Profiles of bodies and organisations with oversight or responsibility for the rail industry

The Department for Transport provides strategic direction and funding to the railways in England and Wales and buys rail franchises and projects. Their work is directed and overseen by the Secretary of State for Transport and their team

The Department’s work is directed and overseen by the Secretary of State, Mark Harper MP, and his Ministerial team which is made up of four MPs and one Lords Minister. The Minister of State for Rail Huw Merriman MP is directly involved in rail.

The DfT rail portfolio is organised into three separate groups: • Rail Strategy and Services Group • Rail Infrastructure Group • High Speed Rail Group

The Rail Strategy and Services Group is led by Conrad Bailey, who oversees: • Developing strategy and policy for the rail sector in the context of broader government policy • Managing the department’s overall expenditure on rail services and infrastructure • Ensuring delivery of major projects and programmes including the: • £5.7 billion Intercity Express Programme • £7 billion Thameslink programme • £14.8 billion Crossrail programme (jointly with Transport for London) • Delivering the ongoing programme of rail franchises • Effective sponsorship of: British Transport

Police, Network Rail, Office of Rail and

Road, Rail Accidents Investigation Branch,

Transport Focus

The Rail Infrastructure Group is led by David Hughes. This portfolio includes Northern Powerhouse Rail and the Integrated Rail Plan, the Transpennine Route Upgrade, Restoring Your Railway, other Network Rail enhancements, East West Rail and Crossrail.

The High Speed Rail Group is led by Alan Over and responsible for the High Speed 2 programme and is on the executive committee level for the department’s work on a number of other major rail projects. These projects include East West Rail, Northern Powerhouse Rail and Crossrail 2. He is a member of the department’s executive committee and board.

Network Rail is a central Government body which operates as a ‘not for dividend’ company regulated by the Office of Rail and Road. It owns, operates, maintains and develops Britain’s railway and is responsible for ensuring that the railway is safe and reliable. As NR’s sole Member, the Secretary of State for Transport is accountable to Parliament for the activities and performance of Network Rail. A framework agreement published in July 2019 stipulates that the Secretary of State has the power to appoint and dismiss the Chair of Network Rail and approve the board’s suggested candidate for Chief Executive. The Secretary of State also determines the Rail Investment Strategy and Statement of Funds Available which contain the Government’s plans for investment on the network.

The DfT oversees the British Transport Police Authority (BTPA) and Transport Focus. The Chair and Board members of the BTPA are appointed by the Secretary of State for Transport directly. Transport Focus has a board of non-executive members appointed by the Secretary of State for Transport (a Chair and five members). Transport Focus is the statutory independent consumer watchdog for Britain’s rail passengers. The TF Board has three other members (in addition to the five appointed by the SofS) who are appointed by Scottish Ministers, the National Assembly for Wales and the London Assembly. The British Transport Police Authority is the oversight body for the BTP, the specialist police force for the rail network across Great Britain.

The Office of Rail and Road is the independent safety and economic regulator for the railways. The Secretary of State appoints the Chair and other Board members. The Secretary of State issues the ORR with general guidance in respect of the exercise of its rail functions. The ORR is responsible for assessing whether the Secretary of State’s proposals are deliverable by Network Rail within the level of public funding available.

London and Continental Railways (LCR) is wholly owned by the Department of Transport and High Speed Two (HS2) Limited is an executive non-departmental public body, sponsored by the Department for Transport.

The East West Railway Company (EWRC) is a non-departmental public arm’s length body set up by the Government to accelerate the East West Rail project – a new rail link between Cambridge and Oxford. EWRC works with the Department for Transport. The Rail Accident Investigation Branch (RAIB) works with the DfT but independently investigates accidents to improve railway safety and inform the industry and the public.

KEY PERSONNEL Secretary of State for Transport: Mark Harper MP Minister of State for Transport (Rail and HS2): Huw Merriman MP Parliamentary Under Secretary of State: Baroness Vere of Norbiton Director General, High Speed Rail Group: Alan Over Director General, Rail Strategy and Services Group: Conrad Bailey Director General, Rail Infrastructure Group: David Hughes

CONTACT INFORMATION Address: Great Minster House, 33 Horseferry Road, London SW1P 4DR Tel: 0300 330 3000 Email: dft@dft.gov.uk Visit: www.dft.gov.uk

Transport Scotland is the national transport agency for Scotland, responsible for the ScotRail and Caledonian Sleeper franchises as well as planning and delivering rail policy, strategy and development in Scotland

The Transport Scotland Rail Directorate is responsible for planning and delivering rail policy, strategy and development. It carries out appraisals of capital projects, advises on rail investment decisions and provides the specification of railway outputs that the Scottish Government will wish to buy. The Rail directorate is also responsible for managing the ScotRail and Caledonian Sleeper franchise contracts, specifying and funding Network Rail’s high-level delivery responsibilities in Scotland, and liaising with the Office of Rail and Road in specifying and funding the outputs expected from Network Rail.

Transport Scotland has invested over £9 billion in the railway since 2007, which has resulted in: • New fleets of modern electric trains. • New and improved services through the ScotRail and Caledonian Sleeper franchises. • 47 miles of new railway, including the

Borders Railway. • 252 miles of electrified lines. • 16 new stations.

ScotRail services has moved into Scottish Government ownership as the ScotRail franchise has ended. The services will be provided within the public sector, by an arm’s length company owned and controlled by the Scottish Government. This is a result of the Scottish Government’s decision to run ScotRail services through what is known as the ‘Operator of Last Resort’. ScotRail staff will transfer to the new Scottish Government owned entity, with their terms and conditions protected. Transport Minister, Jenny Gilruth, has expressed an interest in working closely with wider partners including women’s organisations and British Transport Police to improve the public transport system, make it safer and build on the work already underway.

Transport Scotland’s vision, as set out in the National Transport Strategy (NTS2), is for Scotland to have a sustainable, inclusive, safe and accessible transport system which will help to deliver a healthier, fairer and more prosperous Scotland for communities, businesses and visitors. The second Delivery Plan for Scotland’s National Transport Strategy has been published, setting out the actions underway for 2022 to 2023. It recognises the key role that transport has in reducing inequalities, delivering inclusive economic growth, improving health and wellbeing, and tackling the climate emergency. At the heart of the Strategy is the recognition to deliver a step-change in behaviour and provide attractive, affordable, accessible and sustainable travel options.

Transport Scotland is an executive agency of the Scottish Government and is accountable to Parliament and the public through Scottish Ministers. Transport Scotland also provides input from a Scottish perspective on reserved rail issues such as: European directives, cross-border rail franchises, the Equality Act and safety and standards.

The rail freight sector is a vital part of Scotland’s economy. The Scottish Government’s vision is for a competitive, sustainable rail freight sector that plays a significant and increasingly important role in Scotland’s economic growth and provides a safer, greener and more efficient way of transporting goods and materials.

This vision is backed by a £25 million Scottish Strategic Rail Freight Fund for the period 2019 to 2024. The fund will support the development and delivery costs of proposals for minor-medium freight interventions aimed at improving the capacity and capability of the Scottish network for rail freight.

There are currently 360 railway stations in Scotland. Network Rail manages Glasgow Central and Edinburgh Waverley. The railway station at Prestwick Airport is owned and managed by the airport authority. The rest are leased to and operated by ScotRail. Scottish stations have improved significantly after considerable investment over the last few years. ScotRail has invested around £20 million in delivering front line improvements to passenger facilities at stations. The Scottish Government announced in 2019 a £25 million investment into rail freight over the next five years in a bid to strengthen the industry.

Transport Scotland aims to make travel as accessible and affordable as possible. To achieve this, we offer concessionary travel for young Scots, disabled travellers, over 60s and ferry passengers. They are committed to ensuring that their facilities are maintained and improved over the course of the current franchise, with further investments being made at stations to support smart ticketing and integrated travel.

Investment includes enhanced cycle facilities, upgraded ticket vending machines, multi-modal customer information screens and smart ticketing equipment.

KEY PERSONNEL Interim Chief Executive: Hugh Gillies Director of Rail: Bill Reeve Interim Director of Transport Strategy and Analysis: Fiona Brown Director of Low Carbon Economy: Stuart Greig

CONTACT INFORMATION Address: Buchanan House, 58 Port Dundas Road, Glasgow G4 0HF Tel: 0141 272 7100 Email: info@transport.gov.scot Visit: www.transport.gov.scot

Transport for Wales (TfW) is a not-for-profit organisation wholly owned by the Welsh

Government which exists to drive forward the Welsh Government’s vision of a high quality, safe, integrated, affordable and accessible transport network that the people of Wales are proud of.

The Transport for Wales Board is made up of the Chair, Chief Executive, four independent non-executives and two executive members. Its role is to provide effective leadership for TfW, monitor performance and promote high standards of public finance, all whilst meeting the requirements of its remit as set by the Welsh Government.

From 2023, an £800 million investment will ensure that 95 per cent of journeys are on new trains. More than half the trains will be assembled in Wales. By December of that year, an extra 285 (29 per cent) more services will run every weekday, including improvements on the Ebbw Vale, Cambrian and Heart of Wales lines and the North Wales Metro (Wrexham Bidston). A new service will link Cardiff and Liverpool via Wrexham.

