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It’s our last issue of the year and I’ve spent the month reading two reports that came out recently. The first, from Transport for East Midlands, outlines the current state and challenges of regional rail services in the East Midlands and identifies several opportunities for improvement, including upgrading rolling stock. Current initiatives include the introduction of new Aurora trains in 2025 and refurbishment of the existing fleet which we have some coverage of in this month’s issue as part of our feature on rolling stock.
The conclusion is a similar refrain to what we’ve all been echoing for years now: a clear growth plan and higher performance standards that don't compromise service levels.
Another report that caught my eye was from Transport Focus which asks Is cash still important on today’s railway? by examining how passengers pay for their rail travel.
The analysis revealed significant variations in cash usage between different stations and regions. Some stations showed cash being used in up to one-third of transactions, while others had much lower rates. Northern regions generally showed higher cash usage rates compared to Southern regions, where alternative payment methods were more prevalent.
The report notes that while stations without ticket offices often have ticket machines, not all of these machines accept cash payments. Some ticket products, including Railcards and Advance tickets, are not available for purchase on trains, making station access important for cash-paying customers.
Current trends show an increase in digital ticketing, with barcode tickets on smartphones becoming the dominant format across much of the network. However, one stat that stood out to me was UK Finance's report of a seven per cent increase in cash payments in 2022. The conclusion recommends maintaining cash payment options at stations where they currently exist, expanding ticket sales to high street retailers, and supporting transition to digital ticketing while ensuring accessibility. It specifically notes concerns about digital-only products like the 26-30 Railcard and Flexi Season tickets potentially excluding certain users.
Both reports emphasise that GBR needs to be responsive to regional needs. For the East Midlands, this means having a direct voice in GBR's decision-making structure. For retail strategy, it means recognising that different regions and stations have varying needs for payment options and ticket accessibility.
A lot to mull over during the holidays. Merry Christmas and Happy New Year to you all!
SAM SHERWOOD-HALE EDITOR
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Sam Sherwood-Hale spoke to Tim Shoveller about the future of rail freight, sustainable operations, and how his experience across the railway sector informs his leadership of the Freightliner Group as CEO
Volkan Pakoglu on digital transformation in the rail sector
Naomi Horton, rail partner at law firm Ashurst explains what public rail really means
Samuel Hughes of the Centre for Policy Studies on East-West Rail and the New Towns Programme
Johnbosco Nwogbo Lead Campaigner at We Own It argues that more comprehensive measures are needed to truly transform the nation's railway system
BODE UK & Ireland Ltd has announced a strategic return to its core rolling stock door systems business
Ellis Shelton, Senior Policy Advisor at Logistics UK explains
Robert Cook, Policy Director of the Railway Industry Association on the value of rail and the major announcements from the Budget
Phillipa Armstrong, Train System Engineer and Voices of Pride+ Chair at Alstom on building a more welcoming
As the UK government develops its ten-year infrastructure strategy, new research reveals that critical bottlenecks in the rail freight network are hampering economic growth and sustainability goals
Ruth Busby OBE Chair of Rail Wellbeing Live about Rail Wellbeing Live, its impact on the rail industry
48 INTERVIEW
Olivia Cayley, Head of Rail Programme at Samaritans on their rail programme and its vital role in suicide prevention across Britain's railway network
51 HEALTH & WELLBEING
Jason Wong, Mental Health First Aider at Transreport on A Day in the Life of a Mental Health First Aider
52 FREIGHT
Professor Phil Greening of Heriot-Watt University, who explains how connecting virtual models of road, rail, and port systems could optimise freight movement, improve infrastructure resilience, and support decarbonisation efforts
56 INTERVIEW
David Pitt, Vice President of UK Rail at SilverRail on the opportunities presented by Great British Railways
60 INTERVIEW
Peter Ahye, CEO of Hexagon Consultants on bringing aerospace and defense technology expertise to the rail sector
64
Sue Williams, Managing Director of Hexagon Consultants on Hexagon Consultants' work with Network Rail High Speed and HS1
68 IN CONVERSATION
Fenella Tallon Chief Assessor for the Princess Royal Training Awards at City & Guilds Foundation 71
Frank Suttie, Director specialising in transport at national law firm Freeths asks if private finance will come to the rescue
Gary Robson, Managing Director for Civils at PBH Rail on derailing the skills gap for a resilient future
In conversation with Anna Fritz, Head of Product at EAL
Javier G. Marti and Nicola Bicocchi, Geotechnical Engineers at Geotechnical Observations, on how effective monitoring can transform infrastructure risk management and why the industry needs to rethink its approach
EMR’s £400 million new Aurora bi-mode fleet
BUSINESS PROFILES
Stephanie Michael, Cllr Tracey Rawlins, Steve Feeney, Suzanne Mathieson, Molly Neal, Sarah Higgins, Richard Brooks, Philip Sherratt, Cllr Katie Thornburrow, Danny Lane, Philip Smith
Grand Central Submits Application to Expand Route Capacity
Grand Central has submitted its application to the rail regulator, the Office for Rail and Road (ORR), to extend its track access rights in Yorkshire and the North East beyond 2027. If approved, this will secure Grand Central’s long-term future in the region. Grand Central links 15 destinations to London King’s Cross, and is the only operator to connect underserved areas like Sunderland, Halifax, Hartlepool, and Pontefract directly to London. Its services are provided using available rail network capacity, run at no cost to the taxpayer, and can offer passengers savings of
up to 80 per cent on fares compared to other long-distance operators.
If approved, the application could unlock the conditions for Grand Central to invest in new, state-of-the-art Bi-Mode trains. These trains would replace the current 24-year-old stock and could increase capacity on the line by up to 20 per cent, offering more services to customers and making journeys more reliable and comfortable. The trains would also cut carbon emissions and could serve the UK long into the future as they operate on both electric and non-electric tracks. The move builds on Grand Central's previous
application to the regulator earlier this year to deliver additional services and new stops across Yorkshire and the North East. This would include new services to Seaham, which would be the town’s first and only direct connection to London, and additional services from York to London.
Both applications have been backed by local businesses including Hays Travel, F.C. Halifax Town, and the West and North Yorkshire Chamber of Commerce, which have acknowledged the crucial role Grand Central’s services play in boosting regional growth.
Joe Kennedy III Launches ‘Better on Board’ Charter
U.S. Special Envoy to Northern Ireland for Economic Affairs, Joe Kennedy III, has launched a new public transport charter for Belfast entitled ‘Better on Board’ which is supported by organisations representing more than 100,000 people across Northern Ireland.
‘Better on Board’ is a movement to drive modal shift and signals an unprecedented collaborative response to achieving a cleaner, greener and healthier Northern Ireland where public transport is the first choice for travel.
The initiative was announced by Mr Kennedy at Translink's Driving the Future Today! event held at Belfast Grand Central Station as part of the Linen Quarter BID's RE[act] Festival. It has launched with more than 20 initial partners who collectively represent more than 100,000 people across Northern Ireland – and around 30,000 in Belfast alone.
By supporting the Better on Board Charter, partners have acknowledged the importance of more of their people choosing public transport for the social, economic and environmental well-being of Belfast and beyond.
‘Launching the initiative, Joe Kennedy III, said: ‘I am delighted to launch the Better on Board Charter at the very impressive Belfast Grand Central Station which is exactly the type of investment required to achieve modal shift.
‘This is an excellent initiative and an example of everyone coming together with a common goal and future vision to reimagine Northern Ireland’s cities and motivate meaningful and tangible change for a better environment for all its people.
‘Modal shift will also serve to make Belfast an even more attractive, accessible
and modern city for investors and staff.
The recently launched hourly Enterprise service connecting Belfast and Dublin and the towns and cities in between will also play a significant role in creating new opportunities for Northern Ireland businesses and its people.’
Chris Conway, Translink CEO, commented: ‘The Better on Board Charter represents our shared vision for a more connected, accessible, and sustainable region. We’re thrilled to launch
initiative with the backing of several key partners, and we warmly invite more businesses and organisations to join us in this vital journey.
‘By working together, we can make a real difference in reducing our emissions, enhancing air quality, and championing healthier and more active travel choices across the city. This is an exciting opportunity for everyone to get ‘on board’, pledge their support, and help drive positive change for a cleaner, greener future.’
this
U.S. Special Envoy to Northern Ireland for Economic Affairs, Joe Kennedy III, has launched a new public transport charter for Belfast entitled ‘Better on Board’ which is supported by organisations representing more than 100,000 people across Northern Ireland. Pictured here with Chris Conway, Chief Executive, Translink.
GTS Rail Operations Limited Announced as New Operator for the Elizabeth Line
Transport for London (TfL) has announced its intention to award the new Elizabeth line operator contract to GTS Rail Operations Limited, a joint venture between Go Ahead Group, Tokyo Metro and Sumitomo Corporation. The contract will cover seven years with an option to extend for up to two additional years.
GTS Rail Operations Limited will take over from the existing operator, MTR Corporation (Crossrail) Limited, in May 2025.
The Elizabeth line is the most significant addition to London's transport network in a generation and has quickly become one of the most popular railways in the country, carrying more than 700,000 people a day. It has transformed life and travel in London and the South East by reducing journey times, creating additional capacity, and improving accessibility across London's transport network.
The new contract with GTS Rail Operations Limited will enable TfL to build on the success of the Elizabeth line and ensure it continues to be a showcase for investment in public transport in London, across the country and around the world.
The new concession operator contract will support and achieve this by:
• Bringing the best parts of Tokyo and London to the Elizabeth line to optimise the current operation and prepare for the increase in services to Old Oak Common when it is planned to open in 2030.
• Continuing to have a relentless focus on the safety of customers and staff.
• Encouraging robust collaboration between industry partners, including Network Rail, to deliver high levels of performance and customer satisfaction.
• Investing in people and technology to drive improvements in operating
performance and the management of disruption and customer information.
• Bringing into service the 10 new Class 345 trains to support the introduction of additional service enhancements in response to increased passenger numbers and growth opportunities across London and the South East.
• Working closely with other parts of TfL, Network Rail and HS2 to prepare for the operation of services to the new station at Old Oak Common.
• Delivering more than 500 apprenticeships over the contract term, supporting strategic resourcing and training.
• Offering grants to local community groups in order to support important grass roots movements.
Network Rail Selects Stannah Once Again as Their Lift Service Partner
Stannah has won a new five-year contract with Network Rail. Alongside the lift maintenance contract, Stannah has won the contract to maintain escalators for the first time, a significant addition to the Stannah portfolio. The company has also been appointed to both the lift and escalator renewal and replacement frameworks, allowing their Major Projects Division, which specialises in technically complex special lifts, lifts within infrastructure projects and escalators, to bid for the replacement of current lift and escalator assets.
Winning this tender, potentially worth over £50 million over the five-year period, is a huge testament to the incredibly hard work that the Stannah team have put in. Stannah’s Network Rail Department, Maintenance and Repair division and Major Projects Team have all worked diligently throughout the current ten-year contract to build an extensive and responsive support capability for Network Rail.
During that period, Stannah engineers have serviced almost 1500 lifts across 554 stations from Penzance to Inverness. Each year, the teams clock up around 35,000
visits, totalling around 67,000 hours of service of full and preventative maintenance.
Stannah’s Major Projects Division has also
completed over 130 new lift installation, lift modernisation and replacement projects just in the last three years.
RAIL LIFTING JACKS & PIT EXPERTS
Rail Key to Driving Regional Economic Growth and Achieving Net Zero Ambitions, New Research Reveals
New research from WPI Economics, commissioned by the Rail Delivery Group, reveals the substantial economic, environmental, and social impact of Britain's railway system, with significant variations across regions reflecting their different sizes and economic profiles.
The research shows that the rail industry currently generates £26 billion in annual benefits across the UK, with Greater London accounting for the largest share at £11 billion, followed by the South East at £3.2 billion and the East of England at £2.2 billion. Even in regions with smaller contributions, such as the North East (£410 million) and Wales (£510 million), the rail network plays a vital role in local economies.
Passenger spending is a crucial factor, with rail users contributing £98 billion annually to local economies nationwide.
London leads with £48 billion, while the South East and East of England each see over £6 billion in passenger spending. This spending particularly benefits independent businesses, with regions like the South East receiving £1.17 billion in independent business revenue from rail passengers.
The research projects significant growth potential, with a 40 per cent increase in rail usage by 2035 potentially raising the industry's total value from £26 billion to £46 billion. This growth would contribute substantially to the UK's net zero ambitions, with projected greenhouse gas emission reductions varying from 0.02Mt (megatonnes) in the North East to 0.36Mt in the South East, totalling 1.8Mt nationwide – equivalent to all domestic aviation emissions in 2019. The railway network, which employs over 103,000 people
nationwide in roles ranging from station staff to underwater divers, is positioned as crucial for future economic growth and environmental sustainability. The research emphasizes that achieving this potential requires continued industry collaboration, government investment in infrastructure, improved service delivery, and better integration with other transport modes.
Key to realizing these benefits is the projected 1.6 per cent annual growth in rail travel over the next three decades, as forecast by the Railway Industry Association. This growth depends on making rail more attractive to customers through improved performance, accessibility, and customer experience, while supporting the transition to more sustainable transport options.
Local Railway Unit Dedicated to North Wales Launched
Network Rail has joined forces with Transport for Wales and Avanti West Coast to launch a local railway unit dedicated to North Wales: Rheilffordd Gogledd Cymru.
Rheilffordd Gogledd Cymru – or North Wales Railway – was launched in Llandudno, with colleagues from the three organisations getting together across two days to work collaboratively on ways to improve the railway in North Wales.
The launch of Rheilffordd Gogledd Cymru in the north of Network Rail’s Wales and Borders route follows the success of the Cambrian Local Railway and the Central & West Wales Local Railway elsewhere in Wales – and leaders from those organisations were in Llandudno to provide insight.
The new local railway unit broadly covers the area served by the North Wales Coast and Conwy Valley Lines – and will draw on the experience and ideas of those already working in the area, notably the frontline staff who work on the track, trains, and stations in North Wales.
The primary aim is to regularly bring together local teams – from across organisational boundaries – and give them the tools and support they need to deliver benefits for the local area, with passengers and staff alike ultimately benefiting from the collaboration.
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£140 million Transformation for Darlington Station
A major milestone has been reached in the £140 million transformation of Darlington Station with the completed construction of the new Eastern Concourse building. Construction of the new concourse building has been delivered on time and on budget by the Tees Valley Mayor and Tees Valley Combined Authority. The concourse structure completion was marked at an event attended by Tees Valley Mayor Ben Houchen. The building will now transfer to Network Rail, paving the way for the next phase of development, which will see it fitted out with shop units and amenities and ready to welcome passengers in late 2025.
It is the latest landmark in the massive redevelopment of Darlington Station which also includes the addition of two new platforms, a new multi-storey car park for more than 650 cars, a transport interchange and an improved Western entrance.
The new Eastern concourse will connect through to the historic station via a new elevated walkway. The redevelopment of Darlington Station is being delivered in a partnership with the Tees Valley Mayor and Combined Authority, Network Rail, LNER and Darlington Borough Council.
It has been designed to mould the historic grandeur of the GradeII listed station with modern facilities for passengers. The project seeks to unlock capacity constraints by reducing the need for trains – particularly local and southbound services – to cross over the East Coast Main Line to enter the existing station, as well as encouraging and supporting economic growth in the area.
Tees Valley Mayor and Combined Authority has contributed £43 million to the overhaul while Network Rail and the Department for Transport have put £96 million towards the project.
Rail Partners’ Sustainability Conference Brings Together Industry Experts
Rail Partners held a sustainability conference in November with a focus on cutting carbon and connecting communities. Hosted by Mark Gaynor, Director of Operator Services at Rail Partners, the conference provided an opportunity for industry experts to discuss how the railway can improve sustainability on the railway, further contributing to national sustainability objectives.
During the conference, Shamit Gaiger OBE, MD, West Coast Partnership Development provided an insight into embedding sustainability and social value in HS2. Several train operating
companies also spoke about their sustainability work. Rachel Turner, East Midlands Railway, discussed introducing new, more energy efficient trains; and Jase Brooker, Govia Thameslink Railway, explained how his company had partnered with a community climate action group to install solar panels at some of its depots.
In addition, Jools Townsend, Chief Executive of Community Rail Network, spoke about the opportunities for train operators to strengthen links with local communities and grow business.
Tim Shoveller
Chief Executive Officer of Freightliner Group
Tim Shoveller joined the Freightliner Group as Chief Executive Officer in 2023, bringing with him over three decades of railway experience. His career has included significant roles such as Managing Director of Network Rail's North West & Central region, Managing Director at South West Trains, and senior positions at Eurostar and Stagecoach Rail. Now at the helm of the Freightliner Group, one of the UK's largest rail freight operators, Shoveller is focused on driving growth and innovation in the rail freight sector.
‘We welcomed the rail freight growth target announced last year as a positive step forward … while the target is important, the policy framework to deliver it is even more critical.
Policies that ensure rail freight remains competitive are essential; without them, the target risks becoming purely academic.’
Sam Sherwood-Hale spoke to Tim Shoveller about the future of rail freight, sustainable operations, and how his experience across the railway sector informs his leadership of the Freightliner Group as CEO
SSH: Late last year, the UK government set a target to grow rail freight by at least 75 per cent. With a new Government is in place following the General Election, what are their views on this growth target?
TS: We welcomed the rail freight growth target announced last year as a positive step forward. While we felt the target itself could have been more ambitious to drive the scale of growth required to meet our Net Zero goals, the most important aspect is that a target exists. The target should serve as a statement of intent from the Government, signalling a clear direction to private sector freight operators and their customers –providing the confidence needed to invest in long-term assets essential for achieving significant modal shift.
That said, we have always emphasised that while the target is important, the policy framework to deliver it is even more critical. Policies that ensure rail freight remains competitive are essential; without them, the target risks becoming purely academic.
We are encouraged that the new Government has reaffirmed its commitment to rail freight growth and have indicated an interest in adopting a more ambitious growth target, which we would strongly support. In establishing any updated target, it is crucial that it continues to be set at a national, GB-wide level, and is underpinned by a robust policy framework to ensure rail freight is competitive and delivers real modal shift.
SSH: The Government has announced a new structure for the railway, with the nationalisation of most passenger services and the creation of Great British Railways. How will that impact the rail freight sector?
TS: The new structure of the railway, with the nationalisation of most passenger operators and the creation of Great British Railways (GBR), will undoubtedly have a significant impact on the rail freight sector. While freight operations will remain in the private sector, the changes to the operating model present both opportunities and challenges.
The creation of GBR offers a unique opportunity to take a more holistic view of the railway. By considering whole-system costs and benefits, it could lead to better decisions around capacity utilisation and help drive down the overall cost of the network. This would make the railway more financially sustainable, which is crucial for supporting the growth of rail freight.
However, for private sector operators to continue investing in long-term assets, it’s essential that the new structure retains and strengthens the legislative safeguards currently in place. These safeguards –covering network access, caps on track access charges, and oversight by an independent regulator – provide the transparency and fairness that private operators need to invest with confidence. With freight operators becoming some of the few private entities in a largely nationalised system, strengthening these protections will become even more important.
Additionally, legislative reform could unlock further opportunities to align incentives with system-wide benefits. For instance, the current framework limits the ability to reduce track access charges to encourage the use of low-carbon electric trains. Yet these trains deliver significant profit & loss (P&L) advantages for the railway, by freeing up capacity for other services, improving efficiency, and reducing carbon and air quality impacts. Addressing these limitations could deliver better outcomes for the entire rail network.
The changes ahead are significant, but with the right safeguards and policy frameworks in place, GBR could play a pivotal role in ensuring a thriving and sustainable rail freight sector.
SSH: Since early 2023, Freightliner has been running a service for Ocean Network Express (ONE) using GD+, a new alternative fuel. How has this initiative developed, and what are your plans for expanding sustainable fuel use?
TS: The ONE collaboration has been a significant milestone in our sustainability journey. The GD+ fuel we're using is a second-generation biofuel that delivers up to 90 per cent well-to-wheel carbon savings compared to conventional diesel. This isn't just an experiment – it's a real-world demonstration of what's possible in reducing carbon emissions while maintaining commercial viability.
We're actively looking to expand this initiative across our fleet. The reality is that some parts of the network won't be electrified for quite some time, and we need practical solutions for decarbonisation that we can implement now. Our experience with ONE has shown that alternative fuels can work effectively in daily operations, consequently we have launched our ECO90 booking service which provides our customers the opportunity to book one single container on to a carbon reduced
‘Every freight train can replace up to 129 lorries on our roads, reducing both congestion and emissions. When you consider the government's net zero targets and the increasing pressure on our road network, rail freight isn't just an option – it's a necessity.’
service, benefiting from the associated carbon emissions savings which can be as much as 90 per cent.
There is currently a price differential between conventional diesel and greener alternatives, but we're seeing an encouraging trend where customers are increasingly willing to pay a premium for more environmentally friendly transport. This is particularly true for major international shipping lines and retailers who have their own ambitious carbon reduction targets.
It's important to remember that rail freight itself is already hugely environmentally advantageous – producing about 76 per cent less carbon than the equivalent road journey. When you layer on sustainable fuels or electric traction, these benefits increase even further. At Freightliner, we're pursuing a multi-track approach to sustainability – alternative fuels, electrification where available, and operational efficiency improvements.
SSH: You've been working with Tarmac and Network Rail to introduce new jumbo aggregates trains which are around 4,000 tonnes and 60 per cent longer. Can you tell us more about how these innovations come about and their importance?
TS: The jumbo trains project is a perfect example of how collaboration between operators, customers, and infrastructure owners can drive innovation. These trains
‘Electric freight trains perform better and more efficiently than their diesel equivalents – they accelerate better, they reach line speed more quickly, they decelerate more optimally, and in doing so they free-up capacity on the network for other services to be timetabled.’
can carry up to 4,000 tonnes, significantly more than conventional services, and we've recently improved the timetabling to increase average speeds from 25 to 38 miles per hour. This might not sound dramatic, but in terms of efficiency and capacity, it's transformative.
The development process involved detailed technical work with Network Rail to understand infrastructure capabilities, coordination with Tarmac to align with their loading and unloading facilities, and significant operational planning to ensure these longer trains could be accommodated within the network. We've had to think carefully about everything from signaling to platform lengths.
What's particularly exciting is how this kind of innovation creates a virtuous circle. The improved efficiency means we can get another trip out of each locomotive, which improves asset utilization and makes the service more competitive. This, in turn, makes rail freight more attractive to potential customers and helps us grow the market.
These longer trains are particularly important for bulk materials like aggregates, where margins are tight and every efficiency gain counts. In the construction sector, where environmental considerations are increasingly important, being able to move more material by rail rather than road is a significant advantage.
SSH: Is enough being done to support freight operators in making significant investments in more carbon-friendly rolling stock?
TS: This is a crucial issue that needs addressing head-on. A new bi-mode or hybrid locomotive costs around £5 million,
but we face significant uncertainty about operating costs. The current situation where electricity can cost more than diesel to operate creates a real disincentive to invest in electric locomotives. It's not just about the upfront investment – it's about longterm operational viability.
In Europe, particularly in Germany, they have legislation ensuring that electric traction won't cost more than diesel, which provides certainty for investment. This means operators can confidently invest in electric locomotives knowing they won't be penalised operationally. We need similar frameworks in the UK if we're serious about decarbonising freight.
These frameworks should consider the broader benefits of operating with electric, bi-mode of hybrid locomotives. Electric freight trains perform better and more efficiently than their diesel equivalents – they accelerate better, they reach line speed more quickly, they decelerate more optimally, and in doing so they free-up capacity on the network for other services to be timetabled. Capacity constraints across many of the most congested routes on the network could be better addressed by switching more freight to electric haulage.
To support operators in making investments that deliver network-wide benefits, it is essential to establish the right incentives. We have proposed to the Government the introduction of Track Access Credits, a mechanism that accounts for wider industry profit and loss (P&L) benefits. This scheme would allow for discounted track access charges, reducing operating costs for electric, bimode, or other innovative traction. The discounts would be funded by the broader P&L benefits unlocked through these investments.
SSH: How do these operational challenges connect to the broader issue of growing rail freight?
TS: The fundamental challenge is creating a level playing field with road transport. Currently, road haulage benefits from lower infrastructure costs and more flexible pricing. The recent Budget has once again maintained the 5p cut to fuel duty, while freight operators face rising track access charges that increase annually with inflation and in real terms. Since fuel duty was frozen in 2010, these charges have risen by up to 150 per cent in nominal terms. This widening competitive gap between road and rail freight must be addressed. Working with the Government to tackle this imbalance is essential to achieving modal shift to rail. We need joined up thinking about the entire logistics chain. Rail freight is most efficient for the main journey, with trucks handling the first and last mile delivery. Getting this integration right is crucial for growing the sector.
At the Freightliner Group, we're looking at this holistically. We operate
across multiple European countries, which gives us valuable perspective on different approaches. For instance, in Germany and Poland, we see different models for supporting rail freight, different approaches to infrastructure charging, and different ways of integrating with other transport modes.
We also need to address some basic operational issues. For instance, trains sitting in loops waiting for passenger services represents a real cost – not just in terms of fuel and crew time, but in terms of overall system efficiency. The recent improvements we've made in average speeds show what's possible when we focus on operational efficiency.
SSH: How does the new Access Charge Discount Scheme recently announced by Network Rail help?
TS: The recently introduced Access Charge Discount Scheme by Network Rail is a good step in improving the competitiveness of rail freight. It’s a key lever designed to make rail freight more economically viable and competitive compared to other modes of transport, particularly road freight.
One of the primary barriers to achieving modal shift – moving goods from road to rail – is ensuring that rail freight is costcompetitive. Over the years, rail freight has faced challenges in this area, especially with government policies such as the continued fuel duty freeze since 2010, which was again maintained in the recent Budget. In contrast, rail freight operators are subject to annual increases in track access charges, both in real terms and through inflation. This disparity has widened the competitive gap between road and rail.
The Access Charge Discount Scheme addresses this challenge by offering a discount on track access charges for the first six months of new services, where there is a demonstrable economic or commercial need. Essentially, it provides a period of ‘free’ track access, helping to offset startup costs and giving operators time to grow volumes and establish services. This bridging period is vital to making new services commercially viable in the long term.
We’ve already seen the benefits of the scheme firsthand. We have started two brand new flows that are supported by this discount, and therefore we’ve been able to introduce new services that would not have been viable without it. In doing so the discount scheme is helping to deliver greater environmental and economic benefits. The six-month discount period gives operators the opportunity to build efficiency, reduce operating costs, and establish a sustainable customer base.
In addition to enabling immediate service launches, the scheme is stimulating positive conversations with customers. We’re already working on further applications, showing how this policy is fostering confidence in rail freight.
That said, this discount scheme is only a short-term measure, and we continue to engage with the Government on broader policies to enhance rail freight’s competitiveness and deliver on the growth target. Achieving long-term growth will require a comprehensive policy framework that makes rail freight the mode of choice, ensuring it remains competitive with other transport options.
SSH: When you joined Freightliner, you spoke about aligning goals and empowering local management. How has that approach developed?
TS: I'm a practical, action-oriented person, and one of the big attractions of this role was the ability to make tangible improvements. What's particularly exciting is finding that I haven't had to drive everything personally – our teams are already taking initiative and making things work. We're seeing things happen in days and weeks, not months.
The key to this has been creating an environment where local managers feel empowered to make decisions. These are the people who understand their business and customers best, and when given the right guidance and support, they can be incredibly effective. I've been particularly impressed by how our terminal managers and local operations teams have responded to this approach.
Let me give you a practical example: During a flood event, our local teams were able to make quick decisions about alternative routing and customer communications. They didn't need to wait for approval from head office – they understood their parameters and acted within them. This kind of empowered decision-making is crucial in a dynamic freight environment.
This approach ties into the broader Freightliner culture. As part of a global rail freight operator, we benefit from significant experience and expertise, but we recognise that local knowledge and initiative are crucial for day-to-day operations. It’s about finding the right balance between global standards and local autonomy.
SSH: You’ve worked with both infrastructure and train operating companies throughout your career. How does this experience inform your view on railway management?
TS: My experience across different sectors of the railway has really highlighted the importance of alignment between infrastructure and operations. On highfrequency, intense railways, particularly urban networks, there's a strong argument for vertical integration – having infrastructure and operations under the same management. The London Underground is a good example of this working well.
However, this might not be the best model everywhere. The UK mainline network needs to accommodate different
types of services – long-distance passenger trains, local services, and freight – on the same infrastructure. The key is ensuring good alignment between infrastructure and operations, whatever the organisational structure.
During my time at Network Rail, I saw firsthand how important it is to understand both sides of the equation. Infrastructure managers need to appreciate the commercial pressures on operators, while operators need to understand the constraints and challenges of infrastructure maintenance and development.
This understanding has been particularly valuable in my current role at Freightliner Group. When we’re working with Network Rail on projects like the jumbo trains or discussing access during weather events, having that broader perspective helps us find practical solutions that work for all parties.
SSH: Looking at the current challenges facing the sector, particularly around infrastructure and capacity, what do you see as the key priorities?
