Nominations 2026

Click on the award categories below to view people who have been nominated for this year's RailStaff Awards.

Have a read through to see who you would like to win, then once the voting opens you can click on 'vote now' to let the judges know your favourite.

Thank you for all your nominations so far! The nominations deadline has been extended to 21st September at midnight.

Nominations Open | Now – Extended Entry Deadline 21 September 2026 at midnight

Public Voting | 22nd September 2026 at 5pm – 5th October 2026 at midnight

Finalists Announced | 7th October 2026 at 5pm

Judging Period | 8 – 22 October 2026

Voting opens 22nd September to 5th October , so if you know an individual or team that has performed over and above, then vote for them and they could be in with a chance of winning the coveted Award.

17
**NEW** COMMUNITY IMPACT TEAM OR PERSON AWARD

AECOM SRE Social Value Team

Company Name
AECOM
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Please tell us why you have nominated this individual
AECOM’s Southern Renewals Enterprise (SRE) Social Value (SV) team has shown exceptional commitment to creating meaningful community impact during their appointment as Switches and Crossings (S&C) Designer for VolkerRail. Their efforts align closely with SRE's strategic pillars of enhancing social mobility, building stronger communities, fostering local economic growth, and improving social wellbeing. From the project's inception, the SV team, comprising specialist social value practitioners and rail engineers, collaborated effectively to identify SV opportunities and develop a comprehensive SV Delivery plan. They engaged early with the SRE to understand priority groups, identifying schools, charities, community organisations, and disadvantaged groups that will benefit from initiatives, maximising reach and impact. The team's positive attitude and dedication to SV has been crucial to delivering long term benefits. By embedding SV principles from the start and consistently advocating for their importance, they fostered a culture where project team members actively sought opportunities to make a difference. Regular updates through team briefings maintained momentum and visibility, encouraging widespread participation in social value initiatives. In the first year, the team achieved 190 hours of social value activity, exceeding the target of 140 hours by 35%. The SV team developed initiatives that spanned themes such as volunteering, community support, engagement, STEM outreach, and social mobility. The SV team has built strong relationships with various local organizations, including the May Project Gardens, a grassroots organisation focused on transforming the lives of young people from underrepresented backgrounds. Team members supported critical maintenance at the community hub and co-created an employability workshop tailored to local college students. This collaboration combined the organisation’s community insights with AECOM’s industry expertise, providing participants with practical skills and exposure to opportunities in engineering and infrastructure. In total 11 AECOM staff have taken part donating 78 social value hours to the charity. Additionally, the SV team collaborated with Network Rail to support the Railway 200 STEM event at the Bluebell Railway. They facilitated engaging activities and showcased the history and future of the rail industry, raising awareness of diverse career opportunities in rail and engineering while inspiring interest in STEM subjects among future generations. The team also developed work experience opportunities, successfully recruiting a Track Design Apprentice. This initiative provided GCSE students with hands-on exposure to engineering careers and direct engagement with professionals, significantly shaping their career ambitions. Feedback from students is continuously assessed to ensure relevance and engagement. Moreover, over 75 volunteer hours were dedicated to supporting young people across six schools through aspiration sessions, mock interviews, and employability workshops. These efforts increased students' confidence and awareness of careers in engineering, infrastructure, and rail. By integrating STEM outreach, employability support, volunteering, fundraising, and apprenticeship creation into a coordinated program, the team developed a scalable model that maximizes impact while supporting project objectives. This holistic approach has laid a strong foundation for future engagement and demonstrates how infrastructure delivery can yield lasting community benefits alongside engineering excellence. Through exceptional leadership and innovative thinking, the AECOM SRE SV team has made an outstanding contribution to communities across the Southern region, making them highly deserving of the Community Impact Team Award.
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Dominic Lund-Conlon

Company Name
Rail Delivery Group
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Please tell us why you have nominated this individual
The introduction of the PSVAR and PSVAIR accessibility regulations represented one of the most significant inclusion challenges facing the rail replacement and wider bus and coach sectors. At its core, the legislation exists to ensure that disabled and mobility-impaired passengers can access transport with the same dignity, reliability and safety as everyone else. Turning that principle into reality across a fragmented industry was far from straightforward. It required collaboration between government, train operators, aggregators, suppliers and industry bodies, many with competing operational and commercial priorities. Without effective leadership, there was a real risk that implementation would be inconsistent, leaving disabled passengers facing unequal access across parts of the network. Dominic Lund-Conlon stepped forward to ensure that did not happen. Initiative Although no single organisation owned responsibility for coordinating the industry's response, Dominic recognised early that the absence of a trusted focal point would lead to fragmented decision-making and poor outcomes for passengers. Rather than wait for direction, he took personal ownership of bringing together stakeholders from the Department for Transport, Rail Delivery Group, train operating companies, aggregators and supplier representatives around a shared goal: delivering accessible transport for all passengers. He also refused to rely on incomplete or inconsistent industry readiness data. Understanding that decisions affecting disabled passengers had to be based on facts, not assumptions, he undertook the difficult work of testing, validating and triangulating information from across the sector. His proactive leadership ensured that planning and decision-making were grounded in reality, enabling more effective and inclusive outcomes. Impact Dominic's contribution extended far beyond an individual team or organisation. His work helped shape the preparedness of the entire rail replacement supply chain for one of the most significant regulatory changes the sector has experienced. By coordinating stakeholders, maintaining momentum and ensuring challenges were identified early, he helped avoid a rushed and inconsistent rollout that could have disadvantaged both operators and passengers. The resulting impact has been felt across the network, with disabled and mobility-impaired passengers benefiting from more consistent access to compliant vehicles and a more reliable rail replacement service. His influence also helped smaller operators navigate complex requirements, ensuring that accessibility improvements were not limited to larger organisations with greater resources. This created a more equitable industry response and widened the benefits of compliance across the sector. The outcome was not simply regulatory compliance, but a meaningful improvement in accessibility for passengers nationwide. Attitude Delivering change on this scale required resilience, diplomacy and a genuine commitment to inclusion. Throughout a lengthy and often challenging regulatory transition, Dominic remained a calm, trusted and impartial presence. He successfully brought together organisations with competing interests and encouraged constructive collaboration at every stage. Stakeholders consistently viewed him as someone who would listen fairly, represent concerns honestly and focus discussions on achieving the best outcome for passengers. His approach fostered trust, encouraged engagement and prevented conversations from becoming dominated by organisational self-interest. More importantly, it demonstrated the behaviours that sit at the heart of equality, diversity and inclusion: respect, fairness, collaboration and advocacy for those whose voices might otherwise be overlooked. Innovation There was no established blueprint for managing an accessibility compliance programme of this scale across such a diverse supplier network. Rather than follow traditional approaches, Dominic developed new ways of coordinating stakeholders, measuring readiness and identifying barriers to compliance. His most innovative contribution was recognising that many suppliers were facing a technological challenge rather than simply an administrative one. Instead of relying solely on guidance and deadlines, he worked closely with the Department for Transport's innovation team to develop and support a competition that delivered a practical mobile technology solution. This innovative approach provided suppliers with tools that accelerated accessibility readiness and addressed a recurring industry challenge in a sustainable way. By focusing on practical solutions rather than process alone, he helped create a lasting improvement that will continue to benefit operators and passengers beyond the initial implementation period. Dominic's work exemplifies the very best of equality, diversity and inclusion leadership. He identified a critical risk before being asked, united a fragmented industry around a common purpose, developed innovative solutions to overcome barriers, and delivered measurable improvements for disabled passengers across the rail network. Most importantly, he ensured that accessibility remained at the centre of decision-making throughout a complex regulatory transition. His leadership has helped create a more inclusive transport system, enabling thousands of passengers to travel with greater confidence, dignity and independence. For his outstanding initiative, transformative impact, attitude and innovative approach to improving accessibility, we all believe that Dom would be a highly deserving recipient of a Rail Staff Award. Endorsed by: • Philip Challoner, East Midlands Railway • Mark Stevenson, LNER • Helen Witherspoon, Transport for Wales • Jason Parker & Neil Wright, Northern Trains • Adrian Hutchinson, London Northwestern & West Midlands Railways • Richard Owen & Tom Wyatt, CrossCountry Trains
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Dunkeld Safety and Accessibility Improvements Project Team

Company Name
Network Rail
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Please tell us why you have nominated this individual
I am recognising this team for transforming Dunkeld & Birnam station into a genuinely accessible, community‑focused gateway – delivered at pace, in partnership with the community, and going well beyond the original brief. The works were celebrated and officially opened by the First Minister of Scotland. This team led the delivery of safety improvements and a step‑free access scheme linking Dunkeld & Birnam station with Birnam Glen and the wider village. This scheme has had a disproportionate impact because of how it was delivered and what it has achieved. The Team didn’t just raise platform heights and build a path. The Team: Created safer and more accessible platforms by building fully compliant platforms 1 and 2. Created a fully step‑free route to Platform 2, unlocking access for many people who simply could not use the station before. Provided Car Park lighting for the first time to create a safer and more visible car park. Upgraded lighting, surfacing and safety along the route, including under a constrained railway bridge. Introduced CCTV, customer information, signage and improved wayfinding to make the experience safer and easier. Installed 2 new waiting shelters at optimum positions on the platforms so that passengers were best placed to board the train. Improved the surrounding environment, including road access and pathways that connect directly into the community. Crucially, the team: Worked hand‑in‑hand with the Community Station Group, residents, local authority and train operators throughout Maintained open, face‑to‑face communication, ensuring concerns were addressed early and no formal complaints were raised during construction. Responded flexibly to funding opportunities, using in‑year underspend and framework contractors to deliver quickly and efficiently. Went beyond core scope to deliver community benefits, including a defibrillator, seating, murals, delivery of considerable social value, planting with local schoolchildren, facilitated site visits with local school children, and enhancements that support tourism This is everyday community collaboration and excellence at its best – a team that took a clear objective (improve safety and access) and turned it into something that feels owned by the community, valued by passengers, and celebrated locally. Tell us what impact this team has made? This project has measurably improved safety and accessibility, increased usage (station usage has more than doubled), and strengthened the connection between the railway and the community – with benefits being felt immediately by passengers and local people. The impact has been clear and visible: For passengers People who were previously excluded can now travel: those with reduced mobility families with buggies people with luggage or bikes The station is now safer, easier to navigate and more welcoming, with improved barding, lighting, surfaces and information Compliant platform heights and Step‑free access has removed major barriers and made rail a realistic option for more journeys For the community The station is now properly connected to the village and local walking routes, not cut off by infrastructure barriers Community feedback highlights: Significantly increased footfall. More diverse users, including families and visitors. Visible growth in tourism and day trips Local residents report the station is “much busier” and “transformed”, with people now using rail who previously could not. For the wider system The project was delivered: Safely, On time and On budget With no safety incidents It demonstrated how: Strong community engagement leads to smoother delivery (no complaints despite disruption). Cross‑industry collaboration (Network Rail, Transport Scotland, ScotRail, contractors and community) creates better outcomes. The approach has built trust and relationships that can be replicated elsewhere. Wider social value The team went further by creating: A community defibrillator Seating and commemorative features Artwork, Murals and planting led by local school children. This has turned the station into a place the community is proud of – not just infrastructure, but a shared asset. In short: This team hasn’t just improved a station. They’ve opened up the railway to more people, strengthened a community’s connection to it, and show how investment can deliver big, lasting impacts.
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Ian Croucher

Company Name
Network Rail
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Please tell us why you have nominated this individual
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.
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Jody Yale

Company Name
CrossCountry
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Jody Yale has dedicated herself to building meaningful connections between CrossCountry and the communities it serves, making a lasting impact through her passion, commitment and belief in the positive role the railway can play in people's lives. Having worked at CrossCountry for almost a decade, including as Stakeholder Liaison Manager since 2018, Jody has become a highly respected ambassador for both the business and the wider community rail movement. Known for her enthusiasm, warmth and willingness to get involved, she consistently goes above and beyond to support community rail partnerships, station adoption groups, local organisations and educational initiatives. Jody's work has helped strengthen relationships between the railway and the communities it serves, ensuring that CrossCountry is seen not just as a transport provider, but as a valued community partner. She has played a key role in delivering projects and events that bring people together, helping local groups engage with the railway while promoting inclusion, accessibility and opportunity. Her involvement in Railway 200 activities across the network, including community-focused events that celebrated the railway's rich history and future potential, helped create memorable experiences for customers, colleagues and local communities alike. A passionate advocate for inspiring future generations, Jody regularly supports outreach work with schools and young people. From leading STEM activities in primary schools across the West Midlands to speaking with young girls about career opportunities in rail, she has worked tirelessly to showcase the wide range of opportunities available within the industry. Through these conversations and activities, she is helping to break down barriers, broaden horizons and encourage a more diverse future workforce. Jody has also championed initiatives that demonstrate the wider social value of the railway, helping to embed approaches that measure and highlight the positive impact CrossCountry delivers within local communities. Her work has strengthened partnerships, increased understanding of the railway's role beyond transportation and created opportunities that continue to deliver educational, social and community benefits. Whether supporting local projects, inspiring young people, celebrating railway heritage or building partnerships across the network, Jody approaches every opportunity with energy, professionalism and genuine care. Her commitment to making a difference has had a positive impact on countless individuals and communities, making her a truly deserving winner of the Community Impact Team or Person Award.
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Keir Hardie School Partnership Team

Company Name
Network Rail
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Motherwell Delivery Unit has demonstrated an exceptional commitment to delivering meaningful and measurable community impact through a collaborative partnership involving Scotland's Railway, Keir Hardie Memorial Primary School, community organisations and supply chain partners. Working together, the team developed and delivered a programme of initiatives focused on sustainability, social value, inclusion and community wellbeing, creating a lasting legacy for both current and future generations. Rather than delivering a one-off intervention, Motherwell Delivery Unit adopted a partnership approach, working directly with Keir Hardie Memorial Primary School and local stakeholders to understand community needs and develop solutions that would deliver long-term environmental, social and economic benefits. The result was a wide-ranging programme of improvements that enhanced outdoor learning environments, promoted active lifestyles, improved community assets and created opportunities for education and skills development. A significant focus of the programme was the enhancement of outdoor spaces at Keir Hardie Memorial Primary School to create safer, more accessible and engaging environments for learning and recreation. Woodland and garden areas were restored and improved, outdoor facilities upgraded, and new resources created to encourage learning, creativity and play. These improvements not only enhanced the educational experience for pupils but also contributed to the wider appearance, resilience and sustainability of the local community. The initiative also promoted social inclusion and community wellbeing through the provision of refurbished bicycles and associated equipment, encouraging physical activity, active travel and access to outdoor learning opportunities. The long-term impact of this investment is estimated to generate substantial social value while supporting healthier and more sustainable lifestyles for young people. Education and developing future opportunities were central to the partnership. Through engagement activities focused on engineering, technology and careers, pupils at Keir Hardie Memorial Primary School were given exposure to future opportunities and gained a greater understanding of the railway industry and the skills it offers. These activities support broader social mobility and skills development objectives while strengthening links between Scotland's Railway and the communities it serves. As a school located close to the railway, an important element of the partnership was the delivery of dedicated railway safety education. Motherwell Delivery Unit colleagues delivered a series of railway safety talks to pupils, helping them understand the potential dangers associated with the railway and the importance of making safe choices around rail infrastructure. These sessions provided practical, age-appropriate guidance designed to improve awareness, reduce risk and encourage responsible behaviours. By equipping young people with this knowledge, the partnership contributed not only to individual safety but also to the wider resilience and wellbeing of the local community. This proactive approach demonstrates a commitment to supporting communities beyond the railway boundary while creating a lasting positive impact through education and prevention. Creativity and inclusion were also key elements of the programme. Pupils were actively involved in shaping improvements within their environment, helping to develop confidence, communication skills and a sense of ownership in their community. By ensuring young people played a direct role in the project, the partnership created outcomes that reflected local needs while fostering pride and engagement across both the school and wider community. The programme was driven by an outstanding commitment from colleagues and partners, who collectively contributed approximately 700 hours of volunteering to support delivery of the initiative. This investment of time, expertise and resources generated an estimated £18,200 in social value through volunteer activity alone, demonstrating a commitment to creating positive and sustainable outcomes well beyond day-to-day operational responsibilities. The wider social value created through the partnership is substantial. In addition to improvements to school facilities, the project generated measurable benefits through active travel, community asset provision, volunteering and educational engagement. Collectively, these initiatives have created lasting environmental, social and economic value while helping build community resilience and supporting wider ESG objectives. Motherwell Delivery Unit's approach exemplifies leadership, innovation, accountability and collaboration. By bringing together colleagues, stakeholders and local organisations around a shared vision, the team has delivered measurable outcomes that extend far beyond the railway boundary. The partnership with Keir Hardie Memorial Primary School has enhanced community wellbeing, improved local environments, supported future skills development and created a sustainable legacy that will continue to benefit the community for years to come. For these reasons, Motherwell Delivery Unit is a worthy recipient of the Community Impact Award. Key Achievements Approximately 700 volunteer hours delivered through the partnership, generating an estimated £18,200 of social value. Significant improvements to outdoor learning, recreation and community spaces at Keir Hardie Memorial Primary School. 37 refurbished bicycles provided to support active travel, wellbeing and social inclusion. An estimated annual social value return of £98,420 from the cycle provision initiative. Long-term community asset improvements delivering an estimated £86,640 social value benefit over five years. Delivery of railway safety, STEM and careers engagement activities to inspire future generations. Strong collaboration between Scotland's Railway, local stakeholders, community organisations and supply chain partners. Creation of a sustainable legacy supporting environmental improvement, community wellbeing, education and community resilience.
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Lewes Derailment Team

Company Name
M Group
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M Group were Principal Contractor for the response and remediation works following the Lewes Derailment in August 2026, led by Contracts Manager Paul Hurkett and supported by subcontractors Handikram, Sonic Rail Services, SEP Rail and RTT Services, working collaboratively with their client, Network Rail Works Delivery Southern. The local community provided immeasurable support to passengers in the immediate aftermath of the derailment. Recognising this, the team prioritised embedding community needs throughout delivery, even within the context of an emergency operation, while seeking opportunities to deliver lasting environmental and social value. The derailment occurred within the Offham Marshes Site of Special Scientific Interest (SSSI), meaning mobilisation and remediation works were carefully managed to minimise impacts on the sensitive landscape. M Group and Network Rail ecologists went beyond managing this impact, working closely with Lewes District Council to identify opportunities to deliver lasting ecological enhancements aligned with the Council’s priorities for the landscape, leveraging available plant and labour on site. This included improving landscape drainage, with eels already observed using a newly installed culvert, and reusing trees necessarily felled during the works to create habitat enhancements within the SSSI. M Group engaged early with the local Landport community to understand their needs and priorities and identify where the works could deliver wider community value. The team took a holistic approach, identifying opportunities to leverage surplus materials, plant and labour already mobilised on site and divert waste streams to address these priorities, maximising social value and circular economy benefits. Over 10 tonnes of surplus topsoil from embankment remediation and wood chippings from vegetation clearance were donated for reuse to the neighbouring allotments and Landport Community Garden. Trees necessarily felled during the works were also reused, with logs donated to the local Lewes Men’s Shed woodworking charity, while five bespoke benches were crafted from these trees for the community forest school on the Landport Estate. In total, 100% of trees felled through the works were either reused on site for ecological enhancements or donated for reuse within the local community to support identified needs. M Group engaged with the Landport Community Hub, which supported passengers immediately following the derailment, to identify opportunities to address local priorities through the works. M Group and supply chain partners Handikram and Sonic Rail Services are currently leveraging available plant and labour to undertake car park repairs and craft a pollinator-friendly rain planter using surplus logs, topsoil, aggregate and membrane from the works. The planter will provide a nature-based solution to the Hub’s drainage needs, while simultaneously diverting waste, enhancing biodiversity and delivering a lasting community benefit. In recognition of the vital role played by Landport Foodbank in supporting passengers immediately following the derailment, M Group and supply chain partners Handikram, Sonic Rail Services, SEP Rail and RTT Services donated over £1,000 of priority food items to support the community foodbank. To recognise the kindness and support shown by the Landport community following the derailment, the team crafted a bespoke bench, engraved with a message of thanks, and donated it to Landport Community Garden. Located in a space regularly used by local residents, the bench provides a lasting reminder of the Landport community and all those involved in the recovery and reopening of the railway. The team continued to support the Landport community throughout delivery. When the annual Landport community picnic took place during the works, M Group loaned picnic benches from the site welfare facilities to support the event, helping the community celebrate their annual event. Through close collaboration between M Group, Network Rail Works Delivery Southern, Handikram, Sonic Rail Services, SEP Rail, RTT Services, Lewes District Council and the Landport community, the team transformed an emergency railway response into an opportunity to deliver tangible, lasting social and environmental value. The team listened to local needs and priorities, went beyond compliance and identified creative approaches to deliver measurable community, circular economy and biodiversity benefits. Their collaborative approach demonstrates how ESG principles can be embedded within an emergency operation, turning the resources and challenges associated with the works into opportunities to create sustainable change and a lasting positive legacy for the local community and environment.
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Lumo & Hull Trains Partnerships Team

Company Name
Lumo
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SUMMARY Lumo and Hull Trains are different by design. As Open Access operators receiving no government subsidy, their success depends on attracting customers, creating connections and earning the support of the communities they serve. But the Communications and Partnerships team believes running trains through a community is very different from being part of it. That thinking has created a growing programme of purposeful partnerships across both networks. Rather than conventional sponsorship, the team identifies organisations where support can create meaningful social, economic or environmental value, working with charities, local and civic partners, tourism bodies, educational institutions, cultural organisations, sports clubs and community groups. The result is a model that uses rail connectivity as a catalyst: improving access to opportunities, supporting inclusion, encouraging sustainable travel, strengthening visitor economies and helping community organisations reach new audiences. Its impact was brought vividly to life in 2026 when partners were asked one simple question: “What have Lumo or Hull Trains ever done for you?” The response was extraordinary. Organisations across the network volunteered their stories for a film demonstrating what these relationships had achieved. Their testimony became the centrepiece of the launch of Lumo and Hull Trains’ Social Value Report at the Houses of Parliament. It demonstrated something even more important: these aren't organisations Lumo and Hull Trains simply sponsor. They are partners willing to advocate for the difference the businesses make. INITIATIVE The team has deliberately moved partnerships beyond the traditional sponsorship model. Instead of waiting for requests for funding, opportunities are proactively identified by considering where Lumo and Hull Trains can use their distinctive assets – connectivity, people, communications platforms, stakeholder relationships and national reach – to address local priorities. The principle is simple: a partnership should create something more valuable than brand exposure. That might mean providing travel to access education and opportunities; supporting events which bring visitors into local economies; helping charities reach new audiences; amplifying under-represented voices; or encouraging lower-carbon rail travel. Increasingly, the team also connects partners with each other, recognising that Lumo and Hull Trains can act as convenors rather than simply sponsors. This has helped transform Communications and Partnerships from a supporting function into one that identifies opportunities, builds coalitions and creates value across the businesses and communities they serve. IMPACT The impact spans inclusion, community wellbeing, education, tourism, sport, culture and local economic development. Supported rail travel has opened opportunities to people who might otherwise struggle to access them, while partnerships with destination organisations and major events encourage visitors to reach communities sustainably. There is also a multiplier effect. Supporting an event can mean more visitors for a city, customers for local businesses, exposure for community organisations and journeys made by public transport. That wider contribution was captured in a dedicated Social Value Report and brought to life through first-hand testimony at its Parliamentary launch. The strength of these relationships was particularly apparent when partners were invited to contribute to the accompanying film. Rather than struggling to find participants, the team was inundated. For the team, that was perhaps the most powerful measure of success: partners weren't being asked to endorse a corporate claim. They wanted to tell the story themselves. Rt Hon Justine Greening described the finished film as having:“energy around it and authenticity.” While one community partner summed up the wider approach: “They get what transport is. They know it’s not just connecting two stations, it’s about connecting people.” ATTITUDE The programme reflects a culture that encourages colleagues to look beyond the railway. The team asks not simply “What can we sponsor?” but “What difference could we make?” That mindset has created relationships in which community organisations are genuine partners rather than recipients. Delivering them often requires bringing together operational colleagues, external organisations and stakeholders at pace, with the team embracing that complexity because of the outcome it can create. There is an internal benefit too. Sharing partners’ stories helps colleagues see that working for Lumo and Hull Trains means contributing to something bigger than operating trains, connecting individual roles with the social, environmental and economic contribution the businesses make. INNOVATION There is deliberately no standard partnership playbook. The team looks for opportunities where the railway can be used differently – as a connector, platform, convenor and catalyst. That philosophy was reflected perfectly in the Social Value film. Rather than commissioning a polished corporate production telling communities what had been achieved, the team handed the camera to the communities themselves. Partners received a deliberately minimal brief and were encouraged to be cheeky, creative and authentic. The results ranged from an explosive contribution from Edinburgh Science Festival to a blind backwards basketball shot from Newcastle Eagles. Different production values, voices and ideas became the film's greatest strength. The same principle runs through the wider strategy: trust people who understand their communities, give them a platform and work together to create something neither organisation could achieve alone. For two challenger rail operators, sustainability means more than lower-carbon travel. It means ensuring connectivity creates lasting social, environmental and economic value for the communities they serve. That is what the Lumo and Hull Trains Communications and Partnerships team has achieved: moving beyond traditional sponsorship to make purposeful partnership part of how two Open Access rail businesses operate. A 3.15 video as part of the submission can be viewed here: https://vimeo.com/cjmedia/lumohullopenac...
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Magna Tram Train Project Team

Company Name
Network Rail Capital Programmes North Enhancements
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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.
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Magna Tram Train Station Project Team

Company Name
Network Rail & AMCO Giffen
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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?
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Nicole Tyson

Company Name
ScotRail
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ScotRail’s biodiversity enhancement programme is part of a larger commitment to improve sustainability within the many communities throughout the rail network in Scotland. As the Sustainability Manager at ScotRail, Nicole Tyson has been the driving force behind the biodiversity enhancement programme and has created a vision of how it can develop in the future. Nicole joined British Rail in 1992 as part of the trainee administrator scheme. However, her passion always focused on the ways business can protect and enhance the natural environment. This interest led Nicole to complete her IEMA (Foundation Certificate in Environmental Management) qualifications leading her to be appointed an Environmental Manager with the business. Her success in gaining this role led her to enrol in night school and complete a degree in environmental management. Nicole is now a Practitioner with the Institute of Sustainable & Environmental Practitioners and being active in local badger protection and biodiversity assessments. Nicole has not looked back since continually leading the organisations activities to protect and enhance the natural environment. One of Nicole’s major achievements has been the development and establishment of ScotRail’s biodiversity programme. In collaboration with the Scottish Government, the programme uses £40,000 annually to protect and enhance biodiversity across the railway and beyond. The goal of this investment it to enable local action in ScotRail’s operational areas and the communities we operate in while also investing in wider community catchment level biodiversity initiatives that are accessible via the rail network. ScotRail has worked with The Conservation Volunteers (TCV) since 2018. Nicole has been instrumental in leading and growing this partnership since the beginning. Through her guidance, it has developed to include STEM sessions for schools and projects to continually enhance biodiversity in ScotRail’s stations and depots. It has been a busy time for ScotRail depots and stations. TCV and their volunteers have worked on biodiversity enhancement more than 40 days this year. Across the network, 100 metres of access paths have been installed or maintained, and 34 bags of litter have been collected. ScotRail has designated a number of stations as destination stations that are being developed to provide habitat corridors and foraging patches, connecting communities to parks and nature reserves. With the help of TCV, from April 2025 to date, 20 metres of hedges have been planted and 565 m2 of invasive species have been removed. Waste materials produced at our depots has been used for building materials by TCV and their volunteers. Planters, hedgehog hotels, and bat boxes have been made with pallets, and train flooring material which was no longer needed was used to waterproof bird box roofs. Nicole has been an avid supporter of using volunteering initiatives to help, not only our biodiversity efforts, but the mental wellbeing of our staff. The integration of ScotRail staff into the volunteering opportunities for these biodiversity enhancement activities provides employees with a sense of engagement within their community and a better understanding of the local environment. Based on data from April 2025, because of taking part in TCV and ScotRail activities, 90 per cent feel more connected to nature, and 80 per cent feel they have made a positive impact on their community. Nicole's action and leadership has continued to improve environmental outcomes as well as contributing to ScotRail’s economic and social sustainability performance. The activities she plans and delivers provide opportunities for employees and the public to use Scotland’s Railway to gain the wellbeing benefits associated with being out in nature.
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Paul Wilkinson

Company Name
Northern Trains
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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.
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Phil Shaw

Company Name
CrossCountry Trains
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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.
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Regional Team from the Rail Programme

Company Name
Samaritans
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I am nominating the seven Regional Development Leads (RDLs) within Samaritans’ Rail Programme. They play a vital role in turning national suicide prevention priorities into meaningful and impactful local action across Great Britain. They use rail data and local insight, alongside strong community partnerships, to spot emerging risks and help people access support before they reach crisis and potentially present at the railway. Over the past year, the RDLs have organised and attended 11 community roadshows, which engaged with over 4,000 people, provided emotional support to 81 vulnerable individuals, and built partnerships with many organisations in high-risk railway locations. They have also coordinated 95 in-person post-incident support sessions for rail colleagues and members of the public affected by railway incidents. The team create innovative solutions to issues identified at stations and within local communities. For example, rail data showed that incidents at one station disproportionately involved younger people, particularly those aged 15–19 and 25–29. In response, the RDL partnered with Youth Concern, a local charity supporting 13–25-year-olds. The local Samaritans branch provided talks on listening skills, distributed support materials and promoted referral pathways with the youth charity. This partnership will continue, with Youth Concern also contributing to the station art project, engaging young people in its creation and strengthening their sense of ownership. Another example of the RDLs’ impact is their work in upskilling community professionals, enabling them to feel more confident supporting people who may be experiencing distress. An RDL partnered with a Homes & Money Hub to deliver Samaritans listening skills training to all 22 members of staff. While their primary role is to provide practical advice, staff regularly encounter service users who are distressed and need support. The RDL provided Samaritans resources as well as information on making third-party referrals to Samaritans. As a result, these 22 staff members are now better equipped to recognise distress, listen and respond appropriately. This highlights the important role RDLs play in extending suicide prevention beyond the railway by building the skills, confidence and capacity of others to support vulnerable people. Their dedication and resilience are fundamental to the success of the Samaritans Rail Programme. Each year, the team produces case studies identifying emerging locations of risk, in these locations they complete material distribution, build community partnerships and deliver events aimed at reducing suicide risk. The impact is evidenced through emotional support conversations, station posters and signage, and signposting vulnerable people to further help. One person who contacted the team to express their gratitude shared that their son travelled to a station to take his life, but “[he] saw a Samaritans poster, felt calm all over and called the police”. They added, “I truly feel this poster saved my son's life”. This powerfully demonstrates the vital role RDLs play in reaching people at critical moments to provide support.
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Richard Stabler

Company Name
Arriva Road Transport Services
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I would like to nominate Richard Stabler, Operations Manager - Social Impact & Engagement, at Arriva Road Transport Services (ARTS), for the Community Impact Award. Richard has transformed social value from a contractual requirement into a defining part of ARTS' culture and identity. What started as a one-person function has grown into a dedicated team that has delivered more than £1.3 million of independently verified social value over the past three years, creating lasting benefits for communities across the UK. What sets Richard apart is his ability to identify opportunities where others see challenges. Rather than simply delivering against contractual commitments, he has built meaningful partnerships with charities, community groups and organisations that often struggle to access mainstream funding and support. His guiding principle is simple: if an initiative will not create genuine value for the community, it is not worth doing. Richard's work has delivered tangible results. Through partnerships with organisations such as AM Training, he has helped people facing barriers to employment gain access to work opportunities, resulting in over 60 individuals from hard-to-reach communities securing employment with ARTS. He has supported veterans through CV and interview workshops, championed accessibility projects with Mencap, supported mental health charities including Improving Lives, and developed relationships with organisations helping women who have experienced trauma, abuse and displacement. His impact extends beyond the communities he serves. Richard's passion, positivity and commitment have inspired colleagues across the business to get involved in volunteering, fundraising and community initiatives. He leads by example, demonstrating that social value is not just about donations or corporate responsibility, but about building genuine human connections and creating opportunities for people to thrive. Richard has also been highly innovative in the way he has embedded social value into the business. He developed the ARTS social value model from the ground up, creating a sustainable framework. The approach has become so successful that it is now supporting future business opportunities and helping shape how social value can be delivered across by other businesses across Arriva. However, what impresses me most is that despite these achievements, Richard remains focused on the people and communities he supports. His vision, dedication and leadership have created a lasting legacy that benefits colleagues, customers and communities alike. I can think of no one more deserving of recognition in the Rail Staff Awards Community Impact award than Richard.
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ScotRail in the Community Team

Company Name
ScotRail
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The ScotRail in the Community (SitC) is a small team delivering big benefits for customers and wider communities served by Scotland’s Railway. ScotRail is at the heart of Scotland’s transport network and the communities we serve. Delivering over 2,300 daily services, across 362 stations resulting in over 80 million passenger journeys every year. However, ScotRail is committed to more than just running trains. We aim to maximise and promote the wider social, economic and environmental impact that people and communities gain from their rail services and local stations. Under the banner of #yourticket goes further, this small, multi-skilled team of seven staff has established itself as one of the most influential community engagement functions within the UK's rail industry. In the last year, the team has delivered over £6.5m in additional Social Value to Scotland's communities. The team has worked with over 1,100 community volunteers to deliver community benefits in areas such as health and wellbeing, arts and culture, homelessness, community safety and sustainability. Their work has been built on a simple but clear principle: that Scotland's Railway is more than a transport network. Through investment, partnership working, volunteer engagement, asset regeneration, and innovative community programmes, the team has helped transform stations and rail services into catalysts for economic development, social inclusion, environmental improvement, and community wellbeing. Across all aspects of the work the team has done, their approach has focused on: Aligning community initiatives, activities and programmes with the needs and ambitions within the hugely diverse communities that ScotRail services serve, from our city centres to our most rural communities, the Team identifies the most appropriate solutions to the challenges faced and the opportunities presented within these areas. Maximising, demonstrating and recording the impact activity has on people, localities and community stakeholders. Maintaining a positive attitude and open approach in the work they do within ScotRail and with wider community and volunteers, recognising the different aspirations people have for their railway. Continually learning and developing their approach to ensure we deliver the effective forms of community engagement and project delivery that don’t just follow turn-key industry standard but recognises emerging communications approaches, such as digital engagement, social media, online surveys, interactive mapping, and virtual workshops with traditional face-to-face engagement. This approach allows ScotRail to reach wider and more diverse stakeholders Over the last year, the work of the ScotRail in the Community Team has resulted in: • £6.5million in wider Social Value. • Adopt-a-Station - £83,000 in direct funding to support over 1,000 Volunteers deliver 50,000 hours of volunteering, across 214 stations and railway locations. • Community Rail Partnerships - £40,000 in direct funding to Community Rail Partnerships to support their operation and help deliver seven projects. • Rail- Ferry Connectivity - The first ever ‘ScotRail – CalMac Partnership Agreement’. • Community Recognition - The ScotRail in the Community Awards 2025, attended by 140 Volunteers and supporters, representing over 50 organisations. • Rail-Bus Connectivity - The tripling of PlusBus sales. • Transport integration - Over £3.4million (a 7% increase) in retail sales of Rovers, Rail & Sail, and Tour & Group products. • Seen the launch of Scotland’s Rail & Visitor Economy Strategy. • Charity Partner - £303,000 in-kind support and fund-raising for our charity partner Age Scotland. • Charity programme - 100 Charities benefitting from raffle prize donations. • Charity programme - A record £200,000 for Poppyscotland across the ScotRail network. • Community Partnerships - Supported the work of three Strategic Partners, two Rail Stakeholder Partners, and six Community Rail Champions (including StreetSoccer Scotland, Royal National Scottish Orchestra, Wise Group) • Zero-carbon - The removal of over 40,000 km of diesel emissions from Glasgow City Centre via 90,000 journeys on our Glasgow Station bus link. • Active Travel - The launch of a new Carriage of Cycle programme at all stations. A key reason for the success of the ScotRail in the Community team has been its attitude towards community engagement. Rather than imposing solutions, the team has focused on listening, enabling, and partnering. Communities are treated as equal stakeholders rather than passive recipients of support. This collaborative mindset has helped build high levels of trust with local organisations, volunteers, local authorities, social enterprises, and third-sector partners. The team has consistently demonstrated flexibility, allowing projects to be shaped around local opportunities and needs rather than predetermined railway objectives. The success of the annual ScotRail in the Community Awards further illustrates this culture. The awards celebrate volunteers and community groups, recognising achievement and giving visibility to local success stories. By putting volunteers and communities at the centre of recognition, ScotRail reinforces the message that community impact is a shared achievement. Perhaps the most distinctive feature of the team's work has been its innovative approach to the railway estate. Where others may have seen empty station buildings, ScotRail saw community hubs. Where others saw passengers, ScotRail saw potential volunteers, community leaders, artists, entrepreneurs, and local partners. The regeneration of railway assets for community use, the integration of community outcomes into transport delivery, and the creation of large-scale volunteer networks represent examples of genuinely innovative public-sector practice. The team's success has also been driven by its ability to connect different sectors. By bringing together transport, community development, economic regeneration, health, environmental organisations, heritage groups, and local government, it has created collaborative solutions that generate benefits well beyond the railway itself. The ScotRail in the Community team has demonstrated that a railway can be far more than a transport provider. Through community regeneration, volunteering, partnership working, heritage projects, environmental improvements, and innovative use of railway assets, the team has delivered significant economic, social, and environmental benefits across Scotland. Its success has been built on a culture of collaboration, empowerment, and creativity, transforming stations into community assets and establishing Scotland's railway as a powerful contributor to inclusive growth, community wellbeing, and place-based regeneration.
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Seat-y of Culture: giving young people a seat at the table – and on the train

Company Name
Community Rail Lancashire, LNER, Camira Fabrics, Diamond Rail Services
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How do you make young people feel that the railway belongs to them? You give them the opportunity to redesign it. Seat-y of Culture is a pioneering community engagement project designed to celebrate both Railway 200 and Bradford City of Culture 2025. Conceived and delivered through seamless cross-industry collaboration, the initiative invited young people, particularly those from disadvantaged backgrounds, to design a brand-new moquette fabric for an operational LNER train. Spearheaded by Community Rail Lancashire’s Education Officer Karen Bennett in partnership with Bradford 2025, LNER, Diamond Rail Services, and Camira Fabrics, the project delivered 500 competition entries, culminated in the fitted installation on an LNER InterCity 225 carriage (Mark 4 coach 12214) in July 2026, and provided life-changing career inspiration to local students. Karen initiated the project after identifying a unique opportunity to connect young people with two major cultural milestones: Railway 200 and Bradford City of Culture. Karen proactively pitched the co-creation concept to Bradford 2025's Cat Stiles who was the Cultural Learning Programme Developer. What began as an ambitious community idea became a real operational railway project through the initiative and “can-do” attitude of individuals across five organisations. LNER found a way to put a young person's design onto an operational train; Camira transformed the artwork into rail-suitable fabric; and Diamond Rail Services manufactured and installed the finished seat covers. Camira and Diamond donated their expertise and services, demonstrating exceptional commitment beyond their normal responsibilities. Engagement sessions at schools and museums across the district connected Bradford's proud textile and railway heritage with rail safety, confident travel and careers. Some participants experienced their first-ever train journey, using the journey itself as inspiration to create their designs. The result was an exceptional 500 competition entries. Fifteen designs were shortlisted, but the winning artwork came from Khyreece, aged 13, a pupil at Oastlers School, which supports young people with social and emotional difficulties. His design celebrates Bradford Live, an iconic landmark regenerated during Bradford's City of Culture year. For a young person who had struggled with confidence and self-esteem, seeing his artwork transformed into something thousands of passengers could experience was profound: “I can't believe my design will be seen by thousands of people each year. I hope it makes people see Bradford as a great place!” The impact went far beyond a competition. Khyreece and his classmates visited Diamond Rail Services in Sheffield, followed the manufacturing process and even helped fit covers themselves, experiencing railway engineering and manufacturing first-hand. Another participant, Amanda, 11, captured the project's career impact perfectly: “I love doing art and had no idea I could do a role on the railways doing it.” In July 2026, the idea became reality when the seats entered passenger service aboard Mark 4 coach 12214. Khyreece and his classmates joined the launch at Bradford Forster Square before travelling aboard the carriage containing the seats they had helped create. Stuart Thomas at LNER said, “Seeing Khyreece's design brought to life onboard one of our trains is incredibly special, and we're delighted that thousands of customers travelling to and from Bradford and many other destinations will be able to enjoy the design”. The actions of the team involved in this project has been transformative and inspired not just their immediate colleagues, but employees across their own companies and the wider rail industry. Young people have great ideas and should have a say in how their railway is run and what their trains look like! Seat-y of Culture demonstrates what innovation in rail can look like without a multimillion-pound budget. It combined community engagement, education, design, manufacturing and operational railway delivery to create something permanent and highly visible. With our railways ever moving together as one, the Seat-y of Culture team demonstrated how cross-sector partnership can break down barriers, provide genuine career pathways, and give young people a voice in shaping public transport, creating an exemplary blueprint for future rail-community co-creation projects. Most importantly, the team didn't simply tell young people that there was a place for them in rail. They gave them a seat in it.
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52
**NEW** EMERGING TALENT TEAM OR PERSON AWARD

Abdullah Asif

Company Name
Permaquip
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Abdullah Asif represents exactly what the Emerging Talent Team or Person Award is designed to celebrate: a rising star whose fresh perspective, technical capability, and drive for excellence are already shaping the future of the UK rail industry. Joining Permaquip straight from the University of Strathclyde, where he graduated as a Product Design Engineer, Abdullah stepped into his first professional role with remarkable confidence and curiosity. As part of Permaquip’s engineering team, he has quickly become an integral contributor to one of the company’s most strategically important projects - the introduction of the new INEOS Automotive vehicles into the Permaquip fleet. Working closely with Permaquip’s Engineering Director, Martin Sheppard, and collaborating directly with the engineering team at INEOS Automotive, Abdullah has demonstrated an impressive ability to navigate complex technical requirements, absorb new knowledge at pace, and translate it into practical, high quality engineering solutions. His work has supported Permaquip in expanding its capabilities, modernising its fleet, and strengthening its position as a trusted supplier of safe, innovative track side equipment. What sets Abdullah apart is not just his technical skill, but his mindset. He brings infectious enthusiasm, thoughtful problem solving, and a willingness to challenge assumptions, qualities that elevate team discussions and inspire those around him. Despite being at the very start of his career, he has already shown the maturity to take ownership of tasks, the creativity to propose new approaches, and the professionalism to work seamlessly with senior engineers and external partners. Abdullah embodies the spirit of emerging talent: • Fresh thinking that enhances engineering outcomes • Energy and commitment that strengthens team performance • A collaborative approach that builds trust across organisations • A passion for innovation that aligns with the future needs of the rail industry His contribution to the INEOS Automotive vehicle integration project is a clear example of meaningful impact delivered early in a career - proving that you don’t need decades of experience to drive change, improve operations and help move the UK’s railway forward. Abdullah is not just a promising engineer; he is a future leader in the making. His work at Permaquip already reflects the excellence, dedication, and forward thinking attitude that this award seeks to recognise.
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Abdullah Choudhry

Company Name
BTTC Infrastructure Ltd
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I am delighted to nominate Abdullah Choudhury for the Emerging Talent Award. Since joining the business on our Graduate Management Programme (GMP) 2 years ago, they have consistently demonstrated exceptional potential, taking ownership of challenges, delivering meaningful results, and making a positive impact well beyond what would be expected at their level. Abdullah has recently successfully completed his GMP and has been promoted to Project Procurement Consultant. From an early stage, Abdullah Choudhury has shown a willingness to step outside their immediate responsibilities and take ownership of complex challenges. Rather than waiting for direction, they proactively identify opportunities for improvement and take action to resolve issues before they become larger problems. A standout example was when Abdullah identified several quality assurance (QA) tasks required for a complex procurement commission. Abdullah produced a QA tracker with each step identified to ensure a high quality and error free deliv
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Balazs Rozgonyi

Company Name
Freightliner
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Initiative: Since joining Freightliner in November 2024, Balazs has demonstrated exceptional initiative, quickly moving beyond the expectations of his role within the Container Sales function. While initially recruited to provide basic marketing support, he proactively identified opportunities to enhance the business’s visual and digital presence. Balazs has taken ownership of refreshing and modernising Freightliner’s photography and graphics, independently applying his academic background and technical skills to improve the quality and consistency of visual content across the organisation. Much of this is activity we had previously paid an external agency to do for us. He has also actively collaborated with senior stakeholders, including members of the Executive team, to support the development of impactful presentations and communications. Impact: Balazs has made a tangible and lasting impact on Freightliner in a short space of time. His work in updating corporate imagery and branding materials has significantly improved how the business presents itself both internally and externally, contributing to a more professional and cohesive identity. His involvement in high-profile projects, including acting as videographer for a major event involving our parent company, has delivered clear commercial and reputational value. The quality of his outputs has been consistently high, enhancing engagement and strengthening the company’s communications capability. Balazs has also supported corporate photography initiatives, reducing reliance on external providers and delivering cost and efficiency benefits to the business, none of which was a requirement or stipulation in his role profile. Attitude: Balazs is characterised by his humility, professionalism, and strong work ethic. Despite his impressive skill set and growing contribution, he remains understated and unassuming, quietly delivering work of an exceptionally high standard. He is highly collaborative, approachable, and willing to support colleagues at all levels of the organisation. Balazs consistently demonstrates a positive attitude, a willingness to learn, and a commitment to delivering excellence. He embodies a “can-do” approach, taking on tasks beyond his core responsibilities without seeking recognition or praise. His dedication to personal development is equally evident, having balanced academic achievement - including a BTEC in Television Broadcasting and a BA in Marketing and Digital Communication – while working in corporate events. Innovation: Balazs brings a fresh and innovative perspective to Freightliner, introducing new capabilities in photography, videography, and digital content creation. His ability to blend creative and technical skills has enabled the business to evolve its approach to visual communications. He has modernised existing materials and introduced new ways of presenting content, enhancing both engagement and impact. His work reflects a forward-thinking approach that aligns with the expectations of modern audiences and stakeholders. Balazs’s contributions have been genuinely transformative, particularly in elevating the quality and effectiveness of the business’s visual identity. His innovation continues to open up new opportunities for Freightliner to communicate more effectively and professionally. Balazs embodies the qualities this award seeks to recognise - bringing new perspectives, demonstrating commitment to excellence, and making a meaningful impact early in his career. He represents the future of the rail industry: talented, versatile, and forward-thinking. Freightliner is proud to recognise Balazs as a rising star within the business. His journey is only just beginning, and with the right opportunities, his potential to contribute even further is immense. Quote from internal customer, Peter Graham, Policy & Government Affairs Director: “Faced with a critical industry presentation and significant time constraints, I approached Balazs to support in transforming my content into a clear, engaging, and professionally structured format. The outcome exceeded all expectations. Balazs not only interpreted my requirements with precision but elevated the material to a level of quality and professionalism far beyond what I had anticipated. He quickly understood what was needed, turned complex information into a clear and engaging story, and brought fresh ideas that significantly improved the final product. Despite graphic design not being his core discipline, Balazs produced visually stunning infographics and presentation materials of a standard I would normally expect from a specialist design team. He has a real ability to take complex ideas and turn them into clear, engaging visuals that strengthen both the message and its impact. The quality of the output was exceptional and genuinely raised the bar for what I thought was possible within the timescales available. What really stood out was his willingness to go above and beyond. Rather than simply reworking the content, he took the time to strengthen the narrative, bringing new ideas and creative approaches that materially improved the overall presentation. His creativity, attention to detail and commitment to delivering the best possible outcome transformed the final product into something that was not only highly professional and visually compelling, but significantly more impactful for the audience.” Quote from internal customer, Nick Matthews, COO: "Although Balazs is part of a central services team providing sales and marketing support to Container Sales within my remit, his contribution has extended far beyond the expectations of his role. When he joined Freightliner just 18 months ago, he had no prior operational or rail industry experience. However, he quickly immersed himself in the business, rapidly developing a deep understanding of both our operations and commercial objectives. Balazs has become a fully integrated and highly valued member of the Container Sales team. His ability to understand our products, customers and market requirements has enabled him to make a significant impact. He has made a significant contribution to our online presence, driving sales growth through digital optimisation. His innovative approach to marketing and his creativity in developing new ways to promote our offering has helped strengthen our market presence and support business growth. Balazs combines exceptional talent, determination and professionalism with a genuine commitment to the success of the business. His achievements in such a short period are remarkable, and he is undoubtedly a future leader with enormous potential."

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Beth Davidson

Company Name
c2c Railway
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Beth Davidson is an exceptional example of the future talent that will help shape the railway industry for years to come. Despite being in her first year in rail, Beth has quickly established herself as a valued and respected member of the Health, Safety and Environment team, bringing enthusiasm, professionalism and a genuine passion for learning to everything she does. From the moment she joined the business, Beth demonstrated a willingness to get involved, take ownership and seek opportunities to contribute beyond the expectations of her role. Rather than simply completing assigned tasks, she has actively embraced the challenges of a complex and fast-paced railway environment, developing her knowledge and confidence while supporting a wide range of projects and initiatives across the business. Her proactive approach and desire to learn have enabled her to make a meaningful contribution in a remarkably short period of time. Beth has had a positive impact on both her immediate team and the wider organisation. She has become a trusted and reliable member of the safety team, supporting colleagues across numerous workstreams and helping to ensure safety remains at the heart of decision-making. Her strong attention to detail, willingness to help and ability to build positive working relationships have made her an invaluable asset, despite being one of the newest members of the team. What particularly sets Beth apart is her attitude. She approaches every challenge with positivity, energy and professionalism, earning the respect of colleagues at all levels. She is always willing to support others, ask thoughtful questions and take on new responsibilities, demonstrating a maturity and commitment beyond her experience level. Her enthusiasm for the railway industry is infectious, and she consistently brings a fresh perspective to the work she undertakes. Beth has also shown a natural ability to innovate and improve the way things are done. As somebody new to the industry, she has not been constrained by "the way things have always been done" and has been able to bring fresh ideas and curiosity to projects, helping challenge thinking and identify opportunities for improvement. Her eagerness to learn, combined with her willingness to contribute ideas and solutions, marks her out as someone with significant potential. In just her first year in rail, Beth has already demonstrated the qualities of a future industry leader. Her initiative, impact, positivity and commitment to excellence have made her an outstanding addition to the Health, Safety and Environment team. She represents everything this award seeks to recognise: emerging talent, fresh thinking and a determination to make a difference from day one. Beth Davidson is a highly deserving recipient of the Emerging Talent Person Award.
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Bladen Rowbottom

Company Name
Amulet
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Although relatively new to the EMR contract, Bladen has quickly distinguished himself as an outstanding officer whose professionalism, dedication, and natural ability have made a significant impact in a remarkably short period of time. His rapid development, commitment to excellence, and positive contribution to the contract make him an exceptional candidate for the Emerging New Talent Award. Working predominantly alone at a single-manned station, Bladen has embraced the responsibilities of the role with confidence and maturity beyond his experience. He has consistently demonstrated sound judgement when dealing with a wide range of challenging incidents, maintaining a calm and professional approach while always prioritising the safety and wellbeing of passengers, staff, and members of the public. Despite being early in his career on the contract, Bladen has already been involved in several significant incidents. These include safeguarding vulnerable children when a parent was found incapable of caring for them due to intoxication and assisting British Transport Police in the arrest of a male found in possession of a bladed article. During this incident, Bladen showed considerable courage and commitment by placing himself at risk while supporting police colleagues, resulting in him being inadvertently exposed to PAVA spray. His actions demonstrated not only bravery but also a willingness to step forward and support others when it mattered most. Alongside these more serious incidents, Bladen routinely manages anti-social behaviour, including engaging with aggressive beggars and homeless individuals within the station environment. He does so with professionalism and confidence, helping to ensure the station remains a safe and welcoming environment for passengers and staff. He consistently balances these operational demands with the day-to-day responsibilities of the role, carrying out thorough station security checks and maintaining high standards of compliance. What truly sets Bladen apart as an emerging talent is his attitude and eagerness to learn. He arrives at every shift motivated, engaged, and ready to develop both himself and those around him. He embraces new challenges, learns quickly from experience, and has built a reputation as a dependable and capable officer in a very short timeframe. His enthusiasm, resilience, and strong work ethic have enabled him to establish himself as a valued member of the team far sooner than would normally be expected. Bladen represents the future of the EMR contract. Through his commitment, professionalism, courage, and desire to continually improve, he has already made a meaningful difference to the safety and security of the railway environment. His achievements to date, combined with the clear potential he continues to demonstrate, make him a highly deserving recipient of the Emerging New Talent Award.
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Cameron Wood

Company Name
Permaquip
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Cameron Wood is an exceptional example of what we believe the Emerging Talent Team or Person Award aims to celebrate: a young professional whose drive, adaptability and commitment have enabled him to make a meaningful impact early in his career - not just within Permaquip, but across the global rail industry. Cameron began his journey at Permaquip in the workshop, where his curiosity and interest in how the wider operation functioned quickly became evident. When the opportunity arose to transition into the office and support the company’s expanding international footprint, Cameron seized it with enthusiasm. Despite having no prior office experience (he was very wary of the phone initially, now we can’t get him off it!), he stepped into a complex, fast moving operational role with remarkable maturity and determination. Today, Cameron is a central figure in managing the Permaquip global distributor network, acting as the primary point of contact for distributors across 32 countries. Working directly under Chairman Scott Harrison, Cameron plays a vital role in supporting Permaquip’s global growth strategy, ensuring that distributors receive the guidance, information and operational support needed to deliver high quality Permaquip equipment to rail teams worldwide. His contribution goes far beyond administrative coordination. Cameron has demonstrated an impressive ability to navigate cultural differences, time zones, communication styles and varying operational expectations with compassion and clarity. He has become a trusted, reliable partner to distributors around the world, strengthening relationships and reinforcing Permaquip’s reputation for excellence and responsiveness. What makes Cameron stand out is his always positive attitude. He brings a willingness to learn that elevates every project he touches, listening deeply, and always wanting to work with the wider team to find ways to improve processes. His transition from workshop to global operations is a testament to his work ethic and ambition, proving that emerging professionals can make transformative contributions when given the chance. Cameron embodies the qualities celebrated by this award: • Fresh perspective that enhances global operations • Infectious enthusiasm that motivates colleagues and partners • Commitment to excellence in every interaction • Adaptability and initiative that accelerate organisational growth • A collaborative spirit that strengthens Permaquip’s global network In a short time, Cameron has become an indispensable part of Permaquip’s international expansion, demonstrating that emerging talent can help keep the rail industry moving forward. Cameron is not just an emerging talent, we see him as a future leader whose impact is already being felt across continents.
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Celyn Davies

Company Name
Transport for Wales
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Since joining Transport for Wales in 2023 as a Social Media Officer, Celyn has demonstrated extraordinary growth, commitment and leadership potential, rapidly establishing herself as one of the organisation's most promising young professionals. After graduating in Applied Linguistics, Celyn brought strong communication skills and a passion for customer experience to her role within the Customer Relations Team. Recognising an opportunity to expand her knowledge in Customer Information, she successfully secured a secondment as a Customer Information Lead with the Customer Information Team. What sets Celyn apart is not simply her ability to perform the responsibilities of her role, but the speed at which she has developed specialist expertise and become a trusted colleague whose contributions influence customer information delivery across Transport for Wales. In under 12 months, she has evolved from learning the fundamentals of customer information to becoming a key contributor to projects, supporting the delivery of customer information for planned service changes, station improvement projects and continuous improvement initiatives. Celyn consistently demonstrates a proactive approach that goes far beyond completing assigned tasks. She showed an eagerness to learn and develop her understanding of customer information principles, standards and pledges. Rather than waiting to be given direction, she actively sought opportunities to broaden her knowledge, understand industry requirements and identify areas where improvements could be made. She quickly immersed herself in the complexities of the rail industry, developing knowledge of systems including Darwin and Tracsis Information Manager. She independently invested time in understanding how information flows through the rail industry and how operational decisions ultimately impact the customer experience. This curiosity and determination enabled her to contribute meaningfully to discussions and projects much sooner than would typically be expected from someone relatively new to the sector. Celyn also took ownership of improving the clarity and accessibility of customer communications. She reviewed customer information content across digital and printed assets, identifying opportunities to simplify language, remove jargon and ensure messaging was clear, concise and easy to understand. Rather than simply proofreading content, she challenged existing approaches and recommended improvements that better reflected customer needs. When presented with complex customer information challenges, Celyn never shied away from responsibility. She willingly investigated complicated rail timetabling issues affecting online journey planners and took ownership of understanding the root causes of customer feedback relating to information provided across multiple touchpoints. Her ability to independently investigate issues, gather evidence and develop recommendations has made her an valuable asset to the team. Celyn's contributions have delivered benefits far beyond her immediate role, supporting improvements for customers, colleagues and the wider organisation. Her Welsh language skills have delivered additional value to the team - she regularly reviews Welsh-language content, checking spelling, grammar and consistency to ensure high-quality bilingual communications. In a nation where bilingual information is a legal requirement, her attention to detail helps ensure Welsh-speaking customers receive the same high-quality experience as English-speaking customers. Celyn has played an important role in supporting customer information for planned changes to services, helping ensure customers receive timely and accurate information when they need it most. These activities often require collaboration across multiple departments and involve balancing operational requirements with customer expectations. Through her work, she has helped ensure that information reaches customers effectively and supports a positive customer experience during periods of change. Beyond customer-facing improvements, Celyn has made a significant impact internally. She has developed strong relationships with colleagues across Operational and Customer teams. Her collaborative approach has strengthened connections between teams and improved the sharing of knowledge and expertise across the organisation. Most importantly, Celyn's impact extends to the culture of continuous improvement within the Customer Information Team. She consistently brings fresh perspectives, asks thoughtful questions and encourages colleagues to think differently about how information is presented and delivered. Her contributions help ensure customer information evolves alongside changing customer expectations and emerging communication channels. Celyn's attitude is one of her most outstanding qualities and a major reason why she has become so highly regarded by colleagues across Transport for Wales. She approaches every task with enthusiasm, professionalism and a willingness to learn. No challenge is viewed as too large, and no task is considered beneath her. Whether supporting a customer information campaign, investigating a complex issue or assisting with reviewing content, she applies the same level of care, diligence and commitment. Colleagues regularly comment on her willingness to help, her openness to feedback and her genuine desire to contribute to team success. She consistently volunteers her support wherever needed and takes pride in helping others achieve their objectives. Celyn embodies the values of Transport for Wales in everything she does. She demonstrates respect, collaboration and a customer-first mindset in all interactions, making her an excellent role model for colleagues. Her commitment to delivering the best possible experience for customers is evident in every project she supports and every recommendation she makes. She is also highly resilient. Moving into a specialist area of the rail industry required her to absorb large volumes of technical information, build relationships with new stakeholders and develop confidence in unfamiliar environments. Rather than being overwhelmed by this challenge, she embraced it and thrived. Today, she confidently attends and presents at cross-departmental meetings, sharing updates and contributing to discussions with a level of confidence and professionalism that reflects her remarkable development over a short period. Celyn brings fresh thinking and innovation to customer information, helping ensure Transport for Wales continues to meet the evolving needs of passengers. A particular strength is her ability to consider customer information from the perspective of the customer rather than the organisation. As a regular rail user herself, she understands the frustrations and challenges passengers can face when seeking information. She uses these insights to help shape communications that are practical, relevant and easy to understand. Celyn is especially passionate about ensuring customer information meets the needs of future generations of rail users. She regularly considers how communications can evolve to remain relevant and engaging for younger audiences, while maintaining accessibility for all customers.
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Charlotte Collinson

Company Name
Freightliner
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Initiative Charlotte Collinson has demonstrated exceptional initiative throughout her career and development journey. Having begun her professional career in the hospitality sector, she successfully transitioned into the rail industry, joining VS Rail in an HSE role in 2016 before moving to Pentalver as an HSE Assistant in 2019. Following the integration of Pentalver into the wider Freightliner business, Charlotte became part of the broader Safety team, where she proactively identified environmental sustainability as an area in which she could make a meaningful contribution. Recognising the increasing importance of environmental performance within the rail sector, Charlotte took ownership of developing her expertise in this area. Rather than simply following industry trends, she focused on understanding the practical realities of our operations, seeking solutions that would deliver genuine environmental benefits while remaining operationally and commercially viable. Her proactive approach has enabled Freightliner to make tangible progress towards ambitious environmental objectives. Impact Charlotte's contribution has had a significant impact on both the business and its sustainability agenda. She has consistently championed pragmatic, cost-effective initiatives that help reduce the environmental impact of our operations without compromising operational effectiveness. Her ability to balance environmental ambition with commercial reality has earned the respect of colleagues across the organisation. Following the separation of the Freightliner businesses earlier this year, Charlotte found herself in what was effectively a standalone sustainability reporting role within the Government and Policy team. Faced with a significant expansion in responsibilities, she embraced the challenge with enthusiasm and determination. She has quickly broadened her expertise across all aspects of sustainability, developing a detailed understanding of reporting standards, governance requirements and the ISO accreditations required by our new shareholder. Her contribution has been instrumental in ensuring Freightliner continues to meet its sustainability commitments while building a robust foundation for future progress. Innovation Charlotte approaches sustainability with a refreshing blend of innovation and practicality. Rather than pursuing fashionable initiatives for their own sake, she focuses on identifying solutions that genuinely deliver results. Her strength lies in translating complex environmental objectives into workable, achievable actions that can be embedded within day-to-day operations. She continually seeks new ways to reduce environmental impact, improve reporting processes and enhance the organisation's understanding of sustainability requirements. Her willingness to learn, adapt and apply new knowledge has enabled her to drive improvements in an area of growing importance to both the business and the wider rail industry. Attitude Quiet, modest and unassuming, Charlotte is one of those individuals who simply gets on with the job and delivers. Beneath her understated manner is a highly determined professional with a depth of technical knowledge and capability, coupled with a humility that belies her expertise. She is respected by colleagues for her professionalism, reliability and collaborative approach. As a relatively new mother, Charlotte successfully balances the demands of family life with an operational role that requires travel and engagement across the business. She does so with positivity, resilience and commitment, never allowing challenges to detract from the quality of her work or her dedication to the organisation. Supporting statement – Glynis Appelbe, HR Director – Freightliner UK: “Charlotte is undoubtedly one of Freightliner's emerging talents. Her drive, capability and willingness to continually develop herself have already made a significant contribution to the business, and her potential for future leadership is clear. She represents the very best of the next generation of rail professionals, and both Freightliner and the wider rail industry are fortunate to have someone of her calibre helping to shape its future.” Supporting statement – Charlotte Drew, Head of Sustainability – Heavy Haul Rail: "Charlotte Collinson has been an exceptional sustainability manager, combining outstanding expertise, drive, and vision to deliver meaningful and lasting change. Through her dedication and ability to inspire those around her, she has successfully engaged colleagues, championed sustainable practices, and delivered tangible results across the organisation. I am incredibly proud of her achievements and the positive impact she has made. Charlotte’s commitment, professionalism, and determination to create a more sustainable future make her truly deserving of this recognition."
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Corey Meechan

Company Name
Network Rail
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Corey has consistently demonstrated exceptional initiative throughout his apprenticeship, taking full ownership of his personal and professional development from the outset. Rather than simply completing the requirements set before him, he actively sought opportunities to broaden his knowledge and experience by volunteering for additional shifts, asking insightful questions, and engaging with experienced colleagues to deepen his understanding of the role. His proactive approach enabled him to complete his apprenticeship an extraordinary 12 months ahead of schedule and 24 months before the formal deadline. The impact of Corey's commitment has extended well beyond his own development. His rapid progression and willingness to embrace new challenges have allowed him to perform at a level typically expected of an experienced technician. He has become a benchmark for excellence within his peer group, demonstrating what can be achieved through dedication, accountability, and a genuine desire to learn. His achievements have not only benefited his immediate team but have also helped raise expectations and standards for apprentices across Scottish Engineering. Corey's attitude has been equally outstanding. His professionalism, maturity, and positive approach to learning have earned the respect of colleagues, managers, and senior leaders alike. He consistently embraced feedback from assessors, acting on it promptly and effectively while maintaining high standards in both his practical and academic work. In addition, he willingly took on the role of Safety Representative within his depot, demonstrating his commitment to supporting others and promoting a positive, safety-focused culture. His resilience, enthusiasm, and willingness to lead by example make him a role model for both current and future apprentices. What sets Corey apart is his innovative approach to learning and development. Rather than following the standard apprenticeship pathway, he actively sought out opportunities to gain exposure to a wide variety of jobs and competencies, accelerating both the breadth and depth of his experience. By identifying and pursuing challenging tasks beyond those required, he continuously expanded his skillset and created a personalised learning journey that maximised his growth and contribution. This forward-thinking approach has enabled him to develop into a highly capable technician ahead of expectations and set a new standard for apprenticeship success. Corey is someone of whom we are exceptionally proud. His achievements, commitment, and determination have established a new benchmark for aspiring apprentices and make him a truly deserving candidate for this recognition.
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Corey Meechan

Company Name
Networkrail
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Corey has shown an excellent attitude from day one reviewing the standards attached to every work detail and familiarising himself with the repair methods and the relevant systems aligning that with his apprenticeship course work so effectively he has completed all his objectives months ahead of schedule. He also developed his knowledge within and older peer group which is no mean task and has become an influential member of the team by his professionalism and attention to detail. He also took up the role of safety rep and has took on all aspects of this improving many aspects to the day to day running of Dumfries maintenance Depot.
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Corey Meechan

Company Name
Network rail
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Corey has demonstrated exceptional commitment, professionalism, and potential from the very beginning of his career. As an apprentice, he has consistently gone above and beyond expectations, showing a genuine drive to learn and develop within the railway industry. From day one, Corey took the initiative to review and understand the standards associated with every work activity, familiarising himself with repair methods, maintenance procedures, and the systems required to safely deliver work. He effectively aligned this learning with his apprenticeship programme, enabling him to progress at an outstanding rate. His dedication to personal and professional development is exemplified by the fact that he completed his apprenticeship a full year ahead of schedule and an impressive two years before the final completion deadline. This remarkable achievement reflects not only his technical ability and determination but also his outstanding work ethic, self-motivation, and commitment to excellence. Working within a highly experienced peer group is often a challenge for apprentices, yet Corey has successfully established himself as a respected and influential member of the team. Through his professionalism, attention to detail, and willingness to embrace new challenges, he has gained the confidence of colleagues and supervisors alike. He consistently demonstrates maturity beyond his years and is recognised as someone who can be relied upon to deliver high-quality work. In addition to excelling in his apprenticeship, Corey volunteered to take on the role of Safety Representative. He has approached this responsibility with enthusiasm and dedication, actively promoting safety improvements and helping to enhance the day-to-day running of Dumfries Maintenance Depot. His proactive approach has contributed positively to the depot's safety culture, demonstrating leadership qualities rarely seen at such an early stage in a career. Away from work, Corey continues to embody the values of service, teamwork, and responsibility through his volunteer work with the Royal National Lifeboat Institution (RNLI). By giving his time to support a life-saving organisation, he demonstrates a commitment to helping others and making a positive difference within his community. The same dedication, selflessness, and professionalism that make him successful in the workplace are evident in his volunteer role. Corey is an outstanding example of emerging talent. His accelerated completion of his apprenticeship, commitment to safety, positive influence on those around him, and dedication to both his profession and community make him a truly deserving candidate for this award. He represents the very best of the next generation of railway professionals and has a bright future ahead of him
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CrossCountry Fraud Team

Company Name

CrossCountry

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CrossCountry Fraud Team The CrossCountry Fraud Team is being nominated for the Emerging Talent Team Award in recognition of its outstanding impact since being established in January 2025. Created for the first time within CrossCountry's Customer and Commercial Directorate, the team was tasked with tackling a significant and growing challenge: identifying, preventing and investigating fraud across one of Britain's most geographically diverse rail networks. For a small team of just three initially, the scale of the challenge was enormous. CrossCountry operates more than 250 train services every day and serves over 100 stations across the country, creating countless opportunities for fraud and revenue loss. Working closely with Revenue Protection, Customer Relations and colleagues across the business, the team was established to protect revenue for both fare-paying customers and taxpayers while ensuring fraudulent activity could be detected and investigated effectively. In a relatively short period of time, the team has delivered remarkable results. Since January 2025, it has actively recovered more than £234,000 through fraud investigations, while preventing a further £227,000 of losses through the identification and blocking of fraudulent or inflated Delay Repay claims. Together, this represents more than £460,000 protected for the business. The team's success extends far beyond these headline figures. More than 5,700 potential Delay Repay fraud cases have been assessed and investigated, alongside hundreds of fare evasion cases. Through detailed analysis, intelligence gathering and close collaboration with operational colleagues, the team has successfully identified patterns of fraudulent activity and developed increasingly effective methods of detection and prevention. One of the team's most significant successes came through its contribution to a major industry-wide investigation involving multiple train operators. Intelligence identified by the CrossCountry Fraud Team helped uncover a large-scale fraud operation which resulted in two individuals being sentenced to prison after defrauding train operators of more than £156,000. The case demonstrated the team's expertise and the growing influence it has developed both within CrossCountry and across the wider rail industry. At the heart of the team's success has been Fraud Manager Leanne Appleby. Drawing on her extensive CrossCountry experience, Leanne has built strong relationships across the business, working closely with Revenue Protection, Customer Relations and onboard colleagues to create fraud prevention and detection processes that are effective, practical and easy to use. Her leadership has helped establish a culture of collaboration and innovation that has enabled the team to exceed expectations from the outset. The results have been so successful that the team has already expanded from its original size to include three investigators, two analysts and a dedicated manager. In a little over a year, the Fraud Team has gone from a new concept to an established and highly valued part of the business, delivering significant financial benefits while strengthening CrossCountry's ability to detect and prevent fraud. By identifying new opportunities, tackling complex challenges and delivering measurable results at pace, the CrossCountry Fraud Team has demonstrated exactly what an emerging team can achieve. Their success, innovation and impact make them highly deserving recipients of the Emerging Talent Team Award.

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Daniel Holmes

Company Name

Great Western Railway

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This nomination is submitted in recognition of Daniel whose short professional journey so far within Great Western Railway exemplifies technical excellence, innovation, and an excellent commitment to safety and performance. His progression from apprentice to Engineering Support Technician has been marked by distinction, initiative, and a forward looking mindset that consistently strengthens depot capability and contributes meaningfully to the fleets performance and reliability. Daniel began his career with Great Western Railway through a four year mechanical and electrical apprenticeship, completed with distinction. This achievement reflects not only his academic and technical capability but also his dedication to understanding complex engineering principles and railway systems. Throughout his apprenticeship, he demonstrated exceptional proficiency in both mechanical and electrical disciplines, consistently performing above expectations and earning the respect of mentors and colleagues. His ability to absorb technical knowledge rapidly and apply it has set him apart early in his career. In addition to his traditional engineering training, he possesses a significant breadth of knowledge in software engineering, a skillset increasingly vital to the future of railway technology. Daniel’s understanding of digital systems, automation, and diagnostic software positions him at the forefront of modern engineering practice within the railway. As the rail industry continues to evolve toward integrated digital mechanical solutions, his dual expertise places Daniel in a unique position and enables him to contribute to innovation in ways few engineers can. This combination of mechanical competence and digital fluency is rare, and it enhances his value to every team. Upon completing his apprenticeship, he secured a Technician position working with much older rolling stock like the loco and coaches that operate the sleeper but also the modern Class 387s, this role required precision, resilience, and a deep understanding of rolling stock systems. His transition from apprentice to qualified technician appeared to be seamless. He quickly became known for his professionalism, reliability, and calm approach to problem solving. His contributions strengthened team performance, and he consistently demonstrated maturity beyond his experience level. Within 18 months, he achieved a significant career milestone: promotion to a team of six highly technical engineers dedicated to fleet performance by leading in depth fault rectification and investigations along with the safety of the train. This team plays a critical role in ensuring that the London and Thames Valley fleet operates reliably, efficiently, and in full compliance with safety standards. Daniel’s promotion to this team reflects his technical capability, his strong work ethic, and the confidence placed in him by depot leadership. In this role, he contributes to performance analysis, fault investigation, and continuous improvement initiatives that directly impact fleet reliability. An example where Daniel has used his excellent engineering and digital skills is the fault diagnosis and live reporting of the class 230 cab and saloon air conditioning. Daniel designed a system by which there is remote connections to the air conditioning system on the Class 230 battery train which also connects to the Wi-Fi which provides real time information, . The live data has been crucial to understanding the fault parameters and modifications required to ensure the air conditioning system is working as intended Dan’s approach to engineering is characterised by forward thinking, analytical precision, and a commitment to continuous improvement. He works effectively both independently and collaboratively, demonstrating strong communication skills, respect for colleagues, and a willingness to support team objectives. His ability to operate autonomously while maintaining alignment with team goals is a significant asset in rail engineering environments. Looking ahead, he is widely regarded as a future leader within railway engineering. His technical foundation is robust, his digital capability is advanced, and his mindset is consistently oriented toward innovation. He has already demonstrated leadership qualities through his initiative, his thoughtful decision making, and his willingness to mentor and support others. As he continues to develop, he is expected to play a pivotal role in shaping engineering standards, driving technological advancement, and guiding teams through the evolving challenges of modern railway maintenance. This nomination recognises an engineer who embodies the highest standards of Great Western Railway. His apprenticeship distinction, rapid career progression, dual expertise in mechanical and digital engineering, and proactive contributions to depot innovation make him an exceptional candidate for this award. He has consistently demonstrated excellence, initiative, and professionalism, and his future promises continued impact on fleet performance, safety, and technological development. Daniel’s personal and professional development is continuous where he is always looking to learn new engineering practices and deepen his knowledge. Dan is not only a high performing engineer today but an emerging talent, whose influence will strengthen depot capability for years to come. For these reasons, he is formally and wholeheartedly nominated for this award.