This will create more than six hundred new jobs, including two hundred new ontrain customer service staff, and add thirty apprenticeships per year. A £15 million fund will make stations more accessible. Accessibility issues are addressed by the TfW accessibility panel made up of members who are disabled and older people with a varying range of experience of rail travel. They meet monthly and as required throughout the year with the aim to consistently innovate accessibility policies and advise TfW how to support disabled, deaf and older customers in order for them to have a seamless travel experience. On top of that at least 1,500 new car parking spaces will be created and by 2023 the availability and quality of ticketing facilities will be transformed.

Transport for Wales focuses on planning, commissioning and managing efficient transport by creating transport networks fit for the future that will contribute to the long-term sustainability of Wales.

The intention is to create a rail service that benefits the whole of Wales, as well as communities along the border in England and to this end Transport for Wales is: • Working to bring the rail service into line with the regulations for persons of reduced mobility ensuring everyone can benefit from a better service. • Committed to meeting the requirements of the Welsh Language Standards by providing better Welsh Language services. • Improving integration with active travel routes making it easier for people to walk and cycle to and from stations. • Working with bidders to ensure they invest in the skills of their staff and suppliers and that local people have opportunities for employment. • Investing around three-quarters of a billion pounds to transform the valley lines to Treherbert, Aberdare,

Merthyr Tydfil, Rhymney and Coryton, electrifying around 107 miles of track and upgrading infrastructure to enable improved journey times and more trains every hour.

During 2021/22 TfW worked on the development of a new marketing campaign ‘The Real Social Network’. It is Wales’ first multimodal public transport campaign and promotes walking, cycling, bus and rail use as a sustainable way to travel. This shift towards sustainable transport involves changing the way individuals travel, by improving their travelling experience, making sustainable transport more affordable, and improving integrated journey planning.

An extensive programme of testing and commissioning is being carried out on one of the two Stadler built trains, which made maiden voyages into Canton depot, Cardiff in late November 2021. There is a £800 million investment in new trains from manufacturer, Stadler in order to invite a new era of train travel for customers.

The South Wales Metro is an integrated public transport network for the Cardiff Capital Region which will involve electrifying around 170 kilometres of track, upgrading stations and signalling and building at least five new stations. TfW has continued its work on the Metro Central Programme to establish an integrated transport hub, and provifr better connections whilst creating more sustainable travel choices.

The Swansea Bay Metro will transform public transport in the Swansea Bay area, TfW will be introducing new trains on services through the Swansea Bay area, increasing capacity on services to West Wales and between South West Wales and Manchester. From 2024, TfW will be introducing a first-class service between Swansea and Manchester on their new trains.

TfW are continuing to invest in the transformation of public transport in Wales with a focus on creating a joined-up network where integrated ticketing and reliable services make it the easiest option for people travelling across Wales.

KEY PERSONNEL Chief Executive: James Price Executive Director of Finance and Governance: Heather Clash Communications Director: Lewis Brencher Transport Operations Director: Alexia Course Rail Programme Director: Karl Gilmore Safety and Sustainability Director: Leyton Powell Director of Planning, Development and Advisory Services: Geoff Ogden Commercial and Customer Experience Director: David O’Leary Development Director Mid, North and Rural Wales: Lee Robinson Director of People and Organisational Development: Lisa Yates IT and Digital Services Director: Dave Williams

CONTACT INFORMATION Address: Llys Cadwyn Pontypridd CF37 4TH Tel: 029 2167 3434 Email: contact@tfw.wales Visit: www.tfw.wales

The BTP is split into three divisions covering London and the South East of England, The Pennines, Midlands, South West and Wales, and Scotland. Their mission is to protect and serve the railway environment and its community, keeping levels of disruption, crime and the fear of crime as low as possible.

BTP employs 3,123, police officers, 233 PCSOs (Police Community Support Officer), 306 special constabulary officers and 1,452 police staff. Due to Covid-19 related travel restrictions, the rail network experienced a significant reduction in passenger numbers. At the start of the third national lockdown in January 2021, Network Rail and Transport for London (TfL) managed stations saw just 15-20 per cent of normal passenger use. This reduction in passengers resulted in a change in demand on the Force in terms of crime. In the initial stages of the pandemic crime levels were extremely low (around 30 per cent of previous levels) but returned to near normal levels in late 2020 (around 80 per cent of previous recorded crime).

Targeted intelligence-led deployments and proactive policing operations under Operation Viking and Operation Engulf to deter, disrupt and detect violent crime, resulted in a 29 per cent reduction in these types of crimes. These operations, together with other crime prevention tactics, such as the deployment of knife arches, contributed to an increase in the number of weapons seized by 13 per cent (752 during 2019/20 compared with 851 during 2020/21).

During 2020/21, BTP officers and PCSOs intervened in 25,997 cases involving vulnerable people. This included identifying and safeguarding children and young people, responding to people in mental health crisis and dealing with domestic abuse, stalking and harassment.

Every three years BTPA sets out medium and long-term objectives for the British Transport Police in a Strategic Plan. This is in addition to the annual policing plans, which cover objectives for the threeyear period from the date of the plan’s publication. In 2020, a decision was made to extend the 2018-2021 BTPA Strategic Plan for an additional year to 2022, due to the current Covid-19 Pandemic. You can read more about the strategic plans in the British Transport Police Association section.

In 2020 BTP launched the Moving the Needle action plan, setting out its commitment to tackle racism and unconscious bias and make BTP a fairer more inclusive police force. Moving the Needle is an ambitious, wide-ranging plan which has been drawn up through discussion with a cross section of the Force’s employees.

KEY PERSONNEL Chief Constable: Lucy D’Orsi Deputy Chief Constable: Adrian Hanstock Assistant Chief Constable: Charlie Doyle Assistant Chief Constable: Sean O’Callaghan B Division – Chief Superintendent: Martin Fry C Division – Chief Superintendent: Allan Gregory D Division – Chief Superintendent: Eddie Wylie Head of Corporate Communications: Allison Potter Drake Director of Finance and Commercial Services: Tracey Martin Director of Strategy and Change: Simon Downey

CONTACT INFORMATION Address: Force Headquarters, 25 Camden Road, London NW1 9LN Tel: 0800 40 50 40 Email: first_contact@btp.pnn.police.uk Visit: www.btp.police.uk

With the passing of the Railways and Transport Safety Act 2003, the BTPA was established to oversee the British Transport Police (BTP), review its performance and allocate funding for its budget. It also deals with complaints, recruitment, and managing relationships with the rail industry.

The Authority is responsible for setting objectives for British Transport Police (BTP) before the beginning of each financial year. The BTPA announces these objectives, as well as its strategic direction and performance review of the Force by publishing its annual Policing Plan, Strategic Plan and its Annual Reports. The Policing Plan contains the Force’s priorities for the year and the financial resources expected to be available to deliver the plan. The Strategic Plan sets out the Authority’s medium and long-term strategies for policing the railways. At the end of each financial year, the Annual Reports cover the policing of the railways in that year. The BTPA is also responsible for recruitment of Chief Officers and BTP senior Directors.

BTPA will concentrate on crime prevention and safeguarding to reduce the likelihood of people coming to harm on the railways by prioritising: • Crime prevention by design, target hardening the railway environment to deter volume crime and anti-social behaviour. • An evidence-based approach to tackle each priority crime type, taking learning about

what works into how we police the railway. • Developing effective control strategies to tackle threat and harm. • Partnership with wellbeing agencies to protect those most vulnerable to harm or exploitation. • Maximise opportunities throughout the criminal justice system to increase positive judicial outcomes and deter offenders from using the rail network. • Visible policing targeting crime hotspots to provide reassurance to the public and rail staff.

BTPA will deliver a Counter Terrorism capability to play its part in keeping the underground and rail network safe. It will do this by targeting crime that is most harmful to the public, rail staff and the community, including serious and organised crime and exploitation. BTPA will also address the under reporting of sexual offending by making it easier for people to make reports and giving them confidence that those reports will be taken seriously.

As well as billing the rail industry for the costs of running the BTP, the BTPA determines the budget of the police force and oversees large financial projects. The Authority maintains the accounts of BTP and has them audited each financial year. For 2021/22 the BTPA set a core policing budget of £328.1 million for policing Great Britain’s railways. A total of £255.5 million has been allocated to overground rail services and £72.6 million for London Underground.

The BTPA enters into Police Service Agreements (PSAs) with TOCs and FOCs, PSAs require payment from the train companies to the BTPA in exchange for the policing of the railway and associated property.

When a new rail franchise is awarded by the Department for Transport, the winning company is usually required to enter into a new or existing PSA with the BTPA.

KEY PERSONNEL Chairman: Ron Barclay-Smith Deputy Chairman: Andy Cooper Chief Executive and Accounting Officer: Hugh Ind Chief Financial Officer, Deputy Chief Executive and Treasurer: Sarah Mcgarel Communications Manager: Katie Stanton Member Engagement Manager: Raquel Cortes

CONTACT INFORMATION Address: Ivason House, 8a London Bridge St. London, SE1 9SG Camden Street, London NW1 0EG Tel: 07900 394397 Tel – Media: 0300 123 9104. Email: general.enquiries@btpa.police.uk Visit: www.btpa.police.uk

DfI is staffed by civil servants who are accountable to the Minister for Infrastructure. The Minister is a member of the Northern Ireland Executive and accountable to the Northern Ireland Assembly. The Permanent Secretary, Julie Harrison, is the Accounting Officer for the Department and the Minister’s principal adviser. Julie Harrison chairs the Departmental Board, which directs the delivery of Corporate Governance within the Department.

