Rail Innovation Exhibition

Rail Business Daily

‘Northern Arc’ Linked By Liverpool-Manchester Railway Could Match Oxford-Cambridge...A concerted focus on the internationally significant investment opportunities in the North West – linked by a new railway – could lead the UK’s economic growth over the next decade, with the right infrastructure and national support needed to unlock untapped potential. A ‘Northern Arc’ – the stretch from the Mersey to the Pennines – is already home to two investment zones, 5.4 million people, and creates an annual GVA of £150 billion and £23.5 billion in exports. Now, Mayors Andy Burnham and Steve Rotheram say that the cumulative impact of a joined-up approach to regional investment, underpinned by delivery of a new railway, could put the North West and neighbouring communities on a par with successful counterparts like Oxford-Cambridge, and support the UK to grow at a faster pace and greater scale. The Liverpool-Manchester Railway is the missing piece of the North’s transport infrastructure, with studies showing it would add £7 billion GVA to the UK economy, support delivery of around 300,000 new homes over 20 years and help create more than 40,000 high-quality jobs by 2050. More capacity on a modern railway would drastically improve connectivity between the region’s internationally significant physical assets including the Port of Liverpool and Manchester Airport – helping boost international trade. It would also foster innovation and a critical mass of industries along a major growth corridor, creating opportunities for young people and attracting, retaining and developing the world’s best talent in the North West. Speaking at an investor round table at MIPIM today, Mayor of Greater Manchester Andy Burnham and Mayor of Liverpool City Region Steve Rotheram outlined how the ‘Northern Arc’ will make a major contribution to the national growth mission. It will do so by creating the right conditions to fuel housebuilding, business growth and innovation, and bolster international trade. The city-regions have also started work with independent economists to understand the full scale of potential of such an economic supercluster, with plans to collaborate with local authorities and the private sector in the North West and across the Pennines border. It will build on the model of the Oxford-Cambridge Arc – now widely regarded as a successful model of attracting investment and innovation. Investment opportunities include regeneration and development opportunities to support advancement in life sciences; advanced materials and manufacturing; low-carbon and net zero sectors; as well as AI and sustainable aviation fuels. Andy Burnham, Mayor of Greater Manchester, said: “Our city-regions have their own growth stories and opportunities, such as the Old Trafford regeneration project and Atom Valley in Greater Manchester. But our combined pipelines of investment opportunities – the Northern Arc – will create a powerful northern engine to fuel national growth, one greater than the sum of our parts. To achieve its full potential, we need a new Liverpool-Manchester railway – a crucial missing link that must be a priority for the UK’s infrastructure plan. “The sheer scale of untapped growth potential of the North means that, with the right government support, the size of the prize could match that of the Oxford-Cambridge Arc. This is not about competing – we are already creating valuable partnerships with Cambridge – it’s about recognising that this approach to creating superclusters can deliver the same, if not greater economic clout in the North West than anywhere else in the country.” Steve Rotheram, Mayor of Liverpool City Region, said: “The Northern Arc represents a once-in-a-generation opportunity to transform the North West into a global powerhouse for world-leading businesses. “In the Liverpool City Region, we’re already primed to lead the way in high-growth industries such as life sciences, advanced