TS: Infrastructure capacity is a critical issue. The UK network is intensively used, and we need to find smarter ways to accommodate growth in both passenger and freight traffic. This isn't just about building new infrastructure – though that's important –it's about making better use of what we have.
Take the example of our recent timetable improvements. By working closely with Network Rail, we've been able to increase
average speeds significantly on key routes. This isn't about running faster trains – it's about reducing the time spent waiting in loops and making more efficient use of paths. These kinds of improvements don't require massive infrastructure investment but can deliver real benefits.
We also need to think carefully about electrification. While we support the government’s electrification plans, we need to be realistic about timescales and priorities. That’s why we’re pursuing a mixed strategy – investing in bi-mode locomotives, exploring alternative fuels, and looking at ways to make better use of existing electric infrastructure.
SSH: The rail freight sector is facing some current challenges, such as the Red Sea shipping disruptions. How do you manage these kinds of short-term issues while maintaining focus on long-term goals?
TS: The current situation with Red Sea shipping is a perfect example of the kind of dynamic challenges we face in rail freight. We're seeing significant disruption to normal container flows, with ships being diverted and schedules disrupted. This requires immediate operational responses – adjusting services, reallocating resources, working closely with customers to understand their changing needs.
However, we can't let these short-term challenges distract us from our longerterm objectives. If anything, situations like this highlight the importance of having a
resilient and flexible rail freight network. When shipping patterns change, whether due to geopolitical events or other factors, rail needs to be able to respond quickly and effectively.
This is where our European perspective becomes valuable. Through our operations in Germany, Poland, and the Netherlands, we have a broader view of supply chain dynamics and can often anticipate and respond to changes more effectively. We’re also able to learn from different approaches across our network – what works well in one country might offer solutions for another.
SSH: Looking ahead, what are your priorities for the Freightliner Group, and what role do you see rail freight playing in the UK’s broader transport strategy?
TS: Our immediate priorities are clear: improving service reliability, expanding our sustainable fuel initiatives, and driving operational innovations to increase capacity and reduce costs. But beyond these operational objectives, we have a broader vision for rail freight's role in the UK transport system.
Rail freight must be at the heart of any serious strategy for sustainable transport in the UK. Every freight train can replace up to 129 lorries on our roads, reducing both congestion and emissions. When you consider the government's net zero targets and the increasing pressure on our road network, rail freight isn't just an option – it's a necessity.
I'm particularly excited about the potential for innovation in our sector. We're seeing new opportunities in areas like data analytics for predictive maintenance, alternative fuels, and terminal automation. These technologies could help us operate more efficiently and provide better service to our customers.
The key is making sure we have the right framework to grow sustainably. This means addressing infrastructure constraints, ensuring competitive access charges, and providing certainty for longterm investment. We need to make it easier for customers to choose rail, both from an economic and practical perspective.
Looking at our European operations, there are clear opportunities to apply best practices across our network. For instance, our experience with longer trains in the UK could inform operations in other countries, while we can learn from European approaches to electrification and modal integration.
I believe we're at a crucial moment for rail freight in the UK. We have clear growth targets, increasing environmental awareness, and technology that can help us operate more efficiently than ever before. The challenge now is to turn these opportunities into reality, and at the Freightliner Group, we're fully committed to playing our part in that transformation.
by Chris Cheek
Latest NTS Results Confirm Major Shifts in Rail Trip Making
The full version
of
the Department for Transport (DfT) National Travel Survey results was published at the end of the summer, and contains new data on how, when and why we travel
The results are based on a household survey which this year had an improved sample size of just over 14,000 people. The figures point to a continuing recovery from the Covid-19 pandemic. Overall demand by all modes was estimated at 915 trips per person per year (tpppy), increasing by six per cent since 2022. However, travel volumes remain four per cent lower than in 2019, when the figure stood at 952.6.
Focussing on the rail market in England, the overall trip rate forged ahead by 63 per cent, reaching 18.3 tpppy compared with 11.2 in 2022. The last pre-Covid figure recorded in 2019 was 21.2, leaving a shortfall of 13.8 per cent.
Analysis of responses on people’s reasons for making their journey, trip rates for most purposes increased between 2022 and the latest data, with the overall increase being 16.1 per cent. The exceptions were business travel (down by 13.1 per cent) and shopping (8.4 per cent). The business travel figures will be particularly disappointing. When comparing the 2023 trip rates with those of 2019, we see a sharp fall in many categories but increases in travel for education (up 59 per cent) and for leisure (up 14.8 per cent). The falls range from 54.7 per cent for business travel and 32.0 per cent for commuting to 15.4 per cent for shopping. Table A below tracks the changes, looking at the figures for 2010, 2019, 2022 and 2023. Many of the gains made between 2010 and 2019 have been wiped out by Covid and its aftermath. The bright spots are
the growth in education and leisure trips.
The trip rate for business travel has fallen back sharply, wiping out a decade of growth and is now below what it was in 2010. The change has wiped out a decade of steady growth and the 2023 figure of 0.9 tpppy is lower than in any year since 2002. The loss of full fare and first class passenger journeys reflects this decline, which is particularly damaging in revenue terms.
Translating trip rates into a percentage breakdown, we see from Table B that the importance of commuting has diminished, now accounting for 37.1 per cent of trips, ten points lower than in 2019. The growth in leisure travel means that this now accounts for 35.0 per cent of passenger journeys. Business travel has fallen back from 9.8 per cent of trips to just 5.2 per cent. The increased importance of education is notable, whilst shopping trips saw a fall in 2023, offsetting the apparent recovery in 2022.
The new survey results confirm the trends previously noted for rail users to get younger, with substantial falls in trip rates amongst older age groups. As can be seen in table C below, all age groups above 30 show falls between 2019 and 2023, with the largest being 37 per cent for people aged between 50 and 59, followed by 30-39 year olds, 32.6 per cent down. The switch to younger people can be seen with a 51 per cent increase in rail travel by the under 17s, a 16 per cent increase amongst 17-20 year olds, and a 17 per cent boost amongst 21-29 year olds. As a result of these shifts, we estimate that the 21-29 cohort now
accounts for 22.5 per cent of rail patronage, up from 17.8 per cent in 2019.
There are some significant differences in behaviour between men and women. In 2010, males accounted for 55.4 per cent of rail travel, leaving women with 44.6 per cent. Based on the 2023 survey, we estimate that this has shifted to 50.8 per cent for the men and 49.2 per cent for women.
As might be expected given the fall in commuting, the NTS shows a shift in the frequency of use of the railways, though not perhaps as large as might have been expected. The figures are in Table D below. The comparison between 2019 and 2023 shows a fall in those travelling three or more times a week from 5.1 per cent to 4.6 per cent, whilst there has been an increase in the proportion travelling once or twice a week from 3.7 per cent to 4.3 per cent. All the less frequent options show a reduction in the proportion, except to those who answered ‘less than once a year or never’, which went up from 41 per cent to 42 per cent.
This latest full version of the National Travel Survey offers further confirmation, if it were needed, of the radical changes imposed on the market for rail services by the Covid-19 pandemic almost five years ago. Patterns of use by journey purpose and demography have been radically altered, and almost two decades of steady growth in rail trip making reversed.
This both echoes and reinforces the latest figures from the DfT, which show that in the three months to the beginning of November this year, patronage averaged just under 88 per cent of pre-pandemic levels excluding the Elizabeth Line. This compared with 87 per cent across the whole of 2023 and 86.6 per cent for the whole of this year to date. The network is inching towards recovery, but it is a slow process.
Analysis of the NTS results helps to explain the shortfall, mapping changes in journey purpose, in the age and gender of rail users and the frequency of use of the network. The loss of commuting trips is well understood, given the moves towards working from home and hybrid working. We estimate the loss of some 256 million trips a year compared with 2019 – more than the overall national shortfall of 215 million. Business travel accounts for the loss of another 94 million, but these are offset by gains in education (77 million) and leisure travel (80 million).
The shifts in the age profile of users both reflects and influences this. The fall in commuter trips can be linked with the decline in trip rates amongst those between 30 and 59, whilst the increase amongst the under 17s can be linked to the rise in education and leisure travel, the latter associated with more weekend family trips. The fall in trip rates amongst older people mirrors that seen in bus travel and can be attributed to ongoing nervousness about infection risks and other changes in travel habits brought on by the lockdowns.
As the new government settles in, and the new form of ownership begins to evolve following the passage of the legislation to renationalise the passenger railway, it is clear that there are many challenges and uncertainties ahead – the country clearly faces a difficult economic and fiscal outlook, which will inevitably impact on the funding available for services, maintenance and investment. In the longer term, there is the AI revolution, the Net Zero targets and the impact of quantum computing – all of which will impact on the way we live and the way we travel. Flexibility and speed of response will be essential. Let’s hope that the new ownership framework can deliver this
* - The NTS is a household survey of personal travel, from data collected via interviews and a seven-day travel diary, which enables analysis of patterns and trends. In the year ending December 2023, the survey captured responses from 14,257 individuals covering 192,848 trips. The National Travel Survey results are tables are available at https://www. gov.uk/government/statistics/national-travelsurvey-2023.
■ Changes in Trip Making by Surface Rail since 2010
Surface Rail Trips per person per year
Source: National Travel Survey 2023, Department for Transport, sheet NTS0409.
■ Percentage Breakdown of Trips by Purpose
Source: Author’s Analysis of National Travel Survey 2023, Department for Transport, Sheet NTS0409.
■ Surface Rail Trip Rates by Age and Gender (trips per person per year)
Source: National Travel Survey 2023, Department for Transport, sheet NTS0601.
■ Frequency of Use of Surface Rail Services (Percentages)
Source: National Travel Survey 2023, Department for Transport, sheet NTS0313.
Kilborn Consulting Limited is an independent railway engineering consultancy and design business, with over 21 years of railway experience.
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The new office which is located in the heart of Wellingborough can accommodate all staff and visitors alike and offer widespread views across Wellingborough and the surrounding green spaces. We would be delighted to welcome you to our office to discuss your requirements and how we can support you to achieve those.
LAYING DOWN THE LAW
by Martin Fleetwood
Changes to Employment Rights are on their Way
One of the manifesto commitments of the incoming Labour Government was to introduce an overhaul of UK employment law, particularly workers' rights and workplace protections
The first phase of meeting this commitment has recently been introduced into Parliament through the Employment Rights Bill (the Bill). The new Bill contains 28 individual employment reforms, which will affect the rail sector to a greater or lesser extent.
2025 – the year of the consultation
Although the Bill has been published, the Government has promised to consult fully on how it will put its plans into action before the legislation is passed. In addition, numerous reforms will require regulations to be established, requiring further consultation on those too. The consultation process is expected to run through 2025, with the majority of the reforms taking effect no earlier than 2026.
The Government has acknowledged that some reforms will take even longer to undertake and implement. These include the reforms of the parental leave system and the possibility of introducing paid carers leave. More detailed consultation is also expected with trade unions and staff representatives on how to implement measures on ‘workplace surveillance technologies’. This recognises that while there is concern about some of the surveillance systems used to monitor workers, there can be safety benefits too, such as monitoring the location of trackside workers.
Full and detailed consultation on plans to move towards a ‘single status of worker’ is expected. Given that this is likely to also have tax implications for certain employees and employers these reforms may take longer to implement. The issues created by
the changes to employer National Insurance contributions in the recent Budget may make the Government wary of bringing further tax-affecting reforms forward too quickly.
Managing the changes for an employee following a transfer of employer under TUPE regulations is a major topic for the Government and a call for evidence on this topic is expected to be made shortly. It is likely to be relatively wide reaching, looking at the existing legislation and process including how to protect employees' contractual rights and limiting other actions by the new employers, such as fire and rehire practices.
Key areas of change
The key employment reforms which are covered by the Bill are:
• Unfair dismissal and probationary periods – protection from unfair dismissal will apply from day one and there will be a consultation on the length of a statutory probation period for an employer to assess an employee's suitability for their role (with a preference of nine months). Care will be required in managing and assessing suitability in the probationary period given that an unfair dismissal claim will always be available. Both currently have a two-year qualification period.
• Sick pay – the three-day waiting period will be removed as well as the lower earnings limit for all workers, meaning all employees will receive at least the minimum statutory sick pay level. Currently a three-day waiting period and
Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, concessions, finance, regulatory, property, employment, environmental and procurement issues.
Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.
lower earnings limit of £123 per week to qualify.
• Zero hours contracts – a ban on ‘exploitative’ zero-hours contracts. Hours worked regularly over a twelve-week reference period become the base for a ‘guaranteed hours’ contract if requested by the employee.
• Paternity leave/parental leave/ bereavement leave – paternity leave to be a right available from day one of employment. Currently a 26 week qualification period. Unpaid parental leave may become a day one right. Currently a one year qualification period. New bereavement leave provisions to be established, including the definition of a ‘bereaved person’.
• Maternity protections – increased protection through new regulations including protection from dismissal while pregnant, on maternity leave and within six months of returning to work.
• Flexible working – to be the default option for employees, but with an ability for an employer to refuse such a request if ‘reasonable’ to do so. Consultation will be required on the detail. A list of eight ‘reasonable grounds’ has been published with the ability for further grounds to be specified by the Secretary of State through regulations. Currently an employer only needs to deal with a request in a reasonable manner and base the refusal on one of a list of reasons.
• Fire and rehire/fire and replace –practice to become automatically unfair except in very limited circumstances where an employer has no alternative but to use fire and rehire to remain a
viable business. If used, there will need to be consultations with employees, trade unions and employee representatives.
• Single enforcement body – a single body will be established to enforce employment rights, including national minimum wage and rights to holiday pay and statutory sick pay.
• Trade Unions – the Strikes (Minimum Service Levels) Act 2023 will be repealed and the Trade Union Act 2016 amended. This will include strengthening rights of employees to join a union and for unions to seek recognition within a workplace.
• Harassment – the new duty on employers to prevent sexual harassment in the workplace will be strengthened, including stronger obligations on employers to take all reasonable steps to prevent sexual harassment and new whistleblowing protections for employees. Employers will also have liability for third party harassment of their employees in relation to relevant protected characteristics set out in the Equalities Act 2010 unless the employer took all reasonable steps to prevent the harassment.
• Collective redundancies – threshold changed to look at redundancies at a business as a whole rather than the number being made at a specific
establishment. Currently 20 or more redundancies at one establishment within a period of 90 days or less.
• Equality action plans – businesses with 250+ employees to produce action plans on how to address their gender pay gaps and giving support to employees through the menopause.
• Tribunal time limits: Measures to extend time limits for bringing employment tribunal claims will be added to the Bill during its passage through Parliament. It is understood that this may increase the time limit to six months from the current three month period.
Involvement in the consultation process
With all of the planned changes to employment law, it is important that the rail industry, both employers and employee organisations, engage with the consultation processes which will be running during 2025. Consultations can be time consuming and in some cases appear daunting, particularly if you are a small or medium sized enterprise focussed on the day job. The following are some points to bear in mind when dealing with such consultations:
• Budgeting time to participate is important, as is spending time to collecting input from colleagues.
When
‘The new Bill contains 28 individual employment reforms, which will affect the rail sector to a greater or lesser extent, with the majority of reforms taking effect no earlier than 2026.’
• Focus on the questions relevant to your business – there is no requirement to answer all of the questions in a consultation.
• Answer the question asked – an ‘off topic’ response can be easily ignored.
• Be clear and concise – it makes it easier for the reader to understand the point you are trying to make.
• Don't leave responding until the last minute – a call to undertake urgent work in the final week can quickly mean that you miss the submission date.
someone listens, people will make the right call.
Thousands of organisations in the transport sector are members of CIRAS. We build a strong listening partnership with our members to improve safety. Our confidential safety hotline provides extra listening to help staff make the right call and report their concerns even when they feel they can’t use other channels. When we listen, we learn.
Learn how you can build your listening partnership with CIRAS at ciras.org.uk/rightcall.
Levelling the Playing Field
For those of us who know and love the rail industry, it just makes sense to put more freight on rail. However, there is an uphill battle against ageing infrastructure, timetabling, fixed costs, and perceived barriers for new entrants. For many industries, such as aggregates, use of rail freight makes sense and is happening already, providing a bulk delivery option that is cost effective and time efficient. But many of the UK’s industries still rely on road freight to provide the delivery solution their customers require, without considering the benefits of rail, which could be more environmentally friendly and cost effective.
Logistics UK recently held a workshop on the issues affecting the sector with its rail members, to identify how to make efficiencies and reduce the cost of using rail freight, and consider how to make the mode a more attractive option for prospective customers. Rail businesses deemed it critical to identify the barriers to the expansion of the sector, and debated how rail freight might expand to drive future economic growth.
Regulatory controls were identified as a key barrier to uptake; those taking part felt that successive governments have not invested enough into new rail and port infrastructure, meaning that there is little to no investment currently directed to supporting rail freight flows into and out of ports. It was also felt that government policy is slow to react and does not maintain pace with the sector: there are many examples available of those with excellent plans to increase the attractiveness of rail freight, such as the DP World Modal Shift programme, which offers considered financial incentives to key customers. It is clear that if the pricing is set at an appropriate level, rail freight market sector share can rise exponentially, and schemes like this must be encouraged to promote new ways of working across the sector.
by Ellis Shelton
Ellis Shelton, Senior Policy Advisor at Logistics UK explains how to make rail freight more competitive
If the Labour government is serious about achieving the rail freight growth target of 75 per cent, Germany’s recent cut in access charges by 50 per cent was quoted as a prime example of a bold new way of thinking which can get results – something similar could work in the UK. There is an appetite for new flows, and as the Network Rail Track Access Discount Policy has shown, the discount benefit is a clear method to incentivise new customers.
Across the UK’s rail network, there are a number of key bottlenecks which disrupt and delay services and cause issues for potential rail freight customers. These include the Ely North Junction, Transpennine Route, West Coast Mainline and Felixstowe to Nuneaton Route. Without the reliability of service that they need, and the ability to accommodate the volume they require, customers will continue to choose road freight above all other transport modes. Key to making this happen is investment in the network to create the necessary capacity that key retailers and other buyers of freight services require to make the switch – with confidence in the network’s capacity and reliability will come a switch in volumes that could provide transformational to rail freight’s fortunes. Logistics UK is committed to keeping pressure on the government to make this happen.
A key benefit of modal shift from road to rail is the resulting environmental benefits that those in the industry are well aware of. However, although those in the sector and in government are aware of the positive benefits which can result in terms of reducing emissions, congestion and improved sustainability, broader public awareness still lags behind and limited policy action has been forthcoming.
At the same time, the government currently does not incentivise businesses in their efforts to reduce carbon emissions, a situation which has resulted in a ‘laissez faire’ attitude from customers who do
Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With Covid-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods. For more information about the organisation and its work, including its ground-breaking research into the impacts of Covid-19 on the whole supply chain, please visit logistics.org.uk.
not seek alternatives to their current delivery arrangements. Costs are rising exponentially, including labour and rolling stock costs, track access charges and the cost of electric traction. Without investment in new infrastructure and complementary subsidies and incentives, business will not make the necessary changes to switch loads from road to rail.
Underpinning all these ambitions is the need for new, reliable infrastructure to provide a nationwide network of rail options for those moving freight. Over several decades, a lack of consistent, long-term funding for rail freight projects has resulted in a stop-start mentality that does not see any meaningful development seen through to conclusion. If the new government is serious in its commitment to the role of the sector in driving growth in the economy, it is vital that politicians must back the industry’s strategic vision for rail freight the backbone of the UK’s entire freight network. Fundamental to the success of this ambition is the need for a plan from government, developed with the industry to identify how rail freight growth is to be achieved. The sector has plenty of ideas but must make clear to government what its priorities are, and align the ambitions of the two for the benefit of all. Rail freight has a key role to play in the country’s economic recovery – now is the time for those in the sector to make their voices heard, for the benefit of all. Logistics UK stands ready to lead the conversation.
Robert Cook is Policy Director of the Railway Industry Association.
What Does the Budget Mean for Rail?
Robert Cook, Policy Director of the Railway Industry Association on the value of rail and the major announcements from the Budget
The Budget on 30 October laid out a range of commitments and changes for UK rail. The Government specifically recognised the importance and value that rail manufacturing brings to the UK. The UK rail sector contributes around £40 billion to the UK economy each year whilst supporting 640,000 jobs and £14 billion in tax revenues, and it is important to see that the UK rail supply sector gets the recognition for the value it provides.
Included in the Budget was a commitment to the continued funding of High Speed 2 (HS2) Phase 1 between Birmingham and Old Oak Common, as well as committing to the delivery of HS2 to Euston. This was a ‘now or never’ decision that was included in RIA’s Budget Submission, but to maximise the benefits of HS2 we need to see the progression of further phases to increase future north-south capacity. Additionally, the Government’s supporting documents highlight the opportunities that private investment can unlock. Should private investment be leveraged into the construction of the station itself, it is more likely that the station will be built to its full eleven-platform specification because an increased station usage will mean faster and larger returns for investors. This is essential to protect future capacity should the line be extended beyond Birmingham.
The Government has also committed to future local transport funding, including for the Greater Manchester and the West Midlands Combined Authorities from next year. Transport for London received an additional £485 million for its capital
renewals programme in 2025-26, but a longterm settlement is still necessary in order to plan effectively for the future. The additional commitment included funding for rolling stock on the Piccadilly and Elizabeth Lines, and RIA looks forward to the publishing of the Government’s rolling stock strategy that has previously been announced.
Other commitments included the continued delivery of the TransPennine Route Upgrade (TRU), and the confirmation that East West Rail will connect Oxford, Milton Keynes and Cambridge. Both projects are key strategic upgrades for east-west connectivity, and will unlock new homes, jobs and economic growth. Maintaining momentum on Northern Powerhouse Rail was also announced. Whilst details are still unknown about this, RIA welcomes the progression of planning and design works to support the future delivery of a new railway across the North.
The Future of Rail Series
After the announcements, the Budget has still left a number of unanswered questions for the future of rail. These questions all need answers in order to build a railway that works for both the industry and the country alike.
Throughout the 200th anniversary year of rail, RIA will be running a series of events delving into different areas of rail, asking what the future needs to look like, and how we can all help to shape it. These events will cover topics from devolution to decarbonisation, taking place in London and around the country.
Launching in January with our first event ‘The Future of Rail: Demand’, these events
NEWS IN BRIEF
NORTHERN LOOKING TO RECRUIT DOZENS OF ENGINEERS
Northern has launched a recruitment drive as it looks to hire skilled engineers who can repair and maintain trains. The train operator has announced there are dozens of roles on offer, with vacancies at its TrainCare Centres in Leeds, Liverpool and Manchester and salaries of up to £50,320. Northern is expanding its team of engineers who work round the clock to maintain and enhance more than 340 trains, at Newton Heath TrainCare Centre in Greater Manchester, Allerton TrainCare Centre in Merseyside and the Neville Hill TrainCare Centre in Leeds.
‘The UK rail sector contributes around £40 billion to the UK economy each year whilst supporting 640,000 jobs and £14 billion in tax revenues, and it is important to see that the UK rail supply sector gets the recognition for the value it provides.’
will aim to answer some of the biggest questions surrounding rail, and shape decisions that work for the whole industry and country. RIA Future of Rail events will be free to RIA members, and open to all. RIA is actively looking for thought provoking contributions from organisations with new ideas to shape our 2025 programme, including those from outside the rail industry. To get involved or register your interest in contributing, visit the RIA website at: www.riagb.org.uk.
IN THE PASSENGER SEAT
by Phillipa Armstrong
The Role of Public Transport in Fostering Inclusivity
Phillipa Armstrong, Train System Engineer and Voices of Pride+ Chair at Alstom on building a more welcoming railway
As a Train System Engineer and Chair of the Voices of Pride+ (VoP+) employee resource group at Alstom UK and Ireland, I’ve seen firsthand how crucial it is to foster inclusivity and diversity within the realm of public transport.
Our recent initiatives, like the launch of Nottingham’s first rainbow tram – or ‘trambow’ – ahead of Notts Pride, are more than symbolic gestures; they represent our commitment to creating safe, inclusive spaces for everyone, whether that be a farepaying passenger or a colleague.
Creating safe spaces for all customers
Public transport is a shared space where diverse communities converge, making it essential to ensure that everyone feels safe and welcomed. For the LGBTQ+ community, visibility and representation can significantly enhance the sense of safety and belonging. This is why at Alstom, we’ve implemented initiatives like the ‘trambow’ in Nottingham with East Midlands Railway and Nottingham Express Transit, and supported other similar projects across the UK, such as Avanti West Coast’s Class 390 Pendolino 390119 – ‘Progress’ –and West Midlands Railway’s Class 730 Aventra 730018 – named ‘Hurst Street’ in honour of Birmingham’s Gay Village. These visible symbols of support go a long way in signalling to our passengers that they are in a space that respects and celebrates diversity.
However, our approach extends beyond visual statements. In 2017, we launched our biannual equity, diversity, and inclusion
After studying Mechanical Engineering at De Montfort University in Leicester, Pippa joined Alstom in 2018 on their engineering graduate scheme. Undergoing several rotations across the business as part of the programme, she went on to become Deputy Chief Engineer for the Class 730 Aventra fleet Alstom were building in Derby for West Midlands Trains. Eventually promoted to Chief Engineer of the Class 730 project, Pippa moved to their current role as Train System Engineer in 2023.
Additionally, Pippa has held the position of Chair of Alstom’s Voices of Pride+ since 2022 where, among several achievements, she has organised volunteering days offering employability skills workshops to LGBTQI+ refugees and asylum seekers.
(EDI) census to identify improvement areas in the UK. From the findings, Alstom developed and delivered the Alstom8 workshops to raise awareness and provide practical advice on how to successfully drive inclusivity in the workplace. These workshops are not only educational but also empower employees to take actionable steps towards fostering a more inclusive environment, and we’ve certainly seen this reflected in our most recent census.
Our four ‘Voices of’ employee resource groups – Women, Pride+, Cultural Diversity, and Disability – play a critical role in
promoting inclusivity across the UK and Ireland, and beyond. These groups share lived experiences, challenge groupthink in strategy and policies, oversee relevant key performance indicators (KPIs), and act as ambassadors. As the Chair of VoP+, I can attest that our actions are not confined to Pride Month but are part of an ongoing effort to make public transport an inclusive space year-round.
Alstom’s four ‘Voices of’ groups often collaborate to highlight the intersections of our diverse – and potential – workforce. A highlight for me recently was an event
organised to discuss mental health, where Jarrell Bempong, a Black, gay, dyslexic, author and talking therapist participated in an online discussion with Lydia Lyons, one of Alstom’s dedicated mental health first aiders. Hosting these conversations can really help colleagues to realise they’re not alone and spark discussions we otherwise might not have had.
Translating diversity and inclusion into passenger experience
Diversity and inclusion at Alstom are not just internal policies; they are principles that guide our interactions with our customers and, ultimately, the public. For instance, our mobility solutions are designed with accessibility in mind, catering to individuals with various mobility needs. This inclusive design philosophy ensures that our services are accessible to everyone, reinforcing the notion that public transport should serve all members of the community equally.
Elsewhere, our Voices of Women group are passionate about showcasing the diverse range of roles and careers available to young women and girls in the rail industry. Marking International Women’s Day earlier this year, the group developed the ‘InspiHer’ initiative, which saw 25 of our UK sites open their doors to female students in Years 7 and 8, with the aim of inspiring them to pursue a career in rail or science, technology,
engineering and maths (STEM).
From Brighton to Manchester, Alstom’s wider female-only insight day included a series of interactive sessions and activities, which provided hundreds of students from 26 schools with a deeper understanding of the company’s female-friendly culture, career opportunities and industry trends. Senior women from Alstom were involved at all participating sites, sharing their personal experiences, advice and practical support for students considering their professional and career journeys.
Similar initiatives have been organised throughout the year by our Cultural Diversity and Disability groups too, emphasising our commitment to showcasing Alstom is a place where everyone can thrive.
Moreover, our commitment to inclusion is reflected in the training we provide to our staff. Over the last year, more than 2,100 employees across the UK and Ireland have attended EDI training, and we’ve taken our ‘Be the U in inclUsive’ roadshow to the majority of the Alstom’s 37 sites across the two countries.
Earlier this year, Women in Rail recognised us with the Equality, Diversity and Inclusion Team Award and the Social Value Award, and we were Highly Commended for our bespoke female development programme – Springboard –further emphasising our contribution to improving gender balance, diversity and inclusion within the UK rail industry.
Public transport – a catalyst for an inclusive society
Public transport plays a pivotal role in connecting communities and fostering
social cohesion. By promoting inclusivity and diversity within our transport systems, we contribute to building a more inclusive society. When people from different walks of life share a space, they are more likely to develop empathy and understanding for each other. This daily interaction helps break down barriers and challenges stereotypes, promoting social harmony.
At Alstom, we believe that every journey taken on one of our vehicles – from commuter trains to monorails – should be a step towards a more inclusive world. By ensuring that our public transport systems reflect the diversity of the communities they serve, we help foster a sense of belonging and acceptance. Mass transit is not just a means of getting from one place to another; it is a shared space where the values of inclusion and diversity can be visibly and practically upheld. As we continue to innovate and expand our services, we remain dedicated to making every journey a symbol of our commitment to these crucial principles.