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Dean Rigby

Company Name
Cross Country Trains
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Emerging Talent Award Nomination Nominee: Dean Rigby, Train Driver, Cross Country Trains, Manchester Piccadilly. Dean Rigby is an outstanding nominee for the Emerging Talent Award, having demonstrated exceptional commitment, aptitude and professionalism throughout both his Train Manager Apprenticeship and subsequent Train Driver Apprenticeship. Coming from an airline industry background, Dean entered the railway sector with no prior rail experience. However, he quickly embraced the challenges of learning a completely new industry, demonstrating a remarkable willingness to develop his knowledge, skills and understanding of railway operations. His transition into rail was seamless, underpinned by a positive attitude, determination and an evident passion for learning. Throughout both apprenticeship programmes, Dean consistently displayed exemplary levels of engagement and dedication. He took ownership of his development, meticulously gathering evidence and maintaining a comprehensive portfolio that reflected bo
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Duan Leadingham-White

Company Name
Freightliner
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Duan joined Freightliner’s Vehicle Maintenance Facility (VMF) in Crewe in January 2023 as an Engineering Apprentice - Mechanical and Electrical Fitter. During his apprenticeship and subsequently, Duan has proved to be a significant asset to the team and a role model to other engineering apprentices at Freightliner’s Crewe facility. During the course of a standard day, Duan will undertake activities including wheelset exchanges, radiator fan motor exchanges, traction motor exchanges, examination inspections and fault finding on various systems from mechanical to electrical. Attitude From the very start of his apprenticeship at Crewe VMF, Duan has demonstrated outstanding dedication and commitment. He has a consistently strong work ethic, putting in significant time and effort to develop his skills and knowledge. His excellent attitude and professionalism have made him a strong role model for fellow apprentices. He is highly motivated and determined to succeed, showing a clear drive for personal and professional growth, leading to him successfully achieving his Apprenticeship in Maintenance and Operations Engineering Technician (Electromechanical Technician) – Level 3. Initiative Duan proactively seeks new opportunities to gain experience, regularly volunteering for unfamiliar or more challenging jobs such as fibreglass overhauls, bogie overhauls and modification work. He consistently demonstrates initiative and ownership, taking responsibility for completing assigned work within the required timescales and to a high standard. Impact As a very quick learner, Duan rapidly understands new tasks and applies learning effectively in practical settings - he is only shown once, takes on board what needs to be done and gets the job done. He delivers work to a high standard across a wide range of tasks, always maintaining quality and safety. Duan is ready and willing to work overtime when required, ensuring jobs are completed efficiently and on time, without prompting, as he understands what needs to be accomplished for the benefit of the team and the operation. Duan is reliable and dependable, consistently supporting and contributing to team workloads and depot objectives and actively learning from experienced colleagues while also supporting others, including his fellow apprentices. Innovation Freightliner’s Class 90 door handles have been subject to cracking due to their age and the fact that they are bonded to the door using fibreglass. They were previously overhauled by a third party, however recently they have been overhauled in-house at Crewe VMF to improve the quality of the overhaul. The design was improved by replacing the steel backing plates with stainless steel which prevents them from corroding and cracking further. To enable a stronger repair, Duan innovatively and using his own initiative, drilled new holes on the backing plate which enabled them to be fixed directly onto the fibreglass base layer rather than being bonded on, increasing their strength further and enabling a more accurate assembly due to them being held in place prior to the outer layers of fibreglass being added. Since this simple but effective change, the doors that Duan has overhauled have remained intact and strong, delivering both operational and cost efficiencies. In summary, and for all the reasons above, Duan is a great asset to Freightliner’s Crewe VMF and demonstrates clear potential for future success within the rail industry and beyond. He has successfully achieved his apprenticeship and is now employed as a full-time employee which is testament to the value that he brings to the Freightliner business. He is a very worthy nominee for the Emerging Talent Person RailStaff Award 2026. Paul Ryan, Engineering Director: I am passionate about developing the next generation of engineering talent that will sustain and strengthen the future of the UK rail industry. The rail sector continues to face significant challenges in attracting, developing and retaining skilled engineering professionals, making it more important than ever that we identify and invest in individuals who demonstrate both technical ability and the right attitude for long-term success. Duan is an outstanding example of why that investment is so valuable. Since joining Freightliner as an Apprentice, he has consistently exceeded expectations. His dedication to learning, willingness to take on challenging tasks and natural ability to absorb and apply new knowledge have made him a standout performer. What has impressed me most is not only Duan's technical competence, but also his maturity and commitment to continuous improvement. He actively seeks opportunities to broaden his experience, embraces difficult work and approaches work with enthusiasm and a determination to deliver the highest standards. His innovative approach to the Class 90 door handle repair is a perfect example of someone who looks beyond simply completing a task and instead considers how it can be done better, creating lasting operational benefits. Duan has already established himself as a trusted member of the Crewe VMF team and a role model for other apprentices. He represents exactly the type of emerging talent our industry needs and is a credit to Freightliner, the apprenticeship programme, and to the future of rail engineering in the UK. Glynis Appelbe, HR Director: The greatest challenges facing the UK engineering sector is attracting and developing talented individuals who possess not only technical potential but also the attitude, resilience and commitment required to build a successful long-term career. Competition for emerging engineering talent has never been greater, and our industry recognises the importance of investing in people who can become the future leaders, specialists and innovators of our sector. Throughout his apprenticeship, Duan has consistently demonstrated all of the qualities that employers hope to find but rarely see combined so strongly in one individual. His enthusiasm for learning, willingness to embrace new challenges and genuine commitment to supporting colleagues have enabled him to make a positive impact well beyond what would normally be expected of someone at this stage of their career. Duan has all the characteristics required to continue progressing through the organisation and has the potential to develop into a highly skilled engineer within Freightliner and the wider rail industry. His achievements to date are exceptional, but equally exciting is the considerable potential he has yet to realise.
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Elizabeth Fielding

Company Name
Northern Train Ltd
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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.
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Ellen Boucher

Company Name
Network Rail
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Ellen was an outstanding addition to the Minor Works Civils team during her first graduate placement and quickly established herself as a highly valued member of the team. From the outset, she consistently demonstrated enthusiasm, professionalism, and a strong commitment to delivering high-quality outcomes. Ellen proactively engaged in all aspects of her role, taking every opportunity to broaden her understanding, contribute to team objectives, and support project delivery. Throughout her placement, Ellen built strong working relationships with colleagues and stakeholders, demonstrating excellent communication skills and a collaborative approach. She showed a genuine willingness to take on new challenges, embracing opportunities to learn and develop while maintaining a positive and solutions-focused attitude. Her ability to adapt to different situations, manage competing priorities, and deliver work to a high standard was particularly impressive. Beyond her role, Ellen has made a significant contribution to the wider organisation through her involvement with Ignite, Network Rail's employee network for graduates, apprentices and Year in Industry placements. As Co-Chair, she has played a key role in growing the network, increasing engagement, and creating valuable opportunities for members to connect, learn and develop. She has successfully organised and promoted a range of events, helping to strengthen the graduate community and enhance the experience of early career professionals across the business. Ellen has excelled as part of the Project Management Graduate Scheme, consistently displaying the behaviours and values expected of a future leader. She approaches every task with energy and determination, is never afraid to get stuck in, and regularly goes above and beyond what is expected of her. Her strong work ethic, accountability, and commitment to continuous improvement have made a significant impact on those around her. Ellen is a fantastic role model for her peers, leading by example through her professionalism, positive attitude, and willingness to support others. She has demonstrated all the qualities needed for a successful career in project management and has a very bright future ahead of her. Any team would be fortunate to have Ellen as a member, and I have no doubt that she will continue to excel in whatever challenges she takes on next.
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Evie Summerson

Company Name
Network Rail
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Evie Summerson has demonstrated exceptional initiative, impact, attitude and innovation through her progression from Planner to Leadership Development Consultant within Network Rail's Leadership & Organisational Development team. In a relatively short period of time, she has transformed her own role whilst making a significant contribution to leadership development, programme design and communications across the organisation. What makes Evie's journey particularly impressive is that she actively volunteered to take on this development opportunity. Just 12 months ago, she was not delivering leadership development programmes. Rather than remaining within the comfort of her existing role, she chose to step outside her comfort zone, develop an entirely new skill set and build the confidence required to facilitate learning with leaders across Network Rail. This transition has required resilience, determination and a willingness to challenge herself. Evie regularly delivers learning interventions to audiences that are often significantly more experienced, senior and older than herself. This can create the additional challenge of establishing credibility and overcoming the natural scepticism that can sometimes arise when facilitating experienced leaders. Through her professionalism, subject knowledge, authenticity and engaging delivery style, Evie consistently builds trust with participants and creates impactful learning experiences that receive positive feedback. Since January alone, Evie has delivered 47 days of leadership development activity, including programme facilitation and one-to-one feedback sessions. Her delivery portfolio now spans a diverse range of programmes including Insights Discovery, Insights Self-Aware Leader, North West & Central Leadership Programme, Corporate Induction, High Speed Induction, Lumina Spark, Be Talent feedback sessions and Introduction to Coaching taster sessions. The breadth of programmes she now confidently facilitates demonstrates both the pace of her development and the trust placed in her capability. The impact of this contribution is significant. By building internal facilitation capability, Evie has helped reduce reliance on external suppliers, who typically cost around £1,000 per delivery day. Based on the 47 days of leadership development activity she has delivered since January, this represents the equivalent of approximately £47,000 of external delivery value. Beyond the financial benefit, Evie's contribution has strengthened our internal capability, increased organisational resilience and enabled more leaders to access high-quality learning delivered by someone who understands both our business and our people. What distinguishes Evie further is that her contribution extends well beyond delivery. She plays an active role in the design, development and continuous improvement of our learning offer. She consistently identifies opportunities to improve programmes, enhance learner engagement and strengthen the overall learning experience. Importantly, she does not simply highlight issues; she proactively suggests and helps implement solutions. Over the past year, Evie has contributed to the redesign and enhancement of the Management Series Programme, helping ensure it remains relevant and impactful for current and future leaders. She also partnered with colleagues to design a new one-day Talent Programme, supporting the development of future talent within the organisation. In addition, she designed and developed the Introduction to Coaching Taster Session, creating a new opportunity for colleagues to experience coaching and understand its benefits. These contributions demonstrate that Evie is not only delivering learning but actively shaping and improving it. Alongside supporting the development of others, Evie has shown an outstanding commitment to her own professional growth. During the past year she has completed the Foundation Certificate in Transformational Coaching, achieved Hogan Accreditation, gained WRAW Accreditation, completed an Innovation Programme and gained Service Animals Accreditation. Her commitment to continuous learning strengthens the expertise she brings to both programme design and programme delivery. Evie has also brought innovation to our communications and engagement activity. Recognising that traditional communication approaches were not always capturing attention effectively, she proactively suggested introducing short-form video content inspired by the style and accessibility of platforms such as Instagram and TikTok. This represented a fresh and modern approach for the team and challenged more conventional methods of audience engagement. The results were immediate and measurable. During the first month that Evie's video content was introduced, engagement increased by 63%. More importantly, her content generated a level of audience response we had not previously experienced. Whilst earlier communications typically generated reactions and comments, Evie's videos prompted colleagues to actively contact the team via email for further information and follow-up conversations. This demonstrated that the content was not only attracting attention but inspiring meaningful engagement and action. What makes this achievement particularly noteworthy is that the idea originated from Evie herself. She identified an opportunity to modernise how we communicate, proposed a solution and successfully delivered it. Rather than accepting the status quo, she introduced a new approach that transformed how our team engages with colleagues. Building on this success, she is now exploring opportunities to collaborate with external partners to create future content and further increase audience engagement. Alongside her achievements, Evie consistently brings a positive, proactive and solution-focused attitude to everything she does. She embraces challenges, volunteers for new responsibilities, continually seeks opportunities to learn and actively contributes beyond the expectations of her role. Her growth mindset and willingness to step forward have benefited not only her own development but the success of the wider team. In a relatively short period of time, Evie has transformed herself from a Planner into a trusted Leadership Development Consultant, facilitator, designer and innovator. Through 47 days of learning delivery, approximately £47,000 of delivery value, significant contributions to programme design, innovative communications approaches and a relentless commitment to learning and improvement, she has delivered measurable benefits that extend far beyond her immediate role. Her combination of initiative, impact, attitude and innovation makes her an exceptionally deserving nominee for this award.
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Fiona Scott

Company Name
Network Rail
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In a remarkably short period, Fiona Scott has established herself as one of Scotland's most promising engineering professionals. Having progressed from a Rail Engineering apprenticeship and Overhead Line Technician background into an Asset Engineer role, Fiona has brought energy, determination and fresh thinking to the management of drainage assets across Scotland's railway. Fiona is trusted to lead complex investigations involving drainage failures, third-party interfaces, flooding concerns and customer complaints, often acting as the key link between operations, maintenance, contractors, landowners and engineering specialists. She has developed a reputation for taking ownership of challenging issues and driving them through to resolution, ensuring risks are understood, stakeholders are engaged and solutions are delivered safely and efficiently. A standout achievement has been her role in seeing the Thankerton Drainage Scheme through to successful completion following an earthwork failure. Throughout the project, Fiona demonstrated dedication and resilience, working collaboratively with colleagues and stakeholders to overcome challenges and maintain momentum. Her involvement helped ensure the successful delivery of a scheme that will improve the resilience and performance of railway drainage assets, reducing risk and supporting a safer, more reliable railway for passengers and freight users alike. What sets Fiona apart is her relentless commitment to learning and self-improvement. Alongside performing a demanding engineering role, she continues to invest in her professional development, recently achieving an exceptional 98% in a university hydraulics module, a result that earned praise from colleagues across the engineering community. Fiona has quickly become a valued contributor to strategic initiatives that support the long-term resilience of the railway. She is actively involved in drainage asset management, engineering verification activities, climate adaptation discussions, drainage data improvement programmes and cross-disciplinary collaboration to improve network performance. Her ability to combine technical understanding with practical delivery has enabled her to make a meaningful impact far beyond what would typically be expected at this stage of her career. Colleagues consistently describe Fiona as proactive, dependable and enthusiastic and she has a has an admirable work ethic. She is meticulous and organised, and always willing to go above and beyond. Whether coordinating interface meetings, developing solutions to complex drainage issues, engaging with external stakeholders or supporting her wider team, she approaches every challenge with professionalism and positivity. Her willingness to learn, collaborate and take responsibility makes her a role model for other early-career professionals entering the industry. Fiona embodies everything the Emerging Talent Award represents. She has shown that career stage is no barrier to influence, leadership or impact. Through her technical excellence, commitment to development and passion for improving Scotland's railway, she is already helping shape the future of the industry and is undoubtedly a rising star of rail. Key points to support submission: * Progressed from rail apprenticeship and technician roles into a trusted Asset Engineer position managing critical drainage assets across Scotland. * Achieved an outstanding 98% university result in hydraulics while balancing a demanding engineering role. * Leads investigations and stakeholder engagement on complex drainage, flooding and third-party land issues. * Contributes to climate adaptation, engineering verification and asset data improvement initiatives that support long-term railway resilience. * Demonstrates exceptional ownership, professionalism and collaboration well beyond expectations for her career stage.
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Fraser McAlpine

Company Name
ScotRail Trains Ltd
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I am delighted to nominate Fraser McAlpine, Glasgow Central, for the Emerging Talent Award. Fraser is currently undertaking a development role as a Conductor Team Manager, a challenging position that requires him to lead, influence, and support colleagues while continuing to develop his own skills and experience. He has embraced this opportunity with confidence, professionalism, and a determination to succeed, quickly becoming a trusted and highly valued member of the management team. Initiative Fraser has demonstrated exceptional initiative throughout his development period. Rather than simply carrying out the responsibilities of the role, he actively takes ownership of issues, identifies solutions, and supports colleagues without being asked. He has shown a willingness to step outside his comfort zone, take on new challenges, and make informed decisions that contribute positively to the operation. His proactive approach has enabled him to build credibility with both conductors and fellow managers, earning their trust and respect. Impact Fraser's contribution has had a significant impact at Glasgow Central. He consistently drives high standards, ensuring that expectations are clear and maintained across the team. Through his leadership, support, and attention to detail, he has helped create a positive and productive working environment where colleagues feel supported and valued. His ability to balance operational requirements with genuine care for people has strengthened team performance and contributed to the continued success of the Glasgow Central team. Attitude One of Fraser's greatest strengths is his attitude. He remains professional, approachable, and resilient, even when faced with challenging situations. He leads by example, treats everyone with respect, and embodies the values we want to see across our organisation. His positive influence on those around him is evident, and he is widely regarded as a true gentleman. Fraser's willingness to help others, listen to concerns, and offer support has made him a role model for colleagues at all levels. Innovation Fraser continually looks for ways to improve how things are done. He challenges himself to find practical solutions to everyday issues and is always willing to share ideas that enhance communication, efficiency, and team effectiveness. By taking a fresh perspective and focusing on continuous improvement, he has helped strengthen working practices and encouraged others to adopt the same positive mindset. Fraser's transition into a development management role has been outstanding. His initiative, positive attitude, professionalism, and commitment to high standards have made a real difference to both his colleagues and the wider operation. He is an emerging leader with immense potential and, in my view, a complete star who is thoroughly deserving of recognition through this award.
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Hari Kitching

Company Name
CAF Rail UK
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Hari Kitching is an outstanding example of emerging talent within the UK rail industry. Having joined CAF Rail UK as an Apprentice Technician in 2022, he quickly distinguished himself through his exceptional attitude, technical ability, and commitment to continuous learning. From the outset, Hari consistently exceeded expectations. College reports highlighted not only his technical aptitude but also his professionalism, dedication, and desire to succeed. He completed all apprenticeship requirements to a very high standard and well within the expected timescales, demonstrating both capability and maturity beyond his years. Upon qualifying as a Technician, Hari's impact on the business became apparent immediately; rapidly establishing himself as a trusted and highly capable member of the team; regularly taking the lead in fault diagnosis activities, confidently analysing complex system failures and providing detailed technical explanations to colleagues and stakeholders. His ability to understand and communicate intricate system interactions is exceptional for someone with such limited industry experience. A dedication to self-development sets Hari apart; rather than waiting for opportunities to arise he actively seeks ways to expand his knowledge. During quieter periods he proactively studies technical documentation, investigates system functionality in greater depth and asks insightful questions to broaden his understanding. His enthusiasm for engineering and learning is contagious; making him a respected and valued team member. Hari's professionalism has also been recognised externally. Customer representatives regularly take time to commend him for his polite manner, strong work ethic, technical competence and willingness to go above and beyond. Customer praise is not given lightly, making these compliments particularly noteworthy; reflecting the significant impression Hari has made in a short space of time. Hari’s’ ambition and drive were further demonstrated when an opportunity arose to undertake a secondment involving Team Leader duties. Despite having no previous leadership experience and being relatively early in his career, Hari embraced the challenge and excelled in the role, successfully balancing leadership responsibilities, managing workloads and priorities, supporting colleagues, and continuing to deliver fault diagnosis and rectification work to the highest standards. One of the strongest examples of Hari's potential can be seen in his innovative approach to problem-solving. Going far beyond the expectations of his role he produced engineering reports identifying opportunities to improve fault-finding processes and system reliability. In one notable example, he used his engineering knowledge to develop a practical solution for diagnosing complex earth faults; sourcing materials to create a bespoke isometer fault-finding tool. He then tested the process on vehicles, documented the methodology and provided a practical guide that could be adopted by other technicians. This innovative solution delivered a simple, effective answer to a complex engineering challenge while creating a legacy benefit for the wider team. Although still in the early stages of his railway career, Hari has already demonstrated the qualities of a future industry leader: technical excellence, innovation, leadership, professionalism and an unwavering commitment to improvement. His achievements to date are remarkable and his potential to make a significant contribution to the rail industry is immense. Hari Kitching is a deserving candidate for the RailStaff Awards Emerging Talent Person Award and a fantastic example of the next generation of railway professionals.
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Ignite Champions

Company Name
Network Rail
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Ignite is an outstanding example of what can be achieved when early careers colleagues unite behind a shared vision. Led by 18 graduates and Year in Industry students from different schemes, functions and locations across the organisation, the community has created a vibrant network that helps colleagues connect, develop and prepare for the next stage of their careers. By combining diverse perspectives and skills with a common purpose, the team has turned an ambitious idea into an inclusive community with growing influence across the business with the support from the ELT scheme sponsors Paul Marshall, CFO and Henry Bates, Programme Director for South West Railway. Teamwork has been central to Ignite’s success. The champions work collaboratively across organisational and geographical boundaries, sharing responsibilities, drawing on individual strengths and supporting one another to deliver consistently. Although they bring different experiences and approaches, they remain focused on the same goal: ensuring graduates and Year in Industry colleagues feel connected, informed and empowered. Their ability to build trust, coordinate activity and maintain momentum alongside their substantive roles demonstrates exceptional commitment and collective leadership. Clear and purposeful communication has enabled the team to translate this shared vision into measurable impact. Since March, Ignite has grown to 350 members through a regular monthly newsletter, a dedicated SharePoint page and engaging lunch-and-learn sessions featuring senior leaders from across the business, the British Transport Police and other partners. The team also delivered a face-to-face event in August, welcoming speakers including Jeremy Westlake and Alex Hains. Together, these channels have created a consistent flow of information, opened access to valuable insight and strengthened relationships between early careers colleagues, alumni, senior leaders and industry partners. Ignite deserves recognition because its achievements extend beyond a successful programme of activity. The team has built a genuine sense of belonging and shown that graduates from across the company can lead meaningful change when they communicate openly, collaborate generously and remain united by a clear purpose. What began as a small group with a shared ambition has become a growing and influential community, with plans to expand across the industry and engage the wider GBR community. Ignite is a powerful demonstration of teamwork in action and is already making a lasting contribution to early careers engagement, professional development and organisational connection.
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India Follon

Company Name
Network Rail
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India joined the Wales and Borders performance team as part of Network 75, this is where a student comes straight from college and alongside working for us, does 5 years of part-time at university coming out with a degree at the end. Since joining the team 2 years ago India has made an exceptional impact in a remarkably short period of time. India has taken ownership of the O Code workstream (focusing on reducing signaller caused delay) and has excelled in this role from the outset, demonstrating a natural aptitude and confidence. She has quickly built credibility across the team and business and consistently delivers high-quality work! Beyond her core responsibilities, India is also trained on the TDA desk (train delay attributor) again picking this up very quickly receiving great feedback from the team. She also proactively does regular refreshers in the WROC to maintain this competency, so she can work on the desk if required. India regularly represents the team in the absence of the performance improvement manager, confidently stepping up in meetings such as PBR's and she does so with confidence and professionalism. Her recent presentation at our cross-country regional meeting is a further testament to her capability. The feedback received from them highlighted her confidence, delivery and quality of presentation. India also plays a key role in facilitating the daily 09:30 performance call and sending out the key notes/updates. She consistently asks probing questions that help the team drill down into issues, identify root causes, and drives meaningful improvements. Her approach ensures that discussions are focused, productive, and outcome driven. In addition, she also contributes to many other workstreams/forums such as bridge strikes, Cambrian T Network and the regional freight growth meeting further demonstrating her capability and accountability. I wholeheartedly recommend India for this award she is joy to work with always coming in with a smile on her face. It's been a pleasure to work with her and she always encourages me with her drive and proactivity; she has a great future ahead!
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Isaac Greenwell

Company Name
Amulet Security / Northern Trains
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Isaac Greenwell currently holds the position of supervisor on the Northern Trains Travel Safe Officer contract, an operation which sees him responsible for 20 police accredited TSOs operating in conjunction with The British Transport Police across the railway network. Isaac despite still only being 21, has continued to climb the ranks and gain knowledge and experience which he continues to evidence by achieving exceptional results and seeing his reputation grow within the security industry. Isaac is mature beyond his years and embraces all aspects of the TSO operation, his rise to prominence has been nothing short of remarkable and embodies the vision and values emphasised on the operation which takes pride in developing leaders from within and giving them a platform in which to flourish. Isaac recieved the "Rising Star" award at last year's Amulet/Northern Trains celebration event highlighting his ongoing efforts to make an impact on the operation, fast forward some 12 months and Isaac has challenged himself and taken full control of the biggest team on the Northern Trains operation and achieved a recent promotion. Isaac's passion and enthusiasm to not only be the best security professional that he can be but also drive others to achieve the same is nothing short of commendable. Isaac has already begun working on some impressive projects whilst building long lasting and meaningful relationships aceoss the railway network including bringing together numerous charities for a days of action at his home station, Manchester Victoria. Not content with leading with numerous projects to support charities and local organisations, Isaac has worked tirelessly to support his own teams wellness, becoming a mental health first aider and building a relationship with The Railway Mission which has seen the local railway chaplain deliver a number of wellness sessions for Isaac's team of officers. A sefless individual mature beyond his years who is making an impact on people's lives on a daily basis.
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James Gray

Company Name
Northern Train Ltd
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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.
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Jess Beale

Company Name

Network Rail

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Jess Beale joined Network Rail as a graduate and has quickly built a solid reputation as a fab project leader! Jess doesn’t just complete the work given to her. She takes ownership and looks for ways to improve how people work together. A strong example is Spend a Shift initiative which Jess took from an early concept to route-wide delivery in just over four months. Spend a Shift gives colleagues the chance to experience roles outside their usual area. This helps them better understand the challenges faced by other teams. Jess secured the involvement of senior leaders from the start. The first placements included the Infrastructure Director working a night shift at Exeter Signal Box. The Route Director also spent time with colleagues on track. The initiative has already delivered tangible results. More than 25 Western route colleagues have taken part from a range of teams. It’s also expanded beyond Network Rail into the wider industry with colleagues from GTS Rail Operations signing up and GWR is also due to join the scheme. Jess has brought energy and determination to her role and I personally have really enjoyed working with her. Why? Well, she’s approachable, kind and always willing to help! She works confidently with people at all levels and also has a genuine desire to learn. She seeks out new tasks and takes on work beyond what might be expected from someone who is still relatively new to the railway. Jess is an excellent example of what a newcomer can bring to the railway. She’s taken ownership, built strong relationships and turned an idea into something that is already making a difference. Her work is helping teams across the railway understand each other and work better together and I’m excited to see where her career leads.

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Jessica Thompson

Company Name
London Northwestern Railway and West Midlands Railway
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Jess deserves to win the ‘Emerging Talent’ award because she has demonstrated exceptional growth, courage and commitment since stepping into a Customer Experience Manager secondment with West Midlands Railway (WMR) from her substantive Ticket Office role at the end of 2025. What impresses me most about Jess is that she never stands on the sidelines. If there is an opportunity to get involved, learn something new or help somebody else, her hand is usually the first one in the air. Whether that's managing football crowds, accessibility initiatives or supporting colleagues, she approaches everything with enthusiasm and a determination to do the best job she can. One of the best examples of this was a women's safety event at Birmingham Snow Hill Station that we held in partnership with Colmore BID, British Transport Police, Transport for West Midlands and Safer Travel. Jess took ownership of the event from the outset, building relationships with stakeholders, organising the venue and coordinating the arrangemen
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Joanne Pyman-Smith

Company Name
Hull Trains
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Emerging Talent Person Award - Joanne Pyman-Smith, Train Driver At Hull Trains emerging talent isn't defined by age. After turning 50 and completing 18 years as a firefighter, Jo Pyman-Smith made the courageous decision to start again, swapping the fire service for the railway and becoming an Apprentice Driver with Hull Trains. Since then, Jo has demonstrated that experience from another industry, combined with an extraordinary appetite to learn, can bring something incredibly valuable to rail. Her commitment, positivity and determination saw her successfully qualify as a train driver and, just as importantly, inspire those learning alongside her. Rather than leaving her previous career behind, Jo has brought the best of it with her to her new role at Hull Trains. Eighteen years in a safety critical emergency service role gave her an instinctive appreciation of personal responsibility, teamwork, situational awareness and remaining calm under pressure; qualities she has successfully transferred into the driver's cab. The way Jo approached her apprenticeship makes her a perfect role model for future apprentices! From the moment Jo was appointed as an Apprentice Driver, she approached the opportunity with enthusiasm, professionalism, and an unwavering commitment to succeed. While Jo was conscious that she may not have the same length of career ahead of her as some other candidates, she never allowed this to become a barrier. Instead, she used it as motivation, consistently proving through her actions, attitude, and achievements that she was the right person for the role. From the outset, Jo displayed all the qualities required to succeed as an Apprentice Driver and to become a valued member of the Driver Team. She brought a positive outlook to every aspect of the programme and quickly earned the respect of colleagues and trainers alike through her work ethic and determination to achieve the highest standards. What has particularly stood out is the level of personal commitment Jo invested in her development. Although never expected or required, she regularly dedicated additional time to her studies and learning. She even arranged accommodation in Hull to maximise the time available to focus on her training and development, demonstrating a level of dedication that is truly exceptional. This willingness to go above and beyond highlights just how much becoming a train driver meant to her. Beyond her professional accomplishments, Jo's impact on those around her should not be underestimated. She has an infectious personality, a positive attitude, and an enthusiasm that brightens the workplace. She is a pleasure to work alongside and consistently brings energy, encouragement, and optimism to the team. Jo thoroughly deserves recognition for what she has achieved. Her journey is an inspiring example of what can be accomplished through hard work, determination, and self-belief, regardless of what stage you are at in your professional career. She is not only a credit to herself but also to Hull Trains, and I can think of no one more deserving of this recognition. Tom Guthrie, Interim Head of Operations Also including a statement from Jo for our CSR Report: 'Before joining the Hull Trains team, I was employed as a Firefighter for Humberside Fire and Rescue Service for 18 years, which I absolutely loved but also wanted to explore other career options once I turned 50. I have always had a passion for driving, I hold a boat licence and LGV licence so when I saw the opportunity to apply to Hull Trains as an Apprentice Driver, I knew this would be perfect for me! There are many transferable skills such as safety procedures, teamwork and working with the general public. The process is in depth, but I succeeded and was offered an apprentice position. which I was ecstatic about! The training is both theoretical and practical, well-structured, but intense, especially coming from a non-railway background. To gain my licence has been one of my proudest achievements and the support and encouragement from my fellow apprentices, Hull Trains colleagues and management has been outstanding.' Jo isn't simply an exceptional example of emerging talent at Hull Trains. Her story demonstrates why the rail industry should continue opening its doors to people of every age and background who have the potential to build an extraordinary second career.  
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Joe Royal

Company Name
Cross Country Trains
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One of Joe’s greatest strengths is his proactive approach. He actively seeks opportunities to expand his knowledge, asking insightful questions, and take ownership of his learning journey. A recent example of this is when Joe assisted with a the evacuation of a train, the train he should have been learning route information on was cancelled to form a rescue train so Joe volunteered to assist with the evacuation of two Voyagers attached onto a single Voyager unit, which was complex and encountered a number of challenges, however Joe actively worked with his colleagues, BTP, Network Rail, Cross Country Control and customers in the train, ensuring that everyone and their luggage were transferred safely as quickly and efficiently as possible. On another occasion Joe assisted with a trespasser, when all trains in the area had been stopped because of the trespasser, he followed her along the track, tracing her exit from the track through a hole in the track side fence, he took videos and details of the location and passed it to Network Rail Control so they had precise detail of the location and an opportunity to repair to avoid future trespass incidents from this location
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Joe Royal

Company Name
CrossCountry
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Joe Royal, a Train Manager apprentice based at Bristol Temple Meads, has demonstrated exceptional initiative, professionalism and leadership throughout his apprenticeship, consistently going above and beyond to support colleagues and customers. From the beginning of his apprenticeship, Joe has taken ownership of his learning journey, actively seeking opportunities to expand his knowledge and develop his skills. His proactive approach, curiosity and commitment to improvement have enabled him to make outstanding progress while building the confidence and professionalism expected of a future Train Manager. One example that highlights Joe's character occurred when a planned route-learning journey was disrupted and the train was required to operate as a rescue service. Rather than viewing the situation as a lost learning opportunity, Joe volunteered to assist with the evacuation of passengers from two Voyager trains onto a single unit. Working alongside colleagues, British Transport Police, Network Rail and Control, he helped manage a complex and challenging situation, ensuring customers and their luggage were transferred safely, efficiently and with minimal disruption. On another occasion, Joe played an important role during a trespass incident. After train services were stopped for safety reasons, he helped identify the location where the individual had left the railway, gathering detailed information that was passed to Network Rail. His actions helped identify a vulnerability in the railway boundary and provided an opportunity to reduce the risk of future trespass incidents. These examples demonstrate qualities rarely seen in an apprentice: initiative, confidence, teamwork and a willingness to step forward when needed most. Joe consistently shows maturity beyond his experience and remains focused on supporting both customers and colleagues. Through his commitment to learning, professionalism under pressure and determination to make a positive difference, Joe has already become an outstanding ambassador for both CrossCountry and the railway industry. He is a deserving nominee for Apprentice of the Year.
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Joey Norman

Company Name

Cross Country Trains

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What sets Joey apart is his ambition to continuously improve and his genuine desire to make a difference. He demonstrates the qualities of a great Senior Conductor throughout, has become very knowledgeable and acts as an unofficial Mentor to others at his Depot in Leicester (I know this as others based at Leicester and Birmingham have mentioned they approach him for advice), he also has commitment to delivering excellent results. Joey’s success in his role throughout the apprenticeship is a testament to his hard work, determination, and enthusiasm.

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Joey Norman

Company Name
CrossCountry
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Joey Norman, a Senior Conductor apprentice based at Leicester, has established himself as an outstanding apprentice whose commitment to learning, professionalism and willingness to support others have made him a highly respected member of the CrossCountry team. Throughout his apprenticeship, Joey has demonstrated an exceptional desire to learn and continuously improve. He approaches every opportunity with enthusiasm and determination, quickly building the knowledge, skills and confidence needed to excel in a safety-critical, customer-facing role. His progress has been driven by hard work, dedication and a genuine passion for the railway. What makes Joey particularly deserving of recognition is the impact he has already had on those around him. Despite still being at an early stage in his railway career, he has become a trusted source of advice and support for colleagues at Leicester and beyond. Fellow traincrew regularly seek him out for guidance, and he has developed a reputation as an unofficial mentor within the depot. His willingness to share knowledge, help others and contribute positively to the team demonstrates a maturity well beyond what would normally be expected of an apprentice. Joey consistently embodies the qualities of an excellent Senior Conductor. He is approachable, dependable and committed to delivering the highest standards of customer service while maintaining a strong focus on safety and operational excellence. His positive attitude and collaborative approach have earned him the respect of colleagues and managers alike. As someone who is passionate about the railway, committed to personal development and already making a meaningful contribution to his colleagues and depot, Joey represents the very best of the next generation of railway professionals. He is a highly deserving nominee for Apprentice of the Year.
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Jon Zubiena

Company Name
Carlisle Support Services
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Jon Zubiena joined the team just over a month ago, and in that short time he has already closed the gap most new starters take far longer to close. Jon has settled into the role exceptionally well, caught up with more experienced teammates quickly, and brought a level of dedication and professionalism from his very first shifts that is not typical of someone this early into a role. Reporting is often where new starters take the longest to find their feet, yet within a month Jon is already one of the strongest performers on the team for it. His attention to detail and reliability are consistently high, and his proactive approach means issues are being flagged and recorded properly before they become bigger problems. That standard, this early, is already having a genuine, positive effect on daily operations. Calm Under Pressure with the Public Jon's customer service extends well beyond the basics. He handles difficult situations with a calm, professional manner, and has gone further still in supporting vulnerable individuals, bringing genuine care, empathy and confidence to circumstances that would test far more experienced officers. That combination of composure and compassion isn't something that's usually this well developed a month into a role. Quick to the Fire at Milton Keynes Central When a small fire broke out at Milton Keynes Central, Jon responded quickly, showing outstanding initiative and composure under pressure. His actions helped ensure the situation was managed safely and effectively, a response that reflects sound judgement under real time pressure going beyond his training and textbook learning. Emerging Talent for Carlisle is about spotting the people who arrive and immediately raise the standard around them. A month in, Jon is already a leading reporter on his team, trusted with vulnerable members of the public, and capable of responding correctly and calmly to a live incident. His attitude, work ethic and commitment to both his team and the travelling public have made him a valued member of the team in a remarkably short time, and that trajectory is exactly what this award is designed to recognise. Jon's start reflects well on the standard Carlisle looks for and builds in its people from day one. An officer this capable, this early, gives West Midlands Trains real confidence in the calibre of security personnel Carlisle puts on their stations, and sets a strong example for others joining the team behind him.
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Lara Turpin

Company Name

CrossCountry

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Lara Turpin is being nominated for the Emerging Talent Team or Person Award in recognition of the outstanding contribution she has made since joining CrossCountry in 2022 and the enthusiasm, creativity and professionalism she brings to every project she undertakes. Starting her railway career as a Brand, Campaign and Social Media Executive, Lara has quickly established herself as a valued member of the team and an emerging talent with a bright future ahead of her. In a relatively short period of time, she has developed a strong understanding of both the railway industry and CrossCountry's customers, helping to deliver campaigns and initiatives that have enhanced the company's reputation and strengthened engagement with customers and colleagues alike. Lara has played a key role in the successful delivery of CrossCountry's "Take Us On Your Journey" advertising campaign, supporting the production of content across television, digital and out-of-home advertising. The campaign has been well received both within the marketing industry and by customers, helping showcase the value of rail travel and promoting a positive image of the business. Her creativity, eye for detail and willingness to get involved in every aspect of production have been instrumental to its success. Alongside major campaigns, Lara has been heavily involved in a wide range of brand activations across the network. Whether helping deliver customer events, supporting promotional activity at stations or bringing creative ideas to life in cities across the route, she consistently approaches every opportunity with energy, professionalism and a positive attitude. Nothing is ever too much trouble, whether that means an early start, a long journey across the network or working behind the scenes to ensure an event runs smoothly. One of Lara's greatest strengths is her youthful creativity and her willingness to innovate. She has played a leading role in developing new approaches to social media content, helping grow CrossCountry's online presence and engagement. Her "Day in the Life" video series, featuring colleagues from underrepresented groups, has helped showcase the diversity of the workforce while bringing authentic and engaging stories to new audiences. These initiatives have not only supported recruitment and inclusion goals but have also helped put colleagues at the heart of CrossCountry's communications. In addition to her marketing responsibilities, Lara has supported internal communications activity, content creation and stakeholder engagement across the business. Colleagues consistently describe her as enthusiastic, reliable and willing to help wherever needed. Her positive attitude and collaborative approach have made her a trusted member of the team and someone colleagues actively seek to work with. Some of Lara’s achievements at CrossCountry so far include: Social Follower growth - 33% growth since Lara joined Take Us On Your Journey 3 Brand Campaign - Over 31m impressions across social activity Refurbished Voyager Campaign - Over 1m views, 700 new followers and +15k interactions across social Lara's achievements to date are impressive, but even more exciting is the potential she continues to demonstrate. Through her creativity, commitment and passion for telling the stories of CrossCountry's people and customers, she has already made a significant impact and established herself as one of the railway's rising stars. She is a highly deserving recipient of the Emerging Talent Team or Person Award.

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Laura Wilson

Company Name
Cross Country Trains
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In addition to making tremendous progress though her training, assessments and route learning, Laura has had a positive impact on her colleagues and the wider organisation. She is a supportive team member who demonstrates excellent communication skills, collaborates effectively with others, and serves as a positive role model for fellow apprentices. She is a great advocate for the Apprenticeship, could even be considered an Apprenticeship Ambassador and promotes the benefits and positive aspects to her colleagues and people who have yet to sign up to the Apprenticeship.
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Laura Wilson

Company Name
CrossCountry
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Laura Wilson, a Train Manager apprentice based at Leeds, has embraced her apprenticeship with enthusiasm, determination and a positive attitude that has inspired both colleagues and fellow learners across the business. Alongside successfully progressing through her training, assessments and route learning, Laura has become one of the strongest advocates for apprenticeships within CrossCountry. She consistently promotes the benefits of learning and development opportunities to colleagues and has encouraged others to consider apprenticeships by sharing her own positive experiences and achievements. Laura is a valued member of her team who demonstrates excellent communication skills and a collaborative approach in everything she does. She is always willing to support colleagues, share advice and contribute positively to the learning environment around her. Her professionalism and enthusiasm have made her a role model for other apprentices and an excellent ambassador for both the apprenticeship programme and the railway industry. Particularly impressive is Laura's commitment to encouraging others to embrace development opportunities. Although she initially questioned whether she could balance the demands of an apprenticeship alongside Train Manager training, her experience has been overwhelmingly positive. She regularly shares that experience with colleagues, helping to build confidence and encouraging others to take advantage of similar learning opportunities. Laura's advocacy has helped create a positive culture around apprenticeships, increasing awareness of the benefits they offer and demonstrating how they can support both personal and professional growth. Her enthusiasm for learning is infectious, and her willingness to champion development opportunities has had a positive impact on colleagues across the business. Through her dedication, positive attitude and commitment to helping others succeed, Laura has become an outstanding ambassador for apprenticeships and a highly deserving nominee for Apprentice of the Year.
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Lewis Tough

Company Name
GTR
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When you consider what he’s delivered so far and the depth of his industry knowledge, it’s easy to forget that Lewis has not spent years in the role. He approaches every challenge with determination, unwavering dedication and an infectious enthusiasm that motivates and inspires those around him to deliver for customers. In a short time, he has been a key driving force behind several important and impactful initiatives. One of his biggest achievements to date is leading GTR’s planning for Brighton Pride 2026, the largest single event on our network. He took ownership of the complex co-ordination work required for an event of this scale, bringing together the right people at the right time to ensure that GTR can continue to support the LGBTQ+ community. Lewis didn’t simply manage a plan that had been handed to him; he identified and embedded improvements to the way Pride is planned, such as introducing activations outside Brighton to ensure all staff felt included in the event. He led the whole process with confidence, energy and the ability to bring out the best in others, particularly making time to check in with those working on their first Pride. His impact is perhaps best demonstrated by the fundamental improvements he’s made to the way engineering work is planned for at stations. Lewis took the existing disjointed and inconsistent approach and brought structure by designing and implementing a robust yet accessible assurance process. This helps local teams manage engineering work more confidently and ensure frontline colleagues are fully informed and empowered to deliver great customer service. He also produced engineering work look-aheads for major football clubs on the network, which has led to around 50% fewer matchdays being affected by planned engineering work in the 2026/27 season. In a railway that needs to modernise, Lewis is one of the modernisers. Not content with accepting recurring frustrations as just ‘how it is’, he challenges the status quo with sensitivity and purpose. At Gatwick Airport station, he took the time to understand the specific challenges colleagues faced during disruption and used his findings to create a bespoke disruption plan, the principles of which are now set to be introduced network-wide. Always open to learning and new ideas, he consistently creates an environment where colleagues feel seen and heard, bringing positivity and calm to difficult situations and inspiring confidence in those around him. Lewis has a keen eye for innovation. After seeking feedback from frontline staff, he quickly identified a need for more accessible engineering work information for traincrew, making it a reality the same day. He created an automated events calendar, which is a reliable resource valued by several teams across GTR, from safeguarding to revenue protection, and saves each of them up to half an hour of admin per week. He ensures that his work is practical and scalable, solving the immediate issues while also making life easier for colleagues and customers in the long term. Lewis has achieved an exceptional amount in a short period of time. The benefits of his work extend far beyond his own department, and he represents everything the Emerging Talent Award celebrates. He is already helping to shape a more connected, integrated and modern railway and is exactly the kind of talent the industry should be investing in for its future.
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Lowri Evans

Company Name
BTTC Infrastructure Ltd
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When assigned to a demanding commission with NR W&W on the c.£200m MetroWest project, Lowri’s responsibilities included supporting project scope, contract documentation, and financial reporting. However, with many open vacancies affecting the team, she proactively took on responsibilities beyond her role, working directly with the Programme Commercial Manager to keep delivery on track. While drafting scope and contract documentation, she regularly and independently recognised misalignments across contract terms, scope and the client's reporting requirements. She proactively raised and refined the appropriate documentation before impacting the wider programme. Rather than simply completing tasks as assigned, Lowri consistently steps into gaps and solves problems ahead of time, a level of ownership beyond her experience. As part of the team supporting NR Property's successful planning application submission for Liverpool Street Station redevelopment, Lowri's responsibilities included the compliant and timely procurement of essential suppliers. However, with the application requiring around 20 suppliers to be in place immediately, she developed a process to procure them quickly whilst maintaining full compliance. Her approach ensured all suppliers were secured in time, directly enabling the application to be submitted on time and without delay. Rather than allowing a resourcing challenge to become a barrier, Lowri built a solution that supported a genuine critical outcome, extending her impact into the broader delivery programme. Faced with the challenge of procuring around 20 suppliers at pace without compromising compliance, Lowri didn't rely on an ad hoc approach, she designed a structured process mapping out every step of a Network Rail procurement, from initial ‘requirements’ through to issue of respective ‘purchase orders’. By assigning clear "stage owners" to each part of the process, she introduced accountability and clarity that accelerated timescales significantly compared to baseline. Her approach turned a recurring pain point balancing speed with compliance into a defined, reliable process that the business can draw on for similar time-pressured challenges in future. Reflecting on her own experience within BTTCs graduate programme, Lowri passionately advocated for improvement. She took responsibility in restructuring the programme, producing a handbook, clarifying roles and responsibilities across the organisation, and introducing clearer, more timely deliverables aligned to relevant accreditations. She persisted through the development and implementation of the improvements whilst maintaining her full-time, client-facing work and reputation. Her positive, energetic approach has been well received, and she continues to play an active role in developing the next intake, with new graduates already benefitting from the improvements she has introduced. By investing her own time and energy into improving the experience for those coming after her, Lowri demonstrates the resilience, generosity, and role-modelling that lifts morale and inspires the next generation of talent across the business. Lowri has consistently demonstrated the initiative, impact, innovation, and attitude that define an emerging talent. She takes ownership beyond her role, delivers business-critical outcomes, introduces smarter ways of working, and invests in those around her, all while building a reputation for reliability and positivity among clients and colleagues alike. Lowri is exactly the kind of talent this award exists to recognise.
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Mackenzie Carson

Company Name
Network Rail
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Mackenzie Carson exemplifies the qualities that the RailStaff Awards are designed to recognise. Throughout his railway career, he has consistently demonstrated outstanding initiative, delivered measurable improvements, maintained an exceptional attitude, and embraced innovation in both operational and engineering environments. Whether leading frontline maintenance teams, managing critical infrastructure risks, supporting colleagues during incidents, or developing himself through higher education, Mackenzie has made a significant and lasting contribution to the railway and is thoroughly deserving of this recognition. Mackenzie has consistently sought opportunities to develop, progress and take on greater responsibility throughout his railway career. Beginning as a Track Apprentice, he quickly demonstrated both the technical ability and leadership qualities required to progress into the role of Team Leader for Paisley Track. In this position, he successfully led teams undertaking challenging activities includi
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Manj Cheema

Company Name
Network rail
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Initiative Throughout his placement, Manj consistently demonstrated a level of ownership and initiative beyond that typically expected of a graduate engineer. Rather than simply completing assigned tasks, he actively sought opportunities to add value across the team, improving datasets, enhancing existing ways of working, and taking responsibility for several significant projects. A particularly notable example was his contribution to the production of a critical PBR business report. Recognising the pressure the team was under, Manj volunteered his support with minimal direction. Rather than acting purely as a reviewer, he independently analysed the content, identified opportunities for improvement, and confidently challenged assumptions and established thinking where appropriate. His willingness to engage at a strategic level, despite being early in his career, demonstrated remarkable maturity, confidence and professional judgement. This proactive approach transformed him from a contributor to a trusted colleague who could be relied upon to identify and solve problems before being asked. Impact Manj's contribution delivered tangible benefits across both project delivery and team performance. His work to improve datasets increased the quality and reliability of information used by the team, supporting better decision making and greater efficiency. In addition, his involvement in multiple key projects helped ensure successful delivery of business objectives and provided valuable support during periods of high workload. His impact extended beyond technical outputs. Through his contribution to the PBR report, he provided fresh insights that strengthened the final product and added value to senior-level decision making. By bringing a new perspective and constructive challenge, he helped improve the quality of the team's work and demonstrated that valuable innovation and critical thinking can come from any level of the organisation. Attitude Manj has been an outstanding ambassador for both the graduate programme and the values of the railway industry. Although initially reserved, he quickly developed in confidence and became a highly respected and valued member of the team. He consistently maintained a positive, enthusiastic and professional attitude, even when faced with challenging tasks or tight deadlines. His willingness to support others, collaborate across the team and contribute wherever needed made him someone colleagues naturally turned to for assistance. Alongside his technical capability, he brought energy, positivity and a sense of humour that strengthened team morale and helped create an enjoyable and supportive working environment. He has set an excellent example of professionalism, continuous learning and teamwork, making him a role model for fellow graduates and colleagues alike. Innovation Manj consistently looked for ways to improve existing processes rather than simply accepting established methods. Through his work on datasets and project activities, he identified opportunities to enhance the accuracy, usability and effectiveness of information used by the team, helping to improve efficiency and the overall quality of outputs. His greatest innovation was often his approach to problem solving. He brought fresh thinking, challenged conventional assumptions and provided perspectives that more experienced colleagues had not considered. This was particularly evident during the development of the PBR report, where his ability to offer constructive challenge and identify improvements resulted in a stronger final product. His willingness to think differently and contribute ideas with confidence demonstrates the innovative mindset needed to drive continuous improvement across the railway industry. Summary Statement In a relatively short placement, Manj has evolved from a graduate engineer learning the business into a trusted and highly valued member of the team. Through exceptional initiative, meaningful impact, a consistently positive attitude and a willingness to challenge and improve existing ways of working, he has delivered contributions far beyond what would normally be expected. He leaves a lasting positive legacy within the team and has all the attributes required to become a future leader within the railway industry.
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Megan VanBergen

Company Name
Northern Trains Ltd
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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
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Mollie Kinns

Company Name
Network Rail
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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
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Nishi Malde

Company Name
Network Rail
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In her first operational management role leading Passenger Assistance at Paddington, Nishi has made an exceptional impact early in her railway career. Working in one of the UK's busiest stations, she combines strong operational leadership with an unwavering commitment to delivering an outstanding experience for passengers who require assistance. Nishi stands out for her hands-on leadership style. Rather than managing from behind a desk, she is highly visible on the concourse, supporting colleagues, engaging with customers, and stepping in wherever needed. During periods of disruption, she is often on the frontline, coordinating responses, providing reassurance to passengers, and ensuring her team has the support and direction needed to maintain service standards in challenging circumstances. A particularly strong example of her leadership was during a recent disruptive incident when train services were temporarily suspended. Nishi remained in reception, calmly and efficiently marshalling resources to ensure the best possible support for passengers. She took personal responsibility for ensuring that all mobility-impaired passengers were identified, assisted and supported appropriately throughout the disruption. Her organised and composed approach not only ensured that customers received the assistance they needed, but also provided reassurance and motivation for her team, helping colleagues remain focused and effective during a challenging situation. Her dedication to passenger assistance is evident in everything she does. Nishi continually looks for ways to improve the service, ensuring customers receive a seamless, safe and dignified journey. She understands the importance of every interaction and works tirelessly to make travel more accessible and inclusive for all. Equally impressive is the support she provides to her team. Nishi leads with empathy, positivity and professionalism, creating an environment where colleagues feel valued and empowered. She invests time in individuals, helping to build confidence and capability across the team. Her approachable nature and willingness to roll up her sleeves alongside colleagues have earned her respect in a remarkably short space of time. Despite being at an early stage of her career, Nishi has already demonstrated leadership qualities beyond her years. Through her visible presence, calm management during disruption, passion for improving the customer experience, and commitment to supporting both customers and colleagues, she has made a significant contribution to her team, the station operation and the passengers she serves. Nishi is already making a meaningful difference at Paddington and is undoubtedly a rising talent within the railway industry.
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Paul Dixon

Company Name
Cross Country Trains
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Paul Dixon, Train Manager, Birmingham I would like to recognise Paul because of his outstanding contribution, commitment to learning, and exceptional support for his colleagues throughout his apprenticeship journey. While route learning onboard trains, Paul consistently demonstrated professionalism, confidence, and maturity beyond what would normally be expected of an Trainee. Despite still developing his own railway knowledge and skills, he regularly stepped forward to support more experienced colleagues during challenging situations, providing reassurance, practical assistance, and calm decision making when it was needed most. Paul's ability to do this is strongly influenced by the extensive experience he brings from his previous careers in both the military and the prison service. These roles have equipped him with excellent communication skills, resilience under pressure, strong situational awareness, and a natural ability to lead by example. Rather than relying solely on others for guidance, Paul has used these transferable skills to become a valuable member of the team from the outset of his apprenticeship.
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Paul Dixon

Company Name
CrossCountry
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Paul Dixon, a Train Manager apprentice based at Birmingham New Street, has made an exceptional impression throughout his apprenticeship, combining a commitment to learning with outstanding professionalism, leadership and support for colleagues. Although still developing his railway knowledge and operational experience, Paul has consistently demonstrated qualities that set him apart. Throughout his training and route learning, he has shown confidence, maturity and excellent judgement, regularly stepping forward to support colleagues during challenging situations and helping to create a calm and positive environment for both customers and staff. Paul brings a wealth of experience from previous careers in the military and prison service, and he has successfully transferred those skills into the railway environment. His strong communication skills, resilience under pressure, situational awareness and natural leadership ability have enabled him to make a positive contribution from the very beginning of his apprenticeship. Rather than focusing solely on his own development, Paul actively looks for opportunities to support those around him. Colleagues frequently comment on his professionalism, reliability and willingness to help. Whether responding to operational challenges, assisting team members or engaging with customers, he consistently demonstrates the qualities expected of an experienced railway professional. What makes Paul particularly deserving of recognition is his ability to combine learning with leadership. While embracing every opportunity to develop his own knowledge and skills, he also contributes to the success of others, acting as a dependable and reassuring presence within the team. Through his dedication, attitude and outstanding contribution throughout his apprenticeship, Paul has demonstrated all the qualities of an exceptional future Train Manager. He is a highly deserving nominee for Apprentice of the Year.
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Philip Bayliss

Company Name
Cross Country Trains
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Emerging Talent Award Nomination Nominee: Philip Bayliss, Train Driver, Cross Country Trains, Birmingham. Throughout his apprenticeship, Philip Bayliss has consistently demonstrated the qualities that define an outstanding emerging talent within the rail industry. From the outset of his training, he has shown exceptional enthusiasm, professionalism, and commitment to developing himself into a highly capable Train Driver. His proactive approach to learning has been particularly impressive. He has taken ownership of his development by actively seeking opportunities to gather evidence of competence, ensuring that his portfolio accurately reflected both his progress and achievements. Rather than waiting for guidance, he consistently took the initiative to identify learning opportunities and engage fully with every aspect of his training programme. Philip possesses excellent people skills and has built positive relationships with colleagues, trainers, mentors and peers alike. He communicates effectively, listens carefully, and is always willing to support others. His approachable nature and ability to engage with people at all levels have made him a respected and valued member of the team despite being early in his railway career. His enthusiasm for the role is evident in everything he does. He approaches each learning opportunity with energy and curiosity, demonstrating a genuine passion for the railway and a strong desire to excel. This positive attitude has been maintained throughout his apprenticeship and has helped him overcome challenges while continually striving for improvement. In addition, he has shown a highly conscientious attitude towards his training. He is diligent, well-prepared, and committed to achieving the highest standards in both safety and operational competence. His attention to detail, strong work ethic, and dedication to continuous learning have ensured that he has made exceptional progress throughout his apprenticeship. Philip embodies the characteristics of a future railway leader. His proactive mindset, outstanding interpersonal skills, enthusiasm for learning, and unwavering commitment to his development make him a truly deserving candidate for the Emerging Talent Award.
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Rhys Evans

Company Name
Network Rail
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I am proud to nominate Rhys for the Emerging Talent Award in recognition of the significant impact he has made early in his career through his leadership, innovation, and commitment to excellence across Wales & Western. Although relatively new to his role, Rhys has demonstrated exceptional initiative in taking ownership of the Adaptation Pathways programme across the Wales & Western region. Rather than simply contributing to an existing programme, he has led its development and delivery, shaping the approach and driving forward a clear, structured strategy to understand and respond to climate risk across the network. Rhys independently identified the need for a comprehensive, evidence-based understanding of the railway’s vulnerability to climate change. Through his leadership, the region has become a world-first in assessing every centimetre of track and associated assets, a remarkable achievement requiring coordination, persistence, and technical insight. His ability to step into a complex challenge and lead from the front has been central to the programme’s success. A defining feature of Rhys’s approach has been his ability to bring together multiple organisations to create genuine, meaningful collaboration across the region. He has successfully convened government agencies including the Environment Agency and Natural Resources Wales, alongside local councils, the National Trust, Natural England, and train operators, creating a shared forum to address climate resilience collectively. Rather than focusing solely on the railway, Rhys has driven a unified approach that considers the wider system ensuring that adaptation plans benefit not just infrastructure, but the communities and environments the railway serves. This level of cross-sector collaboration is exceptional for someone at this stage of their career and truly sets his work apart. The impact of Rhys’s work has been transformational. The Adaptation Pathways programme has fundamentally changed how the region understands and plans for climate resilience, providing a robust evidence base that will inform investment and decision-making for years to come. By delivering this level of asset intelligence at a regional scale, Rhys has created a step-change in capability—not just a local improvement, but a model that can be replicated across other routes and regions. His work ensures that resources can be targeted more effectively, improving safety, reliability, and long-term sustainability of the railway network. In addition, his leadership at Chipping Sodbury has delivered tangible site-level improvements. Through the introduction of innovative monitoring techniques, Rhys has enabled a deeper understanding of ground and asset behaviour, allowing risks to be identified earlier and managed more proactively. These techniques are now embedded at the site, improving both operational confidence and long-term performance. Rhys brings an outstanding attitude to his role, combining energy, determination, and a collaborative mindset. His drive to deliver the Adaptation Pathways programme despite its scale and complexity is a testament to his resilience and commitment to achieving meaningful outcomes. He fosters a positive and inclusive working environment, actively supporting and developing others. This is particularly evident in his work managing graduate engineers, where he has taken a proactive role in mentoring, guiding, and empowering early-career colleagues. By giving them responsibility, encouraging critical thinking, and supporting their professional growth, Rhys is helping to build the next generation of railway engineers. His enthusiasm and professionalism make him a role model for emerging talent across the organisation, consistently demonstrating the behaviours and values that underpin high-performing teams. Innovation is a defining feature of Rhys’s work. His leadership of the Adaptation Pathways programme reflects a forward-thinking approach, moving beyond traditional methods to develop a detailed, data-driven understanding of climate risk across an entire region. Achieving a world-first level of coverage required creativity in both methodology and delivery, setting a new benchmark for asset assessment in the rail industry. At Chipping Sodbury, his adoption and embedding of innovative monitoring techniques has further demonstrated his ability to think differently. By leveraging smarter monitoring and data insights, he has reduced reliance on reactive interventions and enabled more predictive, efficient asset management. This not only improves safety and performance but also represents a more modern, intelligent approach to infrastructure management. Through his initiative, impact, positive attitude, and innovative thinking, Rhys has already made a lasting contribution to the railway despite being at an early stage in his career. He represents exactly the kind of forward-thinking, driven, and capable individual the Emerging Talent Award is designed to recognise. has context menu
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Ruby Dempsey

Company Name
South Western Railway/Network Rail Wessex
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Where do I start? Ruby is without a doubt a star. Anyone looking at Ruby would think she has been doing the job for years, however she has only been in SWR for 2 and doing her current role for just over 1. Ruby is our Readiness lead and is responsible for pulling together whole integrated business unit (NR Wessex and SWR) response plans for major engineering works and special events. An incredibly demanding role that requires such attention to detail, but at the same time maintaining a strategic outlook What makes Ruby even more special is that she came from a position of having zero operational knowledge about the Railway. Frequently Ruby has to lead groups of colleagues that have been doing their roles longer than she has been alive, her kind, empathetic and naturally inquisitive leadership style is her true asset and it is evident she has built up a strong support network that allows her to tackle some really significant challenges that would test even the most experienced of individuals - yet Ruby takes it in her stride. Highlights of Ruby's work include leading the rail response to 4 state visit, in excess of 5 pieces of significant engineering works, industrial action on London Underground, protest response plans etc. If Ruby had not approached these challenges in the way she has, we would have had less than optimal outcomes for not only safety, but also customer and colleague experience. Some of these challenges can be stressful, but Ruby is able to guide us through in such a supportive way and raising morale at the same time. Ruby also frequently has to attend senior briefings (including providing updates to the MD) - she does this with such attention to detail and care. Directors and other senior leaders are telling me on a weekly basis the positive impression they have of Ruby. Ruby is truly embracing integration across track and train - she (deliberately) does not pay attention to company lines - she 100% thinks about what is best for customers and colleagues, regardless if they are NR specific or SWR specific matters. She has a long and bright future in the industry. Definitely one to watch! I wished I performed at the level she does at her age.
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Sam Hancock

Company Name
CrossCountry
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Sam Hancock is being nominated for Graduate of the Year in recognition of the exceptional contribution he has made since joining CrossCountry as a Commercial and Customer Experience Graduate in September 2025. Having previously worked as a Customer Experience Intern with Transport for Wales while studying Business Management at Cardiff University, Sam joined CrossCountry eager to learn and develop his understanding of the rail industry. In less than a year, he has established himself as a highly capable and trusted colleague, making a significant impact across the Customer and Commercial function while demonstrating professionalism, initiative and commercial awareness beyond his experience level. From the outset, Sam immersed himself in the work of the Business-to-Business team. Alongside representing CrossCountry at the Business Travel Show, attending client meetings and engaging with travel management companies, he quickly took ownership of several high-profile projects that are delivering tangible value for the business. One of his most notable achievements has been leading the redevelopment of CrossCountry's Business-to-Business website pages, creating a more engaging and customer-focused experience for corporate clients. He has also developed a new suite of promotional materials, including sales brochures, exhibition assets, banners and branded merchandise, working closely with marketing colleagues and external agencies to strengthen CrossCountry's offer to the business travel market. Sam has demonstrated impressive project management skills through his work on senior stakeholder engagement events. He played a leading role in organising a major engagement event for the business travel industry, coordinating colleagues from across the business as well as external consultants and stakeholders. When circumstances beyond his control meant the original event could not proceed, he quickly developed an alternative concept focused on the Voyager refurbishment programme, ensuring momentum was maintained and valuable engagement opportunities were not lost. He has also helped drive the development of CrossCountry Connect, the rebranded business travel portal, working with agencies and suppliers on its branding and customer proposition while actively securing new business opportunities. In addition, Sam has played a key role in developing a new delegate travel proposition, helping CrossCountry enter the meetings and events market for the first time and securing partnerships with venues and organisations across the country. Alongside this, Sam has contributed to important commercial analysis, including route benchmarking, revenue assessment and airport market reviews. His work has helped identify opportunities and risks across the network, informed discussions with industry partners and supported strategic decision-making. What makes Sam's achievements particularly impressive is that he is not simply observing or shadowing more experienced colleagues. At CrossCountry, graduates are entrusted with genuine responsibility, and Sam has embraced that challenge wholeheartedly. The projects he leads are real business initiatives delivering measurable benefits for customers, stakeholders and the company. The value he has added, from securing commercial partnerships to developing new products and supporting business growth, is remarkable for someone so early in their career. Alongside his graduate role, Sam is undertaking a Level 4 Associate Project Manager apprenticeship, demonstrating his commitment to continuous learning and making the most of every opportunity available to him. In a short period of time, Sam has become a valued colleague, trusted project lead and emerging future leader. His creativity, enthusiasm, professionalism and ability to deliver meaningful results have already made a significant difference to CrossCountry, making him a highly deserving candidate for Graduate of the Year.
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Skegness TSO Team

Company Name
Amulet
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Since joining the business, Kaylem and Charlie have demonstrated all the qualities associated with emerging talent: enthusiasm, professionalism, adaptability, and a genuine commitment to making a positive difference. Supported by Dave's guidance, training, and ongoing mentorship, the team has developed rapidly and established itself as a valued presence at Skegness Station in a remarkably short period of time. Operating from a relatively small station that experiences exceptionally high passenger volumes, particularly during weekends and seasonal peaks, Kaylem and Charlie have embraced every challenge presented to them. Despite being new to the company, they have shown maturity and confidence beyond their experience, quickly learning the demands of a busy operational environment and consistently delivering a high standard of service. Throughout their time at the station, they have successfully dealt with a wide range of incidents, including welfare concerns, safeguarding matters, verbal abuse, anti-social behaviour, and physical assaults. In each situation, they have demonstrated sound judgement, professionalism, and a willingness to learn from every experience. Their ability to remain calm under pressure while protecting the safety and wellbeing of passengers and colleagues highlights their rapid development and natural aptitude for the role. What makes Kaylem and Charlie particularly deserving of recognition as emerging talent is the proactive attitude they bring to their work. Rather than simply carrying out their core responsibilities, they actively seek opportunities to support station colleagues, assist passengers, and contribute to the smooth running of the operation. Their eagerness to learn, develop their skills, and take on new challenges has helped them quickly become trusted and respected members of the station team. During periods of significant disruption and heightened pressure, they have consistently stepped forward to support both EMR staff and passengers. Whether helping to manage large crowds, de-escalating challenging situations, or providing reassurance to frustrated and vulnerable passengers, they have demonstrated leadership qualities and professionalism that would be impressive in far more experienced officers. Their impact is best reflected by the feedback received from the client: “Kaylem and Charlie have been fantastic and have really stepped up to assist me over the last few days. It’s been a real team effort and the lads have been faced with numerous incidents. They’ve also assisted myself and other EMR staff in organising and pacifying the hundreds, if not thousands of, at times angry and irate passengers that we’ve had to deal with.” This recognition highlights not only the positive impression they have made but also the trust and confidence they have earned from colleagues and stakeholders in a short period of time. Kaylem and Charlie have already demonstrated exceptional potential through their dedication, resilience, teamwork, and commitment to continuous learning. Combined with Dave's support and mentorship, they have built a strong foundation for future success and have become a credit to both the EMR contract and the wider business. Their achievements to date and the promise they continue to show make the Skegness Station Team highly deserving of recognition in the Emerging New Talent category.
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WMTrains Digital Marketing Team

Company Name
WMTrains
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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.
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Zac Botham

Company Name
Hull Trains
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Zac joined Hull Trains in February 2026 in a newly created role of Safety & Security Manager. In just six months, he has already changed the way colleagues think and talk about safety, rapidly establishing himself as a visible, trusted and influential leader across the business. What makes Zac's contribution particularly remarkable is the pace at which he has delivered meaningful change. Zac quickly immersed himself in understanding Hull Trains' safety performance and identified key risk trends, developed a targeted behavioural safety campaign and has become a recognised presence among frontline colleagues; regularly travelling on services and engaging with colleagues. Rather than simply managing incidents as they arose, Zac recognised an opportunity to take a more proactive approach to safety improvement. He conducted a detailed analysis of historic onboard harm data, examining not only what incidents were occurring but why they were happening. His review identified recurring behavioural factors contributing to colleague accidents and near misses, particularly around routine tasks undertaken in a moving environment. Using these insights, Zac developed "Pause, Position, Proceed" (3Ps). This campaign was designed around a simple but powerful principle: taking just a few seconds to assess the environment before acting can significantly reduce risk. While straightforward in its messaging, the campaign represents a fresh approach to behavioural safety at Hull Trains, moving beyond compliance and encouraging colleagues to actively think about how they undertake everyday tasks. Zac personally drove the development of the campaign, overseeing the creation of animated visual materials and consulting with key internal stakeholders on the review and sign off. The campaign has been targeted initially at onboard hospitality colleagues, with plans for wider adoption across the company. Alongside targeted interventions, Zac has worked tirelessly to build a stronger reporting and learning culture. By maintaining a visible presence onboard trains and engaging directly with colleagues, he has encouraged more open conversations around safety, and close call reporting. This proactive engagement has contributed to an increase in colleague-reported close calls, providing valuable opportunities for learning and demonstrating growing confidence in the reporting process. While the full impact of the 3Ps campaign is still developing, early indicators are extremely positive. Since Zac joined Hull Trains, colleague accidents have reduced by 3.7% compared with the previous year, while close-call reporting has increased, reflecting stronger engagement and a more proactive approach to identifying risk before harm occurs. Zac has also played a leading role in Hull Trains' Rail Safety Week activities, creating a programme of colleague-led videos that brought safety topics to life in an authentic and relatable way. The initiative encouraged participation from across the team from safety representatives and functional managers, strengthening colleague ownership of safety and helping create wider discussion around risk management and personal responsibility. Importantly, Zac has achieved all of this while establishing the value of a newly created role which was previously delivered through a shared resource arrangement across First Rail Open Access. His visibility, accessibility and willingness to spend time with frontline colleagues have helped accelerate progress and build stronger relationships across the business. Feedback from colleagues and managers consistently highlights his collaborative approach, professionalism and genuine commitment to helping people stay safe. In only six months, Zac has demonstrated that outstanding safety leadership is not simply about responding effectively when things go wrong. It is about understanding why incidents occur, anticipating future risks and giving colleagues the confidence, knowledge and tools to prevent harm before it happens. Through data-led decision making, innovative behavioural safety initiatives and his ability to bring people with him, Zac is helping create a stronger and more proactive safety culture at Hull Trains. "Pause, Position, Proceed" may consist of only three words, but it represents a meaningful shift in how colleagues think about risk and personal accountability. For the remarkable impact he has delivered in such a short period of time, we believe Zac Botham is a highly deserving recipient of the Rail Staff Awards Safety Person Award.
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18
**NEW** PEOPLE & WORKFORCE TEAM OR PERSON AWARD

Adam Razzell

Company Name
Ceto Talent
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When Adam Razzell co-founded CETO Talent, the ambition was never simply to create another recruitment agency. His vision was to build a specialist workforce partner that could help address one of rail’s biggest long-term challenges: attracting, retaining and deploying high-quality people into an industry facing skills shortages and increasing demand for experienced professionals. In just over a year, Adam has transformed that vision into reality. Starting with no contractor workforce, no legacy client base and no established infrastructure, Adam has built a respected recruitment business supporting some of the UK’s most complex rail and infrastructure programmes. Today, CETO Talent supplies skilled professionals across rail, power and major infrastructure projects, partnering with Tier 1 contractors, consultancies and delivery organisations. What makes Adam stand out is not simply the speed of growth, but the way he has achieved it. Rather than focusing on short-term placements, Adam has built a people-first recruitment model centred around quality, compliance and long-term relationships. Every candidate is treated as an individual with a career journey, not simply a vacancy to fill. Every client relationship is approached as a workforce planning partnership, understanding the skills needed today while anticipating the challenges of tomorrow. This approach has enabled CETO Talent to become a trusted recruitment partner within highly regulated environments where technical capability, safety, compliance and cultural fit are essential. Over the past year, Adam has grown CETO Talent’s contractor workforce from zero to more than 60 active contractors, while also developing a permanent recruitment division supporting commercial, engineering, project management and delivery professionals across the rail sector. This growth has been achieved alongside securing opportunities through major recruitment frameworks supporting nationally significant infrastructure programmes, creating new career opportunities for rail professionals across the UK. Adam has also invested heavily in creating the foundations for sustainable recruitment. Recognising that workforce resilience depends on trust and professionalism, he has implemented robust compliance processes, strengthened candidate screening, improved contractor support and developed scalable recruitment systems that allow CETO Talent to grow while maintaining high standards. His approach has resulted in repeat business, long-term partnerships and a strong reputation for delivering difficult-to-fill technical roles where specialist knowledge genuinely matters. However, Adam’s contribution extends far beyond recruitment numbers. He is passionate about improving the experience of people working within the rail industry. Many professionals experience fragmented careers across multiple projects and employers, and Adam has worked to change that by providing honest advice, transparent communication and long-term support throughout their career journey. This people-first approach has created strong relationships with both candidates and clients, built on trust and credibility. Adam is equally committed to supporting the future workforce. By promoting opportunities across engineering, commercial management, project controls and digital delivery, he helps attract and retain talent within rail while encouraging experienced professionals to continue contributing their skills to the industry. His belief is simple: sustainable infrastructure depends on sustainable people. Within CETO Talent, Adam leads by example, creating a culture built around integrity, accountability, resilience and continuous improvement. He continually challenges traditional recruitment methods, looking for better ways to engage talent, use market intelligence, improve processes and create greater value for clients. Whether developing new sourcing strategies, strengthening workforce planning discussions or improving candidate engagement, Adam consistently looks beyond today’s vacancy towards the wider workforce challenges facing rail. Adam also believes that building the future rail workforce means ensuring opportunity is accessible to everyone. Throughout CETO Talent’s growth, he has championed Diversity, Equity & Inclusion as a core business value rather than a compliance exercise. He actively encourages inclusive recruitment practices, widening talent pools and ensuring candidates are recognised for their skills, potential and experience. By working closely with clients and candidates, Adam helps challenge traditional approaches to recruitment and supports the creation of more diverse, resilient teams across the rail industry. His commitment extends into Corporate Social Responsibility, where he believes recruitment businesses have a responsibility to contribute positively to the communities and industries they serve. Through ethical recruitment practices, supporting people’s development and investing in a positive workplace culture, Adam demonstrates that commercial success and social responsibility can go hand in hand. The measurable impact is clear: • Built a specialist rail and infrastructure recruitment business from the ground up. • Grew from zero to more than 60 active contractors in just over twelve months. • Developed trusted partnerships with Tier 1 contractors, consultancies and infrastructure organisations. • Supported recruitment for nationally significant rail and infrastructure programmes. • Built scalable recruitment, compliance and workforce management processes. • Expanded permanent recruitment capability across key rail disciplines including commercial, engineering and project delivery. Behind these achievements is an individual who genuinely believes recruitment can strengthen an industry. Adam understands that every successful placement contributes to safer projects, stronger delivery teams and better outcomes for the organisations responsible for delivering the UK’s transport infrastructure. His commitment, innovation, leadership and unwavering focus on people make him a strong candidate for the RailStaff Awards People & Workforce Team or Person Award. Adam’s impact reaches far beyond recruitment. He is helping build the skilled, diverse and resilient workforce that will deliver the future of Britain’s rail industry.
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Adam Razzell

Company Name
CETO Talent
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Adam has dedicated nearly two decades to the rail sector, but what truly sets him apart is his unwavering commitment to helping others build careers and succeed. He gives 100% to the industry and to the people within it, working tirelessly, quite literally 365 days a year, to help tackle the skills gap and address some of the biggest workforce challenges facing rail. Adam is constantly thinking of new ideas and initiatives that can make a genuine difference, whether that's helping clients find the people and skills they need, supporting colleagues to develop, or helping workers take the next step in their careers. He doesn't just talk about making a difference, he gets involved, makes things happen and brings people with him. And despite the challenges, he does it all with tremendous energy, enthusiasm and, importantly, a great sense of humour. Adam genuinely cares about the sector, the people in it and its future. That's why I can't think of anyone more deserving of this recognition.
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Anna Weis

Company Name
Freightliner
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Initiative Over the course of her 9.5-year career with the Group, Anna Weis has demonstrated exceptional commitment to both personal development and organisational success, progressing from HR Coordinator to HR Advisor and now to HR Business Partner for Freightliner's Southern businesses. In this role, she supports a large and diverse workforce across multiple locations and disciplines, including rail operations, road transport, rail terminals and maintenance. In the absence of dedicated specialist functions within the business, Anna provides a comprehensive HR service encompassing workforce planning, talent acquisition, recruitment, succession planning, talent retention, learning and development, reward-related support and organisational change. She acts as a true business partner to the Southern Ops Director and operational leadership team, helping to shape people strategies that support both immediate operational requirements and long-term business growth. Beyond her regional responsibilities, Anna also plays a key role within the wider Freightliner HR function, leading and supporting major people initiatives driven by our parent company and ensuring their successful implementation across the business. Impact Anna's impact extends far beyond traditional HR support. Her credibility, commercial understanding and deep knowledge of the business have enabled her to become a trusted adviser to leaders at every level, helping to improve decision making, strengthen employee engagement and drive organisational performance. She has successfully supported workforce planning and restructuring activities, ensuring business changes are delivered effectively whilst maintaining employee trust and operational stability. Through her proactive approach to recruitment and retention, Anna has helped address workforce challenges in a highly competitive labour market, ensuring the business continues to attract, develop and retain the talent required to deliver critical rail freight services. Her ability to balance operational demands with long-term people priorities has strengthened leadership capability, enhanced employee relations and contributed significantly to the resilience and sustainability of the Southern businesses. Attitude Anna embodies everything that an outstanding HR professional should be. She is highly respected by managers and employees alike for her integrity, professionalism and balanced approach. She is firm when necessary, fair in all circumstances and consistently focused on finding practical solutions that deliver the right outcome for both the business and its people. She approaches every challenge with positivity, energy and determination, never shying away from difficult conversations or complex people issues. Her ability to build trust across all levels of the business has made her a valued confidante and adviser, whilst her commercial mindset ensures that people decisions are aligned with local business objectives. Most importantly, Anna genuinely cares about people. She takes the time to understand the challenges faced by both employees and managers and works tirelessly to ensure they feel supported, valued and able to perform at their best. This has been specifically relevant during some difficult restructuring activities in both our Southampton and Felixstowe sites recently. Innovation Operating within an industry facing significant recruitment and skills challenges, Anna has demonstrated creativity and innovation in attracting, engaging and retaining talent. She actively seeks new and more effective ways to reach potential candidates, improve the recruitment experience and showcase Freightliner as an employer of choice. Recognising that joining an organisation is only the beginning of the employee journey, Anna has also introduced more engaging and effective onboarding approaches to help new starters integrate quickly and successfully into the business. Her innovative thinking extends beyond recruitment, finding new ways to engage operational employees, build trust with frontline teams and strengthen communication across geographically dispersed locations. Her willingness to challenge traditional approaches, coupled with a practical understanding of operational realities, has enabled her to implement meaningful improvements for both employees and the business. Summary Anna exemplifies the qualities recognised by the People and Workforce Award. Through exceptional leadership, innovation, commercial acumen and unwavering commitment to people, she has become an indispensable partner to the Southern Freightliner businesses and a highly valued contributor to the wider HR function. Her influence can be seen in the strength of the workforce she supports, the trust she has built across the business and the sustainable people solutions she continues to deliver. Anna consistently puts people at the heart of the business while ensuring that organisational objectives are achieved, making her an outstanding and deserving candidate for this award. Supporting statement – Steve Griffiths, Operations Director – Terminal and Port: "I have had the privilege of working with Anna for a number of years and have seen her develop and grow alongside both me and the business through several significant phases of change. She has consistently acted as a true business partner, providing invaluable support, challenge and guidance to both me and my leadership team. We rely heavily on Anna's expertise and judgement on a daily basis. Anna has become a trusted adviser, confidante and critical member of the wider leadership team. Her advice is always thoughtful, balanced and focused on achieving the right outcome for both our employees and the business. Her credibility, professionalism and unwavering commitment to supporting the business make her an invaluable asset, not only to me personally, but to the Southern businesses and the wider Freightliner organisation." Supporting statement – Glynis Appelbe, Group HR Director: “Anna possesses a rare combination of skills; she understands people, employment law, payroll and HR best practice, but equally importantly, she understands our business. She appreciates the realities of operating in a demanding and fast-paced operational environment and is able to balance commercial pragmatism with a genuine commitment to putting people at the heart of decision making. Anna plays a pivotal role within my HR team, bringing a wealth of knowledge, strong commercial acumen and genuine empathy to the colleagues and stakeholders she supports. She consistently approaches her work with enthusiasm and positivity, while actively seeking new, innovative and more effective ways of working. Her commitment to continuous improvement, combined with her ability to balance business priorities with people focused outcomes, makes her an invaluable member of the wider HR team”.
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Barry.Smith

Company Name
NETWORKRAIL
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I am delighted to nominate Barry, North East Route Health & Safety Advisor at Network Rail, in recognition of the outstanding contribution he makes every day across the North and East routes. Barry consistently goes above and beyond the expectations of his role. As the lead for investigations and a key source of expertise in Health and Safety, he provides invaluable support to teams across the region. Whether assisting with H-MAPs, investigations, safety concerns, or day-to-day advice, Barry is always available and willing to help. No problem is ever too big or too small, and nothing is too much trouble. One of Barry's greatest strengths is his commitment to people. He has supported teams across all North and East routes through wellbeing days, taking the time to engage with staff, listen to concerns, and promote a positive safety culture. He doesn't simply attend events; he actively gets involved, rolls up his sleeves, and contributes wherever needed. Barry always arrives with a smile and positive attitude, bringing energy and enthusiasm that inspires those around him. A particularly remarkable achievement has been Barry's delivery of IOSH training to around 400 members of staff. Health and safety training can often be seen as challenging or difficult to engage with, but Barry has a unique ability to make learning both enjoyable and memorable. His warm personality, relatable approach, and extensive knowledge ensure that every session is informative, engaging, and fun. The feedback from staff has been consistently positive, with many commenting on how Barry makes complex topics easy to understand and relevant to everyday work. Beyond his professional responsibilities, Barry is a trusted colleague and friend to many. He is always at the end of the phone offering support, guidance, and reassurance whenever it is needed. Staff know they can rely on him not only for expert advice but also for genuine care and encouragement. His approachable nature and willingness to help have earned him enormous respect throughout the organisation. Barry embodies Network Rail's values through his dedication, professionalism, and unwavering commitment to keeping people safe. His influence extends far beyond his formal role, creating a positive impact on colleagues, teams, and the wider business every single day. For his exceptional leadership, dedication to health and safety, commitment to staff wellbeing, and the difference he makes to countless colleagues across the North and East routes, Barry is thoroughly deserving of this nomination. He is a true asset to Network Rail and an outstanding example of what great leadership and support look like.
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Beckie Gray

