Darren Caplan
A turning point in rail policy?
Adam Parkinson
Charlotte Briers
Rail freight: Embracing reinvention and risk
Creating a workplace where every voice is valued and heard
Alan Hyde
Railway 200: A once-in-a-generation opportunity for rail
January 2025
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elcome to the first Rail Director of 2025. I hope you had a fantastic festive break and wish you well for the 12 months ahead. Of course there were many in the industry who were hard at work – it has been interesting to read about the dozens of rail renewals, upgrades and projects successfully delivered throughout the UK.
I would also like to congratulate all of the railway workers recognised in the New Year Honours List. This includes Network Rail’s Kathleen O’Malley and Southeastern’s Lee Woolcott-Ellis, who have been awarded British Empire Medals. Network Rail’s Peter Gibbons and Janet Trowse received MBEs, while Andrew Haines has been awarded a Knighthood.
So where do we start with the year ahead? Reflecting on last year and everything that happened from a new Government through to progress on rail reform, I think it is fair to say the 12 months ahead will keep us on our toes. I hope it is one in which the industry can flourish and projects progress.
It certainly feels like we are in a better place compared to this time last year, when there was the hangover of the northern leg of HS2 being cancelled and a looming General Election. Labour has recently marked six months in control and I hope things are starting to settle with the Government’s early support for projects such as HS2 to Euston, the Transpennine Route Upgrade and East West Rail hopefully just a taster of things to come.
My optimism comes from the good news I am seeing working for Rail Business Daily. There was a lot of positivity at the Railway Industry Association’s (RIA) Parliamentary Reception from politicians of all parties particularly around reform. We’ve also covered positive stories of rail patronage on the likes of the new Northumberland Line, Edinburgh Trams and the Elizabeth line. On the latter more than 500 million passenger journeys have been made in its first two and a half years and recent studies have highlighted the benefit the investment has had on jobs and growth.
This year marks the start of the 200th anniversary of the world’s first passenger train journey. There are some fantastic events planned to mark the 200th anniversary, some of which you can read about in this month’s magazine on page 22. It is also RIA’s 150th anniversary, with celebrations launched this month with the start of a series of events delving into different areas of rail, asking what the future needs to look like, and how we can all help to shape it.
Delving into this month’s Rail Director and the cover feature is an interview with David Hughes, Chief Executive Officer of East West Rail Company. East West Rail, which will improve transport connections between Oxford and Cambridge, is one of the projects backed by the new Government. From page 6 you can read how David is hoping the project will reset the reputation of building railway projects.
I hope this month’s magazine reflects the positivity that is emerging within the rail industry. There is a lot to feel optimistic about and we all have an important role to play in the future. In the words of Sir Andrew Haines, who spoke at RIA’s Parliamentary Reception, we have to make the argument for rail “not for rail’s sake, but rail for Britain’s sake”. Thanks as always to everyone who has been involved with this month’s edition. Next month the focus will be on infrastructure.
I hope this month’s magazine reflects the positivity that is emerging within the rail industry
All the best,
Danny Longhorn Editor
Rail Director magazine and Railbusinessdaily.com are assets owned by the Railway Industry Association. Railbusinessdaily.com delivers more than 70 stories a week to +73,000 rail industry professionals in our daily 7am newsletter. If you have not already subscribed, it’s free and it’s easy to do so at www.railbusinessdaily.com, please also encourage your colleagues to do the same. This is the very best way to keep abreast of what is happening on the UK’s railways. There is a digital copy of Rail Director on our website.
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East West Rail Company Chief Executive Officer David Hughes reflects on the journey so far and the plans for the year ahead
The Rail Safe Friendly programme has recently welcomed its 100th partner. Stuart Heaton, Managing Director of Learn Live and the Rail Safe Friendly programme, reflects on the milestone and the impact the programme is having in the UK
Despite a mixed 2024, 2025 could be a landmark year for UK rail according to the Chief Executive of the Railway Industry Association (RIA) Darren Caplan. He reflects on the last 12 months and looks ahead to the future, setting some New Year’s resolutions for the sector
Featuring a landmark year for the Transpennine Route Upgrade
Following the global launch of rail’s bicentenary, Alan Hyde from the national Railway 200 team highlights why this year’s 200th anniversary of the modern railway is a unique opportunity for shared storytelling and for the railway to remind people of its role and purpose in national life
Simon Jones, Chief Executive of the Global Centre of Rail Excellence (GCRE) Ltd reflects on 2024
Adam Parkinson, Founder of GoLink Advisory Group and Senior Transport & Infrastructure Practice Lead at Digital Catapult, reflects on the state of the UK’s rail freight sector
40 Creating a workplace where every voice is valued and heard
Charlotte Briers has received the Verena Winifred Holmes Award from the Institution of Mechanical Engineers. She explains more about her passion for promoting equality, diversity and inclusion within the rail industry
46 RIA Parliamentary Reception
A round up from RIA’s Parliamentary Reception, which included speakers Rail Minister Lord Hendy, Shadow Secretary of State for Transport Gareth Bacon, and Network Rail Chief Executive Sir Andrew Haines
54 Grasp those opportunities
Richard Cairns, Chair of Scottish Rail Holdings Ltd, explains what he feels the railway needs to do to meet its obligations, and what form innovation should take
58 UKTram: Capitalising on the renewed enthusiasm
James Hammett, Managing Director of UKTram explains how he is filled with optimism and excitement for the year ahead
60 Significant year ahead for HS2
HS2 Ltd’s new Chief Executive Mark Wild prepares for a “fundamental reset” of the programme to address its serious cost challenges
68 International News
Featuring Siemens Mobility’s first Mireo Plus H hydrogen trains receiving authorisation for passenger operation
70 Buyers’ Guide
74 Movers and shakers
TransPennine Express has appointed Andrew McClements as its new Customer Experience and Transformation Director. He is leading the operator’s 650-person strong customer experience team who take care of 26 million customers annually on up to 337 services every day
78 The Elizabeth line reaches 500 million passengers journeys
The Mayor of London has described the line as a game-changer for the city, transforming travel in London and unlocking investment
Tel: 01132 082620
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Editor Danny Longhorn danny@railbusinessdaily.com
Designer and Production Manager
Published by Rail Business Daily c/o 16 Smith Square, Kings Buildings London, SW1P 3HQ
Printed by The Manson Group © 2024
East West Railway Company is nearing the end of a public consultation on the latest designs and plans for its project which will link Oxford, Milton Keynes, Bedford and Cambridge. With the first stage of the project completed on time and under budget, Chief Executive Officer David Hughes reflects on the journey so far and the plans for the year ahead
David Hughes has spent his career to date delivering transport connections that both make a real difference to the lives of the communities they serve and boost economic growth as well. That is a journey that is continuing with his current role as Chief Executive Officer at East West Railway, a once-
in-a-generation opportunity to connect people and businesses between Oxford, Milton Keynes, Bedford and Cambridge through a new direct rail line that is forecast to deliver a £6.7bn boost to the UK economy by 2050.
“East West Rail will improve people’s everyday lives by creating more job opportunities, easier and
quicker ways to get to work and enjoy days out, and more affordable places to live, while crucially boosting economic growth both across the route and the entire country,” he said.
David joined the project in June from ARUP where he was Major Programmes Director. He has brought with him a long track record in developing
and delivering the biggest transport programmes in the UK, with a career that spans serving as Director General responsible for Rail Infrastructure in the Department for Transport, Programme Director at Transport for the North, and Investment Planning Director at Transport for London.
“I’m loving it, it’s my dream job,” he said. “I’ve spent 20 odd years working on and around big rail projects, Crossrail being the biggest one, and I’ve always enjoyed working on rail projects. I find it deeply fascinating, stimulating and just that sense of leaving a bit of a legacy. I feel very proud today when I travel on the Elizabeth line, being a small part of a big machine, contributing to it, and I expect to have a similar feeling with East West Rail.”
As to his current challenge, the project involves upgrading an existing section of railway between Oxford and Bicester; bringing back a section of railway between Bicester and Bletchley; refurbishing existing railway between Bletchley and Bedford; and building brand new railway infrastructure between Bedford and Cambridge.
Passenger services are due to start along the first stage of East West Rail between Oxford and Bletchley in 2025, with track all laid and line testing underway on this section. The full delivery of the project was also backed by the Chancellor Rachel Reeves in November’s Budget. She said: “We will deliver East West Rail to drive growth between Oxford, Milton Keynes and Cambridge with the first services running between Oxford, Bletchley and Milton Keynes next
year and trains between Oxford and Bedford running from 2030.”
David said: “It felt like a real landmark moment when it got the backing in the Budget, with one colleague describing it as the end of the beginning. It feels real now and there has definitely been a sea change in the mood around East West Rail, going from theoretical to real.
“When I took the job on in June, I knew there was a risk that the Government could have concluded it had other priorities, but I was passionate to lead the project and now we have the backing, a clear mandate, funding from Government, the ball is in our court.”
And with that being the case, the challenge now is to ensure that the project is done well. While David accepts that the reputation of the rail industry for delivering big newbuild projects is pretty low off the back of HS2, he says that if properly managed, big infrastructure projects can be delivered effectively – a proof point being that the first stage of East West Rail between Bicester and Bletchley has been completed on time and under budget.
“I think the industry has a real credibility problem and actually the fact is we’re next off the block in terms of major rail projects,” he said. “We’re much smaller, a fraction of the size, but I think it excites
When I took the job on in June, I knew there was
me that we have the opportunity to reset the narrative a bit, so I’m determined to deliver it well, so people look at it when it’s done and think, ‘yeah, that was a job well done’.
“To do that some of it is getting the basics right. A lot of these lessons are not new and I think there’s been a failure to apply some of those lessons in our big projects and I’ve lived through some of those failures myself like with Crossrail 2018 when suddenly we realised that it wasn’t going to be on
hybrid-battery trains. Going down this route would mean overhead lines would only need to be installed along some sections of the route. It also costs less than full electrification and would need less land for things such as mast foundations.
“It’s never felt right to be building a new railway for entry into service in the 2030s on the basis of diesel traction, especially with the net zero railway ambitions,” he said. “I suppose the Treasury perspective on that is that they never seem to get
The Rail Safe Friendly programme has recently welcomed its 100th partner. Stuart Heaton, Managing Director (MD) of Learn Live and the Rail Safe Friendly programme, reflects on the milestone and the impact the programme is having in the UK, urging the industry to ensure the momentum continues
Stuart Heaton has to pinch himself when he reflects on how far Rail Safe Friendly has come since being set up just over 18 months ago to educate young people about the dangers of trespassing on the railways. Since then, rail safety content through the Learn Live channel, backed by 100 industry partners ranging from train
operators to SMEs, has reached more than three million young people, across more than 7,000 schools.
“I feel incredibly proud of what has already been achieved, and so should the industry and everyone who has supported the Rail Safe Friendly programme so far,” said Stuart. “This is a programme which
continues to build in momentum, so why not another 100 partners by this time next year, with the ultimate goal of ensuring that every young person in the UK is educated about the dangers of trespass on the railway so there are no more accidental deaths.”
Liz Ballantyne found out in the worst possible way about the dangers of the railway. Her son Harrison
Building strong foundations
was 11 years old when he strayed into a rail freight depot to retrieve a lost football. He climbed onto a stationary freight wagon to get his ball back and although he didn’t touch the overhead power cables, he died when he received a fatal electric shock.
With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering:
“What SEP Geotech does ties together perfectly with piling. The purpose of our investigation forms the basis of the pile design, and our sister company, SEP Rail Design, designs the piles; now we will install them.”
“It is so important that every single child has the knowledge to keep themselves safe, with safety around the railways seen as important as road, water and online safety,” said Stuart. “What happened to Harrison is incredibly sad, and avoidable. Harrison just hadn’t understood the dangers of the railway despite the fact the rail depot was less than a mile from where he lived with his family.
Piling, in engineering terms, involves the installation of foundations driven or bored into the ground to transfer loads to deeper, more stable soil. These structural elements are essential when the natural bearing capacity of the soil is insufficient for supporting heavy construction loads.
While the demand is always there for new staff, Kieran knows the value of hiring the right people:
“This industry isn’t for the faint-hearted. Late nights, early mornings. Long periods of time away from your family. My office is my mobile phone and my van; we’re always on the road, on-site, and getting our hands dirty.
have realised that it was more than just a trespass problem for the industry. Here was the human impact and it has really got people thinking that this is more than a campaign and an initiative, but it is taking a deep dive into the problem driven by passion and a collective unity to do something about it.
“Our team shares a deep commitment to the enduring success of our business and is constantly seeking ways to enhance their skills and improve our services.
This is a critical moment for the piling and foundations industry
Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained:
“This is a critical moment for the piling and foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.
“We need to ensure this doesn’t happen again, and the only way to do that is by making sure that every child gets some form of rail safety education wherever they are in the country. This 15-minute educational programme that we’ve created can make a massive difference to that young person’s understanding of somewhere that is dangerous in their locality, and a message we’ve been able to spread further thanks to fantastic backing from the rail industry, from train operators through to SMEs.”
“By leveraging our team’s experience, alongside utilising the wider SEP Rail Group’s capabilities, SEP Geotech is in a perfect position to deliver projects from feasibility to design through to completion.”
Liz has played a crucial role in ensuring the seriousness of the dangers of the railways is spread far and wide, with Stuart particularly praising her bravery at speaking in front of hundreds of delegates at last year’s Rail Forum Conference.
growth and expertise
“It was very emotional and there weren’t many delegates that weren’t wiping a tear away,” said Stuart. “It has been moments like that where people
Investing in the professional development of the current team is also not just a priority; it’s a key part of SEP Geotech’s vision for the future.
“Liz continues to be a huge inspiration. I can’t even think about that awful situation where your child doesn’t come home. A lot of people would bury their head and not want to come out, but for her to be so inspirational and brave, telling her story publicly, it has made the issue human. She just doesn’t want this to happen to anybody else and that is Liz’s mission. But to make sure that is the case we need more companies of all sizes so we can get into every school, because like Liz, we won’t settle until every child receives the same level of safety information about the dangers of the railway.”
“We take pride in being one of the few geotechnical companies that offer specialised drilling NVQs to our team, ensuring that our workforce remains at the forefront of industry expertise and quality.”
Investment in staff is one thing. But the evolving rail industry landscape also demands industryleading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech:
Rail Safe Friendly is an addition to the Learn Live channel, which since 2019, has broadcast Network Rail and other safety content directly to more than 20 million young people in more than 11,500 schools across the UK. This work has been undertaken in collaboration with the Trespass Improvement Team at Network Rail.
“We’re investing in a new, state-of-the-art solution designed for safe work on embankments, slopes, and even over water. This innovation eliminates the need for traditional rope access, streamlining our processes even further.”
This is a programme which continues to build in momentum, so why not another 100 partners by this time next year
The broadcasts, sponsored by partners, are delivered through live or on demand content digitally into classrooms and assembly halls via the Learn Live channel. The channel also has a moderated, GDPR compliant live chat facility to promote interaction and involvement from the schools and
As SEP Geotech continues to evolve and expand its offerings, one thing is clear: Kieran Moran’s experience, dedication, and vision will remain at the forefront, driving the company to even greater heights in the geotechnical engineering industry.
It is so important that every single child has the knowledge to keep themselves safe
colleges taking part in Rail Safe Friendly. There are three levels to the Rail Safe Friendly programme for schools to achieve:
Bronze - A school will ensure that all pupils and teachers have watched the rail safety broadcast either live or on demand via the Learn Live channel. Schools will need to register to confirm their attendance and provide feedback after the broadcast has been viewed by the students.
Silver level - To achieve the Silver level, a school will need to have completed the Bronze level and communicated to parents and carers the details of the rail safety broadcast. This can be
done via newsletters, parent assemblies, school websites, social media channels or other forms of communication used by a school.
Gold level - To achieve the Gold level, a school will need to have completed the Bronze and Silver levels and create a rail safety video, podcast or poster with their students to promote in their school and social media channels using a brief provided by Learn Live.
“Rail Safe Friendly has given the industry something to build but also to come together on in a fairly unique way, an opportunity the sector has driven forward,” added Stuart. “The industry is very good at pulling together when there’s been incidents or bad weather, but this is always a bit short term. Rail Safe Friendly is longer term and something that needs to be constant, something the people I have met have shown their passion for by playing their part in ensuring communities are safe.
“Partners are seeing the impact they are having and there is rightly a real sense of pride that they are playing their part in educating young people about the potential dangers around the railways and that they are places that should be respected. Beyond that, it is also showcasing the industry as a great place to work, so the people being educated now could be the rail workers of the future.
“Overall though it is all about getting to that conclusion where we don’t have any more accidental incidents ever again on the railway, no more tragedies; and that we can ensure that message of rail safety is Harrison Ballantyne’s true legacy. But to achieve that we need rail organisations of all sizes to play their part in continuing to support that opportunity of rail safety to all parts of the UK.”
Visit www.railsafefriendly.com/
Despite a mixed 2024, 2025 could be a landmark year for UK rail according to the Chief Executive of the Railway Industry Association (RIA) Darren Caplan. He reflects on the last 12 months and looks ahead to the future, setting some New Year’s resolutions for the sector
Last January, we in RIA hoped on behalf of our members and the wider supply chain for a positive 2024, yet one cannot sugar-coat the fact that there were some disappointments and concerns. The scrapping of the HS2 northern leg at the end of 2023 hung over the start of the year; there was an impending General Election and the uncertain impact that would have on rail policy; there was a continued lack of an announcement on the previous Government’s Rail Network Enhancements Pipeline (RNEP) projects; and there was a difficult start to Control Period 7 (CP7), from April.
In July, new Prime Minister Sir Keir Starmer and Chancellor Rachel Reeves were talking about “difficult decisions ahead”, including on infrastructure, and the Restoring Your Railways fund
We are optimistic about the strength of the case that rail remains as crucial as ever to the UK economy, jobs, social value and decarbonisation
from the previous Government was cancelled. It was not surprising, then, that the RIA-commissioned Savanta survey in autumn 2024 showed 50 per cent of rail suppliers expected the rail market to contract. However, there were positives too. Passenger levels continued to recover well since the pandemic, with the Office of Rail and Road (ORR) reporting nearly 10 billion rail passenger miles travelled in Q2, a seven per cent year-on-year increase. Additionally, a 12 per cent increase in journeys over the last year brought the total to 1.7 billion in the 12 months leading to September. Passenger revenues reached £2.9 billion in the last quarter, an 11 per cent increase, with Northern Trains reporting recovery from pandemic lows. This aligns with a Steer report, commissioned by RIA, in February 2024 which identified future passenger growth between 37 per cent and 97
per cent over the next 25 years, dependent on Government policies.
The CP7 funding settlement for Network Rail was viewed positively, and the Budget announcement on October 30 saw a clear acknowledgement of the value of rail-related manufacturing and committed to East West Rail, taking HS2 to Euston, and the Transpennine Route Upgrade. With significant uncertainty around future rolling stock orders, and the related manufacturing jobs at stake receiving significant political attention, it was positive to see investment announcements during the early summer, and then the incoming Transport Secretary, Louise Haigh, expressing clear commitment to establishing a long-term rolling stock pipeline, which RIA and our members have been calling for very strongly in recent years.
As we have seen before, the political cycle, with 2024 seeing three Transport Secretaries, and a change of Government, has meant that rail reform legislation is yet to progress. The policy to bring operators into public ownership could of course have far-reaching implications for how Great British Railways (GBR) is established and operates.
Yet despite the positives, at the turn of the year confidence among rail supply businesses remained historically low, with businesses navigating continuing uncertainty over the future rail investments pipeline, a slower-than-anticipated start to Network Rail’s CP7 since April 2024, and a challenging broader economic context.
Looking ahead, a key challenge for the Government is to position rail as a catalyst for economic growth and rebuild industry confidence to invest in the skills and innovation that we need.
Performance of the railway as operations are brought into public ownership will remain a high priority for Government. The newly appointed Transport Secretary, Heidi Alexander, has expressed confidence that bringing train operations into public ownership will enhance network performance. Regardless of restructuring, RIA recognises that overcoming the uncertainty of change and restoring market confidence could empower the supply chain community to drive greater reliability across the network.
enhancements, as well as publishing a rolling stock strategy to attract business investment. RIA has communicated this in an open letter to Ms. Alexander. (www.riagb.org.uk/AH-Letter).
The Government will set medium-term spending plans out in the forthcoming Comprehensive Spending Review. Alongside this, it is setting out a slew of new strategies: the industrial strategy, a longterm infrastructure plan, a trade strategy, a national transport strategy and a significant change of policy around devolution. And of course, there is the consultation pending on the legislation to establish GBR.
