From the Chiltern tunnels to groundwater management: mastering the challenges of underground construction
INNOVATION
Small digital suppliers powering the future
Balancing innovation with reliability in modern tunnel construction
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EDITORIAL
EDITOR
Sam Sherwood-Hale editor@railpro.co.uk
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Diving right into this month’s issue and in a compelling viewpoint piece, Professor Andrew N. Williams makes a persuasive case for how rail infrastructure can directly impact public health outcomes. His advocacy for reopening the 15-mile rail link between Northampton and Market Harborough highlights the broader socioeconomic benefits that strategic rail investments can deliver. As a former children's doctor, Williams brings a refreshing perspective to transport planning, noting that ‘health is more than just about the absence of disease or serious illness. It is about creating and then sustaining an optimum political, social, economic and physical environment for all to experience the best lived quality of life.’ His argument that the reopened link could transform regional connectivity while addressing air quality issues and economic disparities serves as a timely reminder of rail's role in building sustainable, healthy communities.
We also profile JFRail, a consultancy that exemplifies a progressive approach to collaborative working in the rail sector. Founded in December 2020, the company has established a unique model that brings together independent specialists under a unified framework to deliver high-quality outputs for clients. With successful projects ranging from supporting GTS to win the Elizabeth Line contract to developing a dynamic infrastructure model for HS1/London St. Pancras High Speed, JFRail demonstrates how small, agile teams can make significant contributions to the industry's most complex challenges. The company's emphasis on production excellence and standardised project management approaches offers valuable lessons for organisations of all sizes in our sector.
We have several interviews this month, first up I spoke with Jen Clare, Lumo Service Delivery Director, about the company's success in shifting passengers from air to rail travel. Her insights on their sustainability initiatives, single-class service model, and collaborative approach with Network Rail offer valuable lessons for the industry as it seeks to attract more passengers to environmentally friendly travel options.
I interviewed Kurt Zeidler, Principal and Co-Founder of Gall Zeidler Consultants, who shares his extensive experience in tunnelling projects across four continents. His insights on balancing technological advancement with practical engineering fundamentals offer valuable perspective as we navigate an increasingly digitaldependent industry.
We also speak with Emma Partlow, Director of Consumer Engagement and Policy at Transreport, about her work transforming accessible travel, challenging disability stereotypes, and her recent recognition in the Shaw Trust Disability Power 100. Emma's perspective on incorporating lived experience into technical solutions provides refreshing insights on creating truly inclusive transport systems. Communication innovation is in focus in our interview with George Clarke and Bentley Brooks from Arriva Rail London about their new podcast 'Sound of the Overground'. Their efforts to enhance internal communications through this medium demonstrate how the industry is adapting new approaches to engage staff and address operational challenges openly.
SAM SHERWOOD-HALE EDITOR
Marta Filipiuk, trainee driver at Avanti West Coast, reflects on her journey from minicab driver to train operator and the campaign inspiring a new generation of female drivers
Jorge Aldegunde, Global Head of Railway Services, Supply Chain & Product Assurance at DNV, explores the emerging role of cybersecurity specialists in an increasingly digital railway
Naomi Horton, Rail Partner at law firm Ashurst, on rail reform and the bringing together of UK rail's tracks and trains
A reopened 15-mile rail link between Northampton and Market Harborough could transform regional connectivity, says Andrew N. Williams
Edward Morley, transport expert at PA Consulting, on rethinking passenger services and embracing freight innovation
We are all acutely aware of the wider skills gap posed by rail’s aging workforce, the changing face of industry and the need to support more apprentices says Lucy Prior MBE
From consulting services, on-site and remote support experts, to data-driven connected services, we have a range of solutions to make your railway infrastructure reliable and sustainable.
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40 TUNELLING
Sam Sherwood-Hale spoke to Kurt Zeidler about the evolution of Gall Zeidler Consultants, the challenges of international tunnelling projects, and his philosophy on engineering innovation in an increasingly technologydependent industry 48
JFRail on their journey to becoming a collaborative rail consultancy
Sam Sherwood-Hale spoke to Emma Partlow, Director of Consumer Engagement and Policy at Transreport, about transforming accessible travel, challenging disability stereotypes, and her recognition in the Shaw Trust Disability Power 100
61 INNOVATION
Sam Sherwood-Hale spoke to Liam Henderson, Chair of the Rail Innovation Group, about how small digital suppliers are powering the future of rail transportation and why their unique skills may hold the key to the sector's transformation
The
With David Crowe, CEO of Agilexe
70 IN CONVERSATION
With Clive Owen, Director at A1 Loo Hire
The Chartered Institution of Railway Operators (CIRO) has submitted its official response to the Government's consultation on A Railway Fit for Britain's Future, drawing on the collective insight and expertise of its diverse membership base. The response was developed with input from CIRO's Fellows – senior leaders from across the rail industry whose deep operational and strategic experience provides a credible, grounded perspective on the challenges and opportunities facing the sector.
Supporting the broad aims of the proposed legislation, CIRO's response calls for a clearer, more coherent approach to reform, while emphasizing the need for strong leadership, operational autonomy, and a shift toward long-term, whole-system thinking. While the establishment of Great British Railways (GBR) presents an opportunity to address long-standing fragmentation within the industry, CIRO cautions that this ambition risks being undermined by excessive political control, blurred governance, and insufficient engagement with the professionals responsible for delivering the railway on the ground.
Phil Sherratt, CEO of CIRO, said: ‘This consultation is a pivotal moment for Britain's railway. We welcome the Government's direction, but structure alone won't deliver success. Great British Railways must have the freedom to operate with clarity of purpose, insulated from short-term political cycles. The railway is a complex, interconnected system – decisions must reflect that. CIRO's members bring invaluable operational insight that's essential for real-world reform. This is not just about governance – it's about
creating the conditions for a skilled, motivated workforce to thrive. CIRO stands ready to support the next phase of reform through professional development and whole-system thinking.’
Key themes in CIRO's consultation response include a need for strategic clarity and operational autonomy, with the response stressing clear boundaries that allow GBR to make independent decisions based on professional judgment. CIRO calls for a holistic approach to planning and operations that reflects the interconnected nature of infrastructure, services, customers and communities, and strongly advocates for decisions to be informed by individuals with practical, frontline rail operations expertise.
While welcoming reforms to access rules, CIRO urges Government and GBR to ensure freight and open access operators are treated fairly and transparently. The institution supports the concept of five-year funding periods but highlights that many enhancements require longer-term financial certainty, and emphasizes the critical role of people in the success of GBR and broader rail reform.
CIRO welcomes the direction of travel set out in the consultation and sees a clear role for the Institution in helping GBR and the wider industry transition to a more integrated, effective model. The response submitted to Government reflects CIRO's long-standing commitment to ensuring rail reform is shaped by those who understand the operational realities of the network – and who are passionate about building a better railway for Britain.
Brand-new electric tram-trains are now being tested on the recently electrified Valleys railway lines, as TfW take another step forward with delivering the next phase of the South Wales Metro. Part of an £800 million investment into brand-new trains across Wales and the Borders, the Stadler Class 398 CITYLINK tram-trains will revolutionise transport in South Wales.
With the ability to run on both rail and tram lines, they can operate on overhead electrical lines and battery power, and with three carriages can carry more than 250 passengers.
Over £1 billion has been invested into transforming rail infrastructure in South Wales, with the electrification of over 170 kilometres of railway, including the Merthyr, Aberdare and Treherbert lines. A £100 million brand-new purpose-built depot has also been constructed in Taff’s Well, serving as a control centre for the Metro and as the home for the 36 new tram-trains.
Marie Daly, Chief Operating Officer at Transport for Wales, added: ‘This is another major milestone for us at TfW. We’ve already introduced our brand-new Class 756 trains
onto the Merthyr, Aberdare, and Treherbert lines to improve the experience for our passengers. We’re now excited to progress to the next phase of the project, testing our light rail tram-trains that will offer a turn-up-and-go service as part of the South Wales Metro.
‘The introduction of our new Metro Class 756s and tram-trains is part of our £800 million investment into brand-new trains for Wales, alongside a billion pounds of infrastructure upgrades to improve the frequency and accessibility of services. By transforming our rail network, we aim to provide reliable, comfortable, and attractive public transport options for our customers.’
Andrew Gazzard, Head of Operational Readiness at TfW said: ‘Our teams now need to gain familiarisation and handling experience of the trains, and we need to embark on driver training later in the year.
‘It’s a really proud moment for me and the team to be able to see these tram-trains on the network and we look forward to the next stage in getting them prepared for passengers.’
Global law firm Ashurst has advised Hitachi Rail on a sevenyear contract extension to maintain ScotRail's 100 per cent electric commuter fleet (Class 385). The contract extension includes both heavy and light maintenance of the Class 385 fleet, and will see an improved service quality regime to keep trains operating at peak performance for longer. This will result in more electric trains available for service, meaning more customers will benefit from quieter, greener more comfortable journeys on modern trains.
The contract will also ensure continued investment in infrastructure, people, and digital solutions, with the potential integration of Hitachi's digital asset monitoring platform, powered by AI technology – HMAX – into the fleet.
Being 100 per cent electric, the Class 385 is already playing a major role reducing CO2 emissions on Scotland's Railway. Playing a significant role in the decarbonisation of Scotland's rail sector,
ScotRail estimates that the Class 385s have reduced carbon emissions on the mainline between Glasgow and Edinburgh by 82 per cent each year.
The Ashurst team was led by rail partner Naomi Horton, supported by senior associate Rachael Chapple and Associate Daniel Lenihan.
Commenting, Naomi Horton said: ‘We are pleased to have advised Hitachi Rail on this important contract extension, which underscores our commitment to supporting sustainable and innovative solutions in the rail industry. This extension not only enhances the reliability and efficiency of ScotRail's services but also contributes significantly to the ongoing efforts to decarbonise Scotland's rail network. We look forward to continuing our collaboration with Hitachi Rail to drive forward these critical advancements.’
Contractors building HS2 have completed work on a pair of innovative extensions to the southern portal of its longest tunnel to eliminate the possibility of ‘sonic boom’ being created by high-speed trains entering at 200mph.
The structures, built at the southern end of the railway's 10-mile Chiltern Tunnel to the north-west of London, are near identical to those now under construction at its northern portal in Buckinghamshire.
All trains entering tunnels anywhere in the world force air forward, creating pulses of energy that roll along the tunnel causing a small release of air pressure into the outside world at the far end. Known scientifically as ‘micro pressure waves’, they are inaudible on conventional railways. But in high-speed rail tunnels, air shoved forward without escape routes can create powerful pressure waves that emerge as an audible ‘thud’ or ‘sonic boom’.
In a first for the UK rail network, HS2’s design includes extensions on all eight tunnels where trains enter at speeds above 140mph. However, the length, physical setting and aesthetic of those at each end of the line’s tunnel beneath the Chiltern Hills mark them out as unique even to HS2.
HS2 Ltd Chief Engineer, Mark Howard explains: ‘The maximum speed of HS2 varies along the route. But where the train is entering a tunnel travelling above 140mph we are building portal extensions to prevent ‘sonic boom’ occurring. Although there are several tunnels on the line where train speed will be higher than in the Chiltern Tunnel, no other combines speeds of 200mph
with length of ten miles. Its these unique physical characteristics that demand unique structures at each end.’
Building on over 40 years of research by the international rail community, the engineering team from HS2 Ltd, engineering consultancy Arup together with the University of Birmingham and Dundee Tunnel Research, developed and laboratorytested HS2’s tunnel portal design.
To mitigate against ‘sonic boom’ HS2’s tunnel beneath the Chiltern Hills requires bespoke portal extensions. Protruding up to 220 metres – around the length of two fullsize football pitches – from a chalky cutting near the M25 motorway, they are each punctuated along one side with ventilation portholes. These enable some air pushed forward by the train to escape, making the pressure increase more gradual so that the
micro-pressure wave emitted from the other end of the tunnel is undetectable.
The basic design can be adapted to different lengths: the longer the extension, the weaker the micro pressure wave. In order to decide how long each extension needed to be for every HS2 tunnel, the team used micro-pressure wave measurements from Britain’s first high speed line between London and the Channel Tunnel, HS1 as the benchmark. The line’s tunnels do not experience sonic boom because the micro pressure waves are too weak. Therefore HS2’s research team used it as the basis to develop anti-sonic boom porous tunnel extensions for the new London-West Midlands high speed line.
Once operational passenger trains will travel through HS2’s ten-mile Chiltern Tunnel in three minutes.
Sam Sherwood-Hale spoke to George Clarke, Internal Communications Lead, and Bentley Brooks, Service Delivery Manager at Arriva Rail London about Arriva Rail London's New Podcast
George was new to the transport industry upon joining ARL in 2023. As internal communications lead, George is responsible for keeping employees connected, engaged and up to date on the latest business news.
Bentley has worked in the transport industry for 35 years. He started out on the London Underground and then joined the former Silverlink train operating company, which later was incorporated into the London Overground network. Bentley was part of the transition to London Overground in 2007, training colleagues that still work on the network today. In his current role, Bentley manages several station teams on the Windrush line.
SSH: What inspired the creation of this podcast series?
GC: I was part of the creation process before we brought Bentley in. We initially did a communications audit at the start of 2023, listening to colleagues and reviewing our channels and their performance. As a communications team, we've made a concerted effort to improve those channels since then – making sure we're putting out what people want to hear in a way that is accessible to them and so reaching the right audiences with the right information. We are aware that not everyone around ARL accesses emails, which is probably our most used communication channel. There was a gap there.
Our audit suggested a podcast could be an opportunity to reach those teams via a medium they use in their leisure time, especially colleagues on the front line who don't always have access to phones or laptops during the working day. If they're walking to the office, stations, or depots, they can just listen to a chat with Bentley, myself, and a guest for fifteen to twenty minutes.
Robyn (from our team) went to a communications conference where someone from Ocado shared their experience with a podcast featuring two drivers. It was about six episodes and went down really well. That got the idea going, and here we are now.
SSH: What were the first steps once you decided to create the podcast?
GC: The first thing was to get a feel for it around the business. I'm part of a people steering group made up of colleagues from different grades across the business –drivers, station staff, not just people at head office. I spoke to them to gauge whether this was something they would like or support. Then we spoke to our executive team to ensure they supported it, too.
We then advertised for a co-host and used this as the springboard to start raising awareness of the podcast across the business. The promotion was unlike anything we’d ever done before – we launched a fun campaign that stood out from our more corporate channels.
SSH: How did the first episode go?
BB: The feedback so far has been really positive. Starting from scratch with something like this – I've known George a couple of years, but to go into a room and try to create a dynamic that people want to listen to without any testing beforehand is challenging. We've had great feedback. Someone mentioned that they originally thought it would be something average, but they were impressed by how professional it is.
GC: Someone came up to me in the office and said they were surprised at how good
the quality was within the first ten to fifteen seconds. I think that changed their perspective instantly from ‘let's just see what it sounds like’ to recognising that we have good quality mics and production. It's planned and aligned to key milestones in the business, but by using our audit we are communicating content our colleagues want in a way that they prefer. It sets the right tone from the start.
SSH: Was your focus more on substance and topics, or on production quality and your presenting dynamic?
BB: I already do radio and similar work. I knew George and I have a natural dynamic – we've got banter going since we're not cold strangers. It felt like it could be a challenge, but I knew it would be fine. When I first heard George on the mic, I thought, "This is a future presenter. He's got a presenter's voice."
GC: I think sound quality is really important because when people listen if it sounds tinny, they'll get the impression we're not fully committed. You want to make sure the quality and how it sounds is professional, showing you're 100% all in.
SSH: Bentley, how did you come to co-host the podcast with George?
BB: It was advertised that they needed someone to co-host with George. I do radio anyway – I run a radio show, I DJ, and I'm involved in most of our musical events like Black History Month and South Asian Heritage Month celebrations. I thought I'd try podcasting and put my name forward. They immediately said yes. I also saw it as training to develop my podcasting skills, so it's a learning curve for me as well.
‘When you're speaking live, people can hear the genuine enthusiasm for what you're doing. It might encourage others to think, ‘I want to do that too’ – it can inspire people’
Bentley Brooks, Service Delivery Manager at Arriva Rail London
SSH: Who is your target audience? Is it just Arriva Rail London employees or are you thinking about people outside the organization too?
BB: For me, it's both. I've mentioned it to my friends and family; they want to listen too. Sound of the Overground is an intriguing prospect for people to learn what's happening on the Overground and what we're pushing forward for our staff and employees. It gives non-railway people insight into how we think.
GC: It's primarily for employees, but being on Spotify and Apple, it's open to the public. We want it to be an open, honest conversation.
‘The beauty of a podcast is you can hear the human voice, the tone and emotion they speak with and the passion they have for the topic you're discussing – it adds a different layer to what ARL colleagues can take away from it.’
George Clarke, Internal Communications Lead at Arriva Rail London
emotion they speak with and the passion they have for the topic you're discussing – it adds a different layer to what ARL colleagues can take away from it.
With the EDI piece featuring Liam and Shaminder, we were able to have two people openly speak about the topic for quite a long time. I learned a lot from both of them. I would never look at Liam and know what he's been through, but when you sit down with him, you learn about his experiences and think about what you can take from that into the workplace.
BB: I think with the written word, unfortunately in the railway, it can be perceived in two ways. It can come across as cold or harsh. It's hard to provide warmth and energy in writing. But when we do the podcast, I can express my genuine passion. I've been in the railway for 35 years, and I'm still passionate. I believe the London Overground concept is amazing because it just works.
When you're speaking live, people can hear the genuine enthusiasm for what you're doing. It might encourage others to think, ‘I want to do that too’ – it can inspire people.
SSH: How do you collect feedback from listeners?
GC: We've just launched a WhatsApp channel and collect feedback through email and word of mouth. We ask people to send suggestions if they want to hear something in particular on the podcast, because ultimately, it's for them. This podcast will only be as good as what the people want it to be – we need to hear from them about what they want us to discuss.
SSH: Bentley, you've been working in rail for 35 years and with London Overground since 2007. What's been the most significant evolution you've seen?
BB: The change from Silverlink days (when I joined in 1999) to now is dramatic and really impressive. Silverlink was nowhere near on par with a London Underground line, but now the Overground and Underground mirror each other. The rolling stock, 24hour staffing on stations, clean stations –everything is amazing.
SSH: Can you share a preview of some upcoming topics?
GC: We recently recorded an episode with our EDI Manager, Shaminder Uppal and Liam O'Kane (an Operations Trainer) about neurodiversity. Liam's seven-year-old son is autistic, so we spoke about autism and how he manages his son's needs alongside a potentially stressful job. He was actually a driver at one point but changed roles because of the shift pattern.
Shaminder provided her expertise in that field to give employees insight into the conversations we need to be mindful of in the workplace – ensuring we're inclusive with the language we use day-to-day. It's a learning curve for many people.
We hope to have someone from our operations team for a more driver-focused discussion. We'll talk about our performance in general and look more closely at the Mildmay line where we've had some performance issues. We want to have those open, frank conversations.
We had focus groups in October about our employee magazine, and one thing that came up was that not everything should be positive. The reality is that not everything at work is positive. Some negatives can be turned into positive stories or outcomes. We want to bring that approach to the podcast, too – sharing problems we're experiencing and what we're doing to address them.
SSH: Is it easier to discuss potentially negative topics in a podcast format versus in print?
GC: I think so, because when you have a conversation, you've got more scope to explain things. The beauty of a podcast is you can hear the human voice, the tone and
SSH: Bentley, as a DJ for many years, are you experienced with being conscious of your audience when speaking?
BB: Yes, definitely. Some controversial DJs will say anything to get listeners or shock people, but I'm not that kind of DJ. I'm very conscious of what I say because words have power. My approach is not to diminish but to empower people – to lift them up.
I focus on encouraging people to speak up, especially about topics like mental health which black men often don't discuss. I chose my words with consideration because I know how much words can affect someone. Someone might take something literally and act on what you said, so you've got to be cautious about how you present certain conversations.
SSH: Will your discussions always feature Arriva Rail London employees with firsthand experience, or will you branch out to broader topics?
GC: Right now, we'll primarily speak about things that matter to us as a business. When we talk about the Mildmay line performance, for example, we know that affects us and our people, and it will interest our employees as they want to know what is being done about it.
That said, if we talk about something like men's health, could we get a special guest who isn't from ARL? Potentially, if they can provide expertise and guidance – especially since much of our workforce is male. But for now, we're keeping it in-house because we want this to be something where people think, ‘I'm going to get something out of this podcast because it's about ARL, it affects me, and I'm listening to someone I know.’
I remember seeing the first sketch when it was coming out – Canonbury station was the mock-up, the artist's impression. To see that come alive and actually work is amazing. Very impressive.
SSH: The press release mentioned debunking common myths. Are there particular misconceptions about London Overground that you want to address?
GC: I think it's around things like the Mildmay line performance. People might think we don't care if trains are running late. What this podcast will do is give insight into what we do behind the scenes and the dedication and passion of our colleagues. For example, we've been doing dwell trials at Stratford to reduce departure times between trains.
It's about showing that we're not sitting idle – we're trying to improve performance by finding any marginal gains. We're showcasing our efforts to show customers that we care about them. We have the Charm app, for instance, which gives our station teams the power to compensate customers if a train is late – ‘Go get a coffee, just relax, it's going to be OK.’
It's about debunking myths in showing listeners the work they might not see. We care about our customers and our employees, and we're working to make London Overground better.
BB: I would add that today, we had a major disruption, and passengers might wonder what we're doing about it. But there's so much work behind the scenes to alleviate these issues – so many concepts are being discussed about how to keep the service running and make journeys pleasant.
We deal with modern infrastructure, old infrastructure, freight trains, and all kinds of trains on the Mildmay line, which people
don't fully understand. Once problems occur, they think ‘that's it’ – but some elements are out of our control. It's not that we don't want to make it better; we're always trying.
GC: To bring it back to the internal side (since it's an employee podcast), there are things Bentley does day-to-day that I wouldn't necessarily be aware of. As a Service Delivery Manager, Bentley probably has to speak to control and many others when there’s disruption. I'm not aware of the amount of time and effort his job requires. So, we're also debunking myths about what different roles entail within the company.
SSH: What challenges do you anticipate in making the content relevant to as many employees as possible?
GC: In terms of planning, if we're discussing operations and the Mildmay line performance, we need to ensure we're including elements from the frontline. Bentley would be liaising with the Operations Department or control, so we need to include those conversations in our planning.
These podcast episodes are really well thought through to cover all bases. How can we include drivers, customer experience teams or train care teams? If a train is delayed, it affects everyone – control, frontline colleagues – so there's always an angle. It's about finding the right angle and speaking with the right people beforehand to get insight into what key things we should cover.
When Bentley and I get together to plan, we ensure we're talking about the right things, asking the right questions, and bringing in the right people who can bring these conversations to life. We only know so much, but the people we bring on can provide the details that listeners want to know about.
SSH: Have you planned out guests for the entire six-episode run?
GC: We've planned four or five out of the six. We've recorded the first two, and next is an episode on the importance of L&D and our Untapped Talent programme. Then as discussed, we have a Mildmay line episode coming up also. We have one with our Managing Director, Steve Best, where people can submit questions for an open Q&A. We've left the last one open because it's still a few months away.
SSH: What have you learned about each other from doing the podcast?
BB: George has an announcer's voice – he needs to do adverts! He just came out with it naturally. We sit together regularly, but we never rehearse – it's all done on the day. To make it sound natural and not like it's being
read off a script – bringing energy into it – is amazing. The last episode we did in one straight take.
GC: Bentley has taught me a lot. When we recorded the EDI podcast with Liam and Shaminder, I learned about Liam's experiences with his son, which gave me new perspective.
SSH: What are your hopes for the future of the podcast?
BB: We work for a very forward-thinking company. We've done initiatives that no other company has done in the last couple of years – some of our customerfacing events have gone viral. For the future, anything's possible because we've set the foundations for growth.
GC: I'd love for these six episodes to be a big success and open eyes to what we can achieve when we put our minds to it. It's about showcasing to the business that there are other ways to communicate with employees in a more natural, human way.
Since this is a pilot, we'll evaluate how it goes. If it's successful, I think we'll do another six episodes. Spotify provides good data on listeners and downloads, so we'll analyze that and speak to colleagues around the business – Bentley has his contacts on the frontline, and I'll speak with people at head office – to get feedback.
