training.

The biggest ongoing challenge is balancing the need to train and develop welders and NDT technicians – often with little to no external funding or support –while managing the impact of losing those skilled workers to other industries, all while continuing to meet the demands of servicing the rail sector.

What success have you experienced in the last twelve months, and how do you measure success?

Over the past twelve months, my team has achieved several key successes that have significantly enhanced our technical capability, workforce development, and overall service delivery. One of the most notable achievements has been the recruitment of our new Training Manager, Pete Boulton-Lear, whose appointment has transformed the way we approach training

and competency development. Under his guidance, we have established a structured and progressive training programme, ensuring that all welders and NDT technicians receive consistent, high-quality instruction aligned with industry standards.

This progress has been further supported by a substantial investment in our training facility, which has been upgraded with new welding bays, equipment, and modern learning resources. These improvements have not only allowed us to deliver a higher standard of internal training and qualification renewals but also positioned Tecforce to become a recognised provider of technical skills development within the wider rail and engineering sectors.

In addition to strengthening our training infrastructure, I have developed the technical capacity of the department by recruiting two very knowledgeable and passionate Responsible Welding Coordinators and an experienced NDT Lead. The appointment of the additional DRWCs has been a critical step in reinforcing our welding quality management system and ensuring compliance with BS EN 15085, BS EN ISO 3834, and other relevant standards. Their combined expertise has allowed us to maintain tighter control over welding documentation, weld quality, and inspection activities, while also providing stronger technical oversight during project delivery.

The expanded DRWC team has also enhanced our ability to conduct internal audits, supervise welder performance testing, and support the implementation of improved procedures and welding techniques. This has led to a measurable reduction in weld rework and nonconformances, an increase in successful firsttime weld pass rates, and greater consistency in meeting client specifications. The recruitment of an experienced NDT Lead has complemented this by strengthening our inspection capability and ensuring full traceability and compliance across all testing and validation activities.

Operationally, the department has delivered all major projects safely, to programme, and in accordance with client and regulatory requirements. We have achieved high levels of client satisfaction and strengthened our reputation as a reliable, technically competent partner within the rail sector, well known for delivering consistently high-quality work.

In measuring success, I adopt a comprehensive approach that incorporates both quantitative and qualitative indicators. On the quantitative side, I track metrics such as welder qualification rates, defect and rework statistics, project delivery performance, and client feedback. Qualitatively, I assess success based on the growth and development of my team. This involves monitoring newly qualified welders as they progress through structured training pathways, as well as observing how senior personnel meet their goals and excel in their roles, all whilst utilising what they learn

to mentor others, creating a supportive environment that encourages continuous improvement.

Ultimately, success for me is defined by building a department that is technically robust, compliant, and future-ready. One that can deliver safe, high-quality, and efficient welding and NDT services while continuously investing in the development of its people and contributing to the longterm sustainability of both Tecforce and the wider industry.

What does sustainability mean to you?

To me, sustainability means building a better future while being responsible in the present. It involves ensuring that the work we do today, whether in welding, engineering, or team development, creates long-term value without compromising safety, quality, or environmental integrity.

In a technical and industrial context, sustainability goes beyond just environmental performance; it also involves the sustainability of skills, people, and processes. This means investing in training and developing the next generation of welders and NDT technicians while fostering a culture of continuous improvement. By doing this, we ensure that our technical capabilities, quality standards, and workforce expertise remain strong and resilient for the future.

Additionally, sustainability means using resources efficiently. We can reduce waste, rework, and energy consumption by improving planning, enhancing material control, and applying modern welding techniques. Each time we reduce defects or extend the lifecycle of an asset, we contribute to sustainability from both an environmental and economic perspective.

Ultimately, sustainability is about balance and accountability—balancing productivity with responsibility and short-term goals with long-term impact. True sustainability is achieved when a business delivers high-quality, safe, and reliable outcomes while nurturing its people, protecting the environment, and positively contributing to the wider industry and community.

Tell us about Tecforce.

We have just celebrated our 30-year anniversary. Based in the historic industrial heartland of Litchurch Lane, Derby, Tecforce Limited has built a strong reputation as a leader in precision engineering, fabrication, and technical training. Proudly rooted in Derby’s world-famous engineering heritage, Tecforce continues to evolve, combining traditional craftsmanship with cutting-edge innovation to deliver high-quality solutions across rail and freight. Tecforce is more than just an engineering firm, it’s a team of passionate, skilled professionals dedicated to delivering excellence on every project.

Whether it’s complex fabrication, specialist welding, or bespoke engineering

‘The rail sector has so much to offer –long-term career stability, technological innovation, and the chance to make a real impact on the country's infrastructure.’

support, Tecforce’s people are at the core of what makes the company great. At Tecforce, every project is an opportunity to innovate.

The company offers a comprehensive range of engineering and fabrication services, including:

• Welding & Fabrication – high-quality precision welding solutions tailored to client needs.

• Engineering Support – from concept and design to final production, Tecforce provides hands-on technical expertise at every stage.

• Maintenance & Repair – fast, efficient, and safe repair and refurbishment services for critical industrial components.

• Training & Development – with the launch of the Tecforce Welding Training and Development Centre, the company now provides hands-on learning and professional development for welders and apprentices, helping to close the UK’s skills gap and support the next generation of engineers.

Tecforce is driven by one clear purpose — to build with precision, integrity, and pride. The company’s mission is to continually push the boundaries of what’s possible in engineering, while supporting local talent and contributing to Derby’s thriving industrial community.

Derby has long been known as the beating heart of British engineering, home to giants of innovation, from the railway pioneers of the 19th century to today’s aerospace and transport leaders. Tecforce proudly carries that legacy forward, blending heritage and modern technology to deliver engineering solutions that stand the test of time.

The recent opening of the Tecforce Welding Training and Development Centre is a testament to this commitment, it is a

state-of-the-art facility designed to nurture skill, innovation, and craftsmanship for years to come.

What truly sets Tecforce apart is its people. From engineers and welders to project managers and apprentices, the team shares a deep passion for what they do. Collaboration, creativity, and care define the company culture and it’s this spirit that continues to drive Tecforce’s growth and success.

As Tecforce moves into the future, its focus remains clear: to invest in people, technology, and innovation. With a growing reputation and expanding facilities, the company is ready to take on new challenges, new projects, and new opportunities – while continuing to support the local community and inspire the next generation of engineers.

What would you say is the most exciting technology in the industry?

Handheld laser welding is absolutely one of the most exciting practical technologies for me right now, especially when combined with things happening across modern welding plants (cobots, AI process control, in-line QA and fibre-laser improvements). It’s a real game-changer for repair work, low-distortion joins, and flexible shop-floor use. Tecforce has conducted research on handheld laser welding for various materials and material thicknesses, with some exciting results.

• Very low heat input, minimal distortion and smaller heat-affected zones (huge when you’re repairing thin or precision assemblies).

• High speed and repeatability for many joint types (spot repairs, seam welding, small fillet repairs).

• Manufacturers are shipping rugged handheld units complete with wire feed units and enclosed welding bays for added safety. Combines welding + laser cleaning/prep in one tool on some models, reduces prep time and improves weld quality.

What are some of the biggest challenges this sector currently faces?

One of the biggest challenges currently facing the sector is the growing skills shortage, not only within rail but across the wider UK engineering and manufacturing industries. Recruiting skilled welders and NDT (Non-Destructive Testing) technicians has become increasingly difficult, as the available talent pool lacks the necessary qualifications and experience required by the industry.

A key contributor to this shortage is an ageing workforce combined with a decline in apprenticeship numbers, which means fewer young people are entering these trades. Additionally, both the Pandemic and Brexit have significantly disrupted the labour supply, making it even harder to attract and retain skilled workers.

‘The opportunities are unlimited, from skilled trades and engineering to project management, digital innovation, and leadership roles.’

How can the industry tackle its skills shortage and how do you recruit/retain/ train your staff?

To tackle the industry’s growing skills shortage, we need a fundamental shift in how training and development are approached and supported. One of the most effective ways forward is to make funding more accessible for businesses that are genuinely committed to training and developing people to the required skill level, rather than just the minimum standard needed to access government funding.

Compounding this issue is the lack of funding and support available for companies that are willing to invest in the training and development of staff. Many smaller businesses, in particular, take on lowerskilled individuals and invest heavily in upskilling them, but the limited financial assistance and government incentives make it difficult to sustain these training programmes over the long term. This lack of structured support discourages continuous skills development and limits the overall growth of the talent pool.

These challenges have had a knock-on effect across the sector, leading to project delays, higher labour costs, and a growing reliance on automation. At the same time, companies are increasingly dependent on foreign skilled labour, but post-Brexit immigration policies have made it more difficult to recruit these workers due to stricter eligibility requirements.

The result is a talent tug-of-war between large national and international companies and smaller businesses. Smaller firms often invest in training and developing workers, but once these individuals reach a higher skill level, they are frequently attracted to larger organisations offering higher salaries which leaves smaller businesses struggling to compete and sustain their workforce.

Organisations such as WorldSkills UK, Make UK, EngineeringUK, and various government lists like the Immigration Salary List, Occupation Shortage List, and Temporary Shortage List all highlight the same issue: there is a critical shortage of welders in the UK. This shortage poses a serious threat to the country’s infrastructure projects, with some industries, such as the power sector, already relying on up to 70 per cent skilled foreign labour to meet demand.

In summary, the combination of an ageing workforce, reduced training pipelines, insufficient funding for skills development, restrictive immigration policies, and intense competition for talent presents a severe and ongoing challenge for the industry’s sustainability and growth.

Currently, too much training is focused on ticking boxes rather than producing genuinely skilled, work-ready individuals. For example, a welder who has passed a qualification test or coding has simply demonstrated that they can pass a specific test under controlled conditions. This does not necessarily make them a competent or experienced welder. What the industry truly needs are people who have developed practical, real-world experience alongside their qualifications.

At Tecforce, we have recognised this gap and taken proactive steps to address it. Over the past 18 months, we’ve interviewed more than 150 so-called ‘skilled’ welders – only 36 met the employable standard, and just 28 successfully completed probation. Of those, 10 moved to other sectors soon after their training. This illustrates both the shortage of genuinely skilled individuals and the difficulty of retaining talent once trained.

To combat this, Tecforce has invested heavily in a dedicated training facility where all welders undergo a comprehensive sevenweek training programme designed to build real-world competency.

This programme includes:

• Realistic, hands-on training simulating conditions such as corroded materials, confined spaces, and restricted access environments.

• Skill development in specialist joint preparation, weld repairs, and assessment under real conditions.

• Expert trainers, including qualified assessors, IQAs, Cert Ed holders, and time-served welders, who mentor trainees.

‘Thinking back to those early days at Mittal, I remembered the excitement of welding and knew that was the path I wanted to follow.’

• Internal competency tracking and both internal and external quality assurance to ensure consistent standards.