In this wider context, a key concern for the industry is establishing clarity on the work pipeline during the interim period leading up to the establishment of GBR, which may not occur until late 2026 at the earliest. It is welcome that the parliamentary Transport Select Committee launched an inquiry last month aimed at smoothing the ‘boom and bust’ cycle in rail investment. We urge the new Transport Secretary and the Government to expedite rail decisions and provide a clearer pipeline by announcing plans for major rail projects and
Throughout 2025, RIA will emphasise the vital role that rail plays in supporting the Government’s six pledges, including housing and improving living standards. We aim to showcase how a growing railway can create social value through the generation of skilled jobs across the economy.
Research from Oxford Economics last year indicated that rail supply jobs are 29 per cent more productive than the national average, and for every 1,000 people employed in the rail network, an additional 4,300 jobs are supported throughout the UK economy.
Through RIA’s 2025 Future of Rail programme, RIA will explore major policy issues including the future of rail demand, the future of reform and rail investment models, including the scope for private investment in a public ownership context.
2025 marks 200 years of rail and RIA’s own 150-year anniversary. We are optimistic about the strength of the case that rail remains as crucial as ever to the UK economy, jobs, social value and decarbonisation, delivering better track and train for the customer (passengers and freight), and can also be a strong industrial sector for all the fantastic suppliers who work, deliver and innovate within it.
A key challenge for the Government is to position rail as a catalyst for economic growth and rebuild industry confidence to invest in the skills and innovation that we need
The Interim Managing Director of the TRU has reflected on 2024 with an enormous sense of pride in what has been achieved on the multi-billion-pound railway programme that will better connect passengers in the North between Manchester, Huddersfield, Leeds and York.
A major target was achieved in November, as TransPennine Express joined Northern in operating electric passenger services between Manchester Victoria and Stalybridge. This was a huge step forward in the programme’s aims to deliver faster, more frequent trains on a cleaner, greener, more reliable railway.
Electric test trains have also been in operation between York and Church Fenton, with the first electrified passenger services to launch in 2025.
Significant progress has also been made in upgrading infrastructure across the route, with perhaps the most noticeable change seen at the iconic Huddersfield station. The station upgrade has just passed the one-year mark. Scaffold towers and a raised working platform are in place to enable the train shed canopy restoration work, whilst the tearoom – built in 1886 – has been dismantled in 8,000 different pieces and carefully stored away ahead of being reinstated in the future.
A new, purpose-built office compound was also opened at the rear of the station, so that the programme had a central working hub at such a vital location on the route. Named HD1, the sustainable approach to the building of the office compound contributed to TRU’s perfect 45/45 score in a Considerate Constructors Scheme assessment of the station.
Gordon Kells, TRU Interim Managing Director, said: “2024 was a big year for TRU and I’m really proud of what’s been achieved across the
programme. A number of key milestones have been reached and we’ve paved the way for more success next year.
“I’d like to thank all of our passengers, stakeholders and local communities for their understanding and support, and we are looking ahead to further achievements in 2025.”
October saw the completion of TRU’s public consultation on plans for rail upgrades between Stalybridge and Diggle (Saddleworth).
Last year the programme was granted a Transport and Works Act Order (TWAO) to bring further upgrades to the route between Leeds and Micklefield, outlining plans to replace five level crossings with safer alternatives, undertake work on a number of bridges to enable electrification, and install some small scale infrastructure.
Back in March, TRU announced a £100 million investment for a new rail depot in Shipley which will be used to house and maintain Northern’s fleet of electric trains on the Airedale and Wharfedale Lines whilst access in and out of their Neville Hill depot in
Leeds is restricted during a future phase of TRU works. Northern will keep the depot open following the completion of upgrades, with as many as 100 permanent employees.
Elsewhere in West Yorkshire, the new year brought an intriguing find – following investigations at a TRU site near Ravensthorpe Road, a team from Oxford Archaeology believed that a large, irregularly shaped cropmark was probably an Iron Age or RomanoBritish enclosure.
A collection of Romano-British ceramics, building materials, flint, glass and animal bones were all recovered at the site and are still in testing.
TRU closed out the year with the launch of the programme’s first annual Sustainable Development Report, based on the sustainability strategy, ‘Our Guiding Compass’. Our Guiding Compass has been instrumental in shaping TRU’s sustainable development efforts, comprising four key pillars that steer sustainability: Northern jobs, enhanced environment, satisfied customers, and community engagement.
Carl Williams, Chief Executive of the Light Rail Safety and Standards Board (LRSSB), has stressed that the organisation will continue to evolve in line with the sector’s needs while stepping up collaboration with its strategic partners, including the Office of Rail and Road (ORR) and other key stakeholders.
In a New Year message, he also celebrated landmark achievements in 2024, including further enhancements to its pioneering Tram Accident and Incident Reporting (TAIR) system, improved risk modelling, and updates to dozens of safety guidance documents.
“While we have accomplished a lot over the past year, we are determined to deliver even more for the sector in 2025,” he said. “A positive update meeting with the ORR just before Christmas demonstrated the importance being placed on our ongoing commitment to continuously improving TAIR and risk modelling across the sector.
“It also underlined the next steps we need to take in our crucial work with both the ORR and the Department for Transport to reconfigure the LRSSB’s governance arrangements.
“That a role exists for the LRSSB is now beyond question and there is
clear evidence to demonstrate that, by working with, and alongside, the sector we are increasingly bringing forward standards and guidance which, if universally adopted, will significantly enhance light rail safety.
“In coming months, the sector can also expect to receive updates on a broad range of innovative projects, including research into technology that uses vibrations to alert pedestrians of an approaching tram, and enhancements to virtual reality software used for driver training.
“We also expect to reach another milestone in the spring of this year when our sector-wide model is refreshed to reveal an updated profile of the risks faced by networks, while our national pedestrian safety campaign will also step up a gear as it is adopted by more networks across the country.”
etwork Rail’s Control Period 7 (CP7) has been slow to get started for much of the railway infrastructure supply chain. We are all hoping that 2025 will bring lots of opportunities for our rail businesses. Meanwhile, every business can make improvements in the year ahead that will improve sales and reduce costs.
A recent example from one of our new clients, a £10 million turnover P-way contractor, demonstrates how JJR, The Rail Insurance Broker may be able to help you.
Its insurance had been arranged by the same broker for 10 years, renewing automatically. The broker was friendly and professional but did not understand the rail industry in sufficient detail to make innovative
changes to the insurance policies or the insurers chosen, resulting in increased premium costs year-on-year with no better coverage.
JJR was asked to carry out an analysis of the business risks and specifically, to work out why its Professional Indemnity (PI) insurance premium was so expensive. We soon discovered the high insurance costs were not reflected in the level of cover provided, there were rail safety critical exclusions and a total consequential loss exclusion, which limited or withdrew most of the essential cover needed. We identified the misunderstandings that the current broker had made and uncovered the poor explanations put forward to insurers, which ultimately led to higher PI prices than our benchmark review
and market knowledge would expect.
Writing our own detailed risk presentation, JJR looked at the contractual liabilities in its main customer contracts and represented them clearly to the insurers. The final result was a 40 per cent reduction in PI insurance cost and a huge improvement in the quality of the PI policy wording and cover provided.
We will also be working closely
with this business in 2025 and introducing it to major buyers at our Rail Infrastructure Networking (RIN) events. Attending the four RIN trade shows in London, Glasgow, Derby and Harrogate will bring huge commercial opportunities across the wider supply chain.
Like our clients, you may find that we can offer better value and reduced insurance costs - we may even help to open that door into an important new customer, making 2025 a great year for you. Before you renew the same insurance with the same insurance broker again this year, contact the team at JJR to discover what we can do to better support you.
Contact Keven Parker, Head of Rail keven.parker@jjrail.co.uk 07816 283949
Chris Geyton, Managing Director of Professional Services at EiB Group, examines the skills and experience that are key
EiB takes an enormous amount of pride in the role it plays in transformational projects, particularly in the railways. Over the last 15 years, the client-focused work winning consultancy has secured over £60 billion of opportunity for its clients thanks to its market leading approach to helping contractors and consultants win work.
Driving industry leading win rates
“The key to our success, without oversimplifying it, centres around common sense,” Chris explained. “We provide work winning support, helping contractors and consultants to track their pipeline of forthcoming major projects and framework opportunities, providing fully resourced teams to help them plan, manage, and deliver successful winning tenders.
“When you put marketeers, business development and sales in front of an opportunity, they hone in on their differentiators and USPs. In procurement however, you are not being judged purely against the competition. It is critical to ensure the commissioning clients’ works information, scope and/or specification is fully addressed in tender responses and meets the evaluation criteria. The most common area for improvement we experience is setting out a clear and unambiguous method with clear accountable roles,
referenced to the required standards and procedures that set out how the works will be delivered.”
EiB has an impressive track record in transforming the success of its clients, evidenced by a win rate of over 80 per cent. The organisation has supported large Network Rail contracts, including the Southern Integrated Delivery portfolio for Control Period 7, Eastern Routes Partnership and framework contracts in the North West & Central Region. In the last eight years, EiB has supported 10 HS2 projects from early enabling works and slab track design to Euston Station.
This year, EiB provided bid management and writing services for the eight-year Transport for London (TfL) Docklands Light Railway contract renewal. Facing a substantial bid process, which required detailed delivery plans for each aspect of the operation, the EiB work winning team coordinated multiple contributors from the client team to write a compliant, compelling and comprehensive proposal.
Taking pride in their part in the UK’s most iconic rail projects
“We take immense pride in helping our clients secure iconic contracts and projects across the UK rail network and seeing them move to construction, completion and operation,” said Chris. “For example, coming into Birmingham New Street today and seeing the elevated sections coming out of the ground for Curzon Street reminds me of the part we played.
“We may not personally put a spade in the ground, but we’ve been part of the transformation and modernisation of key projects across the UK, Ireland, Europe and further afield with work in North America and Canada.
“It’s not just about mega projects. We take the same pride and get as much satisfaction on smaller projects, especially when we are supporting smaller organisations establish their place in the market. We help these clients develop the skills, standards and systems to secure further new business, either directly with major commissioning clients or through supporting the supply chains.”
Growth of the team and an expansion into Scotland and Ireland
Over the last 32 years, EiB has established a reputation as a team of hands-on work winning professionals who work efficiently under pressure, build excellent client rapport and deliver positive value for money outcomes for their clients.
“There is far more to our offer beyond bid writing.” said Chris. “We do not simply place augmented resources to help respond to the volume of writing required, using associates. We have established a strong fully employed team in the past decade, now with over 45 work winning professionals. This includes dedicated teams in Scotland and Ireland under the leadership of Gordon Wilson, our Scotland, Ireland and Northern Ireland Operations Director. More recently, we welcomed Andy Leeds as our new Head of Complex Projects. Andy has responsibility for the largest and most complex bids, often involving joint ventures or strategic alliances. Examples include the Midlands Rail Hub, HS2 packages and alliance led procurement over the last three control periods.”
Challenging at every level
“We instil the importance of constructive challenge within our culture, encouraging every bid team member to embed strategic thinking into compelling bid responses,” commented Chris. “Our team includes market analysts who provide capture and insights to shape our clients’ winning strategies. The key for us is to engage early in the work winning process, helping our clients with the upfront strategy to improve development of the bid responses.
“Our work in sectors such as highways, nuclear, defence, the built environment and European railway industry enables us to bring best practice and ask the questions which explore new and innovative ways of delivery. We engage with our clients’ subject matter experts to convey their strategies in response to the commissioning client’s requirements and select the strongest and most relevant evidence to the evaluation team. While our team concentrate on managing the technical and quality submission, we enable our clients’ bid direction and management teams to focus on governance and project management.”
The EiB Way underpins the organisation’s culture, providing a client focused, high quality, end-to-end bid direction, management and writing solution. It is flexible to align with the clients’ needs and bid management processes.
“The style of writing has changed a lot over the years from the beauty contest come corporate sales documents, to one more focused on matter-of-fact language that engineers and evaluators would expect to see. It enables them to read, understand and judge the actual capability of the contractor/ designer to deliver the specified works or services.”
EiB’s work winning support is based on an enviable track record of success; the application of best practice tools and an ability to transfer knowledge to clients effectively. The organisation’s vision is to challenge the strategic work winning norms and transform the success of their clients; a model built on a depth of understanding and knowledge of the key commissioning clients.
“Over the years we have spent a high degree of time focused on the commissioning client side across the infrastructure sector, helping them develop more effective means of supply chain engagement and assessing their ability to meet specified requirements,” Chris said.
“This gives us an excellent grounding and a deep understanding of ‘What good looks in the client eyes’, knowledge we impart to our clients to help them stand out.”
“Those within in the railway industry face a challenging period within the wider procurement landscape,” explained Chris. “With funding uncertainty; ongoing challenges with material costs; accessing experienced labour; and the challenge of cost efficiency without impacting safety. It’s harder for our clients to have confidence in volumes and
We instil the importance of constructive challenge within our culture, encouraging every bid team member to embed strategic thinking into compelling bid responses
therefore confidence in the return and margin to be made.
“In the future, we will no doubt see evolution as we move closer to Great British Railways and the rail industry will continue to align with other sectors. There is likely to be future growth of more integrated multi-modal solutions in cities.
“And, with the drive to meet mutual carbon reduction aspirations, we will see more energy projects such as the TfL Blackfriars solar bridge taking shape. The Procurement Act 2023, to be introduced from February 2025, will help simplify the work winning process, making it easier to bid, negotiate and work in partnership with the public sector. We are particularly excited about the new competitive flexible procedure and the emphasis on more consistent feedback.”
Into 2025, the organisation is already planning for the next phase of opportunities with the HS2 Route Wide Framework, Eastern Enhancements, Midlands North West Rail Link, wider Northern Powerhouse opportunities and the next stage of the puzzle for major projects such as the Transpennine Route Upgrade.
“After years of different procurement packages, it will be exciting to see these projects concluded,” added Chris. “Other projects will be more challenging with an ever-increasing focus on Minimum Viable Product and efficiency savings as highlighted at the TransCityRail North event in November last year. I’m excited for the impact the EiB team will have in the rail industry, in the UK, Ireland and into Europe in the next few years.”
www.eibgroup.co.uk/ chris.geyton@eibgroup.co.uk
In this article, we dive into Treeva, an exciting company providing two metre-high turbines which are quickly and easily installed next to railways to generate renewable and reliable power with significant cost savings
The rail industry, like many sectors, is under increasing pressure to reduce its carbon footprint and achieve net-zero goals whilst also having among the highest energy bills in the UK.
Traditional methods of powering rail infrastructure often rely on fossil fuels and the grid, contributing to greenhouse gas emissions, but current solutions have disrupted power and low efficiencies. Reliable and renewable alternatives are urgently needed.
Treeva is led by CEO and co-founder Anjali Devadasan. As an engineer from Imperial College London with experience working on Rolls-Royce’s jet turbines, Anjali is passionate about making a positive impact on the environment and mitigating climate change through the use of technology.
Discussing the concept, Anjali said: “At Treeva, we believe that the future of rail lies in sustainable, renewable energy solutions. Our innovative Treeva turbines are designed to harness the airflow from passing trains, providing a reliable and eco-friendly source of power.”
Anjali had an initial idea for generating energy at school, which has remained and provided inspiration for founding Treeva. Yu Gu, Treeva co-founder and CTO, has led the development of this idea and technology with Anjali.
Clean energy from passing transport
Treeva’s two metre-high modular turbine design is easy to install and maintain on the side of roads and railways. It makes use of readily available land and powers transport infrastructure, such as station lighting and EV charging stations, to create net-zero transport systems. Treeva’s novel turbine and motor design provides the unique high energy efficiencies of the energy system.
Anjali said: “Our turbines are strategically placed alongside railway tracks, where they harness the turbulent airflow from moving trains. As the turbine rotates, it generates renewable energy, which can be used to power infrastructure, such as station lighting, EV charging at depots or temporary works.”
Treeva in numbers
Treeva turbines are designed not only to be effective but also to make a measurable difference. As Anjali explained: “Every year, 1,500 turbines save £8 million
and emissions equivalent to 220,000 trees. Just five turbines saves approximately 12,450kg of carbon emissions (assuming average windspeeds and high train speeds). That’s the equivalent of removing 900 Amsterdam-to-Paris flights from the skies or planting 500 trees.
“Operating at a maximum power of 1.5kW, each turbine is built with durable composite blades to maximise efficiency. With integrated remote monitoring, temporary installation options and simple maintenance, our turbines ensure that road and rail operators can generate renewable power without operational disruption.”
The benefits of Treeva
With Treeva’s turbines, users will benefit from the following:
Reduce emissions: By generating renewable energy and reducing resource extraction, Treeva significantly reduces greenhouse gas emissions to make a positive impact.
Increased ROI: Our turbines offer long-term cost savings by reducing reliance on grid electricity, and a potential alternative revenue stream for customers.
Reliable power supply: By harnessing the airflow of passing trains, Treeva provides a consistent and reliable source of power, even in remote or off-grid locations.
Minimal maintenance: Treeva turbines are designed for low maintenance and quick and easy installation, ensuring minimal downtime and operational costs.
Accelerating a sustainable future
Treeva is developing its offering via the Clean Futures Accelerator Programme. The programme, based in the West Midlands, is designed to assist small and medium-sized enterprises (SMEs) in advancing its technologies while contributing to a regional Clean Futures Ecosystem.
The Clean Futures Programme’s bespoke engineering and commercial support have enabled Treeva to refine its technology while also exploring the broader market potential for its turbine installations in the UK rail network. Additionally, the programme provides access to the Black Country Innovative Manufacturing Organisation (BCIMO)’s demonstration facilities, which allows Treeva to showcase its turbines to potential investors, stakeholders, and industry partners in a collaborative and innovative environment.
Treeva’s mission is to provide organisations with the tools they need to access their own reliable, renewable energy.
In a world where energy resilience is as critical as decarbonisation, Treeva turbines offer an affordable and sustainable power solution that aligns perfectly with the long-term goals of rail and transport operators.
Bringing innovation to the railways
Looking to the future, Treeva will be showcasing its innovative turbines at a demonstration day at the BCIMO in February 2025. Anjali explained that this is a unique opportunity for Treeva to demonstrate its offering and build on the work that has already been undertaken: “At Treeva, we are committed to driving innovation in renewable energy. Our team, comprising engineers and scientists from Imperial College London, is continuously improving the efficiency and effectiveness of our technology based on feedback.
“Having demonstrated twice the energy efficiencies on the side of roads, we now have 23 companies on the waiting list and are ready for full scale manufacturing in Q1 of 2025. We are already collaborating with a range of major UK transport organisations to bring our turbines to railways, highways, and other infrastructures.”
Treeva has developed the solution closely with BCIMO and the Clean Futures Programme, and mentors from Future Labs including Network Rail, Northern, LNER, Transpennine Express and Southeastern. Recently, Treeva won the award as the favourite solution at the Future Labs expo supported by the four train operating companies.
Anjali added: “By adopting Treeva turbines, you can take a crucial step toward the railway’s sustainability goals while also benefiting from reliable, cost-effective power generation.”
Alongside its work on the Clean Futures Accelerator, Treeva is currently deploying with the transport customers and welcomes contact from and introductions to further potential interested partners.
www.treeva.uk/contact
Our turbines are strategically placed alongside railway tracks, where they harness the turbulent airflow from moving trains
Following the global launch of rail’s bicentenary, Alan Hyde from the national Railway 200 team highlights why this year’s 200th anniversary of the modern railway is a unique opportunity for shared storytelling and for the railway to remind people of its role and purpose in national life
In years to come railway people, customers and communities will, hopefully, look back on this year’s 200th anniversary of the modern railway with a greater understanding and appreciation of rail’s role in national life: its past, present and future.
By their very nature, historic national milestones don’t come around very often - and this is a big one. For some, Railway 200 will be the biggest anniversary of their professional lifetime. It provides a unique opportunity for the industry to come together, to get involved, and tell a big, compelling and coherent story about rail’s transformative impact on people’s lives and livelihoods and how it’s shaping a better, more sustainable future.
A rousing start to the year-long celebrations
The anniversary year got off to a rousing start at noon on New Year’s Day with more than 50 railways and 200 locomotives, across five continents, blowing whistles and horns in time-honoured fashion to signal the start of a global celebration of a British invention.
The Heritage Railway Association claims that the Railway 200 Whistle-Up was the biggest railway heritage mass participation event ever. Main line operators, train modellers Hornby and even Thomas the Tank Engine also greeted the anniversary year in style. The event attracted widespread media coverage, including BBC Breakfast and The Times, and social media was buzzing with contributed clips from across Britain and beyond.
The next day The Royal Mint launched its commemorative coin set for 2025, featuring a £2 coin that celebrates the opening of the Stockton and Darlington Railway (S&DR) on 27 September 1825, a journey that changed the world forever. The rail coin will be available individually later in the year.
And, thanks to industry partnership, there was the launch earlier this month of the 200th anniversary rail sale, with 50 per cent off more than two million advance purchase tickets, offering great days out across Britain up to the end of March.