It also extends beyond delivering new rolling stock and can be retrofitted through our Services businesses. For example, improvements for passengers in wheelchairs were considered from the start of design work on our recent midlife refurbishment of the Class 390 Pendolinos, which was carried out in consultation with Avanti West Coast’s accessibility panel.
A wireless charging cradle, developed by EAO, allows passengers in wheelchairs to charge their phones while also having other devices plugged into power sockets. Furthermore, to reduce potential conflict between passengers in wheelchairs and others placing luggage in the designated spaces, the accessibility logo was woven into the carpet to make the space easily identifiable for all.
The work we do at Alstom extends beyond engineering and operations; it is about building communities and fostering a sense of belonging for all. By prioritising inclusivity and diversity, we are not only enhancing the passenger experience but also contributing to a more equitable and harmonious society. This is the true essence of riding with Pride.
Volkan Pakoglu leads 5G, Mobile Private Networks, Smart Places and IoT innovation across public and private sectors in the UK. During his 27 years at CGI, Volkan has held a number of roles, from developing mission control systems for satellites and agile delivery, to leading large, complex high-profile delivery and service engagements spanning the globe.
Digital Transformation in the Rail Sector
Volkan Pakoglu, Director Consulting Services – 5G, IoT and Smart Places for CGI in the UK on the biggest drivers and challenges of digital transformation in the rail industry today
There are a number of considerations that need to be made as railway providers look to integrate digital technologies to improve operations and service delivery. The emergence of new technologies like 5G, IoT and AI, as well as changing purchasing behaviours, competition, disruption, an increased reliance on data, and shifts in regulation, all trigger the need for businesses to adapt.
Deciding factors include the need for more robust wireless connectivity, promising high powered computing applications such as quantum, and sophisticated integrated technology like semiconductors, especially through the lens of IoT and AI.
Despite this, there are inherent challenges that rail providers face on their digital transformation journey. Resistance to change and the ability to upgrade existing, complex legacy systems and infrastructure can hinder the seamless integration of new technologies. Additionally, as more sophisticated and connected devices are introduced, consideration needs to be made around cybersecurity hygiene and sufficient resourcing.
Rail organisations also need to be conscious of societal needs. Sustainability is a prevalent issue for technology integration, ensuring the full pipeline of technology is as close to net zero as possible. Additional focus is being made on boosting the economy and shortening the tech gap across industries, also known as the digital divide.
Edge computing enabling new capabilities
The combination of 5G and edge computing
has unlocked a number of capabilities and use cases for railway providers. 5G has increased the speed, reliability and responsiveness of key functions, enabling organisations to support more sophisticated IoT devices, at scale.
Additionally, edge computing brings computational resources closer to the data source, reducing latency and improving performance for applications that require real-time processing. Rail operators can design and deploy different edge computing infrastructures, such as on on-premise, hybrid, and micro edge servers, depending on the client’s business requirements and associated technical needs of use cases.
Leveraging technologies like AI, cloud, IoT and blockchain
There are a number of applications that innovative technologies enable.AI and machine learning can streamline predictive analytics , optimising performance and offering bespoke insights into important business functions for decision makers. We’ve seen tech companies and public bodies lean further into AI-powered chatbots and virtual assistants to automate customer support reliably, enhancing the user experience.
From a cloud and IoT perspective, rail operators are able to leverage cloud infrastructure and connected devices for scalability and flexibility. This enables them to handle fluctuating workloads, deploy new services rapidly, and reduce capital expenditure.
Married with IoT, sensors can be used to improve visibility, allowing rail companies to connect real time data on operator
activities and environmental conditions. This will deliver actionable insights that not only boost operational efficiency, but also enhance passenger safety through real-time tracking of trains or monitoring equipment health .
Regulation and policy changes
More so than ever before, organisations must now invest in resources, use new technologies to ensure compliance with regulations such as European Union's General Data Protection Regulation (GDPR), the upcoming Digital Operational Resilience Act (DORA), and the upcoming EU Digital Services Act (DSA). DORA’s remit currently focuses on shoring up operational resilience within the financial sector, however this could impact the rail sector through the introduction of new standards. Improvements may involve implementing new data protection and security resilience measures, conducting privacy impact assessments, and appointing data protection officers.
Regulators are scrutinising rail providers’ data privacy and cybersecurity practices more closely, conducting audits, investigations, and imposing fines for noncompliance. This creates reputational risks and financial penalties for companies that fail to adequately protect consumer data.
Future digital transformation trends
Digital transformation is becoming an increasingly important business strategy for growth and productivity. The digital divide across industries is continuously placing strain on segmented sectors, impacting performance, efficiency and the need to meet corporate social responsibility goals, such as net zero. As innovation progresses, railways need to adapt accordingly
Integrating high power computing and more resilient and efficient technologies like semiconductors to bridge the digital gap, such as the lagging infrastructure disparity between rural and developed urban areas.
AI and machine learning will play a central role in driving automation and personalisation across railway offerings. Companies should invest in AI-driven technologies to automate processes, enhance customer experiences, and derive insights from vast amounts of data. This includes deploying AI-powered chatbots, recommendation engines, content curation algorithms, and predictive analytics solutions.
Furthermore, with the proliferation of digital services and the increasing value of data, cybersecurity and data privacy will remain top priorities for rail companies. Companies should invest in robust AI-powered cybersecurity measures, including advanced threat detection systems, encryption technologies, and security awareness training programs to protect against sophisticated cyber threats and ensure compliance with evolving regulations.
The transition of passenger services to public control marks a significant shift in rail policy, but stops short of full nationalisation. Naomi Horton, rail partner at law firm Ashurst, explains what it means for the future of Britain's railways
The new Labour Government wasted no time in fulfilling its pre-election promise to move passenger rail services into the public sector. The draft Passenger Railway Services (Public Ownership) Bill, waiting in the wings during the King’s Speech on 17 July 2024, was published the very next day. Those of us old enough to remember the Thatcher/Major years will know that before the Railways Act 1993, British Rail owned and operated all rail infrastructure and services – that was a nationalised railway. Although Network Rail has been in public hands for some time, and despite many commentaries to the contrary, even when the Passenger Railway Services (Public Ownership) Bill is passed, we will not have full rail nationalisation in the UK. Not yet at any rate.
The Bill is straightforward. It requires what used to be known as rail franchises – before the shift of revenue risk, advent of management style Covid Emergency Measures and subsequent birth of the National Rail Contracts – to be run by public sector companies owned by DfT or the Welsh or Scottish Ministers, once the current National Rail Contracts come to an end. This could be at the full expiry date or at an earlier shrink back date (if one exists in the relevant NRC), unless the SoS feels that there is too much to do too quickly, and decides to extend any current operator's NRC, which she can do by up to two years in any particular case. Since the Welsh and Scottish rail operations are already run by the relevant governments under operator of last resort services contracts, this extension right only applies in England.
The Bill has made an impressive highspeed journey through the legislative process and at the time of writing has progressed through the Report stage of the Lords. Of the main franchises to which the Bill applies, six are already run by the OLR arm of Government. Once passed, the new legislation will therefore only change the nature of [10] franchises. As SoS Transport commented, this is an exciting development, the first piece of major legislation of the new administration to pass through the Commons. Rail is high up on the political agenda.
Whilst the Bill makes no attempt to dismantle the privatisation architecture of the Railways Act 1993 or bring in full-scale nationalisation, once it is passed, it is the case that it will not be possible to let any new contracts to run "franchised" passenger rail services to the private sector.
That is not, however, the full story. The Bill makes no changes to private rolling stock ownership (and investment), private sector open access passenger services or freight services, all of which are run by the private sector, and all of which to date have been vocally supported by both the current and previous administration.
We know that a (new and revamped) GBR is scheduled to be set up, to be foreshadowed, as all the best GBRs are, by a Shadow GBR. Louise Haigh announced in her 3 September Ministerial Statement that she will be instructing Andrew Haines (CEO of NR), Alex Hynes (DG for Rail Services in DfT) and Robin Gisby (CEO of DfT OLR) to establish a Shadow Great British Railways. In a not dissimilar fashion to the Conservative Government's Shadow
‘At the start of this new world of GB rail, our aim should be to use the building blocks of the very best of what will soon be both public and private elements, and work together to reinvigorate and invest in GB rail for a sustainable and innovative future.’
GBR, this is intended to bring together NR as the (already nationalised) infrastructure manager together with elements of passenger services ‘bringing together track and train to deliver for passengers’. We need to see the further draft legislation creating the new GBR ‘as an arm's length body’ before we can understand how it will operate and how similar, or otherwise, it will be from the GBR proposed by the last Government. We do understand from SoS, however, that NR, DfT and OLR will ‘work collaboratively, taking a whole-system approach to decisionmaking and driving improvement, whilst retaining their existing accountabilities and duties’.
So, a new GBR will let public sector contracts to public sector companies to run ‘franchised’ rail services, as well as organising the management and ownership of the rail infrastructure, all under one roof. Overseeing the allocation of access to the track as well as running public passenger operations means GBR will need to juggle the promotion of rail freight whilst keeping a powerful new Passenger Standards Authority watchdog (who, we are told, will independently monitor standards and champion improvement in passenger service performance) at bay, as well as deciding how much open access by private sector operators is acceptable. Several questions remain open in terms of the rail landscape going forward, and no doubt the rail industry will be looking carefully at these.
How will DfT/GBR approach open access? With ORR and NR already coping with a record 80 or 90 open access applications, how much potential passenger revenue abstraction will DfT/GBR tolerate in terms of private sector operators competing with the new public sector companies running public passenger services, and will more current franchise owning groups turn their train running expertise to open access operations after handing over their rail franchises to government?
Having generally championed open access in the past, rather than referring to the current ORR Not Primarily Abstractive open access application test, the SoS chose to say that ‘where there is a case that open access operators can add value and capacity to the
Naomi Horton is a rail partner at law firm Ashurst
NEWS IN BRIEF
REVIEW INTO TRAIN FARE PROSECUTIONS
The Transport Secretary has commissioned a review into the way train companies tackle suspected fare evasion. This will include how clear terms and conditions are for passengers and how they are communicated, as well as when prosecution is an appropriate step. Chief Executive at Transport Focus, Alex Robertson, said: ‘Fare evasion costs the railway hundreds of millions of pounds every year, money which could be better used to improve services for passengers. Positive action on revenue protection with a focus on ensuring penalties are given only to those who deserve them will help build trust and confidence in the railway.’
network, they will be able to’. Does this indicate a cooling in enthusiasm for open access now that all public sector contract rail passenger revenue is for DfT coffers, or simply a paraphrase of the existing approach?
Rail freight is plainly and critically important. Few would deny that more freight should be on the railways for sustainability and road congestion reasons at the least, and both old and new administrations have mentioned increasing statutory duties to promote freight. However, the inevitable tension between access to the track for freight when the focus is also on passenger service standards, and the elephant in the room of the cost and practicalities of infrastructure electrification and introduction of new traction technology to eradicate diesel freight trains, should not be underestimated.
Private investment has also been championed by both administrations. Whilst rolling stock lessors and owners are not impacted directly by the Bill or Government statements about GBR, like train manufacturers and maintainers, and anyone else doing business with the new public sector company rail operators, they will be keen to know how the arm's length GBR will be financed to ensure rent and
maintenance payments are made when due, as well as how the GBR single balance sheet will be apportioned between infrastructure maintenance and investment on the one hand, and operations on the other.
The previous administration's GBR bill reserved much policy power to SoS, despite giving many obligations to their GBR. How will rolling stock and other rail policy be made by this administration, and will the Government and GBR be able to kick start that much needed rail investment and train manufacture pipeline that GB rail needs to thrive?
And we should not forget the recurrent bugbear of the public-versus-private-sector debate, that is, ensuring the public sector can attract and retain talent, and encourage initiative and innovation. Whatever our views as to who should be running passenger rail services in the UK, the beneficial impact on service provision of those private sector disruptors operating in the industry post initial privatisation (we know who they are) should not be denied.
At the start of this new world of GB rail, our aim should be to use the building blocks of the very best of what will soon be both public and private elements, and work together to reinvigorate and invest in GB rail for a sustainable and innovative future.
Samuel Hughes is head of housing at the Centre for Policy Studies and a research fellow at the University of Oxford. He has previously worked in a range of roles in government and think tanking.
East-West Rail and the New Towns Programme
New towns have been a part of Britain’s urban history since its beginning. Many British towns were originally planned by the Roman Empire, like Colchester, Chester and York
Others were founded by the Kingdom of Wessex, like Oxford. Hundreds of new towns were founded in the twelfth and thirteenth centuries. The nineteenth century saw a wave of satellite new towns enabled by the railways, like Chorleywood, Bournville or Welwyn Garden City.
The key determinant of whether a new town is successful is its location, or, more specifically, whether it ties into an existing city with a housing shortage. A good location ensures there is a healthy demand for the new homes, as well as enabling some of the abundant revenues from selling housing to be spent on good infrastructure and public services. A simple way to achieve this is by simply making the new town contiguous with the existing city: Edinburgh New Town is an example of this. The other way is through excellent transport connections –especially fast and frequent rail.
This method has an excellent record of success in Britain. The Victorian and Edwardian railway towns are an obvious example, like the commuter towns along the Metropolitan Line. The most successful of the postwar New Towns are examples of this too. Few would claim that Milton Keynes, Stevenage and Crawley are models of walkable urbanism. But economically they have been successful because of the excellent rail links they enjoy. New towns without good connections to existing employment centres have tended to struggle economically.
The Government has announced that it wants to build a suite of new towns as part of its response to the housing
shortage. Encouragingly, the leader of the taskforce it has appointed to identify sites has stressed that they will locate them in areas where scarcity is greatest. So it is worth considering which sites Britain’s existing and future railway infrastructure might open up.
Britain’s housing shortage is extremely concentrated geographically. Its centre is in London, with two secondary centres in Oxford and Cambridge. There are similar shortages of laboratory and sometimes office space in all three of these cities. So the ideal new town would be one that enjoys good railway connections into one or more of these cities.
A key constraint here is that many of the existing railway lines into British cities, especially London, are at capacity. Adding new lines to these lines is dubiously practicable: whatever railway service was made available would have to be cannibalised from existing towns, meaning that the net gain to the nation would be doubtful.
However, this does not rule out everything. In a briefing for UK Day One, Kane Emerson and I recently argued that the Government should look at siting a major new town at the hamlet of Tempsford in Bedfordshire. Tempsford lies on the preferred route of East-West Rail, the line between Oxford and Cambridge that is finally reopening in stages after many years of delay. Nobody expects East-West Rail to be at capacity as soon as it is finished, so Tempsford would enjoy excellent rail connections to both Oxford and Cambridge. Some of its residents might commute, but Tempsford would also be able to become an
‘Few would claim that Milton Keynes, Stevenage and Crawley are models of walkable urbanism. But economically they have been successful because of the excellent rail links they enjoy.’
employment centre itself: there is enormous unmet demand for laboratory space in Oxford and Cambridge, and Tempsford would be ideally located to meet this.
A good location means higher sales prices, and more receipts from housing sales means more resources available for infrastructure. Tempsford could be a model of good urbanism, with the best tram network in Europe relative to its size, gracious ‘gentle density’ architecture, abundant parks and street greenery, and outstanding public services. All this would be far more difficult in a location where the housing produced little surplus to spend on public goods.
Tempsford also enjoys a second advantage. It lies at the intersection of East-West Rail and the East-Coast Main Line, the main service between London and Edinburgh. The ECML is currently at capacity, but its capacity could be expanded by a combination of improvements at the London end and unblocking bottlenecks higher up the line, most notably the Digswell Viaduct.
Doing so would allow Tempsford to become something really remarkable, a new town with outstanding rail links to Oxford, Cambridge and central London – perhaps the most desirable greenfield site in Europe. In principle, the receipts from house sales in Tempsford should more than suffice to cover the improvements to the ECML, so it may be possible to deliver the project at no net cost. Development at Tempsford could also help to finance the delivery of the final stretch of East-West Rail.
Housing and transport should not be considered independently of each other. Both East-West Rail and the new towns programme are good initiatives, but they will work best if they complement each other. Along with improvements to the ECML, East-West Rail generates perhaps the best opportunity for a new town in recent British history. The Government should seize it.
Johnbosco Nwogbo works as Lead Campaigner at We Own It. He got his start in campaigning in the mid-2010s at the University of Fort Hare, South Africa, as part of the Fees Must Fall and Decolonise the Curriculum movements. For the three years before joining We Own It, he has been a campaigner for renters and community rights as part of ACORN the community union. You can follow Johnbosco on X (formerly Twitter) at @NwogboJohnbosco.
Are the Government's Plans Enough?
Johnbosco Nwogbo Lead Campaigner at We Own It argues that more comprehensive measures are needed to truly transform the nation's railway system
When our railway was privatised in the early 1990s, the theory was that private firms would bring their vaunted ingenuity, efficiency and investment to bear on the system, to not only improve it but also potentially keep fares lower.
In reality, every indication is that the opposite happened. For example, in the year to April 2024, 875 trains were cancelled every day, with compensation payouts to passengers hitting over £100 million. And while £1.5 billion left the railway system in a combination of dividends for private shareholders and inefficiencies created by private firms every year, Britain has been saddled with the highest rail fares in Europe.
The last Conservative government as well as governments in Wales and Scotland, had already begun to reverse the role of private firms in the railway by taking the worst operators back into public ownership over the last five years. Over the same time, the idea that the state should step back in to run the whole of our rail system for people, not profit, has grown in popularity. In the latest poll, 76 per cent of the public say they back the railway being taken into public ownership.
Because of this, Labour’s promise before the election and the government’s move after the election to take rail operations into public ownership has been much welcomed by the public. The Passenger Railways Services (Public Ownership) Bill is currently awaiting a second reading in the House of Lords. The bill aims to amend the Railways Act 1993 to repeal the mandate to privatise the railway. This will allow the government to take the remaining privately-run rail franchises into public ownership as their contracts end.
But, while this first step is crucial and laudable, the government must put public ownership of our railway on a sustainable footing from the start, by making sure it delivers the improvements passengers expect.
To make it work, the government must go further than they are currently going in three areas:
1. Rolling stock.
2. Voice for passengers in decision-making.
3. Investment.
Why the government should nationalise rolling stock
In the current system, the public does not own the trains that we ride on, nor will we after the government’s public ownership plans are fully implemented.
The private companies that own the trains are collectively called rolling stock companies or ROSCOs. They lease the trains out to private rail operators, and when the government takes over rail operation, the government is set to continue to hire trains from them to run on our rail tracks.
The government’s current plans do not include bringing the actual trains that we travel on into public ownership.
Taking rolling stock into public ownership would keep hundreds of millions a year that is currently being taken out of our railway system, in the system. The top three rolling stock companies, who together control 87 per cent of the trains on our tracks, have paid out around £2 billion in dividends to their shareholders in the past decade, including almost £410 million in 2022-2023.
Despite these profits, our trains are older today than they were when our railway was privatised. Just before privatisation, the average train on our railway was 16 years old. Almost 20 years later, in 2017/20, the
average age of the trains on our railway is almost 20 years old.
Failures in rolling stock are at the heart of the cancellations and delays we see on our railway every day. They are also the conduit for the extraction of huge amounts of profit from the railway. Without tackling it, the government would be leaving a significant part of the current problem in our railway unaddressed and likely setting themselves up for failure.
A strong voice for passengers and communities
To guarantee that our railway under public ownership works for passengers and communities, the government must bring passengers and communities as close to the decision-making as possible.
Encouragingly, Transport Secretary Louise Haigh has pledged a strong passenger watchdog called the Passenger Standards Authority to oversee the work of the publicly owned rail service, Great British Railways.
This body must have the power to act on behalf of passengers. Part of how it could do this is by ensuring that the members of this body are elected and carry a mandate from passengers in every region. Recent polling conducted by Survation for We Own It in West Yorkshire shows that the public would support this new approach to running public transport. 76 per cent of the public backed a stronger voice for communities and passengers in decision-making.
The government must invest
It is very worrying that the government is not talking about investment. Compared to Switzerland, whose railway has consistently been ranked as the best railway in Europe, the United Kingdom's investment is below par. While Switzerland invested 477 Euros per person, the UK invested 215 Euros per person. The UK also invested less than Sweden, Norway and Austria.
Rail is an engine that can fuel the economic growth that the government is looking to generate. For every pound invested in rail, around £2.5 in economic activity is created. Investment in the railway will not only improve the service passengers get, it will foster the economic growth the government wants to generate.
The government’s decision to scrap the Restoring Your Railway Fund has been deeply disappointing. The Fund, which was established as levelling plans to open new lines and stations, and build in new capacity in our railway system, could have provided a platform for planning and delivering longterm improvements to our rail infrastructure.
Transport Secretary, Louise Haigh has already shown herself to be a very astute and well-prepared reformer. She has the skills and team to go further and really give public ownership a chance to work for passengers. That means that, alongside what they are already doing, she must also take rolling stock into public hands, give passengers a real voice and invest.
Door Systems Specialist Returns to Core
BODE UK & Ireland Ltd has announced a strategic return to its core rolling stock door systems business, following its transition from Schaltbau Transportation UK earlier this year
Since the start of 2024, BODE UK & Ireland has undergone a dramatic facelift. Within the last year, the company (formerly Schaltbau Transportation UK) has refreshed its strategy, restructured, rebranded and renamed, with a welcome return to rolling stock door systems as its central focus.
BODE UK & Ireland Ltd is a subsidiary of the BODE Group, an Original Equipment (OE) system supplier and partner to leading train manufacturers, specialising in modular door systems, boarding safety management units (BMU), level access steps and interiors for all train types based on proven OE components.
BODE Group uses the latest designed technology to offer installations on new fleets as well as upgrades for safety, accessibility, monitoring and conditionbased maintenance for the extended life of existing fleets. BODE UK & Ireland not only comprises qualified field technical and procurement professionals but is also strongly supported by a committed international team of system specialists to deliver cost effective, low maintenance
solutions to customers – Rolling Stock Leasing Companies (ROSCOs), Rail Network Operators (TOCs), Overhaulers and Train Manufacturers alike.
The head offices and principal manufacturing based in Kassel, Germany, form the central hub for quality, training and advanced development on door and step systems that are being adopted by train manufacturers globally: from which exacting standards are cascaded to all international subsidiaries. Local offices have been established in United Kingdom, United States, Switzerland, Italy, Poland and South Korea to meet domestic support requirements on new projects and provide ongoing consultation and connected customer service.
Established in 1968, the company’s mission is founded on the principles of mobility and accessibility for the future of the public transport sector, incorporating product solutions that represent a fusion of sustainability, safety, efficiency and comfort. This is what drives Bode products to deliver a safer, convenient and intuitive environment for passengers in a way that maintains minimal impact on surroundings,
be them vehicle or platform related.
Positive passenger response to systems operating on UK networks consistently serve to underscore consumer confidence in safe and reliable systems and the gateway to a better travel experience.
Bode technologies include sliding plug doors, out swinging doors, extending steps, sliding steps, BMU & sensor tech, interiors (baby change tables, cabinets, door mirrors, shelving & luggage racks, partitions & panelling, internal doors, handrails), lighting and Smart LEDs for heightened passenger safety.
Nick Thomas, Managing Director from January this year, shares his anticipation for what lies ahead: ‘I am excited to be entering a new era for the company, proudly representing the services and products we have on offer and supporting the customers we value above all.
‘We are entering an exciting phase in the evolution of BODE UK & Ireland as we embark on a significant replacement project in the UK with a major industry Network Operator and Train Leasing Company. Further news on this will be issued in due course. In addition, we are receptive to
invitations from key industry players for sharing our premises in Milton Keynes and are progressing with the sale of the Precision Custom Composites (PCC) brand from BODE. The sale of PCC allows us flexibility to further focus on our core portfolio and services. But we won’t stop there, with a renewed ambition to provide greater support through growth in other areas.
‘Investment in the organisation is continuing with expansion of the team to enhance our Aftersales offering, whilst maintaining close ties with the OEM campaigns supporting rollout of fleets in England, Scotland and Wales. Coordination of Aftersales and OEM activities is critical to keeping things on track.
‘Bode is already heavily involved in the training of depot and technical operatives on our door systems; a programme we will seek to expand over time to incorporate component-specific, door control and locking units, step system and boarding management unit modules. And concurrently we are developing processes to provide condition-based maintenance solutions for our customers.
As first assembly on many new fleets, Bode are well positioned to implement retrofit upgrades to existing fleets. Added to which, we have the knowledge and
technical expertise to conduct repairs, failure investigation and interior assemblies to extend the operational life of trains in service, while building a domestic framework for improved availability of spare parts supply.
Bode has a strong track record in innovation as a pioneer in personal protection technology for door systems and as the holder of over 120 patents, the outlook is really encouraging for our local office to help support service provider initiatives in UK and in Ireland.’
As a system supplier and partner to leading vehicle manufacturers, we develop customized door systems for rail and road vehicles.
We specialize in modular door and boarding systems for all train types based on proven components. The door systems of BODE are in use all over the world. Reliable, robust, and increasingly intelligently networked, they form the interface to the passenger.
bode-global.com/en
Rail has Vital Role to Play in UK Logistics Network
As the UK government develops its ten-year infrastructure strategy, new research reveals that critical bottlenecks in the rail freight network are hampering economic growth and sustainability goals
‘Rail freight produces up to 76 per cent less carbon dioxide than road freight per tonnekilometre, making it a critical element in reducing the logistics sector's carbon footprint.’
With the UK government developing a ten-year infrastructure strategy, it is time to start a conversation about how we can build a long-term vision for improving the infrastructure required to support logistics activities and therefore UK economic growth, resilience and decarbonisation. This conversation must start with the formalisation of the UK Logistics Network, first proposed in the previous government’s Future of Freight Plan to identify the key routes used by logistics operators, and use this as the basis of a 30-year infrastructure strategy.
Logistics UK has worked with transport economists MDS Transmodal to map the current state of the UK’s logistics corridors and produce an exclusive report into the opportunities and threats which currently exist for the movement of goods across the country and to major ports and airports. The research focusses on the flows on our key rail and road routes, what generates them and how they connect our ports, airports, urban and industrial centres and the results are presented in our report The UK Logistics Network – Identifying our critical supply chain infrastructure to drive growth.
Rail has a significant role to play in building resilience into the UK’s logistics infrastructure, yet the importance of the UK’s rail network for logistics is often undervalued. It facilitates the movement of a range of critical goods, contributing £2.45 billion to the UK economy every year. However, as with the road network, several bottlenecks and capacity issues hinder rail’s – and therefore the economy’s – optimal performance when it comes to the movement of goods nationwide and overseas, and acts as a barrier to growth, undermining progress towards achieving the government’s rail freight growth target of 75 per cent by 2050.
Lack of capacity
Currently, many parts of the rail network are operating at or near full capacity, particularly during peak times. The key rail routes carry around 70 per cent of rail freight and at present, the high-volume routes carry 15 per cent of rail freight, yet make up just two per cent of the network in kilometres. Capacity issues are particularly challenging for key freight routes such as the West Coast Main Line, which is also heavily used by passenger services.
There are other specific points on the network, such as congested junctions and single-track sections, that create significant bottlenecks. For example, the capacity of the Felixstowe to Nuneaton route, a vital corridor for container traffic from the port, is severely constrained by infrastructure limitations. Due to pinch points on this line, particularly at Ely, a sizeable amount of containerised freight flows south via the Great Eastern Main Line, across North London, and onwards to numerous destinations. This inhibits rail freight capacity for movements to and from London Gateway and leads to conflict with the need to provide additional capacity for passenger rail services, particularly along the North London line. The limited rail connectivity from Felixstowe to the high concentration of
warehousing and distribution in the ‘Golden Triangle’ of Nottingham, Birmingham and Northampton puts more of a burden on the Strategic Road Network, which in turn affects how well it operates and how much carbon it emits.
This lack of capacity and resulting congestion limits the availability of rail paths and therefore the appeal of moving goods and commodities by rail as opposed to road. As an example, rail freight movements between the important urban and industrial centres of Teesside and Liverpool often travel via suboptimal routes in the Midlands. This adds time and costs to these journeys and hinders the potential of this corridor to act as a land bridge between Europe and Ireland.
Currently, the UK’s logistics corridors and hubs are a product of long-term economic trends and historical policy decisions. This complex system incorporates multiple modes of transport, including road, rail, air and maritime routes. However, despite its complexity, the system remains heavily dependent on a relatively small number of critical routes, which creates vulnerabilities and the constraints imposed by this reliance act as a brake on economic growth.
Rail freight targets
The UK government has set an ambitious target to increase rail freight by 75 per cent by 2050 as part of its broader environmental and economic goals. This is part of a European trend: the French government has set a target in law to double rail freight’s modal share by 2030 from nine per cent to 18 per cent and has plans to increase this share to 25 per cent by 2050; Germany has a target to increase rail freight’s modal share from 19 per cent to 25 per cent by 2030 and Spain has a target to grow rail freight’s modal share from four per cent to 18 per cent. The UK government’s growth target is positive for the sector and meeting it is crucial for reducing carbon emissions, alleviating road congestion, and enhancing the resilience of supply chains.
‘Industry research suggests that while only around ten per cent of rail freight is currently electrically hauled, just 800 miles of additional electrification would enable 95 per cent to be electrically hauled by the mid-2040s.’