• Classroom-based learning to strengthen theoretical understanding.

At the end of the programme, each welder achieves a minimum of 14 welder qualifications to BS EN ISO 9606-1 and completes an in-house visual inspection course. This ensures they not only meet technical standards but can also perform effectively in real industrial environments.

Tecforce also works closely with the local college to run apprenticeship programmes in welding and NDT, creating a pipeline of future talent. Beyond technical training, we focus on retention by offering opportunities for career growth and advancement, and by recognising staff achievements in both their professional and personal lives.

However, for initiatives like ours to have a broader impact across the industry, better funding and government support are essential. Training and developing a “skilled” welder to the required competency level costs Tecforce around £10,000 per person before they become a productive, sellable asset. Without financial incentives or funding structures that reward this level of investment, many smaller businesses simply cannot afford to provide the depth of training the industry desperately needs.

In summary, tackling the skills shortage requires:

• Targeted funding and incentives for businesses investing in high-quality training.

• A focus on competency-based development rather than minimum qualification standards.

• Closer collaboration between employers, training providers, and government bodies.

• Stronger emphasis on career development and retention to keep skilled workers within the sector.

By combining these elements, the industry can start to rebuild a sustainable, skilled workforce capable of meeting future demands.

How can we make the rail industry a place people want to work in?

To make the rail industry a place people genuinely want to work in, we need to focus on changing perceptions, creating opportunities, and celebrating success. The rail sector has so much to offer – long-term career stability, technological innovation, and the chance to make a real impact on the country’s infrastructure – but these positives are often overshadowed by negative media coverage and outdated industry stereotypes.

A great starting point is to continue and expand initiatives such as ‘Young People in Rail’, which play a vital role in engaging young people early and showing them the

‘Derby has long been known as the beating heart of British engineering, and Tecforce proudly carries that legacy forward.’

PROJECTS

endless career opportunities that exist across the industry. By introducing students to rail careers at school or college level –through talks, open days, site visits, and mentorship programmes – we can help them see rail not just as “trains and tracks,” but as a diverse, modern, and forward-looking sector encompassing engineering, digital technology, sustainability, and innovation.

We also need to invest in apprenticeships and early career development, providing clear pathways for young people to enter and progress within the industry. Apprenticeships offer hands-on experience, qualifications, and a sense of belonging from day one, all of which are key to attracting and retaining talent.

Another powerful incentive would be to offer discounted rail travel for people working in the rail industry. This would not only serve as a tangible benefit but also help reinforce pride and connection with the sector they’re helping to build and maintain.

Equally important is changing the narrative around rail. Too often, media coverage focuses on delays, strikes, or funding issues which overshadows the constant improvements, technological advancements, and incredible projects taking place every day. By celebrating the positives such as innovation in sustainability, safety improvements, infrastructure upgrades, and the essential role rail plays in connecting communities we can inspire pride among current employees and spark interest among future generations.

The truth is that rail is in a constant state of improvement, and the opportunities are unlimited, from skilled trades and engineering to project management, digital innovation, and leadership roles. Yet many people remain unaware of the diversity of careers available. By showcasing these opportunities, investing in people, and promoting a positive, forward-looking culture, we can transform the rail industry into one of the UK’s most attractive and rewarding sectors to work in.

Great Western Railway (GWR), part of FirstGroup, operates intercity and regional services across the South West, South Wales, and the Thames Valley. As part of a wider refurbishment programme on their Class 57 locomotives, GWR identified extensive corrosion on unit 57604, particularly along the side support panels. With the structural integrity of the vehicle at risk, GWR required a partner with the expertise, rail certifications, and on-depot repair capability to carry out critical corrosion repairs with minimal downtime. Tecforce was selected due to its strong industry reputation, specialist rail accreditations, and established relationship with GWR. After visiting the depot in Plymouth, our engineering team developed a detailed repair plan that combined compliance, efficiency, and long-term durability.

Using Non-Destructive Testing (NDT) methods, the team first assessed the full extent of the corrosion. The damaged sections were removed and replaced with Corten A steel, a corrosion-resistant alternative to the original low carbon steel. Repairs were carried out using in-house engineering procedures, with welds inspected and verified through further NDT checks. To protect the repairs, a high-performance epoxy coating was applied, designed to withstand the challenging environmental conditions of rail operations. Unexpected challenges included the discovery of additional corroded areas that required stripping, and the need to source materials independently when free-issued stock was unavailable. By adapting quickly, Tecforce ensured work continued without delay.

All repairs were fully documented, including pre- and post-repair NDT reports and a complete repair record, guaranteeing traceability and compliance with industry standards. The project was completed on time and to specification, despite additional complexities. GWR received a corrosion-resistant, durable repair solution with full certification and documentation, helping safeguard the long-term reliability of its Class 57 fleet. The success of this project further strengthened the relationship between GWR and Tecforce, demonstrating our ability to deliver high-quality, ondepot corrosion management in line with the strict demands of modern rail operations.

STOP CORROSION IN ITS TRACKS

At Tecforce Ltd, we don’t just deliver welding and engineering services, we deliver precision, reliability, and complete confidence.

WHAT SETS US APART?

Industry-Leading Expertise

Turnkey Solutions

Accreditations That Matter

Proven Track Record

Corrosion? No Problem.

People-Focused Service

www.tecforce.co.uk

STEVE CARTER QA & HEAD OF SALES AT TECFORCE

Steve Carter, QA & Head of Sales at Tecforce. Having started as an apprentice, over 20 years at Tecforce he has been involved in many of their successes.

TECFORCE

Tecforce Limited is a precision engineering and fabrication specialist based in Derby. Established in 1994, the company delivers welding, fabrication, maintenance, and technical training services to the rail and freight sectors. Operating from Litchurch Lane, Tecforce maintains accreditations to BS EN 15085 and BS EN ISO 3834. The company recently opened the Tecforce Welding Training and Development Centre. Want to know more about Tecforce?

Tel: 01332 268 000

Email: sales@tecforce.co.uk

Visit: https://tecforce.co.uk/ Address: Tecforce Ltd

Litchurch Lane, Derby, DE24 8AA, UK

‘I believe the industry is already very well liked and a place in which people strive to be.’

original specification. I find solebar scanning a particularly interesting topic – specifically, how organisations are trying to identify corrosion on internal surfaces without removing closure plates.

Another key challenge is maintaining ageing fleets for extended periods to allow sufficient time for new vehicles to be procured and introduced into service.

If operators could undertake increased levels of corrosion inspection during routine examinations, specifically focusing on the corrosion and degradation of known failure points, additional structural assessments could be utilised in making key decisions. The difficulty lies in gaining access, as a high percentage of structures and body shells are covered by interiors, floors, or components, which severely limits accessibility.

During my time in the industry, I've seen the implementation of accreditations such as EN15085 develop from being solely for new manufacture to now being integrated into the day-to-day activities for maintaining and repairing our rail infrastructure. We can see this being adhered to not only in the passenger realm but also in the freight sector.

What is your role within Tecforce and when did you start?

My time at Tecforce has changed significantly since I first started in the industry back in the summer of 2003, this was a big step for me, as I was only in my early 20s, recently out of my mechanical apprenticeship, moving into new territory. Leaving my first job where I’d learnt my trade, into a whole new industry where I’d become a production fitter; assembling and overhauling train components.

From this, I worked my way through various positions from Production Supervisor to Operations Manager in which I helped develop robust systems which led into me taking a position of the offsite services manager, where we saw a gap in the market for undertaking structural welding of rail vehicles in depots. I was integrated into sites to help with identifying and offering repair solutions to our clients, these activities were undertaken outside of the maintenance programmes to not affect the daily running of the units.

Through the 20+ years of being at Tecforce, I have had the opportunity to work closely with many senior bodies, all of which have helped my own development to become the QA & Head of Sales, now responsible for bringing in all the works to fulfil our growth aspirations.

What do you think is the biggest challenge currently facing the rail industry?

Some of the biggest challenges for the industry are keeping ageing rolling stock in service for longer periods. When vehicles are designed, they have a life expectancy which is now being regularly extended beyond the

Tecforce has grown from approximately 30 staff to over 70 over the last few years, with very few retention issues. We have achieved this growth by recruiting skilled personnel and providing opportunities for them to upskill further. A key part of this has been our Welder Training School, where we were fortunate to recruit a trainer from a local college who shared our vision and wanted to be part of the journey.

Our white-collar staff have been supported by the business to undertake management diplomas, engineering degrees and similar qualifications – not only to support their daily activities but also to support their individual growth aspirations. We believe firmly in ‘developing from within’. Over recent years, we have recruited apprentices and are developing them internally, putting them through detailed progression plans with clear milestones. This gives all parties a set of goals and objectives, and it's great to see how we as a collective are helping these individuals grow.

What do you expect to be the biggest challenges that come from this transformation of the railway industry?

I believe the industry is already very well liked and a place in which people strive to be, I know of many personnel who have wanted to be part of the industry and have been able to find their way in, reasonably easily, not only through recommendations, but through the various exhibits and the likes.

Some of the biggest gaps and challenges I can see are the likes of aluminium structure vehicles being found to be corroded where dissimilar materials have been used with incorrect solutions, or degradation of surfaces through cleaning solutions.

CIRO Brings Rail Ops Conference to London

The Chartered Institution of Railway Operators (CIRO) welcomed more than 200 members to Kings Place, London, on 15 October 2025, for the fifth annual Rail Ops Conference, the first to be held in-person

Since its inception, Rail Ops has proved invaluable in sharing knowledge, insight and best practice across the railway industry. This year’s in-person format took the event to new heights, uniting members face to face for a day of learning, discussion and networking.

The Rail Ops Conference is free to attend for CIRO members, with places allocated by ballot. Designed as a professional learning and development event, it supports the growth of rail professionals at all career stages. The conference was headline sponsored by WSP UK Limited, whose generous support, alongside CIRO’s corporate members, enables the Institution to deliver flagship events like Rail Ops at no cost to members.

Delegates were welcomed by Mark Hopwood CBE, Managing Director of Great Western Railway and newly appointed Chair of CIRO, succeeding Jim Meade, Chief Executive of Iarnród Éireann.

This year’s programme explored four key themes shaping the future of railway operations: integration, digital and data, devolved and private sector operations, and developing the operators of the future.

Bringing together leaders from across passenger, freight and infrastructure sectors, the speaker line-up featured David Davidson (South Eastern Railway), Tracey Messner (Network Rail), Ben Rule (East West Rail), Tom Desmond (Network Rail), Paul Plummer (University of Birmingham), Tony Osborne and Claire Volding (Network Rail High Speed), Maggie Simpson (Rail Freight Group), Charlotte Whitfield (Arriva Rail London), Stuart Jones (First Rail Open Access), Chris Jackson (TransPennine Express), Rehana Khawaja (Chiltern Railways) and Bronnie Clarke (Network Rail).