A unique charity partnership has also been launched, bringing together Alzheimer’s Research
UK with the Railway Children, Transport Benevolent Fund, Railway Mission and Railway Benefit Fund. The partnership aims to raise £200,000 this year and help to protect rail memories for the future.
With the support of partners, the anniversary activities and events will gather momentum and profile, with peak interest expected in September, the 200th anniversary month. More than 120 events,
mainly from community and heritage railways, are already listed on a searchable interactive map on the Railway 200 website, which is being regularly updated – www.railway200.co.uk/search-foractivities-and-events
In a partner-led campaign like Railway 200, all involvement - big or small - is welcome. It’s hoped that the anniversary celebrations will touch the lives of people in communities across the UK and abroad, in a variety of meaningful ways, and encourage
more people from all backgrounds to consider a career in the railway, given the current skills gap which is predicted to widen as experienced rail staff retire.
The celebrations are not dependent on one single activation, which could prove costly, potentially disruptive to the network and not engage with as many people as a broader-based programme of activity over 12 months.
Some of the ‘big ticket’ highlights lined up include:
An amazing nine-month international festival – www.sdr200.co.uk - at world-class venues in Durham and Tees Valley, from March to November, inspired by the opening of the S&DR.
An eye-catching touring exhibition train, called ‘Inspiration’, that will criss-cross Britain from this summer for 12 months, creating a buzz at main line stations, heritage railways and rail freight depots. Developed in partnership with the National Railway Museum (NRM), part of the Science Museum Group (SMG), the train aims to celebrate railway innovation and inspire schoolchildren and others to consider a career in rail.
The NRM’s 50th birthday celebrations, including the summer re-opening of its refurbished and refreshed Station Hall, housing the Royal carriages.
The Greatest Gathering, a fun-filled family event from 1 to 3 August at Alstom’s historic Litchfield Lane site in Derby, the new home of the railway. It will showcase the largest temporary collection of trains and rail exhibits for a generation.
Also, look out for the imminent launch of the Railway 200 merchandise range, to be retailed by SMG.
Activities and events can help to tell a story. But other ways can be explored too, such as talks and presentations, blogs, letters to the local newspaper, news stories, or sharing positive experiences of rail on social media.
Planned campaigns or investment stories can be easily overlaid with Railway 200 messaging to convey a continuation of rail’s pioneering pedigree and tradition of innovation, under the banner of the 200th anniversary.
Potentially, if the industry gets it right, this year’s anniversary and what it means for the nation could be the biggest UK rail story ever told and the biggest partnership-based UK rail campaign ever. That’s the ambition.
As we know, a positive profile is hard won. But this year’s celebration provides a big opportunity to reset the railway’s relationship with the public, to encourage more people to travel by train, to appreciate the role of rail freight more and to attract the next generation of pioneering talent.
Railway 200 can also help to create a bridging narrative for the industry as much of it transitions to a simpler, better railway under Great British Railways.
To tell rail’s past, present and future story, four main themes will be explored:
Education and Skills
Innovation, Technology and Environment
Heritage, Culture and Tourism
Celebrating Railway People
How to get involved in Railway 200
As a start-up anniversary campaign with modest marketing spend, Railway 200 is reliant on industry partners to amplify and customise messages, and contribute to the storytelling, to reach and engage with as wide an audience as possible. Indeed, if the major industry players, through their social media channels, were simply to share a Railway 200 post it could reach at least 16 million followers, at the click of a button and at no cost.
By their very nature, historic national milestones don’t come around very often - and this is a big one
Last year was, in large part, about preparation and intra-industry engagement - to turn awareness of rail’s anniversary opportunity into ownership, not just involvement. This year is about delivery.
There are myriad ways to own the opportunity. The size and nature of the opportunity is what our individual and collective imagination allows it to be. It’s not too late to contribute.
In presentations and meetings throughout last year, the small, national Railway 200 team, led by programme manager Emma Roberts, offered suggestions on how to get involved. If in doubt, please don’t hesitate to email railway200@gbrtt.co.uk
But, don’t delay. The clock is ticking on this once-ina-generation opportunity.
Follow Railway 200 on social media (X, Instagram, Facebook and LinkedIn), share posts and post your own, using #Railway200.
Organise events and activities; get them registered and publicised on an interactive map on the Railway 200 website.
Download a partner toolkit, full of handy materials and messages.
Apply the Railway 200 logo across your communications channels and content.
Share your rail stories so they can feature in a Great Rail Tales podcast and other media.
Sign up for a monthly newsletter.
Send in your content (photos, films, animations).
Advocate anew for the railway, explaining its purpose and value to UK plc.
Get railway people excited and involved in what 2025 has to offer.
In 2026, let’s make sure we don’t look back with regret – no wistful thoughts of ‘if only we’d have done this or that’ during our milestone year. Now is the time to contribute to the next chapter in rail’s revolutionary story.
www.railway200.co.uk
As the rail industry navigates transformative challenges, the OPC’s leadership is committed to helping advance safety, performance, and innovation for a resilient future
The industry faces significant challenges amidst sector-wide transitions and Government reforms. These changes bring complexity and demand improved operational efficiencies, safety performance, customer value, and inclusive recruitment practices. At the OPC and OPC Assessment, the leadership team remains dedicated to supporting rail operators with expert psychology, data-driven insights, and tailored solutions with the aim of helping clients enhance performance, develop leadership, and deliver operational excellence, building a resilient and high-performing rail sector.
Meet the team
Laura Hedley: Leading consultancy and talent services
Laura Hedley, an Occupational and Chartered Psychologist with over 15 years at the OPC, specialises in the psychology of safety and people at work. Her expertise includes Non-Technical Skills (NTS), safety culture, leadership, and selection and development for safety-critical roles.
As Head of Consultancy and Talent Services, Laura will lead a team of psychologists and consultants focused on talent management and client engagement.
“I’m excited to strengthen client collaboration,” Laura said. “This role allows us to deliver tailored solutions that can help improve safety across people, leaders, and cultures.
“I’m committed to supporting our skilled team of business psychologists and talent assessors, in developing industry expertise, and building capacity to meet clients’ needs. By capitalising on our rich safety-critical data and insights, we aim to have ‘intelligence-led’ conversations that help drive safety improvements for individuals and organisations.”
David Holloway: Driving innovation in products and digital services
David Holloway, with nearly 20 years at OPC Assessment, has been instrumental in developing Candela™, OPC Assessment’s user-friendly online testing platform. As Head of Products and Digital Services, David will spearhead enhancements to their digital portfolio, including new assessment tools to meet client needs and enhance recruitment efficiency.
“Candela™ offers a smart, intuitive solution to quickly and efficiently identify top candidates,”
David said. “Our Business Psychologists combine psychology and data science expertise to deliver tailored and informed recruitment support.”
Highlighting a key improvement, he added: “Last year, we introduced ‘time limit extension’ to support neurodiverse candidates, addressing industry needs. We’ll continue to focus on improving workflows, user experience and candidate support.”
Lawrence
As Joint Chief Executives, Jo Lawrence and Dr Stephen Fletcher will guide the strategic direction of both the OPC and OPC Assessment. Their leadership will prioritise deepening industry partnerships, engaging clients and key stakeholders, as well as extending support for global clients in rail, transport, and engineering sectors.
Amid the transition to Great British Railways, they remain committed to promoting safety, operational excellence, fair recruitment, and effective client change management.
“Fair selection processes are vital for attracting and retaining top talent with the right safety-critical behaviours,” Jo said. “Our data-driven insights and in-depth studies will help guide the industry’s push to achieve inclusive, but effective recruitment strategies.”
Integrating NTS alongside technical competencies is crucial for safety-critical roles. “NTS can serve as leading indicators, supporting safer operations; playing a vital role in predictive safety management.” Dr Fletcher explained. “They can help identify employees at risk of an incident and equip them to perform more effectively.” He added, “The industry is at a pivotal juncture, and we’re here to support operators and employees in maintaining safety as the cornerstone of operations.”
Leadership development will also be a priority for 2025. “Identifying and nurturing future leaders is vital for building resilient organisations that can navigate change effectively,” Laura Hedley said. “Investing in leadership, particularly roles like driver managers, is essential. We offer tailored solutions to help clients develop adaptive leaders ready to tackle future challenges.”
The OPC and OPC Assessment are dedicated to supporting the rail industry with expert psychology and assessment services, data-driven insights, and tailored solutions. Through collaboration, the OPC strives to be a trusted partner in building a resilient rail sector for tomorrow, enabling organisations to discover potential and drive performance.
www.theopc.co.uk
we’re with you every step of the way
Delivering social and environmental value across the rail industry.
One year on from the launch of the Sustainable Rail Blueprint, we’re proud of what has been achieved already. We’ve developed new tools, metrics and guidance to address key problems such as climate change, noise, waste and decarbonisation.
We’ve also created clear roadmaps for the future. This groundbreaking framework is leading the industry towards a greener, more sustainable future.
Rail industry partnerships are already generating substantial social value and we’re excited to see how these efforts will grow in 2025.
Find out how www.rssb.co.uk/socialandenvironmental
Ben Warren,
Emissions Principal in Rail Safety and Standards Board‘s (RSSB) sustainability team, explains how the organisation is helping the rail industry to accelerate its rate of decarbonisation
While rail is a relatively small source of emissions, encouraging people to use trains and moving freight by rail are crucial for the country to become net zero. Decarbonising rail itself will increase the benefits and RSSB is producing guidance to help. Decarbonisation can mean working out how to make efficient use of what we already have. Where a different approach is necessary, we’re helping the industry with that, too.
The Sustainable Rail Blueprint was developed collaboratively with industry. Since its launch in November 2023, it has helped companies develop their decarbonisation plans within the overall context of sustainable rail.
The question of how much carbon rail emits is challenging. Accounting for emissions is a vital first step to reducing it. Carbon accounting is simpler in rail systems wholly owned by one body. But in our fragmented system, it isn’t always obvious who caused which emissions. This is especially true for Scope 3 emissions, which are the ‘emissions organisations can influence’. This makes our position as an independent organisation that acts for the benefit of the whole industry particularly valuable.
The Rail Carbon Accounting Framework (RCAF) we are producing addresses this challenge. We are working closely with the Science Based Targets
We’re here to help everyone on rail’s decarbonisation journey
Initiative (SBTi), the leading organisation setting ambitious corporate targets for decarbonisation. The RCAF will be a significant advance for rail to record and attribute emissions accurately. We will launch it later in 2025.
Having gone to considerable efforts to improve the measuring of carbon emissions, we want companies to capture all their carbon emissions when reporting data. Reporting should be easy too. Our sustainability data insights platform due in 2025 will help. Discussions between the Office of Rail and Road and us about the processes for rail companies to report their data are currently ongoing.
emissions
Working out the real sources of carbon emissions accurately necessarily involves the supply chain. Generally, these are calculated by applying standardised carbon factors to the amount of financial spend with each supply chain company. This is inaccurate. Worse, it can have the unintended consequence of penalising more expensive options that have lower emissions. Supply chain companies with more carbon emission reductions get no additional benefit compared to competitors charging the same price. So why bother to reduce carbon?
Unsurprisingly, supply chains in all industries are struggling with this issue. We’ve worked with suppliers to develop a solution for rail. Using information about carbon-reducing activities from the supply chain, we’ve published a supply chain guidance
document and a spreadsheet for the whole industry. Decarbonisation from the supply chain can now be properly recognised, and incentivised.
Considering the carbon across the whole life of an asset is important and can change decisions. For instance, you might think it’s better in embodied carbon terms to not electrify one part of a route. But if you take account of whole-life carbon and the amount of diesel you would burn if you didn’t electrify, electrification can be the better decision for decarbonising.
We’re updating the existing Rail Carbon Tool to help. This is used to calculate embodied carbon but did not have the full range of potential sources of carbon emissions. It will add the emissions from construction, the way the asset in question is used, and how it’s disposed of. In other words, it covers whole-life carbon. This tool will align with Network Rail’s PACE framework for different design stages. This means designers will be able to do a carbon calculation at each design stage and progressively reduce emissions as designs improve.
Our research is focused on identifying and characterising the engineering solutions and principles that will enable the network to decarbonise. There are practical benefits from this already. For instance, our research on extending the DC current via the third rail, safely and flexibly, is now being used in proposals for upgrading the West of England line by SWR and Network Rail. The proposals involve the use of battery-powered trains with discontinuous third rail electrified sections.
Previously we’ve done research into the feasibility of smart traction energy management on the Western Route. Now we’re building on insights in a follow-on project with the University of Birmingham. Potentially this is not about equipment needing significant capital investment, but about getting more out of our existing energy systems. How can rolling stock and infrastructure make the most effective use of the available traction power?
Standards are continually reviewed, enabling changes in technology to be addressed. Sustainability
is relevant in a wide range of standards. All standards are reviewed for their sustainability impact and scored for this as part of the ‘Business Case for Change’ section for standards proposals. We’re currently working on two standards particularly relevant to sustainability. One is for large energydense traction batteries. The other is an update to the current standard concerning multi-mode trains and their use. Guidance about this will enable different power sources within the same vehicle to be operated effectively and safely.
Existing standards have rules about the amount of current that trains can draw, and there are infrastructure limits too. Changing these where possible would enable electric trains to run faster and charge batteries. This is a key step in rail’s decarbonisation. Network Rail has asked us to review the relevant standards because it’s an important issue, especially in the freight sector. This work could give drivers of bi-mode trains more confidence in the availability of electric power on the network. This will reduce the use of diesel.
We’re also looking at the rail network as a whole, not just at individual parts. The RSSB sustainability and research teams are working with Network Rail
to develop a detailed understanding of the 2050 end state of the network. This is challenging some assumptions made in 2019’s Train Decarbonisation Network Strategy. We expect around two thirds of the network will be electrified. The remaining third will not be electrified but will have the infrastructure to run trains using battery traction. We will need interim measures while we work towards this.
Hydrotreated vegetable oil (HVO) is a drop-in replacement for diesel. Although it’s burnt in engines and has tailpipe emissions, it has less carbon emissions from its production than fossil diesel. However, its supply is limited, and we don’t want to do more carbon harm than good when making it. We also need to evaluate the suitability of similar fuels, so we’ll be looking at renewable fuels of non-biological origin later in 2025.
We’re here to help everyone on rail’s decarbonisation journey. The more we work with industry, the better our nuanced understanding becomes. So please get in touch and help us to help you.
www.rssb.co.uk/sustainability
Simon Jones, Chief Executive of the Global Centre of Rail Excellence (GCRE) Ltd reflects on 2024
Looking back, 2024 was a very productive 12 months for the GCRE. Working with industry partners we were able to tangibly demonstrate the strong and growing commercial momentum that sits behind our vision to create a world class facility for rail research, testing and innovation at GCRE in South Wales.
Among some of the highlights of the year was the major new collaboration we agreed with Network Rail in July which underscored how GCRE can help the UK’s biggest national infrastructure manager with the strategic challenges it faces in the next few years, ranging from improving network resilience to the development of more sustainable infrastructure to faster certification of innovative new technologies for the national rail network.
That momentum was also seen in the roster of new customers we’ve attracted to use GCRE for research, testing and showcasing once we’re operational, with Katrick Technology, UrbanMass and Getzner among
the companies we’ve signed up, along with more than 200 visitors that came to the site through our commercial open days. The engagement and interest we saw in GCRE at key events throughout the year was also evident outside rail as we showcased the wider mobility potential of GCRE at events such as MOVE 2024 and at two specialist workshops with mobility industry partners.
But what has perhaps been most striking about this last year has been the international interest and demand we have seen building in GCRE. 2024 was a year when we took the GCRE message beyond the UK and showed potential customers from across Europe and further afield what GCRE could do to support faster rail innovation and the delivery of major infrastructure, rolling stock and new technology deployments.
Among some of the global highlights of our year was the partnership we signed in April with Spanish train manufacturer CAF, which wants to utilise GCRE for rolling stock and technology testing as well as
digital signalling development and wider product innovation. In May we attended Rail Live in Abu Dhabi and followed up on the growing interest from the Middle East about how GCRE could support the significant capital investments being made across the region in new rail and mass transit infrastructure.
We showcased GCRE to overseas visitors in partnership with UK and Welsh Government during trade and diplomatic missions to the UK from Quebec, Poland and Turkey and represented Wales at the European Week of Cities and Regions in Brussels. We were also invited to become Rail Forum’s Export Partner for 2024-25, joining its Export Steering Group in recognition of our potential to open up new overseas markets for the UK rail industry.
In September we saw that interest crystalised as our team were at InnoTrans in Berlin highlighting the potential of GCRE as Europe’s first, purpose-built site for rail infrastructure innovation. While we were there, we signed commercial agreements with Crossrail International, NGRT, Thales, Konux and Ulusoy
Railway Systems, as well as helping to launch the new International Rail Innovation Challenges programme, alongside Innovate UK and the Department for Business and Trade (DBT).
But as we closed out 2024, it was two developments closer to home in South Wales that perhaps showed best the truly game-changing international potential of GCRE. The first came in November when we installed the first ever products for showcasing on the GCRE site. In partnership with Gramm Barriers and HATKO we erected the world’s first carbon neutral noise barrier at GCRE, gaining international media coverage and highlighting the truly unique potential of our site for live-site sales demonstrations.
The second was at a demonstration day in December for the Innovation in Railway Construction Competition, a £7.4 million Innovate UK/DBT programme we are helping to host which is exploring innovative ways to develop new and more costeffective rail infrastructure. The event saw the first ever ‘live’ technology being tested and proved on GCRE site infrastructure. The companies demonstrating in December were Furrer+Frey and Universal Signalling, two of 12 teams that have been funded to bring their ideas to prototype stage at GCRE.
Furrer+Frey was showcasing its ‘CODES’ project, a dynamic electrification system which uses remotely adjustable power lines to avoid the cost and delay of having to move bridges and infrastructure which get in the way of traditional pantographs. Universal Signalling was testing its ground-breaking Universal Interlocking system which holds out the potential to radically lower the costs of new digital signalling installation on UK and international railways. Both teams were using the new, 440m ‘Line 4’ track we have installed at the GCRE site for early-stage testing, research and demonstrations.
After seven years of project development, patient design and creative thinking, here were talented teams with very bold ideas about how to solve some of the most pressing cost and implementation challenges in rail, innovating at our site. The day showed in microcosm what GCRE has the potential to do on a much larger scale across Europe once our facility is fully constructed. The successful demonstrations showed powerfully the commercial reach of the GCRE as a site for world class innovation.
There are many reasons why it’s important that GCRE is built and becomes a success. For one, the community around the site has the potential to significantly benefit from the development. This past summer we refreshed our economic impact assessment, which highlighted that GCRE will support 1,100 jobs over its first decade, showing that for every £1 spent on the GCRE facility the development will deliver £15 of wider benefits, contributing £300 million of GVA uplift to the regional economy. 788 young people near the site have been supported through the GCRE Primary Engineer programme over the last 12 months. Building their understanding of STEM and showing them what a fantastic place rail is to work, it showed exactly what GCRE can do.
But for the rail industry, the impact is potentially
transformational. For our customers, the cuttingedge products we can help them develop at GCRE will lower new technology costs and open up new export markets, a huge prize for the industry. Innovation is critical to rail’s future. It can help us all, through faster research, testing and certification of new technology, and by speeding up the deployment of new ideas on the UK network. GCRE is a unique platform from which that work can be done.
For Government, GCRE holds out the opportunity to tackle one of the biggest policy headaches it faces during a time of stretched resources – most notably the cost-effective delivery of major projects and affordable new rail infrastructure. If we’re going to unlock rail’s net zero potential and grow our economy, we need to be better at bringing new and more creative infrastructure onto the network to time and to budget. It’s an area where the GCRE can provide support by offering a unique opportunity to undertake critical integration testing before major schemes run into difficulty - a place to learn lessons about how to do future projects more effectively.
Perhaps more fundamentally, GCRE might help the UK to unlock an even bigger prize and re-examine our whole approach to infrastructure development. A significant element of the high cost of rail comes as a result of the lack of data and information on how technology will perform in a real-world environment. More comprehensive, pre-deployment testing at GCRE would help us understand the lifetime performance of assets much more effectively, allowing us in turn to make more intelligent and informed changes to key areas such as maintenance and enhancements because of the richer data and understanding we will have at our fingertips. GCRE is an opportunity to enhance performance, standards and safety, but in a much more cost-efficient way.
Personally, what this last year has reinforced for me is the once in a generation opportunity the UK has over the next few years to become the global leader in rail innovation. We have the chance to tackle some of the biggest strategic challenges holding back the industry and at the same time add new strength to the UK economy as part of an intelligent industrial strategy through the development of unique infrastructure nowhere else in Europe will have.
In 2025, as we celebrate rail’s 200th anniversary and look forward to its future, that’s an opportunity we simply can’t afford to miss.