BB: On the frontline, they're already asking where to find it. The frontline seems engaged, which is brilliant, especially for topics like neurodiversity. We have many staff who've been here for years and years, and some people just do their job in silence while dealing with a lot at home. It's good to put out content that makes people think, "Someone else is going through this too" and let them know there's help available, especially for those struggling with issues outside of work.
SSH: If the podcast continues, are there any dream guests you'd love to feature?
GC: Personally – and I genuinely mean this –I would love to get a wide range of employees on the podcast. For someone who works in internal communications, that would tell me we're engaging with everyone. If we could get people who might not normally speak to discuss something, that would be a genuine
success. It would show people are listening to the podcast, and we're getting different voices on there.
Sometimes in internal comms, you have your ‘go-to’ people. But getting a variety of people on the podcast, especially from the frontline, would be a huge success, because ultimately, it's for the employees.
BB: We've got so much talent on our frontline. Oh my gosh! When we do events and need people to help, the talent we have is amazing. It's quite mind-blowing that they do their regular job, but there's all this talent behind it.
GC: That's the thing – once you uncover these people, you find there's more to them than meets the eye. People who pass Bentley on the London Overground just think he works there – they don't know he's a DJ or radio host. There are many people like that. It's about uncovering those people and giving them a platform to share what they do day-to-day, but also what they do outside of work.
SSH: Where can people find the podcast?
GC: It's called Sound of the Overground and you can find it on Spotify, Apple Podcasts, and all main podcast platforms.
with you every step of the way
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Jen Clare has almost twenty years of railway operations experience, starting her railway career as a signalling apprentice. Prior to joining Lumo, Jen was Head of Service Delivery for LNER before moving to FirstGroup’s East Coast Digital Programme (ECDP).
‘We're digital only for starters. We don't have a printer – that's banned. I think there are things in the industry that we're helping to challenge the norms. Why do I need to print things out? Why isn't there an innovative or digital solution?’
Sam Sherwood-Hale spoke to Jen Clare, Lumo Service Delivery Director, about the company's success in shifting passengers from air to rail travel, their sustainability initiatives, and their collaborative approach with Network Rail. Clare also discusses Lumo's unique single-class service model, their focus on professional development and apprenticeships, and her vision for the future of the UK rail industry
SSH: Lumo's ethos includes encouraging a shift from air to rail travel. How successful has this been on the EdinburghLondon route, and how do you measure that success?
JC: That is our ethos. We want this industry to boom and grow across the board, and I think we've been really successful. We've seen continued growth particularly on the East Coast Main Line between London and Edinburgh. We're not taking from existing services – the industry is growing, and we offer strong competition to interconnecting flights.
SSH: What do you think are some of the remaining barriers preventing more people from switching to rail on that route specifically?
JC: Lumo is a great success story – we've really taken off and a lot of our services are sold out much of the time. Capacity is an issue. I would love to be able to run some ten-car services to double that capacity and get more people moving. I think giving people more choice is better, and also being that healthy, honest champion for the industry by not having super expensive services everywhere. We're a good kind of pulse check on that for the industry.
SSH: Is that something that's likely to happen? Will you be able to have ten-car services?
JC: Currently we run five-car units. We've got five five-car units at the minute, so that's four units in service every day and one on repair or maintenance. It's a really
tight schedule. But we have put an order in to have some additional units – they'll be five cars. Our longer-term plan, hopefully if Network Rail can support it, is to operate some ten-cars on the East Coast Main Line. That will increase capacity but not take extra paths, which is really important because it's a very congested railway. We're working with Network Rail to address some power constraints they have with the infrastructure, but I'm positive about it.
SSH: How would you characterise your collaboration with Network Rail on strategic infrastructure improvements?
JC: It's fundamentally about collaboration across all operational aspects. We need full awareness and involvement in any Network Rail initiatives that affect us, and vice versa.
We've adopted a whole-system approach because the industry's structural challenges require genuine partnership to overcome.
A practical example of this happened recently when Newcastle was in a Cup Final, creating tremendous excitement throughout the city. Our top priority was ensuring efficient southbound travel for supporters. We've previously operated dedicated football services in coordination with Network Rail, with the sole purpose of enhancing the customer and community experience. This kind of initiative simply isn't possible in isolation – it demands seamless coordination between our operations, other service providers, and Network Rail's infrastructure management.
SSH: The single class service model – I'm guessing that was intentional from the beginning. What kind of feedback have you had about that approach?
JC: To be fair, I think people get it. There's always a risk, isn't there? One of the other main operators on the route has first class and standard class. Our sister operator does in Hull. But I think it goes to your model and what we're trying to do – we're trying to be great value and on time. We want to be the fastest journey between London and Edinburgh, which we are. We don't call everywhere. It's a strategy that we've had from the beginning that works for us. If it's not broken, don't break it.
But we're also trying to introduce innovation into what we're doing – whether that's how we retail our tickets, keeping an eye on making sure that we're a responsible operator. There's lots of things that come into play with it.
SSH: Lumo presents itself as a more environmentally friendly operator. Obviously operating electric trains is the main part of that. Are there any other initiatives that you're implementing across the business that feed into that sustainability model?
JC: We're digital only for starters. We don't have a printer – that's banned. Although I do get asked for one randomly! That's quite a low-level thing, but traditionally the challenge of a driver needing to have a set of paper forms in the cab with them – we've had to work with Network Rail to get around that issue. I think there are things in the industry that we're helping to challenge the norms. Why do I need to print things out? Why isn't there an innovative or digital solution?
Right through to our attire – making sure that it's sourced in a sustainable way and that we're recycling things wherever possible. We're just doing a piece around our catering supplier where we're looking to change what we put on our trolley, making sure that it's as sustainable and plant-based as we can while catering for everybody's needs.
On-board recycling is also important. We're working with our cleaning contractor on how to effectively remove and recycle waste from trains rather than simply disposing of it. We want full transparency on the entire waste journey.
And obviously the electric train gives us some challenges, I'm not going to lie. We rely on the overheads being powered up and in the air, and when they're not, we have to be really creative around how we manage our customers in terms of getting them from A to B during disruption. We make sure that we have a really joined-up plan with Network Rail – if we have an incident with one of our trains, we've got a 90-minute window to get a plan enacted. Touch wood, we've always managed to do that really well. Nobody loves disruption, but I like to think that we're responsible with it and do our utmost to keep people moving and keep them informed.
SSH: You mentioned getting rid of the driver forms. What was the process like in getting that cleared?
JC: There's a lot of that in the industry. I've been around for over 20 years now, and there's a lot of desire for us to keep going as an industry, but it's a lot of effort to change some things that have such strong roots. Our voice will always be: ‘But why? Why does it have to be that way? Why can't we change it?’ If change is needed, we should be doing it as difficult as it is. We should be actively pushing to see those positive steps. We need to react to the environment around us, and I'm always going to be for that. I'm happy to be challenged on any of those principles so long as we're learning and moving forward, not just staying still.
SSH: With all this talk around rail reform that's in the air right now with the government – are they coming to Lumo specifically to ask about these initiatives or are there things that you'd be prepared to go and lobby for?
JC: I am prepared to share anything. I think it's still very early days in terms of a lot of decisions that need to be made, and it's going to take some time for this to roll out. But I'll always make sure that wherever we can, we've got that voice to say: ‘Have we looked at this? We could try things this way.’ Actually, we've got a lot of lessons learned from launching Lumo as a business. There's a hell of a lot of things that we've learned about not just being a train operator but about the industry, and we share those learnings with colleagues across the industry. West Coast Partnership, for example – where people are looking to make positive changes, we can give them that head start and say ‘maybe look at this’ or ‘these were our pain points’.
Any business that sets up is going to have some challenges, but if we can help people, that's what we're about. That's what this industry should be successful in.
‘Culture is everything, it's king at Lumo. We do have a structure, but when you come into Lumo, you wouldn't know that structure is there because it's a very open and transparent team.’
SSH: Do other operators come to you for lessons learned on these initiatives? I imagine a few of those can be adopted fairly easily, like the recycling example.
JC: We don't do too much wider engagement with other operators other than with our sister operator Hull Trains. We always make sure that if we've got something to learn and vice versa, they're really great with us and do the same. If we've done a review or found something that's a no-brainer that they should be looking at, it's always shared across the board.
When we do tabletop exercises or learn something from an incident, that's always shared. If we have learnings from a safety or performance perspective, that's shared across the industry at various forums.
SSH: With 90-95 percent of your workforce reportedly starting as apprentices, how does this emphasis on continuous learning shape Lumo's culture and career progression?
JC: I think as we go through life, you can get to a point where you just see a job and you just do your job. Whereas the approach we've got in Lumo is you're doing a job and you're constantly learning – and that doesn't have to just be around your main role. It can be around the industry. It could be a different role that you're wanting to move to.
We do a lot of not just apprenticeships, but buddying or shadow learning. If somebody's interested – they might be a customer driver but they're really interested in train planning – we do a lot of buddying so they can have their role as a customer driver, but when they're on a spare shift
or a development day, they can come into the Lighthouse, which is our main HQ, and shadow the planning and performance team.
We also do a lot with Newcastle College. We have a partnership where students come in and shadow the team, whatever they're interested in shadowing. They're primarily out and about with our frontline teams to get that initial experience of not being in a school classroom, but actually what a job might look like. If somebody from the college comes who is interested in marketing, for example, or there are a lot of TikTokers out there – if they're interested in a specific thing, we can shadow them up with somebody in our business to turn that interest into what it might look like in a job.
I'm really proud of that because there are some things I wish I'd had when I was younger. I wish I'd done an apprenticeship. I joined straight into Network Rail and I've absolutely loved my career – I think this industry is incredible. But I would have loved to have done an apprenticeship early in my career without the need to go to university. I think it's really important that we keep that learning all the way through people's careers.
SSH: How did you build this team culture?
JC: In Lumo, we've always had that culture right from the start – culture is everything, it's king at Lumo. I've done my very best and I'll always do this to keep growing it, to genuinely listen to what our colleagues want. I'm not a fan of hierarchy and those layers. We do have a structure – we have a very clear structure. But when you come into Lumo, you wouldn't know that structure is there because it's a very open and transparent team.
I'll quite happily have my lunch with the crew. Whoever's there – there are no offices. I certainly don't ever want to have an office. I want a very open plan experience for everybody. So if someone's got an issue, they
can go to anybody in the team, and I see it every day. That's your starting point – that culture of having an open door policy but genuinely listening to what our colleagues want and feel. If somebody's struggling with something for whatever reason, they should know there's not just one – there are dozens of people they can call on for help, and we'll always help them.
It's not always easy, don't get me wrong. We've had our challenges. We've had a tough start to the year for various things, but my team have absolutely pulled round and supported each other.
SSH: What sort of particular incentives do you give to the staff that have to stay over in London or Edinburgh?
JC: When we do our rostering, it's collaborative. It's not ‘you will do this’ – it's about: ‘We've got to run these trains – how do we do that together?’
That's been the approach all the way through, which is not normal. It's not the normal approach to say ‘let's do this together’ because we're a business, and I think everybody understands that. But it's our business – it's the team's business. We're all in this together.
That is a genuine feeling in the business –we only succeed if we all succeed. And when we have those tough days, I heavily rely on my frontline team, my customer drivers, my customer experience team to do a brilliant job for the customer out there because I'm hundreds of miles away. I've got to have that faith in them, and we've got to in turn support that with a really strong health and well-being message and plan.
We do regular sessions – the first Wednesdays of each month are Work Well Wednesday where we do different things around whatever theme people want us to look at, whether it's mindfulness, fatigue management, or education around what fatigue actually means. I think people
sometimes just think, ‘oh, I'm a bit tired today’ – that's not fatigue, and getting that education and taking it to the next level is really important. If we're ever going to tackle fatigue as an industry, people have got to understand it. Whatever is important to the team is important to me. It's not just ‘come on, we've got to do these trains" – it's actually: ‘We've got to have a healthy and well-supported team to deliver these trains.’
SSH: As Service Delivery Director, what changes do you believe would most positively impact the UK rail industry over the next five years?
JC: For me, what I really hope the industry continues to do is grab hold of this change but listen to all parties. There will be so many different opinions and views on what the industry should look like, but actually there's something to be said for grabbing hold of that change collectively and collaborating. There's a lot of good practice around the industry, a lot of great learning, fantastic people.
We need to make sure that we have the right people making decisions and that if a certain business can support in any shape or form, then why should they not? We're not very good sometimes in the industry at seeking out the best practice because perhaps egos can get in the way sometimes. But I would always just go to the right person regardless. If I know a friend or somebody in the industry would absolutely have the answer to something, I'm just going to ask them.
It's just that honest point of going to the right people for the right things and supporting the positive messages that the industry's got. We've had a tough time, so there's a lot of not-so-great press out there at times around the industry, and I don't think it paints a true picture of how incredible some of the people are in this industry. I'd love to support that more.
SSH: Do you think there are any regulatory changes that could make collaboration easier?
JC: There have been natural barriers around where you've had different structures. It's been quite fragmented. Some of the changes are to pull things together, but I think some of those barriers will still remain – probably not on paper, but I think in people they'll remain. There will still be natural pain points, and I think it's our job as leaders of the industry to remove those barriers.
For example, when we have a big storm – recently we had a slightly breezy couple of days to the point that it was incredibly difficult to navigate. But I think the industry genuinely pulled together to have the right plan on how to manage that, and that's potentially one of the first times I've seen it be managed so successfully. So I think it's those kinds of things – not necessarily high level at government level.
by Chris Cheek
As the first TOC returns to the public sector this month, Chris wonders what sort of GBR organisation will emerge from the Government’s rail reform plans
When the government launched its consultation on the creation of Great British Railways (GBR) in February this year, it was not Whitehall’s first trip round this particular loop. The previous Government had launched its own, very different, version early in 2022, announcing the necessary legislation in the Queen’s Speech delivered in May of that year. However, following the double change of Prime Minister in the autumn, the momentum behind the reform stalled, as the new PM Rishi Sunak expressed his indifference.
The proposed legislation did not appear in the King’s Speech in November 2023, but Transport Secretary Mark (now Lord) Harper promised pre-legislative scrutiny on a draft rail reform bill as preparation for when legislation could be taken forward. That appeared, but was overrun by last summer’s General Election.
Following the change of government, rail reform was once again high on the agenda, and an immediate start was made with the passage of The Passenger Railway Services (Public Ownership) Bill which provided for the return of all passenger rail franchises to the public sector. This was part of the then Transport Secretary Louise Haigh’s ‘move fast and fix things’ approach, and the bill received Royal Assent on 28 November 2024. This prohibited the letting of new franchises or the extension of existing franchises except by direct award to a public sector company. A day later, Louise Haigh had resigned over a previous conviction for ‘fraud by false representation’. She was succeeded by Heidi Alexander MP.
It was she who launched the new consultation on the bill in February this
year, telling the Commons that the planned Bill would ‘establish GBR as a new arm’s length body, bringing responsibility for train services and rail infrastructure together into one integrated organisation’. This would mean that most passengers would ‘travel on GBR trains, running on GBR tracks, and arrive at GBR stations – all delivered by a single organisation in line with the clear strategic direction set by government’. GBR would, she promised, ‘be empowered with the expertise and authority to run the railway in the public interest, delivering reliable, affordable, high-quality, and efficient services; alongside ensuring safety and accessibility’.
In many peoples’ eyes, the shorthand term for this would be “back to British Rail” – a view given added traction by the return of the original BR ‘double arrow’ logo, albeit in modified form. However, it is clear that the new organisation will be a very different animal.
GBR will be a passenger train operator and an infrastructure provider – merging the functions carried out at the moment by Network Rail and 14 English Train Operators, four of which are already in the public sector. Taken together, they employ some 90,000 people.
In addition, six train operators are currently owned and run by devolved governments or regions, including the Scottish and Welsh Governments, Transport for London, Liverpool City Region Combined Authority (combined workforce 13,000). Then there are the four non-franchised operators – Grand Central (Arriva), Heathrow Express (HAL), Hull Trains and Lumo (both FirstGroup).
GBR will not be a freight operator, a parcels company, a rolling stock engineer,
‘GBR will be a passenger train operator and an infrastructure provider – merging the functions carried out at the moment by Network Rail and 14 English Train Operators.’
a rolling stock manufacturer or a research company – much less a ferry operator, hotel company, road freight company and bus company shareholder, as it was back when formed in 1962.
Though it will be smaller than before, any organisation with a workforce of 90,000 plus and an annual income of around £20 billion is a pretty major enterprise. The question will therefore be how it is then organised and what precisely is meant by arm’s length. In other words, will it have real power and authority or will Lord Hendy or his successor as Rail Minister still have to sign off on timetables?
Organisation first. There are a number of basic ways in which a large company organisation can be devised and run – and over the years between 1948 and 1992, BR tried most of them. Terry Gourvish, in his magisterial books British Railways 19481973 – a Business History and British Rail 1974-1997, reviews these in some detail. The most obvious and visible was a geographical structure. In 1948, the four businesses inherited from the private sector were reorganised into six regions – Southern, Western, London Midland, Scottish, North Eastern and Eastern.
Each reported to a central Railway Executive, which in turn reported to the British Transport Commission. This massive organisation was also responsible, through a series of Executives, for London Transport, the provincial bus companies, Road Freight, British Waterways, British Transport Docks and British Transport Hotels.
The resulting structure resulted in much conflict and many arguments – between the Railway Executive and the Commission, between the regions and the Commission and between the regions and the Railway Executive. The result was the abolition of the Railway Executive in 1953, whilst the Regions became ‘Area Boards’ with a good deal of functional independence, reporting to a relatively small BTC’s central staff.
However, the failure of the Modernisation Plan in the late 1950s, and ongoing industrial relations problems undermined the work of BTC, and – after
NEW REQUIREMENTS, GUIDANCE, AND SIGNAGE FOR POWER CHANGEOVER LOCATIONS
New requirements, guidance, and signage for power changeover locations have been introduced by the Rail Safety and Standards Board (RSSB), which has updated standards and the Rule Book accordingly. Key updates include new signs that were previously under trial which are now included in the RSSB Standards Catalogue, along with new guidance on the distinctive appearance of temporary PCO signage. Supplementary signs to help drivers are now required in the driveability assessment at each PCO location, and the provision of automatic power control magnets has been included to support automatic PCO.
Historic rail bridges near Glasgow Central Station are standing the test of time with a £1.5 million makeover. The Eglinton Street and Salkeld Street structures, both 140 years-old, have gone from deteriorating to dependable after the completion of a six-month refurbishment project by Network Rail. The work included 'rivet busting' to remove and replace rivets holding the steel in place, as well as other steelwork repairs.
several committees of enquiry – the Commission was abolished in 1962 and replaced a series of separate bodies, one of which was the British Railways Board. The new chairman, Dr Richard Beeching, reduced the autonomy of the regions and introduced a much more functional, vertically integrated style of organisation, in which head office staff numbers went from 1,723 in December 1962 to 4,052 three years later. This was the era of ‘British Rail’, the corporate blue and grey livery and the famous ‘double arrow’ symbol.
After Beeching, direct ministerial intervention in the operation of the railway increased and a whole series of changes were made after numerous consultancy reports and committees of enquiry throughout the sixties and seventies. These affected the composition of the Board and its functions, and the relative autonomy of the regions against the centre. One of the most radical changes, though, came in 1981, with the introduction of sectorisation by chairman Sir Bob Reid.
This created a market-led passenger organisation based on three sectors –InterCity, London & the South East (later Network South East) and Provincial (later Regional Railways). Thus began the first separation of infrastructure, which remained regionalised, from operations and commercial, which became the responsibility of the sectors. Conflicts that arose from this split were resolved in 1990 by the ‘Organising for Quality’ programme, espoused by the next chairman, also Sir Bob Reid. This saw the abolition of the regions, and the transfer of asset ownership, infrastructure management and net revenue responsibility to seven businesses – the three passenger sectors, two freight companies, and two new businesses covering telecommunications and European services.
Each business would be sub-divided into a series of ‘profit centres’ – shortly to form the basis of the passenger franchises.
However, hardly had the OfQ reorganisation been completed (not without controversy, it has to be said), the
‘British Rail 1974-1997... tried most ways in which a large company organisation can be devised and run... from a geographical structure to market-led sectorisation.’
Government’s plans for privatising the railways were published in the July 1992 White Paper. The plans, later enacted in the 1993 Railways Act, featured the separation of track and train under separate ownership – which is of course one of the aspects now thought to have been a mistake, and which the current plans are design to tackle.
This very brief essay on railway history highlights the point that renationalisation of part of the industry is the beginning of the story, rather than the end. Ultimately, ownership is not the issue, how such a complex business can be organised and managed. Sir Stanley Raymond, British Rail Chairman from 1965 until sacked by Barbara Castle in 1967, reflecting on his career later said: ‘In my twenty-one years in public transport, I calculate that at least half my time has been devoted to organisation, reorganisation, acquisition, denationalisation, centralisation, decentralisation, according to the requirements of the now regular political quinquennial revaluation of national transport policy.’ There would be many in today’s industry who would recognise that sentiment, perhaps only questioning the proportion: ‘only half?’
by Martin Fleetwood
The rail industry relies heavily on ‘moveable assets’ like trains, which often require complex financing arrangements
Where these moving assets are financed by a third party, often as part of a lease structure in the case of the rolling stock, there will normally be an associated security package granted to the lender consisting of fixed and floating charges over the assets.
Due to a difference in the laws of Scotland and those of England and Wales, the fixed charge element was only recognised in England and Wales. When a train travelled into Scotland the fixed charge security didn't follow it. Instead, the charge metaphorically sat at the border until the locomotive returned to England, where it again became effective against the train while it was in England or Wales.
This position for all moveable assets came to an end on 1 April this year when the Moveable Transactions (Scotland) Act 2023 (Act) came into force to remove this centuries old difference between Scots law and the laws of English and Wales.
The primary issues that the Act resolves relate to the perfection of security. These are the steps that must be taken to create effective fixed security over Scottish moveable assets. English law uses the doctrine of equity which allows for security to be created over moveable assets even though not all required formalities have been met. Several hundred years ago, as the laws on security over fixed assets extended to moveable assets, English law developed various pragmatic concepts which presume certain steps have been done (even if they have not) based on fairness (equity).
Scots law did not follow this route and has always required all of the specific steps
‘With the increased risk there is almost inevitably a higher cost associated with funding moveable assets travelling into Scotland. The Act deals with these issues by clarifying uncertain rules in the existing law.’
to be taken, including the lender having control of the moveable asset. This meant that a fixed security interest could not be taken over moveable assets which were still being used by the borrower without actual (or constructive) physical delivery of assets, transfers of legal title and complex trust arrangements.
Given these issues, many lenders have opted to rely on floating and/or unperfected fixed security instead, hence the fixed charge over rolling stock which applied in England but didn't travel into Scotland. With the increased risk there is almost inevitably a higher cost associated with funding moveable assets travelling into Scotland.
What does the change actually do?
The Act deals with these issues by clarifying uncertain rules in the existing law, simplifying the perfection steps relating to established forms of security and even
Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, concessions, finance, regulatory, property, employment, environmental and procurement issues.
Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.
ACCESSIBILITY UPGRADES TO STONELEIGH STATION IN SURREY
Stoneleigh has become the latest station on Network Rail’s Wessex route to become step free, following the completion of a £9.1 million investment to improve accessibility. A new covered footbridge replaces the existing structure at Stoneleigh station, providing full access via lifts or stairs to the central platform from both sides of the station.
£1.4 BILLION EAST COAST DIGITAL PROGRAMME ADVANCES
Network Rail's £1.4 billion East Coast Digital Programme (ECDP) has reached a significant milestone with the creation of Britain's first fully ‘no signals’ commuter railway between Moorgate and Finsbury Park. This section now operates solely with in-cab digital signalling technology, completing the transition to a fully digital railway route on this stretch. The ECDP continues to advance with digital signalling testing between Welwyn Garden City and Hitchin ahead of its planned 2026 commissioning, while preparatory infrastructure work progresses between Biggleswade and Peterborough for future implementation phases.