manufacturing and low-carbon technologies. And with investments like the £550m Health Innovation Liverpool Campus and the expanding Sci-Tech Daresbury, we’re creating opportunities for businesses to thrive and innovation to flourish. “The Northern Arc is about connecting these hubs with Greater Manchester and beyond. The Liverpool to Manchester railway presents us with a fantastic opportunity to do this. With Government backing, this strategic move will unlock new jobs, drive economic growth, and secure the North’s place at the forefront of the UK’s future prosperity.” As well as unlocking delivery of new homes, the initiative will support established and emerging high-growth sectors to ensure the North becomes home to world-leading businesses and a magnet for talent. In Greater Manchester: The city-region has a ten-year plan to turbocharge growth to deliver £1billion of investment every year over the next decade through a single pipeline. The plan is targeted at six Growth Locations, nationally significant sites with the highest potential to boost the regional economy and bring benefits to all 10 boroughs. It includes the Old Trafford Regeneration Scheme, the biggest sports-led regeneration scheme since the London 2012 Olympics. The area around Manchester United’s Stadium is a key part of the Western Gateway Growth Location, which could unlock 48,000 new jobs, 17,000 new homes, and add £4.2 billion to the local economy. In Liverpool City Region: As the most globally recognisable city-region brand outside London, Liverpool City Region is leveraging its strengths in health and life sciences, AI, and culture to attract investment from global markets. Kyndryl, the world’s largest IT infrastructure services provider, has recently announced plans to establish a new tech hub in the Liverpool City Region, creating up to 1,000 AI-related jobs. Health and life sciences projects include the £38m unique Mental Health Digital Research Centre at Maghull Health Park and the £40m Hemisphere 1 & 2, Paddington Village developments in Liverpool city centre, which is also home to the £200m Infection Innovation Consortium. The Liverpool end of the Liverpool-Manchester Railway features a £2.5bn transformational development opportunity in the regeneration of Central Station right at the heart of the city’s regional commuter network, retail and cultural offers. The opening of Everton FC’s new stadium at Bramley Moore Dock also opens up residential and regeneration opportunities to the North of the city region. The Mayors and Combined Authorities plan to capitalise on greater devolution and closer relationships with Government to work in partnership with institutions, investors and businesses to create new partnership models that unlock investment and growth. That approach is being taken to the Liverpool-Manchester Railway, for which a new board and partnership board – chaired by former Rail Minister Huw Merriman – has been set up to support the development and delivery of the project. It aims to develop a new, bottom-up rather than top-down model for delivering major infrastructure projects, one that involves local and regional leaders that know their economies and communities best, as well as the private sector. Huw Merriman, Chair of the Liverpool-Manchester Railway Partnership Board, said: “The world’s first inter-city railway was built between Liverpool and Manchester by the region’s industrial pioneers. Almost 200 years on, the Mayors and council leaders have set up the Partnership Board which, like last time, aims not just to deliver a new railway for people and freight but a backbone of new economic and social opportunities. “Our objective is clear; to deliver a new railway which delivers faster, more reliable and decarbonised journeys on a new corridor for jobs, homes, green energy production, skills and regeneration. If we deliver this then we can help further transform the region and, with it, the balance of the UK economy.”