Throughout the day, delegates also had the opportunity to meet CIRO representatives from the Membership and Learning & Development teams, who were

on hand to discuss how CIRO can support members’ professional growth.

Kelly Marklove, CIRO Membership Manager, spoke to Rail Professional about the event.

What made 2025 the right moment to bring Rail Ops in-person, and what were you most hoping to achieve?

During the pandemic, like many organisations, we adapted by moving our events online to maintain engagement with members and stakeholders. This proved highly successful, and since then we’ve

embraced hybrid formats wherever possible. Our first four Rail Ops Conferences were delivered virtually with excellent attendance, offering flexibility for delegates to join sessions around their work schedules. However, while online accessibility is valuable, the social and networking elements of in-person events are irreplaceable. The opportunity to share ideas face-to-face, build connections, and have those spontaneous conversations simply can’t be replicated online. Feedback from this year’s Rail Ops Conference confirmed how much attendees valued being back together in person. We wanted to reintroduce that human

connection and create an environment that encourages collaboration, learning, and cross-industry dialogue, and it’s clear that this year’s event achieved exactly that.

What moments from the day stood out?

It was a real pleasure to have our new Chair of the Board, Mark Hopwood, open the day and set the tone by emphasising the importance of collaboration and wholesystem thinking as we enter a new era for Britain’s railways. His message about shared learning and collective responsibility really resonated.

The quality and breadth of insight from our speakers was exceptional and full of real-world examples, innovative thinking, and practical takeaways. One particularly powerful moment came from Rehana Khawaja, Safeguarding and Security Manager at Chiltern, whose deeply personal presentation on overcoming cultural boundaries in her professional journey earned a standing ovation. It was a moving reminder of the power of inclusion and resilience in our industry.

Which of the four key themes generated the most engagement, and what practical insights can attendees now apply in their organisations?

Each theme offered valuable perspectives, but Creating an Integrated Railway generated particularly strong engagement. The session featured three excellent case studies showcasing different approaches to integration.

David Davidson, COO of Southeastern Railway, shared his experience of the newly integrated railway structure, discussing the challenges, achievements, and future ambitions, along with his personal reflections on the process. His insights provided a real-world roadmap for others facing similar integration projects across the network, a highlight for many delegates.

What's your vision for building on this success, and what does the response tell you about what members need from CIRO?

Our goal this year was to establish the blueprint for Rail Ops as a face-to-face conference, testing the format, venue, and logistics, and we’re delighted with how well it worked. The overwhelmingly positive feedback has given us a strong foundation to build on.

Next year, we plan to grow the event to ensure even more of our members can benefit from the experience. The key takeaway from this year was the immense value of in-person interaction, the networking, knowledge exchange, and collaboration that happens naturally when people come together. That’s what our members are asking for, and it’s what we’re committed to delivering through future CIRO events.

Network Rail Safety Partnership

Network Rail Scotland's community safety programme combines multiple partnerships and initiatives to address railway safety across the country

The organisation works with Hub of Hope, the UK's largest mental health support directory, which brings together services from the NHS, private providers, peer support groups, and charities. In Scotland, the last quarter saw a 12.6 per cent increase in users, boosted by a refreshed look on both the mobile site and app. Working alongside the Hub of Hope development team, Network Rail identified 25 locations where concern for welfare incidents and fatalities had occurred. These locations were reviewed, resulting in the addition of 754 new, previously unpublished services to the directory – an increase of 46.4 per cent in available local support.

As part of its ongoing partnership with Samaritans to prevent rail suicides and

support those affected by them, Network Rail recently funded a five-day awareness campaign across key locations in Scotland. The Samaritans trailer visited Motherwell, Falkirk, the University of Edinburgh, and Dunbar – local authority areas where higher levels of concern for welfare and fatalityrelated incidents have been recorded. The campaign was a collaborative effort, supported on the ground by Network Rail's Community Safety Manager, Community Champions from Asda and Tesco, Police Scotland, and the Director of Student Wellbeing at Edinburgh University.

In partnership with Samaritans, NHS 24's Breathing Space, and ScotRail, Network Rail has installed new Breathing Space benches in Dumfries, Dundee, Uddingston, and Fort William. Each bench includes a

plaque with contact details for Samaritans and Breathing Space, providing an immediate link to mental health support. This rollout follows the success of initial installations in high-footfall areas such as Glasgow Central Station and Edinburgh Waverley, and coincided with Mental Health Awareness Week.

Network Rail Scotland is also supporting a summer campaign from Fearless, the youth service of Crimestoppers, aimed at promoting safety and crime prevention among young people. Funded by Network Rail Scotland, the campaign focuses on pro-social behaviour, violence prevention, and the importance of speaking up to make communities safer. Through a mix of community engagement and targeted social media activity, Fearless is running Summer

Sessions across Scotland during the school holidays, delivering four campaigns. This initiative addresses seasonal trends where young people, sometimes carrying alcohol, drugs, or weapons, use the rail network to travel to destinations such as Ayr, Irvine, and Balloch.

Last quarter, Network Rail introduced Safeguarding Patrollers at Hyndland Station, whose work includes helping intoxicated passengers, assisting with missing person cases, supporting elderly and mobilityimpaired travellers, and managing crowds during service disruptions. Since their arrival, incidents at Hyndland have dropped by 40 per cent, and STPM has improved by 49 per cent. In June, a new mobile Vital Safeguarding Team will launch to provide similar support across the central belt, working in partnership with ScotRail to focus on key platforms identified as welfare hotspots.

Education programmes continue to deliver targeted safety messages to atrisk communities and young people, both proactively and in response to incidents. The Learn Live rail safety programme remains a key part of this strategy, reaching more than 100 schools and over 35,000 pupils across Scotland this quarter. Network Rail uses Learn Live both reactively – following route crime incidents – and proactively in areas with recurring risk profiles.

A central element of Network Rail Scotland's education work is its partnership with the Scottish Football Association, which supports a national rail safety programme delivered through youth football sessions. This initiative allows Network Rail to educate large groups over time, embedding safety messages into structured, positive activities that engage young people across the country. Similarly, Network Rail continues to work with Netball Scotland to engage young people through sport. Its

sponsorship of the Scottish Schools Cup Finals and Youth Cup has involved over 4,500 participants from 70 schools and 320 teams. As part of the programme, all participants must complete a Network Rail Safety Module, using the platform of competitive sport to promote responsible behaviour near the railway.

Sam Sherwood-Hale spoke to Allan Brooking, Community Safety Manager at Network Rail Scotland, about the partnership with the Scottish Football Association and the broader approach to railway safety.

The data shows trespassing incidents have decreased from 460 in 2023 to 356 in 2024. What specific metrics or evaluation methods do you use to directly attribute this reduction to the football workshops versus other safety initiatives?

The reduction reflects the combined impact of all Network Rail’s safety initiatives, targeted programmes, and national campaigns – all working together to drive meaningful progress. While we do not attribute the decrease to any single initiative, the football workshops delivered in partnership with the Scottish Football Association (SFA) play a key role within this broader approach. The workshops are designed to engage young people in a familiar, positive environment, where they are perhaps more receptive to safety messaging.

Other initiatives include collaborations with organisations such as Netball Scotland, Crimestoppers, Samaritans, NHS Breathing Space, The Risk Factory, Learn Live, and soon, Young Scot. Each partner brings a unique approach to engagement – whether

through sport, mental health support, digital education, or community-based outreach – allowing us to connect with different audiences in meaningful ways.

This broad and inclusive strategy is essential to ensuring our rail safety messages reach people of all ages, backgrounds, and learning styles. By diversifying our methods, we can address varying risk perceptions, reinforce key messages across multiple touchpoints, and ultimately create a safer railway environment for everyone.

How do you measure the long-term retention of safety information among participants, particularly as they grow older, and their risk-taking behaviours might change?

We aim to empower young people with the knowledge they need to make informed decisions when near the railway. By raising awareness of the dangers, we help them recognise risks and choose to stay safe. Our messaging is kept simple and direct: stay safe, stay off the tracks – ensuring it resonates with both young people and adults.

Our community safety programme engages a wide audience through targeted initiatives and campaigns. Recent research highlights that effective interventions focus on understanding the behaviours behind unsafe actions and the motivations driving them. Each campaign is tailored to its audience, maximising impact and comprehension. For adults, messages that include facts about fatalities, injuries, and the dangers of electricity have proven most effective in influencing behaviour.

While our primary focus is rightly on public safety, educating passengers and communities about the risks around the railway, we also raise awareness of the

broader consequences of trespassing. Train delays caused by trespass can have significant economic impacts, with the average employer losing more than £30 per hour. This could be considerably more when other employment costs and loss of productivity are factored in. On a personal level for passengers, delays can disrupt work, interviews, education, medical appointments etc.

With 20 per cent female participation in the workshops, are you developing any gender-specific messaging or delivery methods to address potential differences in risk perception between boys and girls?

Our message is intentionally direct, simple, and gender-neutral: stay safe, stay off the tracks. We want to maintain consistency and clarity, and our approach is designed to resonate with everyone, regardless of gender. That said, we remain mindful of potential differences in how risk is perceived and acted upon by different groups. We continuously review feedback to ensure our delivery methods are inclusive and effective. Our workshops are designed to be interactive and adaptable, allowing facilitators to respond to the needs and dynamics of each group. We are committed to evolving our approach as needed to ensure that all participants feel engaged, informed, and empowered to make safe choices around the railway.

As a health and safety professional, how do you balance engaging young people through sport with ensuring the seriousness of rail safety isn't diluted by the fun atmosphere of football training?

We engage with young people through a variety of methods, recognising that they learn in diverse ways including physical activity, social interaction, or emotional connection. Sport offers a particularly effective platform for engagement. It creates a positive, dynamic environment where participants are more open and receptive to learning, including important messages about rail safety.

During football workshops, players receive key rail safety messages during natural breaks in activity. These sessions include interactive Q&A opportunities to reinforce understanding and encourage active participation.

Our partnership with the SFA is one of several initiatives aimed at promoting safety. To broaden our reach, we will soon welcome Young Scot as a partner, helping us connect with young people who we may not reach through our existing sport-based collaborations.

How are you utilising data from trespassing incidents to tailor the workshops to specific geographic hotspots or demographic groups that show higher risk behaviours?

‘The young people we engage with today are not only future passengers, but potentially the next generation of railway professionals.’

Allan Brooking, Community Safety Manager at Network Rail Scotland

We receive regular updates on trespass incidents, youth-related route crime, emerging hotspots, and seasonal trends from the Network Rail Route Crime Manager, based on incident reports provided by the British Transport Police (BTP). These reports help us identify key details such as location, timing, and the demographic groups involved.

Using this insight, we coordinate with our rail safety delivery partners to carry out targeted engagement in affected areas. We work closely with local communities, Councils, and schools to raise awareness and promote safe behaviours.

