RIA Wales & Western is a voice for rail suppliers across Wales and the West of England. In Wales, rail supports 22,800 jobs and generates £1bn of economic value; and in the South West supports 51,700 jobs and £2.6bn of economic value. We are supported by a Leadership Group of local industry experts, who contribute to RIA’s engagement with politicians, stakeholders and the wider industry across Wales & Western.
Vision & Purpose
● Be a recognised railway industry body in Wales & Western
● Represent Wales & Western supply chain interests to Government and key stakeholders
● Form and maintain a view on the priority rail issues in Wales & Western
● Influence policy decisions via related campaigns, public affairs, lobbying, white papers, events etc.
● Ultimately, support a stronger, better, and dynamic railway as part of an integrated transport system
Rail Supply Community Benefits
● Build insight and information to support RIA members to win business, mitigate risk and develop relationships and networks
● Build stronger relationships between RIA Wales & Western members and key stakeholders
● Provide a stronger voice, through collective action, for the needs of members in Wales & Western
● Provide access to RIA resources for members in Wales & Western
● Promote innovation in the supply chain
● Opportunity to showcase products and solutions through active involvement
● Provide networking, education and collaboration opportunities at events in Wales & Western
Stakeholder Engagement
● Map local stakeholders (political, academic, industry) and facilitate direct engagement
● Engage with and influence key rail decision makers in Wales & Western
● Establish, monitor, and manage priorities focused on outcomes for the four priority areas identified by the Leadership Group
● Build up knowledge of the Wales & Western railway industry issues and opportunities
● Collate and define stakeholder ‘problem statements’
We have identified four key priorities:
1. An integrated transport vision(s)
2. Visibility of funding mechanisms and pipeline for the whole supply chain
3. Innovation and testing opportunities and facilities to address cost challenges
4. Commitment and investment in developing industry skills and people (future proofing the railway and job creation)
Priority 1: An Integrated Transport Vision
“We need to bring together different stakeholders from across Wales & Western to work towards a holistic integrated transport vision, involving suppliers every step of the way. Rail has the power to connect communities and unlock economic opportunities.”
Common themes across the received presentations and associated plans and visions were:
Access for all users to Integrated Transport
Reducing Environmental Impact
Asset resilience & maintenance
Economic Growth
Engagement with Key Stakeholders:
● Western Gateway is a pan-regional partnership which brings together local leaders from across South Wales and Western England. In 2023, Western Gateway published a 2050 Rail Vision (Western Gateway 2050 Rail Vision) which outlines a range of proposals, the offer to and ask of the industry.
● Transport for Wales (TfW) is the Welsh Government’s transport body with a focus on sustainable multimodal travel to deliver an integrated network. Their delivery approach
was updated in July 2023: Remit for TfW 2.0. TfW’s Vision includes use of innovative technology (e.g. Hydrogen buses), better bus and rail integration, a published pipeline and an aspiration for “one network, one timetable, one ticket”.
● Network Rail Wales & Western (NR W&W) focused on their Intelligent Client model for CP7 (Control Period 7, 2024-2029). This will increase collaboration with the supply chain and deliver cost and time efficiencies through increased accountability of framework contractors. The NR W&W Strategic Plan sets out proposals for CP7: Wales and Western CP7 Strategic Business Plan.
● The West of England Combined Authority (WECA) brings together several local authorities in and around Bristol and includes rail investment as one of its core aims. To that end, WECA has created a 10-year Rail Delivery Plan: WECA 10-Year Rail Delivery Plan which includes committed funding of £350m to 2027/28 on rail schemes in the region.
● Growthtrack 360 has been launched to secure £1bn of rail improvements, which would transform the North Wales and Cheshire regional economy and deliver 70,000 new jobs over 20 years. It’s being led by a cross-border alliance of business, political and public sector leaders. The West and Wales Rail Prospectus is a vision for rail investment across North Wales and North West England.
● Peninsula Transport is a shadow sub-national transport body, bringing together the five lead transport authorities in the peninsula: Cornwall, Devon, Plymouth, Somerset and Torbay to transform the economic potential of the region. Peninsula Transport have developed their vision for transport.
● Welsh Government (Rail) want continued investment in the nation’s rail system, with aspirations including increased electrification aligned with rolling stock strategy. Their National Transport Delivery Plan (Llwybr Newydd) sets out their vision for an accessible, sustainable and efficient transport system.
What we plan to do next/want to see:
● We will arrange to receive updates from each of the key client and governmental bodies, so we can help the supply chain to be better informed, so that businesses can understand potential
areas for investment and opportunities for skill and innovation development and deployment.
● We will better understand the vision for rail and integrated transport across the Wales & Western, working with GrowthTrack360, Peninsula Transport and other bodies to gather and share information.
