Ian is a Maintenance Protection Coordinator. His role involves daily engagement with the customers and communities of the railway to ensure their needs are met and they are a valued neighbour or the railway. Whilst this is Ian's day to day role, he always goes above and beyond this for the community. Two real examples of this include the clearance of Deepdale Branch Line in Preston project and the installation of the Carnforth Clock Project. For Deepdale, Ian has worked with volunteers from the Preston Community, Community Payback and the council, in order to clear serious fly-tipping along a disused railway line in Preston. The fly tipping was so severe it was going to cost close to a million pounds to clear, something that could not be afforded with railway operational funds. Through innovative thinking and engagement, Ian has created a programme with the volunteer groups which means that the land has been voluntarily cleared over the last year to a point where it is now almost free of litter. On top of this Ian has worked with the community to reduce repeat offences, working with the council and BTP to seek prosecution of identified offenders. The community volunteers have also been supported in their endeavours to turn the land into something that can be used in the future. Ian is also supporting with working with the council to discuss future transfer of the land to turn it into a community space and cycle route. The Carnforth Clock project has seen the progress towards the re-installation of the famous Brief Encounters Clock. Ian has worked tirelessly to make this happen. He firstly found the clock and worked with the owners to bring it back to its original home. Ian has then arranged volunteer days and worked with Northern Trains to get the station looking back to its glory of the movie ready for the clock to be installed. This has also created a space for a new 'Friends of Carnforth Station' group that Ian is working with community rail groups to form. Ian has arranged a fantastic unveiling day going above and beyond by arranging for period singers, dancers and canapes during the day for all to enjoy. These are just two examples of Ian's unwavering dedication to the community.

The Magna Tram Train Station project is a strong example of how transport infrastructure can generate lasting social value and meaningful community benefit. Funded by the South Yorkshire Mayoral Combined Authority (SYMCA) through the Transforming Cities Fund, the scheme goes beyond improving transport connectivity to actively support social inclusion, economic opportunity, environmental sustainability and community wellbeing across Templeborough, Rotherham and the wider Sheffield City Region. At its core, the project seeks to rebalance how people travel by reducing reliance on private cars and making public transport a more attractive, accessible and integrated choice. By delivering a new tram‑train station on the existing line, Magna becomes the first expansion of the tram network since 2018, extending the benefits of the pioneering Tram Train initiative to new users. The station will significantly improve access to employment, education, leisure and essential services, particularly for those without access to a car, directly supporting social mobility in an area historically affected by industrial decline and transport challenges. Accessibility has been fundamental to the station’s design. Fully step‑free access via lifts, staircases and an overbridge ensures that people with disabilities, reduced mobility, prams or bicycles can use the station safely and independently. This commitment to inclusive design removes physical barriers to travel and ensures that the benefits of improved connectivity are shared equitably across the community, supporting equality of access and participation. Environmental and health benefits form a second key pillar of the project’s social value. Templeborough and the surrounding corridors, including the A6178 and Junction 34 of the M1, fall within designated Air Quality Management Areas. By encouraging modal shift from car to tram‑train and active travel, the station directly contributes to reducing congestion, improving air quality and lowering carbon emissions. These changes have tangible impacts on public health, helping to reduce respiratory illness and create a cleaner, safer environment for residents and workers in the area. The scheme strengthens this impact through the repurposing of underused parking at the adjacent Magna Science Adventure Centre to create a free park‑and‑ride facility. This approach provides a practical, affordable option for commuters and visitors while avoiding unnecessary land take or new infrastructure. The inclusion of cycle parking and electric vehicle charging further encourages sustainable travel choices and supports the transition to cleaner transport, reinforcing national and regional decarbonisation objectives. Social value has also been embedded in how the project has been delivered. Both Network Rail’s project team and principal contractor Amco Giffen are regionally based, with Amco headquartered in Barnsley. This local delivery model has ensured that investment remains within South Yorkshire, supporting local jobs, skills and businesses. A significant proportion of the workforce has been sourced locally, maximising employment opportunities for residents and strengthening the regional economy. Procurement decisions deliberately prioritised local suppliers and small to medium‑sized enterprises. Key components, including the station footbridge, were fabricated at Amco’s Barnsley steel workshop, drawing on the area’s historic strengths in construction and manufacturing. By April 2025, the project had generated substantial social value outcomes, including recorded social value via the Rail Social Value Tool, significant spending with local businesses and SMEs, and a measurable contribution to regional economic resilience. Community engagement has been another cornerstone of the project’s social value approach. SYMCA undertook consultation during the planning and design stages, giving residents, stakeholders and local organisations the opportunity to influence the scheme. This inclusive process helped to build trust, address local concerns and ensure the station delivers benefits that matter to end users. By actively listening to the community, the project moved beyond compliance‑based consultation to genuine collaboration. Education, skills and future workforce development have been prioritised throughout delivery. Amco Giffen implemented a comprehensive Social Value Plan focused on STEM engagement and early careers. Over a two‑year period, the project team worked closely with local primary schools, delivering “STEMazing Inspiration” sessions that helped pupils understand how science, technology, engineering and maths connect to everyday life. These sessions placed particular emphasis on the role of women in STEM, challenging stereotypes and inspiring over 200 Key Stage 1 and 2 students to see engineering as a realistic and inclusive career path. The project also partnered with local Rainbow Guide units, introducing young people to construction principles, health and safety, and engineering careers through interactive, hands‑on activities. This engagement extended into follow‑up events where participants worked towards achieving their ICE Civil Engineering and Railway 200 badges through STEM challenges, reinforcing learning and building confidence. One of the most visible expressions of the project’s community focus was the “Get Up to Speed” event hosted at the Magna Science Adventure Centre. This large‑scale engagement event brought together the project team, subcontractors, partners, families and local residents for a day of interactive learning and inspiration. Visitors experienced virtual reality demonstrations, construction careers talks, site tours, welfare van tours and a range of hands‑on STEM challenges. Subcontractors contributed crane displays and excavator simulators, making the construction industry accessible and engaging. The event also launched a community art initiative, inviting children to design artwork for a banner that will be displayed at the station on completion. With over 1,700 visitors and 20 volunteers involved, the event generated excitement, fostered community pride and strengthened the relationship between the project and the people it serves. In addition to outreach activities, the project has supported structured work experience, apprenticeships and graduate placements in partnership with Barnsley College and local early careers networks. By April 2025, the scheme had delivered substantial apprentice and graduate working days and provided real‑world exposure to engineering and rail careers for young people from the local area, helping to build skills, confidence and long‑term employability. From a regeneration perspective, Magna Station plays an important role supporting Rotherham Council’s ambitions for Templeborough. Improved transport connectivity enhances the attractiveness of the area for investment, supports existing employment areas and industrial estates, and connects residents more effectively to job opportunities across the city region. By improving access rather than displacing communities, the project supports inclusive economic growth and long‑term prosperity. With a benefit‑cost ratio of 2.57, Magna.

I have sent an email separately with a short video presentation (5mins) on how and why the project implemented 'social value' to support the regional economy and communities of South Yorkshire. As the project is near completion (16 March 2026) and the station is entered into service from April 2026, some social value statistics are: • 4 apprentices at Level 4 and above – totalling 416 days on the project • 43 local people on the project (within SYMCA’s area) – totalling 1802 days on the project • 1 graduate (that has now been promoted to Site Engineer!) • 1 paid work experience student • 1 unpaid work experience student • 31 safety talks held • 16 STEM activities completed with 8 staff supporting, with 390 students attending and totalling 47 hours • 4 community safety talks, 4 staff supporting and totalling 5.5 hours • On top of the STEM activities, we have undertaken 4 volunteering activities, including 23 staff members and totalling 28 hours Network Rail utilised our Regional Framework supplier AMCO Giffen, who operate out of Barnsley South Yorkshire to undertake the design and delivery to build a new Tram Train Station at Magna against the iconic back drop of Magna Science Adventure Park for our client South Yorkshire Mayoral Combined Authority (SYMCA). The project had a challenge programme and affordability envelope. It was crucial for SYMCA, AMCO and Network Rail to demonstrate social value and sustainability to stakeholders and the local communities. All the steelwork on the project was fabricated and painted in South Yorkshire. AMCO utilised local suppliers and workforce. We think we achieved and went beyond the remit and goals, we hope you enjoy the video?

Paul Wilkinson is one of Northern’s most quietly transformative forces, with a genuine dedication to making a long-term difference through his role. Over the past year, Paul led the design and launch of Northern’s new Education Outreach Programme, work that simply would not exist in its current form without him. The programme is designed to break down barriers and create opportunities for young people living in areas of high deprivation across the North. Paul’s vision, commitment and expertise transformed an initial idea into a structured, impactful programme with the potential to be life changing for the young people who take part. From the first conversation, Paul brought clarity and purpose, shaping every stage of planning and delivery. He identified barriers, created innovative solutions and worked closely with our social value and engineering teams to ensure the programme genuinely meets the needs of talented young people facing socio economic barriers beyond their control. He has been instrumental in embedding lifelong skills development while providing participants with an engaging introduction to the rail industry. The programme launched at the end of 2025 and has already received exceptional feedback. One hundred percent of teachers reported being “extremely satisfied”, describing it as “an exceptionally well run programme that measurably developed students’ skills and metacognitive thinking.” Students praised Northern for delivering sessions that felt relevant, accessible and genuinely helpful for their next steps. For Northern, this programme will help create a stronger, more diverse talent pipeline, built with purpose and care. Paul’s work sets a new benchmark for how we nurture future colleagues and support long, fulfilling careers. Research shows that young people who have four or more meaningful encounters with an employer are 86% less likely to become NEET; Paul has created a powerful starting point for long term impact. Alongside this, as Engineering Apprenticeship Manager, Paul supports 50 engineering apprentices across Northern’s five TrainCare Centres, a Further Education College in Preston and the National Training Academy for Rail in Northampton. Despite the scale of his remit, he builds strong, individual relationships with every apprentice. He ensures they feel seen, supported and confident, and continually seeks opportunities to enhance their personal and professional development. Apprentices speak of increased confidence, clearer career direction and the reassurance of Paul’s consistent support. Paul’s influence extends well beyond the organisation. He is an enthusiastic ambassador for Northern at schools, colleges, universities and careers events across the region. He brings engineering to life, making the industry feel accessible, exciting and achievable for young people who may never have considered it. He regularly encourages apprentices to accompany him, empowering them to act as role models and helping shape Northern’s future leaders. Colleagues consistently praise Paul’s professional, personable and solution focused approach. Even during challenges, he remains positive and steady, building morale through genuine care and encouragement. What makes Paul exceptional is the balance of heart and ingenuity he brings to his work. He has shaped a programme, a culture and a community that will benefit Northern for years to come.

Phil is a highly motivated and very positive person, he is always purchasing and supplying pin badges, mugs, cards and other items and gifts these to all members of staff, he also runs competitions for all depots and all members of staff within CrossCountry, he does all of this off his own back and is a very valued member of the team at Plymouth depot. He always brings a smile to everyone that he meets. Phil and his dog Jesse, who is the love of his life, also post quite a few things on social media to help lift everyone's mood, he is a great person and a huge asset to Plymouth depot where he is based and the whole of CrossCountry Trains and we all really think that Phil should receive a nomination for all of the great work that he does.

As Elizabeth Fielding’s Engineering Apprenticeship Line Manager, I am pleased to nominate her for the Emerging Talent Team or Person Award. Elizabeth has consistently demonstrated exceptional professionalism, dedication, and personal development throughout her Level 3 Rail Engineering Technician (Traction and Rolling Stock) Apprenticeship, marking her out as a highly promising individual within the rail industry. Elizabeth joined Northern in May 2022 as a Train Presentation Operative, a key role responsible for ensuring the cleanliness and presentation of trains to a high standard. From the outset, she distinguished herself through a strong work ethic, attention to detail, and a clear sense of pride in her work. Initially inspired to become a train driver, following in her father’s footsteps, Elizabeth quickly demonstrated initiative by broadening her understanding of railway operations and actively seeking opportunities to develop her knowledge beyond her immediate role. Whilst based at Blackburn King Street, Elizabeth developed a strong interest in engineering. Despite having no prior qualifications or experience in this field, she proactively engaged with maintenance colleagues, demonstrating curiosity and a willingness to learn. Her determination and commitment led to her successful application for Northern’s Engineering Apprenticeship programme, which she commenced in September 2023. This achievement reflects both her ambition and her readiness to step outside her comfort zone in pursuit of professional growth. Throughout her apprenticeship, Elizabeth has consistently demonstrated strong technical aptitude, professionalism, and a genuine enthusiasm for learning. She has developed a particular interest in train maintenance and engineering systems, applying her knowledge effectively and producing work of a consistently high standard. Her proactive approach, coupled with her ability to quickly assimilate and apply complex technical information, has enabled her to progress confidently through the programme. A particularly notable aspect of Elizabeth’s development has been her placement with depot inspectors at Newton Heath. This experience has provided her with valuable exposure to advanced fault-finding and diagnostic techniques, significantly enhancing her understanding of engineering operations within the business. Elizabeth has embraced these opportunities with maturity and confidence, consistently demonstrating the ability to translate theoretical learning into practical application in a demanding operational environment. In addition to her formal training, Elizabeth has shown a clear commitment to her ongoing professional development through her involvement with mainline steam locomotive support crews where learning how to work on and operate steam locomotives on the mainline This experience has further strengthened her practical skills, broadened her industry knowledge, and reinforced her enthusiasm for engineering within the rail sector. Elizabeth’s progression from a non-engineering background to a capable and respected engineering apprentice is a testament to her resilience, ambition, and dedication. She is highly regarded by her peers and colleagues alike and is recognised for her positive attitude, reliability, and professionalism. In summary, Elizabeth exemplifies the qualities of emerging talent. She is motivated, adaptable, and committed to excellence, with a clear passion for engineering and the rail industry. Her achievements to date have been outstanding, and she continues to demonstrate significant potential for future success.

As James Gray’s Engineering Apprenticeship Line Manager, I am proud to nominate him for the prestigious RailStaff 2026 Emerging Talent Team or Person Award in recognition of his outstanding professionalism, dedication and contribution throughout his Level 3 Rail Engineering Technician (Traction and Rolling Stock) Apprenticeship. James’s passion for the railway industry is deeply rooted in his family heritage, inspired by his Grandad’s career on the railway. This early influence, combined with his interest in hands on learning, led him to pursue an apprenticeship rather than remaining in full-time education. His enthusiasm for the industry extends beyond the workplace, having grown up watching Northern services operate along the Tyne Valley Line further strengthening his ambition to build a career in rail engineering. Outside of work, James is a driven and disciplined individual. A committed Aberdeen FC supporter and a dedicated runner preparing for the 2026 Great North Run, alongside his interests in walking, hiking, and fishing, he demonstrates resilience, determination and a strong personal mindset quality he brings into the workplace every day. James demonstrates excellent initiative and problem solving capability. He confidently applies prior knowledge and logical fault finding techniques to resolve complex issues, such as diagnosing brake release faults caused by leaking parking brake systems. His ability to interpret engineering schematics in depth, particularly during preparation for his 30 minute PowerPoint presentation to his Senior Management Team highlights both his technical competence and his confidence under pressure. In addition, James has volunteered at Northern apprentice assessment days, welcome events and careers fairs, where he has confidently engaged with individuals and promoted engineering within the railway industry as an inclusive and rewarding career path for people of all backgrounds. His leadership potential is clearly evident through his support of junior apprentices. James has played a key role in welcoming them to the TrainCare Centre, guiding them through tasks and helping them build confidence as they develop their own skills and knowledge. I have total confidence that James has an extremely bright future ahead of him. He is a shining example of what an apprentice should strive to be dedicated, professional and committed to excellence and is highly deserving of recognition through this award.

