RailStaff - Issue 291 | May - June 2024

EXPERT COMMENTARY: RUTH BUSBY, GWR & NETWORK RAIL WALES AND WESTERN | 18

Ruth Busby OBE speaks to RailStaff about her commitment to EDI and the importance of wellbeing.

TIME TO CLOSE THE GAP | 22

We welcome new columnist Daisy Chapman-Chamberlain who delivers her thoughts on EDI and pay disparity.

BREAKING TABOOS AROUND WOMEN’S HEALTH | 28

Among the hurdles facing women in the industry are unique health challenges. It’s time to start talking about them.

TOCS TAKING PRIDE IN DIVERSITY AND INCLUSION | 30

In the midst of Pride month, train operating companies are championing their LGBT+ colleagues and customers. CPC: SHARING ITS SUCCESS | 32

Steve Moles explains Employee Ownership Trusts, and why he’s made the right move for his company.

© Daisy Chapman-Chamberlain

Contact us:

Editor: Matt Atkins

Production and design: Lauren Palin Adam O’Connor

Track safety: Colin Wheeler

Advertising: Asif Ahmed Craig Smith

Contact email addresses

News: news@rail-media.com

Track safety: colin@rail-media.com

Pictures: pictures@rail-media.com

Adverts: adverts@rail-media.com

Subscriptions: manda@rail-media.com

Contact details

RailStaff Publications, Rail Media House, Samson Road, Coalville, Leicestershire, LE67 3FP.

Tel: 01530 816 444

Fax: 01530 810 344

Web: www.railstaff.co.uk

Email: hello@rail-media.com

ALL CHANGE, PLEASE

There’s been a sense of change in the air ever since Rishi Sunak called a General Election for 4 July. It would be wrong to presume the outcome but there’s a definite sense that the balance of power in the House of Commons is set to change. That said, politics is as much of an art as a science, and election shocks are part and parcel of the process. Whatever the result, we can only hope that it brings a season of positive change for the industry.

As the Government appears to steam towards election defeat, near misses, derailments, and collisions dominate Colin Wheeler’s regular safety digest. However, he looks to the post-election future with a sense of optimism that a reorganised, well-motivated railway, is in reach. Let’s hope that can be achieved no matter who’s in Number 10.

In this edition’s features, we take a swing to the left as we sit down with Steve Mole of CPC to discuss his decision to transition the business to an Employee Ownership Trust (EOT). The model is designed to encourage broader employee ownership and participation, deliver tax benefits and ensure continuity for the business. Having touched on employee issues, we honour the work of our brothers and sisters on the network's train presentation crews, who toil away, often out of sight, to make our trains a pleasant space to while away the time. Surely, it’s about time they got the recognition they deserve? Workers of the world, unite!

Staying in a progressive frame of mind, the focus of this issue is – Equality, Diversity, and Inclusion (EDI) and there’s something of a bias towards women, for a change. We begin by welcoming Ruth Busby OBE who chats to us about her varied career, her route into rail, and the passion for EDI which earned her a nod in the New Year’s Honours List.

Next, we meet new columnist Daisy Chapman-Chamberlain, who explores the disparity in pay between male and female colleagues and asks how the industry can close the gap. Women in Rail’s Marie Daley then joins us to discuss how the industry can make itself more attractive to the younger generation and open the doors to upward progression.

Women’s health issues are a largely undiscussed fact of life, and sweeping these issues under the carpet holds them back in the workplace. We shine a spotlight on one condition which affects more people than you might think. Finally, we celebrate Pride Month with a look at how the UK’s train operating companies (TOCs) are showing support for their LGBT+ colleagues and customers.

We close with an update from Bonnie Price, CEO of Young Rail Professionals who brings us back to the issue of EDI and invites us to broaden our horizons with a spot of global travel.

Once the election is over, a holiday might be what we all need, whichever side of the political spectrum we stand on.

Rail Minister applauds Railway Mission

Rail Minister Huw Merriman joined fellow MPs and peers to hear how RSSB’s research is verifying the social value of the Railway Mission’s work, which generates over £3 of value for every £1 of income the charity receives.

The West Dorset MP and former rail manager, Chris Loder MP, hosted the briefing of MPs and peers from all sides of the houses on 13 May, which included the Rail Minister Huw Merriman, Transport Committee chair Iain Stewart, and Network Rail chair Peter, Lord Hendy of Richmond Hill. The event heard from RSSB’s sustainability experts and the Railway Mission’s team.

Rail Minister Huw Merriman MP said: “The Railway Mission plays an important role in providing support to railway staff across the country through the most difficult of times and I’m a huge supporter of their work. I was pleased to join the team again to hear inspirational stories and welcome the RSSB’s report which highlights the valuable contribution this brilliant charity delivers.”

The Railway Mission is a faith-based

Christian charity offering independent, confidential, impartial pastoral care to the railway community and members of the public affected by railway operations. The mission’s chaplains offer face-to-face yearround support to anyone, especially during an individual’s time of loneliness, stress, depression, trauma, bereavement or illness.

The work contributes to self-esteem, health and wellbeing, and productivity as well as a wider training and knowledge base. While this vital work is highly cherished by people and organisations across the rail sector, historically it has not been possible to put a value on it in monetary terms.

Liam Johnston, executive director at the Railway Mission said: “As the executive director of the Railway Mission, I am profoundly grateful for the recognition of our work's significant impact. This evaluation reaffirms our commitment to serve the railway community with compassion and

dedication, delivering tangible benefits that extend beyond the rails. We are inspired to continue our journey, enriching lives and nurturing resilience across the sector."

Using the Rail Social Value Tool, sustainability experts at RSSB have been able to calculate the social value that the Railway Mission generates. This is £3.13 of value for every £1 of income it receives. The total contribution to society in the last 12 months was £1,848,851.

The Rail Social Value Tool has been codeveloped by RSSB and social value experts Loop, in close association with Network Rail. The tool provides a way of calculating an organisation’s social value in monetary terms, based on data about its economic and social deeds. Many train operating companies and other businesses already subscribe to the tool to provide them with a stronger evidence-base of their own social value, aligned with HM Treasury Green Book Principles.

'Magstripe' tickets nearing the end of the line

Northern has said that the iconic, orange ‘magstripe’ train ticket could be something of a museum exhibit within as little as five years.

The train operator says its customers’ ever-growing preference for digital tickets and the introduction of actual 'paper' tickets has seen them use 2.3 million fewer ‘magstripes’ in the last 12 months.

Less than 20% of journeys on Northern services in 2023-24 were made using a ‘magstripe’, with the number in-use falling by 12% compared to 2022-23, from 20.3 million to 18 million.

During the same period, the number of people using digital tickets on Northern services grew by almost 19%, from 54.8 million to 65.2 miliion.

A spokesperson for Northern said: “All of our standard tickets are available in electronic format and people clearly enjoy the flexibility of buying their ticket ‘on the go’ and being able to store it on their mobile phone or tablet.

“We’re also increasingly able to offer actual 'paper' tickets from our ticket offices and vending machines for those who prefer a physical proof of purchase.

“Whilst ‘magstripes’ might generate a sense of nostalgia, it’s important to remember that because they’re made from more than one material, they’re less recyclable and could ultimately end up in landfill - whereas paper tickets can be easily recycled with other paper products.

“At the current rate of decline and with an ever-greater focus on digital and paper alternatives, 'magstripes' are definitely nearing the end of the line. They could be something of a museum exhibit within five years.”

The current version of the iconic, orange ‘magstripe’ ticket was first used in 2014, when Northern was selected by the then Association of Train Operating Companies (now known as the Rail Delivery Group) to carry out a trial at stations across the North of England. They went on to become the standard ticket for all train operators and remain in use to this day.

Thames Valley Viaduct reaches halfway point

Construction of HS2’s pioneering Thame Valley Viaduct has now passed the halfway point, with 44 out of 72 customised precast beams in position, 66 of the 70 piers installed, and work well underway on the deck that will support the railway.

The viaduct near Aylesbury is one of the longest on the high-speed rail project and a UK-first in terms of the amount of the structure which is being manufactured off-site.

Instead of using a more traditional approach, with multiple narrower beams for each span, the design team opted for a simple structural solution with just two larger hollow 20 or 25-metre u-shaped beams per span.

These, alongside deck slabs, parapets and all but two of the piers, are being manufactured almost 85 miles away, at a factory on the Isle of Grain, in Kent.

The simple design, inspired by viaducts on the Spanish high speed rail network, allows the beams to be secured end-to-end without concrete being poured on site. It also reduces the amount of carbon-intensive concrete and steel in the structure – cutting its carbon footprint by around a third.

Crossing the flood plain of the River Thame, the 880-metre-long viaduct will carry HS2 services between London and Birmingham –dramatically improving journeys while freeing up space for more freight and local services on the existing network.

Set low into the landscape with a purposefully simple and consistent profile, the underside of the viaduct will be just three metres above the ground, with 36 even spans

crossing the river and surrounding flood plain.

As well as cutting embedded carbon, the pre-fabricated approach also requires fewer lorries to deliver material to site, simplifies construction, cuts waste and reduces disruption for the community during construction. Safety on site is also improved by reducing the amount of work at height.

Ben Sebastian-Green, HS2 Ltd’s senior project manager said: “Thame Valley is one of the longest – and from an engineering perspective, one of the most interesting –structures on the project and it’s been great to see so much progress over the last six months.

“The post-tensioned double-beam approach used here has enabled more of the viaduct to be manufactured off-site – dramatically improving efficiency, safety and quality while delivering outstanding performance and durability.”

The viaduct was designed by HS2 Ltd’s main works contractor, EKFB – a team made up of Eiffage, Kier, Ferrovial Construction and BAM Nuttall – working with specialist on-site construction partner, FC Civils Solutions.

Following the success of the design, a similar approach is now also being used for the nearby Edgcote Viaduct in Northamptonshire.

Emma Bolado-Arroyo, EKFB’s project manager, said: “We’re at a crucial and exciting stage with the construction of this innovative viaduct, with beams, piers, post tensioning and pre-cast slabs under construction. This incredible progress is a testament to the hard work and drive of our expert teams. We’re all very excited to see this structure being delivered safely and to programme.”

Freight train named after hero signaller

Logistics operator GB Railfreight has named a locomotive after Signaller Bill (Willie) Taylor, 40 years after his quick thinking prevented a catastrophic train crash.

At 05:30 on Tuesday 1 May 1984, Bill (a signalman at Carlisle Power Signal Box (PSB) realised that 4S55, a Liverpool (Garston) to Glasgow (Gushetfaulds) freightliner train had become divided south of Carlisle and both portions of the train were rolling downhill towards Carlisle Citadel station. It was carrying dangerous, highly explosive chemical goods, including toxic tetraethyl lead compound - the treatment used in leaded petrol - and 750 bags of oxalinic acid.

Using all his knowledge and experience, Bill quickly and calmly switched the uncoupled wagons onto the empty Carlisle Goods Avoiding Line, avoiding disaster. His actions divert the carriages into a bridge and the River Caldew, avoiding the station where passengers were boarding a train.

Speaking to the BBC, Bill's son, David Taylor said: "My dad diverted a train which caused quite an incident, but averted a much bigger incident, and thankfully noone was injured,"

"It is interesting to know that dad was on the ball at 5.30 in the morning after a night shift.

"He must have been a really dedicated signalman. He sadly passed away a year later and naming a locomotive after him makes it all the more poignant."

Bill also later said: “There was little time to discuss what would be the best course of action – I knew there was going to be some form of incident whatever action was taken, but the lesser of the two evils was to divert the runaway away from the station, protecting the station and Carlisle city centre”.

© Paul Darlington

Northern recycles over 10,000kg of uniforms

In 2023, Northen announced it had signed a deal with recycling specialist Avena so that its ‘end of life’ uniforms could be shredded and turned into ‘further life products’.

Between May 2023 and April 2024, the arrangement saved over 4,000kg (4,364kg CO2e) of carbon emissions than if the same volume of material had been sent to landfill.

That’s the equivalent of over 11,159 miles driven by an average petrol car or over 2,000kg (2,181kg) of coal being burned. It’s also the same carbon emissions generated from charging 288,031 smart phones.

Northern has tens of thousands of pieces of uniform and workwear in use by colleagues across the business at any one time.

Many of the items feature the Northern logo and therefore have to be disposed of safely for security reasons – to avoid the possibility of items being used by those looking to impersonate rail workers and gain access to restricted areas of depots and stations.

As part of the new recycling drive, 'end of life' uniforms have been collected from 25 depots and train crew centres across the Northern network on a regular basis over the last year.

They are taken away and shredded by Avena, a specialist in brand security through processes including textile shredding, clothing destruction, and textile recycling.

Mike Roe, safety and environment director at Northern, said: “Uniforms are something we have in abundance and through natural wear and tear and turnover of staff we regularly have to order-in fresh supplies.

“Knowing that we’ve sent over 10 tonnes of material for recycling through this initiativewhich would otherwise have been incinerated or sent to landfill – is something Northern can be proud of.”

Passengers demand earlier advance tickets

Campaign for Better Transport and rail passengers have called on train companies to change the way they sell advance tickets to encourage more people to travel by rail.

The transport charity wants to see the ‘official booking window’ – currently 12 weeks ahead of travel but could be less depending on where you purchase your ticket – changed to 16 weeks to encourage more people to take the train rather than fly or drive.

To enable this to happen, Campaign for Better Transport is calling for Network Rail’s deadline for publishing timetables to be extended from 12 to 16 weeks, and for all train companies and ticket retailers to start selling all tickets at least 16 weeks in advance.

Michael Solomon Williams from charity Campaign for Better Transport said: “With less than three months until the summer holidays begin, holidays, hotels and event tickets can be booked, but many train tickets simply aren’t available yet. Having such a small booking window makes planning train journeys harder than it needs to be and is reducing rail’s competitiveness with other modes of transport like flying and driving. It’s time all train companies and retailers offered passengers a bigger booking window so that people can plan their travel further in advance knowing they are getting the cheapest ticket available.”

Booking windows vary widely by train company, ticket type and time of travel, with open tickets available further in advance from certain retailers, in some cases with the provision of the booking being subject to change once the timetable is confirmed.

Campaign for Better Transport argues that this inconsistency is creating confusion for passengers, damaging trust in the railways and making rail less competitive with flying and driving at a time when it is vitally important that sustainable travel is made as simple as possible for all.