Congestion on key routes
The map highlights strategic rail routes, particularly in central and South East England, where the highest forecasted growth in rail traffic is expected. These routes are vital for connecting principal ports, industrial centres, and logistics hubs, particularly given rail’s ability to move large volumes of certain commodities, such as aggregates and construction materials. Key corridors likely to see significant growth include the routes from London through the Midlands to Manchester and the east coast ports to inland distribution centres. This anticipated growth aligns with national efforts to shift more freight from road to rail, driven by several factors. Forecast growth is also high on routes connected to principal ports like Felixstowe (near Trimley Junction), reflecting the increasing importance of rail in facilitating international trade.
Congestion on key routes has been exacerbated by the slow pace of planning and decision-making in the UK. Infrastructure investment has also been inconsistent, characterised by a stop-start approach that leaves many congestion hotspots unaddressed. Furthermore, the challenge of preparing and providing infrastructure for decarbonisation, crucial for the logistics industry, has not yet been met with the urgency it requires.
Investment in infrastructure and electrification
Enabling modal shift from road to rail freight for domestic traffic is a critical part of the industry’s efforts to reduce carbon emissions. Rail freight produces up to 76 per cent less carbon dioxide than road freight per tonne-kilometre, making it a critical element in reducing the logistics sector’s carbon footprint.
To help rail achieve its potential in delivering for the economy, investment in infrastructure to increase capacity on key routes is crucial. Projects such as the
upgrading of the TransPennine route and enhancements to the Felixstowe to Nuneaton corridor will help to alleviate some of the current congestion issues. Further investment to improve rail access and capacity to and from UK ports would support trade and economic growth.
There must also be an intensive focus on filling in the gaps in electrified rail.
Electrification not only reduces the emissions of rail freight but also creates capacity by enabling faster acceleration and deceleration. Industry research suggests that while only around 10 per cent of rail freight is currently electrically hauled, just 800 miles of additional electrification would be required to enable 95 per cent to be electrically hauled by the mid- 2040s. Analysis by the Chartered Institute for Logistics and Transport (CILT) shows that the initial 60 miles of ‘in-fill’ electrification, which would bring some of the most immediate benefits, would cost approximately £50 million per annum for two years, which is around 0.12 per cent of Network Rail’s budget for 2024 to 2029.
Robust and sustainable logistics infrastructure
I began by saying that, as a sector, we want to start a conversation but we also need
action. This is why Logistics UK will continue to press the government for collaboration with industry and communities to identify the UK Logistics Network formally and ensure that it can support the nation’s ambitions for a thriving, sustainable future. The insights and priorities outlined in our report The UK Logistics Network will guide us in building the robust, innovative, and environmentally responsible logistics infrastructure that meets the needs of today and anticipates the demands of tomorrow.
ELLIS
SHELTON is Senior Policy Advisor at Logistics UK.
Ruth Busby OBE
Ruth Busby OBE is the People and Transformation Director for Great Western Railway (GWR) and Network Rail’s Wales and Western Region, and Chair of the Rail Wellbeing Live Steering Board. With over two decades of experience in human resources and organisational development, she has become a leading voice in workplace wellbeing within the UK rail industry.
In her role as Chair of Rail Wellbeing Live since 2023, Busby has overseen the event's growth to attract over 17,000 registrations in 2024, making it the rail industry's largest health and wellbeing initiative. She is particularly passionate about creating inclusive workplace cultures and developing initiatives that support both frontline and office-based staff. Beyond her work with Rail Wellbeing Live, Busby has been instrumental in developing wellbeing champion networks across the rail sector and has advocated for greater industry collaboration on health and wellbeing issues. She holds expertise in managing organisational change, talent development, and creating sustainable wellbeing strategies for large-scale operations.
Busby is also known for her work in promoting diversity and inclusion within the rail industry, and regularly speaks at industry events about the importance of workplace wellbeing and cultural transformation. She has been particularly vocal about the need to attract younger talent to the rail sector and the importance of creating working environments that support employees through various life stages.
Chair of Rail Wellbeing Live and People and Transformation Director for Great Western Railway
Sam Sherwood-Hale spoke to Ruth Busby OBE about her role as Chair of Rail Wellbeing Live, discussing how the rail industry's largest health and wellbeing initiative has grown to attract over 17,000 registrations in 2024, and exploring the unique collaborative approach that makes the event possible
‘We know from all the studies that younger people want to work in places where they feel their values are consistent with the organisation's values. Something like Rail Wellbeing Live helps demonstrate that this is a place that invests in you and works together collaboratively.’
SSH: As Chair of the Rail Wellbeing Live Steering Board, what do you see as the most significant impact this event has had on the rail industry over the past five years?
RB: There are two major impacts. The first is that it's helped to open up the conversation around wellbeing and mental health in our industry. The event has grown significantly since its launch in 2020 – this year we had 17,000 people register, which was our
highest number ever. This demonstrates how the industry is embracing the importance of wellbeing conversations.
The second significant impact is that it serves as a really big sales pitch for the rail industry if you're not already in it. We have 18 companies providing sponsorship, and despite the fact that some of them are in competition with one another within the supply chain, they’ve come together to provide a funded event that's free for any colleagues in the industry.
I don't think there are any other industries that collaborate like this to support their workforce's wellbeing.
This is particularly important because we know we have an ageing workforce. Over the next five years, based on average ages in the rail industry, there will be quite a lot of people retiring. We need to bring younger people into our organisations, and we know from all the studies that younger people want to work in places where they feel their values are consistent with the organisation's values. Something like Rail Wellbeing Live helps demonstrate that this is a place that invests in you and works together collaboratively.
SSH: The event covers a diverse range of topics. How do you decide what to include in the program?
We always do a survey of our audience at the planning stage, which helps give us insights into what they like, what they didn't like, and things they'd like to see. For the last two years, we've put in a list of suggested speakers and got people to vote on that. We usually come up with a list of about 20 potential speakers, though some of them we just can't afford when we speak to their agents, and others you think are going to be popular but aren't.
We also run Wellbeing Wednesdays on a monthly basis between the big annual events, and we get ideas from those about what people are engaged and interested in. This year, the Wellbeing Wednesday that's had the most views was around ADHD –that attracted over 2,000 people and had very active engagement in the chat.
For 2024, our headline speakers included Stuart Pearce, Dame Kelly Holmes, Katie Piper, and Ollie Ollerton. We've structured the program around different platforms: we have the headline inspiration speakers,
doctors and nutritionists providing expertise and insight, and an active stage. For example, there's a Bollywood-style dance session as one of the active sessions this year, which is something different.
We also have people from within the industry talking about the things they're doing to help others. The opening panel this year includes Alex Hynes from the DfT, Claire Mann from TfL, Mau Nteteka, a Guards Manager at GWR, and Joanna Faustino from the RSSB. We make sure we're discussing everything that might impact people's wellbeing, including current events and societal issues that affect our workforce.
SSH: Your event encompasses the term ‘wellbeing’ rather than ‘wellness’ or ‘mental health’ – what was the thinking behind this choice?
RB: Because it's not just about mental health, it's about everything that comes into play regarding your wellbeing. We've had sessions on financial wellness, for example, because that's something that's important to people. I think wellbeing encompasses everything because it's about how you live in a well and healthy way, whatever that might look like.
It also allows us to get under the skin of some of the things that affect people in rail that can cause challenges. For example, some railway workers sit down a lot because of their job role – and it has been said that sitting is the smoking of our generation in terms of health and wellbeing. So it gives us the opportunity to explore that and provide ideas on things people can do to help themselves.
SSH: Can you share a specific example of how a past Rail Wellbeing Live session has led to positive change within your organisation or the wider industry?
RB: In 2022, we coincided our first GWR Wellbeing Champion conference with the launch day of Rail Wellbeing Live. We did a live link to Plymouth, where we had the wellbeing conference, and a number of wellbeing champions did the Jerusalema dance in the station concourse. They performed as part of the opening session, and during the conference, they watched sessions on the screen as well as having their upskilling session.
That's continued to grow – in October the wellbeing champions from Great Western Railway and from the Wales and Western region of Network Rail got together to have a full wellbeing conference to bring people together and upskill. It shows how the event builds momentum and builds that sense of community.
We had some brilliant feedback from the audience in 2023. Comments like ‘I thought it was excellent – spreading it over three days made it much easier to attend’ and ‘I've attended the event for the past two years and loved being able to dip into sessions that
interest me and catch up with those that I miss on demand.’ Already we’ve had feedback from the 2024 session on narcissism that it has had a hugely beneficial impact for people in helping them to make sense of the emotional abuse they’ve experienced.
As some of the topics can be hard hitting, we’ve also had more sessions in 2024 that are there to provide peer support. We're recognizing that there is a community of people within organisations who might be called mental health first aiders, wellbeing champions, or equality champions – people who essentially volunteer their time in this space to help their colleagues, and we’ve provided sessions to help and equip them Although the event is over three days and the headline speakers are available for two weeks afterward, all the other resources stay on the website. It's become a huge library of over 300 wellbeing videos where you can have conversations with people and say: ‘You should go and watch this session because that was really interesting and someone spoke about this.’ For people providing support for their colleagues, there's a rich resource available to them.
SSH: How do you see the role of line managers in promoting wellbeing within their teams?
RB: There was a study that Samaritans did last year looking at the mental health of rail workers. One of the findings is that your line manager has as big an impact on your mental health as your spouse or partner.
Work has a massive impact on your mental wellness, so the line manager's role is really important in terms of how much they listen and having that understanding of what helps their team do really well and perform really well. We know that's where most people get their information from.
We will always make sure we've got sessions for line managers about how they can help their teams, but we're also hopeful that they're big advocates for their teams to take some time out to participate. Obviously, if you're working a shift, you can't suddenly say, ‘Well, actually, I don't want to be on the shift now because I want to watch Kelly Holmes live’ – we need to run the trains! But the sessions are available to watch again and the Wellbeing Wednesdays stay live in our library for viewing after the event, so being able to give that information is really important.
SSH: Has being involved with Rail Wellbeing Live changed your own approach to work and wellbeing?
RB: Yes, absolutely. It has given me so many opportunities to learn and broaden my understanding on a range of issues and has helped me to explore things with greater levels of curiosity. As a woman in midlife, the sessions we’ve held in the past around perimenopause have been really helpful, and have provided practical advice, like not
eating too much sugar because it's a really bad trigger for some of the perimenopausal symptoms.
I am also better able to identify when I'm getting closer to being stressed and overwhelmed now.
I know I don't like having my work time separate from my personal time, which is not always easy to do, and I can tolerate it to an extent. But I know what I need to do if that's occurring a little bit too much. I know when I do things like grazing on emails, that it is a sign that I'm stressed and less productive, so I think about how to pause that a little bit and do something different.
SSH: With the event being online, how do you ensure engagement and interaction among participants, especially for those who might be attending for the first time?
RB: Originally it was supposed to be an in-person event in 2020. It would have had about 1,000 people able to come, but obviously it had to flip online because of Covid. We've toyed with going back to an in-person event, but the conclusion we've come to is that we've got such a wide reach when we do it online. Because we've got that big chunk of frontline colleagues joining –we would love that to be much higher than 20-25 per cent – as soon as you make it in-person, you take that opportunity away. Geography becomes a difficulty.
In terms of keeping people engaged, we know that when people are watching sessions, they tend to watch on average for about 25 minutes – pretty much until it gets to Q&A. It's not that everyone drops off when you get to the Q&A, it's just that a lot of people go ‘OK, that's the limit of what I can do.’
We've got chat boxes open while the sessions are running so people can ask questions and interact with one another. This year was the highest level of interaction actually – we had people engaging with each other during all of the sessions. There's been a number of sessions where we've had mental health first-aiders volunteer to keep an eye on the chat so that if someone's saying something they think is a little bit worrying, they can reach out to them.
We try to make sure that the people presenting don't talk for more than 20 or 25 minutes without going to questions. There are slightly different formats for different people and ideally we try and weave questions in during the discussions rather than leaving them all until the end.
What's powerful is that Rail Wellbeing Live now has a vast library of resources that are available o-n the platform. So, except for the inspiration speakers, after the event, people can access this growing library of wellbeing resources, which is particularly valuable for our frontline workers who might not be able to attend live sessions. It's become this lasting resource that helps support wellbeing across the industry throughout the year.
Olivia Cayley is Head of Rail Programme at Samaritans, leading the charity's partnership with Network Rail and the wider rail industry. The program works to prevent suicide on the railways, support those affected by incidents, and improve mental health across the rail sector. Since taking on the role, Olivia has overseen the expansion of Samaritans' rail program, which has trained over 37,000 rail staff in suicide prevention and emotional support skills. Under her leadership, the partnership has evolved to include groundbreaking research into rail worker mental health and the development of new support initiatives focused on grassroots partnership working.
Olivia Cayley Head of Rail Programme at Samaritans
Sam Sherwood-Hale spoke to Olivia Cayley, Head of Rail Programme at Samaritans about their rail programme and its vital role in suicide prevention across Britain's railway network
‘The rail industry has emerged as one of the leading sectors investing in suicide prevention training for their employees, second only to the prison service.’
SSH: Could you tell us about the Rail Suicide Prevention Programme and its partnership with the rail industry?
OC: We've held this partnership now for coming up to 15 years, and it's a collaboration that Samaritans is hugely proud of with all we've achieved over those years and will hopefully go on to achieve. We've just recently been confirmed as the ongoing suicide prevention partner until March 2027, which is really exciting for us in terms of the work we can do and the impact we can have.
Essentially, the rail programme ensures that we can reach more people who may be struggling to cope, while also supporting rail staff and passengers who may be affected by incidents on the railway. We have a really strong presence – we work very closely with Network Rail, the British Transport Police and the wider rail operators across England, Scotland and Wales. I have a large team that sits across all of those nations delivering a multifaceted set of suicide prevention activities and initiatives in partnership with the rail industry and other local actors.
One of the things we're very well known for is our behaviour change campaigns that we deliver on an annual basis. Small Talk Saves Lives has been running now for seven years and it encourages the general public and rail staff to look out for one another and be vigilant. If you see someone who you think might need help, use those age-old conversational skills and British small talk to reach out to them. That can be all it takes to potentially interrupt someone's dark thoughts and feelings.
We deliver training through a series of courses that train rail staff – one that equips them with the skills to spot the signs that someone might be in distress and intervene using listening and dialogue skills. The other is more trauma focused, which helps enable rail staff to spot the signs that they may be affected by something and how to seek support for that.
We also work very closely with the rail sector to inform their policies and procedures around mental health and suicide prevention. As a sector, they are taking the steps to change their culture internally, promote help seeking to their staff and support staff where needed. Our regional team works very closely at a local
‘The stories that we hear from people who have intervened, or whose lives have actually been saved by people talking to them and taking the time to stop and ask a question, are priceless.’
level around areas of concern, driven by data insights. The team coordinates community engagement events and roadshows, supported by our trained volunteers, to increase awareness of support that people can seek by dialling 116123 and encourage people to seek help if they feel they need it.
SSH: The partnership will soon reach its 15-year milestone. How has the programme evolved over this time?
OC: Long term, multi- year partnerships like this are really important because whenever you're trying to raise awareness and change culture and behaviour it takes time. One of the things we've seen over the last 14 years is the rail industry emerging as one of the leading sectors; investing in suicide prevention training for their employees, second only to the prison service. It's fantastic that the rail industry continues to invest in long term partnerships because it means that you can achieve sustainable impact, visible improvements to staff training, language use, increased support for staff and rail customers and growing knowledge about what works best to reduce lives lost to suicide.
We've been delivering our training for 14 years and obviously it's evolved over time. We always make sure it's fit for purpose and best practice and takes the lessons from our internal learning and development team at Samaritans. What's fantastic is that year on year, we are able to bring in real life stories from interventions that have happened on the rail infrastructure to better inform how we go on to train staff. It has that cyclical nature – the more we hear about these stories, the more we can enrich the training that we deliver because there are so many different examples of where interventions happen and how they can go on to essentially save someone's life.
SSH: The programme has trained over 37,000 rail employees in managing suicide prevention and trauma support. Could you describe what this training entails and how it equips staff to handle potentially critical situations?
OC: We have two different courses, but the most well-known one that we've trained over 31,000 rail staff on is called our
Managing Suicidal Contacts course. It's a hybrid model – staff can attend in person or we do online training courses, all facilitated over half a day. That's intentional because this information needs to be delivered in a structured way as it's sometimes quite emotive content.
The course looks to equip staff with the skills and confidence to recognise when someone might be in distress and look out for some of those tell-tale signs. Then we teach dialogue and listening skills that are based on our volunteer training model at Samaritans that we've been delivering for over 70 years, so it's robust in its methodology.
We explore ways to safely respond that don't use physical intervention, which could put them or the other person at risk. The training demonstrates the importance of listening, asking open questions, being warm and empathic. We also make sure that staff understand how to refer people on to other support services or potentially the British Transport Police. This isn't all on their shoulders – they're a person in a moment, and there's got to be wider support that then steps in.
SSH: Can you elaborate on the 1,937 lifesaving interventions on the rail network in Britain from April 2023 to March 2024? What does this number signify in terms of the programme's impact?
OC: These numbers tell just part of the story of change. It shows a snapshot of human kindness, compassion, and empathy. The stories that we hear – the real stories from people who have intervened, or whose lives have actually been saved by people talking to them and taking the time to stop and ask a question – are priceless. Without the programme and the training that we deliver, lives wouldn't have been saved.
One of the things we have seen over the last seven years since we've delivered the Small Talk Saves Lives campaign is that interventions by the public are increasing, which is fantastic. It means we're equipping the general public, commuters and passengers with the confidence to trust their gut instinct and reach out to support someone who they think might be in distress.
We continue to see that this affects lots of different people. People can be vulnerable and there isn't one thing we need to look out for or one type of person. That's why equipping staff with these skills is just a general best practice approach that the rail industry is investing in.
SSH: How does the programme use data to inform its strategies and activities?
OC: The data informs our programme and the strategy across the whole of the rail industry in a number of different ways. We look at data around incidents that have happened and where we maybe need
to increase the support at a local level or take action around specific issues that the rail industry is facing. We do that in collaboration with other charity partners, Office for Health Improvement and Disparities (OHID) (what was Public Health England), and local authorities.
It also enables us to make sure that staff located in specific areas of concern receive our training so we can provide support to the people who really need it. That's where we work very closely with the British Transport Police to look at their intelligence and data to make sure that multi-agency approach is working in practice.
We also look at the number, location and narrative of interventions that are happening across the rail infrastructure. When we talk about interventions, we mean that a member of staff supports someone who may be vulnerable or in distress. This helps us to understand where these things are happening and if we're seeing trends or changes that mean we need to adjust how we're getting the right support out there to people.
SSH: Beyond interventions, how does the programme support rail staff and passengers who may be affected by incidents on the network?
OC: We train people on what Samaritans terms the emotional health scale –everyone's on that scale at any point in their life. Sometimes things happen, life occurs, and we slide down that scale. It may not be that we are considering suicide or having suicidal thoughts, but we may just be struggling to cope with what we're facing right now. In seeking help and getting support for that, we hope that people can move back up that emotional health scale and feel more resilient and equipped to deal with the challenges that face them.
Time and again in the feedback from our courses, we hear that people can take these questions and lessons and reflect on them for themselves – asking ‘Where am I at?’ and ‘Am I OK? Do I need more support?’ They can do that also with their loved ones. That's the ripple effect of training like this, which is brilliant – that people can reflect for themselves and see where they are at any one moment.
SSH: How do you see the partnership between Samaritans and the rail industry contributing to the broader conversation about mental health and suicide prevention in society?
OC: Recent polling found that only 45 per cent of people feel comfortable talking to family and friends about suicidal thoughts, compared to 74 per cent who feel comfortable talking about mental health more broadly. We need to close that gap. Suicide has a lot of stigma and shame attached to it – it used to be criminalised –and letting go of that identity takes time. I
think there has been such a collective effort to talk about mental health more broadly, sometimes maybe at what people deem the softer end. But we're saying that suicide is not a dirty word – it's common. In talking about it more, hopefully we reduce that gap and start to make people more comfortable discussing it.
Sometimes suicide comes with this heaviness and a fear that dark or suicidal thoughts will always lead to action. We know that's not always true and by talking about things, which is at the heart of our ethos as a charity, we may find ways to feel differently about it.
SSH: How can individual rail companies get more involved with the programme? Are there specific ways they can contribute beyond staff training?
OC: There are loads of ways. We run our campaigns every year and we see fantastic involvement and engagement from rail staff across the infrastructure. We would encourage rail staff to report the interventions they carry out – that doesn't always happen. We know there are thousands that happen, but by reporting them into the systems that exist within their own companies, it informs our approach and gives us that really rich insight and data that I mentioned earlier.
The other thing is to be an ambassador and a champion for this work with the small actions they can take inside their organisation – checking in on a colleague, talking about this stuff openly. It's individual-level activity, but it makes a huge difference.
SSH: As we approach World Suicide Prevention Day, what message would you like to convey about the role everyone can play in suicide prevention?
OC: We as a charity want to encourage open conversations about suicide, suicidal feelings and that by encouraging people, we give them a chance to express how they feel and potentially seek the support that they need. One of the things we're saying is that sometimes the hardest words to say are the most important.
We need people to watch out for changes in people's behaviour, speak up and let someone know that support is available, play their part by reaching out and also ditch the stigma, because suicidal thoughts are far more common than people realise. One in five of us have them, so let's chat about it and get more comfortable with that conversation.
SSH: Is it challenging to get the institutional side of the rail industry to engage with these initiatives?
OC: I think any partnership at this scale, where you're working with a whole industry, ebbs and flows in terms of competing
priorities. Ultimately, the rail industry is a transport sector, and it provides a service for people to commute and enjoy life via the rail network – that's its priority first and foremost.
What's brilliant is that the rail industry has taken the partnership with Samaritan into its heart and inside its strategy and policies over the years, and really wants to do the right thing in supporting both their staff and the general public in addressing this societal issue. It doesn't mean that it's always easy to do because sometimes there are competing priorities, but I think we continue to see that the rail industry wants to invest in this cause, and they want to do it in order to change lives and save lives.
SSH: For members of the public who may be inspired by this programme, what advice would you give on how they can support suicide prevention efforts in their own communities?
OC: There are a number of different ways to get involved. We have a campaigns and policy team at Samaritans, and we deliver annual campaigns that call on local and national government to invest in and properly resource suicide prevention strategy across England, Scotland and Wales. People can lend their voice to those campaigns and find out more about that on the Samaritans website. Essentially lending their voice, becoming advocates for change.
But then on an everyday level, it's about how you interact with others, and deliver acts of kindness, checking in on loved ones and friends. We have a campaign in January called Brew Monday, which encourages people to have a chat with a loved one over a cup of tea or coffee and maybe ask some of those questions to find out whether someone is really OK.
We'd encourage people to do exactly the same when they're commuting on the rail infrastructure – look out for people who may not be OK. That's what we call for in our Small Talk Saves Lives campaign. Equally, there are ways that members of the public can get involved with the charity through volunteering or donating, and more information about that can be found on our website.
The stories that we hear, the real stories from people who have intervened or whose lives have actually been saved by people talking to them and taking the time to stop and ask a question, are priceless. Without the programme and the training that we deliver, lives wouldn't have been saved. So, it's a really great news story and we're really pleased that we can continue to do this lifesaving work together.
If you or someone you know is struggling, Samaritans are available 24/7. Call free on 116 123 or email jo@samaritans.org
Rail staff interested in accessing training can contact rail.companies.training@samaritans.org.
Driving Positive Change in Tech
Jason Wong, Mental Health First Aider at Transreport
on A Day in the Life of a Mental Health First Aider
In the UK today, 35 per cent of tech workers report poor mental health according to mental health charity, Mind. When you consider that more than two million people are now employed in the tech industry, it further demonstrates the need for mental health support in the workplace, both in the tech industry and beyond.
My journey as a Mental Health First Aider (MHFA) started when I joined Transreport in 2020. For me, this was not only an opportunity to contribute to the company in my professional capacity, but to play an active role in growing and fostering a supportive company and culture.
Alongside starting my working day like so many other people (checking emails, working out my priorities for the day ahead, etc.), I will also look for confidential messages from colleagues who may have reached out to me in my MHFA capacity. At Transreport, we’re fortunate that the company has invested in a team of Mental Health First Aiders meaning colleagues have the chance to reach out to a range of Mental Health First Aiders and there is always someone available for a conversation or support.
When undertaking the MHFA training, we are taught the ALGEE method: Approach and assess risk; Listen non-judgementally; Give reassurance and information; Encourage appropriate professional help; Encourage self-help and other support strategies. Throughout the day, I keep this in my mind to ensure I can be attentive to my colleague’s wellbeing. For example, noticing subtle behavioural changes which indicate I need to be proactive in offering support, and take measures which contribute to a positive work environment.
The question is: why is this important?
A study by TechUK found 62 per cent of people working in tech have experienced burnout. The tech industry has in the past had a reputation for people working long hours and feeling pressured to innovate, challenge and change. However, it is clear
from the commitment of companies like Transreport, we are entering a new era. Forward-thinking business leaders are prioritising well-being and duty of care.
Mental Health First Aiders are an important part of the wider support structure organisations are putting place. An important caveat is not to think one strategy in isolation is enough to create meaningful change. But, combined with other support practices, Mental Health First Aiders can be a pivotal point of immediate support. In addition, creating ‘public’ facing roles within companies can also help remove stigmas around mental health in the workplace and create a more open and welcoming environment.
Transreport has embedded this into its company values from day one and the commitment to supporting staff is clear. Alongside fully supporting mine and my colleague’s training to become Mental Health First Aiders, the senior leadership team have implemented other initiatives to create a broader structure with multiple touchpoints. For example, when team members go on holiday, emails are switched off to protect work-life balance and ensure time to rest and recharge versus feeling pressure to ‘check in’ and keep in touch.
Mental Health First Aid England has trained over 500,000 people since 2007, and research has found that 43 per cent of employers have increased their focus on employee health and wellbeing. This alone shows positive action is happening. But there is always a way we can, as a society, do more and advocacy for better workplace mental health support doesn’t just impact the tech industry. It is something every company or organisation should be considering. Regardless of the individual, the workplace, or the industry, everyone has the right to seek support when needed.
My vision for the future is for stigmas to be dismantled and all workplaces to prioritise both mental and physical health equally. I would highly advocate for workplaces to invest in MHFA alongside traditional first aiders, with the aim being
‘In the UK today, 35 per cent of tech workers report poor mental health.’
to have one for every 10-15 employees in line with the recommendation from Mental Health First Aid England. For me, this has been one of the biggest and most impactful changes our business has made to support our staff.
If I could give one piece of advice to colleagues in other companies from my experience over the last four years, it would be to continually optimise your own policy and support network. Workplaces should prioritise being open and stigma free. We should act with compassion and strive towards creating inclusive environments for all.
JASON WONG, Mental Health First Aider at Transreport. Transreport’s Passenger Assistance for Business is a technology solution comprised of two key systems – a Web platform and dashboard, and a frontline Staff app. The dashboard enables real-time insights and oversight of all ongoing assistance requests and their statuses, while the staff app gives frontline workers quick access to the information they need to effectively provide assistance.
Professor Phil Greening
Joint Director of TransiT at Heriot-Watt University
Professor Phil Greening is the Joint Director of TransiT at Heriot-Watt University and the Director of The Centre for Sustainable Road Freight and the Centre for Logistics and Sustainability.
Sam Sherwood-Hale spoke to Phil Greening about his work on freight decarbonisation and how digital twin technology could revolutionize goods movement across the UK
SSH: Given that a third of UK carbon emissions are accounted for by transport, and with global temperatures rising, how quickly do you believe digital twin technology can be implemented in the rail sector?
PG: Implementation can happen quite rapidly, and to some extent, it's already underway. Our hub will deliver nine digital twins in the first 18 months, so I have no
concerns about the timescale. What's truly novel is the interoperability of these digital twins, creating what we call a federated system of systems. This gives us two significant advantages.
First, we can build digital twins of the road network, whether for passengers or freight or both, and connect these to digital twins of the rail system. That's where the real power comes in terms of decarbonisation – it's about integrating
the transport system into a single, unified system. This allows us to stop optimising within silos and start optimising across the whole network.
SSH: What are some of the main obstacles you envision in implementing this system?
PG: Interestingly, the main obstacles aren't really technological. The primary challenge is data and access to data. The UK isn't
‘The government alone will never be able to fund the decarbonisation effort; their pockets aren't deep enough. The private sector will have to fund it, but to get private sector investment in decarbonisation, you have to de-risk it and remove uncertainty. That's what all three projects are doing – removing the uncertainty around decarbonisation, which makes it easier to invest.’
particularly good at sharing data compared to other countries that have already seen the benefits of data sharing. This is particularly evident around commercial operations, such as freight movement. Data security, therefore, becomes an important factor to consider.
The second significant challenge is the real-time data feeds – the physical infrastructure that moves data around and would provide it to the digital twins in real time – still needs to be built out. While it's relatively easy to deploy quickly for prototype-scale digital twins, these remain the biggest challenges: data availability and the infrastructure to provide that data on a continuous real-time or ‘right-time’ basis.