As Megan VanBergen’s Engineering Apprenticeship Line Manager, I would like to nominate Megan for the prestigious title of ‘Emerging Talent Team or Person Award’ for her exceptional professionalism during her time on her Level 3 Rail Engineering Technician (Traction and Rolling Stock) Apprenticeship. Megan began her career following completion of school by working for the National Trust, where she was employed for four years. During this time, she built strong foundations in teamwork, customer service, and professional working practices. Sadly, her role was made redundant because of the COVID‑19 outbreak. During the COVID‑19 pandemic, Megan continued working in essential roles, gaining employment at Liverpool Lime Street Station as a COVID Security Operative. In this role, she was responsible for maintaining safety procedures, supporting passengers, and ensuring compliance with public health regulations in a high‑pressure, public‑facing environment. In March 2021, Megan joined Northern Trains Ltd as a Train Presentation Operative, working day shifts. Her responsibilities included cleaning the exterior of trains, specifically Class 323 and Class 331 units, including underframe cleaning. This role required attention to detail, adherence to safety standards, and working effectively within an operational depot environment. Megan progressed within the business and, in March 2022, joined Allerton TrainCare Centre as an Administration Assistant on a six‑month fixed‑term contract. Due to her performance and reliability, the contract was extended for a further 12 months. In this role, Megan developed administrative and organisational skills, supported engineering and depot operations, and gained valuable insight into the engineering side of the railway. Demonstrating ambition and a strong interest in engineering, Megan applied for the Northern Engineering Apprenticeship in February 2023 and successfully commenced her apprenticeship in September 2023. This marked a significant step in her professional development, allowing her to build on her operational and administrative experience while developing technical engineering knowledge and skills. Megan is in her third year of her apprenticeship and has gained technical and knowledge skills. Her dedication is evident in the high-quality standard of work that she consistently submits alongside the practical tasks she completes safely and on time. Megan has a strong work ethic and works well under pressure. Her approach to learning and willingness to seek help and work with colleagues has made her a good team member. She approaches every task with enthusiasm and a desire to learn and brings a positive attitude to the team. She is adaptable and dedicated to every task she undertakes and helps new apprentices improve in their apprenticeship whilst building strong relationships with colleagues. Megan had 1-1 support for dyslexia through primary and 1-1 support in secondary for the first three years, this was then reduced due to school funding, as a result she failed her GCSE English and had to re-sit the following year in which she was supported this time and passed. Megan is a shining example of all what can be achieved with hard work and dedication and I’m confident she has a fantastic career ahead of her as a Traction and Rolling Stock Rail

Mollie Kinns joined Network Rail as a Finance Apprentice in 2025 and has quickly established herself as an exceptional colleague. From the outset, she demonstrated energy, curiosity and professionalism, making an immediate and lasting impact within the team. Her proactive approach and commitment to excellence have enabled her to become a trusted and highly valued member of the business in a short period. Mollie consistently shows a strong dedication to learning and self-development. She takes ownership of her work, independently investigating challenges and applying critical thinking to deliver high-quality outcomes. Rather than simply completing assigned tasks, she actively seeks opportunities to improve processes and deliver meaningful change, demonstrating a level of initiative beyond her experience. Her stakeholder engagement skills are particularly impressive. Mollie has built strong, positive relationships across the organisation and is widely recognised for her approachable and supportive manner. She communicates confidently with colleagues at all levels, contributing thoughtfully in meetings and demonstrating maturity through her willingness to ask insightful questions and continuously develop her understanding. Feedback from senior stakeholders highlights the exceptional standard of Mollie’s work. She is recognised for consistently delivering high-quality outputs with confidence and integrity, while also demonstrating the ability to quickly grasp complex concepts and add value across a range of finance activities with minimal guidance. A standout example of Mollie’s impact is her contribution to the DLI project. Through detailed data analysis, she identified critical anomalies that strengthened the overall business case. Her work ensured accuracy and robustness, supporting stakeholder confidence and contributing to the reporting of £20m of efficiencies within the CP7 Fishbone framework—an outstanding achievement at this stage in her career. Beyond her core role, Mollie has demonstrated exceptional leadership and commitment to developing future talent. She lead the design and delivery of a comprehensive work experience week for local Year 10 and 11 students, providing them with meaningful insight into finance careers. She built relationships with local schools, coordinated logistics and ensured all compliance requirements were met to a high standard. Mollie also engaged senior leaders to contribute to the programme, securing their support for interactive workshops and ensuring sessions were designed to maximise student engagement and learning. In addition, she contributed to the development of a work experience booklet aligned to the National Skills Builder Framework, enabling students to clearly evidence their learning and the transferable skills they developed. Through this initiative, Mollie has played a key role in widening access to finance careers and inspiring the next generation of talent. Her ability to combine strong technical performance with initiative, leadership and social impact sets her apart. Mollie exemplifies what an apprentice can achieve. She consistently exceeds expectations, demonstrates professionalism and ownership, and makes a meaningful contribution to both the business and the wider community. For her outstanding performance and commitment to developing others, she is thoroughly deserving of recognition as an amazing apprentice

The Digital Marketing Team at WM Trains, led by Yuji Isayama and supported by Alice Edwards and Georgina Douglas, has delivered a transformative shift in the organisation’s digital capability. Despite being a small team, their collective initiative, innovation, and impact have reshaped how WMTrains engages customers, drives revenue, and supports the wider business. Initiative This team consistently demonstrates ownership far beyond their remit. Yuji has built a clear, ambitious digital strategy that has modernised the company’s approach to digital marketing. Rather than maintaining existing processes, he identified gaps, inefficiencies, and opportunities, then proactively recruited and developed two specialists to deliver a step‑change in performance. Alice took it upon herself to unify organic content, paid activity, and website experience into a single, coherent content strategy. Recognising fragmentation across channels, she independently designed a framework that now underpins all digital communications and ensures consistency across every customer touch point. Georgina, new to both WMTrains and the rail industry, immediately took ownership of CRM. She didn’t simply manage the channel, she rebuilt it from the ground up, creating automations, life cycle journeys, and engagement strategies that have fundamentally changed how the business communicates with customers. Impact The team’s achievements have delivered measurable, organisation‑wide benefits. Website conversion rates have increased significantly due to Alice’s integrated content strategy and Yuji’s focus on customer experience and self‑serve improvements. CRM has become a major revenue driver, with Georgina’s automations and re‑engagement journeys delivering strong commercial returns. During the transition to public ownership, Georgina led the complex opt‑out process, successfully retaining over 96% of the customer database, safeguarding future revenue and communication capability. Yuji’s cross‑departmental collaboration has reduced customer enquiries substantially by improving digital self‑serve pathways, directly supporting the CX team and enhancing customer satisfaction. Their work has created lasting improvements that extend far beyond the marketing function. Attitude The team brings positivity, resilience, and a culture of continuous improvement. Yuji leads with enthusiasm and clarity, empowering his team to experiment, learn, and grow. His leadership has fostered a supportive environment where innovation thrives. Alice is a calm, collaborative presence who strengthens relationships across the business. Her ability to connect channels and stakeholders has elevated the professionalism and consistency of WMTrains’ digital output. Georgina’s curiosity and determination have made her a trusted expert in record time. She approaches challenges with confidence and supports colleagues with generosity and enthusiasm. Together, they uplift others, share knowledge freely, and embody WMTrains’ values. Innovation Innovation is embedded in everything they do. Alice’s content strategy introduced a new operating model for digital communications. Georgina’s CRM ecosystem has transformed a previously underutilised channel into a high‑performing asset. Yuji has introduced new tools, testing methodologies, and self‑serve features that streamline processes and improve customer experience, constantly reviewing and using tools like the company wide headroom survey to give key insight into where they need to focus their time. They don’t follow the standard playbook, they redefine it.

Pete consistently goes above and beyond in his role. His leadership, support, and commitment to the team make a real difference day to day. He leads with fairness, empathy, and integrity. Pete doesn’t just manage the team — he supports, develops, and motivates. He takes the time to help individuals, handles challenges calmly, and always promotes a positive and respectful working environment. His impact on both team performance and morale is clear. Plus, he has helped and supported me personally throughout my time with this company.

Nominee: Vertiv Battery Refurbishment Division The Vertiv Battery Refurbishment Division is a specialist micro-team delivering critical battery servicing and refurbishment solutions to the UK rail industry. Despite operating as a small, tightly knit unit, this division functions with the agility, ownership, and entrepreneurial spirit of an independent SME — consistently delivering results that rival much larger specialist contractors from the UK's largest and most comprehensive battery reprocessing facility, based in Sheffield, South Yorkshire. ________________________________________ The Team Led by Ian Lockett (Sales & Customer Liaison), the division comprises: • Jason Rimington – Battery Refurbishment Manager • Craig Bingham – Operations/Logistics Manager • Leigh Couzens – Battery Control Administrator • Phil Stamper – Engineering Director • Luke Rowley – Battery Refurbishment Supervisor This dedicated team of seasoned professionals boasts decades of collective experience. Together, they manage the entire battery refurbishment lifecycle — from initial client engagement and service programme design through to collection, refurbishment, testing, and return delivery — operating as a single, autonomous unit with full end-to-end accountability. ________________________________________ Initiative: Taking Ownership Beyond the Brief This team does not wait to be asked. They proactively identify problems and solve them before clients are even aware an issue exists. Recognising that maintenance is the single largest difference between normal battery life and premature failure, the team independently developed bespoke preventive maintenance programmes aligned to each client's specific maintenance schedules. Rather than simply processing batteries as they arrive, they collaborate closely with customers to formulate adequate replacement schedules based on actual estimated battery life — not theoretical design life alone. This forward-thinking approach enables clients to plan with confidence, avoiding costly unplanned failures. Ian Lockett drives this proactive culture from the front, building deep relationships with rail operators and identifying service opportunities before they become urgent problems. Meanwhile, Leigh Couzens maintains meticulous battery tracking and control systems, ensuring every unit is monitored throughout its entire lifespan — with data retained electronically for the life of each battery. ________________________________________ Impact: Tangible Results That Punch Above Their Weight From a single Sheffield facility, this small team delivers an outsized impact across the UK rail network. Their turnkey service model — encompassing dedicated transport for collection and return, comprehensive refurbishment, and rigorous testing — removes the entire administrative and logistical burden from clients, allowing them to focus on running trains. The division's thorough maintenance and testing through reprocessing maximises battery performance while minimising safety risks, including the prevention of thermal runaway and fire hazards — a critical safety consideration for rolling stock. Their comprehensive performance analysis verifies that every battery meets manufacturer specifications and is genuinely fit for continued service, extending battery performance and longevity significantly. By refurbishing rather than replacing, the team delivers substantial cost savings to operators while simultaneously reducing environmental waste. Their work directly supports fleet availability and reliability across the network, ensuring that safety-critical battery systems perform when it matters most. ________________________________________ Attitude: A Positive Force That Drives Excellence What sets this team apart is their unwavering commitment to focused, personalised service. Every customer interaction is tailored to meet unique needs — there is no one-size-fits-all approach. The team collaborates closely with customers to optimise return on battery investments, treating each client relationship as a genuine partnership. Their technical engineers allocate 6% of annual working hours to refining their skills and ensuring strict adherence to safety protocols — a remarkable commitment for a small team where every hour counts. Trained staff adhere strictly to health and safety protocols and operating criteria throughout every stage of the process, setting a standard that larger organisations would struggle to match. This is a team that takes pride in doing things properly. From Craig Bingham coordinating complex logistics across multiple client sites to Luke Rowley supervising refurbishment quality on the workshop floor, every member brings a resilient, positive presence that elevates the entire operation. ________________________________________ Innovation: Creative Solutions From a Small Team The division's most striking innovation is its near-closed loop energy system. When discharging batteries during the refurbishment process, the energy released is captured and recycled to recharge other batteries on the process circuits — a genuinely inventive solution that minimises energy consumption and environmental impact while reducing operational costs. Their facility utilises the most technologically advanced charging systems available, with computer monitoring at every stage of the process. This data-driven approach — prioritising data collection throughout all processes — enables the team to make informed decisions about battery health, predict failure patterns, and continuously refine their refurbishment methodologies. Phil Stamper's engineering leadership ensures all work meets the highest rail standards, including EMC compliance to BS EN 50121 & S1222, with products compliant for both Surface Rail and Underground applications. The team handles various battery chemistries and applications, processing and testing each with equal diligence — a versatility that demonstrates genuine technical depth from a small, specialist unit. ________________________________________ What Makes Us Stand Out? In a rail industry dominated by large-scale contractors and OEMs, the Vertiv Battery Refurbishment Division proves that a small, dedicated team can deliver exceptional outcomes. Operating the UK's largest and most comprehensive battery reprocessing facility with a fraction of the headcount of competitors, this team combines: • Turnkey solutions — from collection through refurbishment to return delivery, all managed by one team • Bespoke service programmes — designed around each client's specific maintenance schedules • Engineering-led innovation — including a near-closed loop energy recycling system • Data-driven excellence — electronic monitoring and lifetime data retention for every battery • A team that genuinely cares — about quality, about safety, and about keeping trains running This is a small team delivering a big impact — and they deserve recognition for it.

Eleasha Kell is a passionate and dedicated champion of wellbeing, mental health and fund raising with a strong commitment to supporting others. Through her compassion and leadership, she has made a significant positive impact within the rail industry, consistently working to improve the lives of those around her. Eleasha takes ownership of fundraising initiatives, inspiring engagement and participation through her proactive and inclusive approach. This year, she successfully led a team challenge to collectively climb the height of Mount Everest using office staircases. She carefully tracked contributions, motivated colleagues, and encouraged widespread involvement, raising funds for Samaritans, Andy’s Man Club, and Men’s Minds Matter. Alongside this, she organised bake sales, coordinated prizes, and generously gave her own time and energy to ensure these efforts succeeded. In addition to team-based initiatives, Eleasha personally commits herself to physically demanding fundraising challenges. She has raised significant funds for Dementia UK by completing multiple half marathons and marathons, demonstrating exceptional dedication, resilience, and personal sacrifice in support of families affected by dementia. Through her training, fundraising efforts, and open conversations about the cause, Eleasha has raised awareness as well as vital funds, inspiring colleagues and others to support UK charities. In previous years, Eleasha has also organised ambitious long-distance cycling challenges, including a Land’s End to John O’Groats event from the Swindon office. By borrowing stationary bikes from local gyms, she removed barriers to participation and ensured everyone felt comfortable contributing whatever distance they could. For Eleasha, simply getting involved is what matters most. This initiative supported the local Swindon Food Collective, helping families and individuals during times of need. Beyond fundraising, Eleasha is a STEM ambassador for local schools and colleges, engaging with young people to highlight the rewarding career opportunities available within the rail industry. She is consistently approachable, professional, and demonstrates excellence in everything she undertakes. Eleasha’s tireless commitment to charitable causes, corporate social responsibility, and wellbeing is truly inspiring. AECOM is proud to nominate her for the Charity Award and wishes her every success.

Rado continues to set an exceptional standard through his proactive approach, strong sense of responsibility, and genuine commitment to both safety and customer experience. He has taken the lead in organising and maintaining first aid areas, ensuring they are always fully prepared and accessible when needed. Beyond this, he has extended his support to colleagues across Southern, demonstrating outstanding teamwork and a willingness to go the extra mile. Rado has also been instrumental in the successful rollout of QR codes throughout the core, a forward-thinking initiative that has now been adopted by other stations. This has significantly improved the passenger experience by providing quick and easy access to essential services such as lost property, ticket refunds, and more. In addition, he is actively addressing safety gaps by identifying and resolving missing fire blankets across multiple stations, reinforcing compliance and readiness. His vigilance and quick thinking have already helped prevent several situations from escalating into incidents that could have disrupted services, highlighting his crucial role in maintaining smooth and safe operations. Rado’s initiative, reliability, and impact-driven mindset make him a truly valuable member of the team, and his contributions stand out as worthy of recognition.

Tim deserves this recognition, not just for this year but for many years of selflessly raising significant amounts for various charitable organisations, including Three Peaks Challenge. Despite Tim's huge and growing workload in his Merseyrail role ,he still finds the time to help others. I cannot think of a more suitable candidate for this award.

So Tim does a monthly walk round the Basfordhall rail yard which Heavy Haul allow him to do, he supervises groups of up to 20 people and charges them £5 and all the money from it goes directly to the Emmie Dixon Care Home in Crewe which helps and cares for people with all sorts of forms of problems from mental disorder to dementia and to elderly care, Tim is one of the trustees board members for the care home and has raised over 50k from doing this charity for the last 20 plus years. Wind, rain or shine Tim will be there once maybe even twice a month with his group of train enthusiasts leading them round the yard, He gets nothing for it, he just does it out of the goodness of his heart and to keep funding the emmie dixon care home in Crewe. Tim was one of the founding members when it was first opened in 2001 and it has now celebrated 25 years thanks to the efforts of Tim and many other charity workers and donations it has received.

Over several years, Aleck Heetun has consistently demonstrated his commitment to one of the most challenging and often underappreciated positions in the rail industry. The Roster Clerk. Whilst many view this role as a thankless task, Aleck transforms this position into a customer service function which gives the company the best operational performance and enhances the day to day experience for the train drivers which in turn reflects with passenger satisfaction. Through his knowledge, technical skills and his shrewd manipulation of the diagrams and shifts, Aleck enables reliability, efficiency and fairness which plays a massive contribution in maintaining a drivers well-being. This leads to a more engaged and supported workforce which, once again, complements a better service to the passengers. But what truly sets Aleck apart from many is his communication style. He is open, honest and hugely approachable with his unique style evident when he appears in person amongst the workforce and express any individual issues. Many have never seen the person in his position and such transparency builds trust. In a job which presents last minute changes and driver requests Aleck remains cool calm and responsive. He endeavours to meet the expectations of many for which is not always guaranteed but his fairness and thoughtfulness is understood and respected. His professionalism and non biased attitude encourages a strong mutual bond and gives him more confidence in the rostering process. So, In a role that rarely receives accolades, if at all? Aleck consistently goes above and beyond. Whether this be addressing short notice ammendments ,accommodating individual needs, ensuring effective shift coverage or making informed decisions for the stability and continuity of the business, Alecks professionalism , empathy and dedication exemplify the best of customer service and the company and for these reasons, I nominate Aleck Heetun for a railstaff ward.

Alexia is not only passionate and committed to her role in the ticket office, but also deeply committed to the people around her—both colleagues and customers. Alongside her day-to-day role, Alexia has championed Autism training, co-created wellbeing guides for staff, supported the delivery of Diversity and Inclusion sessions, helped onboard new colleagues into the business, and organised and delivered fundraising events at Clacton. Most recently, Alexia organised a Brew Monday fundraising event for the Samaritans at Clacton—an event that had not been held there for some time. With support from her supervisor Caroline, Alexia baked all the cakes herself, helping to raise over £300 for the charity. Alexia’s impact on the workplace is significant. She is consistently positive, always willing to get involved, and has a presence that brings people together. Her actions consistently reflect our company values and help create a supportive and inclusive working environment. Alexia also shows great creativity and initiative. When she identifies a problem, she takes it upon herself to find a solution. For example, she created simple reference cards showing where ramps can and cannot be deployed at certain locations—an idea that improves the customer experience while also saving valuable time on the platform. She has also introduced local SQR checklists, which have already contributed to improved audit scores. Alexia is the kind of colleague everyone hopes to work with—genuinely kind, full of heart, and always looking out for others. Her care for people and positive spirit make her not just a fantastic teammate, but someone who truly makes a difference to those around her.