Whilst domestic rail passengers are restricted by the current narrow booking window, Eurostar and European trains are bookable much further in advance meaning that those planning to travel by train to Europe from the UK, or vice versa, are unable to book their entire journey in one go.

Campaign for Better Transport is calling on train companies to end this inconsistency and make things simpler for passengers. To help extend the booking window and ensure that journeys can be booked up to 16 weeks ahead of travel, the transport charity is calling on Network Rail to better manage repairs and upgrades and set its engineering works timetable at least 16 weeks in advance to enable passengers to plan their journeys and train companies to sell tickets without the need to worry about possible changes.

SVR launches fundraising appeal

The Severn Valley Railway (SVR) has announced a new fundraising appeal, aimed at supporting its operational resilience in the coming years. Called the SVR Resilience Fund, it is replacing the railway’s Survival Fund appeal, launched last year.

“We are indebted to everyone who supported the Survival Fund,” said Jonathan ‘Gus’ Dunster, the SVR’s managing director.

“It raised a very substantial £500,000 and has helped us turn things around from what was, without doubt, a time of crisis.

“We’ve now wound up the Survival Fund, but there’s still a long way to go before we can say we’ve fully recovered. We’re going to need ongoing support to meet our running costs for some time to come, so that we can build the railway’s resilience and confidence, and safeguard assets such as

rolling stock and infrastructure.”

The SVR Company Limited is leading the new SVR Resilience Fund. This volunteer-run member of the SVR family of companies is separate from SVR (Holdings) Plc, the train operating company.

“Because we’re a volunteer company, we’re able to keep overheads to a minimum,” explained Diane Malyon, the chair of the SVR Company Limited. “And that means we’ll be able to pass on to SVR (Holdings) every penny possible to support the railway’s operational resilience, and to secure its future for many years to come.”

“The costs associated with running a heritage line can be very high,” continued Diane. “For example, the railway has to spend £500 on coal for a steam locomotive’s return trip along 16-mile line, and a new set of points will be an eyewatering £10,000.

“Those are some of the higher costs, but donations of all sizes will help, and will be very welcome. A ton of granite ballast costing £25 will stabilise the track for example, and with £50 we can buy three litres of specialist paint for a locomotive or one of our heritage carriages.”

A 1,600-strong volunteer team carries out most of the roles at the SVR. “Seeing how much people enjoy themselves when they visit tells me just how important this place is.” said Alex Cleall, 17, who recently qualified as a volunteer ticket inspector. Volunteer guard Dawn Adams, 32, echoed this support, adding, “The SVR really is something special and I’d like to think it’ll be here for our children, and generations to come.”

“We suffered a huge loss of income during the Covid lockdowns when we had to shut down for extended periods,” said Jonathan. “And the current cost-of-living crisis has damaged visitor numbers, whilst the price of coal, diesel, electricity and everything else we need continues to rise.

“We’ve made massive savings with scrupulous spending controls and by reducing our paid staff, and we’ve found new ways of earning income by undertaking contract work for main line railway companies. But operating the SVR is a costly business, and we need every bit of help we can find right now.

“Next year, we’ll be celebrating the 60th anniversary of the SVR pioneers coming together to save this wonderful line. Will we be running in another 60 years? We think so, and we hope we’ll get the support we need to achieve that ambition.”

30,000 trained to help prevent suicide

On Monday 13 May, Samaritans announced a new milestone in its Managing Suicidal Contacts programme as more than 30,000 staff members across Britain's railways have been trained to help people in crisis.

In partnership with Network Rail and the wider rail, the programme trains rail staff and British Transport Police employees, giving them the confidence and skills to identify vulnerable people and start a conversation to get them to safety. Since 2010, rail employees have made thousands of potentially life-saving interventions.

Samaritans head of rail programme, Olivia Cayley, said: “Our partnership with Network Rail started in 2010 – and its impact is immense. In recent years, people have had to deal with a global pandemic emergency and the cost-of-living crisis, which has had a huge impact on people's well-being. Having the knowledge and confidence to reach out to someone in distress and offer your time to listen and help is hugely beneficial.

“We know that one in five people have suicidal thoughts – this partnership with Network Rail means if people need someone to talk to when in crisis, they will not be alone, and help is there for them.”

Craig Munday, a mobile operations manager at Network Rail is just one of the many beneficiaries of the Managing Suicidal Contacts training.

Craig says: “I did the training online during lockdown and it

was amazing. The main thing that stuck with me is how little time someone harbours suicidal thoughts and how just asking them a question could break that thought. It changed the whole way I look at things when I’m out and about at work and at the stations.

“If I see someone who looks upset, I make sure I go up to them and start a conversation, asking ‘are you okay, are you waiting for a train?’. I think I was always cautious, but it’s made me more confident to approach people – you never know who you’re going to help just by saying ‘hi’.

The

NEWS IN BRIEF

RUNNING FOR A CAUSE

A TransPennine Express conductor manager is running the world’s largest half-marathon in celebration of a former colleague and her father – and to raise money for a mental health charity.

Lucy Kilby, from Manchester, is running the Great North Run for muchloved TPE colleague Dominic Johns, who was a driver manager based at Manchester Piccadilly and Liverpool Lime Street, and who sadly died in March 2023.

She is also running to celebrate her late father, Michael – and aims to raise funds for Andy’s Man Club.

The men’s suicide prevention charity offers free-to-attend peerto-peer support groups across the United Kingdom and online.

ELIZABETH LINE TRANSFORMATION

Transport for London has revealed the positive impact of the Elizabeth line on travel and the economy.

The Elizabeth line is the fastestgrowing railway in the UK with more than 350 million journeys being made on the line since opening in May 2022, significantly helping to drive recovery from the pandemic emergency, supporting regeneration across the capital, and adding an estimated £42 billion to the UK economy.

During its first full year of operation, the Elizabeth line saw more than 150 million passenger journeys. In 2023/24, there were 210 million journeys made on the Elizabeth line, a dramatic increase.

READY FOR REFORM

Cabinet Secretary for North Wales and Transport, Ken Skates, has laid out three asks of the UK Government and his ambition for an integrated, efficient system which meets the needs of Welsh passengers.

He called for: full autonomy for the Wales and Borders franchise; a partnership role in designing and managing services run by other operators which impact Welsh passengers; and for Great British Rail to be accountable to the Welsh Government and the Senedd for its work in Wales.

He said: “This bill could and should provide a significant step towards a clearer role for the Welsh Government. We want to work in partnership on rail reform to deliver a simpler, more efficient system for the benefit of passengers in Wales and the borders.”

HS2 fund boosts community projects

More than £16 million has been invested in community and business projects bordering HS2’s route, helping to drive the local economy, enhance the environment and boost wellbeing.

New figures show that £2.56 million was allocated via the HS2 community and business funds programme over the last 12 months – taking the total above £16 million since they were launched seven years ago.

The investment has been made in 285 separate projects to date, including upgrades to community buildings, improved sporting and play facilities, activities for young people, wildlife enhancements and the creation of community gardens.

The total has been swelled by a further £55 million-worth of matched funding, including volunteer time and cash resources, underlining the extent to which the funds act as a catalyst to drive community projects.

of an aging sports hall floor at the group’s Stoke Mandeville Stadium base in Buckinghamshire – the birthplace of the Paralympic movement – allowing it to be used by multiple groups including those playing wheelchair basketball, wheelchair rugby, badminton and netball for the over 50s.

• A further £75,000 to the Talisman Theatre and Arts Centre in Kenilworth, Warwickshire, allowing the long-running

HS2 COMMUNITY AND ENVIRONMENT FUND AND BUSINESS AND LOCAL ECONOMY FUND INDEPENDENT ANNUAL REVIEW – 2023/24

The latest figures were revealed in an annual report published by Groundwork UK, independent administrators of the funds, on behalf of HS2 Ltd.

According to the report, funding over the last 12 months has been concentrated on “priority” geographical areas to ensure that all communities along the line of route receive a fair share of the funding.

Two funding streams – the Community and Environment Fund (CEF) and the Business and Local Economy Fund (BLEF) – were launched in 2017 to aid communities affected by construction of the new high-speed line. This is over and above other statutory compensation to individuals, businesses and local economies facing direct disruption as a result of Britain’s biggest infrastructure programme.

In the last year, 49 awards have been made in total, including:

• £75,000 to the British Wheelchair Sports Foundation to support the replacement

arts and cultural facility to build a new fringe stage as well as improved bar and reception area, helping to futureproof the valuable community space.

• £41,964 for the Bengali Workers’ Association near London’s Euston station, delivering a weekly “older people's project” to support isolated residents aged 50 and over in the local community.

• A £40 million funding pot was created when the schemes were launched, covering Phase One from London to the West Midlands. The investment will cover the entire construction timeline of HS2, which is expected to start operating between 2029 and 2033.

In addition, a further £5 million of funding was made available for Phase 2a between the West Midlands and Crewe when this part of the line was approved by Parliament in early 2021. This closed to applications in November last year following the government decision to cancel the northern legs of HS2.

Communities in Fife celebrated on 29 May, as they marked the official opening of the Levenmouth railway by First Minister John Swinney.

Over 300 guests from the local community and those involved in the project joined the First Minister on a specially wrapped train to travel from Waverley to Leven for a plaque unveiling.

Guests then travelled to Cameron Bridge for a welcome reception to mark the return of rail services for the first time in more than 50 years.

The First Minister said: “Many people have long waited for the return of rail service to Levenmouth and I am delighted to be part of the open celebrations.

“The local volunteers from the Levenmouth Rail Campaign group should be immensely proud of this historic achievement of reinstating rail connections for the community.

“This rail link exemplifies the Scottish Government’s

First Minister opens Levenmouth Railway

commitment to investing in our public services, growing our economy, taking climate action and investing in key areas that will help eradicate child poverty. By improving access to leisure, economic, employment and educational opportunities, alongside improving the connectivity to and from the area for residents, visitors and businesses, this rail link will help transform the lives of families and young people in the area.”

Among the special guests were members of the Levenmouth Rail Campaign group who were instrumental in bringing the project to fruition.

Dr Allen Armstrong, chair of the Levenmouth Rail Campaign (LMRC), said: "All campaigns and their contexts differ but ten years is a very short time-span in the life of any rail campaign.

"The fact that disadvantaged Levenmouth – in decline for over five decades since mining, docks and railways closed and where social capital and civic engagement is not that strongwas able to mount an intensive

community-led campaign which played such an important role in achieving its main objective, well-supported by Council and elected representatives, has been a source of both surprise and pride.

"Levenmouth is back on the map and regeneration prospects aided by other projects in the pipeline are brighter now."

The official opening marked the start of a weekend long celebration in Fife that included a Council led garden party

on Thursday 30 May and a community day on Saturday 1 June. Passenger services got underway on 2 June.

The rail link represents the largest part of the wider sustainable transport programme and is an investment of over £116 million by the Scottish Government, alongside the investment in improved local bus services and active travel to link to key local services and the rail network.

“I’ve

never found a more perfect example of how older people should be cared for than Woking Homes.”

Former Chairman, Age UK, Waverley

Zonegreen protects Derby depot

Sheffield-based Zonegreen is bringing new safety measures to of one of Derby’s busiest rail depots.

The rail safety specialist has upgraded existing protection and installed a train movement warning system at Etches Park in Derby, to enhance the working environment.

Zonegreen’s Train Movement Warning System is now controlling the safe arrival and departure of vehicles on four fuel roads at Etches Park, as part of enhancements being made to allow the maintenance and upkeep of new class 180 Hitachi rolling stock.

Staff activate the warning system via an operator panel, allowing two shunt signals on

each road to control inbound and outbound vehicle movements. Once a train has been set to proceed by the shunt signal, warning beacons flash to alert staff working on the road of the approaching vehicle. As the roads are in close proximity to each other and on a curve, different coloured warning beacons have been used to distinguish which road is active.

If a vehicle passes a signal in error and enters a road that has not had a movement initiated, treadles have also been installed to detect the danger and trigger the flashing warning beacons to alert staff. The system is also interlocked to avoid conflict and ensure only one movement per road can take place at any time.

Working in collaboration with main contractor, Keir and depot operator, East Midlands Railway (EMR), Zonegreen has also developed an overview screen for the warning system that is installed in the shunter’s office, allowing activity on all four fuel roads to be monitored.

Christian Fletcher, Zonegreen’s head of engineering, said: “Fuel roads are very busy, particularly at night, when vehicles are being prepared for service the next day. This means workers face a number of dangers in these areas of a depot and we’re really pleased to see EMR taking positive steps to reduce the risks to its staff.”

Lumo celebrates apprenticeship scheme success

Tyneside-based train operator, Lumo is celebrating that 95% of its workforce began as apprentices recruited through its partnership with provider, Train’d Up.

Lumo’s 95% milestone follows a five-year partnership between Lumo and Train’d Up, which has seen many successes. This includes 16 drivers in one cohort, the largest number of driver trainees Train’d Up has seen in its 20 years of operation.

The welcomed announcement follows news that the UK has seen a 2.5% overall

boost in apprenticeships in the last year. Yet, there is still work to be done in the North East due to an ongoing decline in uptake from 23,260 in 2018 to 18,450 in 2023.

To date, a total of 78 Lumo customer drivers and customer experience ambassadors have successfully enrolled through the apprenticeship scheme completing a range of training modules.

The custom designed programme prepares Lumo colleagues beyond their day-to-day roles. Additional ICT training is included to ensure they have the skills

required to advance internally from day one and, adapt to the quickly approaching digital future.

The apprenticeship partnership with Train’d Up began in 2020, ahead of the business’ launch date on 2021. It was created and, has continued to give the local workforce new opportunities and, the chance to develop new skills to readily enter the rail industry.

Paul Daglish, lead learning specialist at Train’d Up, commented: “Lumo really highlighted the importance of staff training from day one by working in tandem with us and developing their operational standards in line with our training standards.

“An apprenticeship is a key step towards becoming a train driver in the UK as handson, situational experience is vital. Lumo is helping to give the local area the opportunity to join the rail industry and learn brand new skills all while earning.”

Lumo’s success has inspired sister company, Hull trains, to approach Train’d Up to support its apprenticeship programme.

A further group of seven new recruits are scheduled to take on the customer ambassador training to join Lumo this summer.

