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).
Both photo credits: Southeastern.
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.
Arriva Rail London (ARL) has appointed Charlotte Whitfield as the company’s new operations director.
Charlotte joined ARL in 2017 as a general manager and took on the customer experience director role in 2021. Over the past eight years, Charlotte has steered several successful customer experience initiatives, from the introduction of the Night Overground to the naming of the London Overground lines.
Charlotte has worked in the transport industry for the duration of her career, having started as a graduate at FirstGroup.
“I was based in bus depots and was very much thrown in at the deep end, including learning to drive a bus,” Charlotte recalls. “For a month, I drove a route in Manchester. That experience is something I’ve kept in the front of mind in my role at Arriva Rail London. It’s important to understand the daily challenges frontline colleagues face, whether station employees or train drivers.”
Following her time at FirstGroup, she held management roles at G4S Global and Arriva Bus.
Steve Best, managing director at Arriva Rail London, said: “I am thrilled that Charlotte will be taking on the role of operations director. Throughout her time at Arriva Rail London, Charlotte has consistently delivered to ensure we provide a leading service for our customers.”
Sensonic, a pioneer in fiber optic sensing for the rail industry, today announced the appointment of Ashish Upadhyay as its new Chief Executive Officer, effective immediately.
Mr. Upadhyay brings a unique and comprehensive background combining deep expertise in core railway systems, signalling, infrastructure project management, and the increasingly critical field of technology and cybersecurity.
Ashish joins Sensonic from Cylus, a global leader in rail cybersecurity, where he served as Director for the Asia Pacific region. In this and previous Country Director roles, he grew the business from start-up and was instrumental in expanding the adoption of advanced cybersecurity solutions to protect railway and metro companies across Australia, India, Singapore, Hong Kong, Japan, South Korea, Thailand, and other key markets in Southeast Asia.
Prior to his focus on cybersecurity at Cylus, Mr. Upadhyay spent over five years at Alstom. There, he held progressively senior roles including Project ATC Leader and Product Owner for an innovation program he founded focused on AI, Security, and IoT. Earlier in his career, he managed signalling and telecommunications works for national rail infrastructure projects at Rail Vikas Nigam Limited (RVNL) in India.
“Ashish’s experience in delivering critical and innovative rail technology solutions in global markets will stand him in good stead to lead Sensonic into a successful next stage growing its presence exploiting the advanced information technologies we have developed.” said previous CEO, Alok Sinha.
Alok continues to serve on the Sensonic management board, after managing the successful investment process of Kaynes Technology as a new majority shareholder. Alok continues, “This strategic move ensures a smooth transition together with an injection of new energy in Sensonics continued focus on empowering railways with insights to revolutionise their operations.”
Sensonic uses advanced fiber optic sensing technology to provide real-time infrastructure monitoring and actionable insights for railway operators worldwide. The company’s solutions help prevent derailments, enhance security, and improve overall network performance.
“I am honoured to lead Sensonic at this exciting juncture,” said Ashish. “Rail networks worldwide are under increasing pressure to enhance safety, efficiency, and sustainability. Sensonic’s technology transforms existing fiber optic cables into intelligent, real-time monitoring systems – offering rail operators unprecedented visibility into their networks.”
“I look forward to working with our talented team to push the boundaries of what’s possible, leveraging AI and IoT to drive innovation and create intelligent, self-learning rail networks. Together, we will empower railway operators with the tools they need to enhance performance, prevent disruptions, and shape the future of rail transportation globally.”
VTG Rail UK has appointed Marc Hurn as its managing director. Marc has been promoted into the role from his previous position as the sales and marketing director of the company, which he had held since 2023.
He takes over from Colin Denman, who has been promoted to the position of chief customer service Officer (CCSO) based from VTG’s headquarters in Hamburg, Germany.
Marc said: “I’m honoured to become managing director of VTG Rail UK. This is a great company with a fantastic team and I’m proud to be leading from the front. As the UK’s largest wagon lessor, we have an established pedigree in providing high-quality service for our customers. I am committed to driving VTG Rail UK forward with continued growth and harnessing ground-breaking innovations that benefit the entire rail freight industry.”
He added: “I would like to thank VTG’s Colin Denman, who has been a great mentor to me in my time with VTG and I look forward to continuing to work closely with him as he moves into his role as CCSO.”
Marc has over 22 years’ operational, frontline, sales and marketing experience gained across national and global organisations.
Chris Fowler will take on the role as Managing Director for GTS, the future operator of the Elizabeth line.
GTS is a joint venture between Go Ahead, Tokyo Metro and Sumitomo Corporation and will be responsible for operating the Elizabeth line from 25 May 2025.
Chris joins GTS from Govia Thameslink Railway (GTR) where he is Network Operations Director and is responsible for performance on one of the UK’s largest and most complex rail operations.
GTR manages four rail companies and is responsible for almost 20% of all UK rail journeys. It operates over 1 billion journeys every year and is a leader in adopting new technology, including leading the introduction of digital signalling on the UK mainline rail network.
Chris’ experience spans both private and public sectors with his current role split with Network Rail Sussex. He started his career with Transport for London where he held roles including Train Operations Manager and Chief of Staff to Managing Director. He has also served as Customer Services Director at GTR’s Southern Railway and as interim Managing Director for Southern Railway and Gatwick Express.
Patrick Verwer, CEO, Rail, Go-Ahead said: “Chris will make an excellent partner to Transport for London with his knowledge that strong partnership between private and public sector is vital in delivering the best service for customers. His expertise and leadership will help us build on the success of the Elizabeth line as GTS takes on the responsibility for operating the most popular railway in the country, on behalf of TfL.”
Chris Fowler added: “I’m delighted to be appointed as the Managing Director of GTS. The Elizabeth line has already transformed travel in London, becoming the UK’s busiest rail line. It’s a shining example of how investment in our capital’s transport network can drive economic growth and help enrich lives every day; as a proud Londoner, I’m excited for GTS to build on this success. By working with colleagues across the network, we will unlock the line’s full potential as a world-class railway, be a fantastic place to work, and represent London’s position as a global leader in transport.”
Jake Kelly has returned to Network Rail’s North West & Central Region (NW&C) as its new regional management director.
With over 25 years in the rail industry, Jake brings a wealth of track and train experience in regional, national and strategic roles.
