Guest writer Adam Razzell, head of transport and infrastructure at Advance Resource Managers, reflects on the diversity of talent in the rail industry and questions whether more needs to be done.
With an average staff turnover rate of just three percent (compared with the UK median rate of 13.6 percent), the UK’s rail sector has less experience than most of dealing with skills gaps – but its landscape is changing quickly.
An ideal time for reflection
Due to retirement alone, the industry is expected to lose as many as 50,000 workers by 2033 (from a total of around 240,000), most from operative roles. The futures of a further 15 percent – the workforce’s EU nationals – also remain uncertain because of Brexit.
Then there’s rising demand from passengers (in contrast with falling interest in bus and coach travel) and plans for a new era of high-speed rail infrastructure to create the need for even more staff.
As UK rail looks to steady itself for the future using a range of recruitment and training initiatives, we find ourselves at an ideal point to take stock of its current talent, and the diversity of that talent. Does its recruitment approach need to change drastically for a more secure future, or is it on the right track already?
A general snapshot of rail talent
According to Department for Transport data from December 2019, around 240,000 people work in the UK rail sector – 67.8 percent for rail infrastructure firms and 25.4 percent for train operators, the two biggest categories.
With salaries ranging from £16,000 up to £71,000, the average rail worker earns just over £35,500 per year, although this rises to £39,000 in London and falls just short of £32,000 in Scotland. Average salaries in all other areas of the UK sit between these two figures, meaning all are above the wider national median salary of £30,300.
Given rail’s low staff turnover rate, it’s unsurprising that almost two-thirds (63 per cent) of its workers have eight or more years of experience in their roles. Sixteen percent have between four and seven years of experience, and 20 percent have three years or less. And, while this implies that a retirement surge could cause serious issues, the amount of experience currently present in the sector does bode well for the Strategic Transport Apprenticeship Taskforce (STAT), a body set up in 2016 to address skills gaps and increase diversity across UK transport using apprenticeship programmes.
Gender representation in rail
The rail sector cannot avoid major skills shortage without diversifying its workforce – that’s something that Mike Brown, the recently departed Transport for London Commissioner and STAT chair, implied in STAT’s latest update report.
“A skilled workforce is vital to future economic success,” he said. “Quality training at all levels is fundamental and we need to broaden our talent pipeline if we are to drive productivity and innovation across the transport sector.”
Right now, the data shows a huge imbalance. Of its quarter-million employees (including those working in passenger services, freight operations and the wider supply chain), only 17 per cent are female. That falls to 13 per cent in the commercial rail workforce, and again to 12 per cent in signalling and design – both areas with significantly higher average salaries (£45,800 and £37,900 respectively).
Some companies and regions are more diverse than others. Network Rail – by far the sector’s biggest employer – TFL and Southern Railway hold the most female talent, while London and the South East lead the list of regions. But more needs to be done.
What’s positive is that we are seeing action from some of the sector’s biggest operators. Southeastern and East Midlands Trains, for example, recently introduced anonymous candidate screening and targeted advertising campaigns in attempts to encourage more women to become train drivers. Southeastern is aiming for 40 percent of applicants for driver roles to be women by 2021 (from 4.5 percent in 2019), and East Midlands has already seen the number of female applicants double.
But skills gaps and underrepresentation aren’t challenges that employers can address individually – there needs to be an industry-wide shift. And, as the seemingly inevitable skills gap inches closer, it must happen quickly.
Each November, the great and good of the rail industry gather at Birmingham’s NEC to recognise the employees who go above and beyond in the line of duty.
From apprentices to customer service representatives, rail engineers to training managers, the event recognises a whole range of roles, but only the most outstanding staff members get to bask in the admiration of their contemporaries and co-workers.
The evening is always a spectacular occasion, packed with dazzling entertainment, fine food and drink, celebrity hosts, fairground rides, and more. But none of this would be possible without the generous industry members who step forward to lend the event their backing.
Industry leader
One of those we’d like to thank is Land Recovery Rail, which this year has thrown its support behind the RailStaff Awards as a Gold Sponsor.
Land Recovery Rail undertakes construction, including station infrastructure builds and modifications, specialist concreting works, level crossing refurbishments, specialist foundations, and earthworks amongst others. Land Recovery Rail is a division of Land Recovery Ltd, an industry leader in construction and demolition materials (CDM), with major clients including Network Rail, J Murphy, Murphy Plant, Balfour Beatty, and BAM. It also specialises in the supply of aggregates, earthworks, civils engineering, rail, and plant hire industries.
With its head office in Stoke-on-Trent and regional office in Carlisle, Land Recovery Ltd has offices and facilities throughout the UK. It also operates three port locations at Lowestoft, Ellesmere Port and Hull, as well as a material handling facility in Dewsbury, West Yorkshire, all of which are rail connected allowing it to move products seamlessly via its network of rail wagons. Land Recovery Ltd is now a member of Holcim, after being acquired earlier this year.
Sustainable
Land Recovery Ltd is an ideal sponsor for the RailStaff Awards. Its core business is aggregate recycling (CDM) and supply, and it produces a high-quality recycled product using its bespoke wash plants, extending the product lifecycle of what would traditionally have been a waste product. It also accepts a large spread of hazardous and non-hazardous waste to its facility at Stoke-on-Trent. The firm puts sustainability to the forefront of everything it does, while helping end users to reduce their impact on the environment using a sustainable recycled product.
The company also provides training, mentoring, and assessments, using its own dedicated trainers and assessors. It delivers a wide range of industry standard OTP and Civils plant training and supports it client to get up to scratch with courses ranging from manual handling, face fit testing, abrasive wheels, and associated small plant & equipment.
With its commitment to sustainability and staff training, and its tireless efforts to improve the network, Land Recovery Rail exemplifies the values of the RailStaff Awards.
ScotRail is the latest organisation pledging to support colleagues impacted by endometriosis, by joining the Endometriosis Friendly Employer scheme.
Through the scheme, which is run by charityEndometriosis UK, the rail operator will improve its support for those in the workplace affected by this common disease, as well as breaking down taboos and stigmas around menstrual health.
Endometriosis impacts the physical and mental health of 1 in 10 women and those assigned female at birth from puberty to menopause, although the impact may be felt for life.
Symptoms include chronic pelvic pain, painful periods, painful bowel movements and pain when urinating. Despite being so common, it takes an average of eight years and 10 months to get diagnosed in Scotland, for reasons including lack of understanding of the disease.
As part of the scheme, ScotRail will appoint Endometriosis Champions, who will receive training from Endometriosis UK, to enable them to provide support and information to colleagues.
Emma Cox, CEO of Endometriosis UK, said: “I’m delighted to welcome ScotRail to the diverse range of organisations tackling taboos around menstrual health and endometriosis through the Endometriosis Friendly Employer scheme.
“By showing its team that they are valued and can expect support and reasonable adjustments to help those with endometriosis and menstrual conditions succeed at work, they will be increasing engagement across the whole of their workforce, ultimately making the organisation more successful.”
Robyn Wallace, ScotRail Equality, Diversity & Inclusion Advisor, said: “ScotRail is delighted to join the Endometriosis Friendly Employer scheme to ensure we can support those in the workplace with endometriosis, as well as break down taboos about menstrual health.
“We are now working hard to raise awareness of the scheme and will be appointing Endometriosis champions across the business to ensure we reach colleagues across the country.”
Endometriosis UK is the leading charity championing the rights and needs of the more than 1.5m in the UK with endometriosis.
As well as providing support services, reliable information and a community for those affected by endometriosis, Endometriosis UK works to ensure that everyone with endometriosis gets prompt diagnosis and the best treatment and support, to end chronic menstrual related pain being brushed off as normal, and to raise awareness of endometriosis with the wider public.
Endometriosis occurs when cells similar to the ones in the lining of the womb are found elsewhere in the body, usually within the pelvic cavity. Each month these cells react to the menstrual cycle in the same way to those in the womb, building up and then breaking down and bleeding. Unlike the cells in the womb that leave the body as a period, this blood has no way to escape. This leads to inflammation, pain, and the formation of scar tissue (adhesions).
It’s been another fantastic year at RailStaff Awards HQ. We thank everyone who nominated someone special and voted for them.
From apprentices to customer service representatives, rail engineers to training managers, a wide array of job roles is represented in the submissions for the 20 award categories.
With the voting phase now complete, the shortlists for each award have been announced. Visit www.RailStaffAwards.com to check out the inspiring finalists.
The judges now face the tough challenge of narrowing down hundreds of nominees to just 20, as preparations ramp up for the winners’ announcement on November 28th. Best of luck to everyone on the shortlist!
Tickets for the RailStaff Awards are now available, so be sure to book your spot to avoid missing out.
With the summer now behind us, the nights are quickly closing in and the creature comforts of home are becoming more appealing in the face of the cold outdoors. Autumn is a busy time for rail, as final preparations to protect the network from the elements are completed and we prepare for whatever winter will throw at us.
Though it’s a perennial concern, health and safety is on our minds a little more than usual at this time of year and our focus this issue is on how staff can keep themselves safe and in tip-top condition. We kick off with a look ahead to Rail Wellbeing Live, the online event backed by organisations across the entire industry, and hear how both employees and employers can share the responsibility in managing stress and maintaining mental wellbeing.
Our regular columnists provide sage advice, with Daisy Chapman-Chamberlain exploring how the railway provides a means of improving mental health by opening up the world beyond our doorstep. Colin Wheeler’s regular column goes on to explore the common themes that run through the most recent set of RAIB safety reports.
Recruitment and training is another pressing issue. After a year in the role, Matthew Moxon, head of talent acquisition at Northern, discusses the specific challenges facing industry recruiters, how rail can be overlooked as a career pathway, and how, as a newcomer himself, his eyes have been opened to the possibilities on offer. Carlisle Support Services also tells us how it’s moving away from the use of sub-contractors for non-specialist roles and investing in its own staff. This, it says, is an ethical decision, which will improve industry standards. Carlisle hopes its initiative will one day become the norm.
Toward the end of the issue, Bonnie Price of Young Rail Professionals provides a report on her time at InnoTrans 2024. InnoTrans is the world’s largest trade fair for transport technology, with a large focus on rail. Spanning countless exhibition halls and outdoor exhibits, it showcases the latest rail developments and offers a glimpse into the future of rail.
InnoTrans puts the spotlight on the ongoing achievements of the industry and reminds us that there is much to be proud about. It shows how far the industry has come since its inception. On that note, January 2025 will see the start of year-long celebrations to mark 200 years of the modern railway and Railway 200 is planning a deluge of events, exploring its past, present, and future, to mark the historic milestone.
As if that wasn’t enough to get excited about, the RailStaff Awards is nearly upon us!
The RailStaff Awards is the highlight of the industry calendar and serves as big a ‘thank you’ for each and every rail employee who strives to make the industry better. To mark the countdown, we give you a taste of what to expect and celebrate the stories of some of our past winners.
Rail staff face health and safety challenges unheard of in most other industries. Accidents and traumatic events, abusive customer behaviour, the toll of physical labour, and the responsibility of keeping customers safe, can all take their toll.
A safe and efficient railway relies on the individuals who turn up every day to manage it. With that in mind, Rail Wellbeing Live came into being in as the industry’s largest health and wellbeing initiative. Established by the by the Rail Wellbeing Alliance, a cross-industry group made up of dozens of companies, suppliers, and industry bodies, its mission is to make individuals and organisations fitter, more resilient, and able to tackle any challenges that come their way.