We share a summary of the relevant information with our delivery partners, many of whom are based locally and bring valuable on-the-ground knowledge to the initiative. To assess the effectiveness of our interventions, we monitor periodic NDFU data to evaluate whether incident levels decline following our targeted outreach.

What contingency planning exists within the programme to address emerging risks, such as the increasing trend of dangerous social media challenges involving railways?

We are committed to continually making the railway a safer place and evolve our engagement methods to reflect emerging trends and reach new audiences. Our current delivery partners include the Scottish Football Association (SFA), Netball Scotland, Crimestoppers, Samaritans, NHS Breathing Space, The Risk Factory, and Learn Live – each bringing unique strengths to our collective safety efforts.

Our next exciting development is a new partnership with Young Scot, which will significantly expand our reach. Through this collaboration, we’ll have regular access to an audience of over 130,000 young people. Together, we’ll promote rail safety and the wider benefits of rail travel using a range of digital channels including social media, online video content, influencers, and interactive surveys. programme.

The SFA is a professional and enthusiastic organisation, with trained and qualified coaching staff who have a strong track record of engaging effectively with young people and delivering positive outcomes.

The continued growth in participation is a clear reflection of their success and the trust they’ve built within communities.

NDFU

The national disruption fusion unit (NDFU) is made up of both BTP and Network Rail staff. It analyses the causes of disruption (fatalities, mental health, children and young people, vandalism and crime) and identifies hotspots.

The Evolution of Container Rail

‘Almost overnight, containers were getting stacked. That introduced a lot of new challenges for rail, but we had software that was able to help them through those times.’

Sam

Sherwood-Hale speaks with Mark Bromley VP, Client Management at Tideworks Technology, about 15 years of innovation in rail terminal operating systems

Container rail has been the backbone of the supply chain since the 19th century. With the evolution of logistics, demand for more efficient deliveries and rising logistical challenges, rail has evolved to meet the needs of the supply chain.

The biggest turning point in rail's evolution is its technology. Over the decades, technological advancements have made rail faster, more efficient, costeffective and reliable. As the industry faces increasing demands, modernisation strategies and tech deployment are shaping the future of rail like never before.

Tideworks Technology, a full-service provider of comprehensive software solutions for marine and intermodal rail terminal operations worldwide, recently celebrated the 15th anniversary of its rail TOS solution. With deployments in over 85 terminals, including three of the six Class I railroads in North America, the company offers a unique perspective on the history and ongoing evolution of the sector.

SSH: When Freightliner approached you, were you prepared for expansion?

MB: Obviously it was a little surprising. We'd been in the marine market and our thought process was: we stack containers, how hard can this be? Freightliner operates one high, so we were able to support them with our marine product for a while. They're now on our intermodal product. The Class I railroads came to us at the exact same time, so it was a culmination of a couple of requests. We thought it would be easy, but little did we know there were a lot of challenges and differences with the business models that we had to face and build into the software.

SSH: What were some of those key differences you encountered?

SSH: What was that adjustment process like?

MB: CSX was one of our first with North American rail. It really led to working closely with great business partners to understand the business, turn everything into requirements and software specifications. There's a lot of testing that comes with that to make sure you're meeting the needs, the edge cases, everything they need to run their business. It builds a partnership between us and the customer of really stepping through that process, because it's no easy feat to make sure all requirements are met and running whilst supporting their business.

SSH: Tell me about Tideworks and how you entered the intermodal rail market.

MB: We're a Western Washington corporation, though I'm based in Jacksonville, Florida. We started as a family-owned business working alongside our sister company, SSA Marine, which operates terminals within ports. Tideworks was essentially the IT arm of that operating company. We developed our own terminal operating system to support their operations and, over the years, decided to take that software to market beyond our affiliated sister company. That was about 25 years ago.

In 2010, we really broke into the intermodal business and rail side of things. Our customers CSX, a Class I railroad in North America, BNSF, and Freightliner in the UK approached us. At the time, we had on-dock rail modules for the marine ports, and they asked if we could develop intermodal solutions. We looked at the opportunity, saw the synergy, and felt it was a direction we wanted to move in. Here we are 15 years later, having really dived head first into supporting the intermodal rail market. We believe we're the premier TOS provider for the intermodal product.

MB: It really comes down to the business data: capturing the data, what they do with it, how they notify their customers. Those business models were different from the marine customers. I think it stems from the supply chain and the timing of everything. In marine, you're hitting port, port, port, and then you may be out at sea for a few days. The rail line is hitting destination, destination, destination over and over. There's not a lot of time for any mistakes or errors to happen. Data has to be flowing to make sure the next terminal gets their information, and that happens a lot faster and repeats a lot more frequently than what you see on the marine side.

SSH: With Tideworks celebrating 15 years of its rail TOS solution, how has terminal operating technology for rail evolved over this period? What were the key challenges you had to overcome?

MB: I think one of the key things is that rail has been slower to adopt technologies compared to marine. This is where we were really able to step in and advance things. When we were approached 15 years ago, we already had a marine solution with automation and elements already built in, so we weren't starting from scratch.

The rail industry was looking for that capability, but the adoption is slow. You have to phase it in, have the appropriate steps. You can't just jump all in and bring everything automated at once.

We saw challenges through the Covid period, just like everybody did. I think that highlighted a few things for the rail industry. Normally here in North America, they've been very much about wheeled operations, providing everything to their customers. They'd deramp containers, have them on chassis, ready to go. All of a sudden they had these backlogs at ports, on trains, and at inland ports and terminals. Containers were getting stacked, which we deal with at marine terminals each and every day, but that was new to the rail industry. Instead of just having cargo sitting on a chassis ready for customers to pick up with a quick turn time, they had to stack their cargo. That introduced a lot of new challenges, but I think we were well prepared to help them through those times.

SSH: Were you surprised that would be such a challenge?

MB: I think everybody was surprised because it was the sheer volume and how quickly it turned. Almost overnight. I don't think anybody was truly prepared for that. We had to work through what it looked like for customers, but I think we had software that was able to help them do what they needed to do. Now they prepare for that scenario again next time. They prepare for the ebbs and flows of when that happens and work out how to be better prepared.

SSH: You mentioned the industry being slow to adopt new technologies. Do you think that's changed in your time working with CSX and Freightliner?

MB: I think they're all looking to adopt new technologies to help with efficiencies and their business. They do have some very efficient models in how they operate. A train comes in, a lot of the time everything comes off, and then you have a location in the yard

where you've been putting everything that comes through the gate. All you have to do is load out everything from that location. In some ways it's a very simple operation when looked at like that. So how do you automate that? How do you bring efficiencies and ROI to the terminal and operator when sometimes the operation can be very self-serving?

SSH: What specific technological advancements have had the greatest impact on efficiency and reliability in container rail operations?

MB: I would highlight the ability to allow for grounded operations. That's where things came to a bit of a grinding halt for rail operators during COVID. Being able to have features within the software that allowed them to prioritise moves, escalate moves, and segregate cargo in certain areas based on characteristics really allows them to work within their bounds.

Some of the things we're working on now are building business rule engines, which allow the terminal a lot more flexibility. As things ebb and flow within their terminal operations, they can make those business rule changes within the software. They can write the if-then statements of what they need to be able to do and have it meet their current business needs.

SSH: When you're tasked with coming up with a solution, are you looking more at what you can actually achieve, or is it a case of hearing what the requirement is from a client and developing something that matches their needs specifically?

MB: It’s what we really strive to be able to do. We don't want to solve everything through software. If every problem requires a software solution, we're not doing our job properly. We want to work with the

customer to understand the why and the business requirements of what they want to get out of it before we dive into creating a software change or enhancement.

We may be able to solve this through a business process change. That's where Tideworks prides itself in being able to provide those services, not just the software, but the expertise to our customers that helps advance them.

SSH: Is that something you have to explain to your customers? Are they coming to you wanting the magic button to fix problems?

MB: It really depends on the customer. The mature customers are going to come to you with the why, with the business problem. Some of the others are going to come and say: ‘That sounds really great, I want AI.’ And when you ask what that really means, they don't know, they just want it because it's the cool thing out there. I know that's a bit of an exaggeration, but that's what we're here to do: sit down and work with the customer to define what they really need.

At the end of the day, if as part of those discussions they decide that's not really what they had in mind, we can save them their investment for something that's going to give them a return somewhere else. We want to get the fresh ideas and develop our product in a direction that meets their needs and where they think they're headed.

SSH: How has your experience working with these different railway companies shaped your understanding of the unique needs of major rail operations?

MB: We have three Class I railroads in North America: BNSF, Canadian National, and CSX. Then we have Freightliner. Between the three Class I operators and Freightliner, we have about 84 terminals that we service with our software. Four customers, but 84 terminals that we're servicing. That number fluctuates up and down a little bit.

Last year we developed an Intermodal Customer Advisory Board. We tried to do this right before Covid and the timing just fell flat, but we had this idea: we have these customers, let's bring them into the room, get their ideas, sit down and talk to them, and see where they can help us drive our product and where they want to go collectively. It's not all these individual custom solutions.

We really believe in that and the customers have jumped on board too. This ICAB, this Intermodal Customer Advisory Board, is a way for them to provide feedback to us on where they want to go and what they're thinking over the next two to five years. It gives us a more long-term strategic direction.

SSH: Is Freightliner part of that board?

MB: Yes, Freightliner is part of that. One of the really unique and cool things is that,

‘We don't want to solve everything through software. We work with the customer to understand the why and the business requirements before we dive into creating a software change.’

SSH: How is terminal operating technology helping the rail industry meet sustainability goals and reduce its environmental impact?

MB: These terminals can be very large. When you come to North America, some of the Class I terminals we work at are huge. The tracks are a mile long. To go from one end of the track to the other, if you tell someone to go to the wrong end, you're talking about 5,000 to 8,000 feet. It's a big miss. So we're trying to direct that move, trying to have the most optimised move for the operators, for the UTRs, for the yard jockeys to be able to move around.

business case. They needed to reduce their gate turn times, which were exceeding an hour and a half. As part of upgrading to iPro, integrating with a vehicle booking system from Advent eModal, and putting in an automated gate system from Camco, having those three systems integrate together, they reduced their gate turn times down to under 20 minutes. That was huge. They were able to show the benefits of everything. That was a big win for a customer to have that use case out there and for us to be able to help them meet that.

SSH: Were you involved in sharing their story through reports and presentations?

OK, North America does double stacks and there are certain uniquenesses, but at the end of the day it all comes back to what I told you at the beginning: we're just moving boxes, we're just moving containers. As you sit in the room and talk about these things, you realise there are synergies. North America definitely has its uniquenesses in some places, but they have synergies in others. We try to hone in on those areas when we sit and talk to them as a group. We know enough of all their businesses to be able to say: let's focus on these areas that encompass you all.

SSH: It must be quite comforting for the individual companies to know that if they're doing it the same way on the other side of the ocean, they're on the right track.

MB: That's one of the big things. They'd love to just go and ask another railroad how they're doing it. Why do they feel so unique? And then for them to sit down and go, "Oh yeah, I see how you're doing it. That's a really good idea."