Jake has set out his three priorities for the region to deliver the best, most reliable and efficient railway for its customers and communities:
Every minute matters by running a punctual and reliable railway as this is what passengers and freight users deserve, which will also attract new customers and grow revenue.
Ensuring everyone gets home safe every day following safe working methods to keep passengers and freight users on the move.
Being financially sustainable through spending every pound that is entrusted to us wisely.
Looking ahead, Jake is focussed on empowering our people to do the right things for our customers and communities ahead of Great British Railways transition. He is also committed to building the best possible workforce from the diverse communities the NW&C Region is proud to serve to futureproof the railway.
Jake said: “I am delighted to be back on NW&C region to lead the dedicated and passionate people who serve the economies, diverse communities and world-beating tourist destinations from London Euston, along the Chilterns Line and up to the West Midlands, North West and Scottish Borders.
“Since I was last here in 2021, the railway and the political landscape have changed. I am also a different person and will draw upon my new experiences to lead this fantastic region.
“While our focus must be to run the most safe, efficient and on time railway to build people’s trust and drive economic growth, I will bring a focus on track and train integration with our partners. This is to get the industry in a good shape ahead of the formation of Great British Railways.”
Jake is no stranger to NW&C. In 2015, as managing director of East Midlands Trains, Jake understood the complexities of the North’s railways, overseeing services that passed through central Manchester’s Castlefield corridor. He then joined Network Rail as NW&C’s passenger director in 2019, responsible for major enhancement projects, such as the Manchester Transformation plan, East West Rail, and HS2 On Network works, as well as future West Coast Main Line passenger and freight services’ growth strategies.
In 2021, he undertook a national role as Group Director for Network Rail’s system operator function before becoming Eastern’s regional managing director in 2023.
Austrian-Swiss railway firm Rhomberg Sersa Rail Group is restructuring its project business and placing Sandra Resch and Manfred Fitz at the helm.
Sandra and Manfred will jointly take the lead, as former Managing Director Robert Kumpusch steps down from his position at his own request. Resch previously served as co-managing director, while Fitz is newly appointed to the role.
“With Sandra Resch and Manfred Fitz, we have gained a leadership duo that will successfully advance and sustainably expand our comprehensive range of services for the efficient, high-quality, and on-time execution of railway infrastructure projects,” said Thomas Bachhofner, CEO of Rhomberg Sersa Rail Group.
Recently, the company has gained attention through securing several major projects, including the railway technology installation and slab track system for the Koralm and Semmering tunnels, as well as its participation in Deutsche Bahn’s innovative alliance projects such as the ‘Neues Werk Cottbus’, the expansion of the Gäubahn and Residenzbahn (Karlsruhe to Stuttgart), and the Fehmarnbelt link between Germany and Denmark.
Resch will oversee accounting and taxation, controlling, reporting & treasury, human resources, and SHEQ (safety, health, environment, and quality), as well as commercial management. A native of Graz, she holds a doctorate in law and has previously worked as an auditor and tax consultant. Before joining RSRG, she served as CFO for a Europe-wide power line construction company.
“Sandra is a proven expert in accounting, controlling, taxation, and law, with extensive experience in commercial project management,” said Thomas. “With her expertise, we will be able to optimally drive our organic growth in the DACH region and internationally.”
Fitz earned his degree in process engineering with a specialisation in business, law, and quality at TU Vienna. Before joining RSRG in 2022, he held leadership roles for over 10 years at an international plant engineering company, managing project and portfolio management, process and plant engineering, site management, procurement, and support functions on a global scale. He also played a key role in the reorganization and integration of new business units.
Since joining RSRG, Fitz has served as managing director international, contributing to the establishment of the Nordics branch in Copenhagen and overseeing the UK business unit. In his new role, he will be responsible for all operational areas across all regions, as well as digital services, products, and R&D.
Network Rail’s Anglia Director, Ellie Burrows, has been appointed chair of RSSB’s System Safety Risk Group (SSRG). She takes over the chair from Steve Murphy, CEO of MTR UK.
SSRG promotes collaboration through the industry’s shared strategy: ‘Leading Health and Safety on Britain’s Railway’ (LHBSR). This sets out the opportunities to improve across 12 key risk areas as well as industry’s own capabilities, helping to keep Britain’s railways among the safest in the world.
By working together across organisational boundaries, the railways establish good practice and can respond to shared risks more easily.
In addition to her role at Network Rail, Ellie has been Train Services Director at Southeastern, as well as being a Fellow and Deputy Chair of the Chartered Institution of Railway Operators.
On her appointment, Ellie said: “I’m delighted to be taking the helm of the System Safety Risk Group at what is a critical juncture for our industry. The railways are embarking on reform, and with change comes risk.
“I want to ensure the industry retains its collaborative spirit and shared commitment just as I also want us all to take full advantage of RSSB’s data and brainpower to drive us forward.”
RSSB’s Director of System Safety and Health, Ali Chegini, said: “I welcome Ellie Burrows as our new SSRG chair. While Britain’s railways are fundamentally safe, there are a number of emerging risks that are starting to cause industry, policy makers and the regulator concern, so we cannot rest on our laurels.
“With Ellie on board, SSRG can ensure the industry collectively stays on its toes, remains alert to the risks and focusses attention on the right action as the right time.”
The Railway Mission is pleased to announce Andrew Mitchell as the new chaplain for Newcastle and the Northeast of England, taking over from Helen Bartlett as she steps into retirement after faithfully serving the railway community.
Andrew, fondly known as Andy, brings a wealth of experience and a heart for community service to his new role. Before joining Railway Mission, Andy led a community project in West Auckland, where he oversaw The Well, a coffee shop and community hub that also provided vital services such as a foodbank, financial support, and listening services.
Andy expressed his excitement about his new journey: “Over the past couple of weeks, the people I’ve met have been very friendly, and I’m grateful for their support. I look forward to serving the people on the railway network in the best way I can.”
Andy, a family man who enjoys flying drones and capturing the stunning landscapes of the Northeast, is no stranger to service and compassion. Alongside his wife, grown-up children, grandchildren, and a Springer Spaniel named Rosie, Andy finds joy in everyday life and the opportunity to follow Jesus.
