RAIL PROFESSIONAL OCTOBER ISSUE 316

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PUBLISHER

EDITORIAL

EDITOR

Sam Sherwood-Hale editor@railpro.co.uk

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COVER

EDITOR’S NOTE

We're living through a remarkable moment for rail technology. After decades of gradual digitisation, the industry is finally seeing the kind of breakthrough projects that deliver measurable, transformative results rather than incremental improvements.

Take Translink's Belfast Grand Central Station, which achieved 93 per cent compliance across over 13,000 auditable data exchanges while managing five parallel major contracts, earning Digital Construction Awards recognition as an ‘exemplar’ for BIM-first delivery. Or consider how AI-powered analysis is revolutionising infrastructure inspection, with Rhomberg Sersa Rail Group's work on the Gotthard Base Tunnel using machine learning to extract 20,000 rail sleepers from point cloud data at 97 per cent accuracy, drastically reducing inspection time whilst maintaining millimetre-level precision.

Meanwhile, Greater Manchester's Bee Network is trialling accessible wayfinding across five transport hubs, while cybersecurity threats intensify across light rail networks as operators integrate IoT systems and connected technologies. The Light Rail Safety and Standards Board has commissioned specialist risk assessments to help operators manage vulnerabilities that legacy infrastructure and fragmented stakeholder approaches have created.

Coming to this month's issue, we examine how these quantifiable digital strategies are reshaping the industry. Kieran Phillips from Cadence Innova explores AI applications from smart ticketing to predictive maintenance, highlighting trials at London Waterloo and Euston that demonstrate how passenger flow analysis can optimise station operations. We investigate cybersecurity frameworks that Mark Ashmore from LRSSB argues are essential as tramways move beyond isolated systems towards connected networks vulnerable to ransomware and data breaches.

Our interviews showcase practitioners delivering digital transformation across the network. Phil Williamson from Cairn Cross Civil Engineering reflects on 30 years building expertise across 60+ rail depots, while Mark Pink from Henderson & Taylor details the £15 million Barking Station refit that integrated 124kW solar systems with 80 KVA UPS installations powering every station light. Jacqui McLaughlin from Reactec explains how wearable monitoring technology achieved 61 per cent reduction in worker vibration exposure at J Murphy and Sons, and Tim Jones from Migo Consult discusses bridging the gap between rail's analogue heritage and digital future through practical partnership approaches.

We explore how major contractors are adapting, with Olivier Quindos from Alstom detailing supplier sustainability initiatives through the Supply Chain Sustainability School, while Susan Evans from Amey outlines their systems thinking approach to the £300 million Northern Powerhouse Rail framework. Our coverage includes Trimble's AI-powered feature extraction that processed 500GB of tunnel scan data to verify sleeper spacing within 60cm tolerances, enabling the world's longest rail tunnel to reopen on schedule after major derailment damage.

SAM SHERWOOD-HALE EDITOR

(DB Cargo UK, Toton Depot Wheel Lathe built by Cairn Cross)

All the latest developments from

16 Sam Sherwood-Hale spoke to Phil Williamson, Managing Director at Cairn Cross, about the company's journey from family business to national rail specialist

21 THE CHEEK OF IT

Recent rises in inflation point to a hefty rise in rail fares in 2026, much to the horror of campaign groups. Chris looks at the arguments 24 LAYING DOWN THE LAW

Keeping on the Right Side of the Law in the Boardroom

26 Sam Sherwood-Hale spoke to Mark Pink, Project Manager at Henderson & Taylor, about managing the £15 million Barking Station refit

VIEWPOINT

Peter Slater, CEO of CMAC Group on why workforce wellbeing must come first

INTERVIEW

32

Sam Sherwood-Hale spoke to Tim Jones, CEO of Migo Consult, about the company's partnership approach to railway transformation, the challenges of digitising a traditional industry, and how Great British Railways could unlock innovation across the UK's fragmented rail network 35

VIEWPOINT

Rob Johnson, an Analyst at Centre for Cities, explains why connecting cities is key to UK productivity

INTERVIEW

36

Sam Sherwood-Hale spoke to Jacqui McLaughlin, CEO of Reactec, about transforming workplace safety through wearable technology, the limitations of traditional risk assessments, and expanding across European rail networks following Ideagen's recent acquisition 41

VIEWPOINT

The High Speed Rail Group argues that extending safeguarding powers could unlock transformational investment and connectivity across the Midlands and North

INTERVIEW

Sam Sherwood-Hale spoke to Mika Lindén about EKEElectronics' evolution from a Finnish gateway specialist to a global leader in rail modernisation 46

Sam Sherwood-Hale spoke to Olivier Quindos, Procurement Director UK and Ireland at Alstom, about how the rail giant is using the Supply Chain Sustainability School to drive CSR improvements across its supplier base

50

Sam Sherwood-Hale spoke to Susan Evans, Rail Business Director – Consulting at Amey, about her journey from aerospace to rail consulting

Supported by Strategic Partners

The impacts of severe weather and climate change are already being felt across a range of UK industry, and rail is no exception. The Met Office and Network Rail have linked up to look at long-term planning and

DIGITAL RAILWAY on custom rail feature extraction speeds up analysis and boosts safety

DIGITAL RAILWAY

, Senior Consultant at BRE and consortium member for the Innovate UK BuildAudIt project, outlines how AI is enabling rail operators to decarbonise their

DIGITAL RAILWAY

, COO of Calypso Networks Association, explores the transformation of physical and digital

DIGITAL RAILWAY

, Head of Safety and Assurance at the Light Rail Safety and Standards Board on cybersecurity threats and solutions

BUSINESS PROFILES

Peter Hughes, Matthieu Quyollet, Steve Higham,

CIRO-Endorsed Signaller Training Expands Across Scotland

Following the successful launch of the Diploma in Initial Signaller Training (IST) at Network Rail’s training centre in York, the endorsed programme is now being has now rolled out across Network Rail’s Scottish sites, signalling the next phase in the nationwide enhancement of signaller development.

Developed through a collaboration between CIRO Awarding Organisation (CIROAO) and Network Rail, the 10week IST programme blends rigorous theoretical instruction with immersive virtual simulator sessions. It provides aspiring signallers with the essential skills, operational knowledge and professional standards required to excel in one of the railway’s most safety-critical roles.

The programme’s extension into Scotland reflects Network Rail’s continued commitment to consistency, quality, and operational excellence across all regions. Delivery at Scottish sites is supported by robust internal quality assurance and

the endorsement of CIRO, the UK’s Professional Chartered Institution of Railway Operations?

To mark the Scottish rollout, representatives from CIRO and Network Rail, along with a cohort of learners gathered at the Perth training centre for a celebratory photo opportunity. CIRO looks forward to working alongside the training and assessing teams in Scotland

Nadine Schmid, CIRO’s Head of Awarding Organisation Centres and Quality Assurance, visited the site to join staff in recognising the programme’s continued success and to meet the team leading delivery in the region.

Victoria Danskin, Training and Development Manager for Network Rail said:

“The IST diploma endorsed by CIRO, professionalises the hard work our delegates and trainers put into the course, congratulations to all involved. It’s the first time in Scotland that

the qualification of signallers has been professionally recognised and accredited. This will be a game changer in how we retain and attract talent into our industry.

Reflecting on the progress of the IST programme, Justin Willett FCIRO, Director of Operational Capability at Network Rail, commented:

“The Diploma in Initial Signaller Training (IST) represents an exciting step forward in shaping the future of railway operations. Our collaboration with the CIRO marks a pivotal moment in the professionalisation of our signaller colleagues. With this endorsement, the programme not only meets the highest industry standards but sets a bold new benchmark for excellence. By developing the next generation of signallers with technical expertise, and operational integrity, we are not just preparing a highly skilled workforce and recognising the professionalism of the role- we are shaping the future of the rail industry and driving innovation across the network”.

Nadine Schmid added:

“Seeing the IST programme successfully delivered in Scotland is incredibly rewarding. It reflects our shared commitment to raising operational standards and ensuring all signallers, regardless of region, receive the highest-quality training and development.”

As the IST programme continues to roll out across the UK, it sets a new benchmark for industry training and lays the foundation for future growth, innovation and excellence in Signalling, and wider railway operations.

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

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

For more information on CIROendorsed training and how your organisation can collaborate with CIROAO, visit www.ciro.org/awardingorganisation

RIA Calls for Enhanced Export Support for UK Rail SMEs

The Railway Industry Association has published a new Insights Report recommending improved support mechanisms for UK small and medium-sized enterprise rail exporters, following comprehensive consultation with industry stakeholders. The analysis addresses barriers facing companies seeking to capitalize on global rail market growth projected at 3 per cent annually through the end of the decade.

Current UK rail exports exceed £1 billion annually, comprising £454 million in railway equipment and £613 million in services, supporting approximately 12,500 jobs across the domestic supply chain. The global rail supply market is forecast to reach €240.8 billion by 2027-2029, presenting significant expansion opportunities for British companies.

Key recommendations include enhanced signposting of available export support and training programmes, improved coordination in sharing overseas market intelligence, and clearer visibility of

UK Export Finance services for unlocking financial support and procurement opportunities. The report advocates establishing clearer pathways between Tier 1 companies and SMEs to strengthen the railway industry's export capabilities.

Joy Grover, Chair of RIA's Rail Exports Leadership Group and Associate Director at PriestmanGoode, said: ‘This membership consultation exercise is a call to action for the Government and those in a position to influence to give more support to companies who contribute to our export economy. It particularly highlights the challenges faced by smaller UK rail companies who are considering exporting or aiming to increase their export income.’

The association proposes forming a working group comprising RIA, the Rail Exports Leadership Group, Department for Business and Trade, UK Export Finance, Department for Transport and Innovate UK to develop practical solutions addressing the report's recommendations.

Step-free Access Improvements Commence at Bryn Station

Transport for Greater Manchester will begin £6.1 million accessibility upgrades at Bryn station this autumn, installing two passenger lifts and replacing stepped ramps to provide comprehensive step-free access. The improvements form part of an accelerated programme doubling Greater Manchester's step-free rail stations over three years.

Network Rail and Northern Trains will collaborate on upgrading station lighting and CCTV systems at lifts and assistance areas, enhancing safety and passenger experience. The project follows recent step-free access completions at Daisy Hill and Irlam stations, supporting Greater Manchester's commitment to inclusive transport infrastructure.

By March 2028, 63 per cent of the city-region's rail stations will offer step-free access, rising from the current 43 per cent. The

programme addresses accessibility barriers that exclude disabled passengers, older people and those travelling with pushchairs or heavy luggage from full network utilization.

Andy Burnham, Mayor of Greater Manchester, said: ‘I passionately believe that everyone should have access to our rail network and the opportunities it opens up right across our growing city-region. There should be no barriers for those with disabilities or people travelling with pushchairs or luggage.’

Construction will proceed on weekdays between 7am and 6pm, with the station remaining operational throughout works and no impact on train services. Road closures may be required in 2026 for lift installations, with details confirmed closer to implementation. Additional accessibility projects at Hindley, Reddish North and Swinton are scheduled to commence next year.

Construction Begins to Deliver an Upgraded Station Facility at Wickford

Work has begun on the project to upgrade Wickford station, with the initiative to provide better station facilities for customers and the local community now officially underway. The station improvement scheme will deliver a number of enhancements, including new waiting facilities, a new platform awning, ticket

vending machines, a new ticket office, and a toilet. The start of the project, which is due to be completed by Autumn 2026, was marked at the station on 15 September as representatives from the train operator, Greater Anglia, and Walker Construction, who will deliver the station upgrade project, were joined by local MP Mark Francois.

Network Rail Marks 15 Years of Suicide Prevention Partnership with Samaritans

Network Rail and Samaritans are highlighting the impact of their 15-year collaboration on World Suicide Prevention Day, with life-saving interventions on the rail network increasing by 18 per cent nationally and 32 per cent on the Western route over the past year. Total interventions reached 2,284 for the year ending March 2025.

The partnership has transformed rail industry approaches to supporting vulnerable people, with more than 31,000 rail employees and British Transport Police officers receiving specialized suicide prevention training through Samaritans' 'Managing Suicidal Contacts' course. Network Rail Wales & Borders now employs over 300 trained mental health first aiders as part of comprehensive support programmes.

The collaboration provides specialist training for rail staff and promotes public awareness about suicide prevention through national campaigns, research initiatives and media guidelines

promoting responsible reporting. Training equips personnel to recognize distress signals and implement safe intervention techniques, from direct conversation to connecting individuals with professional support services.

Louise McNally, Network Rail's suicide prevention lead, said: ‘The number of life-saving interventions on the railway has doubled since the partnership first began in 2010, a powerful demonstration of the impact of our partnership with Samaritans across the rail network. Our Rail Suicide Prevention Programme helps the entire industry to respond effectively to people in distress.’

Dave Brown, Head of rail programme at Samaritans, commented: ‘We know that 67 per cent of people in the UK would appreciate someone checking on them, offering words of support, if they were struggling to cope. As part of our partnership we equip both rail staff and the public with the confidence to approach someone they may think is in distress.’

Publicly Owned Operators Achieve 80 per cent

Digital Ticketing Adoption

England's publicly owned train operators have reached 80 per cent digital ticket usage, driven by Pay As You Go ticketing, enhanced booking platforms and popular products including barcode season tickets. The modernization of fares and ticketing systems aims to simplify customer experience while ensuring access to bestvalue options.

TransPennine Express achieved 81 per cent annual average digital ticket usage for the year ending March 2025, with monthly peaks reaching nearly 85 per cent in January 2025. Usage has grown dramatically from 43 per cent pre-pandemic levels, with specific increases following initiatives including digital flexi-season ticket introduction in summer 2023.

LNER recorded 84 per cent annual average digital ticket adoption, peaking at 88 per cent monthly average in January 2025, while Northern reached 78 per cent monthly average in January

with single-day highs of 89 per cent passenger journeys using digital tickets.

Alex Hornby, Commercial and Customer Director at Northern, said: ‘When it comes to buying a ticket, customers tell us they value their time and money. By improving the digital ticketing infrastructure, we are able to provide a more convenient and flexible customer experience.’

South Eastern Railway exceeded 80 per cent digital usage for the first time in January 2025, maintaining this level for subsequent months. The operator reported impressive ten per cent year-on-year growth in barcode digital season ticket adoption, while app users increased from 1,650 in March 2021 to 621,240 in June 2025.

Contactless journeys reached nearly 48 million for the year ending March 2025, representing over three million increase from the previous year.

Tram Safety System Advances with Track Vibration Technology

The Light Rail Safety and Standards Board is supporting development of an innovative pedestrian alert system that uses track vibrations to provide 30-second warnings of approaching trams at crossings. The 'Safer Tram Crossings' initiative by Efficiency Ups Ltd follows successful proof-of-concept testing in Sheffield.

Transport for London and London Tramlink are planning expanded trials while University of Birmingham Enterprise accelerates prototype development. The

LRSSB provides funding and technical guidance for research focusing on optimal implementation methods including audio alarms, visual signals or combined approaches.

Craig O'Brien, Head of Engineering Safety and Innovation at LRSSB, explained: ‘Although serious incidents are fortunately uncommon, reducing the risk of collisions between pedestrians and trams is one of our top priorities. Early tests demonstrated the potential of the VibeSafe to do just that,

and we're fully behind this latest phase of its development.’

Jason Molyneux, Managing Director at Efficiency Ups Ltd, added: ‘It is fantastic to see that the Light Rail Sector are investing in innovative technology that improves public safety – enabling people to make safe decisions about their use.’

The system represents potential breakthrough technology for light rail safety, addressing collision risks through innovative vibration detection capabilities.

Compliant HAV Risk Management Demystifying

HAVS Management Facts

‘Plug & Play’ data recording monitoring systems do not make you compliant with the legislation. You need to be able to prove you have taken action to reduce exposures.

Continual Monitoring is not recommended by the HSE. A ‘suitable & sufficient’ risk assessment based on ‘Accredited’ vibration magnitudes & accurate trigger times is required.

A Complete Service Solution

Audits

HAVi will carry out a detailed audit of your current HAV Management activity to HSE standards providing a Gap Analysis to identify areas where corrective action is required to achieve compliance.

Recommendations

We will recommend specific actions focussing on HAV Policy, Risk Assessments, procedures, and training to ensure you are compliant.

Improvements

With our decades of experience we will provide pragmatic control measures and suggest actions that can reduce exposures immediately.

Creating Trusted Critical Partnerships

We work with our customers and will candidly inform them when and where improvements are required to meet compliance. You will have access to more than two decades of experience in helping companies, like yours, do the right thing.

Reducing Your Workload

Tool Data

We will create a single asset register of your vibratory tools using ‘in use’ vibration magnitude data from certified sources that meet BS EN ISO 5349-2 & BS EN ISO 8041.

Worker Exposure

We monitor and record your tool operators, detailing all action taken to reduce high exposure. All information is securely kept as defence from HSE or Civil Prosecutors.

Risk Assessments

Eliminate all paperwork with our fully automated dynamic Suitable & Sufficient Risk Assessments that highlight and record any actions taken to reduce risk.

We save your time by providing full HAV Management Focused Insight Reports that quickly address which region, operator, team, task or tool that may require immediate action to reduce exposure as well as highlighting best practice. Management Reports

Information & Training

Key for your compliance, is effective instruction, information & training. Operator risk engagement is vital for any business to reduce exposures. Our E-Learning, f2f and communication programmes ensure your QHSE objectives are front of mind.

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

Cross-Channel Rail Expansion Gains Parliamentary Momentum

Challenger train operators Evolyn, Gemini, Trenitalia and Virgin joined existing operator Eurostar and infrastructure companies at a parliamentary meeting convened by Calvin Bailey MBE MP to discuss expanding cross-Channel rail services. All five train operators expressed commitment to UK investment enabling enhanced Channel Tunnel services.

Parliamentary discussions highlighted potential for passenger numbers to more than double over 15 years, generating over £1 billion additional annual tourist spending. This would significantly expand the £427 million economic benefit currently delivered by London St Pancras Highspeed, despite operating at only 50 per cent capacity.

Rail expansion supports national economic growth objectives through enhanced European connectivity, including commitments in the UK-Germany treaty signed in July 2025 and UK-Switzerland

agreement from May 2025. Analysis indicates potential for 25-50 per cent modal shift from aviation to high-speed rail for destinations including Paris, Brussels and Amsterdam.

Wendy Spinks, Chief Commercial Officer at London St Pancras Highspeed, said: ‘Growing high-speed rail links to Europe will benefit passengers, cut emissions and create jobs in the area. We have ambitious plans as do all of the train operators and with timely decisions to allow investment, we can turn this potential opportunity into reality.’

Investment in Temple Mills rail depot capacity represents the most immediate barrier to service expansion, with operators expressing willingness to collaborate on maximizing economic and consumer benefits. The Office of Rail and Road will deliver final determination on depot access in coming weeks, potentially enabling new train investment commitments by year-end.

Construction Completed on Britain's Longest Rail Bridge

HS2 has completed civil engineering works on the Colne Valley viaduct, which becomes the UK's longest rail bridge at 2.1 miles, overtaking the Tay Bridge's 138-year record. The structure will carry high-speed trains at 200mph across roads, lakes, the River Colne and Grand Union Canal northwest of London.

Construction began in March 2021 under Align joint venture, comprising Bouygues Travaux Publics, VolkerFitzpatrick and Sir Robert McAlpine. The final pre-cast deck segment was positioned in September 2024, with engineers subsequently completing parapet sections, noise barriers, structural health monitoring systems and waterproofing installations.

The ten-metre-tall viaduct features 1,000 uniquely-shaped deck segments forming a gentle curve designed for high-speed operation.

The structure sits between the 8.4-mile Northolt Tunnel beneath London and the 10-mile Chiltern Tunnel, representing one of more than 50 major viaducts being constructed for HS2.

Billy Ahluwalia, HS2 Ltd's Senior Project Manager for the viaduct, said: ‘The completion of the viaduct marks more than 10 years of planning, design and construction. It's a remarkable achievement. The viaduct is a structure of international significance - a stunning feat of engineering that will no doubt stand the test of time.’

The completion represents a significant milestone as HS2 undergoes comprehensive programme reset under Chief Executive Mark Wild to deliver the railway efficiently and at the lowest reasonable cost. Work continues across the 140-mile route between London and the West Midlands.

Mitie Secures Five-year TfL Maintenance Partnership

Mitie has been awarded a new five-year contract with Transport for London to provide comprehensive maintenance services across 32 head office sites and over 200 key operational locations throughout the capital. The agreement includes options for two-year extension and sees 86 colleagues transferring to Mitie.

Services encompass mechanical and electrical engineering, fire safety, water and gas safety maintenance across diverse TfL infrastructure including Woolwich Ferry Depot, Victoria Coach Station and London Transport Museum. Mitie will maintain Croydon tram depot, Dial-a-Ride services, river piers, bus stations and tram stops under the comprehensive agreement.

The contract builds on Mitie's established TfL relationship providing security services since 2017, currently employing 165 colleagues protecting people and infrastructure. Mitie has developed

bespoke solutions ranging from ring-fenced engineering teams for critical head offices to mobile support for bus stations and driver welfare facilities.

Andrew Thompson, Managing Director, Technical Services at Mitie, said: ‘We're proud to strengthen our partnership with TfL and play a vital role in keeping London moving. Our dedicated engineering teams are ready to deliver innovative, reliable solutions that help ensure the city's transport network runs safely and smoothly for tram, bus or boat travellers.’

The partnership demonstrates Mitie's expanding role in supporting London's integrated transport operations while maintaining its commitment to creating better places and thriving communities across the capital.

Historic Peak District Viaduct

Secures Freight Future with £7.5

Network Rail has completed major improvements to a 160-year-old railway viaduct in the Peak District, securing its future for freight trains serving four major Derbyshire quarries. The £7.5 million investment strengthened the 15-arch Great Rocks freight line structure near Chapel-enle-Frith between 29 August and 7 September.

The historic viaduct, one of two iconic structures converging above Chapel Milton hamlet, represents one of the region's most photographed railway landmarks. Both structures serve as critical infrastructure for Britain's freight network, enabling transportation of stone, cement and limestone from major quarries to destinations across the country for construction sector requirements including homes, roads and railway upgrades such as HS2.

Improvement works encompassed void filling across each span for structural strengthening, comprehensive brickwork repairs, parapet reinforcement, and installation of new waterproofing and drainage systems. Safety enhancements included new handrails and guardrails for worker protection, alongside railway track replacement and realignment. The viaduct carries an average 25,000 tonnes of material daily.

Emma Thistlethwaite, Network Rail Project Manager, said: ‘It's been hugely rewarding to breathe new life into this fantastic Victorian structure and secure its future for freight services for decades to come. Nestled in this picturesque valley we know how much people love these viaducts and I'd like to thank local people for their patience and understanding.’

Million Upgrade

Max Lloyd, AmcoGiffen Framework Director, said: ‘Completing such a complex programme in just nine days at Chapel Milton viaduct was a real team effort, and we're pleased it was delivered safely, collaboratively, and on time. We're also proud to have supported the local community, enhancing the outdoor space at Chinley Independent Chapel.’

The next phase involves track foundation stone alignment using specialized tamping equipment, with site compounds scheduled for removal by October and land re-wilding to enhance biodiversity beyond original conditions.

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Phil Williamson Managing Director

The name Cairn Cross Civil Engineering Ltd derives from the Scottish term for a cairn cross which is a stack of stones used as a wayfinder or boundary marker, symbolising the guidance, direction and reliability that remain central to the company's values. From early tunnel and concrete works in northern England to becoming an approved supplier of bridge deck waterproofing systems, Cairn Cross gradually built its expertise in the rail sector through projects for British Rail and later Network Rail.

A pivotal moment came in 2002 with the company's first major rail depot project at Grant Rail Frodingham Maintenance Depot. Since then, Cairn Cross has worked in over 60 UK rail depots, developing specialist capabilities in CET systems, wheel lathe projects, and innovative solutions like their proprietary TrackPan GRP walkway system developed in partnership with Unipart Rail.

‘It's a challenging environment to work in as the projects tend to be multidisciplined, so there's electrical and mechanical work as well as civil engineering. This makes for very interesting work elements, and we've found that working in that multidisciplinary environment is what we're really good at – the coordination of a whole number of stakeholders and different construction disciplines that need to be brought together at the same time to make for a successful project.’

Sam Sherwood-Hale spoke to Phil Williamson about the company's journey from family business to national rail specialist, the challenges of working in operational depots, and how the foundations built over three decades position Cairn Cross for the industry changes ahead.

SSH: As Cairn Cross celebrates its 30th anniversary, what does reaching this milestone mean to you personally and to the organisation?

PW: I joined Cairn Cross 17 years ago, and for me personally, it's fantastic to have overseen the continued growth to this point. As a privately owned business operating for 30 years, it's a proud moment of reflection that has been made possible by the broader team who work tirelessly to accommodate the challenging situations with time pressures on complex projects.

The foundations were there when I joined. We started as a subcontractor formwork and concrete business working with main contractors in general construction and some rail-related minor works. Then, in the mid-2000s, we undertook a variety of rail depot projects for main contractors and from there we developed this as our main market. It was more of a natural progression than a significant adjustment. A turning point came in 2009 with a project in Manchester for the new Metro trams, where we partnered with a design consultancy to build a state-of-the-art maintenance facility for the incoming fleet of 27 trams.

SSH: How has the company's mission and vision evolved since it was founded back in 1995?

PW: Following the Covid period, we rebranded from Cairn Cross Civil Engineering to simply Cairn Cross, unveiling a new logo and refreshed website to reflect our evolution. At the same time, we introduced a ten-year Step Change Plan, setting out a bold vision for growth, innovation, and the future direction of the business.

‘We are always looking to challenge the convention and see if there are improvements or new products that can be utilised to enhance safety, reduce time, or have a lower carbon impact. We want our projects to be robust and serve the client well’

I think having a focus and a specialism, focusing on one entity rather than trying to cover the whole construction industry, which is very broad, has helped our success. Having a focus on rail depots specifically has helped us develop specialist knowledge in the depot arena.

SSH: What would you say are the two or three most significant achievements in Cairn Cross's 30-year journey?

PW: In 2011, we delivered a scheme in Perth for Network Rail, refurbishing the historical and listed four-road engine shed. The original cast iron columns and lattice girders were grit blasted, repaired, and repainted, along with the installation of a new roof structure, power supply, and energy-efficient lighting. We proposed an alternative working method that made the scheme inherently safer and allowed us to leave two of the roads operational throughout the project, which was a great benefit to the rail operator. It was a real success for all involved. This project safeguarded the legacy of the historic engine shed while demonstrating our ongoing commitment to supporting the rail industry's future.

When we tendered the project, Network Rail asked for the refurbishment to be done with high-level scaffolding around the whole structure to allow the grit blast and paint to take place. We thought that introduced quite a lot of working at height, so we proposed lifting the girders down onto ground level and setting up blast and paint tents with a heavy trolley system so we could push the girders through a blast operation and then a paint operation before lifting them back up onto the structure. That was a more efficient and safer way of delivering the scheme.

A key highlight was receiving the prestigious Lynda Grant Safety Award for our work on a bridge strengthening scheme. On this project, we designed and trialled an innovative rapid encapsulation system that significantly reduced time spent working at height while maximising possession time for construction activities for Network Rail.

At the heart of this plan is our mission built on three pillars: People, Planet, and Performance. These guiding principles ensure that as Cairn Cross continues to grow, we remain true to our values and our responsibility to deliver positive outcomes for our clients, our communities, and the wider industry.

The Step Change Plan acts as our roadmap for the next decade, a commitment to investing in people, embedding sustainability, and striving for excellence in everything we do. Today, our promise is of complete client satisfaction, every project, every time. We strive to achieve this in each and every activity that we are involved in.