On Friday 31 May, open access operator Hull Trains welcomed the Shadow Secretary of State for Transport, Louise Haigh, to officially open the company’s new Learning and Development Academy and to experience the facility’s new world-class train driver simulator in Hull city centre.

Employing 120 people, Hull Trains actively promotes apprenticeships, particularly for the role of drivers. The company received more than 400 applications for its most recent intake.

The launch of the new Learning and Development Academy in Hull’s iconic K2 building highlights how Hull Trains is at the heart of innovation in the rail industry and is continuing to contribute to jobs and skills development in the region. Its drivers are now able to experience an even higher quality of training by becoming familiar with in-cab digital signalling before it is fitted to Hull Trains’ fleet as part of the company’s commitment to training the future talent of a truly digital railway.

Martijn Gilbert, managing director at Hull Trains, said: “At Hull Trains our team are fundamental to who we are as an

Hull Trains committed to learning and development

organisation and this is reflected in our recent colleague ‘Your Voice’ survey which showed an overall engagement score of 84%.

The Learning and Development Academy is key to our plan of harnessing the talent of tomorrow and ensuring that they have the skills to drive our company forwards for the benefit of customers and communities.”

Louise Haigh, Shadow Secretary of State for Transport, said: “We must inspire the next generation to join the exciting range of roles on offer in the rail industry and the Hull Trains Learning and Development Academy is a fantastic example of the cross-industry commitment to attracting the talent of tomorrow.

“Lumo and Hull Trains have done a fantastic job in adding capacity and choice for passengers across the rail network.

“That’s why open access operators like these will play a role in the future of our railways under Labour – making the most of network capacity and ensuring passengers have the best possible service and that communities are served with the railways they deserve.”

Several driver apprentices have already been recruited

to support the Hull Trains expansion. They are all now fully qualified and driving the Hull Trains route, demonstrating the quality and longevity of the training available from the open access operator.

Also present at the event was one of the company’s most successful graduate train drivers, Jamie McHale. Louise Haigh presented Jamie with a certificate to mark his remarkable simulator assessment score of 100%. It’s extremely rare for anyone to achieve such an impressive

result and Hull Trains took the opportunity to recognise Jamie’s fantastic achievement.

Jamie, said: “I really enjoy my role as a train driver for Hull Trains. The training and support I received when I joined was superb and I really dedicated myself to achieving the best possible results. Even so I was still surprised to achieve top marks and I hope it can inspire others to do the same. The technology is changing and improving all the time and the simulator really is a realistic representation of what it’s like to drive a train.”

The launch also welcomed six-year-old Tyler Grannon from Hull. Tyler has recently overcome personal challenges in his life and, as an aspiring train-driver and rail enthusiast, was nominated by classmates at his school in Hull to experience a VIP day with Hull Trains planned for next month. The Hull Trains team were delighted to invite him along to the launch event and present him with his own miniature uniform ahead of his experience day shadowing a train driver.

Makin Fisheries

Wednesday 14th August 2024 Wolvey,

© Nigel Roddis/PA Media Assignments (Hull Trains PR)

REPORT BY COLIN WHEELER

SAFETY AWARENESS & CULTURE NEED TO IMPROVE

Iwas pleased to see the recent updating of Network Rail’s Safety Bulletins on their Safety Central website which is accessible to all. Network Rail says they are “regularly sent out to staff”. Hopefully, all relevant employers of staff working on Network Rail’s railways use them to brief their people.

Colin Wheeler.

It is more important than ever that supervisors and managers reinforce safety culture via face-to-face discussions with their staff. Personal commitment is needed. I recall from years ago the efforts made by Trades Union Safety Representatives, whose dedication and commitment contributed hugely to the safety culture in the railway industry.

A NEAR MISS AND CONTRACTOR FALL

On 5 April, a report was issued describing how a contractor was seriously injured on 11 March. The individual was working on wooden infill in Clapham Depot carriage wash area adjacent to the parapet when the wooden infill collapsed, resulting in a fall of 20 feet onto another section of railway below.

The incorrect installation of Emergency Speed Restriction (ESR) equipment “on multiple sites” was reported on the Safety Central website relating what are described as “several instances” during 2023. On April 30, a near miss with a trackworker was reported on a limited clearance underbridge at Chiltern Green Luton.

RECENT RAIB REPORT

On 27 March, the Rail Accident Investigation Branch (RAIB) issued report 02/2024 about the derailment of a tram at Bulwell, Nottingham on 12 June last year. It was at 17:05 when a southbound tram, travelling at 25mph “approached a set of facing points in an unsafe condition”. At the north end of Bulwell tram stop it travelled over points but the tram’s first and second set of bogies “were routed in different directions.”

The tram derailed and struck an overhead line pole supporting the overhead wire. As a result, a pane of glass was dislodged and struck a passenger causing a minor injury. The tram driver was also injured. The spring-loaded points were in an unsafe condition having not reset after the passing of two north bound trams. A visual indicator located alongside the points was “not observed by the tram’s driver”.

POINTS ARE DETECTED AS OUT OF CORRESPONDENCE IF THIS GAP IS 3MM OR GREATER

The driver believed they would be informed if there were any issues with a set of points but this had not occurred. The report speculates that “the driver had probably been conditioned to there being no issues at this location and was probably distracted.” Report 02/2024 makes three recommendations, all to Nottingham Trams Ltd. It is to “review control room policy and procedures to ensure that clear and practical guidance is available to manage the response to engineering faults.”

Secondly, RAIB highlights the need to “improve risk assessments in the light of this accident”. The third recommendation concerns the “consideration of human factors when assessing the effects of a prosed engineering change”. Having read the report carefully I hope their drivers regularly attend safety meetings, recommend improvements, and are able to raise concerns.

STOCK RAIL

NEAR MISS WITH TRACK WORKER

This incident occurred on 14 March this year at 14:14 hours on the Up Fast line close to the junction with the West Coast Mainline. It involved a train travelling at 110mph. The track worker involved believed the Up Fast was blocked, but the line blockage agreed with the signaller applied to the Down Fast not the other road. Following a preliminary examination, RAIB has decided to publish a Safety Digest!

DERAILMENT AT GRANGE OVER SANDS

On 22 March around 06:05, a passenger train travelling between Preston and Barrow in Furness derailed after crossing over a length of track that was unsupported and gave way as the train passed over. It was travelling at 56mph and the first three of the six coaches derailed. The train struck a wall at the top of the embankment but remained upright, coming to rest about 30 metres beyond the cavity.

Four passengers and four staff were on the train but none of them were injured. However, there was “significant damage to both the train and railway infrastructure”. RAIB is seeking to “identify the sequence of events and will consider the condition of the railway and drainage, the planning and management of maintenance, management of local flood risks, and any underlying factors”. I expect to read a full investigation report in due course.

NEAR MISS AT FISHGUARD

On 10 April, RAIB released its Safety Digest on this near miss that involved a trackworker who was acting as both Person in Charge (PIC) and Controller of Site Safety (COSS). The incident took place on 4 January at around 09:46 and involved a train travelling at 53mph some three and a half miles south of Fishguard.

The workers were a small team of agency workers whose job was to clear vegetation for a principal contractor. The planned work was to be done using a “separated system of work” with staff remaining at least two metres away from the nearest open line. As the train approached, its driver saw the PIC on the track! The train’s horn was sounded and the emergency train brake was applied. The PIC moved off the open track two seconds before the train passed.

The train driver reported the near miss to Clarbeston Road signal box and then continued the train’s journey. RAIB’s Safety Digest states that the PIC had strayed outside of the safe area that had been published in the planned safe system of work. The site is on a bi-directional

single track between Clarbeston Road Junction and Fishguard Harbour Station. It is on a sharp curve “with vegetation further restricting the view for train drivers”.

The access point permits eastern access from a roadside gate next to a bridge carrying the railway over a road. From the gate a grass path rises parallel to the track with railway on either side. At the top the path turns towards the track and then leads into the cess.

Preparation of the Safe Work Pack (SWP) was done by the principal contractor and was received by the PIC three days before the site work began. It covered a section of track including the sites planned for the day. Planned access details for that morning were listed, as was the egress point at the other end of the work around four miles away. The SWP also blandly advised that “various authorised access points within the mileage could also be used for access”. There were no specific SWP’s for each site nor any individual consideration of risks. The hazard directory did not include any details of limited clearance at the bridge.

DERAILMENT OF A TRAM AT BULWELL, NOTTINGHAM, 12 JUNE 2023

The plan required the PIC to “establish a separated system of work to protect the team from moving trains”. Site Wardens must have no other duties, and no one should enter any closer than two metres from an open line. A site warden may not be needed, provided a three-metre separation can be achieved. Two operatives met the PIC around 09:00, were briefed at the access point, and signed the briefing form. One of them also signed to confirm undertaking the duties of a Site Warden!

They walked up the path to the first strip of vegetation to be cleared. Work began between the path and railway boundary. The PIC then asked the other operative to use the cess to locate the next area to be cleared, but was unaware that the next strip was the other side of the bridge beyond the limited clearance area. The operative moved out of sight of the PIC who stayed on the access path.

On hearing an approaching train, the second operative and PIC moved towards the track to “get a better view of the first operative’s location”. They both stumbled and ended up on the track. Closedcircuit forward-facing pictures from the train cab showed the train’s speed to be 53mph. Following the near miss, the trackworkers left the site almost immediately without either completing the work or reporting the incident. The SWP did not include any details of limited clearance at the bridge and the PIC had not visited the site before the work took place, and consequently was unaware of the limited clearance before going on site.

TRAIN COLLIDES WITH RRAP EQUIPMENT

This accident occurred on 19 December 2023 at 06:03. A passenger train was damaged when it ran into parts of road/rail access point (RRAP) left on the track at Ponton Yard near Highdyke on the East Coast Main Line. RAIB’s Safety Digest 02/2024 was issued on 17 April. Road/Rail on-tracking had been attempted the previous night following which the RRAP was “unintentionally left on the track”. Planned inspection and maintenance was one of the activities south of Grantham. The portable RRAP had two metal ramps to be placed outside the running rails and two locally modified lightweight, high density foam ramps to be placed between the running rails. These were made from a commercially available kit, but the modification had not been approved by Network Rail nationally.

UNCONTROLLED SELFEVACUATION

RAIB’s Report 03/2024 titled “Uncontrolled evacuation of a partially platformed train at Clapham Common London Underground Station” was updated on 8 May. The incident took place as long ago as 5 May 2023 at around 17:43. An underground train departing from the station was halted by a passenger using the emergency alarm after smoke and a smell of burning entered the train. It came to a stand with two cars inside the tunnel and four adjacent to the platform. Around 100 of the 500 passenger self-evacuated using the interconnecting doors between the cars and the train windows.

Some train windows were broken by passengers both from inside the train and from on the platform. After a delay of four and a half minutes, station staff began opening train doors. A few passengers reported minor injuries. Clapham Common Station has a narrow island platform which the report says increased the risk

of passengers falling onto the track and potentially being exposed to the conductor rail or trains approaching on the adjacent southbound line.

The report refers to the increasing alarm of passengers when the trains doors remained closed and the delay which took place before information and action became apparent from London Underground staff.

TRAIN DRIVER IN NEAR MISS

On New Years Day at 09:30, a freight train carrying dangerous goods activated a hot axle box detector (HABD) at Netherfield Junction, east of Nottingham Station. Signalling brought the freight train to a stand. While its driver was examining the train on the Up line, a passenger train was allowed to leave Nottingham Station on the Down line. Its driver saw that the driver of the freight train was on the track and in the passenger train’s path.

The passenger train’s driver braked and used the train horn to give a warning. The freight train driver reacted and moved clear. After bringing the train to a stand the passenger train driver reported the incident to the signaller.

A NEW ERA?

My optimistic, but I hope realistic, postelection aspirations are for a reorganised and well-motivated railway, free of industrial action that, operates safely. Currently, there are simply too many accidents and incidents. I worked in the industry for 17 years while fulfilling an on-call commitment. I have too many bad memories. On today’s railways there is still plenty more that should be done.

PASSENGERS BEGINNING TO EVACUATE FROM THE TRAIN VIA THE BROKEN WINDOW

EXPERT COMMENTARY

RUTH BUSBY, GWR & NETWORK RAIL WALES AND WESTERN

Ruth Busby, people and transformation director (regional) for GWR and Network Rail Wales and Western, forged a career path in HR before joining the rail industry in 2018. Awarded an OBE in the 2023 New Years Honours List, she spoke to RailStaff about her journey into rail, her commitment to Equality, Diversity, and Inclusion (EDI), and how wellbeing is a crucial pillar of the agenda.

Thanks for taking the time to chat with us, Ruth. You’ve had a varied career in HR, working for some very interesting organisations. Could you tell us a little more about that and your journey into rail?

I started my career at the Home Office as a civil servant on their fast-track scheme. I was working on policy development around youth offending, criminal justice, and hate crime, that sort of thing. While I was at the Civil Service, I moved into HR and worked on an MSc in HR and became a Chartered Member of the CIPD. I was planning to go back into policy work at some point, but I stayed in HR and, in 2010, when the coalition government came in, I moved to the University of Reading as deputy director of HR. I should mention that wasn’t for any political reason, but because the coalition was making cuts to HR in the civil service. I then moved on to the Atomic Weapons Establishment doing both HR and transformation work, before moving into rail. For my first five years in the industry, I was HR director at Great Western Railway (GWR) and, in January 2023, became people and transformation director (regional) for GWR and Network Rail Wales and Western. The move into rail came about as it was a good opportunity to move into an HR director role. I was a regular user of the railway, having commuted into London for nearly a decade, and I felt it was an interesting industry. Another attraction is that it was a customer-focused organisation – you don’t get to chat to many people when working in the world of nuclear warheads. Rail also allowed

me to work in an organisation that provides a public service, through a private operator, and that really appealed to me as well.

My previous roles really gave me a good grounding for Rail, not just because I managed to get my HR qualifications, but also because working for the Civil Service has given me a good understanding of how the Department for Transport (DfT) works. I’ve brought some useful learning over from those days, which isn’t all around HR.

COMMENTARY

You’ve been lauded for your work in EDI. Could you tell us more about your activities in this space, both inside and outside the workplace?