As Andy steps into this role, the Railway Mission would like to extend its heartfelt gratitude to Helen Bartlett for her dedication and service. Helen’s impact on the lives of railway workers and their families has been immeasurable.
Liam Johnston, Executive Director of Railway Mission, shared his thoughts: “Helen has been a beacon of hope and support for so many in the Northeast, and we wish her God’s peace and blessings as she begins this new chapter of her life. We are thrilled to welcome Andy, whose passion and experience will undoubtedly continue to make a meaningful difference to the railway community.”
As Andy settles into his new role, he asks for prayers for Helen during her transition and for wisdom to support those facing life-changing decisions in the railway industry.
For more information about Railway Mission and its work, please contact: [email protected]
About Railway Mission Railway Mission is a Christian charity that provides pastoral care and support to railway staff, passengers, and communities across the UK. Through its chaplains, the Mission offers a listening ear, practical assistance, and spiritual encouragement to those in need.
Costain has announced the appointment of Alistair Geddes as its rail sector director.
Alistair joins from Balfour Beatty where he held the role of operations director leading its rail system business. In this role he looked after a number of manufacturing facilities, frameworks and projects for clients including Network Rail, Transport for Wales, Transport for London and others in the private sector.
He has also held leading roles for several significant infrastructure programmes including Crossrail, Hinkley Point C Marine Works and the Olympic Stadium transformation. Alistair will support Costain’s strategic focus on growth in strong markets, as well as ensure the business continues to provide predictable, best-in-class delivery to its customers.
Alistair’s appointment comes following a successful period of growth for Costain’s transportation division. Costain recently announced two significant contract awards for HS2, including a £400 million contract to deliver tunnel and lineside mechanical and electrical (M&E) systems as well as a separate award to deliver high voltage power supply systems across the entire line.
Jonathan Willcock, managing director, transportation, at Costain, commented: “UK rail infrastructure is critical for creating a sustainable future and driving UK prosperity through improved productivity, greater connectivity, and job creation. But it faces challenges around resilience, particularly with rising demand and more extreme weather. Alistair brings a wealth of experience that will support our rail sector growth as we continue to deliver the strategic needs of our customers.”
Alistair Geddes added: “Costain has an excellent reputation and heritage in delivering complex rail infrastructure that improves people’s lives. I’m looking forward to drawing on Costain’s breadth of service offerings and expertise from across the organisation to continue providing best-in-class infrastructure services to the rail industry.”
The Rail Safety and Standards Board (RSSB) has appointed Rachael Everard as its new Director of Sustainable Development.
Rachael previously led sustainability at Rolls-Royce plc and has extensive experience in corporate sustainability across transport and energy, particularly in climate adaptation and decarbonisation, human rights and corporate reporting.
Rachael is a chartered environmentalist and a member of both the Institute of Environmental Management & Assessment (IEMA) and the Institute of Corporate Responsibility & Sustainability (ICRS). Rachael holds a MA Honours degree in Sustainable Development from the University of St Andrews.
Rachael will be leading RSSB’s work supporting the rail industry in tackling key sustainability challenges. Although rail is already the most efficient mode of long-distance transport for people and goods, there is a greater challenge for the rail industry – enhancing its impact on the environment, local communities, and society – and delivering net zero.
Welcoming Rachael’s appointment, RSSB’s chief executive Mark Phillips said: “It’s fantastic to welcome Rachael on board as our new Director of Sustainability.
“Rachael’s expertise will be put to good use supporting our members further improve the sustainability of the railway. The rail industry has a unique role in Britain’s future. It’s not just about moving people and freight in a sustainable way, but contributing to education, employment, decarbonisation, nature recovery and improving quality of life.”
On her appointment, Rachael said: “I’m delighted to have joined RSSB at such an exciting time for the rail industry, with rail reform we have a perfect opportunity to really embed sustainability across the sector.
I look forward to working with RSSB members and communities across the wider sector to further implement the Sustainable Rail Blueprint to help create a more resilient and efficient rail network that preserves the natural environment and promotes social inclusion.”
CrossCountry has today, Wednesday 26 February, announced the appointment of Shiona Rolfe as new Managing Director, taking effect from Saturday 1 March.
Shiona brings a wealth of strategic and operational leadership experience from a 20-year career in the private and public sector.
She joins CrossCountry from Amazon where she headed up the fulfilment operation in South West England and West Yorkshire. Prior to this she held a number of senior positions at Royal Mail, culminating in Service Delivery Director, Southern region. In this role, Shiona led all aspects of the supply chain in a region covering half the UK and led on delivery of complex and detailed changes to improve customer experience and performance.
Interim Managing Director Scott Maynard will work closely with Shiona over the coming weeks to ensure a smooth transition, ahead of standing down.
Shiona Rolfe, incoming Managing Director of CrossCountry, said: “I am excited to be joining the CrossCountry team and am looking forward to working with colleagues to deliver high-quality rail services across the many communities that we serve.
“At a time when the rail sector is undergoing significant change, CrossCountry is committed to improving its services to meet the needs of its passengers and serving as a trusted partner to Government”.
Amanda Furlong, Interim Managing Director of UK Trains at Arriva said: “Shiona joins CrossCountry at an important time for the business, when progress is being made to improve services across the network.
“Her proven track record of delivering transformational change and operational excellence will be crucial in providing the leadership needed to improve performance and drive the business forward.
“I look forward to working closely with Shiona to help deliver the outstanding service CrossCountry customers deserve.”
The Railway Mission is pleased to announce the appointment of Mameri Eze as a new Trustee, bringing with her a wealth of experience in project management, financial stewardship, and workplace well-being. Mameri’s background in the rail industry, coupled with her passion for mentoring and personal development, makes her an invaluable addition to the Mission’s leadership team.
Mameri, a senior project manager at Great Western Railway (GWR), has led complex projects and driven strategic initiatives throughout her career. She also co-chairs GWR’s Future Employee Network, supporting early career professionals and helping to shape career development pathways. “Having worked closely with railway staff, I’ve seen the immense pressures they face every day,” she says. “The Railway Mission plays a crucial role in providing pastoral care and emotional support to people across the industry, and I’m excited to help strengthen and expand that work.”