Most recently, we just completed a new multi-functional two-road facility for Siemens at their Depot in Northampton. The works involved Diversions Road embankment stabilisation service diversions, p-way piling two 100 metres inspection pits, mechanical and electrical fit out. The challenge with the Siemens project was that the only access road to that depot needed to be slewed over by about five metres. We had to phase the embankment stabilisation and roadworks in such a way that we could maintain access for the depot while undertaking the works.

Reaching 30 years of successful trading is a significant milestone for any business, but particularly within the construction sector. As only around five per cent of UKregistered companies achieve three decades in operation, this anniversary reflects both the resilience and long-term commitment of Cairn Cross.

SSH: Looking back over three decades, what are you most proud of in terms of the company's development and growth?

PW: The best thing about our development and growth is the broad skill set of the team we have, and the opportunity we have had to introduce training and development throughout the organisation. We have internal training programmes and an apprenticeship programme. We all work as mentors to each other and assist in knowledge sharing and helping each other achieve.

We have seen people join the business and develop into senior management positions. Seeing people enjoying their work and developing as individuals is very rewarding. Finding skilled people is a challenge for many people in the industry. What we've found over the years is that whenever we've recruited, we've tried to recruit people with diverse skill sets. So, across our project management team, we've got people that have specialisms in a variety of things - electrical and mechanical experience, specific experience in steel structures and lifting operations, and general construction managers that have seen all sorts of types of construction. We try to have a diverse skill set across the team so that we can deliver the broad range of services that we offer.

The transition from family business to corporate entity has been gradual. When I joined, we just rented our first office space, and then in 2015, we bought our own office in Morley, which is now our headquarters. That was a significant milestone in our growth. We really transitioned from being a privately owned family organisation to a more corporate structure, though we very much still have a family feel.

SSH: You've worked in over 60 rail depots across the UK. Can you walk us through how Cairn Cross built this dominant position in rail infrastructure over 30 years?

PW: Our approach to contracting and project delivery, along with our ability to assist our clients in the very early stages of the projects, has cemented our expertise in the rail depot environment. Having a full understanding of the client's requirements and needs early and the ability to then move the design forward swiftly.

Over the years, our teams have become experts in the Depot environment. Our proactive approach and ability to solve problems for our clients continue to mean that we win repeat business year after year. By partnering and building relationships with specialist rail suppliers across the UK, we can deliver turnkey projects for all aspects of depot facilities, CET systems, carriage washes, jacking facilities, painting and blasting facilities, OLE works, substation, and power upgrades. Wheel lathes, bogie drops, fuel and AdBlue, and various maintenance sheds.

It's a challenging environment to work in as the projects tend to be multi-disciplined, so there's electrical and mechanical work as well as civil engineering. This makes for very interesting work elements, and we've found that working in that multidisciplinary environment is what we're really good at – the coordination of a whole number of stakeholders and different construction disciplines that need to be brought together at the same time to make for a successful project.

SSH: With projects spanning from Holyhead to Hull, Crewe to Glasgow, how did a Leeds-based company build such an impressive national footprint?

PW: We follow the rail network for the length and breadth of the country; we have work teams based around the UK, which allows us to service the projects. We strategically then recruit locally for our projects, which ensures we are adding benefit to the local communities where the projects are based and reduces our travelling time, which helps with fatigue management and environmental impact. This works really well for us. We have dedicated resource managers who work across the projects, ensuring that the right people are in place with the correct equipment and machinery.

While the head office is in Leeds, we very much operate as a national contractor. We place a core team within each project and then recruit locally for the additional skills that we need.

SSH: Your portfolio includes 20+ CET installations and eleven-wheel lathe projects. How has staying at the cutting edge of rail technology driven your growth?

PW: We were involved in the development of the first Health Hub for Alstom, installed at Longsight, which scans bogies, wheels, and pantographs as trains enter the depot. This system provides accurate, real-time information on wheel wear, brake pad wear, and pantograph condition, helping operators to plan servicing more effectively. Since then, similar systems have been adopted widely across the rail industry, reflecting how operators have embraced digital technology in maintenance.

Alongside this, we have worked with specialist partners to install automated switches at various depots, enabling track layouts to be altered to accommodate new facilities and improve operational efficiency. Wheel lathes have been a real backbone of our work. We've done eleven or twelve wheel lathe installations across the UK in the last decade. The rail operators are paying a lot more attention to CNC machining technology as they have more accurate cutting, prolong the life of the wheel set, and protect the track.

By having good relationships and supporting our supply chain and specialist

suppliers of that equipment, we've been able to provide a whole turnkey service for clients looking for specialist equipment - wheel lathes, bogie drops, jacking, CET, carriage washers or something else.

SSH: Projects like Peterborough and Tonbridge show you're building infrastructure that will serve the network for decades. How does creating this lasting legacy align with Cairn Cross's broader contribution to UK rail?

PW: With all the work we deliver, we are either adding brand new facilities or repurposing and upgrading existing facilities. It's good to see older buildings being repurposed and having a new lease of life that serves the industry and transport sector for many years to come.

Working on enhancements and revitalising existing facilities is far more challenging than building a new facility from a flat site.

You're working around old infrastructure and the legacy of ground contamination and other issues going back to the British Rail days and prior to that, as well, back to the steam engine days. We were working on a project recently in Canton and excavated down to construct a new foundation, and came across the old foundations from a very old turntable that no one was aware of, that no one knew existed.

I think it's also more rewarding, though, because the people who are working that depot – lots of the staff working on these depots have been there for a long time – see such a significant change and they see the impact of the investments as well because it makes such a big difference to the quality of their workspace and working environments.

We helped Alstom enhance its facilities when the Pendolino trains on the West Coast changed from nine-car to eleven-car sets around 2010-12. We extended some of their sheds to accommodate the sheds, walkways, paths, and CET systems across the country to accommodate the new eleven-car sets versus the nine-car sets. That work and the enhancement and legacy that the pace of change in the rail industry has brought have really worked in step with us.

SSH: From simple installations to complete depot hubs requiring track diversions and structural modifications, how has your project complexity evolved throughout the company's history?

PW: Our projects over the years have become more multidisciplinary, with clients wanting a full service from the concept design through to complete delivery. We have been able to deliver this and ensure smooth transition between phases of the projects and minimise disruption on operational depots through the project life cycle. By delivering the main key elements in-house, we gain assurance of the programme and availability of resources.

SSH: Your innovative rail pit drops lighting systems and TrackPan GRP walkways show you're not just delivering projects but creating solutions. How important has developing proprietary technology been to your competitive advantage?

PW: We are always looking to challenge the convention and see if there are improvements or new products that can be utilised to enhance safety, reduce time, or have a lower carbon impact. We want our projects to be robust and serve the client well. We also look at how the project could be scheduled or designed differently to minimise disruption or time on site. We encourage all our clients to have early contractor engagement with us so that we can have conversations early in the project. In terms of the track pan, that was a significant improvement over what was in the marketplace previously. It wasn't a new concept as such, but the way that our track pan was designed with Uni Park Rail and the way that works was a significant improvement and reduces time and increases maintenance and therefore lowers carbon footprint, which everyone's focused on now and for the next 20 years, particularly.

We always look at how the project can be scheduled or designed differently to minimise the disruption on site. We're always looking for opportunities on how we can do something differently or change a sequence or alter a product type or reduce a lead time and give options to the client. Sometimes people don't know what they don't know, and sometimes clients aren't aware of all the options that may be available to them.

SSH: As both Principal Contractor and Principal Designer with in-house mechanical and electrical capabilities, how did you build these integrated technical capabilities?

PW: We introduced our electrical and mechanical team in 2010; having this inhouse from a design and delivery point of view really makes the project coordination and delivery much smoother. We can advise clients on a greater breadth of requirements. Through our recruitment and growth over the years, we have always looked at how a diverse range of knowledge in the team can add significant value to the project process. Having those capabilities in-house from the design and implementation perspective really makes the project coordination and delivery much smoother. We're able to manage the integration much more easily because they're all within our control. We can distribute the main excavation, foundation, drainage, civils elements ourselves and the mechanical and electrical elements, then we buy in specialist services that enhance that with a supply chain we've worked hard with to have strong

partnerships and make sure we can provide all the specialist products that the depots require within the project seamlessly.

SSH: From contractor relationships to a trusted advisor status, how has evolving these client partnerships driven your 30year success?

PW: Strong client partnerships are at the heart of our business. Repeat work is one of the clearest measures of our success, and we're proud to be a trusted partner that clients return to time and again to deliver projects with confidence.

It's quite a small industry, and repeat work is the clearest measure of our success. Each time we repeat work on a depot, we become more familiar with it, and in many cases, we have an intrinsic knowledge of a facility – sometimes we have a deeper understanding of what's underneath the ground or what's around the depot facilities than some of the operators, because they're concentrating on maintaining the trains, rightly so. We have a good understanding of many depots that we've delivered multiple projects on over the years.

Having that trusted relationship with clients and early contractor engagement means when we're talking to them about what's feasible and possible on the depots or what enhancements could be coming in the coming years, we're always open to that conversation to provide advice and options at the early stages so the client's well informed about what possibilities there are in terms of delivering enhancements or new facilities.

SSH: As you look towards 2026 and beyond, how do the foundations built over 30 years position Cairn Cross for future opportunities?

PW: We are in the best position ever to service clients across the industry with our resources and owned and operated machinery. The industry is changing, and as standards continue to improve and new rolling stock enters the networks, the need for modern depots and upgrades to existing facilities is inevitable. With significant rail projects across the country, from HS2, TRU, East West rail, and Midlands Rail

‘Sometimes people don't know what they don't know, and sometimes clients aren't aware of all the options available to them.’

Hub, the need is going to be greater looking into the medium-term future. Rail freight will also need to be accommodated on the network and at an increased capacity. It's essential from an environmental and road infrastructure point of view that freight wagons and locomotives will also require enhanced facilities.

We've done quite a lot of work over the years for freight depots. We've worked with GB Rail Freight and with DB Cargo and looked at some work with Freightliner. All the freight operators seem to be looking to grow and expand their operations. There seems to be a need and demand for a more environmental way of moving logistics around the country. I think there'll be more freight going on the rail in the coming years, and that's going to bring with it a need for distribution hubs, maintenance and stabling facilities.

We delivered a railhead in Castle Donnington back in 2011 for a Marks and Spencer's distribution centre which was about 3½ kilometres of P way with some driver walkways. I think organisations like that are likely to want to move more of their stock by freight, as the world has seen a shift to parcel delivery.

The industry is changing, and we're aware of that, we're in step with the changes that are coming. There's a need to modernise existing depots, there are upgrades to existing facilities that are inevitable, and there's a significant number of rail projects ongoing and required in the future. I think the next 30 years will be as interesting and rewarding as the last, and we look forward to the challenges and opportunities the industry will bring.

THE CHEEK OF IT

by Chris Cheek

Latest NTS Results

Confirm Ongoing Rail Recovery

Chris explores rail’s demographic transformation, with the shift towards younger people and leisure trips continuing

The full version of the Department for Transport (DfT) survey was published at the end of the summer, and contains new data on how, when and why we travel. The results are based on a household survey which this year had an improved sample size of just under 17,000 people.

The figures point to a continuing recovery from the Covid-19 pandemic. Overall demand by all modes was estimated at 921.8 trips per person per year (tpppy), increasing by 0.7 per cent from 2023. However, travel volumes remain 3.2 per cent lower than in 2019, when the figure stood at 952.6.

Focusing on the rail market in England, the overall trip rate increased by 13 per cent, reaching 20.7 tpppy compared with 18.3 in 2022. The last pre-Covid figure recorded in 2019 was 21.2, leaving a much reduced shortfall of 2.5 per cent.

Analysis of responses on people’s reasons for making their journey, trip rates for all purposes except one increased between 2023 and the latest data, with the overall increase being 19.6 per cent. The exception was education (down by a hefty 41 per cent, but reverting to its long-term average, making 2023’s figure look like an outlier).

Largest growth came in commuting (up 23.3 per cent) and business travel (45.4 per cent).

When comparing the 2024 trip rates with those of 2019, we still see a sharp fall in three categories but increases for the others. The falls range from 22.7 per cent for commuting and 19.7 per cent for business travel to 6.0 per cent for education. There

was growth in shopping, escorting, personal business and leisure travel. Table A below tracks the changes, looking at the figures for 2010, 2019, 2023 and 2024. Many of the gains made between 2010 and 2019 have been wiped out by Covid and its aftermath. The bright spots are the growth in education and leisure trips.

The trip rate for business travel has recovered somewhat from its post-Covid doldrums, so that it is back above the levels seen in 2010, albeit short of a full recovery. This could be particularly welcome in the Treasury, where the loss of full fare and first class passenger journeys was particularly damaging in revenue terms.

Translating trip rates into a percentage breakdown, we see from Table B that the importance of commuting has diminished, now accounting for 37.3 per cent of trips, ten points lower than in 2019. The growth in leisure travel means that this now accounts for 36.0 per cent of passenger journeys. Business travel has recovered to 8.1 per cent of trips, but still below the 9.8 per cent peak in 2019. Shopping trips also recovered, and moved beyond the 2019 trip rate. The new survey results shows that rail users are getting less middle aged, with strong increases in trip rates amongst the under 16s and those in their twenties in 2024 compared with 2019. Usage amongst people aged 60-69 and over 70s has also risen above pre-Covid levels.

As can be seen in table C below, though, people aged 17-20, and between 30 and 59, are still making fewer trips. As a result of these shifts, we estimate that the 21-29

‘The growth in leisure travel means that this now accounts for 36.0 per cent of passenger journeys... leisure journeys now account for almost as high a proportion of trips as commuting – in sharp contrast to 2019, when there was a twenty point gap between the two.’

cohort now accounts for 22.0 per cent of rail patronage, up from 17.5 per cent in 2019. They are the most significant age group, closely followed by the 30-39 group on 21.3 per cent (down from 22.8 per cent in 2019. Over the year since the previous survey, two groups – the under 17s and those aged 1720 have seen small falls in their trip rates; all other groups recorded an increase led by the over 70s on 57.3 per cent.

There seems to have been a reversion to a more traditional gender balance between men and women in rail use. In 2010, males accounted for 55.4 per cent of rail travel, leaving women with 44.6 per cent. In the 2023 survey, this has shifted to 51.5 per cent for the men and 48.5 per cent for women. In 2024, however, the balance seems to have shifted back again to 55.8 per cent men and 44.2 per cent women –virtually the same as 2010.

As might be expected given the fall in commuting, the NTS shows a shift in the frequency of use of the railways, though not perhaps as large as might have been expected. The figures are in Table D below. The comparison between 2019 and 2024 shows a fall in those travelling three or more times a week from 5.1 per cent to 4.8 per cent, whilst there has been an increase in the proportion travelling once or twice a week from 3.7 per cent, also to 4.8 per cent. All the less frequent options show a recovery in the proportion, in two cases to above 2019 levels. The proportion who answered ‘less than once a year or never’, fell back to 40.7 per cent, one of the lowest levels ever recorded.

A:

Source: National Travel Survey 2024, Department for Transport, sheet NTS0409.

B: Percentage Breakdown of Trips by Purpose

Source: Author’s Analysis of National Travel Survey 2024, Department for Transport, Sheet NTS0409.

Source: National Travel Survey 2024, Department for Transport, sheet NTS0601.

Table

Table C:

Source: National Travel Survey 2023, Department for Transport, sheet NTS0313.

Comment

The latest full version of the National Travel Survey, published by the Department for Transport at the end of the summer, offers further confirmation of the strong recovery in patronage staged by the rail industry over the last three years, as it settles into a new pattern of use by journey purpose, whilst the demographics of users seems to be reverting to previous patterns.

This both echoes and reinforces the latest figures from the DfT, which show that in the three months to the end of August this year, patronage averaged just under 93 per cent of pre-pandemic levels excluding the Elizabeth Line. This compared with 85.8 per cent across the whole of 2024 and 87.9 per cent for the whole of this year to date. The network is moving towards recovery, but it is still a slow process.

Analysis of the NTS results helps to explain the shortfall, mapping changes in journey purpose, in the age and gender of rail users and the frequency of use of the network. The loss of commuting trips is well understood, given the moves towards working from home and hybrid working. We estimate the loss of some 226 million trips a year compared with 2019 – more than the overall national shortfall of 141 million. Business travel accounts for the loss of another 89 million, and shopping another nine million, but these are offset by gains in education (85 million) and leisure travel (104 million).

The shifts in the age profile of users both reflects and influences this. The fall in commuter trips can be linked with the decline in trip rates amongst those between 30 and 59, whilst the increase amongst the under 17s can be linked to the rise in education and leisure travel. The recovery in trip rates amongst older people mirrors is in sharp contrast to the falls seen in bus travel, and will also have contributed to the increase in leisure journeys – which now, by the way, account for almost as high a proportion of trips as commuting – in sharp contrast to 2019, when there was a twenty point gap between the two.

Over the twelve months since the election, the new government has got its feet under the table, has legislated to renationalise the passenger railway and taken the first steps to do so. However, the precise terms under which the planned new national body will take office – and when – seems to remain uncertain. And it is clear that the new organisation, when formed, will face many challenges and uncertainties. The country still faces a difficult economic and fiscal outlook, which is already impacting on the funding available for services, maintenance and investment. It is difficult to see how that might change, certainly over the next five years.

Meanwhile, we’re already seeing an impact from the AI revolution on patterns of employment, with the impact of quantum computing still to play out. Then there’s the

‘We estimate that the 21-29 cohort now accounts for 22.0 per cent of

up from 17.5 per cent in 2019. They are the most significant age group.’

ongoing issue of Net Zero targets amid signs that any consensus which existed over these is beginning to break down.

All these changes will impact on the way we live and the way we travel. To meet these existential challenges, the watchwords will need to be flexibility and speed of response. Let’s hope that the new public sector organisations can deliver this.

* - The NTS is a household survey of personal travel, from data collected via interviews and a seven-day travel diary, which enables analysis of patterns and trends. In the year ending December 2024, the survey captured responses from 16,980 individuals covering 284,000 trips. The National Travel Survey results are tables are available at https://www. gov.uk/government/statistics/national-travelsurvey-2024.

LAYING DOWN THE LAW

by Martin Fleetwood

Keeping on the Right Side of the Law in the Boardroom

Business leaders know that in their role as senior management, they may be subject to criticism for their decisions, which is often played out in the media or through changes in its share price if the company is listed

Pride can be damaged, and a reputation takes a knock, but the world moves on and focuses on the next event elsewhere.

Some decisions are, of course, more serious and the possibility of criminal proceedings for certain events has always existed. The high profile ones in the rail sector have generally related to breaches of health and safety obligations, often resulting in loss of life, and the legal system has stepped in to sanction those responsible. In these cases, there has generally been a clear decision by senior management to commit an offence, and the perpetrator(s) have been rightly punished.

More recently, however, a run of highprofile legal cases has shone a spotlight on a growing level of criminal liability falling on the senior management making decisions (or failing to make decisions) within the boardroom where the issues are less obvious.

Civil liability v criminal liability

Senior managers can find that legal claims are brought against them in two ways, either through a civil law action or a criminal law prosecution. The court systems are different and there is a contrast in the way the courts interpret the decision making of senior management. In civil proceedings, courts are reluctant to hold managers liable for decisions that (with hindsight) turn out to be wrong – provided that they follow good processes. However, in criminal prosecutions, the same deference to their

business acumen may not apply, with the courts deciding that management should have taken more care, asked more questions or had a better understanding of the relevant laws.

A lack of knowledge about a potential offence does not remove the criminal liability for the people being charged with that offence. In recent years there has been a rise in the number of laws which apply to businesses and their leaders and the number of offences being prosecuted indicates that not all senior managers have kept pace with these changes.

An expanded range of offences

• ‘Failure to prevent’ offences – these have been introduced to require businesses to take positive action to prevent bad things happening, rather than just ignoring them. Starting with bribery, then progressing to both facilitating tax evasion and fraud, senior managers must ensure that their businesses have proper procedures in place to prevent these offences from taking place. Failing to do so can mean criminal liability occurring at a corporate level, even where third parties are the actual culprits. The laws are designed to make senior managers focus on putting in place the relevant preventative measures.

• Corporate criminal liability – radical changes have expanded who can cause a company itself to be criminally liable. Previously, provided that there was a

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.

reasonable level of probity amongst the directors, there was little risk of the company committing an offence: only ‘a directing mind and will’ could implicate it. Now, however, the conduct of a vast and poorly defined group of ‘senior managers’ can cause the company to commit a criminal offence. This creates pressure for all senior management to take responsibility in managing the actions of the company.

• Consent or connivance crimes – various crimes, particularly economic ones, now contain consent and connivance provisions. Sanctions legislation has a combination of strict liability for

‘Where business leaders have taken sufficient steps to understand the current laws, recent experience has shown that they have given themselves the best possible chance of both averting problems, and insulating themselves should an unforeseen problem arise.’

sanctions breaches and very wide circumvention provisions. Recalibrating a business strategy in the face of sanctions restrictions needs to be tackled rather than ignored. Thought is also required in the detail of any revised business strategy to ensure that the business does not remain in breach of any of the sanctions requirements. The UK's money laundering legislation is also notoriously strict. An organisation that has more than a fanciful suspicion that it is dealing with the proceeds of crime may commit money laundering, even where that organisation has no involvement in the crime that generated those proceeds. Often the legislation establishing these consent or connivance crimes enables prosecutors to go after senior managers who are complicit in the business committing the crime, without the need necessarily to prosecute the business itself. The purpose is to discourage senior management from turning a blind eye or encouraging others to do the wrong thing.

• Compliance failures – there has been an increase in enforcement actions against directors for UK Companies Act offences such as failing to file accounts on time. Only a very narrow

defence is available for this conduct and reasonable explanations and requests for extensions of time often fall on deaf ears. Recent changes about the provision of information to Companies House make all directors potentially liable for the failure of one director. Inadvertent or complacent conduct can have highly significant consequences.

Directors as suspects in corporate crimes

This raft of legislation means that directors are now more likely to be made suspects where corporate wrongdoing is investigated. This is for evidential reasons. If an enforcement agency in a particular jurisdiction wants a director's evidence to be admissible in court, the director's account often cannot be given as a witness. Certain agencies, such as the UK's Serious Fraud Office, also have the power to compel a director to give evidence (as a witness) if the company is suspected of wrongdoing, including before any formal investigation has been opened. This evidence can only be used against a director in very limited circumstances. It is nonetheless a stressful process that can make directors feel very exposed. Management information may suddenly become the backbone of a witness account.

Not all doom and gloom

These incremental changes have over time changed the environment for senior management. The busy boardroom schedule must find a place for proper consideration of these issues. The quality of data, risk identification and management training have an important role to play in equipping senior managers to speak confidently about their businesses’ compliance efforts. For a company, Directors’ & Officers’ insurance is also vital.

Where business leaders have taken sufficient steps to understand the current laws, recent experience has shown that they have given themselves the best possible chance of both averting problems, and insulating themselves should an unforeseen problem arise. Actions are required of senior management, with education, diligence and thoughtful challenges in management meetings. Devoting sufficient time to strong governance and undergoing relevant training may, at times, seem to require too much time away from the more straightforward management of the business, but if it avoids a criminal conviction, many worrying hours as a suspect or answering questions in the witness box, it starts to become a very good value investment.

and engineering excellence,

and underground infrastructure.

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.

Gall Zeidler Consultants celebrates 25 years of innovative solutions

marking a quarter-century dedicated to advancing tunnelling

Mark Pink Project Manager at Henderson & Taylor

Mark Pink is Project Manager and Head of Rail at Henderson & Taylor, where he leads major infrastructure projects including the £15 million Barking Station upgrade. A qualified electrician who began his career working on Tornado flight simulator air conditioning systems in Saudi Arabia, Mark transitioned into rail infrastructure through subcontracting before joining Henderson & Taylor full-time.

‘When passengers walk through a station without disruption during major upgrades, that's the visible result of invisible planning.’

Sam Sherwood-Hale spoke to Mark Pink, Project Manager at Henderson & Taylor, about managing the £15 million Barking Station refit, integrating solar power into live railway infrastructure, and building in-house capabilities across civil engineering and M&E disciplines in Britain's complex rail environment

SSH: Can you tell us about your background and how you came to work in rail infrastructure at Henderson & Taylor?

MP: I started my career in construction, but I was quickly drawn to rail because of the sheer complexity of working in a live operational environment. At Henderson & Taylor, I was given the opportunity to combine civil engineering with building services integration, which meant I

could apply both technical expertise and leadership skills. Over time, I've grown from site roles into project management, always with the focus on delivering solutions that balance operational safety with commercial value. What really excites me is seeing a project through end-to-end, from concept design to passengers walking through a transformed station.

I'm an electrician by trade, and my path into rail wasn't entirely conventional.

After completing my apprenticeship, I actually went to Saudi Arabia to work on air conditioning units for Tornado flight simulators which we built here and then assembled there for British Airways. From those early commercial projects, I developed a real appreciation for complex technical integration work.

I initially met Henderson & Taylor as a subcontractor, working with them for about two to three years. The company has a strong

civil engineering heritage as they've been doing civil work for 40-50 years, working with councils and other clients. When we started pricing work for C2C, I began with a £200,000 project at Barking Station. Three and a half years later, I'm now leading a £15 million refit of the same station.

Once I got into rail properly (having done bits with London Underground before, but not vast amounts) I found every day was a learning day. You have to think on your feet, but I've always been good at problem solving. I'm very inquisitive, and when someone says ‘we can't do this’ I sit there and work out how we can make it happen.

SSH: What drew you to project management in the rail sector, and what do you find most rewarding about the work?

MP: Project management in rail is never just about building, it's about coordinating multiple disciplines, regulators, stakeholders, and communities. What I find most rewarding is creating certainty in a highly complex environment. When passengers walk through a station without disruption during major upgrades, that's the visible result of invisible planning. For me, the reward is not just delivery, but delivery that feels seamless to the travelling public. Working on refits versus new builds particularly appeals to me because it's very much about adapting. You can't just go with a straight edge, you have to literally divert around existing infrastructure and find creative solutions. This sort of work is like water finding its level. I really enjoy working with clients who understand the complexity and are willing to collaborate on innovative approaches.

SSH: The project required extensive electrical infrastructure upgrades, including new electrical rooms, communications systems, and integrating the existing 124kW solar panel installation into the main station supply. How did Henderson & Taylor coordinate the M&E works to connect the photovoltaic system while ensuring uninterrupted power supply to an operational railway station?

MP: The solar integration was particularly challenging because we were effectively overlaying a new energy system onto a live operational supply. We worked with our M&E specialists to phase the switchover during low-demand windows, using temporary supplies and smart isolation planning. This allowed us to integrate the 124kW PV system without any loss of resilience. By coordinating closely with Network Rail and station operations, we aligned electrical commissioning with rail possession planning. This meant passengers never noticed the change, but the station now benefits from lower carbon emissions and greater resilience.

‘The skills shortage in the industry is significant. You have people coming out of apprenticeships with cards and qualifications, but when you ask them to work with older cable types like MICC cables that we still encounter in stations, many have no idea what they are. I prefer people who are honest about what they don't know.’

Beyond the solar integration, we've implemented some innovative solutions that I believe are industry-first. We've installed 80 KVA UPS systems - two of them - that power every single light in the station. This means there's no traditional emergency lighting; if there's a power failure, all lighting continues at the same level for three to four hours. No one would even know there's been a power failure.

One UPS feeds the entire station lighting, while the second powers the control room and communications systems. This gives station operators three hours to manage any situation while maintaining full visibility and control. The black building test at project completion will prove that every service works exactly as designed.

SSH: The civils work included significant structural modifications, from relocating the lift and installing new gate lines to refurbishing the entire terrazzo flooring and creating new staff facilities in the Platform 1 building. How did you sequence these major civil engineering works to maintain structural integrity whilst keeping the station operational?