Outside of work I’m a passionate supporter of Women in Rail. I was co-chair of Women in Rail South for a while and briefly joined the board as a trustee. I'm also a non-executive director for a nonprofit company called Youth Futures Foundation, which was set up to address the disparity in youth unemployment linked to disadvantage. Some of that is around ethnicity and particular ethnic groups, as well as young carers, mental health, and neurodiversity.

In terms of my professional career, during my first couple of years with GWR my work concentrated on how we could engage with people, how we

represented the communities we serve, and how to attract people from different backgrounds.

When the Covid pandemic began in 2020, we had to adapt quickly to make sure we were looking after people and we developed a different relationship with trade unions because we were working more collaboratively. We were adapting policies very quickly in a much more agile way and focussing to a much greater degree on wellbeing because of lockdown and homeworking. As a result, mental health became a big focus.

The most important thing for me about the EDI agenda is engaging people in conversation. There is often push back, which is why for me, having conversations about wellbeing is a fundamental part of the EDI agenda. You can embrace everyone and recognise that we all have specific challenges.

For example, it is vital that we talk about the crisis in men’s mental health and the impact of suicide. Covid opened the door and allowed wellbeing to become part of the conversation we were having around equality and diversity, and to really drive change.

My current role as people and transformation director (regional), for GWR and Network Rail Wales and Western is slightly different to those I’ve held before. It’s essentially two roles spanning two organisations, leading the people and internal communications teams in both. The idea is that if you have one person leading in that joint role, you have more opportunities for cross-industry collaboration on a wide range of people issues, including mental health, diversity, the ageing workforce, and the need to bring in new talent to address that.

Drawing on your experience of other industries, how well in your opinion does Rail handle issues around EDI?

The railway has got something unique and special, particularly when it comes to wellbeing. There genuinely is that sense of togetherness, which is why I think the wellbeing agenda is so well received. For example, I don't know any other industry, where private and public sector companies come together to co-sponsor an event like Rail Wellbeing Live which is for the benefit of everyone in their industry. That's really unusual.

Last year, the Samaritans released a report, commissioned by GWR and the Department for Transport, into the mental health of railway workers. It found that the impact of encountering trauma, physical, and verbal abuse, and the culture of grievances meant that there are unique impacts for the mental health of railway colleagues. That’s why it is so important that we come together to support one another.

In terms of diversity, one of the challenges in the rail industry, particularly among train operators and some areas of operations in Network Rail, is that people work in the industry for a long time. Because of that, it takes a long time to make the workforce more diverse. So it is important that we have an environment where everyone is made to feel welcome when they join the industry, how we address equity, and how we start conversations about things that mean a lot to people with experiences other than our own. I genuinely believe that, in terms of equality, the difference comes in having contact with people from different backgrounds.

Something else that's really important is that we know young people consider the values of an organisation more today and are much choosier about where they work. They want to know if a particular company is a place that they’ll resonate with, if it’s a place where they’ll feel they can be themselves. It’s important that we appeal to a much broader portion of the population to attract employees and to attract and retain customers.

You were awarded the OBE in the 2023 New Years Honours List. What was it for and how did you find out?

I received the OBE for Services to Diversity in the Rail Industry. I wasn’t aware that I’d been nominated – you don’t know anything about it until you receive a letter through the post. I received the letter – which was very official, on nice paper with an embossed seal – on 20 November, but it wasn’t announced until 29 December. So, I had this really exciting news but couldn’t tell anyone except for my closest family and the press office at work. It was the most bizarre, exciting, smoke-and-mirrors type of situation.

Can you tell us about the experience of going to receive the award? It must have been an incredible occasion.

Going to the awards ceremony was a fantastic experience. I know a few people who’ve received honours and they all went to Windsor Castle, but mine was at Buckingham Palace so quite different, but equally amazing. It was on the Friday before the London Marathon, so Constitution Hill was closed, and our taxi dropped us off around the corner. My husband and I, and our two children, were walking in our finery in front of all the tourists getting ready

iStockphoto.com/Nanzeeba Ibnat

to watch the Changing of the Guard and my daughter said: “Someone just said ‘Do you think they’re royal?’”

When you get to Buckingham Palace, you go up the golden staircase and there was a string quartet playing Avicii. We were taken to the Picture Gallery to be given our briefing and after that, you go in to collect your award individually.

It’s very British. You form a queue, accompanied by your guests, but just before it’s your turn they’re taken to a viewpoint in the Throne Room. Then, you go into the Throne Room yourself, do your little curtsey or bow, have a chat with whoever is presenting the award – in my case the Princess Royal – and then receive the award. It’s an absolutely incredible experience.

Despite the fact that I received the award for services to EDI, when it was reported in my local paper, the headline ran: “Mum of two awarded OBE”. That was quite ironic - I doubt they’d have used a similar headline for a man, and whilst I love and am very proud of being a mum, it isn’t what the OBE was awarded for.

Finally, what do you think can we do as an industry, and as a society, to drive the EDI agenda and bring the change that’s needed?

I think there are two mistakes that are made in relation to EDI. One is that we become apologetic and don’t want to offend people who disagree with the conversation. The other is that we’re too politically correct and tell people what they can and can’t say.

That approach was taken in the early noughties and people with experience of EDI will agree that was a mistake. It meant that people closed down and didn’t engage in conversations and continued to hold the same views under the radar.

The only way we’ll help to ensure that everyone feels valued and able to be themselves at work is if we change the way people feel, and you can only achieve that through connection.

It doesn't work if you're apologetic, I don't think you can tiptoe around people. You can challenge with curiosity and ask “why is it that you feel like that?” and “what is it that's driving that?” but if you completely avoid a topic, you're not going to get anywhere.

I also like being a bit mischievous. I once talked about providing sanitary products for colleagues at a stakeholder conference which made some people in the audience a bit uncomfortable. But why not? You need to get people’s attention if you’re going to make any change.

There are some huge challenges that need to be tackled: challenges around the success rates of people from ethnically diverse backgrounds securing jobs on the railway; around representation at all different levels; around how we appeal as an industry to the next generation who are strongly motivated by values; and around the treatment of some senior women in the railway. And if we tiptoe around these issues, we'll never make any change.

In many ways, the rail industry is extraordinarily honest. When there are incidents, we dutifully log them, investigate, and carry forward lessons learned. When special timetables are successful, we celebrate, assess, and copy positive learnings for the future. But when it comes to our people, are we as proactive as we could be?

Since the start of mandatory gender pay gap reporting in 2017, the industry has been taking a hard look at our equality/equity, diversity, and inclusion (EDI) balance. Some parts of the industry are leading the way; LNER and Network Rail are delivering the ‘Never Mind The Gap’ initiative, which offers training and placements for women who have been out of work for a period of time, such as following career breaks or redundancy. Govia Thameslink Railway revealed a 50% increase in the number of female applicants starting an apprenticeship with them from 2022-2023.

The initiatives outlined above with GTR, LNER, and Network Rail are all incredibly positive and laudable, but they are happening in pockets, rather than across the sector. What is needed most is an industry-wide, collective push to enable not only the growth of EDI in the sector, but to reverse some worrying wider trends. The gender pay gap, for example, has increased across all modes of transport employment –in 2017, the pay gap between men and women was 9.6%, and in 2022 it was 10.4%. EDI is not just about gender, of course, and encompasses a wide range of intersectional factors, including race, ethnicity, age, disability, and beyond.

A PROBLEM SHARED

Looking to our friends on the continent, 21% of those working in the Europe-wide rail sector are women. We can also see positive, sector-wide growth within some European nations, which the UK can learn from; the number of women working at Deutsche Bahn (DB) has reached 55,000 across Germany, making up 24.1% of it's workforce, an increase on the 23.6% of the previous year, and not just at lower levels of the company - the proportion of female executives at DB has increased to 29.4%. 2024 is DB’s second year as the ‘most female-friendly company’ in Germany (awarded by the FKi Diversity for Success initiative).

So how has DB achieved this, and what can we learn? Well, for one, the company’s initiatives are national (due to its national railway organisational structure). Having comprehensive schemes across the country, rather than individualised and in some ways harder to find programmes in different operators, will certainly have contributed to its overall success. DB ensures this growing success in gender balance in a range of ways, including part-time working availability, career development and advancement programmes and training, and flexible work hours.

The Railway Industry Association and Women in Rail EDI charter, launched in 2020, is a key step in the right direction. The charter has over 200 organisations signed up and committed to a range of progression activities, including public reporting of their progress, inclusive recruitment processes, unconscious bias training, and more. This charter outlines some of the most important steps organisations can take if they are serious about their EDI journey, and comprehensive application across the country is a key unifying factor as we see with DB’s progress. A problem shared is a problem halved, as the saying goes.

LESS THAN STRAIGHTFORWARD

EDI can seem to be a tricky topic to understand, let alone deliver on, but there are practical actions that organisations can take. They must assess their gender balance and gender pay gap, as benchmarking is essential for progression. Policies should ensure equal opportunities (as demonstrated by DB), such as equal parental leave, flexible working and hours, equity in pay, leadership and development programmes, and more. Externally, organisations should also be engaging in education programmes within schools and colleges to ensure the next generation can consider rail as a positive viable career. Engaging with Community Rail education initiatives is an excellent path to ensuring the highest levels of quality engagement.

EDI must not be considered a ‘nice to have’ or ‘optional’ in rail, and we must not rely on just the words spoken by an organisation as to their EDI commitment but look at the actions that they take. As we see large numbers of rail employees retiring, we must place ourselves as a sector which is desirable for potential employees.

It is vital that we have more women (and people of all identities) working within rail for a wide range of reasons, from staffing level practicalities to enabling diversity of thinking, which in turn enables higher profits (according to a study from the Peterson Institute for International Economics and Ernst & Young, a shift from no female leaders to 30% positively correlates with a 15% increase in net revenue margin). However, the central message is that women use the rail system, and must therefore shape, lead, and deliver within it, to ensure a truly fair, safe, and accessible network.

Daisy Chapman-Chamberlain is the Innovation Manager at East West Railway Company. With a passion for transport transformation, accessibility, sustainability, and inclusion, she works to make the future of rail safer, accessible and enjoyable for all customers. Daisy can be contacted at daisy.chapmanchamberlain@eastwestrail.co.uk.

REPORT BY MATT ATKINS

WOMEN IN RAIL: DRIVING EQUALITY, EQUITY, AND DIVERSITY

It’s been some time RailStaff reported on the work of Women in Rail, the charity which strives to improve diversity in the industry by providing networking opportunities and support for all women within the sector. We caught up with the organisation at the end of on incredibly busy 12 months, which have seen it celebrate success, hit milestones, and welcome new leadership.

At the end of May, the charity published it’s end of year report 2023, charting its progress in improving gender balance, equality, diversity and inclusion across the rail industry. Last month also saw the charity’s seventh Women in Rail Awards which was held at the Roundhouse in Camden, London. With over 780 attendees, the event was, as ever, a huge success and saw a record number of nominations.

In the past year, Women in Rail’s cross-industry mentoring programme has yielded impressive results seeing 41% of mentees promoted during or after taking part, and 43% of mentors become advocates for EDI in their workplaces. Meanwhile, SWiFT, its networking platform for executive members, staged its first executive coaching session and delivered a busy schedule of events and insightful talks from inspirational leaders.

It’s also been a year in which Women in Rail has strengthened its board with the appointment of six new trustees and, in September, welcomed Marie Daly, chief customer & culture officer at Transport for Wales, as its new chair.

Marie took time out of her hectic schedule to remind us of Women in Rail’s operations, objectives, and the critical importance of connecting with the next generation.

MARIE DALY

Hi Marie, thanks for joining us. For those who aren’t already aware, would you mind telling us a little more about the work of Women in Rail?

Women in Rail is the leading voice for women across the rail industry and we’re passionate about partnering with organisations and businesses to help them in their pursuit of gender equality and diversity. We’re a really exciting organisation and anyone who isn’t currently engaged with us should get involved.

Funded by corporate sponsors, we’re a charity that’s inclusive of all genders within the sector, working alongside major stakeholders to support the development, promotion and attraction of women in the UK railway sector and, more broadly, improve gender balance, equality, diversity, and inclusion in rail.

Our regional leads work directly with colleagues across all different aspects of the industry, providing a hub for people to connect with us. We do everything from running group sessions to discuss the issues that people are facing, to organising walks and addressing wellbeing. Our work tends to be member led and one of our unique selling points is that membership is free, making it inclusive for all.

Our mission is to be unapologetic in our pursuit of gender equity and being a gender-diverse organisation is so important to us as we can’t deliver the change that is necessary without our allies being on board.

the rail industry today?

The rail industry has come a long way in terms of board level discussions around equality and diversity, and we have some really enlightened leaders who understand that diversity in the boardroom is really good for business.

However, according to our most recent gender equality survey, the proportion of women and those identifying as women working in rail stands at just 16.3%. The challenge of the rail industry is to see that increase significantly. Women are not going to face a better working environment unless we get that gender balance fixed in our current environments. We also need to see more women represented in senior roles who can shape the debate and strategy that will affect rail’s future employees.

I’m currently working closely with the Great British Railways Transition Team (GBRTT) focusing on frontline roles. We do a lot of good work in EDI but, as humans, we sometimes only consider issues through our own lens. Considering policies around menopause, for instance, Women in Rail does a lot of work around this important Women’s health issue, but can sometimes fail to consider the experiences and different needs of women throughout the industry doing a wide range of roles. The experience of employees working in frontline roles is completely different from those in office-based roles, and we need to be able to say that we’re representing women in all areas, and at all levels, of the industry.

Can you talk a little about the challenges that women face in

So how can the industry attract women to its ranks and create an environment where they can progress?

We’ve got some work to do as an industry. We need to think about how we influence senior leadership, including at government level, and how we shape the way that the industry is viewed. Perception of the industry is a significant part of this and that’s been made clear in a number of surveys we’ve carried out.

For some time, there’s been talk of a drive to shift rail from being a transport business to a customer services business, and this presents an opportunity for us to change the dialogue. If a greater focus is placed on the customer experience, then by default the experiences of women travelling on the network will be taken into greater consideration. And if that is the case, then the industry will become more attractive to women as a career option.