BRITISH SIGN LANGUAGE TOTEMS MAKE SCOTLAND’S RAILWAY MORE ACCESSIBLE
Scotland’s Railway has taken another step forward in its commitment to making rail services accessible for all, with the installation of new British Sign Language (BSL) totems at four major stations across the country. The totems – which provide real-time travel information in BSL – have been installed at Glasgow Queen Street, Edinburgh Waverley, Haymarket, and Dundee stations. By using a virtual interpreter to translate key travel updates and station announcements into BSL, the innovative digital displays ensure that Deaf BSL users can access the same information as hearing passengers. The totems also include touchscreen functionality, allowing users to request specific information in their preferred language.
introducing an entirely new form of security which may just be the first step down the road to a Scottish debenture. Other issues with the previous regime which have been resolved include an ability to easily capture future assets and the requirement for possession and control, making it easier for borrowers to grant security over assets they need to use or access in their day-today operations, such as running trains or moving plant to work sites.
How will it benefit those in the railway sector?
Physical possession of the asset over which fixed security is granted for the lender is no longer required in order to perfect the security.
• Fixed security over assets like rolling stock, vehicles and equipment can be given through a statutory pledge, allowing the borrower's day-to-day use of the asset to continue. This can be given by a company, partnership or sole trader. Perfection of a statutory pledge will be by registration in a new public Register of Statutory Pledges.
SHORTLANDS STATION ACCESSIBILITY SCHEME COMPLETED
A scheme to improve the accessibility of Shortlands station in south east London has now been completed with the opening of three new lifts. In partnership with the Department for Transport’s ‘Access for All’ scheme (AfA), an investment of over £8 million means that the station is now much easier to use for customers that are wheelchair users, have limited mobility, or are travelling with heavy luggage, bicycles and pushchairs.
Transport for Wales (TfW) is launching a new subscription and loyalty app that rewards passengers for their travel on TfW services. Starting 23 April, the JurnyOn app began offering TfW passengers a host of benefits, including discounts on advance train tickets and the opportunity to earn loyalty points for mileage travelled on TfW services. With subscription plans starting at just £1.90 per month, the app is designed to make travel more rewarding and affordable for everyone.
• Intellectual property can be secured under a statutory pledge, without any transfers of title and licensing-back arrangements being required, so that the IP can continue to be used by the borrower in the usual course of its business.
• Fixed security over shares in Scottish companies under a statutory pledge is now a viable option, without those shares having to be transferred to the lender (or its nominee) and voting proxies and/ or dividend nominations put in place to allow the borrower to continue acting as shareholder of its subsidiary day-to-day.
• Perfection of a statutory pledge will be through registration in a new public Register of Statutory Pledges, a significantly more straightforward mechanism than what existed before the Act.
• Security over rights arising under Scots law governed contracts (e.g. SPAs, bank accounts, development documents etc.) will continue to be taken by way of assignation in security. The Act clarifies that control of the asset (e.g. by blocking an account) is not required to create the security, removing uncertainty in the law as it previously stood.
• Perfection of security over receivables will now be through registration in a new public Register of Assignations. The notification of such security to each relevant counterparty is no longer required.
• Appropriate drafting in securities (assignations in security and/or statutory pledges) can now be made to capture future assets that come into the borrower's ownership.
Given the public nature of the Register of Statutory Pledges and the Register
‘Due to a difference in the laws of Scotland and those of England and Wales, the fixed charge element was only recognised in England and Wales. When a train travelled into Scotland the fixed charge security didn't follow it. Instead, the charge metaphorically sat at the border until the locomotive returned to England, where it again became effective against the train while it was in England or Wales.’
of Assignations, it is anticipated that existing trust structures will continue to be used for certain transactions for confidentiality reasons.
With the expected increase in use of statutory pledges, care will be required if any assets are released from a statutory pledge to avoid the so-called "torpedo risk". This arises where the release process set out in the Act is not followed and could lead to the whole pledge over a class of assets being lost.
It is expected that the benefits of the Act will start to flow into business as new transactions are entered into. Rolling stock lessors are unlikely to reduce their leasing costs straightaway, notwithstanding the benefits to their security package over the trains. However, when the lease is coming up for renewal, this is where the benefits of the Act should come into play.
Businesses should consider the effects of the Act when considering new projects and when dealing with their general business finance. There may be benefits to be gained in the short term and financiers should already be geared up to deal with questions from their clients about how the Act will affect their financial arrangements. If a business has operations in Scotland, now may be a good time to start a conversation on lending risk and whether there should be some changes to risk allocation (and cost) due to the Act coming into force.
Marta Filipiuk, trainee driver at Avanti West Coast, reflects on her journey from minicab driver to train operator and the campaign inspiring a new generation of female drivers
The journey towards gender equality in the rail industry sometimes just needs one powerful story to inspire the start of meaningful change. When I first saw the mural of Karen Harrison at London Euston station, I felt something shift inside me – a recognition that my dream of becoming a train driver wasn't just a passing fantasy but a genuine possibility.
As one of Avanti West Coast's newest trainee drivers, I'm proud to be part of this transformative movement that's redefining what the rail industry workforce looks like. The stunning mural celebrating Karen Harrison – one of Britain's pioneering female train drivers who led the charge in 1979 – did more than just brighten up Euston station; it sparked an increase of nearly 60 per cent in the number of female trainee drivers at Avanti West Coast.
I wasn't always destined for the railways. For eight years, I drove a minicab around Milton Keynes, ferrying passengers to their destinations. It was during one of these journeys that fate intervened – I picked up a train driver instructor from Glasgow whose stories opened my eyes to the possibility of a career on the rails. That idea was planted, but it wasn't until I saw the Karen Harrison campaign and learned that Avanti West Coast was actively recruiting female drivers that I realised: ‘Now is my moment.’
The campaign's impact has been nothing short of remarkable. The growth over just two years is amazing, and I was part of it! To think, one-third of new Avanti West Coast trainee drivers are now women, up from just one-fifth previously. There were over 1,000 applications received from women, which is one and a half times the amount from the
‘When I first saw the mural of Karen Harrison at London Euston station, I felt something shift inside me.’
previous three years combined. I think if Avanti keeps this up then it could be well on track to meet its target of 50 percent female trainee recruits by 2030.
What made this recruitment drive different was its thoughtful approach to addressing the barriers women face when considering careers in traditionally maledominated fields. I remember when I applied online, I was greeted by a chat-bot – which I have learned is a first for rail industry recruitment. I just love knowing the efforts that Avanti put into this campaign, for example they recognised that women typically take longer to apply for new jobs, so kept applications open for a full week rather than the standard 24-48 hours –again another industry first!
I’m about three-quarters of the way through my training, I can say with certainty: this has been the best working year of my life. Every day I wake up living my dream, operating trains that connect communities and carry people to their own important destinations. I consider myself the luckiest person alive and can't imagine doing anything else.
For other women contemplating a similar path, my advice is simple but heartfelt: if you're interested and think it could be for
you, just go for it. Take the jump. The rail industry needs diverse perspectives and talents now more than ever.
The significance of this shift extends beyond numbers. As Mick Whelan, General Secretary of ASLEF, the train drivers' union, notes: ‘Karen Harrison was a pioneer – a passionate feminist and trade union activist who blazed a path for other women to join the railway. We think train drivers should represent the communities we serve, and that's why we need more women in the driver's cab.’
This sentiment is echoed by Jo MacPhail, People Director at Avanti West Coast: ‘This was about starting a movement towards having equality across our new train driver recruits.’
As we celebrate this progress, it's worth remembering that representation matters. The mural of Karen Harrison does more than commemorate history; it inspires the possibility. When young women and girls pass through Euston station, like I did, they see a different future opening up before them – one where they too could follow in the footsteps of Karen.
As I approach the final stages of my training, I'm mindful of the legacy I'm joining and the responsibility that comes with it. Karen Harrison opened the door for women like me 40 years ago, and now it's our turn to hold it for the next generation. The railway plays such an important role in people’s lives, and I am proud to be part of this great industry.
For any woman reading this who has ever wondered if they belong in rail, let me assure you: you do. The driver's seat is waiting for you, and the view from the front of the train is spectacular.
Jorge Aldegunde, Global Head of Railway Services, Supply Chain & Product Assurance at DNV, explores the emerging role of cybersecurity specialists in an increasingly digital railway
‘There has been a noticeable sea change in the industry's attitude to cybersecurity and who is responsible for it.’
The industry is undergoing a huge digital transformation, adopting new technologies in both the customer-facing and operational sides of the business. At the same time, rail – and transport in general – is facing an ever-rising tide of cyberattacks. The emergence of a new role in the rail industry – the rail cyber expert – is crucial to its cybersecurity.
While the level of conventional safety risks in the rail industry remains static, cyberthreats are increasing almost exponentially both in number and in variety. It’s not difficult to understand why.
Railway infrastructure is uniquely complex, encompassing mechanical, electrical, software, and electronic systems. This presents multiple points of attack for potential cybercriminals: from ticketing systems and websites to control centres, infrastructure networks and the trains themselves. These systems come from a variety of suppliers and cover a mix of modern and legacy technologies. Moreover, unlike some other industries, rail infrastructure can’t just be shut down in the case of a possible attack: people need
to be able to get on and off trains, book tickets etc.
Alongside this, cybercriminals have access to a growing arsenal of cyberweapons. They are using technologies like artificial intelligence to refine their attacks and create new types of threats that weren’t possible a few months before.
The rail industry is well-aware of the growing cyberthreat it faces, and cybersecurity is an increasingly hot topic. There has been a noticeable sea change in the industry’s attitude to cybersecurity and who is responsible for it. Where once there were conflicting viewpoints, there is now consensus that collaboration and joint problem-solving are essential for cybersecurity across the industry.
This awareness, coupled with the rapidly evolving threat landscape, has seen the emergence of a new breed of professional in the industry – the rail cyber expert. These are people who are tasked with building cybersecurity into the rail industry from the ground up – in both its infrastructure and its people. That means ensuring cybersecurity by design, embedding security into system architectures from the start. It also means developing and implementing training and awareness programmes to mitigate what remains the biggest cyber-vulnerability in any system: the human factor.
At the moment, there is no clear archetype for this role. Experts are being drawn from diverse backgrounds, including IT security, traditional rail safety, and
systems engineering. Each brings a unique perspective, but the industry lacks standardised training pathways and certification programmes to formalise the profession.
While rail cyber experts may come from a variety of backgrounds, there is some commonality in what is expected of them. A rail cyber expert must possess a deep understanding of:
• Rail-specific operational technology (OT) systems and their vulnerabilities.
• Cyber risk management and regulatory compliance.
• AI-driven threat detection and mitigation strategies.
• Safety-critical systems and their cybersecurity implications.
A key challenge to the rail industry’s cybersecurity efforts is a growing skills and knowledge gap. Across the industry, experienced professionals are retiring, taking with them decades of domain knowledge. Younger professionals are coming in, bringing with them the greater cyber-awareness of the digital native generations. Without formal knowledge transfer programmes and more informal mentoring schemes, their predecessors’ domain knowledge risks being lost.
This knowledge gap is exacerbated by a mismatch between the industry’s needs and the education currently offered by academia. Some universities are actively integrating rail-specific system-engineering content into their academic programmes. Industry and academia need to work together to ensure future generations receive training that includes not just general cybersecurity but also rail-specific OT risks, digital transformation and AI applications.
As rail systems become more interconnected, cybersecurity will play a pivotal role in ensuring operational continuity. The rise of AI-driven attacks necessitates AI-driven defence mechanisms. Future rail cyber experts must be well-versed in predictive analytics, automated threat detection, and real-time response strategies.
Regulatory frameworks will continue to evolve, shaping industry best practices. Collaborative efforts between supply chain partners, infrastructure managers, and rail operators will be key to establishing a resilient cybersecurity ecosystem.
Ultimately, the rise of the rail cyber expert is not just an industry trend- it is a necessity. As digitalisation accelerates, professionals with the ability to safeguard critical railway systems from cyber threats will become indispensable. The challenge now lies in developing a well-defined career pathway, fostering industry-academic partnerships, and instilling a culture of cybersecurity awareness at all levels of rail operations.
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Naomi Horton, Rail Partner at law firm Ashurst, on rail reform and the bringing together of UK rail's tracks and trains
The SoS route to achieving a railway fit for Britain's future has been the subject of much discussion following publication of the Rail Reform Consultation at the end of February. The Consultation pulls no punches in its commentary on just how broken the railways currently are, with many in-depth descriptions of the problems to be fixed.
Leaving aside the potential future rod for DfT's back if, having described all these problems in great detail, the reforms don’t in fact manage to fix them, the Consultation is light on the details of cause and effect. It does not provide an obviously clear path as to exactly how the reforms proposed will in fact solve all these problems and make DfT's vision a reality. Maybe that's fine, on the basis that expecting to have all the answers before the Consultation responses are received would defeat the point of consulting in the first place.
The main themes of the Consultation are bringing Network Rail infrastructure together with the passenger operations of DfT and TOCs as well as DfT rail management to form a conglomerate which will be the new directing mind for the railway and in charge of infrastructure access; changing the funding regime and reducing ORR's role; streamlining fares; and introducing a new passenger watchdog. These themes are being well rehearsed in rail circles.
The seven chapters of the Consultation cover these and a few other topics, exploring aspects of the themes, such as the role of the ORR, from a number of angles across different chapters. Each of the topics are also
closely interlinked throughout the chapters. Bold assertions such as that the joining of Network Rail with elements of the DfT, RDG and 14 train operators as a directing mind will ‘mend our broken railways’ and provide simplification and efficiency across the board can be found dotted throughout the Consultation, as well as one or two doses of rhetoric.
The elephant in the room – alluded to in part but not recognised head on – is that as this is only a partial nationalisation, and DfT's creation of an all-powerful monopolistic GBR that manages access to the GBR track as well as operating trains (as a competitor) without strong overseeing regulation doesn’t sit well with protection of private sector open access and freight operators (which DfT say they want to encourage) and the linkage with other rail infrastructure.
A key question when it comes to the operation of rail services is which operators get access to the track to operate their services, for what purpose, when and on what terms and price, and how to make fair decisions when there isn't enough access to go round. In the world of the railway fit for Britain's future, GBR is in charge of the Network Rail infrastructure and decides access allocation and terms for everyone.
As GBR is also the operator of all the (ex-franchised) rail services (courtesy of the Public Ownership Act 2024), GBR decides what access to give to itself as GBR operator of those services as well as what to give to other operators such as open access and freight operators, with which it is competing. This wasn’t nearly so
HITACHI RAIL ENABLES DIGITALLY SIGNALLED STEAM LOCOMOTIVE WITH ETCS TECHNOLOGY
In a historic first for the railway industry, testing of a steam locomotive fitted with Hitachi Rail’s European Train Control System (ETCS) in Level 2 has been completed successfully on the Cambrian line in Wales. As part of Network Rail’s East Coast Digital Programme (ECDP), the historic Peppercorn Class A1 60163 Tornado is the first steam locomotive in the world to operate on a digital signalling route. This project marks a milestone in the evolution of UK rail and future-proofing UK rail infrastructure by bringing heritage and digital technology together for the first time.
ETCS is a digital signalling technology that replaces traditional trackside signals. It works by transmitting movement authorities and speed limits directly to the train cab, allowing drivers to operate with greater precision. By enabling real-time communication between trains and infrastructure, ETCS improves safety, enhances reliability, and increases capacity on the rail network.
The dynamic testing was designed to demonstrate how ETCS performs in a non-standard, highly complex operational environment, providing insight into both technical feasibility and broader applicability. Hitachi Rail provided its ETCS onboard system, successfully integrated into a steam locomotive cab’s unique physical and operational constraints.
TRAIN SERVICES RETURN BETWEEN SOUTHAMPTON AND PORTSMOUTH
Train services have resumed running this morning on the line connecting Southampton and Portsmouth via St Denys and Fareham, following the completion of critical improvements to the railway. During the nine-day closure, Network Rail engineers stabilized a 300 metre section of embankment between Swanwick and Fareham by installing a metal sheet pile wall. Additionally, they replaced ten wooden wheel timbers with synthetic ones on the viaduct over the River Itchen, which last 30 years longer and require less maintenance, while also conducting essential rail maintenance including testing and lubrication.
‘The
elephant in the room is that as this is only a partial nationalisation, DfT's creation of an all-powerful monopolistic GBR that manages access to the track as well as operating trains without strong overseeing regulation doesn't sit well with protection of private sector operators.’
much of an issue for BR last time we had a nationalised railway, as this was (largely) full nationalisation and the wealth of private operators didn’t then exist as they do now (so there was no substantive competition).
Giving GBR the position of judge, jury, and prosecution in this way when it comes to access to the network might not be so much of an issue were there to be clear and transparent rules for GBR to apply when deciding competing access requests and a powerful regulation of GBR to police this. We can, however, see neither of these in the Consultation. Whilst there are many references to a requirement for GBR to act fairly, and publish a GBR Access and Use
Policy, there is no real explanation of what ‘fair’ means in a world where GBR is being held to account for the performance of GBR services, and tasked with maximising rail revenue for the good of the taxpaying travelling public. Perhaps it is inherently fair, from the government perspective, for GBR as infrastructure manager to always decide in its own favour and allocate paths on the network to GBR as operator rather than to a private sector open access operator of passenger services, to benefit the public purse and taxpaying travellers; or perhaps not, and it would be unfair to a would-be thriving private sector passenger open access business.
This is very different from the position that we have now, where open access passenger operators can run their services where they do not primarily abstract revenue from defined ‘franchised’ services, Network Rail applies contractual ‘Decision Criteria’ in deciding competing access requests, and ORR polices this and makes the final decision where there is a dispute. It is also proposed that GBR decides how much the other operators pay to use the GBR track. This might be fine if it was clear that all operators paid the same according to their use of the infrastructure, but in the new world, GBR operators don’t
pay any access charges (this is part of the simplification), so they have to rely on GBR telling them what the cost of GBR operators using the infrastructure would have been, with the open access operators paying the balance on a similar basis.
These and various other questions such as how the streamlined processes for GBR infrastructure will interact with the other not-so-streamlined processes of the non GBR infrastructure to which it is joined (where track and train operator management will remain separate), and how the aim of a single directing mind fits with the concept of more local devolution, remain to be answered (here, the Consultation does raise some key questions for consultees to consider). There's also the tricky issue of how to reform complicated ticketing without reducing DfT revenue too much.
There are many complex facets to rail reform to be navigated for a successful route through the issues. To increase the chances of coming out the other side with problems fixed and a railway fit for Britain's future involves recognising up front that creating GBR as a state monopoly must properly accommodate existing private sector interests, if those private sector interests are to remain viable, and recognising that this is a partial and not a full nationalisation.
Andrew N. Williams is Visiting Professor Child Health and Medical History, University of Northampton
Visit: https://brtarail.com/n2mh/
A reopened 15-mile rail link between Northampton and Market Harborough could transform regional connectivity, says Andrew N. Williams
The genesis of this article would at first seem atypical for a former children’s doctor. However, health is more than just about the absence of disease or serious illness. It is about creating and then sustaining an optimum political, social, economic and physical environment for all to experience the best lived quality of life. A great deal of money has been spent by the state educating and medically supporting my former now adult patients, far too many of whom lack opportunities for employment.
Northampton is the second largest town in the UK and currently has direct rail services to only four cities: London, Birmingham, Milton Keynes, and Coventry. A reopened Northampton to Market Harborough (N2MH) rail link would provide fast connections to Leicester, Loughborough, Derby, Nottingham, and Sheffield, and an opportunity for London to Edinburgh services via Northampton and Leicester. After the reopening of the Milton Keynes to Oxford line in 2025, N2MH would offer fast links from the East Midlands to Oxford via Northampton.
Currently, the 15-mile rail journey from Market Harborough to Northampton takes over two hours and 25 minutes with three changes, making commuting unrealistic. Similarly, the 31-mile journey from Northampton to Leicester, takes over 100 minutes by rail with two changes. (It takes over 90 minutes by bus). A 2020 Network Rail report on reopening N2MH gave the following figures.
A Northampton to Market Harborough journey time of under 18 minutes (with two stops) and a Northampton to Leicester journey of 34 minutes. A nonstop Northampton to Market Harborough
service would only take ten minutes. N2MH would also transform journeys between Northampton, Kettering, and Corby, with a journey from Northampton to Kettering achievable in under 18 minutes.
Although the track was lifted in the 1980s, N2MH is still largely in existence as the Brampton Valley Way. The 2020 Network Rail report on reopening N2MH was encouraging but incomplete. It needs to be updated. Passenger estimates were calculated but not released on ‘commercial grounds’. A Freedom of Information Act Appeal by the British Regional Transport Association (BRTA) was unsuccessful on those very same ‘commercial grounds’.
All major UK railway openings have far exceeded their most optimistic pre-opening estimates, so a Network Rail estimate can be considered the best professional guess. In the absence of these published figures, the BRTA projects that four million passengers would use the N2MH service annually within five years of reopening. This BRTA calculation estimates changes in car commuting either by reducing the presently significant traffic into Northampton, but also in realistically opening up commuting from Northampton to access Leicester and beyond.
In February 2025, England's Economic Heartlands and the East West Main Line Partnership publicly made the case for constructing a new major rail corridor between Northampton and Old Oak Common. If opened, this line would address longstanding West Coat Main Line capacity issues south of Northampton and make Northampton a major rail hub. As N2MH joins directly onto this proposed new corridor, the BRTA believes that there are strong synergistic benefits particularly with
‘Reopening N2MH is more than just about restoring a historic transport link—it's about investing in the future, enhancing mobility, economic opportunity, environmental sustainability, and optimising health for generations to come.’
faster rail access to Leicester, Nottingham and beyond. The BRTA would welcome a recalculation of passenger and freight estimates should the Northampton to Old Oak Common project proceed.
There is undoubted demand for a Nottingham to West of England service. In April, the rail consultancy firm SLC submitted for consultation a new, frequent, direct Nottingham to Bristol service. The route passes via Leicester, Kettering, Bedford, Bletchley, Oxford, Swindon, and Bath. The BRTA welcomes this proposal but believes that if N2MH were available, the Nottingham to Bletchley journey time could be reduced by at least twenty minutes, making commuting from Nottingham and Leicester to Oxford far more practical.
Subsequently, it became clear that this SLC route would also feed into the recently announced Universal Theme Park in Bedfordshire, which is anticipating 8.5 million annual visitors and 26,000 jobs, 80 per cent of which will be sourced locally. Should this major project happen, there is a huge opportunity for rail. N2MH would allow a separate Nottingham to Oxford commuting service, and if aligned to a reopened Northampton to Bedford line, additional rail capacity to supply the theme park for visitors and staff.
Poor air quality is a significant health threat in West Northamptonshire. In 2017 the British Heart Foundation attributed one in twenty deaths in Northampton to air pollution and predicted 1,700 potentially preventable deaths in Northamptonshire before 2030.
The A508 between Northampton and Market Harborough is congested particularly during rush hours, the 18-mile journey taking between 45 – 90 minutes. When also taken in the context of securing a car parking space, a ten or indeed 18-minute journey time offered by N2MH becomes very attractive. N2MH by providing a faster and more efficient transport option between Northampton and Market Harborough would stimulate economic activity by improving transport links for businesses and commuters.
N2MH would significantly contribute to reducing carbon emissions by shifting commuter reliance from road to rail and by
Transport for Wales announced that Wales' first Public Transport Summit will take place on May 22 and 23 in Wrexham, North Wales. Designed to bring together influential transport and business leaders from both Wales and England, the two-day Summit will look to unlock economic prosperity through the public transport lens.
Integrated transport and infrastructure enhancements are key mechanisms in delivering positive change for communities across Wales and the Borders.
The Summit will provide an opportunity for the public, private and tertiary sector to work together and share visions for the future of public transport in Wales and the Borders.
decreasing vehicle pollution, improve air quality.
Reopening the N2MH line aligns with national and regional government transport strategies that aim to improve rail connectivity, reduce congestion, and support sustainable development. N2MH is an ideal candidate for Invest 2035, the UK's modern industrial strategy. As Invest 2035 states, ‘a resilient, safe, and secure transport network provides access to social and economic opportunity and is fundamental to business investment and location decisions’.
Despite the strong arguments for reopening, challenges remain. In 2019 the Northampton Gateway rail depot which promises 7,500 jobs was approved by the Transport secretary on the grounds of ‘national significance’ in spite of the overwhelming opposition of Northamptonshire Authorities. The 2024 nationally reported and successful ‘1,000 voices’ campaign forced the Northamptonshire Authorities to finally start to begin to address the findings from the British Heart Foundation report. Other issues include maintaining the integrity of the Brampton Valley Way, and ensuring that the Northampton and Lamport Heritage Railway, which runs along part of the original trackbed, is preserved.