SSH: You mentioned how we don't share data well in this country. That seems almost like a work culture issue. Does that need to change before the infrastructure can be implemented?
PG: I think it's changing, but very slowly. Countries that have adopted the need to share data have done so in the national interest rather than from a corporate perspective. Information is very powerful in developing competitive advantage, so people tend to guard it unless there's a clear national interest in sharing it. The most recent example of this was during Covid, where data was shared in vast amounts. So
it's not impossible – it's really a question of prioritisation, both within companies and within the country as a whole.
SSH: Under a nationalised rail system, I suppose the argument for it being in the national interest would be easier to make?
PG: Yes, I would think so. The argument for data sharing is fairly easy to make regardless of where you start from – it's really a question of who listens and who's prepared to make the first move. We have a very fragmented system with many corporations and individuals, and it's always a question of who makes the first move and what's in it for them. If there's no advantage, people don't tend to move. By design, we currently have a system that creates a first-mover disadvantage.
This applies to decarbonisation too, because it's more expensive to implement. Sharing data is perceived as a hassle, and the dividend isn't coming back to you alone – it's being shared across everybody else. So there's currently a first-mover disadvantage, and if you don't have a first mover, you don't get a second mover. While it would be unfair to say that nobody's making the first move – people are moving – they're not moving at a pace that will allow us to decarbonise in time. That's probably the bigger point because there's too much risk, uncertainty, and disadvantage in doing so.
SSH: Could you tell me more about what Heriot-Watt University is doing and your involvement?
PG: Heriot-Watt has always been at the applied end of science. We're interested in taking science and moving it into applications – that's really the university's raison d'être. We're very strong in energy, decarbonisation, and transport, and my particular interest has always been around freight and logistics. That's an area that has been very much neglected in the decarbonisation discussion at a national level, though people are starting to recognise its importance.
This hub serves all transport modes – aviation, shipping, rail, and road, both passenger and freight. It's a big step forward, built on twelve years of working in the space of decarbonising transport. We started with the Centre for Sustainable Road Freight, we've had several projects looking at cold chains, and we're still working on those. There's also a sister project called DARE, which both David Flynn, my co-leader on TransiT, and I are involved with, looking at resilient infrastructure.
SSH: Can you explain how all these different projects connect?
PG: The investment portfolio within EPSRC has evolved into a triad of hubs. We're looking at the use of digital twinning processes to decarbonise transport,
while DARE examines the resilience of future infrastructure systems and existing infrastructure in the context of decarbonisation. Then we have ENSIGN, run by Campbell Booth in Strathclyde, which is investigating how to use digital twins for the energy system to decarbonise. These three hubs are now starting to connect.
The real power comes when these hubs work together to develop new capacity in the country to accelerate decarbonisation. This acceleration is crucial for two reasons. First, we're running out of road – we won't have time to make the changes we need to make. Second, the government alone will never be able to fund the decarbonisation effort; their pockets aren't deep enough. The private sector will have to fund it, but to get private sector investment in decarbonisation, you have to de-risk it and remove uncertainty. That's what all three projects are doing – removing the uncertainty around decarbonisation, which makes it easier to invest. Once you've taken that risk out of the investment, the whole thing can start to accelerate.
There are both corporate and individual behavioural aspects to consider. One of the challenges in innovation terms is how to bring humans into the loop – how do you get the models and digital twins to learn about human behaviour while simultaneously getting humans to learn from the digital twins about what their behaviour should become? This isn't about dictating to people what they must do; it's about trying to create the right environment for people to make better decarbonisation decisions.
Policy plays a big part in this. While the government won't be making the investment, they create the context for that investment through policy, which is essentially a system of incentives and disincentives. What's the right blend of these to encourage people to use more public transport, rely less on cars, and engage with active modes of travel? The government will use digital twins for this purpose, testing policies quickly in the virtual world, provided that virtual world recognises how people behave.
Corporations will look at it and say: ‘If we did this, how does that fit with what everybody else is doing? What's the whole system going to look like?’ We can't afford to wait for one innovative company to make a change and then for everybody to stand back, observe it, and see whether it works. We don't have time for that. So we can accelerate time with the computer models.
SSH: Could you explain how digital twins work in this context?
PG: A digital twin has three essential parts. First, it has a model – that's the clever bit that works out what the optimisation should be. Second, it has a shadow, which is essentially the data left by the real world that we can plug into the modelling base. Third, you've got the digital twin itself,
which closes the loop by taking what the models have worked out as a better way of doing things and feeding that back into the real world.
We'll use the models to design the future system. That sounds rather grand, and it is, but we're not going to design the whole of the UK. We have three and a half challenge demonstrators, which have been designed specifically to show how we can connect digital twins together and how we get a different optimisation when we do that. This gives us scalability because if we can do that in a repeatable way, then people can start developing their own digital twins and put them into the system. That's what we call the federated system of digital twins.
SSH: How long has this digital twin capability been developing, and what faith can we have in the models?
PG: Digital twins have been around for a long time, and we all use them to some extent. We all take feedback from machines, do something, and the machine gets to discover what we've done – we do that all the time with our smart watches, smartphones, and social media. Digital twins as a concept isn't new, and the technology is actually quite mature.
Traditionally, they've been applied to quite narrow phenomena – building a digital twin of a car, aircraft, or boat is well understood. The novel challenge is how to build a digital twin of a system that has many cars, planes, boats, ports, roads, and railways working together. Singapore has already developed a very big digital twin of their entire city, and there are various digital twins of systems such as ports that are already in existence. The railway is another example.
The technology exists, but the infrastructure needed to tap into the data isn't fully there yet. As we discussed earlier about the willingness to share data – if there's no willingness to share the data, nobody's going to invest in the infrastructure to capture it. That's the next big step for this country: developing that data information highway that allows the systems to be optimised much quicker, de-
risk investment, accelerate investment, and become more competitive.
SSH: Have you seen changes in attitudes towards data sharing over the years?
PG: Yes, significantly. If I go back twelve years when we started looking at decarbonising road freight, we'd be lucky to get a handful of companies – maybe ten companies interested in what we were doing. Now, twelve years on, TransiT has secured the interest of 67 companies and industry bodies contributing £26 million to the project. So the will is changing, and the landscape of willingness is shifting. There's a growing recognition that decarbonisation has to happen because the cost to industry and society of not doing it is much bigger than the cost of doing it, and people are starting to recognise that.
SSH: Digital twins could help the rail industry better respond to and mitigate the impacts of extreme weather events. What are some other benefits to this model you're developing?
PG: Going back to the thread of projects, DARE is specifically looking at the resilience to climate change of existing infrastructure whilst decarbonising. One of the new vulnerabilities we're introducing into the system is how well the electricity network would cope with extreme weather events. We've seen for many decades in this country the impact of wind on electricity distribution networks, with large swaths of the country losing electricity for several days at a time.
In Australia, when they had a hot weather event, it was the electricity system that started to fail first. High temperatures are not good for the electricity distribution network, and we've never really had to think about that in this country before. But now we're starting to consider where the substations that will serve the electric roads and rail network will be, and how vulnerable they are to sea-rise and flood water.
We will inform that discussion by first designing the future transport system. For example, warehouses are likely to move over
the next ten years, perhaps to railheads. Those railheads will need more electricity, which will require substations in specific areas. We need to ask: Is that a flood plain? Is it likely to flood in extreme weather events? What would be the consequences of a hurricane-type weather event? Where is it likely to happen? The climate change models and weather models we're starting to work with now can give us reasonable ideas of what the future weather landscape will look like and therefore how vulnerable both existing and future infrastructure will be.
SSH: Have any particular vulnerabilities surprised you?
PG: It's early days, but considering we look at all modes, the seaports are particularly interesting. With rising sea levels and increasing likelihood of storm surges, they're starting to recognise new vulnerabilities. These vulnerabilities at seaports will impact how we move goods around when those ports are no longer available, however temporarily, and that will affect roads and rails. Think about a deep-water port, which might be the only place certain vessels can land their cargo. It's connected by road and rail, and while the road and rail infrastructure is probably less vulnerable than the ports, if the port stops being able to offload ships because of storm surge and high sea levels, suddenly the distribution across the hinterland by road and rail starts to fail. It's this domino effect that's actually the biggest challenge to understand – when something happens that knocks out part of the system, it's a complex system where we know there will be unexpected consequences elsewhere.
SSH: For our readers who might be interested, is there a way of getting involved in what you're doing?
PG: Several of your readers will already be involved through the 67 companies and industry partners participating, including organisations like Network Rail and the Rail Freight Group. But if anybody wants to be involved, they just need to reach out to us, and we'll work out a way of doing that. It can be just passive – if they'd like to be kept informed about the work, that's fine, we can make sure that happens. Or it could be more participatory – if they have specific skill sets or resources they'd like to lend, or specific questions they'd like to be addressed. There are opportunities for both approaches. The key thing to understand is that this work is about creating a more resilient, sustainable future for our transport infrastructure. Whether you're part of a major corporation or simply interested in the future of transport, there's a place for you in this conversation. The challenges we face with decarbonisation and climate resilience affect us all, and the solutions we develop will shape the transport networks of tomorrow.
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David Pitt Vice President of UK Rail at SilverRail
Sam Sherwood-Hale spoke to David Pitt, Vice President of UK Rail at SilverRail about the opportunities presented by Great British Railways to reset public perceptions of rail and create a more integrated transport system
SSH: Given that only 50 per cent of Britons currently choose rail for travel, what specific steps do you believe nationalisation could take to improve public perception and increase ridership?
DP: Great British Railways has a unique opportunity to press the reset button with our railways. Most people may not follow the politics behind how the railways are run, but they will be very much aware of the issues that have beset their journeys over the years that fragmentation has indirectly caused. However, this isn’t necessarily about nationalisation but more about centralisation.
The funding mechanism by which the railways operate generally doesn’t impact the customer. The availability and the timeliness of the services being provided, the efficiency of the information that passengers receive and the value for money of their travels are what Great British Railways will be deemed a success or failure by.
It would be wrong to expect that all the problems that we see today will evaporate overnight with centralisation but many of the issues will certainly be easier to solve over time.
The privatisation of British Rail was a success if you look back at the level of investment that it created over the years and the undeniable increase in passenger numbers in the first 20 years. However, the benefits had clearly run dry by the time Chris Grayling was in charge.
In the 1990s, you must remember that we were still in a non-digital age except for early developments in technology. The rail network at that time was still an analogue based industry so the financial benefits and operational efficiencies that we see today from centralisation simply weren’t possible.
Personally, I’m hoping to see a customer first railway with a clear and coherent Great British Railways retail (digital and semi-digital) offering that can connect with its customers 121, with personalised information, ticket recommendations and to be a genuine travel companion through a dedicated GBR.com website and App.
‘The funding mechanism by which the railways operate generally doesn't impact the customer. The availability and the timeliness of the services being provided, the efficiency of the information that passengers receive and the value for money of their travels are what Great British Railways will be deemed a success or failure by.’
It’s also important to remember however that not everyone uses technology or even has a bank account. Therefore, it’s important that Great British Railways develops an all-round retail and informational strategy that allows customers to be kept informed and be given access to the cheapest fares through new and innovative means such as the initiative that SilverRail has been looking to bring to market with Payzone for several years now, which is rail ticketing on the high street through shops and Post Offices.
The time that it takes for new ideas to make it through the system today with approvals from the Department for Transport literally taking years is certainly
one area where I am hoping to see great improvements.
SSH: You've mentioned the potential environmental impact of replacing domestic flights with train routes. Could you elaborate on how nationalisation might facilitate this transition and what challenges it might face?
DP: It’s clear that short haul flights are a major contributor to greenhouse gases and the deterioration that we are seeing year on year with the environment. We are already seeing the coming together of national services across Europe with a huge increase in the number of sleeper services and cross border collaboration between the likes of SNCF, SNCB, Deutsche Bahn and Trenitalia. This level of collaboration only really works at the national level and with the likely explosion of services that is set to run through the channel tunnel in the coming years, the door should be wide open for Great British Railways to join in. This wouldn’t be a case of GBR trains running in France but more of a collaboration at the data and service level.
Today, SilverRail can provide customers with tickets across the UK as well as across other countries such as France and Spain, but the business operations still don’t allow for the simplicity of buying a rail ticket from Manchester to Marseille for example.
We also see a huge opportunity for rail travel to replace short haul flights that usually follow long haul flights from further afield. To do this, we must recognise that specific pricing and flexibility to the passenger will be key if such travel options are to be of interest to the public. Solving the issues of the long-distance traveller such as luggage space or dedicated luggage services such as those provided by Sherpr. com will also come into scope. These issues however only really get solved over time and through collaboration.
Sometimes, viewing these problems over a longer time frame than a franchise period would ever permit, is necessary and also with a different mindset to needing
‘Labour have been presented with a golden opportunity to reset public perceptions of rail and nervousness around nationalisation.’
an immediate return on your investment. Very often, a new idea would not be taken forward because a particular operator only had a short amount of time left on their franchise so they simply couldn’t justify the initial expenditure.
SSH: How do you envision a nationalised rail system addressing the current issues of fragmentation and unreliability in the UK's rail network?
DP: Today there are 24 Train Operating Companies, all with their own ideas of what ‘good’ looks like, with many different types of train and rolling stock. This alone brings its challenges, for example, when we want to offer the passenger a coherent solution for booking a seat. Each and every carriage type has to be mapped out but if there is a change to the rolling stock on the day, the seat positions will then most likely be wrong. Limiting the number of rolling stock designs deployed simplifies many other issues like seat mapping but it also has cost benefits with maintenance, etc.
That said, the private operators have achieved a great deal and really the question isn’t about privatisation v nationalisation, instead it’s the structure that either ownership model sits within.
Today, we see the Train Operating Companies that are run indirectly by the DfT under the Department for Operator of Last Resort having many of the same issues that private operators are having. Nationalisation isn’t the silver bullet, but it could create an environment in which progress can be made.
Another area of less obvious fragmentation that we see today relates to the industry governance structure. This includes the Department for Transport, the Rail Delivery Group, Office of Rail and Road, Network Rail and more recently the Great British Railways Transition Team. Even with the Department for Transport, we see fragmentation and that’s not to mention the impact when you overlay the Treasury's influence over the last several years. As a result, decision making has been very slow at best.
Over the years the impact of this fragmentation across the rail industry has proven time and time again to result in stagnation of new ideas and only limited resolution of fixable problems. This isn’t the fault of the private sector however
and it is imperative that the structural and decision-making issues are resolved with the creation of Great British Railways (GBR). It is essential that all decisions become the responsibility of GBR, except for government funding decisions of course.
For the passenger, this must also filter down into what they see as the customer proposition. Defragmentation should lead to very clear and obvious results in simplifying the railways. No more, ‘you are on the wrong train’ despite it going to the same destination.
The customer wants reliability and an easily accessible railway that is value for money when compared to alternative transport modes.
SSH: What are your thoughts on the balance between government control and market forces in a nationalised rail system? How might this balance affect innovation and efficiency?
DP: It is certainly possible to have both, it just has to be set up with a ‘yes’ mindset from the beginning and for the government control to be a check and balance on the objectives set. It should not be involved in the day-to-day operational decisions in any way.
Even under privatisation, MPs would be lobbied by their constituents who in turn would pressure Operator MDs to offer different routes and services. All such decisions should in fact be data led, which with a single operator should be much easier to achieve.
As mentioned already, the problem comes from the governance structure that we have in place. This needs to be slimmed down, allowing the new GBR operator to innovate and if need be, try ideas that might fail. Ironically, during the franchise years tech companies were often invited to try out ideas with operators because they may have had a small innovation budget.
However, despite a trial being super successful, the idea wasn’t taken up because there was no additional budget to do so, which begs the question of why bother in the first place.
If GBR is given a budget and is left in control of revenue and its costs, then it can work much better than we see it working today. There is enough experience across the sector to allow innovation and for the efficiency gains to filter through as long as they are left to get on with it.
SSH: How do you anticipate nationalisation impacting ticket prices and overall affordability for passengers?
DP: For the foreseeable future, I don’t see any change in the prices that passengers pay, certainly until any cost savings filter through and the public subsidy is reduced. We have just seen the Scottish Government’s announcement to end their off-peak fare trial at the end of September because it’s not sufficiently self-funding.
Cabinet Secretary for Transport Fiona Hyslop MSP said there had been an increase in passenger levels of about 6.8 per cent during the pilot but for the trial to be considered 'successful,' this would need to have been around ten per cent for the policy to be self-financing.
Similarly, we will need initiatives across the entire rail network that will help to increase passenger numbers and increase the fare box accordingly.
At the same time, it is essential that GBR creates a strong retail brand that customers want to engage with and through which the benefits of travelling by rail can be sold. For example, whilst we can’t change the underlying ticket prices, we can look to make sure that passengers access the cheapest tickets appropriate to their needs.
This could be through split ticketing until such times as the fares are simplified or by offering indirect journeys that may take longer but are cheaper to buy. This is where we see GBR making a real difference to the passenger competing with other retailers and making sure that other costs such as runaway booking fees as we have seen in other industries are not given the green light. It is vital that GBR.com competes with other digital retailers with a clear mandate of being on the side of the passenger.
SSH: In your view, what are the key opportunities that a successful Great British Railways (GBR) system could present for the UK's economy and connectivity?
DP: With a strong customer led proposition that is national in its design and local in its delivery, we could see a new revitalised railway that sits at the heart of a new multi modal transport strategy that incorporates the railway network as the backbone of connectivity.
GBR could then be the central provider of a travel information and ticketing solution for passengers that provides all such information in one place and allows private operators whether they be bus operators, taxi providers or scooter mobility companies to also integrate and offer their services through a map-based proposition.
This could essentially become a central travel marketplace where the public can go to see all their travel options with rail as the central offering. This would then be available to those travelling to the UK as well as those within the UK, commuting daily.
A lack of information is the greatest barrier of all to those travelling but with a single rail operator under a national brand, this will present an opportunity for the government to offer a one stop shop, if the ambition exists.
SSH: How might rail nationalisation affect the UK’s ability to invest in and adopt new rail technologies, such as high-speed rail or alternative fuel sources?
DP: Again, this depends on how Great British Railways is set up and the level of ambition instilled within its structure. Other national rail operators like in Germany have made good strides with battery trains for example.
From what I read, I think this government has a lot of ambition in this area and as I’ve already mentioned, if we can remove the naysayers from the new structure, the fact that it’s a publicly owned organisation shouldn’t make things any worse than they have been for the last several years.
As for HS2, I would hope that by having a nationalised railway we will again one day be able to present the benefits of having a highspeed network the length of the country to the public. That said, the last two or three years have put a big dent in the public’s trust around HS2, which will most likely take time to recover from. Again, this proves the notion that it’s about ‘public v private’, it's good governance that matters.
SSH: What potential drawbacks or risks do you see in the process of nationalising the rail system, and how might these be mitigated?
DP: If we were to see an industry structure maintained that resembled what we see today but with the rail operators handed over to the Department for Transport, with no clear vision or mandate for growth then we may as well give up now.
You will see that my running theme is that the governance structure with all the different bodies involved is just not fit for purpose.
The issues that we have all encountered over the last several years have tended to emanate from there just being too many chefs in the kitchen, all with different objectives and priorities, compounded by a lack of political leadership. This isn’t trying to be political, it’s just a fact that everyone working in the rail industry has witnessed for many years.
Highways England when it was first set up in the 1990s as the Highways Agency is a good analogy of what could be achieved. The CEO had a budget, he ran it as a business and had to meet the objectives and show the benefits that the Department of Transport expected. The Department didn’t get involved in the day-to-day decision making of how to build and maintain roads, however.
The other potential risk that currently exists is that GBR may not have a public facing digital retail solution. It is incomprehensible that we could have a national operator that sells tickets at the station but does not have an online presence. I am sure that such an intention will come to pass but as yet no such intention has been announced.
Within the details of the incumbent operators handing back the keys, their web sites and mobile Apps will also close down
one by one unless they decide to carry on trading as ‘third party retailers’. If a GBR. com is not up and running by the time the operators leave the market, then the retail proposition for passengers will be very limited indeed.
There are other great digital retailers out there such as Virgin Trains Ticketing and SeatFrog, but we see it as essential for GBR.com to pick up where the Operators leave off.
SSH: How do you envision a nationalised rail system prioritising customer needs and preferences? What mechanisms could be put in place to ensure it remains customer-led?
DP: Great British Railways simply must be customer led. This will come from GBR setting up a GBR retailing arm through which passengers know that they can buy the cheapest tickets without paying additional fees.
GBR will obviously be selling rail tickets in the station under the GBR brand whether that be at the ticket office window or through new innovative ticket machines that offer all the same great services you would expect to get online, including up to the minute travel information both on the rail network and for onward travel. In addition, however, the customer will expect to see a retail and information digital offering, one that is seen as the benchmark for others to rival. It will be the national Operator after all!
We live in a world of trusted brands and for the new world of rail to be a success, then GBR.com will have to become one of those trusted brands.
Once the digital proposition is in place, GBR can then listen to the public and deliver what they actually want, even down to influencing new routes and the frequency of services for passenger groups like key workers. Direct customer communications supported by transactional data simply won’t be possible without this digital solution being in place.
I have already mentioned SilverRail’s intention to serve those who don’t want to or cannot use technology by providing rail ticketing in shops on the high street. Achieving this through individual Operators with the DfT sitting in the wings has proved difficult to say the least. These initiatives should however stand a real chance of being rolled out nationally once the governance structure has been resolved and GBR is able to make operational decisions for itself.
SSH: In your opinion, how might rail nationalisation impact job security and working conditions for current rail employees?
DP: I forget the statistics, but a very large percentage of industry staff are approaching the latter years of their careers and if anything, the industry looks like it’s going
to have the opposite problem in a few short years to come.
The new Government has shown with the industrial relation laws that it is repealing that it is not looking to remove workers from such industries as the railways. Equally, there are several precedents set with rail operators moving from private to public with little or no impact on jobs.
Over time, there may well be less need for certain roles but with great improvements required in service levels and public satisfaction, I cannot foresee nationalisation leading to job losses. With pay settlements also being announced only weeks into the new Government’s tenure it is also difficult to see any long-term issues arising over working conditions, despite the threat of walkouts at LNER. Overall, I would expect job security to increase.
SSH: Looking beyond environmental and travel benefits, what other positive societal impacts do you foresee from a successfully nationalised rail system?
DP: With the new structure, I am expecting to see a great deal of the fragmentation removed which will allow passengers to travel by train when it’s convenient for them without the worries that sit alongside multiple operators. Being on the right train because it's being run by a different operator or timetables that don’t fully take account of multiple operators on longer distance routes, should all be made easier.
From our perspective, we have over the years rolled out some great initiatives for individual Train Operators only to see other operators not having the budget or having different objectives. The idea that we can deliver innovative projects to a single organisation and not have to jump over insurmountable hurdles to then have the project benefit the whole network will be a very positive step forward.
This includes the bringing together of operational data that in the past could not be shared for competitive reasons. This will make a real difference to the travelling public not only within rail but across all modes of transport.
It’s clear that many aspects of our economy have remained disjointed for years, at a time when technology can provide the answers. Starting with the rail network at the centre of a national transport strategy, GBR can be the first step in a national transport strategy that could include travel hubs and the transport marketplace mentioned above. In turn, a national transport strategy can help to influence both national and local planning strategies, and also a national workplace/industrial strategy.
GBR, if implemented correctly and funded sufficiently, working alongside its rail freight partners could kick start a much wider growth plan that the country has been seeking for so long.
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Peter Ahye CEO of Hexagon Consultants
Peter Ahye is Hexagon’s cofounder, strategy guru, and a leading figure in one of the biggest turnarounds in UK retail. He has been successfully transforming large and complex businesses for over 25 years. Having worked as the Group CFO for a number of international businesses, Peter specialises in designing and executing effective strategies for achieving significant business success.
Sam Sherwood-Hale spoke to Peter Ahye about bringing aerospace and defense technology expertise to the rail sector, modernising infrastructure planning, and the challenges of implementing digital transformation
SSH: Can you tell us about hexagon's recent involvement in the rail sector?
PA: We started working in the rail sector about twelve months ago. Our first contact was actually prior to that, but it didn't take off initially because they were looking at technology for remote monitoring, which wasn't our area of expertise. When they realised they wanted to start thinking more broadly about how they approach their infrastructure from an integrated planning perspective, that's when they got in touch with us again. That's where our skill set really comes into play.
We're relatively new to the rail sector. We're being brought in because they're looking at other sectors that have advanced technology and ways of working, and they want to see how they can apply those to rail. We're coming in from aerospace and defense, for example, and bringing things that are proven and used there into the rail sector.
Most of our focus has been on the infrastructure side of rail rather than the rolling stock and trains. We're dealing with lines, cables, points, and that sort of infrastructure.
SSH: What are some often-overlooked areas where rail companies could improve their structural flexibility?
PA: When we talk about structural flexibility in rail, it's about an organisation's ability to adapt its systems or elements of its organisation to changes. On the infrastructure side, you've got changes in terms of renewals and maintenance, but the basic infrastructure – like the line from London to Leeds – will always be in place. The challenge is how to best maintain and renew that infrastructure.
I think rail businesses need to start embracing some of the technologies we've talked about to better utilise their resources. That's an absolutely key aspect. You'll have seen it in your daily life with water, gas, and electric companies all digging up the road at different times. It's a bit like that in rail. If you're not careful, especially on high-speed lines, you're very restricted in terms of access. You can't work during the day when trains are running at 300kph, so you've got to have windows almost out of hours or when it's a lot quieter.
Taking advantage of these technology changes is crucial. But it's also about gearing themselves up properly to undertake and deliver change programmes of work. Once you've identified programmes, you've got to go through a really rigorous implementation
phase to make sure those changes stick. Otherwise, you just end up doing a bit of the old and a bit of the new, and you've actually not taken yourself forward.
SSH: How can rail companies balance the need for structural flexibility with the inherent rigidity of their physical infrastructure and regulatory environment?
PA: I think it's about being really quite focused. Don't try to do too much at once. Decide on which technologies you want to use, embed them, and make sure they're working and delivering before you move on to the next thing. For example, if you were to assess overhead cameras, do something around points, or work on the track, and you decided that the track could give you the biggest bang for your buck because that's where the heaviest maintenance and renewal is coming, then invest in that and do it properly. Don't try to do the points and the overhead and everything at once, because then people get spread too thinly, and you don't implement properly or get the benefits from it.
You've also got this regulatory environment with lots of different stakeholders. I'm not so sure they're all aligned as to what they're trying to do. As an outsider coming in, that funding and regulatory environment, while I understand why it's there, I'm not sure everybody's outcomes are aligned in that situation.
SSH: Were you surprised by the siloed nature of work in the rail industry?
PA: It did surprise me, actually. It also surprised me how much of this is being done on spreadsheets. The minute you see that, you know they're inefficient and nobody's really taking the time to set this up properly.
We're delighted that the first piece of work we've landed has now been requested by a different part of Network Rail. They've heard about it, and it applies across the whole network. I suspect that while there may be varying stages, if there was a best practice working already in Network Rail, it would have found its way around the network by now.
So we're bringing some pretty cuttingedge technologies – and by that, I mean proven technologies from elsewhere. We're not creating beta sites for organisations to see if something might work; it's proven, it works. It's about making sure that it works in their environment and giving it the best possible chance to do so.
‘We're bringing some pretty cutting-edge technologies – and by that, I mean proven technologies from elsewhere. We're not creating beta sites for organisations to see if something might work; it's proven, it works.’
SSH: How can rail companies effectively collaborate with regulators and government bodies to create more flexible operating environments?
PA: Personally, I think there are too many stakeholders. People aren't empowered to make decisions. Everybody's going to turn up with their relevant teams and advisors behind them. I mean, the entourage is huge, and the cost must be phenomenal in those situations.
It slows things down, and it needs to be more joint because you've got each department doing a certain part of it. In the work that we've done, you've got UK GI doing a part of it, then you've got MOD doing part of it, the Treasury doing part of it. So it's really quite bitty, and it takes a while to pull it all together to convince all the various stakeholders, to brief the various ministers for things to happen. It's quite a slow environment to operate in.
SSH: Are you anticipating any changes in how you might be working within rail over the coming years, especially with the new government?
PA: I think there may be more consistency. Network Rail is pretty much a public body already; they're responsible for the infrastructure. Then you've got some of the train operating companies who are either franchised and run by private companies, but a number of them are under government ownership already.
‘We're being brought in because they're looking at other sectors that have advanced technology and ways of working, and they want to see how they can apply those to rail. We're coming in from aerospace and defense, for example, and bringing things that are proven and used there into the rail sector.’
something with it. It's one thing having lots of data, but you need to do something with it. This is where AI comes in because it will be able to go through the data at a rate of knots and decide, based on certain parameters, what should be prioritised and what should be deprioritised out of all the data and noise that you'll be picking up.
Then there's something around skill sets and capability. While we're bringing some of this skill set and capability to the organisations, I think they need to look at what skills they need for the future. The business has moved into big data and AI, and they don't have enough people that think about or understand that. It's still very traditional.
SSH: How can the concepts of continuous improvement and performance improvement be synergistically applied to create a more adaptable rail network?