Company Name
SW-GR Rail
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Beckie Gray consistently demonstrates exceptional dedication, professionalism, and initiative. With five years of experience in rail recruitment and account management, she continually goes above and beyond to deliver outstanding results for both clients and candidates. In the last three months, she has taken ownership of a new client account, quickly building strong relationships and exceeding expectations. Her commitment and proactive approach have resulted in a highly satisfied client while also helping her new team achieve success and confidence. Beckie is always willing to support colleagues, share her knowledge, and tackle challenges with a positive, resilient attitude. She doesn’t just complete tasks—she identifies opportunities to improve processes, strengthens partnerships, and delivers results that have a lasting impact. Beckie is an excellent role model whose work ethic, innovation, and dedication make her truly deserving of this recognition.
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CETO Talent Rail Team

Company Name
CETO Talent
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I first contacted the CETO Talent when four of my colleagues and I were told we would need to find a new contract opportunity. Having known Adam and CETO for several years and had seen the way he works, he was my first call. The rail recruitment market has always been competitive, but in the current climate finding opportunities for a whole team rather than one individual is incredibly difficult. Most recruiters would have focused on placing one or two people into existing vacancies. Adam and the CETO team took a completely different approach. Rather than seeing five contractors looking for work as a challenge, they saw it as an opportunity. Within days of our initial conversation they had engaged with a new client, understood their upcoming project requirements and secured an interview for me. More importantly, they recognised the value of keeping an experienced team together and successfully positioned us as a complete delivery solution rather than five individual candidates. Adam and the CETO Team took ownership of the entire process from start to finish. They didn't just introduce CVs, they built a relationship with the client, understood the project they were bidding for, They demonstrated how our teams experience could reduce mobilisation risk and worked tirelessly to make the commercial and operational case for bringing us on board together. They anticipated questions, solved problems before they arose and kept both the client and candidates informed throughout. The impact was significant. Instead of one placement, Adam and the CETO Team helped create an opportunity for an entire team to continue working together, providing continuity for us while giving the client immediate access to an established, high-performing group that could add value from day one. It was a genuine win for everyone involved and something that would not have happened without Adam's and the CETO team determination and creative thinking. What has always stood out about Adam is his attitude. No challenge is ever too big and no conversation ever feels transactional. Throughout the process he remained positive, honest and committed to achieving the best outcome for everyone. Even when faced with obstacles, he never looked for reasons why something couldn't be done, only ways to make it happen. What also separates Adam and the CETO team from many recruiters is that their support doesn't stop once the contracts are signed. They have stayed in regular contact with all of us, checking in to make sure everything is going well, helping to resolve any issues that arise and always making themselves available at the end of the phone whenever we need advice or support. We've also met face-to-face since starting the contract, simply to catch up and ensure everything continues to run smoothly. That level of ongoing commitment is rare and shows that Adam and his team genuinely care about the people they represent, not just the placement itself. Adam and the CETO teams biggest strength is their ability to think differently. Where others saw five contractors looking for jobs, they saw an opportunity to create a complete project solution for a client. That level of innovation, combined with their knowledge of the rail industry, extensive network and genuine commitment to their clients and candidates, is what sets them apart from other recruiters. I've worked with recruiters throughout my career, but very few consistently go above and beyond in the way Adam and the CETO team does. Their professionalism, determination and ability to deliver results make them thoroughly deserving of recognition at the RailStaff Awards. Whether its winning new opportunities, finding creative solutions, or continuing to support people long after they've started work, Adam and his team consistently demonstrate the qualities that this award is designed to recognise.
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Ceto Talent Rail Team

Company Name
Ceto Talent Rail Team
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I was first introduced to Adam and the CETO Talent team by a colleague when I was looking for my next role in the rail industry. From our very first conversation, Adam took the time to understand my skills, experience and the types of projects I wanted to work on, rather than simply trying to place me into the first available vacancy. Within just two days, he had identified a role that was an excellent match for my skill set and introduced me to the client. Throughout the recruitment process, Adam kept me informed every step of the way, making what could have been a stressful transition straightforward and seamless. His support didn't stop once I had secured the role either. Whenever any issues have arisen, particularly regarding payments, Adam has always gone above and beyond to resolve them quickly. He takes ownership of any problem, keeps me updated throughout, and ensures everything is dealt with promptly. That level of commitment and ongoing support is what sets Adam and the CETO Talent team apart and is why I wouldn't hesitate to recommend them.
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Charlotte Hughes

Company Name
Network Rail
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I am honoured to nominate Charlotte Hughes for this award in recognition of the exceptional impact she has had on both Network Rail and the people within it. Charlotte consistently demonstrates outstanding professionalism, resilience, and dedication in everything she does. No challenge is ever too great, and no problem is ever left unresolved. She approaches every situation with determination, integrity, and a solutions-focused mindset, ensuring that people feel supported while delivering the best possible outcomes for Network Rail. Whether navigating complex HR matters, improving processes, or supporting colleagues through difficult situations, Charlotte remains calm, thoughtful, and focused. She has an exceptional ability to balance business requirements with genuine care for people, consistently finding practical solutions while treating everyone with fairness, dignity, and respect. One of Charlotte's greatest strengths is her resilience. Even under significant pressure, she remains positive, approachable, and encouraging. Her attitude inspires confidence in those around her, and she has a remarkable ability to turn challenges into opportunities for learning and growth. She leads with optimism and integrity, creating an environment where people feel safe, valued, and empowered to succeed. Charlotte is also an exceptional team player, always willing to support colleagues, share her expertise, and step in whenever help is needed. Charlotte has had a profound impact on my own development. She consistently creates an inclusive and supportive environment by investing time in coaching and mentoring me. She takes the time to explain tasks thoroughly, openly shares her knowledge and experience, and ensures I am included in meaningful opportunities to contribute and learn. She actively encourages my participation in team discussions, projects, and professional development opportunities, empowering me to build my skills, confidence, and capability. Her supportive and inclusive leadership style has played a significant role in my growth and has contributed greatly to a positive and collaborative workplace culture. As someone with ADHD, having a manager who truly understands that everyone works differently has been invaluable. Charlotte has always taken the time to listen, understand my needs, and provide support without judgement. She has created an environment where I feel genuinely included, respected, and able to thrive. Her empathy, understanding, and commitment to inclusion demonstrate that she sees people as individuals first, ensuring everyone has the opportunity to perform at their best. Charlotte embodies everything an exceptional HR professional should be: compassionate, resilient, accountable, and deeply committed to helping others succeed. She does not simply support employees; she empowers them. Through her leadership, guidance, and unwavering dedication, she has made a lasting positive impact on our workplace and on the people fortunate enough to work alongside her. Charlotte truly deserves this award. Her exceptional leadership, dedication, and genuine care for others make her an outstanding HR professional and an inspiration to everyone around her. I cannot think of anyone more deserving of this recognition and wholeheartedly recommend her for this award.
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GBR Anglia Communications Team

Company Name
GBR Anglia
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The GBR Anglia Communications Team is being nominated for its outstanding contribution to one of the most significant organisational transformations in the UK rail industry. In just nine months, the team has helped unite colleagues from c2c, Greater Anglia and Network Rail Anglia, creating a shared identity, culture and vision as part of the journey towards Great British Railways. The team has consistently demonstrated exceptional initiative by taking ownership of the integration story from the outset. Rather than simply communicating change, they have actively shaped it. They recognised early that bringing three organisations together would require more than structural change and set about creating opportunities for colleagues to connect, engage and understand the benefits of integration. One of their first major achievements was launching the GBR Anglia Newsletter, a regular communication reaching colleagues across all three organisations. Produced collaboratively by the newly integrated team, it quickly became a cornerstone of internal communications, breaking down organisational boundaries, showcasing achievements from across the railway and helping build a shared GBR Anglia identity. The team's impact has been visible across the organisation and beyond. They played a leading role in supporting the launch of the first GBR Anglia-branded trains at London Liverpool Street Station, giving colleagues and customers a tangible symbol of the future integrated railway. They also successfully communicated the creation of Anglia's unified leadership team, helping colleagues understand one of the most significant changes to railway leadership in the region for a generation. Through clear, consistent and engaging communications, they have helped build confidence in the integration programme, creating a stronger sense of alignment across the organisation. Beyond organisational milestones, the team has demonstrated how integration can deliver real benefits for customers and communities. Their communications supported the coordinated railway operation that enabled thousands of Southend United supporters to travel to Wembley, highlighting the value of closer collaboration between train operators and infrastructure teams. They have also strengthened GBR Anglia's reputation through innovative partnerships and community-focused campaigns, including supporting c2c becoming the first rail operator to partner with WalkSafe, reinforcing the railway's commitment to community safety and wellbeing. Throughout the integration journey, the team has maintained a positive, resilient and inclusive approach. They have championed campaigns and events that promote belonging, wellbeing and diversity, including Pride events across the region, Disability Pride celebrations and Samaritans' 24/7 Awareness Day. By creating opportunities for colleagues to share experiences, celebrate successes and learn from one another, they have helped foster a culture where everyone feels valued, supported and connected regardless of which organisation they originally came from. The team's innovation lies in its ability to transform communications into a strategic tool for organisational change. While many integration programmes focus on processes and structures, the GBR Anglia Communications Team has created practical, engaging and highly visible ways to bring people together. From launching a shared newsletter and building a unified communications function, to creating excitement around major milestones such as the first GBR Anglia trains, they have developed new approaches that have helped colleagues experience integration rather than simply hear about it. What makes this achievement particularly remarkable is that all of this has been delivered while simultaneously integrating three separate communications functions into a single team. They have maintained high levels of business-as-usual delivery while helping establish a new Communications Directorate and laying the foundations for the future success of Great British Railways in Anglia. The GBR Anglia Communications Team has not simply communicated one of the rail industry's most significant integration programmes; it has helped make it happen. Through exceptional leadership, innovation, collaboration and commitment to people, the team has created a shared culture, strengthened engagement and helped turn the vision of GBR Anglia into a reality. They are a highly deserving recipient of the RailStaff Awards People & Workforce Team Award.
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Kelly Blakeway

Company Name
CrossCountry
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Kelly Blakeway is being nominated for the People & Workforce Award in recognition of her exceptional contribution to CrossCountry, her unwavering support for colleagues and her ability to lead people-focused change in even the most challenging circumstances. With more than 15 years' experience in HR and having worked at CrossCountry since January 2019, Kelly has become one of the business's most trusted and respected people professionals. As a Senior HR Business Partner, she combines expert knowledge with a genuine commitment to supporting colleagues, helping managers and teams navigate change while ensuring people remain at the heart of decision-making. Throughout her time at CrossCountry, Kelly has played a key role during some of the most significant challenges and transformations the business has faced. From supporting colleagues through the Covid-19 pandemic and periods of industrial action to helping the organisation adapt to an ever-changing railway environment, she has provided calm, trusted and professional leadership. Most recently, she has been instrumental in delivering a major management restructure, working at pace to support both leaders and colleagues through a period of significant change while maintaining engagement, trust and professionalism throughout. What truly sets Kelly apart is her willingness to go above and beyond for others. She is known across the organisation as someone colleagues can rely on for advice, support and guidance, no matter how busy she is herself. Whether helping a manager navigate a complex people issue, sharing her expertise with HR colleagues or simply taking the time to listen, Kelly consistently puts people first. Her approachability, integrity and empathy have earned her the respect of colleagues across every part of the business. Kelly has also demonstrated an impressive commitment to her own professional development, achieving her CIPD Level 5 qualification while building a successful and wide-ranging HR career. She continuously brings new ideas, knowledge and insight into the organisation, helping to strengthen the People function and deliver better outcomes for colleagues. One of Kelly's greatest strengths is her adaptability. She regularly takes on new priorities, projects and challenges at short notice, quickly building credibility and delivering results. No matter the circumstances, she approaches every challenge with positivity, professionalism and determination. Colleagues know that when Kelly is involved, the work will be completed to the highest standard. More than anything, Kelly genuinely cares about people. Her influence extends far beyond her formal responsibilities, creating a positive impact for colleagues across the organisation every day. Through her expertise, resilience and dedication to supporting others, she has made an outstanding contribution to CrossCountry and is a truly deserving recipient of the People & Workforce Award.
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Niall Hickey

Company Name
LNER
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Niall has brought a whole new meaning to writing rosters, his experience and sheer determination to build rosters that make savings, giving both work life balance and business resilience is amazing. Niall very much has his finger on the pulse, and before it became a thing he had worked out fatigue index and work life balance into his roster building. He can produce live reporting on finances and costs of sickness and percentages of shifts covered and enjoys any challenges rosters seem to throw at him. He has built an excellent working relationship with managers, local reps and other areas of the business, his methods are held as best practice in the business. Recently Niall has undertaken work for the station team at Edinburgh where he has built a model, which will feed straight from the Network Rail Docker to the roster and populate how many dispatchers are required, the shift that they should be and also incorporating meal breaks, walking distances and fatigue, a truly life changing piece of work, which will allow team leaders to spend more time with their teams, releasing them from manually inputting platforms into working diagrams. Niall designed a built a roster for the Edinburgh Team, this was the first change in many years and met with strong resilience, but with roadshows and hard work on his part the roster was adopted, with building in 6 monthly feedback questionnaires for the team and changes where possible he has been able to maintain a roster that is both cost effective and resilient for both the business and the team who are now very engaged with him. Niall has now become a manager, but he still holds the can-do attitude and enjoys the challenges of the fast-paced changing work that rosters within the railway bring, he is very much our go to person for any roster related issues. Niall has matured and grown in his role, now creating a inclusive area for all of us who do not overly understand the role of building rosters the space and time to fully contribute no matter what the level of understanding is. He always has the time and the patience to explain fully the implications of any changes that are suggested as rosters always seems like building a strong tower one change can affect the whole structure – he seems to have the insight into seeing this.
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People Steering Group

Company Name
First Rail Lodnon
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The First Rail London People Steering Group (PSG) — made up of Lilian Chu (Chair), Chloe Brown, Dede Adeuya, Sinead Flanagan, Pauline Lawlar, Maria Peakin, Laurence Stirton, Adil Hossain, Hitesh Patel, Peter Lowe, Emma Baldwin, Elizabeth Umoke, Violeta Caloianu, Neil Candasamy, Irina Popescu, Kadeen Samuels‑Lindsay, Oyinda Odusanya, Dawn Kolokotroni and Imogen Hudson — deserves recognition for its outstanding commitment to improving the employee experience, celebrating colleagues and creating a more inclusive and rewarding workplace. The PSG brings together colleagues from across the business, including Head Office, frontline operations, Train Care, Control and drivers. Every four weeks, members meet to discuss practical ways to improve the workplace, review colleague nominations and recognise employees whose contributions deserve to be celebrated. The group has introduced a wide range of thoughtful initiatives. These include welcome cards for new starters, retirement cards for departing colleagues and annual pension webinars led by Railpen. The PSG also helps to organise and support the annual Shining Star celebration evening, ensuring that colleagues' achievements are recognised in a meaningful and memorable way. Its work extends well beyond formal recognition. The group develops ideas for free staff events throughout the year, including boat parties, cinema and theme park tickets, Christmas parties and family‑friendly days out. These activities are consistently well received and give employees from different roles and locations valuable opportunities to connect, celebrate and enjoy time together. It helps inform staff members across the business that they’re acknowledged for their contribution, efforts, humility, life‑saving actions and passion for helping the business excel to high standards and make a meaningful impact on others. Over the past year alone, PSG members have reviewed more than 900 colleague nominations. Each nomination is carefully considered and assessed for a Highly Commended, Silver or Gold award. Members then meet to discuss their decisions collectively and ensure that each award is fair, consistent and supported by the group. What makes this achievement especially impressive is that members carry out the nomination reviews in their own time. Their dedication demonstrates a genuine commitment to recognising others and strengthening the culture at First Rail London. They give their time not for personal recognition, but to make sure the efforts and achievements of fellow colleagues do not go unnoticed. Through its awards, events and employee initiatives, the People Steering Group has made a lasting contribution to staff morale, inclusion and engagement. Its members represent collaboration at its best and embody the values of appreciation, teamwork and community.
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Peter Jackson

Company Name
Greater Anglia Trains Limited
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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.
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Phillip shaw

Company Name
Crosscountry trains
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Every week Phil who is a Plymouth Driver will do something in the Plymouth ,Bristol and Birmingham depots, he buys things like Badges', cups Easter eggs a trophy and he do competitions', ask staff to put on funny glasses or hats and then post it on social media. He does this with other Toc's as well. He has who is Santa, Hide the easter egg, football teams to win a prize. He does so much you forget because it is such a normal for him to cheer staff up every day. he takes strange video's and pictures of himself and Jesse his dog and again post them, just to make people laugh and get them talking together. If you ask any member of staff in the south including all mangers and reginal managers they would all praise Phill for his way of bringing people together, making them laugh, get them to do competitions as a team. He just brighten every ones day, everything he purchases he pays for himself. Phil goes way above to make all members of staff happy, he checks in on them if they are struggling.
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Service Delivery Team

Company Name
ScotRail
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In 2025, the Service Delivery team has demonstrated exceptional dedication, focus, and professionalism, achieving improvements that have directly strengthened our operational performance, customer experience, and organisational resilience. This nomination recognises a team that has not only delivered results but has fundamentally transformed the way we operate. Throughout the year, Service Delivery has achieved a 23 per cent decrease in PPM failures. This improvement reflects rigorous attention to detail, cross team collaboration, and a sustained commitment to addressing root causes rather than symptoms. It represents more than a numerical achievement—it is a real, measurable enhancement in service reliability and punctuality for the customers who depend on us. One of the most significant accomplishments has been the outstanding 88 per cent reduction in PPM failures caused by “No Driver Available.” This dramatic turnaround is the result of proactive workforce planning, strengthened rostering, improved forecasting, and a clear operational strategy. Crucially, this success has only been possible with the support of our HR and Training Academy colleagues, whose contribution to recruitment, resourcing, and capability building has ensured a strong and sustainable pipeline of skilled colleagues. Additionally, the team delivered a 46 per cent reduction in PPM failures due to driver illness, demonstrating a compassionate, people focused approach to workforce resilience. Improved welfare processes, better communication, and more effective reporting systems have all contributed to a healthier, more supported workforce. A critical element of this year’s success has been the strengthening of our talent pipeline. In 2025, Service Delivery interviewed over 500 candidates for Trainee Driver roles and rigorously tested and appointed 178 trainee drivers into our Training Academy. These efforts, supported at every stage by our HR and Training Academy partners, represent a major investment in the long term stability of our driver population. Building on this progress, the organisation has successfully qualified 169 new drivers this year—an achievement that reflects not only the commitment of our trainees but also the effectiveness of our enhanced training structure, the dedication of our instructors, and the resilience of the teams supporting them. To sustain these improvements, the team also trained 64 newly qualified Driver Instructors, significantly expanding our internal training capability and embedding a culture of continuous development. This expansion ensures that we are well positioned to support future cohorts at scale and maintain consistent, high quality training standards. Further strengthening our leadership capability, nine newly appointed Driver Team Managers achieved their Assessors Qualification, enabling them to coach, mentor, and assess colleagues to the highest standards. Collectively, these achievements highlight a team that has embraced challenge, delivered exceptional results at pace, and consistently exceeded expectations. The Service Delivery team has not only improved performance metrics—they have strengthened morale, built organisational capability, and fostered a culture of pride and accountability. Delivered in close partnership with HR and the Training Academy, these accomplishments stand as a clear example of operational excellence in 2025 and 2026
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WM Trains Ltd Resourcing Team

Company Name
London Northwestern Railway & West Midlands Railway
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The WM Trains Ltd Recruitment Team has demonstrated outstanding excellence in talent acquisition, workforce planning, diversity, and inclusion, making a significant contribution to the long-term success and sustainability of the railway industry. Operating within one of the most challenging labour markets in recent years, our team of just seven recruitment specialists has successfully delivered large-scale recruitment programmes while ensuring diversity, fairness and community representation remain at the heart of every hiring decision. Over the last 12 months alone, we have managed more than 30,000 applications, delivered an exceptional candidate experience, and supported critical workforce requirements across the business. A key achievement has been the transformation of Train Driver recruitment. Faced with an ageing driver population, increased competition for talent and industry-wide diversity challenges, we recognised the need to rethink traditional recruitment approaches and develop a more inclusive, data-driven strategy. Rather than reacting to workforce challenges, we proactively analysed future skills requirements, identified risks within the talent pipeline, and implemented targeted attraction campaigns to address them. Through innovative recruitment marketing and a strong focus on Equality, Diversity, and Inclusion, we have achieved significant progress in increasing female representation within the driver talent pipeline. Female applications now account for 10% of all driver applications, with female trainee driver hires increasing from 17% in 2025 to 19% in 2026 to date. We also continue to attract candidates from diverse professional backgrounds, including College Lecturers, Nurses, Air Traffic Controllers, Emergency Call Operators, Corporate Data Analysts and candidates from other Train Operating Companies. A major contributor to this success has been our commitment to ensuring recruitment processes are robust, fair and evidence based. During the past year, we undertook a comprehensive review of assessment standards and selection processes, carrying out detailed fairness studies and adverse impact analyses to ensure candidates are assessed consistently, objectively and on merit alone. This enabled us to identify opportunities to improve the candidate experience, remove potential barriers and strengthen confidence in recruitment decisions while maintaining the highest safety and competency standards required within the rail industry. We also identified an opportunity to improve recruitment outcomes within Stations. Stations had a turnover rate of 9.4%, compared to the company average of 6.7%, with 17.5% of leavers having less than one year's service. Through supporting interviews and observing hiring manager practices, we identified inconsistencies within interview frameworks, including generic questions across different roles, limited objective scoring criteria, and a potential risk of unconscious bias. In response, we redesigned station interview packs, introducing role-specific questions aligned to operational requirements, behavioural indicators, and structured scoring criteria. This has created a more objective, fair, and consistent selection process, improving both hiring quality and the recruitment experience for candidates and managers alike. Recognising that successful recruitment extends beyond the recruitment team, we developed and launched our "Licence to Recruit" training programme. This initiative equips hiring managers with the skills and confidence to interview fairly, objectively, and consistently while embedding recruitment best practice across the business. The programme has improved manager capability, candidate experience, and confidence in hiring decisions. Innovation has also been demonstrated through the implementation of a brand-new Applicant Tracking System (ATS) in October 2025. Whilst continuing to manage high-volume recruitment activity, the entire team played a key role in the design, implementation, and rollout of the new system. Every team member took ownership of stakeholder engagement and training, ensuring a smooth transition across the business. The new ATS is helping to future-proof recruitment through a more efficient, seamless and modern experience for both candidates and hiring managers. Key achievements include: • Managing over 30,000 applications in the last 12 months. • Recruiting more than 80 Trainee Drivers annually. • Increasing female applications to 10% of all driver applications. • Achieving 19% female trainee driver hires in 2026 to date. • Implementing a new Applicant Tracking System. • Launching the "Licence to Recruit" hiring manager training programme. • Building a diverse talent pipeline from a wide range of sectors and career backgrounds. Our workforce planning strategy has focused on building the long-term resilience of the railway workforce. With the average age of a Qualified Driver being 48 and the average age of a Trainee Driver being 34, we have developed a strong pipeline of future talent to support succession planning and operational continuity. The success of these initiatives is evidenced by our 2027 intake Trainee Driver campaign, which attracted 4,400 applications across five locations. Combined with our commitment to fair recruitment, innovation, and inclusion, this is helping create a more diverse, resilient, and future-ready workforce that better reflects the communities we serve. We are proud of the progress our team has made in attracting, developing, and diversifying talent while improving recruitment practices across the business. Through innovation, collaboration, and a commitment to continuous improvement, we have made a positive contribution to both WM Trains Ltd and the wider rail industry, and we are grateful for the opportunity to be considered for the Rail Staff Awards People & Workforce Team of the Year Award.
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Wayne Smith

Company Name
CETO Talent
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I would like to nominate Wayne Smith from Ceto Talent for his outstanding contribution, professionalism and genuine commitment to the people he supports. Wayne is much more than an excellent recruiter. He is someone who genuinely cares about people and takes pride in helping individuals find the right opportunities, not simply the next available job. What makes Wayne stand out is his ability to understand people, their experience, personality, strengths, ambitions and potential, and to recognise where they are most likely to succeed. He has an exceptional eye for people and an instinctive understanding of where an individual will fit within a team and organisation. Initiative: Wayne consistently demonstrates initiative by taking ownership of the recruitment process and, importantly, the people behind it. He does not treat recruitment as simply matching a CV to a job description. He takes the time to understand what is required, who the person really is, and whether the opportunity is genuinely the right fit. His involvement does not stop once a candidate has been successfully recruited. Wayne continues to check in, offer guidance, answer questions and provide support once people are in their roles. This level of engagement is something that is not always expected from a recruiter, but Wayne makes it part of the way he works. He is proactive, approachable and dependable. When people need advice, reassurance or simply someone to talk through a situation with, Wayne is there. He takes responsibility and follows things through rather than simply passing people on to someone else. Impact: Wayne's impact can be seen in the people he has helped and the relationships he has built. He has a genuine ability to put the right people in the right environment, which benefits not only the individual but also the wider team and organisation. A successful recruitment is not just about someone accepting a position. It is about whether that person can thrive once they are there. Wayne understands this particularly well. His continued support after recruitment helps people settle into their roles, build confidence, overcome challenges and understand how they can contribute effectively. This creates a much more positive experience for the individual and builds trust between the candidate, recruiter and organisation. Wayne's approach helps turn recruitment from a transactional process into a genuine long term relationship. Attitude: Wayne's attitude is one of his greatest strengths. He is caring, professional, resilient, trustworthy and genuinely approachable. His word means something. When Wayne says he will do something, people can rely on him to follow through. He has built a reputation for being honest and straightforward, and that creates a level of trust that is extremely valuable when dealing with people, particularly during what can sometimes be a stressful period of changing jobs or starting a new role. He is also highly engaging and encouraging. Wayne has a natural ability to make people feel comfortable, listened to and valued. He does not simply tell people what they should do. He listens, understands the situation and provides thoughtful guidance. I would also describe Wayne as an excellent coach. He has a way of helping people recognise their own strengths and potential while providing the encouragement and practical advice they need to move forward. His resilience and positive attitude also make him someone others can turn to when things do not go according to plan. Innovation: Wayne's innovation is perhaps less about a particular system or tool and more about how he approaches recruitment and people support. He has developed a very people focused approach that goes beyond the traditional recruitment model. Many recruiters understandably focus on filling the vacancy and moving on to the next requirement. Wayne takes a different approach. He remains invested in the people he has helped place and continues to provide support and guidance after they have started their roles. His ability to assess not just someone's technical experience but also their personality, potential and suitability for a particular environment is a real strength. He understands that successful recruitment is about finding the right person, not just the right CV. Overall: For me, Wayne represents the qualities that make someone truly exceptional in recruitment: professionalism, integrity, resilience, judgement, empathy and genuine care for people. He has an excellent ability to understand people and recognise where they will thrive. He builds relationships based on trust, and his support does not end when the recruitment process is complete. Instead, he continues to engage, coach, encourage and provide guidance, helping people navigate their new roles and giving them the confidence to succeed. Most importantly, Wayne makes people feel that they matter. Whether someone is looking for a new opportunity, starting a new role or facing a challenge after joining, he remains approachable and willing to help. That combination of professional expertise and genuine human connection is what makes Wayne stand out. He is not simply an amazing recruiter. He is a trusted adviser, coach and advocate for the people he works with. I am therefore very pleased to nominate Wayne Smith from Ceto Talent and believe he is thoroughly deserving of recognition for the positive impact he has on the people, teams and organisations around him.
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Wayne Smith

Company Name
CETO Talent
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Wayne has dedicated around 10 years to the rail sector, building a reputation as someone who genuinely cares about the people and organisations he supports. He understands the challenges facing the industry and works tirelessly to help clients overcome them, while also helping candidates and workers find opportunities to build successful and rewarding careers. Wayne is a true team player who consistently goes above and beyond for his clients, colleagues and candidates. He brings experience, energy and a positive attitude to everything he does, while always looking for ways to improve, find solutions and make a difference. What makes Wayne stand out is that he doesn't simply see recruitment as filling vacancies, he sees it as connecting people with opportunities and helping the rail industry build the skilled workforce it needs for the future. He is incredibly committed to the sector, passionate about helping others succeed and is someone his colleagues and clients know they can rely on. After 10 years of making a difference to the people and businesses within rail, Wayne is a thoroughly deserving nominee for this award.
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15
**NEW** SMALL BUSINESS TEAM OR PERSON AWARD

Abdullah Asif

Company Name
Permaquip
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Abdullah Asif represents exactly what the Emerging Talent Team or Person Award is designed to celebrate: a rising star whose fresh perspective, technical capability, and drive for excellence are already shaping the future of the UK rail industry. Joining Permaquip straight from the University of Strathclyde, where he graduated as a Product Design Engineer, Abdullah stepped into his first professional role with remarkable confidence and curiosity. As part of Permaquip’s engineering team, he has quickly become an integral contributor to one of the company’s most strategically important projects - the introduction of the new INEOS Automotive vehicles into the Permaquip fleet. Working closely with Permaquip’s Engineering Director, Martin Sheppard, and collaborating directly with the engineering team at INEOS Automotive, Abdullah has demonstrated an impressive ability to navigate complex technical requirements, absorb new knowledge at pace, and translate it into practical, high quality engineering solutions. His work has supported Permaquip in expanding its capabilities, modernising its fleet, and strengthening its position as a trusted supplier of safe, innovative track side equipment. What sets Abdullah apart is not just his technical skill, but his mindset. He brings infectious enthusiasm, thoughtful problem solving, and a willingness to challenge assumptions, qualities that elevate team discussions and inspire those around him. Despite being at the very start of his career, he has already shown the maturity to take ownership of tasks, the creativity to propose new approaches, and the professionalism to work seamlessly with senior engineers and external partners. Abdullah embodies the spirit of emerging talent: • Fresh thinking that enhances engineering outcomes • Energy and commitment that strengthens team performance • A collaborative approach that builds trust across organisations • A passion for innovation that aligns with the future needs of the rail industry His contribution to the INEOS Automotive vehicle integration project is a clear example of meaningful impact delivered early in a career - proving that you don’t need decades of experience to drive change, improve operations and help move the UK’s railway forward. Abdullah is not just a promising engineer; he is a future leader in the making. His work at Permaquip already reflects the excellence, dedication, and forward thinking attitude that this award seeks to recognise.
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Business Direct Team

Company Name
Southewestern Railway
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This team not only work across the SWR Network, but also the wider industry to encourage businesses across the UK (and sometimes internationally) to travel via rail. From small one man band businesses, to schools, scout and guide organisations, charities and larger businesses with hundreds / thousands of employees. The Business Direct Team actively promote the rail network as a sustainable and affordable means of travel at the users finger tips, allowing them access to a tool that check fares, checks journeys and books tickets all in one place, with bespoke reporting tools and dedicated customer services. This team has encouraged businesses to move their corporate travel towards the rail industry. actively promoting all TOCs through the Business Direct platform to business across the UK (and internationally), allowing users to book rail travel easily and quickly all in one place. It encourages schools to move away from unsustainable and expensive travel by coaches, to sustainable and affordable rail travel for schools trips across the SWR network, and the wider rail network. they not only assist users with booking their rail travel on the business direct tool, but also actively liaise with internal (and external) stakeholders, where large groups are travelling, to checking capacity with train planning, to ensuring station teams, and on board teams are aware and prepared in advance, as well as ensuring any assistance needed is booked and confirmed. they also make sure travel for large groups is not only affordable but safe! The team is dedicated to providing excellent service to it's stakeholders by putting the customers and clients first without using automated AI systems, and delivering personalised customer service directly via phone call or email. When it comes to issues that may arise (and of course they do - think cancelled trains, service disruption, lost property, being some of the more common issues) the team actively seek to resolve these issues as soon as they're made aware of them, efficently, and effectively so that the client / customer is always left with a positive view. things like refunds are resolved in under 24 hours, most commonly within an hour of being requested, lost property reunited with owners through detective work and relationships built with station staff and management. there are only 2 team members, Rebecca and Joe, but they work seamlessly together to make Business Direct a success.
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CCTV Team

Company Name
Greater Anglia
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I am proud to nominate the Greater Anglia CCTV Team for this award. They are an outstanding group of dedicated professionals whose contribution is fundamental to the safety and security of our railway, yet whose work is very often unseen and unrecognised. This is a team of unsung heroes. Every day, they provide a vital service supporting the investigation of crime, antisocial behaviour, assaults, accidents and other serious incidents across the Greater Anglia network. Their work frequently involves reviewing footage of extremely traumatic, distressing and, at times, disturbing incidents. Despite the nature of what they see, they remain professional, objective and compassionate, ensuring that the evidence they recover is accurate, reliable and capable of standing up to the highest levels of scrutiny. Their role requires far more than simply finding and downloading CCTV footage. They must maintain a high level of specialist knowledge of increasingly sophisticated CCTV and digital evidence management technology across a large and complex railway network. They understand how these systems work, how to retrieve the best possible evidence, how to preserve its integrity and how to ensure that it is handled appropriately throughout the evidential process. Their expertise is particularly critical when police make an arrest. When a suspect is detained, the CCTV Team often has to respond immediately, working under significant pressure and within strict custody time limits. There is no simple option to finish their shift and deal with it the following day. If critical evidence is required, they remain focused on the task until the footage has been identified, secured, processed and submitted to the police. This can mean working long hours, under considerable pressure, because they understand what is at stake. And the impact of their work is considerable. The evidence they provide has helped investigators identify offenders, establish exactly what happened during incidents, support arrests and prosecutions, and ultimately remove dangerous and persistent offenders from the railway environment. Their work plays a direct role in making the railway safer for passengers and colleagues alike. But their contribution goes beyond crime. When serious or tragic accidents occur, CCTV can provide the facts that answer some of the most difficult questions. Their work can help investigators understand what happened, establish timelines and provide an impartial record of events when eyewitness accounts may be unavailable or conflicting. Behind every piece of footage is a team of people who understand the importance of getting it right. They work quietly and professionally, without seeking recognition or praise. They are rarely the people passengers see, and their names will seldom appear in the headlines. Yet when something goes wrong on our railway, they are often among the first people called upon to help establish the truth. The Greater Anglia CCTV Team combines technical expertise, resilience, integrity, dedication and an extraordinary commitment to public safety. Their contribution is not measured simply by the number of CCTV requests they complete. It is measured by the criminals identified, the victims supported, the staff protected, the prosecutions assisted, the incidents understood and, ultimately, the people who are safer because of the work they do. I firmly believe that without the dedication of this team, many offenders would remain unidentified and continue to cause harm across the railway. Their evidence can be the crucial link between an incident occurring and an offender being held accountable. They are the people behind the evidence. They are the people who remain at their desks when others have gone home. They are the people who deal with the difficult footage so that others do not have to. And they are the people who consistently put the safety of our passengers, colleagues and railway community ahead of themselves. I therefore ask that the Greater Anglia CCTV Team be recognised for the outstanding contribution they make to our railway. They have never stopped delivering. They have never stopped caring. This year, I believe these remarkable unsung heroes deserve to cross the winning line. They truly deserve to be the winners.
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Cameron Wood

Company Name
Permaquip
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Cameron Wood is an exceptional example of what we believe the Emerging Talent Team or Person Award aims to celebrate: a young professional whose drive, adaptability and commitment have enabled him to make a meaningful impact early in his career - not just within Permaquip, but across the global rail industry. Cameron began his journey at Permaquip in the workshop, where his curiosity and interest in how the wider operation functioned quickly became evident. When the opportunity arose to transition into the office and support the company’s expanding international footprint, Cameron seized it with enthusiasm. Despite having no prior office experience (he was very wary of the phone initially, now we can’t get him off it!), he stepped into a complex, fast moving operational role with remarkable maturity and determination. Today, Cameron is a central figure in managing the Permaquip global distributor network, acting as the primary point of contact for distributors across 32 countries. Working directly under Chairman Scott Harrison, Cameron plays a vital role in supporting Permaquip’s global growth strategy, ensuring that distributors receive the guidance, information and operational support needed to deliver high quality Permaquip equipment to rail teams worldwide. His contribution goes far beyond administrative coordination. Cameron has demonstrated an impressive ability to navigate cultural differences, time zones, communication styles and varying operational expectations with compassion and clarity. He has become a trusted, reliable partner to distributors around the world, strengthening relationships and reinforcing Permaquip’s reputation for excellence and responsiveness. What makes Cameron stand out is his always positive attitude. He brings a willingness to learn that elevates every project he touches, listening deeply, and always wanting to work with the wider team to find ways to improve processes. His transition from workshop to global operations is a testament to his work ethic and ambition, proving that emerging professionals can make transformative contributions when given the chance. Cameron embodies the qualities celebrated by this award: • Fresh perspective that enhances global operations • Infectious enthusiasm that motivates colleagues and partners • Commitment to excellence in every interaction • Adaptability and initiative that accelerate organisational growth • A collaborative spirit that strengthens Permaquip’s global network In a short time, Cameron has become an indispensable part of Permaquip’s international expansion, demonstrating that emerging talent can help keep the rail industry moving forward. Cameron is not just an emerging talent, we see him as a future leader whose impact is already being felt across continents.
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Commercial Growth

Company Name
c2c Railway Ltd
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Since being promoted into a newly created Commercial Property and Ancillary Revenue role, Koby Agagah has rapidly established himself as a key driver of innovation, commercial growth and operational excellence. Entering a complex environment with multiple stakeholders, external suppliers, regulatory requirements and commercial objectives, Koby has consistently gone beyond the expectations of his role to introduce new ways of working, improve governance, strengthen tenant relationships and unlock new revenue opportunities. Initiative Koby immediately took ownership of understanding how a modern, high-performing property function should operate. Rather than simply inheriting existing processes, he engaged with industry peers, including Network Rail and Greater Anglia, to benchmark best practice and identify opportunities to improve c2c's approach. Recognising a lack of standardisation across several areas of the property function, Koby developed and implemented new tenancy management processes, forms and procedures to create greater consistency and accountability. To date, he has successfully introduced three new tenancy processes, with a further three currently in development. He has also taken a highly proactive approach to stakeholder engagement. Despite living off the c2c route, Koby has personally visited and engaged with more than 70 tenants and occupiers across the estate, ensuring first-hand understanding of tenant needs, challenges and opportunities. Rather than relying solely on managing agents, he has built direct relationships with tenants, creating trust, improving communication and reinforcing c2c's commitment to delivering a positive customer experience. Throughout periods where project timelines have been impacted by dependencies outside of his direct control, Koby has maintained a tenant-first approach, ensuring that occupiers remain informed, supported and engaged. Impact Koby's contribution has delivered measurable commercial, operational and compliance benefits. Within four months, he successfully turned around an underperforming property income forecast, exceeding target by £34,000 (+2.2%) by identifying opportunities, challenging underperformance and introducing greater commercial focus. His wider business development and marketing initiatives also contributed to 7% growth in B2B ticket sales, achieved through improved processes, targeted marketing activity and more effective use of sales systems. Under his stewardship, the estate has maintained an occupancy rate of 94.4%, ensuring strong utilisation of the commercial portfolio while maximising revenue generation opportunities. Koby has also identified and developed a pipeline of entirely new ancillary revenue streams with an estimated value of between £150,000 and £500,000, several of which are expected to be delivered before the end of the current financial year. These opportunities demonstrate his ability not only to manage existing revenue but to actively create new sources of growth for the business. A significant area of impact has been compliance and governance. Following an extensive desktop compliance audit covering 233 documents, only 57.3% of documents were initially compliant, with nearly one-third requiring urgent intervention. Through structured governance, engagement with tenants, suppliers and stakeholders, and the introduction of clearer compliance controls, Koby has already improved performance significantly: Secondary compliance documents increased from 57.3% compliance to 71% compliance and Critical compliance documents increased to 77% compliance Secondary non-compliant documentation reduced to just 15% Critical non-compliant documentation reduced to 18% No major concerns were identified through the compliance review These improvements have strengthened regulatory assurance, reduced organisational risk and provided greater visibility of compliance performance across the estate. Attitude Koby's success is driven not only by results but by the manner in which he achieves them. He is recognised for his positive, collaborative and solutions-focused approach. Whether working with tenants, legal teams, safety specialists, finance colleagues, station teams, managing agents or suppliers, he consistently builds strong working relationships and helps bring people together around a common objective. His ability to remain focused, professional and customer-centred while managing competing priorities has helped create confidence amongst tenants and stakeholders alike. He approaches challenges with resilience and energy, viewing obstacles as opportunities for improvement rather than barriers to progress. Koby has also played an important leadership role within a changing function, creating clarity where ambiguity previously existed and encouraging colleagues to embrace continuous improvement, accountability and innovation. Innovation Innovation sits at the heart of everything Koby does. Recognising that many commercial and property activities relied heavily on historic knowledge and inconsistent approaches, he developed eight new templates, guidance documents, operational processes and procedural frameworks covering filming, photography, tenancy management and commercial operations. To further strengthen standardisation across the network, he is currently leading the development of a further 25 station-specific procedures, guidance documents and operational frameworks, creating a scalable model that will support consistent decision-making and operational excellence across the estate. Koby is also leading cross-functional projects aimed at maximising the value of Salesforce across multiple departments. His work is helping improve customer engagement, stakeholder management, data quality and reporting capability, creating benefits that extend well beyond the commercial property function. In addition, he has designed a new end-to-end B2B process improvement tool that will significantly enhance customer interaction, data retention, marketing opportunities, forecasting capability and sales performance measurement. Once fully embedded, the solution is expected to deliver long-term benefits across customer acquisition, relationship management and commercial planning. Summary In a relatively short period, Koby has transformed a newly created role into a catalyst for change across the business. He has exceeded revenue targets, contributed to 7% growth in B2B sales, maintained a 94.4% occupancy rate, improved compliance performance substantially, identified up to £500,000 of new revenue opportunities, personally engaged with more than 70 tenants and introduced a suite of new processes and governance frameworks that are reshaping how the function operates. His combination of commercial acumen, innovation, leadership and relentless commitment to continuous improvement has already delivered significant value for c2c and established a strong platform for future growth. Koby's impact extends far beyond his role, making him an outstanding candidate. Koby's previous Commercial Director, Eleni Jordan said: "His ability to combine strategic thinking, innovation, and strong leadership in a short space of time makes him a standout candidate for the Innovation Excellence Award."
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Craig Wolloms

Company Name
Permaquip / Aquarius
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Craig Wolloms is a standout example of how small‑team excellence can drive extraordinary results across the rail industry. As Lead Buyer for both Permaquip and Aquarius, Craig’s role extends far beyond purchasing, he is the operational backbone behind two specialist rail businesses whose impact far outweighs their size. Working within a compact team, Craig oversees all purchasing and logistics for both organisations, ensuring that engineers, workshop teams, distributors, and international partners have exactly what they need, exactly when they need it. His work keeps operations moving, reduces downtime, and supports the delivery of safe, reliable rail equipment across the UK and around the world. Craig’s contribution is even more remarkable given the scale of responsibility he carries within a small business environment. He consistently delivers results that rival much larger organisations, proving that size is no barrier to impact, innovation or excellence. One of Craig’s most significant achievements has been his instrumental role in establishing Permaquip India, a major milestone in the company’s international growth. Working closely with Sandeep Ghalyan, Managing Director for Permaquip India & Middle East, Craig has navigated: • Complex international legislation • Cultural and commercial requirements • Supplier and manufacturing challenges • Geopolitical considerations • Cross border logistics and compliance He has approached every challenge with professionalism and a relentlessly positive attitude, ensuring the expansion was delivered smoothly and with full operational readiness. He has helped ensure that Permaquip’s global teams feel supported, informed and empowered throughout the expansion process, strengthening Permaquip’s international workforce and expanding the organisation’s footprint across key global markets. Craig is known across both organisations as the hardest worker we have ever known. His commitment is unwavering and his ability to juggle multiple complex demands nothing short of impressive. But Craig’s impact isn’t only operational, it’s cultural. He brings humour, warmth, and connection to the team, strengthening morale and creating a sense of unity that small businesses rely on. Craig’s work has delivered measurable outcomes for Permaquip, Aquarius and the wider rail industry, from helping ensure global expansion on a macro level, to cheerleading improved workforce stability, enhanced team morale and strengthened operational capability in-house. Craig is a cornerstone of two small businesses whose reach, capability and ambition continue to grow because of people like him. He is a champion of culture, and a leader whose impact reaches every corner of the organisation. The entire Permaquip, Aquarius and wider Arkle Group family believe that he is an outstanding nominee for the Small Business Person Award.
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Hitchin Passenger Host Team

Company Name
Greater Thameslink Railway Limited
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The Hitchin Passenger Host team is the best team in GTR because they turn good customer service into great customer experiences every day, while supporting each other and keeping passengers at the heart of everything they do. Hitchin Passenger Host team is the best team in GTR because they consistently combine customer service, local knowledge, teamwork and professionalism. Some reasons people might make that claim: Excellent customer support: They are often the first point of contact for passengers and help keep journeys running smoothly, especially during disruption. Strong teamwork: The team works closely together and supports colleagues across stations and departments. Local expertise: Their knowledge of Hitchin and the wider route helps passengers get accurate and timely information. Positive attitude: A friendly welcome and willingness to go the extra mile can make a real difference to customers' journeys. Reliability under pressure: Whether dealing with delays, crowd management or accessibility requirements, Passenger Hosts play a vital role in maintaining service standards. Pride in their station: Teams that care about their station, passengers and colleagues often create a stronger customer experience.
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Lab by TfW

Company Name
Transport for wales
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The Transport for Wales Innovation and New Product Development Team demonstrates exactly what this award celebrates: a small team delivering an impact far beyond its size. Operating with limited capacity but significant ambition, the team has created a practical innovation engine for rail and integrated transport in Wales, turning ideas into tested products, partnerships and operational learning. Over the last year, the team has moved beyond running innovation activity as isolated events and has taken ownership of a full pipeline: identifying challenges, convening the right partners, testing solutions quickly, supporting suppliers, navigating procurement, data and assurance requirements, and helping business areas decide whether to scale, stop or adapt. This has included approximately 50 facilitated workshops in six months, three hackathons, an accelerator programme, multiple proofs of concept and a growing portfolio of new product development projects. The team’s hackathons show its ability to create rapid, tangible results. Across three events, it has brought together colleagues and external partners including Network Rail, Amey, Welsh universities and Pullman Rail. These were not theoretical exercises: participants used design thinking, rapid prototyping, AI and no-code tools to produce practical concepts linked to real transport challenges such as safety reporting, crowding, luggage and station experience, revenue, cost reduction and modal shift. The events have built capability, confidence and cross-industry relationships while creating a repeatable model for solving problems quickly. The TfW Accelerator is another example of small-team initiative creating sector-wide value. Since its launch, the accelerator has attracted more than 300 applicants and supported over 30 companies, with alumni such as Wordnerds, RoboK, Briteyellow, Window Seater and Spatial Cortex going on to grow and work with other transport organisations. The programme has helped secure more than £2.5m of third-party innovation funding and has created a pathway for start-ups and scale-ups to develop MVPs against live railway problems. Recent examples include Inclutech, developing an inclusive, discreet incident-reporting product for vulnerable passengers and staff; Createc, whose Situate platform uses privacy-safe LiDAR to monitor crowd flow and safety risks at complex stations; and other current companies exploring emotional intelligence, robotics, sustainability, Welsh language technology, active travel monitoring and future ticketing. The team has also established a disciplined new product development approach. Projects such as low earth orbit satellite connectivity on buses and trains, Inframatic’s AI-enabled engineering standards and safety documentation work, and wider infrastructure monitoring concepts demonstrate how the team tests emerging technology in a controlled, evidence-led way. The LEO satellite work has already delivered positive results on fflecsi buses, with plans to move the learning onto rail to improve connectivity for customers, colleagues and operational systems in rural areas. Inframatic shows the team’s role in responsibly exploring AI: supporting assurance, procurement, data protection and governance so that innovation can move safely from concept to proof of value. Its work on drones is particularly strong evidence of initiative and leadership. The team has helped TfW move from fragmented drone interest towards a strategic, enterprise approach. Through Project SOCNI, the Cardiff Concept and engagement with Network Rail, British Transport Police, Amey Infrastructure Wales, Dronecloud, NATS, RUAS and government partners, the team has helped shape future use cases for Beyond Visual Line of Sight operations, inspection, incident response, digital twins, vegetation management and safer access to difficult environments. This positions TfW not only to adopt drone technologies, but to influence national thinking on how they can be used safely across critical national infrastructure. What makes the team stand out is not just the volume of activity, but the way it works. It creates positive momentum in a complex environment, bringing operational colleagues, suppliers, universities, public-sector partners and technology specialists together around shared challenges. The team has become a trusted go-to function for colleagues who have a problem but are unsure how to turn it into a practical innovation opportunity. It is resilient, practical and generous with its expertise, helping others feel confident to test ideas, learn quickly and make evidence-led decisions. The tangible results are clear: the 50 workshops alone represent an estimated £150,000 of consultancy cost avoidance, based on an average saving of £3,000 per workshop, while also building internal capability rather than outsourcing problem-solving. Alongside this, the team has created a proven accelerator pipeline; helped secure more than £2.5m in third-party innovation funding; moved solutions from test environments towards operational pilots; improved accessibility and inclusion through products such as Inclutech and virtual station mapping; enabled safer, more data-led approaches to crowding, infrastructure and incident response; and strengthened relationships across the rail innovation ecosystem. At the heart of this delivery is a core team of just four people: Barry Lloyd, Matthew Lewis, Victoria Richards and Michael Davies. Between them, they combine strategic leadership, product development, supplier engagement, facilitation, project delivery and stakeholder management. Barry provides senior direction and challenge; Matthew and Victoria help turn ideas into structured projects, pilots and partnerships; and Michael drives delivery across workshops, accelerator activity, new product development and cross-industry collaboration. Their collective strength is that they operate as one team, moving between strategy, detail and hands-on delivery wherever the work requires it. For a small team, the breadth of delivery is exceptional. They have taken ownership, created measurable impact, maintained a collaborative and positive attitude, and consistently invented new ways to solve recurring railway challenges. Their work shows that meaningful rail innovation does not always require a large department; it requires curiosity, discipline, trusted partnerships and the determination to turn good ideas into real-world value.
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New Street Station Fitters Team

Company Name
West Midland Trains
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The Outstation fitter team based at Birmingham New Street is only a small team of 9 technicians but they are very mighty for such a small team. They provide 24/7 technical support for all fleets that service New Street Station. These being West Midland trains, London Northwestern, Cross Country, Transport for Wales to name a few. They often assist steam trains that are transiting through the station too. All of the team are immensely proud of the role they play in keeping the midlands moving. They travel in and out of work by train and can be often seen repairing something on the way into the station. At New Street station, a train arrives and departs every 30 seconds,the team keep delays to a minimum with their rapid and quick interventions with various fleets. The knowledge that the team hold is vast. Not many customers or even train crew know that they exist, until they see them rushing down the platform in sea of hi visibility clothing carrying various tooling to repair a train and reduce the impact or delay for the customer. To me , they are like the 4th emergency service, there when you need them and they are only a phone call or radio call away.
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Q Sustain

Company Name
Q Sustain
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Q Sustain is a small sustainability consultancy that consistently demonstrates that size is no barrier to delivering meaningful impact across the rail industry. Despite operating with a compact team, the company has established itself as a trusted partner for rail organisations, helping them reduce carbon emissions, improve asset performance, enhance passenger environments and accelerate progress towards net zero. Q Sustain consistently goes beyond delivering commissioned tasks by proactively identifying opportunities for improvement and supporting clients in implementing practical solutions. Rather than simply advising on sustainability strategies, the team works closely with rail organisations to identify carbon reduction opportunities, develop business cases, secure investment and oversee project delivery from concept through to implementation. A notable example is the company's work across the Avanti West Coast station portfolio, where Q Sustain delivered energy efficiency and carbon neutral feasibility studies covering all Avanti-managed stations. Similar studies were also undertaken at Northern stations, depots and some of Network Rail-managed locations. These studies identified practical measures to reduce operational energy consumption, lower carbon emissions and improve asset performance while maintaining passenger comfort and operational resilience. The team has also demonstrated initiative by remaining engaged beyond project completion. Unlike many consultancies that conclude their involvement after delivery, Q Sustain continues to monitor outcomes, engage with stakeholders and review performance data to ensure predicted benefits are realised in practice. This commitment to continuous improvement allows clients to maximise value from their investments and supports long-term operational success. Another strong example of this proactive approach was the team's work at Birmingham New Street Station, where Q Sustain helped introduce innovative air filtration technology to address air quality challenges within a busy rail environment. Rather than accepting existing conditions, the team worked collaboratively with stakeholders to develop and implement a solution that delivered measurable environmental benefits while supporting passenger comfort and station performance. Beyond project delivery, Q Sustain has independently developed tools, training programmes, and best-practice guidance to help rail organisations better understand and manage their environmental impact. This demonstrates a commitment to leading change rather than waiting for change to happen. Despite being a relatively small consultancy, Q Sustain's work has delivered significant benefits across multiple rail organisations and locations. The company has supported rail clients through energy efficiency studies, carbon neutral feasibility assessments, building management system optimisation, ventilation improvement projects and low-carbon technology installations. These initiatives have enabled station operators to identify energy saving opportunities, reduce operating costs and improve environmental performance across their estates. Q Sustain has successfully delivered a range of operational and capital improvement projects, including: • Air Source Heat Pump (ASHP) installation works at Crewe Station, supporting the transition away from fossil-fuel-based heating systems. • Ventilation improvement works at Crewe Station to improve environmental conditions and building performance. • Energy Efficiency and Energy Management System (EMS/BMS) improvement projects at Preston and Carlisle stations. • Voltage Optimisation Unit installations at Rugby and Carlisle, reducing energy consumption whilst maintaining operational performance. • Thermostatic Radiator Valve (TRV) replacement programmes using modern technologies that improve both energy efficiency and occupant thermal comfort. • Pipework insulation improvement works across multiple stations, reducing heat loss and improving overall system efficiency. • Innovative air quality improvement measures at Birmingham New Street Station through the introduction of air filtration technology designed to reduce harmful pollutants in one of the UK's busiest transport hubs. These projects demonstrate measurable impact not only through carbon and energy reductions, but also through improved passenger environments, enhanced staff comfort, better asset performance and reduced operational expenditure. The scale of Q Sustain's influence is particularly noteworthy given the size of the organisation, with projects spanning multiple stations, operators and regions across the rail network. One of Q Sustain's greatest strengths is its collaborative and positive approach. The company has built a culture based on technical excellence, continuous learning and genuine partnership with clients. The team consistently demonstrates resilience, adaptability and a willingness to go above and beyond contractual requirements to achieve successful outcomes. Clients value the company's practical, hands-on approach and its ability to translate complex sustainability challenges into achievable actions. Internally, Q Sustain actively invests in developing future industry talent through graduate opportunities, mentoring, work experience placements and university engagement. Knowledge sharing is embedded throughout the organisation, ensuring expertise is continually transferred between team members and that lessons learned on one project benefit future schemes. This positive culture extends into client relationships. Q Sustain maintains strong engagement with stakeholders long after projects are completed, supporting performance reviews and helping operational teams maximise the benefits of installed measures. This commitment to long-term success reflects the company's values and strengthens trust across the rail industry. Innovation is embedded throughout Q Sustain's work. The company developed the Carbon Trace App, an innovative digital platform designed to help organisations quantify, track and manage embodied carbon. By simplifying carbon measurement and reporting, the tool enables more informed decision-making and helps clients integrate sustainability into asset management and project planning. Q Sustain has also developed bespoke Carbon Literacy training tailored specifically to the rail and construction sectors. This programme supports behavioural change by improving understanding of carbon impacts and empowering individuals to identify opportunities for emission reduction within their own roles. The company's innovation extends beyond digital tools and training. Throughout its rail portfolio, Q Sustain consistently pursues solutions that prioritise optimisation and retrofit over wholesale replacement, helping clients reduce embodied carbon while achieving operational improvements. From advanced energy management systems and voltage optimisation technologies to low-carbon heating solutions and air quality improvements, the company continually finds practical ways to maximise performance while minimising environmental impact. For a small consultancy, Q Sustain delivers an exceptional level of influence across the rail sector. Through proactive leadership, measurable improvements in energy and environmental performance, a collaborative and values-driven culture, and a commitment to innovation, the company exemplifies the purpose of the Small Business Team or Person Award. Q Sustain demonstrates that a focused, specialist SME can drive meaningful change, deliver tangible benefits and help shape a more sustainable future for the rail industry.
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Smarter Information, Smarter Journeys Programme Team

Company Name
Network Rail and Rail Delivery Group
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The Smarter Information, Smarter Journeys (SISJ) programme team has made an outstanding contribution to the UK rail industry by delivering customer information innovations that are improving the way customers plan, understand and complete their journeys. Formed in response to the ORR’s challenge for the industry to work better together, SISJ has become a catalyst for simpler, clearer and more consistent customer information, particularly during disruption. What makes SISJ exceptional is that a small, focused team of 20 individuals all with a unique skillset has delivered change at a national scale by bringing together Network Rail, RDG, train operators, retailers, regulators, passenger bodies and suppliers around a shared customer-led vision. With a lean core team, SISJ has relied on collaboration, influence and strong governance rather than large resources, coordinating input from across the industry and turning long-standing customer pain points into practical improvements. The programme has delivered an impressive range of customer-focused projects, including enhanced online journey planner bulletins with clearer disruption categories; disruption map videos that explain travel changes in a more visual, accessible and engaging way; a new industry Code of Practice giving customers greater flexibility when their booked train changes; improved online booking information to reduce confusion around “sold out” services; advance alerts when a train is cancelled more than 48 hours before departure, which have won two awards, including ‘Best Use of Technology for Passenger Impact’; the migration of Darwin to a modern infrastructure platform, futureproofing the industry’s real-time train information system; and a real-time tracking for rail replacement bus services. Together, these innovations give customers more accurate updates through apps, websites, journey planners and station screens. The programme has also delivered enhanced on-board passenger announcements via GSM-R, known as the On-Train Passenger Announcements (OTPA) project, which is currently in scope for four early-adopting train companies. This enables multiple live and pre-recorded messages to be sent directly to passengers onboard without distracting drivers and improves the customer experience, safety and operational performance during incidents such as stranded trains. The OTPA project has now entered live business trial in Scotland. All these projects are making a measurable difference to the UK industry. Customer satisfaction has increased by 15% points since 2019. By embedding accreditation and consistent industry adoption, SISJ has ensured that improvements are not isolated examples of good practice but are implemented more widely so customers can expect the same standard of information regardless of where or how they travel. These improvements have also been recognised in Transport Focus’ Improving the passenger experience when trains are disrupted report, published in January 2026, and in the ORR’s 2024 Annual Report. SISJ’s success lies in its ability to generate fresh thinking across organisational boundaries and turn complex industry issues into customer-focused solutions. The team has shown that size is no barrier to innovation, excellence or meaningful impact. Despite limited resources, SISJ has delivered practical, scalable improvements that benefit customers, improve consistency and support safety, allowing customers to travel with greater confidence. And this is just the beginning — with even more exciting customer information improvements still to come.
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Stephenie Brown

Company Name
Aquarius RoadRail Technologies Ltd
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Stephenie Brown embodies the spirit of the Small Business / SME Award, proving that impact, excellence, and innovation are not defined by the size of a team, but by the dedication and versatility of the people within it. As Business Support at Aquarius, Stephenie plays a crucial role in keeping operations running smoothly across the UK, and globally for Aquarius customers. Working alongside Operations Director Kelly Brown, she brings positivity, calm and an unwavering willingness to step in wherever she is needed. One day she may be coordinating complex logistics to ensure vehicles are delivered to the right locations at precisely the right time - a task that directly supports passenger safety and reduces downtime across the network. The next day, she may be delivering vehicles across the country herself, ensuring Aquarius’ customers receive the vehicles that they need without delay. Her adaptability is matched only by her attitude. Stephenie approaches every challenge with enthusiasm, kindness and a can do mindset that lifts the entire team – especially during Formula One season when her passion for Lando Norris is unrivalled! In a small business environment where every minute counts and every role is critical, she has become a cornerstone of Aquarius’ success. She: • Bridges operational gaps • Supports national logistics with precision and reliability • Strengthens customer experience through her hands on approach • Enhances safety and efficiency by ensuring critical equipment is always where it needs to be • Champions positivity, even during high pressure periods Her work directly contributes to the smooth running of rail operations across the UK - demonstrating that small teams can deliver extraordinary results when powered by individuals like Stephenie.
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Tom Hammond

Company Name
Ashby Electrical
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Tom was handed a survey task on the Leeds tag and trace package and delivered a full staging strategy. He interrogated the existing infrastructure himself rather than trusting the record drawings, catching discrepancies that would otherwise have surfaced as change mid-installation. Nobody asked him to. The result de-risked a live commission on an operational station, protected programme, and strengthened the client’s confidence in Ashby’s engineering. His method for capturing and presenting tag and trace data is now the reference point for how we scope comparable rail packages, his output has become other people’s starting point. Under real programme pressure he stayed steady, and none of it travelled down to his team. He’s who people go to when they’re stuck, and he takes time to bring junior engineers through the detail rather than just doing it himself. Dedicated, technically sharp, and genuinely one to watch.
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Vertiv Battery Refurbishment Division

Company Name
Vertiv
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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.
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Wales & Western Region energy and utilities team (Steffan Jones, Clare Rich, Rhys Samuel)

Company Name
Network Rail
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This team are no strangers to initiative: they frequently take the lead on resolving national issues, despite being only one of five regions. This has included recent supplier metering problems where hundreds of faults were reported meaning a lack of electricity data. The team didn't stand back and wait for this to be resolved by the supplier or national team but stepped in, drove forward meetings, tracked actions and proposed solutions. This led to the resolution of 95% of the faults, benefitting all five regions of Network Rail. Similarly the team is known as the go-to region for quality billing information because of a well established process and attention to detail. The small team of only three people successfully manage utilities billing and forecasting across the Wales & Western Region and are often asked to 'represent the Regions' on national issues due to their knowledge, experience and successful track record. The team have made a huge impact on the region, identifying and delivering efficiencies in utilities management worth millions of pounds over the five year funding period. This was possible due to having a full handle on the region's data which enabled them to notice anomalies and challenge supply details and costs. The team have a positive, 'can-do' attitude, getting on with their work with minimal fuss, and offering to help resolve national issues proactively. This is illustrated by how often the central 'energy bureau' relies on the W&W region team for input/advice. Clare, who leads our billings management, has a well established, tried and tested process which she knows inside out. This is relied upon nationally as best practice and she is often asked for advice on data quality even from the suppliers. Rhys is our utilities specialist who came into the role after joining Network Rail on the graduate programme. He has fully embraced the role and is now incredibly knowledgeable, volunteering to lead pieces of work on behalf of all five regions, making an impact nationally. The team is led by Steffan Jones who embodies Network Rail behaviours of accountability, caring, team work and empowerment. He is prepared to challenge others but always in a kind and professional manner, and is helpful and keen to support others across the business with many ad-hoc enquiries. He has received high praise from one of our finance directors for his diligent work and attention to detail. In terms of innovation, the team have spearheaded improvements through leading the national energy managers forums when these lost national focus due to personnel changes nationally. A relentless focus on improving the management of energy data has led to better data quality, which has led to better management of budgets. The team were instrumental in arranging a lessons learned session with our supply chain to learn from previous issues and find improvements for the future.
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18
CHARITY AWARD

Avanti Team Kilimanjaro

Company Name
Avanti West Coast
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I'd like to nominate Lucy and the Avanti Kilimanjaro team who raised £50,000 between 8 of them plus four other railway colleagues for the Railway Children, climbing a total of 69km, 5895m up Mount Kilimanjaro. They spent months fundraising across the network before their tough trek which saw them make the distance over 11 days. Their huge fundraising efforts meant they could make such a huge donation to the charity whilst they completed such a difficult challenge. Well done to all of them for their huge efforts.
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Cyral Williamson

Company Name
RTS Infrastructure
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Cyral Williamson is the kind of person who sees an opportunity to help and simply gets on with it. A year-and-a-half ago, while working at RTS Infrastructure’s Holbeck Depot, the Facilities Supervisor noticed that perfectly good food was being left on catering cars and ultimately going to waste. Rather than accepting this, he took the initiative to create a process to collect the food and donate it to Leeds South and East Foodbank. What makes Cyral deserving of this Charity Award is his commitment. Each and every morning, he personally boards the trains, gathers the surplus food, sorts it, and delivers it to the foodbank. He does this not for recognition, but because he genuinely cares about helping people in need. The impact has been remarkable. Thanks to Cyral's dedication, the equivalent of 6,028 meals, worth around £6,000, have been provided to people facing hardship in Leeds. His initiative has reduced waste, supported vulnerable families, and strengthened the connection between the railway and the local community. His dedication has been recognised by Leeds South and East Foodbank through a formal letter of thanks and certificate which reflects the real difference he has made to countless lives. Cyral's innovation lies in seeing value where others saw waste. He identified a recurring challenge – the surplus catering stock left on trains - and created a simple, sustainable solution that transforms it into a vital community resource. By connecting railway operations with local foodbank support, he has created a blueprint for how the industry can reduce waste while making a meaningful difference to people's lives. What makes Cyral’s effort particularly powerful is its potential to be replicated across our industry. Cyral has shown that a practical idea, driven by one person's determination, can create lasting social impact and serve as an example of how we can support the communities we serve. Above all, Cyral embodies the very best of our industry. His compassion, humility and unwavering commitment to helping others have inspired those around him – especially myself - and demonstrated the positive difference one person can make. His selflessness, initiative, impact and innovative thinking make him a truly deserving recipient of the Rail Staff Awards Charity Award.
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David Taylor

Company Name
Hitachi Rail
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Completing the "Three-Peaks by Rail" challenge twenty times is an extraordinary achievement and a Railway Children record. Yet records and fundraising totals only tell part of the story. David Taylor's greatest contribution is not the mountains he has climbed, but the people he has inspired to climb alongside him. For more than two decades, David has been one of Railway-Children's most dedicated supporters, championing the charity across the rail industry and encouraging others to get involved. Throughout that time, he has consistently used his enthusiasm, energy and determination to turn good intentions into action. Time and again, he has persuaded colleagues, friends and industry partners to take part in fundraising events they never imagined attempting, giving them the confidence and support to succeed. Many who signed up for a first event at David's encouragement went on to become long-term supporters themselves. Individuals became teams. Teams became regular supporters. Organisations and departments that had never previously engaged with Railway-Children became active contributors. David spoke proudly of colleagues and functions that are now involved with the charity because someone gave them an opportunity and encouragement to take part. What started as one person's commitment created a ripple effect that continues today. That ripple effect is perhaps David's greatest legacy. Railway Children recently recognised not only his twentieth Three Peaks challenge, but also the hundreds of colleagues he has inspired across the organisations he has worked with. While fundraising totals and challenge records are impressive, David's real achievement has been helping others discover that they can make a difference too. His support for Railway Children has extended far beyond the UK. Over many years, David has participated in and supported numerous charity expeditions and international fundraising initiatives, helping generate funds that have directly supported vulnerable children in the UK, India and Tanzania. Whether taking on demanding physical challenges or supporting fundraising campaigns, his motivation has remained the same: helping Railway Children reach more children who need support and protection. Closer to home, David has become a familiar figure within his local community. From organising fundraising events at local venues and businesses to bringing together friends, neighbours and colleagues in support of charitable causes, he has always found ways to turn community spirit into action. His approach to fundraising has never been about seeking recognition. Instead, it has been about creating opportunities for others to contribute and feel part of something meaningful. That same spirit was evident during the COVID pandemic. What began as a light-hearted decision to walk the dog dressed as Spider-Man quickly became something much bigger. Families contacted him asking whether "Spider-Man" could surprise children unable to celebrate birthdays or see friends during lockdown. Without hesitation, David volunteered his time to help. What started as a bit of fun became a source of joy for children and families during an incredibly difficult period. The resulting media attention may have raised a smile, but it also revealed something important about David's character: when he sees an opportunity to help others, he acts. What stands out most is that David has never viewed fundraising as a personal achievement. He talks far more about the people who have joined him than the challenges he has completed himself. Even after twenty Three Peaks by Rail challenges, his focus remains firmly on the future. He actively encourages others to take ownership of fundraising activities and develop the next generation of Railway Children supporters, ensuring that the work continues long after he steps back. Those who know David describe a man who is generous with his time, humble in his achievements and relentless in his support for others. He is often the first to encourage somebody to participate, the person helping them prepare, and the one quietly supporting them throughout the challenge. His leadership comes not through authority, but through example. The Charity Champion Award recognises individuals who have made a significant contribution through fundraising, volunteering and community support. David embodies all three. Through decades of commitment, he has helped raise hundreds of thousands of pounds, inspired countless people to support Railway Children, strengthened charitable giving across the rail industry and helped improve the lives of vulnerable children around the world. His legacy is not simply measured in money raised, miles walked or mountains climbed. It can be seen in the people he has inspired, the communities he has brought together and the countless children whose lives have been changed for the better through the support he has generated. For his extraordinary commitment, his ability to inspire others and the lasting impact he has had on both Railway Children and the rail community, David Taylor is a truly deserving recipient of the Charity Champion Award. Testimonials Malcolm Brown, Chair, Railway Children "As Chair of Railway Children, I have seen first-hand the difference David has made over many years. His contribution goes far beyond the funds he has raised personally. Through his enthusiasm and encouragement, he has inspired countless others to get involved, helping us improve the lives of vulnerable children in the UK, India and Tanzania." Alex Hynes, DfTO "There are many people who support Railway Children across our industry, but few have had the lasting impact of David Taylor. His commitment has inspired colleagues, teams and organisations to get involved, helping build a culture of support that continues to benefit vulnerable children long after each fundraising event has ended." John Hildrith – Hitachi Rail "David persuaded me to take part in my first Three Peaks by Rail challenge in 2014. At the time, I had no real idea what I was letting myself in for, but his enthusiasm for both the challenge and the cause behind it was completely infectious. More than a decade later, I've now completed ten Three Peaks by Rail challenges myself. In many ways, that's David's impact in a nutshell. He has a remarkable ability to bring people together, make everyone feel welcome and give people the confidence to do things they never thought possible. I’m proud to call him a friend.
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Eleasha Kell

Company Name
AECOM
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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.
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Gemma Nichloson

Company Name
Mitie - Network Rail contract
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Imagine waking up on Christmas morning in a strange place with no gifts to open. That's the reality for many children forced to leave their homes due to domestic abuse. Recognising the difference a simple act of kindness could make, Gemma Nicholson, Guest Services Manager on the Mitie Network Rail account and Social Value Champion, took the initiative to establish and grow the KidsOut Giving Tree Campaign across the Network Rail contract. Through her passion and dedication, what started as a local charitable activity has grown into a nationwide initiative supporting hundreds of vulnerable children and demonstrating the positive impact our industry can have on the communities it serves. KidsOut supports children living in refuge accommodation, many of whom have fled domestic abuse with a parent or guardian and are rebuilding their lives in difficult circumstances. Through the Giving Tree Campaign, children share a Christmas wish which is matched with a donor, ensuring they receive a personalised gift at Christmas. For many children supported through the campaign, this may be the only present they receive. Recognising the difference this initiative could make, Gemma took ownership of establishing and growing the partnership. There was no expectation for her to do so and no requirement within her role. She simply saw an opportunity to help children facing adversity and was determined to make a difference. Year after year, she has dedicated her time and energy to expanding participation, engaging colleagues, coordinating logistics and ensuring the campaign reaches as many children as possible. As the campaign approaches its fourth year, Gemma is already working with colleagues and partners to build on previous successes and extend its reach even further. Thanks to Gemma's passion and leadership, the 2025 campaign achieved its greatest impact to date. Fifteen sites across the UK participated, bringing together colleagues from four regions in support of a shared cause. More than 40 colleagues became actively involved, contributing over 215 volunteering hours and donating more than 580 personalised gifts to vulnerable children during the festive period. Gemma's contribution extended far beyond promoting the campaign. She coordinated local champions, organised collections, overcame logistical challenges and worked tirelessly to ensure every donated gift reached KidsOut in time for Christmas. Her commitment transformed the generosity of colleagues into meaningful support for children who needed it most. What makes Gemma particularly special is her ability to bring people together. Colleagues regularly comment on her enthusiasm and the energy she brings to every initiative. Through her genuine commitment to helping others, she has encouraged many colleagues to engage in charitable giving and volunteering, some for the first time. By building a network of local champions and creating opportunities for sites across the country to participate, Gemma transformed a local collection into a coordinated national campaign. This approach significantly increased participation and impact while maintaining a personal connection to the children the campaign supports. The campaign's impact reached far beyond the gifts themselves. It supported the emotional wellbeing and sense of inclusion of vulnerable children, helped reduce financial pressures on families in crisis, and brought colleagues, clients and charity partners together around a shared purpose. At the same time, it strengthened collaboration across the Network Rail contract and reinforced the partnership between Mitie, Network Rail and KidsOut, demonstrating how organisations can work together to deliver meaningful social value. The Giving Tree Campaign is just one example of Gemma's commitment to making a difference. As Social Value Champion, she consistently drives national campaigns and supports local community partnerships throughout the year, always bringing the same enthusiasm, determination and ability to engage others. Whether supporting charitable organisations, volunteering programmes or community projects, Gemma has a unique ability to bring both Mitie and Network Rail colleagues together behind a shared purpose. Her influence extends well beyond a single campaign. In 2025, colleagues across the Eastern Region delivered 726.5 meaningful volunteering hours, representing almost a fifth of the contract's total 3,789 hours. While this achievement reflects a collective effort, Gemma's advocacy and commitment to creating opportunities for colleagues to get involved have been instrumental in fostering a strong culture of volunteering and community engagement across the region. What stands out most about Gemma is that she never seeks recognition for any of this work. Her motivation has always been the children, families and communities these initiatives support. The success of the Giving Tree Campaign, and the wider social value activity she champions throughout the year, is a direct reflection of her compassion, commitment and determination to make a positive difference in the lives of others. Over the past three years, Gemma has transformed a charitable idea into a national initiative spanning 15 locations and four regions. She has mobilised colleagues across the country, generated more than 215 volunteering hours, helped provide over 580 gifts to vulnerable children and created a legacy of giving that continues to grow. Most importantly, she has helped ensure that hundreds of children facing adversity have experienced the joy, dignity and inclusion that every child deserves at Christmas. As the campaign enters its fourth year, the foundations Gemma has built continue to create lasting impact for children, families and communities. Her leadership, compassion and commitment exemplify the very best of our industry and demonstrate how rail colleagues can be a force for positive change beyond the railway. For her outstanding commitment to charitable causes, her ability to inspire others, and the significant social value she has created through the KidsOut Giving Tree Campaign and countless wider community initiatives, I can think of no more deserving recipient of the Rail Staff Awards Charity Award than Gemma Nicholson.
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Kamaldeep Wallis

Company Name
c2c
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Key Achievements Taking on the extraordinary challenge of pulling a 12-16 tonne steam train and carriages uphill to raise funds for Lady McAdden breast cancer charity. Supporting Lady McAdden's 50th Anniversary "50 People, 50 Incredible Acts" campaign. Raising awareness of breast cancer support, education and advice services across Essex and beyond. Supporting c2c's wider partnership with Lady McAdden, including fundraising activities at Leigh-on-Sea station. Promoting community engagement through initiatives such as the installation of a Big Pink Bra Bin at Leigh-on-Sea station. Demonstrating a long-standing commitment to charitable fundraising through previous challenges including climbing Ben Nevis, cycling 91 miles for meningitis awareness and competing in Battle Cancer events. Kamaldeep Wallis is an outstanding example of how individuals within the rail industry can use their passion, determination and influence to make a meaningful difference in their communities. Since joining c2c in September 2025,
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Kath Martin

Company Name
GTR Great Northern
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Kath has laid bare her personal experience of cancer and being a survivor, as well as that of her late husband’s battle in November 2025. This is now published as a short book which is titled “Too Many Ribbons”. All proceeds go to Cancer Research, a charity she is passionate about. Kath has worked on the railway for about 10 as a Rail Enforcement Team Leader. She is dedicated to her role and has never shied away from a challenge. She has continued to conduct her role despite what was going on personally. True dedication. Kath chose this year to finish putting pen to paper not only to mark her 20th year as a survivor, but also in the hope it may help others or at least enlighten them should their lives be impacted by cancer. It also inspired one of her team to adopt Cancer Research as the chosen charity in a recent Half Marathon. A recent review “This isn’t just a memoir. It’s a testament to survival, to motherhood, to partnership, and to enduring loss while somehow still standing. I am in awe of the strength it took to write this and to live it.”
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Kelly Todd

Company Name
HULL TRAINS COMPANY LIMITED
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Kelly Todd, Driver Instructor, Charity Award Kelly joined Hull Trains in 2006 and since then, the passion, selflessness and genuine effort she shows towards charities has been praised by fellow colleagues, successive leadership teams and the charities and good causes she supports. Kelly’s most recent challenge, Walk the Route, has been the most challenging and impactful so there could not be a better for our wonderful rail industry to recognise her efforts. In this they raised a staggering £7,000. A bit about Kelly; she is a beautiful person, inside and out; loved by everyone at Hull Trains for her endless energy, hard work and kindness. Since she started at Hull Trains in 2006, the first thing was helping with a raffle, then she organised a fun day, then a Three Peaks Walk, then a 33-mile walk from Filey to Whitby; all for Dove House Hospice. Then a big fun day at a local pub for a cancer charity; also, a race night, a quiz, another Three Peaks challenge.
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Lee Davies and Eugene Aweke

Company Name
Carlisle Support Services
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Nominating Lee and Eugene for this award in recognition of their outstanding commitment to public safety while patrolling the network. On Wednesday 8th April 2026, while carrying out routine patrols at Longbridge station, Lee and Eugene identified a distressed male standing on the grass area of the platform and crying. Upon approaching him, they learned he was feeling suicidal and was on the phone to emergency services (111). Acting quickly and professionally, they worked together, followed the correct procedures, and calmly engaged with the individual. They were able to guide him to a safer area away from the platform and contacted 999 for additional support. They remained with the individual, ensuring his safety and wellbeing until emergency services arrived and took over, providing him with the appropriate care. Situations like this highlight the dedication, compassion, and professionalism our officers demonstrate every day, always putting the safety and wellbeing of the public first.
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Radoslav Kosturkov