Since the initiative was launched in 2020, tens of thousands of people from across the industry have logged in to the annual online event. In 2023 alone, over 15,000 people registered, resulting in a record 56,000 sessions attended. This year, Rail Wellbeing Live takes place from 5-7 November, and boasts high-profile speakers, including Ollie Ollerton, star of Channel 4’s SAS: Who Dares Wins; Olympian Dame Kelly Holmes; ex-England footballer Stuart Pearce MBE; and author, presenter, and campaigner Katie Piper OBE.
Among other things, the programme for 2024 covers a raft of wellbeing topics including mental health, resilience, anxiety, nutrition, sleep, addiction, and money worries. Registrants can ‘pick ‘n’ mix’ the sessions they want to attend, creating their own agenda and selecting the topics that interest them most.
Expect inspiration, tips, and guidance on how to tackle some of the most pressing issues affecting rail personnel.
A packed schedule
This year’s opening session will focus on mental wellbeing and will discuss the critical issues rail workers face in these uncertain times. Network Rail Chief Executive Andrew Haines will speak, along with a panel featuring Alex Hynes (Department for Transport); Claire Mann (Transport for London); Joana Faustino (Rail Safety and Standards Board); and Syed Asim Shah, (Network Rail). The panel will share practical tools and resources to help rail workers navigate stress and adversity.
Ruth Busby, chair of the Rail Wellbeing Live Steering Board and people and transformation director at Great Western Railway and Network Rail Wales and Western, will host the session.
“Rail Wellbeing Live is such a fantastic event and I’m proud to be a part of it,” she says. “Events like this give us all the opportunity to take stock and really invest in ourselves.
“All too often, we don’t prioritise our health and wellbeing and can suffer as a consequence. Taking part in one or more of these fantastic sessions will give you the tools to make a positive change – whether that be mentally, physically, emotionally or financially.”
Following the opening session, highlights over the next three days include:
Being limitless with MasterChef’s Amar Latif OBE Amar is a blind traveller, businessman, and TV personality with an astonishing track record of facing up to major challenges. Due to an incurable eye condition, Amar lost 95% of his sight by the age of 19. Through sheer determination, he has managed to turn an unpromising tale of loss, into one of truly inspirational achievement. Ultra processed food with Robert Hobson
Discover the impact of ultra-processed foods on health and wellbeing in this insightful session. Learn about the characteristics that define ultra-processed foods, their prevalence in modern diets, and their links to various health issues such as obesity, diabetes, and heart disease. This session will also explore strategies for reducing consumption and making healthier food choices.
Untangle your anxiety with Joshua Fletcher Psychotherapist Joshua Fletcher will create a sense of understanding and awareness by discussing what anxiety is, how it presents differently in people, and how to address it, particularly if it arises in the workplace. With a blend of humour and engaging psycho-education, Joshua seeks to cultivate empathy in his audience and provide hope and guidance for those struggling with anxiety. Drawing from his professional expertise and personal experience with panic disorder and OCD, he offers a unique perspective on managing anxiety.
The power of collective thinking, with Dr Hannah Critchlow At a time of existential global challenges, we need our best brainpower to solve them. So how do we create genius environments, help our brains flourish and boost group thinking? Neuroscientist and bestselling author of The Science of Fate, Dr Hannah Critchlow, will share how to cope with wildly differing opinions, balance our biases, prevent a corrupting force, and how we can exercise our intuitive ability to get the most effective outcomes.
Gambling addiction awareness, with Steve Watts Steve Watts, founder and CEO of GamFam, joins Rail Wellbeing Live to help change people’s perception of gambling. He’ll be looking at what gambling is and where gambling harms start, and will explore the links between online gaming and gambling, especially now everyone has access to a ‘casino in our pocket’. Steve will offer some practical advice and resources so that you feel more confident to offer support to anyone affected by gambling. Attendees will also be able to signpost people to specialised support and services.
Register today
Rail Wellbeing Live offers everyone in the industry the opportunity to come together and connect with colleagues and industry experts for inspiration, tips, and guidance on how to tackle a wide range of health and wellbeing issues.
“It doesn’t matter where you are in the rail industry, we all have similar challenges,” says Ruth.
“I’d especially like to ask line managers to encourage their team to join a RWL session. Even if you can’t join live, sessions are available afterwards so please register and watch at a time that is convenient.”
“I very much look forward to everyone coming together to improve wellbeing as one, big, railway family.”
Stress is a complex problem and the responsibility for mitigating its worst impact is not always clear.
Individuals are advised to reduce personal stress through activities such as meditation and taking a holiday but return to the same stressful organisational problems that they can’t fix. Front line managers are the most likely to be responsible for noticing stress in others and connecting individuals with remedies but are often so stressed themselves they don’t have the bandwidth. Organisations invest in providing resources to help employees, but people are often reluctant to use them, or they aren’t tailored for the situation or the person.
Part of the problem is that the term ‘stress’ is too general and doesn’t differentiate between the things that stress you, how you personally respond to stress, and what you need to remedy it. All these elements need to be considered to combat the potential decline in mental health and wellbeing, which results from too much stress.
A new definition
Patricia Riddell, professor of Applied Neuroscience at Reading University and lecturer at Henley Business School, explains: “A better understanding of the neuroscience of stress can help us to deal with it more appropriately. Stress is an everyday reality for almost every employee and to varying degrees we all need stress to function effectively. In engineering terms, stress is the load transmitted onto materials and strain is the measure of the resulting distortion, which can become permanent. It’s the same for people.
“People have an effective mechanism for responding to and recovering from stress using a complex interplay of stress hormones, which bring them back to a resting state after a short stressful period. The diagram here shows three ‘zones’ where performance is impacted differently by stress and can help us choose when and how to act.”
In Zone 1, some stress is healthy. For example, working together with trusted colleagues to meet a short-term challenge feels rewarding and is ‘good’ stress.
In Zone 2, stress starts to become problematic, but the individual has time and remedies for recovering from the strain. For example, meeting a rushed deadline by working longer hours and losing sleep, but having time off afterwards to switch off and recuperate, means the stress and the resulting strain both stop.
In Zone 3, continual stressors, for example working with insufficient time/resources to cover workload with no time to recover and no chance of improving the situation, mean stress becomes chronic. The raised level of stress hormones circulating continuously in the bloodstream turns healthy stress into toxic strain, e.g. high blood pressure and heart attack.
“Strain is detrimental to the physical and mental health of the employee and the operational and economic performance of a business and reputation as an employer,” says Professor Riddell.
But why don’t people recognise and/or admit to experiencing stress and strain?
“People suffer in silence because they fear that by voicing their concerns, they will harm their current and future job prospects or be perceived as weak or ineffective,” Professor Riddell says.
“It’s difficult for people to recognise they are in Zone 3 (chronic stress) so they may be unaware they need support. Stress affects the quality of work and the resulting performance of people, leading to more strain.”
A shared responsibility
For the most effective solutions, responsibility for tackling stress and strain needs to be shared.
Organisations have a huge impact on sources of stress for their employees through their working environment and culture. For example, some actions taken by employers to build organisational resilience (e.g. frequent reorganisations) can inadvertently generate more stress for their employees.
Unclear responsibilities and goals; changing priorities; too much or too little communication; constant change; blame; and lack of constructive feedback create uncertainty, novelty, and lack of control, which are stressors for most people. No ethical employer wants to be the cause of poor physical and mental health in their employees; therefore, these problems must be addressed by employers. The ethical and financial benefits are that monitoring, measuring, and pro-actively reducing strain leads to increased productivity and efficiency. (‘Investing in People’, RailStaff 292, Jul/Aug 2024).
Individuals find different things stressful. How much strain they experience depends upon their perceived ability to cope and their personal window of tolerance, i.e. how much stress that person can cope with, which is also affected by factors outside work. Individuals can take action to improve their response to stressful conditions and the remedies they use to recover. They can engage with organisational changes to mitigate stressful conditions.
Diagnostics and solutions
So, what can be done?
“The first step is to quantify the scale of the problem and to isolate what is causing strain in an organisation,” says Professor Riddell. “One challenge facing employers, however, is that what Employee A may regard as toxic strain, Employee B regards as perfectly normal, healthy stress. It’s really important to emphasise that you cannot judge someone else’s response to a stressor by how you would respond yourself.
“Simply asking people the straight question ‘Are you stressed at work?’ often doesn’t get a straight or accurate answer. Asking employees to differentiate between stress and strain without any sort of credible yardstick is largely meaningless. Hence there is a need for a robust psychological test that delivers a numerical output. In this way, people can quantify the level of stress and strain they are under in a consistent and meaningful way and take appropriate action.”
Professor Riddell identified 12 causes of strain in organisations from neuroscience and psychology research. For example, a lack of autonomy, perception of ‘unfairness’, role conflict, overwhelm, or lack of personal development. Learning Partners and Professor Riddell created a questionnaire for individuals to find out which of these causes, if any, they are experiencing, and designed resources to address the causes. These resources are videos, notes, techniques, advice, training, and coaching, which individuals can access online or face-to-face. Learning Partners provides a focused and insightful analysis of overall anonymised results to highlight actions for employers to take to prevent stress and reduce strain.
In conclusion, to become a successful and resilient organisation with effective and resilient employees, it takes the shared responsibility of employers and employees to identify and address causes of strain.
Columnist Daisy Chapman-Chamberlain explores the link between access to travel and community wellbeing.
When we think of ‘health’, we usually picture hospitals, undertaking physical activities, or taking care of our mental health by spending time outdoors or connecting with friends and family. However, sitting below these immediate associations, is the need for reliable connections to access these opportunities and locations.
Without comprehensive and accessible transport links, access to healthcare, leisure opportunities, and social gatherings may be out of reach for some members of our communities.
Escape to the country
Connections to active leisure opportunities by rail are essential for many people, including those who live in cities who want to access more rural locations. An excellent example of this is Northern’s Yorkshire Dales Explorer route (previously known as DalesRail). This Saturday service connects Rochdale, Manchester, Salford, Bolton, and Clitheroe with Settle and the Yorkshire Dales. The route connects these communities to walking opportunities and stunning natural landscapes, as well as the chance to view the iconic Ribblehead Viaduct.
Services like the Yorkshire Dales Explorer exist all over the UK, boosting physical and mental health opportunities for passengers looking to explore the great outdoors. Community rail groups also often highlight these opportunities for rail users, identifying safe walking and cycling routes from stations and promoting these across their work.
Beyond the leisure opportunities, rail also acts as an enabler for active and sustainable onward travel and journey connections for work, education, and more. Manchester’s Bee Network is an ideal example of this: connecting buses, trams, cycle hire, and walking routes with the wider rail network to ensure smooth and connected journeys.
At a national and regional level we must all ensure we focus on growing connectivity and multi-modal transport opportunities, enabling communities to make the most efficient possible journeys.
The need to reduce car journeys and increase travel by public transport also has other health implications – research from the University of Oxford in 2018 found that pollution from cars and vans costs the NHS around £6 billion per year due to the negative impact on human health, and that these vehicles (largely diesel) are responsible for 10,000 early deaths each year. By encouraging and enabling use of public transport instead of car use, we can work to reduce these statistics and enable good health across our communities.