What this last year has reinforced for me is the once in a generation opportunity the UK has over the next few years to become the global leader in rail innovation
London-based mobility start-up Moonbility’s Disruption Impact Platform is a new platform set to redefine the passenger experience by making public transport more accessible and efficient for everyone, particularly passengers with reduced mobility
t’s no secret that intermodal transport industries face significant challenges in disruption management.
Today, unplanned delays and fragmented communication systems make it difficult for operators to react swiftly. For example, controllers process tens of thousands of daily train updates while attempting to disseminate critical journey information to passengers. This process creates bottlenecks and leaves many passengers, especially those with reduced mobility, without the clarity they need during disruptions.
One UK train operator’s study found that up to 80 per cent of passengers expressed satisfaction with public transport when transparency around disruptions is provided. However, during disruptions, satisfaction rates dropped to 35 per cent without adequate communication, highlighting the importance of providing timely, clear, and actionable information.
Moonbility, a London-based start-up specialising in AI-driven transport and infrastructure solutions, is aiming to revolutionise public transport and make it more accessible by addressing the unique challenges passengers with reduced mobility face.
Led by co-founder and CEO Andre Wang, Moonbility has developed the Moonbility Disruption Impact Platform—a cutting-edge solution powered by artificial intelligence and digital twin technology.
Addressing passenger disruptions with intelligent solutions
Recognising the challenges of providing this information to passengers during times of disruption, Andre explained how Moonbility can support transport operators: “Built using eight years of historical data, our system digests and simplifies disruption information into actionable insights for operators and passengers. Using AI-powered digital twins, we gather and visualise real-time data, such as the availability of wheelchair bays during intermodal journeys, spanning trams, buses, and trains.
This capability not only provides operators with clear insights but also helps passengers plan alternative routes with confidence.”
Accessibility for reduced mobility passengers For passengers with reduced mobility and accessibility issues in particular, public transport journeys can be daunting. From planning complex intermodal journeys to coping with limited real-time information about accessible options, these passengers often encounter unnecessary stress and delays. According to the most recent National Travel Survey data, people with reduced mobility tend to choose car travel over public transport, making 177 trips per person as drivers, compared to just 30 trips per person using rail or bus. To address this challenge, Moonbility’s platform provides real-time updates on journey disruptions, ensuring passengers with reduced mobility have the information they need to travel with greater confidence and ease.
Our system digests and simplifies disruption information into actionable insights for operators and passengers
The firm’s innovation enables transportation operators to improve the way disruptions are communicated to passengers, offering transparency and actionable alternatives. As Andre explains: “By addressing unplanned delays, we aim to ensure minimal disruptions to passengers while supporting operators in managing resources and providing better service.”
A pivotal step in Moonbility’s journey has been the company’s participation in the Clean Futures Accelerator Programme, based in the West Midlands. This initiative is designed to support SMEs in advancing innovations while contributing to a regional Clean Futures Ecosystem. Through the Clean Futures Accelerator, Moonbility has secured £50,000 to develop its platform, along with access to the advanced testing facilities of Black Country Innovative Manufacturing Organisation (BCIMO).
Through BCIMO, Moonbility had the opportunity to test its platform using a demonstration track, showcasing its capabilities in a controlled environment. In February 2025, the firm will demonstrate the platform’s performance during a live simulation at the BCIMO, with rail and bus stops included on an intermodal route. This event will allow Moonbility to showcase how realtime visualisation technology can identify wheelchair bay usage and predict service disruptions, empowering operators and passengers alike.
One of the disruption impact platform’s key features is its ability to communicate disruption scenarios visually, using tools like 2.5D high-fidelity maps, heat-maps, and 3D models. This makes it easier for operators to prioritise resources and plan alternative routes. For passengers, the system offers real-time updates on the status of services, such as wheelchair bay availability, making journeys smoother and more reliable.
Moonbility is working closely with BCIMO to explore future opportunities, including trials on heavy rail networks in collaboration with a national train operator. These partnerships are supporting the industry’s confidence in Moonbility’s technology and its potential to revolutionise transport systems.
2024 was a landmark year for this new start-up, following its launch in January. In just 12 months, Moonbility has secured partnerships with operators including National Express Ltd, which is exploring how to provide real-time wheelchair bay status for passengers.
The firm also presented its work with London North Eastern Railway at the Future Labs Demo Day to a wide audience of the transport industry, including Great British Railways Transition Team (GBRTT) and the Rail Delivery Group—sparking exciting conversations and securing further meetings for 2025. The Moonbility team has also grown to five members, with further recruitment underway.
Looking ahead: scaling innovation
As Moonbility, refines and expands its disruption impact platform, the company aims to collaborate with train operating companies (TOCs), Network Rail, and local authorities to create a more connected, transparent, and accessible transport network.
As Andre explained: “For Moonbility, this is just the beginning. Our vision is to become the go-to digital twin infrastructure platform for transport, delivering flexibility and interoperability at scale. Step by step, we’re pushing boundaries to bring efficient, accessible, and sustainable transport to life. Eventually, we plan to scale our solutions further, looking to Europe, addressing similar transport challenges and empowering passengers worldwide.”
With the company’s live intermodal demonstration set to take place in February 2025 at BCIMO, Andre expressed his excitement for the year ahead:
“The Clean Futures Accelerator and BCIMO have played an instrumental role in turning our vision into reality. Their support has enabled us to push boundaries, create meaningful solutions, and position ourselves as leaders in transport innovation. We look forward to showcasing our platform’s capabilities in February 2025 and continuing our mission to transform the future of public transport.”
www.moonbility.com
By addressing unplanned delays, we aim to ensure minimal disruptions to passengers while supporting operators in managing resources and providing better service
Elite Project Services is transforming the lives of prisoners and at the same time increasing the number of women working in the rail industry.
Manager, explains more
It has been an incredible 2024 for Elite Project Services whose team has trained over 1,500 prisoners, more than treble the number in 2023. The work hasn’t just transformed the lives of prisoners, but has also been helping fill a huge skills gap in the rail sector.
The organisation now operates across 18 prisons delivering construction and rail training with routes to employment, and supports approximately another 29 prisons with advice, guidance, further support and employing people on release on temporary licence.
“51 per cent of our workforce are ex-offenders which is well over 160 and over 500 people have contacted us on release from prison, with hundreds of men and women in prison waiting to be released so they can contact us,” explained Justin Wong. “Over 300 have received additional training post release and over 130 this year have been employed directly with us and many more are now in employment with our partners or in other industries.
“What we are doing is giving people an opportunity to change their lives for the better and they are grasping that chance, whilst at the same time helping an industry which has a huge skills gap.”
A particular area of success has been around the organisation’s work in showcasing the rail industry to women, an underrepresented group in the sector with less than 20 per cent of workers being female.
Elite has recently delivered its first On the Right Track programme to HMP Send women’s prison, equipping prisoners with skills, abilities and qualifications through classroom and some practical training on simulated rail track.
The course works closely with HM Prison and Probation staff and partners to ensure the candidates are at the right time in their sentence and motivated to start a career in the industry.
Included in the in-custody training programme is the funding and ability for the prisoners to contact Elite on release where they are supported through their full Personal Track Safety (PTS) qualification plus several other employment enabling tickets.
“Elite installed the first rail simulation track in a female establishment at HMP Send and has successfully delivered a course to 12 learners,” added Justin. “We’ve also recently finished our first course in Thameside, with 12 learners completing.
“It’s been a huge success with huge interest from the sector, with plans for an event at the site for the Tier 1 providers, who are focused on encouraging more women into rail. We’re also in talks at two other female prions and having met our target of 10 per cent women in our workforce,
we are pushing this to 20 per cent for 2025.”
What is particularly pleasing to the Elite team is the impact its work is having on the individuals.
Honor, who is a Rail Operative, came through probation and completed the On the Right Track course at the company’s Stratford Gateway site. She has gone on to be employed by Elite and is a valuable asset to the company.
She said: “I started my rail journey through probation who helped me gain my PTS and Basic Track Awareness with Elite. I was interested in the railway as there’s so many opportunities to progress,
get more tickets and create a whole career for yourself.
“Working for Elite has personally been a pleasure, they’ve always done their best to make sure as a woman I’m safe and treated equal with my other team members, they gave me the chance to turn my life around and I haven’t looked back since.”
Elite Project Services has been training ex-offenders as a source of skilled labour for more than six years now. The organisation has the capacity to provide organisations with fully competent and reliable staff spanning all disciplines, and can also support businesses in the construction sector offering Construction Skills Car Scheme (CSCS) operatives, as well as skilled operatives across the industry.
It also works alongside the supply chain undertaking contract packages that include troughing and lineside civils. Keen to build relationships with the prisons and prisoners, Elite has created community training centres in Stratford, Merton and Brentwood.
Lilly started out on the railway in 2022 as a Railway Operative and is now a Controller of Site Safety, working on some of Elite’s big contracts.
She said: “The railway has changed my life, getting out seven/eight hours during the week and every day is different, new challenges, new tasks and going home at the end of the day knowing you’ve done something that’s helped the railway keep running.”
www.eliteprojectservices.com/
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Adam Parkinson, Founder of GoLink Advisory Group and Senior Transport & Infrastructure Practice Lead at Digital Catapult, reflects on the state of the UK’s rail freight sector
024 brought some good news stories for increasing modal shift. Tesco increased its volumes and introduced its 10th rail service, Freightliner launched a new Tilbury-Trafford Park service, and DP World formally launched its modal shift scheme, offering financial incentives for customers to move intermodal boxes via rail instead of road - a scheme that has already achieved significant success. These achievements are a testament to the dedication of the individuals involved and show what can be done with the right ambition.
Last year, we also saw several long-standing flows come to an end. Notable among these were the Haverton bitumen, Scottish Ineos oil, South Wales steel, and the regular Ford Dagenham to Valencia service. The most high-profile exit, however, was Royal Mail - a rail freight customer for nearly 200 years - ceasing its rail operations entirely. This is especially striking given that volumes in the courier,
express, and parcel sector have had an annual growth rate of 7.5 per cent since 2016, underpinned by ever increasing online retail sales. Royal Mail had previously withdrawn from rail in 2003, only for GB Railfreight to revive the services in 2004, however it had mainly been a DB Cargo account since then. This time round, however, the decision feels more final, with the Class 325 units already being sent for scrap.
Looking ahead, there are tectonic shifts on the horizon. Many industries are experiencing technological disruption and pressure from external forces, and the rail freight sector is no exception.
Track access charges for freight operating companies (FOCs) are set to increase by 20 per cent in nominal terms during Control Period 7, alongside rising energy and overhead costs. Meanwhile, advancements in HGV technology and evolving customer demands in the logistics sector are expected to exert significant pressure on the rail freight industry over the medium term. Emerging electric and
autonomous vehicle technologies could dramatically reduce the cost base for road hauliers within the next decade. Whether this transformation occurs within a decade or sooner remains to be seen – but its arrival is inevitable.
In the intermodal sector, Maersk recently announced it will no longer use the Port of Felixstowe for larger vessels, opting instead to relocate part of its operations to DP World’s London Gateway from February 2025. This transition presents a significant challenge for freight operating companies (FOCs) and Network Rail. The already constrained North London Lines, where freight services must be pathed between an intensive and fragile metrostyle passenger timetable, may struggle to provide additional rail capacity to support such change. This could impede DP World’s ambitious goal of achieving a 40 per cent share of its on-rail volume by 2026. Government-led net zero policies are driving a shift away from traditional, fossil fuel-intensive industries,
forcing them to either adapt or face closure. As a result, the rail freight sector may be on the cusp of consolidation, with a growing reliance on intermodal and aggregates over the next decade and beyond.
Focusing on the new
This year, we will see the Stadler Class 93 enter service, with the 99s due towards the end of the year. These locomotives are designed to offer operators a step change in performance, reliability, utilisation and efficiency, however I think the industry is struggling to comprehend that new locos cost three times as much as a 66 to lease. To me, that’s like comparing a Douglas DC-3 against an Airbus A320Neo.
Whilst the FOCs and rolling stock companies (ROSCOs) are familiar with the 66s, and have largely built their business models around its capability, they are approaching 25 years old. Some have had major engine rebuilds deferred; you only need to look at the national operations log before this is evident. The reliability of the older 66 variants is questionable, and whilst a 66 can move mountains (albeit slow), on a railway where the average age of passenger fleets is decreasing (avg age of 17 as of October 2024) - it is going to be a lot harder to find paths on some routes in future. I think this will ultimately hinder growth.
To address this threat, FOCs must make quantum leaps in both technology and operations. Simply introducing new locomotives won’t be enough to keep up with road technology advancements over the next decade and beyond: the whole rail freight sector must look to be more resilient, market-responsive, and future-oriented. In our view, there are five critical areas where FOCs could disrupt from the inside to help drive innovation and growth.
1: A focus on developing new products and services
Imagine a railway that could operate 90mph+ intermodal services hauled by modern, stateof-the-art electric locomotives and wagons with distributive power. In 2024, Network Rail’s advanced timetable team undertook some fantastic horizon scanning on key freight routes and found enough white space on the graph for an additional two trains per hour… if faster freight was a reality. This is just one example where advancement in historic operating procedures might lead to a step change in asset utilisation — thus reducing the cost of rail freight operations and opening up new opportunities. Combined with new solutions and technology that reduces transshipment times at terminals, rail certainly has the ability to penetrate mature and high-volume markets such as express parcels, pallet networks and cold chain logistics. This will, of course, require both public and private sector investment. If the rail sector is serious about achieving growth, we have to look beyond what we’ve always done.
2: Claim more of the supply chain FOCs are used to doing one thing well - that is moving trains from A to B over long distances. Their presence in other links of the supply chain is often limited, and as a result, margins are extremely low (circa three to five per cent). Instead, freight forwarders manage intermodal shipments, while other independent road
By embracing reinvention and risk, FOCs can stay relevant now and into the future, and take advantage of the undoubted potential that we all want to see
hauliers manage first and last-mile services. It might be time for FOCs to get out of their operational comfort zone to pursue higher margins and improve profitability. For example, a FOC could diversify into the management of rail freight terminals, associated warehousing, and road haulage to offer an integrated port-to-door service. We are already seeing shipping lines making similar moves. Last year, MSC acquired UK haulier Maritime and iPort rail freight terminal in Doncaster. Prior to this, Medway (a subsidiary of MSC) made a series of strategic investments including the acquisition of Portuguese rail freight operator, CP Carga.
3: Prepare to embrace automation
Autonomous freight is getting closer every day. Major UK port owners such as Hutchinson at Felixstowe have already deployed fleets of autonomous tractor units to work quayside. Platooning, in which one driver controls several following trucks, is being tested in multiple locations and may soon be a commercial reality. Automated rail wagons are equally possible; the US and Europe are halfway there. Parallel Systems, a US company founded by former SpaceX engineers, is developing battery electric automated rail vehicles to remove the need for a locomotive at the front. Nevomo in Europe, which recently signed its first contract to retrofit existing wagons with linear motor drive technology, is also aiming to automate rail freight operations in yards. Even if regulation or
industrial relations aren’t there yet, FOCs can start getting ready for this shift.
4: Replace assets faster
The lifecycle of the average commercial HGV is circa four to five years. This means less maintenance overall and the ability to realise technological advancement much faster. By comparison, locomotives are engineered to last 35 years and wagons 50, meaning they need increasing maintenance as they age. And while they last a long time (great for financiers), they don’t get any better. Perhaps we should replace assets more frequently, to take advantage of the breakthroughs that could cut both operational and maintenance costs.
5: Embrace the introduction of key technologies such as AI and Quantum Artificial intelligence (AI) is already enhancing decision-making by analysing historical and real-time data to predict maintenance needs, optimise train performance, and adjust operations dynamically. RailX, a UK-based digital marketplace to buy and sell intermodal rail freight and associated logistics, can predict when vessels are likely to be delayed, and automatically rebook containers onto alternative rail freight services without human intervention, all powered by AI. Similarly, Quantum computing is another emerging technology for logistics that is being built to process vast amounts of data at unprecedented speeds, enabling operators to tackle complex scheduling, resource allocation, and route planning problems that traditional systems struggle to address. That said, Quantum computing is still an unproven technology in many practical applications and remains several years away from being commercially viable. While AI is more mature and already demonstrating value in other industries, its full potential in the rail freight sector is still emerging. As we reflect on the successes and challenges of the past year, the rail freight sector needs to be more dynamic in a rapidly evolving logistics sector. Strategic planning and rapid innovation will be essential to ensuring a sustainable future and improved margins over the medium term. In short, by embracing reinvention and risk, FOCs can stay relevant now and into the future, and take advantage of the undoubted potential that we all want to see.
Rail Director talks with James Morrissey, Engineering Director for Rail at Telent Technology Services, about the importance of innovative design for the future of the UK railway
Innovation is essential to the future of the UK railway. Without innovation, the railway may not even survive in its current form.
This is because the railway – both operators and infrastructure managers – are being asked to deliver more work and services for less money. In addition, changes are being demanded that will see diesel-only traction eliminated by 2040 and for the railway to operate with net zero carbon emissions by 2050.
As the old adage states, if you keep on doing things the same way as you always have, then nothing else will change either.
So, to do more for less, things have to change – and that means innovation.
There has been much talk of innovative new products and technologies, as well as new and innovative ways of working. But James Morrissey, Engineering Director for Rail at Telent Technology Services, believes there is another, even more important form of innovation – design.
“Innovation in design is the driving force behind progress and transformation in the rail industry,” James told Rail Director earlier this month. “We are looking to create new ideas, products or methods that significantly enhance the way we operate and maintain the railway and interact with our
environment. At its core, innovation in design seeks to solve problems, improve functionality, and elevate the passenger experience.”
While it could be argued that the use of any innovative product, technology or method of working would naturally need alterations in design, James argues that the design process itself needs to be innovative.
“A key aspect of innovative design is its ability to anticipate and respond to the evolving needs and desires of users,” he explained. “Designers must be forward-thinking, constantly exploring new products, technologies, and approaches to create solutions that are not only aesthetically pleasing but are also practical, efficient and cost effective. This requires a deep understanding of technological advancements combined with the minimum viable product our customers expect us to deliver.
“Moreover, innovation in design often involves a collaborative process, bringing together diverse perspectives and expertise from various fields. By fostering a culture of creativity, teams can push the boundaries of what is possible and develop groundbreaking concepts that redefine the norm.”
Asset owners and maintainers are becoming
increasingly concerned about whole-life cost. The false economy of buying a low-cost product and then having to spend money maintaining it, and perhaps replacing it earlier than expected, has now largely been replaced by consideration of whole-life cost. It is now recognised that a product which is initially more expensive, but then requires little or no maintenance, is actually a better buy over the long term.
“Coming up with innovation and cleverer ways of doing things not only reduces the whole-life cost but reduces the maintenance cost,” James stated. “A good example would be using wireless communications compared to running fibre to remote locations – that’s a typical type of innovation and one that we are now looking at for our SCADA (Supervisory Control and Data Acquisition) installations. We are trialling new RTUs (Remote Terminal Units) that have potentially got remote access and wireless access compared to running various types of communications cables to remote substation locations and field devices.”
This technology is particularly applicable to lines in remote areas. Installing a piece of electronics – an axle counter, for example, or a piece of kit associated with an unmanned level crossing – would traditionally have needed a number of cables run to that location for power as well as muti-core signal cables in fibre, copper or even aluminium. Those cables would
have needed to run for miles through areas such as Rannoch Moor in Scotland, central Wales, Dartmoor or Exmoor and the Pennines. These cables would need maintenance, may need to be installed inside troughing, and would potentially be at risk of cable theft, requiring urgent replacement and even more maintenance.
Low voltage power can be provided at the location using a combination of solar power, a wind generator and a battery, and signals are passed to and from the control centre using a SIM card and the public GSM telephone network. No cables are needed and, with almost all of the UK having some form of cell phone coverage (93 per cent of the UK landmass has 4G connectivity, according to regulator Ofcom’s ‘Connected Nations’ report from 2023), connection is easy.
Rocky example
In Scotland, Telent is working with Network Rail to enhance rock fall detection on remote railway lines. Various technologies are being trialled to identify a reliable and cost-effective solution to replace the existing 140-year-old ‘Anderson’s Piano’ wire system –a screen of wires linked to semaphore signals. A falling rock breaks a wire and sets the signal to danger.
Telent’s new solutions, which include using LiDAR and/or CCTV analytics to detect rockfall, are being integrated into existing systems to provide immediate access to data in train cabs, signal boxes, and control rooms. Thus, if a rock should fall from the overhanging hillside onto or near the railway, the control room is notified, the signaller is notified, and the train driver is notified by an alarm in the cab – all wirelessly.
“In today’s fast-paced world, the importance of innovation in design cannot be overstated,” James stressed. “As we face challenges from our clients around whole life costs, the role of design in shaping a better more sustainable future becomes increasingly vital.
“Successful innovation in design not only addresses immediate needs but also envisions longterm impacts, ensuring that solutions are adaptable, scalable, and sustainable.