Company Name
GTR Thameslink
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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.
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Susan Temple

Company Name
ScotRail
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Charity -we might immediately think that charity is about popping money in a box or signing a sponsorship form, or perhaps running a marathon. Well, Susan Temple, ScotRail’s Customer Service Officer of Johnstone Station in Renfrewshire will rarely ask for any of those things. Susan doesn’t run marathons or climb mountains for sponsorship, nor does she rattle a box for coins. What Susan does do however, helped enormously by her front facing role for ScotRail, is engage with customers and the wider community to make a huge impact on the daily lives of so many. As a much valued member of the ScotRail team at Johnstone Station, Susan is well known in the community and hugely respected and trusted by both her colleagues and customers alike. People from all walks of life pass through the busy station- and they know of her compassion for, and dedication to, those in need, be they individuals or groups. Susan is very perceptive and can see ‘need’ and takes responsibility for it and calls on her numerous contacts to lessen that need whatever that may be. As a face of ScotRail, Susan is in touch with many different charities and be they big or small, Susan is always ready to help to get things done and make things better. Those from the charity sector know who to contact … and Susan’s first question is “What do you need?” and her answer is never “I can’t” or “No”. That need might be for warm clothes for the homeless, clothes for refugees, for those in refuge shelters, toiletries for personal hygiene for those who can’t afford ‘luxuries’. It might be food wanted at local foodbanks, toys needed for underprivileged children or books for nurseries or school projects. Whatever it is, Susan delivers. In her role at ScotRail, Susan is able to collaborate with local business for donations. Local shops willingly donate food, clothing, shoes, toys, household goods and many other items. The donated items are collected, sorted and distributed to the appropriate recipients on Susan’s rest days -her compassion never takes a day off ! Charities that Susan advocates for are those who might not always get publicity, may not be the most popular or get a ‘big slice of the charity pie’ in terms of donations. Among these are: Turning Point Scotland’s Turnaround Project, a project that helps individuals to change offending behaviour, caused by a myriad of circumstances. A quote from Turning Point : Susan is an individual who inspires those around her and makes a difference to people- often unnoticed. The Glasgow City Mission, a project supporting street homelessness and the disadvantaged and marginalised people in society. A quote from Glasgow City Mission: Susan regularly provides clothing, toiletries etc to women and girls to help with self esteem and help them feel loved. Her help is invaluable. Christmastime is especially busy as Susan coordinates the Renfrewshire Provost’s annual Pyjama Appeal, something that the ScotRail customers embrace wholeheartedly and good heartedly by donating hundreds of pairs of pyjamas each year. They respond as they do I believe, because it is Susan who is asking, such is their respect for her and their willingness to support whatever she is doing. Susan raises money, together with ScotRail for larger causes too — Cancer, MND, Age UK to name a few. Charity isn’t always about tangible gifts or even money. It’s sometimes as simple as asking people how they are, showing care, listening. Susan is there at the station doing just that, her great gifts of compassion, dedication, intuition -and humour -kick in daily. For Susan it’s about making the difference to others , showing that she cares. She increasing their self-esteem, their self-respect, having a conversation and passing the time of day, demonstrating that someone cares. Susan is a great listener, providing a listening ear for colleagues and customers alike. She is supportive, positive and a great presence at the station for everyone. Susan’s care extends to all- she does things admirably, selflessly and importantly, very quietly whether in her ScotRail uniform or her finery….. In June 2026, the MSP for Renfrewshire West and Leven Valley, Tom Arthur, recognised Susan’s compassion and unstinting dedication to others and invited her as his Local Hero to the Scottish Parliament Opening Ceremony to meet King Charles III and Queen Camilla at Holyrood Palace. Mr Arthur MSP said that Susan rightly deserved to be honoured because of her invaluable charity work. Susan’s efforts puts ScotRail in a great light. A quote from Tom Arthur MSP: I know as the representative of the area for over ten years, Susan’s charitable work makes my constituency a better place. Many people from so many charities say similar things of Susan. Her dedication to others knows no bounds. I recognise how hard Susan works -and her genuine concern for others be they customers of ScotRail, colleagues or others. She is an asset to ScotRail because she is at Johnstone making a difference to the lives of many. I believe Susan rightly deserves to be recognised by the Rail Industry Awards for her unending compassion for others and readiness to always ‘step up’. She is the perfect ambassador for ScotRail as an advocate for so many.
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Susan Temple

Company Name
ScotRail
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I would like to nominate Susan Temple SGB Johnstone Station for the Rail Staff Charity Award. Susan is well known for her charity work in Johnstone and the surrounding area, so much so that this year she was awarded the title of Renfrewshire and Levan Valley Local Hero by Tom Arthur MSP, where she attended the Scottish Parliament and met Queen Camilla. Susan has a heart of gold and spends all her free time helping others and raising donations for various local charities. She is a special kind of person with a personality that manages to persuade others to get involved in her charity work, not only her friends and colleagues, but ScotRail Customers at Johnstone Station and local businesses, who are very generous with their donations. Just a few of the charities Susan is involved with are- Turning Point - Turnaround Project (Drop in / Residential) - which is mainly used by men with many different issues, some living there for 3 to 6 months. Susan and her colleagues / friends / customers have supported this project for a few years now with everything from toiletries to underwear and clothing. They also make sure everyone who is there at Christmas receives a Christmas box. In May this year Susan was offered money from a local bowling club to help with her charities, however as Susan does not accept money she suggested to the bowling club they donate it to the Turnaround Project which they did and so they received just under a £1000 to help with a garden project. Woman's Aid and Homeless Charity – Both of these charities are supported with donations of clothing and gifts all of which are donated by the customers of Johnstone Station and local business who regularly donate end of line stock. Johnstone Station Local Families Christmas Appeal – Susan stated they are very lucky to have customers at Johnstone Station who can help with donations of toys and winter clothing, which they distribute to local schools and projects. Annual Kids Pyjamas Christmas Appeal – whereby again with the help of donations from customers they try to ensure local kids who don’t have much are given new pyjamas to make a special fuss of them on Christmas Eve and last Christmas they managed to get 260 sets of pyjamas donated. It would be nice for Susan to be recognised in the Rail Staff Awards for all her charity work, especially as most of the donations she receives are from the customers at Johnstone Station and therefore, I would like to ask everyone to vote for her.
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TfL Poppy Appeal Team

Company Name
Transport for London
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Since 2014, the TfL Charity Appeal Badge Team, led by founder Collin Pattender, has shown an extraordinary commitment to supporting the Royal British Legion and the Poppy Appeal through the creation and sale of bespoke railway-themed poppy badges. What started as an idea to bring together colleagues across London’s transport network has developed into a remarkable fundraising initiative, raising an incredible £343,000 for the Royal British Legion through Poppy Appeal badges. The team brings together colleagues from across TfL and its operating partners: Rob Varney (TfL), Andy Kent (TfL), Sacha Cray (TfL), Shirley Xavier (TfL), Jill Hyman (TfL), Paul Newman (TfL), Justine Coomber (TfL), Mohammad Bhatti (TfL), Alexander Garnett-Scherer (TfL), Liam Nixon (FRL), Richard Baker (MTR), Delroy and Sharon (DLR Keolis Amey), Jess Stirling (Woolwich Ferry), Fiona Jones (Cable Cars), and Michael Hughes (Taxi for Veterans). A £343,000 Tribute to Our Armed Forces and Veterans The team’s bespoke Poppy Appeal badges have become a unique way for railway staff and the wider transport community to show their support for the Armed Forces community, veterans and those who have served and sacrificed for their country. Each year, the team develops bespoke poppy badges inspired by London’s transport network, incorporating elements such as TfL roundels, trains, buses, taxis, ferries and other recognisable parts of the network. These badges have allowed colleagues to wear their support with pride while simultaneously raising vital funds for the Royal British Legion. The result has been an exceptional £343,000 raised for the Poppy Appeal. Fundraising Across the Entire Network The team’s achievement is particularly impressive because the fundraising has been carried out alongside their normal day jobs. Members of the team have given their own time to: * Design and develop the bespoke Poppy Appeal badges. * Organise and coordinate badge sales. * Deliver orders to colleagues across the network. * Visit stations, depots, mess rooms and offices to promote the appeal. * Attend and support pop-up shops and fundraising events. * Encourage colleagues across different transport modes and organisations to get involved. * Work with other railway operators and share their experience of creating bespoke railway Poppy Appeal badges. They have taken the Poppy Appeal into every corner of the TfL network, making fundraising accessible to colleagues wherever they work. Inspiring the Wider Railway Industry Perhaps one of the team’s most significant achievements has been the influence their work has had beyond TfL. The success of the bespoke railway Poppy Appeal badges has inspired other railway operators to create their own bespoke Poppy Appeal badges, helping to spread the concept across the wider rail industry. The team’s initiative has demonstrated how something as simple as a railway-themed badge can bring people together, create conversations about remembrance and service, and generate substantial financial support for an important cause. More Than Just a Badge For the team, these badges represent far more than a fundraising product. They provide railway colleagues with a visible way to remember and honour those who have served, while creating a strong sense of community across London’s transport network. The initiative has brought together colleagues from different roles, grades, transport modes and organisations, united by a shared commitment to supporting the Royal British Legion and the Armed Forces community. A Legacy That Continues The success of the Poppy Appeal badges has also created a lasting legacy that has gone far beyond the original campaign. The team’s experience, creativity and success with the Poppy Appeal provided the foundation for the development of further bespoke charity badges, each designed around different causes and connected to the TfL network. This has allowed the team to use the same passion, teamwork and fundraising model to support a much wider range of charities. What began with the Poppy Appeal has grown into an ongoing charity fundraising initiative, with bespoke badges created around themes including Pride, Black Heritage, Women and VE80. Collectively, these additional campaigns have raised significant funds for charities including Terrence Higgins Trust, Albert Kennedy Trust, Mermaids, London LGBTQ+ Community Centres, Mildmay, School OUT, Sickle Cell, Windrush Generation Legacy, Anthony Nolan, Phoenix Rising, Breast Cancer Now and Royal British Legion Industries. The wider badge programme has now contributed to the team raising more than £400,788 for charitable causes and counting, demonstrating the extraordinary legacy that grew from the original Poppy Appeal initiative. Why This Team Deserves the Award The TfL Poppy Appeal Badge Team embodies the very best of the railway community. They have shown dedication, teamwork, creativity, compassion and an extraordinary willingness to give their own time for others. They have taken a simple idea and turned it into a fundraising campaign that has generated an outstanding £343,000 for the Royal British Legion. They have done this while continuing to deliver their everyday roles, travelling across the network, delivering orders, supporting colleagues and giving up their personal time to make the campaign a success. Most importantly, the impact of their work has continued to grow. The Poppy Appeal badges became the starting point for a much wider charity fundraising programme, allowing the team to support numerous other causes and inspire other railway operators to follow their example. £343,000 raised for the Poppy Appeal is an extraordinary achievement. But the true impact of this team is measured not only in the money they have raised, but in the legacy they have created — turning one railway charity badge campaign into an ongoing movement that continues to raise money, bring colleagues together and make a difference to charities and communities.
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The Social Committee

Company Name
Readypower Group
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The Readypower Group Social Committee comprises of representatives across our depots and businesses. Their remit covers not only social events, but also fundraising, and volunteering. Indirectly, the committee also help with cohesion across the group and engagement within the various teams, depots and businesses. This nomination recognises the impact they have across the Readypower Group, the communities in which we live and work and the wider rail industry. There are 12 people on the committee: • Readypower Group and Readypower Rail Services (South) – Tim Haggett, Daryl Sim, Alex Allison, Gemma Fox, Chris Stephen and Mandy van Jaarsveldt • Readypower Rail Services (Wales and West) – Ryan Powles • Force One – Chloe Gray • Readypower Terrawise – Joanne Hunt, Liz Dentith • Readypower Rail Services (North) – Rebecca Edwards, Angela Williams Nobody asked this group to exist. It was formed because a handful of people across different depots recognised that a business built from several distinct brands and sites needed something to bring people together, and that charitable work shouldn't rely on head office to organise it. They built their own calendar of activity from the ground up: sourcing venues, negotiating with suppliers, and coordinating logistics across sites as far apart as Winnersh, Caldicot, Nottingham and March. When a need has come up, whether that's a local foodbank, a children's charity, or blood donor shortages, the committee has stepped in unprompted, from organising a plasma donor visit that registered 15 new donors to running a Christmas gift drive that puts a present under the tree for children who might otherwise go without. Over the past 18 months the committee has supported and delivered a packed and varied programme including: the Lighthouse Construction Industry Charity golf day, the East Family Fun Day, e-karting nights for both the Wales & Western and South regions, the Monmouth Annual Raft Race, the South Family Fun Day, Wear It Pink in support of Breast Cancer Awareness, a Remembrance Day wreath-laying programme across multiple towns, a plasma donor recruitment visit, the Cowshed Christmas Gift Drive, a Christmas Toy Drive, and an Easter egg collection for Wokingham Foodbank. Two Volunteer Days at Sebastian's Action Trust have taken staff out of their day jobs and into direct, hands-on support for a charity supporting children with life-limiting conditions. Family Fun Days for both the South and North regions are planned for September, along with Wear It Pink and a Group Christmas party. The golf day alone raised around £22,000 for the Lighthouse Construction Industry Charity. Bill Hill, Honorary Vice President of Lighthouse, said: "Readypower Group, their customers and their supply chain have been terrific supporters of Lighthouse. At a time when our charity services are so needed, they have stood up to the challenge and raised an amazing amount to help us deliver our support services to our construction community." The impact works at two levels. Locally, individual depots get events and causes that speak directly to their own community, such as a foodbank in Wokingham or wreaths laid in local towns on Remembrance Day. Group-wide, the committee has built shared experiences across businesses that don't always share a site or a reporting line. Staff at Force One, Readypower Rail Services and Readypower Terrawise now turn up to the same raft race, the same karting nights, the same Christmas party, regardless of which part of the business they belong to. Eighteen months of activity without a gap, delivered by people doing this alongside their day jobs, takes more than a single burst of enthusiasm. The committee members show up, plan properly, and follow through, event after event. They've built a reputation across the group as the people who make Readypower feel like somewhere worth being, not just somewhere to work. That gives new starters something to join and gives existing staff something to look forward to. Colleagues across the group look to them as a benchmark for how to get stuck in and make things happen. Rather than a single annual charity event, the committee runs a structured, repeatable calendar that blends social, fundraising and volunteering activity across the year and across every region the business operates in. They've matched activities to local circumstances instead of imposing a one-size-fits-all approach from the centre: the Easter egg drive supports Wokingham Foodbank specifically, and wreath-laying happens in the towns where their own depots and people are based. Small, low-friction ideas like the £5 Cowshed gift-tag donation make participation easy and remove the usual barriers to getting involved. Twelve people, spread across five sites, have built and sustained a programme that reaches colleagues, local charities and communities across the country, on top of their day jobs and without being asked.
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Tim Brawn

Company Name
Merseyrail
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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.
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Tim Mayman

Company Name
Heavy Haul rail
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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.
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Tracy Stevenson

Company Name
ScotRail
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Tracy Stevenson is a leading figure in promoting the railway in Scotland as a driver of social good, transforming charitable partnership working across Scotland and creating lasting benefits for communities, charities and colleagues. Through strategic leadership, innovative fundraising and an unwavering commitment to volunteering and community engagement, Tracy has generated significant charitable value across Scotland, including more than £7.3 million through ScotRail's partnership with Age Scotland and a 90% increase in fundraising and gift-in-kind support for Poppyscotland, while creating opportunities that improve lives and strengthen communities. Her work has delivered nearly £400,000 of direct charitable support for Age Scotland through fundraising, donations and goods purchased on the charity's behalf, while helping build a partnership worth more than £7.3 million through complimentary travel, advertising, train branding and organisational support. She also transformed ScotRail's support for Poppyscotl
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Young Rail Professionals

Company Name
Young Rail Professionals
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Young Rail Professionals (YRP) is a volunteer-led, not-for-profit organisation working across the UK and Ireland to promote the railway as a great place to work, inspire the next generation and develop young people to reach their full potential. Since 2009, rail professionals have given their time alongside their day jobs to help people discover the industry and build their careers within it. YRP works with schools, universities and industry partners to improve awareness of the breadth of careers available in rail and connect people considering the industry directly with those already working within it. Membership is free, helping to keep these opportunities open regardless of employer, background or route into rail. YRP brings together people and organisations from across the railway to create opportunities beyond any one employer. Heritage volunteers have supported preserved railways through practical work, while YRP's Equality, Diversity & Inclusion team has established an annual Christmas train for children who can face barriers to accessing experiences on the railway. In 2024, the Christmas Train welcomed 180 children with disabilities and children from residential care homes, with the initiative returning for a third year in November 2025. Corporate Members and industry partners contribute funding, expertise and access to support YRP's work, allowing resources from across the industry to benefit people and communities beyond their own organisations. Technical talks, site visits, depot tours and other industry events give young professionals access to parts of the railway beyond their own roles, helping them build their knowledge, confidence and understanding of the wider industry. YRP also gives young professionals the opportunity to take meaningful responsibility themselves, from organising events and leading projects to running local committees and managing relationships across the industry. Many volunteers have benefited from YRP during their own careers and choose to give their time, experience and connections to create the same opportunities for others. This culture of volunteering has sustained YRP since 2009, with people from across the railway working beyond organisational boundaries to support others to develop and progress. It creates lasting social value for the industry by developing the people who take part while giving them the experience and opportunity to support those who follow.
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31
CUSTOMER SERVICE TEAM OR PERSON AWARD

Aleck Heetun

Company Name
Gtr SOUTHERN
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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.
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Babatunde Kehinde

Company Name
Carlisle Support Services
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I would like to nominate Babatunde Kehinde for recognition for his outstanding contribution as Team Leader of the Response Team representing Carlisle Support Services and First Rail London on the London Overground contract. Babatunde consistently goes above and beyond the expectations of his role, demonstrating exceptional leadership, professionalism, dedication, and commitment to both his team and passenger safety. The Response Team is a specialist operational team that supports First Rail London during major events, disruptions, incidents, and periods of increased passenger demand. Their role is critical in protecting staff and passengers, maintaining safe station operations, preventing incidents from escalating, and ensuring customers can travel safely and confidently across the network during events. Babatunde's leadership, the team has become a highly respected and dependable resource for both Carlisle Support Services and First Rail London. The team have also been involved in saving passengers' lives.
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Beaulieu Park Station Team

Company Name
Greater Anglia
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The opening of Beaulieu Park Station on 26 October 2025 was a landmark moment for the Great Eastern Main Line, becoming the first completely new station to open on the route in over 100 years. However, behind the new building and infrastructure was something equally important – a brand-new station team who had been recruited, trained and brought together to make the station a success from day one. The journey began in May 2025, when we interviewed over 100 people to find the individuals who would form the new 18-person Beaulieu Park customer service team. Of those 18 positions, 15 were filled by new recruits, while three existing Greater Anglia colleagues joined the team, bringing valuable railway knowledge and experience with them. We weren't simply recruiting to fill vacancies; we were building an entirely new station team from the ground up. The team came together from 26 August 2025, giving them just two months to prepare for the station's opening. A bespoke and extensive training programme was created specifically for them. Wherever possible, the team completed their training together, allowing the new recruits to learn alongside their more experienced colleagues while everyone built relationships and developed their identity as the Beaulieu Park team. They were also given the invaluable opportunity to train within Beaulieu Park itself before opening. This allowed them to familiarise themselves with their new workplace, understand the station's facilities and operation, and put their training into practice in the environment where they would ultimately be working. What was particularly impressive was the way these 18 individuals came together in such a short period of time. For 15 of them, this meant not only learning a new station but beginning a completely new chapter with Greater Anglia. The three existing colleagues also had an important role to play, sharing their experience and helping their new teammates understand the railway while adapting themselves to a completely new station. Together, they had the challenge of preparing to operate a station where there was no existing team, no established day-to-day routine and no previous generation of Beaulieu Park colleagues to show them how things had always been done. Instead, they had the opportunity – and responsibility – to establish that culture themselves. When the doors finally opened on 26 October, the Beaulieu Park team weren't simply starting another day's work. They were welcoming the first passengers through the doors of a station that represented a historic moment for the Great Eastern Main Line. The preparation paid off. The team were ready to welcome customers, provide assistance, answer questions and represent Greater Anglia at one of its newest and most high-profile stations. Since opening, they have continued to develop together, taking ownership of their station and building the culture and standards that will shape Beaulieu Park for years to come. There will be many people who work at Beaulieu Park during the decades ahead, but these 18 colleagues will always have something unique in common: They were the original Beaulieu Park team. They trained together, learned together and opened the station together. From more than 100 people interviewed in May, through two months of intensive preparation, to welcoming the first customers through the doors in October, their journey represents teamwork, development and commitment at its very best. For their professionalism, enthusiasm and the part they played in successfully bringing a brand-new station into operation, I believe the Beaulieu Park Team thoroughly deserves recognition at the RailStaff Awards.
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Bradley Read

Company Name
Greater Anglia
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Bradley has dedicated over 37 years of service to Cambridge Ticket Office and is a highly valued and respected member of the team. Throughout his career, he has consistently demonstrated an exceptional depth of knowledge of the railway network, providing customers and colleagues alike with accurate, reliable, and professional advice. Bradley's customer service is truly outstanding. His kind, patient, and empathetic nature enables him to build genuine relationships with customers, many of whom specifically visit Cambridge station in the hope of being served by him. The trust and rapport he has developed over the years are a testament to his unwavering commitment to delivering an exceptional customer experience. In addition to his dedication to customers, Bradley is a true team player. He is always willing to support his colleagues, sharing his extensive knowledge and experience to help others succeed. His positive attitude and approachable manner make him a valued source of guidance and support within the ticket office. During his 37-year career, Bradley has witnessed and adapted to significant changes across the railway industry. From the days of handwritten tickets to today's digital systems and technology, he has embraced every transition with professionalism and enthusiasm, demonstrating remarkable adaptability and a willingness to learn. Bradley's long-standing commitment, exceptional customer service, extensive knowledge, and support for both customers and colleagues make him thoroughly deserving of this nomination. He embodies the very best qualities of railway service and continues to make a positive difference every day.
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Carlisle Support Services Event Team

Company Name
Carlisle Support Services
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I am delighted to nominate the Carlisle Support Services Event Team for recognition in acknowledgement of their exceptional commitment, professionalism and outstanding contribution to the successful delivery of major events across the Network. The team consistently supports some of the region's most challenging and high-profile events, including the London Marathon, Carnival, events at Tottenham Hotspur Stadium, Olympia London, and key transport hubs such as Surrey Quays, Kensal Rise, Hackney Wick, Seven Sisters and White Hart Lane, and Stratford. No matter the scale, complexity or demands of the event, they demonstrate an unrivalled ability to deliver safe, efficient and seamless operations. Widely regarded as the "best of the best", the team combines outstanding operational knowledge with exceptional leadership skills. Their ability to anticipate challenges, adapt to changing circumstances and maintain the highest levels of professionalism ensures every event is delivered without issue. They consistently lead by example, ensuring staff remain confident, knowledgeable and focused on delivering a flawless customer experience. Safety is at the heart of everything they do. The team works tirelessly to ensure passengers understand their journey requirements, helping to create a safe and secure environment while supporting everyone in getting home safely after events. Their commitment to customer care extends to providing specialist assistance for mobility-impaired and visually impaired passengers, ensuring every individual receives the support they need with minimal stress and maximum confidence. Communication and teamwork are key strengths of this exceptional group. They work collaboratively with both frontline teams and management, ensuring information is shared effectively and that operational plans are delivered successfully. Their close partnership with First Rail London Management has contributed significantly to the delivery of major events, with the Supervisor team providing valuable operational insight and expertise throughout the process. Their dedication and professionalism have not gone unnoticed. The team's exceptional work has been showcased at the TfL Museum, highlighting their skills, knowledge and contribution to the transport industry. This recognition reflects the high regard in which they are held and the positive impact they continue to make. Through their unwavering commitment to safety, customer service, teamwork and operational excellence, the Carlisle Support Services Event Team consistently delivers memorable passenger experiences and sets the benchmark for events. They are truly deserving of recognition for their outstanding achievements and continued dedication to excellence.
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Caroline Wyss

Company Name

Greater Anglia

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I would like to nominate Caroline, Ticket Office Supervisor at Clacton Station, for Customer Service Person of the Year. Caroline is one of those people who genuinely makes a difference to everyone around her. She always goes above and beyond for both customers and colleagues, and her dedication never goes unnoticed. One of the things that stands out most about Caroline is the relationship she has with her customers. She takes the time to get to know people, remembers details from previous conversations, and makes everyone feel welcome. You can tell that she genuinely cares about the people she helps, and that personal touch means a lot. Customers regularly seek her out because they know they’ll receive friendly, knowledgeable, and thoughtful service. Caroline also cares deeply about Clacton Station and takes great pride in her work. She wants the station to be the best it can be and always puts customers at the centre of everything she does. Whether she’s helping someone with a ticket query, supporting a vulnerable passenger, or simply offering a friendly smile, she makes people feel valued. As a colleague, Caroline is incredibly supportive and understanding. She creates an environment where people feel comfortable being themselves and where everyone feels respected. I have never felt judged or out of place around her, and I know many others would say the same. She is always willing to listen, offer advice, or lend a helping hand when it’s needed. In addition to her day-to-day responsibilities, Caroline has taken on a significant role in training staff. She is a patient, encouraging, and inspiring trainer who takes the time to ensure people feel confident and supported as they learn. No question is ever too small, and she never makes anyone feel embarrassed for asking for help. Her calm approach and willingness to share her knowledge have helped many colleagues develop their skills and confidence, creating a stronger team and ultimately improving the service we provide to our customers. What I admire most is how professional Caroline remains in every situation. Even when faced with difficult circumstances, she handles them with calmness, empathy, and grace. She has a natural ability to put people at ease and find solutions while maintaining the highest standards of customer service. Caroline represents everything that great customer service should be. Her kindness, professionalism, dedication to developing others, and genuine care for both customers and colleagues make her an asset to the railway and a truly deserving candidate for this award.

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Customer Service Hosts Cambridge South

Company Name
Greater Anglia
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In November 2025, a dedicated group of 20 employees joined the railway as part of the Cambridge South team, embarking on a journey filled with unexpected challenges and remarkable resilience. Shortly after their induction, they faced the disheartening news that the new Cambridge South Station would not open until the end of June 2026. This moment was pivotal; uncertainty loomed over the team, raising concerns that many would choose to leave. Instead of succumbing to this uncertainty, the Cambridge South team demonstrated remarkable adaptability and commitment. They embraced a temporary roster, working at various stations, including Cambridge, Cambridge North, and Ely. This proactive approach not only allowed them to gain invaluable experience but also enabled them to support their colleagues during a critical time. Throughout this period, the team exemplified the spirit of collaboration and community. Their involvement in significant events such as Railway 200 at Cambridge and Herford East showcased their unwavering dedication. Both events were resounding successes, highlighting the team's ability to maintain high service standards even amid challenges. As the opening of Cambridge South Station approached, the team rallied together to prepare for its launch. Six weeks before the grand opening, they worked tirelessly in sweltering heat to ensure the workplace was ready to welcome the first customers. Their commitment to excellence was evident as they undertook new training protocols, including operating 45-degree ramps introduced by Greater Anglia for the first time. This preparation involved meticulous attention to detail and comprehensive paperwork to ensure safety and efficiency. The Cambridge South team’s journey is a testament to resilience, teamwork, and an unwavering commitment to customer service. They turned challenges into opportunities, maintaining a customer-centric approach and fostering a sense of community among their colleagues. Their dedication not only prepared them for the successful opening of Cambridge South Station but also set a benchmark for service excellence within the railway industry. For these reasons, I proudly nominate Cambridge South Customer Service Hosts for the Rail Awards, recognising their outstanding contributions and unwavering commitment to delivering exceptional service in the face of adversity.
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Emma-Jane Kennedy

Company Name

Great western railway

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I am incredibly proud to nominate Sarah for this award. Sarah is the kind of person who makes a genuine difference every single day — not because she is asked to, but because she genuinely cares. Across Weston-super-Mare and Taunton, Sarah is much more than someone who simply carries out her role. She is a person customers can rely on, a colleague people can turn to and a team organiser who constantly goes above and beyond to make a positive difference. Initiative – Taking Ownership Sarah never waits to be asked to help. She sees what needs doing and takes ownership. Whether she is supporting customers, helping colleagues, organising the team or getting involved in events within the local community, Sarah is always willing to step forward. She looks beyond the immediate requirements of her role and asks herself, “What more can I do?” Her involvement in local carnivals, community events and other activities demonstrates how seriously she takes the railway's relationship with the communities we serve. Sarah understands that excellent customer service doesn't stop when a passenger leaves the station. It is about creating trust, building relationships and making people feel that the railway genuinely cares about them. Impact – Making a Genuine Difference Sarah's impact is difficult to measure simply in numbers because so much of what she does is about people. She creates a positive experience for customers and colleagues through her kindness, patience and willingness to help. She makes people feel heard and valued, particularly when they may be having a difficult day or facing a challenging situation. Her impact on colleagues is just as significant. Sarah is there for every member of her team. She doesn't just ask how people are; she genuinely listens to the answer. I can personally say that Sarah has made a profound difference to me. During some very challenging moments in my own life, Sarah has been someone I could turn to. She has listened to me, supported me through difficult decisions and encouraged me when I was considering career changes. Her guidance and belief in me helped me have the confidence to make important decisions about my future. That is the kind of impact Sarah has. She doesn't just make someone's working day better — sometimes, she helps change the direction of someone's life. Attitude – A Role Model to Others Sarah brings compassion, positivity and resilience to everything she does. She is approachable, supportive and genuinely interested in the wellbeing of those around her. She creates an atmosphere where people know they can ask for help without judgement. Sarah leads by example. She demonstrates that customer service is not simply about following procedures or completing a task. It is about how you make people feel. She treats customers and colleagues with the same level of care and respect, and her attitude has a positive influence on everyone around her. When things are difficult, Sarah is someone who helps people find a way forward rather than focusing on the problem. She is the type of colleague who makes a team stronger simply by being part of it. Innovation – Looking Beyond the Role Sarah's approach to customer service goes far beyond the standard playbook. She understands that stations are at the heart of their communities and actively looks for opportunities to connect the railway with local people. Her involvement in carnivals, community events and local activities is a fantastic example of thinking beyond the traditional boundaries of the role. Sarah brings people together. She creates opportunities for the railway to be visible, approachable and part of the community rather than simply a place people pass through. Her innovation is not necessarily about creating a new piece of technology or process. It is about seeing customer service differently. It is about recognising that every interaction is an opportunity to build trust, create a positive memory and show people that they matter. Why Sarah Deserves This Award Sarah represents the very best of customer service. She goes above and beyond for customers. She goes above and beyond for her colleagues. She supports her community. She organises, encourages, listens and leads — often without seeking recognition for any of it. What makes Sarah truly special is that her commitment comes from a genuine place. She cares. She cares about the customers travelling through Weston-super-Mare and Taunton. She cares about the communities around those stations. She cares about her team. And she cares about the people she works alongside as individuals. Sarah has personally been there for me during some of the most challenging decisions in my life and career. Her support has meant more to me than I could ever properly put into words. I know I am not the only person who feels this way. For me, Sarah is the definition of exceptional customer service. She doesn't simply help people get from A to B — she helps people move forward. She is a role model, a trusted colleague, a community champion and someone who consistently makes a difference. Sarah is an absolute credit to her team, her stations, her community and the rail industry. I cannot think of anyone more deserving of this award.
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Events Delivery Team North 2

Company Name
Greater Anglia
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I am nominating our Events Delivery Team for the Customer Service Team Award in recognition of their unwavering dedication, operational agility, and exceptional care for passengers during high-pressure travel periods across the network. Our team operates at the very sharp end of customer delivery. Whether managing massive surges of passengers for major sporting fixtures, summer concerts, and regional festivals, or stepping in dynamically during unexpected network disruption, the team consistently sets the standard for proactive, empathetic customer service. Making sure passenger safety is paramount. Working in large-crowd environments requires a unique balance of decisive safety management and warm, approachable hospitality. The team excels at transforming what could easily be an overwhelming or stressful station environment into a seamless, welcoming, and positive experience. They are constantly on the move, actively identifying vulnerable passengers, assisting families with prams and luggage, resolving ticketing queries before queues form, and providing clear, reassuring travel guidance with genuine enthusiasm. What truly sets this team apart is their resilience and mutual support. They are always looking at how we can improve the passenger experience. During demanding shift patterns and challenging situations—such as severe weather delays or sudden service alterations—morale remains high, and the focus never shifts from passenger well-being. They do not merely manage crowds; they connect with people, diffuse tense situations with calm professionalism, and ensure every passenger feels looked after from the concourse to the platform. Their pride in representing the railway is evident in the overwhelmingly positive feedback received from the traveling public, station partners, and local stakeholders alike. By consistently going the extra mile to ensure safe, smooth, and enjoyable journeys, the team serves as outstanding ambassadors for the rail industry, fostering public trust and demonstrating customer service excellence at its finest
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Freightliner Operations and IR/ER teams

Company Name
Freightliner
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This award recognises individuals or teams who deliver exceptional customer service within the rail industry, celebrating those who consistently go above and beyond to enhance the customer experience through professionalism, empathy and a proactive approach. Freightliner is proud to nominate Michael Leadbetter (Intermodal Operations Lead), Nicholas (Nick) Barclay (IR/ER Lead), and Gareth Jones (Control & Rosters Lead). While not a formally structured team, these three individuals worked in close partnership to deliver an exceptional outcome for both customers and colleagues during a period of significant organisational change. Initiative: Following the decision to separate the Intermodal and Heavy Haul businesses, it became necessary to divide a fully integrated Rail Operations function - including production, operations, rostering, control and planning - into two independent structures. Recognising the complexity and risk involved, Michael, Nick and Gareth took the initiative to lead and coordinate this transition, proactively designing a solution that would ensure both organisations remained fully operational and customer centric from day one. They developed clear, structured plans to allocate resources, maintain capability and safeguard operational continuity, all while continuing to manage peak trading demands within the Intermodal business. Impact: The impact of their work has been both significant and measurable: • Zero disruption to customers during the transition period; • Full delivery of operational commitments throughout the busiest part of the Intermodal year; • No material employee relations issues, despite the scale of change affecting colleagues. Their efforts ensured a seamless transition at what could otherwise have been a highly disruptive time. The strength of customer confidence has been reflected in Freightliner’s continued commercial success, including new business wins in the first half of 2026, as well as external recognition as Rail Freight Operator of the Year at the Multimodal Awards voted for by peers and the wider Rail industry. Attitude: Throughout this period, Michael, Nick and Gareth demonstrated exceptional professionalism, resilience and collaboration. They approached the challenge with a solutions-focused mindset, working transparently and constructively with stakeholders across the business. Just as importantly, they brought a strong sense of empathy and respect to the process, ensuring that colleagues impacted by the changes felt supported, informed and fairly treated. Their ability to build trust and maintain engagement during a period of uncertainty was instrumental in achieving a smooth and positive outcome for all involved. Innovation: The separation of such an interconnected operational model required innovative thinking and problem-solving. Michael, Nick and Gareth developed a new operating framework that effectively split complex, interdependent functions without compromising performance or service levels. This required careful balancing of resources, skills and operational risk, alongside the creation of new processes to ensure both organisations could function independently from day one. Their approach demonstrated a high degree of creativity, adaptability and strategic thinking, ensuring that service standards were not only maintained but strengthened through the transition. In summary, Michael, Nick and Gareth have demonstrated outstanding initiative, delivered measurable impact, embodied the right attitude and applied innovative thinking to successfully navigate a highly complex business change. Their collective effort ensured continuity, protected and enhanced customer relationships and reinforced Freightliner’s reputation for delivering exceptional service. They are highly deserving nominees for this award. Supporting statement from Clive Slayford, Commercial Director: “As Commercial Director for the Intermodal business, I had significant concerns about how the business separation would be delivered, given the immense operational complexity and the highly integrated nature of Intermodal and Heavy Haul activities. Operating in a fiercely competitive market with little margin for error, I was particularly mindful of the potential impact on our customers and the risk to service continuity. I am therefore delighted to say that the transition was executed seamlessly, with no disruption to our external customer base. The professionalism, precision, and dedication demonstrated ensured that service levels were not only maintained but protected at a critical time for the business. This outstanding delivery gives me great confidence in supporting the nomination of this hybrid team for Customer Service Excellence” Supporting statement from Nigel Gibson, Freightliner ASLEF Representative: “As the District Organiser with responsibility for Freightliner and Heavy Haul, the announcement of the business split following the sale of the Intermodal division raised significant concerns regarding the impact on our members and the wider operational stability of both organisations. However, throughout the process, the Freightliner team—particularly Michael and Nick—engaged constructively and collaboratively with ASLEF, ensuring that the transition was managed as smoothly and sensitively as possible. Their approach gave a clear focus on protecting jobs and supporting operational teams whilst ensuring a strong emphasis and importance on the business continuity. As a result, the separation was delivered in a way that minimised disruption for our members and safeguarded the ongoing effectiveness of the Freightliner business.” Supporting statement from Glynis Appelbe, HR Director - UK: “Given the complexity of the business separation, coupled with the significant political and emotional sensitivities involved, this restructuring presented countless opportunities for failure. Its successful delivery was only possible through the exceptional discipline, technical expertise, and absolute empathy demonstrated by Nick, Michael, and Gareth, who navigated every challenge with professionalism, calmness and integrity”.
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Freightliner Payroll & HRIS Team

Company Name
Freightliner
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Initiative The Freightliner Payroll and HRIS team demonstrated exceptional initiative during the separation of the Freightliner UK and Heavy Haul businesses. Faced with significant organisational change and uncertainty, they proactively took ownership of a highly complex transformation programme. This included splitting payroll systems, establishing new bank accounts, and categorising over 3,000 employees across two organisations—all while continuing to deliver business-as-usual operations. Crucially, the team delivered much of this work internally, reducing reliance on external consultants and ensuring a cost-effective approach for both businesses saving in excess of £100K on external consultancy fees. Their ability to anticipate challenges and act decisively ensured continuity of service to their customer base (our employees) throughout a critical period. Impact The impact of the team’s work has been profound. Despite the complexity of the task, payroll was delivered accurately and on time for every cycle, safeguarding employee trust and organisational stability. In a business with a highly complex payroll, any disruption could have led to significant industrial relations challenges and employee dissatisfaction - risks the team successfully mitigated. Their efforts ensured a seamless transition during a period of immense uncertainty for our employees, maintaining confidence across the workforce and reinforcing Freightliner’s reputation as a reliable and supportive employer. Chris Lawrenson, CEO of Freightliner Limited, commented: “I could not be prouder of these individuals and their unwavering dedication and commitment to the business, despite their own uncertainty around roles. We run an extremely complex payroll, and any failure to deliver would inevitably lead to industrial relations issues and dissatisfaction across our teams.” Dave Penney, CEO of Heavy Haul, added: “I am humbled by the dedication and commitment of the HRIS and Payroll team during the sale and separation of the Heavy Haul and Freightliner businesses. They worked tirelessly to deliver, often at personal cost to themselves. They truly epitomise excellent customer service.” Attitude The team’s attitude throughout this period has been exemplary. Despite facing personal uncertainty regarding their own roles, they remained fully committed to supporting their colleagues. They consistently placed employees at the heart of every decision, recognising the importance of accurate and timely pay during a time of change for the whole business. Their professionalism, resilience, and strong sense of accountability were evident in their willingness to work early mornings, evenings, and weekends to ensure continuity of service. Importantly, they carried out this work without seeking recognition, viewing their efforts simply as part of delivering an excellent service. This team truly embodies customer service excellence—consistently going the extra mile, putting people first, and delivering under pressure with professionalism and care, never asking for recognition but seeing this as an integral part of their role. Innovation The team adopted an innovative and pragmatic approach to managing a highly complex separation programme. By balancing system implementation with business-as-usual delivery, they developed efficient ways of working that ensured no disruption to payroll services. Their decision to complete much of the transformation internally not only reduced costs but also demonstrated creative problem-solving and a deep understanding of organisational needs. By leveraging their internal expertise, they maintained control, flexibility, and quality throughout the process. Through their initiative, measurable impact, outstanding attitude, and innovative approach, the Freightliner Payroll and HRIS team have set a benchmark for customer service excellence within both Freightliner and the wider rail industry. Glynis Appelbe, HR Director (UK) commented: “The tenacity, resourcefulness, commitment, and unwavering dedication of the Payroll and HRIS team continue to impress. Despite operating in a business defined by constant change and transition, they consistently exceed expectations and deliver exceptional service to a highly exacting customer base”.
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GTR Midland Mainline Customer Service Team

Company Name
GTR
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I would like to nominate the Midland Mainline Customer Service Team for their exceptional professionalism, resilience, and dedication following the tragic events surrounding the train crash at Elstow earlier this year. In the immediate aftermath of a deeply distressing incident, the team demonstrated outstanding commitment to our passengers and each other. Faced with significant disruption, uncertainty, and the emotional impact of the event, they remained focused on delivering the highest standards of customer service, ensuring passengers were supported, informed, and cared for throughout an extremely challenging period. What made their performance particularly exceptional was their ability to balance operational delivery with genuine compassion. The team recognised that many passengers and colleagues were affected by the circumstances and responded with empathy, patience, and professionalism at every opportunity. Their calm and reassuring presence helped provide confidence and comfort to customers during a difficult and emotional time. Despite severe weather conditions and the operational challenges that followed, the team worked tirelessly to keep people moving. They maintained a strong focus on passenger welfare, ensuring customers received timely information, assistance, and support while alternative travel arrangements were put in place. Bus replacement services were marshalled efficiently and effectively, often under intense pressure, enabling the continued movement of large numbers of passengers with minimal delay and confusion. Throughout the disruption, individuals across the team stepped forward without hesitation. They worked collaboratively, adapted quickly to changing circumstances, and consistently put the needs of customers first. Their actions reflected the very best of our organisation's values, demonstrating teamwork, accountability, and an unwavering commitment to those they serve. The Midland Mainline Customer Service Team transformed what could have been an overwhelming situation into a coordinated, compassionate, and customer-focused operation. Their efforts made a tangible difference to thousands of passengers and provided exemplary support during one of the most challenging periods the railway faced this year. For their remarkable professionalism, compassion, and dedication in the face of adversity, I believe the Midland Mainline Customer Service Team are truly deserving of this recognition.
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Jason Bint

Company Name
Greater Anglia
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Jason has had a massive impact since joining Greater Anglia for both our teams & our customers. In the last 12 months, he has worked in the area relief position before moving into a station supervisory role at Manningtree station. Since taking on this role, he has actively boosted the teams morale & exemplified our company values here at Greater Anglia. Jason also played a massive role in the improvement of the stations performance against our KPIs & takes a proactive approach in investigating & handling local issues.
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Katie North

Company Name
CrossCountry
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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.
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Lorraine Moore and Ben O'Day

Company Name
GTR
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Rail Enforcement Officers Ben and Lorraine demonstrated exceptional care, compassion, and professionalism following an incident at Hitchin involving an elderly female passenger in her 70s who fell while alighting from a service. After providing immediate assistance and ensuring the passenger was treated for her injuries, it became clear that she required further medical attention. Unfortunately, no ambulance was available, leaving the passenger distressed and vulnerable. With her family living some distance away and unable to attend immediately, Ben and Lorraine remained by her side, offering reassurance and support throughout the ordeal. Recognising the passenger's emotional state and welfare needs, they made the decision to accompany her to the Lister Hospital, ensuring she was not left alone during a frightening and upsetting experience. They remained with her at the hospital, providing comfort and reassurance until her family arrived and were able to take responsibility for her care. Their actions went far beyond the expectations of their role and demonstrated outstanding compassion, patience, and commitment to passenger welfare. Through their professionalism and genuine concern, they ensured that a vulnerable elderly passenger felt safe, supported, and cared for at every stage of the incident. Ben and Lorraine are a credit to the Rail Enforcement Team and to Great Northern. Their dedication to customer care and willingness to go above and beyond exemplify the highest standards of customer and public service.
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Oxford Phase 2 Sponsorship Team

Company Name
Network Rail
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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.
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PSVAIR Team (managed by Kristian Messaoudi-Shaw)

Company Name
Arriva Road Transport Services
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I would like to nominate the Arriva Road Transport Services (ARTS) PSVAIR Team for their outstanding contribution in preparing our business, our customers and our suppliers for the introduction of the Public Service Vehicle Accessibility Information Regulations (PSVAIR) and Public Service Vehicle Accessibility Regulations (PSVAR). In January, the rail industry was informed that the long-standing temporary exemption from the PSVAR and PSVAIR regulations would end on 31 July - leaving us just six months to achieve compliance. This was a significant challenge for us and all rail replacement operators and suppliers across the country, many of whom were not ready for the scale or pace of change required. What impressed me most was how the team immediately took ownership. They didn't wait for solutions to emerge elsewhere. Instead, they proactively engaged with suppliers, gathered and validated compliance data, identified risks, and worked collaboratively to increase the number of compliant vehicles available for rail replacement services. They also connected suppliers with retrofit specialists, tracked progress across the supply chain and personally audited vehicles to ensure they met the required standards. The impact of their work was exceptional. In just six months, the number of compliant coaches available for rail replacement services increased from fewer than 100 to approximately 425, alongside more than 600 compliant buses Thanks to the team's efforts, ARTS and its customers were fully prepared for the implementation of the regulations, helping to ensure accessible transport remained available for passengers who rely on rail replacement services. As part of our commitment to PSVAIR, the team have worked tirelessly to ensure that all of our pre-planned rail replacement vehicles are fully compliant and ingrained in our day-to-day operations, regardless of whether in scope or out of scope requirements. To date, we have achieved 99% compliance with the regulations. Throughout the programme, our team demonstrated a consistently positive and professional attitude. Despite significant pressure and challenging timescales, they remained focused on finding solutions, supporting suppliers and delivering for customers. Their collaborative approach inspired confidence across the business and established them as trusted experts in a complex and evolving area. The team also demonstrated innovation by creating new ways of tracking compliance, monitoring supplier progress and coordinating activity across multiple stakeholders. Their approach helped accelerate fleet readiness and turned what could have been a major operational challenge into a successful and well-managed programme. I believe the ARTS PSVAIR Team exemplifies the very best of customer service. Their initiative, commitment and customer focus have delivered a lasting benefit not only for ARTS and its customers, but for the wider rail industry. They are thoroughly deserving of recognition for the Customer Service award.
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Patrick Lawrence - GA ASB

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Patrick Lawrence for the exceptional professionalism, initiative and customer care he demonstrated while responding to an incident during an off-duty journey on 22 March 2026. While travelling between Letchworth and Cambridge, Patrick identified unusual behaviour from a fellow passenger. Despite not being on duty, he remained vigilant. After the individual threw a packet of Jaffa Cakes down the carriage – striking him – Patrick remained calm and composed. Recognising that the male appeared mentally unstable, he chose not to escalate the situation and instead continued to discreetly monitor his behaviour. Moments later, Patrick was approached by two French tourists travelling with their child, who were visibly distressed and believed the male was carrying a bladed item. Patrick immediately took ownership of the situation, reassuring the family and carefully clarifying what they had witnessed. Recognising the potential risk to passengers, Patrick contacted the British Transport Police before escalating the incident via 999. Throughout the journey, he maintained clear communication with the emergency services, provided accurate updates on the suspect's movements and followed all operational guidance. As concern grew within the carriage, Patrick remained calm, approachable and professional. He helped reassure passengers, advised them to move to safer areas of the train and supported another passenger who had contacted the driver using the emergency alarm. Patrick's decisive action and commitment to public safety transformed what could have been a frightening and chaotic situation into one that was managed calmly and safely until police arrived at Cambridge to arrest the suspect. By choosing to act despite being off duty, Patrick demonstrated the very highest standards of customer service. For this, we believe he is highly deserving of the Customer Service Team or Person Award.
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Paul Chambers - GA ASB

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Paul Chambers in recognition of the exceptional dedication, judgement and leadership he demonstrated responding to four separate suicide incidents between May 2025 and January 2026. As a member of our security team on the Greater Anglia network, Paul has consistently gone above and beyond his normal duties – drawing on his experience, judgement and specialist training to support a number of individuals facing mental health crises. Across four separate incidents, Paul has used his Samaritans Managing Suicidal Contact training to assess each situation, adapt his approach and build the trust needed to safely engage individuals in crisis. His calm decision-making and ability to respond appropriately have been instrumental in preventing incidents from escalating. He then remains with the individuals to provide ongoing care, empathy and support until the British Transport Police or emergency services arrive. His presence has consistently ensured that these vulnerable people were treated with dignity and respect during some of the most difficult moments of their lives. On several occasions, Paul has had to physically remove or restrain individuals from the platform edge; disregarding his own safety to prevent imminent harm, even when those individuals resisted. Paul's actions have had a significant impact – not only on the vulnerable people he has supported, but also on colleagues, passengers and the wider railway – by preventing incidents from escalating and helping to keep the network safe and undisrupted. His consistent courage, leadership and unwavering dedication to public safety have made an extraordinary impact to the rail network. For these reasons, we believe Paul Chambers is truly deserving of the Customer Service Team or Person Award.
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Real Time Information Group

Company Name
Transport for Wales
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Innovation & Technology Team Award Real Time Information Group – Transport for Wales Moving from 11th to 1st in the industry—and creating a clear performance gap to competitors—the Real Time Information Group has delivered one of the most significant improvements in customer information seen in UK rail. The Real Time Information Group at Transport for Wales identified a critical challenge at the heart of railway operations: delivering clear, consistent and customer focused information during disruption required significant manual effort, created inconsistency, and placed a high cognitive load on Control colleagues. Controllers were expected to craft detailed messages in real time, ensuring they met Customer Information Pledges while managing live operational decisions. This led to variation in how information was written, with different controllers using different formats and levels of detail. As a result, customers could receive inconsistent messaging, and it was difficult to harmonise standards across teams and operators. The challenge extended beyond clarity. Transport for Wales also struggled with Pledge H3, which measures how well operators communicate disruption duration and incident end times. In Period 1 2025, TfW ranked 16th in the industry (55%). The issue was not incorrect information, but omission—controllers, under pressure, were simply forgetting to include key timing details in manual messages. In Period 1 2024, this wider challenge was reflected in performance, with TfW ranked 11th in the industry for Pledge J3 (clear, jargon free information). The Real Time Information Group set out to fundamentally redesign how customer messaging is created. Working cross functionally across control centres and teams, the group rapidly developed and embedded a new approach while maintaining alignment across functions. This required harmonising ways of working, building consensus, and delivering change at pace in a live operational environment. In partnership with Tracsis, the group co developed the Customer Disruptive Messaging (CDM) capability within the Tracsis Information Manager (TIM)—a structured, templated solution that standardises messaging and embeds industry standards directly into the process. This innovation removed the reliance on manual drafting and introduced a consistent framework for every message. For the first time, it ensured that regardless of who writes the message—or which operator is involved—customers receive clear, consistent, and complete information. Critically, the solution addressed both clarity and consistency: • Messaging is now standardised, removing variation between controllers and creating a single approach across teams • Key information, including disruption duration and incident end times, is built into templates rather than relying on memory • Controllers experience significantly reduced cognitive load, allowing greater focus on operational decision making • Information is now delivered more consistently across Train Operating Companies, improving alignment across the wider rail network The impact has been transformational. Following implementation in late 2025, Transport for Wales rose from 11th to 1st in the industry for Pledge J3 by Period 1 2026, maintaining this position into Period 2. This represents a step change in performance. At the same time, performance against Pledge H3 improved dramatically—from 55% (16th place) in Period 1 2025 to an average of 86%, demonstrating the effectiveness of the templated approach in ensuring critical information is consistently provided. What makes this improvement even more compelling is the scale of outperformance. While TfW achieved 1st place, the next closest operator on the Wales Route ranked 8th in the same period—highlighting a clear and sustained performance gap driven by this innovation. This success was underpinned by strong collaboration. The Real Time Information Group brought together multiple functions and control environments, aligning teams while rapidly developing and embedding a new way of working. Tracsis played a key role in this success—partnering closely, trusting the group’s vision, and enabling the rapid delivery of a solution tailored to real operational challenges. This transformation has delivered: • Consistent, standardised customer messaging, regardless of controller or operator • Clearer, more complete information, improving customer understanding during disruption • Significant reduction in cognitive load for controllers • Step change performance improvement, moving from below average to industry leading • Effective cross functional collaboration and rapid innovation delivery The Real Time Information Group has not only introduced new technology but fundamentally redefined how customer information is created and delivered in real time. By embedding best practice into systems and reducing reliance on human memory under pressure, they have delivered lasting benefits for both colleagues and customers—and set a new benchmark for the rail industry.
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Richard Sutcliffe

Company Name
London Northwestern Railway and West Midlands Railway
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Richard is our Timetable Rolling Stock Manager, and is solely responsible for producing WMT's LTP unit diagrams. In isolation, this is a highly complex process, given that we operate almost 4,000 LTP schedules per week, across a number of depots with finite capacity and with a combination of electric and diesel traction of varying types that need to be cycled efficiently, for fuelling/CET/weekday to weekend operation etc. However, over the course of the last year, this process has been complicated exponentially by the inward cascade of new Class 730/0 and Class 730/2 units and the gradual but timely displacement of Class 323 and Class 350/2 units. From driver training requirements, Ops testing parameters, the movement and stabling of surplus units, temporary re-positioning within certain routes, and an ever-perpetuating churn of weekly STP overwrites to the base LTP position, strategically moving towards an end position, Richard has managed every single element himself, working tirelessly beyond what could be reasonably expected of any employee. As recently as 2024, our Cross City Line in Birmingham was operated with exclusively Class 323s and we had Class 350/2 units serving a number of routes, including West Coast Mainline South, Trent Valley, Birmingham - Northampton - Euston and Birmingham - Liverpool. We now find ourselves in a position, where we have 48 730/0 and 36 730/2s operating at their expense, with the Class 323s being successfully transferred to Northern Trains and the last 350/2 leaving the business in late 2025. Richard has overseen the weekly plan for every single of one of those trains against a series of deadlines, for which it is nigh on impossible to overstate the complexity. The simplest way I can attempt to articulate it is that we have had too many units for our natural stabling capability for a prolonged period of time and Richard has managed and overcome a cryptic labyrinth of riddles by effectively producing 40-50 highly complex and evolving stabling plans throughout the year. The new fleet has delivered significant amounts of extra capacity to benefit our customers, which 17 of the 20 most overcrowded services into and out of Euston having their capacity increased as a result of these new trains. In addition to this an extra 14,000 seats have been provided each week between Birmingham and Euston, primarily on weekends. Not only has Richard been instrumental in reducing overcrowding, he has also been instrumental in reducing the instances of toilets being locked out of use. His clever planning to rotate units better around depots means that more units visit CET locations than ever before, resulting in a reduction in the number of toilet stops and toilets being locked out of use. He has frequently sacrificed evenings and weekends, without complaint, to develop these plans and it is no exaggeration to say that WM Trains - and thousands of customers on our network - would be in an immeasurably poorer position today and not reaping the benefit of our brand new rolling stock, were in not for his diligence, professionalism, expertise and sheer brilliance that those around him know only too well. There is nobody who understands our operation quite like Richard does and he deserves recognition for the outstanding work he has undertaken.
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Rugby station team

Company Name
Avanti west coast
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Rugby station is classed as a small station, however it can be a very busy station for the west coast main line and it is very underestimated in terms of its size but the power the team have make this station stand out from the crowd is what makes it special. From disruption days to a ''normal'' working day, the team at Rugby always thrive to deliver the best customer service and give clear information to everyone, alongside this the team really pull together, they always help each other in different area's they look out for each other so if a bad day they will always check on each other, team leaders are full of support to each and everyone and they all know the stress impact that they each can have on a day to day basis. Yet again they do not fail on delivering the best customer service no matter the day they have. A highlight is knowing each and everyone who works at Rugby is there to assist, support and help where needed, they are never alone.
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Shahzada Kiyani

Company Name
London Northwestern Railway and West Midlands Railway
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Senior Conductor Shahzada Kiyani is an outstanding example of LNR and WMR’s vision of being “Proud to deliver your railway” and consistently demonstrates the values “Proud, Honest, Passionate & Proactive.” Since joining in January 2025, he has proven to be a highly professional, safety-focused, and proactive member of the team. He consistently performs his safety-critical duties to a high standard, actively applies feedback, and shows a clear commitment to continuous improvement. His approach to safety reflects the company’s “Keeping it Simple to be Safe” mindset, with steady daily progress, a positive attitude, and a strong focus on doing the right thing, making him an exemplary Senior Conductor. Shahzada’s impact on customer service is impressive. He is highly regarded by passengers, reflected in 14 separate pieces of positive feedback over nine months, praising his professionalism, calmness under pressure, and willingness to go above and beyond: whether resolving challenging situations, assisting vulnerable passengers, or providing clear communication during disruption. His strong revenue performance, consistent presence in internal communications, and repeated recognition for exceptional service demonstrate his dedication and capability. With clear ambition and exceptional performance, Shahzada is a rising star within the company and a truly deserving nominee for the Rail Staff Awards. Examples of praise for Shahzada Kiyani "I was travelling to Bloxwich on 11:15 service. Two young lads were loudly singing songs and they had very loud music on their mobile. I had my son and daughter with me. My son has autism and he was very disturbed with the loud music and singing. Perhaps every passenger was disturbed. Senior conductor Shahzada came over there and started to check every one tickets. He very sensibly approached those two lads and tried to make them realise that the music is too loud and disturbing other passengers plus those two lads didn’t have tickets on them. They started to abuse the conductor but the conductor kept his calm and other passengers backed the conductor as well. So he managed to take them off at Walsall. Although both lads verbally abused him before they got off but conductor kept his professionalism and didn’t give them any reaction and kept the train on time. Which made us very happy and satisfied and a lot of passengers praised him." "Train conductor Kiyani saw me getting on with the help of my daughter. He then came up to me to ask that where I am travelling to and he will help me getting off. I told him that I am getting off at Four Oaks. His call outs were amazing and kept us well informed of the main stations. He then helped me to get off at Four Oaks. Thanks to him and West Midlands Railway for providing the great customer care - really appreciated. You may receive separate comments by my Mrs as she was well impressed when I shared my great experience with her." "Hi, I would like to provide feedback about the excellent customer service which we received by Train Manager Shaz Kiyani. We needed some guidance to find out about our hotel called Raddisson Blu. He was incredibly helpful, provided me with great information and he was very professional in his approach whilst he was checking the ticket with a great friendly smile on his face, and even helped my wife to get off as we were getting off the train at Birmingham New Street. I am retired Project Manager of Transport for Wales and have special bonding with Railways and Railways Staff. His customer services skills and attitude was that good it made me create the time to provide him positive feedback. Please provide my feedback to the relevant department and managers. Thanks."
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Siemens Mobility Sentinel Operations & Competence Governance Team

Company Name
Siemens Mobility Ltd
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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.
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Solomon Nsubuga

Company Name
Carlisle Support Services
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Solomon consistently exemplifies the very best of our organisation, demonstrating exceptional commitment, compassion, leadership, and professionalism in everything he does. He regularly goes above and beyond the expectations of his role, placing the safety, wellbeing, and experience of customers, staff, and the wider community at the heart of his work Solomon does not wait to be asked before taking action. He has repeatedly stepped outside of his normal duties and comfort zone to address challenging situations at Walthamstow Central Station. Whether responding to incidents, supporting vulnerable individuals, or assisting colleagues, Solomon proactively identifies issues and takes ownership of finding solutions. A particularly notable example is his work supporting homeless and vulnerable people who position themselves at the station entrance. Rather than simply moving individuals on, Solomon takes the time to engage with them respectfully, assess their needs, and contact the appropriate support agencies and authorities to ensure they receive the help they require. His compassion and determination have made a genuine difference to the lives of many vulnerable people, with some individuals even returning to the station specifically to thank him for the support and kindness he provided during difficult periods in their lives. The impact of Solomon’s actions extends far beyond his immediate responsibilities. His interventions have helped improve the safety, security, and overall environment of Walthamstow Central Station for customers, staff, and vulnerable members of the public alike. Most significantly, Solomon has been directly involved in life-saving incidents where his calm approach, quick thinking, and professional actions have contributed to protecting the wellbeing of members of the public during critical situations. In addition to his customer-facing achievements, Solomon has had a lasting impact on his colleagues. He actively supports station staff, particularly new starters, ensuring they feel welcomed, valued, and confident from day one. His willingness to share his knowledge and experience helps build stronger, more capable teams and contributes directly to a positive working environment. His influence creates benefits not only for his local team but also for the wider organisation through improved staff confidence, engagement, and customer service standards. Solomon is a role model for the values and behaviours we aspire to as an organisation. No matter how challenging the situation, he remains positive, approachable, and professional. His calm and resilient nature inspires confidence in both colleagues and customers. He genuinely cares about the people around him and is always willing to offer support, advice, and encouragement. New members of staff often cite Solomon as someone who helped them settle into their role and feel part of the team. His positive attitude is infectious, helping to boost morale and foster a culture of teamwork, respect, and inclusivity. His dedication to helping others, whether they are colleagues, customers, or vulnerable members of the public, demonstrates the type of leadership and personal integrity that makes a lasting difference. Solomon is a role model for the values and behaviours we aspire to as an organisation. No matter how challenging the situation, he remains positive, approachable, and professional. His calm and resilient nature inspires confidence in both colleagues and customers.
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St Pancras Station GPR's - Rad, Mo, James, Abu, Jude, Nathan

Company Name
Govia Thameslink Railway
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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.
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Susan Temple

Company Name
ScotRail
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Susan Temple is my nominee for a Person Award. Susan has been employed by ScotRail for over 20 years, and works at Johnstone Station in Renfrewshire. Johnstone is a busy station from early morning until late evening as people travel into Glasgow one way and out to the west coast the other way. Susan is a well- known face not only to the Johnstone community but to Scotrail users far and wide. It’s all first name terms for Susan whether that is behind the counter or in front of it. Customers respect her professionalism and her advice but they also love her cheery nature. Despite the heavy footfall at the station, Susan always has time to say hello to every customer, is never miserable and, if time permits, shares a bit of banter here and there. Throughout the day, as well as issuing tickets, passenger assists and keeping the station clean and tidy, Susan deals with all manner of situations. There are neighbours with dementia who are often bewildered; the elderly who can’t come to grips with technology; the lonely who seem to gravitate to Johnstone station -to Susan because she is someone they trust, someone who is kind and who will help them and most importantly , they feel safe with her. Susan gets to the root of their travel problems and sometimes just everyday concerns, and they go on their way having felt listened to and reassured. The station was particularly busy recently due to the Commonwealth Games being held in Glasgow and surrounding areas. New ScotRail customers from overseas needed a bit of extra guidance -not just to Glasgow but further afield. Susan was patient, informative and helpful, proving that she is a great ambassador for ScotRail and its customers -regular or new ones. At times inevitably there are difficult, and sometimes abusive customers but Susan will remain professional when dealing with their problems or their behaviour. Susan is calm and polite, often diffusing situations -and tempers, as she remains resolute. She takes this, and all situations in her stride -all part of the job, she says. Susan has unfortunately had fatalities when on duty and on each occasion has given the utmost respect to the deceased, dignity to the situation and co-ordinated and worked with the relevant agencies professionally. These are traumas for everyone concerned yet Susan seems to be able to cope for everyone. Johnstone Station is a welcoming, clean and tidy space for people to start their journey. It is a friendly place where people pass the time of day and chat - of course about the weather, perhaps about the football or what was on the telly. Customers can also chat about books as Susan has set up a little library where customers can browse book shelves while waiting for their train. The point about the place is that Susan engenders a good atmosphere for ScotRail users. She unites people for the good. Her public facing role at ScotRail brings Susan into contact with charity sector workers who use the station. She is the ‘go to’ person for charity donations and through her many contacts, Susan is able to help so many projects and individuals. Her care for community and charity work have been recognised by the MSP for Renfrewshire and Levern Valley, Tom Arthur. Susan was named as his Local Hero and she was invited to meet the King and Queen at Holyrood at the State Opening of Parliament in June this year. Recognition like this brings to the fore the importance of community, customer service and care and going the extra mile beyond the job. When Susan is praised or thanked by customers, as she often is, she will say that it’s all in her day’s work, but Susan will always go that ‘extra mile’, unseen to many, every day for her customers. Other staff often look to Susan for advice and guidance and enjoy working with her. She takes responsibility, gets things done, supports her colleagues and never lets them down. Susan is always one step ahead and is excellent at anticipating the next move and possible consequences. If there are delays or signal failures that affect the Johnstone area, or at times cancellations, Susan quickly gets a message out on Facebook giving information and updates to perhaps save people coming to the station and so avoid delays to their travel plans. She also puts on general things of interest, upcoming events, appeals or whatever, Susan takes the initiative, thinking of her customers. This is very helpful and something that she doesn’t have to do but does it because she cares. I believe that Susan’s ‘extra mile’ efforts and the genuine care and attention she shows to ScotRail customers, colleagues and others should be seen and recognised. All the little extra things that she does to help things run smoothly at the station, reflects in a positive on ScotRail. Happy customers come back! I hope Susan is considered for this award. She deserves it.
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The Carlisle Support Services and Chiltern Railway Revenue Protection Team

Company Name
Carlisle Support Services and Chiltern Railway
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The Carlisle Support Services and Chiltern Revenue Protection Team have demonstrated exceptional professionalism, resilience and teamwork during a period of significant change across the Chiltern Railways network. Their contribution goes far beyond protecting revenue; they play a vital role in keeping passengers safe, supporting customers and helping shape the future of the railway. The impact of their work is clear in the results they have achieved. Importantly, their work is producing measurable results. The latest ticketless travel survey shows revenue at risk has fallen to 3.369%, compared with 3.745% in March and 3.890% in December. This is the lowest level recorded since before COVID-19 and provides clear evidence of the team's impact. One station in particular has become a pivotal part of Chiltern’s new revenue protection concept: High Wycombe station, where they have introduced some of the most advanced Gateline technology in the industry. The new barriers feature 12–15 sensor beams, compared with single-beam systems previously used, and are designed to detect attempts to push or bypass the gates. The technology is also capable of integrating with CCTV and imagery systems, creating opportunities for enhanced detection and deterrence as legislation develops. The team has embraced these changes and supported the phased opening of the new Gateline, a visible presence wherever gates have been unavailable, ensuring passengers cannot exploit the transition period and providing safety and security where weaknesses have been identified. Their teamwork extends beyond revenue protection. The team works closely with Chiltern’s Customer Service colleagues, particularly where passengers may face language barriers, ensuring communication remains clear, respectful and effective. They understand that education leads to better behaviour and use every customer interaction as an opportunity to explain railway rules, encourage positive behaviour and prevent incidents before they happen. This educational approach is particularly important as former TransPennine Express trains are introduced into Chiltern’s current fleet. The team will help passengers, including young and first-time railway users, understand the differences between the new trains and the previous fleet. This includes explaining the layout and appropriate use of the former TPE carriages, including the area designated as first class on the original trains but not used as first class in its current operation with Chiltern. The team also plays a crucial role in deterring antisocial behaviour, responding to short-notice deployments and supporting wider joint railway operations. Their collaborative approach has contributed to making locations such as Wembley safer, while their willingness to support Chiltern with deployments demonstrates a commitment that goes well beyond their individual responsibilities. What makes this team deserving of Team of the Year is not simply the results, but how they have achieved them whilst remaining professional, adaptable and consistent. They have supported major changes, protected revenue, improved passenger safety and worked collaboratively across teams. The Revenue Protection Team embodies what teamwork on the railway should look like: professional, resilient, adaptable and united by a shared commitment to keeping the network safe, fair and confident for everyone.
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The Commercial Team

Company Name
Readypower Rail Services
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Our Readypower Rail Services Commercial Team don't just sell the job, they know it inside out. Most of them still work on the machines themselves at weekends, so when they're advising our clients, they're speaking from direct, current experience of the job, not a sales script. The team comprises of: Jamie Trewren Adam Broad Gavin Howells Dave Burns Gareth Daly Mike Cartwright Kenneth Riley Gary Withington Dion Dexter Mark Lowles Mike Barnby There are 11 people in the team: Contract Supervisors, staff working 'implant' directly with clients, Commercial Managers, and the Head of Commercial. Most were brought in from Readypower's own teams on the ground, identified and recruited personally by the Head of Commercial, who had worked alongside them and knew they'd be a good fit for client-facing work. Initiative Nine of the eleven team members still work on the tools themselves. On new, high-profile jobs or with new customers, they routinely put themselves on the first shift rather than sending someone else out to represent the team. Nobody has to ask them to do this, it's how they choose to handle the jobs that matter most. A clear example is the recent job for NWR Smethwick. On a site walk, the client was worried the job wasn't achievable. One of our Commercial Managers Adam Broad suggested using superbugs to handle the heavy lifting, a solution that came directly from his own hands-on experience of what the machines could do. The client appreciated the knowledge shared and the project has since completed successfully. Impact Because our Commercial Team have the specialist knowledge to provide the right equipment for a job, our clients trust that Readypower Rail Services will deliver. Five members of the team currently sit within client offices as part of implant special projects arrangements including on the Transpennine Route Upgrade, AmcoGiffen, CRSA Doncaster, NWR Doncaster and CRSA Aston. Having Readypower staff embedded in-house with clients like this is unusual in the industry, and it's been followed by a noticeable increase in the volume of work coming from those clients. Gary Lynam and Gavin Howells, both members of the Commercial Team were directly involved in delivering the Hawarden Blockade for Network Rail via AmcoGiffen. Gary and Gavin were both involved during the planning stages, with Gary also working on site and driving on the project. Following the safe and successful hand back of the structure, Network Rail's Senior Portfolio Manager wrote to thank everyone involved, describing the project's "novel techniques" and stating that "all involved should be incredibly proud." AmcoGiffen's own Senior Project Manager forwarded the message on, thanking the wider team and supply chain for the "dedication, coordination and resilience" shown throughout, adding that the work had been "months in the planning." Attitude The team is known for having big characters, and that comes through in how they operate on site. Clients see the same people show up, job after job, and trust that whoever's in charge that day knows what they're doing. In many instances, where we place a team member in-house with a client, the purpose is to build a relationship and become part of the client team. CRSA Doncaster is a good example of this approach. Readypower Rail Services didn't originally do any work for this client, but when an opportunity came up on plain line renewals, the team placed Kenny in there. The business now delivers all of that work, and since Kenny has been on site he's gone on to pick up further work from another team, S&C. The S&C relationship didn't start well. They'd previously used AP Webbs and made it clear they didn't want to work with Readypower Rail Services, taking any opportunity to report issues and letting it be known on site. Jamie Trewren, our Head of Commercial went out with members of the team - Kenny, Adam and Gary on the first job and between them they turned it around, building strong working relationships over the course of the weekend and changing what had been a difficult relationship into a good one. Innovation Having a commercial team where the large majority have operated the machines themselves, and still do, isn't standard practice in the industry at this scale. Most commercial or sales teams in rail plant hire don't put their people on the tools, let alone on the first shift of a new client's highest-profile jobs. The Network Rail Smethwick job is a good example of this in practice: a client's doubts about whether a job could even be done were resolved on the spot by someone in the commercial team who had the practical knowledge to propose a working solution there and then. This is a deliberate way of working that our Rail Services Team has built, and it's a large part of why clients trust this team's recommendations over a purely sales-led approach.
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Tom Cutter

Company Name
Greater Anglia
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Tom Cutter is someone who has developed enormously throughout his railway career and is a great example of what can be achieved through hard work, commitment and a genuine passion for looking after customers. After spending more than 10 years working on the platforms at Chelmsford, Tom was recently promoted to a WSR (With Supervisor Responsibility) position at Witham Station. Having seen Tom's journey over the years, the progress he has made from where he started to where he is today is something that deserves real recognition. One of Tom's greatest strengths has always been his communication with customers. He understands how important good, timely information is, particularly when things go wrong. During disruption, Tom is constantly making announcements, liaising with Control and doing everything he can to ensure customers understand what is happening and what their options are. Tom doesn't simply make announcements because it is part of the job; he takes pride in them. His clear, confident and engaging style has become something he is known for at Chelmsford. His announcements have even attracted recognition beyond the railway. Chelmsford City Council chose to film Tom delivering a poem over the station's public address system, demonstrating just how distinctive and engaging his communication with customers has become. What makes Tom particularly deserving of recognition, however, is the journey he has been on. He has spent more than a decade developing his experience on the frontline, learning the railway and building his confidence before taking the next step into a role with greater responsibility. His recent promotion at Witham is thoroughly deserved and represents the next chapter in that journey. Tom has shown that excellent customer service isn't just about getting people from A to B; it is about being visible, communicating clearly, taking ownership and being there for customers when they need you most. Tom has come a long way during his railway career, and I am incredibly proud of the progress he has made. I believe he deserves recognition not only for the excellent service he provides to our customers every day, but also for the commitment and determination that have enabled him to progress from a long-serving member of the Chelmsford platform team into his new supervisory role at Witham.
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Warrington Bank Quay

Company Name
Avanti West Coast
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Warrington Bank Quay Station consistently goes above and beyond to deliver an exceptional customer experience while maintaining the highest standards of safety and operational performance. The team combines outstanding platform management with a genuine passion for customer service, which has been recognised by the RSSB. They use the teleque system effectively, bringing personality, flair and professionalism to their announcements and interactions. This helps customers feel informed, reassured and, importantly, reduces anxiety during busy and challenging periods. The team is highly proactive, constantly anticipating what could happen and being proactive before issues arise. They work exceptionally well together, communicating and coordinating effectively to keep the operation running smoothly, even under significant pressure. Their approach to platform management is highlighted within RSSB's work on Platform Train Interface safety, demonstrating the wider value of their practice. This is particularly evident during Creamfields, when Warrington Bank Quay experiences significant additional pressure from an event attracting around 80,000 attendees. While not all attendees travel by rail, the scale of the event presents a major operational challenge. Each year, Warrington's team together with the wider business, develops and reviews its Safe System of Work, learning from previous years and continually evolving its approach to make the operation safer, smoother and better for customers and staff. What sets this team apart is their mindset they anticipate, innovate, reflect and improve. They consider every scenario, support one another and maintain a positive, resilient and customer focused approach throughout. Warrington Bank Quay Station demonstrates all four qualities the judges are looking for: initiative through proactive ownership, impact through safer and better customer experiences, attitude through exceptional teamwork and resilience, and innovation through continuous improvement. They truly deserve this award.
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15
EQUALITY, DIVERSITY & INCLUSION TEAM OR PERSON AWARD

Ability Co-Chairs (Shelley & Gerrard)

Company Name
GWR
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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.
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Alasdair Lannigan

Company Name
Network Rail
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This year, Alasdair has shown outstanding dedication as a mentor to a young person involved in the Career Ready programme. This initiative connects young people from under-represented backgrounds with the world of work, offering invaluable experiences, career guidance, and a supportive professional network. Alasdair has been a passionate ambassador for the programme in Scotland and an inspiring role model to his mentee. He consistently went above and beyond — visiting the student at school, delivering a thorough induction into Network Rail, and creating a well-structured timetable that fostered meaningful learning and personal development. Thanks to Alasdair’s commitment, the mentee gained a strong understanding of the rail industry and felt genuinely welcomed and supported throughout their journey. It was a privilege to witness the rapport Alasdair built with his mentee. His ability to create a positive, inclusive environment enabled the young person to fully engage and make the most of their experience with Network Rail. Alasdair’s involvement in the Career Ready programme has had a positive ripple effect across the team, inspiring others to step forward as mentors. His leadership and enthusiasm have helped build momentum around the initiative, highlighting the importance of fostering a more open, diverse, and inclusive industry. The programme offers young people — particularly those from under-represented backgrounds — a valuable opportunity to gain real-world experience, build confidence, and develop skills that support their transition into further education or employment. Alasdair worked closely with his mentee to nurture not only technical knowledge but also essential soft skills. By involving him in meetings and encouraging active participation, he created a safe and supportive space where the student could grow, express himself, and gain insight into professional life. While the work of the maintenance department is critical, Alasdair recognised that for Career Ready students, developing workplace competencies such as communication, teamwork, and self-confidence is equally important. His thoughtful approach ensured these areas were meaningfully addressed. The experience was mutually enriching. Alasdair gained fresh perspective and personal fulfilment from the mentoring relationship, while the mentee left with a clearer sense of direction and greater readiness for the future. I’m incredibly proud of Alasdair’s contribution and the lasting impact he’s made — not only on his mentee, but on our wider team and the industry as a whole.
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Beyond Barriers Social Mobility Employee Network