PA: I think they need to look at this structurally from a funding point of view. They're doing the control periods to create some certainty around the budgets and what charges they pass on to the train operating companies. But I think you need a mechanism to justify activity or things because a five-year period is a long time to get it right, and therefore you do need some flexibility.
very long lines. So it does have uniqueness, but we've proven in a proof of concept that we've just done that it can work, that you can use that capability to look at planning.
SSH: How long does it typically take to transition from a company relying heavily on spreadsheets to one with more integrated systems?
PA: If you're talking about a part of the network, I think you can make a very credible attempt at it over a two to threeyear period. You're starting to train people, get people off spreadsheets, and you're starting to have it operating a system that's more efficient. The thing is, people will start to see it's more efficient, and they'll get behind it even faster. They tend to gravitate to the things that they're comfortable with today, ways of working today, so I think in some parts, in three years, it could take up to five years to do a proper transformation.
SSH: What stage would you say you're at in terms of successes that you're anticipating in the rail sector?
For me, that's not the answer. The answer is getting hold of parts of the railway network – it could be just doing the East Coast and doing it well, and then rolling it up to other parts. Like we're working with, getting it right, getting that proven model so that you can then scale it up in other parts of the network. But that's a huge task in an environment which is very set in its ways of working.
SSH: You've mentioned the importance of doing the basics well. In the context of rail, what basics do you believe are most critical for creating a foundation of flexibility?
PA: They need to get their systems, data, and focus reporting sorted out. Getting hold of information in an integrated way, in a fast way, is crucial. As I said, a lot of the data sits in spreadsheets, which is probably one of the slowest ways of accessing information. So I think there's something around the whole technology platform. They've got to create that base data lake first to be able to then use that to influence other parts of their business.
Then you've got to think about the technologies that you want to integrate. I talked a lot about cameras and sensors and monitors. Where does all that data go? So you've got to think about your infrastructure that can capture this information and do
You may have a core bedrock of activity that has to be undertaken, but you should have some mechanism that gives you flexibility to deal with in-flight ideas or things that will add benefit to the organisation.
SSH: Can you discuss any specific examples from your career where implementing structural flexibility led to significant business success, and how those lessons might apply to the rail industry?
PA: Let me give you an example from the aerospace industry. We see in aerospace where they do continuous monitoring a lot. They're using data from all the aircraft. So one aircraft might come in for its normal service, and by the way, it needed something else on the engine. They capture that data so that when the other aircraft are coming in, they're looking out for it. The worst thing you can have, clearly, is an aircraft on the ground for longer than it should be. It disrupts the whole schedule.
So they're continually grabbing this data, being intelligent about it, and then reusing it to make the operations more efficient. This particular airline pretty much doubled the throughput through their maintenance facilities with exactly the same workforce once they started to use some of these digital twin capabilities. I mean, it was stark, the changes, because they had things ready and waiting rather than having to send off for parts or bring things in.
In rail, it's the reverse. The maintenance goes to the track and services that along
PA: I've got to be careful what I say here, but I would say that the work we have undertaken has been seen as groundbreaking. We're talking to a bunch of very experienced, long-serving rail people who are looking at this and saying ‘finally, we can see a way through this, and we see the benefits of it’.
All of the discussion now is about how we can take it elsewhere, but also how they get funding from their existing budgets, what choices they need to make to allow this to happen. That's the thing – you go into your five-year period, you pretty much set out what you're planning to do, and there's no funding for anything else that comes along. So now they need to make those choices.
Fortunately, they're just about to enter into new control periods across parts of the network, so that may be useful as they can budget some of this in. But we're confident that the work we've done can add substantial benefit to them. It addresses efficiency –you plan cohesively, you look down the line and you're saying what needs to be done, what's the best schedule to do it, do we have the resources to do it? It allows you to plan in a more cohesive and structured way longer term.
You might look down the track and realise you're going to need 25 of these sorts of engineers when you've only got ten. Where do you go get them? You're not running around at the last minute. You're able to negotiate better, so it'll help with procurement as well because you're going in a more organised way and in a way that you can commit to companies. The way we would see it working is that this should allow companies to be able to do more with their own workforce rather than third-party subcontractors, and therefore bring down the unit costs to deliver these operations.
Sue Williams
Managing Director of Hexagon Consultants
Sue Williams is a strategic and methodical Supply Chain Director who’s been driving operational performance improvements for 25 years. For over 25 years, she’s specialised in inventory, demand management, planning and supply chain design in complex business environments across a wide range of industries.
Sam Sherwood-Hale spoke to Sue Williams about Hexagon Consultants' work with Network Rail High Speed and HS1, their implementation of AI Enterprise Digital Twin technology and renewals planning
‘We worked with Network Rail High Speed as their delivery partner and using some of their R&D budget, we developed a proof of concept to see if we could adapt a system like Aerogility's AI Enterprise Digital Twin to a rail environment.’
SSH: Can you tell me about the work Hexagon Consultants has done with Network Rail High Speed and how digital twins are being utilised in that project?
SW: Our work with HS1 and Network Rail High Speed stemmed from conversations with Richard Thorpe, who was Director of Engineering, and Scott Turner, head of digital and systems. They were trying to identify opportunities where technology and digital capabilities could help them progress in key areas, particularly maintenance.
It became apparent that the challenges they were facing are not unique to rail. Managing and optimising complex systems, maintenance, and renewals are common across industries. From my previous experience in aerospace, I saw many similarities, especially regarding safety challenges, regulatory requirements, and the complex stakeholder environment.
We felt there was an opportunity to move rail up the learning curve more quickly by applying experiences from other industries. Working with Network Rail High Speed as their delivery partner and using some of their R&D budget, we developed a proof of concept to see if we could adapt a system like Aerogility's AI Enterprise Digital Twin to a rail environment.
This involved two main streams: adapting the system itself and considering the rail operating model. My role was to ensure that they could extract value from it, developing a framework and data strategy to support it. We also considered what this would mean as a change program for Network Rail High Speed as an organisation.
We conducted this proof of concept over a three-month period, working with the Aerogility team and an engaged team from Network Rail High Speed. The feedback was generally very positive, demonstrating that the system could optimise across different disciplines and create valuable schedules.
Currently, we're working with Network Rail High Speed and HS1 to understand
the next steps in taking this forward. We've also had conversations with other parts of Network Rail and other organisations, receiving positive responses about the potential value of this capability across the broader UK rail network.
SSH: What do you anticipate the next steps to be in terms of applying this project?
SW: We worked with the team to create a roadmap. There are key things that need to be in place before applying this capability and technology. This includes having the right kind of data and data strategy, ensuring accessibility and content.
We also need to consider the process and organisational aspects. The current organisational structure aligns with their current operating model, so we need to ensure that as we implement a new way of working and a new system, the organisation will be able to use the system effectively and act on the information it generates.
The system itself would need to go through a proper selection process. While we've done a proof of concept with one capability, Network Rail High Speed has specific procurement requirements. We need to ensure we select the right tool, and whichever tool is chosen will need some development to truly align with rail requirements.
We've set out these steps, but now we're also aligning them with all the other change actions that Network Rail High Speed has underway. It's about making sure they're prioritising correctly and doing things in the right order to get the best value out of all their change initiatives.
SSH: In terms of the changes within Network Rail, does that make it easier for you to apply the changes you want to make? Were you surprised by any similarities you found with other sectors you’ve worked in?
SW: There is a lot of alignment with other industries. Many of the challenges aren't unique to UK rail. We're talking about a complex operation with many moving parts and influences on the ability to deliver maintenance and renewals.
Many industries are constrained by skills or have capability gaps that require technology to help them get the best value out of available resources. Scenarios in other industries also involve optimising
‘Part of the requirements now is that you approach projects with an environmental lens. Is our proposed solution, upgrade, or renewal plan aligned with broader sustainability goals? And certainly, with doing no harm in whatever form that takes.’
resource use, capabilities, equipment, and infrastructure, as well as deciding where to invest money.
These are common requirements in any industry. Rail just has some specifics we need to be cognisant of to avoid unintended consequences. One particular challenge, less so for the HS1 environment but more for the broader rail environment, is the age of the infrastructure, some of which dates back to the Victorian era. This presents challenges in terms of available information about equipment standards and history, which you wouldn't face in an aerospace environment.
So while there are many similarities, we need to be thoughtful and make sure we're not creating ripple effects we haven't considered.
SSH: What does that process look like? It can't be trial and error, I suppose. Can you elaborate on the pipeline of work you're going to be looking at?
SW: It's about appropriate staging. We would never recommend just putting a tool in place without proper consideration. It's about ensuring the data we're using has the right accuracy, validity, and timeliness, and that we're not incorporating data with bias that could influence outcomes.
We'd probably run it alongside current systems for testing and certainly take no risks with safety. Anything with safety implications has to go through significant validation before it can be applied, which is similar to the aerospace environment.
There are ways of phasing in some of this work where we initially look at low-risk activities and changes. Over time, this builds up credibility, allowing us to move up the curve to more complex applications.
SSH: Let's talk about AI and emerging regulations. How can companies ensure they're using AI responsibly, and what's your role in ensuring that AI and data storage and acquisition are used responsibly?
SW: We're strong advocates for responsible AI. It's an emerging landscape, so we recommend utilising the work of organisations such as the Responsible AI Institute or the Alan Turing Institute. These organisations monitor and provide support and guidance on regulatory environments and good practices around data and AI applications.
For example, the Responsible AI Institute offers assessments to see how well an organisation is set up to ensure responsible AI use. They can also do system-level assessments. We're trying to make sure that anyone we deal with is aware of the need for responsibility and the implications of not doing so.
The other route comes from the data strategy itself. Data strategies are common in many businesses now, and part of that is the data governance framework. This ensures that data is being captured and used appropriately to make sure the tool is valid, accurate, and not demonstrating bias in a strange direction.
While this has a bigger impact in industries such as finance, healthcare, or HR, it definitely still has a role to play in any application of AI or use of data.
SSH: Can you elaborate on how the Aerogility technology's supply chain digital twin capability is being applied to optimise rail supply chains?
There are many options for applying AI and digital capabilities in rail supply chains, including demand forecasting, capacity management, adaptive scheduling, asset tracking, and availability modelling.
In the rail environment, we're seeing it used for station layouts, timetable design, and risk modelling. For example, it can model how infrastructure would respond to extreme rainfall, what that does to demand, and how it affects supply chain requirements. This then rolls back through to collaboration with key suppliers.
The opportunities are huge to really improve accuracy around demand, asset usage, and requirements. Historically, the data we're used to always looks backwards and is a bit out of date. Now we can capture real-time information and be much more focussed on what's happening now, as well as moving forward into more accurate prediction of the future.
It really enables integration and collaboration. One of the key values of this technology, whether it's Internet of Things or something else, will be enabling the connection and visibility of the endto-end supply chain, which by definition provides more opportunities to optimise and improve.
SSH: How do you envision AI and digital twins contributing to long-term sustainability goals and the drive for Net Zero?
SW: One of my particular areas of interest is whole life asset management. This kind of capability has real opportunities for asset life extension and improved utilisation of assets throughout their life. This includes condition-based monitoring and preventative and predictive maintenance, ensuring you're getting the best out of your assets and really sweating them for value.
There's also quite a lot of opportunity around energy, water, and waste management. The technology can help us understand how energy is being utilised and how it could be improved, as well as water usage in facilities and stations.
It even comes down to things like station digital twins and design, optimising passenger flows to reduce environmental impact. Using sustainable project management goals ensures that the sustainability agenda is part of the design stage, rather than trying to retrofit solutions later.
Getting right back to the beginning of a change program and design process as things are being updated and renewed, with sustainability as one of the key ambitions, and using technology to help drive those ambitions, is crucial.
SSH: How far off do you think we are from changing that approach to focus more on the design and beginning stages?
SW: It's becoming more and more prominent. While performance improvements are still a focus in any environment, sustainability and environmental concerns are definitely now on the agenda, whereas even a few years ago, they weren't.
Part of the requirements now is that you approach projects with an environmental lens. Is our proposed solution, upgrade, or renewal plan aligned with broader sustainability goals? And certainly, with doing no harm in whatever form that takes.
This is absolutely something that sits on the agenda of the majority of larger contractors, and it's trickling down through the supply chain as it becomes a requirement in the higher tiers.
SSH: In terms of Hexagon's work in the rail industry, what's your approach to scaling up? You're currently working with Network Rail High Speed and HS1, but how do you hope to expand your work in the rail industry in the next year?
SW: It's certainly developing. Ideally, we'd like to demonstrate and implement a working tool and capability with Network Rail High Speed and HS1, if that aligns with their plans. Of course, this gets caught up in things around control periods and what can be done in certain windows, so we've got to make sure we can align with that.
I think this could be taken into the wider rail environment. There may also be opportunities to take the same kind of capability into the asset and rolling stock side of the rail industry. But I really think there is potential to develop further capability around renewals planning in particular, as well as scheduled maintenance, because that is such a key deliverable for the industry and has such a high impact if you can't really optimise it or if you get it wrong.
Norbar is a UK manufacturer of battery, electric, pneumatic and manually operated torque multipliers, wrenches, torque measurement equipment and bespoke torque control solutions specially developed for the rail industry Contact Norbar and speak to The Voice of Torque Control
FENELLA TALLON CHIEF ASSESSOR FOR THE PRINCESS ROYAL TRAINING AWARDS AT CITY & GUILDS FOUNDATION
Fenella Tallon has held roles in education consultancy, learning and development, and evaluation of national training materials. She currently project manages a significant NHS mental health initiative and advises local authorities on learning and development. She has a strong background in assessment and is also an assessor for the National Apprenticeship Awards.
‘By
implementing a three-year strategy focused on recruitment, training, and knowledge-sharing, they've achieved incredible results. Volunteer numbers have increased from 15 to 48, and the site has just had its most successful year ever in terms of revenue.’
Launched in 2016, the Princess Royal Training Awards were created in response to employer feedback. The objective was simple: to reward and celebrate organisations which saw the value and wider organisational benefits of investing in learning and development. The Awards are supported by their President, HRH The Princess Royal, who is a keen advocate of skills development.
If your organisation is looking to be recognised for a training programme which has positively impacted your organisation, why not register your interest? This is a unique opportunity to showcase your commitment to training and development and be recognised for your achievements. Applications open on 2 December 2024. You can find out more at: https://princessroyaltrainingawards. com/. Awards are open until 31 March 2025.
How did you become involved with the Princess Royal Training Awards? What first attracted you to them?
I was previously an Assessor for the National Training Awards (NTA) from 2004 until the final year of the NTA in 2012. I was also an assessor for the Apprenticeship Awards from 2006. In 2015, I was approached by Paul Robertson, a fellow NTA and Apprenticeship Awards assessor who had been developing the Princess Royal Training Awards with City & Guilds, to apply for the Assessor role. I jumped at the chance as this was a new approach and it was such a fantastic opportunity to be there at the very start.
Can you describe what your role involves as an Assessor for the Awards?
The Assessor Team carries out the assessment part of the process which involves two stages: assessing a written
application form and then carrying out a visit to applicants who get through the first stage. As support for applicants has developed over the years, I have helped deliver workshops and am part of the team that gives feedback on draft applications. We give hints and tips about what’s good in a draft application and how to improve it. Assessors also carry out the online visit to the applicants to dig deeper into the application and, most importantly, to meet participants who have benefited from the training. This is the highlight of the process for the Assessor Team as we get to ask people directly how the training has helped them. We find out so much more from the visit than the application form and individuals get the chance to share the benefits, which is not something they often get to do with someone outside their organisation.
Can you share any examples of particularly inspiring or innovative programmes from organisations that have achieved the Awards?
We had an application that was both inspiring and innovative in 2017. It’s a charity – Macmillan Caring Locally – giving support to people at the end of their lives in a hospice setting in Christchurch in Dorset. They’d seen an increase in referrals and had not had a corresponding increase in staff.
They had a pool of volunteers and wanted to make use of their skills and teach them new ones rather than just having them make coffee and do the bingo. They supported volunteers to do all sorts of things from delivering training to fixing wheelchairs. By doing this, they were able to better cope with demand and did not need to employ additional staff.
The person leading the programme went on to another charity – the Ancient Technologies Volunteer Association –and applied for the PRTA again in 2023, providing another inspiring programme. This volunteer-led association is dedicated to preserving a historical site that showcases life from the Stone Age to the Viking era. Facing significant budget cuts, they have turned to their volunteers to keep the site running and generate income. By implementing a three-year strategy focused on recruitment, training, and knowledgesharing, they’ve achieved incredible results. Volunteer numbers have increased from 15 to 48, and the site has just had its most successful year ever in terms of revenue.
It is the ten-year anniversary of the Awards this year. Would you say there have been any major changes over this time? How have the Awards evolved over the years and what are you most looking forward to for the future of the Awards?
One of our main goals has been to make the Awards accessible to organisations of all types. In the first couple of years, applications came through from groups of employers and this wasn’t something we had been expecting. We quickly realised the potential of these collaborative training models and expanded our eligibility criteria to include them.
For 2026, we are excited to explore how we can recognise organisations with global training programmes and we’re researching how this might work with potential applicants. We are consulting with our Alumni network to help us see if there is an appetite for this and if so, what it might look like. It’s a fantastic opportunity to broaden the scope of the Awards.
Have you seen any shifts in terms of the types of organisations applying for the Awards or the programmes submitted in applications over the years?
Not really – each year we’ve been fortunate enough to attract organisations of all shapes and sizes. The PRTA team have done a lot of marketing and communications to ensure we get good coverage from sectors where applications might have dropped, such as hospitality, which had been hard-hit during the pandemic and took longer to recover.
The Awards have made quite an impact over the past decade. How do you hope they’ll continue to inspire positive change in the future of training and skills development?
As the Alumni community grows, I hope that the opportunities to share good practice will increase. The City & Guilds Foundation’s skills-share event in May 2024 was a huge success and attracted over 100 people. Hearing people share their stories and having a focus on hot topics like supporting neurodiverse learners was so inspiring. And of course, having the Princess Royal in attendance and listening to participants share their transformative training journeys adds a special touch.
What criteria do you use to assess the applications?
We have very specific criteria which are designed to help applicants focus on why a training programme was needed, how it was designed and delivered and the what the impact of it has been. The assessors score the applications against the criteria and make a decision about whether or not to recommend that the application progresses to the next stage of the process.
The application criteria are centred around what we call ‘Hallmarks’. Hallmark 1 is all about the ‘why’ and asks questions about why applicants chose training, learning and development to address a challenge or opportunity. Hallmark 2 – what we call the ‘how’ – focusses on
the mechanics of training design and implementation, and Hallmark 3 hones in on the impact of the training – the ‘so what’ – both on individuals and on the organisation. There is also a question about how best practice will be shared and each application requires a short statement from a senior manager who ‘endorses’ the value of the training. The assessors look at the whole application holistically as well as scoring the individual sections to make an assessment about whether it all stacks up.
What advice would you give to someone who is considering applying for the Awards?
Think about the programme you would put forward for the Award. Assessors want to hear the story of the challenge you were up against or the opportunity you had and how and why you used training to address it. It’s best to focus on a particular challenge rather than say ‘we wanted to train our staff and this is what we did’. You’ll need to tell us about the impact the training has had on your people and on the organisation and it’s easier to do this when focusing in on a particular issue. What would success look like for you and did you achieve it?
Can you share any memorable moments from your time as an Assessor?
As we all know, Covid-19 hit in 2020, and lockdown happened right in the middle of the assessment period – the deadline is the end of March every year. Many applicants were in the middle of their application and were gathering evidence ready to submit it. What really surprised me was how committed the applicants were in wanting to submit a finished application. They went to great lengths to get access to evidence and to complete their application. For those who couldn’t access the final pieces of evidence, we encouraged them to submit anyway, and we took the access issue into account. It was humbling to realise just how much the applicants value the Awards and their determination in submitting an application against the odds.
Frank Suttie is Director specialising in transport at national law firm Freeths. In the transport sector, Frank undertakes local transport advisory engagements including statutory partnerships between transport authorities and bus operators and smart ticketing projects.
Transforming Rail Travel to the North West
Frank Suttie, Director specialising in transport at national law firm Freeths asks if private finance will come to the rescue
When Rishi Sunak, then prime minister announced that HS2 investment was to be limited to the first leg – London to Birmingham the announcement was greeted with a mix of anger and frustration in the north west. Gone in an instant was an entirely new line to Manchester and with improved connectivity to other parts of the north west. A potential economic game changer for the region was lost.
The elected mayors of Greater Manchester and Liverpool City Region are having nothing of it. A working group was quickly assembled and their work has led to the Opportunity through Connectivity report.
Bringing together a solution focussed group of individuals can usually be expected to produce a positive outcome and that looks on paper to be the case here. A 63 page report works through what it would take to create the Birmingham to Manchester line – not quite as planned under HS2 but with increased capacity and benefits to the existing west coast line broadly as expected from HS2.
The first task for a group of this kind is to make sure they have a good starting point. And for this new line to be created requires a decision by government – to maintain land ownership already reserved for HS2 as it was due to be implemented and ensure the protection of further land required to be reserved for the purpose of this project. The politicians of the north west will already be hard at work on that exercise.
The second task is to address the sheer cost of building a railway – the northern legs of HS2 were cancelled on the grounds of what was considered the crippling demands on public expenditure. It turns
out that a review of the specification and working methodologies for the building of HS2 leads to some opportunity to refine the detail of the project with cost reductions following on.
The report builds its case for the financing of the huge capital spend required from experience in Europe and further afield – also taking into account and closer to home the approach taken to the financing, building and operation of HS1. Wisely, the authors don’t attempt to produce a plan to proceed without public money. It is surely right that the government and devolved bodies in the region have a stake in the enterprise. But the project can – it is asserted – having in its financing foundations private finance.
The UK has a track record of delivering new capital assets with the backing of private finance. From the Skye Bridge to new schools and hospitals, new infrastructure has been delivered with the involvement of private sector backing. And through these initiatives we have a considerable body of experience and a capability to develop privately financed projects.
The report stops short of telling us what it will take to achieve a new railway supported by private finance but advocates a new approach to delivery. It will require extremely careful planning and execution of the deal making involved. A mix of equity and loan stakes in the project will be required.
Shareholders are at greater risk than lenders from potential downside but rewards for taking that risk will be factored in. Lenders expect to see their loans used sensibly and with as much limit on risk as possible.
How will lenders and investors be rewarded for their investment? The report
‘The UK has a track record of delivering new capital assets with the backing of private finance. From the Skye Bridge to new schools and hospitals, new infrastructure has been delivered with the involvement of private sector backing.’
offers two options – revenues generated from the operation of the line could come through a track availability regime or through charges for accessing the line.
The risk profile will require to be carefully analysed along with financial modelling in and appreciation of the consequences of project risks. There is then the vital exercise of deciding where risks should lie between the various parties with an interest in the project – always looking firstly at which party can sensibly become accountable for a given risk because it can control or at least manage the risk involved.
For the moment the key questions are around the government’s reaction to the proposal and how the significant costs of bringing the conclusions of the report to fruition will be funded. A considerable number of steps need to be taken to develop a feasible model for this project. There is already a body of scepticism about the plan – some of that drawing attention to issues of practical feasibility.
There will also be concerns about the recommended duration of the project – extending through three decades is suggested to be a sensible timescale. The project then becomes a potential hostage to changes of government. Privately finance projects to date typically do not have long timescales to become operational. Political risk is not relished be investors and funders.
So what should happen next for this report? A government supportive of economic transformation in the regions should certainly support it. That support should be followed by financial support to see the project come to life – at least on paper in the form of a business case. Under present economic conditions we cannot be certain of such an outcome but it would be a wise decision for government to support the possibility of the north west achieving this ambition.
Derailing the Skills Gap for a Resilient Future
Gary Robson, Managing Director for Civils at PBH Rail, explains how the rail industry must tackle its reputation, embrace new technologies, and develop clear career pathways to address the growing skills shortage in the sector
The skills gap in the rail industry is a real point of contention, and over the years has become a critical issue impacting everything from project timelines to overall service quality. With increasing challenges in recruitment and an ageing workforce, the industry finds itself at a crossroads. To fully understand the complexities of the skills gap, we need to look back to identify the factors that have led us to this point and tackle them head-on.
Reputation is everything
One of the key factors driving the skills shortage within the rail industry is reputation. Currently, the rail industry is often seen as outdated, mismanaged, and unattractive to new talent, including young people accessing career options.
Inwardly, this could not be further from the truth. We know digitalisation and electrification are rapidly changing the industry, and with that change comes opportunity. Unfortunately, the challenge is getting that message out externally.
High-profile project delays and cost overruns, such as those seen in Crossrail and HS2, have significantly impacted rails' reputation. With extensive media coverage detailing the fallout of these issues and no positive stories to counteract them, the industry's reputation naturally took a hit. Ultimately, this has contributed to the rail industry's appearance as unattractive to young professionals. We need to make a conscious effort to highlight advancements and success stories in the sector to improve its overall image.
A generational shift in the workforce
Besides reputation, another key consideration in addressing the skills shortage is the ageing workforce. As workers approach retirement, what we’re losing isn’t just numbers. We’re losing years of practical, hands-on knowledge that is essential to daily operations, but difficult to transfer
to younger generations without formal mentorship programmes.
Attracting younger talent is also proving challenging. With rapid advancements in technology with AI, IoT, and electrification this is a real opportunity to showcase how roles within the sector are evolving, including some newer roles that have emerged as a result of these advancements.
When looking at education, there are limited opportunities that are specific to the rail sector, and with no real focus on introducing youngsters to this progressive sector, it restricts the entry of a younger workforce.
Due to its outdated reputation and the attraction of high-tech, innovative careers like technology and renewable energy, the industry is struggling to attract younger generations. As one generation leaves the field, it is becoming increasingly challenging to entice future workers to join.
The Brexit effect
The fallout of Brexit also hasn’t helped the industry's talent pool. Stricter immigration rules have reduced access to skilled European workers, who previously bolstered the workforce. Ultimately, this makes it harder to fill roles that require specialised knowledge.
The skills gap is especially evident in highly specialised rail fields, such as Rail Systems, Permanent Way, Overhead Line, Signalling, and Telecoms. These professions require years of industry-specific training and typically don’t attract candidates from other industries. This makes it increasingly difficult to source professionals with the right experience.
Even in Civil Engineering, a discipline with established educational pathways, perceptions of the rail sector as outdated continue to deter graduates from focusing on rail-specific careers.
To bridge the rail industry's skills gap, we must first address public perception, especially among young people. Naturally,
NEWS IN BRIEF
MORE THAN 50 PER CENT RISE IN TPE CUSTOMERS USING PASSENGER ASSIST SERVICE
The number of customers using TransPennine Express’ (TPE’s) Passenger Assist service has risen by more than half in just one year. The train operator has seen a 62 per cent rise in people using the service since last year – a total of more than 18,200. Passenger Assist is a nationwide service, where those that need assistance to travel by train can book in advance or request help at a station.
GLENFINNAN RAIL LINE TO BENEFIT FROM £500,000 FENCING INVESTMENT
Network Rail is set to renew over five kilometres of lineside fencing near the iconic Glenfinnan Viaduct in a project worth £500,000. The work will see life-expired boundary fencing – which separates the track from public areas –replaced to help keep the public safely separated from the line. The fencing that will be installed will not only secure the railway but will also be sympathetic to the scenic nature of the local area.
‘What we’re losing isn’t just numbers. We’re losing years of practical, hands-on knowledge. We must work to improve the industry's image, and highlight the high-tech, forward-thinking roles.’
digital advancements such as AI and IoT are rapidly changing the rail industry. Emphasising this will the sector highlight its progressive and innovative nature while making it a more attractive choice for young professionals and career changers.
Educate to retain
We need to strengthen education and encourage partnerships with institutions by introducing higher education courses, with modules tailored to specialised disciplines. This would make it easier for graduates to pursue rail careers and provide clear entry pathways.
Allowing apprenticeships to focus on specific areas as candidates progress can streamline training and better prepare them for specific, high-demand roles.
At PBH Rail Group, we actively employ individuals at all levels, from trainees and apprenticeships to those retraining from different industries. Collaborating with local SMEs, we share best practices and engage staff in STEM activities to attract and inspire young people.
While we support traditional entry routes, including Year-In-Industry students and graduates, we are also committed to offering apprenticeships for entry-level roles and are introducing a work-experience opportunity for undecided school leavers.
Across all levels, we provide on-the-job training through our Internal Training Programme and programmes led by engineering institutions where necessary. We have clear career paths in place throughout the organisation and we ensure there are no restrictions on how far our people can develop.
We also actively encourage staff to look for new ideas within their roles, and support them in developing them, whether that means investing in new technology, or adopting a new practice; this helps to retain an engaged workforce that adapts to change.
Tackling diversity
Diversity and inclusive recruitment are also vital in widening the talent pool across the rail industry. Initiatives with groups like Women in Rail and the Young Rail Professionals network encourage women
and underrepresented groups to enter rail careers.
Inclusive recruitment practices, alongside mentorship and networking opportunities, will help us to build a more diverse, forwardlooking workforce. In addition, mentorship programmes can help to retain crucial knowledge, pairing seasoned professionals with fresh talent to ensure the transfer of the expertise needed to sustain the sector.