The UK rail industry continues to face significant challenges, from modernisation and operational changes to the mental health and well-being of its workforce. Mameri believes the Mission’s chaplaincy services are more relevant than ever. “Railway workers, whether on the frontline, in offices, or in leadership, deal with high-pressure environments, unpredictable incidents, and demanding schedules. The Railway Mission’s work provides a safe space for people to be heard, supported, and encouraged through these challenges.”
As part of her new role, Mameri is committed to helping the Mission grow its reach and impact. “I want to see the Mission expand its presence across the industry, not only through face-to-face support but also by embracing digital tools that make pastoral care more accessible,” she explains. “My aim is to strengthen the Mission’s partnerships with rail industry leaders, ensuring that well-being support is embedded in the workplace culture.”
Mameri also brings financial expertise that will help ensure the charity’s long-term sustainability. “Good stewardship and strategic growth are key,” she says. “I’m focused on helping the Mission secure resources and build visibility so it can continue supporting railway staff for generations to come.”
Liam Johnston, Executive Director of the Railway Mission, welcomed Mameri’s appointment, saying: “Mameri brings a wonderful blend of industry knowledge, strategic vision, and heartfelt compassion that aligns perfectly with the Mission’s purpose. Her professional insight and her commitment to people will undoubtedly help us extend the reach of our chaplaincy services and support railway staff through both everyday challenges and life’s most difficult moments.”
Alex Volossevich, Chair of Trustees, also expressed his enthusiasm: “We are delighted to welcome Mameri to the Board of Trustees. Her leadership experience, financial acumen, and passion for mentoring will add immense value to the Mission. We look forward to her contributions as we continue to grow, adapt, and serve the rail community with care and integrity.”
Looking ahead, Mameri hopes her involvement will contribute to fostering a stronger sense of care and community within the rail industry. “The Railway Mission isn’t just about offering support in times of crisis, it’s about building a culture where people feel valued and connected. I’m proud to be part of that work.”
The overnight train service, Caledonian Sleeper, has announced the appointment of its new interim Managing Director.
Graham Kelly, the company’s current Commercial and Procurement Director, will take over the role from Friday 18th April. He will succeed Kathryn Darbandi who announced her intention to pursue semi-retirement earlier this year after more than four years in the Managing Director position.
Having joined the Caledonian Sleeper team in January 2015, Mr Kelly has a strong background in guest function experience and the delivery of on-board services.
After performing the role of Guest Experience Director for five years, Mr Kelly took the opportunity to expand his skill set by moving into the role of Commercial and Procurement Director – a position he has held for almost two years.
Prior to his time working for Caledonian Sleeper, Mr Kelly achieved a successful career in hospitality and events, working for a range of hotels on Loch Lomond, before running a highly successful hotel accommodation programme for the Glasgow 2014 Commonwealth Games.
Speaking about his appointment Graham said: “Having been a member of the Caledonian Sleeper team for more than a decade, it is an honour to be stepping into the role of interim Managing Director. I’d like to thank Kathryn for her service to the company and for all she has helped us achieve over the past four years – the team and I wish her all the best.”
Caledonian Sleeper is an overnight train that journeys from the bustling capital in London to Scotland’s quaint towns, vibrant cities and spectacular Highlands. It calls at more than 40 destinations across the UK.
To find out more about overnight rail travel between London and Scotland, visit www.sleeper.scot.
Hanson & Hall Rail Services Solutions Ltd has appointed Paul Willerton to the position of managing director. Paul has been with the company since the beginning of 2023 and has been promoted from the position of head of human resources planning and talent acquisition. He takes over from Jason Hall, the founder of the business.
After a period of significant growth, Jason has decided to take a step back from being the focal point and leader of the business to concentrate more on his family and outside interests. The business has grown substantially under his stewardship, looking after major mothballing programmes during the Covid pandemic and gaining an operator’s licence for both freight and passenger work during 2021 and 2022.
The industry has changed during this time and, in order for the business to continue to grow and flourish, a person with new vision, abundant energy and enthusiasm will help drive the business forward into its next chapter. Jason will remain a valued member of the operational team and focus on his passion for train planning and operation maintaining the close relationships he has formed with the customers that have helped grow the business.
Paul has a rail industry pedigree extending from depot operations to project leadership, in business development, operations, and Human Resources management. As the Managing Director, Paul will focus on building relationships across the industry allowing the business to continue to grow in its core offering and diversify into new products and services.
Paul commented, “I am honoured to become managing director of Hanson & Hall Rail Services Solutions Ltd, and I’m grateful to Jason and the management team for the opportunity to drive this company’s growth at an exciting time for the UK rail sector. I’m looking forward to building upon the relationships with our fantastic customer base, and to forging new partnerships as we expand our rail services offering.”
He continued, “There’s a great team here, and the combined expertise and experience gives me the confidence that we can continue to deliver beyond our customers’ expectations.”
Sir Andrew Haines, chief executive of Network Rail, has advised the board that he has decided to retire from the company in October 2025.
Sir Andrew Haines joined Network Rail in August 2018. During his seven years as chief executive, Andrew has maintained a relentless focus on putting passengers first to make Network Rail a more customer-facing organisation and drive improved performance.
His leadership through the challenges of the Covid-19 pandemic ensured the railways continued to run safely and efficiently for key workers and critical goods. Following the publication of the Plan for Rail in 2021, Andrew was tasked with establishing interim arrangements for the creation of Great British Railways. He has been a leading force in the work to date to bring track and train together to create an integrated railway with passengers at its heart.
Speaking on behalf of the board, Network Rail’s acting chair Mike Putnam said: “Andrew has been an exceptional leader for Network Rail at a critical time in the history of Britain’s railways. He has secured reforms that will lead to a more reliable railway, while maintaining a continual focus on safety and performance.
“His vision, leadership and ambition for an integrated, simpler railway that will deliver a significantly better experience for passengers has been at the heart of the creation of Great British Railways.
“I’d like to thank Andrew for his unwavering dedication and leadership of Network Rail over the last seven years.”
Heidi Alexander, Secretary of State for Transport, said: “I’d like to thank Andrew for the commitment and leadership he’s shown over the past seven years. He provided stability during the most challenging of periods and ensured the railway kept running throughout the pandemic and through national industrial action.
“His vision and support has been vital as we establish Great British Railways – one of this government’s biggest reforms. His work has been a key part of our efforts to deliver a simpler, more efficient railway, with passengers at its heart.”