Happy and healthy
Beyond physical health, rail and good transport links can impact mental health. Research from ‘The Health Foundation’ in 2021 found that “people who rate public transport as ‘good’ are close to three times more likely than those who rate it as ‘poor’ to be able to access public services such as health care, food shops, or education. They are also slightly less likely to report feeling under strain, being dissatisfied with life, or experiencing mental health problems.”
Enabling access to basic services as well as a range of opportunities is central to happy and healthy communities, and it is vital that transport providers assess where gaps in provision exist and work to close these.
Community severance
With these needs in mind, Transport for the North has launched a new visualiser tool and report revealing where community severance is most likely to be experienced when accessing key, basic services. Community severance is a term which outlines how infrastructure can act as a barrier to movement, impacting people, behaviours and perceptions, and the environment, and can include a lack of information provision, a lack of accessibility, unreliable services, and more.
Through this work, it found that 12.6 million people in England live in areas which are at higher risk of experiencing community severance; roughly 22.3% of the English population. This tool will enable Transport for the North to support its local partners and work with transport providers to understand the impact of community severance, as well as to continue its work of enabling an efficient and accessible transport across the North which meets the needs of all.
Economic divide
Marginalised communities often also have lower levels of access to public transport and rail. A 2019 Government Office for Science report, ‘Inequalities in Mobility and Access in the UK Transport System’, found that reduced mobility and access to public transport highly correlates with social disadvantage, and that some community and social groups are at higher risk of being isolated in this way than others are. For example, it found that car owners are the least mobility constrained, but that there are considerable affordability issues with car ownership with many lower income households.
The lowest income households have higher levels of non-car ownership, with female heads of house, young and older people, black and minority ethnic (BME) and disabled people concentrated in this quintile. People living in disadvantaged areas also tend to have greater proximity to fast-moving traffic and live with higher levels of exposure to road traffic risk as well as to traffic emissions.
As outlined earlier in this article, Transport for the North recognises the need to reduce car ownership for environmental and health reasons, whilst still ensuring connected communities. This clearly highlights the need for targeted public transport improvement interventions, in line with Transport for the North’s community severance tool findings.
Access to public transport and to rail is central to happy, healthy, and flourishing communities, and projects and programmes of work in transport must be based on evidence centred on empowering marginalised and isolated groups. It is essential that we continue to collaborate and research regionally, nationally, and internationally to enable safe and efficient transport for all.
Daisy Chapman-Chamberlain is specification manager at Transport for the North. She focuses on improving transport systems, accessibility, safety, and beyond. Daisy can be reached at [email protected] or via LinkedIn.
There has been some late or maybe lack of reporting of trapped and dragged incidents by London Underground. Some time ago trams were all too often involved in similar incidents. Most seem to be the result of individuals trying to beat the closing doors.
At this time of year, vegetation growth may damage structures by spreading roots. In many places sighting distances are compromised and even experienced track workers may underestimate minimum warning times.
Heritage Railways are a national success story but operating them poses its own challenges as is evident from the collision on the Strathspey Railway involving the Flying Scotsman. Other heritage railways would do well to scrutinise their operations in the light of the RAIB report.
Over speeding at Spital Junction Peterborough has now involved three train operating companies resulting in four additional Rail Accident Investigation Branch (RAIB) recommendations which hopefully will prevent further incidents.
Pram hits train at Banbury
On 8 June at 12:36, a Reading to York passenger train entered platform 2 at Banbury Station where it was due to stop. As it arrived, a parent and a relative of an infant child in a pram were waiting behind the yellow line with luggage. The parent momentarily let go of the handle of the pram which then rolled towards the platform edge. It made contact with the bodyside of the train’s second coach while the train was still travelling at an estimated 35 mph. The pram spun, tipped over, and the infant fell onto the platform sustaining a minor head injury. The RAIB has decided to issue a Safety Digest about this accident.
Trapped and dragged at Enfield
A passenger was trapped and dragged on 17 July at Enfield Town Station. At 18:07 that evening the passenger attempted to board a train as its doors were closing. The train set off with the passenger’s hand trapped in its doors. The passenger ran alongside the train but soon lost their footing. Other passengers alerted the driver who then stopped the train and released the doors. During the incident the train reached 11mph and travelled around 60 metres. The RAIB says that the passenger suffered “minor physical injuries and psychological distress”.
Craven Arms near miss
This near miss involved an engineering train and a heavy goods road vehicle at the manually controlled level crossing at Craven Arms. At 10:00 on 22 July, the train was signalled across the crossing while the barriers were raised leaving the crossing open to road vehicles. The engineers’ train narrowly missed hitting the heavy goods road vehicle. No one was injured and no damage was caused.
RAIB will issue a Safety Digest.
Trains damaged at Kings Langley
On 25 April at 06:43, a train ran into an object on the track at Kings Langley. The Wolverhampton to London train struck part of a road/rail access point (RRAP) that had been left on the track. The RRAP had been used the previous night when overhead line work was carried out. Debris and track ballast struck a second train travelling in the opposite direction and some also landed on Kings Langley Station platforms. Fortunately, they were unoccupied at the time. The resultant damage to both trains meant that neither of them could continue in service but neither of them was derailed.
The temporary RRAP had been used for overhead line work. Part of it became lodged under a passing train causing a braking pad to become loose. The detached pad hit another train travelling in the opposite direction. The Person in Charge of Possession (PICOP) was located at the former Watford Junction Signal Box for the 20-mile-long possession. A mobile engineering supervisor managed the relevant work site, and the relevant Controllers of Site Safety (COSS). The overhead line work needed two Mobile Elevated Work Platforms (MEWP). The temporary RRAP consisted of four pieces placed outside the running rails and three between the running rails. Four similar sets were set up to provide the necessary eight metres length. Individual pieces weigh up to 25kg and are manually lifted by two workers, providing an eight-metre long-RRAP.
The work team of 11 included both Network Rail and contractors’ staff. Each MEWP had a machine operator and a controller. Four people were to work from each MEWP together with a manager in charge to track the progress of the work. However, high ballast levels on the Up Fast were “outside the RRAP manufacturer’s installation guidelines” but the team had no shovels with which to reduce the levels. The RAIB report says that the temporary RRAP was probably installed at too high a level.
CCTV from one of the train’s shows a piece of RRAP some 40 metres south of where it was installed. After the work was completed the MEWP’s returned to the access point at 03:00 hours. The MEWP on the Up Fast derailed on the temporary RRAP.
The workers removed remaining pieces of RRAP which were loaded into a flatbed lorry. No component part counts were made to ensure that all 20 parts of the RRAP were accounted for. At 03:15 the PIC confirmed to the engineering supervisor that the line was clear and safe and handed back the worksite. The possession was then given up and train working resumed.
Strathspey Railway collision
On 5 September, RAIB published its report on this accident which happened at 18:05 on 29 September 2023. The Flying Scotsman steam locomotive travelling tender first collided with its livered coaches on the approach to platform 3 at Aviemore Station. The coaches are used on the mainline railway but were to be hauled on the Strathspey Railway by the Flying Scotsman as part of a planned movement to Boat of Garten Station.
The collision at just 7mph happened as the locomotive was moving to be coupled to the coaches. Two people were injured and taken to hospital. There was damage to the tender and the coaches were taken out of service.
RAIB’s report 09/2024 says that the impact caused the leading coach buffer to become locked with the gangway of the locomotive tender. Four coaches were damaged internally with “broken and detached fittings” and “bottles of wine and spirits were dislodged from racks and shelves” as the picture shows.
The RAIB report states bluntly that “the Strathspey Railway Company did not effectively manage the visit of the Flying Scotsman”. The report includes three detailed action recommendations which have already been adopted. Under the heading of ‘Other Actions’ the report includes the comment that “the way in which wine bottles are stored has been modified”.
The report by RAIB identifies “Causal Factors” including the “ambiguity of roles within the cab” and the perception that “the custodian’s representative was looking out and providing direction to the driver when they were not so doing”. Immediately before the collision, the custodian’s representative realised that the locomotive was about to collide with the coaches and shouted a warning just as the driver saw the coaches coming into view. At that time there were six people in the cab of the Flying Scotsman.
RAIB has recommended that Strathspey Railway Company “make any changes needed to its organisation rules and procedures”. Also, it is required to review the implementation of its new standard operating procedure to manage special events and special train planning to ensure it is effective in identifying, assessing, and mitigating the risks associated with such events.
Near miss with contractor’s COSS
In mid-August, RAIB published its Safety Digest of this near miss which occurred at Littlehempston, Devon, on 13 March. At 10:44 a passenger train travelling at 54mph had a near miss with the Controller of Site Safety (COSS) who was with a group working using a “separated system of work” which may be used provided individuals remain “at least two metres away from any open line.” The near miss took place on the Paddington to Penzance line near Littlehampton.
The COSS and five track workers were provided by PACE Infrastructure Solutions to Colas Rail. The line has a speed restriction of 60mph reducing to 55mph just past the site of the near miss. Colas had identified minor faults in a section of troughing which were to be corrected using track possessions. However, it had been unable to obtain mid-week possessions, so the works were planned using a separated system with trains running on both lines.
The COSS received two packs: one using separated working and the other for pre-booked line blockages. Colas told the RAIB that they expected the COSS to use the separated option but, if moving nearer than two metres of the line became necessary, work would be stopped, the areas marked, and work completed with the line blocked.
The COSS became aware that the distance between the troughing and the nearest rail was reducing so went ahead southwards to check if the group could continue under a separated system. The COSS became remote from the group so there was no one close enough to warn of an approaching train.
On-train CCTV images show that, due to overhanging vegetation, the COSS was obscured from the train driver’s view until only five seconds before the train passed. The COSS moved clear with just two seconds to spare. The driver reported the near miss to the signaller. The Rule Book is clear and specific: “the COSS is mandated to remain with the work group to advise and observe personally at all times”.
Overspeed at Spital Junction, Peterborough
On 16 September, RAIB released its report 10/2024 on this incident which occurred on 4 May last year. At 09:54, the Grand Central Sunderland to London Kings Cross passenger train went over three sets of points at the excessive speed of 66mph. The permitted speed is 30mph reducing to 25mph. Passengers were thrown from their seats and received minor injuries.
The report says the driver’s expectation was for the train to be routed straight ahead and that “driver awareness was not sufficient to overcome the expectation”. RAIB found that Network Rail and East Coast Mainline train operators “did not effectively control the risk of overspeeding when signalling was changed in 2013” and that, following a similar incident in April 2022, Network Rail does not control the risk where there is a long distance between the approach signal and the junction once a proceed aspect has been given.
RAIB has made four recommendations:
Grand Central is to review and amend its training and competence management process to provide its drivers with the necessary non-technical skills or additional strategies to manage the risk at signals showing different aspects to those usually encountered.
Network Rail and train operators are to review the processes by which they derive, share and implement safety learning from accidents and incidents.
Rail Safety and Standards Board (RSSB) are to review the standards specifying relative brightness of main aspects and junction indicators to understand the effects on conspicuity of the complete signal up to the maximum distance at which the signal is required to be readable.
Network Rail is to manage the risk of a driver not seeing a route indication because of the gradual reduction of light output of LED signals which reduces over time.
RAIB Chief Inspector Andrew Hall summed up the situation, stating that: “An underlying factor behind this incident was that neither Network Rail or the East Coast Mainline Operators effectively controlled the risk of overspeeding at Spital Junction both at the time the protecting signal was changed in 2014 or following the previous incident in 2022.”