“Ultimately, innovation in design is about creating meaningful change.”
Another driver for innovative design is the concept of
Minimum Viable Product (MVP). Network Rail defines this as providing a framework for scoping and undertaking a project, from the concept stage through to delivery, against the minimum requirements to meet the objectives of the project. This ensures projects are scoped to provide for customers’ needs but are not ‘gold-plated’.
Network Rail believes that applying MVP principles in the design and scoping of projects will both deliver design outcomes at a lower cost and reduce initial capital investments as well as whole-life asset costs.
In addition, Network Rail wishes to define itself as an ‘Intelligent Client’. This approach includes being more flexible in how it specifies and designs infrastructure, with a focus on designing to MVP, using different contracting approaches to incentivise the supply chain and using innovation and technology improvements to reduce the whole-life costs of assets.
In theory, giving the supply chain the chance to be innovative in design will move Network Rail and other major clients towards issuing tenders for projects that are defined by their required outputs, rather than simply asking for adherence to a specific design or standard. So, if a new bridge is needed over a river, the specification will simply ask for a bridge that will carry trains of a specified type, loading and speed between two points and with a minimum life. It will then be up to the tenderer to decide what style of bridge to propose, made of their selection of materials and requiring their specified maintenance over its life.
Network Rail isn’t quite there yet, but adopting new technologies and products from other industries is becoming easier. “It used to be that we could only use certain types of equipment, because it had to be approved equipment,” James commented. “We’re getting the opportunity to redefine that – to start looking at new equipment. We still have to put it through trial, but they are trying to make the PADS (Parts and Drawings System) approval process and the trial process much easier. They are giving us more scope to specify different types of equipment and then try and get approval pushed through a lot quicker than it ever was previously.
“This is a massive step forward.”
In today’s fast-paced world, the importance of innovation in design cannot be overstated
Charlotte Briers has received the Verena Winifred Holmes Award from the Institution of Mechanical Engineers (IMechE). She explains more about her passion for promoting equality, diversity and inclusion within the rail industry
Charlotte Briers takes an awful lot of pride in her role as Rolling Stock Performance Lead at Alstom. She has worked for the company since 2012, where she has been involved in signature projects, including the Aventra platform – the UK’s largest train production programme for a generation.
“There’s a perception of rail to some people that it is old and slow, but actually it is so dynamic in terms of new build stock, in which you can go from having a concept design to two years later having your first train roll off the end of the production line,” she said.
“Rail is tangible, you travel on it, pass trains and see trains. I’ve got two young daughters and when we go to London, I point out trains that I’ve been involved with. I’m also married to someone in the same business who is just as proud with pointing out the trains he’s tested. The kids get to see something really tangible out of our work and other kids’ eyes always light up when we say we help make trains.”
Alongside the full-time job, Charlotte is Chair of the Voices of Women employee resource group, proving an inspirational catalyst for workplace equity and diversity, not only with the UK team but globally. Her efforts haven’t gone unnoticed. She was recently
awarded the esteemed Verena Winifred Holmes Award by the IMechE, which recognises exceptional leadership in promoting equality, diversity and inclusion (EDI) initiatives within the rail industry and beyond.
“It was lovely to receive the award, but this recognition is not just for me, but for everyone at Alstom who believes in the power of inclusivity to drive innovation and growth,” she said. “Together, we are creating a workplace where every voice is valued and heard. I’m proud to be part of this journey and look forward to continuing our efforts to make a lasting impact.”
I’m also married to someone in the same business who is just as proud with pointing out the trains he’s tested
The award is named after Verena, who joined IMechE as the first female member in 1924 representing a welcome breakthrough for equal rights in early 20th century Britain, and a significant moment in the organisation’s history. It celebrates individuals who have demonstrated an extraordinary commitment to valuing diversity and fostering inclusivity through innovative programmes.
“EDI is just the right thing to do, and it does make a financial impact,” said Charlotte. “The more diverse and inclusive an organisation is, the more innovative and competitive it is. With all of the different voices coming together, you remove yourself from groupthink because you’ve got everybody coming with their different points of view.
“There is also a really good business case for it as well as being morally the right thing to do. Why aren’t we tapping into a larger proportion of the population who could really help to transform the railway for the better?”
Among Charlotte’s contributions at Alstom have included spearheading programmes such as the Women@Alstom Spotlight series with more than 400 employees participating in interviews with senior female leaders from across the company; and the Be the U in inclUsive roadshow, which visited most of the business’ 37 sites across the UK and Ireland.
More recently, Charlotte was instrumental in shaping Alstom’s new sector-leading maternity and adoption policy for staff in the UK, which offers eligible employees full pay for up to 12 months.
This policy is viewed as a critical part of Alstom’s commitment to supporting female retention and attracting new talent into the organisation and wider rail sector.
Globally she has spent time highlighting the importance of gender balance among colleagues in France, including among the company’s most senior leaders. Closer to home, she was also invited to a UK parliamentary reception that celebrated talented women across various industries.
“I just can’t help myself on certain things and then it snowballs,” she said. “I’m lucky in the role I’ve got now that people come and talk to me. It is lovely to be confided in and very hard to just sit on that information and not act on it, especially when this could improve the working environment for someone and in doing so the overall company.
“Reflecting, I am proud of what the company has achieved with some of these initiatives, but it is not particularly the big differences that I’m most pleased with, the little differences are just as important and are just as rewarding, knowing it has had a positive impact on a colleague. But it is something that we’ve got to keep championing and making sure we listen to colleagues.”
It is Charlotte’s ability to tackle the difficult issues that have earned the respect of bosses and colleagues in ensuring Alstom fosters a culture of equality and empowerment. Her initiatives have addressed issues such as gender parity, inclusive policies and professional development opportunities for underrepresented groups.
In 2017, Alstom launched its biennial EDI census to identify improvement areas in the UK and Ireland. From the findings, the company developed and delivered the Alstom8 workshops to raise awareness and give practical advice on how to successfully drive inclusivity in the workplace. Alongside this, its four ‘Voices of’ groups – Cultural Diversity, Disability, Pride+ and Women – help to share lived experiences, challenge groupthink in its strategy and policies, have oversight of relevant key performance indicators (KPIs), and act as ambassadors.
“It is an ongoing journey, and we have lots of exciting ideas in the future,” she explained. “We’re currently looking to see if we can put menopause support into toilets like we do period care. We’ve also got site inclusivity assessments that we’ve started rolling out through one of our product lines, but I would like that to be rolled out everywhere.
“There are loads of things happening, from working on the attraction to also working with women who have been in the business for many years who don’t follow a straight career path, ensuring that they stay motivated and involved and are not just relied on and overlooked.
“Overall, I want diversity, equity and inclusion to be embedded into all Alstom processes so that is becomes our DNA as much as profit and loss, because it is all linked, so it is important it is fully written into all of our processes. It is not a nice to have, it is something we fully believe and therefore have written it into the business.
“Overall, it all comes down to listening to people and ensuring all voices are heard, working in an environment which is inviting and inclusive to all.”
Sambit
Banerjee, Joint
Chief Executive Officer
for Siemens Mobility UK & Ireland discusses the company’s battery trains and Rail Charging Converters which could save £3.5 billion and 12 million tonnes in CO2 emissions for Britain’s railways over 35 years
“Britain should never have to buy a diesel passenger train again.” It might sound like a bold statement from Siemens Mobility’s Sambit Banerjee, but it is one which he can back up with the company’s bespoke futureproofed integrated offer.
Rail is already one of the greenest forms of transport, but an estimated 29 per cent of Britain’s current fleet is running on diesel fuel. Siemens Mobility has come up with a solution that can replace Britain’s aging diesel trains without having to electrify hundreds of miles more track in the next few years.
“On routes across the country, passengers could be travelling on clean, green battery-electric trains by the early 2030s,” explained Sambit. “The best thing is that what we are offering would save the country £3.5 billion and 12 million tonnes in CO2 emissions over 35 years.”
The organisation’s answer involves its new bi-mode battery trains, and only small sections of track being electrified, with fast-charging at key points on routes supplied from the domestic grid via Siemens’ innovative Rail Charging Converters (RCC).
“It all started with the problem statement of how we can create a more sustainable railway over the next 35 years and do so with a value for money proposition, looking at the innovation and new technology that we can introduce in the UK,” said Sambit.
“Looking at rail infrastructure the biggest hurdle
is money so we have examined every route in the UK looking at where it makes sense to electrify, and from there, looking at how we can then move a train through the non-electrified sections without any problems.
“This led us to discontinuous electrification and our battery bi-mode train, which can be recharged in 15-20 minutes using our RCC either at a station or when operating under overhead lines.”
The RCCs can be installed in as little as 18 months alongside the overhead line equipment, connecting to the local power grid using an 11kV charge, instead of using the high powered 275/400kV electricity network, connections to which can take up to seven years to install on traditional electrification projects.
Siemens Mobility has conducted extensive modelling using advanced train performance simulation software to compare using battery bi-mode trains to running diesel or part-diesel powered trains. It shows that Siemens Mobility’s battery bi-mode trains would only require 20 – 30 per cent of a line to be electrified.
“This is an elegant way of solving many problems,”
commented Sambit, who said the battery bi-mode trains will offer 35-40 years life with only one battery overhaul. “Firstly, this approach exceeds the sustainability target of the UK Government, we will achieve this by 2030 moving into 2035 and it is ready for implementation now. Secondly, the Treasury should be happy with the savings in whole life cost over alternative technologies and, last but not least, passengers get a very modern, high performing, comfortable train, and a greener way to travel.”
The solution comes at a time when a number of train operators are looking to replace their ageing diesel fleets, including Chiltern, Great Western Railway, Northern, ScotRail, TransPennine Express, and Transport for Wales, while East West Rail will need to secure new trains.
Research by Siemens Mobility has found that taking its own approach across routes for these train operators would save Britain’s railways £3.5 billion over 35 years compared with using diesel-batteryelectric tri-mode trains, as has been proposed. In making their argument, Siemens Mobility points to the fact that diesel tri-mode or multi-mode trains are still diesel trains. Siemens Mobility’s Desiro Verve solution would also support the Government’s aim of removing diesel-only trains from Britain’s railways by 2040.
Siemens Mobility’s first battery train fleets are already in passenger service in Germany. This is part of four separate contracts for battery bi-mode EMUs on the continent, with another order for short term hire from Siemens Smart Train Lease also in progress. These highly advanced trains are running in the Ortenau region, where they will save 1.8 million litres of diesel per year when operating throughout the whole network, and were recently rolled out in the East Brandenburg network.
“We are going to offer our solution to all the new train bids that come up in the UK, there is no secret about that,” said Sambit. “This is our track and train concept and something we have worked incredibly
hard on and something I think will make a massive difference to the UK rail industry.
“In regards to the trains, our technology platform in the UK is a development of what’s in mainland Europe.” The Desiro Verve trains have been tailored specifically to meet UK requirements but use many of the systems used on the Siemens Mireo already successfully operating in Germany.
The trains would be assembled at Siemens Mobility’s new Train Manufacturing Facility in Goole, East Riding of Yorkshire, which is already assembling 80 per cent of London’s new Piccadilly line trains.
The site consists of the Train Manufacturing Facility which assembles and commissions trains, the Components Facility where Siemens maintains gearboxes, traction motors and other parts for train and tram fleets, the Logistics Centre warehousing facility, the Bogie Assembly and Service Centre, and the Rail Accelerator and Innovation Solutions hub for Enterprise (RaisE) business centre.
Sambit concluded: “It gives me immense pride what we are trying to create here, which is innovation, cutting-edge technology, digitalisation, and taking technology to the next level. But the thing which really warms my heart when I’m talking to colleagues is that the core of it is always about passenger comfort, as at the end of the day our ultimate customers are the people who are travelling on the trains.
“This has been an incredible journey with a fantastic team, and one in which I have learned so much about technology, about what we can do, what we can innovate, particularly here in the UK and that has been an absolute joy.
“To see these trains running for 35 years, I will quietly admire them and the technology from a distance, as I will have retired long before 35 years, but for sure this is the legacy that I think it is our responsibility, some of us involved in the rail industry for a long time, to at least give the new fleet of stock which can keep Britain moving for the next 35 years.”
On routes across the country, passengers could be travelling on clean, green battery-electric trains by the early 2030s
Senior leaders and stakeholders from across the railway sector have attended the House of Commons for this year’s Railway Industry Association (RIA) Parliamentary Reception. Read more about the key speeches
“GBR cannot mean a marginal role for the supply chain”
The Chief Executive of Network Rail has described the 200th anniversary of the railways, and the prospect of legislation three decades on from the last time reform was on Parliament’s agenda, as a brilliant opportunity, but one which needs “robust debate”.
Sir Andrew Haines, who received a Knighthood in The King’s New Year Honours List, told attendees at this year’s RIA Parliamentary Reception at the House of Commons that he is an advocate of Great British Railways (GBR).
He explained that during his time as Network Rail’s Chief Executive there have been five Prime Ministers and six Transport Secretaries which he said “doesn’t make for brilliant long-term decision making”.
“There is need for separation of the rail sector away from detailed micromanagement not by ministers but by officials,” he said, adding that there is no minister who could deal with the level of process in the railways. “Micromanagement does not make for long-term sound investment and means we lack a sustained guiding mind and lack long-term planning.
“I am passionate about what GBR can do and why I believe GBR is good news for the overall rail sector and the overall supply chain. But it doesn’t mean, and it cannot mean, a marginal role for the private sector. We will be spending £9 billion next year with our supply chain through a combination of renewals, ongoing business activity and enhancements.
“We need that to grow, we don’t need that to shrink. We need to harness all the capability in this room, in the broader supply chain, in RIA’s membership, to make the best of what are going to be some challenging circumstances. We know that the ongoing challenges that Mark Wild has inherited at HS2 are going to make money for the rest of the sector harder to find so that means we have to be better at making the case, but also means we have to be better at using the money that’s available to us and that is why I welcome the opportunity to work closely with colleagues around innovation.”
Sir Andrew was among several high-profile speakers at this year’s event at the Terrace Pavilion at the House of Commons, all commenting on the vital
work attendees and RIA do in ensuring the industry thrives.
The Rail Minister Lord Hendy, who up until last year was Chair at Network Rail, called on attendees to not just celebrate the 200th anniversary of the modern railway, but to also celebrate the future.
“This is the chance to showcase why rail is crucial to the present and the future of Britain, why the railway supply industry is crucially important and also attract the next generation of pioneering talent to the railway,” he said. “It’s the people who make everything happen. The industry has always thrived on talent and innovation and more than ever before it needs a bright, diverse set of people in every role from apprenticeships to leadership. The challenges are significant, but so are the opportunities.”
Lord Hendy said to those in attendance in London that the railway “does need sorting out” and that it needs better services, stronger leadership, a clearer vision and reform, adding on the latter that a reason for taking up the Rail Minister post was out of frustration as to how long reform was taking to happen.
“We want to get on with it, and we want people to see and comment on it,” he said, adding that they were on the cusp of being ready to consult on some of the complex content of the Railways Bill. “In the meantime, we are driving forward some key priorities about improvements such as reducing cost and financial sustainability, and actually very importantly reliability and driving revenue up.”
The Parliamentary Reception brought together senior leaders and stakeholders from across the railway sector to hear from ministers, shadow ministers, MPs and Peers.
Gareth Bacon, Shadow Secretary of State for Transport, praised the event for bringing together politicians and the supply chain.
“While democratic cycles do have the downside of implementation of long-term planning, that is why this sort of cross-party support and engagement that we see today is so important,” he said. “Policy in and around Government needs the insight and clarity of industry to make decisions, so I would encourage you and your businesses to continue pushing Government because it really does make a difference and frankly, we need your help.”
Despite the struggles some areas of the railway are facing, and the challenges ahead, the MP for Orpington was full of praise and optimism for the future.
“It was the development of our rail network which signalled the strength of our country and over the last two centuries it has been a centre of innovation, safety and productivity,” he said. “While it is going to take a lot of work to get to where we all want to go, the scale of the talent, innovation and dedication present in this room and in all of your organisations means that we remain very well placed to continue offering huge value and important lessons to the country, the wider economy and the world at large.”
Paul Kohler, Liberal Democrats Transport Spokesperson, added: “While it is my role to criticise the shortfalls in the provision and functioning of our railways, it is important that I acknowledge the good work you are doing in keeping one of the key engines of our country turning over, although frankly it is for us politicians to give you the tools to make sure it fires on all cylinders.
“There are major challenges facing the sector and current provision is simply not good enough. Ticket prices are too high, services too unreliable, infrastructure too old. My party wholeheartedly welcomed Government’s commitment to longoverdue reform. The railways need wholesale changes from track to train to get this country back on track.”
During his speech, Paul, the MP for Wimbledon, criticised the decision for Euston’s new station to only have six platforms, urged the Transport Secretary to not be dismissive about open access services, and welcomed news of an integrated national transport strategy and rolling stock strategy, saying they are both long overdue.
“The industry needs certainty and a vital clear pipeline of rail projects,” he added. “There also needs to be a change of mindset so rail projects are viewed as holistic economic endeavours which spread opportunity and kickstart economic growth
across the UK.”
The Parliamentary Reception, sponsored by ABB, AtkinsRéalis, JurnyOn, and West Coast Partnership Development, also featured the Rail Fellowship Programme awards ceremony, where politicians have visited sites of RIA members to gain a better understanding of the UK rail supply chain. The awards were sponsored by Belvoir Rail.
Event host, Derby North MP, Catherine Atkinson, said: “Thank all of you, we need your experience and expertise to make the progress that we want to see, that we need to see on decarbonisation, on transport integration and skills growth. Collaboration with the supply chain will enable the modernisation and the improvement of rail performance across the UK which I know will be welcomed by passengers and freight.
“As we begin the structural reform of our railways, the British businesses and their workers in the supply chain are essential partners in creating a better and greener transport system. I know that we’ll be navigating that journey together, but with the work organisations like RIA do and the expertise of businesses in the room today and the drive of this Government, I know that we’ll get the passengers, goods and our economies moving.”
We need to harness all the capability in this room, in the broader supply chain, in RIA’s membership, to make the best of what are going to be some challenging circumstances
Andy Bagnall, Chief Executive
of Rail
Partners,
is calling on the Government to signpost the future direction of travel for open access operators in its consultation on the Rail Reform Bill
The last 18 months have been a breakthrough period for open access operators as the benefits they bring to customers have been increasingly recognised. Open access operators create new travel opportunities, especially for underserved communities, support economic growth and encourage a shift to greener transport options. They also promote fares competition, and, importantly for taxpayers, they receive no Government subsidy.
Since Rail Partners’ Open Access Summit in November 2023, which brought together Government and industry to discuss growing the potential for open access, the Office of Rail and Road (ORR) has taken positive steps to help improve the process for identifying, applying for and evaluating open access applications.
In recent months, the ORR has also approved access rights for a new service between Stirling and London, and for a co-operatively owned train operator, Go-op, to run trains in South West England. On the East Coast Main Line, existing operators Grand Central, Lumo and Hull Trains have shown strong passenger growth. And FirstGroup, the owning group for Lumo and Hull Trains, set out in its latest financial results that growing open access remains a strategic priority for the company, as it moved to add the nascent open access operator, Grand Union Trains, to its portfolio.
Independent research, commissioned by Rail Partners, showed that harnessing on-rail competition in Europe has led to more customers, more services, newer trains, cheaper fares and reduced subsidy. In Italy, competition between Italo and Trenitalia has seen passenger numbers between Rome and Milan grow by 90 per cent. In Spain, Ouigo and Iryo competing to take passengers from Madrid to Valencia were seen to have fares 50 per cent cheaper than noncompeted routes.
Since the UK’s general election in July, the new Government has confirmed its support for open access operators in the private sector, despite its rail renationalisation agenda.
However, despite all the positive developments in recent months, it remains unclear whether the new Government is a champion of open access operators, or is simply tolerating them as part of the system that is too costly to nationalise. If the Government doesn’t make a positive choice to grow the sector through adequate safeguards and a fairly-adjudicated application process, it will effectively be creating the conditions for existing operators to wither on the vine. The Secretary of State’s letter to the ORR on 6 January is a worrying signal in this regard, as it suggests that the bar for new open access applications is being made harder to clear.
As Government develops its proposals for rail reform, it should recognise that the creation of Great British Railways (GBR) as a near-monopoly provider of track and train could pose a threat to the future growth of open access. Where capacity exists on profitable routes, GBR will have a direct incentive to prevent a rival operator using the space in the timetable to deliver a service that benefits passengers, rather than open itself up to on-rail competition.
More broadly, the experience of new entrant operators across Europe has shown that national monopoly operators have a tendency to undermine competitors, such as offering inferior slots in the timetable, cross subsidising their own passenger operators to offer unsustainably low fares or limiting access to retail and ticketing systems.