Sir Andrew Haines commented: “It has been a privilege to lead Network Rail through a time of such change and transformation for Britain’s railways, and I am proud of the progress that we have made on performance, safety, reliability and customer service.
“After seven years as chief executive, as Great British Railways starts to progress through legislation and into implementation, I have decided it is the right time for me to retire.
“I am a passionate supporter of the principles behind Great British Railways and the once-in-a-generation opportunity it presents to create an integrated railway that delivers a better service and experience for passengers, stakeholders and colleagues. It has been a privilege to lead this transformational journey to date.”
An Avanti West Coast employee has completed her final working day on the railway after a notching up a 35-year career covering a multitude of roles.
Karen Grimshaw, Avanti West Coast Station Manager at Stockport, led the team of 47 people for the last time at the Greater Manchester station, which sees over 400 trains depart each day.
Karen joined the railway in January 1989, aged 24, after a desire to change careers when she saw a job advert in the local newspaper. She previously worked at a McVitie’s factory packing biscuits.
Her first role on the railway was a carriage cleaner at Longsight depot – where Avanti West Coast’s Pendolino fleet are now maintained. Karen then moved to Davenport station working in the Ticket Office before taking up the role of ‘chargewoman’ at Manchester Victoria station, which involved dispatching trains and leading a team of platform assistants.
Following maternity leave, Karen returned to the railway as a mobile cleaner that saw her cleaning trains while in passenger service. She took the of ‘chargewoman’ again but at Stockport station, before travelling the West Coast Main Line as a Revenue Protection Inspector.
Karen then worked as an Onboard Manager – looking after traincrew based out of Preston and Carlisle, followed by Liverpool and Manchester.
For the last 15 years, she has worked as a Station Manager at locations in the North West and Midlands, including Manchester, Stockport, Macclesfield, Crewe, and Stoke-on-Trent.
While working in these roles, Karen attained a Level 5 Diploma in Management and Leadership – one of her proudest achievements.
Karen’s son, Adam, followed in her footsteps – joining the railway nearly 10 years ago as a Customer Service Assistant on the platforms at Macclesfield station. He is now a Train Manager at Macclesfield Piccadilly and credits his mum for choosing a career in rail.
“My mum inspires me. She’s shown me that hard work and dedication outweighs anything”, said Adam.
“Since starting on the railway, I’ve received amazing comments from colleagues in various roles telling me how much respect and appreciation they have for my mum. This inspired me and showed just how much of an impact my mum has had on the railway and colleagues”, he added.
Karen said: “It’s been a true pleasure working alongside colleagues and I’m incredibly grateful for the memories I have from my time onboard and at stations. It’s the teams I’ve worked with that have made my time on the railway a special one. There’s way too many of them to thank and I’m so privileged to have been part of the journey. While I’m excited for this new chapter, I’ll miss being part of the team.”
RailStaff is sad to announce the passing of Chris Jennings, head of Trevelyan Training, who died on 17 February 2025.
Supported by his wife Sheila, who passed away a few years ago, Chris’s dedication to the industry was beyond expectations.
Between them, they provided a service which bolstered the safety of track workers, ensuring they understood the rules and their responsibilities. Chris and Sheila were deeply passionate about their work and always gave their best.
Their efforts earned them the Network Rail Training Provider Of the Year award in 2004.
‘They were like a mother and father to me,’ said Karl Howe, trainer/assessor, at Howe to Train Ltd.
“They took me under their wing and helped me progress from being a P-Way operative to winning the Trainer / Assessor of the Year award at the Railway People HR, Recruitment & Skills Awards 2014.
“Chris had so much knowledge and was so keen to ensure that others gained from this. He will be sadly missed and will leave a void in the industry.”
ScotRail has strengthened its commitment to promoting a safe railway environment with the expansion of its Travel Safe Team.
Nine new members of the team, who will be based at Haymarket station in Edinburgh, are now in place – marking a 33 per cent increase from 27 to 36. From the base at Haymarket, the team can serve the east of ScotRail’s network, both on train and in stations.
The Travel Safe Team has been a significant success since its introduction in 2021, taking a proactive approach to helping to keep people stay safe across the country.
The team works closely with British Transport Police to support staff and customers both on trains and in stations, which includes being visible day-to-day across Scotland’s Railway, and taking a targeted approach to hot spots, or major events.
ScotRail continues to make considerable investment to improve safety on the rail network, including a £1.6million investment to triple the number of body-worn cameras to tackle anti-social behaviour, and hiring more people to double staff late-night trains on several routes on the network.
In December last year, the ‘Respect our rail workers’ campaign was launched by Cabinet Secretary for Transport Fiona Hyslop MSP alongside ScotRail, Network Rail, the British Transport Police, and trade unions.
The campaign urges customers to consider the lasting impact that violence or abuse can have on someone, and reminds everyone that there is a person behind every uniform.
Scotland’s Railway also has one of the largest CCTV networks in the UK, with more than eight thousand cameras, monitoring more than 360 stations. As part of a £2 million improvement to the CCTV network, cameras are now equipped with intelligent video analytics at 60 stations which can monitor movements in real time and support authorities in any follow up investigations.
With the Travel Safe Team members now based in Paisley and Haymarket and able to operate across large parts of ScotRail’s network, more customers will have the chance to experience the positive impact they have on the journey experience.
Fiona Hyslop MSP, Cabinet Secretary for Transport, joined new Travel Safe Team members on duty on Edinburgh Waverley to see first-hand their work in delivering a safe environment for staff and customers.
Phil Campbell, ScotRail Customer Operations Director, said:
“I am delighted to see the new members of the Travel Safe Team join ScotRail and it really helps to demonstrate our commitment to delivering a safe railway for everyone.
“The team does a fantastic job every day to promote a safe environment both on trains and in our stations, and the new team members will help to deliver even more.
“We are continuing to invest across the business in measures to improve safety, with our CCTV network, body cameras, and enhanced staff presence, all playing a critical role in making Scotland’s Railway a welcoming place for everyone who uses it.”
Fiona Hyslop MSP, Cabinet Secretary for Transport, said:
“We want more people to choose to travel by public transport for work, study, and leisure. A key part of making the decision to travel by train includes an element of feeling safe.
“We know by increasing staff visibility, many passengers will feel safe. This further expansion of the ScotRail Travel Safe team is welcome news as we are providing secure employment that makes a difference.”