Matthew Moxon, head of talent acquisition at Northern, joined the rail industry in September 2023. He talks to RailStaff about his experience of working in Rail, the unique challenges of recruiting into the industry, and how to make the process more accessible for everyone.
Thanks for joining us, Matthew. To start, would you mind giving us an idea of what your role as head of talent acquisition involves?
I’ve been head of talent acquisition since September 2023, so that’s 12 months now. My role at Northern covers everything we do to attract potential candidates, both externally and internally. That covers the process of assessing candidates, developing our Employer Value Proposition (EVP) candidate follow-ups, all the way through to the offer-management stage and onboarding.
There’s a lot to do in terms of attracting and retaining colleagues, including the advertising and recruitment marketing channels we use to get that message across, and also the many events we attend to attract graduates, apprentices, and year-in-industry cohorts. We’re currently looking at all the other areas from which we can draw candidates including, for example, ex-offender programs, as well as attracting ex-armed forces and ex-services personnel.
Going forward, we’ll be examining how we develop our employer value proposition, or rather what it’s like to work at Northern and what we can offer to people considering a career within our organisation.
Your career to date has spanned a number of industries. In your opinion, how does the recruitment environment in rail compare to others and what trends are you seeing?
I think that the appeal of jobs in rail, aside from the traditional roles such as train driver, is quite low. There aren’t many people who are necessarily considering rail as a career, and potential candidates tend to be attracted by some of the more obvious big brands without necessarily realising the breadth of opportunities available in our industry.
In terms of trends, there’s a move toward what we call ‘skills-based’ hiring, as opposed to just basing decisions on a CV. CVs are almost like window shopping – they only give you a snapshot of an individual and don’t tell you everything you need to know. We’ve got to come up with processes that demystify that pretty quickly, and having the right assessment tools for the right role is paramount to successful recruitment.
It’s important and we do not dismiss people’s prior achievements, but these don’t always relate to success in our business. We need to scrutinise and test candidates a little bit more. This is all moving forward holistically, and I think it will be the biggest evolution in recruitment over the next few years. We’re also looking at using AI and the technology to support that, making recruitment less subjective and actually a little bit more quantitative and evidence based.
It’s a really exciting time.
What challenges are recruiters working against at the moment and how are these being overcome?
We’re still working against the backdrop of a skills shortage, particularly within technical disciplines. Looking at engineering, for example, it’s so important to grow your own talent in this space. We have a very successful scheme where we take on 18 engineering apprentices every year and put them through quite a rigorous application vetting process, which includes an assessment centre where we get to test a number of different skill sets and behaviours. We had around 900 applications this year, triple the amount that we’ve had in previous years, and we’ve been able to select some very strong candidates.
One of our big challenges as a society is how to encourage more females to get into rail and engineering more broadly, and I think we need to start sowing the seeds for some of these roles as early as primary school level. We need to cut through some of those barriers and I think schools and parents/guardians can help to support that.
As with other roles, such as train drivers, some the blockers lie around shift patterns and a lack of flexibility on the part of companies. The new Government has recently announced that workplace flexibility will be made mandatory which is a positive step, but how will it operate when you’ve got to go to a manufacturing plant, to a construction site, or you need to get a train back on the tracks by a particular time? We need to find solutions to all of that if we’re going to encourage more female candidates.
We’re seeing a lot more counteroffers being made these days and that makes it more difficult for me as a recruiter to headhunt talent. As an industry, we really have to think about how we can draw talented people away from their current companies.
That said, businesses are becoming much more savvy when it comes to retaining staff, including offering better flexibility, greater benefits, and so on. Employers are becoming more clued up to the fact that it’s not as easy to replace talent and it’s very, very expensive to hire and reskill new staff.
Northern recently announced that it is reviewing its recruitment process with regard to neurodivergent candidates. Can you give us any further insight on this?
This initiative was fuelled primarily by people in the business coming forward with their own experience of how challenging the job seeking process can be for neurodivergent individuals. We’ve now set a working group alongside people with those lived experiences.
We’re working with our rail accessibility manager, who is himself neurodivergent, and is able to put himself in the shoes of candidates who face these types of difficulties. But there is no one-size-fits-all solution. Every individual has their own needs and set of challenges. However, we’re trying to make the process as easy and transparent as we can for people.
It’s all about putting our cards on the table and taking the mystery out of the recruitment process, as well as tailoring the recruitment process to each individual candidate.
A few of the things were doing to make recruitment more accessible include providing a step-by-step breakdown of the process to make things really clear; providing candidates with images of the room in which interviews will take place so they’re comfortable with the surroundings when they arrive; allowing candidates to bring notes to interviews; and providing interview questions beforehand.
But it’s not just about recruitment. We also need to make sure that the environment is right for successful candidates when they arrive on their first day at work, and that we have the support and infrastructure in place to do that. We’ve been working with our Employee Experience Team and our fantastic EDI lead to ensure that we’re working hand-in-glove to get the best outcomes for candidates.
We’re at the beginning of this journey and it’s too early to give any data on it, but I think in a year or two we’ll really see the fruits of the work that we’re doing.
Finally, what makes rail a great choice for anyone at the start of their career or looking to switch industries?
Rail is an underrepresented opportunity for a lot of people but the diversity of careers on offer in this industry is unbelievable. There’s a particular interpretation of what a career in rail can be, whether that’s as a driver, as a conductor, as an engineer, but really there is a whole plethora of different roles and opportunities, and you can move in and out of different disciplines, if you have the right motivations and behaviours.
Since I joined the industry last year, I’ve been really encouraged by how collaborative it is. I’ve never worked in an industry where I’m involved in so many work groups, with so many different organisations, all trying to tackle similar challenges and make things better. That’s a unique and positive experience, and one which should attract candidates who want to work to improve something that’s bigger than themselves.
I’ve worked in many different industries, and what I’d like to make clear is that in rail, the opportunities are real, no matter what level you enter the industry at. Here at Northern, for instance, we have a regional director who has worked in pretty much every role you can imagine within rail. The fact that 38% of the roles that we fill are with internal applicants shows that once people are in the rail industry, they’re incredibly keen to stay and develop a career. As a recruiter, that is a really exciting thing to be a part of.
There’s a chill in the air, the nights are drawing in, and the countdown to the festive season has begun. but before we wave goodbye to 2024, there’s another very special date in the calendar.
Each year sees dozens of rail industry events, but the RailStaff Awards provides that extra something that no others can match. It’s the only awards ceremony devoted to the industry’s incredible employees and the entire evening is devoted to staff who go beyond their role.
Whether that’s by supporting their colleagues, providing excellent service, or putting something back into their community, the RailStaff Awards honours and rewards the individuals who do the industry proud.
A glittering evening
The RailStaff Awards always provide an exhilarating evening and this year is no different with attendees able to sample New York’s glitz and glamour.
Guests arriving at Birmingham’s NEC can leave their coats at the Broadway ticket office and make their way towards the best that Manhattan has to offer. With beautiful bars serving a range of exquisite cocktails and entertainers offering impromptu performances, as soon as they walk in, guests can wrap themselves in the exciting atmosphere of a New York Christmas party!
Then, as guests take their seats for a sublime three course feast, the main stage bursts into life and all are treated to an evening of thrilling entertainment. Attendees will be dazzled by astounding performers, and the storytelling throughout the evening that will lead to the captivating grand finale.
Your host
TV star and all-round entertainer Brian Conley hosts this year’s event. Boasting a decades-long career as an actor, comedian, singer, and TV presenter, he is certain to entertain as he guides guests through the night’s proceedings.
Brian has starred in multiple award-winning television shows, most recently completing a two-year stint on soap favourite, Eastenders. On the stage, he has played the lead role in multiple West End musicals and as a musician, he’s released five albums, including Brian Conley Sings, Let the Good Times Roll, and Stage to Stage.
“I’m very proud to be hosting the RailStaff Awards at the NEC on 28 November”, says Brian. “It’s going to b an absolute extravaganza celebrating the wonderful work that the workers of the rail industry do.
“Put the date in your calendar and book it now!”
The awards
Brian will be naming the industry superstars who go beyond their role in the following categories:
Apprentice of the Year Award
Charity Award
Customer Service Person or Team Award
Equality, Diversity & Inclusion Person or Team Award
Graduate of the Year Award
Health & Wellbeing Person or Team Award
HR, Recruitment & Talent Acquisition Person or Team Award
Innovation & Technology Person or Team Award
Learning, Development & Investing in People Award
Lifetime Achievement Award
Rail Engineer of the Year Award
Rail Manager of the Year Award
Rail Person of the Year Award
Rail Team of the Year Award
Rolling Stock, Freight & Depot Person or Team Award
Safety Person or Team Award
Lifesaver Award
Station Staff Person or Team Award
Sustainability & Corporate Responsibility Person or Team Award
Rail Ambassador of the Year Award
Nominations are now closed, and the finalists will be announced on 23 October.
Into the night
With dinner over, and the awards ceremony drawing to a close, the night truly begins. Fairground rides whirr into life, casino tables open, and the dance floor opens for those with energy to dance the night way.
Then, as midnight beckons, breakfast rolls are served to provide that final burst of energy to keep you dancing till the lights go up. The night is sure to be a party masterpiece – one that will be talked about well into 2025.
Attendees to the RailStaff Awards are guaranteed an amazing experience with delicious food, drink, and spectacular entertainment. So what are you waiting for? Dig out your glad rags and prepare for the night of the year. The industry’s biggest celebration is just weeks away.
Tickets for the RailStaff Awards are available now. Book today and make sure you don’t miss out.
If there’s one category at the RailStaff Awards with a little more weight than the rest, it’s the Lifesaver Award. While the nominees in every category are heroes, only those who are honoured with the Lifesaver Award can say they have pulled someone back from the brink.
The Lifesaver Award recognises staff who have used all their skills and training to help save a life on the rails, and last year Megan Moore from ScotRail took the honour.
Megan was awarded for her quick thinking when she spotted a worrying message on social media from an unknown member of the public standing at a station. She engaged with the individual via social media and immediately applied her training. As well as raising the alarm to put a caution on the line, she also spoke directly to the staff at the station. Thankfully, an incoming train was brought to a stop and the individual was taken to safety.
A passion for safety
This year, the Lifesaver Award is sponsored by security firm ResponSec Ltd which provides a wide range of security services across numerous industries. The company broke into the rail industry in 2019, working with Network Rail in the Southern region to help reduce anti-social behaviour. Not only did this move make good business sense, it was also something of a passion-project for Managing Director Daniel Blackwood.
“The company was initially set up to serve live music and sporting events in London and the surrounding counties, but in the last four years has been lending our expertise to the rail industry,” he says.
“But I’ve always been a bit of a rail enthusiast. I’ve always had a passion for it and helping to make the railways safer has been a dream of mine for some time.”
In recent years ResponSec has supplied travel safe and welfare officers for Govia Thameslink Railway, and safety, security and enforcement officers for London Overground. But the very nature of the work means that ResponSec is all too aware of the dangers of the railway.
“The rail industry is a difficult one to work in and there’s such a wide range of characters using the network,” says Daniel. “When you’re on a train you could be sitting next to a high-flying CEO, or someone down on their luck who’s having a really bad day. It’s a tough job for our staff because they’re never sure what situation will arise. No two days are the same, and security staff have to deal with a lot of unpleasant scenarios.”