Company Name
Beyond Barriers
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Social mobility affects who gets opportunities, who progresses, and ultimately who feels they belong. Despite that, it's rarely discussed openly. Beyond Barriers set out to change that. Recognising a gap that existed across the rail industry, this volunteer-led team took ownership of an issue that had no obvious home and created the rail industry's first cross-industry social mobility network. Rather than focusing on one organisation, they brought colleagues together from across the sector to better understand the barriers people face and, more importantly, what can be done about them. In just 12 months, Beyond Barriers has grown to 399 members from 61 organisations, demonstrating both the appetite for this conversation and the credibility the network has earned. What makes Beyond Barriers different is its focus on lived experience. The team has brought together senior leaders, industry experts and colleagues with lived experience to share honest stories about the challenges they've faced. Those conversations have helped people better understand barriers that can often go unseen and creating a stronger sense of belonging for those who may previously have felt excluded from the conversation. The team hasn't stopped at raised awareness. They've created momentum. Through five industry events, front line station engagement sessions, union briefings, newsletters, a YouTube channel and an industry-wide mentoring programme ready to launch, they've turned discussion into action. Their influence is already extending beyond the network itself. Beyond Barriers is now one of seven partners in the Rail Sector Social Mobility Programme, ensuring employee voices help shape how the industry approaches social mobility in the future. Focus groups with frontline colleagues have also provided valuable insight into where barriers exist and where change is needed most. The impact is clear. More people feel confident sharing their experiences. Leaders have a better understanding of the challenges colleagues face. Organisations are learning from one another rather than working in isolation. Most importantly, the industry is starting to come together and unite around a shared ambition to create opportunities for everyone, regardless of background. For a network that is only a year old and run entirely by volunteers alongside their busy and varied day jobs, that is an exceptional achievement. Beyond Barriers has challenged assumptions, connected people across organisational boundaries, and built something that continues to grow in reach, influence and impact. Beyond Barriers has shown what can happen when passionate people come together around a common purpose. In just one year, it has grown from an idea into a recognised industry voice, helping rail become a more inclusive industry for today's workforce and the generations that follow.
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Clare Caddick

Company Name
LNER
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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,
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Elsie Brewster

Company Name
Network Rail
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Elsie, Co-Chair of Inspire, has consistently taken the initiative to look out for colleagues, check in and ensure colleagues feel comfortable at work. This is both in her day job and in her voluntary work throughout the business. In one particular instance, Elsie was the single personal to make a colleague's return to work after maternity leave feel supported. This colleague was having a difficult time adjusting to work post-maternity leave, with policies and processes that were not designed to support returners, and left this individual in a really difficult situation not knowing how to get things resolved. Elsie specifically went out of her way to support them, not only providing a listening ear, and a reminder of their value in the workplace, but took it upon herself to challenge the wider business to ensure that this issue is not repeated for others. Elsie is tenacious, kind, determined and incredibly generous, and actively puts other people first in ways that make them feel heard, valued and supported - the impact of this cannot be underestimated. Throughout my time knowing Elise, she has maintained a positive, resilient attitude towards diversity and inclusion, being an active member of the gender equity network at network rail, Inspire, as co-chair of Eastern Inspire. . This has involved running events and contributing to D&I in multiple areas across Network Rail. Elsie represents the best of people, offering a safe space, her kindness, and is a huge asset to the ED&I space, with a determination to consistently drive forward to make the world a better place for everyone in it. Elsie is an absolute joy to work with, and I know she is someone who her colleagues look up to and admire. She deserves to be publicly recognised for all of her hard work
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Ibtisam Saeed

Company Name
Network Rail
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Ibtisam is an outstanding role model. Her courage, compassion and commitment have made a lasting difference to colleagues across Network Rail. Following the murder of George Floyd, Ibtisam recognised that colleagues from minoritised backgrounds needed a safe and trusted space. She didn’t wait to be asked or assume someone else would act, and she founded the Cultural Fusion employee network in Network Rail’s Wales and Western region. This created a space where colleagues could celebrate cultural difference and speak honestly about racism and inequality, providing a psychologically safe environment that didn’t formally exist before. It raised awareness of the systemic challenges faced by minoritised colleagues, helped people to listen, learn and have conversations that were not happening elsewhere in the region. What started as a regional network grew in influence. Ibtisam went on to become elected as Co-Chair of the national Cultural Fusion network. This is a voluntary position that she carries out alongside her day job. She gives her time and energy because she genuinely cares about making a difference - her commitment is driven by passion, not status or reward. Ibtisam has also helped to bring colleagues’ lived experiences into wider conversations across Network Rail. Her approach is inclusive and intersectional. She champions gender, age, LGBTQIA+ and disability inclusion, as well as racial equality. Ibtisam understands that people’s identities and experiences overlap and works hard to ensure that no one is overlooked or left unheard. Her leadership has been even more evident over the past two years. During the riots of 2025, Ibtisam was subjected to racial abuse and became too afraid to leave her home. Despite what she was experiencing, she continued to support others. Many colleagues felt frightened and unsupported during this time. Ibtisam gave them a safe place to talk and offered reassurance and practical support. This was especially important for frontline colleagues who face discrimination and abuse at work. At a time when she was dealing with fear herself, she still chose to be there for others. Following the death of Professor Jason Arday in 2026, Ibtisam once again supported colleagues through a deeply difficult time. She created space for people to reflect, grieve and feel heard. She approached those conversations with care, empathy and respect. This is who Ibtisam is. She sees where support is missing and does something about it, bringing people together and giving them the confidence to speak. She leads because she believes everyone deserves dignity, safety and respect at work. Ibtisam truly deserves to be recognised as a role model. She has created change without being asked, built something with influence beyond her immediate workplace and supported people when they needed it most. She does all of this voluntarily, alongside her day job, because she is committed to making Network Rail a better and more inclusive place.
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Inspire

Company Name
Network Rail
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Initiative: Inspire is Network Rail’s biggest employee network, focussing on gender equality. It has more than 2,700 members and welcomes colleagues of all genders as members and allies. Through monthly national newsletters, SharePoint resources, Teams engagement and events, Inspire has provided a trusted community for colleagues across frontline, regional and corporate roles to connect, learn, share lived experience and access support. In the last year alone, Inspire has delivered over 60 online and in-person events with a total attendance of 1,286 with an average attendance of 92 people per session, giving members repeated opportunities to build confidence, widen networks and take practical action on inclusion. As events are recorded, we know have a catalogue of over 80 videos on Inspiring Senior Leaders, Inspiring Careers, career development, health (men and women), VAWG, allyship, pensions and pay, and more. Impact: Created and developed the Inspiring Careers programme in 2026, building on the success of the Inspiring Senior Leaders series to showcase career pathways across Network Rail and make progression routes more visible, practical and inclusive. The programme gives colleagues access to people at different stages of their careers, helping them understand what sits behind job titles, how progression can happen in practice and how specialist roles connect across the business. This benefits members by improving visibility of routes into technical, operational and leadership roles, while helping Network Rail attract, support and retain diverse talent. So far we have delivered three of these sessions with more lined up for the next four months and has had a direct impact on colleagues and year in industry students by creating opportunities to shadow teams after learning more about them. Delivered activity including: • Women in STEM and International Women in Engineering Day activity - improving visibility of women in technical and engineering roles and encouraging colleagues to consider wider career pathways as well as opportunities to speak to students to highlight possible careers in the railway and representing females in STEM fields. • International Women’s day, several in-person and online events including Menopause talk with MP Carolyn Harris and Q and A with Maggie Alphonsi. • Inspiring Careers sessions, including Strategic Planning and Advanced Timetabling, using presentation and Q and A formats to demystify specialist roles and progression routes. • Ongoing work to surface diverse career stories from across Network Rail, with interest generated from colleagues and teams wanting to contribute future sessions. • Violence against women and girls work, including training delivered from local women’s aid on domestic abuse awareness, supporting Network Rail’s sexual harassment prevention plan, colleagues sharing their own experiences of domestic violence and bystander intervention training attended by 227 colleagues. • Delivered health and wellbeing events, including activity linked to World Suicide Prevention Day, men’s mental health and menopause, helping break stigma and signpost colleagues to support. • Collaborated with Family Focus and Care on ‘Outside the 9–5’, supporting colleagues in the sandwich generation and recognising that inclusion is intersectional. Engaged senior leaders and decision makers to drive inclusive change: • Continued the Inspiring Senior Leaders programme, giving colleagues direct access to senior leaders and opening honest conversations around career progression, confidence, leadership and representation. To date we have held 28 of these sessions and have several more lined up. • Worked with senior stakeholders and the national EDI Team on organisation-wide topics including hybrid working and sexual harassment prevention • Demonstrated that employee networks can be a credible source of insight, challenge and partnership, helping Network Rail make decisions that are safer, more inclusive and more responsive to colleague experience. Innovation: • Partnered externally with Women in Transport and Siemens Mobility to create networking opportunities that connected Network Rail colleagues with wider industry peers and mentors. • Progressing towards the 2026 Inspire Conference as a flagship hybrid event for up to 150 in-person delegates and up to 1,000 virtual participants, with a target of at least 20% frontline representation and from across the wider industry, to prepare our members for a future of collaborative rail. Attitude: Why this matters for members and Network Rail: Inspire’s work creates measurable and practical benefits. For members, it provides community, visibility, confidence, development opportunities and trusted routes to support on issues such as safety, career progression, wellbeing, menopause, domestic abuse, allyship and workplace adjustments. For Network Rail, Inspire helps turn lived experience into better workplace practice, strengthens retention and engagement, supports safer and more respectful teams, and builds the inclusive culture needed as the industry prepares for Great British Railways. These achievements show a network moving beyond awareness-raising into sustained action: influencing policy, delivering practical support, creating development routes, collaborating across the rail industry and giving colleagues the tools and confidence to challenge non-inclusive behaviour.
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Internal campaigns team

Company Name
Network Rail
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Network Rail has one of the most geographically dispersed workforces in the country, with around 42,000 colleagues working across a range of environments. The workforce has historically been male-dominated, with women representing around 20% of employees. Combined with isolated working conditions and a traditionally masculine workplace culture, this created specific challenges around sexual harassment, which meant the issue was significantly underreported across the organisation. The national internal campaigns team was formed in September 2025, bringing together three colleagues who had not previously worked together before. Almost immediately, we jumped into designing and delivering a national behaviour-change campaign on one of the most sensitive topics a communications team can tackle, with a three-month deadline. The introduction of the Worker Protection Act added further urgency, placing new legal responsibilities on the organisation to take proactive steps to prevent sexual harassment. Listening exercises across Network Rail confirmed the scale of the problem: colleagues reported they didn't trust concerns would be handled appropriately, were unsure what constituted sexual harassment, and felt uncertain about how to intervene safely as bystanders. Our role was to ensure our colleagues understood, trusted and used these mechanisms, closing the gap between formal protections and the lived reality of our workforce's most vulnerable groups. Initiative: This was not a task handed down with a ready-made brief. We took ownership from the outset, independently identifying the specific barriers preventing equity and inclusion at Network Rail before designing a response. Drawing on the varied experience and knowledge of each team member, we ensured every element of the campaign was evidence-led, grounded in internal insights, employee listening and behaviour-change research, rather than defaulting to a generic campaign template. Recognising that a one-size-fits-all approach would fail a workforce as diverse in role, environment and vulnerability as Network Rail's, we proactively segmented our audience into victims and survivors, bystanders, and potential perpetrators, tailoring messaging to each. Mindful of the predominantly male workforce, we deliberately framed sexual harassment as an issue rooted in power imbalance rather than a male-to-female problem, avoiding harmful stereotyping while still acknowledging that women, ethnic minorities and younger colleagues are more vulnerable to harassment. This nuanced, proactive framing reflects a genuine ownership of the inclusion challenge, rather than following a template campaign brief. When regional colleagues were struggling to print and produce campaign collateral, we didn’t wait to be asked for help. We spent significant time and budget providing collateral directly, ensuring no location was excluded from the campaign's protective and inclusive intent. Impact: The results go far beyond a localised win. Within six months of launch, monthly reporting of sexual harassment at Network Rail increased by over 230%, substantially exceeding the national reporting rate and demonstrating a fundamental shift in colleague trust and confidence. In parallel, 88% of respondents in the 2026 annual employee engagement survey reported they now understand how to report sexual harassment, a measure of comprehension rather than simple awareness. Thanks to this work, more than 76 people felt safe enough to report incidents of sexual harassment, enabling the organisation to take meaningful action. This rise disproportionately reflects women and other marginalised groups in a male-dominated industry, who now feel safe, understood and confident enough to speak up. Most powerfully, two colleagues stated directly that they would not have reported their experience had it not been for the campaign and its zero-tolerance message, direct evidence of real-world impact on the safety of vulnerable colleagues. Our team's commitment to inclusive practice extended to delivery. When colleagues in one department raised concerns about the campaign messaging on bathroom mirrors, we investigated thoroughly and adapted materials for their shared spaces, reflecting the specific needs of a high number of neurodiverse colleagues. Acting on employee testing during development, we also ensured some bathrooms remained free of collateral, preserving them as safe spaces for anyone who might be triggered by the content. Attitude: Working together as a newly formed team under significant time pressure, and on one of the most sensitive topics a communications team can tackle, we maintained a resilient, purposeful presence throughout. Passionate and committed to making a real difference to Network Rail's culture, we worked intensely to ensure the campaign reached over 200 locations and 42,000 colleagues, a scale rarely achieved by a team of this size in such a tight timeframe. Our attitude is reflected in the care we brought to a genuinely difficult subject: the campaign toolkit was treated as a living resource, regularly updated in response to colleague feedback, and we remained responsive and dynamic throughout delivery rather than treating launch day as the finish line. This positive, values-driven approach helped embed a zero-tolerance culture and set a model for how the organisation can tackle sensitive equity issues with both authority and empathy. Innovation: The campaign did not follow a standard internal communications playbook. We developed a lead creative concept, "Know the Line," rooted in distinctive railway vernacular and imagery, using the traditional yellow platform-edge line to create a memorable, non-judgmental prompt recalled in the moment by a bystander deciding whether to act, or a victim considering whether to report. We pushed the boundaries of collateral used at Network Rail, choosing bathrooms and using mirror vinyls, as a deliberate location for sensitive messaging, recognising these as spaces where distressed colleagues seek privacy. The launch itself broke from convention: a dynamic company-wide video from the Chief Executive featured leaders from HR and Safety as policy owners, alongside voiceovers of real colleague experiences, rather than a standard leadership message. Delivery was innovatively phased, with a high-impact launch followed by a second phase of animations addressing colleagues' most common questions. In some of the most remote areas of the railway, this inventive, tailored approach saw QR codes scanned at rates between 400% and 6,400% above typical internal communications benchmarks. By combining creativity with practical local activation, our small team changed the conversation, strengthened confidence to speak up and helped make Network Rail safer, more respectful and more equitable.
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James Gossage

Company Name
London North Eastern Railway
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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)!
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Rail Engineering Department - James Watt college

Company Name
Birmingham Metropolian College
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The Rail Engineering Delivery Team at James Watt College is an outstanding example of how education, industry expertise, diversity, and community engagement can transform lives while helping to meet the future workforce needs of the UK rail industry. At the heart of the team's success is a simple belief: no one should be left behind. By celebrating culture, diversity, and creativity, the team has created an inclusive learning environment where individuals from all backgrounds are given the opportunity, support, and encouragement to achieve their potential. The provision is designed not only to develop technical rail skills, but also to build confidence, resilience, and ambition in those who may never have believed a career in the rail industry was possible. The delivery model supports local, regional, and national economic growth by tackling the skills gap within the rail sector and creating a pipeline of work-ready talent. Working in partnership with employers, the Department for Work and Pensions (DWP), probation services, and community organisations, the team provides opportunities for individuals whose life chances may have been affected by personal circumstances, educational history, unemployment, or previous convictions. Over the last four years, the team has supported more than 500 learners to achieve the Level 2 Diploma in Rail Track Maintenance, with many progressing directly into employment with Network Rail and its supply chain partners. Many learners come from some of the most deprived communities across the West Midlands, making the impact of the provision truly life changing. The diversity of learners closely reflects the demographics of Birmingham and the surrounding area. Learners are recruited from a wide range of backgrounds and are supported equally to achieve success. The team's approach ensures that individual needs are identified early and that appropriate support is provided throughout the learner journey, resulting in consistently positive outcomes across all groups. A significant strength of the programme is its NSAR-approved rail training facility, which includes realistic rail infrastructure such as overhead line equipment, switches, crossings, and track systems. This enables learners to develop the practical skills, behaviours, and confidence required to enter a safety-critical industry in a safe and controlled environment. The quality of training is further enhanced by tutors who continue to work within the rail industry, ensuring that their knowledge remains current and directly relevant to employer expectations. What truly distinguishes the team is its commitment to supporting the whole individual. Through an open-door, wraparound approach, learners receive mentoring, guidance, and additional support whenever required. This has enabled many individuals to overcome significant personal barriers, including substance misuse, low confidence, and long-term unemployment. The impact extends far beyond qualification achievement. Learners gain purpose, stability, and a pathway to sustainable employment. Many former learners remain in contact with the department, returning to share their experiences and inspire future cohorts. Their success stories are a testament to the dedication, professionalism, and compassion of the delivery team. Through outstanding educational delivery, industry collaboration, and a genuine commitment to social mobility, the James Watt College Rail Engineering Delivery Team is developing skilled rail professionals, strengthening communities, and changing lives. Their exceptional contribution to learners, employers, and the wider rail industry makes them a highly deserving recipient of the RailStaff Awards 2026 Team of the Year Award.
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Robert Plummer

Company Name
Heavy Haul Rail
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Initiative: Bob always has a kind word regarding all staff particularly Network Rail, he values diversity and inclusion and promoted it in all interactions. He fosters good relations with all staff, internal and external and lifts team spirits. He has a fantastic can-do attitute. Impact: Bob's positive attitude rubs off on Control staff around him, lifts spirits and has an all round positive influence on the team dynamic. Attitude: As previously mentioned Bob's can-do attitude coupled with his energetic demeanour sets the benchmark for others to follow. He embodies the values that all staff should strive to emulate. Innovation: Bob meets rostering challenges head on and while it can be easy to complain about breaks in the system Bob doesn't seem to let if faze him. He attacks problems with vigour and enthusiasm and documents it thoroughly. Staff who are new to the role of Controller have benefitted from Bob's cheerfulness and advice.
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Sam Mather

Company Name
CrossCountry
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Sam Mather is being nominated for the Equality, Diversity & Inclusion Team or Person Award in recognition of his outstanding commitment to making the railway more accessible, inclusive and welcoming for customers and colleagues alike. Despite working in a small team (of one!), Sam remains ever contactable, always responsive, and always has the answer. Since becoming CrossCountry's Accessibility & Inclusion Manager in September 2022, following a range of roles in accessibility and assurance, Sam has become the CrossCountry’s leading expert on accessibility, equality and inclusion. He is the trusted point of contact for colleagues across the organisation, providing expert advice on everything from customer accessibility issues and Equality Act considerations to operational incidents, policy development and colleague training. What makes Sam's contribution particularly impressive is the breadth of his responsibilities. As a team of one, he supports colleagues from across the business, often balancing multiple priorities while ensuring accessibility remains at the heart of decision-making. Whether advising on complex customer cases, supporting legal and court proceedings, reviewing incidents or helping develop guidance and training materials, Sam combines expert knowledge with genuine empathy and care for those affected. A key part of Sam's role is maintaining relationships with the many station accessibility groups and Access Panels covering the more than 100 stations served by CrossCountry. Through regular engagement with these groups, he ensures the voices and experiences of disabled customers are heard and reflected in the company's plans and decision-making. His ability to build trusted relationships with external stakeholders has helped strengthen CrossCountry's understanding of the barriers some customers face and identify opportunities for continuous improvement. More recently, Sam has played a significant role in the redevelopment of the CrossCountry website, helping to ensure it aligns with recognised Web Content Accessibility Guidelines and is accessible to as many customers as possible. His input has helped improve the digital experience for customers, ensuring accessibility is considered from the outset rather than as an afterthought. Sam also works closely with Safety and Operational colleagues, providing specialist advice when accessibility-related incidents occur and helping shape new guidance and procedures. His expertise ensures that lessons are learned, best practice is shared and accessibility considerations are embedded across the business. Beyond his formal responsibilities, Sam regularly volunteers his time to support customers during major events, disruption and other challenging situations across the network. He is passionate about creating a railway that works for everyone and consistently goes above and beyond to support both customers and colleagues. Through his expertise, dedication and tireless advocacy, Sam has helped make CrossCountry a more accessible, inclusive and customer-focused organisation. His impact is felt across every part of the business, making him a truly deserving recipient of the Equality, Diversity & Inclusion Team or Person Award.
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Sophie Thrower

Company Name
Greater Anglia
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I would like to nominate Sophie for the Equality, Diversity & Inclusion Award in recognition of her outstanding commitment to creating a more inclusive and diverse workplace at Greater Anglia. Sophie always shows up as her most authentic self and inspires others to do so to. As Chair of Greater Anglia’s Culture Network Group, Sophie consistently goes above and beyond to champion equality, diversity and inclusion across the organisation. She dedicates a significant amount of time and energy to ensuring that colleagues feel represented, valued and able to bring their whole selves to work. Through her leadership of the Culture Network Group, Sophie has created opportunities for colleagues to learn from one another, celebrate different backgrounds and experiences, and foster a stronger sense of belonging across the business. Her enthusiasm and commitment inspire others to engage with diversity and inclusion initiatives and help drive positive cultural change throughout the company. One recent example of Sophie’s impact was the successful Cultural Diversity Day that she organised and hosted. The event brought colleagues together to celebrate different cultures, with senior directors sharing their personal lived experiences and insights. It also provided an opportunity for staff to enjoy and learn about food from different countries, creating meaningful conversations and increasing understanding between colleagues from diverse backgrounds. The event was both educational and engaging, demonstrating Sophie’s ability to bring people together and create a genuinely inclusive environment. For her exceptional commitment to promoting inclusion and belonging, Sophie is a highly deserving recipient of the Equality, Diversity & Inclusion Award.
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Tracey Barber

Company Name
LNER
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Tracey Barber is a transformational Equality, Diversity and Inclusion leader whose work has delivered lasting, measurable change within LNER and across the wider rail industry. Through innovative leadership, courageous advocacy, and a relentless commitment to creating a culture of belonging, she has challenged traditional barriers, increased representation, and ensured that inclusion is embedded in both colleague and customer experiences. At LNER, Tracey has developed and championed one of the most comprehensive colleague inclusion infrastructures within the transport sector. Recognising that meaningful inclusion requires visible communities and safe spaces, she established and sponsors a network of colleague-led groups that support and amplify diverse voices across the organisation, including: Empower, supporting women and gender equity ManKind, promoting men's wellbeing, allyship and inclusion Elevate, championing ethnic diversity and racial equity Nurture, supporting parents, carers and family inclusion Synergy, advocating for neurodivergent colleagues and accessibility Together, creating visibility and belonging for LGBTQ+ colleagues Reveille, supporting veterans, reservists, armed forces families and service communities These networks have become powerful platforms for engagement, education and advocacy, creating opportunities for colleagues to influence policy, share lived experiences and drive cultural change throughout the business. Tracey's leadership has delivered tangible and measurable results. Female representation within LNER has increased to 44.8%, with a clear pathway towards the organisation's ambition of 45%. Women now account for more than 45% of internal promotions, demonstrating that inclusion is not simply being discussed but is actively improving access, progression and opportunity. These outcomes reflect her ability to translate strategic ambitions into meaningful action that removes barriers and creates more equitable career pathways. Her impact is also evident through continuous improvements in colleague engagement and inclusion measures. Under Tracey's leadership, LNER's Inclusion Index has shown sustained year-on-year improvement, with increasing positive feedback relating to belonging, psychological safety, inclusion and confidence in leadership commitment. This demonstrates a culture where colleagues feel respected, valued and empowered to bring their whole selves to work, regardless of their background, identity or circumstances. Tracey's commitment to challenging bias and driving innovation is perhaps best illustrated through her role in delivering a rail industry first: LNER's "Package for a Friend" initiative. By introducing sanitary products onboard services, she helped address a genuine customer need while challenging societal stigma around menstruation. The initiative not only improved the passenger experience but also demonstrated how inclusive thinking can create practical solutions that benefit customers, colleagues and communities alike. Beyond LNER, Tracey's influence is helping to shape the future of inclusion across the entire rail industry. As Chair of Women in Rail South, she has transformed the region into a thriving network that supports, develops and connects women at every stage of their career. Through mentoring opportunities, development events, networking forums and industry-wide collaboration, she has created accessible pathways for women to build confidence, expand professional networks and progress into leadership positions. Her work has helped tackle the persistent barriers that women can face in a traditionally male-dominated sector, ensuring that more women can see a future for themselves in rail and have the support needed to achieve it. As Co-Chair of the Rail EDI Charter, Tracey is influencing inclusion on a national scale. Working alongside industry leaders and organisations from across the rail sector, she is helping to drive collective action, shared accountability and measurable commitments that move diversity, equity and inclusion beyond good intentions and into lasting practice. Through this role, she has encouraged organisations to embed inclusion into their strategies, improve representation, challenge systemic barriers and create working environments where everyone can thrive, regardless of background, identity or circumstance. Her impact extends beyond policy and governance. Tracey is widely recognised as a trusted voice, regularly bringing together colleagues, industry bodies and leaders to share best practice, challenge conventional thinking and promote meaningful conversations around inclusion. Whether advocating for gender equity, supporting underrepresented groups or championing the importance of belonging, she consistently uses her platform to create positive change and inspire others to act. What sets Tracey apart is her ability to turn influence into action. She has not only improved outcomes within her own organisation but has also helped raise the standard of inclusion across the wider railway industry. By building partnerships, creating opportunities and championing a more diverse workforce, she is helping shape a railway that better reflects the communities it serves, ensuring talent from all backgrounds has an equal opportunity to succeed. Her leadership is creating a legacy of change that reaches far beyond LNER and continues to make the rail industry more representative, inclusive and equitable for current and future generations. What makes Tracey truly exceptional is her ability to combine strategic vision with authentic human leadership. She consistently champions underrepresented voices, challenges inequity, and creates environments where people can thrive. Her work has increased representation, strengthened belonging, improved wellbeing and influenced industry-wide change. Through her unwavering dedication to equality, diversity and inclusion, Tracey has delivered a tangible and lasting impact on colleagues, customers and the wider railway industry, making her an outstanding and deserving recipient of the Equality, Diversity & Inclusion Award.
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Valerie Pope

Company Name
GWR
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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.
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19
HEALTH & WELLBEING TEAM OR PERSON AWARD

ACTIVE TEAM GWR (TEAM OF 6)

Company Name
GWR
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Nomination – Health & Wellbeing Award The GWR ACTIVE team has transformed the way colleagues across Great Western Railway engage with health, wellbeing and physical activity. Established almost two years ago by Joe Dell, with Jon Rapson as co-lead and supported by four regional leads, ACTIVE has become a thriving community that encourages colleagues to look after both their physical and mental wellbeing. What began as a simple idea has grown into a network of more than 200 members on Strava, bringing together colleagues from across the business to support, motivate and inspire one another. The team has created an inclusive environment where everyone is welcome, regardless of age, fitness level or ability. Whether someone is taking their first walk, completing their first parkrun or training for a marathon, ACTIVE has given colleagues the confidence to get involved. The team has organised and supported a wide range of activities, including parkruns at Swindon, Battersea, Cardiff, Chippenham and Lydiard Park, alongside community walks such as Reading to Midgham along the Kennet & Avon Canal and Bath to Bristol. They have encouraged participation in national initiatives including Red January and the Rail 200 Challenge, helping colleagues stay active while building friendships and improving wellbeing. ACTIVE has also worked alongside stations and local teams to support charity events and fundraising activities. They encouraged participation in Gloucester’s Gloucester to Paddington platform walking challenge and have regularly supported wellbeing events across the network. Their enthusiasm has inspired colleagues who may never previously have considered taking part in organised exercise. The team’s commitment extends far beyond organised events. They give up countless hours of their own personal time to plan activities, engage with members, answer questions and encourage others. Their monthly prize draw for an ACTIVE training top has become another simple but effective way of keeping colleagues engaged and motivated throughout the year. Perhaps the greatest achievement of Joe, Jon and the ACTIVE leadership team is the culture they have created. They have built a welcoming, supportive community where colleagues encourage one another, celebrate achievements together and improve both their physical and mental wellbeing. Many members have become more active, gained confidence, formed new friendships and developed healthier lifestyles because of the opportunities ACTIVE has provided. With even more walks, events and initiatives planned, the impact of ACTIVE continues to grow. Joe Dell, Jon Rapson and the entire ACTIVE leadership team have gone above and beyond in promoting health and wellbeing across GWR, making a genuine and lasting difference to the lives of their colleagues. They are exceptionally deserving of recognition in this category.
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Alan Daly and Network Rail's Wales and Borders Customer, Strategy and Investment team

Company Name
Network Rail
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When the Wales & Borders Customer, Strategy & Investment (CSI) team's Your Voice (employee engagement survey) results highlighted concerns around psychological safety and speaking up, the easy option would have been to accept the feedback and move on. Instead, Alan Daly and the CSI team chose to act. Together, they embarked on a year-long psychological safety development programme designed not as a one-off intervention, but as a lasting commitment to improving workplace wellbeing, trust and team culture. Alan brought expertise, challenge and a fresh perspective, helping the team understand what psychological safety really means in practice. Through workshops, online learning and facilitated discussions, colleagues explored how they communicate, how they are perceived by others and the role each individual plays in creating a positive working environment. What made this initiative different was the commitment shown by the team themselves. They didn't simply attend workshops; they embraced the learning, challenged themselves, and took responsibility for creating the culture they wanted to be part of. Together, Alan and the team built an environment where colleagues feel more comfortable speaking up, sharing ideas, challenging constructively and supporting one another. The impact has been significant. The latest Your Voice results showed a 29-point improvement in colleagues agreeing that they feel able to speak up if they notice unacceptable behaviours, placing the team 10 points above the company average. The team also achieved a 100% positive score for being treated with respect by the people they work with, 20 points above the company average. While the scores provide compelling evidence, the real impact is felt every day. There is greater openness, stronger relationships and a culture where people feel heard, valued and respected. That has had a direct and lasting impact on wellbeing across the team. The programme has also demonstrated innovation. Rather than relying on traditional wellbeing initiatives, Alan worked with the team to develop a practical, immersive approach focused on behavioural change and collective responsibility. The success of the programme has attracted interest from beyond Wales & Borders, with the workshops now being delivered across the rail industry. For Alan and the CSI team, wellbeing was never treated as an initiative to complete. It became a shared commitment to creating a healthier, more inclusive and psychologically safe workplace. The results speak for themselves, and the benefits will continue long after the programme has ended.
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Andy Johnson

Company Name
Southern
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Andy experienced a stressful situation at work that had previously not been always been considered as traumatic. After his experience, Andy was determined to make sure other drivers were supported should they go through something similar in future. Andy started by championing mental health and creating his own notice board to share the support and resources available to drivers. Despite reservations from some, thinking it wouldn't apply to them, Andy's persistence on promoting mental health support and the resources available to drivers ensured more and more conversations took place and resources were accessed. Following this, Andy sought out further opportunities and applied to become a TRIM practitioner to actively go out and be a part of the long term support program to all staff experiencing trauma and not just his fellow drivers. Alongside his dedicated TRIM work, Andy spends time supporting his own depot by constantly updating the mental health library. He actively seeks out new resources that may benefit staff and arranged for the installation of a display cabinet to showcase all the resources and spread the message widely. He also takes the time to join in with staff engagement days to promote and champion the importance of mental health to all and share the latest resources he has available. Such is Andy's dedication to help, following the recent Bedford incident, Andy volunteered his services immediately to travel a significant distance away from his depot to bring his TRIM expertise to help support colleagues at East Midlands Railway. Fundamentally, Andy places a huge importance on mental health and always has the time to engage and support his colleagues no matter what situation they face. He's a true advocate for mental health.
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Anna Mina

Company Name
Responsec
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Health & Wellbeing Team or Person Award Award Nomination: Anna Mina, Responsec Since becoming a Team Leader in November 2025, Anna Mina has made an exceptional contribution to the health, wellbeing and welfare of colleagues across the London Overground contract and wider Responsec business. Joining Responsec with no previous experience in the rail security sector, Anna quickly established herself as a trusted and respected leader. She is responsible for the welfare of 30 full-time employees on the London Overground contract and also serves as Company Welfare Lead, extending her support across the wider Responsec workforce. What sets Anna apart is that she does not wait for people to ask for help. She actively checks in, follows up after difficult incidents and makes herself available by phone and in person, understanding that people do not always say when they are struggling. Initiative Anna has made welfare an ongoing commitment rather than a process to be completed. When colleagues experience difficult or traumatic incidents, she does not simply make contact once and consider the matter closed. She continues checking on their mental and physical wellbeing, ensuring support remains available beyond the immediate aftermath. John Kuadey experienced a traumatic incident shortly after joining Responsec in which a life was lost. Having experienced a similar incident only two months previously in another role, the experience left him devastated and questioning whether he could continue in the job. John says: “She checked in multiple times a day, calling and messaging to make sure I was coping and had the backing I needed. Her empathy was obvious from the start; she truly cared about my mental state and wellbeing, not just getting the shift covered.” Crucially, Anna's support did not end when the immediate crisis passed. John says she continues to check in with colleagues “out of the blue” to ask how they are doing and offer help. Hazel Thompson similarly says Anna has taken time out of her day, including when she has not been on shift, to check on colleagues and provide support: “When we have dealt with situations at work she always calls to make sure the team is okay.” Impact Anna has supported colleagues following threats, violence and assault, as well as through bereavement, personal difficulties and other challenging circumstances. Following a serious incident at Forest Hill and after being attacked at work on two separate occasions, colleague Mohamud Isse says: “Anna has helped me tremendously, especially during some very difficult situations. She was instrumental in helping me cope with everything that happened.” When Hazel was required to involve the police following a difficult situation, Anna went out of her way to obtain updates about the case while continuing to check how Hazel felt and whether she felt safe and supported. Hazel explains: “Anna made sure she went out of her way to get updates about what was going on with the case, asking me how I felt about it and to make sure I felt safe and well.” Charles Reece describes Anna as “a safe and reliable point of contact”, reflecting the trust she has built with colleagues across Responsec. Attitude Anna leads with empathy, patience and compassion, creating an environment where colleagues feel comfortable approaching her. Her colleagues' nickname for her, “Mum”, perhaps captures this best, reflecting the reassurance, care and sense of security she provides. Her commitment also extends to inclusion. Anna has provided consistent and trusted support to a member of staff on the autistic spectrum, taking time to understand their individual needs and ensuring they feel respected, understood and fully included within the workplace. John describes Anna's “consistent, quiet dedication” to her team as rare. Her influence does not come through grand gestures, but through the everyday consistency of her actions. Innovation Anna has brought a highly personal and proactive approach to welfare in an industry where employees can be exposed to challenging and sometimes traumatic situations. Her innovation lies in making wellbeing an active part of everyday leadership rather than something addressed only after an incident or when someone asks for help. She creates regular opportunities for colleagues to talk, adapts her support to individual needs and continues following up after the immediate situation has passed. In doing so, Anna has helped create a culture where welfare is not an afterthought, but part of how the team is led and supported. Anna does not simply manage people. She notices them, listens to them and stands beside them when they need support. For the extraordinary trust she has earned, the colleagues she has supported through some of the most difficult experiences of their careers and the culture of care she has helped create across Responsec, Anna Mina is an exceptionally deserving winner of the RailStaff Awards Health & Wellbeing Team or Person Award.
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Bernard Campbell

Company Name
Network Rail
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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.
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Bianca Osborne

Company Name
Network Rail
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Despite juggling a busy home life with working part-time, Bianca still manages to devote plenty of time to focussing on colleagues' wellbeing. As a trained mindfulness practitioner, she runs regular lunchtime sessions around different topics. These are very well attended and receive brilliant feedback from attendees. As well as an interactive discussion around different topics, ranging from Mindfulness in a Digital World to managing stress and overwhelm, Bianca then leads a guided mindfulness part at the end of the session. This does a great job in helping colleagues to feel relaxed ahead of returning to the stresses of the day job. On a personal note, I don't think I have had the pleasure of working with many people as caring as Bianca, which is why she is so effective in what she does.
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Dumfries Depot Health/wellbeing and fitness group.

Company Name
ScotRail
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We have been doing quarterly challenges at Dumfries Depot for the last three years, everyone from booking office, train presentation, conductors, drivers and managers get involved in various monthly challenges to promote health, wellbeing, team building, fitness, and inclusion, even those on long term absence get involved to promote mental wellbeing. We have lots of videos and photos from the challenges and the last challenge "May Marathoners" received recognition from Chief Operating officer David Ross. Throughout the month of May, colleagues from Dumfries Depot took on the "May Marathoners" challenge, an initiative designed to promote physical and mental wellbeing through regular activity. The challenge was simple, with the aim to complete the equivalent of a marathon (26.2 miles) each week during May, around 3.7 miles per day. For many conductors, that distance is comparable to the miles they cover walking through trains during a typical shift. Participants from across the depot got involved. Everyone was encouraged to set a personal goal that suited their own ability and circumstances. To keep things fun and motivating, a series of weekly challenges were introduced. These included a wellbeing-themed bingo card, where participants ticked off activities such as spotting something blue, walking in the rain or exploring somewhere new. Creativity was also put to the test with a Strava Art challenge, requiring participants to use their route-planning and map-reading skills to create artwork through their walks, runs and cycles. The results were nothing short of remarkable. Together, the team accumulated an incredible 3,676 miles throughout May the equivalent of over 140 marathons. I, Marie Marshall, introduced these quarterly wellbeing challenges shortly after joining ScotRail. My aim was to encourage colleagues to prioritise both their physical and mental wellbeing while building connections across the depot and during certain challenges we also raised funds for chosen charities. One of the greatest strengths of the challenges is their inclusivity. Activities can be adapted for all abilities and even colleagues who are off sick can take part by helping to judge the weekly challenge winners or suggesting challenge ideas. This has helped many employees remain connected and included within the workplace. Special recognition goes to driver Micky Warbeck, who recorded an astonishing 585.89 miles during May a truly exceptional achievement and a performance that can only be described as superhuman. Initiatives such as the May Marathon demonstrate the positive impact that physical activity can have on wellbeing. Getting outdoors, being active, and working towards a shared goal with colleagues, can boost confidence, improve mood, and strengthen social connections. Research consistently shows that physical activity supports better mental health and overall wellbeing, while organisations that invest in employee wellbeing often see benefits such as improved engagement and reduced sickness absence. Recent UK workplace wellbeing data also highlights that mental ill health remains one of the leading causes of long-term sickness absence, underlining the importance of initiatives that encourage people to stay active and connected. This month we are celebrating 25 years of ScotRail's Dumfries Depot and the challenge we have set is "Steps in September" with a 25 theme. The team work so well together, supporting one an other, showing dedication and improving overall health and fitness. Each and every one of them are deserving of this nomination.
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Edinburgh MDU Heath & Wellbeing Working Group

Company Name
Network Rail
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The Edinburgh Maintenance Delivery Unit (MDU) Health & Wellbeing Working Group has transformed wellbeing from a conversation into a culture. Through passion, innovation and a relentless commitment to inclusion, this team has created engaging health and wellbeing initiatives that reach colleagues across every role, depot and shift pattern. From monthly campaigns promoting physical health, mental wellbeing and safety, to initiatives such as the Step Challenge, Healthy Hearts and Hot Weather Safety campaigns, they consistently make wellbeing accessible, relevant and impactful for everyone. Their standout achievement was delivering a Health & Wellbeing Event in November 2025 attended by more than 200 colleagues. This was a stand down event, held dayshift and then nightshift, with office based and frontline staff across the MDU attending, demonstrating true inclusion looks like in practice. The event received exceptional feedback and was praised by staff and suppliers who attended as one of the best events they had attended. The group are planning for a repeat event in November 2026! The impact of the group's work has been both immediate and lasting. They have encouraged healthier lifestyles, improved awareness of vital health issues, and strengthened connections across teams. Most importantly, they have created a cultural shift where wellbeing is more visible, more inclusive and more openly discussed across the MDU. This goes further than health and wellbeing - through meanigful action, this group is bringing equity, diversity & inclusion (EDI) principles to life; they have strengthened morale, built a stronger sense of community, and improved the working lives of colleagues across the MDU.
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Fiona Baggley

Company Name
SW-GR United Kingdom
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Fiona demonstrated exceptional initiative by recognising a critical gap in health and wellbeing engagement amongst frontline rail workers. While free health checks were available at company head offices, she identified that many frontline employees, as well as colleagues from supply chain partners and client organisations, were unable to access these services due to the nature of their roles. Rather than accepting this as an industry-wide challenge, Fiona took ownership and led the development and national rollout of Mobile Health and Wellbeing Units. Her vision was to bring healthcare directly to frontline teams across the UK rail network, ensuring that those who needed support most could access it easily. Fiona also proactively established a partnership with mental health charity Mates in Mind, extending the service beyond physical health checks to provide vital mental health support and guidance. Through her leadership, determination and commitment to improving workforce wellbeing, Fiona transformed an existing office-based service into an industry-leading initiative that reached employees wherever they worked. The impact of Fiona's initiative has been significant and far-reaching. The Mobile Health and Wellbeing Units have already supported more than 1,000 frontline workers, including SWGR employees, supply chain partners and client colleagues, providing accessible health screening and wellbeing support that would otherwise have been difficult to access. By taking health and wellbeing services directly to frontline locations, Fiona has helped remove barriers to engagement, increased participation in preventative healthcare, and strengthened awareness of both physical and mental wellbeing across the rail industry. The programme has been recognised as best practice by clients and showcased at a Network Rail engagement event, highlighting its value and influence across the sector. Fiona's leadership has not only delivered tangible benefits for hundreds of individuals but has also helped redefine how health and wellbeing support is delivered across the rail industry, creating a lasting legacy that continues to improve lives and set new standards for workforce care.
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GTR Wellbeing Team

Company Name
GTR
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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.
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Health & Wellbeing Team

Company Name
Aureos Infrastructure Services Ltd
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At Aureos, we recognise that keeping people safe means more than managing physical hazards. Understanding that mental, emotional, and social wellbeing are equally critical to workforce safety and performance. Established in 2013, Aureos created a dedicated Health & Wellbeing (HWB) function that has evolved into one of the most comprehensive programmes in the rail sector. Today, our full-time in-house Health & Wellbeing Team delivers a proactive, preventative, and people-centred programme across the UK and Ireland, ensuring colleagues have access to free, confidential, and timely support whenever they need it. The team's work is embedded within our business strategy and is recognised as one of Aureos' "Big 6" safety risks, demonstrating the importance placed on protecting the wellbeing of our workforce. The Aureos Health & Wellbeing Team has consistently demonstrated ownership and leadership by identifying emerging wellbeing challenges and implementing solutions before they become significant issues. Rather than relying solely on traditional occupational health approaches, the team developed and continuously enhanced the Thrive Health & Wellbeing Programme, aligning it directly with the company's Health & Safety Strategy. They established dedicated support channels, including a Health & Wellbeing inbox and close-call reporting mechanisms, enabling employees to share concerns, requests, and ideas that directly shape service delivery. This proactive approach has led to the introduction of additional health screening services based on workforce feedback, including Prostate Specific Antigen (PSA) blood testing and comprehensive blood screening alongside existing diabetes and cholesterol checks delivered through annual Thrive Health Checks. The team has also taken ownership of workforce capability by delivering in-house Mental Health First Aider (MHFA) training, Samaritans suicide awareness training, and supporting Thinking Clearly Under Pressure (TCUP) training, which combines behavioural safety, stress management, and conflict de-escalation techniques. Their ambition of having 1 in 10 employees trained as Mental Health First Aiders demonstrates a clear commitment to building sustainable wellbeing support throughout the organisation. The impact of the Aureos Health & Wellbeing Team extends across the entire business and has fundamentally transformed how wellbeing is managed and supported. Through free annual onsite health checks, employees can access preventative health screening without barriers, helping identify potential health concerns early and encouraging healthier lifestyles. The programme reaches colleagues working across geographically dispersed operational sites, bringing support directly to the workforce. The team's influence extends beyond physical wellbeing. Their promotion of mental health awareness and support services has helped normalise conversations around wellbeing and reduced stigma associated with seeking help. Employees and their families can access confidential support through the Employee Assistance Programme (EAP), covering mental health, financial wellbeing, and legal support, while those requiring more specialist intervention are offered free counselling services. The programme is formally measured against key performance indicators and reviewed at executive level, ensuring accountability, continuous improvement, and long-term sustainability. The result is a workforce that is better supported, more health-aware, and empowered to seek help early. Importantly, the team's work has not delivered isolated local benefits. It has become a business-wide cultural shift, making health and wellbeing a core component of operational excellence and safety performance across Aureos. The Health & Wellbeing Team embodies the values they promote. Their positive, approachable, and compassionate presence has helped create a culture where colleagues feel supported, valued, and comfortable discussing wellbeing concerns. They regularly engage with operational teams, ensuring support remains accessible and relevant to the realities of all frontline workers. By championing wellbeing throughout the year through a structured campaign calendar, regular communications, and weekly wellbeing bulletins, the team maintains visibility and momentum around important topics affecting employees and their families. The team's collaborative approach is further demonstrated through their operational Health & Wellbeing Working Group, which ensures employee feedback directly influences decision-making and programme development. This commitment to listening and responding to workforce needs has helped build trust, engagement, and credibility across the organisation. Their work has created wellbeing champions at every level of the business and fostered a culture where looking after one another is viewed as a shared responsibility. The Aureos Health & Wellbeing Team has consistently gone beyond industry norms to create innovative solutions that address both current and emerging workforce wellbeing challenges. Recognising the increasing importance of psychological safety, the team led Aureos to achieve ISO 45003 certification in 2022, making it the first rail-based organisation to achieve the international standard for managing psychosocial risks and mental health in the workplace. This achievement demonstrates a commitment not only to compliance but to setting new standards within the rail industry. The team continues to innovate by aligning its approach with BS 30480, the world's first national standard focused on workplace suicide prevention, intervention, and postvention. This forward-thinking approach ensures the organisation remains at the forefront of supporting mental health and preventing harm. Furthermore, by integrating health screening, mental health training, behavioural safety programmes, workforce feedback mechanisms, executive oversight, and recognised international standards into one cohesive framework, the team has created a holistic wellbeing model that is both practical and sustainable. Rather than reacting to problems, the Aureos Health & Wellbeing Team actively anticipates workforce needs, develops innovative solutions, and continuously evolves its programme to improve outcomes for employees and their families. The Aureos Health & Wellbeing Team has transformed wellbeing from a support function into a strategic business priority. Through proactive leadership, measurable impact, positive cultural influence, and industry-leading innovation, they have created a safer, healthier, and more supportive workplace for thousands of employees across the UK and Ireland. Their commitment to preventing harm, promoting health, and supporting people through every stage of their wellbeing journey has established Aureos as a leader within the rail industry and makes the team a highly deserving recipient of this award.
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Louise McKee

Company Name
ScotRail
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Louise McKee has made a transformational impact on the health and wellbeing of ScotRail colleagues by creating a culture where mental health, physical wellbeing, and preventative health support are visible, accessible, and embedded across the organisation. Since joining ScotRail as a Wellbeing Advisor in 2022, Louise has led the development of ScotRail’s Mental Health First Aider (MHFA) programme. Under her leadership, more than 100 colleagues have been trained as Mental Health First Aiders across the business. Mental Health First Aiders provide vital peer support, helping colleagues recognise early signs of mental ill health, access support, and feel more confident discussing mental health. Louise chairs the MHFA Network and check-ins, ensuring members remain connected, supported, and effective. Louise independently developed and implemented a robust Mental Health First Aider (MHFA) data collection and reporting system, addressing a long-standing gap in how support activity and outcomes were measured across the organisation. At a time when MHFA programmes are often subject to scrutiny regarding their effectiveness and measurable impact, Louise's work has provided invaluable evidence and insight into the real difference MHFA support makes to colleagues. The data captured through Louise's system has enabled us to identify trends, understand employee needs, target interventions more effectively, and make informed decisions about our wider wellbeing strategy. Her work has transformed anecdotal information into meaningful intelligence, helping to shape and strengthen the organisation's wellbeing programme and ensuring resources are directed where they are needed most. Louise has not simply improved a process; she has given the organisation the ability to evaluate and continuously improve its approach to mental health and wellbeing, creating benefits that will be felt for years to come. Louise has been instrumental in driving preventative health initiatives across the business. She successfully delivered the Restart a Heart campaign in partnership with St Andrew’s First Aid, raising awareness of CPR, cardiac arrest response, and defibrillator use through engagement events across Scotland’s railway network. Her wider physical wellbeing programme has included: • Heart health awareness campaigns. • Cholesterol screening and education. • Healthy eating programmes. • Physical wellbeing promotion through national awareness events. • Education focused on reducing long-term health risks. Louise has made a meaningful and lasting impact at ScotRail. Louise’s passion, leadership, and commitment to supporting people have made a profound difference to the health and wellbeing of ScotRail colleagues, making her an outstanding candidate for the Health & Wellbeing Team or Person Award.
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ManKind

Company Name
London North Eastern Railway
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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.
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Martin Moffat

Company Name
Balfour Beatty
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Martin watched a motivational speaker that was talking about the impact of having a code that you can say to ensure that a friend understands that you are asking for help at a time of crisis. He then brought this idea into the workplace to see what could be done to adapt it so that it could work with not only his team, but for the wider Balfour Beatty business. Working with the Safety Lead of Aston, they put together a slide deck to brief to the alliance leads to get their buy in, and from there it was then introduced to the next phase of the Balfour Beatty programme for Wellbeing across the business. Martin's passion in this space really helps expand the message of how important it is to reach out for help, as well as making people more aware of the support there is around them. Whether this is with the immediate team, a Mental Health First Aider, or the BB CIC support system that is open to all if required. The result has been visible with staff opening up with their personal concerns and really having that arm around the shoulder support were needed.
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Phil Stanley

Company Name
Network Rail
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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.
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Sharon Wyatt/ Sam Woods/ Talking Wellness Pdocast

Company Name
LNER
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Talking Wellness is an innovative wellbeing initiative that has transformed the way mental health, wellbeing and psychological safety are discussed across LNER and across the wider rail industry. What began as a workplace wellbeing presentation has grown into a platform that gives people a voice, creates conversations that might otherwise never happen, builds understanding and empowers colleagues to become better supporters and allies. Founded by Sharon Wyatt in April 2023, Talking Wellness began as a presentation exploring workplace wellbeing and leadership’s role in helping people thrive. The sessions challenged managers to look beyond performance and consider the people behind it: recognising when somebody may be struggling, understanding leadership’s impact on wellbeing, creating psychologically safe environments where people feel able to speak, and recognising that looking after others must begin with looking after themselves. The response was clear: people wanted to talk, and needed somewhere they felt able to do so. Sharon recognised an opportunity to take that conversation beyond the meeting room. Talking Wellness evolved into a podcast, with Sharon joined by co-host Samantha Woods, built on a principle: people helping people through honest conversation. Giving people a voice The strength of Talking Wellness lies in its authenticity. It allows people to talk to one another rather than talking at them about wellbeing. Since its launch, Talking Wellness has produced 33 episodes featuring 42 guests, including 39 rail colleagues and three external specialists. One of the clearest signs of the trust it has created is that people now approach Sharon and Sam asking to take part. They want to share the lived truth of their experiences, not a polished or corporate version, because they recognise their story may help somebody else. Guests have shared experiences covering mental health, burnout, bereavement, addiction recovery, birth trauma, gut health, resilience, living beyond cancer and treatment, and psychological safety. Central to that trust is the way the conversations feel. Guests and listeners describe Talking Wellness as being like “sharing a cuppa with friends”: warm, informal, honest and free from judgement. That atmosphere removes hierarchy and formality, helping people speak openly about subjects that can be difficult to discuss at work. By placing lived experience alongside professional insight, Sharon and Sam have helped challenge the fear and stigma that can prevent people from speaking openly. For somebody facing a similar challenge, hearing another person say “this happened to me” can turn isolation into connection, embarrassment into understanding and sometimes give someone the confidence to begin a conversation of their own. Creating understanding and allyship Every episode offers colleagues an opportunity to step briefly into somebody else’s world. A manager can better understand burnout they have never experienced; a colleague can hear the reality behind the stigma of addiction; and someone unfamiliar with cancer treatment, bereavement, birth trauma or mental ill health can better understand what another person may be carrying when they arrive at work. Psychological safety is not created by policies alone. It develops when people feel seen, heard, respected and understood. Talking Wellness creates allies. It encourages colleagues to listen differently, ask better questions and recognise they do not need to have experienced somebody else’s journey to stand alongside them. The podcast also recognises that wellbeing is about more than adversity. Episodes exploring friendship, travel, nature, joy and purpose remind listeners that wellbeing is also about creating lives in which people can flourish. From wellbeing initiative to business impact For LNER, the value of Talking Wellness reaches beyond the podcast. People are more likely to speak up when they feel psychologically safe, while leaders are better equipped to support teams when they understand the experiences people may be navigating. Talking Wellness supports these aims in a way that feels human rather than corporate. Instead of wellbeing existing solely within policies or formal interventions, it brings the subject into everyday conversation, increasing awareness and encouraging earlier support. Its value to LNER is demonstrated by its inclusion within the Corporate Welcome Programme, meaning new colleagues are introduced to Talking Wellness alongside available wellbeing support, networks and resources from the beginning of their career. It has become part of how LNER introduces its culture to new employees, sending a clear message from day one: wellbeing matters, talking matters and your voice matters. Impact beyond organisational boundaries Through collaboration with Network Rail’s East Coast route, Talking Wellness is beginning to reach a wider railway audience, with colleagues showing enthusiasm to contribute to and help grow the platform. The challenges explored are not defined by company boundaries, job titles or uniforms. They are human experiences. By creating conversations across organisations, Talking Wellness can strengthen understanding and connection across the wider railway and build a shared wellbeing community. Its power comes not from significant investment or complex infrastructure, but from trust, storytelling, courageous leadership and a willingness to listen. People helping people Perhaps the greatest achievement of Talking Wellness is that it has helped make vulnerability a strength. Sharon and Sam have created a space where colleagues can tell their stories without being reduced to labels or statistics. Sharing lived experience is not presented as weakness, but as something that can educate, support and empower others. Listener feedback describes Talking Wellness as a source of support and connection, helping people recognise they are not alone and encouraging conversations that may otherwise never have happened. From one presentation in April 2023 to 33 podcast episodes, 42 guest voices, integration into LNER’s Corporate Welcome Programme and growing collaboration across the East Coast railway, Talking Wellness demonstrates what can happen when people are given permission to talk, and others take the time to listen. Talking Wellness is more than a wellbeing podcast. It is a catalyst for cultural change. It gives people a voice, creates understanding, develops allies, challenges stigma and builds connection. At its heart, its message is simple: When people share, people understand. When people understand, they care. And when people care, cultures change. That is the legacy Talking Wellness is creating across the railway.
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Skylar McGillivray

Company Name
GTR
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Skylar McGillivray – A Rising Star Since joining (GTR) on 2 October 2023 as a Health, Safety & Wellbeing Advisor, Skylar McGillivray has made an exceptional and lasting impact on both the organisation and the wider rail industry. Combining extensive experience in psychotherapy and counselling with nearly seven years of service as a Police Officer, Skylar brought a unique blend of professional expertise, emotional intelligence, and leadership capability to the railway. In less than three years, she has transformed trauma support within GTR, championed inclusion at a national level, and become a trusted role model for colleagues across the business. One of Skylar's earliest achievements was revitalising the Life Saver Awards programme. Faced with a significant backlog of ceremonies, she successfully organised and delivered events that not only recognised outstanding colleague contributions but also created psychologically safe environments where individuals could share difficult and often traumatic experiences. This people-centred approach quickly established her reputation as a compassionate and highly effective leader. Skylar's most significant contribution has been her leadership of GTR's Trauma Risk Management (TRiM) programme. When she assumed responsibility for the programme, it operated with limited capacity and only a small number of practitioners. Recognising the growing need for effective trauma support across a complex operational business, Skylar designed and implemented new systems, strengthened practitioner support, and successfully secured funding to expand the programme. Through her determination and leadership, the TRiM team grew to 18 trained practitioners, significantly increasing GTR's ability to support colleagues affected by traumatic incidents. Skylar personally attended the full training programme alongside new recruits to build confidence, cohesion, and psychological safety from the outset. She remains deeply committed not only to those receiving support through TRiM but also to the wellbeing and development of the practitioners themselves. The importance of this work became clear when, shortly after the expansion of the team, GTR experienced the tragic loss of a colleague to suicide, an incident witnessed by employees across multiple locations. Skylar immediately mobilised the newly expanded TRiM team, coordinating more than 30 trauma assessments and ensuring colleagues received timely, professional, and compassionate support during an extraordinarily difficult period. Her leadership during this incident was instrumental in helping individuals process their experiences and safeguarding the wellbeing of those affected. The impact of Skylar's work is reflected in the testimony of colleagues throughout the organisation: "I don't think I would have kept myself from falling apart that week had I not spent those two hours with Sky. She validated what I was feeling and helped me make sense of it." Operational leaders have also recognised the value of her contribution. "It was incredible to see the difference in my colleagues before and after their TRiM sessions, like a huge weight had been lifted." Skylar's leadership extends beyond trauma support. She is a passionate advocate for equality, diversity, and inclusion, particularly for LGBTQ+ colleagues. She has supported the National Railway Museum's People, Pride and Progress exhibition and featured on BBC's The One Show, helping to promote LGBTQ+ visibility within the rail industry and demonstrating the importance of an inclusive workplace culture. Alongside her operational responsibilities, Skylar is widely regarded as a mentor, role model, and source of inspiration. "Sky has been a fantastic source of support, encouragement and inspiration. She is heavily invested in staff wellbeing and a champion of the TRiM process." Her leadership style is defined by integrity, empathy, courage, and accountability. She consistently develops those around her, builds trust across all levels of the organisation, and delivers meaningful change where it matters most: supporting people through some of the most challenging moments of their lives. Skylar embodies everything the modern Railway industry is aspiring to be. Her achievements since joining the railway have been immediate, measurable, and far-reaching. Through her transformation of the TRiM programme, her compassionate leadership during critical incidents, and her commitment to inclusion and wellbeing, she has already established herself as one of the industry's most influential emerging leaders. Skylar is not simply a rising star. She is actively shaping the future of wellbeing in rail.
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Sonia Hazel

Company Name
Network Rail
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Sonia is one of the most caring people I know and hugely focused on others' wellbeing despite being incredibly busy herself. At work she is a Mental Health First Aider, regularly leads health and wellbeing initiatives, as well as hosting lunchtime drop-in sessions where people can dial in and talk about what's on their mind. She is also heavily involved with EDI organisations within the rail industry, including Rail Unites for Inclusion, EDI Charter for Rail and Ethnicity and Race in Rail (ERR) group. Away from work, Sonia is a Samaritans volunteer - and has shared her experiences of volunteering with the charity for around a decade in a bid to inspire others. Sonia was recently awarded the British Empire Medal for her work creating psychologically safe spaces for black, Asian and minority ethnic colleagues though her Tea Break initiative that she created during her Cultural Fusion tenure. However, her wider H&W work benefitting employees right across the organisation deserves recognition, hence this nomination.
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Wales & Borders Minds Matter Team - Hannah Lloyd Roberts, Alan Daly, Samantha Beynon, Caroline Parrot, Janice Mitchell-Rose.

Company Name
Network Rail - Wales and Borders
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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.
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26
INNOVATION & TECHNOLOGY TEAM OR PERSON AWARD

ATG Scotland

Company Name
Network Rail
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The ATG Scotland Team has transformed its role from a maintenance function into a proactive engineering partner supporting all nine TME areas in Scotland. Rather than simply responding to requests, the team identifies opportunities to improve track quality, reduce track access requirements and deliver better engineering outcomes through the intelligent use of survey, design and asset data. The team's work delivers benefits across the whole of Scotland's Railway. Their survey and design solutions support safer, more efficient maintenance delivery while improving asset performance and track quality. They also play a critical role in supporting the West Coast Main Line safety case for tilting trains, ensuring one of the UK's most strategically important routes can continue to operate safely and reliably. The ATG Scotland Team is recognised for its collaborative and positive approach. They work closely with Maintenance, Works Delivery and Asset Management teams, sharing expertise and mentoring colleagues to help others succeed. Their willingness to support challenges outside their immediate remit has made them a trusted and respected team whose influence extends across the route. Innovation is at the heart of everything the team does. They have introduced mobile mapping, remote condition monitoring and bespoke survey and monitoring techniques that reduce the need for staff to be on or near the line while providing richer engineering data. By challenging traditional methods and embracing new technology, they have expanded the services available to Scotland's Railway. Through innovation, technical excellence and a commitment to improving the railway, they have become a route-wide enabler of safer maintenance, better asset performance and greater efficiency.
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Adam Blakeman

Company Name
Network Rail
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The Commercial and Procurement Assurance Team Wales and Western Region challenged the traditional approach to commercial assurance by moving beyond static reporting and creating a predictive, automated risk intelligence capability. Rather than simply displaying existing data, the team engineered the Post Contract Leading Indicators (PCLI) Index to identify patterns and warning signs that could indicate future commercial performance issues before they become evident through conventional reporting. This initiative was led by Adam Blakeman who had the core knowledge, however the rest of the team also followed while learning as we went. One of the best things about this was pushing into spaces we hadn't been and were not expected to go. Learning new skills along the way. many a late night was spend solving head scratching issues that only made up 1% of the overall value but unlocked the solution needed for the end product to be robust. To achieve this, the team integrated data from multiple business systems using automated API-driven connections and dataflows, removing the need for labour-intensive manual extraction and manipulation of information. Significant development effort was invested in coding logic, cleansing data, validating records, filtering anomalies and creating weighted measures capable of highlighting genuine risk signals from large volumes of complex contract data. The challenge was not simply obtaining data, but transforming inconsistent and fragmented information into a trusted and repeatable source of insight. The team developed extensive automated processing routines to improve data quality, identify exceptions, remove duplication and ensure that outputs remained reliable and meaningful for decision-makers. The output was stage 1, stage 2 was actually rolling it out and showing the value. There is little point going to all this effort if nobody uses it! So the team have undertaken extensive training and roll out with Stakeholders and users. Including guide tabs, pop up help info and supporting documents. Using Power BI and Power Automate, the team designed an autonomous solution capable of continuously collecting, processing and analysing information without ongoing manual intervention. Historical performance is retained automatically, enabling trends to be monitored over time and allowing users to understand whether contract health is improving or deteriorating. The result is far more than a reporting tool. It is a scalable analytical capability that converts thousands of data points into clear, actionable intelligence. Through automation, coding, data engineering and predictive modelling, the team has created a new approach to commercial assurance that has the potential to be adopted across regions and fundamentally change how contract risks are identified, prioritised and managed. The team had to be resilient as there was already a way of doing things and this opened up the engine to scrutiny, this caused a lot of natural resistance to the whole thing. Adam Blakeman was professional and balanced in his approach, displaying all the values this company believes in such as, respect, inclusion, and teamwork. In practice the concept was proven correct as the first detailed review triggered by this report identified some critical issues in a contract that were easily fixed but could have ended up creating a poor outcome. For example the report highlighted an issue with the programme and upon review a technical issue in the administration was causing a fundamental contractual issue to grow. This was rectified and the risk avoided. What makes this achievement particularly noteworthy is that the team delivered capabilities normally associated with specialist data analytics functions while operating within a commercial assurance environment. They independently developed automated data architecture, integrated disparate systems through APIs, created bespoke coding and business rules, and transformed raw data into predictive indicators that support strategic decision-making. The end result is a sustainable, self-maintaining solution that reduces manual effort, improves data quality and enables proactive intervention months earlier than would previously have been possible. The stakeholders who benefit are commercial practitioners and project managers who can now see where they sit in terms of contract management and where they need to improve. Directors and Programme Leaders can scan for early issues and developing risks. The taxpayer and customers get enhanced assurance and lower risk of projects costing more than they should due to early interventions.
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Commercial and Procurement Assurance Team

Company Name
Network Rail
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Predictive Indicators of Post-Contract Commercial Performance Overview Commercial and contract performance is often assessed after problems have already materialised—when costs have increased, disputes have emerged, programmes have slipped, or relationships have deteriorated. By that stage, opportunities for early intervention have often been lost. This team challenged that approach. Recognising the vast amount of commercial, contractual and project data already available across the business, they asked a simple but transformative question: Can we identify the warning signs of poor commercial performance before the consequences become visible? The answer is the Post Contract Leading Indicators Index – an innovative predictive analytics solution that brings together data from multiple systems to identify contracts showing early signs of stress and those most likely to benefit from proactive intervention. Rather than simply reporting what has already happened, the index highlights where risk is emerging, enabling informed decisions before issues escalate into disputes, cost overruns, delivery delays or contractual failure. Innovation The Post Contract Leading Indicators Index analyses numerous data points and converts them into a single predictive risk score for each contract. The methodology has been specifically designed to focus on indicators that historically act as precursors to poor commercial outcomes, including: Disproportionate levels of change activity at an early stage Disproportionate levels of early warnings Spend profiles that are misaligned with programme progress Poor contract administration performance Data quality and governance indicators Alignment between commercial and project systems Each measure has been carefully designed, tested and weighted to focus on leading rather than lagging indicators. A significant challenge was not the visualisation of the data, but the transformation of large volumes of inconsistent source information into a reliable, meaningful and actionable management tool. Extensive coding, cleansing, validation and logic development were required to ensure users could see genuine risk signals rather than simply more data. Importantly, the team deliberately chose a fact-based and transparent methodology rather than relying on AI-generated conclusions. This provides confidence that outputs are evidence-led, reproducible and auditable while preserving opportunities for future enhancement through advanced analytics. Impact The impact of the index extends well beyond reporting. The solution enables: Early identification of contracts requiring intervention Targeted assurance and management attention where it is most needed Portfolio-level visibility of commercial health and emerging risks Trending of contract performance over time Identification of persistent and systemic commercial issues Improved governance and data quality Enhanced decision making at contract, programme, portfolio and regional level The index also highlights positive performance, allowing best practice to be recognised and replicated. Since implementation, the tool has already identified numerous issues including incorrect contract values, administration deficiencies, inaccurate schedule information and contracts requiring deeper investigation. These findings may otherwise have remained hidden until they had created more significant commercial consequences. The index has now been embedded within the regional assurance approach and is actively informing commercial oversight activities. Scalability and Sustainability A particularly impressive feature of the solution is its sustainability. Following significant development effort, the index now operates autonomously through an integrated Power BI and Power Automate architecture. Minimal maintenance is required, allowing the organisation to benefit continuously from the investment made. The platform has also been designed with future growth in mind. Planned enhancements include: Safety and reputational risk multipliers Enhanced project and portfolio insights Expanded performance trend analysis Advanced document quality assessments Future integration with AI-supported analytics where appropriate The approach is highly scalable and has already attracted interest from other regions seeking to adopt the methodology. Why This Team Deserves Recognition Adam Blakeman led the development of the Post Contract Leading Indicators Index and was responsible for the majority of its design, coding and implementation, supported by Ben Nelson, Mark Camacho and Adam Rogers. Together, the team invested significant effort to create something genuinely innovative—moving commercial assurance from retrospective reporting to predictive risk management. Their work demonstrates how existing organisational data can be transformed into actionable intelligence, allowing risks to be identified earlier, interventions to be more targeted, and public money to be protected more effectively. The team have not simply created another dashboard; they have developed a capability that enables the organisation to anticipate commercial issues before they become visible. In doing so, they have created a powerful, scalable and potentially business-changing approach to improving contract performance, reducing disputes, avoiding cost overruns and supporting better outcomes for both the organisation and the taxpayer.
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Customer Operations Room

Company Name
c2c Railway
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Key Achievements • 24/7 support model created for stations through the Live Customer Operations Room (LCOR). • Seven operational processes digitalised and integrated into a single platform. • Real-time monitoring capability introduced for gates, ticket machines, security alarms, CCTV and station activity. • Three new frontline reporting streams established covering accidents and incidents, close calls and anti-social behaviour, and ticket irregularities. • One centralised application developed to replace multiple processes, improve visibility and reduce administrative burden. • Real-time dashboards introduced to improve decision-making and provide greater oversight of station operations. • Previously unrecorded frontline activity now captured, helping demonstrate the value delivered by station teams and mobile colleagues every day. The Stations Live App and Live Customer Operations Room represent a step-change in how c2c manages stations, supports frontline colleagues and responds to customer needs. Developed
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Dafydd THomas

Company Name
Network Rail
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I am pleased to nominate Dafydd Thomas for his exceptional leadership and delivery of the Gobowen Resilience Scheme an outstanding example of applying systems engineering to achieve transformational outcomes within a project under £5 million. Dafydd demonstrated exceptional ownership from the outset, recognising that the flooding at Gobowen was not simply a drainage defect but a complex, interconnected systems issue. Rather than waiting for a defined brief, he proactively shaped the problem, identifying the interdependencies between railway assets, local watercourses, highways drainage, and surrounding development. He moved beyond traditional delivery by initiating and leading engagement with external stakeholders including the Environment Agency, Shropshire Council, local developers, a local college, and the Marches Forward Partnership to define a shared system-wide solution. His ability to independently reframe the challenge and drive alignment across organisations ensured that the right problem was solved from the beginning. Crucially, Dafydd embedded systems engineering principles throughout the lifecycle of the project. He established clear requirements, mapped interfaces between organisations and infrastructure systems, and facilitated option selection based on whole-system performance rather than isolated asset improvements. This ensured that decisions were evidence-led and focused on delivering maximum benefit across the entire catchment, rather than short-term or single-party gains. He also ensured that future climate scenarios and development pressures were considered, future-proofing the scheme against increasing weather volatility. The outcome of Dafydd’s systems-led approach is truly transformational. The Gobowen Resilience Scheme now delivers not only improved reliability and reduced flooding risk for the railway, but also enhanced resilience for the wider town, including highways and local properties. By addressing root causes such as flow conveyance, debris blockage risk, and catchment interaction the scheme significantly reduces the likelihood and severity of future flooding events. This is far more than a localised fix it is a “whole system” solution that provides long-term climate resilience benefits to multiple stakeholders. By driving the project from concept to construction in under 12 months with delivery partner SRSA, Dafydd has accelerated the realisation of these benefits, reducing risk to passengers, staff, and the community significantly earlier than would typically be achieved. This pace was achieved through disciplined programme management, early contractor involvement, and seamless integration between design, stakeholder engagement, and delivery. Dafydd has consistently demonstrated a positive, collaborative and resilient attitude throughout the project. He has fostered a strong sense of shared purpose across a wide and diverse stakeholder group, breaking down organisational silos and creating a culture of trust and cooperation. He has also prioritised knowledge sharing, engaging with the local college to provide insight into engineering and infrastructure resilience, helping to inspire future talent while strengthening community ties. His leadership style has had a direct impact on team morale maintaining momentum under tight timescales while keeping safety, quality and stakeholder engagement at the forefront. He has acted as a role model for collaborative working and modern railway delivery, embodying the values of partnership, professionalism, and innovation. Innovation has been central to the scheme, driven by Dafydd’s systems engineering mindset. A key example is the implementation of a fully automated trash screen powered by water and solar energy. Rather than relying on traditional, labour-intensive solutions, this intelligent asset forms part of the wider drainage system, ensuring optimal performance during high-flow events and integrating seamlessly into the broader flood management strategy. This innovation delivers multiple benefits: Safety: Reduces the need for maintenance staff to attend site in hazardous conditions Sustainability: Uses renewable energy sources to operate, lowering carbon impact Reliability: Ensures continuous system performance with minimal intervention Efficiency: Frees up maintenance resources to focus on higher-value activities This solution directly addresses a long-standing operational challenge in a smarter, safer, and more sustainable way, while exemplifying how innovation can be embedded within a wider systems solution. Through his initiative, leadership, and application of systems engineering principles, Dafydd Thomas has delivered a high-impact, collaborative and forward-thinking project that sets a new benchmark for smaller-scale rail schemes.
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Duan Leadingham-White

Company Name
Freightliner
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Duan joined Freightliner’s Vehicle Maintenance Facility (VMF) in Crewe in January 2023 as an Engineering Apprentice - Mechanical and Electrical Fitter. During his apprenticeship and subsequently, Duan has proved to be a significant asset to the team and a role model to other engineering apprentices at Freightliner’s Crewe facility. During the course of a standard day, Duan will undertake activities including wheelset exchanges, radiator fan motor exchanges, traction motor exchanges, examination inspections and fault finding on various systems from mechanical to electrical. Attitude From the very start of his apprenticeship at Crewe VMF, Duan has demonstrated outstanding dedication and commitment. He has a consistently strong work ethic, putting in significant time and effort to develop his skills and knowledge. His excellent attitude and professionalism have made him a strong role model for fellow apprentices. He is highly motivated and determined to succeed, showing a clear drive for personal and professional growth, leading to him successfully achieving his Apprenticeship in Maintenance and Operations Engineering Technician (Electromechanical Technician) – Level 3. Initiative Duan proactively seeks new opportunities to gain experience, regularly volunteering for unfamiliar or more challenging jobs such as fibreglass overhauls, bogie overhauls and modification work. He consistently demonstrates initiative and ownership, taking responsibility for completing assigned work within the required timescales and to a high standard. Impact As a very quick learner, Duan rapidly understands new tasks and applies learning effectively in practical settings - he is only shown once, takes on board what needs to be done and gets the job done. He delivers work to a high standard across a wide range of tasks, always maintaining quality and safety. Duan is ready and willing to work overtime when required, ensuring jobs are completed efficiently and on time, without prompting, as he understands what needs to be accomplished for the benefit of the team and the operation. Duan is reliable and dependable, consistently supporting and contributing to team workloads and depot objectives and actively learning from experienced colleagues while also supporting others, including his fellow apprentices. Innovation Freightliner’s Class 90 door handles have been subject to cracking due to their age and the fact that they are bonded to the door using fibreglass. They were previously overhauled by a third party, however recently they have been overhauled in-house at Crewe VMF to improve the quality of the overhaul. The design was improved by replacing the steel backing plates with stainless steel which prevents them from corroding and cracking further. To enable a stronger repair, Duan innovatively and using his own initiative, drilled new holes on the backing plate which enabled them to be fixed directly onto the fibreglass base layer rather than being bonded on, increasing their strength further and enabling a more accurate assembly due to them being held in place prior to the outer layers of fibreglass being added. Since this simple but effective change, the doors that Duan has overhauled have remained intact and strong, delivering both operational and cost efficiencies. In summary, and for all the reasons above, Duan is a great asset to Freightliner’s Crewe VMF and demonstrates clear potential for future success within the rail industry and beyond. He has successfully achieved his apprenticeship and is now employed as a full-time employee which is testament to the value that he brings to the Freightliner business. He is a very worthy nominee for the Emerging Talent Person RailStaff Award 2026. Paul Ryan, Engineering Director: I am passionate about developing the next generation of engineering talent that will sustain and strengthen the future of the UK rail industry. The rail sector continues to face significant challenges in attracting, developing and retaining skilled engineering professionals, making it more important than ever that we identify and invest in individuals who demonstrate both technical ability and the right attitude for long-term success. Duan is an outstanding example of why that investment is so valuable. Since joining Freightliner as an Apprentice, he has consistently exceeded expectations. His dedication to learning, willingness to take on challenging tasks and natural ability to absorb and apply new knowledge have made him a standout performer. What has impressed me most is not only Duan's technical competence, but also his maturity and commitment to continuous improvement. He actively seeks opportunities to broaden his experience, embraces difficult work and approaches work with enthusiasm and a determination to deliver the highest standards. His innovative approach to the Class 90 door handle repair is a perfect example of someone who looks beyond simply completing a task and instead considers how it can be done better, creating lasting operational benefits. Duan has already established himself as a trusted member of the Crewe VMF team and a role model for other apprentices. He represents exactly the type of emerging talent our industry needs and is a credit to Freightliner, the apprenticeship programme, and to the future of rail engineering in the UK. Glynis Appelbe, HR Director: The greatest challenges facing the UK engineering sector is attracting and developing talented individuals who possess not only technical potential but also the attitude, resilience and commitment required to build a successful long-term career. Competition for emerging engineering talent has never been greater, and our industry recognises the importance of investing in people who can become the future leaders, specialists and innovators of our sector. Throughout his apprenticeship, Duan has consistently demonstrated all of the qualities that employers hope to find but rarely see combined so strongly in one individual. His enthusiasm for learning, willingness to embrace new challenges and genuine commitment to supporting colleagues have enabled him to make a positive impact well beyond what would normally be expected of someone at this stage of their career. Duan has all the characteristics required to continue progressing through the organisation and has the potential to develop into a highly skilled engineer within Freightliner and the wider rail industry. His achievements to date are exceptional, but equally exciting is the considerable potential he has yet to realise.
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Edinburgh MDU Off Track team

Company Name
Network Rail
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I am recognising the Edinburgh Delivery Unit Off Track team for their exceptional commitment to innovation, safety, and performance in maintaining critical lineside and drainage assets. The team has embraced new technology, including StrEAMS and Digital Lineside Inspections (DLI), transforming how vegetation and drainage conditions are understood and managed. Through DLIs, they have achieved a position where every 1/8th across the DU has a vegetation condition score no older than 12 months, enabling proactive maintenance and compliance. Beyond inspection, the team has taken decisive action to address vegetation growth, improving both safety and operational performance. They have implemented cyclical maintenance strategies, setting up maintenance scheduled tasks (MSTs) for every previously cleared section to maintain compliance. Their adoption of new plant, such as Network Rail-owned unimogs (with flail and chipper attachments), has been pivotal, with several team members completing training to operate and control the machines. They have also shown exceptional flexibility by building rosters around extended access opportunities, enabling uninterrupted vegetation removal during critical windows. Furthermore, the Off Track Maintenance Engineer and Section Managers have fostered strong partnerships with local SMEs, ensuring safe and efficient delivery while supporting local businesses. The team have also taken huge steps forward in maintaining drainage assets across the DU. This includes completing e-learning to improve understanding across both sections, carrying out inspections across the estate (often identifying new assets), updating condition scores, and building a more accurate asset information register. They have identified improvement works and successfully planned and delivered them. A major achievement was utilising the drain train on the East Coast Main Line for the first time, completing three successful shifts where over 2,000 yards of pipework were jetted, 60 catchpits cleaned, and 80,000 litres of waste water and solids removed. These efforts boosted condition scores and significantly reduced the number of high risk drainage assets within the DU. This combination of technological innovation, willingness to change, and collaborative working makes the Edinburgh DU Off Track team truly deserving of recognition.
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Fiona Jacques, Aiden Berry & Navigator Team