This colleague has proudly served the company since 2004, and throughout her career she has consistently demonstrated the very best qualities of professionalism, integrity, and genuine care for others. She is someone whose contribution is felt every day, even when it too often goes unrecognised. She is always immaculately presented and takes great pride in her role. Regardless of the pressures of the day, she delivers excellent customer service with patience, fairness, and empathy. Working as a Revenue Protection Inspector, she undertakes one of the most challenging and confrontational roles on the railway. The job regularly places her in difficult and emotionally charged situations, yet she remains calm, measured, and professional at all times. The many challenges the role and customers throw at her simply do not faze her. Covering the largest CrossCountry area single‑handedly, she carries a huge responsibility, often working unseen and without the support others might take for granted. Despite this, she never complains and never seeks recognition. She is frequently underappreciated and too easily forgotten, yet she continues to give her absolute best, day in and day out, purely because she cares about doing the job properly. What truly sets her apart is her character. She is consistently the voice of reason, offering calm, balanced perspective in situations that could easily escalate. Her presence reassures both customers and colleagues alike. She has a natural ability to improve people’s days, whether that is by diffusing a tense situation with a customer or quietly supporting a colleague who is struggling. She leads not by title, but by example. Despite the scale of her workload and responsibilities, she is always quick to praise others and never puts herself forward. Her humility, kindness, and team spirit speak volumes about the person she is. She embodies the values of the railway in the most authentic way, through her actions rather than words. She is a genuinely lovely person, widely respected by those who know her, and someone whose contribution goes far beyond her job description. This nomination is not only deserved — it is long overdue.

During the 8-day railway closure on the Oxford Phase 2 project the sponsorship team planned and executed a novel solution, and a railway first, to ensure that east and west Oxford remained connected, whilst the main railway bridge was demolished and three new bridge spans installed. Working with Great Western Railway, Oxfordshire County Council, Oxford City Council, numerous user groups and the main contractor, Kier, Oxford Railway station was converted into a step free diversion route for almost 10,000 pedestrians and cyclists each day. Using modified polystyrene bridges to link Platforms 3 and 4 and platform edge protection, and supported by over 75 volunteers from across the industry, two one way walkways allowed pedestrians, dismounted cyclists and station users to continue to travel and commute from east to west Oxford throughout the full 8-day closure. This novel solution to ensuring one of the UK's busiest cities remained accessible, was delivered alongside the major rail replacement service between Oxford station, Didcot and Banbury. In early 2025, the Sponsorship team identified the need to close the main route through Oxford. This is a route already diverted due to an extended closure of Oxford's main artery, Botley Road. Due to the ongoing project challenges, the team recognised the need to do something different. Instead of allowing the road and diversion route to be closed, the team challenged Kier to maintain an access route by turning the station into the main walkway. The solution was incredibly challenging from the very start. Identifying and modifying a step free bridge solution to meet user needs, extended consultation with different user groups, planning the installation of these works alongside a major civils worksite, agreeing legal and commercial arrangements to use the station for this purpose, integration alongside the planned rail replacement service, production and execution of a significant comms plan and to coordinating over 75 industry wide volunteers to provide support to the 10,000 daily users. The process was made harder due to the incredibly wet and cold conditions over these 8-days. The execution of the diversion route was a huge success. Feedback from users verbally, on social media and in the local and regional press was very positive, with the level of innovation and volunteer support highlighted. To further support customer needs, a specialist bus service 'The Botley Flyer' was run, offering to taking people of reduced mobility between west and east Oxford. For PRMs who would rather walk through the novel diversion route, the sponsorship team, along with industry volunteers were available with wheelchairs, or luggage assistance. This was a positive example of a team not being prepared to take the easy, normal route. A team who really put customers first and considered customer needs throughout the process. Aside from the positive feedback, the real win can be seen in the fact the team anticipated a reduction in Botley Road users during the 8-days. Due though to the novel solution estimates suggest over 60,000 users access Oxford during the 8-days.

The Siemens Mobility Sentinel Operations & Competence Governance Team exemplifies exceptional service within the rail industry. Operating at the heart of safety, compliance, and operational readiness, the team consistently demonstrates professionalism, empathy, and a proactive commitment to supporting colleagues and the wider industry. Despite managing a high pressure and high volume workload, the Siemens Mobility Sentinel Operations & Competence Governance Team continually goes above and beyond to ensure everyone engaging with the Sentinel system receives timely, accurate, and supportive assistance. Their work directly affects the ability of staff to access the network safely and efficiently, and they handle this responsibility with calmness, clarity, and unwavering dedication. What truly sets the team apart is their people first approach. They don’t simply process queries; they understand the operational pressures that teams and individuals face and respond with empathy, patience, and solutions-focused thinking. Whether they are helping new starters get set up, resolving complex profile issues, or supporting urgent access requirements that could affect service delivery, the Siemens Mobility Sentinel Operations & Competence Governance Team consistently ensures that every interaction feels supported and valued. Their proactive attitude prevents issues before they arise, reduces delays, and helps operational teams deliver a smooth and reliable experience across the network. Through diligent management of compliance and exceptional care, they play a vital role in maintaining safety standards and enhancing the reputation of our organisation. The Siemens Mobility Sentinel Operations & Competence Governance Team embodies the very essence of this award. Their dedication, professionalism, and commitment to delivering outstanding service make them an invaluable part of our rail community. Their behind the scenes excellence has a direct and positive impact on staff, operations, and the overall experience across the network — demonstrating why they are truly deserving of recognition.

Every day, across 17 of London’s busiest stations, the St Pancras GPR Team steps into the unknown. No two shifts are the same—each brings new pressures, new risks, and new people in need of help. From life-threatening situations to moments of vulnerability, the team operates at the frontline of safety and customer care in one of the most demanding rail environments. Yet what defines them is not the scale of the challenge—but how they respond to it. With calm, compassion and professionalism, they turn difficult moments into positive outcomes, ensuring every passenger feels safe, supported and valued. Teamwork & Collaboration Rado, Abu, Mo, Nathan, Jude and James are more than a team—they are a unit built on trust, respect and shared purpose. In high-pressure situations, they instinctively come together, supporting one another and acting as one. Across 17 stations, they communicate seamlessly, ensuring no incident is faced alone and no passenger is overlooked. Their collaboration extends beyond their team, working hand-in-hand with TOCs and station colleagues to deliver a truly unified railway. Their strength lies not just in what they do—but in how they do it: together, consistently going above and beyond for each other and for every passenger. Fresh Thinking & Innovation Innovation in this team is driven by one simple question: how can we make things better for passengers? Rado answered that with the creation of passenger flashcard QR code booklets—an idea that has transformed communication, making vital information more accessible, inclusive and easy to use. What started as a simple solution has grown into a network-wide success, now used at more than 30 stations. This is innovation at its best—practical, scalable and people-focused. It reflects a team that doesn’t wait for change, but creates it. Outcomes, Benefits & Evidence The impact of this team is measured not just in metrics, but in lives changed. They have saved lives through swift, decisive and compassionate action—stepping in when it matters most. They have supported vulnerable individuals, offering reassurance and care in moments of crisis. They have reunited lost pets with their owners, turning distress into relief and joy. Their presence across 17 stations actively promotes safety, confidence and trust. Their collaboration with TOCs has strengthened the passenger experience, while the QR code booklets—now used at 30+ stations—stand as clear evidence of innovation delivering real, lasting benefits across the network. Lasting Impact & Industry Value Radoslav doesn’t just deliver a service—he creates journeys people remember. Through compassion, innovation and collaboration, he is setting a new standard for what frontline railway teams can achieve. His work s and ensures passengers don’t just travel—but feel safe, valued and cared for. By going above and beyond every day, He is building trust in the railway and encouraging passengers to return. Their impact reaches far beyond St Pancras—creating a model of excellence that the wider rail industry can learn from and be inspired by.

Shelley and Gerrard are more than Co-Chairs of GWR’s Ability Network, they are champions of a more inclusive, compassionate and forward-thinking railway. Through unwavering dedication, innovation and courage, they have transformed accessibility from an aspiration into meaningful action, ensuring colleagues with disabilities, long-term health conditions and neurodivergence are not only supported, but empowered to thrive. At the heart of their achievement is the delivery of Read&Write software across GWR: a powerful initiative that has fundamentally reshaped how inclusion is understood and experienced within the business. What began as a recognition of unmet need became a powerful programme with the potential to benefit every single colleague at GWR. The scale of what Shelley and Gerrard achieved cannot be overstated. Alongside demanding day-jobs, they personally drove this project from concept to implementation, navigating business planning, procurement, legal and data requirements, approvals, stakeholder engagement and delivery. They did this voluntarily, fuelled not by obligation, but by an unshakable belief that no colleague should be left behind. Their work exemplifies initiative in its purest form, they listened carefully to colleagues’ experiences and recognised a critical truth: many people across the organisation were struggling, silently. Neurodivergent colleagues, colleagues with disabilities and those with long-term health conditions were often forced to adapt to systems that had never been designed with them in mind. Rather than waiting for someone else to solve the problem, Shelley and Gerrard chose to act. What makes their leadership especially powerful is that they didn’t pursue a solution that simply ‘accommodated’ difference but instead, they championed a proactive and universal approach to inclusion. Read&Write is not hidden away as a specialist adjustment available only after disclosure; it is accessible to all colleagues from day one and this shift matters profoundly. For many people, asking for support can feel exposing or isolating, particularly when starting a new role. Shelley and Gerrard understood this deeply. By embedding accessibility into everyday working life, they helped remove stigma, replacing it with dignity, equity, fairness and belonging. Their innovation lies not only in implementing new technology, but in changing culture. Read&Write supports neurodivergent colleagues and those with disabilities or learning differences, but it is also an efficiency and productivity tool that can benefit everyone. Shelley and Gerrard recognised that true inclusion does not separate people: it creates environments where everyone can succeed together. The impact has been immediate and deeply personal: ‘Just wanted to say thank you for the new Read&Write, it has helped me loads.’ ‘Read&Write is brilliant, thank-you.’ ‘Hi, thank-you for your help with getting Read&Write in the business — it has been a lifesaver.’ These are not simply positive comments about software, they are reflections of colleagues feeling seen, valued and supported, perhaps (in some cases) for the first time in their working lives. It’s clear that Shelley and Gerrard’s work also demonstrates an extraordinary empathy and humanity. Throughout this programme, they consistently embodied GWR’s values, being selfless, collaborative and determined to improve outcomes for others. They embraced steep learning curves, developed entirely new skills and persevered through complex challenges, all while continuing to deliver in their substantive roles. Their resilience and positivity never wavered because they understood the stakes: inclusion is not a ‘nice to have’; it is fundamental to safety, wellbeing, fairness and organisational success. As long-standing leaders of the Ability Network, Shelley and Gerrard have spent years driving conversations about accessibility and inclusion within the rail industry. Their allyship extends far beyond advocacy, they challenge assumptions, encourage learning and continually push the business to evolve. They see the often-overlooked strengths, talent and potential of those with disabilities, and those who identify as neurodivergent and they work tirelessly to ensure systems and cultures enable people to contribute, fully and confidently. Their vision also extended beyond the workplace itself. Shelley and Gerrard ensured that GWR’s Read&Write provision included a ‘Free for Family’ option, allowing colleagues to access the software on personal devices for use by family members. This was an extraordinary and compassionate step that widened the impact of the programme far beyond GWR’s organisational boundaries; it recognised that accessibility and support do not stop when a shift ends. By extending this benefit into colleagues’ homes, they strengthened the idea of the ‘railway family’ and demonstrated genuine care for the wider communities connected to GWR. Importantly, Shelley and Gerrard have also positioned GWR as a visibly inclusive employer. From the moment a prospective employee considers joining the business, the presence of Read&Write within the software catalogue sends a powerful message: this is an organisation where difference is welcomed, where support is embedded and where people can thrive as themselves. In an industry working hard to become more representative and inclusive, this leadership matters enormously. Their contribution is not a one-off achievement, they continue to champion adoption, oversee wider roll-out activity and work with stakeholders to expand accessibility further, including mobile-device integration and continued promotion of family access. Shelley and Gerrard’s commitment is ongoing, sustained and deeply authentic. Shelley and Gerrard have not simply delivered a project. They have changed lives, influenced culture and helped shape a more inclusive future for the rail industry. Through innovation, initiative, perseverance and compassion, they have demonstrated what leadership truly looks like: seeing a barrier, refusing to accept it and working tirelessly until others can move beyond it. Their work reminds us that inclusion is not created through words alone, but through determined action and courageous leadership. Shelley and Gerrard embody both and the legacy of their work will continue to benefit colleagues, families and the wider industry for years to come.

I’d like to nominate Clare Caddick not just for what she has done, but for the way she has done it. Clare is a driver at LNER, but that only tells a small part of the story. Alongside doing a demanding operational role, she has consistently taken ownership of areas that needed attention and acted on them before being asked. She sees gaps in support, particularly around women’s health and inclusion and instead of waiting for direction, she builds solutions that make a real difference. As Chair of Empower, Clare has moved the network beyond conversation into meaningful action. A clear example of this is the Menopause Toolkit, which she wrote herself and developed with brand to ensure it was accessible and practical for colleagues. She didn’t stop there. She also drafted a Menopause Action Plan and pushed for it to be released publicly ahead of any legislative requirement. That is a proactive, values driven approach that sets the standard rather than follows it. The impact of her work is wide reaching. The Women to Women Mentoring Programme is something Clare created from the ground up. She designed it, sourced mentors, managed applications, matched participants and led the programme through to completion. This has supported women across the business to build confidence, develop their careers and feel more connected. This is not a localised win. It is something that has influenced culture across the organisation. Clare’s influence also extends beyond LNER. Through her role with Women in Rail and the launch of a national book club, she has created spaces for learning and connection across the industry. She has also supported other rail organisations in setting up and developing their own women’s networks, sharing knowledge and helping drive consistency across the sector. Her attitude is what brings all of this together. Clare is approachable, grounded and consistent. She creates an environment where people feel safe to speak, learn and grow. She is not performative in her work. She shows up, puts the effort in and supports people properly. On a personal level, she has also been a huge support to me and to ManKind, our men’s network focused on mental health and wellbeing. She actively supports the work we are doing, offering both challenge and encouragement and shows what true allyship looks like by supporting both women and men. Clare also demonstrates real innovation in how she approaches challenges. She has taken subjects that are often avoided, such as menstruation, menopause and violence against women and girls, and turned them into structured, practical support through policies, toolkits and open conversations. She is currently developing safeguarding content for vulnerable passengers, thinking beyond internal culture and into the customer experience. This includes practical guidance for passengers on how to access support, contact staff and feel safer when travelling. This is a forward thinking approach that addresses real concerns in a meaningful way. Clare doesn’t do this work for recognition. Much of what she has achieved has been built alongside her day job,

James in an outstanding advocate for men's mental health. He created a colleague network called ManKind, which has has outstanding influence in our business, industry and beyond. He had implemented initiative that have involved over 700 employees from Aberdeen and Inverness, and the way down to London King's Cross. His commitment to the cause is unwavering. From taking time out of his day to talk to an individual in need, to posting content and engaging his network online, or to supporting other train operating companies with their own men's colleague network. His role as founder and chair on ManKind is completely voluntary. However, his dedication doesn't falter and he reliability is nothing but consistent. He is kind, thoughtful, an exceptional ally to other employee networks, and truly wants to see change in the industry, and honestly, in the world. He manages the chair of ELEVATE, our colleague network for ethnic minorities and does so with nothing but understanding. He guides him endlessly and gives him all the time and resources he is able. He regularly collaborates with the EMPOWER, the women's network and his clear passion for gender equity shows. From quizzes and shared content, to being a guest on podcasts and industry panels, from following up with colleague concerns and requesting menstrual related training to support his team members, to calling out inequities and challenging the status quo. James is a gentle but formidable advocate who will, I believe, change the rail industry for the better (more than he already has)!