Carrington West is proud to announce its contribution to the newly launched Infrastructure Diversity Charter, a landmark initiative designed to promote greater equity, diversity, and inclusion (ED&I) within the UK’s infrastructure sector. Developed in collaboration with leading industry partners, the Charter sets out a framework to attract, retain, and progress a more diverse workforce, promoting a workforce more representative of the Uks infrastructure users and helping to address critical skills shortages in the built environment sector.
The Infrastructure Diversity Charter is built on five core diversity principles: Attraction, Retention, Progression, Leadership, and Data & Feedback. By embracing these principles, organisations across the sector can take meaningful action to create a more inclusive and representative workforce.
Carrington West is proud to have been invited to contribute to the development of the Charter, by sharing expertise and best practices, and is featured as a case study showcasing its commitment to ED&I within the recruitment process. Through initiatives such as inclusive job descriptions, and the promotion of diversity-driven hiring strategies, Carrington West continues to drive positive change in the sector.
“The launch of the Infrastructure Diversity Charter is a huge step forward for the sector. By widening access to opportunities, we can help bridge the skills gap and ensure infrastructure projects are delivered by a workforce that truly reflects the communities they serve.”
The infrastructure sector is facing acute skills shortages, with a lack of diverse talent exacerbating recruitment challenges. Women currently make up only 22% of junior roles and 9% of senior roles in infrastructure *, while the construction workforce remains 85% male, 94% able-bodied and 94% white**. The Charter aims to drive structural change by providing organisations with practical guidance on improving workplace inclusivity.
James Fernandes, Managing Director at Carrington West, added:
“We are proud to support the Infrastructure Diversity Charter and share our expertise in inclusive recruitment. As a leading recruiter in the built environment, we understand the critical role diversity plays in strengthening the workforce and driving innovation. This Charter provides an essential framework for the industry to work collaboratively towards a more equitable future.”
The launch of the Infrastructure Diversity Charter marks the beginning of an ongoing industry-wide effort to drive meaningful change. Organisations across the sector are encouraged to adopt the Charter’s principles, share best practices, and actively contribute to a more inclusive infrastructure industry.
It seems a bit late to say Happy New Year, but as this is the first edition of 2025 I feel no shame in doing so. The start of a new year is an opportunity for change and here at RailStaff we’re starting to do things in a new way. This issue will be our first all-digital offering as we trial a new means of bringing you the latest news and insights.
We’re going to take our time and see how it all works out. If you’re all on board with jumping into the digital age, we’ll stick with this 21st century model of publication. If we find you prefer the more tactile and nostalgic experience of print, we’ll accommodate your needs. Let’s all take some time to mull over the benefits of each, and we’ll make a decision by the end of the year.
Keeping to the theme of new beginnings, the start of the year is a time that many consider their career ambitions and seek out new opportunities. This issue’s focus on Careers, Recruitment & Training includes insights from recruiter Advance TRS, a preview of new venture CETO Talent, and an overview of the challenges facing employers and candidates in 2025. We also report on the exciting new initiative Rebuilding Futures Alliance, which aims to change lives and tackle the recruitment pressures affecting the entire transport industry.
2025 marks the 200th anniversary of the birth of the modern railway, specifically the opening of the Stockton & Darlington Railway on 27 September 1825. Railway 200 is year-long nationwide partnership-led campaign to honour the event and a wide variety of activities and events will celebrate rail’s remarkable past, present, and future.
Along with bringing you an update on the latest reports from the Rail Accident Investigation Branch, Colin Wheeler uses this opportunity to consider how technological change can make the future of rail much safer and how age-old concerns still blight the safety landscape. We also catch up with Richard Hines, HM chief inspector of railways and director of railway safety at the Office of Rail and Road (ORR), to discuss his historic role and how the ORR helps make the network safer for those who work and travel on it.
In other features, the Confidential Incident Reporting & Analysis Service (CIRAS) explains how identifying hidden concerns can help reduce risk and how building a culture of listening and learning is imperative. Bonnie Price, chair of the Young Rail Professionals (YRP) also looks back at Railweek 2025 and encourages organisations to get involved next year.
Finally, we once again begin the countdown to the RailStaff Awards 2025. It’s hard to believe it’s been three months since the last celebration, but we’re already hard at work making the next event another spectacular occasion.
All at RailStaff wish you the very best for the year ahead and welcome you to this new digital experience.
Richard Hines stepped up to the role of HM Chief Inspector of Railways / Director of Railway Safety at the Office of Rail and Road (ORR) in June 2024. In the Railway’s 200th Anniversary year, he discusses his role, his career journey, and the health & safety challenges facing the network.
Hi Richard, many thanks for joining us. To get things rolling could you give us an overview and brief history of HM Railway Inspectorate (HMRI) and the ORR?
I’m ‘only’ the 26th HM Chief Inspector of Railways, a role that can be traced back to Stevenson himself. It’s a hugely prestigious and influential role, and I personally feel a huge sense of responsibility having been recently appointed. His Majesty’s Railway Inspectorate (HMRI – who we evolved from) has been responsible for overseeing health and safety on Great Britain’s railways and tramways and has had a role in the railway since its birth.
The boom of the commercial railway industry in the 1800s meant the Government needed to keep a close eye on the safety of its railways and rolling stock. The first inspecting officers were brought in as The Railway Inspectorate under the Railway Regulation Act, published on 10 August 1840.
The Railway Inspectorate operated for many years as a separate, non-departmental public body, but in 1990 became part of the Health and Safety Executive. It was also granted Royal Status, becoming Her Majesty’s Railway Inspectorate.
In 2006, HMRI was transferred to the ORR and in 2009 was renamed as the Railway Safety Directorate (RSD). In 2015, the name HMRI was reestablished as a way of recognising our rich history and past.
In terms of structure and organisation, the ORR is made up of around 370 people across its whole organisation. That’s covering the main areas of health & safety, economic regulation, consumer matters, roads and highways, as well as other supporting functions. I report to the chief executive, John Larkinson, and he and I are the two executive members of the ORR Board.
My team is around 115 people strong, and that’s a mixture of frontline regulatory inspectors, who are warranted under the Health & Safety at Work etc. Act 1974, as well as the individuals who support the delivery of our regulatory functions – inspector assistants, policy colleagues and business support teams and so on.