SSH: What are the most significant bottlenecks or inefficiencies in modern rail terminal operations that technology is currently addressing?

I think definitely what they call nonproductive moves. Set-asides, rehandles, flips. Those are types of non-productive moves that cause the terminal extra lifts, extra movements, moving containers more than once. We always try to help minimise that. Whatever strategies, whatever we can implement into the systems, we work with them to try to figure out how to help reduce those moves that they don't need to make, so they can just operate and keep things moving as their business needs to run.

That's what we're trying to achieve working with the terminals. As far as sustainability and emissions, our TOS is built for inventory control, so we should know where everything is. With that, we should be able to plan the next best move and provide it in a way that gets them the best utilisation of their equipment. They're not out there just driving around aimlessly. SSH: Looking ahead, what emerging technologies do you believe will transform container rail operations over the next decade?

MB: I'll throw out the buzzword: AI and ML. That's obviously what we're hearing, and the comparison would be that we heard optimisation and automation 10 years ago. Now we're hearing AI and ML. The thing is, I think everybody has their own definition of what that is, so we're in this period of trying to figure out what that looks like, where that goes, and how it fits into our software and solutions.

I'll give you a second one: I think autonomous UTRs and yard tractors are also an area that's still gaining traction. It's been talked about for years, but I do think it's gaining some traction now. That's going to be something we're looking at too: how does that interface and work with our software to allow the terminals to do that?

SSH: Do you think the application would actually make things more complicated than just having someone trained doing it?

MB: Sometimes our software is just asking to verify and confirm. If the equipment can verify and confirm how it gets from point A to point B, whether that's a driver or autonomous, the thing we have to be very careful of is how that looks with labour rules and so forth.

SSH: Could you share a specific example of how Tideworks technology has solved a particularly challenging operational problem for a rail terminal?

MB: Freightliner was a great one for this. There are a couple of articles out there and they've presented at conferences with us as well. They came in very defined with their

MB: I wasn't personally involved, but our company has had people at TOC Europe and other events speaking together with Freightliner and putting articles out together to show the partnership. Once we were able to achieve what they needed, that was them helping us get our name and brand out there. That's the partnership I talked about before that we want to build and have. It's not just a client-vendor relationship.

SSH: What advice would you give to rail terminals that are still operating with legacy systems?

MB: Define your business case. Define what you want to be able to achieve. Don't just come with ‘I heard about AI and ML, I want some of that.’ Define what you really want and then find the system experts, find the Tideworks of the world that are going to sit down, work with you, and help you achieve your goals.

We feel confident in our software and solutions that even if we don't have exactly what they're looking for, we can help talk them through how that looks and how they could get there.

SSH: Are you looking to expand into other parts of the world?

MB: We certainly look to grow and we use our customers to help pass the message. We allow customers to come to their sites and see the software in operation. They understand the benefit too. As we get more customers on the software, the more we're able to develop and bring. That's the partnership I talk about with them. It's not just a client-vendor relationship.

We're obviously looking to expand and grow, and we do have leads around Europe right now that we're trying to pursue.

We'd love to be able to onboard customers with what we have with our product today and then grow with them going forward, versus trying to build something completely separate from where we're at. We have a solution, a proven solution that works, and we'd love to have the opportunity to come in, show them, get that set up, and then grow with them as they want to build on to the technology.

Adam McCarthy

Director of EPTS Academy

Adam McCarthy is the Director of EPTS Academy, the training division of EPTS Group, a specialist provider of engineering, projects, and training services for the land transport sector. Based in Burnley with a City and Guilds accredited training facility, the Academy delivers technical training on rolling stock, electric vehicles, and heavy vehicles for train operating companies and manufacturers. Adam established EPTS Academy to deliver technical training across land transport sectors, specialising in rolling stock and electric vehicles. The Academy is transitioning to EAL accreditation to offer Level 2, 3, and 4 qualifications, and is launching a comprehensive online learning platform in early 2025.

Sam

Sherwood-Hale spoke to Adam McCarthy of EPTS Academy about technical training and how online learning is transforming the industry

SSH: Could you start by explaining what EPTS Academy does?

AM: EPTS Academy is part of EPTS Group, which was created to work with land transport systems across engineering, projects, and training. The Academy originally started to support rail with technical training on rolling stock. We then ventured into electric vehicles and became a City and Guilds accredited centre with a facility in Burnley.

Over recent months we've adapted how we operate. We've started working with train operating companies. We've got a couple of projects ongoing with more in the pipeline. We're also moving from City and Guilds to EAL accreditation, which will give us more scope to deliver Level 2, 3, and 4 qualifications. Everything we do, whether it's heavy vehicles, rail, or automotive, sits within that land transport sector. At the moment, anyway.

SSH: You mentioned working with train operating companies. What have those conversations been like?

AM: It actually started from something very small. I was asked to do a small piece of work and they mentioned they needed several other things. Rather than waiting for a formal request, I went home and started building the course. I thought, if they don't want it, that's fine. I wasn't up to much that day.

I think we built trust early because we showed we'd deliver. What we tend to do is they give us a one-liner, something like 'We want a course on doors' or 'We want a course

‘Regardless of whether we're training on one type of rolling stock or ten different types, the basics, the fundamentals, the principles of engineering don't change. The product itself may change, but the fundamentals never do.’

on electrical awareness'. We go away, plan what that course should look like, build a structure, and send it back. They can add or remove anything, then we build it. One of the comments from our largest client is they find it easy. There's been no messing about, no toing and froing. They tell us what they want, we come back with a plan, they say go ahead, and we get it done.

The experience across my team, and it's a growing team, means we've all been around rail for some time. We know what the industry holds. Regardless of whether we're training on one type of rolling stock or ten different types, the basics, the fundamentals, the principles of engineering don't change. The product itself may change, but the fundamentals never do.

That's where we can produce courses quickly and make it easy for clients. You give me your problem, we'll take it away, come back with your solution fully implemented, and deliver it to your staff. That's the way I look at it.

SSH: How unique is that approach?

AM: The uniqueness isn't what we're doing. It's that we go out to make it easy. We're not going to come in with a hard sell. We're not expecting clients to put everything on a plate for us. We get on very well with our clients, and once people use us, they tend to come back. Just today I had someone request a quote for a doors course. I worked with him about two and a half years ago, just a one-day course for modification

technicians. Once people use us, they come back.

Every person in the company has been hand-picked. Everyone's here because they want to be, not because we've stolen them from somewhere else with more money. It's about finding the right fit, and that resonates with our clients. We had a couple of clients with us yesterday and the smiles on their faces when they left said it all. It's the people approach, the people touch. We're not in it just for the money or to get rich quick. We're in it because we enjoy it, because we like supporting others. The ultimate goal as an Academy, in five to ten years' time, is to have much more of an impact on the wider community, not just doing courses within rail or automotive. Our vision spans a lot bigger, but it all comes back to what we can do to better serve and help people.

SSH: What drew you to training originally?

AM: When I first came into rail, I was on the shop floor working on trains. There were two positions I always wanted to look at: projects and training. I must admit, in a classroom or speaking to a client, I'm a great people person. When I'm on my own, I'm very quiet, very subdued. I'm not a big crowd person.

But it's that satisfaction when you see somebody have that eureka moment. When you see someone struggling and you adapt what you're saying, and suddenly the light bulb goes on. They've figured it out. Giving

‘It doesn't have to upset production managers because you need five people to attend a course. The flexibility has caused a positive stir for them.’

people that attention to allow them to move forward and advance in their career, that's what drives me.

I remember working with one individual who was really struggling. After he didn't pass his first assessment, I took him out again and trained him one-to-one. We went through everything at his pace, and you could see the light bulb go on. He passed on his second attempt and has since gone on to become an assessor himself and done very

well. For me, it's about seeing others grow and succeed.

SSH: That philosophy extends to your own staff development as well?

AM: Absolutely. One of the big things for us across the entire group is we're not just delivering training to external people. We're very keen on making sure our individuals push themselves into positions that better the company and themselves. If they have aspirations, we provide the training to help them grow.

A couple of examples. Our Deputy Director came in on marketing and wanted to look at people management. She's just about to start her Level 3 CIPD. We also have an apprentice, a trainee mechanic who had never been paid for his qualifications and wasn't getting paid what he should be. We sat down on a number of occasions and asked what's your ambition? What's your focus? He seemed to fit in line with where the company is going overall.

We offered him a role, gave him a pay rise, and we're putting him through his apprenticeship to get the qualifications. Yes, he's already experienced, but he'll have the qualifications to prove it. We're also putting him through electric vehicle training. Apart from myself, everybody gets these opportunities and that's what we want. We want people to come in and be ambitious. We want people to grow. If they have an idea, we want to understand it and see if it works for us. That's what we try to project when we're out with clients as well.

The reviews we're receiving from clients are really good. When we're on site, I think that comes down to experience. I started in the military, then moved to the shop floor in rail and worked my way up through training qualifications, assessor qualifications, project management qualifications. My philosophy has always been: if I expect someone else to do something, I need to understand it myself.

When we're on site, we go with our eyes wide open. We understand the railway, we understand the nuts and crannies and the railway way, but we also look to feed information back – you could improve this, you could try that. We always try to ensure that we're as committed to the team, to the people, to the company as we would be if we were a normal day-to-day employee. We've built a good reputation with that approach, and I'd like to hope we continue to build on it. From our personal objectives we grow, but from the objectives we set ourselves with the client, we're there as a valued asset rather than an expensive overhead.

SSH: You were initially sceptical about online learning. What changed your mind?

AM: I think for me it seemed onedimensional. I looked at it as a technical trainer thinking you need to get onto the train, to really get stuck in for people to take that information away with benefit. From an online platform, you're focused on just looking at the screen, going down one track.

But then I started to look at the different things you can do, and that started to open my eyes a little bit. There are so many things where although we may need to use a train from time to time, we may need to get stuck in from time to time, there are also a lot of things we can do outside of that. With that comes less cost to the client. It's a lot easier for the client because people can do it during their break, they can do it at home, at their leisure.

‘Our vision spans a lot bigger, but it all comes back to what we can do to better serve and help people.’

I felt at the beginning it was very onetrack. My early experience with online learning was when I joined Siemens – it was meant to be eight hours of training, a full day's worth, but it took me about eighteen hours to get through it all. By the time I finished, I couldn't remember a word. It was just too much information in one go. But I've seen it in a different light now, especially with the system we're putting in place and all the things we can actually do with it.

SSH: Tell us about the online platform you're launching.

AM: The online platform goes live in approximately two months. We can use it as a learning management system for tracking and understanding who's done what and where. We can deliver health and safety training, business compliance, and a number of different sections, as well as building bespoke training programmes which can be completed by clients and their staff on the online system.