Securing investment for the project would require collaboration between local authorities, government agencies including England’s Economic Heartlands, and potential private stakeholders. Public support is crucial. The BRTA believes that passenger operations should be started on the very first day of N2MH reopening. The Climate Change Act 2019 compels any new infrastructure to be greener at the end than at the outset. This affords a wonderful opportunity to offer registered voters in Northamptonshire and South Leicestershire the chance to decide what to do with the required carbon offsets.
This could include some reforesting, but my personal choice would be to enhance the experience of the Brampton Valley Way by including several sensory gardens with changing and parking facilities. Members and families of the SEND community, a highly disadvantaged group, can benefit as well as the wider community.
Reopening N2MH is more than just about restoring a historic transport link – it’s about investing in the future. N2MH could once again serve as a vital transportation corridor, enhancing mobility, economic opportunity, environmental sustainability, and optimising health for generations to come.
Edward Morley, transport expert at PA Consulting, on rethinking passenger services and embracing freight innovation
The Covid pandemic had a well published and catastrophic impact on passenger numbers in 2020. Passenger volumes fell to less than a quarter of their norm, though freight volumes only declined by ten per cent and recovered more quickly. Post-Covid, long-distance train services have fared best and are now busier per train (on fewer trains) than pre-Covid, whilst regional and commuter peak services have had a weaker return, with fewer services and fewer passengers per service. Outside of peak time commuting there has been a smaller upside from passengers, both business and leisure, moving into off-peak travel, particularly between major cities.
As the industry now looks to the future there needs to be careful consideration of the purpose of the railway and how we can stimulate the sector to secure its full economic and environmental value. In particular it needs to work out a response to a situation where the domination of peak hour travel every weekday never entirely returns.
Incentivisation and a diverse user base
There are some lessons to be drawn from other countries. Even prior to the pandemic, many European railways offered a more balanced approach for both locals and tourists. The GB and German rail network, have a similar blend of regional or city centric commuter routes that are quieter over the weekends and a significant business travel market of 35-40 per cent of total journeys.
France, Spain and Italy all have strong high-speed networks, with a greater emphasis on long-distance routes, that mean they have a greater share of leisure travel, with only 25-30 per cent of usage for business purposes.
European railways have also generally recovered well from the Covid passenger decline. In some cases, this has reflected
help from governments and train operators to re-instate services and to roll out initiatives to reboot demand. State-backed travel passes in Germany and Switzerland incentivised travel and boosted passenger numbers on both weekdays and weekends, whilst the Spanish government’s subsidised fares in an effort to encourage travel.
In other countries the existing blend of services was already broader and so they were better placed to deal with changes in travel patterns.
These initiatives were highly effective where well-integrated travel either nationally, or in urban areas were already the norm for most people. In these locations, hybrid working was quicker to decline. In contrast in the UK, fare increases amidst cost-of-living challenges, together with industrial disputes undoubtedly contributed to a more pronounced shift to hybrid working.
However, the GB rail sector is responding. The return to government operation of some train franchises that started during Covid will now happen everywhere, under the Great British Railways reform process. In doing so, the operator becomes much more involved in the strategic shaping of ‘service’. A sector once dominated by investment choices based on infrastructure will quickly shift to looking for outcomes through the train service lens. This has to be good for the customer – although the economics of available funding cannot guarantee that service change will be equivalent to all, rather it will become increasingly driven by market demand, with service levels presumably finessed to follow.
As well as exploring options for passenger traffic, the industry should look for opportunities for freight traffic to fill the timetable and revenue gap.
COVENTRY STATION BRIGHTENED UP WITH £600,000 INVESTMENT TO REPLACE SKYLIGHTS
A project to replace the skylights at Coventry station has now been completed thanks to a £600,000 investment from Avanti West Coast, Network Rail and the Railway Heritage Trust. The work saw all 27 skylights – which were over 60 years old –on platform 1 replaced, as well as new wayfinding signage installed throughout the station to improve the experience for customers. Built in the 1960s, the previous skylights were at the end of their lifespan as well as being extremely dirty with no means to maintain. Each new structure, which enables more natural light through, consists of eight panels that can be individually removed to be cleaned. Furthermore, access points to the roof have been installed at either end of platform 1 to ensure that the maintenance of the new skylights can be easily carried out. New energyefficient LED lighting has been situated alongside the skylights to reduce energy consumption at the station.
RAIL REFORM IS AN OPPORTUNITY TO BETTER INTEGRATE TRACK AND TRAIN OPERATIONS
RIA has published its response to the Government consultation on rail reform, A railway fit for Britain’s future. RIA Policy Director, Robert Cook, said “A stable funding framework and longterm plan is fundamental to an efficient railway, because infrastructure and rolling stock investment need to be planned across decades, not one or two years. It is essential to protect the current five-year funding period and to bring greater stability between periods. This would in turn boost business investment confidence, and support wider UK Government objectives to boost growth and create skilled jobs right across the country.”
There is evidence of potential demand from a range of sectors. One large supermarket has used specialised hublogistics by train for nearly two decades. Multi-million pound contracts to move goods directly from southern Europe in one seamless trip are also emerging as a preference for some post-Brexit border refrigerated goods movements.
Other opportunities are opening up with the development of fast-freight which is light enough to have a stable place in a train timetable and can increasingly use regular stations as drop-off points.
where peak hours skew demand. Yet, there is clearly capacity, either because of weaker passenger utilisation of timetabled services, or because of reduced services. A change
‘The railway cannot be allowed to decline through a lack of revenue from weekday passenger services.
to the timetable by day of the week or a backfilling of passenger for light, fast freight solutions may offer innovative options to fill that spare capacity, but not without cost.
If service frequency changes in passenger services, redundancy of fleet, management of fleet or staff movements and rosters has a cost. Whilst in the fast freight side, the economic case to invest in fleet transformation, (likely higher) access charges and different staffing models need a longevity of the cost-benefit-risk analysis against relatively low margins to make them worthwhile and profitable.
The Rail Innovation Group (RIG) has published a comprehensive skills audit report titled Small Voices Big Talent... Skills Beyond Scale that highlights the significant role small and micro enterprises play in driving innovation within the UK rail industry
Released in February 2025, the report examines the diverse expertise within RIG's membership, revealing that these smaller organisations contribute critical capabilities in areas such as digital solutions, data analytics, customer experience enhancement, and operational efficiency improvements.
‘Our members are not just implementers; they are visionaries whose ingenuity is essential for the industry's evolution’ states the report, emphasising that these companies ‘bring a wealth of diverse and innovative skills that go beyond simply building products – they are pivotal in inventing the solutions the industry needs to address its most pressing challenges.’
The skills audit identified several core strengths within RIG's membership. Data Science and AI emerged as a primary area of expertise, with members demonstrating proficiency in data analytics and artificial intelligence applications that optimise rail operations and enhance decision-making processes. The report also highlighted members' abilities in cross-industry innovation, adapting technologies from nonrail sectors to solve rail-specific challenges.
A third core strength noted was creative solution development, with members actively fostering a continuous culture of innovation within the industry.
‘Their ability to combine creativity with technical expertise enables them to develop groundbreaking technologies, often from the ground up, that tackle complex problems’ the report explains.
Looking toward future priorities, the audit revealed growing interest in advanced technologies, including AI, robotics, Internet of Things (IoT), and quantum technologies for rail applications. Customer experience also featured prominently, with members focusing on customer-centric solutions, including Mobility as a Service (MaaS).
Environmental concerns are gaining traction as well, with sustainability identified as an emerging priority.
Despite these strengths, the report acknowledged several barriers to development that small and micro enterprises face, including resource constraints stemming from early-stage
business demands, regulatory challenges, and cashflow issues associated with rail contracts.
Technical expertise gaps were also noted, particularly in advanced AI and coding capabilities.
Regarding future skills demand over the next three to five years, RIG members identified artificial intelligence, advanced data analytics, and data governance as highpriority areas. The report stated that ‘the majority of respondents prioritising AI and ML capabilities" consider these technologies "essential for innovation and advancing competitive advantage.’ Emerging skills focus areas included IoT, automation, and leadership in diversity and inclusion.
Based on these findings, the report outlined six key recommendations for government support:
• Support Collaboration – encourage engagement with startup and digital companies in the existing supply chain for technical skills on major projects, and work with the tech supply chain to build a vision incorporating cutting-edge technology.
• Invest in Skills Programmes – establish training initiatives focused on emerging technologies and customer engagement.
• Increase R&D Funding – direct more resources toward innovation in AI, data analytics, and sustainable practices.
• Drive Public-Private Partnerships –foster collaborations that address skills gaps and promote resource sharing.
• Speed Up Regulatory Reform – simplify compliance processes and adapt frameworks to better support innovation and customer-centric practices.
• Enhance Customer Experience – develop targeted programmes to improve service delivery and customer satisfaction.
The report emphasises that RIG members are already preparing for future industry developments, noting that ‘our members are already looking to their three to five year commercial horizon and working on appropriate products and technologies. The wider industry, and government, needs to be ready for this as it cascades through the UK supply chain.’
‘Our members are not just implementers; they are visionaries whose ingenuity is essential for the industry's evolution. They bring a wealth of diverse and innovative skills that go beyond simply building products – they are pivotal in inventing the solutions the industry needs to address its most pressing challenges.’
Technical skills analysis revealed varying proficiency levels across different areas, with data analysis receiving the highest proficiency rating. Members demonstrated strong capabilities in connectivity and innovation management, while areas like cybersecurity and IoT showed lower average proficiency ratings, suggesting opportunities for further development.
The Rail Innovation Group concludes by encouraging the wider rail industry ‘to leverage the deep expertise and diverse skill sets of our members, particularly in emerging technologies and digital innovation as these capabilities position them as invaluable partners in shaping the future of rail.’
The report presents a compelling case that small and micro enterprises are not merely peripheral players but essential contributors to the rail sector's long-term competitiveness, resilience, and sustainable development.
We are all acutely aware of the wider skills gap posed by railway’s aging workforce, the changing face of industry and the need to support more apprentices, Lucy Prior MBE on the skills gap
This is the Skills Gap at the wider sectoral level. But as well as stemming the flow of the technical skills at risk from all of this it is arguably just as important to look at the sector’s need for ‘non-technical skills’ (NTS). And alongside the need for NTS the need to develop psychological safety across the industry to ensure that as a whole we not only work towards creating a good environment for our future colleagues, but to ensure we are doing our best for our current workforce as well.
But what is Psychological Safety and what are Non-Technical Skills; why are they so crucial to the railway?
McKinsey.com describes psychological safety as the ‘absence of interpersonal fear’ and goes onto say that ‘feeling psychologically safe allows people to perform their best’; i.e. a psychologically safe environment is one in which people can thrive as a result of a lack of fear in speaking up or suggesting change.
The Railway Safety and Standards Board then gives this context: ‘Good NTS performance can stop an incident before it occurs or reduce the severity of an incident. NTS have been used in other industries for many years, for example, oil and gas, aviation, and healthcare. NTS are an important part of competence and competence management. They mitigate operational risk by optimising performance and help staff manage threats and errors.’
The graph on page 37 summarises the RSSB’s full list of NTS categories and skills and can be accessed via the link below.
I wanted to explore the relationship between a psychologically safe working environment and the nurturing of nontechnical skills. Having never really worked in a role that I considered to be safetycritical but having worked as a senior leader within companies that operate within the field, I was keen to speak with a specialist in this area. One of rail’s true experts in this is Wendy McCristal, founder and MD
RSSB non-technical skills (NTS) framework: categories, skills and descriptors
This document presents behavioural descriptions of the 7 categories and 26 non-technical skills. It applies to safety critical roles in GB rail and provides a high-level understanding of the NTS categories and skills.
1.1 Attention to detail
1.2 Overall awareness
1. Situational awareness
Aware of what is going on and able to anticipate what could happen
2. Diligence
Careful, thorough, consistent and logical when completing a task
3. Communication
Communicating effectively through spoken, written, and non-verbal means
4. Decision making and action
Making decisions and then taking action within area of authority
5. Cooperation and working with others
Working with others in a positive, respectful and supportive manner
6. Workload management
Managing and prioritising workload
7. Self-management
Motivated, confident and prepared to do the job as well as possible
Retain Information (during shift)
A Better, Safer Railway
Skill descriptor
Can focus on details when needed, and identify unusual or unexpected things
Can step back from the detail to monitor and understand the overall situation
Uses techniques to stay alert and manage distraction
Uses techniques to remember and recall information
Anticipation of risk Is alert to hazards, risks and errors traps, and responds
2.1 Systematic and thorough approach
2.2 Checking
2.3 Follows rules and procedures
3.1 Listening (people not stimuli)
3.2 Clarity
3.3 Assertiveness
3.4 Sharing information
4.1 Effective decisions
4.2 Timely decisions
4.3 Diagnosing problems
5.1 Considering others’ needs
5.2 Supporting others
Completes tasks using a logical and thorough approach
Checks actions and information rather than making assumptions
Complies with rules and procedures
Listens, understands, and responds appropriately
Communicates clearly and concisely
Speaks up and challenges when needed
Shares information at the right time to the right people
Weighs up information and options to make a decision
Makes decisions and takes action at the right time
Establishes the cause of problems
Considers the views and needs of others
Cooperative, supports others and takes the lead when required
5.3 Treating others with respect Is respectful and polite
5.4 Dealing with conflict/aggressive behaviour
6.1 Selective attention
6.2 Prioritising
6.3 Calm under pressure
7.1 Motivation
7.2 Confidence and initiative
Recognises and helps address challenging behaviour and conflict
Can switch between different information and tasks when needed
Can prioritise information and tasks
Uses techniques to remain calm under pressure
Performs beyond the minimum requirements of the role
Can work independently but asks for help when needed
7.3 Maintain and develop skills and knowledge Keeps knowledge and skills up to date
7.4 Prepared and organised Is prepared and organised for work
This document should not be used on its own to observe, develop and measure NTS; use the RSSB NTS supporting materials as well. These are applicable to driver, shunter, controller, and maintenance roles. For other safety critical roles, they can be used as a foundation to help your organisation identify relevant task examples and create behavioural descriptions for the chosen role.
© 2022 Rail Safety and Standards Board Limited. All rights reserved.
Source: RSSB
https://www.rssb.co.uk/safety-and-health/improving-safety-health-and-wellbeing/understanding-human-factors/non-technical-skills/introduction-to-non-technical-skills
of The Mental Wealth Company that helps clients continuously develop their team’s skills and competencies in safety critical environments.
Wendy has over 25 years’ experience in engineering, safety and human factors roles across rail and manufacturing sectors and has consulted as an expert witness into a number of incidents and accidents in rail where weaker NTS were contributory to these disasters. The following is taken from a Q&A I held with Wendy recently.
What are non-technical skills in the context of the railway?
We are referring to the personal and social capabilities of people, and how these capabilities help them work with others and handle the tasks they do effectively. Quite often they are also referred to as ‘soft skills’ and they involve communication, teamworking, problem solving, decision making, leadership and managing stress.
A really handy way of talking about NTS is within the context of your own life at home. As an example I think of NTS in terms of teaching my kids to cross the
‘These skills will not only help us to be safer and to perform better but crucially they also help people to enjoy coming to work. By investing in people's non-technical skills and ensuring a psychologically safe environment we help them be as healthy and productive as possible.’
road safely. They have the technical skills of knowing how to walk and what the road looks like, but the non-technical aspect i.e. the knowledge that goes around that, this is their situational awareness. What I would be doing would be teaching them the behaviours I want from them, like not looking at their phones, not having their ear buds in so that they can anticipate risk and pay attention to detail i.e. be aware of and respond to all the relevant factors whilst trying to cross that road. Put simply NTS is about anticipating risk and acting accordingly,
Over the past few years the absolute focus on safety seems to have waned somewhat, why do you think this is?
In terms of the focus on safety a lot of really good work has been done, with big results. Twenty years ago we were in a really tricky situation in the railway; we had had some really bad incidents and accidents and so there was a really significant shift change in how we were dealing with safety and of course this led to improvements, but to keep safety going what we require is constant
‘Psychological safety is the 'absence of interpersonal fear' and feeling psychologically safe allows people to perform their best; a psychologically safe environment is one in which people can thrive as a result of a lack of fear in speaking up or suggesting change.’
improvement. We are having to deal with some of the really hard stuff right now, and it’s big.
Culture change and moving the industry as a whole towards a learning culture: this all means that people need to change how they think, how they think about themselves and how they behave. We do not get much chance to do that in our current work climate because we are all under huge resource and time pressure. Taking time out to look at how we are behaving in the workplace seems to be counter-intuitive to what we are looking to fix. In many cases we are in fire fighting mode, but in reality we all need to stand back and look at how we are behaving in the workplace. The focus on safety hasn’t necessarily waned, but the myriad of pressures on us have increased, and this is what we need to be mindful of.
The railway is definitely under huge fiscal pressure right now, and arguably the supply chain needs to consider carefully where it spends any money. Why should a company invest in NTS or wider psychological safety training when we are all under pressure to reduce our costs?
Because we cannot afford not to. These skills will not only help us to be safer and to perform better but crucially they also help people to enjoy coming to work.
There are lots of invisible costs in our businesses that unless you are really looking for them and measuring them, we just don’t see them. Take as an example the cost of presenteeism: people coming to work, but not really adding value for a variety of reasons. Or consider where teams aren’t working effectively or efficiently together to work through problems in the timeframes they need to. Blame culture is another hidden cost: we might have the best innovators in our mix, but if they don’t operate within a psychologically safe environment, they might be reticent to offer
solutions that could help an organisation move forward.
Another thing to note is that this requires long-term programme change. By putting on a training course you will change the behaviours of the people in the room, but you need to make sure that any learning and organisational change is going to be embedded in the organisation, otherwise you are swimming against the tide. Realising behaviours need to change is great, but you need to look at the system and understand why you need to change certain behaviours to get the positive results you need. It does not have to be expensive at all, but it does need to be consistent.
This all sounds undeniably important, but is this not better suited to bigger entities such as the network provider or operating companies?
I would say that it’s even more important in smaller companies as you often have fewer people with competencies at any one level, so the decisions they have to make are likely to be more critical. We also have less organisational resilience if that person with that competency isn’t at work. Any size organisation needs to be able to empower its employees to safely question the decisions that the company is making without fear. Another good example of psychological safety is when a company is not scared to say “we don’t have the competency in our organisation to make this decision: let’s get some support”. To get to this level requires work.
So in financial terms then, what are the benefits to a company of any size to commit to investing in NTS?
There are different ways to look at this, first and foremost from a safety perspective. If we continue to invest in NTS (and by the way that does not only mean invest in NTS training – it’s making sure that the NTS are embedded, practiced, taught, assessed and audited) we have a safe way of providing feedback to teams and individuals if they aren’t acting in a way that they need to. This is tip of the iceberg stuff: without investing in NTS you will only ever see a small percentage of things going wrong, but under the surface there will be near misses and bad practices taking place that will make the organisation drift towards failure.
The next way to look at it is through the productivity lens: we all intrinsically know that good communication and good teamwork can increase productivity. Nurturing an environment that supports these NTS and creates a safe environment to feedback within invariably leads to new ideas, new innovations that increase efficiency and effectiveness.
Finally, it’s about how people feel about us as an industry: our employees, our clients and ultimately for the rail industry our customers.
These skills help people feel safer, and people who feel safe are authentic and will share more information because they will tell you accurately what they are thinking, and they will be less stressed. Stress is one of the biggest contributors to physical and mental ill-health; 80-90 per cent of people seen in doctors’ surgeries have illnesses as a result of stress. That’s taking it to the macro level but draw this down into the workplace and essentially by investing in people’s non-technical skills and ensuring a psychologically safe environment we help them be as healthy and productive as possible.
We have referred a lot here to safetycritical competencies; is training in nontechnical skills therefore better suited to front-line workers than say more whitecollar roles?
It is important for these front line workers to understand why NTS and psychological safety are important to them in terms of their safety and productivity but it is also endemically important that these are sponsored within the organisation so that the requisite skills, resources and time are provided to be able to properly reflect on our behaviours and consider how we improve. These are the ways in which things can be done differently i.e. better, but in order for these things to happen we need management and leadership to let these things happen, when they need to happen and they need to understand the contribution they have to the bigger picture.
This is how we create and run learning organisations, in which teams can learn from their mistakes and strive to make improvements in safety and productivity whilst keeping our staff and our customers happy. Managers and leaders need to understand their role in this, and the impact they do (or don’t) have in creating psychologically safe workplaces in which everyone is empowered to apply their own non-technical skills.
Essentially we want people to be making good decisions based on good information, and we can only do that by giving people space and time to do their jobs well in a supportive environment.
NTS are recognised in pretty much every other industry from healthcare to nuclear, and there are excellent examples in rail where we can demonstrate the positive effects of using these skills to prevent incidents being worse than they could have been. Investing in psychological safety and people’s skills isn’t just good for individuals. It benefits us all as an industry and is arguably one of the most important ways in which we can put the customer first (empowered teams leading to a safer railway making customers feel happier and safer about using the railway). Solving the non-technical skills gap is an essential factor in supporting the industry and putting the customer first.
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Kurt Zeidler is Principal and Co-Founder of Gall Zeidler Consultants, a leading tunnelling consultancy established in 1999. With extensive international experience spanning the US, UK, Middle East, and Asia, Zeidler has overseen major infrastructure projects including Crossrail, Riyadh Metro, and HS2's Chiltern tunnels. His career has been defined by an innovative approach to tunnel engineering, emphasizing reliability, openness to new methodologies, and environmental sustainability. Zeidler is particularly passionate about applying international best practices to local challenges and balancing technological advancement with practical engineering fundamentals.
‘It's very important to think about what you can put underground. Why waste valuable surface land for sewage treatment plants, water storage, fuel storage, and so on? The use of underground space needs to be an integrated part of all planning for new cities.’
Sam Sherwood-Hale spoke to Kurt Zeidler about the evolution of Gall Zeidler Consultants, the challenges of international tunnelling projects, and his philosophy on engineering innovation in an increasingly technology-dependent industry
SSH: Could you walk us through the historical development of Gall Zeidler Consultants since its founding in 1999? What were the key milestones that shaped the company into what it is today?
KZ: The US office was established in 2000, followed by founding the office in the UK in 2006. These were fundamental milestones, and more recently in 2019, we opened an office in Delhi, India. That's our general international presence, though we have smaller offices in other locations as well, like South America, Singapore, Canada and various offices across the United States.
In terms of milestone projects, one of the first significant ones was the Bergen railway tunnels rehabilitation in New Jersey. This was certainly one of our first bigger projects in the States. Following that was the East Side Access project, which we call ‘the mother of all projects’ because of its long duration. It was only finished about two years ago.
Coming to the UK, our involvement with Crossrail since 2006 was certainly a major project for us, not only in terms of duration but also in terms of our contributions. We were involved from the design to the execution of the tunnels and underground stations. I should clarify we were only involved in the SCL works in central London, not the cut-and-cover stations.
The Heathrow Western Rail approach, which is unfortunately on hold at the moment, was also an interesting project for us because it dealt with railways. We joined the project at a very early stage when there was just a feasibility study and some preliminary design available. We were able to provide input at the early stages, but unfortunately, it's been put on hold. I recently heard someone say it may resurface again.
Then there was the Riyadh Metro, which started for us in 2012 and was officially completed earlier this year, though in reality, it was completed in 2018. Everything after that was tidying up and addressing
‘The big difference between a good cook and someone who only follows recipes is that the good cook understands the process and brings their own signature to every dish. That's exactly what's lacking in engineering today.’
changing client requirements. This project was interesting because we were involved from the beginning of the contractor's involvement during the value engineering phase, through the final design for construction, and then site supervision until the tunnels were finished.
I should also mention our HS2 involvement in the Chiltern tunnels design and our work as independent Category Three checkers for the Northern Tunnels (Bromford Tunnel). We still have a few pieces to finish there because of changes in construction requirements, but the main part of the work is done.
Very recently, apart from HS2, we've been involved in the Silvertown Tunnel and the Lower Thames Crossing, but we can come back to those later.
SSH: You've got these huge projects involving billions, and then there are smaller rehabilitation projects like Farnworth Tunnel. How would you define a milestone?