MP: Sequencing was about managing interfaces. We treated each civil intervention as a mini-project, but linked by a master programme. For example, we relocated the lift shaft and gate lines early to establish new passenger flows before starting terrazzo flooring. That way, we never compromised customer access. Staff facilities were delivered in phases, ensuring no downtime for operations. Structural integrity was protected by continual monitoring and

temporary works design, which we reviewed weekly with the asset engineers. This allowed us to keep the station operational and safe at all times.

The complexity comes from working in a live station as Barking is the eighth busiest station in the country with both C2C and London Underground services. When you strip out old infrastructure, you find things behind walls and in ceilings that aren't on any drawings. Since we can't just turn the station off, extensive prep work is essential, like tagging and tracing every cable and pipe. Sometimes you think something is isolated, but half an hour later you get a phone call saying a system isn't working.

Safety is paramount because it's not just about protecting our workers, but also the travelling public and station staff. This is where the job timeline extends, as we peel back the layers, we discover infrastructure that requires careful planning and coordination before any work can proceed.

SSH: One of the most technically challenging aspects must have been the coordination between civils and M&E trades, installing new electrical rooms, energising gate line systems, and running data connections through a heritage building. Can you describe how Henderson & Taylor managed this integration, particularly around the critical electrical infrastructure that powers the entire station operation?

MP: This was one of the toughest elements. In heritage buildings, every new cable route or riser has to respect the structure. We ran early-stage 3D scans of existing voids, then coordinated civils and M&E trades using BIM models to avoid clashes. Critical systems like the gate line electrics were energised in stages with parallel runs before final cut-over, ensuring no service downtime. By embedding M&E engineers into the civils team from the outset, we avoided the classic handoff problems. Integration wasn't just technical, it was cultural. We created one blended team that shared responsibility.

As Principal Contractor and Principal Designer on this project, everything sits with us. We run IDR (Independent Design Review) and IDC (Independent Design Check) processes where all designers sit together to review every aspect of the work. I serve as the CRE (Contractors Responsible Engineer) for all electrical work, which means my peers have accepted that I'm qualified to comment and challenge on electrical designs.

One innovation that's saved significant time and money came from thinking differently about cable routing. Instead of going underneath and waiting potentially years for track possessions, I suggested routing cables via the roof and dropping down. This eliminated the need for any line possessions or blocks, probably saving a year on the programme and substantial costs.

SSH: You offer a comprehensive service from consultation through to construction completion. As a Project Manager, how do you coordinate across all these phases to ensure seamless delivery?

MP: I see my role as the link between vision and delivery. During consultation, I focus on listening, capturing not just what clients ask for, but what they need five years ahead. In design, it's about risk, designing out clashes and failure points. In construction, it's about people, getting trades, safety, and supply chain aligned. At each phase, my role is to remove uncertainty. That way, when we reach completion, the handover is not just a set of keys, but an operationally ready, safe, and future-proof asset.

Managing this scale of project has been a significant step up for me. I've gone from managing myself to leading a team of six to seven people, ensuring everyone's doing their job while coordinating everything together. M&E needs to align with civils for each to support the other effectively.

The biggest challenge has been learning to manage and communicate differently. I'm very old school and strait-laced so what you see is what you get. In today's environment, that doesn't always translate well, so I've had to adapt my communication style. I sometimes think everyone knows what I'm talking about because it's clear in my head, but I've learned to slow down and explain things more thoroughly.

I've realized that on jobs like this, you can't do everything yourself. You need a good team behind you, and that comes down to finding the right people with the right attitude and willingness to learn.

SSH: What are the advantages of managing most specialised tasks in-house versus subcontracting, particularly for rail projects?

MP: Our strength is that we control the most critical disciplines of civils, M&E, and groundworks in-house which gives us certainty on safety and quality. Subcontractors are used for niche specialisms, but because the core delivery is ours, we can sequence and adapt quickly without waiting on external resources. For rail, where access is limited and change is constant, having that in-house flexibility

‘We've installed 80 KVA UPS systems that power every single light in the station. If there's a power failure, all lighting continues at the same level for three to four hours. No one would even know there's been a power failure.’

often makes the difference between a weekend possession success and an expensive overrun.

Henderson & Taylor brings 40-50 years of civil engineering experience, but they're learning and adapting on the M&E side. The management team wants to build and expand this capability because they can see the value of integrated delivery. From a business perspective, they've made me head of rail as we work to secure more projects in this sector.

SSH: Rail projects often have unique logistical challenges due to access restrictions and safety requirements. How does Henderson & Taylor's supply chain management address these specific constraints?

MP: We maintain a pre-qualified rail supply chain who understand possessions, safety-critical logistics, and compliance. For example, materials are delivered in rail-compliant packaging and tracked with just-in-time scheduling. This reduces both waste and site congestion. Our procurement team align suppliers to project milestones, not generic schedules. This means every delivery has a purpose, not just stockpiling. This discipline is critical when working trackside or in heritage stations with very little laydown space.

SSH: Can you share an example of how effective supply chain management saved a rail project from potential delays?

MP: On a recent station upgrade, we had a risk of delay due to specialist M&E equipment lead times. By working with suppliers early, we preassembled components off-site, delivered them in possession-ready modules, and avoided a six-week delay. That decision saved not only time but also significant cost on temporary works and welfare hire. It reinforced the value of treating suppliers as project partners, not just vendors.

SSH: You mention operating ‘a fleet of the latest plant and equipment’. What specific technologies or equipment does Henderson & Taylor use that gives you an edge in rail infrastructure work?

MP: We operate modern GPS-guided plant for precision civils work, which reduces rework and improves safety by limiting manual setting out. On M&E, we use thermal imaging and digital load testing for faster commissioning. We also invest in hybrid plant and electric tools, which reduce emissions and noise, which is critical in rail environments where work is often carried out at night and in residential areas. The edge is not just technology, it's the ability to apply it smartly to rail's unique challenges.

We've also implemented some simple but effective innovations on this project. For data cables, instead of using single colours

that make identification difficult during maintenance, we've colour-coded them by discipline: CCTV cables are blue, data cables are white, ticket machine cables are purple. It's such a simple concept, but when you see a purple cable, you immediately know it's for ticketing systems. This cuts down maintenance time and reduces errors.

This type of thinking, looking at simple solutions that make a real difference, is what we're trying to bring to all our rail projects. Many of these innovations aren't our ideas alone, but come from collaboration between our M&E team and other specialists.

SSH: How does your M&E (Mechanical & Electrical) capability integrate with your civil engineering work on rail projects?

MP: Rail projects succeed when civils and M&E aren't treated as separate disciplines. At Henderson & Taylor, we run them as one delivery stream. For example, when constructing new electrical rooms, the civils build isn't signed off until the M&E team validate ducting, risers, and clearances. That way, the transition from civils to services is seamless, and we don't waste time on rework.

We've also upgraded the electrical infrastructure significantly. Instead of traditional switchboards with five to ten year lifespans, we've installed equipment with 20-year lifespans. These cost more upfront, but they're safer because you can work on individual circuits without shutting down the entire system. This means the station can keep operating while maintenance is carried out on specific circuits.

SSH: Walking through your three-step process (Contact, Planning & Design, Construction) what are the critical decision points where projects can succeed or fail?

MP: In Contact, the critical point is scope, are we solving the right problem? In Planning & Design, it's risk, have we designed out safety and programme clashes? In Construction, it's delivery, are the right people, plant, and materials on-site at the right time? If any one of these breaks down, the project struggles. My role is to keep all three in balance and ensure no phase hands over a problem to the next.

SSH: How do you balance the competing demands of safety, efficiency, and costeffectiveness throughout a project's lifecycle?

MP: We work with a simple principle: safety is non-negotiable, efficiency is engineered, and cost-effectiveness is earned. Safety comes first because without it, there is no project. Efficiency is achieved by planning, so that’s sequencing, supply chain, and people. Cost-effectiveness is the byproduct of doing those two things well. That's how we deliver value: safe, efficient,

predictable outcomes that also happen to be commercially strong.

We maintain extremely high standards through rigorous inspection and testing. We conduct Inspection Testing Plans (ITPs) for every fixing – pull-out tests, documentation, everything is proven and logged. We can go back and show exactly what we've done for every element of the work.

Some people think this is above and beyond, but it shouldn't be - it should be the norm. The apprentices working on this project are learning the right way, and when they go to other sites expecting these standards, it will gradually raise the bar across the industry.

We recently held a safety stand-down day to refresh everyone on expectations as we enter the final phase. The message is clear: if you're asked to do something you're not comfortable with, speak up. Don't feel you have to hide concerns or muddle through. Safety is paramount in railway environments.

SSH: What's your view on the skills shortage in the rail industry, and how does it affect projects like this?

MP: The skills shortage in the industry is significant. You have people coming out of apprenticeships with cards and

qualifications, but when you ask them to work with older cable types like MICC (pyro cables) that we still encounter in stations, many have no idea what they are. The training has become focused on getting people qualified quickly rather than ensuring they have comprehensive practical knowledge.

I prefer people who are honest about what they don't know. If someone says ‘I've never done this before’ I'm happy to teach them. It's the people who pretend they know everything and then struggle repeatedly who cause problems. When someone's willing to learn, you invest time in them, and they typically give more back to the project.

Working with C2C, which has now moved under Department for Transport Operator (DFTO), has been positive. Under the DfT structure, decision-making seems more straightforward – it's either ‘do it’ or ‘don't do it’ whereas with some private operators there are more layers of protocol that slow down approvals.

Barking station will serve as our showcase project. The innovations we've implemented here – from the UPS systems to the colour-coded cabling to the highquality switchgear – are all designed to be replicated on future projects. Network Rail has expressed interest in visiting to see some of our solutions and potentially

applying them across other stations.

This project represents a significant opportunity for Henderson & Taylor to establish ourselves as a major player in rail infrastructure. The £15 million Barking refit demonstrates our capability to handle complex, multi-disciplinary projects in challenging operational environments. With my appointment as head of rail, we're actively pursuing additional rail contracts to build on this foundation.

The goal is to complete Barking to the highest possible standard, creating a beacon project that showcases what's possible when you prioritize quality, innovation, and longterm thinking over short-term cost savings. The station upgrade will serve passengers for decades to come, and every decision we've made reflects that responsibility.

DEDICATED TO HARRY PINK

Mark Pink dedicates this interview to the memory of his son Harry Pink, Assistant Manager on the Barking station project, who died in May this year at the age of 22.

Peter Slater is CEO of CMAC Group and the driving force behind CMAC’s business strategy, ensuring the organisation is well-positioned to meet the growing demand from clients to service their needs globally.

Resilience on the Rails

Peter Slater, CEO of CMAC Group on why workforce wellbeing must come first

In the race to modernise Britain’s railways, conversations often focus on infrastructure upgrades, digital innovation and decarbonisation, which are all vital for longterm progress. Equally, the sector is acknowledging another crucial area: the wellbeing of the people who keep it running, with initiatives and resources that are models for other industries.

In Q1 2025, Britain’s rail network carried approximately 4.7 million passenger journeys per day, underlining how critical the workforce is to the nation’s mobility and resilience. The importance of supporting those who operate, maintain and deliver services is increasingly recognised across the industry. By placing the workforce at the heart of our strategy, and building on the progress already made, we can coordinate a reliable, efficient network that cares for its people.

Proactive steps for employers

Rail operators can take tangible actions to embed wellbeing into daily operations. First, equip line managers with training to recognise early signs of stress and anxiety, and to respond with empathy and confidence. This not only helps individuals but builds a culture of care.

Next, rethink rostering with fatigue in mind. Rotas that disrupt sleep patterns or force excessive overtime erode resilience. Where possible, offer predictable shift patterns and clear limits on night duties. Adequate rest must be built in, particularly for those working unsociable hours.

Another consideration is to involve frontline staff in operational planning. When those delivering the service can shape how it is delivered, it can build ownership and reduce stress. Listening to concerns via safe, anonymous channels also helps leaders stay in touch with emerging issues.

Leveraging charities and peer networks

Initiatives like Railway Benefit Fund (RBF) offer vital financial and emotional aid to current, former and retired railway workers and their families across the UK. Train Operating Companies (TOCs) and suppliers can strengthen their collaboration with the charity by co-hosting outreach events or ensuring signposting to its services is clear and consistent across their workforce. CMAC Group’s own partnership with RBF includes joint initiatives and volunteer involvement in events. Such partnerships extend the charity’s reach and raise awareness among suppliers, who might otherwise be unaware of the resources available.

Additionally, industry gatherings like the Big Rail Diversity Challenge demonstrate how charitable and social initiatives elevate wellbeing and inclusion. They provide opportunities for honest conversations, connection across the network, and a visible commitment to supporting colleagues beyond the operational environment.

Data behind the wellbeing crisis

Recent data makes clear the scale of the challenge. A rail mental health survey, revisited in 2025, found that one in three rail workers met criteria for a clinical mental health condition compared to one in six across the general workforce. Anxiety levels were 1.5 times higher and signs of PTSD were double the national average. Those working in public facing roles reported the greatest burden, reinforcing the need for targeted intervention.

Given these trends, rail companies are increasingly moving beyond symbolic measures towards impactful, lasting improvements. Partnering with mental health organisations to provide 24/7 counselling and training mental health first aiders are all impactful steps. At the same time, upgrading quiet break areas into dedicated wellbeing pods and providing nutritious hot meal options during shifts can turn small gestures into valued support.

Extending care across the rail supply chain

Wellbeing does not stop at the station platform. Contractors, engineers and logistics teams also face stress, especially during disruption or maintenance work. Employers should ensure their partners uphold similar standards of care, with technology helping to manage disruption more smoothly by keeping teams connected and informed in real time. This can reduce uncertainty, improve response times and allow people to focus on their work. Alongside these tools, briefing site staff in wellbeing protocols, providing rest facilities and making it clear who to contact in emergencies remain practical and effective measures.

From our own experience of coordinating staff travel during service interruption at CMAC Group, we see how even modest efforts, such as a timely message, a safe transfer or a word of thanks, can actively enhance the wellbeing and motivation of those working in challenging circumstances.

A shared responsibility for a humancentred railway

Wellbeing is both a moral priority and an operational strength for the sector. A healthy, motivated workforce is the industry’s greatest asset. Addressing their needs builds resilience in the face of disruption, helps retain talent in a competitive market and enhances public trust.

As the rail sector transforms, it must keep its people at the heart of its progress. By embedding practical help, nurturing inclusive cultures, collaborating with charities such as RBF, and utilising technology for enhanced communications, we can create a workforce that is not only sustained but empowered. That shift is essential if we are serious about building a railway that is resilient, inclusive and fit for the future.

Tim Jones is CEO of Migo Consult and a technology entrepreneur with over 20 years' experience in rail and digital transformation. He co-founded 3Squared, a Queen's Award-winning rail tech company that was acquired by EPM Group in 2021. Previously, he founded digital agency Exposure Media and co-founded eCommerce business AV Shopper after graduating in Computer Science from Sheffield Hallam University.

SSH: What does Migo do and how would you describe your approach to business?

TJ: Migo Consult is a transport-focused innovation and transformation consultancy. We help organisations tackle their biggest challenges by bridging the gap between today's operations and tomorrow's opportunities.

Our approach is very practical – we don't just hand over advice, we work side by side with clients to make sure strategies turn into results. We bring expertise that combines industry knowledge with fresh thinking.

I like to think that Migo has a dramatically different approach to some of the more traditional consultancies. We're innovation and transformation focused, helping organisations bridge the gap between how they operate today and how they want to operate in the future.

SSH: You describe yourselves as more than just advisors – you are partners who deliver results. How does that differentiate you from traditional consultancies?

TJ: Traditional consultancies often provide reports and recommendations, then step back. Our philosophy is different – we take

Tim Jones CEO of Migo Consult

Sam Sherwood-Hale spoke to Tim Jones, CEO of Migo Consult, about the company's partnership approach to railway transformation, the challenges of digitising a traditional industry, and how Great British Railways could unlock innovation across the UK's fragmented rail network

ownership alongside our clients. That means we share responsibility for outcomes, not just deliverables. We embed ourselves in their teams, understand their day-to-day realities, and stay involved until the job is done. It creates accountability but also trust – our clients know we're invested in their success.

We don't just provide advice and then walk away, leaving the client to understand how they translate that advice into meaningful solutions. We see our consultancy as a partnership - working alongside our clients until the change is theirs, not ours, confident and equipped to carry it forward. This concept of being a partner, working together hand in hand to solve problems and deliver solutions, is received very warmly.

SSH: Is this innovative approach more welcomed now than it might have been in the past?

TJ: Definitely. Having been in this industry for 20 plus years, I've certainly seen a shift towards operators and regulators being open to innovation and actively encouraging it. There's that perception that we don't embrace change, but actually when you speak to individuals, you'll see that there

are a lot of people ready for change and championing innovation in rail.

Over the last five years I've noticed that change in openness more so. I think it’s always been there at the core of our industry, but now it's coming to the surface more than ever.

SSH: Can you walk us through ‘The Migo Way’ – your five-stage delivery framework?

TJ: The Migo Way is our structured approach to delivering change. It's built around five stages: Initiate: working with the client to really understand and define success, Plan: where we shape a clear plan of action, Design: which turns that plan into a practical blueprint, Implement: where we implement and embed change, and Review: and close which ensures continuous improvement, so benefits aren't just shortterm but sustained. This framework keeps projects disciplined, but flexible enough to adapt as realities shift.

We view the Migo Way as a toolbox - it's about using the right tools for the right job. It's not one-size-fits-all. Some projects require us to be flexible and adapt the framework to fit how the customer works, or use certain parts while skipping others that

‘Traditional consultancies often provide reports and recommendations, then step back. Our philosophy is different – we take ownership alongside our clients.’

aren't relevant. It's flexible and we like to call it a toolbox because we believe it's all about the right tools for the right job to get the right outcome for the customer.

SSH: Tell us about Migo. What's the story behind the company and what drives your approach?

TJ: We created Migo to do consultancy differently. Having worked in rail and technology for many years, I'd seen how organisations struggled with change when advice wasn't connected to delivery. We set up Migo to fill that gap, a consultancy that's innovative, but also grounded in operational reality. What drives us is the belief that transformation should be both strategic and practical, and that people are at the heart of making it stick.

SSH: What does partnership rather than traditional consultancy mean for client engagement and outcomes?

TJ: Partnership for us is about working with clients, not just for them. We cocreate solutions, share accountability, and celebrate results together. That approach builds confidence and reduces resistance to change, because clients feel ownership of the journey. It's why our work tends to deliver lasting outcomes, the solutions aren't imposed, they're built together.

We achieve better outcomes through The Migo Way, our structured framework for delivery, adaptable to every client and challenge. When you marry that with our philosophy of partnership, not just handing out advice, generally means together we succeed and deliver the outcomes the client really wants to achieve.

SSH: You've recently partnered with Petrosoft to bring RAILSoft to the UK. How does this platform work?

TJ: RAILSoft is a railway management system that streamlines operations across planning, safety, crew management, and asset monitoring. Think of it as an end-toend digital backbone for railway operators. It replaces fragmented spreadsheets and paper-based processes with a single digital platform that helps clients improve

visibility, efficiency, compliance, and safety. Our partnership with Petrosoft brings this proven system to UK operators.

SSH: What operational improvements have you seen from RAILSoft implementations?

TJ: Operators using RAILSoft have seen significant efficiency gains - reduced administrative overheads, faster incident reporting, better crew scheduling, and improved regulatory compliance. In Poland, freight companies have cut turnaround times by digitising train preparation. In Ukraine, despite very difficult circumstances, RAILSoft has supported operators in keeping freight and passenger movements coordinated. It's a platform that has proven resilience as well as efficiency.

SSH: Are there areas where you're surprised that things haven't already been digitised?

TJ: As technologists, it’s easy to assume the sector is more advanced than it is because we see the opportunities and the technologies every day. But while innovation is moving quickly, and interest is increasing, the reality is that widespread adoption across rail is still in its early stages. Many of the challenges we were talking about 20 years ago when I first came into the sector are still being talked about today and still haven't been solved. Sometimes there's a tendency to think we're further ahead than we actually are.

I think externally there's an image given off by our sector that suggests we're innovative, flexible, and future-looking and we've solved lots of challenges. But when you get down to the nitty gritty, some of those challenges still exist. That's partly due to our heritage with the sector being born out of public ownership then privatised. A lot of the systems we use today are still from the 1960s and 70s, and we sometimes forget about that.

SSH: Is this an issue of training being done in an analogue world?

TJ: I think there is sometimes a fear of change within the industry and that's where organisations like Migo come in. We support companies with our partnership model, working with individuals through that change journey. It can be fraught with risk, but we help mitigate that risk and support them as they move from the comfortable analogue space into the new digital area.

SSH: How do you balance being a technologist who believes in these things with clients who might not be as excited?

TJ: For us, it means grounding our work in our customers’ reality — their priorities, pressures, and commercial constraints. Whilst I might be an evangelist for new

‘Many of the challenges we were talking about 20 years ago when I first came into the sector are still being talked about today and still haven't been solved.’

technologies like artificial intelligence (AI) or Internet of Things (IoT) platforms, it's about understanding if there's genuine need or opportunity to deploy those within the customer's environment. Can they be used to help solve the challenges we're there to help with? There is no value in deploying technology for technology's sake. It has to have real, meaningful, purposeful value to the customer.

As we get excited about how we can help clients, we have to take a step back and think practically. There's no value in deploying something just because it's shiny or new if it won't solve the problem or deliver the value the customer expects.

SSH: The UK railway system has been constrained by fragmentation, but we're seeing government commitment to innovation through Great British Railways (GBR). How do you see this playing out?

TJ: I believe fragmentation has been one of the biggest barriers to innovation in rail. But the establishment of GBR shows real intent to break down silos and set clearer direction for the industry.

For companies like Migo, that's hugely positive. It means we can help clients move faster with transformation, because there's now a stronger mandate from the centre. Change won't happen overnight, but we're optimistic that reform will unlock the appetite for modernisation that already exists at ground level.

SSH: What's your take on GBR's strategic innovation agenda?

TJ: GBR is a once-in-a-generation opportunity to align innovation with national strategy. If it succeeds, it can give the industry clarity on priorities, reduce duplication, and accelerate adoption of technologies like AI.

I'm really excited about GBR pushing the digital agenda. They're trying to push boundaries and demystify new emerging technologies to provide an industry that's heavily regulated and safety-conscious with the tools needed to embrace innovation I'm excited about their stated goals to remove friction, barriers, and risk around embracing innovation.

SSH: How significant a barrier is fragmentation and contractual complexity to digital transformation?

TJ: It's probably the single biggest barrier. You can have the best technology in the world, but if commercial models and contracts don't incentivise adoption, nothing moves. That's why governance and reform are so important, without the right frameworks, innovation stalls. We see our role as helping clients navigate those complexities and build the business cases that unlock investment.

SSH: What are the biggest challenges facing UK rail operators adopting new technology?

The three big ones are cost pressures, integration complexity, and cultural resistance. Operators are under financial strain, so every investment has to show value quickly. New systems must integrate with legacy infrastructure, which isn't easy. And change requires people at all levels to adopt new ways of working, which is often underestimated.

One of the biggest challenges is working with existing heritage systems that aren't going away soon. It's about looking at how we introduce new technology and how it works with existing systems in an integrated fashion, rather than creating silos.

Another challenge is reception to change. We're quite a proud, historic and traditional sector with good ways of working that came out of privatisation that we still use today, but we should look to embrace opportunities to optimise those or work in new ways that can deliver benefit. It's about that embrace of change.

SSH: Why is governance so critical in rail projects specifically?

TJ: Rail is a safety-critical, heavily regulated environment, so governance isn't optional, it's the foundation. Governance ensures innovation is introduced safely, compliantly, and with the right checks and balances. It also protects investment, because projects with weak governance often fail to deliver benefits.

From experience delivering complex safety-critical systems over 20 years, we've learned that governance isn't bureaucracy. Some people think it is, but it's the opposite - it's flexible and can adapt to meet client needs.

SSH: How do you balance innovation with the safety-critical nature of railway operations?

TJ: We call it ‘responsible innovation’. We encourage bold thinking, but every idea is tested against operational and safety requirements. Rail has a long tradition of safety discipline, and innovation has to respect that. What we bring is the ability to

‘What excites me is the sense that we're at a tipping point. For years, rail has talked about digital transformation – now we're starting to see it happen.’

introduce new technologies in a controlled, step-by-step way that gives confidence to regulators, operators, and the workforce.

SSH: Where do you see the UK rail industry in ten years?

TJ: In ten years, I expect a more unified industry with digital systems embedded across the network - from traffic management to ticketing, crew rostering to asset monitoring. Data will flow seamlessly, enabling more reliable services and better passenger experience. Freight will also benefit, with digital planning unlocking capacity and efficiency.

By removing fragmentation, we'd expect digital systems used more uniformly across operators and infrastructure owners. This will encourage data to flow more seamlessly between different operators and the supply chain, helping deliver better passenger experiences as we analyse that data.

SSH: What are potential hold-ups in companies adopting this technology?

TJ: I don't think freight will be the limiting factor. From my experience, freight companies tend to be more eager to adopt and embrace innovative techniques and software processes because they're keenly focused on delivering better service, unlocking additional capacity, or working alongside passenger operators.

I think it is more likely to be some of the passenger services. There are some which are quite forward-facing like LNER, who are absolutely embracing of innovative ideas and technologies. But there are others that perhaps aren't quite as embracive and stick to more traditional ways born out of privatisation.

That's hopefully going to be GBR's role. To work with all stakeholders across the industry to help identify these barriers and remove them in a safe, controlled way so we can embrace innovation and move at the pace we want.

SSH: What excites you most about the current moment in UK rail transformation?

TJ: What excites me is the sense that we're at a tipping point. For years, rail has talked about digital transformation - now we're starting to see it happen. Thanks to GBR and companies like ourselves, we're beginning to see real change.

Migo's role is to help clients seize that moment, whether through European Train Control System (ETCS) rollout, digital workforce management, or training innovation. We want to be the partner that helps organisations navigate change, adopt technology, and deliver real value to passengers and freight customers.

There are some that recognise this and are preparing for it, embracing it and wanting to get ahead, while others are perhaps more reticent. Our role is to work with clients in different ways. Those that are embracing and running with it, we support and challenge them and bring the right tools to take them where they want to go. But we also support those that are less embracive and work with them to deploy the right tools to help them take advantage of what comes from the tipping point.

Part of our job is to listen to customers and understand where they are on that journey. Once we understand their position and how embracing of technology they are, we can start to add value whether targeting people, processes, or systems.

SSH: What does digital transformation actually mean for the railway industry?

In its simplest terms it means moving from analogue, manual, and fragmented systems to connected, automated, and datadriven operations. However, it's not just about new software – it's about rethinking how the railway operates, how decisions are made, and how passengers experience the service. Done well, digital transformation means a railway that is safer, more efficient, more sustainable, and more responsive to customer needs.

SSH: How do digital solutions change dayto-day railway operations?

TJ: Digital tools cut down paperwork, automate routine tasks, and give operators real-time visibility of their network. That means quicker decisions, fewer errors, and better use of resources. For example, a digital crew management system can reassign drivers instantly if there's disruption, rather than relying on phone calls and spreadsheets. The result is smoother operations and better service reliability.

SSH: What are the main technologies transforming rail operations today?

TJ: The big ones are digital signalling like ETCS, traffic management systems, predictive maintenance using IoT and AI, and workforce management platforms. On the customer side, mobile ticketing and real-time information are transforming the passenger experience. Behind the scenes, data analytics is giving operators new insights into performance and asset health. Together, these technologies are reshaping how the industry runs.

Rob

Johnson is an Analyst at Centre for Cities, the leading independent organisation dedicated to improving the UK’s urban economies.

Connecting Cities is Key to UK Productivity

Britain is lucky to have several big cities. Besides London, cities like Manchester, Birmingham and Glasgow are large enough to rival Hamburg, Munich or Lyon

These big cities are national economic assets but they could be even better. Unusually for a wealthy European economy, they lag the national average for productivity.