Company Name
LNER
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As LNER's UX Designer and Digital Project Manager, Fiona and Aiden recognised an opportunity to solve a long-standing operational challenge faced by On Train colleagues, rostering teams and People Managers. Previously, key operational and people processes relied on multiple disconnected systems, manual activities and inconsistent ways of working. These processes were time consuming, difficult to monitor and often created unnecessary effort for colleagues and managers. The ask of Aiden and Fiona was to provide a digital book on/off solution. But they both realised there was an opportunity to create something that added much more value to more teams if they looked at the whole end to end experience. Rather than simply digitising an existing process, they challenged themselves to reimagine the wider colleague experience – seeing the potential to create a personalised colleague app that would make everyday tasks easier, improve access to operational information and reduce reliance on manual processes. To achieve this, they brought together frontline colleagues, operational and rostering teams and digital colleagues from across the business. Through discovery workshops, prototype testing sessions, depot visits and continuous engagement, they gained a deep understanding of the challenges and pain points colleagues faced, the disparate systems used and manual effort needed. They then used these insights to shape the future solution. Their leadership and approach really championing the user, ensured colleagues were not simply consulted, but actively involved in designing the product. By building a shared vision, creating strong cross-functional relationships and securing support across multiple business areas, Fiona and Aiden transformed an operational challenge into an opportunity to improve the experience of colleagues and teams across the route. Through their leadership, dedication and belief, Fiona and Aiden delivered Navigator, LNER's personalised colleague app, which has transformed how On Train colleagues and managers access information, manage duties and interact with operational systems. Their commitment to engagement, continuous improvement and user-led design resulted in exceptional adoption. Following rollout and training across every depot, Navigator achieved 100% adoption across the route. Complete adoption of new technology in a frontline operational environment is a significant achievement and demonstrates both the quality of the solution and the effectiveness of the design and implementation approach. The impact is reflected in colleague feedback and satisfaction. Through successive iterations and improvements, driven directly by user feedback, Navigator's Net Promoter Score increased from +5 to +61, while user confidence achieved an average rating of 4.3 out of 5. Colleagues have described Navigator as: "A slick and easy to use app." "The Navigator app and the roster portal are indeed real game changers for the business... the feedback has been phenomenal." "One of the best and easiest to use apps we've had. I've nicknamed it 'click and go'. An ingenious and innovative piece of software." Colleagues also shared positive feedback about being brought into the process to support the design – they genuinely felt they were listed to and had influence over decisions made. Beyond improving the colleague experience, Navigator has enabled more efficient resource management, improved operational oversight and reduced time spent on manual processes for multiple teams. Use of the app continues to support performance and better service delivery across the network by putting data such as loadings in the hands of frontline teams - with a highlight if capacity goes over 80%. Throughout the programme, Fiona and Aiden demonstrated exceptional commitment, empathy and determination to improve the experience of frontline colleagues. Their user-centred approach placed colleagues at the heart of every decision. They invested significant time building relationships across departments, listening to concerns, understanding operational realities and ensuring that colleagues felt genuinely heard. This created trust, encouraged participation and helped colleagues feel ownership of the solution they were helping to create. Their collaborative approach also helped establish a positive culture around innovation and change. Rather than imposing a solution, Fiona and Aiden worked alongside colleagues, empowering them to influence decisions and shape the final product. During rollout, both remained highly visible and accessible. Starting with a pilot in Aberdeen, they travelled across the route to support colleagues first using the app, answering questions, gathering feedback and providing reassurance during the transition. They also developed a network of frontline champions who provided peer-to-peer support throughout implementation. This collaborative approach played a significant role in the successful adoption of Navigator and helped build confidence in Digital & Innovation across the business. Their enthusiasm, authenticity, adaptability and commitment to delivering a better experience for colleagues established them as trusted partners and advocates for positive change. Navigator represents a significant example of innovation delivering practical benefits for both colleagues and the wider business. Working in partnership with Cranmore, Fiona and Aiden led a co-design approach that placed frontline colleagues at the centre of product development. Rather than assuming what users needed, they created a process that ensured colleagues directly influenced priorities, functionality and future development. The result was not simply a new app, but a new way of working. Navigator continues to evolve through a user-driven roadmap, with new features shaped by colleague feedback and operational needs. Since launch, enhancements including reservation information, bike and wheelchair booking information and the ability to contact Train Crew through the app have further improved how On Train and Station teams support customers, manage operations and improve performance. Most importantly, Fiona and Aiden demonstrated that innovation is not just about technology. Their success came from combining user-centred design, strong stakeholder engagement and effective delivery to create a solution that colleagues genuinely value and use every day. Their work on Navigator has transformed colleague experience and supported operations by giving them information and data in a user-friendly view. It’s also strengthened collaboration between operational, customer experience and digital teams, and fostered a sense of ‘one team’ amongst on train colleagues as they can see who they are working with from across the route for their whole diagram. It is an outstanding example of innovation delivering measurable business benefits while helping LNER provide a better experience for colleagues and customers alike.
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Hazard Management Tool (HMT) Team

Company Name
RSK Business Solutions
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We are nominating the HMT team because they did something few teams do: they didn't wait to be asked. They spotted a problem slowing down their own colleagues, invented a genuinely new way to solve it, and then proved its value across the UK rail industry rather than settling for a quiet internal fix. Against every measure this award looks for — initiative, impact, attitude and innovation — this team stands out. Initiative: they moved from doing the job to fixing the job CSM-RA hazard management is fundamental to railway safety, but the tools used to run it — spreadsheets, Word documents, PDFs, email chains, locally stored files — have barely changed in years. Nobody asked this team to fix that. It wasn't in anyone's job description, there was no directive from above, and there was no guarantee it would work. The team experienced the frustration of chasing document versions and untracked actions in their own day-to-day work, and rather than treating it as an unavoidable part of the job, they took ownership of the problem itself. That is the clearest possible demonstration of initiative: identifying a problem before being asked to, deciding it was worth fixing, and committing real time and effort to a solution with no guaranteed payoff. They then went further than most people would, taking their early thinking outside their own organisation to test it against the people who would actually have to trust it — Network Rail, RSSB, Siemens, Translink, AtkinsRéalis and Amey— putting unfinished work in front of demanding industry peers and inviting criticism, rather than waiting until it was "safe" to show anyone. Impact: from a local frustration to an industry-wide shift What began as a fix for one team's own frustration has become something with genuinely industry-wide reach. HMT gives every organisation on a project — infrastructure managers, contractors, designers, assessors — a single source of truth: live hazard registers, full audit trails, version control, clear action ownership, and structured evidence management. The practical result is that safety teams stop spending their time chasing paperwork and start spending it managing actual risk. Contractors and designers working across organisational boundaries work from one shared, trusted set of information instead of competing versions. Assessors can trace decisions and evidence properly instead of reconstructing a trail after the fact. This did not stay a localised win. Network Rail is now preparing to trial the platform — independent validation from the organisation that sets the standard for infrastructure management across the country. RSSB, whose entire purpose is developing rail safety standards and good practice, has engaged directly with the team's work. That is not a small, contained improvement to one team's workload; it is a genuine game-changer with the potential to reshape how hazard management is run on major projects across the UK rail sector. The team's ambition has since carried the same solution beyond the UK into discussions with Irish Rail and Translink — further proof that what they built solves a problem the whole industry recognises, not just their own. Attitude: resilience, humility, and lifting others up Building HMT required rail safety specialists, software developers, digital specialists and business development professionals to work as genuine equals — none of them able to simply defer to their own expertise and call it done. That takes a particular attitude: safety specialists had to accept that a good idea wasn't automatically a good feature; developers had to accept that technically elegant wasn't the same as operationally usable; nobody got to have the last word just because it was their discipline. That same attitude carried into how the team engaged with the industry. Taking early, unfinished work to organisations like Network Rail and RSSB and inviting them to pull it apart requires real resilience — the willingness to hear "this doesn't work" and treat it as useful information rather than a setback. The team did this repeatedly, across multiple organisations, refining their approach each time rather than becoming defensive or disheartened. That combination of humility, persistence and genuine respect for colleagues with different expertise is exactly the kind of role-model behaviour that lifts the standard for everyone working around them, and it's the reason the team has been able to sustain momentum on a project with no formal mandate behind it. Innovation: a genuinely new answer, not a bigger spreadsheet The easy path here would have been to build a slightly better spreadsheet template, or a shared drive with better folder structure. That would have followed the standard playbook and changed very little. Instead, the team asked a more creative and more difficult question: could the entire CSM-RA process — not just the paperwork around it — be run collaboratively, live, in one place, by everyone involved? That reframing, from managing documents about hazards to managing the hazards themselves, is the genuinely inventive idea underpinning HMT, and it is what separates this from a routine digitisation exercise. That invention also extended to how the tool was built. Rather than building in isolation and hoping the industry would adopt it, the team created an unusual, iterative feedback loop with the industry itself: problem identified - team discussion - development - industry feedback -improvement, repeated again and again with organisations like Network Rail, RSSB and major contractors. Designing a product development process that treats prospective users as genuine co-developers, on a safety-critical tool, is itself a creative and disciplined piece of work — one that shows the team didn't just invent a clever tool, but a clever and repeatable method for building trust in it. Summary This is a team that took ownership of a problem nobody asked them to solve, turned a personal frustration into a solution with genuine industry-wide impact, maintained the humility and resilience to be challenged and improve at every step, and invented a genuinely new way of working rather than settling for an incremental fix. That is precisely the combination of initiative, impact, attitude and innovation this award exists to recognise.
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LNER Machine Learning Team

Company Name
LNER
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I am nominating the LNER Machine Learning Team for Team of the Year for transforming machine learning from an emerging technical capability into a portfolio of practical products delivering benefits for customers, colleagues, LNER and the wider rail industry. Bringing together product management, data science, data engineering and machine learning engineering, the team has worked collaboratively with business and frontline colleagues to tackle challenges spanning accessibility, operational performance, customer engagement, catering and revenue protection. Its strength lies not simply in developing models, but in turning complex data into trusted tools that support better decisions. Predictive Passenger Assistance forecasts demand by station and hour, helping resource planners anticipate staffing pressures. It reduced forecast error by up to three quarters and contributed to a significant reduction in failed assists caused by staff availability. The product won the Passenger Experience Award at the Modern Railways Railway Innovation Awards, independently recognising its contribution to more accessible rail travel. Predicted Station Delays gives frontline teams early warning of services at risk of dwell delays, including the probable cause and anticipated duration. Integrated into Arrakis, it has supported thousands of mitigations, prevented thousands of delay minutes and delivered significant financial benefits. It won the Application of Digital Technology Award at the Railway Industry Association RISE Awards. The team’s hyperpersonalisation models have helped LNER move from broad marketing towards predictive customer journeys. The in-market and price sensitivity models have enabled more relevant communications, enabled targeted discounting and supported attributable incremental revenue uplift. For LNER's catering offer the team has developed predictive ordering capabilities designed to improve availability, reduce food waste and automate complex ordering processes. The work forms part of a wider ambition to create a smarter and more resilient approach to stock management that can potentially be scaled beyond LNER. The team’s ambition also extends across the rail industry. It has scaled LNER’s AI-powered fraud-detection capability to support Southeastern and TransPennine Express, turning an internal product into a reusable industry service. This work has established shared data pipelines, models, monitoring, governance and feedback processes that provide a blueprint for operators working together to address common challenges. Alongside delivering live products, the team continues to explore some of rail’s most difficult and enduring problems. This includes investigating whether machine learning can improve train-running forecasts, particularly during disruption when delays can propagate across the network and accurate information is vital to operational decision-making and customer confidence. The purpose is not simply to replace an established forecast, but to understand whether richer operational data and modern modelling can provide earlier, more accurate insight into how services are likely to run. The team is also exploring automated delay causation, using machine learning to identify possible chains of events and support attribution investigators. This could allow more delays to be reviewed while accelerating a process that currently requires significant manual investigation, with technology supporting not replacing operational expertise. This is a team that combines curiosity with delivery, collaboration with measurable impact, and local innovation with industry-wide ambition.
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Learning & Development Training Academy

Company Name
ScotRail
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The ScotRail Learning & Development Training Academy has transformed train driver development in the UK rail industry. During a period of national driver shortages, the academy successfully trained 169 new drivers. The team introduced a market leading blended learning programme based on the VARC methodology, combining classroom teaching, digital learning, desktop simulators for early operational training, and full cab simulators to enhance operational readiness. This course gives the opportunity for trainee drivers to experience driving mainline passenger services within six weeks of commencing under full instruction with a driver trainer. Alongside this, 80 driver instructors were developed to sustain future training capacity. The academy also fully digitalised training documentation and knowledge checks, improving efficiency and accessibility. Through innovation, scale and outstanding results, the academy has set a new benchmark for modern railway training. While this is a completely new approach for ScotRail in how we deliver driver training, it is also a first for the British railway because it is blending traditional learning styles with new technology. To have various representatives from train operating companies from around the UK visit our facilities with the view of adapting our methods for their own use is a huge achievement for ScotRail and one that will benefit the entire British rail network. At the core of the programme is a fully integrated blended learning model built around the VARC learning methodology – visual, auditory, reading/writing, and kinaesthetic learning. By recognising that individuals absorb and retain knowledge in different ways, the programme ensures trainees engage with training material through multiple learning formats that maximise understanding, retention and competence. The programme successfully integrates modern training technology with traditional railway operational expertise. It combines structured classroom learning, digital learning platforms, high-quality simulation training, practical traction and route learning, and structured mentoring from experienced instructors. Yasar Pazarlioglu, the Simulation and Technology Manager for TransPennine Express, visited our training academy In February 2026. He said about the programme: “During my visit to observe the trainee driver programme, it was clear that the blended learning approach using classroom theory, desktop simulation, and full cab immersive simulation delivers a genuinely progressive training experience. The opportunity for trainees to apply theoretical knowledge almost immediately within realistic, simulated environments accelerates their understanding and builds confidence in both technical and non technical skills.” Kevin Bowen, the Operations Training Manager for TransPennine Express, visited at the same time. He wrote: “The ScotRail approach to driver training using driving simulators to reinforce and embed theory learning is truly innovative and changes the traditional trainer led direct instruction model of UK driver training.” Finally, Cheryl Enderby, a driver Training Manager for Northern Railway visited our facilities in October 2025. She said: “The traditional, classroom-based learning was effectively reinforced with desktop simulators, enabling learners to apply theoretical knowledge within a safe and controlled environment. It was particularly valuable to observe how learning was consolidated and translated into practical application within the classroom setting. “There was a further opportunity to enhance the training experience by incorporating full cab simulation, which would help to deepen understanding, strengthen knowledge retention, and support the delivery of a best-in-class training experience.”
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Magna Tram Train Project Team

Company Name
Network Rail Capital Programmes North Enhancements
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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.
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Martin Catterall and Gareth Kinghorn

Company Name
Network Rail
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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.
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Michael Sheehan

Company Name
LNER
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I am nominating Michael Sheehan for Innovation & Technology Person of the Year for his outstanding contribution to applying machine learning to some of rail’s most important customer, operational and commercial challenges. Michael has played a pivotal role in creating two nationally award-winning products, Predictive Passenger Assistance and Predicted Station Delays, while also helping transform LNER’s approach to customer personalisation. His work demonstrates how advanced technology can be made practical, trusted and capable of delivering measurable value. Michael developed Predictive Passenger Assistance modelling after recognising that traditional, manually produced forecasts could not adequately anticipate rapidly changing assistance demand. Working closely with Data, Accessibility, Station and Resource Planning teams, he helped create a horizon-aware forecasting capability that predicts demand by station and hour, giving planners early warning of where colleagues may need to be. The tool has helped reduce forecast error by up to three quarters compared with previous techniques. During the post-Christmas period, for example, it identified a shift in peak demand, enabling teams to prepare and help more customers. This achievement was recognised when Predictive Passenger Assistance won the 2026 Passenger Experience Award at the Modern Railways Railway Innovation Awards. Michael was also instrumental in developing Predicted Station Delays tool, a pioneering machine-learning product that identifies services at risk of station dwell delays before they occur. Integrated into Arrakis, a system already used by frontline colleagues, it shows the likelihood, probable cause and anticipated duration of a delay so that teams can take proactive action. In FY2025/26, the product supported 5,138 mitigations and prevented more than 4,200 attributed and sub-threshold delay minutes. Predicted Station Delays subsequently won the 2026 Application of Digital Technology Award at the Railway Industry Association RISE Awards. Michael’s impact also extends into hyper personalisation. His contribution has helped LNER move from broad marketing campaigns towards predictive, data-driven customer journeys. The in-market model achieved 78% prediction accuracy and has supported more relevant targeting, reduced unnecessary discounting and delivered attributable incremental uplift. What brings these achievements together is Michael’s initiative. During a period of resource pressure and limited product management capacity, he stepped beyond his core technical responsibilities, worked directly with stakeholders and continued identifying opportunities for innovation. He combines technical expertise with curiosity, collaboration and a determination to ensure that models become usable products rather than theoretical exercises. Michael’s work is improving accessibility, operational performance and commercial decision-making today, while creating reusable capabilities with potential value across the wider railway and I am proud to nominate him as Innovation & Technology Person of the Year.
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Property Digital Services

Company Name
Network Rail
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The Network Rail Property Digital Services Team has demonstrated exceptional collaboration, innovation, and commitment in delivering a significant programme of digital transformation across Network Rail Property. Over the last 12 months the team has successfully delivered the Horizon V11 upgrade, progressed the onboarding of Train Operating Companies, enhanced customer support services, improved data quality, and reporting capabilities, and developed a range of digital solutions that are transforming how Property colleague’s work. These solutions include not only the Horizon Property Management system, but the Digital Footfall and Land Strategy Portals. Working across multiple disciplines, the team brought together operational experts, technology specialists, data professionals, and business stakeholders to deliver complex change with minimal disruption to users. They consistently challenged the status quo, introduced new ways of working and ensured business needs remained at the centre of every decision. The team has become a trusted partner to Property and Corporate Services, providing expert advice, dependable support and innovative solutions that help colleagues make better decisions, improve efficiency and deliver greater value for passengers, customers, and the wider railway. Their collaborative approach embodies Network Rail's values through teamwork, care for people, continuous improvement, and empowering others to succeed. The team's work has delivered tangible business benefits across Network Rail Property. The successful delivery of Horizon V11 provides a more modern, secure, and scalable platform that supports improved operational performance, better user experience, and enhanced data management. Alongside this, the team has driven data quality improvements, advanced the Property Data Strategy, developed workflow automation solutions, and strengthened management information capabilities to support more informed decision-making. Beyond technology delivery, the team has enabled stronger collaboration between Property, Finance, Shared Services and Business Support functions. Their work is helping create a more efficient, digitally enabled organisation that is better prepared for future business change, including Great British Railways readiness activities. They have consistently delivered results while maintaining high service standards, supporting customers, responding to operational challenges, and fostering a culture of innovation and continuous improvement. The Property Digital Services Team's collective contribution has strengthened business resilience, improved productivity, enhanced customer experience and established a foundation for long-term digital transformation across the Property function. Their achievements exemplify what can be accomplished when a team works together with shared purpose, dedication, and a commitment to delivering exceptional outcomes.
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Real Time Information Group

Company Name
Transport for Wales
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Innovation & Technology Team Award Real Time Information Group – Transport for Wales Moving from 11th to 1st in the industry—and creating a clear performance gap to competitors—the Real Time Information Group has delivered one of the most significant improvements in customer information seen in UK rail. The Real Time Information Group at Transport for Wales identified a critical challenge at the heart of railway operations: delivering clear, consistent and customer focused information during disruption required significant manual effort, created inconsistency, and placed a high cognitive load on Control colleagues. Controllers were expected to craft detailed messages in real time, ensuring they met Customer Information Pledges while managing live operational decisions. This led to variation in how information was written, with different controllers using different formats and levels of detail. As a result, customers could receive inconsistent messaging, and it was difficult to harmonise standards across teams and operators. The challenge extended beyond clarity. Transport for Wales also struggled with Pledge H3, which measures how well operators communicate disruption duration and incident end times. In Period 1 2025, TfW ranked 16th in the industry (55%). The issue was not incorrect information, but omission—controllers, under pressure, were simply forgetting to include key timing details in manual messages. In Period 1 2024, this wider challenge was reflected in performance, with TfW ranked 11th in the industry for Pledge J3 (clear, jargon free information). The Real Time Information Group set out to fundamentally redesign how customer messaging is created. Working cross functionally across control centres and teams, the group rapidly developed and embedded a new approach while maintaining alignment across functions. This required harmonising ways of working, building consensus, and delivering change at pace in a live operational environment. In partnership with Tracsis, the group co developed the Customer Disruptive Messaging (CDM) capability within the Tracsis Information Manager (TIM)—a structured, templated solution that standardises messaging and embeds industry standards directly into the process. This innovation removed the reliance on manual drafting and introduced a consistent framework for every message. For the first time, it ensured that regardless of who writes the message—or which operator is involved—customers receive clear, consistent, and complete information. Critically, the solution addressed both clarity and consistency: • Messaging is now standardised, removing variation between controllers and creating a single approach across teams • Key information, including disruption duration and incident end times, is built into templates rather than relying on memory • Controllers experience significantly reduced cognitive load, allowing greater focus on operational decision making • Information is now delivered more consistently across Train Operating Companies, improving alignment across the wider rail network The impact has been transformational. Following implementation in late 2025, Transport for Wales rose from 11th to 1st in the industry for Pledge J3 by Period 1 2026, maintaining this position into Period 2. This represents a step change in performance. At the same time, performance against Pledge H3 improved dramatically—from 55% (16th place) in Period 1 2025 to an average of 86%, demonstrating the effectiveness of the templated approach in ensuring critical information is consistently provided. What makes this improvement even more compelling is the scale of outperformance. While TfW achieved 1st place, the next closest operator on the Wales Route ranked 8th in the same period—highlighting a clear and sustained performance gap driven by this innovation. This success was underpinned by strong collaboration. The Real Time Information Group brought together multiple functions and control environments, aligning teams while rapidly developing and embedding a new way of working. Tracsis played a key role in this success—partnering closely, trusting the group’s vision, and enabling the rapid delivery of a solution tailored to real operational challenges. This transformation has delivered: • Consistent, standardised customer messaging, regardless of controller or operator • Clearer, more complete information, improving customer understanding during disruption • Significant reduction in cognitive load for controllers • Step change performance improvement, moving from below average to industry leading • Effective cross functional collaboration and rapid innovation delivery The Real Time Information Group has not only introduced new technology but fundamentally redefined how customer information is created and delivered in real time. By embedding best practice into systems and reducing reliance on human memory under pressure, they have delivered lasting benefits for both colleagues and customers—and set a new benchmark for the rail industry.
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Research & Development Team

Company Name
Network Rail
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RightLines was developed to address a longstanding challenge in OLE inspection: identifying fatigue cracks hidden beneath the surface of the contact wire. Fatigue cracks can develop in overhead line equipment (OLE) contact wire, making them extremely difficult to identify through traditional inspection methods such as borescope visual inspection. Contact wire breakages account for over 40% of disruption associated with OLE neutral-section failures. Historic incidents at Wembley and Murthat resulted in more than 32,700 delay minutes and approximately £6 million in combined costs. With guidance from Technical Authority Electrification & Plant Engineering and NW&C E&P teams, we identified that reliance on visual inspection left a gap in understanding contact wire condition. Rather than accept this limitation, Network Rail used research and development (R&D) to investigate whether ultrasonic methods could provide a more accurate way of identifying subsurface fatigue cracks, determining the condition of the asset and intervening before they progress towards failure. The challenge brought together Network Rail engineers, frontline OLE maintenance teams and engineering and technology partner Traxion NDT. An early ultrasonic proof of concept provided the starting point, with the team working collaboratively to develop, test and refine the technology for use on the operational railway. This required the team to challenge established inspection practices and determine how ultrasonic testing could be adapted for practical use on OLE contact wire. The result was RightLines, an ultrasonic inspection capability that provides objective data on contact wire condition and an additional layer of asset assurance. Using low-frequency ultrasonic waves, the device can identify subsurface fatigue cracks that conventional visual inspection can miss, enabling earlier and more targeted intervention. The team successfully progressed RightLines through an initial proof of concept and prototype trial before achieving Network Rail Product Acceptance in February 2025. The innovation has since moved into operational deployment across North West & Central, including Sandwell & Dudley, Bletchley and Stafford, with Motherwell in Scotland recently purchasing a device. RightLines can also be operated from ground level with as few as two technical staff, reducing reliance on on-track plant and creating a more efficient inspection approach. Introducing a new technology has also required a change in frontline capability and behaviour. Supplier-led familiarisation gave maintenance teams hands-on experience of RightLines, helping them understand the technology, how the device interfaces with other systems and how inspection data is captured. Ongoing engagement between frontline teams, engineers and the supplier has built competence and confidence in using the device, supporting a culture where new technology and innovation is embraced and adopted. RightLines demonstrates how R&D can turn an identified engineering challenge into operational innovation. By combining engineering expertise, frontline experience and supplier capability, the team has taken ultrasonic inspection from proof of concept to a product-approved device that is being deployed nationally.
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Reza Samavati / Speed Management Programme Team

Company Name
Network Rail
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The Speed Management Programme (SMP) team is nominated for the Innovation & Technology Team Award for its work to reduce the catastrophic train overspeed risk through the development of the National Speed Database (NSD), a transformational initiative that is changing how speed restriction information is managed, assured and shared across the railway. Overspeeding events recorded in the Safety Management Intelligence System (SMIS) have increased by 30% over the last eight years, while Temporary Speed Restrictions (TSRs) have risen by 60% over the last 15 years. With extreme weather events becoming more frequent the use of Temporary, Emergency and Blanket Speed Restrictions is expected to increase further. Excessive train overspeeding can lead to derailments, serious injuries, fatalities, legal consequences and significant reputational damage. For decades, speed restriction information has been managed through multiple disconnected systems and processes, creating duplication, inefficiency and challenges in maintaining a single trusted source of data. Recognising this industry-wide issue, the SMP team established a vision to create a national, authoritative repository of speed information that can support safer railway operations, improve consistency and provide the foundation for future digital railway capabilities, including in-cab real-time speed management information. Delivering this vision requires collaboration across a complex rail ecosystem. The team has brought together Network Rail regions, route teams, train and freight operators, suppliers and industry partners to define requirements, establish governance and develop a solution capable of meeting diverse operational and engineering needs. What makes the SMP team exceptional is its combination of innovation, collaboration and user-led design. The team is not simply developing a technology solution; it is building industry-wide consensus around a new approach to managing speed information. Through extensive stakeholder engagement, user research, assurance activities, safety validation and supplier collaboration, the team is ensuring that the solution is practical, evidence-based and capable of delivering long-term value. The National Speed Database represents a significant step change for the rail industry. By creating a single trusted source of speed restriction data, it has the potential to reduce safety risks, improve data quality, eliminate duplication, and enable greater interoperability between railway systems. The SMP provides the platform of warranted and timely business critical information for future innovation by making speed data more accessible, consistent and reusable across the industry. Throughout the programme, the SMP team has demonstrated outstanding leadership, resilience and commitment. By maintaining a relentless focus on safety, stakeholder engagement and user needs, the team has united a diverse range of organisations behind a common objective and created momentum for lasting industry change. The National Speed Database is more than a technology project. It is an innovative industry transformation programme that will help mitigate catastrophic train overspeeding risk, modernise the management of critical railway data and improve safety for passengers and railway colleagues for years to come. For its vision, innovation, collaboration and industry-wide impact, the Speed Management Programme team is a highly deserving recipient of the Innovation & Technology Team Award
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South Rail Systems Alliance (SRSA) & AccuRail partnership

Company Name
South Rail Systems Alliance (Colas Rail)
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Initiative The South Rail Systems Alliance (SRSA), comprising Network Rail, Colas Rail and AECOM, recognised that its Safe System of Work (SSOW) process had become burdened by manual administration, fragmented information and paper-based assurance. Planning teams spent significant time collating safety-critical information, while PICs relied on printed packs, manual signatures and physical document returns. This created unnecessary administration, delayed assurance and limited real-time visibility of compliance. Rather than accepting this, SRSA partnered with AccuRail to fundamentally redesign the SSOW process. This was not simply a software implementation. Frontline PICs, Planners, Responsible Managers and operational leaders shaped the solution through workshops, testing and continuous feedback. One question remained central: “Will this make the job safer and easier for the PIC on site?” The result is a controlled digital platform managing SSOW planning, distribution, acknowledgement, assurance and reporting, with a complete audit trail providing greater transparency and accountability. Impact Since implementation in September 2025, AccuRail has supported: • 25,615 SSOW Packs • £57,000 printing saving • 2.6 tonnes of carbon reduction However, the greatest impact is safety assurance. AccuRail strengthens compliance with NR/L2/OHS/019 by ensuring SSOW packs and briefings are digitally issued, acknowledged and verified before work commences. Live dashboards provide immediate visibility of compliance, enabling intervention before issues become safety concerns. Completed packs are returned instantly for assurance review, replacing a labour-intensive paper process with real-time oversight. Integrated Task Brief management also enables COSSs to receive and acknowledge SSOW documentation and activity-specific briefings within one controlled environment. The transformation benefits everyone from frontline staff and planners to Responsible Managers and senior leaders, creating a wider digital safety management system rather than simply replacing paper. Attitude The initiative has been driven by collaboration, resilience and a shared commitment to improving safety. SRSA deliberately placed frontline colleagues at the heart of the transformation. Their experience and feedback directly influenced development, creating genuine ownership and supporting adoption across the workforce. Implementation inevitably brought technical challenges, process changes and training requirements. Rather than viewing these as barriers, the SRSA and AccuRail teams treated them as opportunities to improve. Feedback was actively encouraged, acted upon quickly and communicated openly. This has created a culture where continuous improvement is expected rather than exceptional. The initiative demonstrates that successful transformation is achieved not through technology alone, but by engaging people, listening to users and maintaining a shared commitment to making the railway safer. Innovation AccuRail represents far more than digitising paper forms. By combining SSOW planning, Task Brief management, compliance monitoring, acknowledgements, assurance and reporting, SRSA has fundamentally changed how safety-critical information is controlled. The next development, the Map Alert System, will provide location-based guidance to help ensure PIC’s access the railway from the correct geographical location. This directly applies digital innovation to an identified human-factor risk. By combining frontline collaboration with digital innovation, SRSA / AccuRail partnership has transformed one of the railway’s most safety-critical processes. The result is a safer, more efficient and environmentally sustainable method of managing SSOW, with an evolving platform delivering benefits across the rail industry. Word Count 500
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Stuart Allison

Company Name
Network Rail
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Stuart Alison has been instrumental in transforming the way lineside vegetation inspections are carried out across Perth Delivery Unit. Through his own initiative and commitment to improving safety, efficiency and asset management, Stuart has helped establish a digital approach to vegetation inspections that is shaping the future of how lineside risks are identified and managed. Rather than simply carrying out routine duties, Stuart recognised an opportunity to improve the inspection process through the use of AIVR technology. Taking ownership of the challenge, he travelled the full extent of Perth Delivery Unit to capture comprehensive lineside footage using AIVR cameras. This significant undertaking required dedication, planning and persistence, but Stuart understood the long-term value that accurate and accessible digital imagery could bring to the business. His proactive approach ensured that a robust visual record of the route was available before it was requested, enabling a new way of working for vegetation inspections. The footage captured by Stuart is now a key component of digital lineside inspections. What began as a local initiative has delivered benefits far beyond an individual team, allowing vegetation specialists and managers to review large sections of route remotely, identify risks earlier and prioritise interventions more effectively. This has reduced the need for unnecessary site visits, improved inspection efficiency and supported safer decision-making by minimising staff exposure to operational railway environments. The digital inspection process Stuart helped create is now delivering lasting value and has become a genuine game-changer in the way lineside vegetation management is planned and delivered. Throughout the project, Stuart demonstrated a positive and determined attitude, embracing new technology and encouraging others to see the benefits of a digital-first approach. His willingness to go above and beyond, travelling extensively to gather high-quality footage for the benefit of the wider team, reflects his commitment to both the railway and his colleagues. Stuart consistently leads by example, showing professionalism, resilience and a desire to improve the way work is carried out. His enthusiasm for innovation has helped build confidence in new processes and inspired others to embrace change. Stuart's contribution goes beyond the use of existing technology; he has helped pioneer a smarter method of conducting lineside vegetation inspections. By creating a comprehensive AIVR video library for the route, he has enabled vegetation assessments to be completed digitally, providing greater visibility of assets and risks without requiring teams to be physically on site. This innovative approach has solved a long-standing challenge of efficiently assessing extensive lengths of railway and has created a foundation for more data-driven, proactive vegetation management in the future. Stuart Alison has demonstrated exceptional initiative, delivered a lasting operational impact, championed a positive culture of improvement and driven genuine innovation within Perth Delivery Unit. His work is not only improving how vegetation inspections are undertaken today but is helping shape the future of lineside vegetation management across the railway. He is a highly deserving candidate for recognition at the RailStaff Awards.
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TME Inverkeithing team

Company Name
Network Rail
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Delivering a Historic Step Change in Track Performance on the Forth Rail Bridge Maintaining track quality on the Forth Rail Bridge presents a unique engineering challenge. As one of the most recognisable and complex railway structures in the world, achieving consistent track geometry standards requires exceptional planning, innovation and teamwork. The Track Maintenance Engineer and team set out with an ambitious goal: to eliminate recurring geometry defects and establish a sustainable maintenance regime that would improve reliability for years to come. Recognising that long-term improvement would require a detailed understanding of how the asset behaved over time, they transformed the way geometry data was analysed and used. A plain line tamping machine was used over the Forth Bridge, not to tamp, but to measure track geometry dynamically and better locate faults. Armed with this enhanced intelligence, the team developed a targeted intervention strategy that focused resources exactly where they would deliver the greatest benefit. Geometry faults were systematically investigated and corrected using a range of precision packing solutions, to fine-tune rail position and alignment to exacting tolerances. This data-led approach significantly improved the effectiveness of maintenance activity while reducing the potential for repeat defects. In addition, the team invested six months developing and refining the lubrication and fixing process for the 4,500 holding-down systems that secure the longitudinal bearers. This effort has resulted in a new, standardised process designed to improve long-term performance and reliability. The culmination of these efforts was achieved in April 2026, when the Plain Line Pattern Recognition (PLPR) train completed what is believed to be the first fault-free run recorded across the Forth Rail Bridge. This landmark achievement demonstrated the success of the team's innovative approach and represented a significant improvement in the condition and performance of this nationally important asset.
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The Permaquip Hub Innovation Team: Scott Harrison, Martin Sheppard, Anna Merrin, Polly Rivers & Cameron Wood

Company Name
Permaquip
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The Permaquip Innovation Team has delivered a transformative digital advancement for the global rail industry through the creation of Permaquip Hub, a secure, centralised online portal designed to give distributors, clients and auditors instant access to accurate, up to date safety, compliance and product information from anywhere in the world. With Permaquip equipment used across 32 countries, the team recognised a growing challenge: vital safety updates, commercial documents, and technical data were being shared across multiple channels, time zones and formats. This created friction, inconsistency, and delays for global rail teams who rely on Permaquip equipment to operate safely and efficiently. The solution was innovative: A password protected digital hub - accessible via phone, tablet or desktop - that brings every piece of essential information into one clear, intuitive, always-current location. The Permaquip Hub represents a significant technological leap for the industry. It provides: • Real time access to safety notices, product manuals, compliance updates and technical data • A single source of truth for global distributors, clients and auditors • A secure, role specific environment tailored to each user group • A streamlined pathway to clarity, reducing operational delays and eliminating outdated documentation • A scalable digital foundation for future innovation across Permaquip’s product range This is not simply a website - it is a global knowledge platform designed to support safer rail operations, improve communication and strengthen compliance across continents. The project was delivered by a cross functional team whose combined expertise made the innovation possible: • Scott Harrison (Chairman) – strategic lead, global vision, and operational direction • Martin Sheppard (Engineering Director) – technical oversight, product accuracy and compliance integrity • Anna Merrin (Operations) – structural organisation, user pathways and system logic • Polly Rivers (Communications & Content) – clarity of messaging, user experience, technical build and global accessibility • Cameron Wood (Global Distributor Operations) – real world distributor insight, international coordination and user need validation Together, they designed a platform that reflects the realities of global rail operations - cultural differences, time zone challenges, varying regulatory requirements and the need for instant, reliable information.
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Tom Hammond

Company Name
Ashby Electrical
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Tom was handed a survey task on the Leeds tag and trace package and delivered a full staging strategy. He interrogated the existing infrastructure himself rather than trusting the record drawings, catching discrepancies that would otherwise have surfaced as change mid-installation. Nobody asked him to. The result de-risked a live commission on an operational station, protected programme, and strengthened the client’s confidence in Ashby’s engineering. His method for capturing and presenting tag and trace data is now the reference point for how we scope comparable rail packages, his output has become other people’s starting point. Under real programme pressure he stayed steady, and none of it travelled down to his team. He’s who people go to when they’re stuck, and he takes time to bring junior engineers through the detail rather than just doing it himself. Dedicated, technically sharp, and genuinely one to watch.
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Vertiv Battery Refurbishment Division

Company Name
Vertiv
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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.
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Wales & Western Region energy and utilities team (Steffan Jones, Clare Rich, Rhys Samuel)

Company Name
Network Rail
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This team are no strangers to initiative: they frequently take the lead on resolving national issues, despite being only one of five regions. This has included recent supplier metering problems where hundreds of faults were reported meaning a lack of electricity data. The team didn't stand back and wait for this to be resolved by the supplier or national team but stepped in, drove forward meetings, tracked actions and proposed solutions. This led to the resolution of 95% of the faults, benefitting all five regions of Network Rail. Similarly the team is known as the go-to region for quality billing information because of a well established process and attention to detail. The small team of only three people successfully manage utilities billing and forecasting across the Wales & Western Region and are often asked to 'represent the Regions' on national issues due to their knowledge, experience and successful track record. The team have made a huge impact on the region, identifying and delivering efficiencies in utilities management worth millions of pounds over the five year funding period. This was possible due to having a full handle on the region's data which enabled them to notice anomalies and challenge supply details and costs. The team have a positive, 'can-do' attitude, getting on with their work with minimal fuss, and offering to help resolve national issues proactively. This is illustrated by how often the central 'energy bureau' relies on the W&W region team for input/advice. Clare, who leads our billings management, has a well established, tried and tested process which she knows inside out. This is relied upon nationally as best practice and she is often asked for advice on data quality even from the suppliers. Rhys is our utilities specialist who came into the role after joining Network Rail on the graduate programme. He has fully embraced the role and is now incredibly knowledgeable, volunteering to lead pieces of work on behalf of all five regions, making an impact nationally. The team is led by Steffan Jones who embodies Network Rail behaviours of accountability, caring, team work and empowerment. He is prepared to challenge others but always in a kind and professional manner, and is helpful and keen to support others across the business with many ad-hoc enquiries. He has received high praise from one of our finance directors for his diligent work and attention to detail. In terms of innovation, the team have spearheaded improvements through leading the national energy managers forums when these lost national focus due to personnel changes nationally. A relentless focus on improving the management of energy data has led to better data quality, which has led to better management of budgets. The team were instrumental in arranging a lessons learned session with our supply chain to learn from previous issues and find improvements for the future.
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Wales and Western Electrification asset management and programme management team

Company Name
Network Rail
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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. Through technical excellence, strategic leadership and collaborative delivery, the team has challenged long-standing industry practices to create safer, more efficient and sustainable solutions with national significance. Operating across a complex electrified railway, the team was responsible for assurance and delivery of a £79.6 million electrification renewals portfolio and a £35.5 million Electrical Safety Delivery Programme. Recognising the need to improve workforce protection while enhancing efficiency and reliability, the team developed innovative engineering solutions that address some of the rail industry's most critical challenges. A flagship achievement was the national leadership of Optimised Earthing, a groundbreaking approach to electrical isolation that significantly improves the safety of frontline staff working on or near the electrified railway. By reducing exposure to electrical hazards and improving compliance with the Electricity at Work Regulations, the innovation delivers safer and more efficient isolation arrangements. Magnetic earths which can be erected at any structure were developed through extensive technical assurance, stakeholder engagement and rigorous testing. Optimised Earthing has established a new benchmark for electrical safety across the network with work teams being able to work in sight of their protecting earth. Building on this success, the team also led the development of Remote Securing technology, an innovative intervention that reduces the need for manual interaction with live electrical infrastructure. By enabling safer and more controlled isolation processes, Remote Securing enhances workforce protection, improves operational resilience and supports more efficient maintenance delivery. Together, these innovations represent a significant step change in how electrical safety is managed across the railway. The team's innovation extended beyond safety interventions. Working collaboratively with industry partners and manufacturers, they delivered the introduction of composite pantograph horns, a national first that challenged traditional design approaches. This innovative technology offers improved reliability, reduced whole-life costs and enhanced operational performance, creating a platform for wider adoption across future electrification schemes. The team have pioneered and continue to champion many initiatives which will drive down the cost of future electrification including voltage controlled clearance and the use of steeper gradients to avoid unnecessary bridge reconstructions. This teams with partial electrification support to industry partners is again ground breaking alongside battery train technology. In parallel, the team challenged historic electrification design by radically changing the design delivery model for Severn Tunnel Rigid Overhead Contact System project only months before the delivery blockade to ensure the right innovative solution was bravely developed. Through evidence-led engineering and technical innovation, they identified the correct solution and implemented it. This work will revolutionise how we electrify tunnels in the future. The team also aligned research and development activity with strategic asset management objectives, championing innovations in remote condition monitoring, train-borne analytics and improved asset data capabilities. These initiatives support the transition from reactive maintenance to predictive, data-driven asset management, delivering improvements in reliability, resource efficiency and long-term sustainability. What makes this submission exceptional is not a single innovation, but a culture of innovation embedded across the team. By combining engineering expertise with creativity and collaboration, the Wales & Western Electrification Asset Management team and Programme Management team has delivered solutions that improve safety, efficiency, sustainability and operational performance. Their work has influenced industry thinking, challenged established practices and created scalable innovations capable of delivering benefits across the rail network for years to come, making them worthy recipients of the Innovation & Technology Team of the Year Award. 

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23
LEARNING, DEVELOPMENT & INVESTING IN PEOPLE AWARD

Aemi Bestman and Paul Bucknall

Company Name
Network Rail
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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.
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Andrew Perry

Company Name
Great Western Railway
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From 15 to almost 1000 apprenticeships! Andrew built and continues to lead GWR’s Apprenticeship programme. Nationally recognised for best practice, this year GWR was the first ever Train Operator (TOC) programme to achieve Platinum status from the national accreditation body Investors in People We Invest in Apprentices. This would not have happened without Andrew. His vision, passion and unwavering commitment have transformed apprenticeships at GWR and made a lasting impact across the rail industry. Recognising a critical gap in attracting and developing future talent, he took the initiative to create GWR's Apprenticeship Programme in 2010 with just 15 apprentices. Far more than a standard apprenticeship scheme, he developed an innovative programme that combines vocational training, work experience, academic learning, personal development and the Duke of Edinburgh Award, creating life-changing opportunities for hundreds of young people and adults. His impact has been truly transformational. The most recent recruitment campaign attracted over 1,000 applications and the programmes have achieved a retention rate of over 90%. Many former apprentices have developed their careers in GWR and progressed into management roles. In addition, he introduced Quest Apprenticeships, by expanding apprenticeship opportunities for existing employees at every level, helping GWR consistently exceed Department for Transport apprenticeship targets. To date, 932 apprenticeships have been delivered. His influence also extends into local communities, with over 6,000 schoolchildren participating annually in rail safety and educational initiatives - Junior Citizen, Junior Life Skills and Prison Me No Way - led by the Apprentice Team. Despite his national reputation as a leader in apprenticeships, he remains deeply committed to the individuals he supports, whether mentoring apprentices, delivering uniforms to new starters, chaperoning residential trips or driving the minibus to Duke of Edinburgh events. His positivity and genuine care for others embodies the very best of the railway. Through outstanding initiative, game-changing impact, inspirational leadership and relentless innovation, he has strengthened GWR’s talent pipeline, enhanced social mobility and helped secure the future workforce of the rail industry. Few individuals have contributed so much, to so many, over such a sustained period. Andrew is a truly worthy Rail Staff Awards nominee.
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Apprenticeship team

Company Name
GTR
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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.
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Chris Gore

Company Name
GWR
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I would like to nominate Chris Gore, Customer Service and Retail Training Manager at GWR, for the Rail Ambassador of the Year Award. Chris embodies everything that a Rail Ambassador should be. Through his passion, enthusiasm and commitment to collaboration, he has brought together Learning and Development professionals from across the rail industry, creating a thriving network that has had a lasting and positive impact on countless individuals and organisations. Approximately six years ago, GWR's Digital Learning Team recognised an opportunity for learning professionals to share ideas and best practice across organisations. While the original concept did not gain significant momentum at the time, Chris saw its potential and transformed it into what has become a highly respected multi-TOC Learning and Development Forum. Chris's vision was simple but powerful: create an inclusive space where rail professionals could connect, learn from one another and break down traditional organisational barriers. Importantly, the forum has never relied on mandatory attendance or formal governance structures. Instead, Chris created a welcoming environment where people choose to participate because of the value, support and professional connections it offers. Under Chris's leadership, the forum has grown significantly, attracting participants from train operating companies and wider industry organisations. It has become a trusted space where people openly share challenges, explore solutions and exchange ideas that benefit not only their own organisations but the railway as a whole. The relationships formed through the forum have led to greater collaboration, reduced duplication of effort and the sharing of valuable resources across the industry. What makes Chris particularly deserving of this award is his ability to bring people together. New members are welcomed warmly and quickly become part of a professional community that encourages openness, curiosity and mutual support. Chris has built a culture where individuals feel comfortable contributing regardless of their experience, role or organisation. Chris's influence extends far beyond organising meetings. He has created opportunities for professionals from different parts of the industry to connect and learn from one another, helping to strengthen relationships across organisational boundaries. In doing so, he has fostered a spirit of partnership that benefits the wider railway and demonstrates the very best of what our industry can achieve when people work together. Even during periods when he was away from his role, the strength of the community he had built ensured the forum continued to thrive. This is perhaps the greatest testament to his leadership. The forum's continued success reflects not only the value it provides but also the strong foundations and positive culture that Chris established from the outset. Chris is consistently welcoming, approachable and enthusiastic. His positivity and passion are infectious, encouraging people to engage, contribute and return time and time again. Many industry professionals, myself included, have benefited from the connections, knowledge and support made possible through his efforts. The rail industry thrives when people are willing to look beyond organisational boundaries and work collectively towards improvement. Chris has championed exactly this approach, creating a network that has strengthened collaboration, supported professional development and brought people together from across the sector. For his outstanding commitment to collaboration, his ability to unite colleagues across the railway, and his lasting contribution to the development of people and relationships throughout the industry, I can think of no more deserving recipient of the Rail Ambassador of the Year Award than Chris Gore.
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Chris Gore & Victoria Peacock

Company Name
Great Western Railway and Rail Delivery Group
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I would like to nominate Chris Gore, Customer Service and Retail Training Manager at GWR, and Victoria Peacock, People Strategy Project Manager at RDG, for the Learning, Development and Investing in People Award. Approximately six years ago, GWR's Digital Learning Team identified an opportunity for learning professionals across the rail industry to come together to share ideas, knowledge and best practice. While the initial concept focused on retail training, it did not gain significant momentum at the time. A few years later, Chris Gore recognised the wider potential of the idea and transformed it into a multi-TOC Learning and Development Forum. His vision was simple yet powerful: create a space where Learning and Development professionals from across the industry could collaborate, share challenges, exchange ideas and learn from one another. What makes the forum particularly successful is that it is entirely voluntary. It is not driven by governance requirements or mandatory attendance, yet participation has grown significantly by the success of word-of-mouth year after year. Members are free to attend when their schedules allow, creating an environment that is accessible, inclusive and genuinely valued by those involved. New attendees are welcomed warmly and quickly become part of a supportive professional network that encourages openness, collaboration and professional curiosity. The impact of the forum has been substantial. It has enabled organisations to share resources, reduce duplication of effort and improve efficiency in their day-to-day work. Members regularly collaborate both during meetings and between sessions, creating connections that extend far beyond the forum itself. By meeting virtually, participants from across the country can come together easily, while regular face-to-face events provide valuable opportunities to strengthen relationships and deepen collaboration. When Chris took a period away from his role, Victoria Peacock seamlessly stepped in to ensure the forum continued to thrive. Rather than simply maintaining the status quo, Victoria built upon the strong foundations already in place. Under her leadership, industry partners such as RSSB, RDG and Network Rail were invited to share projects, initiatives and emerging ideas with the group. This broadened the forum's reach and value, providing members with insights and opportunities that may otherwise have been unavailable. As the forum continued to grow, Victoria helped introduce a more structured approach to meetings, ensuring the increasing number of attendees could make the best use of their time. Agendas are now driven by discussion topics raised by members themselves, ensuring every session remains relevant, engaging and beneficial to those attending. A special mention should also be given to Peter Dempsey, Digital Learning Manager at GWR, who has supported the forum throughout its journey by helping to identify and engage new contacts and industry partners, contributing significantly to its success. Together, Chris and Victoria have created far more than a forum. They have built a thriving cross-industry community that breaks down traditional organisational barriers and fosters collaboration, learning and professional development across the rail sector. Their leadership, enthusiasm and commitment have created an environment where people feel comfortable sharing ideas, asking questions and supporting one another. The continued growth and success of the forum are a testament to their dedication and passion. Through their efforts, countless Learning and Development professionals, including myself, have benefited from new knowledge, stronger networks and opportunities to grow professionally. Their contribution to learning, development and collaboration within the rail industry makes them truly deserving recipients of this award.
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Customer Experience Training Team

Company Name
South Western Railway
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I am incredibly proud to nominate the Customer Experience Training Team for a Rail Staff Award under Leaning, Development & Investing in People Award. In 2025/2026, they didn't just deliver training; they became core contributors to SWR’s safety and culture strategy during a period of unprecedented challenge whilst maintaining an exceptionally high standard. Despite losing 30% of their team and navigating significant personal hardships, the team trained 2,039 colleagues and hit a record-breaking 98.4% Conflict Awareness compliance rate. Resilience The team’s year has been defined by a series of hurdles that have really stretched and challenged them. From a trainer overcoming a major accident and returning to deliver training despite physical and cognitive setbacks, to the team maintaining a "Gold Standard" output while supporting each other through periods of bereavement, serious illness, and the retirement of a core member who has been the team's conscience for over 11 years. The team remained mobile throughout the year, visiting stations across the network and delivering a bespoke 2-week training package on the Isle of Wight—all while maintaining BAU in Basingstoke. Furthermore, while their main training room (Inspiration Junction) underwent a much-needed “face-lift,” they didn't miss a single delivery commitment, showing incredible agility and dedication to the business. Safety and Operations The team’s output contributed to SWR’s core objective of safety. They achieved a landmark 98.4% completion rate for the 3-year Conflict Awareness cycle—a massive leap from the 4-year cycle status of 2024. They also successfully integrated Body Worn Video (BWV) training and RFID issuance for all new Guards and Station & Revenue Protection colleagues, directly contributing to keeping our frontline colleagues safe. They embedded a Non-Technical Skills (NTS) introduction for Station and Revenue colleagues and introduced a “One Team Approach” in their training. By ensuring all Stations and Revenue colleagues receive the same core operations training, they have not only helped bridge the vacancy gap but ensured every colleague has the knowledge to keep customers safe and informed, whilst providing a fantastic experience. Their influence extends beyond SWR, having collaborated with Adecco to rewrite agency training and embracing the integration with Network Rail with projects including disruption workshops, Inductions and Customer service alignment. Innovation and Continuous Improvement Refusing to settle for "business as usual," the team puts learners at the heart of everything they do. To move beyond "vanity metrics," they have launched a 4-week and 12-week rolling "Impact Study" to prove that training embeds SWR behaviour’s and improves real-world performance. Looking to the future, they are currently transitioning paper assessments to digital platforms to support SWR’s sustainability goals and have established a new and additional training space at Eastleigh. Values, Behaviours, and Community Beyond the training room, this team truly embodies SWR’s values and behaviours. They raised nearly £4,000 for charity through Macmillan coffee mornings and a gruelling overnight climb of Snowdon. They have also been a presence at major network events like Ascot, Wimbledon, and PRIDE events, and support with our internal networks such as ABLE, SERVED and MIND. I have watched this team transition from trainers to high-performing leaders during an exceptionally challenging year. They are my 'conscience,' my support, and the engine room of our frontline culture. We hit our safety targets not because it was easy, but because this team refused to let the standard drop, even when they were personally pushed to their limits. They are an asset to SWR and the definition of commitment to developing our people.
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Danielle Sewell

Company Name
East Midlands Railway
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Learning, Development & Investing in People Award – Danielle I would like to nominate Danielle, Apprenticeship Coach, for her outstanding commitment to supporting and developing people within the rail industry. Danielle goes above and beyond in her role, providing guidance, encouragement and support to apprentices throughout their learning journey. She takes the time to understand individuals, helping them build confidence, overcome challenges and reach their full potential. A key part of Danielle’s contribution is the support she provides to Trainee Train Drivers and Senior Conductors. Having previously worked as a Senior Conductor, Danielle understands first-hand how demanding and challenging the training process can be. This experience allows her to relate to trainees and provide not only professional guidance, but also the reassurance and encouragement they need throughout their development. She plays an important role in helping trainees stay motivated, confident and focused as they work towards becoming qualified Train Drivers and Senior Conductors. Danielle’s support extends beyond the classroom. She is approachable, patient and genuinely invested in the success of those she works with. She helps create a positive learning environment where trainees and apprentices feel supported and able to ask questions, learn from their experiences and continue developing. By investing her time, knowledge and experience in the next generation of railway professionals, Danielle is making a valuable contribution to creating a skilled, confident and capable workforce for the future of the rail industry. Danielle is a fantastic example of someone who truly invests in people. Her own experience within the railway, combined with her passion for coaching and developing others, enables her to make a genuine difference to apprentices, Trainee Train Drivers and Senior Conductors. Her dedication, encouragement and commitment to helping others succeed make her a very deserving nominee for the Learning, Development & Investing in People Award.
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Danny Tighe

Company Name
Readypower Rail Services
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Danny Tighe is Readypower's Engineering Training Manager and mentors our apprentices through their training. The results of that work speak for themselves this year, with two apprentices delivering standout achievements under his guidance. Initiative Danny deeply cares about every apprentice who joins the Readypower Rail Services scheme. He doesn't run every apprentice through the same process, he takes the time to understand each person's particular strengths and challenges, and shapes his guidance around what they actually need to progress. He spends his weeks visiting apprentices at their depots, working with them directly to develop their skills and improve their weak points. Having worked on the tools himself, Danny can speak the technical language and translate it in a way that makes sense to each individual apprentice. Every September, new apprentices join the scheme to keep building the talent pipeline. Danny leads this process himself, interviewing candidates, identifying the ones who will thrive in the Readypower environment, and supporting their enrolment at college. Readypower Rail Services has worked with Stafford College since 2017, but the relationship has gone from strength to strength since Danny took on the training role in April 2023. Stafford College has told us that Readypower is more engaged with the apprenticeship programme than any other employer they work with. Impact Danny's remit goes beyond apprentices. He also works with Readypower's existing engineers, supporting their CPD and ongoing development so learning doesn't stop once someone's qualified. The impact of Danny's mentoring is best shown through the apprentices themselves. Saxon completed his three-year apprenticeship in less than half the time, achieving a Distinction. In his own words: "School wasn't my forte, so to get good marks in a good time is a great feeling." Yoosuf Ajij was Highly Commended in the Plant Mechanic of the Year category at the Construction Plant Hire Association's Stars of the Future Awards earlier this year, recognised industry-wide against apprentices from across the plant hire sector. Danny was there alongside him at the ceremony. Two apprentices producing results at this level in the same year, one finishing in under half the standard time and the other Highly Commended nationally, points to the quality of training and mentoring behind them. Attitude Danny supports apprentices through personal challenges as well as professional ones, helping them build the confidence and resilience to keep going when things get difficult. He encourages them to ask questions and seek feedback, and that openness has become part of the culture around the scheme. Things haven't always gone smoothly. At least one apprentice needed intervention from HR, and with Danny's support he was able to refocus, get his attitude right, and go on to complete his course. That's as much a measure of Danny's mentoring as the headline results, staying with someone through the difficult stretch rather than only being present for the wins. Innovation Danny has built a culture of continuous learning around the apprenticeship scheme, where questions and feedback are treated as a normal part of the process rather than something apprentices have to go looking for. His model comes from wanting each apprentice to thrive on their own terms: building relationships, getting to know each person individually, and learning how best to communicate with them so information actually sticks. That's part of what's helped apprentices like Saxon, who has said school wasn't his forte, do so well on his course. Most recently, Saxon and Yoosuf's results this year, a Distinction finished in under half the standard time and a Highly Commended at a national industry awards, are the clearest evidence of what Danny Tighe's mentoring delivers.
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Emma Lowe

Company Name
Network Rail
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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.”
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Emma Lowe

Company Name
Network Rail
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You can think about learning, development and competence in Network Rail, and across most of the industry without thinking of Emma Lowe. She has lead the work on professionalising operational competence, from getting an externally recognised qualification for signaller training, the development of operational graduate and apprenticeship schemes, learning journeys with training for operational managers, set up training and competence for some of the roles were a ‘poor relation’ to bring them up to the same level. She has also built such a diverse team, coach and mentor them and others and is a true railway treasure’ Emma has lead the work on all the operational training and competence, challenged and developed some of the attraction, recruitment and selection criteria to encourage a more diverse workforce. She is currently leading work on making the structure of the training more attractive to a diverse range of candidate and removing some of the blockages to this, such as the need for extended residential periods away from home. She has changed some of the classroom material so it embraces modern adult learning techniques such as e-learning and heavily invested in the structure, approach, design, content and the people who develop and deliver this- really demonstrating an exceptional level of investment in a huge amount of people. She has actively recruited a diverse team of operational specialists with a mixed range of experience and background- something that can be challenging as often the need to have some operational occupational experience means you are picking from a small pool. Emma has actively campaigned and managed to recruit a real diverse team, which has continued to strengthen the approach, as the quality of outputs just continues to increase. She has managed to get external qualification recognition for signaller training, with partnering with the Chartered Institute of Railway Operators (CIRO) which is a massive step forward in professionalising operations. Ema and her team have build competence frameworks and learning journeys for all the other operational roles, again professionalising them with structured training programmes, supported learning journeys and good quality competence assessment, where some of the training prior was just sitting next to the person who was doing the job! Retention of Local Operations managers was an issue, but has improved as a result of this and much of the work done to support it. Emma has rolled out professional training and qualifications for all our assessors and verifiers, built courses to capture experience and corporate memory to help those who may have less years but more potential so we continue to grow our operational capability. All the roles from our signallers, local ops managers, ops managers, route ops managers, all the roles within our route controls, our electrical controllers and our mobile operations managers have competence frameworks, training programmes, learning journeys and in many cases dedicated groups and conference to both listen to the needs, engage with people and make sure the materials and resources and promoted, used and continually reviewed. The feedback has continually been- Emma is just brilliant. There are more demands for Emma’s time than there is hours in a day, however she works tirelessly to respond to peoples needs and develop new and better ways of creating a diverse operational community and professionalising operations. You cant think of development and competence without thinking of Emma. The one resounding and continual bit of feedback is- Emma is fantastic, but please can we have more Emma’s!
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Estimating and Cost Advisory Team (Rail)

Company Name
AtkinsRealis
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Initiative AtkinsRéalis' Estimating & Cost Advisory service line capability has transformed talent development through a proactive and people-centred strategy led by Associate Directors Alina Lixandru and Alperen Koyuncu. Recognising the need to strengthen capability, accelerate career progression and future-proof the discipline, they developed an innovative framework that has redefined how talent is identified, nurtured and retained. Building on years of mentoring and leadership experience, Alina and Alperen moved beyond traditional performance management to create the service line’s first comprehensive skills assessment and benchmarking programme. Working with the Estimating & Cost Advisory Technical Leadership Board, a bespoke skills evaluation model was established and rolled out to more than 80 professionals. All professionals completed the skills evaluation model with line manager review and technical board validation, ultimately establishing a capability baseline detailing technical, commercial and behavioural competencies, providing valuable insight into strengths, development needs and future potential. The initiative enabled tailored development plans, enhanced chartership support, targeted training and opportunities for career mobility. Rather than reacting to capability gaps, the team adopted a forward-looking approach, identifying future business needs and implementing practical actions to build resilience and expertise across the service line. Key outcomes included knowledge-sharing programmes, technical guidance materials, standard operating procedures and learning sessions that improved consistency, raised professional standards and strengthened collaboration across teams. By embedding learning and development at the heart of the discipline, they have transformed it from an individual responsibility into a strategic investment, delivering lasting benefits for employees, clients and the business while cultivating the next generation of industry leaders. Impact The impact of AtkinsRéalis' Estimating & Cost Advisory people development programme has been measurable and transformative, delivering lasting benefits to individuals, the discipline and the wider business. Led by Alina and Alperen, the initiative has embedded learning, progression and professional growth into everyday practice. More than 80 colleagues have benefited from structured skills assessments, tailored development plans, mentoring, coaching and targeted technical training, helping them maximise their potential and build successful careers. A key measure of success is the career progression achieved across the discipline. Through their leadership and commitment to developing talent, 10% of professionals within their teams have secured promotions, demonstrating the effectiveness of the framework in building confidence, capability and future leaders. Their influence has also extended beyond AtkinsRéalis, with team members receiving nominations for industry awards including RailStaff, Project Controls Expo and the RICS UK Grand Finale. The programme has strengthened client delivery by enhancing technical capability, knowledge sharing and consistency across the discipline. Training, technical guidance, standardised processes and practical tools have improved quality and efficiency across major rail and infrastructure projects. Alina delivered the High Speed 2 Reset onboarding and training package, earning Client endorsement, supporting successful rebaseline delivery, and upskilling over 40 individuals. Her approach has since been adopted across other Client’s departments and left a legacy recognised by the Department for Transport. Most importantly, colleagues regularly credit Alina and Alperen's mentorship with accelerating careers, increasing confidence and opening opportunities previously thought unattainable. By fostering a culture of continuous development, they have built a more capable, engaged and resilient workforce, delivering value for AtkinsRéalis, clients and the wider industry. Attitude The success of this initiative is rooted in the exceptional leadership of Alina and Alperen, whose commitment to people has created a culture where colleagues feel valued, supported and empowered to achieve their potential. Their approach recognises that development extends beyond technical capability. Through development conversations and open dialogue, they have fostered an environment where individuals feel confident discussing aspirations, challenges and opportunities. This culture of trust has encouraged colleagues to take ownership of their growth and pursue ambitious career goals. Alina is particularly recognised for her people-centred leadership. Her dedication to mentoring and developing others has earned wider industry recognition, including two mentoring awards and selection as one of the UK's Top 50 Leading Lights for Leadership & Kindness. She leads with empathy, actively listens and creates opportunities for others to succeed, helping many colleagues achieve promotions, career transitions and significant professional milestones. Alperen’s technical leadership enables teams to thrive on complex projects through a culture of psychological safety. Demonstrating the AtkinsRéalis values of Excellence and Integrity, he has been formally recognised for his international project impact and for the mentorship and support he provides to those he develops and leads. Together, Alina and Alperen have built an inclusive, collaborative environment that promotes continuous learning and shared success. Through knowledge-sharing sessions, technical forums and team engagement initiatives, they have strengthened collaboration and fostered a strong sense of belonging. By championing curiosity, recognising achievement and encouraging colleagues to challenge themselves, they have improved morale, strengthened retention up to 93% and created a high-performing culture. Their leadership continues to inspire and develop the next generation of rail and infrastructure professionals, leaving a lasting positive impact across AtkinsRéalis. Innovation Innovation has been at the heart of AtkinsRéalis’ Estimating & Cost Advisory discipline, driven by Alina and Alperen’s commitment to developing people, advancing technical excellence and improving client outcomes. Moving beyond traditional training approaches, they introduced innovative capability-building initiatives, including a bespoke skills assessment model, structured estimating and assurance methodologies, and knowledge-sharing programmes that have raised standards across the discipline. To improve consistency and quality, they created comprehensive suite of estimating procedures, technical guidance, templates and delivery tools. These resources established a common approach, improving efficiency, confidence and quality across complex rail and infrastructure projects. Their success was underpinned by targeted training and support that ensured adoption and lasting impact. They further enhanced capability through data-driven innovation, leveraging CostX, Power BI and BaseLineIQ, an internal cost intelligence platform incorporating dynamic inflation analysis and asset-based ‘should cost’ models. These tools provide robust benchmarking, stronger cost intelligence and greater cost certainty for clients. Recognising innovation relies on continuous learning, Alina launched a monthly Newsletter, creating a valued platform for sharing industry insights, technical updates, best practice and development opportunities. Together, these initiatives strengthen capability, improve project delivery and embed a culture of continuous improvement, establishing the discipline as a recognised industry leader.
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Jess Beale

Company Name
Network Rail
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Jess Beale joined Network Rail as a graduate and has quickly built a solid reputation as a fab project leader! Jess doesn’t just complete the work given to her. She takes ownership and looks for ways to improve how people work together. A strong example is Spend a Shift initiative which Jess took from an early concept to route-wide delivery in just over four months. Spend a Shift gives colleagues the chance to experience roles outside their usual area. This helps them better understand the challenges faced by other teams. Jess secured the involvement of senior leaders from the start. The first placements included the Infrastructure Director working a night shift at Exeter Signal Box. The Route Director also spent time with colleagues on track. The initiative has already delivered tangible results. More than 25 Western route colleagues have taken part from a range of teams. It’s also expanded beyond Network Rail into the wider industry with colleagues from GTS Rail Operations signing up and GWR is also due to join the scheme. Jess has brought energy and determination to her role and I personally have really enjoyed working with her. Why? Well, she’s approachable, kind and always willing to help! She works confidently with people at all levels and also has a genuine desire to learn. She seeks out new tasks and takes on work beyond what might be expected from someone who is still relatively new to the railway. Jess is an excellent example of what a newcomer can bring to the railway. She’s taken ownership, built strong relationships and turned an idea into something that is already making a difference. Her work is helping teams across the railway understand each other and work better together and I’m excited to see where her career leads.
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Jody Yale

Company Name
CrossCountry
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Jody Yale has dedicated herself to building meaningful connections between CrossCountry and the communities it serves, making a lasting impact through her passion, commitment and belief in the positive role the railway can play in people's lives. Having worked at CrossCountry for almost a decade, including as Stakeholder Liaison Manager since 2018, Jody has become a highly respected ambassador for both the business and the wider community rail movement. Known for her enthusiasm, warmth and willingness to get involved, she consistently goes above and beyond to support community rail partnerships, station adoption groups, local organisations and educational initiatives. Jody's work has helped strengthen relationships between the railway and the communities it serves, ensuring that CrossCountry is seen not just as a transport provider, but as a valued community partner. She has played a key role in delivering projects and events that bring people together, helping local groups engage with the railway while promoting inclusion, accessibility and opportunity. Her involvement in Railway 200 activities across the network, including community-focused events that celebrated the railway's rich history and future potential, helped create memorable experiences for customers, colleagues and local communities alike. A passionate advocate for inspiring future generations, Jody regularly supports outreach work with schools and young people. From leading STEM activities in primary schools across the West Midlands to speaking with young girls about career opportunities in rail, she has worked tirelessly to showcase the wide range of opportunities available within the industry. Through these conversations and activities, she is helping to break down barriers, broaden horizons and encourage a more diverse future workforce. Jody has also championed initiatives that demonstrate the wider social value of the railway, helping to embed approaches that measure and highlight the positive impact CrossCountry delivers within local communities. Her work has strengthened partnerships, increased understanding of the railway's role beyond transportation and created opportunities that continue to deliver educational, social and community benefits. Whether supporting local projects, inspiring young people, celebrating railway heritage or building partnerships across the network, Jody approaches every opportunity with energy, professionalism and genuine care. Her commitment to making a difference has had a positive impact on countless individuals and communities, making her a truly deserving winner of the Community Impact Team or Person Award.
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Learning and Development training academy

Company Name
ScotRail
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The Learning and Development training academy has set a new benchmark for excellence in the UK rail industry by delivering the largest volume of trained drivers in the United Kingdom while redefining how modern driver training is delivered. During a period of significant pressure across the rail sector relating to driver availability, operational resilience and service reliability, the department responded with a highly effective and innovative approach to training. The team successfully trained and qualified more drivers than any other UK operator, making a direct and measurable contribution to service delivery and operational performance. What makes this achievement particularly impressive is not only the scale of delivery but the quality and innovation behind the training model that was developed. The department designed and implemented a bespoke trainee driver and driver instructor programme which is widely recognised as a market leading approach to railway training. At the core of the programme is a fully integrated blended learning model built around the VARC learning methodology – Visual, Auditory, Reading/Writing and Kinaesthetic learning. By recognising that individuals absorb and retain knowledge in different ways, the programme ensures trainees engage with training material through multiple learning formats that maximise understanding, retention and competence. The programme successfully integrates modern training technology with traditional railway operational expertise. It combines structured classroom learning, digital learning platforms, high-quality simulation training, practical traction and route learning, and structured mentoring from experienced instructors. The Driver Training Department also introduced a new generation driver instructor development programme. This ensures instructors are equipped not only with technical operational knowledge but also with modern coaching, mentoring and instructional techniques. As a result, the organisation now benefits from a highly skilled instructor workforce capable of delivering consistent, high‑quality training across all locations. The results were outstanding. The department has delivered the highest number of trained drivers in the UK rail industry, improved training efficiency and throughput, strengthened safety competence, and created a sustainable pipeline of highly skilled drivers and instructors. The results show that: • 169 new train drivers successfully trained. • 95% training programme pass rate. • 80 driver instructors developed and qualified. • Introduction of desktop simulators for early operational training. • The use of full cab simulators to replicate real operational scenarios. • Full digitalisation of training paperwork, assessments, and knowledge checks. • Improved training capacity and operational resilience for ScotRail. Beyond operational metrics, the programme has created a strong culture of professional learning, innovation, and continuous improvement. The department’s work is now widely recognised as a benchmark for modern railway training and a model that aligns operational excellence with modern learning practice. By successfully combining scale, innovation, technology and educational excellence, the Driver Training Department has not only addressed a critical industry challenge but has redefined what world‑class driver training looks like within the UK rail sector.
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Mark Hornigold and Diana Varkaliene

Company Name
Greater Anglia
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Mark and Diana have played an instrumental role in the successful introduction of the new ticketing system across all ticket office colleagues from March to Tottenham Hale. For three months, they stepped away from their day-to-day responsibilities to focus entirely on training and supporting colleagues through this significant change. Before delivering the training, Mark and Diana had to rapidly develop their own expertise in the new system. They then successfully shared this knowledge with their peers, delivering high-quality training sessions, practical advice, and valuable tips to help colleagues navigate the system with confidence. Their support extended far beyond the classroom. They regularly visited stations following training sessions to provide additional guidance, troubleshoot issues, and offer further coaching where required. They made themselves available outside normal working hours and were always willing to provide assistance over the phone whenever colleagues needed support. Even now that they have returned to their substantive roles, their commitment to supporting others has not diminished. They continue to be approachable, patient, and proactive, ensuring colleagues remain confident and capable in using the new system. Their dedication has been fundamental in enabling a smooth and efficient transition, minimising disruption and allowing our teams to continue delivering an excellent service to our customers throughout the change process. Mark and Diana have consistently gone above and beyond expectations, demonstrating exceptional teamwork, professionalism, and commitment to both their colleagues and our customers. Their efforts have been a key factor in the success of this project and make them truly deserving of recognition.
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Mike Lowe

Company Name
Avanti West Coast
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As the team fortunate enough to work under Mike Lowe's leadership, we are proud to nominate him in recognition of the extraordinary contribution he has made to our people, our department and the wider organisation at Avanti West Coast throughout his nearly 23-year railway career. For many colleagues across Avanti West Coast, Mike is the face of Customer Experience Learning & Development. Thousands of new starters have begun their journey with the company under his guidance, benefiting from the enthusiasm, professionalism and genuine care he brings to every interaction. For us, he has been much more than a manager. He has been a mentor, coach and role model whose influence has shaped our careers and the success of our team. Mike consistently goes beyond what is expected of him. He has created a culture where challenge is welcomed, ideas are encouraged and individuals are empowered to take ownership of their development. One of his greatest strengths is seeing potential in people before they see it in themselves, encouraging us to step outside our comfort zones, gain new skills and take on responsibilities we once thought were beyond our capabilities. His trust in us has enabled us to grow both professionally and as a team. Under Mike's leadership, Customer Experience Learning & Development has built a reputation for delivering engaging, high-quality training that supports colleagues and the wider business. Alongside our ongoing New Starter Orientation programmes, we successfully supported the Evero rollout in 2024, delivered Customer Experience workshops to frontline colleagues across the network in 2025, and developed and delivered the Catering Refresh programme in 2026, helping colleagues maintain and strengthen critical safety skills. While Mike would be the first to credit the team, we know these achievements were only possible because of the environment he created and the standards he inspired us to achieve. Mike has never been afraid to challenge traditional approaches to learning and development. By encouraging creativity, embracing new ideas and promoting continuous improvement, he has created a culture where innovation thrives. His support has enabled us to develop engaging learning experiences that improve colleague capability, support operational performance and strengthen the reputation of Customer Experience Learning & Development. The impact Mike has had extends far beyond our department. Over more than two decades, he has helped shape the experience of thousands of colleagues entering the business. Many still remember meeting him at induction years later. Whether through his famous "pat on the back" and Mexican wave icebreakers, a friendly conversation or simply taking the time to connect with people as individuals, Mike has a unique ability to make people feel welcome, valued and part of the team from day one. Having started his railway career on the frontline, Mike understands the realities faced by operational colleagues and has built trust and credibility across the business. He leads with humility, integrity and optimism, remaining a constant source of support during periods of change and challenge. As Mike prepares to retire, he leaves behind more than a successful career. He leaves stronger teams, empowered colleagues and countless individuals whose confidence and careers have been shaped by his guidance. The sign of a truly exceptional leader is not what they achieve themselves, but the success they inspire in others. Through nearly 23 years of service, Mike has done exactly that.
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Network Rail Leadership & Organisational Development Team

Company Name
Network Rail
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I am nominating the Network Rail Leadership & Organisational Development team for the Learning, Development & Investing in People Award in recognition of their outstanding commitment to developing leaders, improving organisational performance and demonstrating the measurable value of investing in people. Rather than simply delivering a leadership programme, the team took ownership of a significant organisational challenge: how to develop better frontline leaders and prove that leadership development delivers tangible business benefits. Through the design, delivery and ongoing evolution of the LMD1000 programme, they have transformed leadership development from a training activity into a strategic lever for organisational improvement. Since its launch in June 2025, the programme has supported 487 delegates, creating a powerful opportunity to influence leadership behaviours across Network Rail. A key strength of the team's approach has been their relentless focus on applying learning in the workplace. Rather than delivering theory, they equipped leaders with practical tools and techniques that could be used immediately to improve communication, coaching, feedback, decision making and people management. Delegates consistently report greater confidence, improved self-awareness and more effective leadership conversations. By embedding these behaviours into day-to-day operations, the team has delivered meaningful and sustainable behavioural change rather than short-term learning interventions. The impact of their work has been both measurable and transformational. Most notably, disciplinary cases among programme participants improved by 16.7% when comparing the ten months before and after attendance. This demonstrates the direct link between stronger leadership capability, improved employee relations and healthier team cultures. The programme has also made a significant contribution to talent development and career progression. Delegates who attended the programme achieved promotion rates of 12.8%, more than double the 6% promotion rate for non-attendees. This evidences the programme's effectiveness in developing leadership capability and preparing individuals for greater responsibility. The positive impact extends beyond the individual delegates. Teams led by programme participants experienced substantial reductions in work-related absence, with average days lost falling from an early peak of 17.7 days to below 8.3 days. This demonstrates how effective leadership contributes directly to employee wellbeing, engagement and operational performance. Taken together, these results demonstrate that the programme has not simply improved learning outcomes. It has delivered measurable organisational benefits, strengthening leadership capability, improving workplace culture and creating better outcomes for employees across the business. The scale of this achievement should not be underestimated. With nearly 500 leaders participating, the positive impact extends far beyond those attending the programme, influencing thousands of colleagues across Network Rail through improved leadership practices and stronger team environments. Innovation has been at the heart of the team's success. Recognising that learning functions are often judged by attendance numbers and satisfaction scores, they challenged the status quo by developing a data-driven approach that measures real organisational outcomes. By linking participation directly to indicators such as disciplinary performance, career progression and work-related absence, they have demonstrated a clear return on investment and provided compelling evidence that leadership development delivers business value. The team's attitude and commitment have been equally impressive. Throughout the programme they have shown a genuine passion for helping people succeed, creating engaging learning experiences that inspire leaders to reflect, grow and improve. They have acted as champions for continuous development, building trust with participants and serving as role models for the values Network Rail expects from its leaders. Their positive influence has helped create a culture where leadership development is seen not as an optional activity, but as an essential contributor to individual and organisational success. This nomination recognises a team that has fundamentally changed how leadership development is delivered and evaluated within Network Rail. Through their initiative, innovation and unwavering commitment to investing in people, they have shown that leadership development can drive measurable improvements in culture, performance and wellbeing. The results achieved through the LMD1000 programme are more than a learning success story; they represent genuine organisational transformation. The Leadership & Organisational Development team are highly deserving of recognition for the lasting impact they continue to make across Network Rail and the wider railway industry.
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Network Rail Telecoms Development, Training and Competency Team - Mark Law, Alison Walters, Louise Hardy

Company Name
Network Rail
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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
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Tam McAvoy