● We will identify opportunities for joint events with client bodies so that they can communicate their vision more widely, enabling enhanced supply chain engagement. This can include onward development from vision to scheme prioritisation and pipeline of schemes for delivery.
● We will use RIA’s national reach to help client bodies explore issues such as how their vision fits with further devolution and/ or rail reform aspirations. We will also look to identify synergies, overlaps and alignment with equivalent visions for energy, ports and wider transport.
● We will use our Skills and Innovation priorities to help clients realise aspects of their vision where new ideas and skills may be of benefit, connecting supply chain expertise to solve problems such as deployment of hydrogen, digital, modern methods of construction and global best practice.
Priority 2: Visibility of funding mechanisms and pipeline
“A clear and stable pipeline of work for the whole supply chain enables suppliers to plan for efficiency and investment. Early supplier engagement and collaborative approaches to the delivery of projects eliminate unnecessary inefficiencies.”
Priority Themes:
Economic uncertainty (and the knock-on effect it has on UK rail investment and funding)
A priority focus on driving greater cost efficiencies in rail projects
What we have we done:
● Developed a list of stakeholder and budget holders in the region.
● Engaged with Transport for Wales, West of England Combined Authority, Network Rail, Welsh Government and Western Gateway to gauge a clearer understanding of their priorities.
● Collated initial pipeline information and received commitment for sharing of current and future pipelines from key regional industry stakeholders and contractors, including TfW and AmcoGiffen.
● Created a templated question set for future industry engagements.
What we have learned:
● It is a challenging time across the industry for both funding and pipeline, coupled with a need to improve performance for customers and enhance asset reliability and resilience.
● Some excellent work has been done to produce long term strategies, but long-term funding commitments are required to enable them to progress.
● Procurement strategies and mechanisms vary significantly between organisations – wide scope of coverage required by supply chain.
● It’s becoming more difficult for SMEs to source and secure work.
● There are some great programmes of work identified in the region by NR, TfW, Western Gateway, GrowthTrack360 and Peninsula Transport, but currently very few of the projects included in these programmes are funded.
● There is a risk that once the Core Valley Lines in South Wales are completed, few or no enhancement schemes in the region will be funded.
What we plan to do next/want to see:
● Work with the RIA team to make sure that RIA members can access the latest funding and pipeline information for W&W along with links to tendering portals and third party information.
● Continue stakeholder engagement briefings.
● Arrange specific W&W “meet the buyer” events between Tier 1 suppliers and SMEs and seek commitment for frequent ongoing engagement.
● Invite RIA members to provide feedback to relevant industry stakeholders to help improve supply chain engagement and drive value for money and innovation.
● Undertake a post-election review to understand the outlook for rail in W&W, including implications of rail reform.
Priority 3: Innovation and testing opportunities and facilities to address cost challenges
“Wales & Western has a unique offering of innovation and testing facilities, which can benefit the whole industry. A clear focus on Research, Development and Innovation funding is required, for both the development and deployment of innovation.”
Priority Themes:
Decarbonisation
Decarbonisation:
● The RIA Electrification Cost Challenge (ECC) report references examples from the UK and globally to demonstrate that the high costs associated with some projects, including the Great Western Electrification Programme, can be avoided in the future. Reducing the cost of OLE with a UK first TfW transformation scheme, where rolling stock and infrastructure has been replaced in a single programme of works, allowing for discontinuous electrification to be installed avoiding many of the technical and cost challenges GWEP faced.
● The first battery powered trains have been trialled in Wales & Western with the aim to reduce emissions and fuel costs by 30%. The Class 230 battery train completed a 70-mile move from Long Marston to Reading Train Care Depot using just 45 per cent of its battery capacity. GWR’s team of specialist engineers on board the train say it could have travelled more than 120 miles on a single charge. With fast charging, the system is capable of delivering charging power of up to 2,000kW. Battery or hydrogen powered rolling stock could also provide an alternative solution to decarbonising the diesel fleet, with minimal infrastructure changes.
● The Global Centre of Rail Excellence development in South West Wales, offers the region the potential to become a national and international leader in rail and mobility research, testing and innovation. Such a platform would help to develop new strength in UK and European rail and support many of the priorities outlined in this document
including decarbonisation, cost-efficiency, climate resilience and critical infrastructure development.
Signalling:
Network Rail’s digital signalling programme will initially be outside of the Wales and Western region, however:
● Alternative digital signalling systems have been developed and installed in Wales and Western – for example on the Core Valley Lines. There are skills and knowledge within the region with, for example, Chippenham-based Siemens Mobility supporting the programme.
● Future enhancement schemes like electrification from Cardiff to Swansea should be developed with the integration of the future digital signalling systems in mind. It needs a concerted cross-industry effort to identify and overcome barriers to successful adoption. The railway must adopt a whole-system and longterm view to enable the right innovation.