Details of the arrangements which have been established to ensure proper and effective management of the Department’s affairs are set out in the Corporate Governance Framework. The Departmental Board comprises a further five executive members and two non-executive, independent members.

The Department provides capital and revenue grant funding to Translink for Northern Ireland Railways to operate rail services. The funding helps maintain and develop the rail infrastructure, allows rail services to operate safely and efficiently and helps make public transport an attractive alternative to private transport.

Public Transport Division carries out the governance function of Translink on behalf of DfI and monitors spend of the grant allocated to Translink against plans, ensuring that projects demonstrate value for taxpayers’ money and expenditure falls within budgetary limits.

The Infrastructure Investment Plan for Scotland 2021-2022 to 2025-2026 was published on 4 February 2021. It sets out a long-term vision of infrastructure in Scotland, which supports an inclusive, net zero carbon economy and includes details on over £26 billion of major projects and large programmes, some of which includes: • Glasgow Subway Modernisation – includes a smartcard ticketing system linked to wider integrated ticketing; new

rolling stock and signalling; refurbished stations with improved accessibility including replacing escalators. • Future Transport Fund – capital to support a range of low and zero carbon investment • Rail Decarbonisation Action Plan- We will decarbonise Scotland's passenger rail services by 2035, ahead of the UK's target of 2040.

The Department has responsibility for the licensing, safety certification and safety authorisations of all mainline, light railways and heritage railways operating in Northern Ireland in exercise of the powers conferred on it under the Railway Safety Act (Northern Ireland) 2002. The Department regulates railway safety to ensure all Railway Undertakings, Infrastructure Managers and heritage rail operators comply with regulatory duties to provide a safe rail network. In addition, the Department is the Competent Authority for assessing compliance with technical standard on the rail network.

The Northern Ireland Transport Holding Company (NITHC) is a public corporation and its responsibilities include holding and managing property assets and the oversight, in terms of support, control and supervision, of its private limited subsidiary companies, the principal ones being Ulsterbus, Metro (previously Citybus) and Northern Ireland Railways, trading jointly as Translink. It is expected to operate commercially and has a duty to operate in line with Ministerial policy.

The chairman and other directors of the Holding Company shall be appointed from among persons who appear to the Minister to have had wide experience of, and to have shown capacity in, transport, industrial, commercial or financial matters or to have other adequate or suitable experience, and the Minister in appointing them shall have regard to the desirability of including among them persons who are directors of, or concerned in the management of, the subsidiaries of the Holding Company.

The Travel Survey for Northern Ireland (TSNI) started in 1999 and is produced by the

Analysis, Statistics and Research Branch (ASRB) of the Department for Infrastructure. It collects information on how and why people travel within Northern Ireland, and details information on journeys taken by mode of travel and purpose of journey. Covid-19 has had a knock-on effect on the usual publication timetable of the reports, therefore the 2020 report was published on 10 March 2022, and instead of the report covering its usual three year period, it only reports as a single year.

KEY PERSONNEL Minister for Infrastructure: John O'Dowd Permanent Secretary: Katrina Godfrey Deputy Secretary – Resources, Governance and EU Group: Declan McGeown Director of Safe and Sustainable Travel Division: Chris Hughes Director of Finance: Susan Anderson Director of Corporate Policy and Planning Division: Sian Kerr Director of Transport Policy Division: Liz Loughran Director of Gateways and EU Relations: Bernie Rooney Director of Public Transport Division: Jackie Robinson Head of Internal Audit: Tracey Woods

CONTACT INFORMATION Address: Department for Infrastructure, Departmental Co-ordination Unit, Clarence Court, 10-18 Adelaide Street, Belfast BT2 8GB Tel: 028 9054 0540 Email: info@infrastructure-ni.gov.uk Visit: www.infrastructure-ni.gov.uk

Over the last decade several devolution agreements have been signed between Government and the GMCA. These agreements brought new powers and responsibilities to the region, including transport. To deliver these devolution agreements, it was decided that Greater Manchester should have an elected Mayor to act as a directly elected point of accountability for the GMCA.

The GMCA is both a political entity and an organisation in its own right. The political part of GMCA provides direction, governance, and oversight of the work they do on behalf of the city region for our residents and businesses. GMCA as an organisation translates that political direction into action through teams of dedicated experts across a range of functions and services.

As a political entity, GMCA comprises the ten local authorities that make up the city region. The Authority is Chaired by the Mayor, Andy Burnham and is led by the Chief Executive, Eamonn Boylan. Functional executive bodies, such as Transport for Greater Manchester (TfGM), are responsible for the delivery of services with the Transport for Greater Manchester Committee (TfGMC) and its sub committees managing the TfGM and creating the transport policy on behalf of the GMCA, however some decisions still require approval by the GMCA. TfGM delivers the GMCA’s transport policies, by coordinating transport networks across the region, deciding where to invest transport funding, and owning and running the Metrolink tram service. TfGM is a key partner in Rail North and Transport for the North.

The GMCA gives local people more control over issues that affect their area. It means the region speaks with one voice and can make a strong case for resources and investment. There corporate objectives include: 1. Deliver core and devolved services for the public. 2. Secure, and manage, funding and investment at Greater Manchester level for agreed activity. 3. Work with the ten local authorities in

Greater Manchester to drive collective activity that puts Greater Manchester at the forefront of tackling social, economic, and environmental issues. 4. Ensure Greater Manchester is speaking with one voice – developing, leading and implementing our evidence-based strategies, building our networks and partnerships and influencing policy.

GMCA coordinates transport services through the public body Transport for Greater Manchester (TfGM).

Greater Manchester Transport Strategy 2040 sets out Greater Manchester’s longterm ambition for transport. The vision is for Greater Manchester to have ‘Worldclass connections that support long-term sustainable economic growth and access to opportunity for all’. It sets out a strong commitment to provide a transport system which: supports sustainable economic growth and the efficient and effective movement of people and goods; improves the quality of life for all by being integrated, affordable and reliable; protects the environment and supports our target to be net zero carbon by 2038 as well as improving air quality; and capitalises on new technology and innovation.

The Five-Year Transport Delivery Plan provides the detail of the schemes to be delivered to support progress towards the longer-term ambitions and targets. As additional funding is secured in the future, subsequent updates of the Delivery Plan will identify the schemes that provide the detail for the broad interventions identified in the 2040 Transport Strategy document.

Transport for Greater Manchester (TfGM) is the local government body responsible for delivering Greater Manchester’s transport strategy and commitments. TfGM implements the decisions made by GMCA and the Greater Manchester Transport Committee GMTC to improve transport services and facilities in Greater Manchester. TfGM owns Metrolink – the UK’s largest light rail network – and plan for its future, including the new Trafford Park line.

KEY PERSONNEL Mayor: Andy Burnham Chief Executive: Eamonn Boylan Head of Communications: Sarah Keaveny

CONTACT INFORMATION Address: Tootal Buildings, 56 Oxford Street, Manchester M1 6EU Tel: 0161 778 7000 Email: enquiries@greatermanchester-ca.gov.uk Visit: www.greatermanchester-ca.gov.uk

London TravelWatch was set up by Parliament to be the official voice of London’s travelling public. Funded by the London Assembly and accountable to it via the Assembly’s Transport Committee, the watchdog represents users of the national rail network in London and the surrounding commuter belt and international rail passengers using Eurostar. It also represents all those who use buses, the Underground, Docklands Light Railway (DLR), dial-a-ride, trams, taxis, cable cars and river transport, as well as cyclists, motorcyclists, pedestrians and other users of London’s principal road network.

The watchdog aims to secure a better journey experience for everyone travelling in and around London: commuters, leisure travellers, visitors and tourists however they travel. Its multimodal remit reflects the way most people use transport in London – making active choices between modes and interchanging from one mode to another in the course of a typical journey.

London TravelWatch carries out a variety of activities, including: • Commissioning and carrying out research, evaluating and interpreting the research carried out by others, to ensure that its work is based on the best possible evidence. • Investigating complaints that people have been unable to resolve with service providers. • Reviewing over enquiries from transport users, taking up cases with the operator when the original response the complainant had received was unsatisfactory. • Monitoring trends in service quality as part of an intelligence-led approach. • Regularly meeting with and seeking to influence the relevant parts of the transport industry on all issues which affect the travelling public. • Working with a wide range of public interest organisations, user groups and research bodies to ensure it keeps up to date with passenger experiences and concerns. • Speaking for the travelling public in discussions with opinion formers and decision makers at all levels, including the Mayor of London, the London

Assembly, the Government, Parliament, and local councils.

In 2021, London TravelWatch brought TfL and the rail industry together to improve cooperation on data sharing, which has led to better information being given to transport users about the busyness of services.

At the start of the pandemic in 2020, TfL removed the facility to pay by cash at over 200 Underground, DLR and Overground stations across the capital on a temporary basis and later in 2020, they proposed to extend this to cover all their stations in London. London TravelWatch research showed the significant impact withdrawing cash would have on passengers, especially those on low incomes, children or the 260,000 adults in London without a bank account. London TravelWatch’s investigation showed that some stations don’t have a Ticket Stop, usually a newsagent or convenience store, nearby, meaning that it would have been harder to top up an Oyster card with cash.

On 21 June 2021, Transport for London Commissioner Andy Byford confirmed that the ability to pay by cash will start to be reinstated at all of the Underground, Overground and DLR stations where it was removed at the start of the pandemic.