In 2025/26, GWR launched the first phase of its Period Products Project, a grassroots initiative built on a simple but powerful belief: dignity at work should never be optional. At the heart of that change was Val – a compassionate, determined and values-driven leader who saw a problem affecting colleagues every day and refused to accept it as “just the way things are.” What makes Val’s contribution, leadership and delivery even more exceptional is not simply the outcome, but the way it was achieved. This was not a formal objective, a previously funded programme, or a requirement of her role. Val led this work voluntarily, alongside a demanding position as an On-Board Customer Services Manager, motivated entirely by a commitment to equity, inclusion and wellbeing. As Co-Chair of GWR’s Women in Rail employee network, Val listened when colleagues shared deeply personal experiences of being caught without period products while working on board trains. The consequences were far more serious than inconvenience: embarrassment, anxiety, loss of confidence, operational disruption, and in some cases, colleagues feeling forced to leave shifts altogether. Val recognised immediately that this was not a minor issue, but one that directly affected dignity, safety, wellbeing and inclusion at work. Where others may have acknowledged the problem and moved on, Val took ownership. Demonstrating exceptional initiative, Val independently researched solutions, gathered colleague and customer insight, explored suppliers, developed a compelling business case and navigated unfamiliar corporate processes to turn an overlooked issue into meaningful action. Val engaged senior leaders, worked through procurement challenges, built communications plans and drove momentum across the business – all while continuing to deliver in a high-pressure operational role. The result was the successful launch of Phase 1 of the Period Products Project: free emergency period products made available for colleagues across the IET fleet. Delivered in partnership with Hey Girls, a UK social enterprise operating a Buy One, Donate One model, the initiative also ensures that every product purchased supports someone experiencing period poverty elsewhere in the community. Under Val’s leadership throughout 2026, the project has continued to grow. Provision has expanded into offices and training centres, with plans progressing for wider rollout across stations and depots. What began with one colleague identifying a gap in dignity and inclusion has become a meaningful cultural shift across GWR. The impact has been profound. Colleagues have shared stories of relief, reassurance and renewed confidence. Some have spoken openly about the embarrassment and anxiety of being caught unprepared at work and the difference it made to know support was available. In operational environments where staff cannot simply leave their workplace, these moments matter enormously. They are the difference between distress and dignity, exclusion and belonging. There have even been occasions where emergency provision has supported customers too, extending the positive impact beyond colleagues alone. Importantly, Val achieved all this quietly, selflessly and without expectation of recognition. The reward, to date, has simply been hearing the stories of people whose working lives have been improved because someone cared enough to act. That is precisely why this nomination matters. Too often, awards recognise the loudest initiatives, the largest budgets or the most visible national campaigns. Val’s work is different. It’s grassroots, practical and deeply human. It proves that meaningful innovation does not always mean inventing something entirely new; sometimes innovation is recognising a persistent inequality, challenging accepted norms and having the courage to create change where none existed before. Period product provision may not be a brand-new concept, but within GWR, this change did not exist until Val made it happen. Val transformed lived experiences into organisational action, creating a sustainable framework of support that has already changed colleagues’ day-to-day lives for the better. That is innovation in its most meaningful form: identifying a real problem, removing barriers and improving people’s experiences, in ways that genuinely matter. Val’s attitude and leadership throughout have also been extraordinary. Despite the sensitivity of the subject and the challenges involved in driving change, Val approached every conversation with professionalism, empathy and resilience. Val has become a trusted advocate and role model, helping to break down stigma, encourage open dialogue and inspire others to speak up about issues affecting them at work. Most importantly, Val has reminded us that progress does not always begin with major programmes or top-down directives. Sometimes it begins with one person saying, “this is not good enough, we can do better,” and then having the determination to follow through. This nomination is therefore not simply recognition of a successful project. It is recognition of a person who embodied the very best of GWR’s values and the values which shape the UK’s amazing rail industry: someone who identified a gap in inclusion, took ownership of solving it, and delivered lasting, compassionate change through courage, persistence and care for others. Val has demonstrated every quality this award seeks to celebrate, initiative, impact, attitude and innovation. More than that, Val has shown the power of grassroots leadership and the extraordinary difference one committed individual can make to colleagues, customers and workplace culture. We are proud to nominate Val for this award and prouder still to work alongside her.

I humbly nominate Bernard Campbell for the Health and Wellbeing Person award for his consistent, compassionate support he provides to colleagues especially during investigations, which can be highly stressful and emotionally taxing. He takes time to listen without judgment, helps staff understand processes clearly, and ensures they don’t feel isolated at a time when uncertainty can seriously affect mental health. He is based at Hither Green depot, approachable, calm under pressure and genuinely invested in people’s wellbeing. By checking in regularly, signposting support where needed, and maintaining confidentiality and trust. Bernard helps reduce anxiety and build resilience within Kent and East Sussex. His presence makes a difficult situation more manageable, and his care has had a meaningful, positive impact on morale and wellbeing with the business.

The GTR Wellbeing Team is nominated because they genuinely go above and beyond to look after our people, and the positive impact of their work can be felt across the whole company. They don’t just carry out tasks; they take real ownership, spotting wellbeing needs early, introducing new support routes, and stepping in long before anyone needs to ask. This commitment can be seen in the results: our Your View wellbeing score has risen by 9% in just 18 months, reflecting the trust and confidence colleagues have in them. Over the past year, the team has delivered 10 wellbeing roadshows, including out‑of‑hours sessions so colleagues on nights and early shifts are fully included. They have introduced quarterly Diabetes Day events and piloted point‑of‑care blood testing, helping colleagues better understand and manage their health. They have also tripled the number of TRiM‑trained colleagues, ensuring fast, compassionate support for anyone affected by traumatic events, including providing vital support for both GTR and other TOC colleagues following the Huntingdon incident. What truly sets them apart is their attitude. They bring warmth, resilience, and genuine care to every interaction, supporting colleagues through difficult moments while living our Zero Harm values every day. Their work has also earned wider recognition, with the team being named a finalist at the Great British Workplace Wellbeing Awards 2026, a testament to the impact they make not just within GTR, but across the industry. They continue to innovate in meaningful ways: working towards providing period products in staff toilets, creating safe and stigma‑free spaces to talk about mental health, and driving high engagement with wellbeing and EAP services so that seeking support becomes normalised. They have also rolled out mental health support videos for all colleagues and managers, giving teams practical tools and confidence to support themselves and each other. Through their initiative, compassion, creativity, and lasting impact, the GTR Wellbeing Team truly deserves recognition.

ManKind is trail blazing men's colleague networks to support men's mental health across the industry, and beyond. Having worked with multiple Train Operating Companies, as well as NatWest Bank to help them to implement their own versions of ManKind to support the health and wellbeing of their male employees. ManKind implements initiatives that engage and inspire men and their allies, it works with the community to host drop in sessions at one of our most infamous male fatality locations on the route, Chester-Le-Street, to talk to men about their mental health and support and signpost. Chairs and Leads host quizzes to encourage men who have expressed loneliness to be involved and engaged and to connect. Every member of the team works tirelessly around their day jobs of Train Drivers, Station Delivery Managers, Train Managers, Health and Wellbeing Advisors and so on to advocate for men's mental health. Member engagement is incredible, with open sharing and clear community, initiatives have seen over a fifth of the business involved, and the industry have been inspired by ManKind's purpose and success.

I would like to nominate Phil Stanley for this category. Phil has had an impact on me that extends far beyond his formal role. Although Phil hasn't been my line manager for a few years now, he has continued to invest his time and energy in my professional and personal development, this is through regular 1-2-1s, professional mentoring for my IET journey, coaching and ongoing personal/professional support. What sets Phil aside from others is not just their professional guidance, but his genuine caring nature and empathy for others. Our sessions are not just limited to professional support for my progression, they're a mixture of coaching, honest discussions and wellbeing check-ins. During all my challenging times within work, Phil has maintained these meetings as a constant source of support and bringing me some stability. Despite Phil having his own problems, he has never thrown me to one side and is fully committed to supporting me. Phil is a natural leader, he leads by example, demonstrating integrity, empathy and his own resilience. If Phil says he will ring me back, he does. If he offers support, he follows this through. Have this reliability, Phil built up my trust in him, this trust has had a very big impact on me, helping with my confidence, wellbeing, and renewed my vigour to keep going. Phil's, influence has not only had an impact on me professionally but also has led to some mindset changes and my own personal resilience. Having someone who genuinely cares, actively listens, challenges me constructively, has time and has empathy towards me has been invaluable. Phil, has always created a safe place for me where I am able to reflect, reset and focus. For the reasons above, I believe Phil is someone who goes above and beyond without recognition or any obligation to do so. Phil radiates the values that we strive for in the Railway industry: Professionalism, Accountability and Caring for others. His actions have had a lasting and meaningful impact on me, I have no doubt that others would say the same. Phil deserves to be recognised, not just for what he does, but for who he truly is.

Wales & Borders Route – Network Rail Category: Health & Wellbeing Award Overview Over the past three years, Wales & Borders Route has embedded mental health and wellbeing as a core part of its culture, moving beyond awareness to create a sustainable, employee led support network that is accessible, proactive and impactful. The programme has been designed around listening to colleagues, responding to local needs, and removing stigma, while building long term resilience across the route. What We Did Wales & Borders Route developed and implemented a comprehensive mental health and wellbeing programme with the following key elements: • Training and Capability Building: We trained 424 Mental Health First Aiders, ensuring consistent and visible support across the route. These trained colleagues act as trusted first points of contact, providing early support and signposting. • Local Ownership and Reach: A Wellbeing Champion has been established in every depot and office, ensuring wellbeing is embedded locally and not seen as a centralised or abstract initiative. • Collaborative Leadership: A dedicated Minds Matter Team meets every six weeks, bringing together frontline and support colleagues to share insights, identify emerging challenges and co create practical solutions. • Accessible Resources: A digital Wellbeing Hub was created, providing easy access to mental health resources, guidance, and a “Find a Mental Health First Aider near you” function, increasing visibility and uptake of support. • Trauma Response: A Trauma Management Team now provides specialist support across the Wales & Borders area, ensuring timely intervention following distressing incidents. • Education and Prevention: The route independently designed and delivered suicide awareness courses, ensuring content was relevant to our operational environment and workforce. • Engagement and Culture Change: We designed and delivered three Mental Health & Wellbeing Conferences (2024–2026), each receiving 100% positive feedback, demonstrating strong engagement and relevance. Impact and Outcomes The programme has delivered measurable and recognised outcomes: • Three MHFA Wales Gold Awards (2024, 2025, 2026) • National Mental Health & Wellbeing Award winner • Increased confidence among colleagues to talk openly about mental health • Improved visibility and use of support services • Strong peer to peer support culture across all locations Feedback consistently highlights that colleagues feel listened to, supported, and empowered to support others. Why This Matters This programme has shifted mental health from being seen as a reactive issue to a shared responsibility and everyday conversation. By investing in people, listening to lived experience, and empowering colleagues at every level, Wales & Borders Route has created a model that is sustainable, scalable, and genuinely embedded in day to day operations. Conclusion Wales & Borders Route demonstrates what is possible when mental health and wellbeing are prioritised with commitment, creativity, and compassion. This programme has not only saved lives and supported colleagues through difficult moments but has also created a healthier, more resilient workforce—making it a deserving recipient of continued recognition through this award.

With impending rule book changes that would see LOWS lookout working removed from railway operation, Martin the Electrification and Plant Engineer for Lancashire and Cumbria and Gareth Kinghorn the Infrastructure Maintenance Engineer for Preston, were tasked with finding a way for low level overhead line inspections to be completed without using LOWS. LOWs as being used on the west coast mainline due to the difficulty to access other times with Saturday nights being the only real access available and all resource already being allocated to other priority works on these nights. With this the team started to look at what technology was available to do the various clauses of the inspection; creating a working group of various Network Rail specialists to assess the technology and its capabilities. After months of working groups, the team were able to identify an technology based inspection regime that used various different solutions to complete the inspection without needing track access, with a few minor exclusions that could be done on foot without challenge. This was put together in order to gain a variation from the Network Rail standard and was approved for trial. A successful trial has now been conducted of this technology in Carlisle, allowing complete removal of LOWS well in advance of the rule book ban. The success can be seen as this has been pitched as national best practice, been presented to the PWI and the ORR all with great feedback. It is now being rolled out further as a permanent solution in Preston before being the go-to method for North West Route and the rest of Network Rail. The team have challenged norms, worked outside the box, collaborate internally and externally. This has created a new way of working that is safe, efficient and supports train service delivery. The technology includes alerts of detached droppers. This introduction has meant that detached droppers have been identified immediately, and actioned straight away, preventing dewirement and serious train service impact.

This team has delivered a sustained programme of groundbreaking innovation which fundamentally improve rail performance, safety, efficiency, and long‑term sustainability through bold, low‑cost, and highly impactful technological and operational advancements. Spanning performance improvement, electrical safety, digital asset management, and decarbonisation, these innovations have delivered demonstrable benefits to customers, operators, and the workforce while shaping the future direction of the rail industry. A defining example of innovation was the development and deployment of ‘de-mesh’ button. Persistent overhead line equipment (OLE) trips had long constrained service reliability. The development and rollout of the “de‑mesh” button for Electrical Control Operators fundamentally changed incident response. This simple but innovative system dramatically reduced response and recovery times within the critical 0–24‑minute window, delivering sustained train performance benefits at minimal cost. Nationally, innova

I am delighted to nominate Aemi Bestman and Paul Bucknall for the Railstaff Award 2026 in recognition of their outstanding contributions to leadership development within the rail industry through the Elevate Your Excellence programme. Aemi and Paul established this innovative programme to empower aspiring leaders with the skills, confidence, and resilience needed to take on greater responsibilities within their organisations. Through three successful cohorts, the programme has provided participants with opportunities to challenge themselves, develop their leadership capabilities, and gain valuable experience across different business functions. The impact of the Elevate Your Excellence Programme has been remarkable. About 100 graduates have successfully completed the programme, with many reporting significant personal and professional growth. Graduates consistently testify to the positive influence the programme has had on their careers, confidence, and workplace effectiveness. One of the programme’s greatest achievements has been its ability to address self-limiting beliefs that often prevent talented individuals from reaching their full potential. Through their innovative training methods, Aemi and Paul have created an environment that encourages participants to step outside their comfort zones, embrace challenges, and realise their capabilities. Beyond individual development, the programme has helped foster positive workplace values and stronger leadership cultures across the rail industry. The lasting impact of their work can be seen in the growing network of empowered professionals who are now making meaningful contributions within their organisations. Aemi and Paul have demonstrated exceptional commitment, vision, and passion for developing the next generation of rail leaders. Their dedication has created opportunities for countless individuals and delivered lasting benefits to the wider industry, making them highly deserving candidates for the Railstaff Award 2026.

The GTR Apprenticeship Team consistently demonstrate exceptional initiative, commitment, and professionalism in developing the next generation of railway professionals. They have taken true ownership of the apprenticeship programme, moving beyond simply delivering training to actively shaping a culture where learning, development, and opportunity are embedded across the organisation. Through their proactive approach, the team continuously identifies ways to improve how apprentices are supported, ensuring every individual receives the guidance, mentoring, and practical experience needed to succeed in the rail industry. They work closely with departments across GTR to ensure apprentices gain meaningful, real-world exposure, helping them build confidence, technical skills, and a strong understanding of railway operations. The impact of their work is clear across the business. The team has helped develop skilled, motivated apprentices who contribute positively to station operations, customer service, engineering, and operational roles. Many apprentices have achieved Distinction grades, strengthening the workforce and supporting the long-term future of the railway. Their efforts have also enhanced GTR`s reputation as an employer that invests in people and values professional development. Beyond their technical delivery, the Apprenticeship Team brings a positive and supportive attitude that has a lasting influence on colleagues and learners alike. They champion inclusion, encourage personal growth, and create an environment where apprentices feel valued and empowered. Their dedication, patience, and enthusiasm make them trusted mentors and role models across the organisation. The team also demonstrates innovation in the way they develop and deliver the programme. By continually reviewing feedback, adapting learning approaches, and introducing new ways for apprentices to gain practical experience, they ensure the programme remains relevant, engaging, and aligned with the evolving needs of the railway industry. Overall, the GTR Apprenticeship Team exemplifies the values of leadership, collaboration, and excellence. Their commitment to nurturing talent not only benefits the apprentices they support but also strengthens the entire organisation and the future of the rail industry. For their outstanding dedication, positive impact, and forward-thinking approach to developing people, they are truly deserving of this award.

In the past 12 months, Emma Lowe and the Operational Capability Team have delivered at a scale and quality rarely seen in national operational functions, while continuing to provide essential business as usual support to Network Rail routes and wider industry, with responding to growing national demand. This has included over 90,000 competence assessments, strengthening assurance across safety critical roles; 2,033 delegates trained through 228 nationally coordinated courses; 463 assessors trained, with 109 achieving qualification; and 30 verifiers trained, including 6 newly qualified, reinforcing independent assurance. Alongside this, more than 3,000 targeted support plans were created to enable individual development, supported by £900k of training funded and £1.6m invested in simulators, modernising delivery. Operational Capability resources have also seen 88,000 visits from 3,000 unique users, demonstrating reach, relevance and impact. This was on top off and additional to the day job! Emma has led a fundamental transformation of how operational training and competence is designed and delivered. She has challenged long standing assumptions in attraction, recruitment and selection, deliberately removing barriers that limited diversity within operational roles. This includes redesigning training structures to be accessible to a wider range of candidates, reducing reliance on extended residential periods away from home and embedding blended learning, e learning and contemporary adult learning techniques. Emma has personally invested in the structure, design, content and people behind operational training, ensuring it is credible, engaging and fit for the future. A landmark achievement has been securing external professional recognition for signaller training through partnership with the Chartered Institute of Railway Operators (CIRO) — a major step forward in professionalising railway operations. Building on this, Emma and her team have created structured competence frameworks and learning journeys for all operational roles, including signallers, local operations managers, operations managers, route operations managers, control roles, electrical controllers and mobile operations managers. This has also delivered a true industry first: a dedicated four week national training programme for operations controls, bringing together candidates from Network Rail and train operators. Emma has also built an exceptional Operational Capability Team. Despite the challenge of recruiting in a specialist field with a traditionally narrow talent pool, she has established a genuinely diverse, high performing team whose breadth of experience continues to strengthen the quality and credibility of outputs. Retention of Local Operations Managers had been a recognised challenge. Through professional training, structured qualifications, assessor and verifier development, and capturing corporate memory, Emma has stabilised and strengthened this critical population, supporting high potential as well as long serving colleagues. Feedback is unequivocal: “Emma is just brilliant.” Demand for her time far exceeds the hours available, yet she continues to respond tirelessly. Emma is synonymous with operational competence — and the most common refrain across the organisation is: “Emma is fantastic… please can we have more Emmas.”