If Government is serious about promoting open access and the benefits it brings for passengers, it must use the upcoming legislative consultation on its rail reform bill to create a framework that actively champions it and maintains a strong regulator to give protections to non-GBR operators – freight and devolved operators as well as open access. That needs to include a fair access regime with the power for the regulator to direct GBR to offer access to the network. Without such safeguards built into the system, there is a high risk that GBR as a public sector monopoly will be instead incentivised to prioritise its own interests.
Government should also signal clear support for the significant number of applications for new or expanded open access services currently under consideration by the ORR. These would offer extra benefits to passengers from all three existing operators on the East Coast Main Line with additional station calls by Grand Central and an extension of Lumo’s Edinburgh service to Glasgow. Also in the pipeline are new services proposed by Virgin and Lumo on the West Coast Main Line and several other proposed routes across the UK.
Open access operators are at a crossroads and passengers will only benefit if Government chooses the right direction.
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RSSB Consultancy was retained by a light-rail tram operator to review safety at platform-tram interfaces and make recommendations in line with good industry practice
Tram stations are unmanned, and the open network the trams operate on is unsecure, which provides a level of risk not seen on the UK rail network. As a result, one of the UK’s tram operators decided to conduct a review of common safety methods for risk evaluation and deliver recommendations to meet industry good practice. The company approached RSSB Consultancy for assistance, as it has expertise gained from work on the standard GEGN8646 Guidance on the Common Safety Method for Risk Evaluation and Assessment.
Initially, the light rail tram operator had two key risks to evaluate for which it needed RSSB support. The first was risk associated with the Platform Train Interface (PTI), assessing the risk of potential incidents involving members of the public falling into and/or becoming trapped in the gap between tram and platform edge. The second was assessing the
risk of passengers falling into the gap between the carriages. This could happen as a result of coupler surfing or moving between trams, whether trams were in transit or not.
The operator was right to be concerned about the risks connected to the PTI. It is the boundary between the platform and the train, or the track if no train is present. Billions of people cross the PTI safely to board and alight from trains every year, but it can be a dangerous place if crossed at the wrong time.
A PTI event is any accident that happens as someone passes through the PTI. This includes common events, such as tripping over the step as they board a train. It includes rarer events, too, such as falling down the gap between the train and the platform. It also includes events where there is no train waiting at the platform, such as someone falling off the
platform straight onto the track.
Falling off the platform edge is the biggest fatality risk that passengers face, with over 50 per cent of passenger fatality risk happening at the PTI. The UK rail industry experiences approximately 1,500 PTI incidents a year, with 38 of those over the course of the last 10 years resulting in a fatality. But there are several other passenger-related fatality risks at the PTI. Fatalities can result from many types of PTI event, but they are more likely when an event ‘escalates’that is, when something happens that makes it worse. For example, if the train is allowed to move after someone has fallen down the gap between the train and platform.
There are many ways to prevent incidents at the PTI, including:
Keeping platform furniture away from the platform edge.
Having a well-lit platform that is clean and free of tripping hazards.
Ensuring drivers apply the final train safety check using cameras or other staff.
Using tactile paving, which can make the PTI safer for those with impaired vision if applied well.
Reducing the step-gap between the platform and trains by building and/or modifying trains and platforms – a smaller step-gap also improves accessibility for wheelchair users as staff can deploy portable ramps or, if the step-gap is small enough, passengers in wheelchairs can board a train unassisted.
To assist the operator, RSSB Consultancy was tasked with undertaking a tram operation risk assessment review and delivering its recommendations to allow the operator to meet industry good practice.
The project scope included recommendations for the tram operator to generate risk assessments that target operational areas of improvement, which in turn would provide confidence in its ability to act reasonably in accordance with ‘as low as reasonably practicable’.
Making recommendations
RSSB experts included a system safety engineer and principal system safety engineer. As part of this project, they used existing RSSB guidance documents, including Taking Safe Decisions and CSM common safety method for monitoring and the GEGN8646 Guidance on the common safety method for risk evaluation and assessment. After considering the initial project brief, they concluded that an independent review into the risk assessment of the double units was required.
This approach enabled the RSSB experts to
ensure their recommendations were aligned with good industry practice in detail, content, and structure, together with identifying whether risks had been captured and incorporated correctly in the recommendations.
While this project wasn’t required to analyse standards, RSSB Consultancy was able to provide the tram operator with recommendations that will align their risk assessment practices to best practice in rail. This enabled the tram operator to receive further insights to help target risk management activities in the most effective and appropriate way. The consultancy project also provided an independent expert opinion about which additional quantified risk assessments should be carried out.
This has been a positive move in the right direction for safety from their point of view.
Safety is the highest priority for any rail or tram operator. However, operating an unsecure network poses significant challenges, so it was vital RSSB worked thoroughly to make sure that all the necessary risks were captured correctly.
RSSB consultants are among the most informed subject-matter experts for safety in the world. They set the standards, so there is less catching up to do, ensuring the focus is delivering exactly what consultancy clients require.
In addition, although many of their skills and expertise have been developed and applied in the rail industry, they can also be applied to other industries, particularly when the client’s needs relate to managing risk.
Whether it’s rail, light rail, other modes of transport or other industries, UK-based or internationally based, RSSB Consultancy makes its experts available on a project basis, to help organisations answer technical questions that are critical to their future.
Falling off the platform edge is the biggest fatality risk that passengers face
Chris Clements, UK & Ireland Sales and Marketing Director at ABB’s Electrifi cation
discusses how the company is optimising from
ABB’s Electrification Installation Products (ELIP) are powering and protecting the railways in sustainable ways at a time when electrical infrastructures age and new demands for power capacity increase.
“We are electrifying the world in a safe, smart and sustainable way as a global technology leader in electrical distribution and management,” said Chris Clements. “This is being achieved through collaboration with customers and partners to enable energy efficiency in powering a sustainable future for the railways with our products, solutions and digital technologies.”
ABB has a long history of providing innovative and energy-efficient technologies to the rail industry, manufacturing and servicing components and subsystems in urban, intercity, and high-speed networks for rail infrastructure and rolling stock. It also provides life-cycle service support, including retrofits and maintenance for its large global installed base.
“We’ve been doing rail for years, driven by several fantastic companies which form under our ELIP division,” said Chris, who himself has been involved in the electrical industry for 35 years. “We are recognised as being one of the main suppliers within the industry, something we are proud of, but don’t take for granted, using our experience in the design, installation and maintenance of the products we offer.
“It is important that we remain ahead of the game, giving the best solutions. This is backed by ABB spending five per cent of its turnover on research and development, a commitment that means we can provide clients with the best service and best products out there, adhering to all of the recognised standards that the industry is looking for.”
Among ABB ELIP’s areas of expertise includes its Furse range of earthing and lightning protection solutions to industry, commerce and utilities, covering IEC/EN, NFC, UL and NFPA projects.
“At ABB ELIP you get the expertise, knowledge and compliance certifications that are needed to serve the rail industry,” added Chris. “On the cable management side of things, we provide Adaptaflex, Kopex and PMA conduits along with cable glands into the rail industry both for rolling stock and infrastructure, providing optimum design taking it from concept, design and bringing it to the finished article for the customer.
“Overall, we provide an array of ELIP products from our portfolio to the railway industry, supplying the likes of Alstom, CAF and Siemens, bringing them and others the latest innovations and having the skills to do tailored designs that can be installed.
“From an infrastructure perspective, we’ve been involved with the likes of the new Elizabeth line with power and surge protection, so we’ve got a lot of different aspects from ABB products that we offer to the industry and that are proven on some of the UK’s biggest rail networks.”
Earlier this year ABB received approval of its emissions reduction targets by the Science Based Targets initiative (SBTi). As part of the company’s efforts to enable a low-carbon society ABB submitted updated Scope 1, 2 and 3 targets for 2030 and 2050 to the SBTi.
“Sutainability is very important to everyone at ABB, with the majority of our products Eco Guard,” added Chris. “In addition to that, local manufacturing is very important, with some fantastic UK manufacturing plants such as Furse and CMG in the UK.
“The future looks very bright for the company, with plans to continue to grow and continue in providing clients with the products they need that are reliable, risk assessed and fit the system and design.
“There is a natural synergy for us and the customer with the rail industry because they are looking for the best and we try and give them that solution, making things happen. Being at the forefront of new development is important for us. The more we can bring to make things safer and a better environment for them is what we are all about. Engineered to outrun and building success together.”
https://global.abb/group/en
There is a natural synergy for us and the customer with the rail industry because they are looking for the best and we try and give them that solution, making things happen
Robust protection for electrical networks and devices.
Helping to maintain service uptime across a variety of critical rail applications.
ABB’s Installation Products Division has a long legacy of providing quality products and innovative solutions. From safeguarding critical infrastructure on Earth to cable ties that help put machines in space, we continue to deliver solutions that provide a smarter, safer and more reliable flow of electricity from source to socket. —
Richard Cairns, Chair of Scottish Rail Holdings Ltd, explains what he feels the railway needs to do to meet its obligations, and what form innovation should take
There is a famous quote, attributed to Albert Einstein, that Richard Cairns, Chair of Scottish Rail Holdings Ltd (SRH), reverts to when looking to the future of the railways.
“The definition of madness is doing the same thing over and over again and expecting a different result,” he said. “Now flip it the other way around. We need a different result. We need to be doing a range of things that we probably don’t currently do, or we need to be doing them in ways that we don’t currently do them, and by so doing, we will get a different result.
“That’s what we need to do, and that means innovation. We need to do lots of things in ways we might not have done before. We need to do lots of things that might make people raise an eyebrow and say: ‘What? You’re going to do, what?’”
SRH is an arm’s length company set up and owned by the Scottish Government which has the responsibility for the ownership and oversight for both ScotRail Trains Ltd (SRT) and Caledonian Sleeper Ltd (CSL). Following the decision taken by the Scottish Government that the railway in Scotland should be in public ownership, SRT has been in public ownership since 1st April 2022 and CSL since 25th June 2023.
Explaining more about innovation, Richard, who became Chair of SRH in April 2023, said: “Innovation doesn’t have to be ‘gee whiz’. It doesn’t have to be AI. It doesn’t have to be microchips. It doesn’t have to be done by people with lab coats on. It doesn’t have to be any of that. Innovation is simply the recombination of existing ideas and existing knowledge. So, what we need is innovation in the widest sense. That’s new products, it’s new services, it’s new ways of addressing customers, it’s new techniques, and it’s across and
The definition of madness is doing the same thing over and over again and expecting a different result
A replacement for the existing Block Controller for single line track.
Our fully digital version of key token equipment communicates digitally through IP based systems, including provision for TPWS and section signal release.
The DiBloC features:
•IP connectivity with two redundant connections
•Physical key compatibility with existing key token machine equipment such as ground frame locks
•Ability to work in sets of 2-6 units
•Ability to operate TPWS and/or single throw/starting signals
•No on-board equipment –compatibility with all rolling stock
We need to do lots of things in ways we might not have done before
between all of the disciplines.
“What do we want? The goal is more people on more trains more often. It’s tapping into that latent demand. It’s selling more than a seat. It’s being better than now. It’s being better than the alternatives, and it’s being boringly good and highly regarded. That’s what we want to have. That’s what I think is within our grasp. All we have to do now is grasp those opportunities.”
Richard was speaking at the recent Unlocking Innovation event in Glasgow, organised jointly by the Railway Industry Association and Network Rail. Since March, the Unlocking Innovation programme has visited Wales, London, York, Glasgow and this month will be held in Birmingham, asking the same question – what are your main challenges for 2024/25 and Control Period 7?
Richard spoke about the extraordinary level of respect he had for those who work in the railway, operate the railway and design the railway and its systems, admitting these were jobs he couldn’t do.“My job is to try and make sure that the railway delivers what the country actually requires,” he explained. “The way I go about that is making sure that I pay careful attention to the things that people tell me. I’m having an absolutely marvellous time doing it, and it’s extraordinarily stimulating and educational. I learn new things every single day and I am continuously struck by the commitment, dedication and insight of all of the people running the railway.
“However, the world is a profoundly different place than it was even five years ago. Never mind how profoundly different it is since the time when much of the track that we use was originally laid. The pace of change is at once exciting, terrifying and unpredictable.
“At the same time, we do not have a right to exist. There are lots of things in the world that made the mistake of thinking that they had a right to exist, and then they woke up one morning and they discovered that someone had taken that away. That’s a really important fact to grasp. We only have the right to exist if we are delivering something that is valued by people.”
Scotland’s railway is said to cost every man, woman and child in Scotland about £200 every year. That cost is rising, something Richard has said can’t be justified, particularly as the performance is not improving.
“Because of the fall in passenger numbers post COVID and inflation, the cost per passenger and the cost per passenger mile is going up, and that’s not sustainable,” he said. “Everybody knows what the economic and fiscal climate looks like, and it’s not getting better.
“But having said all that, we’ve got extraordinary potential. We’re spending around £1.6 billion a year on rail in Scotland. We have got billions of pounds worth of infrastructure. We have got anchor institutions in our stations in the heart of almost all of our communities. We have millions of people who use our services every year. There are other industries and other commercial interests who would love to have what we have, and we have got to realise and exploit that.
“One of the interesting things is that net zero, the wider economy and all of these other forces are actually coming towards us. And all we’ve got to do is recognise that – the economic picture, the environmental picture, the fiscal picture, all favour rail. All we need to do is grasp the opportunity, but we cannot do that unless we are prepared to change and do things differently.
“For the avoidance of doubt, some people’s language when they say change means a number of people lose their jobs. That’s not what this is about. It’s about being better. It’s about building a railway that exploits latent demand – the latent demand from all the people who don’t use the trains, the latent demand of people who would like a greener alternative, the latent demand of people who’d like a different way to go into town on a Saturday and Sunday, the latent demand of people who can no longer pay £7.50 an hour to park, the latent demand of people who don’t want to pay a congestion charge, the huge latent demand of people who can’t afford to buy an electric car.”
In October, the SRH published its strategic plan for the next five years, which aims to ensure that ScotRail and Caledonian Sleeper connect people and places to help make Scotland a great place to live and work. It describes its stewardship of both ScotRail and Caledonian Sleeper as ensuring that it enables Scotland to have the best possible passenger rail services; and that it has an important role to play in the National Transport Strategy’s four priorities for Scotland’s transport system of reducing inequalities, taking climate action, helping to deliver inclusive economic growth, and improving health and wellbeing.
“This plan sets out the start of a journey we are embarking on to make the railway in Scotland the best it can be,” he said in the strategy’s introduction. “We are faced with some unique and exciting challenges, and our plan sets out how we will meet these.
“The Scottish Government has ambitious plans for delivering sustainable and inclusive growth. The railway will support this, and this plan shows how we will grow the railway in Scotland over the coming years.”
James
Hammett, Managing Director of UKTram,
explains how he is fi lled with optimism and excitement for the year ahead
Driving sector growth and promoting sustainability are the key priorities for UKTram this year, said the organisation’s Managing Director.
The organisation represents an alliance of the UK’s tram and light rail industry, dedicated to advancing and integrating light rail as a crucial component of urban transport.
“As we welcome the new year, we’re filled with optimism and excitement for what’s ahead,” said James Hammett. “In 2024, we’ve seen most networks enjoy sustained patronage growth, and it’s vital we don’t miss the opportunity to capitalise on the renewed enthusiasm for the nation’s most popular form of public transport.
“The year ahead also presents incredible opportunities to shape the future of light rail, with several major projects nearing completion and proposals for other mass transit systems taking shape.
“There will also be significant challenges to overcome, and as existing second-generation networks mature, we will step up our support for owners and operators as they plan renewal programmes for both rolling stock and infrastructure.
“This will see an even more vital role for our functional working groups that have already proved invaluable when it comes to sharing best practice and pooling expertise to identify solutions to the challenges they face.
“At the same time, our Centre of Excellence will continue to provide proposers of new light rail projects with the advice and support they need to develop their plans. They will also be forging even closer links with academics and other experts to explore the potential of new technology to help remove some of the barriers to the expansion of light rail in the UK.”
James has said they enter 2025 full of confidence after the success of the last 12 months, which was filled with milestones, innovation and collaboration, strengthening light rail’s profile globally and celebrating key achievements here in the UK.
Overall he described 2024 as having proven light rail’s pivotal role in connecting people and supporting local and sustainable economies, something the industry needs to build on.
“Over the past 12 months, we have seen a change of Government, and the new administration’s commitment to greater devolution also presents significant opportunities for the sector,” he explained.
“In 2025, we plan to further intensify our efforts to lobby decision-makers at both regional and national levels, maintaining our strong relationships with the
Department for Transport, Office of Rail and Road, mayoral authorities and local Governments to ensure that investment in sustainable transport is pushed further up the political agenda.
“We will, of course, continue to work closely with partners such as the Light Rail Safety and Standards Board and colleagues from transport-related organisations in the UK and overseas to enhance the sector on a wide range of issues, from reducing the risks of accidents to improving urban connectivity.
“Whatever the year ahead has in store, our members can count on the UKTram team’s unwavering dedication to promoting their interests as we set to work developing a new strategic plan as UKTram continues to evolve in line with the needs of the sector.”
Whatever the year ahead has in store, our members can count on the UKTram team’s unwavering dedication to promoting their interests
HS2
Ltd’s new Chief Executive
Mark Wild prepares for a “fundamental reset” of the programme to address its serious cost challenges
HS2 Ltd’s new Chief Executive is leading a wide-ranging review of the programme which will lead to a full reset of the project with renewed certainty being provided to Government over cost and schedule.
Despite facing significant challenges, particularly over cost, Mark Wild, who joined the company last month, is full of confidence, enthused by the progress made in the last year.
“HS2 represents a significant investment in Britain’s future and in the last month I’ve been inspired by the hugely impressive feats of civil engineering taking shape right along the route,” he said. “New railways provide better journeys and they boost economic growth by fuelling investment in communities and businesses.”
More than 31,000 people are employed on the programme, with 350 active construction sites along the length of the route. When construction is completed, multiple systems such as tracks, overhead lines and power will be installed to transform HS2 into an operational railway.
In November, HS2 Ltd announced the winners of contracts to deliver these critical rail systems, with the companies being brought together under
the collaborative Rail Systems Alliance structure in 2025 to efficiently manage the complex interfaces between them.
In regards to the progress made so far, the majority of the deep tunnel drives and earthworks needed for the high-speed railway have now been completed and a considerable amount of work has been carried out on the civil engineering that will lay the foundations for the 140-mile line between London and the West Midlands.
Figures released last month show that 70 per cent of twin-bore tunnels have been excavated to date, representing 38 of the 55 miles being built for the railway. This includes the breakthrough last year of the two giant machines used to dig the 10-mile Chiltern Tunnel – the longest and deepest on the route.
In all, five out of 12 tunnel drives have been completed. Almost 92 million cubic metres of material have been moved in total – with around 58 per cent of earthworks for the railway’s cuttings, embankments, stations and landscaping completed. This includes the progress made in central Birmingham to prepare for the construction of the city’s Curzon Street station.
Additionally, work has started on the construction of 158 out of 227 viaducts and bridges – 70 per cent – with 13 already built. In September, HS2 completed the deck of the 2.1-mile Colne Valley Viaduct – the UK’s longest rail bridge that will carry the railway over a series of lakes and waterways on the north-west outskirts of London.
Progress has also been made on the six cut-andcover - or green - tunnels being built on the route, with the 700m tunnel near Burton Green in Warwickshire passing the half-way mark in November.
In the year ahead, HS2 expects to pass a series of major construction milestones, including the completion of the excavation of the 8.4-mile Northolt Tunnel, both bores of the 3.5-mile Bromford Tunnel, the base slab of Old Oak Common’s huge underground station box and the start of work on the station platforms, and the first deck section of the River Tame West Viaduct.
Mark added: “The prize is clear. However, the programme is in a very serious situation that requires a fundamental reset to enable it to be delivered to the lowest feasible cost. I am committed to delivering this reset over the coming year to ensure the railway can be brought into service safely and efficiently.”
Advice from Payme’s Andrew Mitchell and Daniel Burn about the importance of compliance within the payroll sector
When it comes to choosing an umbrella company partner, making an informed decision is vital for both contractors and recruitment agencies.
The right organisation is able to streamline payroll processes, provide a range of valuable services and ensure compliance; the latter particularly important taking into account umbrella companies are not currently being regulated by the Government.
“The right accreditation to supply payroll is very important for rail organisations of all sizes,” explained Andrew Mitchell, Director at payroll specialist Payme. “It might not be life and death, but financially it makes and breaks companies by whether or not they do it in the correct manner.”
In the last decade, Payme has developed a reputation for high levels of customer service among its clients, which includes PAYE Umbrella services as well as providing self-employed contractors in the rail and civils sectors. It also offers fully-managed payroll outsourcing to businesses of any size, in any sector.