KZ: As I mentioned before, milestones include opening up offices in new locations, but they're also linked to projects, particularly major and challenging projects. I'm not ignoring smaller projects, which are very important as well, but major projects allow you to develop a team and typically provide room for innovative developments. They also allow us to develop our engineers, particularly younger engineers, to a certain standard because larger projects give you more continuity.
Using Riyadh Metro as an example (Crossrail was similar), you are confronted with a multitude of different challenges during such projects where you need to develop solutions. Some solutions are based on your experience and aren't new,
while others are more novel and tailored to specific challenges, which sometimes takes development time. With smaller projects, you typically don't have this time – you have to come up with more standard applications.
I have to be careful because that sounds somewhat negative, but that's not the case. When you have many years of experience, you have a wide range of standard solutions that you can apply quickly, which is typically what's required in shorter-term projects. These projects have a limited number of challenges, and you don't have the time to develop novel solutions. With bigger projects like Crossrail or Riyadh Metro, you have the time to think about innovative approaches.
For example, with Riyadh Metro, we developed a rather unique precast panel system for the permanent support lining of the shafts, which had never been used before. We had to develop everything from scratch because the client, who was the contractor, wanted a solution to accelerate the programme and implement it locally. This is always a challenge when you go international – you frequently don't find the standard or required experience to implement methods that you believe are standard elsewhere. Different countries have different approaches.
But that doesn't mean smaller projects don't present challenges. A few years ago, we had a very short tunnel, only about 30 metres long, connecting a car park and a medical centre. The contractor had bid a relatively low price and wanted a quick but solid solution. We came up with an excavation sequence that was relatively standard, but the lining system used sprayed concrete with a waterproofing membrane since it was below the ground water table.
In the UK, it's not widely known that you can apply shotcrete or spray concrete
against PVC membranes. Quite a few people think it doesn't work, but we've done it in several other projects. It was a tailored solution for this specific project based on the contractor's request.
SSH: Could you tell me more about the use of sprayed concrete with membranes in the UK? Did you encounter any resistance when proposing this combination on projects?
KZ: In the UK, we have faced some resistance. We successfully used sprayed concrete applied against waterproofing membranes in the UK about 25 years ago, but since then, there's been a mindset spreading around the country that you cannot use sprayed concrete onto waterproofing membranes. I'm not exactly sure what this is based on, but it's certainly not realistic based on my experience.
Sometimes different countries have different developments. I remember talking about steel fibre-reinforced concrete or sprayed concrete in Singapore ten years ago – it was basically a no-go then. Today it's pretty standard there, but we already used sprayed concrete or fibre-reinforced concrete in the UK since the early 90s. It was well-known and well-proven, but some other countries didn't adopt it.
I think something similar happened with the use of sprayed concrete on waterproofing membranes. I'm not saying this is always the best solution – sometimes other approaches are better. But in this case, for a very short tunnel, it made sense. You'd invest several million pounds into concrete formwork to form the secondary lining in a tunnel, which probably wouldn't pay off for a 30-metre long tunnel. It's "horses for courses," as the phrase goes. It doesn't mean sprayed concrete secondary lining makes sense for 2 kilometres of a uniform tunnel.
The point is that you have to adjust technologies and be open-minded. That's something I've always pushed for from the company's founding – openness to other solutions and approaches. They may not be good in the end, but we shouldn't close our eyes to possibilities.
So again, milestones are big projects that allow for company development and technical advancements, gaining experience with these developments.
SSH: Looking at the different projects, you mentioned how the technology or solution you apply is relevant to the project, but also that different countries have different approaches. Having worked in the US, UK, Middle East, and Singapore over time, have you seen solutions come in and out of fashion? Are there some solutions that you're surprised aren't being applied to projects where you know they would work given the scope?
KZ: Yes, that happens. When you go into different countries, there are certain things where you're surprised that a particular approach wasn't part of the design or initial approach, even though you know it has been implemented successfully in other countries.
I think this is just human nature. I keep using this example: in England, railways were already crisscrossing the country with steam engines and train services running, while in Germany, when they developed the first railway line, there was a huge discussion about whether there would be sufficient friction between the steel wheels of the locomotive and the rails to pull any carriages. They said it wouldn't work, while at the same time, just across the Channel, trains were running.
I think this is a typical human problem – we sometimes tend not to look over the fence. There are probably many different
reasons for this. It's likely also about protection, trying to use your own, proven and familiar methodology for as long as possible. It happens with many technologies in our industry, which is generally more conservative than other industries.
SSH: What core philosophy guides Gall Zeidler's approach to tunnel design and consulting, and how has that philosophy evolved over your history?
KZ: I think the fundamental philosophy – or mindset, as I might call it – can be summarised in a few keywords, though I can expand on them. It's dependability and reliability. You need to be known for that. You need to be reliable and dependable for your clients. Everyone who approaches you needs to know they can rely on you.
At the same time, this doesn't mean just staying static. You need to be vigilant about new developments while focusing on challenges linked to the project. Many projects look relatively easy when you start, but when you go into the detail, you discover more challenges.
One of the fundamental requirements I keep emphasising to my staff, particularly younger staff, is: don't just come up with a problem – identify the problem and identify a solution. When you approach your client, say: ‘We've got a problem here, but it could be solved by XYZ.’ That's important and relates to reliability because the client can rely on you to see problems, not ignore them, while also trying to find solutions.
Typically, you have discussions and several potential solutions for a problem. This takes me to the next principle: always cooperate and work with the client to find the best solution for them. There might be several smart technical solutions, but for whatever reason, they might not be viable for the client. That's very important and again comes back to reliability – the client needs to know that you listen to them.
I know some people who just come up with one solution and say ‘that's it, my way or the highway’ and they're not open for discussion. Sometimes your solution may be good, but through brainstorming, discussion, and coordination with your client, you can improve it or develop a better solution.
Our international activities help us understand different approaches globally and bring different approaches back home that might work well in the UK too. When we work on a project, we always bring our international experience to the table, which is important and relates to openness.
There are additional considerations too. When designing a structure, you should think about its long-term use and potential need for rehabilitation or repair. That might seem like a small detail, but it's important because we do a lot of rehabilitation work on existing tunnels. This helps us understand where things could have been done differently in the past to make repairs
easier today and extend infrastructure life. Sometimes these technologies didn't exist when older tunnels were built, but all this knowledge helps improve today's projects for the future.
SSH: Going back to what you mentioned about international activities and how you can apply experiences to new projects – has the fact that we're now much more globally interconnected and it's easier to communicate helped this culture of openness that you've developed?
KZ: That has certainly improved, and it's a big advantage of today's technology, particularly for communication and transferring information across long distances. I grew up before the fax machine –we didn't have internet or emails. When fax machines first came to our office long ago, it was a huge innovation. People would gather around them, totally astonished at what came out and what you could send within seconds. Before that, you sent a letter or used a courier.
Today's technology is very helpful because you can have international meetings and conference calls where you can exchange and present information and solutions.
At the same time, it's also somewhat of a burden. Nowadays, everybody expects you to respond within a couple of hours when you receive an email, whether it's urgent or not. People send an email and expect a response, even for questions that could wait two weeks or should have been asked two weeks earlier.
It's difficult to maintain balance. We need to learn to use these new technologies in a more rational way. I'm not complaining because I find them incredibly helpful, but I get about 200-250 emails daily. You can't answer them all, so you have to filter out spam and nonsense, which takes time. That's the big downside – anyone can send you
nonsense within seconds, and you have to filter it. After removing irrelevant messages, you might still have 150 emails per day related to your work, which you then have to prioritise by urgency and response time.
Nevertheless, international collaboration has been very important for me. I've used these technologies since before the pandemic, though there was a significant increase during that time. I was always happy not to have to travel long distances to have discussions or reach conclusions.
On the other hand, I've noticed with the generation that grew up with this technology they sometimes have surprisingly limited knowledge and don't fully utilise available information. I sometimes get the impression that when people look something up on the Internet, it's just to satisfy a momentary desire to know something – almost like entertainment – and then they forget it afterward. That's unfortunate because today we have unprecedented access to information.
SSH: It's interesting that you mentioned we know less because we acquire information just moments before we need to apply it, making it momentary. Are you seeing knowledge gaps that didn't exist before? Are these gaps growing because people can quickly information to hop from point A to point B without really retaining what they learn?
KZ: One of the fundamental things I focus on is training young engineers to use their common sense and engineering understanding based on engineering fundamentals.
Unfortunately, that understanding is diminishing because it's not really taught anymore. Engineers are taught to switch on computers rather than calculate things
manually. We used to do ‘back of an envelope’ calculations to quickly assess loading situations or tunnel support requirements before even turning on a computer. But today, engineers are trained to start the software, input parameters, and treat the output as gospel. They often don't even have the basic means to check the results anymore.
Just yesterday, I had a discussion about some relatively complicated 3D finite element calculations that produced stresses, ground deformations, and pore water pressure. I asked for the water head and calculated the theoretical pore pressure for a specific location, and we found that the model overestimated the pore pressure by 25 per cent – which is significant and makes a big difference between stability and instability.
The young engineer I was working with is very good with the software – I don't even know how to run it – but he was completely surprised by this simple checking method. He hadn't thought to use it. This is exactly what you need to do with sophisticated tools – go back to fundamentals and check whether the results make sense. The same applied to the lining loads, which were too high. I pointed out that, under normal circumstances, you can't have more load on your tunnel than the full overburden load above it unless you put additional surcharge loads on top.
There must be an error in the model –perhaps wrong input or material models. These finite element software models are extremely complex nowadays, so errors aren't surprising. But you always need to return to fundamentals, which unfortunately isn't taught much anymore. Engineers are too quick to use a computer or formula without understanding the context.
Every formula we use is merely an approach to a problem. Particularly when dealing with materials like ground, you need to understand the limitations of each mathematical approach and know when you can and can't use it. Unfortunately, these concepts aren't taught anymore. The Internet provides quick information – you input a question, get a formula, and proceed without understanding the background.
This fundamental understanding has been somewhat lost. When you talk to older engineers – and I know I'm sounding like an old guy now – they can take out a sheet of paper, make some basic calculations, and you'd be surprised at the quality of their answers, despite not using highly sophisticated numerical analysis.
SSH: You mentioned the formula being the approach – is that an axiom taught in school? Is that a well-established concept?
KZ: I think some of these concepts are still taught in school, but there's not enough emphasis on them. Students often forget about them later. Sometimes they turn to software because they don't want to deal
with individual formulas anymore, as they're not good at memorising them.
I know where to look up formulas, which is the most important thing, but I still prefer to use books for that because I also get the context of how the formula was developed. With software, you input something and get a result, but you need to understand what's happening. Today, young engineers are more trained to use software like a cookbook rather than understand the fundamentals behind it.
The big difference between a good cook and someone who only follows recipes is that the good cook understands the process and brings their own signature to every dish. That's exactly what's lacking in my opinion.
I really appreciate the British Tunnelling Society's course on tunnelling design and construction. Every year, they invite practitioners to share their experience and tell people what they've seen, why something didn't work, or why something did work. I think that's very important and should be part of training these days.
SSH: You mentioned models, I'm curious how you're applying that technology?
KZ: I think our industry is relatively conservative, so I don't know anyone who relies on AI for checking models. I doubt this will be possible in the near future. We're all somewhat scared of AI because it might start dictating decisions and imposing wrong choices on us. We need to be very cautious with these tools.
Let me give you an example. I was looking for a specific feature in rock tunnelling. I had some basic knowledge and experience, but I wanted specific information about a particular occurrence. I used ChatGPT and immediately got an answer. The first part was common knowledge that anyone in my field should know. I tried to refine my
questions, digging deeper, and asked for specific citations.
It came back with six literature references, and not one single reference was correct. If you were to use this without checking and just put the references in your report, you'd include incorrect information. What I found was that while the journals existed, when I looked for the specific authors or articles, they weren't there.
The interesting thing was when I repeated my questions – like testing a numerical model by ‘torturing’ it and checking it from all angles – I got slightly different answers each time. Suddenly, the specific feature I was looking for disappeared from the answers entirely. This tells you it's still a long way from being truly reliable.
SSH: With tunnel projects having such significant impacts on communities and environments, how does ethical decisionmaking factor into your consulting work? Are there projects that you've declined based on ethical considerations?
KZ: To start with the last question, fortunately, I've never been in that situation. Every project I've been involved with made sense. A private tunnel to someone's home just because they can afford it wouldn't make sense, but I've never faced such a scenario.
Regarding the first question, ethics certainly impact our work. There are certain materials we don't use, even if they're allowed in some countries. For example, specific grouting materials for water tightness improvement.
I prefer projects that contribute to environmental improvement or protection, like shortcuts for trains that make routes much shorter instead of going around certain terrain. We once designed a tunnel in a protected area with groundwater flow
toward a water supply system. The tunnel would have crossed this flow, creating an artificial barrier that would have interrupted or reduced the flow significantly. We tried to find solutions, like adjusting the depth below ground or finding ways for water to flow around the tunnel, to minimise or eliminate the impact.
We avoid using certain synthetic materials that release toxic fumes. You may recall an extreme case in Sweden where they used grouting for rock fissure treatment that was extremely poisonous. It reached the surface, and cows died. These things need to be considered before use. We try to determine what materials contain, their environmental effects, whether they're poisonous, and so on.
SSH: On the Riyadh Metro project, you faced challenges with limestone formations and groundwater management. How did your team approach these issues, and what lessons did you carry forward to subsequent projects?
KZ: Riyadh was interesting not only regarding ground conditions but also the availability of materials and skills in the country. One lesson we learned is that sometimes we can't count on materials or certain skills being available when needed. We might need to import materials, but there could be restrictions on imports. So, we have to find alternative ways of using what's available.
Regarding the ground conditions, fortunately, the limestone was relatively stable – not the best rock in the world, but stable enough that we could manage groundwater inflow generally through drainage and pumping. We had a handful of occasions with massive groundwater inflow that we had to treat, basically through localised lowering of the groundwater table. Once groundwater flows, it's very difficult to stop or plug.
One thing we reaffirmed there, though we knew it before, is that you need to treat the ground before allowing groundwater to flow. This means pre-probing when you're in the tunnel or gathering investigation data. If you might encounter cavities with water flow, you need to probe ahead. With a probe of about two inches in diameter, you can easily control inflowing water. If you have an entire face of 50 square metres, it's very difficult to stop groundwater. So, if your probe detects water ahead of your face, you stop and grout it before it starts flowing at you.
Due to the groundwater and high water levels, we had to fully tank all the tunnels with a waterproofing system. There was no experience in the country with tunnel waterproofing, so together with the supplier, we had to train the installation staff to properly install the system and make them aware that every detail shown on the drawings was extremely important.
Site supervision was extremely important. With skilled and motivated site supervision, you can succeed even in countries with limited experience in certain technologies. Despite having to make a few repairs, it was successful in the end.
We managed water inflow through groundwater draw-down or targeted drainage. Sometimes we drilled drainage pipes into the ground when we detected groundwater. The fascinating thing was that we had groundwater observation wells some metres along the alignment, but the impact was minimal. There was so much recharge that the effects of our dewatering measures were very localised, not extending more than a few metres depending on the opening size. It was reassuring to see such enormous recharge capacity in the aquifer.
SSH: Let's talk about HS2. In terms of size, is this one of the largest projects you've worked on?
KZ: One of the largest, yes. Riyadh Metro was about the same size in terms of construction cost. But HS2 is a more recent project and, in my opinion, a very important infrastructure improvement for the UK.
I think HS2 C1, the Chiltern tunnels, is quite similar in some ways to what we experienced in Riyadh. We had higher water levels but in fractured chalk, and we had to manage the groundwater with ground treatment and fissure grouting. We were heavily involved in developing the strategy, reviewing the subcontractor's proposals, and overseeing the results, which were quite successful because the subcontractor did a good job.
As we know, chalk sometimes has ‘solution features’ – voids that can be empty or filled with very soft material. If you don't detect these in time and open up the face, suddenly you might have a feature several square metres in cross-section filled with water-saturated material. So again, probing and checking whether your grouting system works were paramount requirements.
It was a great project – we're talking about 16 kilometres of tunnel. The starting point for the tunnel drive at the South Tunnel portal, just before crossing the M25, was quite challenging because of soft ground there. We needed to stabilise the ground for the portal cutting and pre-stabilise it with pre-support to control settlements that might affect the M25 and its infrastructure such as an overhead signage gantry and a bridge that were sensitive to movement. We were very successful with all these settlement control measures.
SSH: Looking to the future of tunnelling, what technological developments do you believe will have the most significant impact in the next decade?
KZ: For conventional tunnelling methods like SCL (Sprayed Concrete Lining), I think mechanisation and automation of certain
steps will continue to develop. I don't think we'll see revolutionary changes – the pace hasn't changed much – but there are continuous improvements here and there.
We'll also see improvements in TBMs (Tunnel Boring Machines), particularly in their ability to handle changing ground conditions. There have already been significant improvements, but this will continue.
A common criticism has always been the speed of tunnel construction. The HS2 C1 Chiltern tunnel was actually a milestone in achieving excavation, support, and construction speed, showing that new technology can increase pace without compromising quality or safety.
We also need to think about durability from an environmental perspective. CO2 reduction is certainly important, but material durability is equally vital. The less we have to replace or reconstruct structures, the better. Even during construction, we can contribute by reducing CO2 production and resource use through recycling.
When possible, we use steel fibres instead of conventional rebar reinforcement. This significantly reduces resource use and CO2 output – you can save 30-40 per cent of CO2 output using steel fibres versus conventional reinforcement. In most tunnelling cases, you don't actually need reinforcement bars.
This applies not only to SCL but also to segments for TBM tunnels. We still need to convince designers, contractors, and clients of this approach – there's much work to do in this direction.
We also need to consider concrete constituents. Concrete remains one of our most important, if not the most important, construction materials. We must think about what recycled materials we can use, what binders can replace cement, and so on. Many initiatives are underway, and this is very important for the future.
SSH: How has Gall Zeidler balanced innovation with the proven reliability that clients expect?
KZ: It's sometimes very difficult. When we talk about new types of concrete, for instance, there's often more cost involved at this stage. That's the big downside. You can typically win an argument quickly when you say you're saving 20 or 50 per cent of the cost.
But with these new types of concrete, it's sometimes difficult because you need to invest money upfront. Currently, it's more about investing than gaining financially, though we're gaining information, experience, and potentially improving environmental impact.
It's sometimes difficult to convince clients – and I mean clients with a capital C as well as contractors, who are our clients with a small c. They look for cost savings, but when you talk about improvements, they want to see financial benefits, which isn't always easy to demonstrate.
‘We need to think about durability from an environmental perspective. CO2 reduction is certainly important, but material durability is equally vital. The less we have to replace or reconstruct structures, the better.’
Regarding steel fibres that we discussed earlier, there's still no design code for steel fibre-reinforced shotcrete or concrete. We use various guidelines and our experience. Sometimes it's difficult to convince clients of the benefits. They ask to see the code, and when you say there isn't one and explain how you design it using alternative methods, they often respond: ‘As long as there's no code I can rely on, I can't use it on my project because it's my decision, my neck on the block if something goes wrong.’ This happens despite the fact that the method has been used successfully many times in various countries.
I've often seen clients respond to suggestions for better materials or methodologies that would improve future maintenance, longevity, and durability by saying: ‘That has nothing to do with me. This is the capital investment now, which I have to keep as low as possible. I'm not dealing with the maintenance budget.’
This happens across the industry – with materials, tunnel alignments, decisions between tunnels and bridges, and so on. Clients are typically bound by their responsibility, especially when spending taxpayers' money, to minimise investment over the next ten years. Sometimes they don't care, or cannot care, about what happens in 50 years when repairs are needed, and you discover that your material could have lasted another 50 years without replacement.
I'm typically not involved in big-picture discussions about whether projects like Crossrail or HS2 make sense. I usually talk with engineers and project managers about benefits and drawbacks. You're referring to one of my publications on the socioeconomic benefits of these huge investments. I'm convinced that Crossrail, despite being an enormous investment, created enormous gains. I think engineers should be more outspoken about this, not just leave it to politicians.
‘One of the fundamental requirements I keep emphasising to my staff, particularly younger staff, is: don't just come up with a problem – identify the problem and identify a solution.’
I once had a project near Washington where we proposed a longer tunnel that would be much better for urban planning and future development. They decided against it because it would cost about twice as much as a surface alignment. I argued that the surface option would effectively destroy the land – you can't sell it anymore when you have a high-speed rail or metro line there because you can't build on it, and nobody wants to be near it due to noise and vibrations generated by operating the scheme.
But they didn't want to make the investment. It would be helpful to have arguments showing the percentage increase in revenues from selling land, having more people living in the area, or more businesses there. Unfortunately, I'm typically not involved in these discussions – I'm more at the tail end solving issues afterward.
which is considered in Singapore and other cities where there's limited space. Why waste valuable surface land for sewage treatment plants, water storage, fuel storage, and so on? The use of underground space needs to be an integrated part of all planning for new cities.
SSH: How can the industry improve the planning-to-construction timeline for projects that currently span decades?
KZ: I have to be careful here. I'm through and through a democrat, and I think democracy and involving people in these decisions is important. I'm very glad that laws have been implemented where people have a say when projects like Crossrail are being designed and constructed.
SSH: How do you articulate the value of these expensive investments to stakeholders and the public?
KZ: As I said, I'm typically not involved in these discussions. From the limited information I have about the difference between before and after Crossrail along the alignment in terms of various impacts, I use Crossrail as an example when discussing with clients about investment levels.
SSH: You mentioned planned cities being built from scratch in places like Indonesia. Would working in that kind of environment interest you?
KZ: Absolutely. Underground structures should be an integrated part of new city planning. When city development starts from a blank page, it's very important to think about what you can put underground. I'm not talking only about transport, but also things like wastewater treatment plants,
But because of the opportunities that people have to speak up, there has also been a lot of abuse. Our democracy is essentially stepping on its own feet now. I'm absolutely not against these procedures in general, but I think it's wrong that someone can put a hold on a big project without proper reasoning – simply saying: ‘I don't want a tunnel here, period.’ There needs to be proper argumentation and reasoning.
It can't be that someone can say, ‘I don't want a tunnel here – put it anywhere else, I don't care, just not here’ and that stops a multi-billion project immediately. It then takes forever because this person has
time to develop, sometimes unreasonable, arguments that must be checked, reviewed, and go through various panels and processes.
We have big problems here in Austria, particularly in my area, with a new highvoltage power line. Everybody wants electrical power at their disposal, but that requires infrastructure. People who don't even live in the area are complaining and have delayed the project for years. That's one issue – we need to put this back into a reasonable frame where these rights are still available, but abuse can be reduced.
The other issue is excessive bureaucracy around these projects. There are many excuses for bureaucracy, like quality assurance. Quality assurance is extremely important – again, the idea is good, but it has developed a self-dynamic that goes well beyond what it's supposed to do. We have many examples where, in my opinion, by reasonably reducing this effort we could accelerate processes.
Crossrail is one example. You mentioned I was already involved in 1991. Everybody thought we would break ground the following year in '92, but it took another ten years to finally get started. The project didn't massively improve during that time it
just had to go through all these procedural motions. That's the big problem these days. There are too many stakeholders just trying to protect their interest.
SSH: Before we finish, I want to touch on a couple of points we discussed in our last interview. One was about the Irish Sea Tunnel, which I believe you said was feasible but economically not viable. Based on your experience looking at socioeconomic factors of major projects that don't make financial sense, do you think an Irish Sea tunnel would have a positive impact?
KZ: I believe so, yes, as far as I can judge. Socially, it would certainly be an improvement. Socioeconomically, it could also be an improvement. You'd need to consider many factors, but it might relatively quickly move from an economically unviable project to a viable one if you account for all these aspects.
That said, it's a very complex analysis, and people would have to believe your conclusions. But it would be a big investment – would it pay back? I think socially it would, and socioeconomically, it might well do too.
SSH: With ageing infrastructure being a major topic in the UK, given our very old railway network, can you foresee a situation where we're not rehabilitating tunnels and it reaches a point where we actually can't because the people working don't know how, since the necessary skills have been lost?
KZ: That may happen. One problem is railway lines being interrupted by failing infrastructure. Sometimes the impact is completely missed – if you repair in time, you may save a lot of money by preventing certain damages.