The Network Rail Telecoms Development, Training and Competency Team demonstrate a clear shift from task execution to true ownership. Rather than waiting for direction, they actively identified gaps in Telecoms Engineers skill base, they identify inefficiencies, and find emerging risks and take initiative to address them. They move beyond “doing what was assigned” to asking deeper questions like “What is missing in employees training profiles?”, “What could go wrong?”, or “How can this be better?” and then acting on those insights. In many cases, they not only solve the immediate problem but also implement preventative measures. The team ensure outcomes, and take responsibility for both successes and setbacks. Instead of escalating problems upwards, they come forward with thoughtful recommendations or fully formed solutions. The team deliver many localised wins, they are constantly improving team efficiency by ensuring everyone’s skills are always in date and at a high level. Now to the major achievement. The team demonstrated innovation by rethinking how a new Telecoms training environment could best support learning and development. From this a new Telecoms Training Room was set up in Network Rails Doncaster Training School and rather than relying on a standard classroom setup, they proactively designed a more structured and user-friendly training room that removed common frustrations and improved the overall experience. The new Telecoms classroom layout stimulates the delegates and the unique layout helps tackle any obstacles that are encountered with learning and creates learning aids for delegates of all skills. Their approach on developing the room focused on practical enhancements, optimising layout, ensuring resources were easily accessible, and creating a space that enabled smoother delivery of sessions. This reduced downtime, minimised disruptions, and allows both trainers and participants to focus on the content rather than logistical challenges. Overall, the team’s efforts reflect thoughtful, solution-driven innovation, turning a routine environment into a well-organised, effective space that enhances both delivery and learning outcomes. Notably, the team lifts morale through encouragement, recognition of others’ contributions, and a willingness to support colleagues and engineers in the Telecoms routes. These nominees also serve as visible role models for Network Rail company values. They demonstrate professionalism, accountability, and respect in their day-to-day actions, setting a standard others can follow. When problems arise the team show incremental innovation by refining existing approaches—streamlining workflows, simplifying communication, and reducing manual effort. And overall they introduce genuine creative solutions such as adjusting skill codes to suit courses delivered, monitoring people’s learning paths to reduce duplicate or wasted training and keeping control of statistics of how successful Telecoms training is. From this they identify persistent frustrations and develop new tools and methods that significantly improve outcomes. This is done by either designing a smarter process, leveraging technology in a new way, or connecting ideas across teams. Their contributions solved root causes rather than symptoms. And finally all I can say is that Mark Law, Alison Walters and Louise Hardy have revolutionised Telecoms Training in Network Rail for the better

Victoria O’Reilly is an outstanding Station Manager at City Thameslink who consistently demonstrates an exceptional commitment to learning, development, and investing in people. She has cultivated a workplace culture where growth is actively encouraged, and every individual is supported to expand their skills, confidence, and knowledge. Her leadership goes beyond operational excellence; it is rooted in developing people to achieve their full potential. Victoria actively encourages everyone in her team to learn, develop, and broaden their capabilities. She does not wait for opportunities to arise—she creates them. Whether it is supporting colleagues in completing formal training, encouraging them to step outside their comfort zones, or identifying development needs early, Victoria ensures her team members are always progressing. She inspires a mindset shift from simply completing tasks to proactively identifying and solving problems, empowering her team to take ownership of their roles. Her impact is evident in the confidence and performance of her team. Individuals who have worked under Victoria have grown significantly, showing increased initiative, stronger decision-making skills, and a willingness to take on new challenges. She creates an environment where learning is not seen as an obligation but as an opportunity, making development both engaging and meaningful. This has resulted in a highly capable and adaptable team that consistently delivers excellent service. Victoria also fosters an inclusive and supportive atmosphere. She understands that each team member has unique strengths and aspirations, and she tailors her approach to suit individual needs. She celebrates achievements, no matter how small, and provides constructive feedback that motivates rather than discourages. Her approachable and encouraging nature ensures that everyone feels valued, respected, and confident to grow. Innovation is at the heart of Victoria’s approach to development. She promotes knowledge-sharing within the team, encourages cross-skilling, and introduces new ways of learning that go beyond traditional methods. By doing so, she ensures that development is continuous, practical, and aligned with both personal and organisational goals. Her ability to think creatively about learning opportunities sets her apart as a truly forward-thinking leader. Victoria’s dedication to investing in people has created lasting positive change. Her team is more engaged, resilient, and motivated, and this is reflected in the high standards maintained at City Thameslink. She has built a culture where individuals are not only supported but inspired to grow and succeed. Victoria O’Reilly truly embodies the values of the Learning, Development & Investing in People Award. Her passion for developing others, her proactive leadership, and her genuine commitment to her team make her an exceptional candidate and a highly deserving winner.

Wales and Western region manage the Engineering Graduate Scheme differently, with the scheme management team instilling a sense of belonging and ownership from Recruitment through to First Appointment. The engineering graduates in W&W region are one cohort, supported by the team and each other. Other areas of the business manage graduates more disparately, but in W&W the Engineering Graduate and Year in Industry programme promotes cohesive management and consistency of experience. We continue to see a very high retention rate with all of our graduates remaining in the business for at least 2 years upon leaving the scheme. We attract a diverse and engaged cohort each year who deliver value consistently across the business. Without the effort and support of the team this would not be the case. Even through organisational change, the engineering graduate scheme in W&W, widely viewed as best practice both in and out of the Region, continues unhindered in the development and support of our future Engineers and Leaders.

Over the last 6 years Barry has saved the life of at least 2 people as well as assisting 3 other people in need while he was at work. Scenario 1: him and a colleague stopped a suicide attempt at a railway bridge near Motherwell. Scenario 2: a wheelchair user had fallen over at night alone and was stuck, he got them into the van and drove them home and helped them into their house. Scenario 3: Barry came across a crashed vehicle in a ditch and got out to assist a mother in need with a child, allowing them to get a heat in the van and phone family members, he waited with them after checking they were not badly injured. Scenario 4: Barry found a member of the public writhing the railway that had walked on at a level crossing to attempt suicide. They were heavily intoxicated and Barry got them off the railway by carrying them partially and called police. 2 hours later and tris person would have been on a live line. Barry is also a volunteer boxing coach at a local club which he runs as a charity. He has coached well over 100 young children and adults from ages 7 and up. He has done this as a volunteer for many years. He spends over 20 hours a week at times coaching the kids sometimes coming straight to work from the club. He is a real star of his community in newarthill and Motherwell. Barry has always asked not to be given recognition for the above incidents and his charity work. I think it’s the right time he is made aware of how special a person he is and how his acts are not going unnoticed

During a core rail renewal weekend at Taylor’s Lodge, Owen Patterson demonstrated exceptional awareness and compassion that truly set him apart. While on site, Owen noticed a womanclimbing onto the parapet of a nearby bridge, close to where the team had just completed excavation work. Trusting his instincts that something was wrong, he immediately set out running the 200m to get up to the overbridge and check on her. Upon approaching, it became clear to Owen that the woman was in distress and potentially about to jump. Without hesitation, he engaged her in conversation, ultimately persuading her to come down from the parapet to a place of safety. Thinking quickly, Owen then moved her further away and arranged for a couple of track operatives to form a human barrier between her and the edge until the police arrived to take over the situation. Owen’s quick thinking and calm response prevented what could have been a tragic incident. His actions reflect outstanding dedication to the safety and wellbeing of those around him.

Peter was working an early morning service from Manchester Airport to Chester. As he was passing through the Deansgate area of Manchester he was faced with a signal that reverted on him from Green to Red at Castlefield Junction. Castlefield Junction is a highly congested area of the network and the main route into central Manchester. A signal reversion in a high traffic area can be unsettling at the best of times and Peter was advised that a trespasser had been sighted on the Viaduct in a precarious position. It was clear from the location and demeanour of the male that he intended to end his life. Peter secured his train quickly and left his cab with the intention of speaking to the male, knowing it was a high risk situation that required immediate action. Peter approached the male and engaged him in dialogue using his own experiences and empathy to discuss the consequences with the male who was highly distressed. After a period of time and before police arrival, Peter has successfully negotiated with the male to return to the safer side of the bridge wall. Peter then escorted the male to a nearby train which was heading to Oxford Road. Peter organised specialist help from the BTP and briefed the crew of the train before leaving the scene and continuing with the remainder of his journey. Without the swift and decisive actions carried out, this situation could have ended with a tragic outcome. This action was commended by other TOC's, Network Rail, BTP and CAF who all passed on regards to Peter. Peter is a driving instructor here at Chester and this is just one example of his values, compassion and situational awareness that he passes on to trainee drivers and other staff at TfW.

I am nominating Team B Nights, including PIC Andrew Gregory and shift fitters Scott Hislop, Mark Thomas, and Ben Dunn, for their outstanding teamwork, decisive action, and compassionate handling of a life-threatening situation involving a vulnerable individual on the railway. During a train movement on Barton Hill Depot, shift fitter Scott Hislop, who was undertaking driving duties that night, demonstrated exceptional vigilance by identifying an individual climbing over a boundary fence near signal BL6687. Recognising the immediate danger, he acted without hesitation and stopped the movement, preventing a potentially fatal incident. He then reported the situation via radio without delay, initiating a rapid and coordinated response. This decisive action exemplifies strong personal ownership and a commitment to safety that goes far beyond routine duties. PIC Andrew Gregory quickly assumed control of the situation, coordinating the team’s response and ensuring all appropriate safety measures were implemented. A dynamic risk assessment was carried out, and a full block was requested across all lines to protect the individual, staff, and the wider railway. His calm leadership and clear direction ensured that the team operated effectively under pressure and maintained control of a highly volatile situation. Shift fitters Mark Thomas and Ben Dunn, alongside Scott Hislop, played a critical frontline role in engaging directly with the individual, who had expressed an intention to self-harm and was in a highly vulnerable state, including being without footwear. Demonstrating exceptional empathy and professionalism, they communicated calmly and respectfully to de-escalate the situation. In a proactive and safety-conscious decision, they removed the individual’s mobile phone to reduce further risk. Ben further demonstrated outstanding initiative by climbing onto a nearby box section adjacent to the fence to establish face-to-face communication with the individual. This quick-thinking and measured action enabled more effective engagement, helping to build trust and calm the situation at a critical moment. The impact of Team B Nights’ actions was both immediate and far-reaching. Their swift and coordinated intervention prevented a potential fatality and ensured the individual was safely recovered and transferred into the care of British Transport Police and ambulance services. The implementation of a full line block protected the wider railway, safeguarding passengers, staff, and operations. This was not just a local success, but a powerful example of how teamwork and professionalism can deliver life-saving outcomes. Throughout the incident, the team maintained a calm, resilient, and supportive attitude. Their professionalism reassured one another and enabled a unified response. They also went above and beyond by escorting British Transport Police on site due to unfamiliarity with the location, ensuring the incident was managed safely through to its conclusion. Team B did not simply respond to an incident — they stepped into a moment where a life hung in the balance and chose to act with courage, compassion, and absolute professionalism. Because of their actions, someone in crisis was given the chance to step back from the brink and receive the help they needed. Their response represents the very best of the rail industry: people

I would like to nominate Terry for Lifesaver award following the heart warming feedback received from a passenger he encountered on his train. The passenger was struggling with their mental health, and Terry went above and beyond in the way he supported them. The message received is as follows: “Hello, I’m writing to you to thank a train manager, Terry, who was on the 9.32 Stafford-Euston train on 30 January 2026. I’ve been having a bad time at home involving a difficult time with an abusive parent and dealing with the courts whilst my parents finally formally divorce after 10 years of separation and estrangement from my dad. I had been laid off from my part time job, and was/am in my final year of my PhD having to live at home to save money for court fees for my mum. Everything had become too much. I was on the train heading to London to escape home - really just running away with no plans. I’d contemplated suicide walking over Stafford railway bridge. On the train, I broke down. Terry noticed me and sat with me for a few minutes. He didn’t walk past, he said hello and spoke with me - he was so extremely kind; his tone, his manner - everything. I was very embarrassed to have been noticed, but his lightness was so reassuring - he didn’t make me feel silly, he just treated me like a person, something I haven’t felt for a very long time. He continued with his duties and then after the announcement regarding the fire near Euston, he sat with me again and made sure I understood what was going on and to make sure I had let my friends know I would be late. He seemed to understand that I was not functional - even though my pride made me try to seem so. He then, inexplicably kindly, offered me his voucher for a coffee. I am in awe of this gentleman for his compassion and kindness towards a stranger for whom he had no responsibility. In a world that feels increasingly fractured and individualist that gesture of kindness and care was overwhelming in its selflessness and humanity. Terry is more than an asset to LNR, and I hope that LNR sees that and values him accordingly - he is a truly lovely and kind person whose courage to live his values in his work must be lauded. His manner towards other passengers was similarly personable and helpful. I don’t know how to thank Terry; “thank you” is wholly insufficient, but I, of course, thank him from the bottom of my heart. I will pay forward his compassion. With eternal gratitude,” Terry showed genuine empathy, took the time to engage with care, and demonstrated the duty of care we all hold as railway workers. His actions made a meaningful difference to someone in a vulnerable moment, and this reflects the very best of our values.

Elizabeth Thomas’s career is a story of dedication, compassion, and lasting impact across the Welsh railway. Over 43 years of service, Liz has become a trusted presence for customers and colleagues alike—known for deep operational knowledge, clear communication, and a calm, steady approach when situations are under pressure. She began on the YTS scheme, moved into the booking office at Cardiff Queen Street, and then progressed to Cardiff Central—building strong foundations in customer service, fares and ticketing, and the practical realities of running a busy station. At Cardiff Central, Liz worked in the booking office and Travel Centre, supporting customers with journeys across the UK and complex continental itineraries. She handled detailed itinerary planning, reservation requirements, and disruption questions with patience and clarity—helping people feel confident about travel that often seemed complicated or daunting. Her knowledge was matched by the way she treated others: with warmth, reassurance, and respect. Liz later joined the Telephone Bureau, becoming a supervisor known for supportive, people‑first leadership. She coached colleagues through tricky calls, shared knowledge generously, and set a consistent standard for accuracy, professionalism, and empathy—leading by example and helping others develop and succeed. In 1999, following the Bureau’s closure, Liz moved into Control. For over a decade in the Control Centre—through multiple changes and restructures—she has helped keep services moving by making sound, timely decisions, communicating clearly with frontline teams, and staying focused on safe, practical recovery during disruption. In a role where pressure is constant, Liz has been a reliable source of calm and reassurance to the people she works with. Having worked through British Rail, successive franchises, and now Transport for Wales, Liz has carried forward hard‑earned knowledge and values while welcoming and supporting new colleagues entering the industry. Liz’s exceptional understanding of how the railway runs—and how it recovers when things go wrong—is invaluable. Just as important is her ability to explain complexity simply, giving others confidence to make decisions and grow into their roles. New colleagues in Control have gained not only a mentor, but someone who genuinely believes in them. Liz takes time to explain the “why” behind decisions, talks people through options during incidents, and offers practical feedback that builds confidence. In moments of pressure or self‑doubt, she listens without judgement and helps others reset and refocus—strengthening resilience, trust, and a supportive culture that extends far beyond her own desk. Many controllers are where they are today because of Liz’s guidance, positivity, and belief in people. Her influence is reflected in the calm professionalism she has modelled and the standards she has passed on to the next generation. Liz’s knowledge will be missed when she retires, but her legacy will endure in the people she has supported, inspired, and shaped throughout her remarkable career. For a lifetime defined by dedication, humanity, and an unwavering commitment to both the railway and its people, Elizabeth Thomas is not just deserving of a Lifetime Achievement Award — she is the very definition.