“The business is straightforward, and it should be straightforward,” added Andrew. “You recruit an individual, you deal with the agency, get the hours in a timely manner, and you get the workers paid in a timely manner. If you do that compliantly and efficiently the job is sorted.
“But for all the compliant companies, there are many which aren’t. Because of our experience, we are able to advise about the pitfalls of the industry, what should be avoided, and what we can offer. We have got a very loyal client base because we do the basics well and we do it in the correct manner.”
Payme’s credentials are cemented with the Freelancer and Contractor Services Association (FCSA) accreditation, which ensures the highest levels of compliance, transparency, and reliability through the rigorous assessment of members to ensure they meet its standards.
Andrew added: “It is really important as FCSA represents industry members which are committed to raising the standards of compliance within the umbrella industry as well as provide assurance for contractors and recruitment agencies in the form of rigorous assessments of umbrella companies, in order to be proven compliant.
“Unfortunately, there’s a lot of uncompliant businesses offering a higher percentage of net pay
It might not be life and death, but financially it makes and breaks companies by whether or not they do it in the correct manner
return, but doing that can lead to the Government losing out from tax and the worker losing out because they are getting massive tax bills when HMRC catches up with them. By that time, a lot of these smaller companies have disappeared.
“There are also the loan schemes in which people are paid minimum wage as standard and then anything above that is paid as a loan or benefit, which avoids paying the correct amount of tax and VAT. It might sound good, but it will generally come to impact the staff several years later when they get a bill from HMRC because they have underpaid tax.”
Payme was founded in 2011 by John Patrick when he saw a gap in the market for a compliant payroll company. He was joined shortly after by Andrew, with the team now 30 strong. Among those is Daniel Burn, a newer member of the team, who joined nearly two years ago as the Head of Sales.
“I’m enjoying my time at Payme, particularly the excitement of there always being something new to discuss with clients, from new Government legislation to speaking to them about offers they’ve received to see if they are legitimate or not,” he said.
“One thing that I think is really important is that first-tier agencies are making sure that the level of compliance that they’ve got goes through the supply chain. It needs to be done properly and that is where we can help them.”
Payme is set for a bright future, particularly in the rail industry, a sector it has been working in since taking on its first rail client McGinley Support Services Infrastructure Ltd more than 10 years ago. Now its clients also include the likes of Ganymede, TES 2000 and Civil Rail Solutions.
“Our ‘refreshingly simple’ approach to business coupled with a close respect for compliance has delivered an enviable formula for success,” added Andrew. “We believe our ethical approach to our umbrella employees and self-employed contractors sets us apart from our competitors.
“With more than 50 years’ collective recruitment experience, Payme demonstrates a strong affinity with its customers, and we believe this has, and will be, a key factor in the continuing growth of the business.”
www.payme.co.uk/
Andrew Mitchell on 07850 350645 or Daniel Burn on 07903 826433.
Adventis Consulting is at the forefront of railway resourcing modernisation. Managing Director Richard Smailes explains more about the organisation’s efforts, particularly around train crew resourcing
The stakes are higher than ever for train crew resourcing, with a failure to plan effectively leading to delays and cancellations, which are not just costing the industry money, but damaging operators’ reputations with customers.
Looking to change that is independent consulting firm Adventis, which has specialised in front-line resource planning and analysis since 2010.
“We love what we do because of the journey that each assignment involves – from a starting point which can involve frustration and fragmented information and ambiguity, through to a position of real organised clarity and confidence at the end of it,” said Richard Smailes, who runs the business alongside Director Stuart Large. “That’s more than just a technical process, it’s a satisfying personal journey that we share with our clients, and ultimately it benefits passengers too.
“When it comes to train crew resourcing it’s more important than ever to understand your position from top to bottom, and articulate it with compelling clarity, if there’s to be any chance in tackling the issues. Operational resilience and cost depend on every element in the resourcing chain – establishments, joiners and leavers, roster design, availability, rest day working, diagram design, and allocation constraints from competence gaps and terms and conditions, to name a few. But it’s common in the industry to see fixation on just one of those elements in isolation,
which can lead to poor decisions, as well as wasted time and frustrating dialogue between internal and external stakeholders.
“The data and technology to help with this is now powerful and accessible. But you need to know how to harness it carefully – to tell the real story and not overload with charts and numbers. Our tools and know-how put us in a unique position to help make sense of it all – from the high-level executive view, deep down into the specifics. And this is proving transformative for our clients.”
Adventis has worked with the majority of UK train operators, including helping to modernise approaches to establishment calculation and diagram design, bringing clarity to causes of driver shortfalls, and establishing in-house processes for forecasting driver resilience.
“The work we’ve done with train operating companies has been around optimising plans and in-house capability, on a platform of more solid understanding” explained Richard. “If there was a typical client brief, it would be ‘help us understand our reliance on rest day working, evaluate establishments options, and set us up with quick-win analytics and tools to optimise our plans given the tough resourcing road ahead’. It’s about building confidence in plans and decisions, and having the right metrics and visuals to communicate that confidence and evidence to stakeholders.
“In the last five years, we’ve done a lot at industry
level as well. Our work on the Rail Delivery Group Traincrew Programme had lots of different facets to it, including developing and implementing industry KPI metrics for train crew resourcing. There have also been more focused studies where we’ve conducted diagnostic analysis, working with operators to collate best practice in terms of resource management and then develop some standard tools that the industry can use. This is helping to level up the industry capability to respond to the challenges – but of course, there is plenty more to do.”
Richard has been Managing Director since April 2022, having joined in 2014 after a graduate role in consulting and several years with the Metropolitan Police Service. In his time at Adventis, he has led over 100 client assignments in rail and aviation, and oversees the company’s project delivery, and major assignments, including industry-level initiatives.
“I’m really enjoying my time at Adventis and the impact we’re having on the rail industry, as well as the work we do with airports around the world,” he commented. “Our team is growing, and the last few years has been particularly positive in fostering collaboration with other consulting and software firms, with whom we might traditionally have been positioned as competitors. The Department for Transport’s STARThree framework has been a great catalyst for those relationships, which we’ll be looking to build on even further in 2025 and beyond.”
www.adventis.co.uk/
Providing civil engineering products and services, with expertise in foundations and piling to the Rail, Civils, Energy, Residential and Water sectors
With over 20 years of Rail and Construction industry experience, our familyrun company provides expert advice and cost-effective solutions to all sectors looking for experts that they can rely on. Delivering safe and sustainable solutions at the forefront of innovation and technology, ensuring the highest quality results first time, every time. We can assist clients from advisory and design to compliance and delivery, providing tailor-made solutions to meet clients’ needs.
Installation of all Piled foundation - bored, driven & screw piles
Erection and installation of OHL Gantry structures (masts, booms)
RED, LOC and DNO foundations and platform installations (GI, Design & Install)
Platform renewals and refurbishments
Cess walkways and throughing routes
Fencing and Access stairways
Site compound establishment and access road
Trial Holes
Excavation and installation of concrete bases
Embankment stabilisation & Cess retention
De-vegetation
Piling and Soil nails
Rabbit Netting
Gabian Walls
Sustainable transport is reshaping the future. Professor Jeff Allan explains how his company Jeff Vehicles Ltd is playing its part in ensuring that is the case
As the rail industry celebrates the 200th anniversary of the birth of the modern railway, this year is also a special occasion for Professor Jeff Allan, honorary professor at the University of Birmingham, who is celebrating 50 years of innovation in rail.
For the last 10 years he has done this through Jeff Vehicles Ltd, one of the smallest railway companies in the UK. The only engineering resource is its Chief Executive Officer, Professor Jeff Allan.
“It’s been a fascinating industry to be involved in for 50 years and one that has involved working not just in the UK, but playing a part in developing railways in Singapore, Hong Kong, New Zealand, Australia and Spain,” said Jeff, who has worked for the University of Birmingham, London Underground, Brown and Root and RSSB.
“Sustainable transport is reshaping the future and I’ve been trying to play my part using my experience in electromagnetic compatibility (EMC), electrification, signalling, rolling stock traction and systems engineering.”
Jeff now works less than three hours a day, but that hasn’t lessened the impact he has on the industry. Despite the small engineering resource, Jeff Vehicles has had a number of world class successes. It has something of a family flavour with Jeff’s eldest daughter company secretary, youngest daughter involved in much of the branding of the company, and his eldest son has joined him on two world record breaking projects.
“We are active in the railway and automotive fields – hydrogen for rail and battery for electric cars,” explained Jeff, who has been involved in hydrogen in rail since 2005. “Hydrogen is seen as a viable
alternative for diesel rail vehicles, where electrification or partial electrification, with battery operation in the electrification gaps, is not viable for cost reasons. In this niche area, hydrogen offers a zero carbon emissions solution, in operation, with a sufficiently long range for non-electrified routes. We offer engineering design, testing and analysis.”
Jeff Vehicles Ltd was responsible for the electrical system design for Porterbrook’s and The University of Birmingham’s HydroFLEX 1, the first UK main line hydrogen train. This was followed by market analysis of fuel cells informing the appropriate selection and the design of the alarms and alerts for HydroFLEX 2, the second UK main line hydrogen train which
Going forward, the aim is to continue having a major role in converting as much of the UK diesel railway fleet as is needed to meet climate change needs
was exhibited at COP26.
Jeff Vehicles Ltd continues to work on hydrogen rail vehicles with particular responsibility for the electrical design and testing of Hydroshunter, the UK’s first mainline hydrogen locomotive, which is being built by Vanguard Sustainable Transport Solutions Ltd and Severn Valley Railway. Jeff Vehicles Ltd is also involved in the design of an even larger locomotive for a mainland European national operator.
“Going forward, the aim is to continue having a major role in converting as much of the UK diesel railway fleet as is needed to meet climate change needs,” commented Jeff.
On the automotive side, Jeff and his son Ben have achieved two Guinness World Records for the shortest charging time in an electric car, firstly from Land’s End to John o’Groats in 2015 and secondly from Nordkapp in the north of Norway to Tarifa in the south of Spain in 2017.
Jeff Vehicles Ltd has also published a free book ‘Electric Cars, Vans and E-bikes’ in 2016, which has been updated annually. This has attracted nearly 8,000 readers. It is available at www.jeffvehicles. com/free-book.
“The strapline for the company is battery and hydrogen vehicles – the future is here,” said Jeff. “So much has been achieved in the last 10 years, but there is so much more to be achieved so I am looking forward to the future and the impact we can have.
“Jeff Vehicles Ltd is currently engaged in two projects to convert internal combustion cars to electric. One of the projects is expected to develop into a game changer in reducing the costs for conversion. Watch this space.”
www.jeffvehicles.com/
For over 50 years, Jones Nuttall Ltd, based in Warrington, Cheshire, has been at the forefront of precision engineering, specialising in rail overhaul, refurbishment, CNC machining, and fabrication. Our extensive experience and customer-focused approach have allowed us to forge long-standing partnerships with some of the UK’s largest rail operators, including Metrolink, part of the iconic yellow Bee Network.
As the Bee Network continues to grow, Metrolink has ambitious plans to expand its tram network over the next 10 years, providing even more seamless connectivity across Greater Manchester. Jones Nuttall is proud to play a pivotal role in this expansion, contributing our engineering expertise to ensure the reliability and safety of the system as it evolves.
Our partnership with Metrolink is built on trust, reliability, and innovation. By supplying precision-engineered rail components, we play a crucial role in maintaining and upgrading their tram network. One of the standout projects has been the refurbishment and moderniation of Metrolink’s electro-magnetic track brake systems—essential emergency braking systems that provide additional stopping power in critical situations. These systems are vital for the safe and efficient operation of trams, activating during emergencies to deliver fast, reliable braking independent of the vehicle’s primary brake system. Our engineering expertise allows us to breathe new life into aging parts, offering cost-effective solutions to replace discontinued components without compromising performance, ensuring these systems remain reliable and effective for years to come.
At Jones Nuttall, we maintain full control over production through our comprehensive in-house machining capabilities. Whether it’s producing aluminum rubbing plates or other critical components on our CNC milling machines, we ensure every part meets the highest precision and quality standards demanded by the rail industry.
Beyond component manufacturing, we specialise in refurbishment and modifications. Our work on electro-magnetic track brake systems is a prime example of how we help our clients maintain safety and operational efficiency. By refurbishing these emergency braking systems, we ensure trams are equipped to handle critical braking situations, significantly enhancing both safety and reliabilitity while minimising downtime and operational costs. As a company, we are dedicated to advancing the rail industry by investing in the latest technology, skilled engineering talent, and innovative processes. This commitment enables us to meet the evolving needs of the sector, delivering high-quality solutions on time and within budget.
With Metrolink’s future expansion plans on the horizon, Jones Nuttall is excited to continue our partnership, providing the precision engineering expertise necessary to support the modernization and growth of the Bee Network. Our focus on precision engineering, innovation, and customer satisfaction makes us the ideal partner for rail operators seeking to enhance performance, safety, and longevity in their fleets.
Siemens Mobility’s first Mireo Plus H hydrogen trains have received authorisation for passenger operation in time for the scheduled timetable change on December 15, 2024, and are ready to inaugurate passenger service.
Their approval marks another significant milestone for emission-free mobility in the Berlin-Brandenburg and Bavarian regions, where hydrogen-powered trains will be used for the first time.
Andre Rodenbeck, Chief Executive Officer (CEO) Rolling Stock, Siemens Mobility, said: “We offer electric, battery, and hydrogen trains based on the ultra-modern Mireo platform and have completed the development of our innovative and environmentally friendly Mireo Plus H hydrogen trains right on schedule.
“The first of these trains will now be entering passenger service and we are delighted to be a driving force behind the phasing out of diesel trains. This transition will reduce CO2 emissions and provide passengers in Germany with climate-friendly, powerful, and comfortable trains.”
Niederbarnimer Eisenbahn Betriebsgesellschaft will operate seven Mireo Plus H hydrogen trains on
Alstom’s RER NG enters commercial service on the RER D Line of the Île-deFrance Mobilités network
Alstom has welcomed the entry into commercial service of RER NG on the RER D Line of the Île-deFrance Mobilités network.
One year after its gradual deployment on the RER E Line, RER NG is welcoming its first passengers and has been gradually deployed on the RER D Line since 16 December 2024. Since 15 December 2024, RER NG has also provided a full service on the entire RER E Line.
Henri Poupart-Lafarge, CEO of Alstom, said: “The deployment of RER NG on the RER D Line marks a major milestone for transport in the Île-deFrance region and for Alstom. RER NG embodies the commitment of Alstom’s teams to ever more sustainable mobility at the service of passengers.
“We are delighted to be able to offer Île-deFrance citizens a modern, comfortable and highperformance train that will transform the quality of their travels over the long term. Our teams remain strongly mobilised alongside SNCF Voyageurs and Île-de-France Mobilités to guarantee a service that meets the expectations of local passengers.”
the Heidekrautbahn line in Berlin-Brandenburg. These trains will save 1.1 million litres of diesel fuel per year and reduce CO2 emissions by 3,000 tonnes. Locally produced hydrogen will be used in the
trains’ fuel cells, and water vapour will be the only emitted by-product. In addition, recovered braking energy will be used to further increase the trains’ energy efficiency.
Hitachi has delivered a complete electrical and mechanical system for Ho Chi Minh City urban railway Line 1 in Vietnam. Line 1, which opened last month, is the first urban railway project in Ho Chi Minh City. It is a 19.7 km railway line (the underground section has three stations and the elevated section has 11 stations) that connects Ben Thanh Station in the centre of Ho Chi Minh City to Suoi Tien Terminal Station in the northeast of the city, where there is an important bus terminal heading to the northern provinces.
The line was constructed with the funds of a yen loan provided by Japan International Cooperation Agency (JICA).
Hitachi supplied the system, including 17 train sets (51 cars), state-of-the-art Communications-Based Train Control (CBTC) signalling system, telecommunication system including wireless train radio system, power supply system, platform screen doors, automatic fare collection system, overhead wire and track construction, and rail yard facilities.
Enhance Your Environmental Credentials in the Rail Industry
Enhance Your Environmental Credentials in the Rail Industry
In today's competitive market, your commitment to sustainability is a key differentiator, influencing both customer choices and procurement decisions. Whether you are supplying end products or integrating into a supply chain, demonstrating robust environmental credentials is essential
In today's competitive market, your commitment to sustainability is a key differentiator, influencing both customer choices and procurement decisions. Whether you are supplying end products or integrating into a supply chain, demonstrating robust environmental credentials is essential.
In today's competitive market, your commitment to sustainability is a key differentiator, influencing both customer choices and procurement decisions. Whether you are supplying end products or integrating into a supply chain, demonstrating robust environmental credentials is essential.
Understanding Net Zero, Carbon Neutrality, and Sustainability
Understanding Net Zero, Carbon Neutrality, and Sustainability
Navigating the complexities of Net Zero and Carbon Neutrality can be challenging We simplify this process for you by offering:
Understanding Net Zero, Carbon Neutrality, and Sustainability
Navigating the complexities of Net Zero and Carbon Neutrality can be challenging We simplify this process for you by offering:
Navigating the complexities of Net Zero and Carbon Neutrality can be challenging We simplify this process for you by offering:
Clear explanations of complex sustainability concepts
Clear explanations of complex sustainability concepts
Clear explanations of complex sustainability concepts
Insights into the environmental and financial benefits of becoming carbon neutral or working towards Net Zero
Insights into the environmental and financial benefits of becoming carbon neutral or working towards Net Zero
Insights into the environmental and financial benefits of becoming carbon neutral or working towards Net Zero
Practical guidance on starting your sustainability journey and available funding options
Practical guidance on starting your sustainability journey and available funding options
Practical guidance on starting your sustainability journey and available funding options
Strategies to minimise your environmental impact and meet regulatory requirements
Strategies to minimise your environmental impact and meet regulatory requirements
Strategies to minimise your environmental impact and meet regulatory requirements
Comprehensive Carbon Management Solutions
Comprehensive Carbon Management Solutions
Comprehensive Carbon Management Solutions
We provide expert support in calculating your carbon inventory, developing your carbon footprint report, and crafting a robust carbon reduction strategy. Our solutions are designed to comply with international standards such as ISO14064-1, ISO 14068 and align with UK-specific procurement procedures PPN06/21, ensuring your efforts are verifiable and credible.
We provide expert support in calculating your carbon inventory, developing your carbon footprint report, and crafting a robust carbon reduction strategy Our solutions are designed to comply with international standards such as ISO14064-1, ISO 14068 and align with UK-specific procurement procedures PPN06/21, ensuring your efforts are verifiable and credible.
We provide expert support in calculating your carbon inventory, developing your carbon footprint report, and crafting a robust carbon reduction strategy Our solutions are designed to comply with international standards such as ISO14064-1, ISO 14068 and align with UK-specific procurement procedures PPN06/21, ensuring your efforts are verifiable and credible.
inesh Patel
Jinesh Patel
Jinesh Patel
Carbon Consultant
Carbon Consultant
Carbon Consultant
T: 0203 745 6630
T: 0203 745 6630
T: 0203 745 6630
E: Jinesh.patel@auditel.co.uk
E: Jinesh patel@auditel co uk
E: Jinesh patel@auditel co uk
Myths vs. Reality: The Path to Net Zero
vs.
Myths vs. Reality: The Path to Net Zero
Contrary to popular belief, achieving Net Zero doesn't have to be costly or time-consuming. There are numerous incentives available to help businesses reduce emissions effectively. We collaborate with your operations, procurement, and finance teams to optimise resources, improve the bottom line, and fund decarbonisation projects efficiently.
Contrary to popular belief, achieving Net Zero doesn't have to be costly or time-consuming. There are numerous incentives available to help businesses reduce emissions effectively. We collaborate with your operations, procurement, and finance teams to optimise resources, improve the bottom line, and fund decarbonisation projects efficiently.
Contrary to popular belief, achieving Net Zero doesn't have to be costly or time-consuming. There are numerous incentives available to help businesses reduce emissions effectively. We collaborate with your operations, procurement, and finance teams to optimise resources, improve the bottom line, and fund decarbonisation projects efficiently.
By adhering to recognised standards, you can safeguard your organisation against greenwashing accusations and ensure compliance with global and UK reporting frameworks.
By adhering to recognised standards, you can safeguard your organisation against greenwashing accusations and ensure compliance with global and UK reporting frameworks.
By adhering to recognised standards, you can safeguard your organisation against greenwashing accusations and ensure compliance with global and UK reporting frameworks.