Company Name
Network Rail
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Tam McAvoy has taken clear ownership of managing a safe, compliant and high-performing track section. He consistently looks beyond routine task completion and independently identifies areas where improvement is needed before issues are escalated. Rather than waiting to be directed, Tam works with his team to understand the root cause of concerns, prioritises the right interventions and takes practical action to prevent small issues developing into larger safety, compliance or performance risks. Through strong risk management, clear prioritisation and a sustained focus on compliance, Tam’s leadership has delivered tangible and measurable benefits across his section. He has contributed to a massive reduction in rail defects and delivered better track quality results, strengthening safety, reliability and asset condition for his immediate team while supporting wider maintenance objectives. Tam’s impact is also clear in the people he has developed. He has built an efficient, capable and motivated team by coaching, mentoring and supporting emerging talent within his section. He has brought through a number of apprentices who are now excelling in their roles, with some progressing into Team Leader positions and others taking on additional voluntary responsibilities as safety advisors. By sharing his knowledge and experience openly, he builds confidence across the team and encourages others to learn, grow and take greater ownership of their own responsibilities. He has a positive, resilient and solutions-focused influence on the workplace. Tam actively supports his team, listens to areas of concern and helps problem-solve in a practical and constructive way. This approach has helped create an environment where people feel supported, trusted and encouraged to contribute, while also reinforcing the behaviours expected of a strong role model. Tam has also demonstrated a forward-thinking approach by embracing innovative technology such as Track Insight to support more efficient, data-driven decision making. He has moved beyond the standard playbook by using available information to better target resources, focus effort where it will have the greatest effect and respond more effectively to emerging issues. Through his initiative, leadership, practical problem solving and genuine commitment to others, Tam has made a meaningful and lasting contribution to his section and is a highly deserving recipient of this award.
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Thomas Mcavoy

Company Name
Network Rail
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I am delighted to nominate Thomas McAvoy for a RailStaff Award in recognition of his exceptional commitment to developing apprentices within the Dumfries Track Section Manager (TSM) area. Thomas has demonstrated an unwavering dedication to mentoring and nurturing the next generation of railway professionals. Through his passion for developing people, sharing knowledge and creating learning opportunities, he has had a transformational impact on the apprentices under his guidance. A key measure of Thomas's success is that the current apprentices within the Dumfries Track Section Manager area have completed all of the work required to achieve their apprenticeship qualifications a full year ahead of schedule. This remarkable achievement reflects both the quality of his mentoring and the time and effort he invests in developing others. What truly sets Thomas apart is his commitment to ensuring apprentices gain a comprehensive understanding of railway maintenance from cradle to grave. He takes the time to explain every stage of each work activity, from planning and preparation through to delivery, inspection, assurance and close-out. Rather than teaching apprentices how to simply complete a task, he ensures they understand the wider purpose, risks and responsibilities associated with it. Thomas encourages apprentices to take ownership of their development and actively builds their confidence by allowing them to lead work activities once they are ready. He adopts a coaching approach, remaining available for guidance and support while giving apprentices the opportunity to learn through experience. The confidence and competence he instils is evidenced by the responsibilities now undertaken by the apprentices he has mentored. They are trusted to fully manage his Switch and Crossing inspections, carrying out the inspections, recording findings and inputting defects and inspection results into the required asset management systems. This level of responsibility is normally only achieved after considerable experience and demonstrates the high standards Thomas has set and the effectiveness of his mentoring approach. Beyond technical development, Thomas creates a positive learning environment where questions are encouraged, achievements are celebrated and every apprentice feels valued. His patience, professionalism and enthusiasm have earned him the respect of apprentices and colleagues alike. The impact of Thomas's mentoring extends far beyond qualification completion. He is developing confident, competent and safety-focused railway professionals who are already making meaningful contributions to the railway. By investing in people and sharing his extensive knowledge, Thomas is helping to secure the future capability of the railway industry. Thomas McAvoy embodies the values of leadership, dedication and excellence that the RailStaff Awards seek to recognise. His commitment to apprentice development within the Dumfries Track Section Manager area has been exceptional, and he is thoroughly deserving of this recognition.
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Victoria O'Reilly

Company Name
GTR
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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.
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Wales and Western Region Engineering Graduate Management Team

Company Name
Network Rail
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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.
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Workforce Development Team

Company Name
ScotRail
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ScotRail now has 110 apprentices developing their careers across the business. It is an incredible achievement and demonstrates ScotRail’s efforts to expand its investment in the future workforce of Scotland's railway.  The milestone comes as 45 new apprentices joined ScotRail in 2026 – our largest ever external apprenticeship intake.  The investment in apprentices is being facilitated through an investment in our Workforce Development Team. Previously this work was undertaken by a single Workforce Development Manager, but the team has increased to five people, with the addition of four new Workforce Development Officers. This is enabling us to increase our activity in early careers, apprenticeships, and workforce development more generally.   More than half of the new recruits have started careers in engineering, alongside an expansion of Customer Service apprenticeship opportunities, and continued investment in Administration apprenticeships.  This reflects ScotRail's sustained investment in early careers, with the programme growing year-on-year as the train operator develops a long-term pipeline of talent. Since returning to public ownership in April 2022, ScotRail has increased its focus on apprenticeships as a key part of its long-term workforce planning.  In 2022, only three apprentices joined the business taking the total number of apprentices in period eight to 34. However, by using data analysis to identify where skills will be needed in the years ahead, that figured has almost tripled in four years. By looking at the needs of the business, the Workforce Development Team ensured apprenticeship recruitment continues to support future demand.   The latest recruitment follows 46 apprenticeship opportunities delivered in 2025, when 42 new external apprentices joined the business and four existing engineering colleagues began apprenticeships to develop their skills further.  ScotRail apprentices combine structured learning with practical, on-the-job experience and receive support from line managers, mentors, and dedicated Workforce Development Officers.  Apprenticeship opportunities continue to be an attractive career pathway, with ScotRail typically receiving between 1,800 and 2,000 applications each year.  Alongside its recruitment, ScotRail has worked to introduce more young people to careers on the railway, engaging with almost 20,000 young people over the past three years through schools and colleges, careers events, industry insight visits, online sessions, and partnerships with education and employability organisations.  The activity aims to give young people a better understanding of the range of careers available on Scotland’s Railway and demonstrate that apprenticeships provide a credible and valuable route into employment and long-term career development.  ScotRail’s growing apprenticeship programme is also helping to widen access to railway careers among groups traditionally underrepresented in the industry, including women in rail and engineering.  We’ve seen a dramatic shift in female representation in recent years. In 2022, 0 per cent of our apprentices were women. In 2026 that figure has risen to 30 per cent. The expansion supports ScotRail’s Public Sector Equality Duty commitment to build a more diverse and inclusive workforce through fair recruitment, expanded early career programmes, equitable career development, and targeted action to address workplace inequalities.  It also contributes to the wider drive across Scotland to create more opportunities for young people to enter employment, develop the skills required by future industries, improve social mobility, and support sustainable economic growth.  By creating high-quality opportunities for young people we can support the development of a skilled and diverse workforce that Scotland needs for the future.
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54
LIFESAVER AWARD

Adnan Yaseen

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Adnan Yaseen for the exceptional vigilance, initiative and compassion he demonstrated to identify and prevent two potential suicide attempts within a single day at Oxford Station. As a Thames Valley Trespass & Welfare Officer, Adnan consistently demonstrates outstanding commitment to protecting vulnerable individuals on the rail network. During one shift, his alertness and situational awareness enabled him to identify two separate incidents involving individuals in crisis and took immediate action to prevent them from coming to harm. During a routine patrol of Platform 3, Adnan identified an elderly female displaying clear signs of distress and attempting to harm herself. Recognising the immediate risk, he intervened and safely guided her away from the platform with help from station staff. Throughout the incident, Adnan maintained his composure, using his Samaritans Managing Suicidal Contact training to provide reassurance and stabilise the situation. He notified Land Sheriffs’ Operational Control Centre and the British Transport Police, remaining with the woman until officers arrived. Later that same day, Adnan responded to a second vulnerable individual openly expressing suicidal intent and referencing possible ways he would harm himself. Recognising the severity of the man’s mental state, Adnan immediately contacted the British Transport Police, Western Incident Control and Land Sheriffs’ Operational Control Centre while remaining with the individual to prevent self harm until emergency services arrived. Adnan’s vigilance, resilience and ability to remain focused under pressure safeguarded two vulnerable individuals and helped ensure they received the professional care they needed. His dedication to protecting others is an outstanding example of the positive difference a proactive and compassionate security presence can make across the railway network. For this reason, we believe he is highly deserving of the Lifesaver Award.
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Alan Neville

Company Name
Carlisle Support Services
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On Sunday 16 August 2026, Alan Neville was called to Bache Station, a location recognised as a safeguarding risk due to its proximity to the local hospital and the number of vulnerable people who pass through it. He responded promptly to a report of a man lying on the platform. On arrival, Alan assessed the man as intoxicated, distressed and in a significantly depressed state. Working alone, Alan recognised the limits of what he could manage on his own and requested British Transport Police attendance and a Merseyrail Duty Manager also came to assist. Towards the Track While they waited for the police to arrive, the man attempted to get onto the track. Alan stepped in immediately, using proportionate physical intervention to stop him and keep him off the line. Once that immediate danger had passed, he stayed with the man, talking calmly and offering reassurance, and kept him under close watch until British Transport Police arrived around 45 minutes later. Called Straight Back, Into a Second Crisis Roughly an hour after that call ended, Alan was brought back to the same station for a second, unconnected incident. This time he found a man wearing a hospital wristband who told him he no longer wanted to live. Alan again identified the risk straight away, requested British Transport Police support, and stayed with the man, using calm and compassionate communication to keep him engaged and safe until officers arrived. Two Lives Saved Two men in acute crisis, at the same station within the space of a couple of hours, were kept safe because Alan was there and knew how to respond. In the first incident, his intervention stopped an active attempt to access the track. In the second, his presence and communication kept a man expressing suicidal intent safe and engaged until police could take over. The Merseyrail Duty Manager later contacted Carlisle directly to say they would have struggled to manage both incidents without Alan's help, particularly given one man's repeated attempts to reach the track, and praised him for staying at the station to support both men while calls were made to the emergency services and the Merseyrail Control Room. Alan's response to the first man was to correctly judge, while working alone, that the situation exceeded what he should attempt to manage single-handed, and to call for police support before anything escalated. When the man then tried to reach the track, Alan did not wait for police to arrive; he acted immediately to physically prevent it. An hour later, with no time to reset after the first incident, he was called straight back into a second, entirely separate crisis and responded to it with the same speed and judgement. That level of resilience, sustained back-to-back without a break between two life-at-risk situations, is not something the role asks for as standard. Alan's intervention may have prevented two extremely serious outcomes on the same day. He recognised the risk correctly both times, escalated appropriately, acted decisively when a life was in immediate danger, and sustained calm while maintaining compassionate engagement with two separate individuals in crisis. That is precisely the standard of vigilance and care brilliantly executed by Alan. This is the standard Carlisle expects and trains its people to deliver; the Merseyrail Duty Manager's own words capture it best, describing Alan as a credit to Carlisle Support Services who is always there when you need him. Alan's conduct across both incidents reflects the highest standards expected of Carlisle and shows the real difference a capable and dependable security professional safeguarding rail network.
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Alexandra Mariana Berinde

Company Name
ResponSec
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Award Nomination: Alexandra Mariana Berinde Role: Safety, Security and Enforcement Officer (SSEO) Incident Date: 15 April 2026 Time: Approximately 10.25pm Location: Hackney Downs Station Incident: Suicidal Passenger Alexandra Mariana Berinde demonstrated extraordinary calm, compassion and professional judgement when she intervened to protect a vulnerable individual who had expressed clear suicidal intentions at Hackney Downs Station. At approximately 10.25pm on 15 April 2026, Alexandra was heading back towards the office from her break on Platform 2 when she heard shouting coming from the platform. Looking towards the disturbance, she immediately noticed a male standing dangerously close to the platform edge, with his back towards the tracks as trains approached. Alex was on her own, with no PPE or radio comms. She had to act fast without any backup. Recognising the seriousness of the situation, Alexandra approached carefully, maintaining an appropriate distance to avoid increasing his distress. She began by asking his name, using calm and kind communication to establish rapport and draw his attention away from the immediate danger. It soon became clear that he was experiencing significant emotional distress. He said he did not want to speak to anyone and openly expressed suicidal intentions, repeatedly asking when the next train was due. Alexandra remained patient and focused, continuing the conversation until she persuaded him to move away from the platform edge and into a safer position. The situation did not end there. Shortly afterwards, the man suddenly ran down the station stairs. Alexandra immediately followed, maintaining observation while continuing to engage with him. As they talked, he became more responsive, although Alexandra noticed that he appeared unsteady and showed signs of intoxication, increasing her concerns about his vulnerability. At the gateline, Alexandra encountered a woman who identified herself as the man’s friend. She explained that he had been going through a particularly difficult period and had consumed alcohol, and confirmed that she intended to take him home. Alexandra did not assume the situation was resolved simply because he was away from the platform. She facilitated their safe exit, continued to offer support and ensured further assistance was available. Although this was declined, both individuals expressed their gratitude for the care and professionalism she had shown. Alexandra’s response demonstrates the vital role frontline railway staff can play during a mental health crisis. She recognised a potentially life-threatening situation, built trust with someone who initially rejected help and remained engaged until he was safely away from the railway environment. Her judgement, patience and compassion reflect the highest standards of safeguarding and public service, making Alexandra Mariana Berinde a highly deserving nominee for a RailStaff Award.
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Ali Karim

Company Name
Mitie
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Some individuals perform their role well. Others go beyond expectations and make a genuine and lasting difference to the lives of those around them. Ali Karim belongs firmly in the latter category. In just one year with Mitie, Ali has established himself as one of the most respected and highly regarded officers on the Network Rail contract. During this time, he has received six Mitie Stars, numerous customer commendations, and widespread recognition from colleagues, station teams, and stakeholders for his professionalism, leadership, and dedication to public safety. Having initially joined as a Security Officer, Ali's exceptional performance quickly led to his development as a Response Officer, where he has continued to excel and has been praised by multiple stations as one of the best Response Officers they have worked alongside. What distinguishes Ali is not simply his operational competence, but his character. He consistently demonstrates empathy, integrity, professionalism, and a genuine desire to help others. Despite having only one year of service, he has earned the respect of colleagues with significantly more experience, many of whom regularly seek his advice and guidance when dealing with challenging situations. He leads through example, remaining calm under pressure, supporting those around him, and consistently placing the welfare of passengers at the heart of every decision he makes. During a routine patrol at London Bridge Station, Ali noticed a lone male standing on the platform whose behaviour immediately caused concern. The individual appeared visibly distressed, pale, withdrawn, and unlike other passengers waiting for trains, seemed unusually focused on the platform edge. Drawing upon his instincts, situational awareness, and commitment to passenger safety, Ali recognised that something was not right and made the decision to intervene. Rather than assuming someone else would act or dismissing the behaviour as unusual but harmless, Ali approached the man and engaged him in conversation. Initially, the male appeared reluctant to talk and offered only brief responses. However, Ali remained patient, calm, and approachable. Sensing that the individual was struggling emotionally, he gently encouraged him to move away from the platform and suggested they walk downstairs together. Ali offered to buy him a drink and reassured him that he was there to help if needed. It was this simple act of kindness and genuine human compassion that proved pivotal. Once away from the platform and in a safer environment, the male began to open up to Ali. Overwhelmed by the concern being shown to him, he disclosed that he had come to London Bridge Station with the intention of taking his own life. He explained that he had been experiencing significant personal difficulties and had reached a point where he no longer felt able to cope. Faced with an individual in crisis, Ali remained calm, compassionate, and completely focused on the man's welfare. He listened without judgement, allowing the individual the time and space to speak openly about his thoughts and feelings. Rather than rushing the interaction, Ali provided reassurance, empathy, and a supportive presence during one of the darkest moments of that person's life. Over an extended period, Ali continued speaking with the male, gradually building trust and helping him see that support was available. Through patience, understanding, and genuine concern for the individual's wellbeing, he successfully de-escalated the situation and prevented what could have become a tragic outcome. Ali remained with the individual until appropriate support could be arranged, ensuring he was safe and cared for throughout. By recognising the warning signs early, trusting his instincts, and taking personal responsibility to intervene, Ali transformed what could have been a devastating incident into an opportunity for someone to receive the help they desperately needed. The significance of Ali's actions cannot be overstated. He did not respond to an alarm, a reported incident, or a request for assistance. He identified a vulnerable individual based solely on his own observations, trusted his judgement, and acted with courage and compassion. His intervention was not driven by procedure alone but by a genuine concern for another human being. By taking the time to notice, engage, listen, and care, Ali potentially saved a life. This commitment to both passengers and colleagues has earned Ali widespread respect across the route. As one Station Manager commented: "In all my years working on the railway, it is rare to come across someone who naturally combines operational excellence with genuine care for passengers in the way Ali does. He is professional, dependable, and always willing to go the extra mile. Whether dealing with an incident, supporting colleagues, or assisting vulnerable members of the public, Ali consistently delivers above expectations. He has become one of the most trusted officers on the station, and both staff and passengers have complete confidence in him." What makes Ali's actions even more remarkable is that they are entirely consistent with the standards he sets for himself every day. The same kindness that kept him at a hospital until midnight to support a vulnerable passenger, the same professionalism that has earned him six Mitie Stars, and the same leadership qualities that have led experienced colleagues to seek his guidance were all present during this incident. Ali's actions went far beyond the normal expectations of his role. He did not simply prevent a tragedy that day; he provided hope to someone who felt there was none. His compassion, patience, professionalism, and determination to help another person in their time of greatest need demonstrate the very best of the railway industry and the values that underpin outstanding public service.
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Andrew Hudson

Company Name
1stinrail Limited
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Summary of Incident On the 15th August 2026, a welder working on site suffered a sudden cardiac arrest and collapsed. On hearing a shout for a first aider, Andrew Hudson of 1stinrail responded immediately. Finding the casualty unresponsive and not breathing, he checked for a pulse and began CPR without hesitation, simultaneously directing a colleague to retrieve the site defibrillator. Andrew maintained continuous chest compressions until the defib arrived, attached the pads, and followed the device's instruction to deliver a shock. When no pulse returned, he resumed CPR immediately, delivered a second shock, and continued resuscitation efforts — despite the casualty remaining unconscious and not breathing — until paramedics arrived on scene and took over. The casualty was revived, transported to hospital, and subsequently spent four days in intensive care before undergoing heart surgery. He survived. The attending paramedic told Andrew directly that his actions were the reason the casualty was alive. Initiative Andrew did not wait to be told what to do or for a more senior responder to take charge. On hearing the call for a first aider, he independently assessed the casualty, made the decision to begin CPR unprompted, and simultaneously delegated the retrieval of the defibrillator — a clear demonstration of taking ownership of a critical situation under pressure rather than waiting for instruction. He then sustained that initiative across multiple cycles of CPR and defibrillation, adapting to each outcome (no pulse, faint pulse, continued unconsciousness) without stepping back from the casualty's care until professional paramedics were on scene. Impact The impact here is as significant as it is possible to be: a life saved. This was not a localised operational improvement but a genuinely transformative outcome — a colleague is alive today, has been able to return to his family, and underwent life-saving heart surgery, directly because of Andrew's actions in the first minutes after collapse. The paramedic's own assessment — that the casualty's survival was thanks to Andrew — is about as unambiguous a confirmation of impact as exists. Beyond the individual saved, the incident stands as a powerful demonstration to the wider workforce of why first aid training, defibrillator provision, and a "someone will respond" culture on site matter. Attitude Andrew's conduct throughout reflects composure, resilience, and a calm head in an extremely high-pressure, distressing situation — administering CPR to a colleague, delivering shocks, and continuing resuscitation through repeated setbacks (no pulse after the first shock, ongoing unconsciousness after the second) without faltering. This is exactly the kind of role-modelling of company values — care for colleagues, willingness to act, staying composed under extreme pressure — that the business would want reflected across the workforce. His actions will undoubtedly have a lasting positive effect on site morale and on colleagues' confidence that they work in an environment where people look out for one another. Innovation This wasn't a case of inventing a new tool or process — it was the correct, trained response, executed without hesitation and sustained under extreme pressure for an extended period. If there's an innovation angle, it's arguably in Andrew's calm, methodical escalation: delegating the defib retrieval immediately rather than leaving the casualty to fetch it himself, and adapting response (continued CPR, repeat shock) as the casualty's condition changed cycle by cycle, rather than a single static intervention. It reflects excellent application — under duress — of first aid and defibrillator training exactly as intended, which is itself worth highlighting even where the category leans more toward Initiative, Impact, and Attitude.
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Andrew Rawlinson & Fatihat Ajayi

Company Name
c2c Railway
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At 6:40am on 29 July 2025, Andrew Rawlinson and Fatihat Ajayi demonstrated exceptional courage, professionalism and teamwork when faced with a life-threatening emergency at the station. A male passenger collapsed on Platform 1 and was quickly identified as being in cardiac arrest. With no time to hesitate, Andrew and Fatihat immediately sprang into action. Recognising the severity of the situation, they commenced lifesaving CPR, called for emergency medical assistance and coordinated the response alongside colleagues to ensure the passenger received the best possible chance of survival. Throughout the incident, Andrew and Fatihat remained calm under immense pressure. While CPR was being administered, they helped organise the scene, ensuring emergency services could gain access quickly and efficiently. They also worked to preserve the passenger's dignity by helping create a protective shield around him, shielding him from public view during an incredibly vulnerable moment.
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Barry Clarke Motherwell S&T

Company Name
Network rail
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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
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Charlie Wilkinson & David Walker

Company Name
Amulet
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On 28 June 2026, whilst on duty at Skegness Station, TSOs David Walker and Charlie Wilkinson displayed extraordinary bravery, compassion, and professionalism during a life-threatening incident involving a vulnerable female in severe distress. Their decisive actions and willingness to place themselves in harm's way directly contributed to preserving life and preventing what could have resulted in a tragic outcome. The officers were alerted to a female onboard a train who was holding a large piece of broken glass against her neck. Upon reaching her, they immediately identified the critical nature of the situation. The female had already inflicted serious injuries to her wrists and forearm and remained armed with the broken glass, repeatedly threatening further self-harm and making it clear that she had no intention of surrendering the weapon. Faced with an individual in immediate danger of causing fatal injury to herself, David and Charlie remained calm and focused. Despite the significant risk posed by the weapon, they engaged with the female in a patient and compassionate manner, using communication, reassurance, and de-escalation techniques to gain her trust while continually assessing opportunities to intervene safely. Throughout the incident, their sole priority was the preservation of life. As the situation developed, the female was escorted onto the platform at the request of the train driver. Even in this more exposed environment, she continued to hold the broken glass and remained at serious risk of causing herself further injury. With the threat to life escalating and recognising that every second mattered, David and Charlie were faced with a critical decision. Demonstrating exceptional courage and selflessness, the officers intervened physically to prevent further self-harm. Fully aware that doing so exposed them to a real risk of serious injury from the broken glass, they restrained the female's arms and successfully removed her ability to inflict further wounds upon herself. Their actions required immense bravery, sound judgement, and a willingness to place their own safety behind the immediate need to save the life of another. Having brought the situation under control, David and Charlie continued to provide care and reassurance to the female, escorting her to a quieter area of the station where she could be safely monitored. They remained with her throughout, ensuring her welfare and safety while awaiting the arrival of emergency services and police officers. Their actions not only prevented further harm but provided the vulnerable individual with the opportunity to receive the urgent medical and professional support she needed. The professionalism and effectiveness of their response were recognised by attending police officers, with one officer commenting: “You guys were absolutely spot on, thank you.” David Walker and Charlie Wilkinson demonstrated the very highest standards of courage, professionalism, and humanity. By placing themselves at personal risk and intervening at a critical moment, they prevented further serious injury and helped preserve the life of a vulnerable individual in crisis. Their actions exemplify the spirit of a Life Saver Award, and they are thoroughly deserving of this recognition.
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Chris Winstone, Dillon Barton, Andre Kenyon, Mohamud Isse, Jovani Pal Noni and MD Shah Ali Imran

Company Name
ResponSec
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Award Nomination: Chris Winstone, Dillon Barton, Andre Kenyon, Mohamud Isse, Jovani Pal Noni and MD Shah Ali Imran Roles: Safety, Security and Enforcement Officers (SSEOs) and Trespass and Welfare Officers (TWOs) Incident Date: 12 August 2026 Time: Approximately 7.01pm Location: Whitechapel Station Incident: Suicidal Female - Immediate Risk of Accessing the Railway Chris Winstone, Dillon Barton, Andre Kenyon, Mohamud Isse, Jovani Pal Noni and MD Shah Ali Imran demonstrated exemplary courage, resilience and compassion during a complex lifesaving intervention at Whitechapel Station. At approximately 7.01pm on 12 August 2026, staff were alerted to a vulnerable woman on Platform 6 who was expressing suicidal intentions and attempting to gain access to the railway. Chris Winstone, the contract manager, was off duty, on his way home and at the station at the same time this intention become clear and received radio communication from the control room that there was a suicide presentation at Whitechapel Station. Fortunately Chris Winstone was approaching the platform just as information was coming through. Due to the wider security team hearing the communications they despatched to Whitechapel Station to support. On arrival at the station, members of the TWOs found several colleagues and support workers already attempting to engage with her. Recognising the immediate risk, the response became a coordinated effort involving railway staff, care workers, station personnel, management, the TWO and SSEO teams and, ultimately, emergency services. Chris Winstone remained in contact with the control room who were sending trains through with caution, only allowing to do so if deemed safe. As conversation was flowing between the woman, Jovani Pal Noni and MD Shah Ali Imran, trains were sent through. This reduced delays to further passengers, allowing the volume of passengers on the platforms to reduce and not be able to view the sensitive nature of this interaction. The priority was to prevent the woman from accessing the railway without increasing her distress or making her feel surrounded. Chris, Dillon, Andre, Mohamud, Jovani and MD Shah worked alongside colleagues to maintain a safe environment while building trust through calm, compassionate conversation. They spoke with her about her interests, hobbies and personal experiences to maintain engagement and draw her attention away from the immediate crisis. Despite this, she remained deeply distressed and continued to express her desire to access the tracks. The situation became critical when the woman moved past a member of staff and attempted to reach the platform edge. Members of the team immediately intervened and physically pulled her away from danger, preventing her from accessing the tracks. The challenge continued. The woman repeatedly resisted assistance and at times dropped to the ground rather than move away from the railway environment. Throughout, the team remained calm and continued to communicate with her while maintaining her safety. As further SSEO colleagues arrived, they integrated into the response, providing additional support and reassurance. During the incident, the woman disclosed that she had previously attempted suicide and had attended the station intending to take her own life, underlining the seriousness of the situation. With the arrival of British Transport Police and ambulance personnel, the team continued working alongside emergency services until the woman was persuaded to leave the platform and move to a place of safety outside the station. Her care was then formally handed over to emergency services, who transported her to hospital for the specialist support she required. This was an extended and highly challenging incident requiring both decisive action and considerable patience. Chris Winstone, Dillon Barton, Andre Kenyon, Mohamud Isse, Jovani Pal Noni and MD Shah Ali Imran worked effectively with multiple teams, protected a vulnerable woman from immediate danger and remained engaged until professional care could take over. Their courage, resilience and commitment to safeguarding others make them highly deserving recipients of this RailStaff Award.
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Cole Richards & Mohamed Hassan Ali

Company Name
Carlisle Support Services
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Incident On Saturday 11th April 2026, approximately thirty minutes before their shift was due to begin, Cole Richards and Mohamed Hassan Ali were alerted by West Midlands Trains (WMT) staff to a man on the tracks at Birmingham University Station. Neither officer was yet on the clock, and neither hesitated! There were no roster obligation; WMT staff simply flagged a man on the tracks roughly 30 minutes before their start time, and they responded as though the clock had already started. That distinction matters more than it might first appear off-duty response is a genuine test of whether someone sees the job as a set of scheduled tasks or as a standing responsibility that does not switch on and off with a shift pattern. They did not wait to be asked twice and did not treat the fact that they were not technically working yet as a reason to hold back. Acting on instinct and training rather than instruction, they moved immediately to assist the passenger. The first action they took was alerting the driver to stop the approaching train, using the correct emergency procedure, this decision was made within a very narrow decision window, removing the single greatest immediate danger to the man on the rail tracks. This initiative in its clearest form shows the skill of identifying a problem and acting on it before anyone had the chance to ask them to. With the platform secured, both Cole and Mohammed turned their attention to the man himself, who appeared vulnerable, was possibly under the influence of alcohol, and was showing clear signs of suicidal distress. They attempted to engage him calmly, using de-escalation rather than confrontation approach, even as he moved further along the tracks and away from them. This is one of the hardest parts of any such incident, however staying calm, present while someone in crisis is actively moving further from safety. They both were determined, did not withdraw, and they did not let the situation become adversarial. British Transport Police (BTP) and the Network Rail Mobile Operations Manager arrived on scene around fifteen minutes later. By that point, both Cole and Mohamed had already done the work that made a safe resolution possible, that is, the train was stopped, the platform was clear, and the man was still within reach rather than having gone further onto the network unseen. BTP were able to safely detain him and take him into care. Both officers gave witness statements, and shortly afterwards the Mobile Operations Manager confirmed the lines were safe to reopen; showing a great sign of how quickly and cleanly the incident was brought to a close once specialist support arrived, in large part because of the groundwork already laid. Impact It is worth separating what actually happened here from what could have happened without their intervention. A man was on live track, in evident crisis, with a train approaching. Every part of the chain that followed, the train stopping, the platform being cleared, BTP being able to safely detain the person rather than pursue him further into the network and all depended on the first ninety seconds before any blue-light service can physically arrive. In this case, that first two minutes were brilliantly handled by Carlisle’s security officers who were not even supposed to be on duty yet. That is simply not a localised win for an immediate team but it is a specific type of impact the Lifesaver award category exists to recognise, it shows an action that stands between an ordinary day and a fatality on the railway. It also had a secondary and the wider effect that is about fast resolution in clearing lines and reopening quickly once BTP and the Mobile Operations Manager confirmed it was safe. They helped in reducing disruption to the wider network, meaning the benefit of their correct response extended well past the platform itself, to every service running through that section of line that morning. Skills Speak for Itself The hardest part of this incident was staying engaged with a man who was moving further away from them, potentially under the influence, and clearly not looking for any company. It would have been easy, and understandable, to hold back once verbal de-escalation did not immediately work. Instead, Cole and Mohamed kept the platform managed and kept attempting calm, non-confrontational contact until specialist support arrived on scene. That combination of pushing through a moment that was not going their way, without becoming impatient is exactly the resilience the judges are asking about. This incident is clearly not lost on the people who were there, both BTP and WMT staff took the time to personally thank the officers at the conclusion of the incident, recognising the trackside crisis are critical in the first minute or two, before any blue-light service can physically arrive. This nomination is not built around a single act of saving a life, but around a chain of correct decisions made quickly and without hesitation. Stopping a train, clearing a platform, staying engaged with a man in crisis, and holding the situation steady until the right specialist support could take over speaks volume about their dedication to the work they do. That is precisely the combination of composure, procedure, and courage the Lifesaver Award exists to recognise, and precisely why Cole and Mohamed deserve it. This nomination is not built around a single act of saving a life, but around a chain of correct decisions made quickly and without hesitation. What Cole and Mohamed did well was applying their training to the correct emergency stop procedure, correct platform management and under conditions where most of the solution available to them was in sequencing and judgement rather than method. They followed correct procedures, worked effectively as a team, and demonstrated calm and compassionate engagement with a vulnerable individual and this part is worth recognising! These highlights the brave heroes doing exactly what is needed at exactly the right moment, giving the reason rail industry.
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Craig McInnes

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ScotRail
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Craig McInnes, a driver based at Edinburgh Waverley, was leaving Shotts in June 2026 when he received a call from the signaller to advise that a trespasser had been reported between Shotts and Fauldhouse and there was a possibility they were looking to harm themselves. While looking out for the trespasser, Craig drove the service with caution. He eventually spotted the young male in the 4ft at Benhar Junction. Craig contacted the signaller immediately giving clear and concise communication of exact location and what the situation was. Making sure to ask permission before doing so, Craig left the train and began to asked permission to leave the train and converse with the young male who was clearly in distress. Craig was able to talk with the young male in a calm and professional manner. He was able to get the person on board the train to a position of safety. Steven Hanley, who was on board with Craig during the incident as a driver instructor, said that Craig’s action during a tense situation was inspiring: “I have no doubt in my mind Craig saved this young man's life and hopefully he has left a lasting impression. Craig is a great asset to Scotrail and an absolute gentleman, his outlook on life is amazing and I feel privileged to have been able to spend the time that I have with him."
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Daniel Adeola

Company Name
Carlisle Support Services
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I would like to nominate Daniel Adeola of the Response Team for a Life Saver Award in recognition of his exceptional actions during a serious safety incident at the interchange. During a period of significant commotion, a woman and her child encountered difficulties on a down escalator when it suddenly stopped and began to reverse direction. As the situation escalated, the child was at immediate risk of falling, but Daniel managed to grab the child before the child's head hit the escalator. Daniel Adeola reacted instantly, running to the scene and grabbing the child just in time, preventing what could have been a catastrophic fall. The child and parent were understandably extremely shaken by the incident. However, thanks to Daniel's vigilance, quick thinking and decisive action, a potentially life-threatening situation was avoided. His ability to assess the danger and act without hesitation demonstrated outstanding professionalism, courage and commitment to public safety. Without Daniel's swift intervention, the outcome could have been very different. His actions undoubtedly prevented serious injury and exemplify the highest standards of Carlisle Support Services. He is a credit to the Response Team and thoroughly deserving of the award.
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Daniel Ibe

Company Name
Carlisle Support Services
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I am pleased to nominate Daniel Ibe for a Life Saver Award following his exceptional actions during a serious incident at Chingford Station. Whilst on duty in the ticket office, Daniel became aware of a vulnerable female passenger who had been reported by another customer as lying outside the station doorway, distressed, in significant pain, and exhibiting highly erratic behaviour. Upon investigating, Daniel found the passenger in a vulnerable state, screaming, crying, and displaying signs of severe emotional and mental distress. Despite challenging circumstances, including poor weather conditions, Daniel immediately took action. He left the safety of the ticket office to assist, taking an umbrella to shield the passenger from the rain whilst attempting to assess her welfare. He approached the situation with empathy, patience, and professionalism, calmly engaging with her and adapting his communication style to make her feel comfortable and supported. Throughout the incident, Daniel demonstrated remarkable resilience and composure. The passenger became physically aggressive at one stage, grabbing him forcefully and ripping his lanyard. Despite this, Daniel remained calm, continued to prioritise her welfare, and ensured the situation did not escalate. Recognising the seriousness of the situation and the potential risk to life,attempting to leave the Ticket Office Daniel promptly contacted British Transport Police, emergency ambulance services, and Information Control. Due to the passenger's behaviour, comments, and apparent mental health crisis, Daniel identified the possibility that she could present a risk to herself as becoming more assgessive and others. His swift decision-making ensured that the appropriate agencies were engaged without delay. For over ninety minutes, Daniel remained with the passenger, building rapport and maintaining her focus whilst managing multiple responsibilities simultaneously, including liaising with emergency services, responding to Information Control, completing incident reporting requirements, and closing down his shift. During this time, he successfully persuaded the passenger not to leave the Ticket Office, as the passenger was speaking about ending her life. If action had not been taken, she could have endangered both herself and other passengers. His calm intervention prevented a potentially far more serious incident from occurring. Although support was available from other colleagues, Daniel made the conscious decision to remain on site until professional medical assistance arrived. He recognised that the passenger trusted him and that his presence was helping to keep her calm. He continually reassured her, offered hot drinks, and provided a compassionate and reassuring presence throughout a highly emotional and unpredictable situation. The ambulance service and British Transport Police both agreed that the passenger was displaying signs of a severe mental health crisis. Daniel's ability to manage the situation, maintain the safety of those around him, and keep the passenger engaged until emergency services arrived demonstrated outstanding professionalism, courage, and dedication. Daniel's actions reflect the very highest standards of customer care and public safety. His calm judgement, empathy, commitment, and willingness to place the welfare of a vulnerable person above his own comfort undoubtedly prevented the situation from escalating and may well have saved a life. For his exceptional actions, professionalism, and commitment to safeguarding a vulnerable passenger during a critical incident, I strongly recommend Daniel Ibe for a Life Saver Award
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Dean Charman, Nathan Doran & Lee Hindmarch

Company Name
Amulet Security / Northern Trains
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On the evening of Thursday 11th December, the Newcastle based Northern Trains Travel Safe Officers were patrolling platform's at Newcastle station ensuring they was on hand to support with customer service and liaise with members of train crew. At approximately 2130 TSOs Dean Charman, Nathan Doran and Lee Hindmarch were visible on platform 5 when they heard the loud sound of an approaching train sounding its horn. TSOs then discovered a female member of the public who had positioned herself at the very edge of the platform and was visibly shaken and upset, the female was covered in blood and had numerous self harming wounds visible. TSOs attempted to interact with the female ensuring a calm and soft approach in a bid to persuade the female to move to a position of safety, this was supported by colleagues who at several points attempted to strike up conversation with the female but to no avail. Due to the fears for her safety and the urgency to seek medical support due to her injuries, TSOs was supported by a female member of LUMO train crew who remained on hand to support. Between them, they managed to get the female talking and away from the edge of the platform, the female made several references to ending her life and feeling suicidal. All TSOs present attempted to calm the female down and offer reassurance, asking her to come and take a seat and talk through the issues she is currently facing and the reason how shes found herself in her current position. After a short period of time the extremely vulnerable female who referenced wanting to end her life made movements towards the stationary service and closer to the edge of the platform, TSOs pleaded with the female to remain with them for her own safety but the female was becoming erratic and aggressive in her pursuit to move towards the platform edge. Knowing the females intentions and her visible injuries TSOs made every attempt to reason with the female but we're unfortunately forced to take control of her, safely restraining her until the arrival of British Transport Police officers, throughout the ordeal which ultimately saved the females life and ensured she remained safe in their custody she successfully assaulted several officers including one being kicked in the face when attempting to keep the female safe. Despite the Assaults, all officers acted with the utmost professionalism throughout with the females safety being prioritised over that of their own, a selfless act despite extremely challenging circumstances but an outcome the Newcastle TSO team should ultimately be incredibly proud of. Their actions and quick thinking on the night along with the compassion and empathy demonstrated was truly outstanding to witness.
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Dillon Barton

Company Name
ResponSec
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Award Nomination: Dillon Barton Role: Safety, Security and Enforcement Officer (SSEO) Incident Date: 22 August 2026 Time: Approximately 9.00am Location: West Croydon Station Incident: Distressed Passenger - Suicidal Female Dillon Barton demonstrated complete compassion, patience and professional judgement when he intervened to support a vulnerable passenger experiencing an acute mental health crisis at West Croydon Station. During his shift on 22 August 2026, Dillon noticed a female passenger who had exited the station barriers and entered a nearby photo booth. She was visibly distressed and crying while speaking on the phone to NHS 111. Recognising that she was vulnerable and potentially at risk, Dillon approached calmly, asked whether she was okay and offered his support. She accepted some water, and Dillon remained nearby to provide reassurance. As the conversation developed, the passenger disclosed that she was experiencing suicidal thoughts. Dillon drew on the skills gained through ResponSec's induction programme and Samaritans suicide prevention training, using a calm, non-judgmental approach and active listening to build trust and encourage her to speak openly. She subsequently revealed that earlier that day she had intended to take her own life and that a train driver approaching Platform 3 had intervened and prevented her from acting on those thoughts. Recognising the seriousness of the situation, Dillon invited her into the station mess room, providing a quieter and more private environment where he could continue to support her safely. He remained with her for approximately 90 minutes, listening, offering reassurance and ensuring she was not left alone while professional assistance was arranged. Metropolitan Police officers subsequently attended the station and requested assistance from British Transport Police. BTP took responsibility for the passenger's ongoing welfare and escorted her safely from the station so she could access appropriate support. Dillon's response demonstrates the important role trained frontline railway staff can play during a mental health crisis. He recognised the seriousness of the situation, used his training to establish trust and remained with a vulnerable passenger for around 90 minutes until responsibility could be transferred to emergency services. His compassion, patience and professional judgement reflect the highest standards of safeguarding and public service, making Dillon Barton a highly deserving nominee for a RailStaff Award.
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Fiona Lepine

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Southern

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Fiona was driving a train back to Eastbourne when she came across a trespasser. The person in question was clearly in a bad place and on the tracks. Fiona secured her train safely and began speaking to the individual to offer him support. The individual continued to discuss how they wished to endanger their own life, but Fiona continued to offer support to the individual to ensure they were looked after. The individual walked away and placed themselves in a more dangerous position. Fiona continued to speak with them and continued her words of support. Fortunately, this helped convince the young individual that they could trust Fiona and they eventually joined her in the safety of the train. Fiona kept them safe and supported until the emergency services arrived. Despite being faced with a life threatening situation, Fiona's calm, kind and caring response not only allowed to her to save the life of someone threatening to end their own, but in a manner which ensured the safety of her passengers and herself. This situation is very difficult to consider facing, but Fiona did so with empathy, compassion and professionalism and it's without doubt her input saved the life of the individual that day.

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Gary McLuskey

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ScotRail
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Gary is based within the ScotRail CCTV control room, where his main duties involve the monitoring of the network stations. Over the past 12 months, Gary was directly involved with nine interventions at multiple locations across the network, with three incidents occurring within a 10-day period. Each of the incidents provided different levels of challenges due to level of crisis that individuals were experiencing. Gary maintained communication with each of the individuals in crisis via the two-way Help Point intercom, whilst monitoring the individuals’ movements via CCTV. A specific incident occurred on the 24th December 2025, whereby a young male adult presented at Falkirk Station wearing just a t-shirt, joggers and slippers in -2 degrees weather. Through engagement via the intercom Gary was able to ascertain that the male had mental health condition and had not been taking prescription medication. Gary utilised his Samaritans, Managing Suicidal Contacts training during each of the incidents, which aided him with the challenge of maintaining effective communication via two-way intercom. He remained calm throughout each incident, ensuring the necessary escalation and cautions were in place to help prevent any harm to the individuals, ultimately ensuring they got to a safe space and given necessary specific support. Gary has demonstrated true resilience having had experienced multiple incidents of similar scale within a short period of time.
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Hackney Downs MID Team

Company Name
Carlisle Support Services
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Sheak Ahmed, Sardick Ahmed, Rosina Neil and Nyoka Headley showed incredible courage and compassion at Turkey Street station when a frightening situation unfolded. After an altercation, a group of young lads ran from the platform towards the exit shouting that someone had a knife — and in that moment of panic, the team chose to step forward, not back. Nyoka Headley and Sheak Ahmed quickly realised one of the boys had been stabbed and was bleeding from his chest. Without hesitation, they, got him to the ground, applied pressure to the wound, and called emergency services. With the help of other staff, they worked together to keep him stable, moving him to the mess room and staying by his side until help arrived. Because of their quick thinking and bravery, a young lad has another chance at life. I couldn’t be prouder — true heroes!
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Janet Thomas

Company Name
Carlisle Support Services
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I would like to nominate Janet Thomas for a Life Saver Award in recognition of her exceptional actions during a life-threatening emergency at Higham's Park Station. A passenger entered the station having been the victim of a serious assault and appeared to have sustained significant injuries. Shortly after arriving, the passenger collapsed and was struggling to breathe. Faced with an extremely critical situation, Janet immediately responded without hesitation. Janet remained calm, took control of the scene, and administered emergency first aid while ensuring that emergency services were contacted without delay. She continuously monitored and supported the passenger, using her training and judgement to preserve wellbeing until paramedics arrived. The intervention Janet provided was life-saving. Her swift actions, calm decision-making, and immediate medical assistance were critical in keeping the passenger alive during those vital moments before emergency services took over. Without Janet's prompt response and willingness to act, the outcome for the passenger could have been significantly different. Throughout the incident, Janet demonstrated outstanding courage, professionalism, compassion, and commitment to the safety and welfare of others. She acted under immense pressure in a highly distressing situation and put the needs of a vulnerable member of the public first. Janet's actions represent the very highest standards of customer care and public service. Her life-saving intervention, dedication, and bravery make her an exceptionally deserving recipient of a Life Saver Award.
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Jen Livens/ Jack Hanson

Company Name
Morson Vital
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I am recognising Jen and Jack for their outstanding commitment and nominating them for this Lifesaver Award, whilst conducting a routine patrol at a Level Crossing in Cambridge, a location known for incidents involving vulnerable people in crisis. Upon discovering a young man in obvious distress close to the railway, they immediately recognised the potential risk and took decisive action to keep him safe. Despite being advised that police would not attend and that an ambulance could take up to seven hours to arrive, they refused to leave a vulnerable person unsupported. Jen calmly engaged with the individual, building trust and encouraging him away from the railway, while Jack coordinated with emergency services and Incident Control. Their professionalism, compassion and determination ensured the individual remained safe until medical assistance arrived. Jen and Jack's actions potentially prevented a fatality on the railway and protected a vulnerable individual during a mental health crisis. By taking the time to listen, provide reassurance and remain with him throughout the incident, they helped de-escalate a highly emotional situation and ensured he received the support he needed. Their intervention also protected train crews, passengers and emergency responders from the impact of a potentially traumatic railway incident. The impact of their actions is best demonstrated by the feedback received from the individual himself, who later thanked them for their kindness and support, stating that they "really made a difference" and "kept me safe from entering the railway to end my life." This powerful testimony highlights the extraordinary difference Jen and Jack made that night, turning a potentially tragic situation into a positive outcome and demonstrating the very highest standards of commitment to safety.
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Jhaizia Mattis, Ombretta Edie and Kirsty Redman

Company Name
Carlisle Support Services
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I would like to nominate Jhazia Mattis, Ombretta Edie and Kirsty Redman from the Response Team for the Life Saver Award in recognition of their exceptional teamwork, compassion, and professionalism whilst on duty at Seven Sisters Station on 6 December. During their shift, a vulnerable female passenger approached Ombretta and Jhazia and disclosed that she did not feel safe, and wanted to end her life. Recognising the seriousness of the situation, Ombretta remained with the passenger, providing reassurance and emotional support whilst Jhazia quickly identified the need for additional assistance and requested support from Kirsty. Kirsty immediately attended and took the time to speak with the passenger, who explained that she felt unsafe, was fearful of travelling by train, and was struggling emotionally following the murder of her father. Through their calm, caring, and professional approach, the team worked together to assess the situation, ensure the passenger and provide the reassurance and support she desperately needed. Their combined efforts helped de-escalate a highly emotional situation, bringing the passenger to a calm and stable state and enabling her to receive the appropriate help and support. The compassion, empathy, and teamwork shown by all three colleagues undoubtedly had a significant positive impact on a vulnerable individual at a time of crisis. This incident exemplifies the very best of Carlisle's values and demonstrates how excellent teamwork can make a real difference to someone's life. Jhazia, Ombretta and Kirsty are thoroughly deserving of recognition for their outstanding actions and commitment to passenger welfare.
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Jil Chauhan

Company Name
Network Rail
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When a male suddenly collapsed near Burger King at Paddington Station and was found to be unresponsive and not breathing normally, Jil Chauhan was the first person on scene and immediately took control of a critical, life-threatening situation. As the responding first aider, Jil quickly carried out an initial assessment and recognised that the casualty required urgent intervention. With the support of two doctors who arrived shortly afterwards CPR commenced, Jil continued CPR while emergency services were contacted. Remaining calm, focused, and decisive under immense pressure, he undertook life-saving efforts working with the doctors who attended and continued providing resuscitation until paramedics arrived. Thanks to the prompt actions of Jil and the coordinated efforts of those working with him, the casualty regained spontaneous breathing before being transferred to hospital for further treatment. Jil's swift response, clinical composure, and determination to act in the most challenging of circumstances exemplify the essence of this award. His immediate intervention and life-saving CPR played a pivotal role in giving the casualty the best possible chance of survival.
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Josh Chegwin & Neil Lewis

Company Name
Amulet Security / Northern Trains
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On 1st December 2025, Liverpool based TSO supervisor Josh Chegwin and TSO Neil Lewis was conducting a routine patrol of Lea Green station. With a service on the platform due to depart, Josh and Neil began conducting patrols of the station platforms, suddenly both officers became aware of a loud bang but was initially unsure of where this had originated from. With the service ready to continue its journey and depart the station, Josh and Neil suddenly became aware of a member of the public who had somehow fell between the train and the platform and was now positioned under the service. Both officers quickly liaised with the conductor of the service and begun liaising with the male who due to the fall from the platform was confused and dazed with a large laceration to his head. Josh and Neil's quick thinking managed to pull the male from underneath the service and position him safely on the platform placing themselves in danger to protect the males safety, all this whilst liaising with the conductor and updating control of the situation. The now injured male was taken to the front of the station to update the station staff present whilst allowing first aid to be administered by supervisor Chegwin and TSO Lewis with them tending to a number of bumps and lacerations on the males head due to the impact when falling off the platform and underneath the service. Both officers acted impeccably with their quick thinking and actions being nothing short of heroic in ensuring such a challenging and distressing incident did not have a far worse ending which easily could have been the case had officers not been so proactive and aware of their environment. Josh and Neil regularly do exceptional things and achieve some phenomenal results across the Northern Trains network but saving an individuals life is the ultimate achievement and something Both should be extremely proud of.
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Karen Curtis and Chris McGrath

Company Name
Carlisle Support Services
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On 1 May, Karen Curtis and Chris McGrath demonstrated extraordinary courage, initiative and professionalism following a serious incident at Milton Keynes Central railway station. After an elderly lady suffered a catastrophic injury resulting in the traumatic loss of an arm, Karen and Chris were faced with an emergency that required immediate action. With emergency services still en route, neither waited to be directed or instructed. Instead, they took ownership of the situation, stepping forward to provide critical assistance and reassurance during what were undoubtedly some of the most challenging moments of the casualty's life. Chris displayed exceptional presence of mind by using his belt as an improvised tourniquet to help control severe bleeding. This quick-thinking response went beyond standard procedures and demonstrated remarkable ingenuity under extreme pressure. His actions helped stabilise the casualty and provided vital support until specialist medical assistance arrived. Alongside this, Karen remained calm and focused throughout the incident, providing reassurance to the injured lady and coordinating support at the scene. Upon the arrival of paramedics, Karen further assisted by applying a professional tourniquet and working alongside emergency responders to ensure the casualty received the best possible care. The impact of their actions was immediate and profound. By intervening so quickly, Karen and Chris helped preserve life during a critical medical emergency. Their calm leadership, decisive action and commitment to the casualty's wellbeing ensured that potentially life-saving treatment began before emergency services reached the scene. What makes their response particularly remarkable is the way they demonstrated the very best qualities of the railway industry. They did not simply react to an incident; they actively assessed the situation, identified what needed to be done, and acted decisively in circumstances that many would find overwhelming. Their compassion, professionalism and resilience under pressure were evident throughout. Karen and Chris serve as outstanding role models for their colleagues and the wider rail community. Their actions exemplify bravery, responsibility and selfless dedication to the safety and wellbeing of others. Faced with an unimaginable situation, they remained calm, acted with courage and put the needs of another person before their own. For their exceptional quick thinking, innovative problem-solving, unwavering compassion and potentially life-saving intervention, Karen Curtis and Chris McGrath are highly deserving recipients of the RailStaff Lifesaver Award.
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Keemat Ujala , Gizel Bailey and Abebe Temere Feleke Gonbis

Company Name
Carlisle Support Services
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I would like to nominate Keemat Ujala, Gizel Bailey and Abebe Temere Feleke Gonbis for a Life Saver Award in recognition of their exceptional actions during a critical medical emergency at Hackney Central Overground Station. Hackney Central is an extremely busy station, and during a particularly busy period, a passenger suddenly collapsed. Another concerned passenger quickly alerted Keemat Ujala on duty that the individual was unresponsive and had stopped breathing. Without hesitation, Keemat immediately rushed to the scene and assessed the situation, recognising that this was a life-threatening medical emergency requiring urgent intervention. As Keemat attended to the passenger, Gizel Bailey took control of contacting emergency services, ensuring accurate information was provided and professional medical assistance was dispatched as quickly as possible. Throughout the incident, Gizel remained calm under immense pressure and helped coordinate the emergency response while supporting c
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Lee Davies and Eugene Aweke

Company Name
Carlisle Support Services
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Nominating Lee and Eugene for this award in recognition of their outstanding commitment to public safety while patrolling the network. On Wednesday 8th April 2026, while carrying out routine patrols at Longbridge station, Lee and Eugene identified a distressed male standing on the grass area of the platform and crying. Upon approaching him, they learned he was feeling suicidal and was on the phone to emergency services (111). Acting quickly and professionally, they worked together, followed the correct procedures, and calmly engaged with the individual. They were able to guide him to a safer area away from the platform and contacted 999 for additional support. They remained with the individual, ensuring his safety and wellbeing until emergency services arrived and took over, providing him with the appropriate care. Situations like this highlight the dedication, compassion, and professionalism our officers demonstrate every day, always putting the safety and wellbeing of the public first.
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Lee Sherlock

Company Name
Carlisle Support Services
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On Thursday 2 April, at approximately 23:25, Lee was on duty at Hull station when he carried out a welfare check on a female passenger on Platform 2. This was not in response to a report or an alarm, he identified a young woman in her early twenties, as someone who might need support and approached her on his own judgement, before there was any indication of what was about to happen next. He noticed she had blood on her hands. Shortly after, she entered the tracks in what was clearly an active suicide attempt. Lee acted immediately, firstly radioing the signal box himself to have a block placed on train movements before anything further could happen. This was his decision alone, made in the moment, without waiting for instruction from anyone else. Train crew then assisted in bringing her back from the tracks, and Lee identified that she had a wound to her neck. He applied direct pressure to control the bleeding and administered first aid, while keeping her calm and reassured until the ambulance arrived. When British Transport Police attended, the situation was already under control, and this quick intervention and this level of compassionate safeguarding says volume about Lee’s brilliance and skill. In the space of a few minutes, Lee handled three distinct responsibilities without support by stopping train movements to remove operational risk then provided first aid to control a serious injury and most importantly, kept the woman calm throughout a highly distressing situation. Few officers are called on to hold all three at once, in the same few minutes. This is exactly the combination of skills the situation demanded, and he showcased all three ready to go at once which is, the awareness to spot something was wrong before being told, the practical first aid ability to act on it, and the composure to hold a frightened stranger together through the worst moment of her life. It is a very rare and valuable mix, and it is the kind of level-headed capability that reflects well on the wider team he is part of. The outcome was a safe result for the woman involved, and a well-managed, coordinated response between Lee, train crew, the signaller, and British Transport Police, carried out without further risk to her or anyone else at the station. Feedback from the Hull station and British Transport Police has reflected how well the incident was handled, and this is exactly the kind of response that shows why having someone like Lee on shift matters: calm, capable, and willing to act the moment it is needed the most. Beyond this incident, Lee is well regarded within Carlisle Support Services for his dependability and professionalism and is someone colleagues consistently trust to remain calm under pressure. He is known across both the Carlisle and TransPennine Express teams for consistently going about his role with care and professionalism, and this incident reflects the standard he is known for bringing to the job every day rather than a one-off. Lee is exactly the kind of officer other staff look to when a situation calls for someone calm and capable.
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Lorna Bathgate

Company Name
ScotRail
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On Friday 8 August 2025 at approximately 0700hrs, station colleague Lorna Bathgate was on duty within the Inverkeithing station when she noted a male passenger visibly upset. Lorna approached the male, introduced herself and simply asked if she could help him. By choosing an empathetic approach, Lorna was able to provide reassurance to the male who reacted positively to the interaction. Lorna encouraged the male to accept assistance from emergency services, which the male was eventually receptive to. Lorna’s vigilance, as well as her calm and supportive approach ensured the male did not come to harm. By recognising the signs of someone in distress, Lorna helped a vulnerable person receive vital support in their time of need.
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Luke taft Morris & Patrik Ziga - HS1 mobile team

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Luke Taft-Morris and Patrik Ziga for their quick, coordinated and compassionate response to a trespasser intending to take his own life in a restricted rail compound during the June 2026 heatwave. Land Sheriffs’ Operational Control Centre was alerted after a covert CCTV camera detected a young male breaching a perimeter fence and entering a restricted compound. Immediately, Luke and Patrik were deployed to the location and arrived within just 10 minutes. Upon locating the male, our officers quick established that he had entered the compound to collect climbing aids, which he had intended to use to access a wall above a railway tunnel entrance and take his own life. Recognising the seriousness of the situation, Luke and Patrik calmly and professionally took control of the incident and prevented the male from progressing any further. They engaged the young man in conversation, using their Samaritans Managing Suicidal Contact to build trust and help de-escalate the crisis. As the extreme heat presented an additional welfare risk, Luke and Patrik provided him with water and invited the man to sit in their air-conditioned patrol vehicle until the British Transport Police arrived and transferred the man into specialist care. Luke and Patrik's actions demonstrate the importance of vigilance, teamwork and rapid decision-making in protecting lives on the railway. Their ability to combine decisive operational action with effective welfare support ensured the individual was effectively located, moved to safety and transferred into the care of the ambulance service. For these reasons, we believe they are highly deserving of the Lifesaver Award.
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Michelle Cummings - Hutchinson

Company Name
Carlilse Support services
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I would like to nominate Michelle Hutchinson for a Life Saver Award in recognition of her exceptional courage, professionalism, and decisive actions during a serious incident at Hackney Downs Station on 9 December 2025. During the incident, a male armed with a knife was attempting to attack his stepfather outside the station before both individuals entered the station environment. Upon being alerted to the situation, Michelle immediately followed emergency procedures by contacting the police and activating the station's panic alarm. When the victim sustained a slash wound to his hand and entered the station seeking safety, Michelle acted without hesitation. even when the person with the knife was continually threatening to stab the victim Remaining calm under extreme pressure, Michelle rushed the injured victim into the ticket office, providing him with a place of safety and separating him from the attacker. Throughout the incident, she maintained her composure, followed procedures correctly, and focused on protecting both the victim and others within the station. Once the Metropolitan Police arrived and secured the situation, Michelle ensured the injured party was safely handed over to the attending officers. Michelle's actions demonstrated outstanding situational awareness, courage, and commitment to the safety of customers and colleagues. Her instinctive response, calm demeanour, and adherence to procedure played a vital role in managing a highly dangerous and unpredictable situation. The feedback received from Selin Igdemir, Service Delivery Manager, specifically praised Michelle's amazing support, professionalism, and ability to remain calm while following processes correctly throughout the incident. Michelle is a credit to Carlisle and exemplifies the very highest standards of customer care, safety, and professionalism. Her actions undoubtedly contributed to the safe management of a potentially life-threatening situation, making her a truly deserving recipient of the Life Saver Award
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Michelle Robb, Leanne Gaughan, Connor McKay

Company Name
ScotRail
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On Sunday 10 May 2026 late afternoon, Travel Safe team (TST) members Michele Robb, Leanne Gaughan and Connor McKay were advised of a male passenger at the rear carriage of the train allegedly heavily under the influence of alcohol. The team immediately moved to investigate and quickly identified that the male needed emergency medical assistance, as he was unresponsive. Michele, Leanne, and Connor worked quickly to get the male safely off the service and on to a platform where they could put the male in recovery position. They immediately escalated to the emergency services and based on male’s condition provided CPR. The teams experience, collaboration, and ability to remain calm and controlled when presented with critical situation was vital to saving the individual. If it had not been for the team’s intervention, the situation would not have had a positive outcome. This is just one example of the important work the TST carry out every day. The TST is a dedicated resource aiming to actively engage, educate, and reassure passengers and colleagues. They are a reactive resource with the flexibility to quickly focus on emerging trends and hot spot areas across the network through positive actions and interventions and engagement with customers.
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Mubasher Iqbal

Company Name
Network Rail
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A passenger on a train arriving at London Paddington was reported to be unconscious and unresponsive. Mubasher immediately took ownership of the situation, quickly recognising the urgency of the medical emergency. Demonstrating outstanding initiative, Mubasher did not wait for others to direct the response. While colleagues contacted emergency medical services, he commenced CPR under the guidance of emergency responders. Faced with an extremely high-pressure situation, he remained calm, focused, and resilient, continuing life-saving CPR until the passenger showed signs of responsiveness by moving her hand providing life sustaining support until emergency services arrived on site. The impact of Mubasher's actions was profound. His swift intervention provided vital care during the critical time before paramedics arrived, giving the passenger the best possible chance of survival. Mubasher's attitude throughout exemplified the very best of the railway industry. His willingness to step forward in a life-threatening situation, accept responsibility, and put the welfare of a passenger first serves as an outstanding example to those around him. His actions reflect the core values of safety, dedication, and compassion, reinforcing confidence among colleagues and customers alike. Mubasher's ability to assess the situation quickly, take decisive action, and lead from the front transformed a potentially tragic incident into one where the passenger received immediate life-saving support when every second mattered. Mubasher's courage, initiative, and unwavering commitment to passenger safety make him a highly deserving nominee.
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Neil Goodridge

Company Name
Carlisle Support Services
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Incident While on patrol at Watford Junction on 17 April 2026, Neil from Carlisle Support Services has gone above and beyond to represent the very best of security industry. He walked past two young women sitting in the station waiting room; they exchanged a greeting and moved on, by any normal measure, the interaction was complete. Nothing had been reported and there was no obligation to go back. The decision to turn around, driven by just a feeling that something was not right, is about as pure an example of independently identifying a problem before being asked. As soon as he re-approached, he activated his body-worn cameras in line with protocol, formally opening what would become a two-hour engagement. What they found, once they went back, was very serious! Two under-18 women showing signs of self-harm and intoxication, at around 1:00am, in a station waiting room. Both girls appeared to clearly frightened. Over the course of that engagement, Pete and Neil worked at their pace to build enough trust and to have a genuine conversation. He initiated by checking in on how they were doing, why they were there, and whether they were safe, until they both trusted him enough to actually talk. As the conversation progressed, it became clear this was not a routine late-night encounter, both showed injuries consistent with self-harm, and signs of intoxication. Neil safeguarded them from further harm on the spot and contacted the appropriate authorities to ensure they received proper care beyond that station. The intervention highlights a significant impact a single shift can produce when people work with their heart and dedication. We are not talking a minor customer-service save but it was a child-safeguarding intervention involving two vulnerable young women, delivering the kind of outcome that can genuinely alter the course of someone's night, and potentially far more than that. Impact Two under-18 girls, alone at 1am, badly hurt and intoxicated, got found and got help only because one officer refused to let a passing feeling go unchecked! Neil assessed the situation correctly twice over; first in judging that an outwardly unremarkable interaction warranted a second look, and then how serious it actually was once he sat down with them. He handled a disclosure of self-harm without flinching and without shutting the conversation down, then knew exactly when to step back and let the right people take over rather than calling it done himself. Two hours is a long time to stay patient with two people who had every reason not to open up. There was no shortcut through it, just steady effort with no guarantee it would lead anywhere. Holding that kind of calm for that long, in that much weight, is exactly what this defined him outstanding at work. Action on time He turned around on a feeling, just his own read of two strangers he had already walked past once. Body-worn cameras were activated when needed, and concerns were promptly escalated through the correct channels. What made it count was the judgement underneath all that, choosing to override a first read of ‘nothing is wrong.’ then having the discipline to see it through properly instead of ticking a box. Additionally, he sustained a two-hour response rather than treating the situation as resolved after a brief check-in. This combination of unprompted judgement and follow-through is the standard of vigilance and care is exactly this role is supposed to be about. None of this happens without the standard Carlisle sets and expects on the ground. Neil's handling of this, from the decision to turn back through to the calm, careful two hours that followed, is all about his training and dedication showing up exactly where it needs to. It is this kind of quiet, competent professionalism, done without fuss and without anyone watching, that gives rail industry a real confidence in the people they have got on their platforms.
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Nicholas Lay & Patrik Ziga - HS1 mobile team

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Nick Lay and Patrik Ziga for the professional judgement and decisive action they demonstrated protecting a vulnerable individual experiencing a mental health crisis in the early hours of the morning in Purfleet. While carrying out a routine patrol of railway infrastructure, Nick and Patrik were approached by occupants of a vehicle requesting urgent assistance for their friend, who appeared to be suffering a psychotic episode. The male was visibly distressed, disorientated and expressing suicidal thoughts. Recognising the immediate danger, Nick and Patrik quickly took ownership of the situation and began contacting the emergency services. However, still in a state of distress, the individual had moved into a poorly lit main road frequently used by heavy goods vehicles. This created a significant risk to both himself and other members of the public. Demonstrating exceptional adaptability and calm decision-making, Nick and Patrik quickly used their Samaritans Managing Suicidal Contact training to engage with the male and carefully guide him away from the live carriageway. They carefully returned him to his friend's vehicle, providing a safe place to wait until Essex Police arrived and transported the male directly to hospital to receive the urgent, specialist treatment and support he needed. Nick and Patrik's actions had a significant impact, preventing a vulnerable individual from coming to serious harm while protecting other road users from potential danger. Their professional judgement, awareness of public safety and commitment to protecting life make them truly deserving of the Lifesaver Award.
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Owen Solal Paterson

Company Name
Balfour Beatty, part of the Central Rail Systems Alliance
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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.
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Peter Brown

Company Name
Transport for Wales
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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.
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Rob Smith

Company Name
CrossCountry
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LIFESAVER AWARD Rob Smith, Senior Conductor Rob Smith is being nominated for the Lifesaver Award for the exceptional leadership, professionalism and compassion he demonstrated during the aftermath of a serious and traumatic level crossing incident involving a CrossCountry train. In the immediate moments following the collision, Rob showed remarkable composure and initiative. Recognising that the circumstances prevented the traincrew from making the usual emergency communications, Rob took swift action and became the first person to contact CrossCountry Control, ensuring the incident response could begin without delay. In doing so, he provided a vital link between the train and the wider railway operation at a critical moment. With 56 passengers on board, Rob's priority was the safety and welfare of everyone in his care. He quickly assessed the situation, moved all passengers to the rear two vehicles and confirmed there were no passenger injuries. Throughout the incident, he remained calm, professional and reassuring, providing regular updates and helping passengers remain informed despite the distressing circumstances. Alongside caring for passengers, Rob demonstrated genuine compassion for his colleagues. He checked on the welfare of the driver and the accompanying member of traincrew, ensuring they were supported while emergency services attended the scene. His ability to balance operational responsibility with care for those around him was exemplary. Rob's actions demonstrated the value of the extensive safety, emergency and customer service training that Senior Conductors receive throughout their careers. While every railway professional hopes never to face an incident of this nature, Rob drew on that training with remarkable calmness and professionalism when it mattered most. Rather than becoming overwhelmed by the situation, he instinctively put his knowledge into practice, taking control of communications, protecting passengers, supporting colleagues and helping coordinate a safe and effective response from the moment the incident occurred. During the response, Rob became the central point of coordination between passengers, emergency services, the fire and ambulance services, British Transport Police, Network Rail, CrossCountry Control and colleagues across the wider business. His clear communication and calm leadership ensured information flowed effectively between all parties and that decisions could be made quickly, safely and efficiently. Despite the complexity and seriousness of the incident, Rob successfully organised and delivered a full evacuation of all 56 passengers and their luggage in under two hours. Every passenger was safely transferred from the train without injury, allowing the emergency response to continue while ensuring customers could continue their journeys safely. In an incident that many would find overwhelming, Rob demonstrated outstanding judgement, resilience and care for others. His actions protected passengers, supported colleagues, enabled an effective emergency response and ensured a safe outcome for everyone on board. When faced with one of the most challenging situations a Senior Conductor could encounter, Rob exemplified the very best of the rail industry and is a truly deserving recipient of the Lifesaver Award.
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SIMD night team

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate Kolawole Oguntola and Rajvinder Singh Khela for their exceptional vigilance, compassion and personal commitment to duty of care after preventing a vulnerable individual from taking his own life on Christmas Day 2025. While working at the main entrance gate of the NRHS Depot late on Christmas Day, our officers noticed a lone male dangerously close to a railway road bridge. Trusting their instincts that something was wrong, they took the proactive decision to investigate. When they approached the male, it quickly became apparent that he was in significant emotional distress. He disclosed that his relationship had recently ended and that he had come to the bridge with the intention of ending his life. Faced with an extremely sensitive situation, Kolawole and Rajvinder knew it was crucial to remain calm and compassionate. Using their Samaritans Managing Suicidal Contact training, they engaged the male in a kind and empathetic conversation to build trust. They persuaded the male to move away from the railway environment and accompanied him back to the security gatehouse, where they provided him with a warm drink and a safe place to sit. Due to the severe pressure on the emergency services over the Christmas period, Kolawole and Rajvinder were not able to call for assistance. Instead, the male received a telephone assessment and was advised to return home. Still concerned for the male’s wellbeing, Kolawole and Rajvinder demonstrated an exceptional personal commitment to his welfare by exchanging contact details with him and asked that he contact them once he had arrived home safely. Later that evening, the male called to confirm he was home and in a much safer frame of mind. He thanked the officers and told them that their decision to approach him – together with the kindness and compassion they had shown – had saved his life. Kolawole and Rajvinder’s actions demonstrated an outstanding duty of care, going beyond expectations to support a vulnerable individual long after the immediate crisis had passed. For these reasons, we believe they are highly deserving of the Lifesaver Award.
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Sai Gudla, Isaac Boasiako and Chukwuemeka Nwaeme

Company Name
ResponSec
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Award Nomination: Sai Gudla, Isaac Boasiako and Chukwuemeka Nwaeme Roles: Safety, Security and Enforcement Officers (SSEOs) Incident Date: 10 February 2026 Time: Approximately 4.45pm Location: Turkey Street Station Incident: Stabbing Sai Gudla, Isaac Boasiako and Chukwuemeka Nwaeme demonstrated exceptional courage, composure and lifesaving teamwork when they responded to a violent stabbing at Turkey Street Station. On 10 February 2026, at approximately 4.45pm, staff at the station were conducting a joint operational activity with Revenue colleagues when four teenage males arrived on Platform 2. Shortly afterwards, a lone teenage male alighted from a train on Platform 1 and a verbal exchange developed between him and the group. The situation escalated rapidly. The lone male jumped onto the track and crossed to Platform 2, where the confrontation continued. During the altercation, he produced a knife and stabbed one of the teenagers in the chest before pursuing the others through the station. As the group ran towards the gateline shouting that the offender had a knife, staff immediately recognised the seriousness of the situation. One of the young men had sustained a serious stab wound to the right side of his chest and was bleeding heavily. While British Transport Police officers responded to locate and contain the offender, Sai, Isaac and Chukwuemeka remained with the injured victim. They immediately began administering first aid, applying direct pressure to the wound to control the severe bleeding and prevent further blood loss. The three SSEOs worked quickly and calmly as a team while station colleagues retrieved medical equipment and arranged emergency assistance. Alongside the urgent first aid, they provided reassurance and support to the injured young man and his friend during an extremely traumatic situation. Emergency medical assistance arrived at 5.22pm, with the casualty transferred into the ambulance at 5.33pm for urgent treatment. Medical professionals later confirmed that the immediate intervention provided by the SSEOs had played a significant role in stabilising the victim before the arrival of emergency services. Sai, Isaac and Chukwuemeka remained focused on the victim despite the danger and pressure surrounding them. Their ability to respond calmly to a serious violent incident, provide critical first aid and support a distressed young person demonstrates exceptional professionalism and responsibility. Their courage, teamwork and commitment to protecting others make Sai Gudla, Isaac Boasiako and Chukwuemeka Nwaeme highly deserving recipients of this RailStaff Award.
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Sai Gudla, Isaac Boasiako and Zubair Tanveer

Company Name
ResponSec
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Award Nomination: Sai Gudla, Isaac Boasiako and Zubair Tanveer Roles: Safety, Security and Enforcement Officers (SSEOs) Incident Date: 28 July 2026 Time: Approximately 6.31pm Location: St James Street Station Incident: Missing Vulnerable Child - Immediate Risk from Approaching Train Sai Gudla, Isaac Boasiako and Zubair Tanveer demonstrated the highest standard of courage, awareness and decisive action when they intervened to protect a vulnerable child from immediate danger at St James Street Station. At approximately 6.31pm on 28 July 2026, the three SSEOs were carrying out a routine station patrol when they were alerted by station staff that a severely autistic child had entered the station and made his way onto Platform 1. The child was visibly distressed and behaving unpredictably. Staff were concerned for his welfare, particularly given his proximity to the railway. Sai, Isaac and Zubair immediately made their way to Platform 1, where they found a member of station staff attempting to calm and reassure him. As a train approached the platform, the child suddenly broke away and ran towards the platform edge and the incoming train. Sai, Isaac and Zubair reacted without hesitation, moving immediately to intercept and safely restrain him before he could enter the path of the train. Their swift intervention removed the child from immediate danger and averted what could have been a tragic loss of life. Recognising that he remained extremely distressed and vulnerable, the three SSEOs continued to provide calm and compassionate support. They reassured him and carefully escorted him away from the platform towards the gateline, where he could be kept safe while further assistance was arranged. Metropolitan Police arrived shortly afterwards and confirmed they had been searching for the child following a missing person report made by his parents several hours earlier. The SSEOs conducted a visual welfare assessment and confirmed that he had no visible injuries. A short time later, the child's parents arrived at the station and were reunited with him. He was safely handed into the care of his parents and Metropolitan Police officers, bringing the incident to a safe conclusion, before resuming on their patrols along the line. Sai, Isaac and Zubair demonstrated exceptional situational awareness and teamwork in responding to a rapidly developing threat to the child's safety. They not only acted within seconds to prevent him from reaching the tracks, but continued to provide reassurance and support until he could be reunited with his family. Their courage, judgement and professionalism under extreme pressure make Sai Gudla, Isaac Boasiako and Zubair Tanveer highly deserving recipients of this prestigious RailStaff Award.
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Sam Hassein

Company Name
Carlisle Support Services
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I am delighted to nominate Sam Hussein for a Life Saver Award in recognition of his outstanding actions during a serious medical emergency at Highams Park Station on 19 January during the morning peak. When a passenger suffered a seizure on a train and sustained a head injury after falling, Sam Hussein was the first person on the scene. During the incident, the passenger was struggling to breathe, creating a highly critical and distressing situation. Sam immediately took control, remaining calm and focused under immense pressure while providing vital assistance. Sam promptly contacted the emergency services, ensured continuous communication with the control room, and coordinated the response to guarantee the passenger received the correct care as quickly as possible. His quick thinking, professionalism, and decisive actions were instrumental in ensuring the best possible outcome for the passenger. In addition to supporting the casualty, Sam also demonstrated exceptional leadership by keeping surrounding passengers calm and managing the situation effectively while lifesaving procedures were carried out. Despite the challenging circumstances, he remained composed, followed all required processes, and provided reassurance to those around him. Sam's actions exemplify the very highest standards of care, professionalism, and commitment to public safety. His calm response, lifesaving intervention, and dedication to doing the right thing reflect the values we strive to uphold every day. He is a credit to both his colleagues and the organisation, and I believe he is thoroughly deserving of this Life Saver Award. Congratulations and thank you, Sam Hussein, for your exceptional actions and for making a real difference when it mattered most.
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Selena Walters

Company Name
Carlisle Support Services
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I would like to nominate Selena Walters for a Life Saver Award in recognition of her exceptional professionalism, compassion, and quick thinking at Highams Park Overground Station. While on duty, Selena noticed a vulnerable teenager on the track. Remaining calm under immense pressure, she engaged with the young person and, through patience, empathy, and skilled communication, was able to persuade and reassure him to come off the track safely, communicating with all and reassuring him that he would get the help he needed. Following the incident, emergency services were contacted, and the young person received the support and assistance he needed. Selena's actions demonstrated outstanding courage, professionalism, and a genuine duty of care. Her ability to remain composed in a highly challenging situation undoubtedly helped prevent a tragedy and ensured that a vulnerable young person received the help required. The impact of Selena's actions was recognised by Mohammed Tohow. For saving a passenger's life, we presented her with a Life Saver badge and letter. Selena's commitment to the safety and wellbeing of others reflects the very best of our organisation's values. She is a credit to the team and thoroughly deserves this recognition for her caring attitude, dedication, and exceptional response to a life-threatening situation. Well done, Selena, and thank you for making a difference when it mattered most.
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Sodiq Oyedunmola

Company Name
Carlisle Support Services
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I would like to nominate Sodiq for a Life Saver Award in recognition of his outstanding actions at Stamford Hill Station. While on duty, Sodiq was approached by a distressed passenger who disclosed that he wanted to give up on life and had attempted to jump onto the tracks. Faced with an extremely challenging and sensitive situation, Sodiq demonstrated exceptional professionalism, compassion, and calmness. Using his caring and reassuring manner, Sodiq engaged the passenger in conversation and successfully persuaded him to move away from the edge of the platform, reducing the immediate risk to his safety. He then escorted the passenger to the ticket office, providing a safe and private environment where the individual felt able to open up about his struggles. The passenger became very emotional and explained that he wanted to end his life. Throughout the incident, Sodiq remained calm, composed, and supportive. He ensured the passenger was listened to, communicated with him sensitively, and immediately arranged for the emergency services to attend. Most importantly, he stayed with the passenger, providing continuous reassurance and support and ensuring his safety until help arrived. Sodiq's quick thinking, empathy, and dedication undoubtedly prevented a tragic outcome. His actions reflect the very highest standards of customer care, professionalism, and duty of care. By intervening when it mattered most, he helped save a life and ensured a vulnerable individual received the support and assistance he desperately needed. Sodiq's actions are truly deserving of recognition, and I wholeheartedly recommend him for a Life Saver Award.
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St Pancras night team