That's quite exciting for us. It's a new direction. I'll be honest, I've always had reservations about online learning, but the more I've got used to the platform we're going to use, I actually think it could be and should be a very good tool. One of the big challenges I see is getting individuals outside of their working day, or getting people to either come in outside of their working day or to be released from their working day to allow us to do the training.

A number of depots have this problem. There aren't enough people in the team or people are on holiday and it does come with

sessions. We can schedule a trainer-led session for a particular time of day when it fits around the individuals. The way the platform is designed, we can create programmes for things like inductions, where you need several different health and safety briefings. We have a number of 20, 30, 40-minute videos that we can include as part of these briefings, and we can build a package which lasts four hours. We tell everybody about the company, cover the health and safety elements, and provide the basic understanding of the depot.

The possibilities now – there are a lot more possibilities and a lot more wider thinking from myself about what we're able to offer, what we're able to deliver through that platform. I'd say it's not often I get excited, but I really did when I started working with this.

SSH: What excites you most about these possibilities?

AM: The reach. How far we could go in terms of who we could support up and down the country, and potentially even

Bespoke Training Solutions

to charge them a fortune to drive up and down the country. The reach is massive, but the quality we can create is going to be absolutely massive as well.

SSH: What's the appetite amongst your clients for this type of training?

AM: Quite the opposite of resistance. Our main client seemed really interested when we spoke to them. The flexibility of learning was important to them. It doesn't have to upset production managers because you need five people to attend a course. The flexibility has caused a positive stir for them.

SSH: What training needs do you see expanding over the next five years?

AM: I'm 100 per cent certain it will be electrical. The reason I say that is because the more I'm talking to people, the more it's becoming apparent. A lot of it is going to come down to electrical. You're also going to see a lot more European Train Control System training. But what we have at the moment, certainly in some of the depots

But traditionally you have diesel mechanics, diesel engineers who are the ones you're finding across these depots. Going forward, because of the environmental switch, the mindset to go a lot more electric, these individuals don't have the skill set at the moment. One of the things we've been building is a one-week course which is a mechanical to electrical conversion course. These are, in some respects, going to be massive. Your old diesel depot, your old diesel sheds, a lot of them are starting to bring in and introduce electrical trains. The technicians, the engineers – these people are going to need to be trained. They're going to need to be retrained to have that electrical aspect of their role.

SSH: Are there other areas beyond the diesel to electric transition?

AM: Yeah, absolutely. We've got to keep our eye on the market, what's happening, where it's happening. Electrical is going to be one of your big ones, if not probably the biggest in some depots. The other thing is there's going to be a lot of ad hoc work in terms of regeneration of trains to make them in some respects more sustainable, in other respects more comfortable for the passengers. We're using the trains we already have and building on them, offering modifications to ensure that the trains are meeting the correct standards.

There was a big influx of new trains coming into the country over the last ten years. There seems to be a lot more focus on regeneration of trains at the moment from what I can see and gather. So that regeneration of trains is for us about having that ability to understand the older stock as well, and then how the functions are going to change and what that could mean. With trains moving between one location and the next, we know of a number of trains that are being transferred to different train

operating companies. It's about being there at the forefront to show them that we've got solutions to make sure their staff are competent and ready as soon as these are delivered.

SSH: How much of your training will be online versus hands-on?

AM: By January 12, we'll have Phase One complete. We'll have basic electrical courses, basic mechanical courses, potentially some basic system courses around different types of rolling stock. We'll definitely have a large number of health and safety courses, lockout courses, and those types of things, as well as people-based courses and businessbased courses.

But anything with a safety element where physical interaction needs to take place, we'll still assess individuals on site. Online learning is great for getting information across, but we also need to validate that. When it comes to safety, when it comes to something that could impact or harm an individual or their colleagues, that validation has to happen in person.

SSH: How do you assess competency through the online platform?

AM: From a theory perspective, we can build assessments that can be multiple choice, short answer, paragraphs, or full assessments. We can have them built in as part of training courses or as individual elements. We use question banks. We could put in 100 questions and five to ten would appear. Everything changes, so you wouldn't have the same question every time, and if it's multiple choice, you wouldn't have the same answer in the same position.

We've found with some courses we've had to create a number of different assessments because individuals were going back to others saying, this is the answer to this. Online, we could have a thousand questions

and only ask three at a time. It's going to make it really awkward for anybody who thinks they're going to tell their friend what the answers are.

From a practical perspective, if it's safetyrelated, you have to do it on site. There are features for us to see as a snapshot or video that someone's not looking at their phone during online assessments, but for practical, safety-critical work, it has to be done in person.

SSH: What's the process for accessing courses through your platform?

AM: There will be a PDF catalogue of the courses on our website. You go on there, look through it, send an enquiry across and the administrator will contact you, sort out payment, and then you'll get your access. Access can be granted within 15 to 20 minutes.

Our website is currently being updated. We're revamping the whole website to fit the group. We're looking to go live on the 21st You'll be able to go onto the website, pick your courses and there'll be a link to take you directly to our learning portal. From our side, it's five to ten minutes to get everybody enrolled. If it's a train operating company or train manufacturer and they send us an Excel list, we can have the whole list up within 15 minutes.

SSH: What about bespoke courses?

AM: If it's something we've got online but they want it tailored to them, we'd look at what changes need to be made. A query to us, whether contacting me directly or going through the website—we'd be able to highlight how quickly we could get that done. We could have that done within a matter of days. If it's a brand new course, it would have to be reviewed on a case-by-case basis with the right information provided.

SSH: When you launch in January, what can the industry expect?

AM: This online platform allows us to concentrate not just on rail but on a larger base. Who we want to help, what we want to do. It gives us a solution to a big problem: getting people off work or getting them to come in outside of working hours.

From a rail perspective, the big positives for clients are lack of downtime, more productivity. They're going to get the same standard, if not better, because we always strive to do better. They'll save on costs and manpower. But it also gives us the ability to reach other industries. We're EPTS Academy for a reason. We're not EPTS Rail. We want to look at every possibility where we can help support people, bring them skills, and let them move forward. That's our vision: to have a much greater impact on the wider community, not just doing courses within rail or automotive, but really helping people wherever we can.

Beyond the Innovation Theatre

Strategic advisor Cris Beswick on why rail's innovation challenge isn't about labs and hackathons, it's about building genuine capability through leadership, culture, and measuring what actually matters to passengers

Cris Beswick is a strategic advisor and recognised global thought leader on innovation strategy, leadership, and culture. The co-author of the bestselling book Building a Culture of Innovation, he works with executive teams around the world to build innovation-led organisations capable of shaping the future.

SSH: You're described as a leading authority on ‘innovation maturity’. Can you walk us through what that assessment looks like in practice?

CB: Innovation maturity is, in layman's terms: how mature your organisation is in the context of its capability to innovate and be innovative, and how embedded that capability is across your culture? You can be very innovative as an organisation, but all that innovation comes out of a small team. Or you can build organisation-wide innovation capability and make it cultural. Most organisations talk about wanting to build a culture of innovation, so to help clients around the world understand where they are and what they need to focus on next, I pioneered how to measure innovation maturity.

Many consulting firms have innovation maturity models, but the majority are in actual fact, surveys and assessments, not models. Typically, they say: ‘Here's 20 questions, we'll score the answers numerically, add up the total, divide by the number of questions – that's your score.’ Then they apply that score to an arbitrary maturity ‘level’, and you're placed accordingly.

What that doesn't account for is this: if you really understand innovation and how it manifests inside an organisation, you wouldn't use an assessment like that. Let me give you an example. In that assessment, there might be questions on let’s say strategy and leadership. You could completely fail all the questions on strategy, but score full marks on leadership, meaning your average score would be 50 per cent. That's not accurate.

You might have great culture, but if you've got no innovation strategy, how can you score high and be called an innovative organisation? The maturity curve from a low-maturity organisation to a high-maturity organisation isn't linear.

I built a maturity model several years ago which you can't game. If you score low on leadership, even if you score high on everything else, the system is designed to flag that there's something wrong. You can't say your organisation is genuinely innovative if you haven't got an organisationwide definition of it – there's a massive disconnect there.

When you look at highly mature, innovation-led organisations, all the components required to build an innovationled culture have to be developed at broadly the same level. You can't have no strategy but great culture. You can't have no processes but brilliant management. You must have the right strategy, processes, governance, management, culture and leadership, and all of those components have to be developed at a very similar level.

SSH: You mention working closely with HR departments to embed innovation into organisational DNA. Why is HR so critical to innovation success?

CB: Yes, as well as my work coaching executive teams on leading for innovation, a lot of my work is with HR directors and people and transformation teams because innovation is fundamentally about behaviour. It's about people – how people look at problems and opportunities, how they solve them, their propensity for taking risk, their ability inside an organisation to be creative and come up with ideas. All those things are components of organisational culture.

As an employee, can I take some risk? Can I challenge what we do? I've spotted a problem – can I voice my idea or will I get chastised? Is it risky for me to challenge what the business thinks is the best way? All those things are cultural.

I work with the people in an organisation tasked with helping put the right things in place to build the right culture and maintain it on a day-to-day basis – yes, leaders have to play their part – but HR departments and people development and transformation departments exist to maintain the kind of culture the organisation needs.

If innovation is a capability an organisation wants, the work that HR departments do is fundamental to building the right kind of culture for that.

SSH: Has HR traditionally been undervalued in discussions about innovation?

CB: For a long time, HR departments weren't factored in when innovation was talked about in the boardroom because it was all about strategy and tools – ‘we need to come up with ideas’, ‘let's open an innovation lab’, ‘let's run a hackathon’. Lots of what we in the industry call ‘Innovation Theatre’ – stuff that makes noise and looks great but doesn't generate outcomes.

CEOs and boards are coming to realise now that the tools, the strategy, the processes, the governance – all of that's now readily available. If you want to build innovation capability, those things aren't that difficult to figure out and don't take long to establish.

But unless the culture of the organisation is switched on and wants to use them, unless people are empowered to take risk and given the leeway and freedom to solve problems and use those tools, they're just tools. CEOs and boards are realising that the ROI on their investment in innovation just hasn't been there because they haven't tackled two components: leadership and culture.

Leadership and culture have been sidelined in favour of shiny toys – the latest canvas, design thinking programmes, innovation labs, accelerators. Those are all things for the trophy cabinet.

However, what I'm now seeing more and more is executive teams going: ‘We've realised this hasn't worked and we haven't got that ROI because we haven't tackled the shift needed to build the right kind of culture for this to happen day-to-day.’ It’s

maybe why we’re seeing a huge shift in innovation labs being shut down.

SSH: How do you define Return on Investment in Innovation, and why do you think so few companies achieve it?

CB: The challenge is that organisations often focus on the wrong things. They invest heavily in tools, frameworks, and programmes – all the visible elements of innovation – but they don't invest adequately in the cultural and leadership components that make those tools effective.