Some careers are measured in years. Others are measured in impact. Emma’s career at Great Western Railway is defined by the difference she has made to people—quietly, consistently, and without ever asking for recognition. She is the person colleagues turn to when things feel difficult. The one who listens, who understands, and who acts. When one colleague reached the point of wanting to leave the railway entirely, Emma didn’t see a resignation—she saw someone who needed support. She took the time to sit down, to listen, and to understand what was really wrong. Through her empathy and determination, she helped that colleague find a way forward. A year later, they are still part of GWR. That moment didn’t just retain an employee—it restored confidence, stability, and belief. This is where Emma’s legacy truly lies: in people. But her impact doesn’t stop there. When Emma joined Weston-super-Mare, she immediately stepped forward to take ownership of two of the most complex operational events—Bridgwater and Weston-super-Mare Carnivals. These were not simple tasks. They required months of planning, coordination across multiple departments, and collaboration with external partners including the British Transport Police, suppliers, and safety teams. Emma didn’t just organise these events—she transformed how they were delivered. She brought people together early, created clarity where there had been uncertainty, and encouraged honest reflection on past experiences to drive improvement. Her communication was constant, her planning meticulous, and her leadership inclusive. She listened as much as she led, adapting where needed and ensuring everyone felt part of the process. The result was more than just successful events—it was a confident, aligned team that trusted both the plan and each other. Emma also demonstrated extraordinary initiative during a period of long-term sickness within the West management team. Without hesitation, she stepped into on call management responsibilities, balancing this alongside her demanding role as a Dispatch Supervisor. She did this without additional pay or recognition—simply because the team needed her. And that is what defines Emma. Not just what she does—but why she does it. She lifts others. She builds confidence. She develops future leaders. During event planning, she supported a colleague who wanted to take on more responsibility, guiding them step by step, sharing knowledge, and encouraging them to challenge and grow. Today, that colleague is ready to lead. Emma doesn’t just deliver results—she leaves a legacy behind her. Her influence is felt in every colleague she has supported, every challenge she has stepped into, and every team she has strengthened. Emma hasn’t just contributed to the railway—she has shaped it through people. And for that, she is truly deserving of this Lifetime Achievement Award Emma doesn’t just keep the railway moving—she keeps its people believing they belong.

Hayley Simpson is an exceptional Scheme Project Manager whose innovative, evidence‑led approach has transformed how complex boundary renewals and vegetation works are developed and delivered across Scotland’s Railway. Working across a programme in excess of £5 million, Hayley consistently challenges “standard practice” in favour of smarter, safer and more sustainable solutions. Innovation Hayley’s defining strength is her ability to apply creativity with discipline. Rather than defaulting to traditional fencing or vegetation specifications, she actively explores alternative, proportionate solutions that balance safety, cost, ecology and long‑term asset performance. This includes championing natural boundary approaches where land use and risk profiles allow, integrating ecological advice, land management principles and delivery constraints into practical, implementable solutions. She has pioneered a more intelligent approach to vegetation and boundary interfaces—questioning rigid application of specifications,

The Severn Tunnel Rigid Overhead Contact system (ROCs) renewal is a flagship example of engineering excellence, innovation, and collaboration, delivering a transformational solution within one of the most hostile railway environments in the UK. Valued at approximately £22 million, the project addressed long‑standing reliability challenges that had constrained operations for years and established a new benchmark for electrification resilience in extreme conditions. The Severn Tunnel’s unique environment—characterised by persistent moisture, aggressive salts, and airborne contaminants—had historically caused repeated failures of the rigid overhead contact system, primarily due to bimetallic corrosion. Despite extensive effort over a two‑year period, traditional engineering approaches failed to provide a durable solution. By late November, with a critical blockade approaching, no viable design existed, placing safe and reliable electrified operation at significant risk. In response, Network Rail took the bold and unprecedented decision to bring the design function fully in‑house. Route Asset Management (RAM) and Capital Delivery teams were integrated with Electrical Systems Design and Delivery (ESDD) and the Technical Authority, supported by an alliance of contractors through ARQ (AMCO Giffen, REL, and QTS). This collaborative model enabled rapid decision‑making, shared ownership of risk, and the pooling of specialist expertise. Within six months, the team developed a radical new design concept that fundamentally removed the tunnel’s historic failure mechanisms. The key innovation was the introduction of insulated bridge arms, eliminating contact between dissimilar metals and therefore eradicating the root cause of corrosion. This represented a major step change in overhead line resilience. Complex dynamic modelling was required to accommodate the tunnel’s geometry and aerodynamic constraints; critically, responsibility for this modelling was transferred to ESDD, avoiding conservative fallback solutions and ensuring an optimised, future‑ready design. The resulting system comprises a 7 km fixed‑termination single copper contact wire supported by modified bridge arms, fully removing the need for previous ROC arrangements. The bridge arm design was intentionally simple, lightweight, and minimal in components, enabling rapid installation while aligning strongly with CDM and CSM‑RA safety principles. Despite extremely demanding timescales, Bonomi successfully delivered approximately 900 bridge arms and supports, demonstrating exceptional supply‑chain commitment and flexibility. The project exemplified industry‑wide teamwork, seamlessly integrating in‑house designers, contractors, suppliers, RAM, and Capital Delivery into a single, outcome‑focused team. Delivery was achieved during a 12‑day, 24/7 blockade in June 2025 in the UK’s longest railway tunnel. Over 24,256 hours were worked with zero accidents or incidents. Key outputs included the removal of 7,000 metres of legacy ROC, installation of 835 SPS brackets and bridge arms, and installation and tensioning of 8,200 metres of 150 mm² contact wire. Making a late-stage design change required courageous leadership, trust, and strong relationships across the team but proved essential to success. Early operator feedback confirms improved dynamic performance was excellent, validating the innovative approach. The Severn Tunnel ROCs renewal has delivered a robust, future‑proof system, leaving a lasting legacy of innovation, safety, and engineering excellence for the UK rail network which was only possible through the drive, commitment and passion of this extraordinary team.

Hither Green Sandpit Project represents a transformative investment in workforce capability, delivering a practical, hands-on training environment that directly enhances operational readiness and efficiency. Designed as an accessible, purpose-built facility led by Hither Green S&T and Pway with support from volunteers. The sandpit project utilises recycled scrap materials, to create a learning environment that enables staff to engage in realistic, scenario-based learning that bridges the skill gap between theory and field application. One of the key benefits of the project is in its ability to significantly reduce reliance on external training centres, by bringing high-quality training infrastructure closer to our workforce. This localised approach ensures that learning is more frequent, flexible and aligned with staff competency demands. The sandpit has fostered a culture of innovation, experiential learning, allowing teams to build confidence, refine faded skills, and collaborate more effectively in a controlled environment. The result is a more competent, prepared and resilient workforce. Delivered within a modest budget of well under 5 million GB pounds, Hither Green Sandpit Project demonstrates exceptional value for money while achieving a broad and lasting impact. It stands as a clear example of how targeted infrastructure investment can drive meaningful improvement in both performance and efficiency, making it a strong candidate for recognition in the projects under 5 million GB pounds category.

Few individuals embody the spirit of dedication, professionalism, and unwavering commitment to the railway industry quite like Tom. His contributions over the past year have been instrumental in delivering several high‑profile projects for Great Northern and Thameslink, all while demonstrating exemplary leadership, technical expertise, and a proactive approach to safety and business improvement. Tom played a central and defining role in the successful introduction of the Class 379 fleet onto the Great Northern route. This complex, multi‑stakeholder programme required meticulous planning, operational readiness assurance, and constant coordination across Engineering, Operations, Training, and Stakeholder Engagement. His work directly improved capacity, comfort, and performance for thousands of passengers. The opening of Brent Cross Station was another flagship achievement in which Tom was a driving force. Supporting complex multi‑disciplinary teams, he ensured that operational readiness, safety assurance, and driver‑related requirements were fully embedded into the project. Beyond his project responsibilities, Tom consistently goes above and beyond his role—often attending safety forums, working groups, and business improvement sessions that he is not required to be part of, including the Great Northern Health and Safety meeting. He participates simply because he cares deeply about improving the safety, wellbeing, and working conditions of colleagues across the network. His voluntary contributions have strengthened the safety culture across Great Northern, Improved dialogue between operational teams and project groups, driven meaningful improvements to driver processes and risk management and shown others the power of personal accountability and leadership Tom’s willingness to step forward, contribute, and challenge constructively—without expectation of recognition—sets him apart. With the ongoing delivery of the Cambridge South Station project, Tom continues to play an essential role in the development of Cambridge South Station, a strategically significant project supporting the region’s growth and Tom’s involvement is widely recognised as a stabilising and quality‑driven factor in the project’s ongoing delivery. In summary, Tom consistently demonstrates the qualities that define excellence in the rail industry. He is dependable, collaborative, technically strong, and unrelentingly focused on delivering safe, high‑performing railway services. His influence goes far beyond the boundaries of any single project. Tom lifts the standards of those around him, inspires confidence, and improves the railway for both colleagues and customers. For his outstanding performance, his dedication to safety, and his vital contribution to several major operational milestones, Tom is truly deserving of recognition at the Rail Staff Awards.

Project: Class 334 Fleet – Battery Tray Replacement and Battery Technology Refurbishment Programme Client Partnership: Working in close collaboration with Alstom to support their end client's fleet modernisation objectives. Project Duration: 18–24 months (currently in progress, due for completion Q2 2027) Initiative When battery trays on the Class 334 fleet were found to be severely corroded, the Vertiv team did not wait for instruction. They proactively identified the risk, took full ownership, and reverse engineered an entirely new battery tray solution — ensuring compliance with all current rail industry standards including EN45545 (Fire and Smoke) and EN15085 (Welding Standard). The team independently recognised the opportunity to transition battery technology from NiCad to Lead-Acid, developing a comprehensive lifecycle costing model to optimise Return on Investment and Total Cost of Ownership. This strategic advisory work went beyond their core remit, helping the client make informed decisions about the long-term alignment of an ageing fleet. Anticipating logistical bottlenecks before they materialised, the team sourced and ordered specialist lifting jigs to safely install batteries into the new trays — solving a problem before it was raised. To meet this formidable challenge, a dedicated and highly expert team was assembled. Led by Jason Rimington (Battery Refurbishment Manager), Craig Bingham (Operations/Logistics Manager), Leigh Couzens (Battery Control Administrator), Phil Stamper (Engineering Director), and Luke Rowley (Battery Refurbishment Supervisor), the core team — supported by three full-time refurbishment engineers — was given the autonomy and resources to succeed. ________________________________________ Impact This team's contribution extends far beyond a localised win — it represents a transformative impact on the long-term operational viability of the Class 334 fleet: • Fleet Modernisation: Battery tray reverse engineering, built to the latest EN45545 and EN15085 standards, ensures the fleet meets current and future regulatory requirements, extending its operational life and protecting the client's investment. • Technology Transition: Supporting the move from NiCad to Lead-Acid enables a more sustainable, cost-effective power solution across the entire fleet. • Financial Optimisation: Strategic lifecycle costing and ROI/TCO analysis provided the client with a clear financial roadmap — a game-changer for long-term asset management decisions. • Operational Continuity: Through a dedicated work area, bespoke transport logistics, and a comprehensive contingency stock of spare parts and float batteries, the team has ensured zero schedule disruption despite stringent programme timelines. ________________________________________ Attitude Despite formidable technical challenges and unforgiving timelines, this team maintains an unwavering positive and resilient presence. Their collaborative spirit is evident in how they structured operations: clear roles, shared responsibility, and a collective commitment to excellence. Each team member serves as a role model for Vertiv's core values — taking personal accountability, supporting one another, and consistently going above and beyond. Their calm professionalism and meticulous planning actively boost morale across the wider organisation, demonstrating that complex, high-stakes projects can be delivered with composure and pride. They inspire confidence in colleagues and clients alike, proving that a small specialist team can achieve what larger organisations often struggle to deliver. ________________________________________ Innovation This team's approach is defined by creative problem-solving rather than following the standard playbook: • Bespoke Engineering Design: Rather than sourcing an off-the-shelf replacement, the team reverse engineered an entirely new battery tray — engineered to the latest standards. This was not following convention; it was creating a new benchmark. • Specialist Tooling: Identifying that standard equipment would not safely handle installation, they specified and procured bespoke lifting jigs — a practical innovation that improved both safety and efficiency. • Proactive Contingency System: The team developed a comprehensive contingency stock and float battery system that eliminated the risk of schedule delays due to unforeseen component failures — a genuine innovation in project risk management for rail refurbishment. • Integrated Logistics Model: Establishing dedicated transport for all collections and deliveries created a streamlined, end-to-end workflow that minimised variables and set a new benchmark for future programmes. ________________________________________ Summary The Vertiv team demonstrates that a small, specialist team — operating with autonomy, expertise, and relentless drive — can deliver results that rival much larger organisations. Their initiative, innovation, and positive attitude combine to create genuine, measurable impact for the rail industry.

I am delighted to nominate Ben for the Rail Ambassador Award in recognition of his exceptional leadership, initiative, and the lasting impact he has on both the rail industry and the wider community. Initiative: Ben consistently takes ownership beyond the expectations of his role. He does not wait to be asked—he actively identifies challenges and implements solutions that improve both team performance and customer experience. Whether addressing operational issues or supporting colleagues, Ben demonstrates a proactive mindset, always seeking ways to make things better for those around him. Impact: Ben’s influence extends far beyond his immediate team. His leadership has directly contributed to improved service delivery, stronger team cohesion, and a more customer-focused approach. By embedding a culture of trust, respect, and accountability, he has helped drive measurable improvements in performance while also inspiring others to raise their standards. His work represents not just localised success, but a wider positive impact on the organisation. Attitude: Ben is a consistently positive and resilient presence. He leads by example, creating an environment where colleagues feel valued, supported, and motivated. His empathy is evident in the way he prioritises both customers and team members, always putting people first. He is a role model for company values, lifting morale and encouraging others to take pride in their work and make a difference. Innovation: Ben brings creativity and fresh thinking to his role, finding practical and effective ways to overcome challenges. Rather than simply following established processes, he looks for smarter approaches that enhance efficiency and service quality. His ability to think differently has helped resolve recurring issues and improve the overall experience for both customers and colleagues. Beyond his professional achievements, Ben’s commitment to the community further distinguishes him. He actively supports organisations such as the East Midlands Air Ambulance, contributes to grassroots football initiatives, and helps individuals in need, including Poppy Oliver. This dedication reflects his genuine compassion and reinforces his role as a true ambassador for the rail industry. Ben consistently goes above and beyond, representing the industry with professionalism, integrity, and a people-first approach. His leadership inspires those around him and delivers meaningful results. I wholeheartedly recommend Ben for the Rail Ambassador Award.

Lorrae’s journey is one of exceptional resilience, courage and service. Joining Southern after experiencing domestic abuse and severe anxiety as a teenager, she entered the railway lacking confidence and unsure whether she could succeed in such a demanding, traditionally male-dominated environment. At the same time, many women and girls travelling on the railway—particularly at night—often felt vulnerable or unsafe, creating a need for frontline staff who could provide reassurance, recognise risk, and actively support those who may feel at risk. Rather than allowing her experiences to hold her back, Lorrae transformed them into a strength. Drawing on her heightened awareness of vulnerability, she has become a highly proactive and trusted On-Board Supervisor who goes above and beyond to support passengers, particularly women and girls travelling alone on late-night services. Her visible presence provides reassurance to passengers while acting as a deterrent to inappropriate behaviour, and her empathy allows her to recognise and respond to situations others may miss. Alongside her operational role, Lorrae rebuilt her confidence and progressed from platform staff into a respected frontline leader and mentor. She is an active member of GTR’s GEM (Gender Equality Movement) committee, where she advocates for women and frontline colleagues, ensuring voices are heard and difficult conversations around safety and wellbeing can take place openly. She has also shown extraordinary bravery by sharing her personal story internally and externally, including in a BBC News feature, helping to break stigma around domestic abuse and inspire others facing similar challenges. The impact of Lorrae’s contribution has been significant. She is now a recognised and trusted presence across the Southern network, regularly receiving positive feedback from passengers who feel safer and more supported travelling with her. Colleagues also turn to her for guidance and support, and her openness has helped create a more compassionate and inclusive culture within the business. Her influence extends beyond her immediate role, inspiring others to speak up, seek support and support one another. What makes Lorrae truly outstanding is that she has turned personal adversity into lasting positive change for both passengers and colleagues. She embodies the values of safety, compassion and inclusion, demonstrating every day that lived experience can become a powerful force for leadership and service. Through her professionalism, advocacy and unwavering commitment to others, Lorrae is helping make the railway not only safer, but kinder.

NATHANIEL ARTHUR FOR 2026 RAIL AMBASSADOR because he represents a modern,people-centred vision for rail-one where accessibility is a priority,not an after-thought. He understands that a successful rail system must serve EVERYONE,including persons with disabilities,older adults,families wth young children and undeserved communities. His support for step- free stations,level boarding,reliable lifts,clear audio and visual announcements and accessible digital ticketing reflects a committment to inclusive design from the ground up. Nathaniel Arthur recognises that accessibilityis about dignityand independence.When rail systems are accessible they open doors to employment,education ,healthcare and social participation. Inclusive transport strengthens both communities snd economies. As 2026 Rail Ambassador, he would champion universal design stsndards,encourage accountability in accessibility improvements,and promote innovation that removes barriers rather than creating them. His leadership would send a clear message: The future of rail must be accessible to ALL.

Rina Green is not just a driver, she is a transformative ambassador for GTR and the railway industry, redefining what excellence looks like in a frontline role. Rina has shown extraordinary initiative by independently building a social media platform of over 90,000 followers, dedicating her own time to championing the rail industry. Through this, she promotes safety, professionalism, and best practice while humanising the role of a driver. Her content is engaging, authentic, and educational, reaching audiences far beyond the railway and significantly enhancing public perception. This is innovation in its truest form creating a modern, influential voice for rail where none previously existed. The impact of Rina’s work is both immediate and far-reaching. She consistently receives exceptional, unsolicited passenger feedback that highlights her ability to transform everyday journeys into positive, memorable experiences. Passengers describe how her cheerful and engaging announcements bring warmth and energy to even the busiest services, while her clear communication and genuine care provide reassurance and comfort. Her thoughtful gestures, no matter how small, eave lasting impressions, demonstrating that she doesn’t just move people, she connects with them. Collectively, her actions drive customer satisfaction and actively strengthen the reputation of GTR. Rina’s attitude sets her apart. She is consistently positive, resilient, and approachable, embodying the very best of GTR’s values. She leads by example, inspiring colleagues and creating a welcoming, professional environment for everyone she interacts with. Her pride, passion, and commitment are evident in every aspect of her work. Rina Green is a game-changer. She has taken personal ownership of not only delivering excellence but amplifying it—across her trains, her colleagues, and a global audience. Her influence, innovation, and unwavering commitment to customer experience make her an exceptional ambassador and a truly outstanding candidate for Rail Ambassador of the Year.