Recent data shows that we are seeing a greater number of young, skilled women entering the industry and that’s very positive, but as an industry we need to better understand the generational difference of this group of employees and if the industry doesn’t adapt, we risk pushing away young talent. I really think rail is missing a trick at the moment. The industry is all about customers, communities, and providing a service, but we don’t play on those aspects enough to interest the younger generation. We need to connect better with young people, understand their needs, and tap that reservoir of potential employees. Women in Rail sees apprenticeships as the industry’s biggest opportunity to bring the next generation into rail.

In terms of progression, getting involved with networking groups such as Women in Rail, is so important. We have a great mentoring scheme, and 54% of mentees have said that in the last year they’ve either moved roles, been promoted, or moved to company for a role

at a higher level. One consequence of the gender imbalance within the industry is that there are fewer female role models and potential mentors. Joining a networking group provides opportunities to meet women working at a senior level and learn from their experience.

How can Women in Rail help the industry achieve this over the next few years?

We’re about to launch our new three-year business plan, which sets our vision of evolution rather than revolution focussed around the four pillars of supporting, engaging, attracting, and retaining women from all backgrounds in the industry. We must make sure that women are thriving, not just surviving, in rail.

The new business plan has been co-created with the input of trustees, regional leads, and members. One of the biggest things to come out, which is linked to our work on the EDI Charter, is to develop a gender equity tick list. This brings together all the voices of women, and those who identify as women, to discuss the simple things that businesses can do today to make a difference.

It’s about quick wins - addressing common issues and providing a list of good practices which can be achieved with minimum funding. This may be something like ensuring that women are represented on recruitment panels. If we don’t have diverse recruit panels, how can we expect to address the gender imbalance?

There is still a long way to go, and our recent Women in Rail and NSAR survey has shown that. However, we are at a moment of change for the industry and Women in Rail wants to work with whichever government it will be on 4 July to ensure that the collective voice of women from all backgrounds in the industry is heard and understood by government and senior railway leaders.

REPORT BY MATT ATKINS

BREAKING AROUND WOMEN’S HEALTH

Dealing with unique health challenges is one of the many hurdles that women face in the modern workplace. Endometriosis is just one complaint that can have a huge impact on day-to-day life, but one which employers rarely recognise or provide adequate support for. However, some companies are leading the way.

In May, TransPennine Express (TPE) announced it had signed up to become an Endometriosis Friendly Employer, helping to drive positive change in the workplace.

By joining this scheme, the train operator pledged its commitment to colleagues with endometriosis, promising to raise awareness and break taboos surrounding women's health issues.

“We are proud to now be a certified endometriosis friendly employer and demonstrate our commitment to creating a workplace in which everybody can thrive,” said Deborah Easby, occupational health & wellbeing manager at TPE. “Endometriosis and other women’s health issues affect many of our colleagues, and we are dedicated to educating and removing stigma around these conversations.”

GUIDANCE AND SUPPORT

The scheme, which is led by the charity Endometriosis UK, provides guidance on how to support employees with endometriosis, with employers committing to providing those with the condition the necessary support to thrive at work.

TPE has launched this scheme by appointing several ‘Endometriosis Champions’ who will help raise awareness, signpost to further information, and provide a listening ear to anyone experiencing issues at work because of endometriosis.

Emma Cox, CEO of Endometriosis UK said: “I’m delighted to welcome TransPennine Express to the diverse range of organisations tackling taboos around menstrual health and endometriosis through the Endometriosis Friendly Employer scheme. By showing their employees they are valued and can expect support and reasonable adjustments to help those with endometriosis and menstrual conditions succeed at work, they will be increasing engagement across the whole of their workforce, ultimately making the organisation more successful.”

SHANNON’S STORY

Shannon Cassidy is a Liverpool Lime Street based train driver for TransPennine Express who lives with endometriosis. She understands first-hand the challenges that come with managing endometriosis and the effects it can have on your personal and work life.

When did you first join TPE?

I joined TPE in 2019 as a qualified conductor. After around two years I applied to become a trainee driver and have since qualified as a driver in July 2023.

How were you diagnosed with endometriosis?

I first started experiencing severe period-like pains when I was 15 years old. Initially, my doctor diagnosed me with irritable bowel syndrome (IBS) and suggested dietary changes. Despite years of altering my diet and trying various medications, my symptoms persisted. After nine years, I received a referral to gynaecology, where menopause was considered as a possibility. However, blood tests and scans ruled this out. The doctor then suggested that, in the absence of physical evidence, my symptoms might be psychological and recommended a psychiatric assessment or counselling. No further action was deemed necessary from the gynaecology department, and I was discharged back to my doctor. After three more years of persistent doctor appointments, I insisted on further testing and a referral to the Liverpool Women’s Hospital's gynaecology department.

In my first appointment there, we reviewed all previous tests and concluded that laparoscopic surgery was the last option to investigate further. After another year of waiting, I finally underwent the surgery and woke up to the news that I had endometriosis.

How did it feel to finally get the diagnosis?

When I woke up from surgery and the doctors told me I had endometriosis, I cried with relief to finally have some answers to what I had been going through for so long. It took me 12 years in total to get a diagnosis and feel like I was being heard by doctors. It also confirmed to me that you know your own body better than anyone else and if you think something isn’t right, you should advocate for yourself and push for more tests.

How does it feel working in a front-line role whilst dealing with endometriosis?

I am very proud to be a train driver and be in a role that I worked so hard to get to. I try to not let the endometriosis affect my focus but on the days that it does get too much, I know I can reach out and approach my line manager to express my concerns without feeling embarrassed. I’m determined to not let endometriosis affect my career.

How important is it to you that TPE has signed up to become an Endometriosis Friendly Employer?

TPE has taken a compassionate and thoughtful approach to raise awareness of endometriosis which will help other women in my position to feel like they can reach out for help and open up to colleagues within the company. It’s a huge relief that I feel able to talk about my condition without the fear of being judged and I feel very lucky to have the support system that I do within TPE.

What is Endometriosis?

One in 10 women suffer from endometriosis, a painful and debilitating condition where tissue similar to the lining of the womb grows in other places. This abnormal tissue growth can occur on the ovaries, fallopian tubes, outer surface of the uterus, and other pelvic organs. In rare cases, it can spread beyond the pelvic region.

Endometriosis can significantly affect quality of life, causing chronic pain and fertility issues. Early diagnosis and effective management are crucial in minimizing its impact. Treatment plans are often tailored to the individual's symptoms, severity of the condition, and whether they are seeking to conceive. While there is no cure for endometriosis, several treatments can help manage the symptoms including medications and surgical options. Lifestyle changes and home remedies can also help to relieve symptoms.

TOCS TAKING PRIDE IN DIVERSITY & INCLUSION

With Pride Month running from 31 May to 30 June, it’s an ideal time for the industry to champion diversity and fly the flag for its LGBT+ colleagues and customers. Train operating companies (TOCs) up and down the country are working hard to to raise awareness, combat ignorance, and show their support for the LGBT+ community. RailStaff takes a glance at the initiatives that have made the news in the past few weeks.

A DISPLAY OF REGIONAL PRIDE

On 3 April, Greater Anglia unveiled a special Pride livery for one of its Stadler-built ‘class 755’ trains. The livery, which was applied to regional train (number 755421), includes both the Pride and transgender flags adjacent to the driver’s cab, on both ends and sides of the four-carriage train.

The train primarily operates services both between Ipswich and Felixstowe, Lowestoft, Cambridge, and Peterborough, and between Norwich and Cambridge/ Stansted Airport, Great Yarmouth, Lowestoft, and Sheringham.

The livery, launched at a special ceremony at Norwich station, also includes the word ‘Pride’, applied beneath the windows of the first and last carriages, in colours supporting the progress flag and representing visibility for marginalised LGBT+ people, as well as the wider values of diversity and inclusion.

The unveiling marks the second ‘Pride train’ on Greater Anglia. In July 2023, a Class 720 suburban train, which operates on a large number of Greater Anglia routes from London to Essex, Hertfordshire, Cambridgeshire, and Suffolk, was unveiled at London Liverpool Street in a similar livery. The addition of the livery to one of the regional bi-mode trains, means it will now be seen across most Greater Anglia routes and passing most Greater Anglia stations.

“I’m so very proud to have witnessed the unveiling of this new Greater Anglia Pride train,” said Jamie Gooch, who works as a senior conductor and is a member of the LGBT+ community

“For Pride-liveried trains to now run across the majority of our network and be particularly visible across rural areas of Suffolk and Norfolk, spreads the message that the railway is here for everybody.

“It is another step forward to bringing communities together and ensuring that everyone, regardless of sexuality and gender, can be their true selves while travelling with us and working for us.”

Greater Anglia has also invited those heading to parades and festivals across East Anglia and London this Pride Month to let the train take the strain. The operator has stations close to where a number of the key events will be held, enabling everyone to celebrate across the region.

FINE NAME FOR A TRAIN

Ahead of Birmingham’s Pride festival at the end of May, West Midlands Railway (WMR) named one of its newest trains “Hurst Street” in honour of the city’s famous Gay Village.

The train, which also features a stylish rainbow diamond motif and the word PRIDE, is one of the new Class 730 fleet being rolled out on the Cross City Line through Birmingham.

"Hurst Street" - also known as 730018 - is the first train in the fleet to

be officially named. The fleet has been dubbed the ‘Landmark Class’, with further trains due to be named after other landmark locations across the West Midlands in coming months.

“We are proud to play an active part in our communities and celebrate the diversity of our people, our passengers and our region,” said Jonny Wiseman, WMR customer experience director.

“The Gay Village is a huge part of Birmingham’s culture and identity and we are proud that the Hurst Street name is the first to adorn our newest train fleet.”

On 23 May, colleagues from across WMR joined the official photocall at Lichfield Trent Valley on the Cross City Line to launch the new name, including members of the company’s Aspect group, supporting the LGBTQA+ community.

Staff from WMR, including workers from on-train and head office, were among those taking part in the iconic Birmingham Pride parade on Saturday 25 May.

© West Midlands Rail

NOT ONE, BUT TWO

Train operator CrossCountry unveiled two Pride-themed trains at the end of May. The two new-look trains were brought into service in time for Birmingham Pride, with CrossCountry colleagues in attendance for the first time ever. Together with colleagues from Chiltern Railways and Grand Central, they walked with a specially-decorated bus, mingling with the crowds and giving out free goodies.

The move marks the ongoing commitment of the company –headquartered in Birmingham – to focus on diversity and inclusion as it embarks on its new National Rail Contract.

Turbostar unit 170618 will spend the summer taking customers from Birmingham to and from Pride festivals from Cambridge to Cardiff, and everywhere in between.

Meanwhile, intercity Voyager unit 220005 will be racking up the miles taking customers from Birmingham to all corners of the country – to Scotland and the North East of England, towards Manchester, Bristol, Bournemouth, Southampton - even as far afield as Penzance.

Julian Edwards and Scott Maynard, CrossCountry’s interim managing directors, said: “We’re delighted to unveil CrossCountry’s first-ever Pride-liveried trains. It’s important for us, as a train company connecting so many parts of Great Britain, to demonstrate our commitment to the diverse communities that we serve and that make up the CrossCountry family.

“We’re always keen to do even more to create an environment that encourages our colleagues to bring their whole self to work – and these specially-liveried trains are a fantastic symbol of that ongoing commitment.”

COMING TOGETHER TO CELEBRATE

Colleagues from LNER and TransPennine Express (TPE) joined together on 1 June, in a show of unity to celebrate the start of Pride Month. The teams gathered at York Railway Station alongside LNER’s special liveried train ‘Together’ and TPE’s ‘Unity’.

The teams were joined by members and beneficiaries of LGBTQIA+ youth charities Mosaic Trust and The Proud Trust who travelled to York for the popular Pride Parade and Festival.

Launched during Pride Month 2023, ‘Together’ was the first in the Azuma fleet to feature it’s eye-catching livery on each of its nine carriages. Its name symbolises the unification of all communities which LNER is proud to support, as well as the relationship between members of the LGBTQIA+ community, allies at LNER, and the wider industry.

Tracey Barber, senior employee experience partner at LNER, said: “We celebrate Pride all year round and foster and encourage individuality and an environment where our colleagues can bring their true

selves to work, every day. It’s fabulous to see so many of our colleagues, and colleagues across the industry, getting into the spirit with our Pride celebrations in York and a joy to see LNER’s ‘Together’ train and TPE’s ‘Unity’ train side-by-side on the tracks as a show of solidarity for the LGBTQIA+ community.”

TPE launched its dedicated Pride train earlier this year as part of its ‘Week of Inclusion’. Named ‘Unity’, it symbolises how the company celebrates diversity and embraces the individuality of colleagues and customers.

“Seeing the ‘Unity’ and ‘Together’ trains side by side is a powerful symbol of our commitment to diversity and inclusion,” said TPE Diversity and Inclusion Manager Harriet Harbidge. “At TPE, we strive to create a workplace where everyone feels valued and respected, and joining forces with LNER to celebrate Pride highlights the solidarity and support within the rail industry for the LGBTQIA+ community.”

TPE also ran an extra morning service for customers attending York’s Pride celebrations onboard the ‘Unity’. The extra service ran between Newcastle to York via Leeds on the morning of the festivities.

REPORT BY MATT ATKINS

CPC: SHARING ITS SUCCESS

One of the most effective ways to guide a company to success is to ensure that employees are fully invested in their role, sharing the values and aims of the broader organisation. Good salaries and benefits, flexible working conditions, and a focus on career development are surefire ways to keep employees motivated. A step beyond is to give staff a stake in the business.

In late March, CPC Project Services (CPC) did just this, announcing it had transferred ownership to its employees through an Employee Ownership Trust (EOT). Managing Partner Steve Mole sat down with RailStaff to explain the move, and what it means for the business and its employees.

THE COMPANY

CPC provides project and cost management services to clients in both the public and private sectors with a focus on rail infrastructure, and has worked on some of the biggest projects across the UK.

“We deliver consultancy services to a range of clients including the Department for Transport (DfT), Network Rail, transport authorities such as Transport for London (TfL), train operating companies (TOCs), and MTR Crossrail,” said Steve.

“One of our divisions, CPC Systems, specialises in major signalling upgrades and we’re currently working on the Four Lines Modernisation project for TfL, as well as working with Irish Rail on its new train protection system and Network Rail on the East Coast Digital Programme.”