When you work with a partner who's willing to work with you rather than for you – working alongside you in the business rather than just advising you on the business – that's when you see real ROI. Especially with strategy development, co-creation, leadership development, and cultural transformation, you must be hands-on with clients. You can't do that purely by providing advisory services from a distance.

The key is ensuring the right level of expertise is deployed on a day-to-day basis, working collaboratively with your teams. When that expertise is genuinely embedded in the work, helping to build capability within your organisation rather than creating dependency, that's when you see measurable impact and genuine return on investment. It goes back to the simple fact that the majority of consulting firms have focused on creating dependence, not making themselves obsolete by creating client capability.

SSH: How did your experience with the rail industry shape your understanding of innovation measurement?

CB: When I was advising companies in the rail industry several years ago, the challenge was that when rail companies bid for a certain franchise, a core component of that bid was demonstrating innovation. To do that, they had to complete a sort of innovation maturity assessment and say: ‘If we get this franchise, over the next five years we'll drive innovation, we'll evolve, we'll become more innovative. We've scored X today and our commitment is we'll score Y in four years' time.’

The issue was ensuring those assessments were meaningful and measured real capability. If we're going to measure organisations on how innovative they are, we need to agree on proper metrics and a proper, uniform vehicle for measuring innovation capability and performance against that. We need to be clear on what the criteria are for whether things are genuinely innovative or not. There should never be a situation where organisations can self-assess where they are and what they’ll commit to.

It's too easy now for an organisation to spin up a project about solving something and call it an innovation project. Just because I label a project an innovation

project doesn't make it innovative. It's a project.

If the project comes to fruition and has an impact, if it demonstrably changes something and measurably changes passenger experience or completely revolutionises stopping ticket fraud or whatever – if it has that kind of impact, then maybe it justifies being labelled innovative.

SSH: So innovation should only be defined after the fact?

CB: Exactly. Innovation is after the fact. It's an effect, an outcome, a result. We should only be labelling things innovative when they've had enough impact and demonstrably shifted the needle so that the solution or idea genuinely deserves the label innovation. We need to completely reframe the use of the language.

When we do that, we revalue it, because it's been devalued. We set criteria around what would constitute a solution genuinely deserving the label ‘this is really innovative’.

It's like marketing companies saying: ‘We're going to make a viral video.’ You can't call it viral until after it's gone viral. You cannot make a video go viral – it either goes viral or it doesn't. Innovation is the same. It's an effect, an outcome.

What if innovation was a badge that could only be bestowed upon you by your customers? What if you could no longer use the word innovative, i.e. you couldn't say you are just about to launch our new innovative product? What if the only people who could determine whether it was called innovative or not were your customers when they deem its value good enough or its impact, needleshifting enough? That's where we need to move to.

SSH: You've noted that large companies can access innovation grants, but SMEs cannot. What would you change about this system?

Yes, I think we need to first, be clear on what innovation is, and primarily stop referring to it disproportionately about tech. If you look at Innovate UK for example, which is set up to fund innovation for companies across the UK, the majority of that funding goes to larger companies. In terms of the focus on innovation – just think about how you hear it talked about in the press, on the news, in government – is about tech, industry, biotech. There's a real tech focus.

The reality is innovation is an outcome about generating new and different solutions for every challenge, every problem, every opportunity that businesses have. We can't just silo innovation to be all about technology. But because we do that, because the government predominantly does that, there's an overemphasis on technology which means you preclude most organisations in the UK. You silo access to funding for companies that are large enough to devote the time to go through all

the application processes, and you allow it primarily to go to organisations that want to develop technology or have innovation that's technology driven.

That makes access difficult for SMEs, and it makes access difficult for SMEs that want to fund building a solution which could be really innovative but isn't about technology or biotech.

We've got to change the narrative and language and how we define innovation in the first place to open it up from being this narrow perception that it's focused disproportionately on technology. Until we move away from that, we can't re-engineer funding models and how government can support a wider gamut of SMEs who might be doing really creative stuff but, because it doesn't meet very narrow specific criteria, it's not deemed eligible for funding.

SSH: What's your view on Great British Railways and the shift to ending the franchise system, bringing it all under one guiding mind?

CB: My honest answer is the public shouldn't really bother whether it's private or public – what we should be focused on is the outcomes, the deliverables.

Whether it's publicly owned or privately owned, is the experience as a rail passenger better than it was yesterday? Is the service being provided better? Does it meet the growing requirements of the UK infrastructure, commerce, society, changing demographics and expectations etc? I don’t really mind whether it's public or private. What I care about is what's the level of provision of that service and is it as good as it should be.

The outcomes are what affect every passenger that gets on a train, not the ownership model. Is my train on time? Are they frequent? Are they clean? Is it safe? Can I travel if I'm disabled? Are ticket prices reasonable? Five days a week I've got to get in and out of London to get to work – can I do it efficiently? Is it cost-effective? Is it clean? Is it safe? Whether it's privately operated or publicly owned, the product is what I'm interested in.

SSH: How do you see the relationship between government policy, public funding and the use of external advisors in shaping the future of UK infrastructure?

CB: We still need external advisory services, we still need thought leadership, new thinking. You can't expect to run organisations operationally day-to-day but then have the headspace to be thinking about the future, new frameworks, new approaches. There will always be a space for external support and strategic advisory.

In the context of government, one could argue that the need for clear, experienced external advice has never been more needed! When it comes to crucial things

‘Innovation is an effect, an outcome, a result. We should only be labelling things innovative when they've had enough impact and demonstrably shifted the needle.’

that underpin how the whole of this country works – central infrastructure, government, NHS, rail – the essential fabric of our country – we need to ensure we're getting the right expertise at the right value.

What matters most is measuring the quality of that provision so that from a government and public sector perspective, we get a clear understanding of whether we're getting value for money and genuine outcomes. That's both a procurement consideration and an education shift.

SSH: What advice would you give to rail organisations looking to build genuine innovation capability?

CB: The most important thing is to recognise that innovation is fundamentally about people and culture. It’s a capability that needs to be built and continuously developed, so all the tools, strategies, and processes in the world won't deliver results unless you've built the right cultural foundation.

Start by being honest about where you are. Use a proper innovation maturity assessment – one that can't be gamed, one that gives you an accurate picture of your capabilities across strategy, leadership, culture, processes and governance.

Then focus on the areas that matter most: empowering your people to take calculated risks, creating psychological safety so ideas can be voiced, ensuring your leadership team genuinely champions innovation rather than just talking about it, and working closely with HR to embed these behaviours into your organisational DNA.

Remember, innovation isn't about the shiny objects or the latest buzzwords. It's about building a repeatable capability that delivers measurable outcomes for your customers. In rail, that means better passenger experiences, more efficient operations, improved safety – tangible results that your customers would recognise as genuinely innovative.

And perhaps most importantly: be patient. Building innovation capability and the cultural change it requires takes time. You can't transform culture or build that capability overnight. But if you commit to doing it properly, with the right expertise working alongside your leadership teams to build internal capability, the results will speak for themselves.

STAUFF Line

Air horn systems, Wash wipe systems

Inter-car hose assemblies Pantograph systems

Waste disposal, Full pneumatic pipework systems

Seating framework, Grab rails and luggage racks

Body to bogie pipework, Levelling valve systems

A comprehensive range of quality products and innovative services, delivered to production line side for rolling stock OEMs.

Presented in kit form, tested and ready for immediate installation, reducing logistic, production and inventory costs.

STAUFF Line

The STAUFF Line process is adopted by global OEMs to successfully achieve cost savings in rolling stock manufacture.

Presented in kit form, tested and ready for immediate installation, reducing logistic, production and inventory

AUFF Line p adopted by global OEMs to successfully achieve cost savings in rolling stock manufacture.

Braking systems, Sanding HOSES

Door operating systems, Door handles

Accommodating Rail's Workforce with Modular Scalability

In the ever-changing landscape of rail projects, one thing remains constant: the need for flexible, reliable, and effective site

accommodation solutions

As rail projects move through their different phases, workforce needs evolve, creating logistical challenges in providing the necessary on-site facilities. This is where modular units shine, offering unmatched scalability that ensures rail projects can meet these challenges head-on.

Large rail infrastructure projects require a mobile workforce that grows and shrinks in alignment with different construction phases. During peak activity, a project might see hundreds of workers on site, requiring comprehensive facilities for welfare, rest, and office functions. However, during less intensive stages or as a project winds down, the need for facilities diminishes. This fluctuating demand requires solutions that are equally flexible, and modular units are ideally suited for this purpose.

The inherent scalability of modular units makes them an ideal choice for supporting rail infrastructure projects. Units can be quickly deployed and configured to meet rising demands, ensuring all necessary facilities are available during peak phases. Just as easily, these units can be downsized or redeployed as workforce requirements change, allowing for the efficient use of resources without the commitment or waste associated with permanent buildings. The flexibility offered by modular solutions allows rail projects to manage workforce facilities economically and practically, directly supporting operational efficiency.

Beyond just physical adaptability, modular units also bring enhanced quality and consistency. Factory-built under controlled conditions, these units meet high safety standards and quality benchmarks. Whether they are used for welfare facilities, office space, or sleeping quarters, project managers

can rest assured that the comfort and safety of workers are prioritised, regardless of the scale or location of the project.

Moreover, modular solutions can be enhanced with modern technology to improve operational efficiency and worker wellbeing. Features like integrated smart systems for monitoring energy usage, climate control, and occupancy can lead to significant improvements in both sustainability and worker comfort. Smart climate control systems, for example, can automatically adjust temperatures to provide optimal working conditions while reducing energy consumption. These technological advancements help rail projects not only meet their facility needs but do so in a way that is both cost-effective and environmentally responsible. Another significant advantage of modular solutions is their ease of relocation.

As rail projects progress along a route, the need for on-site facilities can change location frequently. Modular units are designed for mobility, allowing them to be moved quickly and efficiently to follow the project's progress. This not only saves time and costs associated with building new facilities at each location but also ensures that workers always have access to the amenities they need, no matter where they are along the project timeline. The ability to reposition units as needed provides a level of operational agility that traditional, fixed facilities simply cannot match.

As the rail sector prepares for a future marked by increased passenger and freight demand – with rail passenger numbers projected to grow by up to 97 per cent by 2050—the need for infrastructure that can adapt alongside these changes is paramount. Modular units provide the flexibility

to accommodate growing workforce needs, supporting the expansion of rail infrastructure with agility and foresight.

In an environment where project timelines, workforce sizes, and operational needs can shift rapidly, modular units remain a key enabler of successful project delivery. For rail, the ability to adapt to changing workforce requirements ensures not just efficiency but also worker welfare –ultimately helping to build the rail networks of the future in a scalable and effective way.

Listening is a Human Thing

Human-centred listening to concerns holds an important space for the people raising them, and it also makes business sense

In an industry centred on vehicles, infrastructure, machinery, and technology, it could be easy to forget that it’s people who make it work, and that it’s all for the benefit of people. Business owners know that good relationships are invaluable. They ease getting things done, help to reach the heart of any issues, and provide ideas and innovation. Strong relationships are an advantage whether the immediate aim is growing the business or preventing risk.