London TravelWatch also has a statutory role to assess the impact and make recommendations if proposals are made for the closure of a railway line or a station (or station facilities) within the London railway area.

London TravelWatch keeps its work priorities under review by means of a simple set of criteria. These criteria are similar to those used by other consumer protection and enforcement bodies and allow London TravelWatch to plan and coordinate its activity with other consumer bodies and the London Assembly.

London TravelWatch Board meetings are open to the public, details are available on its website.

London TravelWatch will routinely carry out surveys and publish commentary on London transport developments. In 2022, London TravelWatch discovered that 13 per cent of rail passengers said the quality of information around strikes from train companies has got worse this year. With a spokesperson saying: ‘There is a real danger that people become desensitised to news about train strikes and they zone out just at the mention of them.’

Commenting on the return of the night tube earlier in 2022, London TravelWatch Chief Executive Emma Gibson said: ‘Our recent personal security research showed that the later in the day it is, the less safe people feel. Frequent and reliable public transport is critical if people are to feel safe travelling after dark, particularly women and girls, older and disabled people and people of colour. So its good news that the Night Tube is returning on the Jubilee Line. Not everyone can afford a taxi or Uber when they need to get home late at night.’

KEY PERSONNEL Chair: Arthur Leathley Deputy Chair and Chair of the Policy Committee: Alan Benson MBE Chief Executive: Joanna Davidson Head of Communications: David Murdoch Head of Casework: Susan James Head of Campaigns and Advocacy: Alex Smith

CONTACT INFORMATION Correspondence address: London TravelWatch PO Box 5594 Southend on Sea SS1 9PZ Tel: 020 3176 2999 Email: info@londontravelwatch.org.uk Visit: www.londontravelwatch.org.uk

The National Infrastructure Commission (NIC) is an executive agency of the Treasury that provides impartial, expert advice and makes independent recommendations to the Government on economic infrastructure.

The Commission functions in an open and transparent manner, building consensus around its recommendations and engaging across parties and with the public, policymakers, infrastructure experts and relevant bodies.

Recommendations made by the NIC represent the views of the Commission and are not a statement of Government policy. However, the Government is required to respond formally to the Commission’s National Infrastructure Assessment and specific studies it undertakes.

The NIC engages closely with devolved administrations and bodies under their jurisdictions as appropriate, particularly on matters where the respective infrastructure policy responsibilities of the UK.

Government and devolved administrations interact. The NIC ensures that appropriate working arrangements are in place. The Commission’s remit does not include spending where infrastructure investment decisions rest with the devolved administrations in Scotland, Wales and Northern Ireland.

The Commission undertakes research into specific transport proposals when asked to do so by government, but also advises on broader questions of policy and approach to planning upgrades and new investment in road, rail, and other transport modes.

The National Infrastructure Commission is charged with preparing a National Infrastructure Assessment once every Parliament, looking at the long-term needs of the main sectors of the UK’s economic infrastructure, including energy, transport, digital communications, waste, water and floods risk management.

The first National Infrastructure Assessment was published in July 2018, and made a series of recommendations for meeting the UK’s infrastructure needs up to 2050. Its core proposals include: • Nationwide full fibre broadband by 2033. • Half of the UK’s power provided by renewables by 2030, as part of a shift to a highly renewable generation mix – a target upgraded to 65 per cent of UK power by 2030. • Three quarters of plastic packaging recycled by 2030. • £43 billion of stable long-term transport funding for regional cities and new devolved powers for city leaders. • A national rapid charging network to support a goal of 100 per cent of new car and van sales being electric by 2030. • Ensuring resilience to drought through halving leakages by 2050, additional water supply infrastructure and demand reduction. • A national standard of flood resilience for all communities by 2050.

The Assessment recommendations represent a major long-term programme of investment in the UK’s infrastructure. This includes substantial funding for major schemes such as Crossrail 2 and Northern Powerhouse Rail.

The Assessment also highlights the need to shift to a low carbon economy, for example through decarbonising how the UK heats its homes and businesses. Furthermore, the Commission recommends the UK must prepare for connected and autonomous vehicles and these need more time for evidence or technology to develop. The Assessment sets out the actions needed to enable robust decisions to be taken in future.

In November 2020, the government published its National Infrastructure Strategy. The Strategy adopted the majority of the recommendations made in the Commission’s first Assessment. The Commission is now working on the second National Infrastructure Assessment, to be published in autumn 2023.

The Young Professionals Panel supports and informs the Commission’s work and ensures a strong voice for the next generation of infrastructure leaders in the Commission’s work. The second cohort features ten young infrastructure professionals from a range of professions, backgrounds and regions of the country. The Panel has its own agenda and work programme developed in conjunction with the Commission.

In November 2017 the Government asked the Commission to conduct a new study on the future of freight. The Commission’s study reviewed options to improve the existing infrastructure and recommended ways to use new technologies and processes to transform how freight is moved. A Call for Evidence was issued in January 2018 and an interim report was published on 21 December 2018.

The final report of the study – Better delivery: the challenge for freight – found that through the adoption of new technologies and the recognition of freight’s needs in the planning system, it is possible to decarbonise road and rail freight by 2050 and manage its contribution to congestion.

The government published its formal response to the study in August 2021, welcoming the core themes of the Commission’s report, and announcing its intention to form a partnership with the freight industry to create a ‘future of freight’ strategic plan with a cross-modal focus.

KEY PERSONNEL Chief Executive: James Heath Chair: Sir John Armitt CBE Commissioner: Neale Coleman CBE Commissioner: Professor Sir Tim Besley CBE Commissioner: Professor David Fisk CB Commissioner: Andy Green CBE Commissioner: Professor Sadie Morgan OBE Commissioner: Julia Prescot Commissioner: Bridget Rosewell CBE

CONTACT INFORMATION Address: Finlaison House, 15 Furnival Street, London EC4A 1AB Tel: 020 7270 4428 / 1381 Email: enquiries@nic.gov.uk Visit: www.nic.org.uk Twitter: @NatInfraCom

The North East Combined Authority’s ambition, as set out in its Transport Manifesto is to provide affordable, attractive, reliable, safe, healthy transport choices for businesses, residents and visitors while enhancing the environment.

Working with partners, the NECA provides leadership and a united voice on key strategic transport issues, links strategic transport planning with economic priorities, provides strong representation on transport issues of national significance including rail, air travel, strategic road network and ports as well as providing more effective coordination to enable improvement to the area’s public transport network.

Previously overseen by the Tyne and Wear Integrated Transport Authority (ITA), in 2014 the responsibilities and assets of the ITA were transferred to the NECA. From that date the Tyne and Wear Integrated Transport Area was dissolved. NEXUS manages the functions which it previously delivered within the Tyne and Wear area.

NEXUS is the trading name of the Tyne and Wear Passenger Transport Executive. NEXUS is an independent organisation. It was created in 1969 by the Tyneside Passenger Transport (Designation) Order 1961 in accordance with the Transport Act 1968 and is responsible for overseeing work and ensuring good governance. The vast majority of these responsibilities have been delegated to a committee of NECA – the Transport North East (Tyne and Wear) SubCommittee.

Some responsibilities, such as the setting of transport levies and the approval of the regional transport strategy are discharged by the Authority’s principal decision-making body – the NECA Leadership Board. The NECA has prepared and submitted a bid on behalf of the seven local authorities which aims to obtain in excess of £100 million in funding which will be invested in major improvements to sustainable transport in the area.

The aim of this bid is to help close the area’s productivity gap through better connectivity and more mobility, enabling growth, reducing congestion and improving air quality and public health at the same time.

The Tyne and Wear Metro serves Newcastle upon Tyne, Gateshead, South Tyneside, North Tyneside and Sunderland. When the Metro opened to the public in August 1980 it was Britain’s first light rapid transit system and was the first railway in the country to be truly wheelchair compatible.

The system was progressively opened in phases through to 1984 when the full 34 miles of the original network became operational with the opening of the line into South Shields. In its first year of full operation there were more than sixty million passenger journeys. The local rail network was privatised in 1996, however, Tyne and Wear PTE, Nexus as it is now called, kept responsibility for the operation of the Metro. The Metro wasextended to Sunderland in April 2002.

In March 2018 the Department for Transport (DFT) launched a Call for Proposals for city region authorities wishing to obtain capital funding from its Transforming Cities Fund (TCF). On 28 November 2019 the North East region submitted an ambitious and integrated programme of capital investments to the Department for Transport, seeking funding from the Transforming Cities Fund. The region’s programme envisages a £467 million investment in public transport, sustainable transport and supporting capital investment. The programme as a whole represents high value for money – its economic benefits outweigh the costs of investment by a ratio of 3:1 – and can be delivered by 2023.

KEY PERSONNEL Head of Paid Service: Patrick Melia Deputy Head of Paid Service: John Hewitt, Jonathan Tew Chief Finance Officer: Paul Darby Monitoring Officer (Core NECA): Nicola Robason Monitoring Officer (Transport): Mike Barker Policy and Scrutiny Officer: Gavin Armstrong

CONTACT INFORMATION c/o South Tyneside Council Town Hall & Civic Offices Westoe Road South Shields NE33 2RL Tel: 0191 643 5339 Email: enquiries@northeastca.gov.uk Visit: www.northeastca.gov.uk

The Office of Rail and Road (ORR) is responsible for protecting the interests of rail users now and in the future. ORR does this by holding Network Rail (and in future Great British Railways) to account and keeping the railway safe by regulating the rail industry’s health and safety performance. It also holds HighSpeed1 Ltd (HS1) to account and makes sure that the rail industry is competitive and fair.