If you look at incidents and accidents over the history of the railway, you can see the evolving role that regulators have had in improving the outcomes for passengers, the public, and workers. For a long time, HMRI recommendations were just that – recommendations – and there was no legal requirement to act on them. However, the provision of more mature health and safety legislation made our recommendations enforceable, and that is where you start to see a step-change in the safety of the railways and the wellbeing of its staff.
So how did you come to work for the ORR / HMRI? What is your career background?
I became an apprentice straight out of school, and I’m really proud to say that. It gave me great exposure and experience in electrical engineering, and over my four-year apprenticeship I was really well looked after by some fantastic people within the industry. My employers sponsored me for a degree, and following this I became chartered. My former mentor even covered my night shifts so that I could attend university lectures. I feel so lucky to have received such amazing support!
As an electrical engineer I worked for a company which was prosecuted twice for separate incidents that involved fatalities. It was a good employer, but it did make some mistakes.
After this experience, I was really struck by the role of the regulator and how it could be so impactful in improving standards within the organisation. I saw and experienced how a collaborative relationship could be really transformational.
I joined the Health and Safety Executive in 2008 as a specialist electrical inspector, which was mainly reactive work focussed on the investigation of fatal and serious accidents, but also with proactive inspection work. After around six years I was promoted to principal inspector and after that I moved to a more senior role as head of operations in 2018.
Credit: ORR
I came across to the ORR around four years ago, initially on secondment, as head of the UK delegation to the Channel Tunnel Safety Authority (CTSA) and following that was proud to get the deputy chief Inspector’s job. The two and a half of years I spent as Ian Prosser’s deputy, gave me a brilliant grounding for the role of chief inspector. Ian was really well respected during his 16 years and gave me a great deal of support as I transitioned between the roles. Going forward, what I’ll be doing will be evolutionary, rather than revolutionary.
You’ve been in the role of Chief Inspector for nine months now, what are the main health & safety challenges you are seeing?
Great Britain’s railway health and safety record is among the best in the world. On that basis, we’re starting from a strong position and there have been lots of efforts and initiatives by many people over time to achieve that.
However, there’s more to do across many areas and it is not a time to be complacent. We need companies and organisations to focus on delivering safe operations, every day, without fail, and not to be distracted by things that are happening elsewhere.
We’ve got a significantly Victorian infrastructure married up to modern systems and there are challenges with maintaining and running that. The CP7 funding settlement we now have recognised the fact that we’re operating in a constrained funding environment, but Network Rail has a credible plan for delivery. For the next four years, their job will be to make sure they deliver to plan.
In a practical sense, anything related to climate change is a problem, not just for the future but the here and now. Each region is facing very changeable weather patterns, and we need to make sure that the network, the infrastructure, the assets, are all fit for purpose.
There’s been some good work done by Network Rail in this area over the last few years, for example work on updating its records for drainage assets and developing arrangements to define how they respond operationally to extreme weather events, which is really important. However, there are also some parts of the infrastructure that rely on, for instance, structural examinations and assessments as their primary form of risk control. Making sure that there are no delays to that process and that examinations and assessments are done to time, to the right standard, is really very important.
In terms of rail operations, we continue to see quite a stubborn rate of signal past at danger (SPAD) incidents, and there’s work needed here to define what a medium-term strategy for that might look like. In the context of the recent 25-year anniversary of the Ladbrooke Grove incident, that’s something that really needs to be addressed collaboratively.
We also have a high number of Platform Train Interface incidents across the whole of the rail network – things like track and drag incidents, for example. That’s not just on the main line but also Transport for London, and some of our other sectors such as Heritage. Greater collaboration between each of these sectors might help to improve this.
The Tram sector has made huge changes since the Sandilands incident and the recommendations that came out of the RAIB report, in particular the work around driver vigilance devices, are things that main line rail can learn from. The LRSSB has done a great job in a short amount of time, but I think making sure that there is a sustainable approach to the Tram sector is important.
Finally, in terms of personal safety, everyone should feel safe on a rail journey or while working on the network. Train operating companies are doing a huge amount, working with British Transport Police, to make sure that there are proper arrangements in place and people on the network who can intervene if necessary, but it is an area that needs a greater focus. ORR is exploring what it can do jointly with BTP in this space.
You touched on Heritage Rail there. A spotlight was thrown on safety in that sector towards the end of 2024 – what are your thoughts on that?
Heritage Rail includes around 223 different companies and the capability within the sector is truly amazing. The people working in the sector take a huge pride in what they do and their work is really very impressive.
That said, there’s a wide variability in terms of standards, how effectively they’re implemented, and, in my view. there is a need for greater standardisation. We see evidence of very good practice in the sector from some operators, but there are some gaps in terms of capability in certain locations.
Credit: AdobeStock/Parradee
I think some of that comes down to the sheer diversity of the sector. You’ve got some companies that run main line operations, such as North Yorkshire Moors Railway, and they’re quite significant in their size, employment base, and maturity in terms of health and safety management systems. Then you have some organisations which are run entirely by volunteer staff, have fewer resources to hand, and where health & safety standards may not be so ingrained.
That said, there is a huge commitment from the sector. Certainly, during my four years of working with the heritage sector, we’ve collaborated with the Heritage Railway Association (HRA) quite extensively to arrange workshops and events where we talk about practical control measures and things that the railways need to do to improve their health & safety performance and risk management. They’re always regarded as helpful and we receive very positive feedback from attendees.
You stepped up to the role of Chief Inspector just before last year’s general election. How are you finding the new Government’s approach to health & safety on the railway?
My early analysis is that there are some strong pieces of work underway to make improvements to the overall system by bringing track and train together. In terms of health & safety matters, we’re involved in discussions with the Department for Transport and Network Rail colleagues, and we’ll continue to give impartial, independent expert advice, all the way through the reform process. I do sense there is a strong commitment across the sector and a great sense of coming together to bring real benefits. That seems to be the overriding strategy. So yes, I’m optimistic.
Finally, what are your thoughts on the health & safety environment going forward?
Great Britain has a hugely proud rail heritage and amazing capabilities across the sector. We can unlock this and work together to solve some of the problems that we’re facing. There is a strong commitment within the industry toward improvement and our role is to apply our independent regulatory expertise and insight to make sure this is supported. I’m optimistic and I’m keen to be part of the solution. That’s my plan for the ORR during my tenure as Chief Inspector.