It’s people with first-hand experience of working somewhere who can provide the most knowledgeable and practical insights into the risks. They also know when things aren’t going so well and can offer suggestions for what could be done differently.

A company’s openness to listen and learn from its staff will pay off with safety intelligence. This often comes directly, through speaking up in briefings, to managers and supervisors, or through internal reporting channels. Not always.

There’ll be some who won’t ever be comfortable raising concerns visibly or loudly in this way, and that’s just human nature. By offering the option of a confidential, independent reporting channel—such as CIRAS for the transport industry—you have a chance to listen to everyone.

Most companies working in the railway industry are already CIRAS members: from operators and infrastructure managers to the supply chain. Are you sure everyone knows about CIRAS where you work? The more people who do, the more likely it is you’ll hear concerns that would otherwise slip through the reporting gap as people opt to stay silent. It’s a good idea to mention CIRAS in safety briefings and communications about reporting, alongside your other channels.

Why use CIRAS?

The reasons someone raises a concern in confidence are as individual as we all are, for example:

• Negative past experiences.

• Feeling unheard or ignored in general, or not believing anyone will listen to you specifically.

• Issues with workplace culture, such as bullying.

• Shyness or lack of confidence, focusing on what others will think of your concern and whether they’ll even consider it an issue.

• Feeling confused about which channels to use, or having no other suitable channel (if it’s for another company).

• Fear of consequences, and job insecurity (with research showing that people speak up more when they have higher job security and autonomy).

The type of concern might also be why someone prefers to stay confidential. CIRAS doesn’t take reports of deliberate wrongdoing (i.e whistleblowing) or where a

specific individual is being blamed. Another reason is to maintain confidentiality –CIRAS doesn’t reveal the identity of anyone involved in a concern.

Someone may want to raise a concern that they’re embarrassed about, or which they feel personally responsible for, that could have led to an incident: for example, micro-sleeping at the wheel of a van or in charge of machinery, or using the wrong tool or work method because the right one wasn’t available and they felt time pressure. Although CIRAS won't identify them or anyone else involved in a concern, its report, in these examples, would give the company insight that there may be wider team issues with fatigue or equipment.

Similarly, although CIRAS doesn't take concerns about individual cases of bullying, stress, or drugs and alcohol, it does take forward concerns about culture that may affect these areas.

Fatigue, distraction, human error… even though most companies want staff to raise concerns and issues without fear of blame, it can be hard to do. It’s a brave choice to speak up, however anyone does it. Confidentiality can give people the confidence to flag a potential problem because they won’t be putting themselves in the spotlight.

By taking a CIRAS report as an opportunity to review work as intended from the perspective of work as done, the company can reduce risk. The spotlight falls instead on equipment, culture, time, resources, processes, and training, for example. Whoever receives the CIRAS report can use it as evidence to help influence change at their company or within the industry, if needed.

The sort of concerns people can raise through CIRAS include:

• Equipment.

• Welfare facilities.

• Processes, rules and procedures.

• Unsafe practices.

• Hazardous substances.

• Training and competence.

• Fatigue.

• The working environment.

• Work-related violence.

• Health and wellbeing.

• Team and workplace culture.

• Risk from change.

A listening ear

Your thoughts and concerns feel more valued when you speak person to person, when you know that you’ve been heard and acknowledged, and your feedback is not just

another ticket in a system. CIRAS’ team of specially trained listeners are there to listen carefully and impartially, asking questions to get a fuller picture of what’s really going on. This informs the report they write.

What may, on the surface, seem insignificant or as one problem, could have much larger consequences. The cause of the issue may not be clear or might have resulted from a surprising series of events. The questions asked help to build that understanding and clarity.

Sometimes people just want to feel heard. CIRAS gives them the space and time they need – with no distractions or time pressure. The phone call will always take place at a convenient time for the person raising the concern.

Seeing action come from raising a concern is a validation of the choice to speak up, because it shows that someone listened. If you’re in a listening role, such as management, you’ll know that communicating this impact is a powerful way to show you hear what people say and that everyone’s voice can make a difference. This feels like a safe culture for sharing thoughts and ideas too.

A strong listening culture isn’t just about improving engagement and reputation with your staff and others. It can also make your company more resilient, productive, and efficient, because people can focus on their work without fear. So, when you’re thinking about the voices you hear day-to-day and the problems they’re raising, also consider who and what you’re not hearing. You may never know who they are, but their voices are important.

Download the CIRAS reporting app

Tel (enquiries): 0203 142 5369

Tel (reporting): 0800 4 101 101 (UK) / 1800 239 239 (ROI)

Visit: https://www.ciras.org.uk/rightcall

LinkedIn: linkedin.com/company/ciras

Facebook: facebook.com/ciras.confidential/

YouTube: youtube.com/@CIRAS_reporting

25 JUNE, SHERATON GRAND LONDON

The Railway Industry Supplier Excellence (RISE) Awards celebrates the talent and achievements of the UK rail supply community.

The ceremony will take place at RIA’s seventh Annual Dinner on 25 June 2026.

Early Bird nominations are open!

Deadline for nominations is 13 March 2026

Scan or visit

www.riagb.org.uk/RISE26

The RIA RISE Awards

Recognising and celebrating excellence within the UK rail supply chain is central to the Railway Industry Association (RIA)’s mission

As the voice of the rail supply community, RIA works closely with members and key stakeholders to promote innovation, strengthen collaboration, as well as deliver positive outcomes across all areas of the sector.

Every day, RIA witnesses the dedication, expertise, and innovation that underpin the industry’s success, and the RISE Awards provide a platform to highlight these achievements.

Honouring excellence across the industry

The Railway Industry Supplier Excellence (RISE) Awards are a major highlight of the rail calendar, celebrating companies and individuals who exemplify excellence across the sector. The awards recognise the innovation, professionalism, and commitment that continue to advance the UK rail supply chain.

Reflecting on the 2025 awards

Held alongside RIA’s Annual Dinner this summer, the 2025 RISE Awards recognised achievements across a range of categories, from major infrastructure projects and cutting-edge technology to collaboration and outstanding internal practice.

Award categories

Hosted by Gloria de Piero, the event featured a keynote address from Sir Andrew Haines OBE, then Chief Executive of Network Rail, who commended the constructive partnership between RIA and its stakeholders. Guests enjoyed a formal threecourse dinner and entertainment, marking an evening that celebrated excellence and strengthened industry connections.

Looking ahead to 2026

Preparations are now underway for the 2026 RISE Awards, which will take place on 25 June 2026 at the Sheraton Grand London Park Lane. The event will once again bring together the rail supply community to celebrate the innovation, collaboration, and professionalism that continue to drive the sector forward.

Entries for the 2026 Awards are now open, with early bird rates available until 12 December 2025.

The 2026 Awards will recognise excellence across the following categories:

• Application of Digital Technology Award – Recognising the use of digital technology to deliver success for businesses and customers.

• Employer of the Year Award –Celebrating organisations that demonstrate exemplary employment practices benefiting staff and customers.

• Environmental, Social & Governance (ESG) Award – Recognising leadership in environmental responsibility, stakeholder engagement, and corporate governance.

• Equality, Diversity & Inclusion (EDI) Award – Honouring organisations making significant progress in embedding and promoting equality, diversity, and inclusion.

• Innovation Award – Celebrating organisations and individuals advancing innovation within the railway industry.

• Partnership Award – Recognising successful collaborations between suppliers, or between suppliers and clients, that deliver outstanding results.

• Safety Award – Honouring excellence in health and safety achievements or contributions to safer rail operations.

• SME Exporter in Rail Award –Recognising SMEs that have successfully expanded into international markets.

• SME Growth in Rail Award – Celebrating growth in sales, headcount, and profitability within the SME sector.

• Wellbeing Award – Recognising organisations that promote positive mental health and wellbeing in the workplace.

Individual

categories (free to enter)

• Employee of the Year Award –Recognising an individual who demonstrates exceptional contribution and commitment within their role.

• Rising Star Award – Celebrating an emerging professional whose achievements reflect ongoing development and future leadership potential.

How to enter

Full details of the 2026 RISE Awards, including entry criteria and submission guidelines, are available on the RIA website. To secure the early bird rate, entries should be submitted by 12 December 2025. Organisations interested in sponsoring an award category are invited to contact events@riagb.org.uk for further information.

Tel: 02072 010 777

Email: events@riagb.org.uk

Visit: www.riagb.org.uk

Arup appoints John Fagan as Global Rail Leader

Arup bolsters commitment to developing major rail programmes with the appointment of John Fagan as Global Business Leader for Rail. With over 20 years of experience in the industry, John’s expertise spans operational planning, business case development, feasibility studies, front-end engineering, and technical leadership on complex rail programmes.

GTR appoints Train Services Director for Thameslink and Great Northern Govia Thameslink Railway (GTR) has welcomed Paul Groves as its new Train Services Director for Thameslink and Great Northern. Before joining GTR, Paul worked for GTR’s sister company, GTS Rail, where he served as Director of Driver Operations and Safety for the Elizabeth Line.

GTR creates Safeguarding Manager role

GTR has created a new role of Safeguarding Manager to support passengers and colleagues. GTR previously employed a Suicide Prevention Manager, the first person to be appointed to this position across the UK rail network. This role has now been broadened in scope to encompass safeguarding of all passengers and staff. New Safeguarding Manager Rebecca Butler brings more than 20 years of experience working with young people and adults facing challenges such as criminal and sexual exploitation, care experience, mental health needs, and disabilities.

East West Rail appoints new CFO

East West Railway Company (EWR Co.) has announced the appointment of Jonathan Clear as its new Chief Financial Officer, effective January. Jonathan joins EWR Co. from Building Digital UK (BDUK), where he currently leads the Finance and Operations functions.

Peninsula Transport Expands Team

Peninsula Transport, sub-national transport body (STB) for Cornwall, Devon, Plymouth, Somerset and Torbay, has appointed three new staff to support the delivery of its Strategic Implementation Plan (SIP) 2025 – 2050. Hattie James joins as Project Manager having previously worked at Western Gateway STB, where she was involved in a range of regional transport projects, including rail, freight, electric vehicle initiatives, and rural mobility pilots. Lauren Hutton joins as Programme/ Project Support Officer, coming from South Hams District Council. Ross Pascoe joins as Project Manager having spent the last eleven years working as an Associate Transport Planner with WSP where he was involved in a variety of projects across the South West.

FOR SPANS OF UP TO 30mFROM FOOTBRIDGES TO HEAVY LOAD SUPPORT GIRDERS

SYSTEM

Working together to empower a brighter energy future for the railways

We work with alliance partners in the industry to deliver for the UK’s railways. By leveraging the capabilities of our partners, we are able to deliver more cost effective and innovative solutions.

Scan here to get in touch