Preventing tragedy
Making the decision to sponsor the Lifesaver Award was an easy one, he adds.
“The Lifesaver Award is so important. During our time working on the railway we’ve dealt with a lot of lifesaving interventions and unfortunately seen the aftermath of suicide attempts. It’s always a tragedy when someone loses their life in this way, but it also has an impact on so many other people.”
“Many people make their way to the railway when they’re in distress, and sometimes it’s just a cry for help. But having people like our teams and other railway staff there to prevent a tragedy – to help diffuse the situation and point individuals in the direction of help – is critical.”
But it’s not just security staff who can make a difference. Anyone can reach out to someone who appears to be struggling. Just by saying hello, you could have a huge impact on somebody’s life and prevent the worst. The Lifesaver Award is reserved for those heroes who take that step.
New talent is the lifeblood of the industry. Every year, experienced and knowledgeable employees leave for pastures new or to enjoy a well-earned retirement. It is essential, therefore, that a supply of fresh faces is readily available.
But it’s not just about maintaining manpower. The younger generation brings novel ideas, different ways of thinking and, very often, experience from outside the industry. The Graduate of the Year Award, which makes a return for 2024, celebrates those newcomers who, fresh out of university, have made a significant impact on the industry they’ve recently joined. It recognises the outstanding contribution they make both professionally and to the wider community.
Hot off the blocks
Back in 2022, Louis Szymanski of D2 Rail was honoured with the award. Louis joined D2 Rail in August 2020 and made a significant impact on the business in a very short timeframe.
Louis was nominated by his colleagues who were amazed at how quickly he’d made himself an integral part of both the D2 Rail Project Controls Team and the TransPennine Route Upgrade (TRU) West Alliance Planning & Controls Team. He proved very quickly that he was an extremely competent and adaptable professional, seeking out opportunities to extend his own development and impressing teammates with his dedication and compassion.
On top of this, Louis also founded D2 Rail’s Equality, Diversity, and Inclusion group, and volunteered on the TRU West Equality Diversity and Inclusion group as an ED&I Champion. He was a shining example of what new graduates can offer to the industry.
Express to success
This year, train operator Heathrow Express supports the Graduate of the Year Award. Heathrow Express is a high-speed train service connecting London Heathrow Airport with Paddington Station in central London. Launched in 1998, it offers the fastest route between the airport and the city centre, with journey times of approximately 15 minutes. The service runs every 15 minutes, providing a convenient and efficient option for travellers.
Catering primarily to business travellers and tourists seeking a quick and reliable airport transfer, Heathrow Express is known for its punctuality and comfort. In its 26 years of operation, over 100 million passengers have travelled with the operator.
Heathrow Express is a great place to work with a wide variety of jobs on offer from front line roles in station or terminal to roles in head office. The company offers plenty of opportunities for graduates and is excited about attracting the brightest minds. It values the skills and experience that university leavers bring to the table and understands the contribution they can make to the industry.
“Heathrow Express is proud to support the Graduate of the Year Award, recognising the invaluable contributions that emerging talent brings to our industry,” said Commercial Strategy Lead Mark Eastwood. “As a company committed to innovation and excellence, we understand the importance of empowering the next generation of rail professionals.
“Graduates bring fresh energy, diverse perspectives, and cutting-edge knowledge, all of which are essential to driving the future of rail. We are proud to champion their achievements and support their journey as they help shape the future of the industry.”
It’s not hard to see why the Rail Engineer of the Year Award is one of the RailStaff Awards’ most sought after prizes. After all, without engineers, there would be no railway.
Engineers provide the vision and the technical expertise on which the growth and maintenance of the network relies. Since the very first days of the railway, engineers have driven the projects and systems which keep passengers and freight moving. Their work is critical.
Paul Belle of AECOM lifted the trophy in 2019, with nominating colleagues describing him as ‘great ambassador’ for rail engineering. They praised his vast knowledge of railways, in particular multi-disciplinary integration and coordination, as well as his direct communication skills.
Talking about his passion for rail engineering, Paul says: “I always wanted to do something for the greater good, I wasn’t interested in getting a job and making money for the sake of making money, it was all about putting something back into society.
“When I was a third-year student at Exeter University, I remember being stood on the platform at Exeter St David and hearing people slating the railway. At the time, the Class 220 Voyagers were coming in and they were taking away the standard HST sets. It wasn’t really going to plan and people were really attacking the rail industry. That was when I thought that rail was an industry where I could make a difference.”
And make a difference, he certainly has. In fact, he’s truly made his mark.
Onwards and upwards
Paul’s nomination came about due to his work leading the development of the GRIP 1-3 feasibility studies for the South Rail Systems Alliance (SRSA).
Formed in 2019 by AECOM, Colas, and Network Rail, the SRSA is a 10-year framework that harnesses the benefits of collaboration to drive efficiency and tackle challenges head on. It was formed at a time when Network Rail needed to demonstrate that its funds, received from the taxpayer, were being well invested.
“Initially, I was working with the development team, and our role was to support Network Rail in defining the problem and helping to develop a plan. It involved working with multiple stakeholders, managing many different requirements, and deciding how to do the best job for the benefit of the taxpayer.
“Much of my role involved dealing with differing opinions and finding the best compromise. We had a brilliant team with staff from AECOM, Network Rail, and Colas, who all had a lot of ideas. It was about using all of our skills to meet a common objective.”
Since celebrating his RailStaff Awards triumph, Paul has gone on to be come AECOM’s professional head for engineering management – rail, structures and ground engineering. And while the work he’s done with SRSA has gone a long way to earning this achievement, the buzz around his RailStaff Award win certainly hasn’t hurt.
And although Paul was the winner on the night, he refuses to hog the limelight.
“Though it was in individual award, none of what was achieved would have been possible without a team of colleagues who have become friends,” he says.
“I’d like to thank Network Rail’s Mike Aldis and Dave Cowley; Wales Cheung, Sae Ah Yoon, Dave Stinton, Sujeet Chandra, and Jon Barry at AECOM; and Steve Miller, the project director for SRSA and my line manager. He has helped guide my career in AECOM over the last seven years and I am indebted to him.”
The words of a truly deserving RailStaff Award winner.
The superb staff at Great Britain’s 2,500 railway stations face a multitude of challenges every single day.
With responsibilities ranging from maintaining cleanliness and safety, to assisting passengers with inquiries, selling tickets, dispatching trains, and much more, they’re expected to maintain a cheery demeanour, even when confronted by difficult customers.
This is why the RailStaff Awards proudly celebrates the frontline heroes who keep our stations running smoothly.
Ray of sunshine
Aaron Koduah, who was born in Ghana and moved to the UK in 2004, lifted the Station Staff Award in 2019 when he was working on the gateline at Crewe station for Virgin Trains. He received 17 submissions from customers and colleagues for providing a ray of sunshine on even the dreariest of days and having a huge impact on the customer experience.
He regularly wrote inspiring motivational messages on the station’s welcome board, which drew the attention of passengers as well as celebrities including Olympic cyclist Joanna Rowsell Shand and comedian and quiz king Paul ‘The Sinnerman’ Sinha. Aaron channelled this positive energy into publishing a book, Developing A Strong Mindset, which features a collection of his favourite quotes.
Winning the Station Staff Award has led to greater things for Aaron, who is now a train manger at Avanti West Coast, as well as a motivational speaker and life coach.
“Winning the 2019 RailStaff Award was a great privilege which continues to open up new and exciting opportunities such as featuring in Avanti’s recruitment magazine, to winning Virgin’s Star of the Year Award,” says Aaron.
“The award was given to me by Sir Richard Branson, who selects 100 of the best employees from the 72,000 within the Virgin group of companies. Due to my exposure at the RailStaff Awards, I was selected as one of the 100 Virgin Stars of the year 2019.”
On a roll
But it didn’t stop there. The awards kept rolling in, says Aaron.
“In 2022, my newfound exposure helped me to win another award back home in Africa where, after news spread of my RailStaff Award, I was nominated for the Africa Impact Makers Award, which I went on to win. The annual award honours Africans around the world who are achieving and inspiring others and I was so surprised to win as I faced some very tough competition.”
The Station Staff Award has boosted Aaron’s belief in himself, allowing him to advance his career at Avanti West Coast.
“The confidence the RailStaff Award gave me has encouraged me to develop myself and is a proud moment that I recalled during my interview for the role of train manager. The interviewer was aware of my achievements and the positive contribution I made to Virgin Trains / Avanti West Coast, as well as the wider rail network.
“The RailStaff Award has had a tremendous impact on my career. It’s made me feel very highly appreciated and inspired me to achieve more.”
And that’s exactly what the RailStaff Awards exist for.
Exceptional service is expected of all of the railway’s customer-facing employees and the RailStaff Awards celebrate the teams and individuals who have truly excelled in meeting passenger’s needs with the Customer Service Award.
Southeastern’s Margaret (Maggie) Capps is the epitome of everything our judges look for in a winner, and after receiving an amazing 31 nominations she was awarded the top prize in 2019.
Maggie was nominated for her devoted service to Etchingham station in Sussex, where she brightens the village station with vibrant floral displays and is a part of the fabric of the community. Her expert knowledge ensures everyone is safe in times of disruption, and her calm, professional, ‘can do’ attitude means the single-manned station runs like clockwork. She puts her success down to really caring about the people she serves.
“Customer service is all about knowing the customer, she says. I have a personal relationship with each of mine. I know if somebody if upset or something is wrong. My customers share their lives with me, letting me know if they have a hospital visit, or if a family member has passed away. I’ve seen their children grow up and go on to do great things. It’s about being a part of their lives and part of the community.”
Indeed, one customer who nominated her for the 2019 Award, said they can get to London quicker via other stations, but they choose Etchingham because of Maggie.
Local hub
Maggie is an advocate for the importance of single-manned stations and, having worked at Etchingham for many years, she worries that their role is often overlooked.
“Our small stations are amazing,” she says. “But people don’t know enough about them. Not only do I run the station, sell tickets, and point people in the right direction, but the station also plays a key role in the local area.”
“When I won the award it was a huge deal for me. I didn’t think I had a chance because we’re a small station. I was so proud that my customers had taken the time to nominate me and that a station like Etchingham was getting the recognition it deserved.”
Maggie has stayed at Etchingham since winning the award, and even though she could now retire she prefers to continue working on a part time basis.
“I think you need something to keep your brain whirring,” she says. “Also, I didn’t want to lose touch with my customers, and they all encouraged me stay on.”
She continues to make sure the station is a hub of the community and it recently won second prize in the Southeastern in Bloom competition, a result of Maggie’s and the Etchingham community’s, hard work and green fingers.
Maggie is an inspiration, working beyond all requirements and making the customer experience a truly personal one. She is the embodiment of everything the RailStaff Awards stand for.
Carlisle Support Services tells RailStaff why it’s decided to cut down on the use of sub-contractors, and bolster its commitment to recruitment and training.
In April 2024, Carlisle Support Services made the decision to stop using subcontractors for its core non-specialist roles in front-line security, events, and cleaning operations. The company stated that this move was part of its broader commitment to promoting ethical labour practices and aiming to elevate industry standards.
Margins are often low in the security industry which gives providers little flexibility to recruit and train staff in-house. As a result, they often rely on subcontractors to meet fluctuating demand. This in turn drives down pay rates to unsustainable levels, high staff turnover, and subsequently affects the overall quality of service delivery.