We are proud to nominate Adam Hopkins, GWR Station Manager for Somerset Stations, for his exceptional leadership and unwavering commitment to excellence. Adam leads with positivity, integrity, and genuine care for his colleagues. He actively encourages engagement, supports professional growth, and fosters an environment where every team member feels valued, respected, and empowered—even during periods of challenge and constant change. His open and honest leadership style builds trust and confidence across the team, creating a culture where people feel motivated to perform at their very best. Under Adam’s leadership, Somerset Stations achieved the prestigious Gold Exemplar Award—an accomplishment that reflects his vision, dedication, and ability to inspire those around him. He is passionate about sharing knowledge and best practices, always looking beyond his own team to support the wider organisation and strengthen the railway community as a whole. Adam is known throughout the team as a consistent, fair, and approachable leader. He makes himself visible and available, ensuring colleagues always feel supported and listened to. His tireless work ethic and high standards set a powerful example, inspiring those around him to strive for excellence. Just as importantly, he takes pride in celebrating the achievements of others, both personally and through the GWR Rewards and Recognition system, helping to build a culture where success is recognised and appreciated. Beyond operational leadership, Adam is a strong advocate for sustainability and community engagement. His efforts to promote paperless working have helped drive more environmentally responsible practices across Somerset Stations. He has also led the creation of two communal gardens at Taunton and Weston-super-Mare stations—spaces that not only enhance the stations themselves but also bring colleagues and the community together while supporting wellbeing. Adam also plays a vital role in major initiatives such as Every Second Counts, the introduction of the Class 175 livery, and other performance improvement projects. His commitment to these initiatives demonstrates his dedication not only to delivering operational excellence, but to continually improving the experience for colleagues, customers, and the wider railway. Managing a team of 57 colleagues, Adam has a rare ability to make every individual feel supported and appreciated. He brings people together, builds confidence, and creates a genuine sense of pride in the work they do. His leadership has cultivated a team culture built on respect, collaboration, and shared success. The railway is fortunate to have a leader of Adam’s calibre. His dedication, reliability, and passion for both people and performance truly set him apart. Adam Hopkins continually raises the bar for excellence and embodies the very best of what leadership in our industry should look like.

Brinsley Gordon exemplifies what it means to be an outstanding Rail Manager, leading with integrity, resilience and an unwavering commitment to both his staff and passengers. As Station Manager for Farringdon—one of the most complex and demanding stations in the country—alongside West Hampstead Thameslink and Kentish Town, Brinsley consistently delivers excellence across multiple high-pressure environments. Farringdon is a uniquely challenging station, operating as a major interchange with high passenger volumes, complex infrastructure and constant operational pressures. Despite this, Brinsley ensures that standards remain exceptionally high, with safety, performance and customer experience always at the forefront. His ability to balance the demands of multiple locations while maintaining visibility and presence across all three stations is a testament to his leadership. What truly sets Brinsley apart is his proactive approach. He does not lead from a distance—he is hands-on, visible and fully engaged. Whether it’s responding to operational disruptions, supporting during incidents, or stepping in to assist during peak periods, Brinsley consistently leads by example. He doesn’t wait to be asked—he anticipates challenges and takes action, ensuring both staff and passengers feel supported at all times. His impact is felt across every level of the operation. Under his leadership, teams feel empowered, valued and motivated to perform at their best. He fosters a culture of accountability and pride, encouraging staff to take ownership while always knowing they have his full backing. During challenging situations, his calm and decisive approach provides reassurance, helping teams navigate pressure with confidence. Brinsley’s attitude is one of his greatest strengths. He is approachable, supportive and deeply committed to the wellbeing of his teams. He takes the time to listen, mentor and develop his staff, creating an environment where individuals feel respected and encouraged to grow. His presence on the station floor is not just managerial—it is personal. He builds strong relationships with both colleagues and passengers, demonstrating genuine care and professionalism in every interaction. Passengers also benefit directly from his leadership. Brinsley is frequently seen stepping in to assist customers, resolve issues and manage incidents with empathy and efficiency. His ability to remain calm under pressure while delivering clear, confident decisions ensures that even the most challenging situations are handled effectively. In addition, Brinsley continuously looks for ways to improve operations, streamline processes and enhance the customer journey. His forward-thinking mindset and willingness to adapt ensure that his stations are not only well-managed, but constantly evolving. Managing one busy station is a challenge in itself—managing three, including one of the most complex in the country, requires exceptional leadership. Brinsley Gordon rises to that challenge every day. He is a true role model within the railway, a leader who inspires those around him, and someone who consistently goes above and beyond to make a difference. Brinsley is thoroughly deserving of recognition as Rail Manager of the Year.

Helen is an exceptional operations manager whose leadership, dedication, and commitment to continuous improvement set her apart as a truly deserving award nominee. Managing a team of 26 people, Helen consistently demonstrates outstanding leadership capability. She fosters a supportive, high-performing environment where individuals feel valued, empowered, and motivated to excel. Her ability to balance operational demands with genuine care for her team is both impressive and inspiring. What makes Helen particularly remarkable is her unwavering commitment to personal and professional development. Over the past few years, she has successfully achieved a number of challenging qualifications—clear evidence of her drive, resilience, and ambition to continually raise her own standards. She leads by example, showing her team that growth and learning never stop. Beyond her core role, Helen is a passionate advocate for diversity and inclusion. She plays an active role in supporting multiple initiatives within Greater Anglia, including ‘Affinity’ and the ‘UP’ women in rail group. Her contributions go far beyond participation—she actively champions meaningful change and works to ensure that all colleagues feel represented and supported. Helen has also taken tangible steps to improve the workplace for others. Her introduction of initiatives at the depot to support female colleagues, such as providing free feminine hygiene products, demonstrates both thoughtfulness and a proactive approach to inclusivity. These actions, while simple in concept, have a significant positive impact on wellbeing, dignity, and equality in the workplace. In every aspect of her role, Helen embodies professionalism, compassion, and forward-thinking leadership. She not only delivers results but also uplifts those around her and drives positive cultural change. Helen is a role model, an advocate, and an invaluable asset to the organisation—making her an outstanding candidate for this award.

John is the head of operational risk on the Western route. He has been an integral and highly respected member of the Western operations community, consistently demonstrating exceptional leadership, initiative, and impact. He has taken proactive ownership of developing his team and has been instrumental in supporting the growth and development of both LOMs and Operational Risk Coordinators. Through dedicated mentoring, he has built capability across the function, enabling colleagues to confidently manage operational processes, policies, and increasingly complex operational risk challenges. Through his leadership, John has played a pivotal role in strengthening the operational risk function, contributing to tangible safety and performance improvements, including reductions in wrong routings, SPADs, and TPWS activations. His collaborative approach has also fostered strong, effective relationships with both passenger and freight operating companies, enhancing wider industry performance. In recent periods, John has shown outstanding initiative by driving continuous improvement in operational risk assurance, particularly within level crossing management—an area critical to both safety and public confidence. His willingness to step beyond standard expectations and identify opportunities for improvement demonstrates both innovation and forward-thinking leadership. Equally, John is recognised for his positive and supportive attitude. He is always available to mentor, guide, and advise colleagues, acting as a role model in people management, operational leadership, and risk management. His influence extends beyond his immediate team, helping to build a resilient, high-performing culture across the wider operations community.

In a fast-paced, high-pressure railway environment, truly exceptional leaders are rare. Mo Uddin is one of them. As Station Manager at Blackfriars, Mo is responsible for delivering operational excellence—but what defines him is not what he manages, it’s who he develops. His leadership is deeply human, built on trust, belief and a genuine commitment to helping others succeed. Mo has an extraordinary ability to see potential in people—often before they see it in themselves. He invests time, energy and care into nurturing that potential, encouraging colleagues to grow in confidence, take ownership and push beyond their own expectations. For many, Mo has been the turning point in their career—the person who believed in them, guided them and helped them progress. But Mo’s impact does not stop at Blackfriars. Time and again, he steps beyond his own responsibilities to support other managers and stations across the network. Whether it’s offering advice, sharing best practice or simply being there in challenging moments, he is someone colleagues instinctively turn to. His influence reaches far wider than his role—and it is felt. The culture Mo creates is one where people thrive. Teams are motivated, resilient and proud of what they do. Individuals feel valued and supported, and this is reflected in the way they deliver for passengers every day. His leadership builds not just strong teams, but confident individuals who go on to achieve more. Mo leads with openness and humility. He listens, he learns and he continuously looks for ways to improve. He challenges the status quo, encourages fresh thinking and creates an environment where innovation is welcomed, not feared. He doesn’t just adapt to change—he drives it. What makes Mo truly exceptional is not just what he achieves, but the legacy he is building. He is developing future leaders, strengthening teams across the network and raising standards wherever he goes. Mo Uddin doesn’t just manage a station—he transforms people, elevates performance and strengthens the railway as a whole. He is, without doubt, a Rail Manager of the Year.

"I am extremely proud to nominate Mr Pete Jackson for Rail Manager of the year. Pete exemplifies what an outstanding rail leadership looks like. He is caring, calm, polite, supportive, deeply committed to the values of Greater Anglia and for the welfare of his colleagues. It is difficult to put into words his exceptional qualities that are simply extraordinary as his commitment, dedication and self sacrifice have no boundaries. Pete is always at hand, twenty-four hours, seven-days a week and always ready to guide, support or assist with a warmth smile and professional guidance. His leadership qualities is built on trust, support, respect, hands-on approach, fairness, open-arms and reliability, just to mention a few. Pete deeply cares about staff welfare and staff safety and champions best practice through leadership by example. He supports colleagues to reach their potential through continuous drive for improvement thus maximizing achievable Company progress and success. His proactive approach and integrity reflects in everything he does and his exceptional leadership has made and continues to make a significant and lasting difference, and he truly deserves the accolade and recognition as Rail Manager of the Year." - Bernhard Teye-Botchway. “Peter is a greater leader in the business. He has a very calm & collected approach. He always has time for all members of staff. Offers great advice & will always help & be there if you need him. Couldn’t ask for a better manager. A great ambassador for the company. Always goes above & beyond”. - Claire Smith “Pete has been a role model for myself in the way he acts and treats people. Pete is the backbone of our team’s morale. Even during high-pressure shifts or disruptions, he maintains a resilient and positive presence. He treats every passenger and colleague with genuine respect, consistently acting as a living example of our company values. He’s the person people turn to when things get tough because of his calm and supportive nature. The tangible results of Pete’s leadership are seen in the increased confidence and performance of the team. His approach to tackling fare evasion hasn't just provided a localised win; it has set a higher standard for the department. By catching persistent evaders and streamlining our approach, he has improved the overall integrity of the service we provide. “ Matt Challinor. “I have nominated Revenue Protection Depot manager for Colchester, Ipswich and London Liverpool Street, Peter Jackson, due to his outstanding leadership, professionalism, and consistent commitment to improving Revenue Protection performance and team culture. Peter demonstrates exceptional initiative by going beyond day-to-day responsibilities. He proactively identifies areas for improvement, whether through analysing performance trends, addressing operational challenges, or supporting individuals within his team. Rather than waiting for direction, he takes ownership, implements practical solutions, and ensures they are followed through effectively. His impact is clear through the sustained improvement in team performance and revenue protection outcomes. Peter has played a key role in driving KPI achievement, reducing ticketless travel, and maintaining high standards of compliance. His ability to manage complex situations, including investigations and customer disputes, ensures fair and consistent outcomes while protecting company revenue. He also works closely with stakeholders, contributing to wider operational success. Peter’s attitude sets him apart. He is a calm, approachable, and respected leader who leads by example. He shows genuine empathy towards his team, supporting their development while maintaining accountability and fairness. His positive and resilient approach boosts team morale and creates a strong, motivated working environment where individuals feel valued and supported. In terms of innovation, Peter continuously looks for ways to improve how the team operates. He shares best practices, coaches staff to enhance their skills, and encourages new approaches to problem-solving. His focus on continuous improvement ensures the team adapts to challenges and consistently delivers high standards. Overall, Peter is a highly professional and dedicated leader who embodies company values. His leadership, integrity, and commitment to excellence make him truly deserving of recognition. “ - Stavroula Charalampidou

Rebecca consistently demonstrates exceptional ownership by going far beyond the expectations of their role. Working at an incredible pace, they proactively identify challenges and opportunities, solving problems before they escalate rather than simply completing assigned tasks. Their impact is felt not only within their immediate team but across the wider department, as their dedication, support, and willingness to go the extra mile help remove barriers and drive real progress. Despite working at 100mph, they remain one of the kindest and most supportive leaders, always making time to listen, encourage, and uplift those around them, creating a positive and motivated team environment. They also bring creativity to everything they do, often finding smarter, more innovative ways to tackle recurring frustrations and improve how the team works. Their energy, compassion, and innovative thinking make them a true role model and an invaluable asset to both the team and the wider organisation.

Over the past year, the Chilterns Track Team has demonstrated exceptional initiative, innovation, and resilience in the face of one of the most challenging periods of track degradation the route has experienced in recent memory. Following the prolonged summer soil moisture deficit, which caused significant ground movement and led to widespread track quality issues, the team rose to the occasion with a proactive, solutions‑focused mindset that has delivered outstanding results for passengers, colleagues, and the wider railway. The soil moisture deficit created conditions that could easily have overwhelmed maintenance teams: sinking formations, increased twist faults, and rapidly deteriorating ride quality. Instead of waiting for conditions to improve or relying solely on traditional interventions, the Chilterns Track Team took ownership of the situation from day one. They embraced innovative approaches to problem‑solving, using data, engineering insight, and collaborative thinking to stabilise the route and improve its long‑term resilience. One of the team’s key strengths was their ability to identify and implement local solutions quickly. They worked closely with asset engineers to analyse emerging trends in track behaviour and used this intelligence to prioritise sites, optimise tamping strategy, and introduce targeted drainage and ballast interventions that directly addressed the root causes of degradation. Their willingness to challenge established practices—while remaining fully aligned to safety and compliance—resulted in smarter, more agile maintenance planning and significantly reduced repeated faults at several high‑risk locations. The team also embraced innovation in their day‑to‑day work. By trialling new monitoring techniques, refining the use of remote condition data, and adjusting maintenance windows to maximise productivity, they created a blueprint for how track teams can respond effectively to climate‑driven ground issues. Their openness to experimentation and continual learning has strengthened the resilience of the Chilterns route and influenced best practice beyond their own patch. Perhaps most striking, however, has been the attitude of the team throughout this challenging period. Despite increased workloads, unpredictable fault emergence, and the pressure of maintaining performance on a key commuter corridor, the team consistently demonstrated positivity, professionalism, and unwavering commitment. They supported one another, shared knowledge freely, and maintained a clear focus on delivering for customers. Their morale and teamwork set an example of what great railway delivery looks like—especially during adversity. The impact of their efforts is evident in the measurable uplift in track quality, reductions in service‑affecting defects, and improved long‑term stability at multiple sites across the Chilterns. More importantly, their approach has restored confidence that even under extreme environmental stress, the railway can be maintained to a high standard through dedication, ingenuity, and pride. For their innovation, initiative, and exceptional commitment to improving track quality during a period of unprecedented challenge, the Chilterns Track Team is wholeheartedly deserving of recognition at the Rail Staff Awards.

This nomination is for Colette Smith, who is a Fleet Contracts Administrator working in the fleet (engineering) commercial department at Wimbledon Train Care Depot. Colette has always been an outstanding colleague and person, and she particularly stepped up and shone during the transfer of South Western Railway to public ownership. In 2025, Colette was brought in to the team negotiating all train leases and maintenance agreements as part of the transfer, to support with general administration. These were high pressured, intense weeks where Colette attended back-to-back meetings with the core team which comprised of senior leaders from DfT, SWR, ROSCO’s & the supply chain. The significance of this project was huge, as it set the precedent & paved the way for the rest of the industry transferring across, being the first operator to do so. She did this on top of her day job, and during financial year end which is always a busy period. She did all of this with proficiency and excellence, and her support was invaluable in making the transition a success. Colette has always administered her work with great efficiency. She has gone above and beyond to support various teams within SWR Engineering and the Island line, and continues to support these operations to this day, including covering for others as required. She has managed contractual performance regimes of some of our key maintenance contracts, which has enabled hold supply chains accountable for performance and recovered costs in the millions of pounds. These are quite complex regimes usually administered by Contract Managers, which Colette has undertaken and performed to a high standard. Colleagues and team members have always had positive things to say. Ian Caspall, Senior Commercial Manage & Colette’s Line Manager, says “Colette has always carried her role with excellent professionalism, and although she is a clerical grade, often exceeds this grade to carry out her duties and resolve issues without any complaint. She is a delight to have as part of my team, and I thoroughly enjoy working with her, and hope this continues for many more years to come. She is a valued member of the team and never fails to help and assist me whenever required, and I can’t ask for more than that”. I have nominated Colette as it is important to recognise people like her in this industry and remember the vital role she played in ensuring the smooth operation of a project of such significance. She worked tirelessly, went above and beyond, with the best intentions to serve the railways, its colleagues and the customers, and thus deserves the highest praise and recognition the industry can give.