Big cities, as the engines of the national economy, should outperform the average. In Britain, London stands alone in this regard. Germany and France also have dominant economic capitals in Frankfurt and Paris, but their ‘second’ cities make a greater contribution to their national economies than their UK equivalents do.

Government recognises that poor public transport connectivity within cities, including rail, is one of the causes of large UK cities’ underperformance. Its announcement of £15.6 billion in investment in city region public transport networks in this year’s Spending Review is a big commitment to tackling it.

This will fund several projects championed by metro mayors, including rail improvements in the Tees Valley and bus and metro improvements in the East Midlands, Greater Manchester and the North East. How can local and national policy make the best of this investment?

Under-investment in city-region local public transport networks has been compounded by poor alignment between housing and transport, resulting in weaker connections between where people live and where economic opportunities are. These two setbacks are best tackled together.

Data shows this weak connectivity has everyday impacts. In economic terms, large UK cities operate more like medium-sized European ones because they have both fewer transport stops and fewer people living near each one.

While 38 per cent of Leeds’ population can reach the city centre within 30 minutes, 87 per cent of the population of Marseille can. Glasgow and Lyon both have roughly a million residents, but only half of Glasgow’s population can reach the city centre in 30 minutes, compared to three quarters in Lyon. And the public transport network in Birmingham would need to carry an extra 213,000 commuters every day to match ridership levels in cities of a similar-size in Europe like Hamburg.

This means a city-centre firm in Manchester or Birmingham has access to a smaller pool of skilled labour than in similar-sized Munich. That has a big impact on productivity.

For the North of England, Centre for Cities estimates that the relatively small effective size of UK cities contributes to an estimated productivity gap of £16 billion annually.

Legislation in the English Devolution and Community Empowerment Bill will soon allow big cities to better link up their transport systems through streamlined ticketing and timetables. Scottish cities have these powers available to them already. Integration of commuter transport in big cities would unleash their city centres’ potential and spread prosperity beyond their borders.

Using this power in Glasgow alone would better connect an additional 300,000 people to its largest job market. With TfL-style integrated systems in the UK’s other big cities, well over a million people across the UK could have greater access to economic opportunities in city centres.

Changing how new housing development is planned would also increase the potential passenger numbers around cities’ stations and bus or metro stops, so that they operate more like large European cities.

UK cities are built at relatively low density compared to European peers, meaning fewer people live around each transport stop. Devolving planning powers to mayors who oversee whole metro areas will also allow more strategic alignment of transport upgrades and housebuilding.

Despite the urgent need to make cities denser, urban housebuilding is slow. Government can tackle this by making planning approval processes more rulesbased for brownfield developments, as well as providing metro mayors with more resources for demolition and remediation on brownfield sites.

‘Only half of Glasgow's population can reach the city centre in 30 minutes, compared to three quarters in Lyon … While 38 per cent of Leeds' population can reach the city centre within 30 minutes, 87 per cent of the population of Marseille can.’

That will help cities build upwards. They should also build outwards and further green belt reform is needed for this. Plenty of railway stations within commuting distance of the centres of large cities are surrounded by undeveloped land with space for millions of transit-oriented suburban homes.

More widespread use of Local or Mayoral Development Orders – which ease planning restrictions within certain spaces – could bring some of these homes within reach. And although most of these homes would be on green belt land, building all of them would barely shrink the green belt – eating up only around five per cent of it.

Government’s backing for better, more transport-oriented urban development is a victory for the UK’s big cities. It could become the foundation for a long-lasting, city-led approach to growth if mayors and central government take the bold steps outlined

here.

Jacqui McLaughlin CEO of Reactec

A former international hockey player with 45 caps for Scotland and a seasoned engineer who has led teams at FTSE 100 companies, Jacqui McLaughlin brings a unique blend of competitive drive and technical expertise to the health & safety technology sector. Under her leadership, Reactec has grown to serve over 1,400 clients with nearly 200,000 workers using their wearable monitoring technology.

Sam Sherwood-Hale spoke to Jacqui McLaughlin, CEO of Reactec, about transforming workplace safety through wearable technology, the limitations of traditional risk assessments, and expanding across European rail networks following Ideagen's recent acquisition

SSH: You've transformed Reactec from offering a ‘basic H&S monitoring device’ to a ‘sophisticated risk reduction management system’. What drove that strategic evolution?

JM: We quite readily recognised that what we were doing in the space of monitoring exposure to vibration had much broader application because what we're really trying to do is ensure that people get a true appreciation of the risk levels in the workplace, in a much better and more granular manner than they might achieve by doing general risk assessments.

Really, the world of vibration and the risk it carries is no different to things like exposure to dust and exposure to noise. They're all things that are happening in the background whose harm builds with time, so the more clearly you understand that picture, the more readily you can control it as a risk and prevent future health and safety issues.

It's definitely something that we've been expanding on in recent years. I think we first considered this as a concept back in 2019 and we spoke with other sensor companies like noise sensors, who actually had quite limited software technologies, because they were basically all about instrumentation.

What we were doing is gathering a much bigger data set and actually turning that data into information that allowed a line manager to understand the risk without having to have a scientific background, just by aggregating the data in a manner where you can red, amber, green the risks. This enables a different group of people to take control of these risks, and they are better positioned to do so because they are the ones assigning tasks to workers every day, tasks that may expose those workers to risks.

SSH: Was this something that the market was calling for, where clients were saying they had issues with information being siloed with one expert?

JM: Absolutely. Our very first product offering had a stand-alone database that would sit in somebody's computer and he would email information out from time to time. If they were on holiday, it didn't happen. If they were on maternity leave, it was all the worse. We've been addressing data accessibility since 2014, and accessibility is what it's all about. We

give an accessible understanding of the risk to anybody who needs to see it because in many of the industries that we work in, including rail, the people at risk are remote from their management. Whether they're working through the night in a possession or whatever it is, you need eyes in the back of your head for what's actually happening in the field.

SSH: What's the best way to make this technology easier to use for someone who's not an engineer?

JM: There are two sides to it. First, making somebody want to use that technology. We've made our product look good. Somebody once explained to me that they revolutionised the world of eye safety when they made safety glasses start to look like Bollé sunglasses. So, we had to make the kit look appealing, and I think we have got to a good place with that.

But then it's the data retrieval and accessibility – the whole combination of the technology we use for getting the data off the watch and up to our cloud, and then the style in which we present that data to really demystifies and makes it possible for anybody to look at the data and know what they have to do to manage the risk

SSH: With your background spanning competitive hockey, engineering, and business leadership at FTSE 100 companies, how do these experiences shape your approach to leading in the health & safety technology space?

JM: I played in the days when Olympic sports were played by people who were still working, so I was in the squad for the Barcelona Olympics and at that time I think there were only four people in the team who didn't work. We had GPs and teachers, and I was an engineer. People did the day job and then trained even to an Olympic standard.

Teamwork is important in anything because no matter what you're trying to do – and I think of what we've done in Reactec – we've pulled together a diverse range of technical skills. When you're talking cloud reporting, hardware, firmware skill sets, that's a wide engineering discipline that requires effective teamwork.

But the other thing hockey helped me with in my career is that by working for a large corporate PLC, integrity comes as a matter of course. You don't always see

‘Tech is of no use if all it does is let you do something a different way. This has to bring improvement.’

that in the industry. We've tried to apply to everything that we do that we do it the right way. There is the aspect of bringing together multiple different skills, but doing things the right way – that's not trivial. When you talk about safety, people are quite good at safety with things like PPE. But health often takes a back seat because it takes much more time for people to see the result of poor practices. It might take somebody 10, 12, 20 years to develop white finger or vascular damage to their fingers. But that could have been prevented if we'd been doing things properly all along. So doing things properly and with integrity is a big part of what we do.

SSH: You've mentioned being passionate about applying technology to differentiate business performance. How has this philosophy shaped Reactec's direction?

JM: What I brought when I first joined the company is that I'm an engineer by trade, but what I've always been interested in is the application of technology. Not technology for technology's sake. I want to turn it into something that makes the way of working better. We're not just replacing a way of working, we're making it better, making it something that people can do more with.

The technology we've tried to describe as prevention engineering – again as an engineer rather than a scientist, it's all about application. By pulling the data together in the way that we do, we believe we turn our clients into prevention engineers. They have the information they need to put their workers to work in a healthier and safer way.

SSH: How has your engineering background influenced your approach to translating complex vibration science into practical safety solutions?

JM: When I joined Reactec we had a device that was mounted on a tool. When I first saw it, I thought well one, that's a really difficult environment to put electronics in – to securely mount sophisticated

electronics onto a vibrating tool. But I also asked the question: why are we measuring the tool? What we want to know is what's coming into the person, so the most logical place is to measure on the person. That's why we developed HAVWEAR, which was released in 2016.

‘When you looked at actual individuals and what they were exposed to, the range was 50 to 380. That's the difference that comes into manual work – you can have a massive range in what's happening to any individual in any day.’

This approach reveals the massive variability in manual work. I did a study with a utilities company where we had people doing exactly the same activity over two solid weeks with very precise measurements. The risk assessment said the average looked about 140 points. However, when you looked at actual individuals and what they were exposed to, the range was 50 to 380. That's the difference that comes into manual work, you can have a massive range in what's happening to any individual in any day.

SSH: Can you tell me about the J Murphy and Sons case study where they achieved a 61 per cent reduction in average employee exposure?

JM: Murphy were one of our first big adopters when HAVWEAR launched in 2016. It was just that whole feedback of giving somebody a wearable, they can see exactly what their exposure is and Murphy had some pretty strong procedures about when you achieve a certain level, you must change work, give that work to someone else. It brought down the entire workforce average in an incredibly quick amount of time, measured in months as opposed to years.

The type of risk reduction seen by Murphy was equivalent to prolonging the period at which a skilled worker could safely

be deployed by a factor of two. It's quite common in the rail sector to see workers exposed consistently around what is defined as the exposure action value. When tampering ballast, this could mean using the tool as little as 8 minutes per day. Can an individual control their risk to that level of accuracy? But if they don't, they face a ten per cent probability of developing the disease within twelve years.

SSH: Reactec was selected by EU-OSHA as a case study for new monitoring systems improving worker health & safety. What does this recognition mean?

JM: What they did was research all of the human dynamics around wearables in the workplace. To do that they needed to find wearable tech companies who had meaningful deployment. We do stand out, we have over 1,400 clients and approaching 200,000 actual workers who have used our kit. So, we have meaningful feedback on what workers think, what management thinks, and what this tech actually does to help health and safety.

Going back to what I was saying earlier, tech is of no use if all it does is let you do something a different way. This has to bring improvement, and hence why we pulled out studies like Murphy's because we had data to back up how much they actually reduced exposure by.

SSH: Your research shows traditional assessments can underestimate exposure by 76 per cent. How does this scientific backing change conversations with rail safety directors?

JM: From a rail safety director's point of view, it should all be about sustainable workforces, keeping skilled people able to do the job. The 76 per cent assessment

‘It might take somebody 10, 12, 20 years to develop white finger or vascular damage to their fingers. But that could have been prevented if we'd been doing things properly all along. So doing things properly and with integrity is a big part of what we do.’

came from comparing what we call tool tag exposure with our real measurement data over a very large data set. It includes rail work and construction work, but by taking a very large data set, that's what the overall picture was.

I did some work on permanent way with teams carrying out tampering. We were taking measurements while they used the tool in soft ballast and then on hard ground, just two feet apart. The measurement ranges showed that, in one situation, the action value threshold could have been reached after about 24 minutes, whereas in the other it would take four hours. The difference had nothing to do with operator skills or error or the tool being in poor condition, it was simply the result of using the same tool in different conditions.

SSH: You've moved from Tool Exposure Points to Sensed Exposure Points that capture real-world usage. Why does this distinction matter?

JM: We collect data based on what we call tool tag exposure, which means people expect tools to behave in a certain manner. But in parallel, we're collecting our real measurement data. Having data based on measurement during tool use is particularly important when the tool can have great variability depending on exactly what it's being used for.

The variability that can come from power tools is unbelievable. How do you know that's happening in any given task? It's only possible, if you're taking the measurement during the task.

SSH: How will Ideagen's acquisition of Reactec help you expand across European rail networks?

JM: The acquisition is only two weeks old, but Reactec was essentially privately owned by an Archangel syndicate – independently wealthy individuals who put money in to help companies develop. It's been fantastic for us to date, but our ambitions are about getting our technologies out to a wider reach.

With Ideagen as our new owners, they have a global footprint and it's an organisation of some 1,800 people really leading in software for safety and compliance applications. So, it's a really good tech fit and application fit with what we do. We are now quite ambitious about how we can expand the use of our tech to broader audiences and applications.

All the numbers I quoted are based on 95 per cent of our sales being in the UK. There is nothing specific about the UK that makes our technology more necessary here than in any other country where rail work is carried out. Workers face the same risk, whether they're in France, Germany, Sweden or elsewhere.

SSH: What lessons from other sectors apply directly to rail?

JM: I think rail is more synergistic with the construction sector because of the nature of the risks from the tools used and processes undertaken. But also because of the transient nature of both work and people –people move between possessions, between projects, and all that brings variability. Where there is variability in workflow, that makes all the more challenging to do a useful risk assessment.

I did work recently with a utilities company putting in fibre optics in a residential area and a whole hour was spent trying to figure out how to do the job because the survey that informed the risk assessment had completely missed drainage works. They had to figure out what to do on the hop. It's a phenomenal task to ask somebody to do without the backup that monitoring tech can give them.

SSH: How do you see the future of risk assessment changing?

JM: There is a fundamental requirement for risk assessments because you should not put people to work if you don't understand the risk they're about to face. The problem is people put so much effort into risk

assessments, and it doesn't match the reality of how consistent the workflow is. In manufacturing, risk assessments can be fantastic because they know exactly what each person will do each day. But when you're taking over a rail possession and looking at permanent way or rail fixings,

that will vary hugely depending on the conditions, once you get there.

SSH: Are you able to keep up with legislation globally?

JM: It's something we monitor all the time. The ISO standards community is very important because if every country had their own standards, it makes it really hard for harmonising things like the instruments you need and the protection required. When it comes to vibration, mainland Europe and the UK are totally aligned. We use the same measurement principles and thresholds, and countries like Australia have followed suit.

The comparison with North America is interesting because they have recognised vibration as a risk and come up with a slightly different measurement, but there's no requirement on employers to pay attention to it. It's all done on the back of employers recognising this is an issue and wanting to protect their people's wellbeing, often commercially driven.

Leadership in today's world relies on data-based decisions and measurable improvement. Reactec brings that to workplace health and safety, turning guesswork into genuine insight and empowering organisations to create truly sustainable, safe workforces.

The West Coast Main Line’s Looming Capacity Crisis

Time is running out to save HS2's Phase 2a as land acquisition powers expire in February 2026, The High Speed Rail Group argues that extending safeguarding powers could unlock transformational investment and connectivity across the Midlands and North

One of the lasting misconceptions about HS2 is why it was proposed in the first place. Many still believe it was all about cutting journey times, a bonus, yes, but never the primary goal. Others rightly highlight the aim to better connect the North and South of the UK –closer to the mark. But at its heart, HS2 was always about something more fundamental, namely, capacity.

Specifically, it was designed to relieve growing pressure on the West Coast Main Line (WCML), the country’s busiest rail corridor and a vital route for passenger and freight traffic alike. That challenge remains and if anything, it’s becoming even more pressing, as highlighted by the ORR’s July rejection of open access bids on the WCML due to ‘insufficient capacity’.

And nowhere is this bottleneck more acute than the stretch north of Birmingham to Crewe, which the Department for Transport warns will reach overload by the mid-2030s. Without new capacity, passengers face deteriorating regional services, constrained socio-economic growth and knock on disruption across the wider rail network.

Phase 2a of HS2 was developed to address this challenge, a new stretch of track designed to take the strain off this congested rail corridor. Crucially it was separated from the broader Phase 2 programme to allow delivery to be accelerated. So while the Government announced the cancellation of this section’s construction in 2023, the reality is more nuanced. The route remains safeguarded, the legal powers to build are still in place and a significant portion of the required land has already been acquired.

Therefore, far from being consigned to history, elements of Phase 2a in theory remain a live opportunity. But that window

of opportunity is closing quickly. The deadline on compulsory land purchase powers for HS2 Phase 2a expire on 11 February 2026 – less than seven months away. Once these powers lapse, land already secured for the scheme will begin to be sold off and with it, the groundwork for upgrading this key stretch of rail infrastructure will be dismantled. To prevent this and keep high speed rail plans in the Midlands alive, we urgently need to extend safeguarding and land acquisition powers for HS2 Phase 2a between the West Midlands and Crewe.

And political pressure is clearly building across Westminster as awareness of the WCML bottleneck grows. A recent Westminster Hall debate in the House of Commons focused squarely on the future of the line and the Transport Select Committee continues to return to this issue in their deliberations. This awareness is crucial for numerous reasons.

Ongoing infrastructure limitations

The first is to address long-standing infrastructure limitations. Getting into the nitty gritty, the Norton Bridge flyover, completed in 2016, eased some congestion north of Stafford. However, plans for a Stafford bypass to avoid a two-track bottleneck at Shugborough and the Colwich junction were shelved. Phase 2a of HS2 was meant to solve this problem. The status quo therefore leaves Stafford, one of the WCML’s most stubborn choke points, unresolved.

Legacy infrastructure, with much of the track dating back to the 19th century, further places limitations on train speeds, timetables, capacity (for freight as well as passenger services), seriously impacting day-to-day service punctuality. These are challenges that only new-build, modern infrastructure can fully address.

If constructed, the new line north of Birmingham to Crewe would be one of the most straightforward sections of HS2 to deliver. Given it would be a rural route requiring minimal tunnelling, a revised iteration (shortened and built to new standards or assembled in phases) of Phase 2a could be delivered at lower cost per mile than the original Phase 2a scheme.

Supply chain

The rail and construction industries need long-term certainty to hire workers, boost skills, and invest in resources. Uncertainty stalls productivity gains and adds to project completion costs. A clear, deliverable plan for Birmingham to Crewe would help generate high-value jobs, support UK supply chains, and provide employment and training both locally and beyond.

Regional connectivity

With Phase 2a in place, the constraints on the WCML timetable would be relieved. Improved regional connectivity would follow, underpinning economic growth in key regions where investment could be transformational, including Stoke-on-Trent, Crewe, Cheshire and Lancashire. With the Staffordshire pinch-point addressed, communities in Rugby, Nuneaton, Tamworth, Lichfield, Stafford, Stoke-on-Trent and Crewe, would also see local rail services expanded and stations that have historically been overlooked transformed and reimagined as well-connected transport hubs.

Urgency

With the powers to deliver HS2 Phase 2a set to expire in February 2026, the Government must now make a clear decision on the future of rail infrastructure north of Birmingham to Crewe. We want to see a revised plan for HS2 Phase 2a brought to the table, scaled back as and where it should be, and delivered using the extended safeguarding and land acquisition powers already in place.

An independent study exploring design standards, phasing, and scope, including shorter versions of the original plan, should be commissioned and published without delay.

The case for new transport capacity remains as strong as ever. To the outside world, the classification of ‘Phase 1’ and ‘Phase 2a’ undoubtedly looks clunky. RAIL readers, however, will understand that a holistic approach requires consideration of the Euston-Crewe route as a whole to avoid a situation in which neither HS2 nor the WCML is properly utilised.

A decision is now needed on what version of Phase 2a is appropriate to relieve this long-standing network bottleneck; to strengthen North-South connectivity; to unlock investment, support jobs and skills; and to build a more resilient transport system fit for the future. For local stakeholders too, it would mean an end to uncertainty. The moment has come to shift hesitation into action.

Mika Lindén Vice President, Products at EKE-Electronics

Mika Lindén is Vice President, Products at EKEElectronics, leading product strategy for train control and management systems and SIL 2 Safety Solutions. He previously held senior roles in sales, commercial development, and business development, contributing to bids including London Underground projects.

Sam Sherwood-Hale spoke to Mika Lindén about EKE-Electronics' evolution from a Finnish gateway specialist to a global leader in rail modernisation, the unique challenges of the UK market, and how modular TCMS solutions are enabling costeffective fleet refurbishments across legacy systems

‘Over 95 per cent of the products returned to us are repaired rather than replaced, significantly reducing electronic waste and supporting circular economy principles. Our systems from 20 years ago are still supported today.’

SSH: How has EKE-Electronics evolved since 1986 to become a key player in rail modernisation projects? What opportunities do you see in the UK's upcoming modernisation programmes?

ML: EKE-Electronics has undergone a remarkable transformation since its founding in 1986 in Espoo, Finland. Initially focused on railway-compliant gateways and event recorders, the company has developed a strong reputation in train automation and control systems. Today, we operate in over 35 countries with more than 35,000 systems deployed worldwide.

As for the UK, the rail sector is undergoing a significant transformation driven by fleet refurbishment, digitalisation, and sustainability goals. EKE-Electronics is well-positioned to support these initiatives through its modular Train Control and Management Systems (TCMS) and SmartVision™ Remote Diagnostics solutions. These systems not only improve safety and operational efficiency but also help operators meet modern compliance standards like SIL 2 and cybersecurity.

SSH: With your experience across 35 countries, how does the UK rail modernisation market compare to other regions? What unique challenges and opportunities does the UK present for technology partners?

ML: The UK rail market is characterised by a diverse mix of legacy systems and budget-conscious refurbishment strategies.

Compared to other regions, the UK presents a unique blend of challenges and opportunities that require technology partners to be both agile and deeply collaborative.

UK operators are keeping fleets in service longer and looking for upgrades that deliver ROI quickly. For example, installing our Automatic Selective Door Operation (ASDO) Systems across a fleet enables operators to run longer trains at shorter platforms, thereby increasing capacity.

One challenge that operators face is integrating old protocols from companies that no longer exist. Our product platform enables EKE-Electronics’ control system to communicate with legacy subsystem interfaces.

SSH: You've been involved in significant UK projects including the Central and Bakerloo line train refurbishments. What lessons from these modernisation projects inform your approach to future UK partnerships?

ML: Although travelling to the UK is relatively easy from Finland, it is more efficient to have strong local partners who can handle support roles, including installation and integration, to develop software.

SSH: The London Underground's Central Line modernisation was a flagship project for EKE-Electronics. How do you leverage this experience when working with integrators and consultants on new modernisation opportunities?

ML: We want to build on our experience with past projects and legacy trains and share that knowledge with integrators and consultants. Consultants, in particular, have an important role in helping operators specify their requirements, and we see real value in working with them on modernisation projects and identifying ways to achieve cost efficiency. For example, replacing cabling is often a major expense, but in many cases existing cabling can be reused, which can significantly reduce costs.

SSH: The Sydney Waratah trains were the world's first fully Ethernet-based trains. How do you apply these technological innovations to modernisation projects where you're retrofitting existing fleets rather than building new?

ML: The Sydney Waratah project was a landmark achievement, not only for EKEElectronics but for the rail industry globally. Delivering the world’s first fully Ethernetbased trains across 78 double-deck EMUs, we demonstrated how a robust TCMS could enable seamless communication across subsystems, support predictive maintenance, and achieve 99.6 per cent fleet availability.

When retrofitting existing fleets, we apply the same principles of modularity, interoperability, and data-driven intelligence that made the Waratah project successful. Our TCMS platform, EKE-Trainnet®, is built on an open architecture that allows us to integrate modern Ethernet-based systems with legacy components, without requiring a full rebuild.

SSH: With over 35,000 systems deployed globally, what modernisation patterns are you seeing?

ML: Operators are certainly looking at cost-effective refurbishment because of budget pressures, sustainability targets, and the need to keep fleets running safely and reliably for longer. Each investment decision is supported by a detailed business case, weighing the benefits of refurbishment against the option of purchasing new trains. A key part of this evaluation is how flexibly the TCMS system can integrate with both old and new systems, and whether legacy protocols can still be supported alongside new technologies. EKE-Trainnet®, is designed to integrate seamlessly with both legacy and modern systems. This flexibility allows operators to retain wellfunctioning components while introducing new capabilities such as safety-critical applications and cybersecurity.

SSH: Your Software Development Environment Powered by CODESYS® allows flexibility for system integrators. How important is this customisation capability when working on modernisation projects?

ML: Customisation is absolutely critical and CODESYS® combined with the openness of our TCMS platform has proven to be a key enabler in this space. The ability to develop, compile, and deploy IEC 61131-3 applications with ease means that integrators can tailor control logic, configure I/O systems, and design

‘We're looking for partners rather than resellers. The right partners are those who can take on project responsibility for developing application software, managing interfaces to subsystems, and ideally handling the integration of all subsystems on the train.’

visualisation screens to meet the specific needs of each fleet. Whether it’s integrating third-party subsystems or adapting to unique operational constraints, the ability to customise is what makes modernisation viable for many UK operators.

SSH: The rail industry's conservative approach to technology can be even more pronounced in modernisation projects. How do you demonstrate value whilst minimising project risk?

ML: We navigate this conservatism by starting with a mandatory pre-study. This is a methodology that helps customers understand the existing system architecture, identify integration risks, and build a business case for modular upgrades rather than full replacements. This approach reduces uncertainty and gives stakeholders confidence in the feasibility and ROI of the project.

SSH: Your 20-year lifecycle support commitment is particularly valuable in modernisation projects. How do you help integrators and consultants plan for long-term sustainability when proposing upgrades to operators?

ML: Our approach is deeply rooted in sustainability and repairability. Over 95 per cent of the products returned to us are repaired rather than replaced, significantly reducing electronic waste and supporting circular economy principles. This not only lowers the total cost of ownership for operators but also strengthens the environmental case consultants can make when proposing our solutions. Our lifecycle support extends well beyond the initial deployment. Our systems from 20 years ago

are still supported today, and new modules are designed to be backward-compatible for the next two decades.

SSH: Managing the complexity from basic I/O modules to SIL 2 certified safety systems is crucial in mixed-age fleets. How do you support integrators in designing modernisation solutions that work across different train generations?

ML: In terms of delivery, our open architecture TCMS platform allows integrators to mix legacy and modern systems with minimal friction. This flexibility is crucial in the UK, where fleets are often a blend of technologies spanning decades. Our modular design means partners can keep what works and upgrade what’s needed – without overhauling the entire train.

SSH: What emerging technologies do you see as most relevant for UK rail modernisation? How is the push towards digital railway initiatives affecting your partnerships with UK integrators and consultants?

ML: The UK is advancing with the rollout of the European Train Control System (ETCS) but integrating it with older train fleets presents major challenges since these fleets weren’t built to support such technology. To keep these trains operational on modern rail networks, operators must invest in upgrades. However, due to the complexity and scale of retrofitting diverse legacy systems, ETCS providers may struggle to meet demand in time. This opens up an opportunity for independent TCMS suppliers, like EKE-Electronics, whose Safety Gateways can bridge ETCS onboard units (OBUs) with existing TCMS setups.

The EU Cyber Resilience Act (CRA), which does not automatically apply to the UK, we believe will have an impact in the UK. As automation increases and systems are more interconnected, it is more important than ever to ensure that these systems are secure.

As a company based in the EU, EKEElectronics are developing our TCMS and safety solutions to comply with the CRA. To that end, we have partnered with UK company, Razor Secure, to collaborate to create improved cyber security solutions that focus specifically on protecting the rail environment. The UK will inevitably benefit from these new cyber secure TCMS and safety products.

SSH: With the expected wave of UK modernisation opportunities, what's your philosophy on building partnerships with integrators and consultants? How do you support partners in winning and delivering these complex projects?

ML: We start by positioning ourselves as a collaborative partner, not just a vendor. That means engaging early, often at the

‘We navigate this conservatism by starting with a mandatory pre-study. This is a methodology that helps customers understand the existing system architecture, identify integration risks, and build a business case for modular upgrades rather than full replacements. This approach reduces uncertainty and gives stakeholders confidence in the feasibility and ROI of the project. Our approach is also deeply rooted in sustainability and repairability. ’

tender stage, to help integrators shape their proposals. We provide detailed technical brochures, integration libraries, and case studies that demonstrate how our solutions interface with legacy trains and deliver measurable improvements.