ORR holds National Highways to account for its performance and efficiency, and it has economic regulatory functions in relation to railways in Northern Ireland and the UK section of the Channel Tunnel.

Britain has one of the safest railways in Europe for passengers and workers. With more than 100 HM Railway Inspectors dedicated to keeping every railway safe – from the mainline network, London Underground to light rail, trams, and the heritage sector – ORR works with the rail industry to identify, assess, and manage safety issues.

Inspectors are out on the network every day ensuring all train and freight operating companies and Network Rail manage passenger and workforce health and safety risks appropriately. ORR also offers advice, guidance and conducts research to promote continuous improvement.

ORR’s inspectors carry out investigations into breaches of health and safety law on the railway and take both informal and formal enforcement action, and as a last resort, ORR can prosecute a company for health and safety failings when things go wrong.

The railway network needs to be run for the benefit of the whole country. ORR oversees Network Rail (and in the future Great British Railways), holding it to account for its performance and service – overseeing whether it is delivering value for money – for passengers, the freight industry, and taxpayers.

As part of this, ORR monitors Network Rail’s train punctuality performance and upkeep of rail assets. ORR is also responsible for determining operator access when disputes arise between Network Rail and operators.

As outlined in the Williams-Shapps Plan for Rail, the role of Network Rail is changing through rail reform. ORR’s role will adapt to reflect these changes and ensure ORR remains a strong independent body overseeing Great British Railways. This is essential to maintaining accountability, transparency, and efficiency across the network.

ORR also holds HS1 to account for the performance of its railway for train services, upkeep of the network and that it meets its efficiency targets. ORR is working with the French rail regulator Autorité de Régulation des Activités Ferroviaires (ARAF) to promote competition, full transparency, and fair access to the Channel Tunnel.

ORR works to ensure that rail markets are competitive and fair – for passengers, freight customers, railway operators and taxpayers. ORR does this by integrating its economic, competition and consumer functions and powers.

For consumers, ORR plays a key role in improving the rail passenger experience for which it has regulatory responsibility, taking prompt and effective action to improve the service that passengers receive where it is required.

ORR also sets guidance on the standards train and station operators must meet on assisted travel. They do this through; ensuring train companies provide accurate and timely information, particularly during disruption, handling complaint procedures seamlessly, and monitoring how train and station operators handle these situations.

As the accredited primary provider of railway industry official statistics, ORR publishes a range of statistics, including railway performance, rail usage (both passenger and freight) and safety. This open data and information about the rail industry promotes transparency and a better understanding of Britain’s railway.

The trustworthiness, quality and value of ORR statistics are overseen by the UK Statistics Authority’s regulatory arm – the Office for Statistics Regulation.

ORR regulates Network Rail including setting the targets it must achieve and reporting regularly on its performance. ORR also regulates health and safety standards and compliance across the whole rail industry. It oversees competition and consumer rights issues – driving a better deal for rail passengers and taxpayers. ORR regulates the HighSpeed1 link to the Channel Tunnel. ORR also holds National Highways to account for its performance and efficiency against

KEY PERSONNEL Chair: Declan Collier Chief Executive: John Larkinson Director of Economics, Finance and Markets: Will Godfrey Director, Corporate Operations: Vinita Hill HM Chief Inspector of Railways and Director, Railway Safety: Ian Prosser CBE Director of Railway Planning & Performance: Feras Alshaker Director of Strategy, Policy and Reform: Stephanie Tobyn Director of Communications: Russell Grossman

CONTACT INFORMATION Tel: 020 7282 2000 Visit: www.orr.gov.uk Address: 25 Cabot Square London E14 4QZ

Lord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999 recommended the creation of an organisation to independently investigate railway accidents to improve safety. RAIB became operational in October 2005 as the independent body for investigating accidents and incidents on mainline railways, metros, tramways and heritage railways throughout the UK.

RAIB employs inspectors and principal inspectors with either a professional railway or investigation background and gives them extensive training in railway operations, railway engineering and investigating. Including the inspectors and the team who provide essential business support, RAIB has a total staff of 44 people.

Investigations are focused solely on improving safety. RAIB are not a prosecuting body and do not apportion blame or liability. Possible breaches of legislation are dealt with by other organisations, usually the police and safety authorities. RAIB’s responsibilities are: • To investigate causes of railway accidents and incidents where it believes investigation will bring safety learning to the industry. • Identify the factors that may lead to a similar accident or make the consequences worse. • Highlight gaps in the railway industry’s safety defences that are revealed during investigations. • Make recommendations to prevent the same thing happening again. • Increase awareness of how railway accidents happen and cooperate with other investigation organisations nationally and internationally to share and encourage good practice.

Whenever RAIB investigates, it publishes the results as an investigation report. RAIB also produces safety digests that highlight learning points which have emerged from the preliminary examination of an event.

RAIB investigates accidents and incidents which occur on the UK main line networks (Network Rail and Northern Ireland Railways), London Underground, other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel. Operators of these types of railway and tramway have a duty under the law to notify RAIB of some types of accidents and incidents.

RAIB monitors operations on the major networks through various industry reporting systems and has the legal power and discretion to decide to investigate any event that occurs on a system that is within its scope, not just those that it is notified of as a requirement.

RAIB recognises the continuing efforts of the Office of Rail and Road and Network Rail to radically alter the way that track maintenance activities are delivered, with a fundamental move away from working on lines that are still open to traffic and reliance on warnings provided by lookouts (so called red zone working).

Some events on the main line railways that result in death or serious injury will not be investigated by RAIB (and in some cases they do not have to be notified to RAIB). There are two main reasons why this may happen. In many cases, from the information available at the time, it appears that the person concerned has deliberately trespassed or otherwise put themselves in harm’s way. If RAIB is satisfied, after making enquiries, that although an accidental sequence of events has resulted in tragic consequences, there are no safety lessons to be learned, RAIB will not investigate further.

As it is based in operational centres in Derby and Farnborough, RAIB is able to respond quickly to accidents in any part of the UK. RAIB prioritises: • Continued delivery of high-quality investigations and the dissemination of timely and effective safety learning. • Working with other railway accident investigators in the UK to share good

practice and to help improve the quality of investigations throughout the industry. • The active exploration of new ways of working with the other transport accident investigation branches to promote improvements to its effectiveness, efficiency and resilience, whilst also safeguarding RAIB’s functional independence in the selection and conduct of investigations. • To review and revise RAIB’s documented working arrangements with British

Transport Police and the Office of Rail and Road. • Continuing to improve how RAIB manages investigation data. • Continuing to explore ways of communicating RAIB safety learning in a way that better meets the needs of stakeholders (including the use of social media). • Working to improve information exchange with railway accident investigation bodies in Europe and beyond. • Forging new working relationships with the rail industry and academia. • A fresh examination of the way RAIB recruits and develops its talent to promote greater inclusion, and improve the diversity of its team.

KEY PERSONNEL Chief Inspector of Rail Accidents: Andrew Hall

CONTACT INFORMATION Tel: 01332 253300 Email: enquiries@raib.gov.uk Visit: www.raib.gov.uk Address: The Wharf, Stores Road, Derby DE21 4BA

Drawing on experience and expertise from across the sector, it brings all aspects of light rail safety under one roof while providing a central resource where colleagues can access the latest guidance and standards documentation.

Its role is to help the rail industry continually improve its health and safety performance in order to reduce risk to rail employees, passengers and the public at large. RSSB does this through developing standards, providing analysis and insight to health and safety data, carrying out research, promoting sustainability principles, and facilitating the industry’s technology strategy. • RSSB’s strategic priorities are: • Supporting healthy and safe collaboration and informing industry decisions to reduce risk and harm. • Supporting enhanced performance and efficiency updating standards, modernising systems, informing and enabling innovation. • Supporting the application of sustainability principles

RSSB members include Network Rail and other infrastructure managers, all the train operating companies (TOCs), all the freight operating companies (FOCs), rolling stock leasing companies (ROSCOs), infrastructure contractors, and suppliers.

The SRE is a pan-industry group of rail industry leaders, committed to sustainability leadership who will be responsible for a new Sustainable Rail Strategy. The group will oversee and promote the development of an ambitious, affordable, and coherent sustainability programme to make rail the leading mode of sustainable transport.

SRE’s representatives are drawn from: Chiltern Railways by Arriva, Crossrail, Department for Transport, DB Cargo, Eversholt Rail, HS2, Network Rail, Office of Rail and Road, Rail Operations Group, Rail Delivery Group, Rail Freight Group, Railway Industry Association, RSSB, Siemens, Transpennine Express.

On 4 April 2019, RSSB published its 20192024 Business Plan, outlining how it will work over the next five years to support a safer railway into Control Period 6 (CP6) and beyond. Setting out how RSSB will meet a range of industry priorities and challenges to put passengers first, the plan focuses on the crucial areas of safety, health and wellbeing, sustainability, efficiency, innovation and the future post-Brexit.

RISAS is the Railway Industry Supplier Approval Scheme. It ensures that suppliers of critical products have the appropriate systems, processes, competence, resources, facilities and procedures. Companies undergo a challenging assessment by a Railway Industry Supplier Approval Body (RISAB). The assessment involves on-site interviews and evaluations to get proof that the company can meet the standards expected.