Cost Efficiencies:
Network Rail have been set the target of 8% cost efficiencies in CP7 by the Government, meaning that the supply chain and Network Rail will need to consider new ways of working and delivering:
● Innovation, either in design or delivery, is key to achieving cost efficiency – for example, Modern Methods of Construction using the HUB station approach or in “Works Access Planning” by maximising track possessions and minimising disruption.
● Automation of the design process and the adoption of knowledge platforms could see the integration of AI into the design teams’ core processes pivoting from traditional service delivery to a dynamic, knowledge-centric approach. The University of Bath has launched its first Master’s Degree in AI for Engineering and Design and the University of Bristol has been chosen to host a new national supercomputer research facility at the National Composites Centre.
Climate Resilience
The Network Rail Wales and Western’s Weather Resilience and Climate Change Adaptation Plan Control Period 7 2024-2029 shows that digital asset monitoring and management operations and maintenance will play an increasingly important role in the coming years. To reap the full benefits, digital techniques need to be core business activities. This means building in digital approaches from the ground up and designing assets, operations, and maintenance around them. The sharing of robust datasets through appropriate channels should be built into procurement and service contracts to ensure compliance across the supply chain.
What we plan to do next/want to see:
● Understand more about the central procurement government website for standardised access and data assessment, which will be introduced as part of procurement reform.
● Examine how the GCRE opportunity could be realised and supported through the UK and Welsh Governments’ approach to industrial strategy and long-term pipeline visibility.
● Engage with RIA’s innovation work to feedback on issues such as data sharing, which will help prevent duplication and replication of effort and cost. We can also learn from other sectors such as banking (open banking) for crosscollaboration and data sharing.
● Support decarbonisation and signalling priorities with Western Gateway.
● Support Network Rail with their Innovation SPEED forum to share best practice and emerging innovations.
● Support Western Gateway with its Rail Innovation series “Modern Methods of Construction”, particularly in reference to stations.
● Look at climate resilience in the region to understand more how this can be implemented and understand more from the Network Rail Weather Risk Task Force.
● Engage more closely with; Unlocking Innovation events, UKRRIN, and TfW Labs.
● Continue dialogue and engagement with the Welsh Government Innovation Team.
● WECA/Peninsula/Growthtrack 360 – support innovation priorities as required.
● Explore the Aviation, Energy, Defence sectors to see if there are cross-pollination opportunities.
Future Events/Workshops/ Roundtables:
● Set up “Dragon’s Dens”, themed around problem statements, where suppliers can bring their solutions.
● Use the RIA Innovation Conference 2025, ICC Wales, to showcase innovation in W&W.
Priority 4: Developing Industry Skills and People
“Rail has a key role in delivering skills and creating green jobs at a local level. We need commitment and investment in the future of railway skills, to future proof the industry. We will champion Equality, Diversity & Inclusion across Wales & Western, promoting positive change and removing barriers to entry.”
Priority Themes:
Addressing skills shortages
Improving diversity
Understanding current capabilities/ skills in supply chain
Attraction/retention
Addressing skills shortages in uncertain times – with uncertainty around funding, for example with electrification and digital schemes in the region, in addition to emerging technology, specialist skills needed may not be available locally when required. Despite the uncertainty around new projects, the existing rail network in Wales and Western still needs a skilled workforce. The University of South Wales (USW) is leading a partnership with TfW, which will offer the first railway engineering degree apprenticeship in Wales. Approved by the Welsh Government and run in conjunction with Nantgarw-based Coleg y Cymoedd, the four-year course will give apprentices operating in the rail sector the opportunity to gain a university-accredited engineering degree. There is a requirement for a clear cross-sector road map and funded pipeline to ensure the skills are available when required
Improving diversity – women remain underrepresented in the transport sector, accounting for only 16 per cent of the rail workforce. The “Future Generations Act in Wales” places great importance on diversity and social mobility. Across the nation and region, there is a strong network of organisations promoting and supporting diversity which the RIA Wales and Western Group will engage more closely with:
● Women in Rail Wales offers support for Women in Rail members working in the Wales and Western region to improve gender balance, diversity and inclusion in UK rail.
● A working group was set up by the Welsh Government in 2020 to review diversity in the railway industry in Wales. The group’s membership includes representatives from Transport for Wales, Network Rail, Welsh Government and rail unions, as well as involvement from the charity Chwarae Teg.
● The Women in Transport Wales hub launched in 2022 is an inclusive and collaborative community for all transport industry professionals in Wales, aiming to drive forward better diversity and inclusion in the industry.
● Women in Rail & RIA EDI Charter – the Report showcases best practice in how to embed an inclusive culture in modern, dynamic rail organisations. Launched in November 2020, the EDI Charter for Rail now boasts over 200 signatories from across the UK rail industry.