Aiming to steer the industry away from such practices, Carlisle decided to remove its diminishing usage of subcontractors. In doing so, the company invested heavily in staff recruitment and development across all operational levels and focused its attention on long-term workforce planning and mobility across contracts. This process involved gradual progress with mass training strategies, including the completion of ACT and SCaN training modules by all Carlisle team members by the end of 2024 to maximise in-house capabilities.
This move further solidified the company’s commitment to investing in people and creating a positive and rewarding workplace, while providing exceptional security and FM services to its clients.
Carlisle Director of Rail Strategy Steve Cere says: “We believe that by investing in our people, we are investing in the future of our company and the rail industry as a whole. This initiative has already been transformative for our company, leading to better staff retention and a more cohesive and collaborative working environment.
“It has reduced risk, improved efficiency, and enhanced the overall quality of service.
“By understanding our people, their skills, and their suitability for various roles, we ensure they are fully trained, inducted, and provided with progression opportunities for a fulfilling career.”
By prioritising employee growth and development, Carlisle cultivated a skilled and dedicated workforce, achieving unprecedented success in internal mobility. This year has seen:
47.5% of salaried roles filled by existing employees.
27.5% of these promotions come from frontline teams.
58% of new salaried employees transitioned from hourly paid positions.
“These figures highlight our success in creating clear career pathways and providing opportunities for our staff to advance within the company, says Steve.”
“By nurturing talent from within, we foster a culture of loyalty, engagement, and high performance. Our employees feel valued and motivated, leading to increased job satisfaction and reduced turnover.”
Removing reliance on external contractors has been a transformative move, allowing Carlisle to enhance quality control, improve efficiency, and ultimately deliver superior levels of service. It also presents new growth opportunities for employees, empowering them to take ownership of their work, which contributes to the organisation’s overall success.
“By combining our focus on talent development with our commitment to self-delivery, we are building a strong foundation for the future,” says Carlisle Support Services CEO Paul Evans.
“We are proud to be an industry leader in people development and security, and we look forward to continuing to grow and evolve as a company.”
Carlisle hopes its leadership will inspire other industry leaders to prioritise ethical labour practices. By doing so collectively, self-delivery can become the norm, raising industry standards while minimising buyer pressures to reduce labour costs. Ultimately, this can help attract much-needed new talent to the industry.
About Carlisle Support Services
Carlisle Support Services is an established supplier for the Rail industry with over 20 years’ experience in the sector. The company employs more than 2,300 frontline staff working across the full spectrum of customer-facing roles, including customer service, retail, revenue protection, cleaning, and safety-critical. Carlisle enjoys longstanding and highly successful relationships with the majority of the current train operators.
Liam Johnston, executive director of railway mission, reminds us of the efforts of the rail industry during the first and second world wars, and the importance of remembering those who lost their lives.
Each November, the UK railway industry plays an important role in commemorating Remembrance and Armistice services, honouring the contributions and sacrifices made during the First and Second World Wars. The significance of this participation extends beyond simple tradition; it acknowledges the unique and critical role the railways played in these historic conflicts.
During both World Wars, Britain’s railways were pivotal to the war effort. Trains transported troops to the front lines, evacuated children from bomb-threatened cities, and delivered vital supplies such as munitions, food, and medical equipment. Railway workers themselves were heavily involved in the war, with thousands enlisting to serve in the armed forces. Many of these men and women never returned, and the railway industry lost a significant number of its workforce to the wars.
By actively participating in Remembrance and Armistice services, the railway industry preserves the memory of those employees who sacrificed their lives for their country. These acts of remembrance help ensure that the stories of railway workers and the broader impact of rail transport during the wars are not forgotten. They highlight the interconnection between industry and national service, emphasising the role civilian sectors can play in times of crisis.
Additionally, participating in these services fosters a sense of unity and respect within the railway community today, linking past and present generations. It also serves as a reminder to the public of the importance of the railway industry in the nation’s history, not only as a backbone of the British economy but also as a critical element in the nation’s wartime resilience.
In taking part in these services, the UK railway industry shows respect for its past, while continuing to shape its future with the same spirit of service and dedication.
You can find a list of services that have been arranged on the Railway Mission’s website: www.railwaymission.org. Railway Mission is a national charity which provides a regionally-based chaplaincy service and aims to be an impartial ‘friend’ to all those who work on the railway.
Regardless of faith, gender, sexual orientation or position in the industry, chaplains offer face-to-face year-round support, especially during an individual’s time of loneliness, stress, depression, bereavement or illness.
It offers pastoral care to the entire railway community and to members of the public affected by rail operations.
With just under three months to go until the start of a year-long celebration of 200 years of the modern railway in 2025, plans are being finalised to mark this historic milestone and explore rail’s past, present and future role in national life.
At an event in Darlington on 19 September, Jake Kelly, Network Rail Eastern region managing director, encouraged organisations and communities to embrace Railway 200, a once-in-a-generation opportunity to celebrate the railway’s far-reaching impact on how we live our lives and how it’s shaping a more sustainable future.
The event announced the programme for a nine-month international festival across County Durham and Tees Valley from March to November next year, as part of Railway 200. Inspired by the opening of the Stockton and Darlington Railway (S&DR) on 27 September 1825 – a journey that gave birth to the modern railway – S&DR200 will present a series of free large-scale outdoor spectacles, events, exhibitions and new art commissions at world class venues.
Rail Minister Lord Hendy said: “Since the first passenger train entered service almost two hundred years ago, our railways have become integral to millions of lives, bringing communities closer together, opening up new opportunities for business and driving economic growth across the country.
“Railway 200 presents an exciting opportunity to unite the wider public in recognition of our rail network and the brilliant people who keep it running. I hope this year-long series of events and celebration encourages the next generation to consider a career in rail.”
Make some noise
The 200th anniversary will kick-off with an evocative ‘Whistle-Off’ of vintage locomotives at 12 noon on 1 January 2025 at sites across the UK, spearheaded by the Heritage Railway Association.
There will also be a national Railway 200 seat sale in early 2025, offering heavily discounted train travel for great days out, as announced this month by the Secretary of State for Transport.
Over three fun-filled days in August, train builder Alstom will host ‘The Greatest Gathering’ at its historic Litchurch Lane Works in Derby, showcasing the largest temporary assembly of trains and rail-related exhibits in a generation.
Other highlights include planning a touring exhibition train, named ‘Inspiration’, to criss-cross Britain, creating a buzz at mainline stations, heritage railways and rail freight depots. The train is being developed in partnership with the National Railway Museum, part of the Science Museum Group. It will consist of different interactive exhibitions exploring the past, present and future of rail.
As well as celebrating the anniversary, the train aims to inspire schoolchildren and others to consider a career in the rail industry, shining a spotlight on the diversity of roles available for people from all backgrounds. It has been supported by a £250,000 grant from The National Lottery Heritage Fund.
At least 400,000 people – including school groups and families – are expected to visit the train. Its itinerary is being developed and will be confirmed early next year.
Packed itinerary
Elsewhere, other plans include:
The National Railway Museum’s 50th birthday celebrations, including the summer re-opening of its refurbished and refreshed Station Hall.
Railway 200-related activity, including a summer festival, at Locomotion museum in Shildon, on the route of the original Stockton and Darlington Railway.
A Railway 200-themed Community Rail Week in May, from the Community Rail Network.
A rail festival in Sussex from June to August, organised by the Bluebell Railway, which aims to attract more than 80,000 people, including 18,000 schoolchildren learning about STEM-related careers in the railway.
A celebration and awards ceremony in London in July to coincide with the 150th anniversary of the Railway Industry Association, representing rail’s supply chain.
Commemorative events at: the National Trust cottage in Wylam, Northumberland, where rail pioneer George Stephenson was born; Holy Trinity Church, Chesterfield, where he is buried; and Stephenson College, Durham University, where he is honoured.
These, and other events across the UK, are being publicised on a new interactive map on the Railway 200 website.
Other activities include anniversary-related train namings, open days, heritage trails, rail staff and public events, commemorative books, exhibitions, competitions, school and public talks, steam shows, site visits, murals, quizzes, and charity fundraising.
Look to the future
Speaking on behalf of Railway 200, Jake Kelly, Network Rail Eastern region managing director, said: “Railway 200’s ambitious programme not only embraces the railway’s historic roots, but also looks to future innovations and how the industry adapts to modern-day challenges to get people and goods to where they need to be.
“Whether you are a frequent traveller, simply live by the railway, or are an engineer of the future, all are invited to take part in this huge programme of events, to celebrate the 200th anniversary of an invention born in the North East which has gone on to transform communities across the globe.”
Railway 200 is a partner-led programme of activities and events across the UK, supported by the rail industry, the UK Government, Transport Scotland, Transport for Wales, the Northern Ireland Executive, rail and business bodies, civic and community groups and a wide range of other partners, including Visit Britain and the Museums Association.
Bonnie Price, CEO of Young Rail Professionals (YRP), reflects on her time at InnoTrans 2024, the world’s largest trade fair for transport technology.
InnoTrans is a pivotal event for the rail sector. With over 3,000 exhibitors from around the globe, the exhibition halls buzzed with energy and enthusiasm. It was inspiring to see how companies are pushing the boundaries of technology, from advancements in electrification and automation to the integration of digital solutions that enhance operational efficiency and passenger experience.
The rail industry is at a critical juncture, and the commitment to reducing carbon footprints was palpable. Many exhibitors showcased innovative solutions aimed at achieving net-zero emissions. As young professionals, we are particularly excited about these developments as they align with our values and the future we envision for the industry. Empowering the next generation
For us at YRP, a significant highlight of InnoTrans 2024 was the emphasis on youth engagement and professional development. Some of our corporate members and industry partners kindly provided YRP the space to exhibit and network with their clients. Such events included the AtkinsRéalis executive dinner; The Young Rail Professionals’ networking event held with Railway Gazette; and the YRP talk on ‘What do we need to do to prepare and attract the skills of the next generation?’ at the AtkinsRéalis stand.
The talk attracted a diverse group of attendees eager to hear the YRP’s perspective and it was heartening to see established, senior industry leaders actively engaged in the perspectives of young talent, fostering an environment of collaboration and knowledge exchange. The insights shared by both seasoned professionals and emerging leaders underscored the necessity of a united approach to tackle the evolving demands of our industry and the oncoming skills chasm. YRP was hosted at the British Embassy by RIA, where the YRP CTO and National Secretary attended the reception to mix with other corporate members and key industry players to discuss the YRP agenda.
Looking ahead
As we move forward from InnoTrans 2024, it is clear that the rail industry is on the brink of transformative change. The innovations presented at the event are not just trends; they represent a shift towards a more sustainable, efficient, and inclusive future. How the industry responds to this change will decide who enjoys the feast this innovation provides, and those who survive in the famine of the future talent responding to the rail industry’s need for the next generation with the skills of the future.
At Young Rail Professionals, we are committed to being at the forefront of this evolution. We will continue to advocate for the involvement of young professionals in shaping the future of rail, ensuring that our voices are heard and our ideas are implemented.
Elevating junior team members
As we reflect on the insights gained from InnoTrans 2024, it is essential to highlight the profound benefits that arise when senior industry figures actively include junior team members in discussions, decision-making processes, and networking opportunities. This approach not only fosters a culture of diversity and inclusion but also enhances effectiveness and innovation within the rail sector.