A successful assessment leads to the award of a RISAS certificate. This is evidence that an independent, robust, rigorous and transparent assessment of the supplier has taken place, by experts.

These details are added to the RISAS website which holds a searchable database of companies who hold RISAS certificates and details the products and services they cover. RSSB manages the scheme on behalf of the rail industry providing its profile and governance. RSSB also accredits the RISABs.

RISQS is recognised and supported by the rail industry as the most effective means of deriving assurance and managing supply chain risk. It gives the industry’s 100-plus buyer members the assurance to do business with confidence with 4,000 supplier members. It’s an open, fair and transparent way for them to be formally recognised as capable providers of products and services to the GB rail market, on a smart, quick, easy web-based platform. Suppliers can be audited once via RISQS for their capabilities avoiding the need for them to be subjected to multiple, duplicate auditing from different buyers.

CIRAS is an independent, not-for-profit confidential reporting service, funded by its members. Its ambition is to improve the health, safety and wellbeing of staff and passengers across the transport sector. Transport workers can get in touch and CIRAS listens to their concerns in complete confidence.

CIRAS raises the concern with the relevant company and sends the response back to the person who raised the concern so that they know what action has been taken. CIRAS members use the intelligence they receive from reports to reduce risk, improve safety and wellbeing, and foster a positive safety culture. CIRAS also works with its 2,000-strong member community to share learning and good practice.

Starting out as a charity working with one train operator over 20 years ago, today CIRAS members span construction, transport operators including bus, light rail, tram, urban metros and mainline rail, and the transport supply chain. CIRAS is part of the RSSB Group.

KEY PERSONNEL Chair: Mike Brown Chief Executive Officer: Mark Phillips Chief Financial Officer: Hannah Kingsley Chief Operating Officer: Johnny Schute

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Tel: 020 3142 5300 Email: enquirydesk@rssb.co.uk Visit: www.rssb.co.uk

The Greater Glasgow Passenger Transport Executive (GGPTE) was created in 1972 to oversee all suburban railways in the Glasgow area. In the 1980s it was replaced by the Strathclyde Passenger Transport Executive (SPTE). In 1996, the Executive was reincorporated as a body consisting of councillors drawn from the twelve Council Areas which succeeded Strathclyde Region.

In 2006 Strathclyde Passenger Transport Executive (and Authority), along with the WESTRANS voluntary regional transport partnership, was replaced by the Strathclyde Partnership for Transport. It is part of the transport framework created by the Scottish Government, which is made up of a national transport agency, Transport Scotland, and seven Regional Transport Partnerships. As part of this reorganisation SPT gained responsibility of the region’s transport planning; analysing all travel needs and developing the transport system for now and the future.

SPT is the largest of the seven regional transport partnerships. SPT’s role involves planning and delivering transport solutions for all modes of transport across the region, in conjunction with member councils and industry partners. It runs the Glasgow Subway, a host of specialist bus services and is responsible for delivering public transport.

The Partnership consists of 20 elected members representing the twelve constituent authorities in the west of Scotland and between seven and nine appointed members.

In March 2021 the Chair and Vice-Chairs of SPT presented a proposal to evolve SPT into ‘Transport for Strathclyde’, a more powerful authority in control of one network across the region. It called for a new parliamentary Bill to empower the body and a ‘public transport social contract’ with the public which guarantees access to work, health, education and recreation – ‘without breaking the bank or planet’.

Glasgow has the largest network of suburban railway lines in the UK outside of London. SPT is no longer involved in the everyday operation of the rail network. The rolling stock was operated on behalf of SPT by First ScotRail (also part of FirstGroup) until March 2015, since April that same year Abellio ScotRail has operated rail services under the ScotRail brand.

The Glasgow Subway is the only underground metro system in Scotland. Originally built for the Glasgow District Subway Company, the railway first opened in 1896. The Subway is generally recognised as the world’s third oldest underground railway, after London and Budapest. And the only one that has never been expanded from its original route.

The Subway forms a circle in the centrewest of Glasgow and carries 13 million passengers each year. The entire route is underground, contained in twin tunnels, 15 stations are distributed along the route length of over six miles. Eight of the stations are north of the River Clyde which dissects the circular route.

In 1977, Greater Glasgow Passenger Transport Executive closed it for major modernisation works. The railway in its present form reopened for operation on 16 April 1980. Now part of SPT, the railway is one of the few in the UK remaining in public ownership and is ‘vertically integrated’, which means SPT’s responsibility covers all aspects of operation and infrastructure.

In 2016, SPT took a significant step forward in improving its Subway and is currently undergoing its biggest modernisation programme in more than 30 years. A £288 million funding package for the work is being supported by the Scottish Government. As well as the new trains, the Subway’s signalling equipment, control systems and control centre will all be replaced, and the upgrade will include new platform screen doors. Glasgow Subway modernisation continues at a rapid pace. Having now completed all 15 stations including two city centre flagship stations all with the intent to; improve accessibility, introduce more smart technology ticketing, and provide a fresher look to its stations, all while minimising disruption.

The SPT is passionate about its commitment to reducing its carbon footprint through finding ways of adopting sustainable policies and practices where possible. Work is ongoing across SPT to identify measures to improve energy efficiency, reduce water consumption and minimise waste. The SPT also have a JourneySharing community, helping commuters connect where they have similar journey details to save money, and reduce CO2 emissions.

Once the modernisation plan is complete, and it has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO). SPT administers a range of integrated travel tickets, such as ZoneCard, Roundabout and Daytripper giving discounted fares on buses, trains, ferries and the Subway.

KEY PERSONNEL Chief Executive: Valerie Davidson Director of Finance: Neil Wylie Director of Subway: Antony Smith

CONTACT INFORMATION Address: 131 St Vincent Street, Glasgow G2 5JF Tel: 0141 332 6811 Email: enquiry@spt.co.uk Visit: www.spt.co.uk

Transport for Greater Manchester (TfGM) is a not-for-profit local Government body responsible for delivering the transport strategy set by the Greater Manchester Combined Authority (GMCA)

More than 5.6 million journeys are made across Greater Manchester’s transport network each day. TfGM coordinates transport networks across the region, decides where to invest transport funding, and owns and runs the Metrolink tram service. It builds and manages bus stations and transport interchanges, provides travel planning and timetable information to passengers, and promotes walking and cycling as safe and healthy choices. The Greater Manchester rail network is now used by around forty million passengers a year. This is an increase of thirty per cent over the past decade and TfGM has an influential voice in developing the best possible rail services in Greater Manchester.

TfGM assets include 99 Metrolink stops across the light rail network, 120 tram vehicles, 15 Park & Ride sites, 20 Free Buses, over 15 transport interchanges and many other properties.

In 2021, TfGM marked ten years since its inception after a reform of local government in Greater Manchester granted the Greater Manchester Passenger Transport Executive (GMPTE) more powers and led to a rebranding.

Since the rebranding, TfGM has delivered many high profile and successful projects and schemes, including: • The £1.5 billion ‘Phase Three’ Metrolink expansion between 2010 and 2015, which saw new lines through dozens of local communities, with extensions to

Rochdale via Oldham, Ashton-under-

Lyne, East Didsbury and Manchester

Airport. • The £350 million Trafford Park line in

March 2020, adding a further 5.5km of track and six new stops to serve one of the region’s major employment, leisure and retail destinations. • New transport interchanges in Rochdale,

Ashton, Altrincham, Wythenshawe and

Bolton, while Radcliffe and Wigan now enjoy new, state-of-the-art bus stations. • The award-winning £122 million Leigh to

Ellenbrook Guided Busway in April 2016 which, prior to the pandemic, required extra services to help cope with demand. • The delivery of the first 55 miles of safe cycling and walking routes by the end of 2021, with plenty more schemes in the pipeline for delivery as part of the

Bee Network, a plan for the UK’s largest cycling and walking network. • The TravelSafe Partnership – a multiagency body led by TfGM and Greater

Manchester Police, that takes an intelligence-lead, problem-solving approach to tackling crime and ASB on public transport.

KEY PERSONNEL Chief Operating Officer: Bob Morris Finance and Corporate Services Director: Steve Warrener Head of Rail Programme: Simon Elliott Communications Officer: David Stevenson

CONTACT INFORMATION Address: 2 Piccadilly Place, Manchester M1 3BG Tel: 0161 224 41000 Email: customer.relations@tfgm.com Visit: www.tfgm.com

Every day around 30 million journeys are made across the network and TfL keeps the city moving, runs the day-to-day operation of the Capital’s public transport network and manages London’s main roads.

The services operated include London Underground, London Buses, Docklands Light Railway, London Overground, TfL Rail, London Trams, London River Services, London Dial-a-Ride, Victoria Coach Station, Santander Cycles and the Emirates Air Line. TfL provides modern ways to pay through Oyster and contactless payment cards and provides live travel information via the app TFL Go, which allows users to get live updates on their journey, and advises on the most accessible routes for those with reduced mobility.

The TfL programme of transport capital investment is one of the world’s largest. It is modernising Tube services and stations, transforming the road network and making it safer, especially for more vulnerable road users such as pedestrians and cyclists. It is also working hard to help customers with reduced mobility access stations, as one third of London underground stations are now step-free.