CPC was previously owned by five partners, with Steve as principal shareholder. He has been with the company since 1993, starting as a database analyst. Having worked his way up to supporting and then leading projects, he was invited to join the board in 2000, before becoming managing partner in 2004. Since then, he has seen the company through a period of intense growth, leading CPC to triple in size over the last six years.

Steve continues to drive the company to further success and changing the way the business is structured is part of his strategy for the decade ahead. The transfer of CPC’s business structure to an EOT means that the company will now be owned by its employees, enabling them to share in the future success of the business and have a greater say in how it is run.

WHY CHOOSE THIS MODEL?

“In the last 12 months I’ve been reflecting on what the future holds for CPC and myself,” he said.

“Last Autumn I set up a 10-year growth strategy, with the aim of remaining independent and doubling our market share for both project and cost management services. I’ve set targets of achieving £50 million in revenue within five years and £100 million revenue within 10, both of which I firmly believe are achievable.”

STEVE MOLE

“I wanted to ensure that CPC’s brand and culture could be secured for its long-term future. I was never going to sell the business from underneath the people who have helped me build it, and I was exploring all kinds of opportunities. An EOT ticked every box for what I wanted to achieve. It means that we can offer long term career opportunities for our people, continuity of service for our clients, and longevity of the CPC brand in the market. It also means that the people who helped to nurture the business now get to share in its success.”

HOW DOES IT WORK?

An EOT is a mechanism for business ownership that enables the transfer of a majority stake of company shares to employees through a trust structure.

Employees do not hold shares directly - instead, the trust holds shares on their behalf. This ensures collective employee benefit rather than individual shareholding. While the trust holds the shares, employees typically have a say in how the business is run through representation.

The model is designed to encourage broader employee ownership and participation, providing various benefits to both the business and its employees, including tax benefits. Selling a controlling interest in a company to an EOT can be exempt from Capital Gains Tax (CGT), providing a significant tax incentive for business owners. Companies controlled by an EOT can pay annual bonuses to employees free of income tax, up to a specified limit.

“A number of businesses have followed this model recently, and I think you’re going to find it becomes increasingly popular going forward,” says Steve.

“The current model was introduced by the UK Finance Act in 2014, but the concept of employee ownership dates back to the likes of Arup who transferred their business to employees in 1970 and, even earlier, John Lewis back in 1929. For CPC to progress with this model we had to get sign off from HMRC as well as the Cabinet Office, due to the nature of a number of the projects that we’re delivering.

“The main benefit today is community. In real terms, the business has been valued and sold to the trust, where the shareholders have a deferred consideration for the business.  This consideration is realised on a gradual basis - over the next seven or eight years - and only if there are sufficient funds to do so, which means that everyone has a vested interest in the long-term success of CPC.”

“As we grow the business, we’ll see value being created, and shareholders will fully hand over their interest in the business, to CPC’s employees.”

THE FUTURE

The EOT marks the beginning of a new chapter for CPC, paving the way for a new stage of growth. Steve and the board have been working for many months to ensure the new business structure is in the best interests of its employees and clients, as well as the company.

Steve’s strategy shows that he’s got his eye on the future and remains passionate about the continuing success of the company. And he’s keen to let everyone know that he intends to see his plans through, and to remain with CPC for quite some time to come.

He’ll continue to lead CPC alongside the current board of partners which will remain responsible for managing the businesses day-to-day operations and interests. The board of trustees, meanwhile, will be responsible for ensuring the success of the trust for the benefit of the company’s employees.

“I’ve made a commitment that I will continue to lead the business for the next 10 years, which will see me through to my fortieth year with CPC. In around five to six years, I’ll start to look at what my succession plan is and make sure that the right leaders take the business beyond my tenure to maintain our employees’ best interests.

“I’m more energised than ever to drive our plans forward and rather excited to see what the future holds.”

TRAIN PRESENTATION CREWS: THE HIDDEN HEROES

Punctuality, reliability, and cost are key concerns for customers when choosing to travel by rail. But another consideration, and one often taken for granted, is cleanliness. It wouldn’t be possible to kick back and enjoy a journey if you couldn’t be certain of a particular level of hygiene and, to this end, a hidden army of dedicated staff works around the clock to make train journeys as pleasant as possible.

To get a greater insight of our network’s train presentation crews, RailStaff sat down with Charlie Hatcher, head of train presentation at South Western Railway (SWR). He talked us through the day-today work of a train presentation crew, their training, and the career opportunities that come with the role. Furthermore, he discussed the techniques and technologies employed to keep the SWR fleet spick and span, and the company’s commitment to sustainability.

A MOVING OBJECTIVE

One of the major challenges of keeping passenger trains clean and tidy is linked to their primary purpose – moving customers from point A to point B – and the logistics involved in maintaining a high level of hygiene are incredible.

“Keeping a train clean doesn’t just involve one team working in a depot at night,” explains Charlie. “It’s about maintaining a level of cleanliness throughout the day.”

“We operate three levels of clean at SWR, which is fairly common across all Train Operating Companies (TOCs). These are: turnaround clean, where a team will board the train at a terminus and ensure it is clean and tidy for the return journey; an overnight standard clean, where a greater focus is placed on hoovering, sweeping, mopping, and making the train fit for daily service; and then there’s our 30-day heavy clean programme where we’ll have a team dedicated for an entire shift on a single train, really focusing on the details.”

As well as this, the train presentation team must respond to issues as they arise during the day. One of the ways they do this is via reports from the Solano app, which allows on-train colleagues to flag problems to the team for them to rectify.

Like many other staff working on the railway, train presentation crews tend to operate behind the scenes and rarely receive the public praise that their work demands. However, says Charlie, the fact they often go unnoticed is a sign they’re doing their best work:

“We often talk about the fact that ours is an invisible team, but what we take from that is that we’re doing a good job. As a customer, if you don’t notice that your train is spotlessly

clean, it means everything is running to plan. When trains are dirty, customers will make their voices heard, so we celebrate the fact that we’re meeting their expectations.”

That said, SWR is looking to carry out more in-transit cleaning, to bring even greater reassurance to customers and relieve the pressure on its presentation crews.

“I’m a strong believer that the visibility of train presentation activity is comforting to customers,” says Charlie. “It’s something that we’ve been trialling for the past year, specifically between Basingstoke and Winchester, and we’re looking to branch that out further on our network. As well as giving customers greater reassurance, it takes the pressure off the very short turnaround time we have at stations, where staff may only have five to 10 minutes to work through an eight or 10-car train.”

TRAINING AND DEVELOPMENT

Working on the train presentation team is no stroll in the park, and achieving the required level of competency relies on hard work and dedication. Staff usually receive their training once they’ve joined SWR and the company uses buddying-up systems and regular capability assessments to ensure that trainees are on track. Some tasks are more complex than others, for example maintaining the cleanliness of controlled emission toilets (CETs), but trainees continue to be supervised even once they’re qualified and established in the role. For many, this is just the start of a long and rewarding career in rail.

©iStockphoto.com/welcomia

“One thing I really like about my department is the opportunity for development,” says Charlie.

“I’ve seen so many examples of individuals joining our train presentation teams at entry level, before moving on to supervisory, and even regional manager positions.”

“We see team members move on to other parts of the business, gain long service awards, and finish their careers in influential positions. The training we provide when people join the train presentation team helps them to develop their future careers and begins their journey within the company.”

SUSTAINABILITY

As in all areas of the rail industry, indeed across all industries, sustainability is now a critical concern for SWR. Whether it’s considering the fate of onboard waste, eliminating harmful chemicals from cleaning products, or reducing CO2 emissions in the supply chain, the train presentation team works hard to protect the environment.

“Sustainability is something that my team and I are really very focused on,” says Charlie. “And we really do feel that we have the power to do something about it.”

“We’re involved in a number of successful sustainability initiatives. For example, we’ve been segregating waste at our depots for around five or six years, and 100% of recyclable waste now avoids landfill. This initiative involves waste segregation officers who work in the depots at the end of the nightshift, physically sorting waste to ensure that the recyclable and general waste is separated.

“Another initiative is around the use of chemical cleaning products. Naturally, cleaning products are associated with harsh chemicals, and we’re very conscious of that. One cleaning technology we’re looking at is de-ionised water, which draws bacteria off surfaces without the need for a chemical reaction.”

De-ionised water can be made by running mains water through a machine which removes ions and natural minerals such as sodium, calcium, iron and copper. As de-ionised water

is deprived of these contaminants, it’s keen to regain them and return to a more stable state, by absorbing them from surrounding sources. In doing this, it attracts the dirt, bacteria, and other contaminants which collect on surfaces.

“We’ve run swab tests on trains cleaned with de-ionised water using an ATP machine, and the results that come back have shown that it’s as good if not better than some of the cleaning products we’ve used previously,” Charlie says.

As well as reducing the use of potentially toxic substances which can eventually make their way into the environment, the use of chemical-free cleaning methods has further benefits. The simple act of transporting cleaning products around the country contributes to CO2 emissions, as HGVs are the primary mode of transport. In addition, it reduces the requirement of staff to use singleuse PPE, such as nitrile gloves, minimising waste. From a safety standpoint, it also reduces the risk of exposing train presentation crews to potentially hazardous products.

As a further extension of its drive towards sustainability, SWR is doing more to ensure its fleet stays cleaner for longer, and with a minimum of intervention. The fleet team is trialling a hybrid seat cover which blends flat cloth and moquette upholstery, on seven of its Class 450 Desiro trains at Bournemouth depot. The new product aims to achieve the best of both worlds, combining the modern look of flat cloth with the easier to clean properties of moquette. The replaceable covers are sent for an intensive clean to be restored and brought back into service, replacing other covers which in turn can be restored and returned.

“In recent years, the industry as whole has moved away from traditional moquette fabric towards the more modern flat cloth material, which is woven more tightly with a shorter cut. However, it transpired that it is a real challenge to clean visible stains out of flat cloth.

“After trying different means of extracting stains and treating the cloth we spoke with a company called Diamond Rail Services who presented an idea of a moquette/flat cloth

hybrid, which still uses shorter fibres but is not as tightly woven. We’re currently trialling this and look forward to seeing the results.”

WORKING TOGETHER

Collaboration within the industry is an increasingly common occurrence, especially when it comes to environmental concerns. Charlie notes that this has been a growing trend since the Covid pandemic, and one that will bring huge benefits to his team.

“Something positive that came out of the Covid situation is that the industry is now trying to work more closely both internally and with external suppliers. As such, back in late 2022, I thought it would be a good idea to set up a cross-TOC working group focused on train presentation.”

Since then, Charlie has been in touch with heads of train presentation from across the TOCs to share ideas and collaborate. The initiative has been a great success.

“We’ve had six meetings so far, where we’ve discussed common problems and actively shared best practices,” he says. “We’ve invited guest speakers and carried out site tours. There’s no competitive vibe within the group, and that’s something that’s great about this industry. It also means we can work together as an industry on issues that might be getting public attention – for example, the recent talk in the media about bed bugs.”

UNDERSTATED STARS

Though they rarely receive the praise they deserve, the efforts of train presentation crews are critical to the customer experience, and their work has far wider ramifications than you would first imagine.

With implications for health, wellbeing, the environment, and passenger satisfaction, their work cuts across all aspects of the industry and leads the way in many.

Though it’s a role that has previously existed in the background, it’s time for a change. Train presentation deserves to step out from behind the curtain and take its place on the main stage.

PSV Wipers

SPECIALIST RAIL BLADES

Class leading Natural Rubber wiper blade range (RWB) now available in sizes up to 1200mm

Robust 316 Stainless Steel Construction

Rail Safety Claws Prevent Screen Damage

Optimised Natural Rubber Profile For Rail

The class leading RWB range of glass safe stainless steel wiper blades has now been extended following investment in equipment and tooling technology. This advantage now enables us to extend the range previously capped at 1000mm up to 1200mm in length.

Our popular RWB heavy-duty blade has all the benefits of robust construction and corrosion resistance that you would expect from its 316 stainless steel build, combined with our unique polymer safety claws and moulded natural rubber wiping profile.

Although rare, rail wiper blades can be compromised in service by bird stikes and debris.

The RWB blades are not only stronger to resist damage whilst providing maximum water clearing performance, they remove the risk of damage to windscreens from metal claws and the huge cost and downtime of having to subsequently change screens.

Wabtec Faiveley Project Engineer

THE COUNTDOWN STARTS NOW

CAN YOU HEAR THAT? IT’S THE CLOCK TICKING DOWN ON THE 2024 RAILSTAFF AWARDS. IT’S LESS THAN SIX MONTHS AWAY. HOW TIME FLIES!

That’s fewer than 24 weeks to make your nominations. 168 days to choose your outfit. 4,032 hours to wait patiently, counting down the minutes to the big event.

Each year, the RailStaff Awards astonishes attendees with an extravaganza bigger and bolder than the year before. And it’s no easy feat. Here at RailMedia, it’s a hive of activity as we prepare long in advance to make it a night you’ll remember.

CELEBRATING THE TRAILBLAZERS

In 2024, we bring you 20 categories for which to nominate your colleagues and co-workers, including a brand-new award.

The Rail Ambassador of the Year Award recognises individuals who have demonstrated unwavering dedication to promoting and advancing the rail industry.

Awarded in honour of Tom O’Connor, the esteemed founder of Rail Media and visionary behind the RailStaff Awards, it celebrates those who go above and beyond to champion the industry, serve as positive advocates, and inspire others through their innovative ideas and initiatives.

The recipient of this award is a trailblazer and influencer, continually cheerleading for the rail industry while also showcasing their own contributions. They actively adopt and embrace all aspects of the industry and consistently promote its importance and benefits to society.

If you know someone who fits the bill, who is unwavering in their support of the industry and eager to let everybody know about it, nominate them today!

A HELPING HAND

It’s not that straightforward though, is it? Where do you even start with something like this?

If you head over to our brand-new website, you’ll find everything you need to help you through the process and answers to all your questions about the event.

To nominate somebody who deserves an award, a good place to start is to first write down the things that you most admire about the person: their cheerfulness, positive outlook, or determination. Are they a person who stands by their colleagues? Do they go out of their way to make other people’s days easier?

Next, write down a specific incident which typifies the qualities you know this person has. Perhaps they helped to organise a charity event or put in a last-minute shift to help out a colleague. It could be an act of bravery, rescuing a passenger from an incident, or assisting someone who had become lost. Include the approximate date and location.