Diversity and inclusion are not merely buzzwords; they are essential components of a thriving workplace. When senior leaders prioritise the inclusion of junior team members, they create an environment where diverse perspectives will flourish. This diversity of thought is crucial in an industry that is constantly evolving and facing new challenges.
By engaging younger professionals, who often bring fresh ideas and different viewpoints, senior figures can drive innovation and creativity. YRP has many senior industry figures who are generous with their time to assist with the YRP agenda. Personally, I would like to see InnoTrans 2026 and other industry conferences have senior industry figures taking along a junior counterpart as standard practice, something culturally we need to change as an industry. We at YRP would like to see a future where it becomes standard practice that all senior industry figures have a ‘shadow’ junior staff member in attendance with them.
Moreover, a diverse workforce reflects the communities we serve. The rail industry must cater to a wide range of passengers, and having a team that mirrors this diversity ensures that we are better equipped to meet their needs. By including junior team members from various backgrounds, we can develop solutions that are more inclusive and accessible, ultimately enhancing the passenger experience.
Bridging generational gaps
One of the most effective ways to foster inclusion is through reverse mentoring, a practice where junior team members mentor senior leaders. This dynamic not only empowers younger professionals but also provides senior figures with valuable insights into emerging trends, technologies, and the expectations of the next generation of workers and consumers.
At InnoTrans 2024, we witnessed numerous discussions around the importance of reverse mentoring. Senior leaders who embrace this practice can gain a deeper understanding of the challenges faced by younger employees, including issues related to work-life balance, mental health, and career aspirations.
Building connections for future leaders
Inclusion also opens the door to invaluable networking opportunities for junior team members. At events like InnoTrans, the chance to connect with industry leaders is a game-changer for young professionals. When senior figures actively involve junior team members in networking events, they not only help them build essential relationships but also instil confidence and a sense of belonging within the industry.
These networking opportunities can lead to mentorship relationships, collaborative projects, and even job offers. For junior professionals, having access to a network of experienced industry figures can be instrumental in their career development. It allows them to learn from the successes and challenges of others, gain insights into different career paths, and discover potential opportunities that they may not have considered.
Creating a culture of inclusion
To truly harness the benefits of including junior team members, senior industry figures must commit to creating a culture of inclusion. This involves actively seeking out the opinions and ideas of younger professionals, providing them with platforms to share their insights, and recognising their contributions to the organisation.
As we move forward in the rail industry, let us embrace the power of inclusion. By valuing the perspectives of junior team members, we can cultivate a more innovative, diverse, and resilient workforce. The future of rail depends on our ability to collaborate across generations, and by doing so, we can ensure that our industry not only meets the challenges of today but also thrives in the years to come.
In conclusion, the benefits of including junior team members in discussions and decision-making processes are manifold. By fostering diversity and inclusion, embracing reverse mentoring, and providing networking opportunities, we can empower the next generation of rail professionals to lead with confidence and creativity. Together, we can build a brighter future for the rail industry.
InnoTrans 2024 has reaffirmed my belief in the potential of our industry and the vital role that young professionals will play in its future. Together, we can drive the change needed to create a rail system that is not only innovative but also sustainable and accessible for all.
RailStaff brings you the latest top-level recruitment news from the past two months.
Mona Sihota becomes PWI president Network Rail has announced that Mona Sihota, head of drainage and lineside, has been appointed as president of the PWI.
Mona brings over 35 years of experience working in the railway industry, including 22 years at Network Rail, and has led projects in design, construction, and asset management. In 2016, she became Network Rail’s first head of drainage, responsible for overseeing the management of the whole of the rail network drainage infrastructure.
Mona said, “I am very honoured. The PWI dates back to 1884 and steeped in railway history. It now offers me a unique opportunity to collaborate with industry leaders and drive forward initiatives that will shape the future of railway infrastructure.
“For me, the impact of extreme and adverse weather on our railways has been profound. I know from firsthand experience that the industry cannot work in isolation. Fostering collaboration and sharing innovations is key to improving and creating a more efficient and sustainable railway network that will ultimately enhance the industry’s resilience to climate change.”
Mona, who previously held the post of deputy president of the PWI, assumed the presidency in July and will serve a one-year term.
The PWI provides technical knowledge, advice, and support to the rail industry worldwide and works closely with leading organisations and government bodies, influencing and directly impacting industry training, management and competency standards.
Chris Clarke joins Northern from TfL Northern has appointed Chris Clarke as its new head of operational delivery in the North West.
Clarke, from Stockport in Greater Manchester, has previously spent 13 years working at Transport for London (TfL).
At TfL he was responsible for resource planning of the 6,000-station staff on the London Underground as well as leading on major IT projects for the operations team. He also spent five years as operations manager for the Victoria line.
Clarke made the move to Northern in January 2022, joining the train operator as a disruption controller before becoming regional improvement manager in August 2022.
Commenting on his appointment, Chris Clarke, commented: “I’m really enjoying my time at Northern.
“The North West represents a huge part of the Northern network and I’m looking forward to getting stuck in and helping to improve service reliability for customers.”
Systra appoints sustainability lead Accomplished sustainability manager Riona Ainge has been appointed to lead Systra’s sustainability efforts, focusing on reducing carbon footprint and broadening social value.
The role has been created to support Systra to deliver the four key pillars within its sustainability mission; social purpose, climate action, responsible business, and environmental stewardship.
Riona joined Systra four years ago, starting as a consultant in the Planning and Consents Team on the Main Works Civils Contract for HS2. She was then seconded to the role of sustainability manager for the Balfour Beatty Vinci Systra JV, working on the delivery of Old Oak Common Station (OOC).
She is part of the Next Generation Leadership Team (NGLT), sitting alongside other early career professionals to bring new perspectives and challenge to the business, and was a finalist for the Women in Construction and Engineering (WICE) Awards in 2024 and the prestigious Young Railway Professional of the Year 2023.
David White, director of Health, Safety, Security & Sustainability at Systra, said: “Riona’s appointment marks a step-change in the future of our sustainability mission at Systra.
“She brings a wealth of expertise and enthusiasm to this important role, and it is clear she is determined to drive genuine change and momentum across the business. I am very much looking forward to working with her on taking our sustainability mission forward.”
Riona added: “I am delighted to take on this important role for Systra, which aligns with my core values towards enhancing the environment and generating social value in our projects.
“My first priorities will be establishing our carbon management programme and creating distinct opportunities to deliver meaningful and lasting social value in the communities we serve.”
New business lead welcomed at Heathrow Express Heathrow Express, has named Aoife Considine as its new business lead.
A chartered engineer, Aoife previously worked at Heathrow Express between 2018 and 2020 in the role of professional head of engineering. In this role she oversaw the safe maintenance of the previous fleet of trains, managed the leasing of trains to TfL Rail prior to the introduction of the Elizabeth Line, and supported preparations for the closure of Old Oak Common depot.
After earning her MBA from Imperial College London, Aoife returned to Heathrow in May 2023 as head of commercial strategy & planning, where she led capital investment initiatives.
Aoife said: “I am thrilled to be returning to Heathrow Express. Having worked closely with the team in the past, I’ve seen first-hand their commitment to innovation, safety, and providing an exceptional service to our customers, whilst continuing to enhance the customer experience and drive forward new opportunities for growth.”
Carlisle welcomes new director of transport security and policing Carlisle Support Services announces the appointment of Allan Gregory as the new director of transport security and policing. After recently retiring from his role as the assistant chief constable for British Transport Police (BTP), Allan joins Carlisle to provide subject matter expertise to further support its well-established client base within the rail and transport sector.
With 32 years of experience within BTP, Allan brings a wealth of expertise within the industry having been responsible for operational performance across England, Scotland, and Wales. He also oversaw volume crime investigation, community and stakeholder engagement, use of force, stop search, custody operations, the Special Constabulary, and neighbourhood policing.
In his new role at Carlisle, Allan will work closely with the company’s director of rail strategy and the senior security and policing advisor to deliver a National Transport Security and Policing Solution. As a result, he will serve as the primary liaison with key stakeholders such as the Department for Transport, Home Office, Security Industry Authority, and more.
Allan has a strong track record of collaboration between policing and security resources in relation to the UK’s railway network and this experience will be paramount to tailoring Carlisle’s approach to policing within the transport industry.
On his appointment, Allan said: “I am delighted to be joining the Carlisle Support Services family. I am eager to learn, and it will be really interesting to see the UK’s railway network from a different perspective. I want to draw on my experience in policing in order to support Carlisle’s focus on the sector. I look forward to meeting the operational teams, our customers, and other key partners.”
New chief finance officer at GTR Govia Thameslink Railway (GTR), has announced that John Gerrard has been appointed as its chief finance officer (CFO) and will begin the role in November.
John will bring significant experience to GTR – he is currently lead finance director at Great British Railways Transition Team (GBRTT). There, he has been responsible for leading the team that has created new, whole industry financial tools and insight so that, for the first time, industry leaders can see the full picture on costs and revenues, including how they interact with each other across the system.
Within GBRTT he has also been a member of the fares, ticketing and rail reform Programme Board providing support and steer. He has also held a number of senior roles during 15 years at Network Rail.
Ralph Pidlsey, GTR’s current CFO, will retire this week. Having joined GTR in 2022 Ralph has been instrumental in supporting GTR’s recovery following the global pandemic.
Angie Doll, GTR’s chief executive officer, said: “I’m delighted to welcome John to GTR. He’s had an impressive career and will be a great addition to my team and the wider organisation. Not only are his technical skills excellent, but John is a natural collaborator with a keen eye on getting the best value for the customer.”
John said: “As a customer of GTR I’m very familiar with its services and I’m proud to join and be a part of the UK’s biggest railway operator. It’s a very important time for the industry and there’s a great opportunity for GTR to show how it can innovate to deliver value for money for customers as well as financial sustainability. I’m looking forward to meeting my new colleagues who I know work incredibly hard to serve their customers, and I’m excited at the prospect of using my skills and experiences to help improve GTR’s services for the hundreds of thousands of customers who use them.”
New managing director at Greater Anglia Martin Beable has joined Greater Anglia (GA) as its new managing director. He returns to the company from Transport UK, where he has been the new trains and fleet director since October 2023.
Martin previously spent nearly five years as GA’s engineering director, where he helped to oversee the full fleet replacement programme and boost performance. He also led the upgrades for key train maintenance depots at Ilford and Norwich Crown Point and secured excellent commercial relationships with suppliers.
Commenting on his return to GA, Martin said: “I am delighted to be returning to GA as its new managing director. With new trains right across our network and industry-leading punctuality, we are well placed to keep on improving rail services for customers and communities throughout our region.
“Everyone at GA is committed to delivering the best possible service, day in, day out, and I am passionate about the role the railway plays in ensuring East Anglia is a successful and sustainable place to live and work.”
Martin succeeds Jamie Burles, who is taking on a new role at Network Rail’s Eastern Region.
Jamie said: “I am proud to have been part of a great team at GA which has delivered a transformation in train services in our region over the past decade. We made a commitment to a positive step change in service quality, with new trains and better performance, and we have fulfilled that pledge.
“I am sure Martin Beable will maintain that cycle of continuous improvement, to provide even better services for passengers.”