Looking to the future
Looking to the future, we cannot ignore the new technologies that are shaping the industry, and the new skill sets that will help drive us forward and attract new talent. Future skills will focus on data analysis, cybersecurity, and sustainable engineering and we must be ready.
Digital rail initiatives emphasise the importance of data-driven roles for artificial intelligence and predictive maintenance. The interconnected nature of rail systems also highlights the critical need for cybersecurity to safeguard the sector. In addition, a focus on green engineering practices, including using low-carbon materials and energyefficient designs, will continue to govern future projects as the industry places a greater emphasis on environmental impact.
We are committed to getting the rail industry back on track by addressing the skills gap head-on. By continuing to build a multi-disciplinary rail team, supported by training and institution-led programmes, continuing with focused apprenticeships, work placements for school leavers, and flexible career paths, we can create a resilient, diverse workforce poised to shape the future of rail.
Tel: 01904 655 666
Email: info@pbhrail.com
GARY ROBSON is the Managing Director for Civils at PBH Rail Group. As a Chartered Engineer with 30+ years of experience, Gary is passionate about the management and delivery of multi-disciplined schemes across the rail sector. Dedicated to empowering the next generation of industry professionals, Gary has served in SCE roles and assessed Career Appraisals for the Institution of Civil Engineers (ICE), managed training programmes, and is currently acting as a Mentor.
NEWS IN BRIEF
EUSTON STATION CATCHES ‘GREEN APPLE’ AWARD
Network Rail and Mitie have won a Green Apple Environment Award for their efforts to reduce London Euston station’s carbon footprint and enhance its sustainability practices. The award was presented to Network Rail staff and partners at Mitie in recognition of their collaborative work to vastly improve on-site recycling and waste reduction, contributing significantly to the station’s environmental impact. The Green Apple Environment Awards are presented annually in recognition of companies, councils and communities carrying out projects that enhance the environment. As the UK’s busiest managed station in terms of waste production, Euston station generates approximately 138 tonnes of waste monthly, with volumes peaking during high-traffic periods such as Christmas. By implementing a stateof-the-art waste sorting facility near platform 1, the Mitie and Euston teams have made substantial strides in waste management.
THE ADVANTAGE TRAVEL PARTNERSHIP PARTNERS WITH RAIL DELIVERY GROUP
The Advantage Travel Partnership, the UK’s pre-eminent business network representing travel agents and travel management companies, has announced a partnership with Rail Delivery Group, aa membership organisation that works on behalf of the rail industry in Great Britain to create a simpler, better railway for its customers.
The partnership recognises the shared interests and goals of both organisations and the potential benefits of working together, to bring to the forefront the importance of the Great British rail network Great Britain. By combining resources, they will have the opportunity to create impactful initiatives that benefit their members as well as the wider business travel industry as a whole.
ANNA FRITZ
HEAD OF PRODUCT AT EAL
Anna ensures EAL develops and delivers qualifications and assessments that help people meet their professional goals and improve life outcomes. She has been a Strategist at OCR-Cambridge Assessment and a Senior Industry & Products Manager at City & Guilds. Anna also has a Certificate in Educational Assessment, Testing, and Measurement from the University of Cambridge.
‘We need to bring pride back to the skills and ingenuity needed to maintain ageing infrastructure and make it more resilient to new challenges like climate change, while ensuring people are aware of the wide range of opportunities the sector can offer.’
What is your role within EAL?
As Head of Product at EAL, the specialist skills partner for the engineering and manufacturing sector and related industries including rail, I ensure we develop and deliver qualifications and assessments that address the skills needs in the industries we operate in and help people meet their professional goals and improve life outcomes.
My career spans different industries, but I have always worked in roles where market insight, analysis, strategic planning, and portfolio management are at the heart of what I do. Over the last 13 years, I have worked in roles in Awarding Organisations and End-Point Organisations offering a wide range of qualifications, apprenticeships, and other unregulated products for tutors and learners in the UK and Internationally.
What I particularly like about my role at EAL is its focus on having rich learning pathways for learners of all ages and experience levels based on the skills and knowledge needed in the industry. At EAL, we offer learning solutions across smaller, niche occupations and subsectors for the wider benefit of the sector, which really underpins our strong charitable ethos. This gives my role a purpose and motivation to succeed even when things get tough.
My team of qualification and EPA developers, assessment and learning resource developers and industry engagement teams work tirelessly to ensure EAL’s portfolio of rail qualifications is developed to meet industry standards and help support the UK’s growing demand for skilled workers in the rail sector. As well as delivering the knowledge to promote a high level of safety-critical working, our qualifications are relevant for both new learners and the existing workforce, raising skills levels and supporting progression routes.
What does sustainability mean to you?
At EAL, I lead EAL’s inclusive approach to ensure engineers and employers have the right skills at the right time to seize the opportunities created by sustainability skills, green technologies and the net-zero transition.
We want as many engineers and employers as possible to acquire sustainability and green technology skills to the right standards.
We are developing new sustainability and green technology focused qualifications
and assessments. We are also embedding sustainability and green technology skills throughout our existing qualifications. Where that isn’t practicably possible, we will point educators towards sustainabilityfocused support resources. This dual approach will help to ensure more people and businesses can have the relevant skills to play a role in creating a sustainable world.
Tell us about EAL
Our qualifications, assessments and skills solutions are designed and maintained by industry and vocational education and training experts who understand the current and future needs of educators, training providers, employers and engineers in the engineering and manufacturing sector, and related industries.
Within rail, we offer a range of highquality qualifications to meet the needs of all employers. They have been designed in consultation with the sector and cover a range of levels and disciplines, including track, signalling, telecoms, electrification, traction and rolling stock. Our qualifications map to apprenticeship standards and National Occupational Standards (NOS), where relevant, making them a robust option for any business specialising in the rail sector in England and across the Nations.
With our extensive knowledge and experience of the rail industry and our commitment to quality, we can help educators, training providers and employers deliver a flexible, engaging and valuable learning experience.
With the coming launch of Great British Railways, how do you anticipate your place within the supply chain changing?
The creation of GBR presents both challenges and opportunities for awarding organisations in the rail sector. It remains to be seen what the final details of the Passenger Railway Services (Public Ownership) Bill will be. Either way, there is much to do for our team over the coming months to carve a space in the new landscape.
EAL will seek to understand GBR’s mandate and future responsibilities, which were previously split between different bodies. We will then focus on collaboration and partnership activities to ensure our qualifications and EPA align with GBR's strategic goals, especially around issues like passenger experience, sustainability, and technological innovation.
We anticipate that GBR will likely prioritise greener rail services (reducing emissions, increasing electrification, and improving energy efficiency), and we will prepare to support sustainabilityrelated qualifications. This may include qualifications in electric rail engineering, sustainable infrastructure management, and carbon reduction in rail operations, as well as relevant qualifications in emerging technologies.
Furthermore, we will need to closely follow developments in regulatory frameworks and adapt training materials and qualifications to reflect any new safety protocols, compliance requirements, or regulatory changes that GBR institutes.
We will continue to engage with employers – rail operators, infrastructure companies, and industry bodies – to ensure that we maintain continuity in qualification and accreditation during this period of change and our qualifications reflect the current and future needs of the sector.
What are some of the biggest challenges this sector currently faces?
Much of the UK’s rail infrastructure dates back over a century and needs ongoing maintenance or expensive upgrades. This in turn makes it less resilient to extreme weather events, such as heavy rainfall and heatwaves, that are becoming more frequent due to climate change. Existing infrastructure also faces capacity limits, especially in urban areas. These interwoven infrastructure challenges then impact service reliability and passenger confidence.
Having a whole-system view of the rail network under Great British Railways should help the UK make smarter investments and ultimately help to meet The UK's Net Zero target.
We are going to need both the skills to maintain ageing infrastructure and to seize the opportunities created by advancements in rail technology to create efficiencies and raise the quality of service.
How can we make the rail industry a place people want to work in?
Louise Haigh, the Secretary of State for Transport, has talked about Great British Railways being a ‘cultural reset’ for the UK’s rail industry.
I hope that this reset sees the industry communicate that it has a growing demand for skilled workers and that it offers exciting progression routes for both new learners and the existing workforce.
We need to bring pride back to the skills and ingenuity needed to maintain ageing infrastructure and make it more resilient to new challenges like climate change. While also ensuring that people are aware of the wide range of opportunities the sector can offer due to advancement in innovative signalling technologies and automation, cybersecurity, digital ticketing and customer data, AI and predictive maintenance and sustainability and electrification.
The rail industry shares similar recruitment and diversity challenges to those faced by other industries across the UK’s engineering and manufacturing sector. Enginuity, our group charity organisation, reinvest our surplus in charitable activities that focus on solving shared cross industry skills challenges which includes the rail engineering sector.
What is the biggest skills challenge facing the rail industry?
The rail industry in the UK has an ageing workforce, with a significant number of skilled workers nearing retirement age. Many of these workers have decades of experience, and as they retire, there aren't enough younger workers coming through to fill their positions. This results in a loss of valuable expertise and a gap in knowledge transfer to the next generation.
The rail sector relies heavily on STEM skills, but the UK faces a broader shortage of graduates and apprentices in these fields. The rail industry needs more young people to enter careers in engineering, infrastructure, and technical roles, but it is often competing with other industries, like technology and aerospace, which are perceived as offering more attractive career paths.
How can awarding organisations better support the rail industry?
I think that awarding organisations can better support the rail industry by not just seeing it as a customer for their qualifications. They need to really act in its best interests.
EAL’s mission aligns to this approach – we collectively strive to enable people have the right engineering skills, at the right time, to keep up with changing industry needs and the net-zero transition. As we are doing with sustainability and green technology skills, we will consider whether other advancements are best served by developing new qualifications and assessments, embedding new skills throughout our existing qualifications, or both approaches.
EAL represent rail employers in policy discussions around technical education and works collaboratively with them to create and review apprenticeship standards, qualifications and training programmes.
We constructively challenge the way things are done, we apply the same quality to everything we do regardless of the size of the market it serves, and through our parent charity Enginuity, we reinvest our surplus in charitable activities to find new solutions to skills gaps faced by engineering employers and industries like rail.
Ultimately, we are driven by engineers and employers in UK rail having the right skills, recognised to the right standards, at the right time.
EAL
EAL designs, provides and maintains a comprehensive range of qualifications, assessments and skills solutions for educators and training providers; to ensure that engineers and engineering and manufacturing employers have the right skills, at the right time, to keep up with changing industry needs and the net-zero transition.
We want as many engineers and employers as possible to acquire sustainability and green technology skills to the right standards, so they can prosper from electrification and the net-zero transition.
Designed for sustainability
Sustainability skills and green technologies are at the forefront of our design processes when we’re developing new qualifications and assessments.
Incorporating green skills
We’re also reviewing our existing portfolio of high-quality rail qualifications, to see where we should embed sustainability skills and green technologies.
To find out more about our approach to sustainability skills and green technologies or our range of specialist rail qualifications please visit
More Marr Risk & Rail
Javier G. Marti & Nicola Bicocchi, Geotechnical Engineers at Geotechnical
Observations, on how effective monitoring can transform infrastructure risk management and why the industry needs to rethink its approach
Dr Allen Marr was the founder and CEO of Geocomp. He amassed more than 50 years’ experience in Geotechnical Engineering and Monitoring, with over 120 employees (in 2019), and with many industry awards and recognitions over the years. Alongside John Dunnicliff, Dr Marr has been a leading figure in the Monitoring and Geotechnical industry. Dr Marr approached the monitoring industry from a unique point. His aim was ‘to help clients identify and manage their risk associated with the design, construction and operation of infrastructures, in both the natural and built environments’. The questions he was trying to help others to answer, were: ‘where is the risk?’ and ‘how can we help to manage it?’.
According to Dunnicliff, the best approach was always to:
1. Define the geotechnical questions that need to be answered.
2. Understand that every instrument should have a clearly defined purpose.
3. Use a systematic approach to every instrumentation programme.
4. Make sure that the people having the greatest interest in the answers to these questions should have a significant involvement in the monitoring.
5. Ensure that geotechnical (and structural) instrumentation and monitoring be procured as a professional services contract with qualified entities, rather than a lowest-bid construction item.
(a) A high plasticity clay fill highway embankment
(b) Failure triggered by extremely wet winter weather
(c) Maintenance or renewal to improve performance
(d) Reduced performance and a slow rate of deterioration
(e) Old railway embankment with relict failure surfaces
Based on the above points, we can safely say that if you have a bad design, or you are not using the right instrument or the correct installation approach, points four and five are the ones damaging our industry the most.
As Dr Marr stated in the First Dunnicliff Lecture (Challenges and Opportunities in Geotechnical Performance Monitoring), held at the eleventh ISSMGE Conference in September 2022, monitoring is typically divided between multiple teams: the original designer; the monitoring sub-contractor; the contractor responsible for the data and visualisation platform; the consultant reviewing the data; the contractor taking action on site; the responsible person acting on behalf of the contractor who manages the cost; and the asset owner who mostly manages the budget. Sadly, there is often little integration between these parties.
The goal should be to deliver and maintain the infrastructure/asset.
Unfortunately, this fragmented approach, often within different departments of the same organisation, means that in most cases, there is very little communication between the parties involved, who usually have different goals. Added to this, on most occasions, the technical team is not part of the procurement process, and the purchase of materials and the services are often based on the lowest bid. Implementing the instruments/sensors, or even understanding the problem are sometimes secondary considerations, as both are assumed as ‘industry knowledge’.
These problems not only affect projects that have yet to be built, but also projects where the aim is the maintenance of existing assets, usually with an extended estimated design life (20, 50, sometimes 100 years). The sort of questions to answer on these cases are: is the facility performing as expected? is an emergency condition developing? Why are the emerging conditions developing? Will the existing structure remain safe for future changes in load, geometry, weather, ….?. In his talk, Dr Marr stated that ‘this approach does raise some issues with owners’, because they do not want to get thrown back questions to be answered. They are paying a lot of money for someone to raise those questions and to answer them, which many times doesn’t resonate well, in particular with designers.
Through this experience, Marr and Dunnicliff came to realize that their fundamental task was gathering the best data to help manage risk. Managing risks means understanding uncertainty, and basically, what monitoring does is to reduce that uncertainty (‘When you can measure what you are speaking about, and express it in numbers, you know something about it’ Lord Kelvin). There are a lot of unknowns/ knowns but limited money; but, as Dr Marr stated, measurements can reveal performance from these unknowns that might be important to show an event before we know much about their existence. In general, measuring performance is a good start, we don’t know what caused it, but we know something happened, and we
Evaluating the Deterioration of Geotechnical Infrastructure Assets Using Performance Curves. Authors: K.M. Briggs1* T.A. Dijkstra2 S. Glendinning3 MJ DeJong JM Schooling GMB Viggiani
can decide either to stop the works or to go-ahead.
On a design you have expected performance values, but until they are correctly measured, you don’t know anything about what is happening, with a strong emphasis on ‘correctly measured’. That is very insightful. It transforms uncertainty into certainty. On the other hand, incorrect monitoring increases even more your uncertainty (and a lot more your risk), because more unknowns are added into the mix.
Based on a previous lecture from Whitman 1984, the probability of failure of a modern earth dam with monitoring systems in it, was of one in 20,000 per year. Using an approach similar to Whitman, Dr Marr was able to establish that without the correct monitoring, the risk of failure increased to one in 500 per year. This means increasing the risk of failure by 40 times. Building on this, if the monitoring is incorrect (incorrect sensors, incorrect installation, incorrect data,.) it’s only fair to say that the risk of failure would increase by at the very least to 1 in 12.5 years, because decisions might be taken based on wrong data, so they would be wrong decisions.
According to Science Engineering & Sustainability 2019, between years 2000 and 2009 more than 200 notable dam failures (about 57,985 ICOLD 2019 referenced dams of any type) happened worldwide, being the main causes of dam failure related to substandard construction materials/techniques, design errors (human or computer), geological instability caused by changes in water levels, alteration of the surrounding ground, poor maintenance.
Dr Marr further demonstrated through examples that effective performance monitoring can reduce geotechnical risks by one or two order of magnitudes, and that performance monitoring can be very cost effective if carried out right, saving huge amounts of budget. It is better to invest in the correct monitoring system rather than wasting the capital in programme delays, line down time, critical failures.
We know now, thanks to the ACHILLES Programme, that weather change is going to be a huge factor for the asset maintenance, making known resilience time of our existing assets unreliable. This is where monitoring can assist greatly. Through monitoring asset
performance over time, while the asset is still performing and is reliable, comparisons against the design model can be done to better understand when it will start to deteriorate. Small interventions triggered by the performance monitoring, can then increase the asset service life before the asset shows major failures (where the repairs have a way bigger cost).
In conclusion, monitoring delivers value in.
• Improving safety.
• Saving time.
• Saving money.
• Reducing risks.
And for every project, or asset, this must be kept in mind. How are we improving safety? How can we reduce risk? Because in the end, if the monitoring is done correctly and provides value (good quality data), it saves more money and provides more value than what it costs.
On the other hand, the monitoring must be effective and answering the right questions, otherwise it’s just a waste of money.
Monitoring programmes, in general, require someone from the asset owner/ consultancy/contractor (or combined) to become its champion. As Dr Marr said, success requires someone with access to budget control to explain the purpose and benefits of monitoring to the project and fight for a reasonable and continued budget. Someone to explain the purpose and expected benefits of the work and help keep it focussed. Someone to communicate the status and benefits derived from monitoring across the project and on a continual basis. Someone with a shared commitment to make the monitoring programme a success and demonstrate delivered value (save time, save money, reduce risk, improved safety).
In conclusion, the answers for reducing risk in a rail environment, or in any other project through performance monitoring has been demonstrated by many authors including some of our best, such as J. Dunnicliff and Dr Marr. I really think it’s time for the industry to soak it in and start rethinking about the approach to monitoring, so we (the monitoring integrators and experts of the world) can help to provide a better service to manage risk.
NEWS IN BRIEF
EAST WEST RAIL CONSULTATION 2024
East West Railway Company is undertaking a non-statutory consultation on proposals for a new rail link to connect communities between Oxford, Milton Keynes, Bedford and Cambridge. Proposals include construction of a new railway between Bedford and Cambridge, plus essential railway improvement works to upgrade the existing railway between Oxford and Bedford. The consultation closes on 24 January 2025.
Responding, Logistics UK Senior Policy Advisor, Ellis Shelton said: ‘The proposed scheme will enable up to 14 new freight services in each direction which would do the job of an estimated 250,000 lorry journeys every year. The proposed new service will also ease congestion on local roads and improve journey times across the region.’
NEW LONDON OVERGROUND LINE NAMES AND COLOURS
New line names and colours will start to be unveiled across TfL customer information channels and a small number of London Overground stations. TfL will update around 6,000 station wayfinding signs, Tube maps, station digital screens, onboard train information, Journey Planner and TfL Go. Audio and visual announcements on trains and stations will also be updated.
COMMUTER TRAINS NOW ALL CONTROLLED DIGITALLY ON CITY OF LONDON ROUTE
Ground-breaking digital signalling technology is now controlling every single train that commuters catch on the Great Northern route to Moorgate in the City of London. The European Train Control System (ETCS) allows continuous communication between train and track to create a more punctual and reliable service for passengers. It does this by removing the need for signals at the side of the track (these will be completely switched off in 2025). Instead, drivers are continually fed a safe target speed to aim for on a computer screen in their cab.
EMR’s New Aurora Bi-mode Fleet
The Hitachi built bi-mode trains will transform the experience of customers as they travel on the Midland Main Line when introduced during 2025 and throughout 2026
Features of the new state of the art trains include more seats and luggage space than EMR’s existing Meridian fleet, modern interiors, air conditioning, free WiFi, power sockets and USB ports at each seat and live passenger information.
EMR sourced and adapted a brand-new seat design for the new trains. Working closely with Derby-based design firm DG DESIGN, it has taken the proven product of a FISA Lean seat and refined it to offer enhanced comfort and support.
The seat enhancements included increasing the size of cushions, headrests and armrests and making sure that
high quality durable materials were used throughout, such as a wool-rich herringbone moquette and leather.
At the same time, it has ensured the seats include all the practical and technological features including power and USB points, generous legroom, coat hooks, well-sized seat-back tables for all airline style seats and space to stow a cabinbag under each seat as well as generous overhead luggage storage.
The new Aurora fleet will include a new class-leading Wi-Fi system that uses multiple sim cards to select the best possible signal for customers as they travel to and from the capital.
Customers who want to use their own mobile signal will also benefit from better connections as the trains will be fitted with bespoke glass windows designed to allow signals to pass through.
Rachel Turner, Head of New Trains at East Midlands Railway said: ‘We’re really excited to share new photos of the interiors of our bi-mode fleet as the fleet progresses through testing and towards being passenger-ready. We have worked closely with Hitachi to ensure our trains offer customers the features and comfort they expect from a modern train.’
NEWS IN BRIEF
PORTERBROOK RAISES £250 MILLION OF NEW GREEN PRIVATE PLACEMENTS
Porterbrook, the UK’s leading rolling stock financier and asset management company, is delighted to announce the successful closing of its £250 million Private Placement. The transaction, which includes existing and new investors, has enabled the company to extend its debt maturity profile at attractive pricing and further diversify its investor base of US, UK and Swiss institutions.
Porterbrook owns a quarter of the national passenger rail fleet, and in recent years has significantly diversified its portfolio including taking ownership of the Long Marston Rail Innovation Centre in Warwickshire, confirming a 49 per cent stake in Brodie Engineering in Kilmarnock, and financing the redevelopment of Bletchley Depot for West Midland Trains.
The company is also funding a fleet of 10 new tri-mode trains for London North-Eastern Railway, and earlier this year acquired 30 Class 379 Electrostars to go on lease with Govia Thameslink Railway.
Rees Sutton, Head of Structured Finance at Porterbrook, said: ‘Our priority is to demonstrate best value to rail users and taxpayers to secure our long-term position at the heart of a thriving UK rail sector.’
‘Today’s successful closing supports our ability to invest in the future of this important industry, and highlights the strong appetite amongst investors to lend against stable, long term assets.’
The Notes were issued by Porterbrook Rail Finance Limited and rated Baa2 by Moody’s. The use of proceeds was designated green, with specialist consultant ISS-Corporate verifying that the company’s Green Framework is in line with ICMA and LMA green bond principles.
The green designation highlights Porterbrook’s ongoing commitment to sustainability. The business was recently named a global Sector Leader for the fourth year in a row and scored 100/100 in the annual GRESB assessment, which benchmarks the ESG performance of assets worldwide.
Rail’s Modular Workforce Solutions
In the ever-changing landscape of rail projects, one thing remains constant: the need for flexible, reliable, and effective site accommodation solutions
As rail projects move through their different phases, workforce needs evolve, creating logistical challenges in providing the necessary on-site facilities. This is where modular units shine, offering unmatched scalability that ensures rail projects can meet these challenges head-on.
Large rail infrastructure projects require a mobile workforce that grows and shrinks in alignment with different construction phases. During peak activity, a project might
see hundreds of workers on site, requiring comprehensive facilities for welfare, rest, and office functions.
However, during less intensive stages or as a project winds down, the need for facilities diminishes. This fluctuating demand requires solutions that are equally flexible, and modular units are ideally suited for this purpose.
The inherent scalability of modular units makes them an ideal choice for supporting rail infrastructure projects. Units can be
quickly deployed and configured to meet rising demands, ensuring all necessary facilities are available during peak phases. Just as easily, these units can be downsized or redeployed as workforce requirements change, allowing for the efficient use of resources without the commitment or waste associated with permanent buildings. The flexibility offered by modular solutions allows rail projects to manage workforce facilities economically and practically, directly supporting operational efficiency.
Beyond just physical adaptability, modular units also bring enhanced quality and consistency. Factory-built under controlled conditions, these units meet high safety standards and quality benchmarks. Whether they are used for welfare facilities, office space, or sleeping quarters, project managers can rest assured that the comfort and safety of workers are prioritised, regardless of the scale or location of the project.
Moreover, modular solutions can be enhanced with modern technology to improve operational efficiency and worker wellbeing. Features like integrated smart systems for monitoring energy usage, climate control, and occupancy can lead to significant improvements in both sustainability and worker comfort. Smart climate control systems, for example, can automatically adjust temperatures to provide optimal working conditions while reducing energy consumption.
These technological advancements help rail projects not only meet their facility needs but do so in a way that is both costeffective and environmentally responsible. Another significant advantage of modular solutions is their ease of relocation.
As rail projects progress along a route, the need for on-site facilities can change location frequently. Modular units are designed for mobility, allowing them to be moved quickly and efficiently to follow the
‘As rail projects progress along a route, the need for on-site facilities can change location frequently. Modular units are designed for mobility, allowing them to be moved quickly and efficiently to follow the project's progress.’
project's progress. This not only saves time and costs associated with building new facilities at each location but also ensures that workers always have access to the amenities they need, no matter where they are along the project timeline.
The ability to reposition units as needed provides a level of operational agility that traditional, fixed facilities simply cannot match.
As the rail sector prepares for a future marked by increased passenger and freight
demand – with rail passenger numbers projected to grow by up to 97 per cent by 2050 – the need for infrastructure that can adapt alongside these changes is paramount. Modular units provide the flexibility to accommodate growing workforce needs, supporting the expansion of rail infrastructure with agility and foresight.
In an environment where project timelines, workforce sizes, and operational needs can shift rapidly, modular units remain a key enabler of successful project delivery. For rail, the ability to adapt to changing workforce requirements ensures not just efficiency but also worker welfare – ultimately helping to build the rail networks of the future in a scalable and effective way.
Tel: 0800 515555
Visit: www.wernick.co.uk
Email: contact.hire@wernick.co.uk
Building Skills Frameworks
To keep its projects on track, Network Rail turned to competency management company, Comaea, to help drive professional development
‘By streamlining the process, we're cutting waiting lists for courses. Staff feel more valued and over time, we will likely see higher retention rates.’
Being responsible for the safe transit of millions of passengers, Network Rail needs to have the right people in the right roles. Its initial focus was to build skills frameworks for its Project Management community, where there was a clear need to streamline career development and engage staff more in their own progression.
‘We wanted to put this front and centre, rather than it be a tick box exercise’ said Head of Professional Development, Barry Barrington. ‘Comaea’s platform is not only enabling us to clearly see current competencies and any gaps we need to fill, it’s also empowering staff to take control of their careers.’
Comaea is the world’s leading provider of Enterprise Competency Management Solutions working across sectors and organisation types.
For Network Rail, Comaea’s competency management system is home to their Project Delivery Capability Framework (PDCF) which describes the job roles, capabilities and learning for Project Delivery Professionals across government.
The cloud-based software provides a structured approach to skills capture and development both for individuals and the
business. A mobile app allows users an instant overview.
‘Our goal is to support Network Rail with the resourcing of the right people for the right project’ said Tony Martin, Comaea’s Managing Director.
‘They need to be able to match competencies with risk. They need to be confident that a project manager is experienced enough to deliver a high risk
project, or that resource isn’t wasted by a highly skilled project manager delivering a low risk, task based project.’
Comaea is now home to the competency suite for project professionals across Capital Investment and Delivery. It has also been introduced across Controls, Sponsorship, Document and Information Management, Risk and Value Management, and Planning professions.
The system’s ability to create and manage multiple frameworks complements the various professions, allowing responsibilities to be assigned to users, enabling them to manage their own teams and to provide the right level of reporting.
‘We chose Comaea because of the direct link it gives us between competence and development options, and its great reporting functionality’ said Barry. ‘It also allows us to create frameworks in line with awarding bodies so we can incorporate specific technical competencies.
‘For example, Document and Information Management have competencies aligned to the public sector’s best practice and ISO standards, and Sponsorship have access to legislative as well as professional competencies such as CDM, CSM and Interoperability.’
Driving engagement and efficiencies
One of the biggest benefits Network Rail has realised so far has been providing staff with access to training and development offerings specific to their role and in line with competence requirements.
‘Previously staff would apply for any and
‘Comaea has changed that. By streamlining the process, we’re cutting waiting lists for courses. Staff feel more valued and over time, we will likely see higher retention rates.’
Meanwhile, Network Rail is already getting value and experiencing a return on their investment. Their previous Competence Assessment Tool (CAT) used to take around 2.5 hours to complete but with Comaea, that’s been reduced to just 45-minutes.
With it being used across the business, Network Rail is also realising a huge cost saving. In just two years, use of the system has more than doubled from 1,100 to over 2,500 users, expanding into Technical Authority, Route Services, and Project Engineering.
Comaea’s competency management system is also being introduced as part of onboarding for graduates. They have access to it from the very beginning, enabling them to start thinking about where they want to go in the business.
‘We’ve seen real benefits for Network Rail around graduates’ added Tony. ‘Conversations about their roles are much
formal training but exposure via a placement within the business instead. That empowers them to take control of their careers from the start.’
With the constant evolution of Comaea, Network Rail is looking forward to what development and exciting features the new C11 version will bring in the future.
‘Comaea allows us to see below the surface, to identify the next level challenges’ concluded Barry. ‘It is flexible, we can textualise it for our business and Tony and his team are excellent at supporting us.