I'm not sure whether you would lose the skills. This is a general problem in the UK, particularly when big projects end without follow-up projects. All the knowledge and expertise moves out of the country to where there's more work. That's a significant problem in the UK because of the discontinuous workload.
I think the tunnels could be repaired – you need some historical knowledge of how they were built, but generally, I don't think there would be a major risk of losing knowledge if we delay repairs. There are other risks that are much bigger, like disruptions of services and potential closures.
We leverage our expertise in transportation, infrastructure, water conveyance, energy, and mining to help clients overcome challenges and deliver world-class infrastructure projects sustainably and responsibly. Over decades, we’ve built a diverse portfolio of major projects, many ranking among the most significant worldwide. With a diverse team, we operate globally through nine offices across Europe, North America, Latin America, and Asia.
JFRail is a small consultancy business that has grown steadily since its founding in December 2020
With four core employees, six key associates, and a wider pool of approximately seven to eight additional associates, the company has established itself as a unique player in the rail industry over the past four years.
What sets JFRail apart is its collaborative approach to project delivery. Rather than operating as a traditional consultancy with employees working in silos, JFRail functions as a collective of individual businesses that have united under a shared mission and vision. Team members work collectively on different types of projects, with a deep understanding of each other's working styles and a commitment to teamwork over individual consulting.
‘We have a strong set of collaborative business processes that we developed collectively, which help us work together efficiently and ultimately give us the best outputs for clients’ explains Jon Fenn, founder of JFRail. The company specialises in the operations and customer areas of rail, covering research, reviews, strategy, and implementation with experts possessing the right blend of skills across all four areas in railway operations and customer sectors.
The structure of JFRail represents a departure from traditional consultancy models. According to Fenn, what makes JFRail different is that the majority of people working for the company have their own businesses and may have their own projects outside of JFRail.
However, when they come together under the JFRail umbrella, they operate according to the company's mission and established business processes.
This flexibility is rarely seen in rail consultancies of similar size. It provides team members with the freedom and balance to pursue their own projects while still having a familiar, effective framework when collaborating under the JFRail banner.
Hannah Cox, Production Lead at JFRail, highlights the exceptional support system
within the company. ‘The teamwork at JFRail is second to none. It's certainly one of the reasons why I continue to love working with the wider team. That collaboration and understanding that we're all aligned with the mission – a mission we're all passionate about – is valuable. We all have very high standards.’
The mutual support available to anyone working under the JFRail umbrella is a cornerstone of their business model. Team members are never on their own; they always have someone to call on or a specialist to help them. Subject matter experts focus on the technical aspects of projects while having support from specialists like Cox's production team, ensuring high-quality outcomes every time.
Richard Aitken, one of JFRail's lead associates, points to the company's ability to engage with clients at multiple levels as a key strength. ‘What is really effective is the ability to talk strategically with clients – project directors and senior stakeholders – but also tactically with expertise within functions, department heads, and subject matter experts to get buy-in and knowledge’ Aitken explains. ‘Being able to operate with both groups and test concepts and ideas is really useful in getting the right outcomes.’
The scale of collaboration at JFRail is notable for a small consultancy. Cox notes that projects sometimes involve teams of up to ten people, all specialised in specific areas. ‘Our roles are quite defined – we know where we can crossover and help each other, but we also all know what we're doing and make sure we deliver our bit of the project to the highest standard from the beginning.’
The JFRail approach wasn't preconceived but evolved organically. Fenn explains that it started like most small businesses, with just one or two people – himself and Cox working together. ‘We found that with me working on the technical parts and interfacing with the client, and Hannah working through
‘We have a strong set of collaborative business processes that we developed collectively, which help us work together efficiently and ultimately give us the best outputs for clients.’
Jon Fenn, Founder of JFRail
production, that model really worked and ensured we produced high-quality outputs every time. We wanted to replicate and grow that with the right approach to maintain what we had at the start.’
The company carefully selects who they work with to ensure they have the right people with the right approach, allowing for seamless integration with their existing ways of working. The flexible approach appeals to their associates, who prefer it to full-time employment. ‘We want people to have that flexibility to engage when they want to engage, and I think that's what ultimately gives you a lot of engagement and enthusiasm for the way we work’ says Fenn.
JFRail has undertaken a diverse range of projects over the past year. One of their most significant achievements was supporting GTS to win the Elizabeth Line contract. ‘That was a fantastic achievement that we got notified of in October’ says Fenn. ‘It was the first major bid we've worked on, and we were a significant proportion of the operations workstream. To win that, where operations was so critical to the bid, shows how far we'd come and the potential of the team working together.’
The Elizabeth Line bid presented unique challenges, particularly regarding the timeframe. While the project itself wasn't larger than previous ones, the pace of delivery was dramatically accelerated. Outputs that would typically take six months in an operating strategy needed to be delivered in just twelve weeks.
Other notable projects include research work with RSSB to review and update a toolkit and provide benefit support, as well as a current research project with HS1/ London St. Pancras High Speed to deliver a dynamic infrastructure model in partnership with the University of Birmingham. JFRail has also completed substantial work with Network Rail routes to review and develop operating strategies and follow through with implementation.
Andy Mead, another lead associate at JFRail, has worked on several key projects, including a resources review for Transport for Wales and risk assessments for the Paris Olympics 2024 covering three key stations: Stratford, Ebbsfleet, and St. Pancras. After completing the successful bid for the Elizabeth Line, he continued to work on the mobilisation phase.
One of JFRail's most innovative current projects is the development of a dynamic modelling capability for the HS1 and Eurotunnel networks in collaboration with the University of Birmingham. Aitken, who leads this project, explains that while static modelling capabilities use current infrastructure and data to analyse timetables or system operations, the dynamic capability allows for ‘what if’ scenarios.
This approach enables testing of alternative operating arrangements and understanding the impact on timetables when changing infrastructure or underlying assumptions. The result is faster assessment
‘What is really effective is the ability to talk strategically with clients – project directors and senior stakeholders – but also tactically with expertise within functions, department heads, and subject matter experts to get buy-in and knowledge.’
Richard Aitken, Lead Associate at JFRail
of potential impacts and benefits, which helps to inform vision opportunities, business cases, and strategic direction.
The BRaVE tool, the University of Birmingham's in-house proprietary solution used on this project, offers highly visual outputs. ‘You can play the model and see trains operating over the network, with accompanying graphs and charts to understand the impact on the network capacity’ Aitken describes. The team can focus on specific aspects, such as trains coming out of St. Pancras, while developing a narrative for stakeholders about test objectives, expectations, results, and implications.
The resources review conducted for Transport for Wales demonstrates JFRail's practical impact. This project emerged from earlier work that Fenn and Cox had done on the ITSR project across train operating companies and Network Rail regions in control areas. The review examined onthe-day resources and how they supported effective disruption management during severe network disruption.
Mead led this project, leveraging his extensive rail industry background and seven to eight years in resourcing. The review identified several areas for improvement, including data input processes during onthe-day disruption and issues with the telephone system in the resource system, where staff couldn't identify callers, making it difficult to prioritise calls.
Transport for Wales has already begun implementing two of the four recommendations provided by JFRail, with plans to complete the implementation by mid-year. The company has maintained follow-up contact with Transport for Wales, leading to discussions about additional areas where JFRail could provide support.
Cox's role as Production Lead represents another distinctive aspect of JFRail's business model. ‘I am the production lead, which as a role in a small consultancy is one of the things that really sets JFRail apart from its competitors’ she explains. ‘We pride ourselves on perfection and exceeding our clients' expectations in all documents and work we produce.’
Her responsibilities include ensuring that contributions from copywriters, subject matter experts, and designers are all delivered on time and that the final report or output meets exacting standards. With a background in marketing, design, and communications, Cox brings valuable expertise to technical projects.
‘Quite often, because things come through me and the copywriters we use, we go back to others in the team and tell them the way it is written on some of the content doesn't mean anything to a standard person reviewing the document or to an executive
‘The teamwork at JFRail is second to none. It's certainly one of the reasons why I continue to love working with the wider team. That collaboration and understanding that we're all aligned with the mission – a mission we're all passionate about – is valuable.’
Hannah Cox, Production Lead at JFRail
who hasn't worked in this way before and revise the copy into something more tangible for our client’ Cox explains. This approach ensures that complex technical information is presented in an accessible way that engages all readers while not losing the technical detail required.
‘My role as a designer allows me to create project artefacts that are professionally formatted with interesting and creative use of graphics to best display and engage the client throughout’ she adds. This attention to presentation and communication helps showcase the work and ensures that JFRail's deliverables maintain a higher standard than their competition.
The support network at JFRail is formalised through regular meetings and development sessions. The company has a structure based on people's skill sets, with lead associates – individuals with the right skill sets, knowledge, and experience to lead projects and assignments. Cox, Aitken, and Mead all serve as lead associates.
These lead associates design projects in partnership with Fenn, determining which resources they need. Fenn meets with the lead associates every two weeks to review progress and support their approach. Additionally, a two-weekly team session brings together all of JFRail's associates.
While voluntary, these development sessions for lead associates and team sessions for the wider JFRail team are wellattended because they help deliver projects effectively. ‘That's where the support network really comes from and grows from – giving people time to talk things through, coaching them on issues, and supporting them in how to approach things differently’ explains Fenn.
The professional growth within this structure is substantial. Mead, who joined JFRail after 38 years in the TOC
‘If I can build positive reputations for both myself and JFRail, that's what it's all about for me, along with trying to improve the future of rail.’
Andy Mead, Lead Associate at JFRail
industry, notes the different standards and expectations in consulting compared to his previous experience. ‘Jon's standard is very different, especially as I would be representing Jon's business’ Mead says. ‘He gave me direction to improve what I produced over a number of years which would have a more aligned and professional output.’
For Mead, representing JFRail means upholding not just his own reputation but that of the company. ‘If I can build positive reputations for both myself and JFRail, that's what it's all about for me, along with trying to improve the future of rail.’
JFRail's approach to managing complex research projects demonstrates their methodical professionalism. For projects like the HS1 dynamic model, they begin by formally establishing and agreeing on project artefacts, such as objectives, project plans, and RAID logs. Roles and responsibilities for each team member are clearly defined, along with requirements for external inputs and stakeholder involvement.
Stakeholder engagement is maintained through working group meetings and showcase events where model results are presented. Technical outputs are translated into accessible terms and definitions that all stakeholders and audiences can understand.
JFRail's network-based approach to securing contracts has proven effective. ‘Our network is very strong and robust, and it's built on trusted delivery’ explains Fenn. ‘It's about having that strong network and being a trusted delivery partner who delivers high-quality outputs.’ This reputation leads to repeat business, with partners and clients returning to request additional services.
The consistent success of JFRail projects stems from their standardised approach. ‘Our base model is strong and is the same for all our projects and assignments’ Fenn
states. ‘The base model of how we approach our projects, how we deliver them, how we create the artefacts, how we produce an output and what that output looks like, and how we ensure that production is high quality is the same.’ What varies is the blend of subject matter expertise needed for the technical work, which JFRail has become adept at assembling.
In an industry where collaboration and specialised expertise are increasingly valuable, JFRail's unique model of bringing together independent consultants under a unified framework while maintaining high standards of quality and communication positions them for continued growth and success in the rail sector.
Tel: 07554 437287
Email: team@jfrail.co.uk
Visit: jfrail.co.uk
A VERTEX helmet and DUO RL headlamp in use while performing tunnel maintenance near La Pelonière, France.
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Concrete Canvas® products are revolutionising rail maintenance, offering rapid, safer installation for slope protection, drainage and weed control, while extending asset life with BBA certified durability
As Network Rail and its partners continue to navigate the twin demands of sustainability and efficiency, manufacturers like Concrete Canvas Limited are proving vital in delivering modern, resilient infrastructure. The inventors of the innovative Geosynthetic Cementitious Composite Mat materials (GCCMs), often referred to as ‘Concrete on a Roll™’, are changing how rail projects are designed and delivered. Particularly in applications such as crest drainage, culvert lining, slope erosion protection and weed suppression.
Concrete Canvas® GCCM (CC) products are flexible, concrete-filled geosynthetics that harden when hydrated to form a thin, durable, lower-carbon and waterproof concrete layer. Manufactured in South Wales, CC products have been used extensively across the UK rail network for over 16 years. Combining the robustness of traditional concrete with the speed and ease of a geosynthetic – without the need for heavy mixing equipment or plant.
Used by Network Rail, Transport for London, Irish Rail, Translink NI Railways and several others overseas, CC products have become the materials of choice for a wide range of erosion control applications. Their suitability for use in confined or difficult-to-access areas is a particular strength, allowing maintenance teams to address problematic zones around drainage systems slopes and access steps with minimal disruption.
Crest drainage is essential to prevent saturation of cuttings and embankments, which could potentially lead to slippages affecting the track. CC products have been specified on several high-profile schemes, including HS2, where it has been used in
place of ST4 poured concrete to line crest drainage channels.
In addition to faster installation, CC products have a lower Global Warming Potential than the conventional concrete alternatives, making them a more environmentally sustainable choice. The ability to conform to irregular surfaces also make them ideal for culvert repairs and lining, enabling long-term protection against erosion while maintaining hydraulic performance.
For projects in remote or environmentally sensitive areas, the benefits of use become even more pronounced. Supplied in handportable Batched Rolls, CC products can be deployed without large crews or machinery,
enabling safe and efficient installation even where access is restricted. CC Batched Rolls enable concrete erosion control to be installed in locations that would previously have been impossible to access.
Slope protection and weed suppression
Steep slopes and embankments are particularly vulnerable to weathering and surface runoff, leading to ongoing maintenance challenges and safety concerns. When a vegetated slope cannot provide the erosion protection required, CC products offer a robust, long-term erosion control solution, providing a hard armour surface helping to protect vital assets from degradation.
In the UK, CC will usually ‘green’ up over time as moss and algae grow in the fibrous top surface – enhancing visual integration into the landscape and passively absorbing carbon.
As an effective root growing weed suppressant, CC products help reduce future maintenance cycles and the associated costs of vegetation control, especially under access steps, in drainage channels, around signalling structures and for maintaining line of sight at level crossings. CC has been shown to prevent the growth of invasive species, evidenced by a Japanese trial to prevent knotweed growth that is entering its ninth year.
With infrastructure operators increasingly focused on maintaining and enhancing existing assets rather than building new ones, CC products are proving a key enabler for rail resilience. The Concrete Canvas® T-Series GCCMs are BBA-certified with a design life in excess of 120 years for erosion control applications – making it ideal for long-term asset protection.
Whether lining crest drains, extending the working life of an ageing culvert or protecting an embankment, CC products ensure that existing infrastructure remains
fit for purpose for decades to come, avoiding the cost and disruption associated with major rebuilds.
As a trusted supply chain partner to Network Rail since 2009, Concrete Canvas Ltd has collaborated on over 600 projects nationwide. The material has been adopted by a majority of Tier 1 and Tier 2
‘With a BBA-certified 120+ year design life, rapid installation, and a lower-carbon footprint, Concrete Canvas® products are helping put Britain's rail infrastructure on a stronger, greener track.’
contractors, including QTS, BAM Nuttall, Balfour Beatty, Costain, AmcoGiffen, Alun Griffiths, and Story Contracting.
CC products are also listed within the Network Rail Standardised Task Portal, streamlining specification and procurement. As CP7 ramps up, a proven track record across CP4, CP5 and CP6 frameworks highlights CC’s alignment with Network Rail’s priorities, from reduced line possession and improved safety, to helping meet carbon and sustainability targets.
Recent standout projects include work at Slochd, Charfield and Bath Road Cutting, where CC products were used to rapidly line drainage channels, mitigate weather-related erosion, and bolster trackside stability.
One Bulk Roll of CCT2® can cover the same surface area as two 6m³ ready-mix trucks, and just a single articulated lorry load can offset the need for up to 30 mixer lorry deliveries. This drastically cuts down on vehicle movements, reducing both emissions and on-site congestion.
In terms of installation efficiency, CC products can be laid at rates exceeding 200m² per hour. Its minimal equipment requirements and straightforward deployment – simply unroll, cut, secure, and
hydrate – results in reduced line possession times and lower overall project costs. This fast turnaround is particularly beneficial on live rail sites, where every hour of disruption avoided translates into cost savings and improved service continuity.
Working with Concrete Canvas® GCCMs is not only practical – it is more sustainable than conventional concrete solutions.
Concrete Canvas Limited have recently improved their concrete formulation, the T-Series formulation reduces embodied carbon by 33 per cent compared to the original CC product line. Independent lifecycle analysis has shown that when CCT2® GCCM is used to replace 150mm of ST4 poured concrete, it can deliver a carbon saving of over 60 per cent per project.
Built
As railway infrastructure faces growing pressure from extreme weather events, including flooding and landslips. CC is playing a role in improving climate resilience across the network, helping to manage surface water, reduce slope instability and safeguard vital connections.
A notable example is a flood alleviation scheme in Birmingham, delivered through a collaboration between Network Rail,
the Environment Agency and National Highways. CC products replaced the originally specified poured concrete solution, offering a 66 per cent reduction in Global Warming Potential and overcoming significant buildability challenges on site.
Concrete Canvas Ltd is not only helping clients lower their project-level carbon emissions – it’s driving systemic change across the sector. With ISO 14001 accreditation, solar-powered manufacturing, and a transition to electric company vehicles, the business is committed to its own net zero journey by 2050.
The company’s T-Series range has already delivered over 160 tonnes of CO2 savings for the rail sector since its launch, with further gains expected as more schemes adopt this lower-carbon solution. Concrete Canvas® T-Series GCCM have also received Environmental Product Declaration (EPD) certification, giving specifiers the transparency needed to evaluate carbon savings with confidence.
Concrete Canvas® GCCMs offer a durable, certified and sustainable solution to some of the most persistent challenges in rail maintenance and civil engineering.
Whether protecting slopes, lining culverts or extending the life of existing assets, CC products deliver fast, safe, lower-carbon installation – even in the most demanding environments.
With a BBA-certified 120+ year design life, rapid installation, and a lower-carbon footprint, Concrete Canvas® products are helping put Britain’s rail infrastructure on a stronger, greener track.
Tel: 0345 6801908
Email: info@concretecanvas.com
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Emma Partlow
Director of Consumer Engagement and Policy at Transreport
Emma Partlow is Director of Consumer Engagement and Policy at Transreport, she was celebrated as a finalist in last year’s Shaw Trust Disability Power 100. The awards champion the 100 most influential Disabled people annually for their impact and innovation in changing perceptions and creating a more inclusive society. Emma’s recognition in the new category of Transport, Retail, Service and Hospitality underscores her dedication to transforming the landscape of accessible travel and tourism, and creating a world view where inclusion is prioritised by all. Combining a wealth of industry and subject matter expertise in accessibility policy and legislation, with lived experience of Disability, Emma leads strategic initiatives with both key industry stakeholders and consumers to drive accessibility, increase feedback loops with global communities, and enhance product experience and engagement.
Sam Sherwood-Hale spoke to Emma Partlow, Director of Consumer Engagement and Policy at Transreport, about transforming accessible travel, challenging disability stereotypes, and her recognition in the Shaw Trust Disability Power 100
SSH: As Director of Consumer Engagement and Policy at Transreport, how do you balance incorporating lived experience with technical expertise when developing accessibility solutions for the transport sector?
EP: When developing solutions which address a specific challenge or problem, the first thing to remember is that the Disabled community is not a homogenous group. This is why we put such an emphasis on community outreach, collaboration, and conversation, listening to different people’s experiences and insights and ensuring our technology is developed with these at the core. This collaboration extends from local to global feedback loops. By involving people with a diverse range of access needs and experiences in our approach, we can work to create more flexible and inclusive systems that transform consumer experiences worldwide.
SSH: You mentioned that at age fourteen, you encountered a medicalised approach to disability. How has that experience shaped your current work in driving social change and accessibility improvements?
EP: At age fourteen, a consultant listed all of the ways my life would change, painting a bleak picture that failed to recognise how my Disabled identity could be empowering, and a catalyst for social change. That experience shaped my understanding of how Disability is often viewed through a restrictive, medicalised lens. Looking back, it caused feelings of shame that led me to try to conceal my impairment effects. Now, it fuels my determination to challenge these
narratives and drive meaningful change in accessibility. Being named on the Disability Power 100 2024, which recognises the most influential Disabled people, was a moment of deep reflection. There was a time I was written off and told I would not achieve my goals. This is a stark contrast to my life now as a proudly Disabled woman.
At Transreport, we champion the Social Model of Disability, recognising that people are Disabled by barriers in society – not by their impairments. This philosophy underpins everything we do, from increasing the way we gather feedback from the communities our technology serves to designing solutions that focus on reducing barriers in assistance processes to shape more inclusive experiences.
SSH: Transreport's Passenger Assistance technology was a finalist in the 2023 Apple Design Awards. What role did lived experience of the Disabled community play in this technology?
EP: Transreport's Passenger Assistance technology was a finalist in the 2023 Apple Design Awards. What role did lived experience of the Disabled community play in this technology?
In 2024, we created Transreport's Community Network. With an official launch set for March 2025, this initiative will ensure real-world insights continue to be integrated into our development processes. By continuing to root our solutions in lived experiences expertise as we grow, we ensure they address real needs and have the most meaningful global impact.
‘The future of accessibility lies in global collaboration and ensuring that people can benefit from technology even if they are not using it themselves. While technology's role in inclusive travel is crucial, we must also address structural barriers such as the Digital Divide and usability.’
SSH: With Transreport facilitating over 6.8 million assistances for Disabled and older people, what do you see as the next major challenge in making public transport more accessible?
EP: 2024 saw a significant global shift towards recognising the critical role of technological advancement in enhancing accessibility. At Transreport, we have consistently championed the power of technology to foster inclusive experiences. The next significant challenge is ensuring a fully integrated and supportive travel ecosystem – one where technology works in tandem with broader infrastructural changes to dismantle the structural and societal barriers that hinder true inclusion.
For example, the Disability cost of living crisis in the UK, highlights a critical issue: Disabled households face additional costs of £1,010 per month, amounting to roughly 63 per cent of the average income. This underscores that while technology can be key to driving progress, we must also go further by developing more holistic solutions aimed at reducing these economic disparities and fostering greater equity.
At Transreport, our commitment extends beyond technology. We are dedicated to creating solutions that address real user needs; solutions that not only enhance accessible travel but also empower people with diverse lived experiences to access the experiences they want to. We envision a future where travel is inclusive, allowing everyone to explore the world with confidence and dignity. This means designing solutions that are both innovative and user-friendly, factoring in the impact of the Digital Divide and the 67 per cent of
‘Being named on the Disability Power 100 2024 was a moment of deep reflection. There was a time I was written off and told I would not achieve my goals. This is a stark contrast to my life now as a proudly Disabled woman.’
SSH: With Transreport expanding internationally, what are some of the key differences you've observed in accessibility needs and approaches across different countries?
EP: At Transreport, the success of our continued global expansion is grounded in a deep cultural awareness and nuanced understanding of accessibility. While approaches to accessibility may vary across regions, the fundamental need for access is universal, regardless of industry or market. We have observed that the most effective accessibility initiatives balance cultural sensitivity with universal design principles. This perspective has strengthened our approach, enabling us to develop solutions that are both globally scalable and locally relevant, ensuring they meet diverse needs and expectations; ultimately widening our social impact and improving experiences for more users.
gaps, we can ensure that technological advancements enhance the travel experience for everyone, whether they are engaging with the technology directly or indirectly.
SSH: What's a common misconception about accessibility that you wish more people understood?
EP: While accessibility is being increasingly prioritised, it can still be viewed as a compliance exercise, rather than a fundamental business imperative. The true essence of accessibility is captured in the phrase ‘nothing about us without us’. Accessibility requires prioritising collaborative processes with Disabled people, to design solutions that effectively dismantle barriers and empower the best possible experiences for all.
people who report needing additional digital support to access technology.
Looking ahead to 2025, the focus must shift beyond technological advancements to proactively identifying and addressing structural barriers. Through this approach, we can do more than just facilitate travel; we can pave the way for increased independence and social participation for all.
SSH: Could you tell us more about how you're working to reduce stigma and barriers through challenging stereotypes surrounding disability in your role?
EP: In my role as Director of Consumer Engagement and Policy, I approach accessibility and inclusion as far more than a compliance checklist. It's a comprehensive commitment that requires deep, systemic integration into every organisational aspect, with end-user experience as our ultimate priority.