Laura Shoaf named chair of Shadow Great British Railways The Transport Secretary has appointed Laura Shoaf as chair of Shadow Great British Railways (SGBR). In the role, Laura will help drive the Government’s overhaul of the railways, bringing senior leaders together to deliver improvements for passengers and work towards a more unified rail system. SGBR will also help design Great British Railways.
Before leading the WMCA, Laura was managing director of Transport for West Midlands where she oversaw a multi-million-pound transport investment package for the region. She was the first female chair of the Urban Transport Group, which comprises transport leaders from across the UK, and supported the industry on its recovery from the Covid-19 emergency.
A recognised expert who has advised on national policy, Laura was also one of the UK’s first Transport Champions for Tackling Violence Against Women and Girls. Her experience will be key in making the rail network more accessible and safer for all passengers.
Transport Secretary Louise Haigh said: “Establishing Shadow Great British Railways is a significant step towards delivering a unified railway with passengers at its heart by bringing together track and train – and it’s fantastic we have someone of Laura’s calibre to drive forward reforms.
Laura said: “I recognise the great power that our transport network plays in our day to day lives, but in order for it to work, and in order for it to keep opening up these opportunities, it has to be built around our passengers and freight users.
“It is my privilege to have been asked to chair Shadow Great British Railways, and my focus will be ensuring people are at the heart of the railways and to ensure this remains a focus for years to come.”
As chair, Laura will be tasked with ensuring SGBR’s leadership drives forward plans for improvement and challenging industry to deliver, while ensuring the interests of passengers, freight users and taxpayers remain at the forefront of everything SGBR does.
TRU announces new managing director James Richardson has been announced as the new managing director of the Transpennine Route Upgrade (TRU), the multi-billion railway electrification scheme delivering faster, cleaner and greener journeys for millions of people across the north of England.
Highly experienced in major programmes, James is currently managing director of the Skanska Costain STRABAG joint venture delivering the HS2 London tunnels.
James said: “Leading this ambitious infrastructure programme of national importance is a huge source of pride for me. It will benefit millions of people by improving the connectivity between towns and cities.
“TRU is making fantastic progress and already demonstrating how complex infrastructure can be delivered safely and efficiently. I can’t wait to get started working with such talented teams and individuals in order to see that continue to develop.”
Welcoming James, Rob McIntosh, Network Rail’s North West and Central managing director, said: “Given the scale of our works – one of the biggest programmes in Europe and carried out on a live railway – I am really happy we’ve appointed a very capable leader who can manage our unique challenges and lead TRU to continued success.” James will take up his post on TRU in the new year.
GTR appoints first ever security improvement manager Hannah Lindsay has become Govia Thameslink Railway’s (GTR) first ever security improvement manager.
Hannah joined GTR as a rail enforcement officer (REO) in 2019, where she worked on the frontline keeping customers safe for four years. Now GTR’s first-ever security improvement manager, Hannah has turned her attention to cracking down on antisocial behaviour as part of the train operator’s £2.5 million Antisocial Behaviour Improvement Plan.
“I’ve always been passionate about security and policing from my time as a Rail Enforcement Officer, so when I saw the security improvement manager role I applied straight away, because I want to help drive change so our customers and colleagues feel safe on our network. My role is one of several new positions GTR is investing in to bolster our safety and security teams, so I’m excited to make a difference over the next 12 months.”
One of Hannah’s first projects will be supporting stations through the Secure Station Scheme, which is run by the Department for Transport (DfT) and British Transport Police (BTP). Stations can receive accredited status by ensuring crime is monitored, reported and investigated properly.
“The crucial element to the Secure Stations Scheme is to review potential patterns behind crime to put preventative measures in place. For example, if a station has a problem with graffiti and vandalism, we must identify how we can increase the risk of detection, implement additional surveillance techniques and review how we can communicate and engage with people in that area to resolve that issue.”
Arriva appoints Chris Hardy to management board Arriva Group has appointed Chris Hardy to its management board as group business development director.
Chris joins Arriva having spent 11 years at Mobico (formerly National Express Plc) where he was managing director of the Coach Division and prior to that group commercial director. Chris’ extensive experience in the transport sector will be valuable to Arriva at a time when it’s looking to grow across Europe.
Prior to his time at Mobico, Chris worked at KPMG, developing a strong corporate finance background. He has proven experience in international transport market development and has led a number of successful businesses. Mike Cooper, CEO of Arriva Group said: “This is an important appointment for the execution of our strategy and I’m looking forward to welcoming Chris to the leadership team.
“We will benefit from the wealth of experience he brings with him to Arriva as we look to grow our business and consolidate our position as one of Europe’s leading passenger transport companies.
“We have a strong ambition for this company and Chris will be an instrumental addition to the management board at a critical point in our journey.”
OnSite names new managing director Specialist rail sector contractor OnSite, a South Staffordshire PLC business, has announced the appointment of Joel Stevens as its new managing director, following an external selection process.
Joel joins OnSite from utilities and low carbon infrastructure management business MUJV, where he was managing director. Before this, he held senior roles at Veolia Water UK and May Gurney Utilities, which has since been acquired by the Kier Group.
Charley Maher, CEO of South Staffordshire PLC, said: “I am delighted to welcome Joel to OnSite and the wider South Staffordshire Plc Group. He brings with him extensive experience in operations, commercial strategy, and business development which will be instrumental in driving OnSite’s continued success and expansion. This is a key appointment for our Group as we continue to grow.
I look forward to him joining us later this year, and to the OnSite leadership team continuing to drive the business forward to deliver for our clients, employees, and wider community. I’d like to take this opportunity to also thank Andrew Lobley, Interim MD at OnSite, for the significant progress and contribution he has made to the business in a short period of time as he moves on to his next role within our Group.”
Stephen Barker named SLC Ireland lead SLC has appointed Stephen Barker as regional lead for Ireland, reinforcing its commitment to advancing rail development in Northern Ireland and the Republic of Ireland.
The rail consultancy has supported clients with over 100 rail projects across Great Britain and is now expanding to help new clients in Ireland.
Stephen, who has over 30 years’ experience working on the railway, possesses a unique blend of skills that can assist Ireland with its rail ambitions, having worked on a wide range of similar projects in Great Britain from inception to completion. His experience spans new station builds, major station refurbishments, line extensions, and reopenings. He also played a key role in establishing the case for East West Rail.
“While much of my expertise lies in the early stages of planning and development,” Stephen explained, “I’ve also been involved throughout the entire project lifecycle, so I understand the challenges that follow the planning phase of a rail project.”
“Like many of my SLC colleagues, I have also had front-line experience of delivering a train service and being part of the day-to-day operation of a train operating company, so I understand how those projects influence the daily operation and how they must be designed to suit what the operators need to deliver rather than be designed alone as engineering schemes.”
Stephen joined SLC in 2023 and has spent a lot of time understanding and pursuing opportunities in Ireland. Stephen continues: “If you turn the clock back 20 years in Great Britain, I was involved in many similar schemes to those being set out in the All-Island Strategic Rail Review. These also focused on growing patronage on the railways and were also transformative.”
He added: “Even if only a fraction of the All-Island Strategic Rail Review is taken forward, it will transform rail travel and address some of the imbalances between different modes, both for passengers and freight.
“I feel very excited by the scale of ambition within the review.”
Two friends who have worked on the railway across the North East for a combined 63 years are set to hang up their hats and begin retirement.
Martin Rodger (right) and Wayne Seddon (left) work for Northern at Newcastle station in Tyne and Wear.
Martin, from Cramlington in Northumberland, is the lead driver team manager at the station and along with other driver team managers, including Wayne, is responsible for line managing over 100 train drivers based in the region.
Martin joined what was then British Rail as a trainee in 1985 before going on to become a driver’s assistant. Between 1986 and 1987 he spent time at depots in Glasgow and Edinburgh as well as a short period at Buxton in Derbyshire.
His first train driver job in 1988 took him back up to the North East at Blyth Cambois depot and by 1992 he was working out of Newcastle station. He became a driver instructor in 1998 and a driver team manager in 2000 before finally being made lead driver team manager in 2016.
On his retirement, he will have 39 years’ service on the railway – just three years short of the 42 years’ service his dad gave to the job – who he says encouraged him to join the industry.
Wayne, who lives in Hartlepool in County Durham, joined the industry in 2001, working in the booking office at Middlesbrough station. Within the year, he progressed on to become a driver at the depot in Darlington before becoming a driver instructor at Darlington in 2006.
He was promoted to driver team manager in 2013 and held that role for the next 13 years. In 2021, he moved to join the driver team managers at Newcastle station after managing depot drivers at Heaton for eight years.
Both have described their driver team manager roles as very rewarding – saying the railway really is a job for life if you want it. Martin said: “It’s a fantastic job – if you don’t mind setting your alarm clock for 3am.”
Since arranging their joint retirement party, Wayne has agreed to stay on for a further three months, to see the team through the upcoming December 2024 timetable change, which is always a busy period for drivers.
Wayne added: “This job has given me so much – when we started planning for the upcoming timetable change, I decided it was the least I could do to help the team. I’ll be joining Martin in the retirement lounge very soon!”
Jason Wade, regional director for Northern in the North East, said: “Martin and Wayne have put in one hell of a shift for the industry – helping hundreds of drivers over the years as they joined the industry, learned the ropes and got customers from A to B.
“The fact that, despite already planning their joint retirement party, Wayne has agreed to stay on for an extra few months to help the team during what is always a busy period – goes to show what sort of guys they are.
“Everyone at Northern in the North East will really miss these guys. We wish them all the best for their retirement.”
Following the successful launch of its SwiftLine Rail Dropper in 2023, Gripple, the leading manufacturer of electrical suspension and catenary systems, has announced Network Rail has approved its latest innovation, the SwiftLine Rail Jumper, aimed at driving efficiency in rail electrification.
Giving installers the power to electrify overhead lines faster, safer and more effectively, the SwiftLine Rail Jumper is designed with end-users in mind. Its unique Auto-Torque Lever and V-Spring Fixings ensure easy, tool-free installation, with minimal training, offering contractors a significantly faster and easier to install solution versus traditional parallel groove (PG) clamps. Fully conductive and attached in seconds, the SwiftLine Rail Jumper ensures continuous conductivity between the contact and catenary wires even at high temperatures. The Auto-Torque Lever makes the clamp quick and easy to install and adjust and is pre-set to ensure right first time install.
Designed for lasting performance, the SwiftLine Rail Jumper offers best-in-class cable protection, with strain relief fixings preventing damage at key bend points. This extends the life of the jumper cable by up to four times compared to traditional methods, vastly reducing the frequency of expensive replacement and maintenance work.
From component manufacture and assembly, to packing and testing, SwiftLine Rail Jumper is manufactured, end to end, at Gripple’s in-house facilities in Sheffield, UK. B-Corp certified, Gripple operate a vertically integrated supply chain, giving them the ability to control product consistency, quality and supply.
Martin King, Rail Business Development Director at Gripple, said: “Expanding our SwiftLine Rail offering, the SwiftLine Rail Jumper is another revolutionary product for rail electrification and we are delighted to receive Network Rail approval. One of the biggest challenges in the electrification journey is the slow manual install of traditional droppers and jumpers coupled with the time restrictions of rail possession windows. Making installations faster, easier and safer, and packed with features to benefit end-users, the SwiftLine Rail Jumper allows engineers to install with total confidence and peace of mind, all within budget and time constraints.”
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