Our Expertise Includes:
Our Expertise Includes:
Our Expertise Includes:
PAS 2050, PAS 2080 implementation
PAS 2050, PAS 2080 implementation
PAS 2050, PAS 2080 implementation
ISO 14064 and 14068 series carbon emissions reporting
ISO 14064 and 14068 series carbon emissions reporting
ISO 14064 and 14068 series carbon emissions reporting
Embodied Carbon assessments, Environmental Product Declarations (EPDs), and Whole Life
Carbon analysis
Embodied Carbon assessments, Environmental Product Declarations (EPDs), and Whole Life Carbon analysis
Embodied Carbon assessments, Environmental Product Declarations (EPDs), and Whole Life
Carbon analysis
Compliance with the Carbon Border Adjustment Mechanism (CBAM)
Compliance with the Carbon Border Adjustment Mechanism (CBAM)
Compliance with the Carbon Border Adjustment Mechanism (CBAM)
ESOS (Energy Savings Opportunity Scheme), SECR (Streamlined Energy & Carbon Reporting), and TCFD (Task Force on Climate-Related Financial Disclosures)
ESOS (Energy Savings Opportunity Scheme), SECR (Streamlined Energy & Carbon Reporting), and TCFD (Task Force on Climate-Related Financial Disclosures)
ESOS (Energy Savings Opportunity Scheme), SECR (Streamlined Energy & Carbon Reporting), and TCFD (Task Force on Climate-Related Financial Disclosures)
Carbon Training for upskilling your team in carbon management and reporting
Carbon Training for upskilling your team in carbon management and reporting
Carbon Training for upskilling your team in carbon management and reporting
Barry Harwell
Barry Harwell
Barry Harwell
Carbon Project Specialist
Carbon Project
Carbon Project Specialist
T: 0203 745 6630
Specialist
T: 0203 745 6630
T: 0203 745 6630
With years of experience refined our methodology comprehensive reports We maintain rigorous regular project
A Proven Process You Can Trust in carbon footprinting, we’ve methodology to deliver high-quality, that cover all relevant scopes. internal accountability, holding meetings to ensure meticulous execution and meaningful outcomes.
A Proven Process You Can Trust
With years of experience in carbon footprinting, we’ve refined our methodology to deliver high-quality, comprehensive reports that cover all relevant scopes. We maintain rigorous internal accountability, holding regular project meetings to ensure meticulous execution and meaningful outcomes.
With years of experience in carbon footprinting, we’ve refined our methodology to deliver high-quality, comprehensive reports that cover all relevant scopes. We maintain rigorous internal accountability, holding regular project meetings to ensure meticulous execution and meaningful outcomes.
Our Carbon Management System (CMS)
Our Carbon Management System (CMS)
Our Carbon Management System (CMS)
Our proprietary guarantees timely with delays in client features: time-tracking
Carbon Management System project delivery, even when faced data submission. Our CMS
Our proprietary Carbon Management System guarantees timely project delivery, even when faced with delays in client data submission. Our CMS features:
Our proprietary Carbon Management System guarantees timely project delivery, even when faced with delays in client data submission. Our CMS features:
Detailed tracking of each project stage
Detailed tracking of each project stage
Detailed tracking of each project stage ime-tracking for precise costing and proposal development client-facing documents to deliver clear, relevant information
Accurate time-tracking for precise costing and proposal development
Accurate time-tracking for precise costing and proposal development
Customised client-facing documents to deliver clear, relevant information
Customised client-facing documents to deliver clear, relevant information
E: barry.harwell@auditel.co.uk
E: barry harwell@auditel co uk
E: barry harwell@auditel co uk
Abi Broadley is an experienced business consultant who provides expertise for the UK rail industry by supporting SMEs to connect with contacts to build business growth. abi@abibroadley.com www.linkedin.com/in/abibroadley 07944 00 86 63
Ampetronic is a leading designer and manufacturer of audio loop induction systems which are developed to work with cochlear implants and hearing aids. sales@ampetronic.com www.ampetronic.com 01636 61 00 62
Balfour Beatty is a market-leading infrastructure specialist with extensive rail expertise. It designs, improves, and maintains rail networks, connecting communities, and supporting economic growth. rail@balfourbeatty.com www.balfourbeatty.com 01737 785 000
British Steel is a leading European steel manufacturer with facilities across the UK and Europe, supplying premium long products around the world. rail@britishsteel.co.uk www.britishsteel.co.uk 01724 40 40 40
High-tech design and manufacturing company Comms Design Ltd specialises in electronic rail products – including safe, cost-effective signalling and communication systems. sales@commsdesign.net www.commsdesign.net 01423 895 071
AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle.
www.aecom.com 0207 798 5000
AssessTech is a technology and training company specialising in all aspects of Competence Management for the Railway Industry. info@assesstech.com www.assesstech.com 01483 33 86 46
Bentley Systems is an industry-leading provider of infrastructure engineering software. It backs up its integrated solutions with training, first-class service, and around-the-clock technical support. info@bentley.com www.bentley.com 020 7861 0900
Charcroft Electronics Ltd is a specialist, CECC/ BS approved distributor of passive, interconnect, power, magnetics, optoelectronics and electromechanical components. sales@charcroft.com www.charcroft.com 01591 610 408
Cordel.ai is delivering a new generation of AI-powered infrastructure inspections to railways around the world. rebekasellick@cordel.ai www.cordel.ai 07719 685788
Eltek designs and manufactures compact, high efficiency modular power conversion systems and energy storage solutions for the rail industry. steven.pusey@eltek.com www.eltek.com 01442 219 355
Ellis Patents produces a range of certified faultrated electrical protection devices for power cable management systems including cable cleats, straps and hangers. sales@ellispatents.co.uk www.ellispatents.co.uk 01944 758 395
FirstClass Safety & Control design, manufacture, install and commission Industrial Automation Control & Safety Systems to customers worldwide in rail. info@firstclass-safety-control.co.uk www.firstclass-safety-control.co.uk 01621 743 743
Graffica provides simulation and modelling consultancy services, together with its simulation platform called HERMES (the Holistic Environment for Railway Modelling Evaluation and Simulation). info@graffica.co.uk www.graffica.co.uk 01684 567200
HITRANS is a statutory regional transport partnership working to improve infrastructure and transport services for Orkney, Eilean Siar, Highland, Moray, and most of the Bute and Argyll area. info@HITRANS.org.uk www.hitrans.org.uk 01463 719 002
Leading PR and public affairs consultancy JFG Communications Ltd is working to help the transport industry decarbonise and diversify. info@jfgcomms.co.uk www.jfgcomms.co.uk 020 8050 3156
Dynex Semiconductor Ltd is a UK-based designer and manufacturer of high-power bipolar semiconductors, high power insulated gate bipolar transistor (IGBT) modules and high-power electronic assemblies. PowerSolutions@dynexsemi.com www.dynexsemi.com 01522 500 500
Erskine Nash Associates helps organisations with the challenge of ‘Perfecting Team Performance’. Working with small businesses to multinationals to help them drive effectiveness and performance. hello@erskinenash.co.uk www.erskinenash.co.uk 0203 542 2969
Garic Ltd is one of the country’s most trusted plant and site equipment providers. info@garic.co.uk www.garic.co.uk 03300 948 060
Real time- real smart. Helix is the digital hub that manages your project’s workflow from design to handback. www.helixworkflo.com
As the voice of the transport technology industry, ITS UK is helping to create safer, cleaner, and more effective transport networks with innovative technology. mailbox@its-uk.org.uk www.its-uk.org 020 7709 3003
Jobson James Rail is a national specialist railway insurance broker, the market leader in the UK by a huge margin with over 800+ rail clients across the UK, Middle East and Australasia. kevin.parker@jjrail.co.uk jjrail.co.uk 07816 283949
Kilfrost is the global market leader in the supply of safety critical de/anti-icing products across the transport industry. marketing@kilfrost.com www.kilfrost.com 01434 320 332
LUBCON develop, manufacture, and distribute high-quality greases, pastes, oils, sprays and lubrication systems for a wide range of industrial applications. sales@lubcon.co.uk www.lubcon.co.uk
01323 56 10 30
Motion Rail is a provider of specialist railway communication services, working on Network Rail and London Overground infrastructure across the UK. info@motionrail.co.uk www.motionrail.co.uk 020 8090 0103
Popular website OpenTrainTimes Ltd enables users to look ‘behind the scenes’ of the rail network, accessing information about how Great Britain’s trains are running. peter.hicks@opentraintimes.com www.opentraintimes.com 07970 476 447
At Quest Global we’re in the business of engineering, but it’s not just what we do, but why we do it that makes us different. info@quest-global.com www.quest-global.com +91-80-6709 0000
Ricardo Rail Division is a global consultancy providing technical expertise, assurance and specialist engineering services to help clients navigate the industry’s operational, commercial and regulatory demands.
https://www.ricardo.com/en
01235 753 000
Lendlease creates communities, workplaces, infrastructure, and urbanisation projects that help businesses to succeed and businesses to thrive. Kevin.Roberts@lendlease.com www.lendlease.com 020 3430 9382
Find the perfect construction job or hire the ideal candidate, in the UK or Worldwide, with Maxim Recruitment. uk@maximrecruitment.com www.maximrecruitment.com 0800 689 4841
Network for Skills Ltd is a network of experienced consultants with varied and impressive skill set who have worked in a variety of operational environments. iainsmith@networkforskills.co.uk 07768 536 793
Pennant International Group offers a range of professional rail services, focusing on technical documentation, training, route learning, and more. sales@pennantplc.com www.pennantplc.com 01452 714914
RailSense enables you to easily optimise your rail infrastructure lifecycle costs and renewal strategies to maximize availability and operational efficiency. sales@railsense.co.uk www.railsense.co.uk 01243 372 207
Saft specialises in designing, manufacturing, and suppling high-tech railway batteries. www.saft.com 01279 772 550
Community
Sensat is a visualisation platform enabling better collaboration and decision-making by collecting and delivering infrastructure data, our platform translates the real world into a digital version. contact@sensat.co.uk www.sensat.co
07485 181 759
STAUFF are proud to manufacture and develop fluid power components, manipulated tube products, and finished kits. Tested, sealed and ready to install on production lines. uk.sales@stauff.com www.stauff.co.uk
0114 251 85 18
Thales has a wealth of expertise in the urban, heavy, light rail and rail freight sectors with over 50 years’ experience in the UK rail industry. david.taylor@uk.thalesgroup.com www.thalesgroup.com 07798 858 617
The Institute of Railway Research (IRR) is a world leader in the field of railway engineering and risk and specialises in research, development, and technology innovation. irr.info@hud.ac.uk https://research.hud.ac.uk/institutes-centres/irr 01484 47 20 30
Wakatipu Consulting Ltd (WCL) are a multidisciplinary management consultancy with experience in integrating and delivering complex rail infrastructure projects. info@wclrail.co.uk www.wclrail.co.uk 01666 837 708
SLC Rail is an independent rail consultancy operated by a team of rail professionals with a wealth of experience and expertise. enquiries@slcrail.com www.slcrail.com 0121 285 2622
Our multi-disciplined team offers a full design and build capability and provides solutions to property, civils, track, geotechnical and drainage projects throughout the UK. feedback@storycontracting.com www.storycontracting.com 01228 590 444
Trough-Tec Systems (TTS) is a supplier of marketleading, sustainable cable management products and anti-slip walkways. ttsinfo@hird.group www.hirdtts.com 01302 343 633
Victory Fasteners are a major stockholder & manufacturer of High-Grade Alloy Fasteners. sales@victoryfasteners.com www.victoryfasteners.com 01902 544 480
Worldline UK deliver an end-to-end payment system for the entire journey. Easy, reliable payments are a core part of providing a more seamless and sustainable journey. www.worldline.com
To be featured in the Rail Supplier Directory contact Fiona Broomfield on 07949 409 829 or email fiona@railbusinessdaily.com
TransPennine Express (TPE) has appointed Andrew McClements as its new Customer Experience and Transformation Director. He is leading the operator’s 650-person strong customer experience team, who take care of 26 million customers annually on up to 337 services every day
Reaction to your appointment?
I’m really excited to take on this new role and lead the Customer Experience team. Our railway can be a complicated machine to run, and we don’t always get things right, but it’s not for lack of trying. There are so many passionate people working to give customers the best experience possible, therefore it’s a real privilege to be able to do this job and to build on the strong foundations that have already been laid.
In my current position, I oversee a wide range of customer-facing teams, including those in stations, conductors, accessibility, internal and external communications, customer contact, service quality, catering, cleaning, and security and safeguarding. I’m looking forward to working closely with these teams, and I’m particularly excited to see what we can do together to help shape the future of our offering.
Where do you start when it comes to the role?
The priorities are clear: performance, quality and inclusivity.
Performance is critical to our success, and ensuring we deliver a high level of reliability will be key to rebuilding trust and confidence with our customers. We’ve already seen great progress in this area – for example, cancellations have been reduced by 70 per cent in the last 12 months. We need to continue building on these improvements.
Equally important is quality and driving customer satisfaction. Whether it’s catering, cleaning, stations, or customer relations, we need to ensure every touchpoint adds value to the customer journey. Some of the key achievements from the customer experience team that I’m excited to build on include enhancing our catering offering, such as the West Coast Kitchen service for first-class passengers, which we’re looking to expand to more routes across the network this year.
In terms of making the railway a more inclusive and accessible place, we’ve already seen a 62 per cent increase in the use of our passenger assistance service, supporting over 18,200 customers last year. We are also improving station facilities, like the
installation of a fully accessible Changing Places toilet at Stalybridge station and the upgrades at Middlesbrough to make toilets stoma-friendly. In 2025, we’ll continue to enhance these services with projects such as making all our station toilets stomafriendly and modernising station facilities, with the £500,000 refurbishment of the toilets at Hull, set to open in January.
Having recently marked 10 years at TPE, what learnings do you take from your previous roles in your current one?
I’ve been incredibly fortunate to spend the past 10 years at TPE, where I’ve had the chance to work in a variety of roles across the business. From working in ticket offices and station teams at Huddersfield and Manchester Airport to managing disruptions in our central control room, I’ve gained a deep understanding of the operational side of the railway. I’ve also held leadership positions in contract management, sustainability, business planning, and stakeholder relations, which has given me a
broader perspective on how the business works. These experiences have been invaluable in preparing me for this role. They’ve given me insights into the challenges faced by both our colleagues and our customers, and they’ve also taught me how important it is to work collaboratively across teams to drive improvements. I have also spent considerable time working with colleagues from the Department for Transport over the years and I know how important it is to shape the next era of our railway that puts the customer first.
My time in frontline roles, in particular, has been crucial in helping me understand the heart of the business and how we can best support our teams to deliver an excellent customer experience.
What do you hope to have achieved as Customer Experience and Transformation Director in your first year in the post?
In a year’s time, I hope we’ve made significant progress in continuing to improve performance, quality and inclusivity. I want to see the work we’ve done to ensure that we are delivering the level of
Porterbrook has announced the appointment of David Lister as Director for Scotland.
David has more than 20 years of experience managing transport operations, including 10 years at ScotRail where he is currently the Safety and Sustainability Director. He has also held leading operational roles at Edinburgh and London Southend airports.In this new role, David will ensure that the business provides the highest standard of service to its existing ScotRail fleets, and is well positioned to support the long term ambitions of Scotland’s railway. He will join in April 2025.
Ben Ackroyd, Chief Operating Officer at Porterbrook, said: “Our excellent relationship with Scotland’s railway goes back over three decades. David will play an important role ensuring we’re best placed with Transport Scotland to deliver their plans for growth.”
David said: “I am really looking forward to joining Porterbrook at an important time for the rail industry, and working with the team to ensure we meet the current needs and future ambitions of Scotland’s railway.”
service our customers expect.
I also hope to see the customer experience team further develop and innovate, particularly in areas like accessibility and catering, where we’ve already made fantastic strides.
On a personal level, I’d like to see stronger connections between all areas of the business, enabling us to continue working seamlessly as a team to deliver a truly exceptional customer journey.
Do you take on the role full of optimism for the journey ahead?
Absolutely! I’m incredibly excited and optimistic about the journey ahead. There’s so much potential to build on the strong work already underway, and I’m looking forward to working with the fantastic team we have here to create an even better experience for our customers.
The railway industry is constantly evolving, and there’s a real opportunity to make a positive impact. I’m eager to tackle the challenges ahead and to continue driving improvements that will benefit both our customers and our colleagues.
Was it always an aspiration to work in the rail industry?
It wasn’t something I initially set out to do, but I’ve absolutely loved my time in the rail industry. It’s been incredibly rewarding, and I’ve had some real highlights along the way.
One of the standout moments was stepping into the role of Business Assurance Director on an interim basis. This was a fantastic opportunity to grow my skills, and it really gave me the tools to lead a team as a director.
The High Speed Rail Group (HSRG) has expanded its Board of Directors with the appointment of Chloe Smith.
With over two decades of communications experience on major UK projects including the 2012 London Olympics, Crossrail, Transport for London tube and station upgrades, and HS2, Chloe is currently Director of Communications at STRABAG UK.
She oversees communication and engagement on several complex infrastructure and ground engineering projects. Among these projects is the construction of 22km of twin-bore tunnels for HS2 and the world’s longest single bored tunnel in Northeast England as part of the Woodsmith project.
Chloe brings extensive expertise in infrastructure delivery and in conveying the benefits of transport investment to sustain public and political support.
She said: “It is a privilege to join the group’s Board of Directors, and I look forward to implementing communication strategies that rebuild support and public confidence in transport infrastructure development.”
Another personal highlight was being involved in the rise to fame of Huddersfield’s beloved station cat, Felix. I had the honour of dressing her in her first-ever uniform – a tiny high-vis jacket – and helping raise her profile through book deals, merchandise, and media appearances. It was wonderful to see Felix become a national sensation, appearing on shows like BBC’s The One Show and Good Morning Britain and the initiative has raised more than £240,000 for charity. It’s these kinds of moments that make working in this industry so enjoyable and memorable.
phs Besafe, one of the UK’s leading suppliers of specialist PPE workwear and laundry solutions to the rail industry, has announced its new Managing Director.
Mark Stone, who has an extensive senior leadership background, joins phs Besafe in Tipton after four years as Chief Executive Officer at a leading pasta sauce manufacturer.
Part of the phs Group, phs Besafe provides a nationwide service to over 3,000 customers, making over 156,000 deliveries every year.
He said: “Crucial investments in the latest innovations have been made to ensure the business is as sustainable as possible, allowing drying process times to be cut by up to 50 per cent in recent years. We will keep making investments in green innovation as a key part of our ESG strategy.
“Our investment in people is also crucial. The team at phs Besafe is second-to-none and they are very proud of the reliable and efficient service they offer our customers. I want to continue to develop and build the team as we grow as a business to ensure we take them on the journey with us.”
Security, Fire & Blast Doors, Louvre Panels and GRP Platforms/Walkways for the Rail Industry
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The Mayor of London has described the line as a game-changer for the city, transforming travel in London and unlocking investment
More than 500 million passenger journeys have been made on the Elizabeth line in its first two and a half years.
The Mayor of London, Sadiq Khan, said: “The Elizabeth line has been a game-changer for the city, transforming travel in London and unlocking investment through the creation of new jobs and homes.
“With its growing popularity, the Elizabeth line is proving itself to be essential to London and the UK’s transport network and helping to build a better, more prosperous London for everyone.
“The evidence from the success of the Elizabeth line is clear – when you invest in high-quality transport infrastructure it can provide huge benefits for increased jobs, growth and the new housing we need in London and across the country.”
New reports published by Transport for London (TfL) and Arup have found that journeys made on the railway have powered the creation of jobs, homes, and other forms of regeneration across the route.
More than 90 per cent of customers surveyed as part of an evaluation study interim findings report say that the Elizabeth line has had a positive impact in their area, with many welcoming the increased transport connectivity to London suburbs and improved access to Heathrow Airport.
The evaluation study interim findings report has also found that improved cross-river connections are particularly welcomed around the Abbey Wood branch, where there has been an 11 per cent increase in access to employment. There has also been a six
per cent uplift in job accessibility along the Heathrow terminals branch. Overall, 62 per cent of customers surveyed say that the opening of the railway has had a positive impact on their access to employment opportunities.
There has been an increase in housing growth within one kilometre of an Elizabeth line station, with growth 14 per cent higher in east London and eight per cent higher in west London between 2017 and 2022, according to analysis in a new benefits report. Abbey Wood has emerged as one of the largest regeneration areas in London, with a six per cent increase in new homes alongside expectations for further development over the next five years.
Meanwhile, additional analysis by TfL has also found that between 2015 and 2022, there were 378,000 jobs created within one kilometre of Elizabeth line stations. During this period, the highest job growth in central London occurred around Liverpool Street station, as it prepared to welcome even more activity as part of the Elizabeth line.
Andy Lord, London’s Transport Commissioner, said: “The Elizabeth line has truly transformed life and travel in London and the South East by dramatically improving transport links, cutting journey times, providing additional capacity, and transforming accessibility.
“The findings from these reports confirm that the railway is powering important regeneration through new jobs and homes. As we look ahead to the next 500 million journeys, we will continue to focus on improving things for our customers, to ensure we remain London’s most popular railway.”
The Elizabeth line has truly transformed life and travel in London and the South East by dramatically improving transport links, cutting journey times, providing additional capacity, and transforming accessibility
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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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