This year will see the celebration of the first commercial railway – the Stockton to Darlington – which was the forerunner of our present guided transport system. We have father and son, George and Robert Stephenson to thank and I look forward to the planned activities which include running in steam the replica of the ‘Rocket’ locomotive.
As I write I find myself surprised by each change of minister in the new Government. The timing of the election and frequency of subsequent resignations is not good for our railways. The formation and setting up of the Derby-based Great British Railways (GBR) should be a top priority. Using the regions to improve focus and speed up change are good intentions. I believe we need high speed railways between Scotland, the North of England, and London as they are best for the environment. Arguably we should aim to reduce if not eliminate passenger and freight flights in our islands.
There are claims that artificial intelligence (AI) is the way to solve most problems, and this may prove to be correct in the long run. Using AI to speed and simplify train driving and signalling as well as the inspection of the infrastructure makes sense. But it will take time and there will be upfront costs. Arguably, using AI to help operate commuter services and haul freight should be cost effective. However, the fatal accident on the London Underground on 26 December is a reminder that new dangers may arise.
Years ago, I remember writing about tram and rail incidents and accidents involving passengers being caught by closing doors and dragged along. Having a personal interest in the Manchester Metrolink system I wrote about their experiences. At one of the recent annual Rail Media Safety Summits, I was surprised when the guest speaker from London Underground made little reference to any trapped and dragged incidents at their stations.
However, back in September 2018 a dreadful accident occurred which should have been a wake-up call for us all. It happened at Borehamwood Station. A retired nurse with a walking frame, luggage, and a Shih Tzu dog called Jonty, boarded a 12-car train, but the doors closed trapping the dog by its lead outside the carriage. The dog was killed when the train moved off and re-entered the tunnel.
Credit: Joshua Brown
Trapped and dragged on London Underground
More recently there have been a series of reported incidents involving London Underground. The Rail Accident Investigation Branch (RAIB) announced on Christmas Eve its intention to investigate and publish a report of an accident that took place on the Elizabeth Line on 24 November last year at Ealing Broadway Station. It was around 00:07 when the passenger’s hand became trapped in the closing door. The passenger ran alongside the train for several metres before being pulled away by a member of staff working on the platform.
The driver was alerted by other passengers, and the train was brought to a halt after around 17 metres. Minor injuries were reported. RAIB announced its intention to investigate. It intends to consider “the actions of those involved, risks associated with boarding and alighting from Elizabeth Line trains, post incident management of the platform-train interface accidents, and underlying management factors”.
In an unusual move, on 6 January this year RAIB launched a witness appeal seeking information about the accident. A request to be welcomed by everyone, I suggest.
HGV crashes onto the railway
A heavy goods vehicle (HGV) crashed off the A74(M) at around 08:00 on 13 December and dramatically ended up on the railway line near Gretna coming to rest after bending a rail. The railway between Gretna and Carlisle was closed as a result, and the lorry driver was subsequently charged with a road traffic offence. The railway line was closed for 11 hours as a result and the Slip Road at Junction 22 of the A74(M) was closed to allow recovery of the HGV.
Passenger train crashes into fallen tree
On 23 December RAIB released report 13/2024 following its investigation of a collision between a passenger train and a fallen tree. The accident happened on 27 December 2023 at around 13:09. On that day the 10:46 Perth to Aberdeen passenger train was travelling at around 84mph when it ran into the fallen tree. There were no reported physical injuries to the 37 passengers and three railway staff on the train. However, the train suffered significant damage to the leading driving cab as can be seen in the picture.
The tree had fallen from the Barnhill Rock Gardens, a public park owned by Dundee City Council. It was brought down during Storm Gerrit following several hours of high winds and heavy rain. Three other trees had been felled before May 2023 increasing the exposure of the tree which fell. Twelve minutes before the collision, a member of the public became aware that a tree had fallen and contacted Network Rail using the public help line. The call handler attempted to pass on the information to Network Rail’s Route Control but the call was not answered until after the accident. Network Rail relies on neighbouring landowners controlling “risks associated with visually healthy trees falling from outside the railway boundary.”
The train driver only escaped injury by crouching behind the driving seat having made an emergency brake application. The driver realised that a collision was inevitable. RAIB’s report comments that the telephone equipment used at Scotland’s integrated control centre did not display missed call information. Since the accident Network Rail has provided helpline staff with an additional number for use in emergencies.
Credit: RAIB
RAIB has recommended that Network Rail consider how technology could assist in the detection of trees subject to altered exposure, including those on third party land. Dundee Council is also to review its management of the trees for which it is responsible to ensure that it is effectively controlling the risk of them falling onto the railway.
Near miss with trackworkers
There was a near miss with track workers at Morton Junction in Derbyshire on 27 November. The 07:26 passenger train was travelling at 78mph when it was involved in the near miss with a group of workers at the junction which is between Chesterfield and Alfreton. Following a preliminary examination RAIB has decided to publish a Safety Digest.
First report of 2025
Report 01/2025 was published on 16 January and relates to a fatality. On 26 December around 13:57 a passenger alighted at Stratford Station on London Underground’s Jubilee Line and sat on a platform bench. At around 14:45 the passenger stood up, stumbled, and fell onto the track. The passenger lay on the track undiscovered for five minutes before being struck by an arriving train that stopped normally.
The passenger’s presence remained unknown while a further three trains entered the terminal platform. The passenger was fatally injured. No other passengers or staff were present. The first train operator did not see the passenger on the track. The report surmises that “the operator may have been distracted by the presence of another operator standing on the platform”. The operator of a third inbound train “saw something but did not recognise what they saw as being a person”. Inbound train operators were not aware of the passenger because the passenger was underneath their respective trains before they departed.
RAIB has made two recommendations both addressed to London Underground Ltd. First, it is to consider “using technology that can detect if a passenger is in a dangerous position and intervene or warn as necessary to stop an approaching or departing train”.
Second, it is to “review the environmental, organisational, and job factors related to operating trains in automatic operation mode to understand how overload may affect train operators”. RAIB has added a learning point to remind staff of the importance of using safety critical communications when reporting and responding to incidents.