TfL started managing the Liverpool Street to Shenfield rail service in May 2015 and the running of eleven stations between Acton Main Line and Taplow (excluding Slough station) in December 2017. Those stations transferred to TfL Rail outside London were included because they are part of an existing rail route.

TfL Rail does not affect the ‘fast’ trains that serve major stops such as Southend-onSea. These are still the responsibility of the Government and run alongside TfL services. TfL has overall responsibility for the train frequency specifications, standards for station facilities and overall performance as well as fares and revenue management.

Her Majesty The Queen and His Royal Highness The Earl of Wessex, visited Paddington Elizabeth line station on 17 May 2022 to mark the completion of the transformational new railway ahead of its opening later on in May 2022. It is due to run twelve trains per hour between Paddington and Abbey Wood, transforming travel across London and the South East by improving transport links and cutting journey times. It will initially operate as three separate railways, with services from Reading, Heathrow, and Shenfield connecting with the central tunnels from autumn 2022.

The Docklands Light Railway (DLR) opened in 1987 and operates as a driverless, computerised system with performance and dependability among the best in the UK. The DLR network of 45 stations has multiple connections with the Tube, buses, National Rail, Overground, river and coach services and runs 149 vehicles.

The DLR is currently the busiest light railway in the UK, with over 400,000 journeys made each weekday.The DLR is operated by KeolisAmey Docklands (KAD) under a franchisee contract awarded by TfL. It operates the trains, stations and maintains much of the network. KAD took over the franchise from Serco Docklands in December 2014.

A contract was awarded to Construcciones y Auxiliar de Ferrocarriles, S.A (CAF) in June 2019 to replace some of the oldest trains operating on the network. The new fleet of walk-through trains are expected to start entering passenger service from 2023 providing a number of customer improvements, including the latest audio and visual real-time travel information, air conditioning and mobile device charging points.

TfL is responsible for London Overground – a group of orbital lines serving many areas of the Capital. Launched in 2007, around a third of all Londoners are within walking distance of a London Overground station. There are six London Overground routes that, together, form an outer London orbital network. This route travels through 23 London boroughs, as well as southern Hertfordshire and serves 112 stations. Upgrades to London Overground stations is ongoing, with improved ticket halls and gates, installed lifts, widened entrances, improved shelters and increased cycle parking to name a few of the improvements to service.

In November 2016 Arriva began to manage the network’s stations and trains on a day-to-day basis. Network Rail manages and maintains most of the track and signals, as London Overground is part of the National Rail network.

• Rumour has it that the Bakerloo line was created after a group of businessmen complained that they couldn't get to and from Lord's Cricket Ground quickly enough. • Opened in 1863, The

Metropolitan Railway between

Paddington and Farringdon was the first, urban, underground railway in the world. • One third of London

Underground stations are now step-free. • The average additional journey time required for step-free journeys has now been reduced to around 6.7 minutes, comparing to 9.5 minutes back in 2016. • Her Majesty became the first reigning monarch to travel on the London Underground in 1969, when she opened the

Victoria line. • Although a number of Jubilee line stations are among the

Underground's newest, the line also serves some stations that originally opened over 100 years ago. • No other city is as defined by its transport system as London.

TfL took over the running of Trams in 2008 and completely refurbished the Trams network which had been created eight years earlier. Trams offer frequent services from Croydon to Wimbledon, Beckenham Junction, Elmers End and New Addington. TfL sets the specifications for tram frequency and overall performance, is responsible for fares and revenue, carries out maintenance, and plans and funds improvements and extensions to the network. The tram network has 17 miles of track, 34 trams in the fleet and 39 stops. It serves seven National Rail stations and more than fifty bus routes. Tram Operations (TOL), a subsidiary of First Group, operates trams day-to-day under a franchisee agreement with TfL. TOL’s contract will expire in 2030.

With an expected passenger growth of 60 million by 2030 there is certainly room in the next eight years to upgrade the network and accommodate this passenger growth. This includes plans to provide seamless local journeys within south London by integrating trams with the Tube, and other local rail networks.

London Underground, better known as the Tube, opened in 1863, it is the world’s oldest underground railway network, and one of the largest. The Tube spans 270 stations and over eleven lines. TfL is responsible for all aspects of the Tube’s operations including running the trains, stations and control centres, making sure the Tube is safe and secure, and collecting and protecting fares revenue as well as the maintenance and renewal of most of the infrastructure used by the Tube, although some services run over track that is the responsibility of Network Rail.

As the city continued to recover from the pandemic, and despite hybrid working becoming more of a norm TfL figures show that tube ridership increased by more than 25 per cent between the months January and February of 2022. With stations in the heart of London’s financial district, like Bank and Canary Wharf seeing ridership numbers back on track.

KEY PERSONNEL Commissioner: Andy Byford Director of Communications & Corporate Affairs: Matt Brown General Counsel: Howard Carter Chief Capital Officer: Stuart Harvey Chief Finance Officer: Simon Kilonback Chief Operating Officer: Andy Lord Chief Safety, Health and Environment Officer: Lilli Matson Chief Customer & Strategy Officer: Gareth Powell Chief Executive, Crossrail Limited: Mark Wild TFL’s Director of Customer Operations: Nick Dent

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Tel: 0343 222 1234 Email: Contact via website Visit: www.tfl.gov.uk

Transport for the North is the country’s first Sub-national Transport Body, formed to transform the transport system across the North of England, providing the infrastructure needed to drive economic growth

Transport for the North became England’s first Sub-national Transport Body in April 2018, bringing together the North’s 20 Local Transport Authorities and eleven Local Enterprise Partnerships to enable the North to speak with one voice on the transport infrastructure investment needed to drive transformational growth and rebalance the UK economy.

The Strategic Rail programme is key to ensuring the synergies between the North’s classic rail network, the Northern Powerhouse Rail programme, together with HS2 Phase 2b and Transpennine Route Upgrade (TRU), through the Integrated Rail Programme (IRP), are fully optimised.

In operational terms, the programme partners with the Department for Transport in overseeing and managing the region’s biggest rail operators – Northern Trains Limited and TransPennine Express. The Rail North Partnership, informed by the advice and guidance of the Rail North Committee and the Department for Transport, oversees and manages the performance and delivery targets of these operators and works to ensure they are both fit for purpose and future-proofed.

In 2020, with the outbreak of the Coronavirus pandemic, the above work took on a special significance as both regional and national government effectively took control of the operators to ensure they could both meet national needs in providing essential transport links and have some protection against the economic effects of the pandemic. Rail recovery continues to be a key focus for the programme.

The Northern and TransPennine Express rail services run through 25 local authority areas, including the 20 authorities that sit on the Partnership Board of Transport for the North. They engage regularly with representatives from all 25 authorities through our Rail Officer Reference Group.

Northern Powerhouse Rail is a major strategic rail programme that will deliver radical improvements to train service frequencies and journey times, to better connect the key economic areas in the North of England. Delivered over a phased 30-year period, the programme will transform eastwest rail travel across the region to enhance connectivity, capacity and reliability.

By linking the east and west of the North, as well as linking with HS2, Northern Powerhouse Rail will deliver vastly improved regional rail connections, providing modern, high-speed, low-carbon services which will improve the passenger experience, and encourage a modal shift from cars to trains, contributing greatly to the decarbonisation agenda.

Northern Powerhouse Rail will also release capacity in the existing rail network, supporting improvements in the local and freight services on which much of the region depends, as well as improving connectivity to international gateways including Manchester Airport. The programme will connect the major urban centres of the North, and under-served communities, to generate opportunity, attract investment, create jobs and move the North towards a more integrated economy that will ‘level-up’ the region and boost UK productivity The North’s economy will flourish with proper investment. Regional strengths in advanced manufacturing and research have already attracted investment from Boeing in Sheffield and Siemens in Goole, while recent announcements of the new UK Infrastructure Bank in Leeds and ‘Treasury North’ in Darlington, as well as the announcement of three freeports in the region in the 2021 budget, show confidence and ambition for the North. To maximise and expand upon this ambition, the North’s creaking rail infrastructure must be improved.

Ultimately, Northern Powerhouse Rail - delivered in full alongside HS2 and the Transpennine Route Upgrade – will define the North’s economic prosperity for the rest of this century, boosting jobs and growth, while also playing a significant role in reducing carbon emissions in the region and delivering tangible transformational benefits to people and business. Transport for the North (TfN) and Department for Transport (DfT), working with delivery partners Network Rail and HS2 Ltd, has carried out substantial work to develop options in each NPR corridor. New lines and significant improvements to existing lines would free up capacity and reduce disruption, enabling more services on local lines, increasing opportunities for both workers and consumers.

Transport for the North produces a regular podcast on all things transport and the Northern Powerhouse, covering topics such as devolution, levelling up, economic growth, productivity, investment and more. It is available via the TfN website and on Spotify and Soundcloud. The All Points North e-newsletter highlights the top stories each week – sign up via the TfN website.