SSH: Looking ahead, how is EKEElectronics positioning itself to be the preferred technology partner for UK rail modernisation, and what kind of integrator partnerships are you seeking?

ML: We have a strong working relationship with Sella Controls in the UK on safety projects, and we’d like to replicate that kind of partnership with new integrators and consultants on modernisation projects

It’s important to note that we’re looking for partners rather than resellers. The right partners are those who can take on project responsibility for developing application software, managing interfaces to subsystems, and ideally handling the integration of all subsystems on the train.

Olivier Quindos

Procurement Director UK and Ireland at Alstom

Olivier Quindos has over 30 years of experience in quality assurance and procurement across multinational companies. As Procurement Director for Alstom UK & Ireland, he focuses on supplier development and strategic procurement management in multicultural environments.

Sam Sherwood-Hale spoke to Olivier Quindos, Procurement Director UK and Ireland at Alstom, about how the rail giant is using the Supply Chain Sustainability School to drive CSR improvements across its supplier base, from tailored learning pathways to awards ceremonies that celebrate smaller suppliers' achievements

SSH: What is Alstom's relationship with the Supply Chain Sustainability School, and how hands-on is your involvement in shaping the curriculum and learning pathways?

OQ: We have been involved with the Supply Chain Sustainability School since 2019. We heard about the school through some of our civil suppliers, as it was originally developed mostly by the construction industry. The reason it was created was to enable larger companies like Alstom to help their suppliers - particularly SMEs – access learning materials and training resources.

You can imagine an SME thinking 'how can I have an impact on carbon footprint?' –they won't know where to start. The idea was to give them direct access to training and practical guidance. We got involved because at that time we were going through the same process, thinking about how we can help our suppliers, particularly the smallest ones.

We joined in 2018 as a free member initially. You can be a free member and have access to limited types of material, but we decided to become a paying partner because that enabled us to have more input into the materials and training available. It also opened the door for all our suppliers to become free members and access the training materials.

We probably haven't had as much input in shaping the curriculum as we would like. Some of our colleagues have joined subgroups – for example, they have a Scotland group for regional projects. But

where we have really used it is in defining learning pathways that we thought would be adequate for our suppliers. If you look at all the material available, some content is very relevant for construction but not for railway applications, so we've tailored curricula specifically for our suppliers.

The process involves working closely with the school to identify which modules from their extensive catalogue best serve our specific objectives and align with the values we want to promote through our supply chain.

SSH: Can you tell us more about how you've tailored these learning pathways?

OQ: For the CSR Awards we presented recently, we wanted to explain to our suppliers what was important to us in terms of values and how we promote diversity and inclusion internally. First we held a webinar where 48 suppliers connected, and we explained what we call the 'voices' internally - employee-led influence groups that shape our internal policies.

For example, if we have an interview with somebody who's blind, how can we make that person feel included straight away? How are we ensuring our policies attract more women or help LGBTQ+ people feel involved and cared for in our company? We shared these practical examples to show our commitment goes beyond just policy statements.

Then, working with the Supply Chain School for Sustainability on the themes

we'd identified as important, we developed a learning pathway with four modules where suppliers could access training. We tried to shape it around the values we were promoting - diversity, equality and inclusion. There's a whole library of content available, so we essentially did a pick and mix of what felt most relevant to our priorities.

This collaborative approach meant we could leverage the school's expertise while ensuring the content was directly applicable to our supply chain's needs and our company values.

SSH: How does the SCSS programme fit into your broader supply chain sustainability strategy?

OQ: We promote the school extensively. When we have discussions with suppliers about global warming, they all want to do something about it but don't know where to start. We regularly direct them to the school and say: ‘You have access to material covering everything from health and safety to various other topics – go and have a look. If you have questions or can't find what you're looking for, come back to us.’

Many of our suppliers have become free members as a result, and some have even become paying members like us. We see ourselves very much as facilitators, helping suppliers understand what's available and how they can benefit from the resources.

The relationship works both ways – we learn from our suppliers' experiences with the school materials, which helps us

refine our own approach and understand what works in practice. It's about being that bridge between the wealth of knowledge available through the school and the practical needs of our supply base, particularly for smaller suppliers who might not know such resources exist.

SSH: Beyond the learning pathways, how are you using SCSS engagement to drive tangible changes in supplier behaviour?

OQ: Behind the webinar, we conducted a survey asking suppliers about how they address various CSR topics, then offered the opportunity to reward those excelling in these areas. We asked them to demonstrate what they were doing, and 125 suppliers submitted evidence for one or several award criteria.

Because we were conscious that larger companies would have advantages over smaller ones, we created two categories for each award: large companies and SMEs. We wanted to be understanding that what might not seem massive from an Alstom perspective could be absolutely brilliant from an SME perspective.

Some of the SME submissions were quite impressive – companies engaged in staff training or addressing recruitment of minorities who might not otherwise have opportunities in the rail industry. We saw patterns emerging, particularly around labour providers focusing on training and developing people to better themselves, even

‘We see ourselves very much as facilitators, helping suppliers understand what's available and how they can benefit from the resources.’

at the risk of seeing them grow and move on to other opportunities.

Suppliers felt comfortable sharing their best practices in CSR areas because you're not breaching trade secrets or giving away competitive advantages. They saw it as an opportunity to say: ‘We don't get asked about this very often, but this is what we do.’ It was quite a healthy journey – if we were asking about pricing, there might be reluctance to share competitive information, but this was about values and pride in their work.

The engagement between suppliers on the day – some of whom were competitors –was excellent because they were discussing training approaches and targeting different demographic groups that other companies weren't considering. There was definitely a pattern around tackling social differences and providing opportunities for underrepresented groups.

SSH: Can you tell us about the awards ceremony itself?

OQ: The best part for me was presenting the final award to one of our smallest suppliers, a small engineering company. They were the only company where several team members completed the full pathway we developed with the Supply Chain School for Sustainability, so we presented them with a special award.

The MD was there with his daughter, and he said 'we've been invited to many supplier events, but we always felt like the small guy in the room. To be presented with an award...' - you could see he was absolutely chuffed. He was like an actor winning an Oscar, just brilliant to watch. He was recognised for trying to understand, at their small level, what they could do differently.

I was surprised how open everyone was, but that was the expectation because we didn't want to talk about business as usualcost, quality and delivery. The day was quite overwhelming in terms of how well it went. Looking at the LinkedIn engagement from my post and several suppliers' posts, the buzz was really encouraging.

The whole event had a different energy to our usual supplier gatherings. Instead of typical commercial discussions, we were talking about values, purpose, and making a positive impact. You could feel the difference in the room - suppliers were genuinely engaged and excited to share stories they rarely get to tell in a business context.

‘Social responsibility should win over competitive concerns. We're always hearing about shortages of skilled people and engineers in signalling. If we work together to tap into minority groups not currently considered for the rail industry, we could address skills shortages while taking positive CSR action.’

SSH: What broader industry considerations influenced your decision to invest in supplier education?

OQ: Suppliers can easily become siloed into their own industries. If we have steel casting suppliers, their world is steel casting with connections limited to railway or defence. It's valuable to share cross-industry best practices and learn from one another.

Large companies like Alstom can help suppliers access experiences from other actors across industries through platforms like the Supply Chain School. This is invaluable because if suppliers tried

developing these approaches individually, they could waste time going down unproductive paths or spend money they don't have as smaller operators.

Perhaps the rail industry needs to take a greater stake in the school to develop something more tailored, like other industries have done. The construction industry started this initiative, so they're probably ahead of us. Companies like Balfour involved in motorway construction are likely more advanced.

In rail, we've always tried to act as a family, but maybe not as structured as the Supply Chain School allows. TfL and RDG are members of the Supply Chain School network, but we don't have a coordinated approach. The grown-up thing would be to pull together and do something that makes sense for the entire industry, though competition sometimes gets in the way. Social responsibility should win over competitive concerns. We're always hearing about shortages of skilled people and engineers in signalling. If we work together to tap into minority groups not currently considered for the rail industry, we could address skills shortages while taking positive CSR action to develop underrepresented communities. It's really about killing two birds with one stone.

SSH: Looking at your supply chain more broadly, what trends excite you most?

OQ: Given global conflicts and environmental crises, I genuinely believe shorter sourcing loops are part of the future. Sometimes buying local is dismissed as political, but it's becoming an obvious necessity. If you want to de-risk your supply chain, having it as close as possible is part of the solution.

We'll likely see investments and developments becoming more local

because it makes sense for everyone. Also, decarbonisation of our supply chain will provide competitive advantages compared to distant suppliers.

We've shifted from talking about ‘lowcost countries’ to ‘best-cost countries’ –sometimes your best-cost country is your own because total costs are cheaper locally, and the impact on the local economy is stronger than sourcing from far away.

Recent events demonstrate increasing supply chain volatility – whether it's Covid, hyperinflation, the war in Ukraine, or various trade tensions. There seems to be a build-up of massive impacts that can affect our capacity to source components or significantly impact costs. So securing supply chains locally makes increasing sense from a risk management perspective.

Currently, 85 per cent of our UK suppliers are based in the UK. They might not all be British companies, some are German, and Alstom is French, but 85 per cent have a local footprint. This gives us much better visibility and control over our supply chain while supporting the local economy.

SSH: Will this become an annual initiative?

OQ: Absolutely. We need to think about how to keep driving these initiatives forwards and upwards. We need to become more challenging in raising expectations while driving continuous improvement for ourselves and our suppliers.

I think next year we'll have more suppliers and applicants because the awards generated real enthusiasm and expectation. We'll identify more best practices that weren't presented this year because suppliers didn't fully understand what we were trying to achieve initially.

Other Alstom countries are now asking us to explain what we did because they want to implement something similar. The UK is quite advanced in promoting diversity and inclusion – I can say this as a French person – and we see this within Alstom. Our ‘voices’ initiative is being copied by other Alstom countries, but we're still leading the charge.

My equivalent for Spain and Portugal is asking me to explain how we did this because their country MD wants something similar. I don't think it's that heavy of a programme to share.

The main question is how we can eventually make CSR almost a criterion for selecting suppliers. We're not there yet, but I think it will happen. If you look at our customers, CSR values carry increasing weight in bid documents across the rail industry. We'll try to cascade that down to our suppliers.

We're planning a lessons learned session internally in June to assess what worked well and what could be better. Getting feedback from suppliers about their experience is something we need to do as well to ensure we're continuously improving our approach.

Susan Evans

Rail Business Director

– Consulting, Amey

Susan Evans joined Amey in November 2024 as Rail Sector Director, bringing over 30 years of industry expertise from her previous role as Head of Rail in the UK and Ireland at AECOM. In her role, she leads the rail design business, focusing on driving growth, building client relationships, and delivering value across major rail projects.

Sam Sherwood-Hale spoke to Susan Evans, Rail Business Director – Consulting at Amey, about her journey from aerospace to rail consulting, the transformative impact of major infrastructure projects like the Core Valley Lines, and how Amey's systems thinking approach will drive growth through the £300 million Northern Powerhouse Rail Development and Design Partner Framework

SSH: Can you tell us about your journey into rail consulting and what's kept you passionate about this sector for over 30 years?

SE: I started working in the rail industry twelve years ago, before that I was working in aerospace where I initially started my career! That background gave me a solid grounding in engineering, which has translated well into the rail environment. Since making the move into this sector, I’ve worked for two previous organisations on both the contractor and consultancy side of the business. These experiences gave me a broad perspective on how we deliver complex rail infrastructure projects and how we can drive better outcomes for local communities across different regions.

What’s really kept me passionate about rail is the tangible difference it makes to people’s lives. Great transport infrastructure enables better access to education, jobs, healthcare services for everyday people, and that in turn, drives local economic and social growth. You can literally see the transformation happening in communities around the country, and that’s hugely motivating for me.

The Core Valley Lines project in Wales is a brilliant example of that transformation in action. We’ve helped deliver one of the UK’s most ambitious rail modernisation schemes, including new signalling, track and station improvements, and electrification of over 170km of railway. The long-term social and economic impact of this project is truly awe-inspiring – connecting communities, building economies, and creating a transport network fit for the future.

SSH: What do you find most rewarding about working in rail infrastructure and consulting?

SE: For me, working in rail is seeing new infrastructure come to life, and more importantly, seeing people use it in their everyday lives. There's something truly humbling about knowing the positive impact our work is having on people’s lives, most of whom don’t see the complexity of these projects and all the moving parts that go on behind the scenes. Whether that is the detailed planning and design of a particular scheme or project, through to the operations and maintenance, but that’s all part of the magic.

Again, the Core Valley Lines project is a perfect example that really brings that to life. Seeing those train services running, stations revitalised, and communities better connected, it really is a powerful reminder of why we do what we do.

SSH: Given your extensive experience at AECOM and now leading Amey's rail design business, how do you envision leveraging this £300 million DDPF framework to drive growth in the northern England market?

‘What's really kept me passionate about rail is the tangible difference it makes to people's lives. Great transport infrastructure enables better access to education, jobs, and healthcare services for everyday people, and that in turn, drives local economic and social growth.’

SE: I see the Northern Powerhouse Rail Development and Design Partner Framework (NPR DDPF) as a major opportunity, not just for Amey, but for the wider industry to come together and deliver something transformational for northern towns and cities.

Anyone who’s travelled east–west across the region will know that existing rail services are unable to meet the current demand. Faster, more frequent, and more reliable services are urgently needed, and the work that we’ll be undertaking as part of this framework will be key to making that a reality. The DDPF framework will enable us to build on the momentum already created by projects like the Transpennine Route Upgrade (TRU), where we have delivered some significant improvements already to date.

We look forward to working closely with Network Rail and our other strategic partners to deliver rail infrastructure projects that meet regional demands and truly reflects the needs of the communities it serves. By bringing our design engineering expertise to the table, we’re well placed to help drive long-term growth, connectivity, and sustainability across northern England.

SSH: What specific opportunities do you see within the Northern Powerhouse Rail, Integrated Rail Plan, and Network North programmes that align with Amey's capabilities?

SE: I believe there are some very strong opportunities for us coming from the Northern Powerhouse Rail programme, the Integrated Rail Plan, and Network North, that very much align with Amey’s expertise and capabilities.

We’re already playing a key role in the Transpennine Route Upgrade (TRU), which is one of the biggest rail infrastructure

projects in the UK. Our work on this project is laying the foundation for better, more reliable east–west connections, and there’s further design development work for schemes across Yorkshire and the NorthEast to come. These programmes represent a generational investment in rail, and we’re proud to be contributing to this.

What makes us stand out is the breadth and depth of our multi-disciplinary design capability. We’re delivering everything from track and civils to electrification, signalling, stations regeneration, systems integration and assurance, as well as Entry into Service, and we’re doing it in a way that brings together technical excellence with a strong understanding of local geographical knowledge. Our appointment to Network Rail’s Development and Design Partner Framework is a great example of that – it’s a recognition of our ability to lead and collaborate on complex infrastructure projects.

Ultimately, these programmes align perfectly with our ambition, which is to deliver integrated, sustainable infrastructure that improves connectivity and supports long-term regional growth.

SSH: How has the industry evolved throughout your career, and what trends do you think will shape rail infrastructure development over the next five years?

SE: Well, the rail industry has changed quite significantly since I joined, but one of the most significant shifts has been around safety, not just in terms of standards, but the mindset towards it. The UK has one of the best rail safety records in the world, and that’s no coincidence. There’s a real focus to reduce risk at every stage, and we’re continuing to explore how technology can help take 'boots off ballast' and keep people out of harm’s way. At Amey, safety is absolutely embedded in our culture. Our ‘Zero Code’ policy sets out the behaviours we expect from everyone, from on the ground teams to senior leadership. It underlines our commitment to making sure everyone goes home safe, every day. It’s about creating a shared sense of responsibility and constantly looking for ways to reduce exposure to risk, whether through innovation, training, or design.

Looking ahead, I think we’ll see technology playing an even greater role, particularly in how we design and deliver infrastructure. Tools like parametric design, Computer Aided Design (CAD), and Building Information Modeling (BIM) are already helping us create more repeatable and modular solutions, and I hope to see that trend continuing. I also think Artificial Intelligence has a big part to play, whether it’s in automating design checks, optimising layouts, or just helping us make smarter decisions much faster – there's huge potential there!

There’s also of course the whole funding aspect of the industry to consider. We know

public budgets are under huge amounts of pressure, so I wouldn’t be surprised to see more private investment entering the rail sector to support development. The challenge and opportunity will essentially be in making sure that investment delivers real value for our customers, their passengers, and the wider economy as a whole.

SSH: Amey emphasises its ‘systems thinking approach’ – can you explain how this methodology will differentiate your delivery on major strategic rail programmes under this framework?

SE: Firstly, systems thinking is about keeping the final outcome in mind from day one and not just delivering on individual assets, but making sure everything comes together to achieve the intended result. So, if the end goal is to provide a reliable passenger service between points X and Y in line with a certain timetable, then that outcome has to guide every decision we make along the way.

At Amey, our systems thinking approach is rooted in understanding how infrastructure, operations, data, and people all interact as part of a larger, dynamic and holistic system. It’s about breaking down silos and ensuring that every aspect of the project, from design to delivery to long-term maintenance, are working in sync to support the delivery of complex infrastructure. It's this approach to infrastructure service delivery that really sets us apart when it comes to delivering major infrastructure projects under the DDPF framework and others. We’re not just designing to spec; we’re designing for outcomes. That means our multidisciplinary teams are working collaboratively, thinking about how assets integrate, how they’ll perform, and how they’ll impact the wider network. Our systems thinking approach naturally encourages collaboration, shared ownership, and better alignment across stakeholders. Additionally, from a technical perspective, it also helps to ensure what we deliver is fit for purpose and has real world application. Ultimately, it’s about delivering rail infrastructure that works for the communities we serve.

SSH: Having worked across the UK and Ireland rail sectors, what's your strategy for building and maintaining strong relationships with Network Rail and other key stakeholders in the north of England?

SE: I’ve always believed that strong relationships come down to something quite simple: human connection. At the end of the day, relationships require people to engage openly, honestly, and with a real willingness to understand each other’s challenges. That applies to everyone whether we're working with Network Rail, local authorities, or strategic partners.

So, my strategy is to make sure we’re having regular, meaningful conversations

with stakeholders across the board, not just when there’s a problem to solve! It’s about building trust over time, being transparent, and making sure our teams are engaging at the right levels and in the right ways. This isn’t exclusive to our key stakeholders in Network Rail but applies to all our clients. We make it our priority to stay close to our stakeholders – listening, sharing insight, and working together to deliver outcomes that matter. It’s not about transactional relationships; it’s about long-term partnerships. And that starts with showing up, consistently and authentically.

SSH: How will you ensure effective collaboration with delivery partners to achieve the ‘cost effective and transparent approach’ mentioned in the framework?

SE: For me, effective collaboration starts in the same place as any strong relationship, with trust, openness, and a willingness to engage properly. You can’t collaborate meaningfully with your delivery partners unless you’re spending time together, having honest conversations, and working through challenges side by side. This is what it takes to achieve a cost-effective and transparent approach to service delivery.

You have to be upfront about constraints, sharing data and insights, and creating an environment where delivery partners can genuinely collaborate towards solutions, and not just deliver in parallel.

At Amey, we place a strong emphasis on that way of working. It’s not about who owns what piece of the programme, it’s about how we align as a collective to deliver the right outcomes for clients, passengers, and the public. When collaboration is done right, transparency and cost-efficiency tend to follow naturally.

SSH: The framework includes developing investment cases alongside design services – how important is this advisory capability in today's rail sector, and how will you build on this?

SE: We all recognise that budgets are tight, so being able to support clients in making informed, strategic decisions about where to prioritise investment is absolutely critical. It’s not just about delivering high-quality services, it’s about understanding the wider benefits of different schemes and helping to build cases for why they matter.

At Amey, we regularly review which capabilities we deliver in-house and where it makes sense to collaborate with trusted strategic partners to bring the best thinking to the table. What’s particularly exciting is that we also have in-house private finance expertise, which gives us an added edge when it comes to thinking creatively about funding. In the future, we could see more opportunities to offer innovative delivery models, including availability-based approaches where infrastructure is accessed on certain metrics in the right contexts.

We also make a point of staying close to government priorities and policies, so we understand how investment cases are evolving and what’s expected in terms of demonstrating value, whether that’s cost efficiency, carbon reduction, or social value. It’s that combination of technical, financial, and policy insight that we think adds real value to our clients.

SSH: What excites you most about the potential to improve rail connectivity across northern England's towns and cities?

SE: What really excites me the most is the sheer difference improved transport connectivity can make to people’s lives. Access to good rail services opens doors, it creates opportunities for local people, supports regeneration in towns and cities, and helps drive long-term economic growth. It’s not just about faster journeys or new infrastructure; it’s about the things it enables, which are better access to jobs, education, and healthcare services. That’s what I find genuinely inspirational.

Knowing that the work we do can contribute to that kind of positive change is what keeps me passionate about this sector. There’s a huge opportunity ahead for the North, and it’s exciting to be part of making that vision a reality.

SSH: What do you see as the biggest challenges facing rail infrastructure delivery today, and how is Amey positioned to address them?

SE: One of the biggest challenges facing rail infrastructure today is funding. Budgets are getting tighter across the board, which means there’s a real need to do more with less. This also means that service providers like ourselves need to find smarter, more efficient ways of delivering infrastructure that still meets the needs of passengers and local communities.

This is where I think Amey is particularly well positioned. Our systems assurance approach helps us deliver greater efficiency and reduce risk by ensuring all parts of a project are integrated and working toward the same outcome. We’re also developing targeted, innovative solutions, like our smart electrification offering and our digital signalling PLC solution, that can reduce cost and increase efficiency without compromising performance.

Additionally, we also have our very own investments service offering, which means we can support clients in exploring alternative funding models where appropriate. That could open up new opportunities to deliver infrastructure in ways that are more flexible, scalable, and sustainable in the long term. So, while the challenges are real, we’re ready to meet them! With the right tools, people and the right approach to service delivery, and a focus on delivering lasting value, we can deliver the infrastructure of tomorrow.

Two Centuries on the Tracks

AI monitoring, advanced materials and the complications of modernising Britain's railways

It’s been exactly 200 years since the first passenger railway service began in the UK — the Stockton and Darlington Railway that opened on September 27, 1825. Since, the industry has seen vast evolution, from the age of steam to electrification and from timber sleepers to digital signalling. Yet one thing hasn’t changed, and that’s a metal wheel running on a metal rail, a simple interface that has stood the test of time. However, today’s challenges are testing such a simple concept in new ways. Here, Simon Farnfield, event director at Advanced Engineering, the annual gathering of engineering and manufacturing professionals, explains rail’s need for cross sector collaboration to ensure a safer, more resilient network during a changing climate.

This tried-and-tested system is being pushed to its limits. As the UK rail industry faces increasing fiscal pressure, climate disruption and growing demands on performance, its future is less about steel and steam and more about smart systems, sustainability and innovation.

Despite a tight economic landscape, rail has fared relatively well in recent government funding rounds. The Spending Review and Spring Budget helped secure support for flagship projects like HS2, the TransPennine Route Upgrade and East West Rail. While HS2 is undergoing a reset, with its spending profile being scaled back, other major programmes remain on track and within budget.

However, the broader picture is one of constraint. Network Rail is being asked to deliver the same level of infrastructure improvement with less cash. Energy costs have surged as electricity alone has gone up by around 40 per cent, and while much of that cost is passed on to operators, it’s still a major pressure point. As a result, efficiency has become a key consideration and the supply chain is being looked to for answers.

From a supplier perspective, there are clear opportunities, especially for those working in areas that support smarter, more resilient infrastructure. This means that from a technology standpoint, four areas are

now in focus —performance and reliability, sustainability and climate adaptation, efficiency and the adoption of data and AI.

Intelligent monitoring

Passenger experience is the first and perhaps most obvious priority, with a strong focus on improving train performance and reliability. That means greater emphasis on asset durability and intelligent monitoring.

There’s already growing momentum behind systems that provide real-time visibility into the health of infrastructure, rolling stock and energy usage. Suppliers working in this space, particularly those offering predictive technologies, are wellplaced to support the sector’s evolution.

The role of composites

Sustainability is another major area of interest. While rail only accounts for around one per cent of UK transport-related carbon emissions, there’s growing appetite to push further. Decarbonisation may not be as urgent here as in other modes, but lightweighting and resource efficiency remain critical. That’s where cross-sector innovation comes into play, especially around composites.

Composites are already being explored in station canopies and platform structures as alternatives to wood and steel. But their real promise lies in rolling stock. Using composites in train interiors and exteriors can reduce weight, lower energy consumption, and simplify maintenance. Even in electrification, composites are under consideration. For example, replacing steel masts that hold overhead wires with lighter, easier-to-install alternatives.

Despite the potential, two major barriers of standards and integration remain. Network Rail’s existing standards don’t directly exclude composites, but they don’t make it easy to adopt them either.

As a result, a new working group is being established to challenge these assumptions and bring forward real-world case studies. If composites work safely and effectively in similar use cases in other sectors, why not in rail?

The climate

The third area of focus, climate resilience, is becoming more urgent by the year. Extreme weather events are already forcing changes in how the railway is operated and maintained. For example, those small electrical cabinets you see beside the tracks? They’re usually installed at ground level, which is fine until the area floods. Raising them onto new platforms, potentially made from composites, is a simple but vital adaptation. And then there’s the issue of heat. As the UK experiences hotter summers, tracks are expanding beyond their original design tolerances. Expansion gaps such as the small joints between rail sections can close entirely. With nowhere to go, the track begins to warp, causing safety concerns that lead to speed restrictions or cancellations. As temperatures continue to climb, this is fast becoming a regular operational issue.

The rail network, after all, still relies heavily on Victorian-era infrastructure. Tracks, trains and even some signalling systems were never built with climate adaptation in mind. They were always built with the average temperature in mind, so the challenge now isn’t just about maintaining the system, it’s about upgrading it to cope with a radically different environmental baseline.

Wetter winters are bringing their own problems, too. Faster vegetation growth is forcing Network Rail to spend more on managing overgrown areas. But here again, there’s opportunity for innovation.

Companies are already deploying AIenabled onboard monitoring systems, combining cameras and LiDAR to track vegetation growth along key routes. This allows operators to spot problem areas, predict maintenance needs and schedule cutting more efficiently.

Data and AI

This brings us to the final pillar of rail’s future, data and AI, which is no longer a speculative technology. It’s being used today, especially for asset condition monitoring, as a trusted assistant, helping humans make faster, more informed decisions.

However, it’s not a silver bullet. Human oversight remains essential, especially in safety-critical applications. The rail industry is beginning to formalise its approach to AI. The Department for Transport has launched a transport-wide AI strategy, and the newly formed Great British Railways (GBR) has established its innovation arm, GBR-X.

One of its five key technology pillars is data and AI. A rail-specific AI panel is being formed, drawing on insight from other sectors to guide the safe, responsible use of these technologies in UK rail.

The future of rail

So, what does the next 200 years look like? The answer won’t be found in a single breakthrough, but in the industry’s ability to adapt, connect and innovate across sectors. Innovation in the rail sector is full of potential, but turning ideas into solutions that can be widely adopted is rarely simple. From navigating complex regulatory frameworks and technical standards to securing product certification, even the most promising initiatives can hit roadblocks that limit their real-world impact.

At this year’s show, Richard Carr, RIA’s technical & innovation director, will dive into these challenges in his session ‘Driving Scalable Innovation in Rail: Overcoming

the Barriers.’ He’ll explore the technical, commercial and cultural hurdles that often prevent projects from moving beyond the test and trial phase, offering insight into how the industry can tackle these issues and make innovation stick.