Dan stepped into a role that had seen several different post holders over the previous five years, resulting in a lack of consistency, continuity, and support for the depot teams. From the outset, he embraced the challenges of the position and quickly established himself as a visible, proactive, and highly effective leader. In a relatively short period of time, Dan has driven significant improvements across the depot. Through the introduction of regular leadership meetings, First Aid meetings, and improved communication channels, he has created a more structured, collaborative, and accountable working environment. His focus on continuous improvement has led to enhanced processes, improved operational efficiency, and a stronger culture of engagement throughout the depot. Safety and employee wellbeing have been at the heart of Dan's leadership. He has championed numerous initiatives that have transformed the working environment, including the introduction of a staff suggestion scheme that actively encourages employee involvement in shaping positive change. He has supported the installation of an additional Automated External Defibrillator (AED) on site, created a dedicated warm and dry welfare area at the fuel point, and driven improvements to facilities across the depot. Dan has also overseen significant enhancements to the workplace itself. These include improvements to depot office facilities, the introduction of new portable cabin accommodation, and the creation of improved Heavy Maintenance office spaces, providing staff with safer, more comfortable, and more effective working environments. He has worked to strengthen policies and procedures, ensuring safer systems of work and greater operational consistency across the depot. Operationally, Dan has played a key role in managing station closures and throughput,plus mobilising new projects whilst ensuring customers continue to receive the highest level of support while maintaining safe and efficient depot operations. His ability to balance operational demands with the needs of his workforce has earned the respect of colleagues at all levels. What sets Dan apart is his leadership style. He leads by example, maintains a strong and visible presence across the depot, and never asks others to undertake tasks he would not be willing to do himself. As a result, employee engagement has increased significantly, with staff recognising and appreciating the positive changes he has delivered, A key contact for all customers and stake holders. Dan consistently demonstrates a commitment to safety, wellbeing, operational excellence, and continuous improvement. His leadership has transformed the depot, raised standards across the business, and created a positive culture that continues to benefit both employees and customers. The impact he has made in such a short period of time is exceptional.

Darren has only recently qualified as a Shunter and actively goes above and beyond to assist the Great Northern Shunting team as a whole but especially at Welwyn depot, where he is based Darren was on duty when some works were due to take place in the yard and had his instructions on what the contractors required. However, when they arrived, they had changed their minds and required the roads to be wheels free. There was a train stabled on the roads they wanted to work on and Darren had no driver booked to shunt in his yard. Rather than turn the contractors away, Darren used his initiative and went into the drivers building to see if anyone was spare and could assist him by moving the train. This was going above and beyond as the infrastructure team had informed us to send the contractors away due to them changing how they wanted to work, on the day. Instead, Darren was able to move the train and ensured the works were completed on time, ensuring there was no disruption to normal activity within the yard. Darren did all of this whilst continuing his normal booked duties of manning the yard

The West of England Driver Team has demonstrated outstanding commitment, professionalism, and teamwork throughout an exceptionally demanding year. Their ability to maintain a high‑performing day‑to‑day operation while simultaneously supporting major projects and operational change sets them apart as a truly exceptional depot team. Initiative The team have shown remarkable ownership in navigating new challenges. Their proactive approach during the introduction of the Class 175 fleet into the region was exemplary: drivers engaged early, raised constructive feedback, and supported colleagues in understanding a new and unfamiliar unit type. Instead of simply attending briefings, they actively identified operational risks, provided real‑world insight to engineering and operations, and helped shape solutions before issues could impact customers or safety. Their initiative ensured a smooth and safe transition of the fleet into service. Impact The team’s impact has been felt across multiple departments. By working closely with Training, Control, Rostering, and Engineering, they ensured driver training for both the Class 175 introduction and the wider competency programme ran smoothly and efficiently. Their flexibility and willingness to adjust diagrams, release drivers for training, and support trainers directly meant that operational coverage continued without compromising learning quality. Additionally, the successful delivery of the Newquay resignalling brief was possible because of the team’s professionalism and engagement. They absorbed complex operational change quickly, asked the right questions, and provided constructive feedback that strengthened safety and improved the practical application of the new arrangements. Their ability to manage this while still running a full summer service reflects their exceptional capability and commitment. Attitude Throughout all of this, the team has remained positive, supportive, and resilient. They have maintained high morale despite the pressures of change and peak‑season demand. Senior drivers and mentors have been invaluable in supporting new and trainee drivers, reinforcing strong safety culture and team spirit. Their calmness, reliability, and willingness to help others sets the tone for the wider operation. They are consistently respectful partners to every department and embody the company’s values daily. Innovation The team continually look for better ways of working, from improving communication between driving and engineering to suggesting adjustments in training plans and fault‑reporting methods. Their involvement during the Class 175 rollout led to practical improvements in how information was shared, reducing misunderstanding and helping engineering teams target recurring issues earlier. Their suggestions during the Newquay project also contributed to clearer briefings and safer, more intuitive operational procedures. They do not simply follow the playbook — they help rewrite it when needed.

Daniel Udoakah has consistently and passionately demonstrated a proactive and disciplined approach to maintaining the highest safety standards in Network Rail. He is a positive role model, selfless through supporting everyone, from planning, to leading safety and adherence to procedures have ensured that team members understand their responsibilities, work within safe systems at all times and go home safe everyday. His key strength is the ability to anticipate risks and make early intervention to mitigate them. Daniel Udoakah also foster a strong safety culture, encouraging open communication and ensuring everyone is accountable for safety which is evident in daily interactions with co workers and industry partners. His commitment as a COSS and Safety Representative has made significant contributions to highlighting complexities with the RailHuB and suggest system design improvements. He has been part of the trial of Geo-fencing technology and strongly supported with positive reviews. He has also followed the standard playbook by signing in team members on Sentinel, check competencies, give concise safety briefings, mentored and supported numerous railway workers who have transitioned to roles such as, TME, RME, MOMs (Lewisham, Farringdon, Herne Hill, London Bridge) Section supervisor (Herne Hill) and better COSSes across the country. According to Daniel Udoakah, Safety is not a job, but a way of life within and outside the railway industry. For these reasons, I strongly recommend Daniel Udoakah, Team Leader, Hither Green (Track) for the Safety Person Nomination

Initiative: The Freightliner HSE team were tasked with launching their new safety vision “Work Safe / Go Home Safe” for World Safety & Health Day 2026 across multiple sites within the Freightliner portfolio. The safety team produced safety vision material, engaged with site leadership and management teams and created a dedicated SharePoint site with materials to be used. Impact: Local site managers were empowered to create their own safety initiatives, use material provided or generate their own. A photo competition across three functions (Road, Terminal and Engineering) drove engagement and inclusivity across the portfolio Attitude: The team lived and breathed the WorkSafe material spreading the Think, Talk, Act mantra and did it with passion, energy and enthusiasm that was infectious Innovation The team tasked our communications department to piece together a video of the activities and engagement to share with pride across the business and globally through our parent company CMA: https://www.youtube.com/watch?v=RNEodGnE...

In 2025, the TRU East SHES team demonstrated exceptional initiative, impact, attitude, and innovation, elevating safety performance and cultural development across one of the most complex programmes on the route. Their commitment to proactive intervention, visible leadership, and continuous improvement sets them apart as a team whose influence has been transformational. Throughout 2025, the SHES team moved far beyond routine task delivery. They consistently anticipated risk and acted before issues escalated. Their intelligence led approach drawing on assurance findings, incident trends, and close‑call data enabled them to identify root causes early and implement targeted campaigns such as Hands Off, Pause to Think, and Fatigue, several of which were launched in direct response to emerging accident patterns. The team also initiated a comprehensive Standards & Expectations framework, proactively addressing gaps in permit compliance, CDM understanding, telehandler operations, and emergency response. Rather than waiting for directives, they led workshops, re‑briefings, competency checks, and senior‑level engagement to embed better practice. Their ownership was further evident through the development of the Supervisor Development Programme, a structured, multi‑stage process to upskill a vital cohort of Black Hat supervisors. Despite a year of increased high‑risk activities and over 650,000 additional hours worked, the programme maintained strong assurance performance, a stable HSWPI score, and transparent reporting. The Hands Off campaign contributed to a sustained reduction of hand‑related injuries across multiple periods, and was shared across all of the TRU Programme as best practice. The team's leadership drove remarkable cultural enhancements. Over 2,100 people were engaged across the TRU Way sessions, campaigns, supervisor mentoring, and culture development activities. The Speak Up Check‑in results showed consistently high psychological safety, with 94% of individuals reporting confidence in raising safety concerns. These outcomes were not localised wins they shifted the culture across the entire Alliance and strengthened frontline empowerment. The SHES team are recognised on site as positive, visible leaders who foster trust, approachability, and resilience. Feedback from site teams repeatedly highlights the openness of their engagement sessions, their willingness to listen, and their persistence in ensuring issues are addressed not brushed aside. Their genuine commitment to improving working lives, boosting morale, and enabling teams to feel “happy, productive and safe” has made them role models of Alliance values. Their attitude has sustained strong participation, consistent reporting, and a culture in which speaking up is the norm, not the exception. Innovation has been a defining feature of the team's work. They introduced new assurance templates, improved digital reporting mechanisms, and developed an intelligence‑driven monthly focus model aligned to top risks. The team also pioneered structured engagement formats such as the MC/CC 360° scenario‑based workshop, enabling operational teams to experience, reflect, and learn in dynamic ways. Their approach to subcontractor assurance linking QR‑code submissions to Power BI dashboards has streamlined oversight and set a new benchmark for consistency.

I am pleased to formally nominate Charles Dickson for recognition as part of the Station Staff Team at the Rail Awards 2026. Charles has consistently demonstrated exceptional commitment, professionalism, and leadership within the station environment. His proactive approach to customer service ensures that passengers feel supported, informed, and safe at all times. Whether assisting during peak hours, responding to unexpected disruptions, or guiding vulnerable passengers, Charles carries out his duties with calmness, efficiency, and genuine care. He is also a strong team player who contributes significantly to staff morale and operational excellence. Charles willingly supports colleagues, shares best practices, and steps forward in challenging situations, helping to maintain a high standard of service across the station. His attention to detail and dedication to safety protocols have not only improved day-to-day operations but have also reinforced a culture of accountability and teamwork. Charles embodies the values of the rail industry—reliability, service, and safety—and serves as a role model for others. His contributions make a meaningful difference to both passengers and colleagues alike, making him a highly deserving candidate for this award. Thank you for considering this nomination.

I would like to nominate the Liverpool Central Security Team in recognition of their outstanding professionalism, commitment and dedication to ensuring the safety and wellbeing of both passengers and staff at one of the busiest and most challenging locations on the Merseyrail network. The primary role of the team is to provide a visible security presence, deter anti-social behaviour, respond to incidents, support vulnerable passengers and work alongside station colleagues to maintain a safe and welcoming environment. However, the Liverpool Central Security Team consistently delivers far beyond the expectations of their role. Liverpool Central experiences exceptionally high passenger footfall and presents a unique range of operational challenges. The station regularly deals with incidents involving anti-social behaviour, vulnerable individuals, intoxicated persons, fare evasion, safeguarding concerns and customer conflict. These situations require security staff to exercise sound judgement, professionalism, resilience and excellent communication skills on a daily basis. Over recent months, the team has played a particularly important role in supporting station operations during a period of change, including the integration and development of new station staff. Their presence has provided reassurance, leadership and practical support to colleagues, helping to create an environment where staff feel safe, confident and supported while carrying out their duties. The team's contribution has been formally recognised by Liverpool Central Station Manager, Andy Wall, who provided the following feedback: "I just wanted to say a huge thank you to you and your teams for the effort and support over the past few months, particularly here at Liverpool Central. I know your teams provide excellent work across the entire network, but seeing their commitment first-hand on a daily basis really stands out. Liverpool Central has presented a number of challenges recently, and your teams consistently go above and beyond to ensure our frontline team feel supported and, most importantly, safe. With a number of new starters joining Liverpool Central, the environment can be especially demanding at times. Having your teams present, providing leadership and reassurance, has been invaluable." This feedback is particularly significant as it comes from the Station Manager who witnesses the team's performance on a daily basis. It highlights not only their effectiveness in maintaining security and responding to incidents, but also the positive influence they have on staff morale, confidence and wellbeing. What sets this team apart is their unwavering commitment to partnership working and customer service. They have developed strong relationships with station colleagues and are regarded as trusted professionals who can be relied upon during challenging situations. Their willingness to support others, share their experience and take ownership of issues has contributed significantly to the safe and efficient operation of Liverpool Central Station. The Liverpool Central Security Team consistently demonstrates the organisation's values through their professionalism, teamwork, leadership and dedication to keeping people safe. Their efforts often go unseen by the travelling public, yet they make a tangible difference every day to the experience of passengers and staff alike. For their continued commitment, exceptional support to station colleagues, and their significant contribution to creating a safe and secure environment at Liverpool Central Station, I believe the Liverpool Central Security Team are highly deserving of this award.

This nomination recognises an exceptional control room station team whose work, though largely unseen by the public, is absolutely critical to the safe, efficient, and positive experience of every passenger journey. Operating behind the scenes, this team manages the safe passage of trains in and out of the station, delivers accurate and timely information, and proactively oversees service performance with professionalism and precision. Initiative What sets this team apart is their proactive ownership of the operation. Rather than simply reacting to issues as they arise, they consistently anticipate potential disruptions and act decisively before problems escalate. They have developed a strong culture of vigilance and accountability, where each team member actively scans for risks, be it service delays, platform conflicts, or passenger flow challenges, and intervenes early. Their approach has shifted from task-based working to solution-led thinking, ensuring smoother operations and reducing the impact of disruption on both passengers and frontline colleagues. Impact The results of their work are both immediate and far-reaching. On a daily basis, their decisions enable the safe and punctual movement of trains, directly supporting performance targets and minimising delays. More importantly, their proactive management has led to measurable improvements in service reliability and communication across the station. During periods of disruption, their calm coordination and clear information flow have transformed potentially chaotic situations into controlled, well-managed responses, benefiting not just their own station, but the wider network. Their contribution is a true “game-changer” in maintaining operational resilience. Attitude Despite working in a high-pressure, time-critical environment, this team consistently demonstrates a positive, resilient attitude. They foster a culture of mutual support, where collaboration and trust are at the heart of everything they do. Their professionalism sets the standard for others, and their commitment to doing the right thing, especially under pressure, makes them role models within the organisation. They take pride in their work, celebrate successes together, and maintain morale even during the most challenging operational days. Innovation This team has not been content with following established processes, they have actively sought ways to improve them. By refining communication methods within the control room and with frontline colleagues, they have streamlined decision-making and reduced response times. They have introduced practical, creative solutions to recurring operational challenges, ensuring information is clearer, quicker, and more actionable. Their willingness to challenge the status quo and implement smarter ways of working has significantly enhanced overall efficiency. Summary Although not customer-facing, this control room team plays a vital role in shaping the passenger experience. Their dedication to safety, commitment to excellence, and relentless drive to improve make them truly deserving of recognition. They exemplify the very best of station operations, quietly ensuring that everything runs as it should, and stepping up decisively when it doesn’t. This is a team that goes above and beyond every day, making a lasting difference to passengers, colleagues, and the wider railway.

Behind every item handed into Lost Property at City Thameslink, there is a story — and for Donna, Nicole and Kirsty, those stories matter. For many passengers, losing something is more than an inconvenience. It can mean losing a sense of control, a connection to a loved one, or something irreplaceable. What sets this team apart is the genuine care, empathy and determination they bring to every single case. They don’t just process lost items — they restore peace of mind. On a daily basis, Donna, Nicole and Kirsty go far beyond what is expected. They take personal ownership of each enquiry, often going the extra mile to trace items across the network, follow up with colleagues, and keep customers updated. Their approach is proactive and deeply human — they understand that behind every enquiry is a person who may be stressed, upset or even distressed. There have been countless occasions where their persistence has made a real difference — reuniting passengers with essential belongings like passports and medication, or items of deep sentimental value that simply cannot be replaced. These moments don’t just solve a problem; they create lasting memories of kindness and care that reflect the very best of the railway. The impact of their work is felt not only by customers, but across the wider station team. Their efficiency, organisation and willingness to help others has improved processes and reduced pressure on colleagues. More importantly, their positivity is infectious. Even during busy and demanding periods, they remain calm, supportive and uplifting — a constant source of reassurance for both customers and staff. What truly distinguishes Donna, Nicole and Kirsty is their attitude. They treat every person with respect, patience and understanding, no matter how big or small the situation may seem. They listen, they care, and they act — consistently embodying the values of excellent customer service. They have also shown creativity in improving the way lost property is managed, finding smarter and more effective ways to track and return items. Their willingness to adapt and improve ensures that customers receive the best possible outcome, even in challenging circumstances. In a role that could easily become routine, this team brings compassion, dedication and heart to everything they do. Donna, Nicole and Kirsty are not just returning lost items — they are restoring trust, relieving stress, and making a genuine difference to people’s days. They are a true credit to City Thameslink and the wider railway, and thoroughly deserving of recognition.