Finally, visit railstaffawards.com and click on 'Nominate Now'.

At any stage of the process feel free to contact events@rail-media.com. We can help with advice on how to draft a nomination.

But remember: You must obtain the approval of the nominee’s manager or director, along with a photo of the nominee, before submitting the nomination.

A GLITTERING EVENING

If you’ve never been to the RailStaff Awards before, now is the time to book your tickets and prepare to hear the voice of the industry.

Attendees are guaranteed an amazing experience with delicious food and drink, and spectacular entertainment.

Whether you’re nominated or nominating, make sure to grab your ticket to the rail industry’s greatest night of the year. You absolutely don’t want to miss out.

GEOACCESS: ENGINEERING PERFECTION

The Rail Engineer of the Year award is one of the RailStaff Awards’ most competitive categories and it’s not hard to see why. Engineers provide the vision and abilities which drive the projects and systems on which the rail network relies. Without them there would be no railway.

Bespoke asset management company GeoAccess was proud to sponsor the award in 2023 and returns to do the same this year. Established in 2014 to address the need for inspections on difficult access sites, GeoAccess relies on highly experienced geotechnical and structural engineers, along with UAVs, ROVs, Rope Access and Confined Space Techniques. The firm works nationwide, covering a broad range of industries.

GeoAccess takes pride in its ability to tackle any job, no matter how large or small, with a professional and flexible approach. By marrying tried and tested methods with cutting-edge techniques, it provides the most efficient and costeffective solution to all its client’s needs.

“The fact that rail engineers are being recognised for their excellent and critical work is brilliant,” says GeoAccess Managing Director Mark Coleman. “It’s a such prestigious title for someone to take home, and it’s great to think it might inspire others within the industry to aim high and get their ideas noticed.

At GeoAccess, we're all about striving to make things better. We are genuinely making a change, and that’s why it’s so fitting that we sponsor this award.”

A FABULOUS EXAMPLE

Balfour Beatty Vinci’s David Millar was named Rail Engineer of the Year in 2023. David was in charge of managing the design and works for the West Coast Mainline Bridge and South Staffordshire Line Bridge - both very challenging projects with tight deadlines which were delivered on time and to the highest standards of health & safety.

Each member of David’s team was grateful for his drive and expert knowledge, not only on construction and engineering works, but also how to support and respect one another. He ticked all the boxes for the RailStaff Awards judges and was a picture of modesty on the night.

“I’m ecstatic, this is fantastic,” said David on receiving the award, “but it’s not just me who’s won tonight, a whole crowd of people have contributed to this and I’m so pleased to be here with them.”

The RailStaff Awards continues to shine a light on the outstanding work of the rail industry. It’s the event of the year and leads the way in cheerleading the unmatched individuals who keep the country moving.

“The RailStaff Awards are superb,” says Mark. “From nominations, through to judging and the award ceremony, the event raises the profile of so many talented individuals and of the industry as a whole. We’re proud to be sponsoring the Rail Engineer of the Year Award and can’t wait to be part of the event once again.”

Do you know an engineer who rises to the challenge and always delivers results? Who knows the industry inside out or has achieved an amazing feat of technical brilliance?

If so, do them the honour of nominating them for this prestigious prize.

BODYGUARD WORKWEAR: EMBODYING THE VALUES OF THE RAILSTAFF AWARDS

The RailStaff Awards honours the people who make the rail industry great – its diligent and devoted employees. It shines a light on the individuals who go far beyond the requirements of their roles to keep the country moving and, each year, companies from across the industry are eager to support the event. Bodyguard Workwear is proud to be a Gold Sponsor in 2024.

Boasting more than 40 years’ experience in manufacturing and distributing Personal Protective Equipment (PPE) and safety workwear, the company combines an in-depth understanding of safety clothing with expertise in garment design and manufacture.

SAFETY

Committed to staff welfare and wellbeing, Bodyguard Workwear specifically manufactures many of its own products, which include high visibility clothing, workwear, footwear, and gloves. This unique selling point gives it control over the quality of its garments and gives it an opportunity to innovate. It continuously invests resources into researching and developing solutions to ensure workers remain safe on the rail tracks and stay comfortable while they’re at it. Managing performance and fatigue on the lines saves lives, and the company is one of only a handful of licenced manufacturers of GORE-TEX garments. It also manufactures an exclusive brand range which includes alternative foul weather clothing, protecting workers from the inclement and changeable British weather.

DIVERSITY

Bodyguard Workwear understands that one size does not fit all and is committed to inclusivity, producing garments tailored to the female silhouette – a section of the workforce often overlooked when it comes to comfortable and practical workwear. All too often, female staff are handed men’s workwear for a lack of any alternative, and Bodyguard Workwear works hard to end this practice, providing a wide range of female fit PPE made to fit properly and provide optimal protection from the elements.

SUSTAINABILITY / ENVIRONMENTAL

With the environment a key concern for all industries, Bodyguard Workwear is committed to making its business practices sustainable and passing these benefits on to customers. As well as being a Gold member of the Supply Chain Sustainability School and producing a range of Eco workwear garments made from recycled plastic, the firm keeps an eye on its customers’ consumption and provides regular reports on the savings they can make to their carbon footprint. It’s also committed to making its garments as recyclable as possible, so that any environmental gains are not lost when a product is past its useful life.

CUSTOMER EXPERIENCE

Rail has one of the closest consumer-supplier relationships of any industry and looking after the customer is at the core of Bodyguard Workwear’s business. It prides itself on ensuring all clients, from the largest contractor to the smallest sole trader is well catered for, and that rail staff are safe at their place of work. Functional and high-quality safety clothing is a staff safety imperative on the railway, and the company certainly delivers.

Bodyguard Workwear demonstrates many of the values that the RailStaff Awards stands for, and we are thrilled to have its support in 2024.

YOUNG RAIL PROFESSIONALS PROMOTING DIVERSITY AND INCLUSION

BONNIE PRICE, CEO OF YOUNG RAIL PROFESSIONALS (YRP), RETURNS TO GIVE YOU ITS LATEST NEWS AND ACTIVITIES.

Welcome to the latest update from the YRP –we have a lot of news to fit in!

First off, Young Rail Tours, an initiative delivered by YRP, is thrilled to announce the appointment of Simon Kendler as its new manager. With plenty of experience in the rail industry and a passion for creating unique travel experiences, Simon is set to lead Young Rail Tours into an exciting new chapter.

One of the first tours under Simon's leadership is the upcoming France trip scheduled for Q3 of the 2024/25 fiscal year. This will offer young rail enthusiasts the opportunity to explore the picturesque landscapes and rich cultural heritage of France through a series of curated experiences and industry exclusive tours.

From scenic train rides through the French countryside to visits to iconic landmarks and local attractions, the France trip promises to be a memorable and enriching journey for all participants.

To ensure that interested individuals have the chance to secure a spot on the trip, Young Rail Tours is assigning places by ballot. By signing up for socials on the Young Rail Professionals website, participants will receive timely updates and notifications about the trip, including details on how to enter the ballot for a chance to join the tour. This streamlined approach aims to make the registration process more accessible and convenient for young rail professionals looking to embark on the next stop of this exciting adventure.

As Young Rail Tours continues to expand its offerings and reach a wider audience of young rail professionals, the appointment of Simon Kendler as manager signals a new era of innovation and growth for the initiative. With his leadership and vision, Young Rail Tours is poised to deliver exceptional travel experiences that inspire and educate the next generation of rail professionals.

Stay tuned for more updates and announcements from Young Rail Tours as we embark on this exciting journey together. Sign up for socials today and be part of the adventure! If you think you could help Young Rail Professionals with hosting tours outside of the UK, don’t hesitate to get in touch at: simon. kendler@youngrailpro.com

A NEW WAY OF OPERATING

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. We’ve started this

by comparing ourselves to the stats coming out from The National Skills Academy for Rail (NSAR).

We have also been in discussion with a number of our corporate members and industry partners about how to keep moving forwards. Our CEO/board report to the advisory board once per quarter. In these meetings, we cover membership percentage increases across a wide spectrum of intersectional metrics. The aim for our senior leadership is to build upon the momentum YRP has generated to ensure it is an open and welcoming space.

YRP is actively working to create a more diverse and inclusive industry. Within our leadership we hold elections each year. There’s only one qualifying factor to run in the regional and national elections - you must be a committee member within one of the follow committees:

• Regional (there are eight regions within YRP-UK).

• Initiatives (Rail Week, EDI, INTOrail, Young Rail Tours, Annual dinner, etc.).

• National executive committee.

Just head over to our website to join up – it’s entirely free!

We are seeking to always outpace industry diversity statistics/metrics across all levels. Our aim is true inclusion, based on intersectionality. It isn’t about ‘ticking boxes’, it is about creating the space where everyone feels welcome, valued, respected and heard. We at YRP have come a long way in this space - but there is still work to be done. If you have opinions on this topic, we would love to hear from you! (Hello@ youngrailpro.com)

Ultimately, promoting diversity and inclusion in the rail industry is not only a moral imperative but also a smart business decision. By attracting

Bonnie Price.

SIMON KENDLER

Please feel free to get in touch with us if you have any thoughts you would like to share.

and retaining young professionals from all backgrounds, the industry can thrive and adapt to the challenges of the future.

LOOKING TO SCOTLAND

Our chief operating officer, Agata Wesek, is currently re-establishing the Scottish region of YRP, and is chairing the region on an interim basis while the committee finds its feet. Being a YRP member can be highly beneficial for individuals starting their careers in the rail industry in Scotland. YRP provides a platform for young professionals to network, access industry insights, and develop their skills through various events, workshops, and mentoring opportunities. By joining YRP, individuals can connect with other like-minded young people, industry experts, and potential mentors, which can help them expand their professional network and gain valuable insights into the rail sector.

In addition to the benefits of being a member of YRP, joining the YRP committee in Scotland can further enhance your career prospects. Serving on the committee allows individuals to take on leadership roles, contribute to the strategic direction of the organisation, and gain valuable experience. By actively participating in the committee, individuals can demonstrate their commitment

to the industry, showcase their leadership skills, and build a strong professional reputation within the rail community. It is a great way to gain skills that your employer may not be able to provide you with.

Furthermore, being part of the YRP committee in Scotland provides opportunities for personal and professional growth, as members can engage in industry advocacy, professional development initiatives, and community outreach programs. By actively engaging with industry stakeholders and participating in committee activities, individuals can enhance their visibility within the industry, develop new skills, and position themselves for future career advancement opportunities.

The region is currently looking to fill the following positions (among others): regional treasurer; external relations; INTOrail lead; Rail Week lead; and networking and professional development lead.

These roles offer a plethora of opportunities to try out different career paths in a safe environment. I have often said that YRP is a safe place to fail. You can take on roles entirely outside of your comfort zone and experience. And the the result? Either you grow as a person, gaining new abilitiesor you pull together as a committee to deliver the YRP mission.

If you would like to join the committee, host some events in the Glasgow/Edinburgh area, or are a company that would like to support the Scottish regions development, please email agata.wesek@youngrailpro.com

AND FINALLY, AN EXCLUSIVE!

Get ready for an unforgettable evening of celebration and recognition at the highly anticipated YRP Annual Dinner and Awards Event!

This year, we are taking our prestigious event to new heights as we mark a historic milestone in YRP's journey. Join us in Cardiff, Wales, at the luxurious Mercure Cardiff Holland House Hotel & Spa for an evening filled with glamour, excitement, and inspiration.

For the first time ever, YRP is bringing the magic of our annual dinner beyond England, showcasing our growth and commitment to excellence. Be a part of this momentous occasion as we honour the outstanding achievements of young professionals in the rail sector and celebrate YRP's 15th year anniversary in style.

Whether you're interested in purchasing a table or nominating a deserving individual for an award, reach out to our dedicated team at awards@youngrailpro.com to secure your spot at the most prestigious event in the industry.

Arriva Rail London appoints new finance director

Arriva Rail London (ARL) has announced the appointment of Anjuli Ramburuth as the company’s finance director. Anjuli takes over the role from Steve Best, who became managing director in January 2024.

Anjuli joins ARL from Arriva UK Bus, where she was head of finance, supporting the London business. She brings 18 years of experience and expertise, having worked in several commerciallyfocused finance leadership roles within the foodservice industry before joining Arriva Group.

In her new role, Anjuli will oversee financial operations for ARL, which runs over 1,600 London Overground services per day for more than 520,000 passengers.

Steve Best said: “I am

delighted to welcome Anjuli to the ARL family. Her leadership will be instrumental in shaping financial strategies which support the company's growth and commitment to delivering exceptional service for London Overground passengers.”

Anjuli commented: "I look forward to working with the talented team at ARL and building on the foundation of financial excellence that Steve has established during his tenure. The company has proven its position as one of TfL’s trusted partners over the past eight years and I am excited to be part of the next steps of this journey.”

East West Rail welcomes new CEO

East West Rail (EWR) has announced the appointment of David Hughes as chief executive officer, effective from Monday 3 June.

David joins EWR from ARUP where he has been major programmes director. He has 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.

David said, “I’m very excited to be joining the EWR team at this important moment.

I’ve spent my 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.

"EWR epitomises that – it’s

a real opportunity to improve the quality of life for people living locally with faster and more frequent connections to the places they want to go, and it can also be a huge win for the UK economy as a whole. I can’t wait to get started, and particularly to meet local residents and businesses during the consultation, to hear your views on how to best develop East West Rail for the future.”

John Whitehurst becomes COO at GTR

Govia Thameslink Railway (GTR) has announced the appointment of John Whitehurst as its chief operating officer (COO). He began the role on Monday 20 May.

The role will see John lead the planning and delivery of services across GTR’s four brands – Gatwick Express, Great Northern, Southern, and Thameslink – which collectively represent approximately 18% of UK rail passenger journeys. He will also hold key relations with the supply chain and industry partners such as Network Rail.

John will bring to GTR significant experience within transport, having managed large teams and multi-millionpound projects across operations, infrastructure, and

engineering. He has previously worked at Network Rail as route infrastructure maintenance director on the Kent and Anglia routes, and spent nearly 12 years at Serco, where he was managing director of transport and community services.