railway

13 March 2025

Rail Technology Magazine

The Workforce For A Modern Railway – Online ConferenceKeynote - Brad Smith, Route Operations Manager, Network Rail The event kicked off with a Keynote from Brad Smith. As we explore the impact of renationalisation and the ageing workforce, it becomes clear that the railway industry must rethink its approach to workforce management. Brad emphasised the importance of structuring teams effectively to avoid burnout and ensure operational continuity. With the average shift worker in the UK rail industry working 15% more unsociable hours than the average workforce, careful planning and flexibility in shift patterns are paramount. The generational makeup of the workforce is changing, with Gen Z set to make up over 30% of the global workforce by 2030. Unlike previous generations, this cohort prioritises purpose, flexibility, and personal growth over mere financial gain. Brad highlighted that 70% of Gen Z value job security while also demanding a work-life balance, which necessitates a shift in how the railway approaches talent attraction and retention. Moreover, diversity and inclusion are not just buzzwords; they are essential for operational effectiveness. Brad cited a report indicating that diverse teams are 35% more likely to outperform their less diverse peers. This is particularly crucial in an industry that relies on quick decision-making and problem-solving. By fostering an inclusive culture, the railway can attract and retain top talent, ensuring a workforce that reflects the diverse passengers it serves. Investing in upskilling and cross-training is another key strategy that was discussed. We learnt that apprenticeships and structured career pathways are vital for building future leaders from within the organisation. By harnessing technology, such as AI-driven learning platforms, the railway can provide personalised training, reducing time to competence and enhancing employee engagement. In conclusion, the railway industry stands at a crossroads, with the potential to future-proof its workforce for generations to come. By focusing on a people-centric strategy that embraces resilience, diversity, and continuous development, the railway can navigate the challenges ahead and thrive in an ever-evolving landscape. Panel Discussion - Equality, Diversity & Inclusion The rail industry is a sector that has historically struggled with representation. Our panel, featured industry leaders Jonathan Payne, Raye Fullard, and Kayleigh Spires, and brought personal stories and professional insights to the forefront, shedding light on how the industry is evolving. The conversation began with a critical examination of the terms 'equality' and 'equity,' setting the stage for a deeper discussion on inclusion. The panellists reflected on their own journeys, highlighting the strides made in recent years to create a more inclusive workforce. Kayleigh Spires shared her experience of entering the rail industry and how she witnessed the shift towards greater gender balance, especially in project management roles. She noted that there has been a significant increase in the number of women in leadership positions, but stresses the importance of not just diversity but also inclusion. Ray Fullard emphasised the role of leadership in fostering an inclusive workplace culture. He argued that leaders must be vocal about their commitment to EDI and actively engage with employees at all levels to understand the challenges they face. This transparency is crucial for creating an environment where everyone feels valued and heard. The discussion also touched on the importance of recruitment strategies that target underrepresented groups, particularly those from lower socioeconomic backgrounds. The panellists advocated for outreach initiatives in schools and communities, aiming to demystify the rail industry and present it as an attractive career path. Initiatives like the Beyond Barriers employee network were highlighted as essential for supporting individuals from diverse backgrounds within the industry. As the conversation progressed, the panelists addressed the significance of allyship and the impact of small acts of inclusion in the workplace. They stressed that creating a truly inclusive environment requires ongoing effort and commitment from all employees, not just those in leadership positions. Panel Discussion - Staff Safety, Trackside and Stations Between April 2023 and March 2024, there were 10 non-workforce fatalities, including seven on the mainline, two on the London Underground, and one from a tram collision. Additionally, there were 12 deaths from trespassing, two at level crossings, and 274 suicides or suspected suicides on the mainline. On March 14, 2024, a track worker was nearly hit by a train while searching for a lineside cabinet but was alerted by a member of the public and the train driver's horn, moving to safety just in time. Another incident happened on the October 5, 2024; a road-rail vehicle collided with a trolley near Brading in the Isle of Wight. Separately, a train with technical difficulties travelled for about 10 seconds with five doors open due to brake issues, but no one was injured. As the railway continues to strive to be the safest form of transport, incidents will happen. So, what is the industry doing to provide the safest work environment for its staff and what support is available when things go wrong? This discussion came at a time when safety concerns were at the forefront, especially given the alarming statistics surrounding fatalities and incidents on the railway. . Our guests, Simon Morgan, Head of Corporate Safety for Network Rail, and Ian Boardman, Safety, Health and Environment Director for the Eastern Region, shed light on the measures being taken to ensure the safety of railway workers. They discussed the importance of a proactive approach to safety, focusing on prevention rather than reaction. One key takeaway from the panel is the emphasis on education and community engagement. Stuart Heaton, Managing Director of Learn Live, highlighted the Rail Safe Friendly programme, which aims to educate young people about the dangers of the railway. This initiative has already reached millions of students across the UK, ensuring that the next generation is aware of the risks associated with railway environments. Innovation also plays a significant role in enhancing safety. The use of new technologies, such as GPS tracking and automatic signalling systems, is transforming how safety is managed on the rails. These advancements are crucial in reducing the likelihood of accidents and ensuring that staff can work in a safer environment. Furthermore, the discussion addressed the mental and emotional impact of railway incidents on