● Young Rail Professionals – the UK rail industry is undergoing a transformation, with a focus on promoting diversity and inclusion to foster a more innovative and dynamic sector. Young Rail Professionals is at the forefront of this movement, driving change and pushing for a more inclusive workforce.
Understanding current capabilities/ skills in the supply chain – the rail industry has a demographic challenge with many employees due to retire by the end of the decade. Up to 75,000 people could leave the industry by 2030 which would result in a significant loss of experience and knowledge.1 NSAR (previously
the National Skills Academy for Rail) has provided data showing how many skilled workers of each type (e.g. Signalling Engineer, Operations Manager, etc.) will be needed each year, that we will use when influencing the approach to railway skills and training in W&W. As a safetycritical industry, rail must be able to retain sectorspecific knowledge and have a transition plan to replace key roles in areas such as operations or signalling. These jobs, and many others, are central to the future success of the industry, and without clarity of upcoming investment, it will be difficult for the industry to replace this knowledge and institutional memory efficiently.
Attraction/retention – with projects such as the Core Valley Lines soon to be completed and new electrification programmes yet to be committed to, there is a significant risk that people with those skills will look elsewhere outside of rail and the nation and region
including overseas. The RIA Wales and Western Leadership will look to engage more closely with Professional Bodies in the nation/region such as PWI, ICE, IMechE, CECA, IRSE, NSAR.
What we plan to do next/want to see:
● Ensure full integration with other priorities – we will not be able to deliver as an industry without the correct skills in place.
● Continue to make the link between visible pipelines and the ability of suppliers to invest in their workforces.
● Understand industry developments to align skills development, for example – digital and data (AI) impact on design and construction process.
● Focus on future needs, particularly in electrification, signalling, and systems integration.
● Engage with potential talent from universities located within W&W.
● Integrate regional needs and interfaces, including cross-border operations.
● Collaborate with existing organisations and bodies to avoid duplication of efforts.
● Explore organisations and groups that look to re-skill ex-military and ex-offenders, such as Routes into Rail.
● Explore opportunities for re-skilling in large and changing local industries, such as the Hinkley Point C nuclear supply chain and the South Wales steel industry.
Our thanks go to the members of RIA Wales & Western Leadership Group:
Karl Hatala AECOM
Mark Peters AmcoGiffen
Tom Schofield AmcoGiffen
Adam Lees Amey
Tristan Ralph Arcadis
Phil Harrison Arup (Vice Chair)
David Waters Asset Insights
William Jones AtkinsRéalis
Liam Ryan AtkinsRéalis
Sam King BWB Consulting
Dominic Adlem CPC Project services
Daniel Smith D2 Global (Chair)
Paul Whitcombe Frazer Nash Consultancy
Andrew Johnson GCRE
Oi Ki Cheung High Speed Rail Solutions
Brett Chatwin InvolveRPI
Tim Flower Konux
John Richmond Mallatite
Matt Hadden Morgan Sindall
Emily Fry Mott MacDonald
Mark O’Connor North Highland
Cate Lough One Big Circle
Tom Harrison PA Consulting
Aleksandra Naumowicz Siemens Mobility Limited
Clare Horton SLC Rail
David Camacho SYSTRA
Steve Stocks WCL Rail
Peter Button WSP
Martin Howell Worldline
Leadership Group Timeline
RIA W&W Launch (Senedd, Cardiff)
Launch of RIA W&W
Leadership Group:
• Dan Smith (Chair)
• Phil Harrison (Vice Chair)
Leadership Group Meeting (Swindon)
Priority 3: Innovation
• Barry Lloyd, Head of Innovation and New Product Development, Transport for Wales
• Rod Anderson, Southampton University
• Kelvin Davies, Head of Innovation, GCRE
• Mark Lewis & Gareth Loundes, Commercialisation Managers, Innovation, Welsh Government
Leadership Group Meeting (Bristol)
Priority 2: Funding & Pipeline
• David Jarman, Rail Programme Manager, West of England Combined Authority
• David McCallum, Strategic Development Programme Manager, Transport for Wales
Leadership Group Meeting (Bristol)
Priority 1: Integrated Transport Vision
• Lewis Brencher, Communications and Engagement Director, Transport for Wales
• Charles Heseltine, Programme Manager – Transformation, Network Rail
• James Cooke, Deputy Director, Western Gateway
Leadership Group Meeting (Cardiff)
Priority 4: Skills
• Micaëla Owen, Head of Skills and Workforce Transformation, National Composites Centre
• Dr Francis Cowe, Director FE Partnerships and Degree Apprenticeships, University of South Wales
• Louise Pennell, Associate Dean Business and Partnerships Faculty of Computing Engineering and Science, University of South Wales
We would like to take this opportunity to thank everyone who has presented, and for the positive engagement we have had with stakeholders in Wales & Western over the last year.