As a Disabled leader, I recognise the profound responsibility that comes with having a seat at influential decisionmaking tables. This position is a strategic opportunity to drive meaningful change and educate leaders about genuine inclusivity.
Critically, we need to understand that Disabled people are not a homogenous group and that approaches demand an intersectional perspective that acknowledges and champions diverse experiences, perspectives, and insights. This means continuously challenging narrow stereotypes and creating feedback loops that continually enhance our commitment to co-creation and the principle of ‘nothing about us without us’.
Combined with our industry expertise, these feedback loops ensure Transreport's technology and strategic initiatives dismantle barriers for Disabled and older people, and people with access needs; creating more inclusive experiences for all.
SSH: How do you envision the future of accessible travel, and what role do you see technology playing in achieving that vision?
EP: The future of accessibility lies in global collaboration and ensuring that people can benefit from technology even if they are not using it themselves. Whilst technology's role in inclusive travel is crucial, we must also address structural barriers such as the Digital Divide and usability. Transreport’s approach is directly addressing this critical global challenge, ensuring our solutions prioritise usability for a wide range of access needs whilst factoring in digital confidence.
We will continue working closely with both our industry partners and consumers to ensure our solutions consistently address real access needs. Our consumer-focused approach is key to developing solutions powered by consumer insights that foster empowering, confident travel for all.
SSH: Where do you see the biggest gaps between what technology can offer and what's currently being implemented in transport accessibility?
The Good Things Foundation identifies confidence as a major barrier to digital inclusion, with 67 per cent of people reporting the need for support to improve their digital skills. This underscores the critical importance of Transreport’s solution, which balances usability with technological innovation in the travel and transport sectors.
With a significant percentage of people experiencing barriers to accessing technology worldwide, we prioritise feedback from the communities our solutions serve, to ensure maximum accessibility.
The broader societal challenge is about implementing more widely accessible solutions. By actively addressing these
By embedding diverse perspectives and expertise at the core of an organisational approach, accessibility unlocks a dynamic opportunity to foster inclusion, collaboration, and innovation in order to create lasting impact.
SSH: What impact do you hope your inclusion in the Disability Power 100 will have on changing perceptions around disability in the transport sector?
EP: Being included in the Disability Power 100 places me alongside a remarkable group of peers who are all working to challenge and dismantle long-standing stereotypes around Disability. Representation and the celebration of lived experience expertise is vital in challenging attitudinal barriers in society.
By ensuring authentic inclusion, we can shift these preconceptions and pave the way for meaningful change in the transport sector and beyond. My hope is that this recognition sparks a shift towards greater understanding and continued transformation.
SSH: Your recognition in the Shaw Trust Disability Power 100 highlights your impact in transforming accessible travel. Can you share a specific initiative you're most proud of and how it has improved the travel experience for disabled passengers?
EP: Training and education is an ongoing initiative that I am proud of. Being able to influence stakeholders and organisations through public speaking, accessibility audits, workshops, and educational outreach and more means that accessibility knowledge and best practice can be transferred across the globe in multiple organisations.
Bringing a refreshing insight into the issues of accessibility and inclusion raises awareness and challenges misconceptions around Disability and inclusion, that provoke a shift in mindsets and, subsequently, change-making.
FOR SPANS OF UP TO 30mFROM FOOTBRIDGES TO HEAVY LOAD SUPPORT GIRDERS
Liam Henderson brings over 18 years of experience in rail and urban transport to his role as Chair of the Rail Innovation Group. A passionate advocate for innovation in the traditionally conservative rail sector, Liam leads the Recognised Innovation Scheme and specialises in creating bridges between established industry players and emerging startups. As co-founder of DataWharf, which transforms complex transport data into actionable insights, he has firsthand experience of the challenges facing small tech companies entering the rail space. His expertise spans transport innovation consulting, sustainable mobility strategy, and rail policy development, making him uniquely positioned to discuss the findings of RIG's Skills Beyond Scale report.
Sam Sherwood-Hale spoke to Liam Henderson, Chair of the Rail Innovation Group, about how small digital suppliers are powering the future of rail transportation and why their unique skills may hold the key to the sector's transformation
SSH: What determines the focus for your events calendar, and how do you decide which topics to cover throughout the year?
LH: Our events respond to industry challenges. We're currently focusing more on cybersecurity, and we have employer branding events coming up because our members are competing for the same AI skills as huge, well-known companies. How can our smaller members compete for talent?
As an organisation, we respond to developments from government or the rail industry. We're too small, and our members are too small, to change the landscape fundamentally. What we do is aim to help our members navigate the current landscape.
We anchor our annual programme around our research reports, which take considerable time to complete. The topics are informed by what's happening in the
industry at the time. For example, our Parcels as Passengers report came about during Covid when we were running almost completely empty trains on regular schedules – there was space available for small parcels and packages.
SSH: How do your events serve your diverse membership and their needs?
LH: The discussions we facilitate often lead to valuable connections. For instance, we convened a roundtable discussion following the Parcels as Passengers report which put our members around a table with large companies like DPD and Amazon, we've witnessed those 'genius moments' where a big company voices a challenge and our startups realise, 'I can just tweak what I'm doing to respond to that.' We’re excited for our upcoming roundtables which we are convening to discuss the Skills Beyond Scale paper.
Our events create multiple touchpoints for engagement. We mix online Munch & Learn sessions for members with in-person networking opportunities. These events are strategically designed to support the growth journey of tech companies in the rail space – from startup considerations like insurance liability to employer branding as companies scale, and advanced topics like responsible AI implementation.
SSH: In the Skills Beyond Scale report, you mention that SMEs are ‘the driving force behind rail innovation’. What inspired this initiative, and how have you seen these companies impact the rail sector?
LH: Firstly, I must give credit to Deb Carson, our Director of Initiatives, for much of the research that went into the report. We could see that as rail is waiting to transition to Great British Railways, some things have slowed down. Particularly, adopting new
‘We've noticed through our work that corporates and rail bodies find it extremely difficult to talk to start-ups because they're completely different worlds. The timescales, the time to turn things around, the permissions needed to do things, even the vocabulary they're using are different.’
technological developments has slowed. This is dangerous right now because AI and platform-based or native computing are advancing rapidly, while the rail industry is falling further behind what corporate industry is doing.
Our startups exist in both the rail sector and non-rail sectors. They're developing solutions targeted at all industries, going deep into emerging technologies that the rail industry isn't yet commissioning. But when the rail industry does get ready to commission these technologies, they'll be commissioning things they don't fully understand.
The point of the report was to highlight that the startups we rely on for new ideas and innovations are actively working on exciting developments which, in five years' time, the rail industry will need to know how to commission. Rather than panic about this gap, we wanted the industry to look at the SME and micro end of the supply chain to see what these companies are doing.
SSH: How do you see the timeline for adoption of these innovative technologies?
LH: That's the challenge we're highlighting in the report. Our recommendations to government are essentially: look at what startups are doing, as that's likely what you're going to need to be able to commission and specify in future products, so there is a real imperative to make procurement easier so that these companies can be part of the solution.
With the world economy heading towards challenging times, small companies are probably the fastest to respond. If trading patterns change and it becomes more
difficult to source things globally, small companies will be your quickest way of responding to those challenges.
SSH: The report highlights excellence in Data Science & AI among SMEs. What specific AI applications are these small companies developing?
LH: The most exciting developments involve predictive capabilities – whether it's predictive maintenance, operations, or scheduling. This includes ensuring people are in the right place, optimising maintenance schedules, and improving train scheduling. Alongside this, it’s the creation and exploitation of data which can help inform these predictive engines.
Several of our companies are actively building AI agents to offer to the rail sector. The rail sector doesn't necessarily need to understand what the agent is based on; it just needs to know what capabilities it provides. Where startups lead, others will follow, as such, the move toward platformbased native solutions means that there is little point in Great British Railways commissioning bespoke computing in two years' time because that's not where the market is heading – hyperscalers have already built the platforms industry can use.
SSH: How are SMEs adapting to emerging concerns like data sovereignty?
LH: I've been increasingly aware of concerns from operators across Europe about the sovereignty of their data and infrastructure. If you put everything into the cloud, you need to be guaranteed that it won't be restricted or interrupted. I think the large tech companies are responding to this with native environments and small companies can respond quite easily because they can move quickly to ensure data is hosted and processed in preferred jurisdictions. The downside is that it makes data marketplace concepts more difficult because you then need a data marketplace in each geographic location.
SSH: How does the Recognised Innovation Scheme you lead help bridge the gap between startups and the traditional rail industry?
LH: Encouraging the wider industry to talk to startups, and vice versa, is one of the most powerful things we can do. That's why our events are free to attend – we welcome everybody. The Recognised Innovation Scheme has two parts. The first recognises innovative cultures, and anyone can apply for that free of charge. Many recipients have been people who aren't senior leaders but deserve recognition so you can promote them as role models for change –change agents.
The second part is for recognised suppliers and skills. Members of our organisation can apply, and then we send
it to a panel for approval. It's a stamp of endorsement that the Rail Innovation Group has recognised something as innovative. This helps promote startups because when you're a small company, you're trying to make your tiny voice louder. When you go for a collaboration, partnership, or tender, you're not just an unknown – people have heard of you.
SSH: It seems like RIG serves as a translator between two very different worlds – startups and traditional rail. How challenging is this role?
LH: We've noticed through our work that corporates and rail bodies find it extremely difficult to talk to startups because they're completely different worlds. The timescales, the time to turn things around, the permissions needed to do things, even the vocabulary they're using are different.
We're trying to be the intermediary –reflecting what's happening in the startup world to rail organisations, and in our events and personal conversations, we reflect the reality of working in the rail sector to the startups.
There's obviously a filtering process when a startup talks to us. We're honest with them about whether we think there's any chance of them having success in rail. We warn them that their success could take a long time –because rail just works that slowly. If you've got an investor who wants a return in 18 months, you're going to have some difficult conversations if you're relying solely on rail.
SSH: The report mentions cross-industry technology transfer as a strength of SMEs. Can you share examples where solutions from other industries have been successfully adapted to rail?
LH: What's interesting is that we often see the same people return to rail after spending time in other sectors. The technology might filter back to rail in years to come – it comes full circle. Some startups move to other sectors like aviation or defence tech if they can't make money in rail quickly enough, but
‘Our startups exist in both the rail sector and non-rail sectors. They're developing solutions targeted at all industries, going deep into emerging technologies that the rail industry isn't yet commissioning.’
their innovations often find their way back to the rail industry.
It's not an easy place to have the classic startup journey because rail doesn't work in those commercial timescales. If you have technology that's specific to rail, you're likely to stay in the industry, but we can't kid ourselves about the challenges.
SSH: On your podcast, you've discussed different types of rail startups. Could you elaborate on that?
LH: In our What Moves Us podcast, my cohost Johannah Randall and I have discussed two sets of startups: those who want to make money quickly, sell, and exit (often with investor pressure), and those who genuinely like the rail industry and want to build a company for the long term to help the sector improve.
Most people intrinsically think rail is a positive thing – it's a sustainable mode of transport. Some people genuinely want to help the industry, while others have that full startup mindset, and if they can't make money in rail, they'll go elsewhere. That's when you lose great ideas, technology, and skills to other sectors.
SSH: Your report mentions barriers to growth for SMEs despite their strengths. What are the most significant obstacles these companies face?
LH: If you're not from a rail background, you might think that if you can save money in operations, that would be an obvious selling point. But in the rail sector, the people who benefit from a saving in operation costs aren't necessarily the ones who will pay for the product. Revenue goes to the Treasury, costs go to the public, and transport operators are paid to run trains.
Similarly, just because your solution can attract more passengers, operators might not be incentivised to increase passenger numbers – there's a cost to carrying more people. Added to this is a very complicated procurement landscape which means smaller companies must discover and navigate through a series of complex processes just to compete in the market.
The result of all this complication is that the rail industry works slowly, and that's a challenge for startups, especially if they have investors who want returns within 18 months. We're honest with them about this timeline issue.
SSH: How do you help startups navigate these complex rail industry structures?
LH: It normally looks like a mapping exercise. Most people think the train operators own their own trains, so we often have to explain that their solution might need to be pitched to leasing companies instead, which operate differently and remain one of the few commercial parts of the industry.
‘The most exciting developments involve predictive capabilities –whether it's predictive maintenance, operations, or scheduling. This includes ensuring people are in the right place, optimising maintenance schedules, and improving train scheduling.’
Since Covid and the move toward nationalisation, decision-making has slowed down considerably. Startups' expectations are getting further and further from what rail is able to offer. We try to gently steer them away from the parts of the industry that will present the biggest challenges.
SSH: Are there areas where you see untapped potential for innovation in rail?
LH: I would encourage people to look at the Rail Data Marketplace. The sheer amount of data that can be used, produced, and combined, and all the insights that will come from that, is a wealth of resource that I don't think is being tapped into enough at the moment.
Going back to basics, knowing the data and statistics helps inform product development and gives you something to measure. Combining data sets from the marketplace could either create new product development opportunities or provide metrics for performance evaluation. This could be anything from assessing how maintenance cycles impact customer satisfaction to evaluating different operators' approaches to ticket advertising.
SSH: With Great British Railways on the horizon, do you have hopes for how procurement might be better streamlined?
LH: I wouldn't propose specific changes at the minute because we don't yet know what's actually happening. We've seen initial discussions about who is regulating and authorising things, but that all seems subject to change until the bill goes into Parliament.
What we are concerned about is that if you move to a national body that makes national procurement decisions, it's going
to be very difficult for that entity to engage with startups. You'll have blanket rules and standards that startups will struggle to engage with, inform, or comply with.
I think what's needed is appropriate levels of procurement for the size of spend and the size of company you want to apply. Bigger companies naturally take longer to do things, which is why there are opportunities for large companies to partner with startups who have technologies that can help them be more responsive.
SSH: How does the UK compare to other countries when it comes to rail innovation?
LH: Historically, being a startup in Great Britain in rail has been easier than in other European countries because we've had a more commercial approach to the rail industry with multiple operators. If you move to one huge operator, the resources needed to engage with that operator will exclude many startups – a problem common in nationalised European operators.
SSH: What's the best way for rail companies and startups to get involved with your events and the group?
LH: Visit our website – there's a button for upcoming events. We are always open to new members, join the conversation, or host an event. Subscribe to our podcast What Moves Us, which now has over 75 episodes. Everything's on the website.
We have more events coming up this year, and we've left the autumn calendar relatively open to see what emerges from GBR or to respond to other industry developments. We'll also have our roundtable events coming up related to the Skills Beyond Scale report.
The Rail Innovation Group (RIG) is a non-profit organisation with a mission to help the rail sector diversify its supply chain to meet current and future challenges. RIG creates space for crossindustry collaboration, advocates for policy changes that make life easier for small companies, identifies and promotes innovation-friendly cultures, and actively works to find and promote new suppliers to the sector. RIG's diverse 2025 programming covers critical areas from cybersecurity and responsible AI to talent acquisition and startup liability issues, supporting tech companies at every stage of their growth journey in the rail sector.
With a focus on digital transformation, sustainability, and future talent, the event welcomed over 700 delegates from across the rail industry, highlighting the sector’s commitment to investment, progress and innovation
Delivered by Innovate UK, the UK’s innovation agency, in partnership with the Department for Transport, the event offered a first look at the latest advancements in rail from over 70 pioneering companies and featured winners of Innovate UK’s First-of-a-Kind (FOAK) competition, funded by the Department for Transport.
Speaking to Rail Professional, Luisa Moisio, Director of Research at RSSB, provided
valuable insights on innovation across the rail sector during her presentation. When asked how she envisions the Rail Technical Strategy evolving to support both incremental improvements and transformative changes, Moisio explained that the strategy serves a critical purpose.
‘The Rail Technical Strategy is there to capture the technical opportunities we have, and challenges we face, to improve the reliability and affordability of the railway, and make it more attractive to both people and freight’ she noted. Elaborating further, she pointed out that
‘the route maps for the five priorities already capture both incremental improvements and transformative changes, and they recognise where these improvements and changes are in their innovation journeys. Some ready for their deployment and embedding, others still at their feasibility or development stage.’
According to Moisio, one of the RTS's most significant contributions is recognizing and nurturing this diversity of approaches. Looking ahead, she added: ‘In the future we plan to further strengthen the thinking on the three enablers – data, culture and people
– so that they can truly underpin this range of changes.’
When discussing how RSSB ensures research and innovation align with practical needs outlined in the strategy, Moisio described their methodical approach. ‘We use the RTS to understand what goals and stepping stones we are best placed to lead or contribute, given our remit and capabilities, which span research, standards, health and safety, and sustainability’ she explained. Collaboration stands at the core of their methodology.
‘Importantly we also use the RTS to connect with others also working towards these goals and stepping stones. Whether it is Network Rail, a train operator, a ROSCO, an SME or a university, it is always about using the RTS to join up these efforts and make sure that they are greater than the sum, and that they provide a real tangible contribution to the direction of travel captured by the RTS.’
Maggie Simpson, Director General at Rail Freight Group, shared her perspective on the future of rail freight innovation amid industry changes. When considering what key innovations will be most crucial for the freight sector as Great British Railways (GBR) approaches, Simpson emphasised continued technological advancement.
‘Rail Freight needs to continue its journey of digitisation to drive productivity and improve service to customers’ she stated. Simpson also highlighted the importance of integration in future planning, noting that
‘GBR will need to Innovate in its systems to ensure freight is fully integrated in its planning and operational performance, making more use of data.’
Discussing how innovation funding could better address the specific needs of the rail freight sector, Simpson pointed to the value of incorporating freight considerations into broader rail innovations. ‘Often freight can be built into other innovations on the rail network, improving the business case and outcomes,' she explained. Simpson emphasised the economic realities facing the industry and the critical role of continued
‘There’s a huge appetite to invest in the railway and make it better. Everybody I see in parliament wants more railway, not less. They want it to work better and they want to see more investment. It’s a good culture for us to have.’
Lord Hendy, Rail Minister, delivering the keynote address
support, adding: ‘In a low margin industry support for innovation is hugely valuable, and needs to continue under GBR.’
Angie Doll, Trustee at Women in Rail, offered insights on creating an inclusive railway environment based on her extensive industry experience. When asked about specific innovations needed beyond recruitment to foster inclusivity in railway operations, Doll emphasised the importance of retention strategies. ‘To be a thriving innovative industry, we must not only attract the best talent but also focus on retention and career development once they are in the industry’ she explained.
Drawing from her experience at GTR, Doll highlighted successful initiatives:
‘We recently celebrated ten years of our partnership with the King's Trust – schemes like this have led to long bright careers in rail where we have seen people first start on the station platform and now become station managers or team leaders.’
Reflecting on her own career journey, Doll underscored the value of clear advancement opportunities. ‘I myself started as a station manager and that is why I know showcasing potential career pathways for advancement and investing in mentoring, leadership training and apprenticeship programmes is so important to building an inclusive environment’ she noted. She pointed to recent progress in this area, adding: ‘We recently launched a Level 3 and 5 leadership apprenticeship, with a specific focus on supporting female leaders in rail which we
hope will encourage women to feel supported in their career progression and is critical for our succession planning.’ Ultimately, Doll believes these comprehensive approaches contribute to industry strength, stating: ‘By investing in our people, fostering inclusivity and collaboration, and keeping customers at the heart of everything we do, I believe we will build a stronger more diverse railway for the future – one where everyone is welcome that delivers for the future.’
When discussing practical changes that have made the biggest difference in encouraging female representation across railway roles at GTR, Doll described their multifaceted approach. ‘We have a wideranging approach at GTR from considering environmental and infrastructure needs through to education and skills’ she explained. Addressing fundamental barriers was essential: ‘As a male-dominated industry, we initially found the need to make changes across our infrastructure to provide more facilities for women, policies needed updating to reflect female needs and uniform considerations had to be taken into account.’ Doll emphasised: ‘If you don't provide a comfortable environment for your people, you won't retain them.’
Strategic partnerships have proven valuable in their diversity efforts.
‘Partnering with organisations such as Women in Rail, the Women's Engineering Society and Career Returners provides critical support for women within the business and has helped us recruit talent from completely different industries’ she said, citing an example of cross-industry recruitment: ‘We recently had one lady join us as a trainee train driver after a career as a chef.’ Doll also highlighted the transformative impact of targeted outreach and recruitment strategies. ‘Given women often weren't aware of the opportunities in rail, we did school outreach programmes to
showcase the variety of roles available and used different platforms to advertise roles’ she explained. The results were significant: ‘This transformed the way we attract people into the industry – having researched which online platforms engaged women we saw that alone made a significant difference with applicants for trainee train driver roles jumping from 800 to 3,500 in the first year of changing our advertising platforms.’
Klara Ludinova and James Bevan, both Rail Innovation Leads at Innovate UK, shared complementary perspectives on supporting innovation within the UK rail sector. When asked about the metrics or success stories that best demonstrate the impact of the First-of-a-Kind (FOAK) programme, Ludinova emphasised tangible business outcomes. 'Our goal is to help companies grow their businesses and
support the commercialisation of their products,' she explained. 'The best measure of our success comes from feedback received from companies funded through our programme.' Illustrating this point with a typical example, she continued, 'An example of this feedback might be: "Thanks to the FOAK funding and IUK support, we were able to expand our startup from two to twenty employees and secure multiple commercial contracts for the use of our innovation."' For Ludinova, seeing funded innovations actually implemented provides ultimate validation: 'When we witness the growth of an awarded company and see their product in use on the operational railway, we know the FOAK programme is making a meaningful impact.’
Drawing from her engineering background, Ludinova identified key ingredients for successfully transitioning innovations from demonstration to
widespread implementation. ‘I believe that for any innovation to achieve widespread adoption, two key components are essential: good technical design and the early identification of target customers’ she stated.
She highlighted a common pitfall in the innovation journey: ‘It's common to see these two stages treated as separate –innovators focus on technical development first and only seek out customers afterward. This often leads to longer adoption
timelines.' The alternative approach yields better results, she noted: 'In contrast, when teams integrate a potential customer early on, implementation is typically faster and more effective.’
Her colleague James Bevan offered insights into how the pair collaborate to provide comprehensive support for UK rail innovation. ‘We divide responsibilities based on capacity, expertise, and personal interest’ he explained, referencing a recent example of their flexible working arrangement. ‘For FOAK 2023, while Klara was on maternity leave, I had the pleasure of managing the whole programme and working closely with the successful projects. I really enjoyed spending lots of time with projects and to see their final demonstrations.’
Looking toward industry changes on the horizon, Bevan addressed Innovate UK's role in helping align innovations with the future needs of Great British Railways. ‘Innovate UK offers a wide range of products and services and remains adaptable and agile based on requirements’ he noted. Their approach involves active stakeholder engagement across the sector: ‘We are actively engaging with GBR, Network Rail, and the DfT to explore how we can provide the best support, building on the work we already complete.’
AI-driven Systems Approach to Training is reshaping the UK Rail industry
Safety First - ensures confidence and capability in safety-critical roles
Return on Investment - cuts training development costs by 90% while boosting performance
Regulatory Compliance - provides a clear ‘golden thread’ to requirements
Skills Validation - delivers the right skills, to the right people, at the right time
Contextualised - tailors learning using your organisation’s data
David Crowe is CEO of Agilexe, and brings extensive learning and development experience in global defence and high-hazard industries to the Company.
Agilexe, established in early 2023, transformed from a learning management consultancy into a technology business specialising in AI-driven training solutions for safetycritical industries including rail, defence, and nuclear sectors.
Want to know more about Agilexe?
Email: enquiries@agilexe.co.uk
Visit: www.agilexe.co.uk
Tell us about your career before you joined Agilexe?
I’ve had a varied career! I served 16 years at sea in the Royal Navy, and left that with a burning desire to be my own boss and start my own business. Amongst other enterprises, I specialised as a serious incident investigator supporting organisations around the world (including the rail sector) to establish the true root causes of incidents such as fires, floods and fatalities.
Having seen the effects of training not supporting workers in high hazard industries, I was left with a determination to provide employers with a way of ensuring that they could give employees the best possible training and in doing so, helping protect people and the organisations they work for.
When did you first start the company?
Agilexe started as a technology business in early 2023. Previously we had been a learning management consultancy, following traditional manually intensive processes to complete training needs analysis and training design projects.