Whether it’s applying composites from aerospace, embedding AI from big tech or borrowing resilience strategies from climate science, the railways of the future will be shaped by the smartest ideas from everywhere, not just within the sector.

Two centuries on from that first passenger service, the metal wheel on a metal track may remain but what surrounds it is evolving fast, from monitoring systems and data platforms to lightweight materials and climate-adaptive design.

That’s exactly where Advanced Engineering comes in. As the UK’s annual gathering of manufacturing and engineering professionals, it offers a unique space for the rail industry to look beyond its own borders.

Advanced Engineering brings aerospace, automotive, energy and many other sectors together under one roof. It’s a place where rail professionals can explore new ideas, discover emerging technologies and connect with people who might have the solution to their next big challenge.

‘The railways of the future will be shaped by the smartest ideas from everywhere, not just within the sector.’

For those working outside of rail? It’s also a great opportunity to see where their products or expertise might fit in and, ultimately, make a difference in one of the UK’s most important transport networks.

With free visitor registration now live for the Advanced Engineering UK, taking place on October 29 and 30, 2025 at the NEC, Birmingham, early registrants will receive exclusive updates on speakers, exhibitors and feature areas. Register today via the website here.

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Unlocking Station Potential

The Railway Industry Association commissioned Steer to examine how Britain's railway stations could become engines of local economic growth

Using eleven North Kent Coast stations as a case study, the research reveals both the challenges and untapped potential within the current station estate, particularly relevant given new Mayoral Strategic Authority powers under devolution.

These stations facilitate over five million annual journeys and generate £53 million in farebox revenue, yet recover only 13 per cent of their £5.5 million operating costs through commercial activities. They face substantial renewal liabilities, with asset management consuming 38 per cent of annual expenditure.

The study shows how targeted investment could transform selected stations into ‘Inclusive Intermodal Hubs’ serving both community needs and commercial objectives. Modelling suggests a Margate hub could require £2.4 million investment and generate £1.7 million additional annual revenue through improved facilities and new income streams, indicating a two-to-three year payback.

The research identifies 111 stations across England that could serve similar functions, arguing for systematic, portfolio-based investment that aligns railway development with broader housing and economic development objectives.

To explore the practical implications of this research and the challenges of implementing such a transformational approach, we spoke with Mike Goggin, Managing Director for Transformation & Growth at Steer Group, who led the study. His insights reveal both the complexities of station-level economics and the strategic opportunities that emerge when railway investment aligns with the new devolution landscape.

SSH: What were the main challenges in getting accurate station-level financial data?

MG: Southeastern and Network Rail were very willing participants, and it was great that they provided their data so willingly. The challenge lies generally in how costs are allocated to individual stations as ‘general’ costs, i.e. those which are not station specific, are material to station economics. For example, Southeastern’s funding contribution to the British Transport Police is material but how should this cost be allocated to the busy stations in London or to dispersed country stations in Kent?

SSH: Which station improvements had the strongest evidence base for generating ridership growth?

MG: Beyond more frequent services, new journey opportunities and changed prices demand relies on the perception of the journey afforded by the experience that passengers feel or potential passengers think they’ll experience. The Passenger Demand Forecasting Handbook (PDFH) research seeks to quantify a range of attributes that influence passenger perceptions from how physically comfortable they to how informed or secure they feel. The research typically identifies that passengers are most likely to value more improvements in station security (e.g. installation of CCTV) and ticket purchasing facilities, although the associated demand uplifts depend on the existing level of provision/quality at the station in question and vary by the type of passenger and their journey purpose.

SSH: You worked closely with Southeastern and Network Rail during this research. What were their main concerns or insights about the portfolio approach? Did they identify any operational or commercial constraints that might not be obvious from the financial analysis?

MG: The portfolio approach we set out is a Steer recommendation to meet the need for an enduring approach that could secure private sector participation and lead to wider network investment. Both

Southeastern and Network Rail recognise the asset management challenges of the station estate the limited locations and routes to derive income. There are potential revenue sources in the illustrative portfolio, but it will take ‘seed corn funding’, a longerterm payback period, and/or recognition of farebox impacts to unlock them.

SSH: Your report arrives just as the English Devolution and Community Empowerment Bill creates Established Mayoral Strategic Authorities with new transport and planning powers. Given that these authorities will prepare local transport plans and coordinate strategic development, how do you see this reshaping the practical politics of station investment?

MG: The practical politics will always demand a compelling local case to be made for investment. The reshaping may well now be that those arguments need to be more about investing in placemaking and creation of multimodal transport systems than more focused on ‘preserving’ or less consequential investments at every railway station. EMSAs have evident ambition, and our research was about identifying an approach that could realise that ambition. The railway of the future needs to help deliver local visions and it’s in everyone’s favour to identify investment and management models which allows for visible progress to be made.

SSH: When a mayor controls transport strategy but Great British Railways controls the infrastructure, who actually decides whether Margate gets that £2.4 million investment you've modelled?

MG: The Government has set out a bold policy approach for empowering local decision makers. The Department is developing its reform proposals to deliver this in the railway. Whilst GBR might own the asset and be the recipient of funding, the imminent legislation is likely to point to empowered EMSAs and a GBR instructed to develop effective partnerships for local delivery. Local GBR management won’t succeed if it is unable to influence and deliver the choices of local and national politicians and their strategies.

AI and the Future of UK Rail

Kieran Phillips, a Management Consultant at Cadence Innova, part of Transform, explores the increasing role of AI in transforming the UK's railway network and considers various applications of AI aimed at creating a more efficient, safer, and enhanced passenger experience

There is a lot of data in rail. For data to be useful however, it needs to be trustworthy and accurate, it needs to be in a standardised format for meaningful metrics and reference points, but most of all it needs to be accessible.

What's the current situation?

The Joint Rail Data Action Plan, published by the government in August 2018, emphasised the need to improve the quality and openness of rail data to enhance collaboration between the rail and tech sectors. Since then, the industry has made some positive strides in this regard, with initiatives including: the establishment of the Rail Data Council in 2019 (although after achieving its objectives, it was dissolved in 2023), the development of the Rail Data Marketplace, a platform to facilitate sharing of industry data with the aim to foster innovation and create customer-focused products, and publication of the Rail Technical Strategy (2020) which outlines how data can help realise industry vision around decarbonisation, optimisation of train operations and enhanced design to improve reliability in rolling stock and fixed assets.

Predictive maintenance such as AI-driven sensors on tracks and trains can detect wear and tear before failures occur. Although this is relatively new, this technology is already employed by Network Rail, but we can hope to see greater benefits to the industry from this as the technology evolves.

However, there is still a lot more to do. Unlocking the full potential of rail data also requires a cultural shift within the industry. Data should be viewed not just as a by-product of operations, but as a strategic asset that can drive better decisionmaking and innovation. Encouraging open collaboration between public and private stakeholders, including operators, suppliers,

and tech companies, is key to breaking down silos. A shared vision of interoperability and openness will ensure that data delivers tangible outcomes for passengers, operators, and the wider economy.

Competition between rail operators, retailers, and other rail suppliers means that data, particularly passenger data, is often disparate, fragmented, and exclusive, with individual actors seeing only part of the puzzle. Renationalisation of the train operating companies may help somewhat but would have no real bearing on data owned by private sector suppliers.

Integration of legacy systems is required to enable a seamless flow of information necessary for real-time data analysis and operational efficiency; however, aging infrastructure relying on outdated systems can make it challenging to integrate modern digital solutions.

There are also new challenges brought about by the digitalisation of rail services. Managing vast amounts of data, from various sources, requires robust governance frameworks to standardise formats, ensure data privacy and establish clear protocols

NEWS IN BRIEF

HEATHROW EXPRESS MAINTAINS PUNCTUALITY LEADERSHIP

Heathrow Express achieved 90.8 per cent punctuality for April-June 2025, leading all open access operators by at least 18 per cent margin according to Office of Rail and Road statistics. The performance represents the sixth consecutive month of sector-leading results in 2025.

The operator has maintained open access punctuality leadership since 2021, consistently topping ORR performance tables despite industrywide operational challenges. Services operate every 15 minutes, connecting central London to Heathrow in 15 minutes for business and leisure travellers.

‘Data should be viewed not just as a byproduct of operations, but as a strategic asset that can drive better decision-making and innovation.’

Harsha Gautam, Train Services Lead at Heathrow Express, said: ‘Our team works tirelessly behind the scenes to ensure every journey runs smoothly. From precision planning to real-time coordination, we collaborate closely with Great Western Railway, who operate Heathrow Express services under our services agreement, and Network Rail to deliver a seamless experience.’

The consistent performance reflects operational discipline and partnership working with Great Western Railway and Network Rail to maintain service reliability standards exceeding industry benchmarks.

for data sharing. Recent incidents, such as the cyber-attack on Transport for London (TfL) that compromised customer data, also highlight the pressing need for robust cybersecurity measures in a more digitalised industry.

Why we're excited about the advent of AI in rail

AI represents the next significant technological leap forward and with it, potential for huge gains in productivity, whether through enhanced services or available capacity.

Here are just a few examples:

1. Smart Ticketing & Demand Forecasting – AI can analyse historical travel patterns to optimise pricing and ticket availability via dynamic pricing mechanisms. This approach offers several benefits: similar to airline pricing models, dynamic pricing will help balance demand with capacity, improving industry revenues and making fares fairer.

2. Passenger Flow and Station Management – AI-powered CCTV and sensor data can monitor passenger movements in stations. There are already trials underway in major UK stations such as London Waterloo and London Euston but widespread implementation could

help manage crowding, improve safety and optimise train dispatching by using AI to predict crowd build ups and suggest appropriate interventions such as gate closures or staff re-deployment.

3. Real-time Service Operation – AI can be used to analyse huge quantities of live data from multiple sources for example weather, passenger numbers and train locations. This analysis enables dynamic rescheduling, reducing delays and improving efficiency. Effective, instant communication with passengers (for example through push notifications) is key to maximising the benefits of this.

4. Data Sharing & Open Innovation –platforms such as Rail Data Marketplace (RDM) offer widespread accessibility to rail data. Users have the ability to publish, share or consume real-time and historical data. This opens up opportunities for third party start-ups and app developers to create new rail tech solutions, driving positive change in rail.

5. Environmental Sustainability – AI can optimise energy use in trains by analysing speed, braking, and power consumption. By analysing loading data, AI can calculate load dependent acceleration profiles and adjust coasting distances to reduce carbon emissions and operational costs. However, there

is a trade off between energy efficiency and timetable adherence, therefore using this functionality in conjunction with 1.) Demand Forecasting and 3.) Real-time Service Operations could offer an optimum allocation considering key factors of demand, capacity, continuity of service and energy consumption.

Thoughtful and considered implementation of the five themes in the Joint Rail Data Action Plan, particularly data standards and quality and data transparency, would provide fertile ground upon which these exciting seeds of AI transformational developments can flourish.

Kieran Phillips is a Management Consultant at Cadence Innova, part of Transform.

The journey to climate targets begins on CO2-reduced rails

Saarstahl Rail is actively working toward a sustainable future through the production of low-carbon rails. This is possible thanks to the sister company Saarstahl Ascoval, which produces steel with an electric furnace.

The manufacturing process for the rails cuts CO2 emissions by 70% compared to conventional methods.

Saarstahl Rail employs a circular economy concept that calls for reusing recycled rails and thereby also limits its ecological impact.

DR NADINE ARTELT

Dr. Nadine Artelt studied materials science at Saarland University and EEIGM Nancy, graduating with a German-French double degree. After completing a PhD at Saarland University, she began her career at Stahl-Holding-Saar. Following various positions within the group, she moved to Saarstahl Rail in 2022 and currently serves as Managing Director of both Saarstahl Rail and Saarstahl Ascoval. As CEO of Saarstahl Rail, she is committed to driving the company’s growth and innovation in rail infrastructure. With a strong background in the steel industry, her focus is on sustainability, delivering high-quality rail solutions, and expanding the company’s presence in key markets.

Could you tell us what this contract represents for Saarstahl Rail?

The UK is a key player in the European rail landscape, and working with Network Rail boosts our visibility, so this agreement marks a major achievement for Saarstahl Rail.

Being selected for a five-year rail supply contract with the option to extend it to eight years confirms our position as a reliable, high-quality supplier in the European railway market. It reflects the recognition of our technological and environmental performance.

What were Saarstahl Rail's key strengths in being selected by Network Rail?

Several factors played a decisive role in Saarstahl Rail's selection by Network Rail. Their strong industrial capabilities at Hayange meet the highest quality and safety standards, providing the technical foundation necessary for such a critical contract. Together with Saarstahl Rail, they offer the lowest carbon rail solutions available, addressing increasingly important environmental considerations.

Additionally, their proven track record in logistics performance and supply chain reliability was essential given the critical nature of the UK rail network infrastructure. Finally, their commitment to engaging in circular economy processes demonstrates their forward-thinking approach to sustainable manufacturing and resource management.

The UK market is known to be demanding. How did you prepare for it?

We already have a good partnership in place with Network Rail, and we have recently performed the first rail supply contract dedicated to the acquisition of CO₂ reduced rails.

What role do innovation and sustainability play in your product offering?

They are central to everything we do. Today, infrastructure managers are no longer just looking for quality rails – they want sustainable, future-focused solutions. We have developed a unique industrial model in Europe that combines circular economy principles with advanced process control for consistent quality, all supported by an increasingly decarbonized steel value chain. This integrated approach allows us to meet both the technical demands and environmental expectations of modern rail infrastructure projects.

We believe innovation must address both technical performance and environmental responsibility.

Can you tell us more about your lowcarbon rail is this the future of the industry?

Absolutely. Our CO₂ reduced rail is produced using electric arc furnace steel made from recycled scraps, significantly reducing CO₂ emissions. Compared to traditional blast furnace steel, our method cuts emissions by up to 70 per cent.

We are currently the only European supplier able to offer this kind of product. This aligns perfectly with the decarbonisation goals of rail operators and government’s ‘traité de Paris’ (Paris Agreement). For industry, it’s a crucial step toward cleaner mobility.

How does this contract fit into your broader international development strategy?

This contract reinforces our strategy of strengthening export markets while promoting sustainable industrial solutions. It also demonstrates the value of our integrated industrial model, which can be replicated in other demanding markets.

What are your ambitions for the European rail market in the coming years?

We aim to be a reference partner for rail infrastructure managers across Europe by offering:

• High-performance products.

• Reliable supply.

• And solutions aligned with climate and circular economy goals.

We will continue investing in digitalization, automation, and low-emission steel, to support the rail sector transition to a more sustainable future.

What message would you like to send to your UK clients and partners?

Excellence, reliability and innovation –these are the values our teams stand for. We are proud to support Network Rail and contribute to the UK’s railway network. We see this partnership not just as a contract, but as the start of a long-term collaboration built on shared values and a common vision for a sustainable, more resilient railway.

SAARSTAHL RAIL

Saarstahl Rail, a European leader in low CO2 emission rail production, specialises in sustainable steel solutions for railway infrastructure. Operating from facilities in France and Germany, the company has pioneered a circular economy approach to rail production, collecting and remelting worn rails to create new, first-quality steel products.

Want to know more about Saarstahl Rail?

Tel: +33 382 574 500

Email: contact@saarstahl-rail.fr Visit: www.saarstahl-rail.fr

David Woodcock DW Windsor

In the second part of our interview, David Woodcock explores DW Windsor's comprehensive rail lighting portfolio, from illuminated handrail systems to solar technology adoption. He discusses the company's sustainability approach, shares insights from standout projects like Newport Station, and reveals his excitement about smart IoT solutions that could transform passenger safety and experience in the rail sector

SSH: Sustainability and net zero are now central goals across the rail industry. Are you seeing that reflected in how projects are being specified and delivered?

DW: There’s definitely a shift happening. Consultancies working in the rail sector understand the role lighting can play, but project delivery is often complex. Specifications may have been written years earlier, and any change can reopen the whole approval process. So, while the intent is there, the system can be slow to adapt.

Energy efficiency is a clear area for progress. The move to LED has already delivered major savings, but technology continues to advance. Some early-generation LEDs are now extremely inefficient by today’s standards. And given that luminaires can stay in place for 20 years or more, the long-term cost of outdated equipment is significant.

We’ve done the maths. While some products on the market deliver 140 lm/W

(lumens per watt), our latest solutions exceed 200 lm/W. Across a hundred lanterns, that equates to savings in excess of £150,000 over 20 years, with an estimated carbon saving of over 6,000 tons per year.

Circularity is also gaining traction. There’s growing interest in embodied carbon and the circular economy, and TM66 is helping put numbers behind those conversations. We’re seeing more requests for product circularity scores, especially on public sector projects. The challenge for SMEs is the resources needed to meet all these demands, from EPDs (Environmental Product Declarations) to product passports, with some assessments costing thousands per product.

The good news is that we’re already aligned in many areas. DW Windsor has always built products for maintenance and longevity, favouring mechanical fixings over adhesives and designing with retrofit in mind. It’s part of our ethos.

Sustainability also means protecting the environment. That includes the impact of

lighting on biodiversity, especially in rural locations. Controls are key here. The ability to direct light, manage output and use warmer colour temperatures helps reduce disruption to flora and fauna, while still maintaining safety for people.

SSH: How are you able to measure the timeline by which an operator would have made their savings back from investing in new lighting systems?

DW: We’ve developed strong ROI models, particularly through our work with local authorities who manage large-scale lighting networks. These models track payback periods based on product performance and energy use. When switching from lamped to LED sources, payback is typically achieved within a few years, depending on usage.

In rail, we've seen some excellent results. Take Tiverton Parkway station – we upgraded their 429-space car park with Kirium luminaires that automatically dim by

20 per cent at night, delivering 50 per cent energy savings compared to their previous system while maintaining proper uniformity across the entire car park. At Crediton Station, we installed PIR sensors that dim the platform lighting to 20 per cent output when no movement is detected during offpeak hours, then automatically return to full levels when passengers arrive.

Solar lighting is another area of growing interest. The technology has matured to the point where it’s now a viable option in the right applications. It depends on factors like location, lighting levels, and how busy the area is, but we have a process that helps determine the best specification for each project.

One of the biggest benefits of solar is avoiding electrical infrastructure – no trenching, no cabling, and no ongoing electricity costs. That’s a huge saving, especially in rural areas where digging up the ground or installing new power lines would be prohibitively expensive.

That said, the rail industry is naturally cautious. Even in locations where solar could be ideal, operators often require a backup mains power supply. This typically leads to hybrid systems, which are designed to run predominantly on solar energy, with mains power only used as a fallback. While this approach still delivers significant savings, it can limit the full potential of solar-only solutions.

Ultimately, it’s about liability. If there’s an incident at a station and the lighting wasn’t operating, someone needs to be accountable. That’s why we always say that if guaranteed light levels are required, solar might not be the best solution. But where it fits, the cost and carbon savings can be substantial.

SSH: You mentioned the industry being fragmented. Has it always been risk averse in your experience?

DW: The rail sector is known for being risk averse, and understandably so. Safety is paramount, and any new solution has to be thoroughly tried, tested, and proven before it’s adopted. That naturally leads to a lot of ‘what if’ questions, and it’s right that those are asked.

But this caution makes innovation harder. In street lighting, for example, you can trial a handful of luminaires with a local authority relatively easily. In rail, getting even a trial approved can take months or years, involving multiple presentations, costing exercises, and risk assessments.

And it’s not just lighting. I speak to suppliers across the rail sector, from lubricants to engine components, and they all face the same challenge. The approval process is long and resource-intensive. But once you're through it, the partnerships can be very successful.

Fragmentation adds to the complexity. What you can discuss with one Regional Asset Manager might not carry over to

another region. One engineer might be enthusiastic about solar, while another dismisses it outright. There’s currently no single standard approach across the network.

That said, certain areas of the passenger experience have moved forward quickly, such as apps and real-time train information. We see the same opportunity in the station environment. The innovations are there, and companies like ours are ready to support them. It’s about working within the existing framework to deliver those improvements in a safe, proven way.

SSH: Let’s talk positives. With £54 billion committed to rail over the next few years and a growing focus on SMEs helping to deliver this, there’s a huge opportunity. The technology exists for things like cloud-based lighting control and remote emergency testing. So why isn’t it being adopted?

DW: You’re absolutely right. Passengers today use phones to check live train updates. They know if the train is on time, what platform it’s on, even if it’s cancelled, before they’ve stepped onto the station. That level of connectivity already exists, so why aren’t we applying the same thinking to infrastructure?

Emergency lighting tests are a great example. If a station is closed and no one is around at midnight, that’s the perfect time to run a test. With the right system, it can report back automatically whether it has passed or failed. The technology is already out there. The challenge is convincing the industry to use it.

SSH: What products and services do you offer in the rail sector?

DW: We offer a comprehensive range of exterior lighting and infrastructure solutions for the rail sector, covering

everything from car parks and platforms to bridges, ramps and depots. This includes different styles to suit a variety of environments, whether it’s a modern transport hub or a more traditional setting.

Our Kirium range is particularly versatile, with column-mounted, wall-mounted and bollard variants. It allows us to deliver a consistent visual appearance across a station while tailoring the performance to suit each specific area.

We also have solutions for other key areas. Kova is well suited to underpasses and building surrounds, while our heritage-style luminaires are ideal for locations where a more traditional aesthetic is required.

Our illuminated handrail system, Garda®, is widely used on stairways, ramps, bridges and overpasses. It’s available in a variety of profiles and materials, including stainless steel, aluminium and GRP (Glass Reinforced Plastic), depending on the application. With growing emphasis on decarbonisation and electrical safety near overhead lines, nonconductive GRP is playing an increasingly important role.

Our Garda AntiClimb® variant uses a patented sloped profile designed to deter unauthorised access, particularly on overbridges. Its angled form makes it difficult to gain a foothold, helping prevent people from attempting to scale the structure. A cable-carrying version is also available, allowing cabling to be routed internally rather than through separate containment. This creates a more integrated and secure installation.

We recently completed a project at Taff’s Well Tram Depot in South Wales, a new facility built to support the Metro transformation programme. We supplied and installed GRP Garda® handrails with integrated lighting along walkways used by drivers moving between parked trams and staff facilities. The system ensures visibility and safety while meeting the site’s material requirements.

One of our key strengths is flexibility. Across our ranges, we can tailor output, colour temperature, beam angles and optics to deliver the right light in the right place, supported by a control strategy that improves efficiency and ensures compliance with safety standards.

SSH: How passionate are you about sustainability, and how do you go about sourcing materials for your products?

DW: Sustainability is something we take very seriously as a business. It’s built into our product design approach and supported by our Light Responsibly initiative, which focuses on reducing environmental impact across every part of our work.

For us, it’s really about product longevity. The circular economy is about keeping products in use for as long as possible. We’ve had luminaires come back to us after more than 40 years in service. In many

cases, we can refurbish them by replacing components, upgrading glazing, or installing new LED trays and return them to the market, ready for another 20 years. That’s what sustainability means to us: designing products to last and supporting them through repair and upgrade rather than replacement.

Performance plays a big part too. We work hard to deliver the most energyefficient products possible, without compromising on the quality of light or the overall lighting experience.

When it comes to materials, we prioritise those that are easily recyclable, such as aluminium and copper, and use recycled content wherever we can. In some cases, our products are made from up to 100 per cent recycled aluminium. We’ve also worked to reduce plastics in both our packaging and product designs, and we’re phasing out adhesives to make disassembly and recycling easier at the end of life.

SSH: What's one standout project that you think exemplifies the work you do?

DW: We’ve been fortunate to work on many prestigious rail projects over the years, so it’s difficult to pick just one. Your mind often jumps to the most recent. But one that really stands out is Newport Station, which we completed around this time last year.

It was a particularly complex scheme with a challenging layout, including stepped access, long ramps and a striking bridge structure spanning the tracks at an angle. From the photos alone, you’d wonder how we managed to install a handrail system in that environment.

For the ramps and staircases, we supplied nearly 500 metres of Garda® illuminated handrail, custom-adapted to interface with the balustrade fins, which had predrilled fixing points. A lot of coordination was needed to ensure everything aligned perfectly on site.

Where handrail couldn’t be used on the main bridge deck for safety reasons, we developed a bespoke lighting solution. Garda® LED modules were integrated directly into the parapet structures between the vertical ribs. For the central section, where neither handrail nor parapet lighting could be applied, recessed luminaires were vertically mounted between the balustrade fins. The result is a clean, fully integrated lighting scheme that balances aesthetics, safety and accessibility.

That level of complexity is where our dedicated Garda® team really adds value. We offer a full turnkey solution, from design through to manufacture, delivery and installation. Our team worked closely with all stakeholders to make sure every detail was considered.

I’d also mention Morley Station, part of the Access for All programme within the Transpennine Route Upgrade. It’s a more typical AfA scheme with steps, lifts and a new overbridge, but it’s smart, effective and represents the kind of infrastructure investment we’re proud to support. We’ve got several more AfA projects underway on this route, which runs until 2028.

SSH: How have you seen the industry change over the years?

DW: I’ve been focused full-time on the rail sector since 2021, so my perspective is relatively recent. Most of the changes I’ve seen relate to the broader restructuring of the industry and how that’s affecting project planning and delivery.

Looking beyond lighting, rail continues to be one of the most efficient modes of transport in terms of CO2 emissions, especially when compared to cars, lorries or planes. That efficiency needs to be developed further. Shifting more freight onto rail would help ease road congestion, particularly as building new roads or widening existing ones isn’t a sustainable long-term solution.

There’s enormous potential in the sector, but implementation takes time. Major infrastructure projects are often complex and have to deal with interconnectivity between cities and regions. Rail has a significant role to play in this transformation, but progress tends to be gradual rather than dramatic, partly due to the historical and structural challenges that are still present across the industry.

SSH: What do you attribute DW Windsor's success to?

DW: DW Windsor celebrates its 50th anniversary next year. We’ve got members of staff who’ve been with the company for more than 45 years, which speaks volumes. That kind of longevity brings deep product knowledge and strong relationships across the industry.

We’re actively involved in the sector. We sit on committees within the Lighting Industry Association (LIA) and the Institution of Lighting Professionals (ILP), which helps keep us aligned with industry developments. But more importantly, we’ve built a culture that encourages collaboration and innovation.

We listen closely to our customers and involve them throughout the development process. We run several CPD events each year, both nationally and regionally, and we use those opportunities to engage directly with specifiers, designers and engineers. If we’re working on a new product, we’ll often bring the original customer into that process, involving them in workshops and giving them a chance to see how the idea is progressing.

Commercially, we’ve learned that if one customer has a challenge, it’s likely others do too. So, we look for ways to develop solutions that can be commercialised and benefit the wider market. We’re also consistent. We promote a clear message across every sector, and we’re disciplined about how that message is delivered.

SSH: What's the most exciting technology you're working on?

DW: Solar has been one of the most positive developments in recent years. Adoption has been quicker than expected across the wider lighting industry. In street lighting and commercial applications, it’s really gaining momentum. We’ve been researching and developing solar solutions for over a decade, so we’re confident in what we offer. Clients trust that when they choose a solar product from DW Windsor, it will perform as expected.

The technology has come a long way. Five years ago, solar lighting wasn’t viable for many applications. Now, with advances in battery technology, photovoltaic panel efficiency and control systems, it’s a genuine alternative in the right conditions. We’re gradually introducing it into rail, and we expect that to continue as confidence grows.

Beyond solar, I’m particularly excited about the potential of our Urban Control smart IoT solutions. The ability to integrate sensors, cameras and intelligent controls opens up new possibilities. Things like anti-trespass systems, dynamic wayfinding and support for vulnerable passengers can fundamentally change how lighting infrastructure contributes to safety and the overall experience.

As we’ve discussed, the challenge is often adoption. The industry is cautious, and rightly so. But when these technologies are put into practice, the benefits are significant. That’s what keeps us moving forward: helping clients understand what’s possible, then delivering it through proven, real-world solutions.