Network Rail has been looking at how they manage competencies across the board and Comaea has been held up as best practice.’
The Importance of Textile Entrance Systems
First impressions are crucial, which is why effective entrance flooring that stops dirt and moisture being tracked into saloon areas is fundamental to modern rail vehicle design
By removing wet and dry soiling from the soles of shoes and wheel treads, an effective entrance system reduces premature wear and tear to interior floor coverings and finishes, minimising cleaning costs and protecting passengers by reducing slip hazards.
Coral FR entrance flooring systems bring the functionality and convenience necessary for rail vehicle operators along with a great visual aesthetic that works well within the overall interior design scheme. The collection boasts a wide design and colour palette, and if you don’t see exactly what you are looking for, bespoke colourways are also an option.
All Coral FR entrance floor coverings meet the EN45545-2: HL2 rail standard which relate to fire, smoke and toxicity.
The collection is made up of four ranges, Coral Classic FR, Coral Brush FR, Coral Duo FR and Coral Welcome FR, each with their own unique benefits.
Coral Classic FR – the ultimate moisture absorber
Research shows that taking just two steps on Coral Classic FR’s moisture retaining construction is enough to absorb half of the foot-borne moisture that would otherwise be carried inside on the soles of passengers’ shoes.
Coral Brush FR – the great all-rounder
Suitable for all types of entrance areas, absorbing moisture and removing dry soiling as the weather demands.
Coral Duo FR – the ultimate dirt and moisture remover
The ideal solution when you need maximum dirt removal, unrivalled dirt retention and exceptional moisture absorption, all in just a couple of paces.
Coral Welcome FR – where design meets environment
With its contemporary linear design and rich, deep pile, Coral Welcome FR packs the style and aesthetic appeal of a luxury carpet and makes an unequivocal statement in any entrance area.
Quicker
installation solutions
As an alternative to fully adhering the floor covering to the subfloor, Coral FR can also be supplied with different backing options designed to improve efficiencies in time, cost and operation throughout the life of the rail vehicle. Hook and loop, and magnetic installation solutions for example have the advantage over traditional fully bonded adhesive systems resulting in cost savings for train operators because of:
• Quicker and easier installation and replacement.
• No need to wait for the adhesive to dry.
• No waiting time before the carpet can be walked on.
• Immediate use of the train after installation.
If an alternative backing is required then it must be clearly specified at the time of ordering.
Services
Service is equally important in ensuring optimal efficiencies in time and cost management. Forbo Flooring Systems
offers a range of services for both new build and refurbishment projects that ensure maximum efficiencies from delivery to storage, from labelling to packaging and from installation to operation.
Coral FR and the environment
From how they're made to how they perform, Forbo Flooring Systems makes outstanding floor covering products that are truly sustainable.
Clean electricity from renewable sources
All electricity purchased by the company comes from renewable sources. The Coral FR production site is part of an effective environmental management system and has achieved ISO 14001 certification.
Reuse waste
All the waste yarn from the Coral FR production is reused by the yarn supplier. Forbo’s search for new ways to reduce its environmental impact has led it to work very closely with forward thinking suppliers who are able to incorporate ever higher levels of recycled content in their materials.
Econyl® yarn
Coral Brush FR, Coral Duo FR and Coral Welcome FR entrance floors all use Econyl® yarn which is made from used and abandoned fishing nets. Using Econyl® is a way to reduce existing waste, avoid additional manufacturing-related pollution, and keep the consumption of natural resources and energy to a minimum.
Zero landfill
Virtually zero landfill is achieved by the Coral FR manufacturing plant. For more information regarding Coral FR entrance systems or any of the other floor covering products from the Forbo Flooring Systems portfolio get in touch via the contact information below.
Tel: 01773 744121
Email: transport@forbo.com
Scan the QR code to view the full rail portfolio
Empowering Remote Rail Infrastructure with Marlec
With over 45 years of expertise, Marlec is proud to be the UK's oldest and most trusted renewable energy company, delivering proven solutions to rail networks across the UK, France, Germany, and Spain
How can rail networks ensure reliable energy for critical rail infrastructure, even in the most remote locations? Since 1978, Marlec has been answering this question with cutting-edge renewable energy solutions. As pioneers in the field, the company has established a legacy of excellence and innovation, offering bespoke solutions tailored to meet the railway industry's unique needs.
As a UK manufacturer, Marlec takes pride in the meticulous attention to detail that goes into every stage of the process – from design to delivery. This commitment ensures every project meets the highest standards of quality and performance. The company's
flagship product, the Rutland Windchargers are micro wind turbines designed for off-grid battery charging, built in their Corby factory.
Since being launched, Marlec has supplied over 100,000 units to thousands of satisfied customers. The company started selling its first solar panels in 1985 and now has a huge range of professional grade models in stock, from highly durable Ameresco panels with class 1 division 2 certification to their own cutting-edge Spectra Bifacial panels which generate power in low light conditions. Marlec's products exemplify the company's dedication to innovation and dependability.
Why partner with Marlec?
Because the company combines unparalleled technical expertise with an in-depth understanding of the railway sector's energy requirements. Marlec's off-grid solutions are built to last, whether powering remote weather monitoring stations or supporting off-grid level crossings or track lubrication. The company's trusted partners can attest to the durability and efficiency of their bespoke renewable energy systems.
Specialised solutions with a team of experts
At Marlec, innovation meets precision. The company's skilled engineers and designers work closely with clients to analyse each
‘By partnering with Marlec, you gain more than just a product –you gain a long-term ally. From consultation and design to implementation and maintenance, we provide ongoing customer support to ensure your energy needs are met both now and in the future.’
project, balancing wind and solar energy to deliver optimal performance for year-round operation. This tailored approach ensures maximum reliability regardless of location or weather conditions.
In collaboration with partners, Marlec is powering road safety speed signs in France using their Alpex solar panels – one of the most reliable solar products in the industry.
To enhance rail security, Marlec has partnered with UK-based security specialist companies to run their suites of CCTV and ANPR cameras. Their systems, powered by Marlec's bespoke designed solar battery charging kits, have provided outstanding reliability, significantly improving trackside and asset security.
For land movement and seismic monitoring, Marlec's advanced hybrid systems – combining both wind and solar energy – have proven indispensable. Working with trusted partners, the company has delivered reliable off-grid solutions
for seismic and landslip monitoring that would usually require connection to the electrical grid.
Can you afford to compromise on energy reliability in such a critical industry?
With Marlec, one doesn't have to. The company's solutions have been tested and refined over four decades, providing a level of dependability unmatched in the renewable energy sector. Marlec's in-house renewable energy experts are able to design a complete off-grid power system designed exactly for your requirements.
‘By partnering with Marlec, you gain more than just a product—you gain a longterm ally. From consultation and design to implementation and maintenance, we provide ongoing customer support to ensure your energy needs are met both now and in the future.’
Today, Marlec remains at the forefront of renewable innovation. The company is not just responding to the demands of modern railways; it is shaping their future. When choosing Marlec, customers choose a trusted partner dedicated to powering progress through reliable, sustainable energy solutions.
Discover the Marlec difference. Contact the team today to learn how they can transform your energy needs.
Amey, in collaboration with the Institute of Environmental Management and Assessment (IEMA), has empowered more than 180 of its senior leaders across Rail and Highways to champion a sustainability-first mindset, in an accredited environment and sustainability leadership course. Through the bespoke, Leading with Environmental Sustainability course, participants engaged with critical sustainability issues, focusing on knowledge, values, and green skills essential for sustainable transformation within the business.
The programme encouraged leaders to rethink preconceived ideas and embrace innovative approaches to sustainability, reflecting Amey’s commitment as a leading infrastructure provider to drive economic growth and community development while prioritising environmental stewardship and accelerating the change needed for a resilient and low carbon future.
GTR OPENS FUNDING APPLICATIONS FOR SOCIAL AND ENVIRONMENTAL PROJECTS
Community groups across the south east, from as far north as Peterborough, Cambridge and King’s Lynn to Brighton, Eastbourne and Chichester in the south, can apply for a share of almost half a million pounds worth of grants from the country’s largest train company. Govia Thameslink Railway (GTR) is inviting community organisations to bid for funding from its Your Station, Your Community scheme – which is on track to invest more than £1 million over three years in projects which strengthen the ties between stations and the communities they serve. This year, the Southern, Thameslink, Great Northern and Gatwick Express operator has added additional categories to the £448,000 scheme – including funding for two creative and horticultural experts covering its 236 stations.
Lower business risk and reduce incident rates
RailSmart EDS provides effective data recording, reporting and analytics to deliver complete visibility of your organisation’s competency position.
Make. Change. Work.
Streamlined Competency Management
When it comes to staff competency in rail, there’s no cutting corners. But keeping track of everyone’s skills and making sure they are up to date can be a time-consuming process
For those involved with assessing specialist staff such as rail service engineers who maintain rolling stock and all their associated components, there is not short cut to success when safety is on the line. This was the challenge faced by Ashley Harrod, Senior Operations Manager of the Powertrain and Rail Systems division of Wabtec.
Assessing safety critical skills
Assessing Wabtec’s team of 70 staff who work across the UK and the Republic of Ireland, and ensuring they maintain the highest standards was a critical process. However, the task had become overly cumbersome, as Ashley explains: ‘We needed a more standardised way to assess the team, and our previous approach was very admin heavy which was holding us back. We were competent, but not as efficient as we could be.’
Wabtec’s business had evolved over the years making it more complex to identify where everyone was in their competency cycle. Relying on spreadsheets and paperwork increased the risk of duplicate copies, lost records or missed deadlines.
Without a standardised system for assessment, everyone was doing things differently, making it difficult to keep a centralised record.
To address the challenges of assessing a growing services team, Wabtec implemented RailSmart EDS.
A central store for competency data
RailSmart EDS, from 3Squared, is designed to maintain safe working practices in rail by providing businesses with a clearer view of where they are with their employees’ skills. The system allows assessors to use tablets to capture, record and manage each of the skills required for someone to do their job.
With all the data stored in one place, it is much simpler to manage multiple competency cycles.
Wabtec has just entered its second year of using RailSmart EDS, and so much has been achieved already. There is now one central database, making it easier to plan assessment visits around service engineer availability, holidays and sick leave.
Managers also have instant access to all the appointments, assessments and interactions for the entire team at the touch of a button, while automatic alerts highlight when a service engineer is approaching the end of their competency cycle so their assessment can be booked in.
Less admin, more insight
RailSmart EDS also enables Wabtec to improve its assessment process, as Ashley explains: ‘We have moved from a one day assessment to a five day assessment model, and even though the assessments are now longer and more thorough, we are still saving time by using RailSmart EDS.
‘One day assessments used to be a simple exercise which checked that an engineer knew how to carry out their duties safely. However, the whole process would normally take three to four days by the time the assessor had completed their paperwork, scanned in and sent over relevant photographs for review.
‘Added to that, individuals could often spend hours or days trawling through databases preparing for audits and sharing vital information with our customers.
‘The five day assessment is a more streamlined way to manage assessments. We can now deliver a robust process allowing a real focus on getting a much deeper understanding of a person’s skills and capabilities, while enabling Wabtec to demonstrate these to customers.’
A smarter future for staff competency
A year into its relationship with RailSmart EDS and the team at Wabtec’s Derby based transit field services operation are seeing the benefits.
‘We can now share competency information with the engineers themselves, so they can look at the system, see all their records and check their own skills are up to date. This has really helped them get on board with the system.’
Ashley describes how Wabtec has plans to develop its use of the solution further: ‘RailSmart EDS is already helping us work more efficiently and giving us a clearer view of our staff competency status. Now we would like to use it more to understand our business trends and help us continue to improve our performance through datadriven planning.
‘We are also expanding the implementation to our other UK site with the aim of getting more people at Wabtec to join the RailSmart EDS revolution and keep our teams working safely every day.’
With a streamlined, digital approach, rail businesses can maintain a skilled workforce for a safer future.
To find out more about RailSmart EDS, get in touch via the contact information below.
Email: hello@3Squared.com
Visit: www.3Squared.com
ASHLEY HARROD is a Senior Operations Manager of the Powertrain and Rail Systems division of Wabtec
Best Manufacturing Employer in the UK
Totalkare’s recent accolades in the Best Companies 2024 rankings recognise the West Midlands employer as a leading UK manufacturer
Totalkare has been named the leading manufacturing employer in the UK in the Best Companies 2024 rankings. The West Midlands-based company was also ranked thirtieth in the Best Mid-Sized Company category.
This year, Totalkare’s overall ranking was elevated to ‘Outstanding’ – a step up from the previous ‘Very Good’ status – following the success of the company’s recent b-Heard employee engagement survey. Totalkare also earned the distinction of being the #20 Best Company (of any size) to Work for in the West Midlands, affirming its position as a regional leader in workplace excellence. The b-Heard survey assessed employee engagement across a comprehensive range of factors, aligning results with Best Companies’ 8 Factors of Workplace Engagement.
Key findings from the survey reflect Totalkare’s strong culture of collaboration and social responsibility:
• 93 per cent of employees are happy with their work life balance.
• 92 per cent of employees feel proud to work for Totalkare.
• 89 per cent of employees feel the management team actively listens to feedback from the wider business.
The recognition came as part of the Best Companies 2024 ‘Big Reveal’, where Totalkare’s HR Manager, Jack Webb, spoke with the BBC’s Sally Nugent about the company’s approach to employee engagement, wellbeing and about our RULE initiative which aims to foster a deeper cross-departmental understanding across the business.
Reflecting on the results, Totalkare CEO David Hall commented: ‘We have always strived to foster a positive culture, and it’s fantastic to see this reflected in our staff feedback and high rankings in Best Companies. Competing alongside some of the largest employers across sectors in the West Midlands, this achievement showcases
our commitment to employee wellbeing and a balanced work-life environment.’
Totalkare’s focus on enhancing employee experience continues to be a priority, with recent office expansions, improved pension schemes, gym access, and regular social events.
‘Our engagement rate has grown each quarter, and we’re dedicated to enhancing these benefits even further’ added Hall.
About Totalkare
Based in the West Midlands, Totalkare is a leading provider of high-quality workshop
equipment. Renowned for its focus on customer service and innovation, Totalkare continues to set industry standards while creating a supportive, inclusive workplace for all employees.
Tel: 0121 585 2724
Email: sales@totalkare.co.uk
Visit: www.totalkare.co.uk
DB Cargo UK
DB Cargo UK is the largest rail freight haulier in the UK. It operates freight and infrastructure services, as well as passenger charter trains throughout the UK
The company was created in 1996 when assets from the former British Rail freight business were used to form English Welsh and Scottish Railway (EWS). In 2007 Deutsche Bahn AG acquired all shares in the company and in 2016 renamed it DB Cargo UK.
As of 2024, DB Cargo UK operates a fleet of 228 diesel and electric locomotives, employs 2,200 staff across the UK, and transports 36.7 million tonnes of freight annually.
Maritime Intermodal
In October 2021, DB Cargo UK announced plans to lease its Mossend EuroTerminal rail freight facility to Maritime Intermodal. The Lanarkshire depot provides intermodal freight transfer between rail and road and is well-placed at the centre of Scotland’s road network, next to the M8 motorway linking Glasgow and Edinburgh. The announcement came two years after Maritime Intermodal took over the lease of DB’s intermodal rail freight facilities in Wakefield, West Yorkshire and Trafford Park in Manchester. Under the terms of that agreement:
• DB Cargo UK was contracted to run Maritime Intermodal’s rail operations out of Felixstowe and Southampton.
• Maritime Intermodal took on responsibility for DB Cargo UK’s terminals in Trafford Park, Manchester and Wakefield in West Yorkshire, thus strengthening the road haulier’s national network of strategic hubs.
• Maritime Intermodal took responsibility for DB Cargo UK’s existing intermodal customers on its Felixstowe and Southampton services.
The collaboration between DB and Maritime won the Rail Freight and Logistics Excellence Award at the 2021 Rail Business Awards.
Contracts
DB Cargo UK signed a ten-year contract with Brett Aggregates in 2020. The contract will see DB Cargo UK transport millions of tonnes of sea-dredged products every year from Brett’s marine aggregates terminals in Ipswich, Cliffe and Newhaven.
DB Cargo UK was awarded a five-year haulage contract with Tarmac in 2020. This has welcomed a boost for the rail freight company which already runs a range of services for Tarmac to and from Mountsorrel Quarry in Leicestershire and its aggregates facility in Angerstein Wharf, Greenwich, London.
DB Cargo UK also signed a five-year ‘hook and haul’ contract to transport supplies of sustainable biomass to Drax. Each train will carry around 1,650 tonnes of sustainable biomass to Drax Power Station, which provides flexible and reliable renewable power for millions of UK homes and businesses.
DB Cargo UK plans to maximise the efficiency of its fleet and phase out the use of its older, less reliable, Class 60s, by bringing out the first of DB Cargo UK’s regeared Class 66 locomotives. The Class 66s were brought into active service in April 2024 at Peak Forest in Derbyshire. The regeared locomotive is the first of ten Class 66s and allows the locomotive to pull heavier loads, with a 14 per cent increase in tractive effort. The modifications are being carried out by DB Cargo’s maintenance and engineering teams at Toton TMD in Nottinghamshire.
Logistics
In October 2018, UK manufacturing was given a major boost with the opening of DB Cargo UK’s new £6 million steel logistics centre in the West Midlands. Construction took more than twelve months and saw the German-owned freight operator more than double the size of its existing facility in Knowles Road, Wolverhampton, which receives imported steel from as far afield as Holland and Sweden.
The state-of-the-art logistics centre is used by some of the world’s biggest steel companies including ArcelorMittal, Tata Steel and SSAB; providing a major boost to local businesses that use their products in their manufacturing processes.
KEY PERSONNEL
Chief Executive Officer: Andrea Rossi
Chief Financial Officer: Deb Hardy
Head of Communications: Richard Sears
Head of Sales: Roger Neary
CONTACT INFORMATION
Address: Lakeside Business Park
South Yorkshire DN4 5PN
Tel: 01302 575000
Email: uk.dbcargo@deutschebahn.com
Visit: www.uk.dbcargo.com
Direct Rail Services
Operating for over 25 years, Direct Rail Services is one of the UK’s leading national rail freight operators
Direct Rail Services DRS was established in 1995 as lead supplier of rail transport and associated services to the nuclear industry and is a wholly owned subsidiary of the Nuclear Decommissioning Authority (NDA). DRS offers a comprehensive package of rail transport and related services, tailor-made to match a wide range of exacting customer requirements. Its UK-wide operations are delivered from a national network of fully equipped depots and facilities, supported by a 24/7 control centre.
DRS has a uniquely flexible and efficient fleet of locomotives and rolling stock. Its fleet of Class 88, 68, 66, and 57 locomotives allow it to deliver freight services across the network. The Class 88 is a state-of-the-art bi-mode locomotive, the only dual powered locomotive in the UK. It can run on overhead electricity and offers industry leading CO2 savings, but also up to 500 miles on diesel power when no overhead lines are available. When running on electric power the Class 88 bi-mode locomotives produce up to 5,400hp and can pull huge loads, sometimes covering the work of two diesel engines, quietly and producing no exhaust emissions.
Unique amongst UK rail freight businesses, DRS is not only fully accredited to ISO 9001 quality management and ISO 14001 environmental standards, but has also achieved the occupational health and safety approval BS ISO 45001.
Supporting DRS’s core business of delivering safe, secure and reliable transport services for some of the most sensitive and demanding loads is an ever-expanding portfolio of key rail activities.
DRS operates a unique fleet of locomotives complemented by a flexible team of highly trained, fully experienced staff, providing a comprehensive range of infrastructure support services.
In addition to these key services, DRS also supports Supply Chain Operations for Network Rail with the extensive resources required to facilitate its infrastructure renewal requirements, including the provision of Network Services, Bulk Ballast Services, Delivery Trains and Possession Services.
Nuclear Transport Solutions
NTS was launched in April 2021 bringing together Direct Rail Services (DRS),
International Nuclear Services (INS) and Pacific Nuclear Transport Ltd (PNTL) – its respective rail and shipping divisions – into a single transport organisation.
NTS is part of the Nuclear Decommissioning Authority (NDA) group and specialises in the operational, commercial, engineering, legal, and regulatory expertise that underpin nuclear transport and logistics operations.
Operating from a network of more than thirty depots and sites, from Georgemas in the far north of Scotland to Devonport on the south coast, Nuclear Transport Solutions operate seven fully nuclear capable regional railheads that are positioned to support decommissioning and new build activities, and safe, high-security stabling facilities at strategic locations.
In 2024, Direct Rail Services (DRS) launched a new rail freight service for Tesco. This new service became the ninth to be operated by DRS and the supermarket giant and demonstrates the long-standing partnership between the two companies.
It runs from Tesco’s main distribution centre in Daventry, Northamptonshire, on a 260-mile round trip to its regional distribution centre in Trafford Park, Manchester.
DRS, Nuclear Transport Solutions’ rail division, is a key partner in intermodal rail transportation and uses its expertise to
deliver safe, secure and reliable transport across the rail industry.
Gottfried Eymer, NTS’s Rail Managing Director, said: ‘This new service is an excellent addition to the fantastic work we do with Tesco. Rail freight is ideally suited to transporting supermarket traffic and the environmental benefits are clear to see, every month we transport around 12,000 containers travelling thousands of miles safely, securely and reliably to ensure shelves are stocked all year round across Great Britain. ’
KEY PERSONNEL
Rail Managing Director: Gottfried Eymer
Head of Commercial Rail: Tony Hewitson
Senior Business Manager: Sabrina Brannan
CONTACT INFORMATION
Address: Direct Rail Services
Kingmoor Depot, Etterby Road
Carlisle, Cumbria CA3 9NZ
Email: communications@ntsglobal.uk
Visit: www.directrailservices.com
Freightliner Group
Freightliner is an intermodal and bulk haulage rail freight company operating in the UK and Continental Europe
Freightliner is the UK's largest maritime intermodal logistics operator, transporting containers from all major deep-sea ports to our national network of inland terminals, as well as a leading operator in the UK Heavy Haul rail freight market.
Freightliner is a subsidiary of Freightliner Group Ltd, which has operations across Europe offering both Intermodal and Heavy Haul rail freight services seamlessly connecting European countries and the UK.
Intermodal
Freightliner is the leading UK intermodal rail freight operator for the transportation of maritime containers with a comprehensive network offering the complete logistics package or trunk rail moves.
Operating around a hundred services daily, Freightliner moves over 770,000 maritime containers per year from the deepsea ports of Felixstowe, Southampton and London Gateway to all major conurbations in the UK, offering total coverage of the UK network. The Freightliner road fleet consists of more than 350 modern tractor units and over 900 trailers to complement the rail operations, providing a total logistics solution to their customer base.
Rail freight is the cleanest form of freight transport by land, offering a reduction in carbon emissions by up to 76 per cent over road per tonne carried. Freightliner Group is investing in pioneering initiatives and technologies to drastically cut carbon emissions associated with transporting goods and materials and driving the journey to net zero.
Training Academies
Located in Doncaster Frenchgate Centre and in Ipswich. The Operational Training Academies prepare Freightliner’s freight train drivers for the introduction of in-cab digital signalling on the East Coast Main Line – South. The academies, funded by Network Rail as part of the East Coast Digital Programme (ECDP), mark another milestone for both Freightliner and ECDP as the second location dedicated to upskilling of drivers on European Rail Traffic Management System (ERTMS) operations. The Doncaster site further promotes Freightliner’s investment in its northern operations.
Beyond its role in training, Freightliner envisions these academies as spaces for fostering connectivity and collaboration among ECDP colleagues.
Alternative Fuels
With 75 per cent of Freightliner’s direct carbon emissions coming from diesel traction, there has been a focus on seeking alternative fuels that can provide the same performance as diesel but with significant reductions in carbon emissions and air quality benefits.
In 2021 Freightliner carried out trials to verify alternative fuels that could be used in unmodified locomotives without loss of power. From running a series of test trains, including the heaviest freight train on the network with no reduction in horsepower, confirmed air quality benefits and significant reductions in carbon emissions.
Freightliner now offers the use of alternative fuels such as Hydrotreated
Vegetable Oil (HVO). Carbon emissions are roughly 90 per cent lower than diesel on average, with air quality benefits including a 14 per cent reduction in nitrogen oxides and 18 per cent lower ultra-fine particulates. HVO is a drop-in fuel that can be used without any alteration to a locomotive engine and supports as a transitional fuel on the path to a net zero economy.
Electric Traction
Switching to electric traction boosts environmental benefits even further cutting carbon emissions up to 95 per cent compared with road haulage and reducing air pollution. Freightliner endorses the Department for Transport’s Decarbonisation Plan, which prioritises infill electrification of short stretches, sometimes only a few miles, to open whole routes to end-to-end electric traction.
With its fleet of 25 electric locomotives, Freightliner is the UK’s biggest provider of electric freight traction and with the lower cost gap-filling electrification projects, it would unlock substantial carbon savings and air quality benefits, taking the early steps towards full decarbonisation of the network and increasing the economic, social, and environmental benefits of UK rail freight.
KEY PERSONNEL
Chief Executive Officer: Tim Shoveller
Chief Financial Officer: Andrew Spencer
Safety & Sustainability Director: Louise Ward
CONTACT INFORMATION
Address: 6th Floor, The Lewis Building, 35 Bull Street Birmingham B4 6EQ
Tel: 03330 168556
Email: info@freightliner.co.uk
Visit: www.freightliner.co.uk
GB Railfreight
GB Railfreight (GBRf) is one of the fastest growing rail companies in the United Kingdom, transporting goods for a wide range of customers
Founded in 2001, GBRf has grown from just one locomotive and a few employees to now employing over 1,400 people, operating 160 locomotives and with a turnover of more than £300 million.
GBRf accounts for almost a quarter of all freight train kilometres and has the second largest operator share. Capitalising on its year-on-year growth, GBRf continues to make future investments that will modernise, revolutionise and decarbonise the sector.
Investing in a new era of sustainable freight transport
In September 2024, GBRf unveiled its new hybrid Class 99 locomotive at InnoTrans in Berlin. The new Class 99s are expected to reduce emissions by up to 58 per cent per journey compared to the industry norm (the Class 66s) and are being offered exclusively to GBRf customers as a new solution for the sustainable movement of goods across the UK. These hybrid trains are the first heavyhaul freight locomotives capable of moving significant volume at mainline speeds on electrified and non-electrified sections of the rail network. The new trains will shorten journey times and drive efficiencies for customers across the UK’s transport infrastructure.
Decarbonising the rail freight supply chain
GBRf accounts for almost a quarter of all freight train kilometres and has the secondlargest operator share. Its scale places it at the heart of the mission to decarbonise the
supply chain, a key strategic priority for the UK Government. Through a number of significant contracts, GBRf has been delivering services for the HS2 supply chain ensuring that key materials are delivered onsite, on time and in doing so taking volume off of the country’s congested road network ensuring that road safety and air quality benefits are delivered particularly in London and other congested urban areas.
Over the lifetime of the contract, GBRf will move six million tonnes of spoil from HS2’s sites at Willesden Euroterminal by rail to Cliffe in Kent and Barrington in Cambridgeshire where is sustainably reused, removing 600 HGV movements from the congested roads in and around London per week. GBRf also transports tunnel ring segments each weighing 7.5 tonnes which form a key part of tunnel construction, from the Isle of Grain to London, removing more than 6,000 HGV road miles a day.
Improving safety
In 2023, GBRf became the first rail freight operating company to implement the use of body worn cameras (BWCs) amongst its operational staff to improve its safety procedures and investigations after incidents. Now, every Rail Operator at GBRf is required to wear their BWC, which is attached to a strap which goes around the neck and the camera is clipped to a magnetic holder, the footage is uploaded to a secure cloud vault. Their usage has been significant in the outcomes of several investigations aiding individuals, GBRf, RAIB and British Transport Police.
GBRf has also invested £4.7 million in building a start-of-art wagon maintenance hub in Peterborough, which will have smart sensor technology to quickly analyse wagon conditions and identify faults much earlier quickly and accurately. This will be vital in improving safety and reliability across its wagon fleet and will support its plan to run up to 75 intermodal services a day by 2025.
Inspiring the next generation
GBRf is inspiring the next generation through its schools mentoring scheme called Back on Track. The programme aims to support year ten and eleven pupils, with advice on topics like CV writing and interview skills, as well as providing career insight into the rail freight and logistics industries. Back on Track is all about opening doors to an industry which is often overlooked or only known to those with family and friends who work in the sector. By targeting areas of low economic mobility, the scheme seeks to help rebalance the UK economy by showcasing the opportunities the rail freight industry offers. Students who complete the programme are guaranteed an interview for apprenticeships at GBRf and have an opportunity to take part in paid summer internships. Back on Track launched as a pilot in Suffolk in 2022 and will launched in Doncaster and Peterborough later this year.
KEY PERSONNEL
Chief Executive Officer: John Smith
Commercial Director: Alex Kirk
Sales Director: Carl Kent
Intermodal Director: Julie Garn
Production Director: Ian Langton
Chief Financial Officer: Karl Goulding- Davis
Asset Director: Liam Day
Safety and Sustainability Director: David Golding
People Director & General Counsel: Elizabeth Delafosse
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