What was the inspiration behind starting Agilexe?
The founders are a team of operational and learning and development professionals who have spent years immersed in high-hazard, compliance-driven environments, including rail, defence, nuclear and mining. We have repeatedly seen how manual, disjointed
‘Agilexe primarily works in sectors where precision, safety, and compliance are paramount’
training processes slowed progress, absorbed valuable time, left critical skill gaps undiscovered and ultimately didn’t provide learners with the training they expected or required.
To counter these weaknesses we came to the conclusion that there had to be a more efficient and effective way to conduct training needs analysis (TNA) and training design, and we started harnessing cutting-edge AI and Large Language Model technology to automate and enhance the parts of TNA and curriculum design that were most prone to human error and bottlenecks.
The result is a suite of Systems Approach to Training (SAT) compliant applications –Shadow, Schema, Sphere and Sift –purpose-built to bring speed, consistency, and rigour to the entire training lifecycle. By reducing tedious administrative tasks and embedding compliance checks at every stage, our applications free organisations to focus on what truly matters: delivering safe, effective, future-ready training for industries where mistakes can carry serious consequences.
Agilexe primarily works in sectors where precision, safety, and compliance are paramount – often referred to as heavily regulated or safety-critical industries.
These typically include:
• Defence – ensuring rigorous alignment with frameworks such as the Defence Systems Approach to Training, while maintaining high-stakes operational readiness.
• Nuclear and High-Hazard Industries – addressing complex safety regulations and ongoing training requirements where human error can have significant consequences.
• Rail and Transport – managing evolving skill demands, strict operational procedures, and rapid technological advancements to keep networks running safely and efficiently.
In each of these areas, Agilexe’s AI-driven applications (Shadow, Schema, Sift, and Sphere) help organisations streamline training processes, embed compliance, and adapt to constant change, ensuring that workforces are well-prepared, safe, and future-ready.
What is your Unique Selling Point?
Our applications were developed to create end-to-end training solutions, specifically tailored for safety-critical, complianceheavy environments, and have been extensively used by customers operating in these sectors.
By using AI and machine learning all training outcomes ensure:
• Embedded Compliance. Our applications (Shadow, Schema, Sift, and Sphere) weave regulatory requirements directly into the training process – minimising errors and audit risk.
• Organisations can keep pace with change. By automating and unifying TNA, design, and content curation, organisations can now keep training up to date, relevant and delivered in time to meet an ever changing need.
• Fully contextualised training can be cost effective. Harnessing the power of AI and machine learning, our applications enable organisations to create fully contextualised and bespoke training for their employees at the cost of generic, off the shelf solutions.
Evidence from customers shows a significant increase in training content quality is being achieved at 90 per cent of the cost and time of the equivalent manually-focused process, leading to better training content for learners and analysts and designers who are once again able to enjoy the work they are being asked to complete.
SAT as a process has been around for 50 years and automation has only just caught up to truly support it!
What types of products and services do you offer?
Agilexe’s six products embody the principles of hybrid data science, pedagogy, and visualisation, and deliver comparable efficiency improvements. Ultimately, these advancements will enhance personnel capabilities within the training and learning landscape, enabling a more rapid deployment of well-trained individuals into operational roles.
How can the industry tackle its skills shortage and how do you recruit/retain/ train your staff?
Many UK based industries have to address a skills shortage, and rail is one of them. There are various strategies that could be adopted, such as attracting new talent through targeted outreach to schools and underrepresented groups, while simultaneously fostering industry-wide collaboration by establishing shared standards and joint training programmes.
Furthermore, utilising technology for AIbased training needs analysis and modular learning complements the strategy of promoting upskilling and career progression
through clear role pathways and continuous development. Additionally, enhancing retention through mentorship, competitive benefits, and flexible working arrangements works in conjunction with implementing proactive workforce planning with predictive insights and strategic partnerships.
Moreover, retaining existing employees through better quality training and improved workplace support is equally crucial to addressing the shortage. However, despite many bodies such as the National Skills Academy for Rail and others trying to achieve some or all of these suggestions, there is no one easy solution to this complex challenge.
What are some of the biggest challenges this sector currently faces and how do you think that Agilexe can help meet them?
Despite being newcomers to the rail industry, we have seen a sector that is balancing aging infrastructure with modernisation projects, strict safety requirements, and workforce development. Evolving roles and rapidly changing skills add to recruitment challenges and skill gaps – particularly for specialised positions like signalling engineers. At the same time, the industry faces capital-intensive projects, tight budgets, and a pressing need for continuous compliance checks under stringent regulations.
Our AI-supported applications address some of these by streamlining training from the ground up. Shadow automates Training Needs Analysis, mapping new competencies as infrastructure evolves and embedding compliance checks. Schema creates structured training frameworks, while Sift curates targeted, up-to-date content for specific roles. This approach not only saves time and resources but also ensures no safety-critical skills are missed.
Finally, Sphere can be used to generate engaging training content tailored to modern learners for both the formal training environment and the workplace, ensuring that learners can reach a level of competence that meets the requirements of them and the organisation.
What makes Agilexe’s approach to technology different?
AI on its own is not cure for all ills, but used in the right way with the right supporting structures around it, it can prove to be very powerful tool that allows users and organisations to revolutionise how business as usual workloads and processes are completed, not just to the benefit of the organisation but also transforming employees working environments.
Our team has a deep and thorough understanding of the requirements of the Systems Approach to Training process, and of the modern technology that's available to support it, and is one of the answers to supporting training in the rail industry.
Shadow leverages AI and LLM technology to revolutionise the Training Needs Analysis process, delivering savings of over 90 per cent when compared to traditional methods.
Schema is Agilexe's design application that lays the framework from which learning content for individuals and teams can be entirely aligned to the operational need.
Sphere is Agilexe's content development application that generates classroom and workplace training content (e.g. PowerPoint, classroom activities, assessment schemes etc) delivering the knowledge, skills and behaviours required within the business.
Scrutineer is Agilexe's assurance toolset that provides a data driven measurement and evaluation of processes, activities and personnel in support of the business objectives. Coming in Q3 2025
Spirit is our behavioural, cultural and human performance toolset that identifies and supports cultural change requirements and recommends appropriate interventions. Coming in Q4 2025
Sift is our Retrieval Augmented Generation (RAG) application that interrogates your documentation to personalise and contextualise the outputs. Sift is integrated into all of our applications.
Clive Owen, director of A1 Loo Hire since its launch in 2004, has expanded the company to seven UK depots, including South Wales, Wokingham, Oxford, Coventry, Portsmouth, Essex, and Taunton, establishing it as the UK’s leading portable hire provider for construction and events.
How did you get started in the industry?
I was working for a tool and plant hire company called Beechwood Hire in the late 1980s, when portable toilets first came to the UK market from the United States, and that company was one of the first to invest. They were later bought out by Brandon Hire whom I continued to work for until moving on to Toilet Hire UK.
When did you join the company?
I left a company called Toilet Hire UK who were a division of Speedy Hire in 2004 and started A1 Loo Hire with my current business partner Russel Pike in 2005.
What is your role within A1 Loo Hire?
I am the Director of A1 Loo Hire and Managing Director of A1 Group of Companies, which holds the following divisions; A1 Wet Waste, A1 Loo Hire, A1 Wokingham Car Spares and Metal Recycling.
How did you start at A1 Loo Hire?
In March 2004, with new toilets and trucks on order but not yet delivered, myself, my right-hand man Mark Pelzer, and colleagues had to source equipment from Graham Nixon at Nixon Hire. We drove to Newcastle to collect these and deliver them to London to fulfil a commitment to Melvin Benn of Mean Fiddler. Our determination ensured the success of the St. Patrick's Day Festival, which sparked the beginning of A1 Loo Hire and established our reputation for reliability in event sanitation.
What challenges have you faced in the industry?
A1 Loo Hire, established in 2004, operates portable toilet rental services from seven UK depots. The company provides sanitation solutions for construction sites and events, with recent expansion into eco-friendly units and a specialized Rail Division serving Great Britain and Northern Ireland.
Want to know more about A1 Loo Hire?
Tel: 0118 989 4652
Email: loohire@a1groupuk.com
Visit: www.a1groupuk.com
Before Covid, our biggest challenge was smaller companies undercutting us on hire rates due to lower overheads in training and investment. Since Covid, the value of higher service standards, quality equipment, and proper training has become clearer, and customers now appreciate our service level and value for money even more. What success have you experienced in the last twelve months and how do you measure success?
Our success is measured by customer retention. We rely less on advertising and focus on delivering excellent service, ensuring repeat orders and gaining new business through recommendations.
What does sustainability mean to you?
At A1 Loo Hire, sustainability is at the heart of everything we do. It means taking responsibility for our environmental impact and continuously seeking ways to reduce our carbon footprint while maintaining the highest standards of service. Our commitment to sustainability
is demonstrated through tangible actions, such as introducing electric service vehicles – making us the first member of Portable Sanitation Europe (PSE) to embrace this innovation.
This move is just one step in our journey towards a fully sustainable fleet and a greener future. For us, sustainability is about more than just meeting targets; it’s about driving positive change for our customers, communities, and the environment. Through ongoing investment, innovation, and responsible business practices, we are dedicated to building a cleaner, more efficient future in portable sanitation
‘Sustainability is at the heart of everything we do. We were the first member of Portable Sanitation Europe to introduce electric service vehicles – just one step in our journey towards a fully sustainable fleet and a greener future.’
Tell us about A1 Loo Hire, Rail Division.
A1 Loo Hire’s Rail Division has been delivering eco-friendly welfare facilities to the rail industry for over a decade. Operating 24/7 across Great Britain and Northern Ireland, we provide servicing, delivery, and collection of welfare and tool facilities—ensuring support whenever and wherever it’s needed.
What is your Unique Selling Point?
With climate change a constant concern for public sector services, we have designed and manufactured our own bespoke range of eco solar powered units which we are continuing to expand to meet the high demand. From our eco-vehicles to eco-welfare units, everything we use on the rail industry has the environment in mind.
What types of companies do you collaborate on projects with?
We collaborate with a range of industryleading companies, including Sunbelt Rentals on HS2 projects, as well as Balfour Beatty, Balfour Beatty Rail, and Wernick Hire, among others. Our partnerships span major infrastructure, rail, and construction projects, ensuring high-quality welfare solutions across various sectors.
With rising fuel prices, increased congestion, and the growing demand for sustainable transport, rail travel has become a crucial part of the shift to greener mobility
However, many outdoor station environments still rely on outdated or inefficient lighting systems that fail to provide comfort, safety, or energy savings. Improving the way these spaces are lit can play a major role in boosting commuter confidence, reducing operational costs, and supporting broader decarbonisation goals.
Urbis Schréder is a trusted provider of high-performance outdoor lighting solutions. As part of the global Schréder Group, the company combines deep technical expertise with a strong focus
on design, sustainability, and smart technologies. With decades of experience in delivering lighting for transport networks, city streets, and public spaces, Urbis Schréder helps partners create safer, more connected environments that are futureready and environmentally responsible.
Lighting plays a critical role in making railway infrastructure safer, more efficient, and more welcoming for passengers. From station platforms and car parks to tunnels,
footbridges, and junctions, each space within a station environment requires a tailored lighting approach. Effective illumination improves visibility, reduces crime, supports accessibility, and enhances the overall passenger experience – particularly during night-time and off-peak hours.
At the same time, the rail industry is under pressure to reduce energy consumption and operating costs. Upgrading to LED systems and integrating intelligent controls can deliver both environmental and financial benefits, ensuring lighting is only used where and when it’s needed.
A key tool in this transition is Schréder’s EXEDRA, a smart Central Management System (CMS) developed by Schréder. Built on open standards, EXEDRA enables full remote control and monitoring of lighting infrastructure. Operators can track realtime energy consumption, detect faults, and apply adaptive lighting strategies such as dimming during off-peak periods.
This level of control supports up to 85 per cent energy savings while improving operational resilience and service continuity. Maintenance teams can respond more quickly to issues, and lighting usage can be fine-tuned to match actual conditions –reducing waste and maximising safety.
To further support sustainable development, Schréder has partnered with solar lighting specialist Photinus to offer advanced off-grid solar solutions tailored for rail environments. These systems are ideal for areas where trenching or cabling is not feasible, such as remote access routes, overflow car parks, or low-traffic platforms.
By blending Photinus' proven solar technology with Schréder’s smart lighting expertise, the partnership offers robust, long-lasting solutions that reduce emissions without compromising performance.
With every solar-powered luminaire, this collaboration advances the rail industry’s shift to clean energy and low-carbon infrastructure – creating a sustainable legacy for future generations.
Railway stations are dynamic environments. Each zone – from ticket halls and pedestrian underpasses to drop-off points and cycle storage areas – presents unique challenges in terms of safety, visibility, and user comfort.
Well-designed lighting plays a major role in making passengers feel secure and confident, whether they are arriving early in the morning or late at night. LED solutions provide consistent brightness, better colour rendering, and improved directional control, helping to eliminate dark spots and improve the quality of the space.
At the same time, energy-efficient systems reduce running costs and maintenance requirements. Long lifespans and durable components mean fewer interventions and lower disruption to station operations.
Billingham Station, a key hub with connections to Newcastle and Whitby, recently underwent its most significant upgrade in over 50 years. Delivered by AMCO GIFFEN, the project introduced a fully accessible, step-free route between platforms, including two lifts to support passengers with reduced mobility, luggage, bicycles, and pushchairs.
‘Every train journey begins and ends in a station. These spaces shape how travellers perceive the entire rail network. As gateways to towns and cities, modern stations must offer safe, welcoming environments that operate efficiently around the clock.’
Jeremy Palmer, Managing Director, Urbis Schréder, UK & Ireland
To illuminate the upgraded footbridge and ensure a safe, welcoming environment, Urbis Schréder’s ALINEA LED Handrails were installed. These discreet, integrated lighting solutions blend functionality with sleek design, providing continuous, glarefree illumination along the pedestrian route.
With more than five decades of experience in rail lighting – including early market-defining projects like Jacobs Ladder in Cornwall – Urbis Schréder has continually refined and advanced its lighting solutions, ensuring they remain among the most reliable and efficient in the industry. This leadership stems from real-world insights and a commitment to evolving technologies, enabling the company to consistently meet quality, longevity, and budget demands across complex infrastructure projects.
Proper lighting is often overlooked but plays a vital role in protecting infrastructure investments and ensuring long-term usability. Projects like Billingham demonstrate how integrated, performanceled lighting can elevate the travel experience while enhancing safety and accessibility.
Sustainability is built into the design of modern lighting systems – not just through lower energy use, but also through long-term material choices and lifecycle performance. Using durable, recyclable materials and modular designs helps minimise waste, extend system life, and reduce the environmental impact of infrastructure projects over time.
Smart controls and energy-efficient luminaires also allow networks to adapt to changing requirements without full-scale overhauls, supporting both budgetary and climate goals.
While railway networks are a key focus, these lighting solutions are just as effective across wider urban environments. From city streets and civic buildings to sports venues and waterfronts, flexible systems allow for
full customisation and integration into the surrounding architecture.
This adaptability means that once a smart lighting strategy is in place, it can often be extended across other parts of a local authority’s portfolio – helping to create cohesive, connected, and cost-efficient public spaces.
As cities and transport networks evolve, the role of lighting is also changing. Platforms like Schréder’s EXEDRA are helping transform lighting from a passive utility into an active part of smart urban infrastructure. Features such as motion sensors, dimming schedules, and energy-use analytics allow authorities to make data-driven decisions, respond faster to problems, and plan more effectively for the future.
These technologies also help authorities meet environmental reporting requirements and sustainability targets by providing accurate, real-time data on energy usage and carbon reduction.
Lighting not only contributes to safety and visibility – it also shapes how a space feels. From highlighting architectural features to guiding pedestrian flow, lighting has a strong influence on how passengers experience a station. High-quality luminaires with clean, modern design can reinforce the identity of a transport hub while supporting accessibility and ease of use. For historic or heritage sites, lighting can be used subtly to preserve character while enhancing safety and navigation. In newer developments, it can help define a bold, contemporary atmosphere that aligns with modern transit goals.
One of the clearest advantages of modern lighting is its return on investment. With significantly reduced energy use, lower maintenance demands, and the potential for automation, lighting upgrades often pay for themselves in just a few years. These savings can be reinvested into infrastructure improvements, station services, or wider sustainability initiatives – delivering ongoing value across the board.
To find out how connected lighting solutions can support your infrastructure goals, get in touch with the team via the contact information below and together, we can build safer, smarter, and more sustainable rail environments.
Tel: 01256 354446
Email: sales@urbis-schreder.com
Visit: www.uk.schreder.com/en
Workforce protection barriers with proven ALO, avoiding all line closures and costly programme delays with adjacent line open
Secure your workforce with trackside refuges built from with Retainer-Rock®, Legato® , Duo™ or Vee-Rock™ retaining walls and interlocking blocks
Ensure rail transport networks remain operational with embankment retention, using a choice of versatile interlocking blocks
Protect people, services and infrastructure with channels, troughs, cable protection covers, indicator posts and utility protection covers
Hoarding and fencing stabilisation, with ballast or counterweights, using above ground/no dig fencing and hoarding systems
Protect rail lines and stations from unwanted visitors with our bollards, Jersey-Lite™ , Jersey barriers and security block solutions
Elite Precast Concrete’s interlocking walling system has become an essential component in enhancing safety and efficiency within the rail sector
Elite’s innovative Legato® and Duo™ concrete blocks offer several key benefits for railway infrastructure projects:
Adjacent Line Open (ALO) Operations
The Legato® interlocking block system has been successfully implemented to create solid barriers between open rail lines and those under maintenance. This allows work to be safely conducted adjacent to live lines, reducing the need for all-line possessions and minimising disruptions. The system is particularly valuable for Adjacent Line Open (ALO) or All Line Open operations, which is crucial for reducing disruptive access on busy areas of the rail network.
protection
This barrier provides a physical protection for track workers, addressing safety concerns highlighted by incidents like the Surbiton station accident in 2021 and has led to improved safety measures during maintenance operations.
and flexibility
Elite’s interlocking blocks are made from high-strength concrete and feature integral lifting options, making them ideal for creating robust barriers. With a long design life, there blocks offer long-term durability without the expense and disruption associated with in-situ concrete.
Rapid deployment
The interlocking design allows for quick assembly and disassembly, providing a
flexible solution for various railway projects. This was demonstrated in a Network Rail project where the blocks were used to create a ‘real virtual wall’ along a half mile stretch of track, saving a 72-hour all-line possession and reducing customer disruption.
Elite’s interlocking blocks have multiple applications within the rail sector, including:
• Creating refuges.
• Building retaining wall.
• Constructing fire breaks.
• Forming blast and push walls.
• Providing security and traffic management solutions.
With the Legato® and Duo™ interlocking blocks available within days from Elite’s manufacturing works in Shropshire, the choice of block depends upon the project. Each block features a cast-in lifting pin for easy loading and installation without the need for expensive specialist lifting equipment, reducing site costs and extended waiting times.
The Elite Legato® and Duo™ blocks are made from 100 per cent natural materials, sourced from local quarries and are 100 per cent recyclable at their end of life. This combined with their long life is sure to help with your sustainability goals.
By keeping large stocks, Elite Precast is able to offer fast deliveries on different vehicles, including artic and rigid vehicles with or without crane offload facilities.
The interlocking blocks are Class A1 Fire Resistant, so can be used as part of your FPP (Fire Prevention Plan) and are recommended for use by many insurance companies as fire breaks.
Elite Precast Concrete’s products have received RISQS (Railway Industry Supplier Qualification Scheme) approval, ensuring they meet the highest industry standards for safety and reliability in rail infrastructure projects.
‘Elite's Legato® interlocking block system creates solid barriers between open rail lines and those under maintenance, allowing work to be safely conducted adjacent to live lines –reducing the need for all-line possessions and minimising disruptions to rail services.’
It’s not just Elite’s interlocking blocks that are proving solutions to the needs of the UK rail operators, as the heavy-duty Jersey Barriers protect against unauthorised access, vehicle incursions and other threats. They are also used for traffic management, flood defence and edge protection within the rail infrastructure.
The Jersey-Lite™ barrier is a smaller, more agile barrier that is lighter and includes a channel to house lighting cable that allows you to illuminate any signage, making it ideal for train stations where you want to stop access to commuters.
By utilising Elite’s interlocking walling and barrier systems, rail operators can significantly improve worker safety, reduce project timelines and minimise disruptions to rail services while maintaining the flexibility to adapt to various project requirements.
Tel: 01952 588885
Email: sales@eliteprecast.co.uk
Visit: www.eliteprecast.co.uk
Modular welfare units play a crucial role in rail emergency response by providing essential support for remote, reactive, and emergency rail works
Welfare units play a critical role in supporting emergency rail response – helping teams stay safe, comfortable, and operational in remote or disrupted environments.
Temporary accommodation is typically associated with scheduled infrastructure works, but it plays an equally vital role in emergency rail settings. From storm damage to line-side faults, reactive works often require rapid deployment of people, equipment, and support infrastructure. Ensuring that teams have access to welfare facilities from the start is key to delivering a safe and effective response.
In these scenarios, both mobile and static welfare units offer practical, adaptable solutions. Designed to meet the needs of oncall or rotating teams, these facilities provide essentials like toilets, hot water, heated spaces, and areas for rest and recovery. This allows rail workers to manage fatigue and maintain high safety standards – even when working out-of-hours, overnight, or in isolated locations.
As climate-related disruption becomes more common, resilience planning is
increasingly a focus for rail infrastructure managers. Having flexible welfare provision that can move with the workforce helps ensure continuity during response operations. Modern welfare units are built to be self-sufficient, with features like efficient insulation, separate male and female spaces, drying rooms, and natural lighting, supporting worker wellbeing in often challenging conditions.
Importantly, welfare facilities also serve as a central coordination point during emergency operations. They provide a place for teams to regroup, access information,
and maintain communication throughout their shift. In high-pressure scenarios where clarity and cohesion are essential, these spaces offer more than just shelter – they support operational continuity.
Maintaining appropriate welfare provision during emergency works also speaks to the broader culture of care within the rail industry. A well-equipped welfare unit reinforces an employer’s duty of care and demonstrates that worker wellbeing is a priority, regardless of when or where work is taking place.
As expectations around workplace standards continue to evolve, particularly in terms of fatigue management and inclusivity, welfare provision is no longer a ‘nice to have’ – it’s an essential part of responsible planning. Emergency works may be temporary, but the impact of good (or poor) welfare facilities can last far longer.
Welfare units are one of the many moving parts that keep response operations functional. Quietly effective, often overlooked, but central to ensuring that the people repairing and maintaining the rail network are supported to do their jobs safely and well.
Tel: 0800 51 55 55
Email: Contact.Hire@wernick.co.uk
Visit: www.wernick.co.uk
Arriva Rail London appoints Operations Director
Arriva Rail London (ARL), which is responsible for running the London Overground network under a concession agreement with Transport for London (TfL), has appointed Charlotte Whitfield as the company’s new Operations Director.
New Managing Director of VTG Rail UK
VTG Rail UK has appointed Marc Hurn as its Managing Director. Marc has been promoted into the role from his previous position as the Sales and Marketing Director of the company, which he had held since 2023.
The overnight train service,
CMAC Group appoints Chief Operating Officer
CMAC Group, a leader in ground transportation, accommodation and disruption management, is pleased to announce the appointment of Matthew Ratcliffe as its new Chief Operating Officer (COO).
New Chair and Vice Chair for RIA Northern Ireland Leadership Group appointed
The Railway Industry Association (RIA) has appointed a new Chair, Tristan McMichael, and Vice Chair, Ashley Gierth, of the RIA Northern Ireland Leadership Group. Tristan is Business Development Director, Ireland and Northern Ireland at Alstom and Ashley is Senior Programme Manager at Babcock Rail.
Managing Director appointed at GTS
Chris Fowler will take on the role as Managing Director for GTS, the future operator of the Elizabeth line. GTS is a joint venture between Go Ahead, Tokyo Metro and Sumitomo Corporation and will be responsible for operating the Elizabeth line from 25 May 2025.
We are at the forefront of providing innovative technical solutions which enables our clients to meet their sustainability objectives.
Our inspired thinking approach allows us to utilise our long-term expertise to work in partnership with our clients to deliver resilient, bespoke and cost efficient solutions.
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