staff, particularly those who are first responders to tragic events. The need for comprehensive support systems and counselling services was highlighted, ensuring that staff are not only physically safe but also mentally well. As the railway industry continues to strive for safety, the conversation around staff welfare is more important than ever. The panel encouraged people to consider the various factors that contribute to a safe working environment and the ongoing efforts to improve safety standards. Apprenticeships - Panel Discussion Apprenticeships are a key entry point into the rail sector, offering the chance to earn while learning and gain a recognised qualification. They help not only young people but even the older generation develop core and job-specific skills across various environments aligned with their interests and career goals. Given the impacts of COVID-19, Brexit, and the ongoing skills shortage, apprentices will play an increasingly vital role in the coming years. Most organisations in the rail industry support and offer apprenticeships and there are schemes such as Routes in to Rail so are apprenticeships the golden solution for the future of the rail industry? Our panel discussion brought together key figures and apprentices who shared their insights and experiences, shedding light on the transformative power of these programmes. Apprenticeships offer a unique opportunity for individuals to earn while they learn, providing a hands-on learning experience that is often missing from traditional educational routes. As highlighted by Alice Smith, a sustainability apprentice at Network Rail, these programmes allow individuals to develop essential skills while gaining valuable qualifications. The ability to rotate through different teams and projects not only enhances technical skills, but also fosters personal growth and adaptability. Millie Semple, an Assistant Procurement Management Manager at HS2 Limited, emphasised that apprenticeships are not just for school leavers but can be beneficial for anyone looking to reskill or upskill. This is particularly relevant in today's job market, where the skills gap is widening due to rapid technological advancements and changing industry needs. By investing in apprentices, companies can cultivate a workforce that is better equipped to meet future challenges. The panel also discussed the importance of soft skills, which are often overlooked in traditional education. Bonnie Price, CEO of Young Rail Professionals, pointed out that apprenticeships provide a unique environment for developing these skills, such as teamwork, communication, and problem-solving. These competencies are vital for success in any career and give apprentices a competitive edge in the job market. As the rail industry continues to grow, the demand for skilled workers remains high. David Bassett, apprentice and graduate programmes manager at Network Rail, shared insights on how organisations are working collaboratively to create more apprenticeship opportunities. Initiatives like the Transpennine Route Upgrade aim to provide nearly 600 apprenticeship positions, demonstrating the industry's commitment to nurturing talent and addressing the skills shortage. For those considering an apprenticeship, the message is clear: explore your options, ask questions, and take advantage of the resources available. As Millie aptly stated, "Look for everything, look for different opportunities." By doing so, individuals can find a pathway that aligns with their interests and career goals, ultimately leading to a fulfilling and stable career in the rail industry. In conclusion, the panel discussion highlighted the significance of apprenticeships in shaping the future of the rail sector. They not only provide a pathway for individuals to enter the industry but also contribute to the overall growth and sustainability of the workforce. As we move forward, it is essential to continue promoting and supporting these programmes to ensure a diverse and skilled talent pool for years to come. Upskilling – Panel Discussion Over the next two decades, 80% of the rail industry workforce will require upskilling to maintain service levels and meet future demand. This challenge is compounded by an ageing trainer profile and a looming retirement cliff, with nearly 50,000 employees expected to retire by 2030. The industry often replaces retirees with older workers, and the proportion of under-25s has halved since 2016, now making up just 5% of the workforce. To address this, around 5,000 apprentices per year, or 2% of the workforce, will be needed, doubling current levels. Additionally, 200,000 workers will need new digital skills by 2030, including 110,000 needing upskilling, 80,000 needing reskilling, and 10,000 new apprenticeships. Quite a challenge for the industry but what can be done? The panel, featuring Fiona Cane from Transpennine Express and Neil Franklin from NSAR, emphasised the importance of upskilling existing employees to meet the evolving demands of the industry. One of the standout moments from the discussion was Grainne Bennett's inspiring journey from primary school teacher to assistant project manager in the rail sector. Her experience highlights the potential for transferable skills to bridge the gap between industries. Granya's story serves as a beacon of hope for those considering a career change, demonstrating that with the right support and mindset, success is attainable. The conversation also touched on the vital role of apprenticeships in fostering a new generation of skilled workers. Contrary to the common misconception that apprenticeships are solely for school leavers, the panel revealed that their programmes cater to a wide age range, from 16 to 60 years old. This inclusivity not only enriches the learning environment but also brings diverse perspectives that can drive innovation within the sector. As the industry embraces digital transformation, the need for new skills is paramount. The panel discussed the challenges of integrating technology and the importance of fostering a culture that encourages collaboration and knowledge sharing. By pairing experienced workers with younger, digitally-savvy employees, companies can create an environment where learning is continuous and mutually beneficial. In conclusion, the future of the rail industry depends on its ability to adapt and evolve. By prioritising upskilling, embracing diversity, and fostering a culture of continuous learning, the sector can navigate the challenges ahead and emerge stronger. You can learn more from our “Workforce for a Modern Railway” event by watching on demand here Share this article

railway

12 March 2025

Rail Innovation Exhibition

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