KEY PERSONNEL Chair: Lord Patrick McLoughlin Chief Executive: Martin Tugwell Rail and Roads Director and Deputy Chief Executive: Darren Oldham Finance Director: Paul Kelly Strategy, Policy and Communications Director: Katie Day

CONTACT INFORMATION Address: 2nd Floor, 4 Piccadilly Place, Manchester M1 3BN Tel: 0161 244 0888 Email: info@transportforthenorth.com Visit: www.transportforthenorth.com

Led by the Mayor of the West Midlands, the WMCA brings together 18 local councils and three Local Enterprise Partnerships to oversee the transfer of powers and funding from Whitehall to the West Midlands

The authority consists of 18 local authorities and four Local Enterprise Partnerships (LEPs) working together to move powers from Whitehall to the West Midlands and its locally elected politicians. It includes the seven metropolitan West Midlands councils (constituent authorities), ten non-constituent authorities/councils and one observer council, as well as the Mayor of the West Midlands.

The transport arm of the WMCA is Transport for West Midlands (TfWM) which coordinates investment to improve the region’s transport infrastructure and create a fully integrated, safe and secure network. It is also responsible for assessing and planning for the region’s future transport needs so the network can meet the demands of businesses and a growing population. The expansion of the Midland Metro tram system is just one of the many projects that TfWM is delivering to help meet those future needs. Where they are adding: • Up to 50 extra trams. • New control, communications and passenger information systems. • An upgraded depot, control room and maintenance.

The Midlands Rail Hub is a £2 billion package of improvements to transform east-west rail connections. The project was awarded £20 million in the March 2020 Budget to develop the scheme to outline business case. The plans outline a programme of new and upgraded infrastructure that will be implemented in phases between now and 2033. It will strengthen rail links between Leicester, Nottingham, Coventry, Derby, Hereford and Worcester, improve services to Wales and the South West and allow more people to access HS2.

a £4.4 billion HS2 Growth Strategy to make the most of HS2 arriving in the West Midlands. As part of this Growth Strategy there is a Local Connectivity Package of 20 transport schemes to effectively ‘plugin’ the two new HS2 stations to local transport network.

These schemes include the transformational East-West Metro with tram extensions to Dudley/ Brierley Hill and through East Birmingham to North Solihull and the HS2 Interchange station.

The region is looking to reverse some the Beeching cuts by reopening rail lines to passenger services for the first time in decades. These include the Camp Hill line serving suburbs in South Birmingham and the line between Walsall and Wolverhampton. University station in Edgbaston, is undergoing major redevelopment with new station buildings, bridges and platforms to accommodate the 3.5 million passenger journeys it sees every year. Doubling the capacity of what is already considered one of the busiest railway stations in the country will provide huge safety benefits, improve customer experience, and enable the station to meet future demand, whilst also contributing to tackling the climate emergency. Local rail services are co-managed by the West Midlands Rail Executive (WMRE) – a partnership of 16 local transport authorities – and the Department for Transport under the West Midlands franchise. Services are run by West Midlands Trains (a joint venture between Abellio, East Japan Railway Company and Mitsui) but branded West Midlands Railway.

The blueprint setting out what is needed to level up the region was launched by the West Midlands Combined Authority in October 2022. The Levelling Up Growth Prospectus sets out how the West Midlands Combined Authority is working as a region to tackle the various challenges they face, and how they aim to fire up the regional economy by driving forward a new, green industrial revolution while attracting major private sector investment.

The prospectus looks at ways to expand its existing levelling up programme with: • More flexible funding to build affordable, zero carbon homes and unlock stalled investment through new

Investment Zones. • New ways to encourage people onto public transport through mobility credit schemes, new e-mobility powers, and a dynamic role in Great British Railways • Powers to help key growth sectors for the region flourish and drive innovation in low carbon businesses such as electric car manufacturing; battery production; low carbon, modular homes; and utilities such as wind and solar power. • Greater control and influence over investment into the region’s energy system so it is more resilient to price hike shocks and able to speed up the decarbonisation of infrastructure and industry.

The Levelling Up Growth Prospectus serves as long term vision for the West Midlands.

KEY PERSONNEL Chief Executive Officer: Laura Shoaf Director of Programme Development: Sandeep Shingadia Director of Rail: Malcolm Holmes Director of Policy, Strategy and Innovation: Mike Waters Director of Communications: Siobhan Bassford Director of Operations: Clare Boden-Hatton

CONTACT INFORMATION Address: 16 Summer Lane, Birmingham, West Midlands B19 3SD Tel: 0121 200 2787 Email: customer.services@tfwm.org.uk Visit: www.wmca.org.uk

With a strong emphasis on evidence-based campaigning and research, Transport Focus ensures that it knows what is happening on the ground. It uses its knowledge to influence decisions on behalf of passengers to secure improvements and make a difference.

Transport Focus is the voice of transport users. It carries out research on transport user experiences and needs for the future. This includes the large scale National Rail Passenger Survey where over 50,000 rail passengers give their views on rail journeys twice a year.

Transport Focus also carries out weekly surveys, obtaining the views of approximately 500 rail passengers each week. Passengers rate how satisfied they were with their overall journey and a range of aspects including the punctuality of their service, the value for money of their ticket and a number of Covid-related measures.

Transport Focus is an executive nondepartmental public body, sponsored by the Department for Transport. It is run by a management team and led by a Board of non-executive directors. It has existed in one form or another since 1947. It was formed by the Transport Act as the Central Transport Consultative Committee (CTCC) plus a network of regional Transport Users’ Consultative Committees. Over the years it has changed its name as it took on responsibility for bus, coach and tram passengers, and then road users.

Transport Focus makes major decisions at Board meetings, held in public four times per year. Decisions are also made at monthly management team meetings.

Transport Focus can have up to 14 Board members. The Scottish Government, Welsh Government and the Greater London Authority each appoint a member to the Board. The remaining appointments are made by the Secretary of State for Transport. Recruitment to the Board is based on merit. Appointments are regulated by The Office of the Commissioner for Public Appointments.

KEY PERSONNEL Chair: Nigel Stevens Chief Executive: Anthony Smith Director: David Sidebottom

CONTACT INFORMATION Address: Albany House 86 Petty France, London SW1H 9EA Tel: 0300 123 0860 Email: info@transportfocus.org.uk Visit: www.transportfocus.org.uk

You can fi nd more information on our website: www.MENNEKES.co.uk

Drawing on experience and expertise from across the sector, it brings all aspects of light rail safety under one roof while providing a central resource where colleagues can access the latest guidance and standards documentation.

In a report published in 2022 on the organisation’s work to date, the Office of Rail and Road (ORR) said the Light Rail SSB is adding value to the light rail sector and supporting continued improvements in managing safety.

In assessing whether the Light Rail SSB is on track to deliver Rail Accident Investigation Branch (RAIB) recommendations that followed the fatal Sandilands derailment in 2016, the regulator also found that the organisation is providing guidance and tools to improve the sector’s understanding of risk.

At the heart of this approach is the development of an Integrated Risk Management Framework that has been developed in partnership with key stakeholders, including its members and statutory organisations such as the ORR.

It also incorporates a series of interconnected projects that run in parallel with each other to deliver a comprehensive platform that is already making a significant contribution to light rail safety.

Key elements of the framework include the continued development of a Tram Accident and Incident Reporting (TAIR) database, a pioneering online reporting system aimed at enhancing tram safety. As well as the integration of the ORR’s Risk Management Maturity Model (RM3) into the light rail sector.

Whilst all tramway and light rail services have different challenges and potential hazards, the TAIR database enables them to add their own data to the platform and contribute to the most comprehensive risk management tool developed for the light rail industry in the UK. With strong support from across the wider light rail community and funding from the Department of Transport, the LRSSB is also taking the lead on numerous research projects.

These initiatives have been fully incorporated within a sector-wide Risk Model and the introduction of new Bowtie Risk assessment database. Combined, these projects provide a continual development cycle that progressively drives down industry risk to as low as reasonably practicable (ALARP) levels.

LRSSB continues to support research and development projects in a number of important areas in particular in technology providing obstacle detection and avoidance systems. The initial results are promising for the UK light rail sector as the technology is now being utilised in Europe.

LRSSB is structured by the LRSSB Board which consists of the Chief Executive Officer (CEO), Non-executive Chair, 4 Bon-executive Directors, the Managing Director of UKTram and an ORR Observer. In May 2020, LRSSB appointed a new Chair, Sue Byrne, and a new CEO, Carl Williams, in October 2020.

The current management structure of LRSSB consists of a CEO, Administration Manager and Safety and Assurance Manager, with the intention to recruit further posts in safety engineering and data analysis. LRSSB has also been supported by UKTram colleagues during the year.

In Spring 2022, LRSSB was invited by Transport for West Midlands (TfWM) and Midland Metro Alliance (MMA) to conduct a compliance review of their processes against the Railways and Other Guided Transport Systems (Safety) Regulations (ROGS) to help ensure a safe and smooth handover of the multi-million-pound extension to West Midlands Metro to the operator, West Midlands Metro.

MMA utilised LRSSB’s BowTieXP software system to develop a comprehensive database of assessments as it prepared for the opening of extensions to Edgbaston Village and Wolverhampton Railway Station.

Named after the shape of graphics to illustrate its core principles, BowTie contains eight elements: hazard, top event, threats, consequences, preventive barriers, recovery barriers, escalation factors and escalation factor barriers.

KEY PERSONNEL Chairperson: Sue Byrne Chief Executive: Carl Williams Administration Manager: Erica Pearson Safety Assurance: Mark Ashmore Head of Engineering Safety & Innovation: Craig O'Brien Head of Commercial: Jamie Swift

CONTACT INFORMATION Email: info@lrssb.co.uk Visit: www.lrssb.org Address: LRSSB, 16 Summer Lane, Birmingham, B19 3SD