John said: “I’ve been an admirer and customer of GTR for many years, so I’m very proud to join and be a part of the UK’s biggest railway operator at an exciting and important time for the rail industry. I’m looking forward to getting out across the length and breadth of GTR’s vast network, meeting my new colleagues who work incredibly hard every day to provide customers with a safe and reliable service. I’m excited to work with all our industry partners and stakeholders

to innovate and improve our services for the hundreds of thousands of customers who rely on us.”

Andy Coulthurst, who has led GTR’s operations successfully on an interim basis since November 2023, will retire this summer after more than 20 years in the rail industry.

Andy joined GTR in January 2020, assuming various roles including leading a successful programme of initiatives to give customers an ever better and more reliable train service.

Andy will stay with GTR to help ensure a smooth and seamless leadership transition up to his retirement in the summer.

© Arriva Rail London

Noel Travers appointed new RIA Chairman

The Railway Industry Association (RIA) has announced that following a competitive interview process its board has appointed Noel Travers as RIA’s new chairman. He succeeds David Tonkin, who is standing down after seven years in the post.

Noel – the managing director of international railway engineering solutions and services firm, and RIA member, XRail – has extensive experience and deep knowledge

of all aspects of the railway industry, including infrastructure, rolling stock and the supply chain. He served on the RIA board from 2018 to 2021 and as chairman of the Institution of Mechanical Engineers Railway Division between 2022. He intends to split his time between his role at Xrail and the role of RIA chairman.

Commenting on his appointment, Noel said: “It is a great honour and privilege to become chairman of the UK’s oldest and most distinguished railway trade association, especially as it approaches its 150 Year Anniversary in 2025.

“Both the start of a new Control Period, CP7, and a new postelection government, whatever its colours, this year are real opportunities to restate the hugely important role the UK rail supply sector plays in creating jobs and GVA across the national economy, as well as supporting innovation and skills in rail. I look forward

to working with chief executive Darren Caplan, and the full RIA team, to play my part in helping to take RIA to the next level for its members and to build a bigger and better railway industry at this pivotal moment in the history of UK rail.”

Darren Caplan added: “I am delighted on behalf of the RIA board, members and team, to welcome Noel to RIA as our incoming chairman. Noel has decades of expertise and insight from across the rail supply chain and will bring great perspective and insight to our board deliberations and strategic direction going forward.

“I also wish to place on record our immense thanks to outgoing chairman David Tonkin who has provided outstanding leadership and support to the board, the RIA team and myself during his tenure. We wish him well as he retires from rail and pursues other interests.”

QTS Group hires fresh training talent

Paul Knowles and Craig Loveman have joined QTS Training Ltd, the training arm of QTS Group. Paul has joined as a new trainer and assessor, while Craig has joined as an assessor and trainee trainer.

Paul has joined QTS Training following a rail industry career spanning almost 25 years. During this time, he has covered a vast majority of rail disciplines from maintenance to planning, before moving into a training role at AmcoGiffen in 2019.

Based at the QTS's Nottinghamshire headquarters, Paul will play a key role in building the firm’s presence in England, leading on the delivery of training courses and the assessment, training and development of their participants.

He will also have an instrumental role in developing the Controller of Site Safety (COSS) material for QTS Group’s pioneering COSS Development Academy, which was launched in 2021 to develop and enhance the skills of QTS team members who hold this key safety critical role.

Craig Loveman became a member of QTS Training

Jamie Zineldin becomes McGinley operations director

McGinley Support Services has promoted Jamie Zineldin to operations director, reflecting his remarkable 25-year journey within the company from a track operative to a key executive.

in December 2023. He has extensive experience in the industry and has worked as an assessor and trainee trainer in recent years. He can now provide Controller of Site Safety (COSS) training and various small plant competencies, and is currently working towards achieving engineering supervisor training capability.

Lorna Gibson, managing director of QTS Training said: “We’re thrilled to welcome Paul and Craig to the QTS family, enhancing our commitment to delivering top-tier training solutions. Their expertise will undoubtedly enrich our team's capabilities.

“At QTS, we believe that a well-equipped team is key to providing unparalleled learning experiences, and these developments align with our vision for continued excellence in training services.”

In his new role as operations director, Jamie will continue to influence the future direction of McGinley Support Services, pushing boundaries and setting new benchmarks in recruitment and workforce management within the rail sector. His dedication extends beyond achieving business targets, focusing significantly on nurturing the next generation of rail professionals. Dermot McGinley, CEO, said: “We are thrilled to recognize Jamie Zineldin’s invaluable contributions and leadership with his promotion to operations director. Jamie embodies the spirit of innovation and commitment that McGinley Support Services stands for. His extraordinary journey from the trackside to the director's office not only inspires but also drives us towards excellence.”

New chair & vice chair appointed to RIA SME Group

The Railway Industry Association (RIA) has appointed a new chair and vice chair for the RIA SME Group.

Catherine Leech, managing director at Anturas Consulting Ltd, takes the position of chair, and Mike Harmer, chief of strategic operations at Belvoir Rail becomes vice chair. They replace Lucy Prior and Paul McSharry as outgoing chair and vice chair.

“I am delighted to be taking on the role of SME group chair," said Catherine. “I’m looking forward to continuing the incredible work that Lucy and Paul have started in raising the profile and importance of SMEs in the rail industry. We are all facing challenges and with Mike’s support, help and input I hope we can support SMEs

to overcome some of these challenges to build an even stronger SME community.”

Mike added: “I am truly honoured to step into the position of vice chair of the SME Group, working alongside Catherine. SMEs are pivotal in driving innovation and growth within the rail industry, and I am committed to helping them thrive and supporting their success in rail.”

RIA Northern Ireland welcomes Matt Taylor

Darren Caplan, chief executive of RIA, said: “We are delighted to welcome Catherine and Mike as chair and vice chair of the SME Group. Their industry credentials and experience along with their exceptional leadership skills set the SME Group in good stead for the coming years. I have every confidence that Catherine and Mike will continue the work done by Lucy and Paul and will be a powerful voice for SMEs in rail as the industry goes through significant changes. We look forward to supporting them during their tenures.”

Northern recruits new executives

A new managing director and chief operating (COO) officer have taken the helm at Northern this week.

As managing director, Tricia Williams now leads the UK’s second largest train operator, an organisation that makes an annual contribution to the national economy of £1.25 billion.

Tricia has been with Northern since 2020 when she joined the organisation as chief operating officer.

Prior to working at Northern, she held a number of executive roles at Manchester Airports Group where she delivered

sustained customer growth and transformation. She also spent 20 years at United Utilities Group in a range of operational leadership and strategic transformation roles.

“After three great years as chief operating officer, it’s an absolute honour to be taking on the managing director role from this week,” she said.

“I know we have big challenges ahead of us but Northern is in a strong position and Matt and the rest of the director leadership team are committed to creating an inclusive culture, improving performance and our customer experience.”

The Railway Industry Association (RIA) has announced Matt Taylor as the new business engagement manager for RIA Northern Ireland. As a rail professional with 25 years of experience in the industry, Matt brings significant experience and strategic leadership. He has particular expertise in track, rolling stock and training which will help develop and establish the RIA Northern Ireland network.

RIA Northern Ireland will bring together rail suppliers active in the province and represent supplier interests to Government and rail clients, as well as support the development of a network to drive economic growth and employment.

“I am delighted to be joining RIA Northern Ireland as new business engagement manager," said Matt.

“I am honoured to be part of an association that supports the rail supply community both nationally and across the regions of the UK. With my experience and passion

for the rail industry, I am eager to contribute to the success of RIA Northern Ireland that will, in turn, grow a sustainable and high performing railway supply industry.”

Neil Walker, RIA export director and RIA Northern Ireland lead, said: “It is great news that Matt is joining the RIA team. His appointment comes at a key time in the development of the Northern Irish rail network. Matt will support RIA Northern Ireland and our members while building a local network as we look to develop and support a strong and sustainable rail supply sector.”

In the COO role, Williams is succeeded by Matt Rice, who joined Northern from Network Rail where he was route director for the north and east route.

In his role, Matt will lead all Northern service and engineering functions across the North of England, which includes 2,500 services a day to more than 500 stations in the region.

“I am looking forward to working with Tricia and my colleagues across the region to deliver for our customers,” he said.

“I have spent my career focused on making things better and I am committed to fostering a positive workplace culture for all and delivering great rail services for people across the North of England.”

Mark Wild named new CEO of HS2

Mark Wild OBE has been appointed as the new chief executive of HS2

Ltd

As a highly respected figure in the infrastructure industry, Mark brings almost four decades of experience to the role. This includes an outstanding record in the successful delivery of complex railway systems – the alignment of

PB Design announces new MD and leadership team

tracks, train, power, signalling and communications – most notably as the CEO of Crossrail.

Prior to Crossrail, Mark was managing director of the London Underground and was previously chief executive of Public Transport Victoria, the integrated transport authority based in Melbourne, Australia.

Mark was selected following a rigorous recruitment process overseen by the HS2 Ltd board and led by Sir Jon Thompson, executive chair, with backing from Secretary of State for Transport Mark Harper.

Sir Jon Thompson said: “Mark joins HS2 Ltd with unrivalled experience and a track record of successful delivery, giving confidence that he will drive this hugely complex programme to completion - providing more reliable and faster services for

rail users, while boosting the economies of the West Midlands and London. It is a mark of the scale and ambition of HS2 that we can attract a leader of his calibre.”

Mark’s precise start date is yet to be confirmed. His arrival follows the departure of Mark Thurston who led HS2 Ltd for six-and-a-half years up to the end of September 2023. Sir Jon will continue in his current position as executive chair until Mark’s arrival, when he resumes his previous role as HS2 Ltd chair.

Mark said: "I look forward to leading HS2 as it progresses from major construction works to its rail systems phase and beyond to the first passenger services. The scale and ambition of HS2 is phenomenal and will deliver wide-reaching benefits for the UK through more jobs, economic growth and better journeys.”

Alice Coverlizza to lead Trainline Partner Solutions

Trainline Partner Solutions, the B2B arm of Trainline, has appointed Alice Coverlizza as vice-president to lead the business.

Trainline is Europe’s leading independent rail platform, and through Trainline Partner Solutions (TPS) it provides partners with access to its Platform One technology, making rail travel easier and more attractive to wider markets.

Alice will lead all elements of Trainline Partner Solutions: Global Distribution, which provides indirect ticket sales through partnerships with retailers in the business travel market; IT

PB Design, provider of industrial standby power solutions, has announced key changes to its senior leadership team.

Scott Edsall, the company's former strategy & technical director, has taken on the role of managing director. With nearly seven years of experience at PB Design, Scott has been instrumental in shaping the company's future strategy, particularly in developing its new modular industrial product line and innovative EV Charging solutions. In his new role, Scott will lead the team in expanding PB Design's focus on net zero technologies, addressing pressing global climate challenges.

Mark Crocker, who successfully led PB Design through employee ownership for a decade, stepped down from his position as managing director on 1 April to enjoy an early retirement. Crocker will remain with the business in a Board-level role, providing support and guidance to the new leadership team.

PB Design also welcomed two new members to its senior leadership team. Scott Commons, who has been with the company since 2007, has been appointed as operations manager. He brings extensive experience in driving continuous improvement and operational efficiency, having previously served as the company's QHSE manager & continuous improvement champion.

Sandy Mace has also joined the senior leadership team as technical manager. With a strong background in technical project management and a keen eye for innovation, he will play a crucial role in shaping PB Design's technical strategy and driving the business forward.

Solutions, which provides White Label services to carriers and other retailers in the UK and internationally; Trainline Business which recently launched a new platform to retail directly to businesses, particularly SMEs; and Trainline's supply relationship with carriers across Europe.

Alice joins from Everli, where she was chief business officer. She will be based in Trainline’s Milan office, ideally located as part of Trainline’s ongoing focus on growth in European rail markets thanks to market liberalisation and new entrant carriers.

Alice said: “I’m looking forward to working with our partners across the business travel sector to help make access to rail travel simpler and more seamless. This is an exciting time to join Trainline, with business travel levels in both the UK and Europe continuing to recover, and more interest than ever in rail from the business travel market.”

Alice will report to Pete Wade, Trainline’s chief commercial officer.

Pete said: “Alice is a great appointment and I know she will lead our TPS team from strength to strength. We want to make Trainline the world’s number one rail platform and Alice will have a key role leveraging the ongoing strength of our platform to support our travel partners in the B2B market.”

WORK FOR US

CAREER OPPORTUNITIES

We work together to unlock the potential of our people

SYMCA - Public Transport Operations

Sheffield (Hybrid Working or Onsite)

• Track & Civils Engineering Manager

• Rolling Stock Engineering Manager

• Electrical and Mechanical Engineering Manager

• Systems Engineering Manager

• System Engineering and Integration Manager

The South Yorkshire Mayoral Combined Authority (SYMCA) brings together the local authorities of Barnsley, Doncaster, Rotherham, and Sheffield to serve the communities and businesses of South Yorkshire.

Good public transport is key to unlocking South Yorkshire’s potential. The South Yorkshire Supertram system is the region’s fast, frequent, zero-carbon mass transit system allowing people to access jobs, homes, education, leisure, and retail destinations. The system comprises 32 vehicles, 29km of twin track with electrified overhead line equipment, 50 tram stops, 12 substation, and various other civils, signalling, and communications assets. The network also contains the UK’s first tram-train service which sees light rail vehicles travel over both light and heavy rail infrastructure (owned by Network Rail) between Sheffield city centre and the neighbouring town of Rotherham. The system is owned and managed by SYMCA, with operations and maintenance recently transferring to South Yorkshire Future Trams Limited (a wholly owned subsidiary of SYMCA) following the end of Stagecoach’s 27-year contract.

SYMCA is embarking on a wide-ranging improvement programme to modernise the Supertram system and improve the service for our passengers. Significant investment across all aspects of the system is planned over the coming years; this includes an extensive rail replacement programme, procurement of a new fleet, refurbishment of our substations and full renewal of all light rail systems. We are also exploring options for extending the tram network in line with our Mayor’s transport vision.

We are strengthening our teams to be ready for the challenges of delivering this scale of improvement and investment. We have exciting opportunities for people looking to make a positive impact on their career and the future of transport in South Yorkshire.

This is an exciting time to be joining the South Yorkshire Mayoral Combined Authority as we continue to support the development of our region and make South Yorkshire a great place to work and live.