Digital Tethering and Rail Operations

Sam Sherwood-Hale spoke to Robert Garbett, Founder and Chief Executive of Drone Major about how their Digital Tethering™ system, being trialled on the Wolverhampton-Severn Valley Railway route, could transform railway surveying and monitoring operations

The UK has achieved a major milestone in railway technology with the Civil Aviation Authority's (CAA) approval of Operational Authority for Drone Major to conduct the UK's first beyond visual line of sight (BVLOS) drone flights over critical national infrastructure. This groundbreaking development marks the first time longdistance approved BVLOS drones in nonsegregated airspace have been given the green light to fly over the UK's critical national infrastructure.

The approval builds on Network Rail's pioneering trials that began earlier this year, where the infrastructure operator has been working with Drone Major to test revolutionary aerial operations. With delays from trespass causing over 1.5 million minutes of disruption since April 2024, these BVLOS drones offer a gamechanging speed of response that fills the gap

between standard drones and Network Rail's helicopter operations.

The CAA's approval paves the way for imminent trials on a critical 12km route between Wolverhampton and Sandwell & Dudley Station, where Drone Major's Digital Tethering™ technology has already been tested along the rail corridor and the Severn Valley Railway lines.

How BVLOS drones could transform railway surveying and monitoring

Robert Garbett, Founder and Chief Executive of Drone Major explained: ‘The use of Digital Tethering™ as an infrastructure to control Uncrewed Air Systems (UAS) to operate safely in built up environments above any rail infrastructure (UK or overseas) has the potential to revolutionise many operations from surveying and monitoring to trespass management, asset management, delivery of tools and spares and much more, delivering massive savings for any rail network operator by significantly reducing costs associated with delays and a reduction in the use of expensive helicopters.’

24-hour surveillance capabilities

Garbett outlined the comprehensive monitoring capabilities when I asked about the specific response to surveying and monitoring: ‘The Digital Tethering™ system can provide 24 hour surveillance and monitoring services utilising UAS positioned along the rail infrastructure in Hardened UA Bases (HUBs) in which the UAS are charged and from which they are launched to undertake autonomous flights along the rail track. The operator, who is situated in a remote Control Centre, can task and manage the utility of the UAS, controlling the speed and sensor functions including a high resolution, high zoom camera with night vision capabilities and optional LiDAR and multispectral cameras.

‘The ability for the aircraft to carry a suite of sensors enables the system to be utilised for a range of applications including, survey, inspection and monitoring of track and infrastructure as well as surveillance with object recognition and target following. All data is streamed to the Control Centre for storage and analysis and feeds can be provided security to related agencies such as the Transport Police, Security and Operations and Maintenance staff.’

Operational benefits for Network Rail

When I asked about the operational benefits for Network Rail and the broader rail sector, Garbett said: ‘By utilising a range of aircraft, the Digital Tethering™ system can be used for a huge range of applications spanning infrastructure and line infrastructure maintenance, inspection of rolling stock and delivery of critical tools and spares to staff working on the line. This could include aircraft carrying advanced sensors to map and predict the need for foliage management or the use of deep penetrating radar to analyse the need for predictive maintenance to sidings or other infrastructure.’

Cost implications and efficiency gains

When I asked about the cost implications and efficiency gains from drone-based infrastructure monitoring, Garbett explained: ‘The Digital Tethering™ infrastructure has a light ground based infrastructure requirement including the positioning of HUBs at strategic locations to provide rapid deployment of UAS as required. Clearly this comes with an initial capital cost but the savings in terms of compensation payments to train operators as well as a significant reduction, or elimination, of the use of helicopters, currently used extensively for infrastructure monitoring, which are extremely expensive and never available immediately.’

Applications beyond surveying

When I asked about applications beyond surveying, such as trespass detection and safety monitoring, Garbett said: ‘I have mentioned the wide range of applications beyond surveying but, specifically focussing on trespass management, our current project with Network Rail has initially focussed on this application, around which the system was designed. Safety monitoring can be carried out routinely or on demand ensuring that lines are free for the first train of the day and routinely throughout the day to improve safety and security of the rail infrastructure. Indeed, many applications can be covered simultaneously through the use of advanced data analysis of data captured during all flights.’

What the regulatory breakthrough means

When I asked what this regulatory breakthrough means for railway operators, Garbett explained: ‘The opportunity now exists for railway operators to work with Drone Major to establish services which utilise Digital Tethering™ to meet their operational needs. With our advanced Operational Authority, it is possible to get CAA clearance to expand the use cases and operational areas to all sectors of the rail industry and we are keen to speak with anyone wishing to exploit this amazing technology.’

The technology behind Digital Tethering™

The Digital Tethering™ system employs world-leading onboard navigation and safety systems alongside innovative ground-based technology, delivering reliable autonomous navigation and providing real-time precise positioning of drones, particularly in areas where GPS/GNSS signals are unstable or inaccessible. Flying over railways, the drones operate in a carefully defined 'safety corridor', using the advanced Digital Tethering™ concept to assure flight safety whilst significantly minimising risks to those on the ground.

Proven results from trials

Network Rail's trials have already demonstrated significant benefits. In Birmingham, the Rail Operating Centre has drone operations providing aerial coverage for incident response and infrastructure monitoring across a ten kilometre range. The system has already proved its worth after intervening in an incident at Birmingham New Street, saving passengers cumulative hours of disruption through rapid response. Meanwhile, testing along the Wolverhampton corridor and Severn Valley Railway has shown the potential to significantly speed up verification and interception of trespassers, reducing delays in critical and busy areas whilst potentially saving lives.

Industry perspective

As Network Rail's Programme Manager for National Drone Strategy, Dominic Mottram, noted: ‘The potential for these projects to deliver a more reliable, safer railway for our passengers and colleagues is huge and could even be a game-changer. We operate one of the safest railways in the world, but it is also one of the busiest, so keeping trains running reliably while monitoring tracks and dealing with incidents can be a challenge and delays can spread quickly and far from

‘The operator, who is situated in a remote Control Centre, can task and manage the utility of the UAS, controlling the speed and sensor functions including high resolution, high zoom camera with night vision capabilities and optional LiDAR and multispectral cameras.’

the original source. Information provided by drones will mean our colleagues' expertise in maintaining the railway can be focussed where it is needed, without exposing them to the risk of the ‘live railway’, and instances of trespass can be tackled much more quickly.’

Garbett emphasised the wider significance: ‘Drones represent enormous opportunities across a huge number of industries. Network Rail's initiative as a 'first mover' in trialling our Digital Tethering™ concept sets an example worldwide. In the UK, it presents an opportunity to fully modernise our rail infrastructure; deliver a faster, safer, more effective and efficient service for customers; and ultimately drive economic growth for the whole of the UK.’

Innovative Collaboration on Earthwork Failures

The impacts of severe weather and climate change are already being felt across a range of UK industry, and rail is no exception. The Met Office and Network Rail have linked up to look at long-term planning and preparedness

From more intense rainfall to severe weather events, the risks to rail infrastructure and earthworks are growing. In response, a Weather Advisory Task Force, chaired by Dame Julia Slingo, was commissioned to review Network Rail’s procedures for managing adverse weather. The resulting recommendations are now shaping new research initiatives aimed at improving the safety and resilience of the country’s railway network.

With an ever-changing climate in the UK, and the engineering complexities of the rail system, the Met Office and Network Rail have embarked on an innovative collaboration to assess how to better predict and manage the risks of earthworks failures and severe weather. To fully assess these risks, experts from across disciplines need to be involved, from geotechnical engineering experts to environmental science weather and climate specialists.

Network Rail manages 190,000 earthwork assets, each approximately 100 metres long, comprising of soil and rock cutting and embankments along the railway network. Some of these earthworks are over 150 years old. While many factors can lead to failures of these earthworks, changes to rainfall patterns and intensities on an aging infrastructure means that earthworks failures aren’t a new problem for the rail industry to manage.

The collapse or failure of a cutting or an embankment can lead to track obstruction or instability issues, which may cause derailments and, in some cases, casualties, such as the Stonehaven tragedy. The significant safety concern is one of the reasons why such careful management is in place in the industry to manage risks, including speed restrictions and cancellations at times.

Ronnie Li is a Geotechnical Engineer at Network Rail and has been working on the collaboration with the Met Office. She said: ‘Earthwork failures represent one of the

most significant risks to the rail network and the main threat to that is undoubtedly rainfall.

‘Earthworks consist of natural and reworked material by the Victorians who had less knowledge of soil properties and ground engineering as we do today. Therefore it can be hard to know the exact composition and precise capability of many of our infrastructure earthworks. As well as it being hard to forecast the exact intensity of rainfall along the network, how our ageing earthworks will respond to such events is even more difficult to predict.’

Network Rail’s current day-to-day management of rainfall threats on earthworks monitors 24-hour windows of rainfall, as well as shorter-range thresholds for considering the impacts of convective rainfall. While this straightforward system has continuously evolved over the past decades, there is now an opportunity to develop a revolutionary and more sophisticated approach using modern highperformance computing.

Different geologies handle intensities of rain in different ways. Short and prolonged rainfall events are different in nature, but both can lead to earthworks failures. To assess these risks, collaboration outside the immediate rail industry is vital for maximum impact.

Ronnie continued: ‘Meteorology and geotechnical engineering are both part of the equation. But it’s not just adding the two together. They are inherently interrelated with each other and that’s why we need experts in both fields working together.’

A changing climate for rail risk

The differing impacts of long and short-term rainfall events need to be better understood to develop an enhanced system of managing the possibility of earthworks failures. The underlying spectre behind much of this work is the UK’s changing climate as a result of human-caused emissions. The latest Met Office State of the UK Climate Report

NEWS IN BRIEF

DARLINGTON STATION PROJECT REACHES POWER UPGRADE MILESTONE

Power supply improvements have been completed at Darlington station as the £140 million transformational expansion project progresses toward spring 2026 completion. The milestone enables testing of updated signalling systems crucial for bringing two new platforms into service at the Victorian-era station.

Installation of platforms 5 and 6 will enhance Network Rail's train flow management capabilities, reducing delays and enabling increased service capacity. Planned signalling work requires line closures through Darlington on 11-12 October, affecting CrossCountry, LNER, Lumo, TransPennine Express and Northern services with replacement bus operations between key destinations.

The comprehensive project involves Network Rail, LNER, Tees Valley Combined Authority, Darlington Council and majority funder the Department for Transport. Planned improvements include a new concourse building and connecting footbridge, creating an integrated transport hub strengthening regional and national connectivity. Project completion has been revised from December 2025 to spring 2026 to accommodate additional design requirements for fully weather-proofing the complex footbridge structure connecting the Victorian station with the new eastern concourse building and platforms.

The relationship between rainfall and failures on railway cuttings and embankments isn't as simple as some might hope. When you add the UK's changing climate into the mix, it's an issue that needs careful thought from both the geotechnical engineer and the weather/climate scientists.’

Victoria Chapman, Managing Consultant, Met Office

highlighted how the UK’s warming climate is also resulting in a wetter climate. When assessing the winter half-year (OctoberMarch), the most recent 2015-2024 period was 16 per cent wetter than that of 19611990. In addition, October 2023 to March 2024 was the wettest winter half-year on record for England and Wales in over 250 years, with significant flooding bringing impacts to many areas.

Victoria Chapman is a Managing Consultant for the Met Office, working closely with Network Rail on this project. She said: ‘The relationship between rainfall and failures on railway cuttings and embankments isn’t as simple as some might hope. Understanding how patterns of rainfall, including convective summer rainfall and long lasting winter rainfall, interact with soil and geology characteristics is all important. When you add the UK’s changing climate into the mix, it’s an issue that needs careful thought from both the geotechnical engineer and the weather/ climate scientists.’

Finding the route forward

Both data-rich organisations, Network Rail and the Met Office began to crunch the numbers on rainfall and earthworks failures to plot a path forward. The potential result? A nuanced, but nationally-applicable, approach to earthwork failures that minimises disruption for passengers and freight operators while helping highlight areas of risk to engineers, enabling proactive management and measures to be put in place.

‘Meteorology and geotechnical engineering are both part of the equation. But it's not just adding the two together. They are inherently interrelated with each other and that's why we need experts in both fields working together.’

Ronnie Li, Geotechnical Engineer, Network Rail’

While the work is still ongoing, there are growing signs of an alternative, future proof method of assessing rainfall risk to earthworks for the UK’s network.

Victoria explained: ‘The ask from the industry is for a system that is nationally consistent, looks further ahead, with more detail, and provides a deeper understanding for decision-makers when assessing risks because it has been developed by both meteorologists and geotechnical engineers.

‘The approach we’re working on with Network Rail accounts for different weather scenarios that can lead to failures, such as short-lived extreme rainfall through to prolonged rainfall and even rapid changes in soil wetness from slow moving weather systems. Earthworks’ sensitivity to rainfall can come in a few ways, which is captured in this new approach. Geology, soil moisture, recent rainfall and a range of other factors can all influence the risks, so a new, more robust system is needed to effectively balance these factors.’

In its simplest sense, the new system allows better understanding of the influence of the wider conditions on the risk of rainfall-induced earthworks failures. For example, earthworks on hard rocks in the wettest parts of the country might be able to withstand higher rainfall amounts compared to those in drier parts of the country on clay or chalk-based geologies.

A rigorous testing of the new methodology, as well as peer-reviewed scientific submissions, will take place in the coming years that should pave the way for further improvement of the UK’s rail approach to managing earthwork failures in the future.

Updating on the progress of the project so far, Ronnie said: ‘The ultimate goal is to incorporate both a new approach to immediate adverse weather protocols

to mitigate risk of earthwork failures, as well as a longer-term risk assessment and management system on the UK’s rail infrastructure and vulnerability to earthwork failures.’

Forecasting advancements

As well as a new approach to assessing earthworks risks, advancements in forecasting techniques can also pull through into the new methodology. Most of the public will be aware of forecasts on TV, which look ahead to the next few days of weather. However, fully-fledged forecasts, complete with necessary nuance and uncertainty, are informed by hundreds of simulations of the future, which is referred to as ensemble forecasting.

In its simplest terms, ensemble forecasting is running weather models forward in time lots of different times from slightly different starting conditions to better understand the range of possibilities for the coming weather.

While some of these changes are feeding through into Met Office public forecasts, the applications to specific industries could be paradigm-shifting in terms of how weather risks are effectively managed.

Victoria explained: ‘Ideally, future methods of managing earthworks failures for the rail industry will incorporate both recent observations, as well as forecasts into the future. With ensemble forecasting, Network Rail’s team of engineers will be able to understand the varying levels of uncertainty in the forecast and how that could influence future decision making. With ongoing developments to forecasting including the Met Office’s new supercomputer and ongoing research around artificial intelligence, the path is open for further enhancements in the coming years.’

Fortunately, with a recent MOU signed between Network Rail and the Met Office, more streamlined collaboration is likely in the coming years, utilising the strengths of both organisations for the good of the public.

Work to come

With further work in the coming months, as well as publication of initial findings on the new approach to earthworks failures, the potential of this project is already clear. Smarter forecasting, with more targeted mitigations of risk and, ultimately, a more resilient railway.

Ronnie concluded: ‘The greatest benefit of this work will be realised in the future when earthwork failure pathways, which capture the weather threat, are combined with other earthwork threats and condition monitoring of earthwork assets through inspections, smart monitoring and earth observation techniques. The collaboration between Met Office weather and climate scientists and Network Rail geotechnical experts will help to achieve the ultimate goal of a useful and usable end-to-end risk management system for earthworks.’

Smart Automation for Big Data

Custom rail feature extraction speeds up analysis and boosts safety, says Linda Duffy

AI models in Trimble Business Center software were trained to extract 20,000 rail sleepers from a point cloud, drastically reducing the time needed to identify anomalies. Rail lines are engineered to evenly distribute the massive weight of locomotives and cars carrying tons of freight and passengers every day. Small variations in track width or height can lead to inefficient energy use and vibrations, while more serious issues may result in derailments and high-speed accidents. To improve safety and assist with longterm lifecycle management, innovative

technology companies like Rhomberg Sersa Rail Group (RSRG) are adopting new methods of monitoring, inspecting and analysing rail infrastructure. They are leveraging cutting-edge technology, including 3D laser scanners and artificial intelligence (AI), to conduct these critical tasks both during and after construction.

Gotthard Base Tunnel project

In August 2023, Switzerland’s Gotthard Base Tunnel sustained significant damage during a 16-car derailment that shut down all passenger and cargo travel through the western tube for over one year. The 35-mile-

long rail tunnel – the longest in the world –is an important transportation link between Germany in the north and Italy in the south. RSRG is an international expert in end-to-end rail construction, providing a range of services including reality data capture, support planning, construction and deformation monitoring. After the accident at Gotthard, the firm was contracted to complete the repair work, including dismantling the damaged track and installing and aligning a new Low Vibration Track (LVT system) over a fourmile distance. All contractors were under pressure to complete construction quickly so

Use of GEDO trolley for slab adjustment: The Trimble GEDO trolley was used in Gotthard Base Tunnel for final slab adjustment in mm level accuracy.

Photo credit Rhomberg Sersa Rail AG.

tunnel operations could resume. The highprofile project required high accuracy and careful logistical planning under challenging conditions with high humidity and poor air quality inside the tunnel.

During the entire renovation of the Gotthard Base Tunnel (GBT), rigorous testing and control measures were implemented to ensure the safety of the restored infrastructure. This included inspecting all 20,000 sleepers and verifying

that the spacing between each pair met the 60-cm tolerance requirement (+/- 2 cm).

Dimitrios Kyritsis, R&D product owner in RSRG’s Digital Rail Services department, explained his company’s philosophy:

‘Our Digital Rail Services department embraces technological advancements to make operations smarter, more efficient, and safer as travel speeds increase. We focus on leveraging technology to meet customer needs while optimising workforce

deployment to save costs and reduce risks.’

After considering the options, RSRG felt manual measurements would require too much time and would delay the tunnel’s opening. Instead, the surveyors opted for a more efficient method. They chose to scan the tunnel using a Trimble GEDO IMS-Scan track measurement system. Then, they leveraged a new capability within Trimble Business Center (TBC) software to train custom point cloud classification models to automatically extract the sleepers from the point cloud.

The track measurement trolley was equipped with a Trimble GEDO GX50 laser scanner, which uses dual scan heads to produce an exceptionally dense, 360-degree point cloud. To ensure complete coverage, each scan head was set at an 80-degree orientation, and the tunnel was scanned twice – once in each direction. The Trimble GEDO system also includes an Inertial Measurement Unit (IMU), which captures highly accurate positioning data with 3–5 mm accuracy while scanning.

The dual-profile scanner system is ideal for as-is and as-built reality capture. It allows for detailed comparison with design models and quality checks of a wide range of features, including concrete surfaces, power lines, rails, sleepers, rail fasteners and rail inclination.

While RSRG had previously used the Trimble GEDO Track and Trimble GEDO IMS systems to produce final as-built documentation with +/- 1 mm accuracy, this was their first time training the new AI feature extraction tool in TBC.

Renovated GBT track: Advanced construction methods improve safety on crucial rail infrastructure, while digital records assist with long-term lifecycle management. Photo credit Rhomberg Sersa Rail AG.

Use of a Trimble GEDO IMS-Scan system in Bergünerstein Tunnel: The Trimble GEDO IMS-Scan track measurement system produces a very dense 360-degree point cloud useful for as-built to model comparisons, quality checks and slab adjustments.

Photo credit Rhomberg Sersa Rail AG.

Automate workflows with custom AI training

The Trimble GEDO track measurement system produced 900 point cloud files (500 GB of data) to be processed in Trimble GEDO Scan Office. With an Excel file for control, individual georeferenced point clouds were merged into a large data set. To help isolate the sleepers, noise was removed from the point cloud, retaining only the ground features around the track.

Manual feature extraction would have been extremely time-intensive and prone to errors due to the sheer volume of data. Instead, RSRG opted to use a new tool in TBC that allows users to train 3D deep learning models and customise feature extraction workflows for specific needs.

This new tool leverages AI to mimic human cognitive functions, with the goal of producing results that are as high-quality as those from human intelligence. These significant productivity gains are accessible to everyone without requiring AI expertise.

To automate the measuring process, RSRG created sample point cloud data containing manually classified sleepers to train the AI model in TBC. They applied the model to the complete point cloud collected with the Trimble GEDO system to automatically classify the sleepers that had been installed in the tunnel.

‘Experimenting with and testing the new tool was quite easy. Even without prior AI knowledge or background, it is straightforward to learn by following numerous free online webinars and supporting documents’ said Kyritsis. ‘A statistical analysis assessed the training process and indicated whether we needed a bigger area and more training. It was important to us to be able to verify the accuracy of the results, so it wouldn’t be a ‘black box’ for the engineers. We were pleased reaching a 97 per cent accuracy after training the model.’

‘Our Digital Rail Services department embraces technological advancements to make operations smarter, more efficient, and safer as travel speeds increase. We focus on leveraging technology to meet customer needs while optimising workforce deployment to save costs and reduce risks.’

After applying the AI model to extract the sleepers, RSRG's in-house-developed modules compared the 3D model against the reality capture data. Using a bestfitting approach, these modules calculated measurements based on the absolute coordinates from the Trimble GEDO track measurements.

The result was a comprehensive, 340page report that calculated distances at a mm/sub-cm level for all pairs of sleepers. It specifically highlighted those that did not meet the 60-cm tolerance requirement (+/- 2 cm).

‘Other software limits the kinds of features we can classify and extract’ said Kyritsis. ‘TBC offered the capability to train AI for a specific type of sleeper and improve the results. AI allowed us to automate the extraction process and complete the work quickly with confidence in the results.’

AI adds value to Big Data

There is growing demand for smarter ways to handle large volumes of data as adoption of 3D laser scanners and mobile mappers continues to increase. Automation using AI is a great time saver when processing and analysing high density reality capture data.

The benefits of using AI for feature extraction in TBC extended far beyond the Gotthard Base Tunnel project. Since the trained models can be easily distributed to other offices, RSRG created value for the entire company.

With these training files readily accessible, inspections can now be performed more frequently, allowing teams to be proactive rather than reactive in their maintenance efforts.

Fabrice Lardon, digital rail expert at RSRG, is sure about the positive contribution of AI to the railway industry, stating that ‘AI-powered tools, such as the new feature extraction capabilities in TBC, have the potential to revolutionise railway industry inspections, providing engineers with advanced solutions to elevate their work to the next level.’

The Trimble GEDO track measurement system captured data quickly, helping to avoid further delays and enabling the tunnel to reopen on schedule. This comprehensive dataset now serves as a valuable record of current conditions, which can be compared with future data collections to guide proactive maintenance.

The western tube of the Gotthard Base Tunnel reopened in September 2024 and is now able to accommodate 260 freight trains and 70 passenger trains per day. Moving forward, digital reality capture data will play a critical role in making informed decisions at every stage of the tunnel's lifecycle management.

Tel: +49 9383 97320

Email: info@trimble-railway.com

Visit: gedo.trimble.com/en

Part of tunnel with classified sleepers: Spacing between each pair of sleepers was checked to verify the gap fell within the required tolerance.

Photo credit Rhomberg Sersa Rail AG.

Point cloud of tunnel ground with classified sleepers: A new tool in Trimble Business Center (TBC) software was used to train 3D deep learning models to extract rail sleepers from the point cloud.

Photo credit Rhomberg Sersa Rail AG.

Confidence

at every turn

Trimble Track Survey & Scanning deliver the precision you need to ensure safety and quality across all your rail projects.

Track Quality Control

Track As-Built

Slab Track

Pre-Measurement

Clearance Analysis

3D Laser Scanning

From initial track surveying to ongoing maintenance, integrated Trimble GEDO systems allow you to seamlessly capture, process, and analyze data for every phase of your rail project. Our comprehensive solution portfolio delivers the high-accuracy data you need for informed decision-making, helping you ensure track safety and improve project efficiency with confidence at every turn.

Mapping a Greener Future

Tom Jennings, Senior Consultant at BRE and

consortium member for

the Innovate UK BuildAudIt project, outlines how AI is enabling rail operators to decarbonise their existing assets

Navigating the proliferation of AI and the push towards net zero present two of the most prominent challenges facing business leaders today. While these are two distinct issues, there are significant opportunities to be seized as we work out how to decarbonise, all the while navigating AI’s rapidly changing place in the workforce.

Rail is often championed as a lowercarbon alternative to other forms of transport. However, amidst the decarbonisation push, tracks and rolling stock are often viewed in isolation within these conversations, with little thought going into the sustainability credentials of the supporting assets required to run a railway which are often lacking. A significant portion of the sector is operated from buildings and infrastructure stretching back over 200 years, filled with character and heritage but with varying degrees of renewal needed to meet net zero.

Just knowing how much needs to be done and where retrofitting is needed most urgently is a mammoth task, and companies across the country must work out a way of efficiently mapping their assets. This is where AI is able to transform the ways we work for the better.

BuildAudIt, an AI-enabled survey platform being developed by the Building Research Establishment as part of an Innovate UK-funded consortium, is a perfect example of where efficiencies in this area can be found. Having just passed the trial stage of development, with pilot users including Northern Rail and Merseyrail, we have found a 70 per cent average time saving on surveys compared to manual methods.

These savings come from the AI platform’s ability to scan assets to render a space in a building information model or as a digital twin, automatically recognising elements, features and materials of spaces. Whether refurbishing or demolishing, AI surveying can therefore speed up processes

and ensure any materials which can be recycled are reused, both helping create a circular economy as well as potentially providing an income stream to reduce the overall project costs of a process.

With the use of AI, building audits can also be completed with reduced levels of experience, enabling further lowering of cost. This frees up capacity in human workers to make creative decisions about asset use as less time is focussed on identifying the makeup of assets and more time can be spent on maximising those assets’ potentials.

It is imperative that industries with large asset portfolios like the railways take up the opportunity to harness AI so that resources of all types can be better allocated and used. The UK contains millions of buildings that will require some form of refurbishment to achieve net zero, and the rail sector must play its part in this process. Decision makers have an opportunity here to do what is best for both the environment and their bottom line.

CASE STUDY: BUILDAUDIT PILOT WITH NORTHERN RAIL

Tom Jennings is Senior Consultant at BRE and consortium member for the Innovate UK BuildAudIt project

Northern Rail kindly agreed to pilot BuildAudit for use in one of their vacant buildings near Doncaster station. They had wanted to understand the building space better in terms of the size of rooms and the quantity/quality of internal fit outs. With BuildAudit they were able to complete an internal scan of the 600m2 building (over two floors) in 30 minutes. For comparison we conducted a manual measurement of a 60m2 room in the building which took five minutes (with no photos or additional notes). Scanning the same room took 30 seconds with all room dimensions captured, elements automatically defined with photos associated with each one. We had very good feedback on this pilot from the Northern Rail team involved, for example one of the team noted; ‘I like BuildAudit compared to Matterport, with Matterport it is a 3D lidar model, but it doesn’t break it up into elements and doesn’t create a block model of the building, this is more intelligent and involves a lot less post scan work to measure up and add notes.’ Our special thanks to all the Northern rail team members involved in the pilot.

FOR SPANS OF UP TO 30mFROM FOOTBRIDGES TO HEAVY LOAD SUPPORT GIRDERS

SYSTEM

Passenger Behaviour and Ticketing

How can operators address complex passenger needs with simple, passenger-centric solutions? Yann Chermat, COO of Calypso Networks Association, explores the transformation of physical and digital ticketing

Transport ticketing represents a contract between the operator and the user. Traditionally, physical tickets have been issued to users as evidence of their right to ride, but ticketing is evolving. Today, as technologies and usage patterns change, networks have a multitude of possibilities available to deliver their ticketing suite, and need to make multiple options available to meet different passenger needs.

One size does not fit all: each transit network serves a unique customer base with its own needs and expectations. They must also align with the infrastructure, governmental policy and individual preferences of the area. Against a backdrop of financial and economic uncertainty, authorities are having to deliver more with less, while operators must carefully consider the long-term affordability of their transport offer to enable a sustainable future.

A paradigm shift in how people travel

The past five years have seen a fundamental change in the way we use public transport. As Rail Professional reported earlier this year, according to the UK Department for Transport, leisure is now the most common reason for train travel in Britain, accounting for 54 per cent of all journeys. Commuters, meanwhile, now represent just 30 per cent of trips.

This paradigm shift has been caused in large part due to the rise in hybrid working. Weekly or monthly tickets may have previously met the needs of regular commuters, but as passenger behaviours change, more people are looking for costefficient alternatives that suit different movement patterns.

PTOs and PTAs must create tariff structures that offer both flexibility and value, and which have the evolving requirements of a well distributed, diverse ridership base front of mind. Many regular commuters may still opt for fixed term travel cards, but by augmenting the fare offer to

include ABT-based enhanced Pay-as-youGo solutions, networks can ensure that their service meets the needs of occasional travellers as well.

Open standard solutions, such as those created and launched through the close collaboration of the Calypso community, meet the growing demand for secure and reloadable tickets for infrequent passengers. They are designed to coexist with other ticketing options in a way that remains simple and accessible. In this way, they help make public transport a more attractive and affordable option than private vehicles, providing passenger-centric ticketing options that meet the needs of a diverse ridership.

Ticketing and the digital revolution

Almost every facet of our lives today is becoming digitised and transport ticketing is no exception. Mobile ticketing offers a convenient way for passengers to purchase, store and use tickets, alleviating some of the pressures networks face with issuing physical tickets. This helps them tackle long queues at ticket kiosks, better manage the costs of issuing, distributing and managing physical tickets, and deliver solutions with more robust resistance to fraud. Mobile ticketing can also be a key step towards a more environmentally conscious ecosystem, as it reduces the volume of resources consumed by paper and plastic tickets.

The majority of mobile ticketing offers currently in place operate on stored values – a system where the ‘counter value’ is decremented and the journey is paid for by tapping the device to an NFC reader. However, this way of operating requires passengers to repurchase and reauthenticate themselves through a bespoke online portal each time they travel.

Innovations in mobile ticketing are changing this though, enhancing convenience for passengers. Travellers in the Paris Île-de-France region are now in the unique position of being able to purchase

and validate tickets with their Navigo pass natively within their digital wallets on Android (Samsung) or Apple smartphones. In a European first, passengers in the area now have unparalleled, intuitive access to the full suite of ticketing products and concessions, effectively accessing their own pocket-sized ticket kiosk.

As mobile solutions are becoming a hub of digital services, this transformative approach to ticketing delivers convenience, speed, and trusted security to passengers. It also means that ticketing is perfectly positioned to integrate seamlessly with other use cases, including access control, payments and digital identity services that leverage digital wallet solutions. Ultimately, innovative integrated services will all be easily available in the passenger’s pocket.

But digital first cannot mean exclusively digital. Users that are less technologically willing, literate or able must not be restricted from accessing mobility services; operators and authorities must make sure that a range of different fare media are always readily available. That’s why open standards like Calypso Basic, which enable cost-efficient, reloadable paper tickets are so important today.

Using dynamic data to improve services

To make public transport a more attractive alternative to private vehicle use, it doesn’t only need to be more affordable; it must be more practical to use too. Integrating multiple transportation modes into one ticketing system allows passengers to move fluidly between service providers and modes of transport, meaning any journey can be completed with just one ticket.

Truly integrated services present operators with several complex challenges around revenue sharing, tariffs and scalability. However, when they are willing to securely share data, it facilitates a blending of public and private offers into an interoperable, complimentary service with optimized timetabling and route mapping.

‘Authorities and operators must make sure that their solution has the necessary complexities to meet the needs of their passengers, without making it overwhelming or confusing for passengers to use. If the balance is struck correctly, all stakeholders can benefit from a system that is easy, beautiful and simple for passengers, while remaining manageable, affordable and sustainable for operators and authorities.’

The data provided by digital-first ticketing solutions gives operators unparalleled insight into passenger trends so that they can truly know their customer. Transit apps provide customized ticketing experiences to each passenger, placing their needs at the centre of the travel experience. Such offers can offer virtualised routes, guide travellers through their journey, and suggest the best mobility packages for their travel needs, all in the language of their choice. Networks then receive real time data on usage patterns and passenger flow and can alter services to align with how users want to travel.

Modern ticketing creates modern mobility

Developing a smarter, more inclusive ticketing experience requires sophisticated and innovative thinking. Authorities and operators must make sure that their solution has the necessary complexities to meet the needs of their passengers, without making it overwhelming or confusing for passengers to use. If the balance is struck correctly, all stakeholders can benefit from a system that is easy, beautiful and simple for passengers, while remaining manageable, affordable and sustainable for operators and authorities. By harnessing the power of modern ticketing solutions, networks can respond to

changing passenger behaviours by providing inclusive and interoperable ticketing for all. It enables everyone to access to job opportunities, leisure activities, or visit friends and family, through affordable and accessible tickets. It helps create seamless networks through which passengers can flow in a way that is more practical, affordable and sustainable compared to private vehicle usage and sets them up for continual evolutions throughout the digital age.

Yann Chermat is Chief Operations Officer at CNA. A graduate of the French engineering school Supélec, Yann Chermat began his career at SNCF (French railways) as Assistant Project Manager for Electronic Payment Information Systems. He then moved into electronic ticketing systems management as Head of Technical Expertise. In this role, he contributed to the work of the Calypso Networks Association as an SNCF representative for fourteen years. He has been CNA's Chief Operations Officer since 2024.

Mark

Ashmore is Head of Safety and Assurance at the Light Rail Safety and Standards Board

Cybersecurity Threats and Solutions Highlighted by the LRSSB

As digital transformation sweeps across all industries, the light rail sector stands on the brink of a new era. But along with obvious opportunities, this new age also presents significant challenges, writes Mark Ashmore, Head of Safety and Assurance at the Light Rail Safety and Standards Board

Advanced technologies, the Internet of Things (IoT) systems, artificial intelligence, and automated control networks, are modernising rail operations, making them faster, safer, and more efficient. However, this increased connectivity also exposes the sector to multiple cyber and digital safety threats.

Like many modes of public transport, tramways have historically relied on isolated and proprietary systems. However, in recent times, they have benefitted from integration with connected networks to enable real-time monitoring, predictive maintenance, and smart ticketing.

While these advancements enhance operational efficiency and passenger convenience, they also create vulnerabilities to cyberattacks, making the development of robust cybersecurity and digital safety threat frameworks a key priority for operators.

As both railways and tramways are a part of critical national infrastructure (CNI), disruptions caused by cyberattacks can lead to significant economic losses, public safety concerns, and wider social upheaval.

Furthermore, transport networks such as tram systems can be particularly vulnerable due to their reliance on their operational technology as, unlike information technology (IT) systems, equipment managing signalling, track

‘By investing in robust cybersecurity measures and fostering industrywide collaboration, light rail can stay on track towards a secure, connected future.’

‘Advanced technologies are modernising rail operations, making them faster, safer, and more efficient. However, this increased connectivity also exposes the sector to multiple cyber and digital safety threats.’

monitoring, and tram control rely on legacy infrastructure, increasing their susceptibility to possible attacks.

Ransomware and data breaches are common threats faced by all public and private sector organisations, and light rail operators are not immune from malicious attacks that can incur huge costs and significant disruption.

These threats are only set to increase with the increasing adoption of IoT sensors and other devices for smart rail operations, which could see attackers exploiting unsecured endpoints to infiltrate networks.

Combined, these risks present key challenges for the sector, not least the costly replacement of legacy systems that rely on outdated technology that lack modern cybersecurity safeguards.

Although there is growing awareness and expertise to tackle the issue within a sector that has traditionally focussed on physical safety and security, the involvement of a wide range of stakeholders – from suppliers to policymakers – has resulted in a fragmented approach to these multiple threats.

Most challenging of all is the everevolving nature of the threat, making it difficult for operators to stay one step ahead of cyber criminals and other malevolent actors.

However challenging these threats may be, there are steps that operators and other organisations within the sector can take now to mitigate against them, starting with a thorough assessment of their cybersecurity measures.

Regular assessments of vulnerabilities across IT and operational technology (OT) systems are essential, and threat modelling can help operators anticipate potential attack vectors and prioritise any defence measures that need to be taken.

Wherever possible, there should be a separation of IT and OT networks to minimise the risk of lateral movement of malware during a cyberattack, while secure gateways and firewalls can further protect sensitive systems.

It is also vital to ensure all IoT devices used on light rail systems adhere to stringent security standards, including encrypted communications, regular firmware updates, and endpoint protection.

Clearly, regulatory compliance will play a major part in protecting networks from future attacks, and governments and industry bodies are already implementing regulations to enhance cybersecurity in

rail. For example, the European Union’s NIS2 Directive mandates stricter security measures for operators of essential services.

Any multi-layered approach to cybersecurity threats should also include the fostering of a culture of cybersecurity awareness among employees. Regular training can help staff recognise phishing attempts, avoid poor security practices, and respond effectively to potential breaches. At a management level, this includes putting in place robust incident response plans to contain and recover from attacks, including investment in backup systems and redundancy that can ensure continuity during disruptions.

These defences against cyber-attacks can only be built through collaborative working, particularly in areas where there are clear synergies between stakeholders. There also needs to be more collaboration between light rail operators, technology providers, regulators such as the Office of Rail and Road, and other government agencies to drive innovation in cybersecurity solutions and share threat intelligence.

On a practical level, there are already several areas where we can all work together to exploit emerging technologies, including tools such as AI and Machine Learning that

Secure and transparent blockchain networks can also protect data integrity in ticketing and supply chain processes, and, although it is still in its infancy, quantum encryption offers unparalleled security for sensitive communications.

The LRSSB has already risen to the challenge, commissioning a leading consultancy, Resilium, to help develop and deploy cyber security and digital safety threat risk assessments for member organisations to empower them to drive increased awareness, enhanced understanding and improved management of cyber security threats and controls.

A typical security ‘bowtie’ risk assessment is illustrated in the diagram below and in this example, the barriers are categorised and coloured according to their effectiveness. Additional parameters can be displayed including (but not limited to) type, owner, and criticality.

Threat likelihoods and consequence severities can also be illustrated and, overall, this provides an immediate sense of the state (health) of the system while drawing attention to vulnerabilities, enabling them to be prioritised.

Barrier ownership is a key aspect of these models to ensure that those who

the context and criticality of the controls for which they are responsible.

These have been developed in line with a Code of Practice (CoP) for Cyber Security and Safety developed by the Institute of Engineering and Technology (IET) and the Cyber Assessment Framework put forward by the National Cyber Security Centre (NCSC). This government body provides a single point of contact for the general public, industry, law enforcement, intelligence, and other agencies to collate and communicate good practice to help secure and sustain public and private networks.

Looking to the future, tramways and similar transit systems will become increasingly digital and cybersecurity must become a top priority. Protecting rolling stock and critical infrastructure from cyber threats is not just about safeguarding operations, it is about ensuring public safety, economic stability, and national security.

By investing in robust cybersecurity measures and fostering industry-wide collaboration, light rail can stay on track towards a secure, connected future. The risks are real, but with the right strategies in place, the light rail sector can navigate the challenges of cybersecurity and digital safety

STAUFF Line

Air horn systems, Wash wipe systems

Presented in kit form, tested and ready for immediate installation, reducing logistic, production and inventory costs.

The STAUFF Line process is adopted by global OEMs to successfully achieve cost savings in rolling stock manufacture.

Presented in

Inter-car hose assemblies Pantograph systems

Waste disposal, Full pneumatic pipework systems

Seating framework, Grab rails and luggage racks

Body to bogie pipework, Levelling valve systems

Line p

Braking systems, Sanding HOSES Door operating systems, Door handles

Electro-Wind Manufactures Bespoke Transformer

Electro-Wind Ltd is delighted to announce the design, manufacture, and delivery of a custom-built 500kVA 3PH 415V/690V transformer for one of the UK’s most significant infrastructure projects – the construction of Hinkley Point C nuclear power station

Working in partnership with leading electrical wholesaler, ElectroWind was entrusted with supplying a highly robust IP55-rated transformer, specifically engineered for external environments and designed for installation on a raised platform. The transformer now plays a crucial role in providing temporary power to the Unit 2 reactor polar crane during the commissioning phase.

One of the project’s greatest challenges was achieving the stringent IP55 protection rating while keeping the size and weight of the unit to a minimum. Electro-Wind’s engineering team overcame this by incorporating forced air cooling, ensuring complete compliance with environmental standards while maintaining exceptional performance and efficiency.

This specialist transformer is currently powering one of the largest land-based cranes in the world, a vital asset to the development of Hinkley Point C. Despite the project’s time-sensitive nature, ElectroWind successfully delivered the unit within a demanding eight-week schedule, meeting all specifications precisely and on time.

The achievement highlights ElectroWind’s reputation as a trusted UK manufacturer of innovative and costeffective transformer solutions. Both the wholesaler and project managers at Hinkley Point C praised the quality, performance, and service provided throughout the project.

Electro-Wind Ltd remains committed to supporting the UK’s most ambitious infrastructure developments with reliable, bespoke power solutions. For further enquiries, please contact: sales@electro-wind.co.uk

Managing Risk Beyond the Rulebook

Steve Medhurst and Craig McLaughlin explore how insurers are moving beyond traditional risk management to help operators build resilient safety cultures that evolve with the sector's transformation

When managing potential issues on the railway, the picture extends beyond tracks, trains and signals. Today, the picture is wider and more complex. Demand patterns have changed since Covid, with leisure journeys surging while traditional commuter peaks soften, and train operators are under pressure to cut delays by moving from reactive fixes to preventative maintenance.

In that environment, our partners’ deep industry knowledge and regulatory guiderails lay down the bedrock. ‘We don’t tell railways how to run trains’ says Steve Medhurst, Intact’s Global Transportation Specialism Lead. ‘The regulators already define the non-negotiables. Our job is to strengthen what operators already know and do, by testing practice against their own standards and helping them close the gaps.’

That method of collaborative, evidencebased and practical advisory, is what turns compliance into resilience. Casualty Practice Lead, McLaughlin sums it up simply: ‘The players in rail don’t settle. They keep asking, ‘what am I missing and how can I improve?’.’

Method over mantra

Rail is one of the most regulated environments in infrastructure. Rather than prescribing changes, insurers spend time learning an operator’s business and the procedures they have committed to and have in place. ‘It’s never ‘you’re wrong’, it’s ‘you’re not aligned to your playbook’,’ says McLaughlin. ‘That framing builds trust, which is where the real improvements happen’. Medhurst adds: ‘And when regulation feels complex to put into practice, we can support operators in making it work for them.’ Reviews then compare day-to-day practice against those written procedures, surfacing gaps that might otherwise go unnoticed.

The ultimate ambition is always improvement. When a loading operation or dispatch process falls short of the operator’s

‘For me, risk culture is about never treating safety as finished. It has to keep evolving with the way rail itself is changing.’

Steve Medhurst, Intact Insurance Global Transportation Specialism Lead

‘It's never 'you're wrong', it's ‘you're not aligned to your playbook’. That framing builds trust, which is where the real improvements happen.’

Craig McLaughlin, UK Casualty Practice Lead ’

own standards, it becomes a shared challenge between insurer and client to put it right. The same approach applies to occupational health risks like vibration, noise sensitivity, or carpal tunnel where documenting good practice and fixing what could be better is as important as physical engineering controls.

A new risk picture

Crucially, what counts as a priority risk is shifting. Preventative maintenance is replacing reactive approaches that only address faults after they’ve caused disruption. Digital systems are advancing fast and signalling upgrades like the European Rail Traffic Management System is changing how drivers will interact with their cabs.

These advances bring clear benefits, but they don’t erase risk. ‘Technology is changing how operators interact with systems and make decisions’ Medhurst notes. ‘A modern signalling system may reduce the chance of a missed signal, but they also introduce new ways of working and shift where dependencies lie.’

That shift invites reflection: how are procedures supporting performance, what evidence shows they’re effective, and where could controls be strengthened? Sometimes

the answers are clear and other times they prompt fresh thinking. Either way, the value lies in turning insight into improvement.

A culture that keeps moving

The best-managed rail businesses are those that seek to build a healthy risk culture and see safety as a living system rather than a compliance exercise. Leaders invite challenge, frontline visits routinely add new checks to the checklist, and procedures evolve in step with technology.

‘For me, risk culture is about never treating safety as finished’ says Medhurst. ‘It has to keep evolving with the way rail itself is changing.” That mindset will matter even more as the industry faces into fresh challenges: trespass and platform safety, occupational health for an ageing workforce, and digitalisation. ‘The healthiest risk cultures are the ones that keep questioning’ adds McLaughlin. ‘We’re there alongside the industry, listening and helping test ideas in practice.’

In a sector where the baseline is set by regulation, resilience comes from the culture that surrounds it and how risk is understood, managed, and continuously revised and improved on the ground.

Steve Medhurst leads Intact Insurance’s Global Rail Practice and brings over 25 years of experience in rail insurance. He has been instrumental in shaping Intact's specialist rail proposition, supporting operators, infrastructure providers, and supply chain partners with insight-driven risk strategies. Steve sets the strategic direction for the business’s global transportation portfolio and maintains a longstanding personal connection to the sector through active involvement in heritage railway operations.

Craig McLaughlin is UK Casualty Practice Lead at Intact Insurance, advising on liability risks across public, products, and employers’ liability. He leads initiatives to improve safety and strengthen claims defensibility, with recognised expertise in sectors like rail and construction. A regular industry speaker, Craig recently presented at the 2025 Trespad and ILCAD rail safety conferences, highlighting how insurers are partnering with the rail sector to manage evolving risks.

NEWS IN BRIEF

HS2 LAUNCHES NEW INNOVATION ACCELERATOR

HS2 Ltd has launched the eighth round of its Innovation Accelerator programme, partnering with Connected Places Catapult to recruit technology specialists for the railway's comprehensive reset. The initiative targets three key areas: improving value for money, enhancing site visibility and productivity, and strengthening safety management. Since 2020, the programme has supported 37 small tech firms, generating over £50 million in cost savings and creating 580 jobs. Alumni companies have raised £240 million in investment. Applications close October 31, 2025, with twelve finalists progressing to pilot projects with the infrastructure programme.

Tailored Solutions

Evidence-Based Approach to Train Design

How an evidence-based approach can help resolve potential conflict on train projects

When designing a new train, people will inevitably disagree. With so many stakeholder groups involved, from passenger representatives, operating crew and drivers to manufacturers and special interest groups, each with their own requirements, it's no surprise that tensions sometimes flare. And if disputes do arise that are left unresolved, they can lead to strained relationships, delayed projects, and spiralling costs.

The good news? It doesn't have to be that way. Designing a train is a team effort. Everyone involved wants the same thing: the best train possible. The challenge lies in how each group defines ‘best’. One person's idea of comfort might be another's ergonomic nightmare. And when requirements are vague, like 'seats shall be comfortable for two hours' or ‘screens must be free from glare’, it's easy for interpretations to diverge.

Individual stakeholders often represent much larger groups, and they take that responsibility seriously. When the details are fuzzy, it's natural for people to lean toward cautious, sometimes overly constrained interpretations. However, while these intentions are commendable, they can have unintended consequences. A minor design tweak to please one group might unintentionally create a significant problem for another.

That's why DCA takes an evidence-based approach to avoid unnecessary disputes and resolve the unavoidable ones swiftly, openly and fairly.

Four simple steps to getting (and staying) aligned:

1. Clarify what the requirement means –ambiguity is the root of many disputes, so DCA works with stakeholders to agree on precisely what a requirement is asking for. Then the company defines clear, measurable, and testable targets that remove the subjectivity when trying to determine whether a particular requirement has been met.

2. Make sure the criteria are fair and grounded – once DCA has pinned down the quantified requirement, it sets objective pass/fail thresholds. These criteria must be clear and understandable to everyone, supported by solid reasoning and practical considerations.

3. Communicate clearly, and keep it simple – DCA focuses on explaining its methods and the resulting outcomes in a way that's easy to understand, so everyone from engineers to end users can see what's being proposed and why.

4. Test quickly, iterate faster – DCA has developed rapid-assessment tools ranging from Excel models to custom software and physical rigs to explore questions like: ‘What if the seat angle were changed by one degree?’ or ‘Would this panel still comply if it were a darker colour?’ Fast, iterative testing quickly provides the definitive answers to such open-ended questions that are needed to reach a speedier consensus.

Tools that help everyone see eye to eye

To support this evidence-based approach and deliver on Step 4, DCA uses a suite of bespoke tools and techniques that bring clarity to complexity.

Customisable Mannequins

Most people involved in the train design process will be familiar with the idea of designing around a 5th and 95th percentile mannequin. However, the importance of customising these for specific markets and situations is often missed. DCA has developed custom-built 3D mannequins that can be parametrically tailored to the train's specific passenger population. Furthermore, the company can realistically adjust their dimensions (e.g. hip breadth) based on whether they are standing or sitting. These customisable mannequins help DCA assess fit, reach, and usability for the particular target user population in both 2D drawings and 3D/VR environments. Because they are tailor-made for a specific population and application, they can also be used to address

contractual clauses, demonstrating that the proposed design solution meets the specified needs of the intended user groups. These custom-built mannequins can be used to explore how specific combinations of body measurements (e.g. shorter stature with a large belly) can shape access and the ability to complete specific tasks – ensuring that naturalistic body types are considered early in the design process.

‘DCA takes an evidencebased approach to avoid unnecessary disputes and resolve the unavoidable ones swiftly, openly and fairly’

Figure 1

Immersive Virtual Reality

VR is playing an increasingly important role in the stakeholder engagement process. It lets stakeholders experience the proposed space and design features early in the development process. However, when used in an unstructured way to solicit subjective responses from users, there is the risk that the design is not comprehensively assessed, and no clear audit trail is left. However, when used as part of a structured review process, interactive elements within the VR model that respond when they are looked at or touched, combined with postural tracking, turn subjective impressions into actionable insights.

For example, DCA has used an interactive VR model of a train driver's desk in combination with its in-house developed posture tracking software to ensure that the target user group could address all the most frequently used controls and screens without over-reaching, discomfort, or risk of long-term health issues.

Glare assessment techniques

The visibility of the displays within the driver's cab has always been important, but as the industry makes the shift to in-cab signalling (ERTMS), this is now of paramount importance. Without appropriate mitigations, glare from internal and external light sources can adversely affect the visibility of safetycritical information. DCA has developed a structured and repeatable process for practically assessing in-cab glare.

This proven approach has been applied successfully to both mock-ups and production cabs. However, there is a considerable advantage to be gained by assessing the design in the mock-up stage, as such early assessment before the

design is frozen typically permits more radical changes to be adopted – desk panel angles can be adjusted, cowling designs can be modified, and screen positions can be adjusted. The options available for mitigation following assessment of a production cab are normally far more limited, such as the application of films and the introduction of blinds or shades.

Advanced seat comfort analysis

DCA has enhanced existing seat comfort assessment frameworks (e.g. GMGN2696, EuroSpec) to predict how designs, on paper, will perform under physical testing, allowing designs to be evaluated as a conceptual design stage. With its mechanical test rigs and comfort pressure mats, DCA can apply and evaluate known loads in predictable ways to replicate specific sitting arrangements – allowing for direct comfort comparisons between different seating concepts under equivalent sitting scenarios, making the process more repeatable and easier to assess at early design stages.

Ergonomic and task assessments

Whether it's routine tasks like refilling a coffee machine in the café bar or emergency procedures, DCA uses manual handling assessment techniques and computerised motion tracking technologies to evaluate posture and usability throughout the task. These techniques allow the company to quantify the ergonomic risks associated with a particular task and the ergonomic and efficiency benefits of one solution concept over another.

These approaches allow DCA to focus its attention on the tasks that pose the most significant risk. By testing with an appropriate range of users, the company can ensure that the diversity of the operator population is considered. The approach can be applied using simple special wooden mock-ups and repeated with final mock-ups.

Summary

Disagreements are natural, especially in projects as complex as the delivery of a new train design. But with a structured, evidence-driven process, most conflicts can be avoided and the rest solved before they derail progress.

By providing quantified evidence and prioritising clarity, fairness, simplicity, and speed, DCA helps everyone pull in the same direction. Furthermore, by using these predictive tools to assess the design earlier in the process, before the first units have been manufactured, proposed changes become far more viable and less costly to implement, and therefore less contentious. The result? Smarter decisions, stronger relationships, and better trains for everyone.

Figure 1 – Examples of DCA’s custom mannequin –a short female with a large belly Immersive Virtual Reality

Figure 2 – VR review of a train cab with posture detection and interactive cab elements https://www.dca-design.com/news/hybrid-realitydelivers-human-factors-insights

Figure 3 – Glare review of a cab mock-up https://www.dca-design.com/news/puttingrollingstock-glare-in-the-spotlight

Figure 4 – Seat comfort test using pressure mats and repeatable loads

https://www.dca-design.com/news/feeling-isbelieving

Figure 5 – Physical review of a wide range of tasks in a train catering facility mock-up to identify potential hazard

‘By providing quantified evidence and prioritising clarity, fairness, simplicity, and speed, DCA helps everyone pull in the same direction.’

Figure 4

Figure 3

Figure 5

Figure 2

LRSSB appoints new Audit and Safety Officer

The Light Rail Safety and Standards Board has appointed Peter Hughes as Audit and Safety Officer. A specialist in risk analytics, Peter has worked in rail safety since 1991, predominantly in the UK and Australia, and completed successful assignments in India and Malaysia. He has also served as an expert witness in legal proceedings following several fatal accidents at level crossings and authored a number of journal and conference papers.

AECOM appoints new Managing Director for Transportation in Europe and India

AECOM has appointed Steve Higham as Managing Director for Transportation in Europe and India. A civil engineer with 28 years’ experience in transport and infrastructure engineering, Steve joins AECOM from SYSTRA, where he was Managing Director of its UK & Ireland engineering business and a member of the SYSTRA Ltd Executive Committee.

CECA Appoints Director of Policy and Public Affairs

The representative body for the UK’s civil engineering contractors has announced the appointment of Ben Goodwin as its new Director of Policy and Public Affairs. Ben joins CECA following more than 15 years in senior policy and public affairs roles across the built and natural environment sectors. Most recently he served as Director of Policy and Public Affairs at the Institute of Sustainability and Environmental Professionals (formerly IEMA).

Eurostar appoints Chief Financial, Strategy and Transformation Officer Matthieu Quyollet has taken on the role of Chief Financial, Strategy and Transformation Officer at Eurostar. Matthieu joined Eurostar in 2023 after serving as Deputy Managing Director of Thalys from 2019 to 2022. From 2023 to 2025, he led the merger between Thalys and Eurostar.

TPE welcomes new Finance Director TransPennine Express (TPE) has announced the addition of Manchester-born Fiona Roberts as its new Finance Director. Fiona spent six years at Network Rail, with three years as a financial controller, where she gained valuable insight into the operational and financial challenges of the rail sector.

Meeting climate challenges

Disruptions and delays have a significant impact on passenger journeys, freight delivery, and the overall efficiency of the rail network. To build a more resilient railway, we must understand how systems fail and how to prepare for future issues.

We’re committed to reducing disruptions, preventing collisions, and combating fatigue through a comprehensive approach.

By connecting systems, empowering experts, and managing risk with smarter tools and research, we’re building a railway ready to meet the climate, passenger, and freight demands of the future.

Find out more www.rssb.co.uk/resilience

Delivering a bright energy future for the railways

The UK’s rail industry is rapidly evolving as new technologies become available, putting pressure on the associated energy infrastructure.

On every scheme, we take the time to understand your strategic energy requirements, ensuring that we always deliver the best outcomes possible.

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