Company Name
Land Sheriffs Limited
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Land Sheriffs would like the nominate Evans Appiah and Usama Saeed for the exceptional composure, communication and initiative they demonstrated while responding to a vulnerable young man wanting to take his own life at St Pancras Station. While on duty, Evans and Usama were alerted to a young male who was sitting on the edge of the platform and expressing suicidal thoughts. Quickly assessing the immediate risk to life, they responded instantly and quickly located the individual. As the individual had placed himself in immediate danger, this was an extremely high-risk situation. Despite this, Evans and Usama remained calm and composed – using their Samaritans Managing Suicidal Contact training to engage him in conversation, understand the situation, build trust and gradually de-escalate the crisis. Their patient and measured approach successfully persuaded the young man to move away from the platform edge and into a place of safety. Once the immediate risk had passed, Evans and Usama continued to support the distressed young man as he explained his decision to end his life. The officers listened without judgement, providing reassurance and maintaining the trust they had established until the emergency services arrived to provide specialist aid. Evans and Usama made a profound impact on the individual. Through their ability to build trust, effectively communicate and make decisions under pressure, the team helped him move into a more positive frame of mind and ensured he received the care he urgently needed. Their professionalism, confidence under pressure and commitment to protecting vulnerable people prevented a tragedy. Because of this, we believe they are highly deserving of the Lifesaver Award.
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Stephen Friend

Company Name
ScotRail
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Stephen is based within the ScotRail CCTV control room at Dunfermline, where his main duties involve the monitoring of the network stations. On the 25th February 2026 a young male presented at Cameron Bridge in crisis and with intent to end his life, Stephen immediately applied his training to escalate the situation to relevant parties but most importantly engage with the individual. Stephen maintained effective communication via the two-way intercom station system, he remained calm throughout the incident and ultimately ensured that he gave the individual reassurance that he was there to support and keep him safe until relevant emergency services attended.
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Steven Hickling & Mark Williams

Company Name
Readypower Terrawise Limited
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Why I have nominated Stephen Hickling & Mark Williams: I have nominated Stephen Hickling & Mark Williams because they demonstrated an exceptional level of initiative, compassion, professionalism and personal responsibility when he encountered a member of the public in clear distress at Edge Hill Station while working on Tranche 6 for our client, Volker Rail. Stephen & Mark did not simply observe a difficult situation or assume that someone else would deal with it. They immediately recognised that the individual was in a vulnerable position close to the platform edge and operational railway, and took ownership of the situation. They calmly engaged with the individual and guided him away from the immediate danger, putting the person's safety first. Recognising that the individual was also visibly cold and distressed, Stephen & Mark, brought the individual into one of our site vehicles to keep him warm and remained with him until the emergency services arrived. This demonstrated genuine care for another person and a willingness to step beyond the boundaries of his normal role to do what was right. Initiative and Impact Stephen independently identified a situation where immediate intervention was required and acted without waiting to be instructed. His actions helped move a vulnerable member of the public away from an immediate and potentially serious danger and ensured that they remained supported until professional assistance arrived. While the impact may not be measured through a conventional project KPI, the importance of what Stephen & Mark did should not be underestimated. Their actions potentially made a significant difference to an individual's safety and wellbeing at a very difficult moment. Attitude Stephen & Mark demonstrated exactly the attitude we want to see across Readypower Terrawise. They remained calm, compassionate and professional in a challenging and unpredictable situation. They showed that looking after people extends beyond our colleagues and our immediate work activities. Their actions also demonstrate our expectation that people should look out for others, do the right thing and represent RTL positively wherever they are working. Innovation Stephen's & Mark actions were not about creating a new technical process or tool; the innovation was in his ability to recognise that the normal boundaries of his role were not relevant in that moment and to find a practical way to help. Rather than simply waiting for the emergency services, he considered the immediate needs of the individual, including their physical wellbeing, and used the resources available to him to provide a safe, warm environment while maintaining supervision until help arrived. For me, this is what makes Stephen's & Marks actions worthy of special recognition. They demonstrated that safety, care and responsibility are not simply procedures we follow at work – they are behaviours we demonstrate when it matters. Stephen & Mark showed initiative, compassion and courage, represented Readypower Terrawise with professionalism and humanity, and demonstrated a genuine willingness to look out for someone else. They didn't have to step in. He chose to do the right thing. That is exactly the kind of behaviour and culture we should recognise and encourage across our business.
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Taiwo Osarhiemen and Mohammed Akrom Ali

Company Name
ResponSec
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Award Nomination: Taiwo Osarhiemen and Mohammed Akrom Ali Role: Trespass and Welfare Officer (TWO) Incident Date: 11 December 2025 Time: Approximately 7.35am Location: Hackney Wick Station Incident: Distressed Individual - Possible Suicide Attempt Taiwo Osarhiemen and Mohammed Akrom Ali demonstrated remarkable courage, vigilance and quick thinking when they intervened to protect a distressed and vulnerable individual from potential serious harm at Hackney Wick Station. At approximately 7.35am on 11 December 2025, Mohammed Akrom Ali noticed an individual pacing close to the edge of the platform while talking to himself. The individual appeared visibly distressed and upset, and his behaviour immediately caused concern for his welfare. Recognising that the situation could quickly become dangerous, Mohammed Akrom Ali calmly corresponded via radio to Taiwo Osarhieman to approach the individual and attempt to engage him in conversation. However, the individual remained dangerously close to the platform edge as a train approached. Faced with an immediate and potentially life-threatening situation, both Taiwo and Mohammed acted decisively. They quickly pulled the individual back from the platform edge, moving him away from the approaching train, which sounded its horn to alert the distressed individual, and prevented the possibility of serious injury or loss of life. Although the individual insisted that he was fine and did not want to talk, the officer's concern for his welfare did not end once he had been moved away from immediate danger. His visibly distressed state led Taiwo to believe that the individual could be experiencing a mental health crisis and remained at risk. Rather than simply accepting the individual's reassurance and leaving him alone, Taiwo continued to provide discreet care and support and took primacy of this engagement. Both Mohammed and Taiwo boarded the train with the individual and maintained a watch over him throughout the journey, ensuring that he remained safe during a period when he may still have been vulnerable. Taiwo and Mohammed's actions demonstrate the qualities this award seeks to recognise. Both staff identified the warning signs, assessed the immediate risk and acted decisively, while continuing to support the individual after the immediate danger had passed. Their courage, vigilance and compassion demonstrate an exceptional commitment to protecting the safety and wellbeing of the public, making Taiwo Osarhiemen and Mohammed Akrom Ali highly deserving nominees for this RailStaff Award.
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Tavara Barhuti Rhianna Harrison Yates

Company Name
Carlisle support Services
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I would like to nominate Rhianna Harrison-Yates and Tavara Barhuti for a Life Saver Award in recognition of their outstanding actions during a serious incident at Walthamstow Central on 27 May 2026. Walthamstow Central incident During the incident, a distressed passenger experiencing mental health difficulties climbed onto the station roof and was threatening to jump. Tavara and Rhianna were first on the scene and immediately recognised the seriousness of the situation. Both acted swiftly, followed the correct procedures, and remained in position to support their colleagues at the station and help ensure the passenger's safety throughout the incident. Rhianna demonstrated exceptional calmness, professionalism, and compassion by engaging directly with the passenger. She continuously reassured him that help was on the way and successfully kept him talking throughout the incident, helping to de-escalate the situation and prevent further harm. Aware that the situation could end tragically tactfully, her communication skills and empathy were instrumental in achieving a positive outcome. Working together as an effective team, Tavara's quick actions and Rhianna's ability to build rapport with the passenger played a crucial role in bringing the situation to a safe conclusion. Their courage, professionalism, teamwork, and commitment to protecting life reflect the very highest standards of Carlisle Support Services and are a credit to both themselves and the company. The passenger was safely brought down and received support from the emergency services and the health Team. Both colleagues displayed exceptional dedication under extremely challenging circumstances and are highly deserving of recognition through a Life Saver Award.
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Tavara Barhuti Rose Appiah

Company Name
Carlisle support Services
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At approximately 18:50 on the 3rd of April, Tavara Barhuti and Rose Appiah were on duty when a female passenger in a vulnerable and distressed state entered the station at Walthamstow Central, stating that she was going to jump on the tracks and wanted to be left to do this. Demonstrating exceptional professionalism, composure and teamwork, Tavara and Rose acted immediately to safeguard the individual and prevent a potentially tragic outcome. Working together, they successfully intervened and prevented the passenger from accessing the track area. Tavara then displayed remarkable empathy and communication skills by engaging with the passenger, building rapport and persuading her to leave the station environment, helping to de-escalate the situation and keep her safe until the British Transport Police arrived, keeping her safe and relaxed.
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Team B Nights

Company Name
Arriva Traincare
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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
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Team Civils Internal Delivery

Company Name
Network Rail
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While carrying out their duties, the team encountered a cyclist who had suffered a serious bike crash and was clearly in distress. Without hesitation, they took ownership of the situation, prioritising the casualty's welfare and stepping in to provide assistance until emergency services could take over. The team demonstrated exceptional initiative by immediately assessing the situation and taking responsibility for the cyclist's safety and wellbeing. Rather than assuming someone else would help, they independently identified what needed to be done, secured the area, reassured the casualty, and provided practical support while emergency assistance was arranged. Their actions went well beyond their day-to-day responsibilities and showed outstanding personal ownership. They used their equipment to segregate and manage the traffic flow whilst making sure the cyclist was safe. Once the site was set up, the team aided the paramedics towards the air ambulance. Their intervention had a direct and significant impact on the injured cyclist. By acting quickly and calmly, they helped ensure the casualty received timely assistance and support during a traumatic incident. Their actions reflected positively on the company and demonstrated how our people make a difference not only in the workplace but also within the communities we serve. The team's response showcased the highest standards of care, responsibility and professionalism. Throughout the incident, the team remained calm, compassionate and resilient under pressure. They provided reassurance to the injured cyclist at a time of considerable distress and worked together seamlessly to manage the situation. Their positive attitude, willingness to help others and commitment to doing the right thing embody the company's values and set an excellent example for colleagues. Although this was an unexpected and challenging situation, the team demonstrated adaptability and sound judgement in responding to the cyclist's needs. They effectively utilised their experience, teamwork and safety mindset to manage the incident, ensuring the casualty received the care and support required. Their ability to think clearly and respond appropriately in an unforeseen circumstance highlights the strength of their training, professionalism and commitment to helping others. The team's actions exemplify the very best of our organisation. Their initiative, compassion, professionalism and commitment to the safety and wellbeing of others turned what could have been an even more serious situation into an example of exceptional community support and teamwork. They are highly deserving of recognition through this award.
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Terry Lightfoot

Company Name
West Midlands Trains
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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.
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Wiktor Zygnerski & Simon Firth

Company Name
Amulet Security / Northern Trains
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On 26th April 2026 whilst working at Leeds station, Northern Trains TSOs Wiktor Zyegnerski and Simon Firth became aware of a male who had tailgated through the station barriers. As they approached to discuss the issue the male quickly began to run through the station towards the end of the platform, narrowly escaping being struck by an incoming service. Upon TSOs locating the male he became verbally abusive, emotional and aimed personal insults at officers. Despite this and under a barrage of abuse officers displayed composure and professionalism and a geniune desire to keep the individual safe throughout, attempting to distinguish the males intentions given his erratic behaviour and avoid him being able to reach areas of the station which placed him in further danger. The male began to aim further verbal abuse at both Wiktor and Simon who remained calm and composed, following their safeguarding training provided by The Railway Children and suicide awareness training provided by Samaritans to stall the male, make conversation and avoid any further situations where he places his own safety at risk. TSOs was supported by colleagues from the British Transport Police who thanked both Wiktor and Simon for their support and committment to keep the individual safe until they had arrived.
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William Hastings

Company Name
Network Rail
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I'm recognising William Hastings for his outstanding bravery, quick thinking, and compassionate response during a critical incident on the Lanark Branch overnight shift on the 1st of April this year. While carrying out a routine track inspection, William came across a seriously injured member of the public who had been struck by the last train of the night. Despite the shock of the situation, William remained calm and took immediate action to help save the person’s life. His response went far beyond the expectations of his role and showed incredible courage and care in a life-threatening situation. William’s actions had a direct and life-saving impact. The injured person had suffered severe trauma to their hand and arm and was at serious risk of bleeding to death and developing hypothermia due to prolonged exposure. William acted quickly, using his own jumper to stem the bleeding and applying first aid from the kit in his vehicle to stabilise the injury. Recognising the risk of cold exposure, he also retriev
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15
LIFETIME ACHIEVEMENT AWARD

Balbir Birring

Company Name
Amulet Security / Northern Trains
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Balbir Birring occupies the role of supervisor on the Amulet/Northern Trains Travel Safe Officer operation. Bal leads a team of 16 highly trained police accredited security professionals under the RSAS scheme who are tasked to maintain safety and security across the railway network. Bal has been in the security industry and Rail for over a decade, gaining vital skills, knowledge and experience which she has transfered into her current role and sees her achieve some exceptional results. Being a female in the security industry doesnt come easy, but with Bal's experience and wisdom she often makes it look effortless, breaking down all barriers and debunking stereotypes around age/gender/race and religion, something to be extremely proud of. The respect not only her team has for her but also staff and passengers across the railway network have is unique and something to behold. Bal is a beloved individual who treats her team like a family and continues to guide them in their careers, sharing advise and knowledge to help them achieve their own aspirations within the industry. This has been recognised on a number of occasions in recent years with Balbir and her TSO team picking up the RSAS team of the year award at the Citizens In Policing awards held by The British Transport Police along with Bal being recognised at the Amulets 2025 where she was a finalist in the leadership category. Bal is a phenomenal leader and an even better individual, the quality she adds to the operation and her team is unrivalled and her longevity and passion is something that inspires others to aim for the same.
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Bill Peak

Company Name
Aureos Infrastructure Services Ltd
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Bill Peak – Programme Director, has dedicated more than four decades to the railway industry, beginning his career as a British Rail apprentice in 1982 and now entering his 45th year of service. Throughout that time, he has left an enduring legacy through the infrastructure he has helped deliver, the safety standards he has helped shape, and the generations of railway professionals he has developed. From frontline bricklayer to senior industry leader, Bill has contributed to some of the most significant railway improvement programmes of the past four decades, including the introduction of the Networker fleet into London, the remodelling of Hungerford River Bridge, more than 30 platform extension projects, approximately 40 bridge reconstruction schemes supporting Channel Tunnel route upgrades, and Dartford Area Re-Signalling. These projects continue to benefit passengers through improved reliability, capacity and resilience. Bill's impact extends far beyond project delivery. Throughout his career he has consistently challenged the status quo and championed innovative approaches to improve both safety and performance. As a technical specialist working on the relining of railway tunnels, he identified opportunities to significantly reduce manual handling, hand-arm vibration and workforce exposure through the development of an innovative tunnel support methodology. By introducing telescopic tunnel centres installed via Rail Road Vehicles, he improved productivity while making work safer for frontline teams. Following railway privatisation, Bill pioneered a new approach to the delivery of maintenance and minor renewals. Recognising the capability of SME contractors, he supported several organisations in achieving Principal Contractor accreditation, enabling them to deliver works directly to Railtrack for the first time. This innovative model improved flexibility, efficiency and value for the railway and helped shape the delivery approach that would later evolve into Southern Region Works Delivery. His pioneering mindset has remained evident throughout his career. More recently, Bill was instrumental in developing the integrated engineering solution for the partial demolition and reconstruction of the Queen Mary Viaduct at Mile End, bringing together multiple disciplines into a single collaborative delivery model and helping create one of Aureos most significant rail infrastructure achievements. Whilst his engineering accomplishments are substantial, Bill's greatest legacy is arguably his influence on railway safety and the people who work within the industry. Having joined the railway at a time when modern health and safety management was still developing, he became an early advocate for risk assessments, safe systems of work, workforce engagement and learning-focused investigations. He played a key role in the development of Network Rail standards, contributed to Safe Work Leader and Safe Work Manager initiatives, and helped improve national labour assurance arrangements across the sector. Long before behavioural safety became mainstream, Bill recognised that procedures alone would never create a safe railway. Instead, he championed a culture where people take ownership of safety, challenge unsafe behaviours, report concerns and learn from incidents. Many of the principles he promoted throughout his career are now embedded within everyday railway practice. His influence on others has been profound. A qualified IOSH Managing Safely trainer and NEBOSH Diploma holder, Bill has trained more than 250 Network Rail managers, helping strengthen safety leadership across the organisation. He has personally mentored around 30 apprentices, trainees and future leaders, many of whom now hold senior positions across the rail industry and supply chain. His guidance, accessibility and willingness to share knowledge have created a multiplier effect that continues to benefit the industry today. Bill has also championed inclusion and diversity throughout his career. As a member of the Railway Industry Association's Equality, Diversity and Inclusion Working Group and through leadership roles within Keltbray and Aureos, he has actively supported initiatives that broaden opportunities and create more inclusive workplaces. Drawing on his own experiences of neurodiversity, anxiety and trauma exposure through incident response, he has openly shared his personal story to break down stigma and encourage greater understanding of mental health across the sector. His service and dedication to the railway have consistently gone beyond the requirements of his role. For more than 35 years, Bill remained on call to support major incidents, emergency infrastructure failures and operational challenges. Serving as a Railway Incident Officer and Lead Recovery Engineer, he played key roles in responding to significant railway accidents and infrastructure failures, always prioritising the safe restoration of services, support for those affected and minimisation of passenger disruption. During the COVID-19 pandemic, Bill's leadership became particularly evident. He helped establish business continuity arrangements, chaired daily operational meetings seven days a week, developed safe systems of work, and worked collaboratively with Network Rail and industry partners to ensure critical rail infrastructure projects continued safely. His actions protected employees, maintained operational resilience and ensured the railway could continue serving communities during a national crisis. Throughout his career, Bill has earned a reputation for professionalism, integrity, technical excellence and compassionate leadership. Colleagues, clients and industry leaders consistently seek his advice because of his balanced judgement, practical approach and unwavering commitment to doing the right thing. From apprentice to industry leader, Bill has remained driven by a simple purpose: ensuring colleagues return home safely and passengers can rely on a safe and dependable railway. The infrastructure he has delivered, the standards he has influenced, the innovations he has introduced and the people he has developed have left the railway industry safer, stronger and better prepared for the future. Few individuals can demonstrate such a sustained and far-reaching contribution across engineering, safety, leadership, innovation and people development. Bill's career embodies the very essence of this award, leaving the railway industry unquestionably better than he found it and creating a legacy that will continue to benefit the industry for generations to come.
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Bob Davies

Company Name
Greater Anglia
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Bob Davies is the very definition of lifelong dedication to the railway. With over 60 years of service, Bob’s knowledge, experience, and passion are second to none. His career began in the ticket office at Braintree, and through hard work and determination he rose into management, where he continues to make an invaluable contribution as Customer Service Project Manager at Greater Anglia. Bob is much more than his role title. He has become an oracle of railway knowledge, a trusted source of guidance for colleagues across the business, and a steadfast advocate for fairness. His experience is unmatched, but what sets him apart is his willingness to share that wisdom with others, helping to mentor and support the next generation. Alongside his railway career, Bob is also a qualified magistrate, demonstrating his deep sense of public duty and fairness. He has played a pivotal role in union negotiations, where his professionalism, integrity, and ability to balance perspectives have ensured constructive outcomes. Bob is respected not only for his expertise but for his character. His commitment, wisdom, and dedication over more than six decades make him a true asset to Greater Anglia and the wider rail industry.
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Bradley Read

Company Name
Greater Anglia
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Bradley has dedicated over 37 years of service to Cambridge Ticket Office and is a highly valued and respected member of the team. Throughout his career, he has consistently demonstrated an exceptional depth of knowledge of the railway network, providing customers and colleagues alike with accurate, reliable, and professional advice. Bradley's customer service is truly outstanding. His kind, patient, and empathetic nature enables him to build genuine relationships with customers, many of whom specifically visit Cambridge station in the hope of being served by him. The trust and rapport he has developed over the years are a testament to his unwavering commitment to delivering an exceptional customer experience. In addition to his dedication to customers, Bradley is a true team player. He is always willing to support his colleagues, sharing his extensive knowledge and experience to help others succeed. His positive attitude and approachable manner make him a valued source of guidance and support within the ticket office. During his 37-year career, Bradley has witnessed and adapted to significant changes across the railway industry. From the days of handwritten tickets to today's digital systems and technology, he has embraced every transition with professionalism and enthusiasm, demonstrating remarkable adaptability and a willingness to learn. Bradley's long-standing commitment, exceptional customer service, extensive knowledge, and support for both customers and colleagues make him thoroughly deserving of this nomination. He embodies the very best qualities of railway service and continues to make a positive difference every day.
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Elizabeth Thomas

Company Name
Transport for Wales
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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.
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Emma-Jane kennedy

Company Name
Great western railway
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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.
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Gwyn Rees

Company Name
Network Rail
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For more than 30 years, Gwyn Rees has dedicated his life to the railway industry, combining an unwavering passion for railways with an exceptional professional career that has delivered lasting benefits for passengers, colleagues and the wider industry. Gwyn's railway journey began long before his professional career. Growing up with a view of the Severn Valley Railway from his home at Arley Station, he developed a fascination with railways from an early age. At just 14 years old, he became a volunteer on the heritage railway, and that passion has never diminished. Today, alongside his senior leadership responsibilities, Gwyn remains an active volunteer driver on the Severn Valley Railway, demonstrating a lifelong commitment that extends far beyond his day job. Starting his career as a signaller, Gwyn developed a deep understanding of the operational railway from the ground up. Through hard work, expertise and a determination to improve the industry, he progressed through a variety of leadership roles to become Director of Performance and Transformation. Throughout that journey he has remained grounded in railway operations, earning the respect of colleagues at every level through his authenticity, knowledge and ability to lead people through both success and adversity. What distinguishes Gwyn is not simply the breadth of his experience, but the impact he has had on the railway and the people who work within it. Over several decades he has championed collaboration, driven continuous improvement and consistently delivered better outcomes for passengers. He has played a pivotal role in modernising maintenance operations, improving efficiency and performance while ensuring safety remains at the heart of everything the railway does. A strong advocate of whole-system thinking, Gwyn has been instrumental in establishing integrated business units that have brought track and train teams together in pursuit of shared goals. His ability to break down organisational barriers and foster genuine collaboration has helped create stronger partnerships across the railway, improving both operational performance and customer experience. Throughout his career, Gwyn has led some of the industry's most challenging and complex initiatives. His leadership during the Cardiff West Track Renewals Programme demonstrated his ability to deliver major infrastructure schemes safely and successfully while maintaining focus on operational performance. Equally impressive is his ability to lead during periods of uncertainty and change, providing clear direction, reassurance and confidence to those around him. Some of Gwyn's greatest contributions have come during the most difficult moments faced by the railway. During the tragic events at Margam, he led with compassion, integrity and genuine care for those affected. He worked tirelessly to support colleagues and reinforce a lasting safety culture founded on openness, accountability and learning. Similarly, following the Talerddig collision, Gwyn stepped forward to undertake the role of Tactical Recovery Manager. His calm and decisive leadership helped establish a cohesive cross-industry response, supporting local teams and ensuring the safe recovery of the railway. Faced with significant technical and operational challenges, he brought people together, empowered teams to find solutions and helped facilitate the successful recovery of damaged trains, enabling services to be restored as quickly and safely as possible. Gwyn's commitment to innovation and improvement is evident throughout his career. He empowers teams to challenge conventional thinking, trial new ideas and embrace change where it benefits customers and colleagues. One example was his support for the introduction of four-car units on the Cambrian Coast line, addressing capacity challenges and revenue protection issues while significantly improving the passenger experience. This willingness to challenge established practices and pursue better outcomes has become one of the defining characteristics of his leadership. His impact is also reflected in the results achieved under his leadership. Performance across Wales Route has improved significantly, with On Time to 3 performance increasing from 71.4% to 79%. Through his leadership of local railway transformation initiatives and collaborative working with Transport for Wales, substantial efficiencies, performance improvements and revenue growth have been achieved. Perhaps Gwyn's greatest legacy lies in the people he has developed throughout his career. He has invested countless hours coaching, mentoring and supporting colleagues at every level of the organisation. Many current and future leaders across the railway have benefitted from his guidance, encouragement and belief in their potential. One colleague reflected: "When I joined maintenance, I was the only female engineer in the team at the time. I was made to feel respected and completely part of the team. Gwyn's leadership is fantastic and he leads with integrity and respect. When I think of my own future in the industry, I would strive to emulate his leadership, creating an environment of empowered teams and dependability." Another senior manager described him as: "Someone with a real passion for the railway and a real ability to bring people together and get results, often through very straight-to-the-point discussions. He is often the life and soul of our national team meetings." These testimonials reflect a consistent theme that has followed Gwyn throughout his career: leadership built on integrity, trust, inclusion and genuine care for others. For more than three decades, Gwyn Rees has dedicated his career, expertise and personal energy to making the railway better. From a teenage volunteer on the Severn Valley Railway to one of the most respected leaders in the industry, he has consistently demonstrated exceptional commitment, professionalism and passion. His influence can be seen in safer operations, stronger partnerships, improved performance, enhanced passenger experiences and, most importantly, in the many people whose careers he has helped shape. Gwyn's contribution extends far beyond the achievement of any single project, initiative or leadership role. His legacy is embedded in the culture, performance and people of the railway itself. He embodies everything a Lifetime Achievement Award seeks to recognise and is a truly deserving recipient of the RailStaff Awards Lifetime Achievement Award.
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James Jones

Company Name
GTR
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James is a well known and highly respected member of the GN shunting team by both his peers and management. If Peterborough depot is mentioned in any capacity, James' name is always the first to be mention as who they know. He is currently due to hit his 20th anniversary in October 2026 of working for the company. He has a passion for the railway but also for helping to build and shape the department, in a way that will be more steam lined for everyone. James has a wealth of knowledge that is often leaned on and he is open with his colleagues on his opinions and feelings. James will always look to seek a workable solution and has often brought up good working ideas. He has in the past created rosters that benefit his colleagues but also helps the business ensure that all service requirements can be met. He is always happen to share his experiences and knowledge with anyone and is a big part of the team. James is always looking for ways that can boost and benefit the team as a whole and has the full respect of his colleagues to continue going forward in their roles
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Marie Mason PWAY East Admin

Company Name
Network Rail
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I'd like to nominate Marie for an award she is a Super Admin because she is always willing to go the extra mile to help others and keep things running smoothly in the office. Marie regularly supports other teams when they're short staffed or covering absences. During February and March, an office that would normally have four admins was left with just Marie due to illness and secondments. Despite being on her own, she kept everything running without complaint and continued providing excellent support to everyone who needed it. She is incredibly flexible and will often change her office days to support meetings, interviews, training sessions, or simply to provide cover when someone is off. If there's a gap to fill, Marie is always willing to help. Marie is also the friendly face many visitors, contractors and delivery drivers see when they arrive. She makes everyone feel welcome, helps them find the right people, and makes sure they have everything they need. Nothing is ever too much trouble, and she always approaches things with a positive attitude without wanting recognition. What really makes Marie stand out is how much she cares about people. She is always there for colleagues during difficult times and is often the first to notice when someone isn't quite themselves. She takes the time to listen, offer support, and check in on people when they need it most. Following the loss of a team member, Marie supported the Section Manager during visits to the family and has continued to stay in touch with the widow over the years, helping her remain connected to the railway family she had been part of for so long. Marie is also always looking for ways to make things better. She recognised that the fixed office intercom was causing unnecessary disruption and pushed for a mobile solution. She spent time speaking to different departments, explaining the benefits and driving the idea forward until it became a reality. The new system allows staff to answer visitors and deliveries from their desks rather than constantly getting up to answer the door, making day-to-day work much easier and more efficient. Marie is someone who genuinely cares about her colleagues, takes pride in her work, and is always willing to help wherever she can. Marie has worked for Network Rail for 20 years and plays a huge part in keeping the depot running smoothly and is thoroughly deserving of recognition through this award.
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Martin Smith

Company Name
Scotrail
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Martin has dedicated 21 years to the railway industry, working across a variety of roles including Duty Manager, Control and now as a Depot Operator. His passion for the railway combined with his exceptional breadth of knowledge and experience, makes him an invaluable asset to the depot and the wider railway operation. What sets Martin apart is that he doesn't simply complete the task in front of him. His extensive railway knowledge allows him to anticipate problems, understand their potential operational consequences and take action before they become an issue. A great example of this was when Martin identified that a seal was missing from a HST CAB. He immediately recognised that when the Mainline Driver arrived for their safety check, that in that condition, the train would likely be failed and could be prevented from entering service. Rather than simply reporting the defect and leaving it for someone else to resolve, Martin took ownership. He sourced a replacement seal and ensured Maintenance had fitted it, ensuring the train was ready for service and able to depart on time. This is typical of Martin's approach. He has an instinctive understanding of how the different parts of railway operations fit together, allowing him to identify potential problems early and where he cannot resolve them himself, know exactly who needs to be contacted to get them resolved as quickly as possible. His actions help prevent avoidable disruption and keep the depot and railway operating smoothly. Martin's contribution goes beyond operational problem solving. He has also become an important mentor to new members of staff, sharing his extensive knowledge and experience to help others develop their confidence and competence. He is compassionate and patient in his approach to training. If someone struggles to understand something, Martin never becomes frustrated or makes them feel inadequate; instead, he adapts his teaching method to suit the individual. After 21 years in the industry, Martin's passion for the railway remains as strong as ever. He combines exceptional knowledge with initiative, practical problem solving and genuine care for his colleagues. He is someone who sees a problem and acts, rather than waiting for someone else to deal with it. Martin doesn't just help keep trains moving; he helps the people around him become better railway staff. His experience, attitude and willingness to go above and beyond make him an outstanding candidate for the Railway Depot Team or Person Award.
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Peter Graham

Company Name
Freightliner
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Peter Graham is an outstanding ambassador for rail freight, bringing over two decades of industry experience across infrastructure and operations. After beginning his career at Network Rail as a Capacity Planner and then Train Planning Specialist, Peter has spent the past 13 years at Freightliner, holding key roles including Rail Strategy Manager, Head of Policy & Regulatory Affairs, and currently Policy & Government Affairs Director. Peter is widely recognised for his deep expertise and strategic insight, combined with a tireless commitment to championing rail freight at both a company and industry-wide level. He plays a pivotal role in representing Freightliner and the broader rail freight sector operating across key industry forums and, through his work, he consistently influences policy development and actively lobbies for legislative and regulatory change that benefits the industry as a whole. Politically astute, commercially minded, and highly connected, Peter has built strong, trusted relationships across all major political parties, government departments, and key stakeholders. His ability to navigate complex political landscapes ensures that rail freight remains firmly on the agenda, particularly in relation to sustainability, modal shift, and long-term infrastructure investment. Peter played a pivotal role in advancing Freightliner’s collaboration with DP World in Southampton, helping to drive their modal shift programme. Through his leadership and advocacy, this initiative has successfully increased the proportion of freight moved by rail with Southampton Rail share of container movements increasing from 21% to more than 30%, while Freightliner’s throughput grew by 40% in just 18 months. This has delivered clear environmental and operational benefits. In his current role, Peter’s remit extends beyond government affairs to include Performance and Claims, Property, ERTMS, PR, and Sustainability. This breadth of responsibility reflects both his capability and the trust placed in him across the business. Despite this wide-ranging portfolio, he approaches every challenge with enthusiasm and professionalism, consistently going above and beyond without hesitation. He remains consistently committed, always willing to take on additional responsibilities without hesitation and never seeking recognition for his efforts. Peter is deeply passionate about rail, sustainability, and people. He is a strong advocate for developing his team, fostering talent, and inspiring those around him. His leadership style is characterised by humility and approachability and he is widely respected not only for his expertise but also for his unassuming and collaborative manner. He is a strong advocate for diversity and inclusion, reflected in the composition of his team - 40% of whom are female in a business where female representation is just 11%. This commitment to creating a more balanced and inclusive workplace demonstrates his forward thinking leadership. Peter’s dedication, influence, commerciality, and unwavering commitment to the success of rail freight make him a highly deserving candidate for Rail Ambassador of the Year. Known for his humility and approachable nature, he leads by example and inspires those around him, always willing to support colleagues. Peter truly embodies the role of an ambassador—championing the industry, driving positive change, and earning the respect of peers across the rail sector, making a lasting, positive impact on rail freight. Supporting statement from Tim Shoveller, ex CEO of Freightliner Group Limited/Brookfield shareholder: "As the former CEO of the Freightliner Group, having Peter as a member of the leadership team was both a privilege and a rare find. Peter embodies the very best of the rail industry. His commercial acumen, diplomacy, humility, integrity and unwavering loyalty are matched only by his relentless commitment to improving and advancing the sector for future generations. Throughout his career, Peter has consistently demonstrated the ability to balance strategic vision with practical delivery, earning the respect of colleagues, customers and industry stakeholders alike. His influence extends far beyond his immediate role, making a lasting and positive impact on both the business and the wider rail community. Peter is not only one of the industry's outstanding talents but also an exceptional ambassador for the values and standards to which we aspire. His contribution to rail is significant, enduring and worthy of the highest recognition." Supporting statement from Maggie Simpson (OBE), Director General, Rail Freight Group "Peter's contribution to, and influence within, the rail sector extends far beyond the responsibilities of his role at Freightliner. He consistently demonstrates a strategic outlook, recognising not only the needs of his own organisation but also the broader challenges and opportunities facing the industry as a whole. A passionate advocate for collaboration, Peter understands the value of bringing together operators, customers, stakeholders and industry bodies to drive positive change and long-term success. His commitment to industry engagement has enabled him to play a significant role in shaping discussions, sharing best practice and promoting innovation across the sector. Peter is a highly respected industry contributor and an outstanding ambassador for both Freightliner and the wider rail community. Through his leadership, influence and unwavering commitment to the industry's future, he continues to make a lasting and meaningful impact."
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Richard Davies

Company Name
South Western Railway/Network Rail Wessex
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Richard is a trusted and steady force behind Operational Resilience on Network Rail's Wessex Route. Drawing on a career that spans British Rail, Railtrack, South Western Railway and Network Rail, he brings decades of knowledge, experience, and calm leadership to one of the railway's most critical functions. His dedication ensures that more than 1,900 colleagues across Wessex, alongside our industry partners, remain prepared, capable, and resilient in the face of any challenge. Throughout his time in the role, Richard has consistently gone above and beyond to enhance Operational Readiness, continually seeking innovative ways to maximise resources and deliver lasting value. A standout example of this is his initiative to invite South Central Ambulance Service teams to train on the Wessex Route test track at Basingstoke Rail Operating Centre. This unique opportunity has provided emergency responders with a safe and realistic environment in which to develop vital skills and prepare for rail-related incidents. The programme has received exceptional feedback and has since expanded through Richard's engagement with local universities, enabling paramedic students to gain invaluable hands-on experience within a railway environment. Richard has also strengthened relationships across the emergency services through the delivery of engaging Rail Awareness briefing sessions, benefiting colleagues from South Central Ambulance Service and local Fire and Rescue Services. These sessions have improved understanding of the railway environment and enhanced interoperability between agencies during incidents. One of Richard's most significant achievements was his leadership of Exercise Comet, Wessex Route's Operational Readiness Day. Richard was instrumental in every stage of the exercise, from initial concept and planning through to delivery and evaluation. His commitment ensured a comprehensive, realistic, and highly effective multi-agency exercise, bringing together emergency services and industry partners to test and strengthen collective resilience. His influence extends far beyond formal exercises. Richard is highly regarded for his engagement with Local Resilience Forums and his tireless efforts to build strong, productive relationships with local authorities, emergency services, and Train Operating Companies. Through these partnerships, he has helped enhance preparedness and foster greater collaboration across the wider resilience community. More recently, Richard successfully led the acquisition and repurposing of a retired Class 455 vehicle to create an immersive training facility at Basingstoke ROC. Working collaboratively with partners from across the rail industry, he ensured the successful delivery and integration of this unique asset, creating a lasting legacy that will continue to support operational training and emergency preparedness for years to come. In addition to his railway career, Richard's years of service in HM Armed Forces have provided him with invaluable experience, discipline, and leadership skills. He continues to apply these qualities in his day-to-day work, bringing a level of professionalism, commitment, and resilience that inspires those around him. Richard's passion for operational excellence. His contribution to Wessex Route, South Western Railway, and the wider resilience community has been truly outstanding. I am proud to have him in my team.
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Richard Gibson

Company Name
CrossCountry
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Richard Gibson is being nominated for the Lifetime Achievement Award in recognition of an outstanding career dedicated to the railway industry, its people and the communities it serves. Throughout a career spanning decades, Richard has built an enviable reputation as one of the rail industry's most knowledgeable, respected and trusted professionals. Having held a variety of roles across the railway, from frontline positions through to public affairs and stakeholder engagement, he has developed a unique understanding of both the operational realities of the railway and the wider political and strategic environment in which it operates. Since joining CrossCountry in 2006, he has become synonymous with the business and one of its most effective ambassadors. Today, as Senior Public Affairs Manager, Richard is known and respected across the railway, political and stakeholder communities. Whether attending parliamentary receptions, industry conferences, local stakeholder events or management meetings, he represents CrossCountry with professionalism, integrity and passion. For many external partners, Richard is CrossCountry. His reputation often precedes him, and his ability to build trusted relationships has delivered lasting benefits for the business over many years. Richard's knowledge of the railway is truly exceptional. He possesses a remarkable understanding of CrossCountry's history, routes, customers and challenges, alongside a deep appreciation of the wider political, economic and geographical factors that have shaped Britain's rail network. Successive Managing Directors and leadership teams have relied on his advice, judgement and insight, knowing they can draw upon an unrivalled source of experience and institutional knowledge. However, Richard's contribution extends far beyond his expertise. He is an inspiring leader and mentor who has played a significant role in developing the careers of countless colleagues. Generous with his time, encouragement and advice, he actively supports those around him and takes genuine pride in helping others succeed. Many colleagues across CrossCountry have benefited from his guidance, knowledge and belief in their potential. His leadership style is built on trust, respect and a genuine commitment to developing people. Among Richard's many achievements, one stands out as a particularly powerful example of his ability to combine public affairs, community engagement and partnership working. He led development of the CrossCountry Scouts Personal Safety Badge, one of the most successful and award-winning community initiatives in the company's history. The project engaged thousands of young people, helped promote rail safety awareness and generated significant recognition for CrossCountry and its partners. Its success was a direct result of Richard's vision, determination and ability to bring people together around a shared goal. Despite his achievements, Richard remains humble, approachable and deeply committed to the railway. His enthusiasm for the industry is infectious, and his dedication to CrossCountry, its people and its customers has never wavered. While many people build successful careers, very few leave a legacy that extends across so many different areas of a business. Through his leadership, advocacy, mentoring, knowledge and unwavering commitment to the railway, Richard has helped shape CrossCountry's reputation, strengthened its relationships and developed the people who will carry the business forward in years to come. A trusted adviser, respected industry figure and dedicated colleague, Richard Gibson is a truly deserving recipient of the Lifetime Achievement Award.
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Sally Ralston

Company Name
Merseyrail Electrics 2002 Ltd
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For more than 34 years, Sally Ralston BEM has devoted her career to making the railway a better place for passengers, colleagues and communities. Having joined Merseyrail in May 1991, she has become one of the most respected figures in community rail, transforming how a train operating company can engage with the people it serves and leaving a legacy that will continue to benefit the railway long after her retirement. Sally's contribution has been recognised at the highest level. In 2023 she was awarded the British Empire Medal (BEM) in the King's Birthday Honours for services to the community of the Liverpool City Region. The award recognised decades of dedication to bringing communities closer to their railway and reflected the extraordinary impact of programmes she has developed and championed throughout her career. Through her leadership of Merseyrail's community engagement programme, close to £1 million has been raised for local charities and community organisations, helping countless individuals and families across the region. What makes Sally's contribution unique is that she has always understood that railways are about far more than the movement of people. Throughout her career she has championed the view that a railway should be an active and positive force within the communities it serves. Long before social value became a recognised industry focus, Sally was building partnerships with charities, schools, local authorities, volunteer groups and community organisations to ensure the railway delivered lasting benefits beyond transport. Her influence can be seen across Merseyrail's extensive station adoption network. Over many years Sally has supported, encouraged and inspired hundreds of volunteers who have transformed stations from purely operational environments into welcoming community assets. The success of initiatives such as Merseyrail in Bloom, award-winning station gardens, community spaces and local volunteer programmes has been built upon the relationships and support structures she established. The legacy of these initiatives can be seen every day across the network in stations that are greener, more welcoming and more connected to their local communities. Beyond these visible improvements, Sally's influence has shaped the future direction of community rail in the Liverpool City Region. She has been instrumental in developing community hubs, community rail partnerships, educational programmes and community investment initiatives that will continue to provide social value for years to come. Many of the community-focused commitments that now sit at the heart of Merseyrail's long-term plans are built upon foundations that Sally laid through years of dedication, innovation and relationship building. Sally's influence extends far beyond infrastructure and programmes. Throughout her career she has inspired colleagues and supported the professional development of countless people both inside and outside the rail industry. Her expertise is regularly sought by community rail organisations, charities, local authorities and industry partners. She has quietly mentored generations of colleagues, sharing her knowledge, encouraging others to develop and leading by example. Those who have worked with Sally speak consistently about her passion, generosity and unwavering commitment to helping others succeed. Perhaps the most remarkable aspect of Sally's career has been her pioneering approach. Long before community engagement became a strategic priority across the rail industry, she was demonstrating how rail operators could create genuine social value. Her work challenged traditional thinking and showed that stations could become community assets, that railways could play a meaningful role in improving lives and that operational excellence and community engagement were mutually reinforcing rather than competing priorities. This innovative mindset has also been evident in her support for major events across the Liverpool City Region. For decades Sally has played a significant role in helping Merseyrail successfully support some of the country's largest events, including major sporting fixtures, concerts and the Grand National Festival. Her focus was never solely on passenger management. She recognised that the colleagues delivering these events also needed support, welfare initiatives and practical solutions to help them perform at their best during demanding operational periods. One of the most famous examples of this was the introduction of the now legendary "Merseyrail Flip-Flop." Created as a practical welfare and safety initiative during the Grand National Festival, the flip-flop was provided to racegoers whose footwear presented risks during their journey home. What began as a simple but thoughtful intervention became an iconic part of the event and a widely recognised example of customer-focused innovation. The initiative was subsequently copied and adapted elsewhere within the rail industry, demonstrating Sally's ability to identify practical problems and create solutions that improve the customer experience while enhancing safety and wellbeing. Throughout all of these achievements, Sally has remained focused on service. Her commitment to going above and beyond has never wavered. Whether organising fundraising activities, supporting vulnerable groups, working alongside volunteers, representing the railway at community events, delivering educational outreach in schools or helping local charities raise vital funds, she has consistently invested time, energy and enthusiasm far beyond the requirements of her role. The scale of her charitable contribution alone would be enough to justify recognition. Yet the funds raised tell only part of the story. Sally has improved opportunities for young people, strengthened community resilience, supported vulnerable passengers, promoted inclusion and accessibility, and helped countless organisations deliver positive outcomes for the people they serve. Her work has touched lives throughout the Liverpool City Region and has strengthened the relationship between the railway and its communities in ways that are impossible to measure purely through statistics. Above all else, Sally is respected. She is respected by colleagues, stakeholders, community leaders, volunteers, passengers and industry peers alike. Her reputation has been built over more than three decades through integrity, professionalism, humility and
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WAYNE PLATO

Company Name
GTR
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Wayne Plato is an exceptional railway engineer, an inspirational colleague and, above all, a person who has dedicated more than 21 years of his life to keeping Britain’s railway moving safely, reliably and efficiently. For over two decades, Wayne has served GTR within Rolling Stock Maintenance at Selhurst Depot, making an immeasurable contribution to the safety, reliability and availability of our trains. However, to describe Wayne simply as an excellent engineer would be to tell only a fraction of his story. Wayne’s greatest achievement is not just the trains he has helped keep in service, it is the people he has helped build. Throughout his career at Selhurst Inspection Shed, Wayne has been a quiet but hugely influential force in developing, coaching, mentoring and moulding generations of engineers, technicians, apprentices, leaders and managers. He has consistently gone beyond the requirements of his role, taking ownership of developing those around him and willingly sharing the wealth of knowledge and experience he has accumulated over more than 21 years in the railway. Multiple apprentices and service engineers have benefited from Wayne’s patience, structured guidance and technical expertise. Many have gone on to become senior technicians, highly accomplished service engineers, Production Leaders and Production Managers. Their success is, in no small part, part of Wayne’s legacy. What makes this even more remarkable is that Wayne has never sought recognition for it. He is an incredibly humble man who has often remained in the background while the people he has coached have stepped forward and achieved great things. Some of those he has supported have gone on to receive well deserved recognition within the rail industry themselves, while Wayne has simply continued doing what he does best, supporting others, solving problems and passing on his knowledge. That, to me, is the very definition of leadership. Wayne has an exceptional technical ability and a wealth of practical railway knowledge, but his real gift is his willingness and ability to transfer that knowledge to others. He understands that a railway is only as strong as the people who maintain, operate and lead it. Rather than keeping knowledge to himself, Wayne has invested it in the next generation. His impact therefore reaches far beyond his immediate team. Every engineer he has developed, every apprentice he has supported and every leader he has helped shape represents a continuation of Wayne’s contribution to GTR and to the wider railway industry. In an industry facing an ageing workforce, an increasing number of new apprentices and new colleagues, and significant organisational change as we move towards Great British Railways, the importance of experienced people like Wayne cannot be overstated. His approach demonstrates something fundamental, technical excellence matters, but sharing that excellence is how we make the railway stronger for the future. Wayne has also been a problem-solver in the truest sense. He has used his considerable experience and technical understanding to support colleagues through difficult faults, maintenance challenges and operational pressures. He is the person people turn to, not simply because he knows the answer, but because he takes the time to explain it, teach it and make others better equipped to face the next challenge themselves. And then there is the person behind the engineer, Wayne has become a fatherly figure and a trusted go to person for many colleagues and staff members. His calmness, humility, resilience and willingness to help have made him someone people can depend upon. He has contributed not only to the technical capability of those around him, but also to the culture and morale of the workplace. That influence cannot be measured on a maintenance spreadsheet, but it is every bit as important. As Wayne approaches retirement and prepares to finally hang up his tools, I believe there is no more fitting time to recognise the extraordinary contribution he has made. For more than 21 years, Wayne has helped keep our trains safe and reliable. But his greatest legacy will not be found in the trains he maintained. It will be found in the engineers he developed, the leaders he helped create, the apprentices he inspired, the problems he helped solve and the countless colleagues who have been better because they had Wayne in their corner. Recognising Wayne as Rail Engineer of the Year would celebrate far more than an outstanding engineer. It would celebrate a mentor, a teacher, a leader, a role model and a truly remarkable human being. It would also send a powerful message to the railway industry, that the knowledge we pass on, the people we develop and the lives we positively influence are just as important as the work we deliver. Wayne has spent his career giving his knowledge, experience and time to others without asking for anything in return. Now, as he prepares to leave the railway, I believe it is our turn to give something back. Wayne Plato deserves to be recognised, not because he has ever asked to be, but precisely because he never has.
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14
PROJECT TEAM OR PERSON AWARD (OVER £5 MILLION)

Charing Cross & Waterloo East Closure Project Team

Company Name
Southern Renewals Enterprise, Network Rail & Southeastern
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The Charing Cross & Waterloo East Closure was one of the largest and most complex programmes delivered by Southern Renewals Enterprise (SRE) to date, and one of the most significant renewals projects that will be undertaken in the Southern Region during CP7. Over a 22-day closure, approximately 800 people from SRE, Network Rail, Southeastern, the SRE’s wider Ecosystem supply chain worked around the clock to deliver a major package of track, station and structures renewals in the heart of central London. With between 300 and 500 people on site during each shift, the project successfully renewed critical infrastructure while safely reopening the railway on time. The scale of delivery was substantial. The programme included the renewal of renewal of 16 S&C units, comprising 11 point ends and five fixed diamonds, plain line track renewals, the management of 44 engineering trains, installation of 8,640 tonnes of ballast, removal of 7,344 tonnes of spoil, 14 tamping shifts, reconstruction of Platforms 1-6 at Charing Cross, refurbishment works at Waterloo East and structural works on Hungerford Bridge. The closure also enabled Southeastern to deliver a range of improvements, including glazing replacement, toilet refurbishments at Waterloo and refurbishment of the Charing Cross station clock. What made this project exceptional was not simply the volume of work delivered, the central London location or the complexity of working within a major London terminus, but the way the team approached it. Rather than delivering multiple individual projects through separate possessions over several years, the team brought together five major workstreams into a single integrated programme. The Southern Renewals Enterprise model was fundamental to this approach, providing a framework for Track, Buildings & Civils (B&C), Structures, Works Delivery, and the wider Ecosystem supply chain to plan and deliver as one team against a shared set of objectives. Early planning focused on maximising the value of a single closure, reducing future disruption and creating efficiencies through integration. Analysis showed that an alternative approach could have required around 60 weekend possessions or multiple closures spread across several years. This required meticulous planning and sequencing. Every activity had to be built around the track programme and the movement of 44 engineering trains, a figure reduced from an original requirement of 67 thanks to the integrated approach. Alongside Charing Cross, the team established a shared logistics hub at Jubilee Yard on Southwark Street. Used jointly by the Track and Platform teams, the facility enabled pre-assembled track panels, platform steelwork and GRP components to be stored, assembled and delivered efficiently to site, reducing interfaces, improving productivity and making best use of limited access. Throughout delivery, the team repeatedly demonstrated initiative and problem-solving. This was underpinned by daily management calls bringing together project leadership, delivery teams, Southeastern, Supply Chain Operations, and key stakeholders to share progress, escalate challenges, review safety matters and jointly make decisions to keep the programme on track. When demolition activities at Charing Cross risked falling behind programme, the Track and B&C teams collaborated to utilise spare engineering wagons to remove demolition material from the station. This significantly increased productivity and helped recover programme performance. The team's collaborative approach continued across all work areas. The Hungerford Bridge structures team installed a goods hoist to transport grit blasting materials onto the bridge. Rather than introducing additional lifting equipment and interfaces, they shared this facility with the Works Delivery track team, reducing complexity and improving efficiency. Another challenge involved engineering trains bringing diesel locomotives into Charing Cross station. To mitigate the risk of fume build-up, the Track and Platform teams developed a solution using large industrial fans to ventilate the station, demonstrating a practical and highly effective example of collaborative working. The project was delivered during an intense heatwave, with temperatures exceeding 30°C and rail temperatures reaching 57°C. Wellbeing hubs, hydration stations and targeted briefings were introduced to support colleagues. The team also established a single catering arrangement across all five worksites, providing free lunches directly to welfare facilities, allowing the workforce to properly rest, recuperate and hydrate. Recognising an opportunity to help the local community, the team donated any unused lunches to three local homeless charities. The heatwave created additional challenges for activities such as welding and stressing; however, the integrated programme and robust planning provided sufficient flexibility to absorb these impacts without affecting scope delivery or right-time handback. The successful completion of this once-in-a-generation programme will improve reliability, resilience and customer experience across a critical part of the railway network that had not seen major renewal activity for approximately 50 years. Railway operations remained stable throughout, with complaint levels remaining low for a programme of this scale. The project also provided a powerful demonstration of the Southern Renewals Enterprise model. By aligning multiple organisations around shared outcomes rather than individual contracts, the team was able to deliver work more efficiently, solve problems collectively and maximise the value obtained from access to the railway. The project has become a practical example of how enterprise-based delivery can improve outcomes across major infrastructure programmes. Members of the Institution of Civil Engineers' Project 13 community visited site to see the SRE model in action, share learning and explore how integrated delivery approaches can be improve outcomes across the UK infrastructure sector. At the heart of the project's success was the attitude and commitment of the people delivering it. Hundreds of people worked together across organisational boundaries with a shared focus on safety, delivery and supporting one another. Whether solving logistics challenges, adapting to extreme temperatures or coordinating multiple disciplines in a constrained urban environment, the team consistently demonstrated professionalism, resilience and a genuine one team culture. The Charing Cross & Waterloo East Closure was far more than a successful engineering project. It was a landmark demonstration that has set a new benchmark for integrated delivery, collaborative problem solving and enterprise thinking. It showed what can be achieved when talented people from different organisations unite behind a common goal and work together to deliver exceptional outcomes for customers, stakeholders and the wider railway.
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Cheryl Wells / East Coast Main Line December 2025 Timetable Team

Company Name
Rail Industry (multiple partners, including Network Rail East Coast Route and LNER)
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The East Coast Main Line December 2025 Timetable Recast represents one of the most significant and complex railway programmes delivered in recent years, successfully introducing the largest timetable change on East Coast for more than a decade. This was a full operational reset, unlocking the benefits of around £4bn of long term investment in infrastructure and fleet translating years of enhancement work into tangible improvements for passengers. Delivered during the most operationally challenging period of the year, under intense public, political and media scrutiny, the programme demonstrated exceptional excellence in planning and teamwork. The challenge was substantial. The timetable recast had already been postponed due to concerns about resilience and the risk of repeating previous major timetable failures that had severely impacted performance and customer trust. This was widely regarded as the last credible opportunity to deliver the change. The complexity was heightened by implementation during the festive period, alongside one of the largest and most complex programmes of festive engineering work, when passenger demand is at its highest and tolerance for disruption is at its lowest. Success therefore required a fundamentally different approach to how major change was planned, governed and delivered across the system. In response, the programme adopted a genuine ‘one industry’ delivery model, bringing Network Rail, the Department for Transport and all affected train operators into a single, integrated team with shared objectives, joint governance and collective accountability. A dedicated cross industry performance and operational readiness workstream was established, supported by in person meetings in York where planners, signallers, operators and performance specialists worked side by side to identify risk, resolve conflicts and embed resilience well ahead of go live. The timetable was rigorously tested using Network Rail simulators, while station operations at the busiest locations were jointly reviewed. At York alone, more than 35 specific operational improvements were made to reduce risk and improve right time starts. Infrastructure and fleet readiness were embedded within the project, with targeted asset interventions and depot upgrades ensuring the increased service levels were fully supported. From day one, a structured real time feedback process captured live operational intelligence, supported by more than 1,300 on the ground dwell and dispatch observations in the first week. 57 issues were reviewed through a dedicated Gold Command structure, enabling continuous improvement during the critical early period. The results were exceptional. The first Monday of operation passed with no performance impacting incidents, with performance for both Time-to-3 (T3) and cancelations exceeding expectations despite the increase of services. This success was then maintained with a clear step change in T3, demonstrated across eight consecutive periods. T3 exceeded target in every reporting period from Period 10 (2025/26), through to Period 4 (2026/27), peaking at 85.3% against a target of 80.5% in Period 13 (2025/26). Multiple days achieved a T3 above 95% - way above daily historical highs - with best days better than before the new timetable was implemented, providing the delivery of a successful base plan. The programme has delivered lasting benefits for passengers through faster and more frequent services, increased capacity and improved connectivity, while also creating a repeatable industry blueprint for delivering major timetable change. It has not only transformed services on the East Coast but changed the narrative around what the railway can achieve when it truly works as one system.
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CrossCountry Fleet Improvement Programme Team

Company Name
CrossCountry
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The CrossCountry Fleet Improvement Programme Team has delivered one of the most ambitious train improvement programmes in the company's history, transforming customer experience across the network through increased capacity, enhanced reliability and significant investment in the fleet. The challenge was immense from the outset. In early 2024, a small core delivery team was established with just four months before the first additional Voyager trains were due to enter passenger service. Working against tight deadlines, evolving technical requirements and complex operational challenges, the team quickly brought together colleagues, suppliers and industry partners to ensure the trains could be safely introduced in time for the summer timetable. The team’s commitment was unwavering, with colleagues spending weekends inspecting trains and working closely with partners to overcome obstacles and maintain momentum. As a result, the first trains successfully entered passenger service in time for the May 2025 timetable change, providing much-needed additional capacity for customers. Since then, the team has helped deliver a fleet improvement programme worth almost £100 million. The cascade of ex-Avanti Voyager units has been completed, more than a quarter of the entire Voyager fleet has been refurbished as well as over a third of the Turbostar fleet. Throughout the programme, the team has coordinated more than 90 stakeholders across CrossCountry, suppliers and industry partners, bringing together expertise from across the railway to deliver lasting improvements for passengers. The team has consistently gone above and beyond to maximise the benefits of the investment. They secured approximately £7 million in additional funding to further enhance the customer experience and actively sought feedback from frontline colleagues, trades unions and specialist partners to improve train design, safety, accessibility and onboard facilities. Their collaborative approach has helped raise standards across the programme and strengthened relationships throughout the supply chain. The results are already making a real difference. The additional Voyager trains have delivered a 25% increase in seating capacity, providing more than 36,000 extra seats every week for customers. Refurbished trains are delivering significant improvements in quality and reliability, with Service Quality Regime failures reduced dramatically compared with non-refurbished fleets. Passenger satisfaction is also increasing as customers experience brighter, more comfortable and more reliable trains. From inspecting trains at weekends to seeing refurbished trains return to service for the first time in decades, the CrossCountry Fleet Improvement Programme Team has demonstrated exceptional dedication, teamwork and determination. Their work is creating a lasting legacy for passengers and colleagues alike, making them truly deserving winners of the Project Team or Person Award.
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GB Railfreight National Seasonal Treatment Transformation Project Team

Company Name
GB Railfreight
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GB Railfreight National Seasonal Treatment Transformation Project Team This project represents one of the most significant operational mobilisations GB Railfreight has ever delivered. In just 20 weeks, the team transformed GBRf from a regional provider of seasonal treatment services into the operator of Network Rail's national Rail Head Treatment Train (RHTT) and Multi-Purpose Vehicle (MPV) programme. Valued at more than £30 million, the contract required the mobilisation of one of the railway's most operationally demanding services across England and Scotland in less than half the time such a programme would normally require. This was far more than a contract mobilisation. It involved creating a national operation almost from scratch. New operational and maintenance locations were established across the country, more than 140 transferred and newly recruited colleagues were integrated into the business, a new engineering organisation was created, and the systems, training and processes needed to support a nationally critical operation were delivered at pace. From the outset, the team faced an extraordinary challenge. A mobilisation of this scale would typically take between 12 and 18 months to complete, yet the team had just five months. There was no blueprint to follow and no option to delay. Recruitment, training, depot setup, engineering assurance, operational planning and safety governance all had to be delivered simultaneously. What stood out throughout the project was the team's determination to focus on solutions rather than obstacles. Colleagues from Operations, Engineering, Commercial, HR, Finance and Planning worked together with a shared purpose, stepping beyond their day-to-day responsibilities whenever required. Challenges were met head-on, decisions were made quickly and safely, and a culture of teamwork and ownership developed across the programme. The results were exceptional. During the autumn season, the operation completed more than 2,300 treatment circuits and delivered over 420,000 miles of treatment coverage while achieving 98% delivery performance. Every successful treatment run helped reduce the impact of low adhesion, supporting passenger and freight services across the network during one of the railway's most challenging times of year. What makes this achievement particularly impressive is that it was delivered without compromising GBRf's existing freight operations. The team effectively doubled the scale and complexity of parts of the business while continuing to provide industry-leading service to customers across the country. Perhaps most importantly, safety remained at the centre of every decision. Despite an intense mobilisation involving more than 16,000 rostered hours and 4,700 overtime hours, the team maintained a relentless focus on delivering the programme safely, ensuring the pace of the project never came at the expense of the standards expected by GBRf or Network Rail. The legacy of this project extends well beyond a single autumn season. The team created a new national operating capability, established long-term engineering and maintenance structures, and delivered a more resilient and coordinated model for seasonal treatment operations. Their work has fundamentally changed what GB Railfreight can deliver as a business and created a capability that will benefit the railway for years to come. Quite simply, this team achieved something many believed would not be possible. Through commitment, teamwork, professionalism and resilience, they delivered a transformational project on time, at scale and with outstanding operational results, making them highly deserving of recognition in the Rail Staff Awards Project Team Award (Over £5 Million) category. Carl Kent, Sales Director, GB Railfreight
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Hayley Simpson

Company Name
Network Rail
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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,
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Josh Molloy

Company Name
BTTC Infrastructure Ltd
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Josh Molloy has been undertaking the role of Commercial Manager on the Development Freight Portfolio of the Transpennine Route Upgrade Project. Empowered by his knowledge and experience he has taken ownership of the cost report, ensuring that forecasts are supported by robust and substantiated set of assumptions which are peer reviewed by senior stakeholders. This provides an additional benefit as a valuable management function with an in-depth interrogation of costs, early surfacing of risks for effective mitigation and also identifying and realising opportunities to drive value for tax-payers money. This approach has strengthened confidence in forecasting, providing greater accuracy and has delivered directly against challenging efficiency targets. Pre-contract Josh has led the commercial function in procuring several key engineering contracts with a combined value in excess of £13m. These awards unlocked critical project milestones, driving the scope and cost maturity required to underpin the final tranche business case which will support the decision to move forward with design and construction. This has also been assisted by Josh establishing a detailed procurement strategy for the freight projects, advising the client on the contracting strategy, aligning the approach with programme requirements, scope maturity, risk profile and funding constraints, whilst recognising the importance of a collaborative approach to contract delivery and implementing this through incentivisation mechanisms and an integrated approach to contract administration. Josh’s achievements have been underpinned by the skills he has developed through successful completion of both Royal Institution of Chartered Surveyors Assessment of Practical Competencies and Chartership, as well as completion of NEC AccPM in the last 12 months. His success in these has encouraged others in the business to progress their own charterships and professional accreditations.
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Magna Tram Train Project Team

Company Name
Network Rail Capital Programmes North Enhancements
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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.
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Magna Tram Train Station Project Team

Company Name
Network Rail & AMCO Giffen
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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?
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PMCM Team

Company Name
WSP CONSULTANTS
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The PMCM Rail Project Controls, Planning, Information Management, and Commercial team has transformed the delivery of major rail projects through collaboration, innovation, and continuous improvement. By combining expertise in programme controls, planning, commercial management, governance, and information management, the team successfully transitioned from fragmented, spreadsheet-based processes to integrated, automated, and data-driven ways of working. This transformation has delivered measurable Programme, Cost, Risk, and Change benefits across multiple multimillion-pound rail projects. Through digital solutions, automation, governance improvements, and enhanced reporting, the team has improved project visibility, accelerated delivery, reduced administration, strengthened compliance, and enabled better decision-making for project teams and clients. The team consistently demonstrated ownership by identifying challenges before they affected project performance and proactively developing practical solutions. Rather than accepting traditional manual processes as the industry norm, team members collaborated across disciplines to create smarter and more effective ways of working. Key initiatives included: Automated P6 Programme Management Solution to improve programme planning, accountability, and schedule management. Automated Quality Assurance Process for Design Deliverables to streamline approvals, tracking, reporting, and document governance. Automated Contract and Event Management Register and Reporting Framework to improve visibility and management of contractual events. Operational Efficiency Tools including submission registers, workflow automation, communication tools, task reminders, and reporting dashboards. DIVE (Document Integrity and Validation Engine), an intelligent quality-control solution that automates document compliance checks and validation before submission. These initiatives were not externally mandated but developed through proactive identification of operational inefficiencies and a commitment to improving project delivery. The outcomes have delivered benefits beyond individual projects and created scalable frameworks supporting multiple rail projects. Programme Impact The team significantly improved project delivery by reducing administrative effort, improving data quality, and increasing programme visibility. Key achievements include: Saving more than 10,000 project hours through programme automation and streamlined reporting. Reducing document review and approval cycle times by up to 40%. Improving delivery performance by 25-30% through automated workflows and real-time visibility. Accelerating decision-making through integrated dashboards and reporting tools. Providing planners and project managers with accurate, real-time information to improve forecasting and delivery certainty. Cost Impact The team's innovations generated substantial efficiency savings through automation and improved resource utilisation. Achievements include: Automating the management of more than 16,500 deliverable records, significantly reducing administration. Reducing software licensing and support costs through improved programme management processes. Eliminating repetitive manual activities across multiple projects. Reducing contract administration workload by approximately 2.5 days per week through automated CEMAR reporting. Delivering ongoing efficiency savings through standardised workflows, reporting automation, and process optimisation. Risk Impact Improved governance and compliance have been central to the team's success. The team's solutions: Strengthened traceability, version control, auditability, and information governance. Reduced the risk of missed deliverables, incorrect revisions, duplicate references, and approval non-conformities. Improved management visibility of programme and contractual risks. Enhanced compliance through automated validation and quality assurance processes. Enabled proactive management of contractual obligations through automated reporting and dashboards. The introduction of DIVE further strengthened quality assurance by automatically validating document numbers, revisions, classifications, approvals, metadata, and register compliance before submission. This reduced rework and helped prevent document rejections. Change Impact The team's contribution extends beyond process improvement and represents a significant example of organisational change. Through automation, integrated reporting, intelligent validation, and digital governance tools, projects moved away from isolated spreadsheets and manual tracking towards collaborative, digital-first working practices. Many of these solutions are now being adopted as standard approaches across Rail Projects, creating long-term benefits beyond individual assignments. By embedding innovation into daily delivery activities, the team has accelerated digital transformation and established new standards for project controls, information management, and commercial governance. Attitude A key factor behind the team's success has been its positive, collaborative, and supportive culture. The team consistently demonstrates professionalism, resilience, and a commitment to supporting colleagues, stakeholders, and project partners. Members actively share knowledge, develop guidance materials, mentor colleagues, conduct training sessions, and showcase innovations to encourage wider adoption. Rather than implementing technology in isolation, the team focuses on helping people embrace change and realise the benefits of innovation. This collaborative approach has built trust across project teams and ensured successful adoption of new processes. Their commitment to accountability, collaboration, continuous improvement, and client service has made the team a role model for excellence in multidisciplinary project environments. Innovation Innovation has been the foundation of the team's success. Instead of relying on traditional project controls and information management practices, the team developed digital solutions that addressed long-standing industry challenges and significantly improved project performance. Key Innovations Automated P6 Programme Management Solution Saved 10,000+ project hours. Improved programme visibility and accountability. Winner of the Innovation Marathon 2025. Automated Quality Assurance Process Reduced document cycle times by up to 40%. Improved delivery performance by 25-30%. Automated management of over 16,500 deliverable records. Automated Contract Event Management Register Improved commercial governance and reporting. Increased visibility of contractual events and actions. DIVE (Document Integrity and Validation Engine) Reduced quality checks from 20-40 minutes to under 10 seconds. Automated document validation and compliance checking. Improved submission readiness and reduced rework. Operational Efficiency Tool Suite Automated numbering systems. Workflow automation. Reporting dashboards. Submission registers. Communication and governance automation. These innovations have become scalable solutions adopted across projects and have fundamentally changed how programme controls, commercial reporting, and information management are delivered. Conclusion The PMCM Rail Project Controls, Planning, Information Management, and Commercial team has demonstrated exceptional initiative by proactively solving operational challenges, delivering measurable programme, cost, risk, and change benefits, fostering a positive and collaborative culture, and consistently challenging traditional ways of working through innovation. Through automation, digital transformation, and continuous improvement, the team has created lasting value across multiple multimillion-pound rail projects. Their achievements have improved project performance, strengthened governance, reduced risk, enhanced efficiency, and established new standards of excellence that continue to benefit both project teams and clients. These collective accomplishments make the team a strong and deserving candidate for the Project Team Award.
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Prabhakar Eruvuru

Company Name
WSP CONSULTANTS
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I am Prabhakar Eruvuru, Information Control Lead on the MDU Rail project. Over the course of my work, I have led the transition from fragmented, manual, spreadsheet-based processes to integrated, automated, and data-driven information management practices. Through a series of digital tools I developed, I have improved programme visibility, strengthened governance, reduced administrative burden, and embedded a culture of continuous improvement across multiple projects. This nomination sets out my contribution against the criteria of Initiative, Impact, Attitude, and Innovation. I identified weaknesses in our existing manual, spreadsheet-based information management processes and took independent action to resolve them, rather than continuing to work within the limitations of the status quo. Rather than waiting for direction, I proactively designed and implemented a suite of automated solutions spanning programme management, document quality assurance, and contract event administration. This included developing the Automated P6 Programme Management Solution, introducing an Automated QA Process for Design Deliverables, and building DIVE (Document Integrity and Validation Engine), a tool that automatically validates document numbers, revisions, metadata, approvals, classifications, and register compliance ahead of submission. I also implemented real-time dashboards, automated reporting, and submission registers to support planning and decision-making, and developed the Automated CEMAR Register to improve contract event visibility. Taken together, these initiatives reflect a pattern of independent problem-solving that went well beyond my routine responsibilities as an Information Control Lead, identifying operational gaps and building scalable digital tools to close them on my own initiative. The measurable outcomes of my work are substantial and span programme, cost, and risk dimensions. The Automated P6 Programme Management Solution saved over 10,000 project hours while improving programme visibility, accountability, and scheduling efficiency. The Automated QA Process for Design Deliverables reduced document review and approval cycle times by up to 40%, contributing to a 25–30% improvement in project delivery performance. DIVE reduced document quality checks from 20–40 minutes down to under 10 seconds, significantly accelerating submission readiness across projects. On the cost side, automating 16,500+ deliverable records significantly reduced administration effort and removed the need for dedicated manual tracking resources. My operational automation tools reduced manual effort by approximately 2 days per week per project, generating ongoing efficiency savings, while the Automated CEMAR Register reduced administrative workload within contract management processes by approximately 2.5 days per week. From a risk perspective, my work strengthened project governance through improved traceability, version control, and compliance monitoring, and reduced the risk of missed deliverables, incorrect revisions, duplicate references, and approval non-conformities through automated validation. By automatically validating document numbers, revisions, metadata, approvals, classifications, and register compliance before submission, DIVE has directly reduced rework and helped prevent client rejections. Automated CEMAR reporting has also improved visibility of contract events, enabling more proactive management of overdue actions and project risks. Beyond the technical delivery of these tools, I have actively supported organizational change through mentoring, knowledge-sharing sessions, user guidance, innovation showcases, and continuous improvement initiatives. Rather than treating these tools as personal deliverables, I have worked to embed them as adopted standard practice, supporting colleagues in understanding and using the new systems and helping to build wider confidence in digital ways of working. This collaborative, enabling approach has been a consistent feature of how I have driven change, ensuring that the benefits of my innovations extend to the wider team rather than remaining reliant on me alone. My innovation record is distinguished by both originality and recognized impact. My Automated P6 Programme Management Solution won the Innovation Marathon 2025, a formal recognition of the tool’s originality and value. I also developed DIVE (Document Integrity and Validation Engine), an intelligent quality-control platform that automates document validation, compliance checking, and submission readiness assessment — a novel approach to a previously manual and time-consuming process. In addition, I introduced an Automated Quality Assurance Framework that has been adopted across MDU projects, an Automated CEMAR Register that improved governance and reporting, and an Operational Efficiency Tool Suite incorporating MIDP autonomous numbering, communication workflows, task reminders, and submission registers. These solutions have moved beyond one-off fixes to become scalable tools adopted as standard practice, reflecting sustained creative thinking applied to real operational problems. I have combined independent initiative, measurable and wide-ranging impact, a collaborative approach to organizational change, and a strong record of recognized innovation. My work has transformed information management on the MDU Rail project from a manual, fragmented process into an automated, data-driven discipline, delivering tangible efficiency, cost, and risk benefits while actively supporting my colleagues through the transition. I believe this makes me a strong candidate for recognition in this award.
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Severn Tunnel ROCs Replacement Team

Company Name
Network Rail / ARQ
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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.
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Wales Cross Boarders Operational Readiness Team

Company Name
Transport for Wales
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For almost 3 years the members of the Operations Readiness Team at Transport for Wales have been tasked with the introduction of the new 197 traction, this has been rolled out to all depots within TFW With a very small team that over time has got smaller they have had to work not only with CAF who produced the trains, the issues of them being assembled in Wales at Newport and all the other functions involved including Finance Maintenance management teams Network Rail for conventional signalling but also ERTM-S (Cambrian) Recourses Training Union both ASLEF and RMT Driver function Conductor function Senior leadership Team Catering and Cleaning Function. The obvious issues relating to training 1500+ staff in multiple functions has needed many late nights, weekends and heavy reliance on personal skills within the railway industry Within weeks there will be a total of 77 2/3 car units (21 of these on ERTM-S Cambrian lines) fully entered into service at 10+ TFW locations. This has been a massive project with some quick wins, most long term goals by a small team who have worked extremely hard over the last few years to bring in the new units to replace aging rolling stock, not only are staff looking forward to new rolling stock but for the people of Wales and surrounding areas. Me personally i have worked with Emily, Rhodri and Lukas but I know there have been another 5 members of the team who I would like to add to the nomination. For the 3 I have personally worked with there professionalism from the start has been evident, they all have been a positive influence in difficult situations that have been highlighted over the years there willingness to help with all functions, they all have developed relationships far and wide from the normal day to day operations. From personal experience both Emily and Rhodri have been on hand to assist my training team with assistance in the training of over 400 train drivers TFW North and i know they have provided the same assistance to higher number in TFW South. To add to this I know both Emily and Rhodri have been dealing with CAF discussing millions of pounds worth of trains entering into service, but then Emily has travelled hours to come and check on training facilities, and Rhodri has been coming into work on days off to ensure training and unit availability, all the team has missed family time and dates in there personal life to push this project through. For that reasons above I feel the team have more than meet the headlines of Initiative, Impact, Attitude and Innovation on so many occasions and if any more Information is needed i could provide 10,000 words to highlight the efforts of the Operations Readiness Team Especially Emily and Rhodri. David Nixon Driver and Operations Training Manager
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Wales and Western Electrification asset management and programme management team

Company Name
Network Rail
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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. Through technical excellence, strategic leadership and collaborative delivery, the team has challenged long-standing industry practices to create safer, more efficient and sustainable solutions with national significance. Operating across a complex electrified railway, the team was responsible for assurance and delivery of a £79.6 million electrification renewals portfolio and a £35.5 million Electrical Safety Delivery Programme. Recognising the need to improve workforce protection while enhancing efficiency and reliability, the team developed innovative engineering solutions that address some of the rail industry's most critical challenges. A flagship achievement was the national leadership of Optimised Earthing, a groundbreaking approach to electrical isolation that significantly improves the safety of frontline staff working on or near the electrified railway. By reducing exposure to electrical hazards and improving compliance with the Electricity at Work Regulations, the innovation delivers safer and more efficient isolation arrangements. Magnetic earths which can be erected at any structure were developed through extensive technical assurance, stakeholder engagement and rigorous testing. Optimised Earthing has established a new benchmark for electrical safety across the network with work teams being able to work in sight of their protecting earth. Building on this success, the team also led the development of Remote Securing technology, an innovative intervention that reduces the need for manual interaction with live electrical infrastructure. By enabling safer and more controlled isolation processes, Remote Securing enhances workforce protection, improves operational resilience and supports more efficient maintenance delivery. Together, these innovations represent a significant step change in how electrical safety is managed across the railway. The team's innovation extended beyond safety interventions. Working collaboratively with industry partners and manufacturers, they delivered the introduction of composite pantograph horns, a national first that challenged traditional design approaches. This innovative technology offers improved reliability, reduced whole-life costs and enhanced operational performance, creating a platform for wider adoption across future electrification schemes. The team have pioneered and continue to champion many initiatives which will drive down the cost of future electrification including voltage controlled clearance and the use of steeper gradients to avoid unnecessary bridge reconstructions. This teams with partial electrification support to industry partners is again ground breaking alongside battery train technology. In parallel, the team challenged historic electrification design by radically changing the design delivery model for Severn Tunnel Rigid Overhead Contact System project only months before the delivery blockade to ensure the right innovative solution was bravely developed. Through evidence-led engineering and technical innovation, they identified the correct solution and implemented it. This work will revolutionise how we electrify tunnels in the future. The team also aligned research and development activity with strategic asset management objectives, championing innovations in remote condition monitoring, train-borne analytics and improved asset data capabilities. These initiatives support the transition from reactive maintenance to predictive, data-driven asset management, delivering improvements in reliability, resource efficiency and long-term sustainability. What makes this submission exceptional is not a single innovation, but a culture of innovation embedded across the team. By combining engineering expertise with creativity and collaboration, the Wales & Western Electrification Asset Management team and Programme Management team has delivered solutions that improve safety, efficiency, sustainability and operational performance. Their work has influenced industry thinking, challenged established practices and created scalable innovations capable of delivering benefits across the rail network for years to come, making them worthy recipients of the Innovation & Technology Team of the Year Award.
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West Coast Launch Team

Company Name
Lumo
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In May 2026, Lumo launched the most important expansion in its five-year history: an ambitious new West Coast service to connect London Euston and Stirling. It was complex, requiring the coordination of rolling stock refurbishment, a new rail base launch, extensive local recruitment, robust operational planning, and a supporting marketing and communications campaign. In this nomination, we will outline why we believe the team behind the launch of this new route is worthy of the Project Team or Person Award. Judges, thank you for your consideration. Background Lumo is an open access operator focused on delivering low-cost fares and excellent customer service. It identifies underserved communities and opportunities for innovation to address existing and emerging network requirements. Lumo has consistently achieved some of the industry’s highest scores for customer satisfaction and reliability. It is also focused on sustainability, with many of its services using 100% electric trains that produce 19-24 times less CO2e than driving. The Team One of the biggest strengths of this achievement has been our people, we have brought together individuals and teams who had not previously worked together. This could have easily created challenges, but instead it has become one of the projects greatest successes. From day one, colleagues from different backgrounds and areas of expertise came together with a shared purpose and a willingness to support each other. Strong leadership throughout has helped create a culture where people felt empowered to make decisions, challenge constructively and keep momentum behind delivery. This means that not only did the team hit the ground running, but they continued to adapt and grow together especially against a background of numerous deadlines with complex regulatory and compliance issues with much resistance from the wider industry. The Task The team was tasked with preparing and delivering the launch of a new Lumo West Coast service between London Euston and Stirling. This was a complex project with a vital role in the growth and success of Lumo; as such, the pressure was on! To better understand the complexity and scale, we will outline the myriad of tasks the team needed to accomplish to make the launch a success: - Refurbishment of Class 222 trains (interior & exterior) - Establish a new rail base in Preston - Stakeholder coordination (local community, key regional and national decisionmakers, Network Rail, regulators and other industry bodies) - Establish and optimise new services and operations - Recruit more than 100 new colleagues - Ensure that the resulting fares were highly competitive - Ensure early commercial success with a marketing and communications campaign The Result Following significant investment, the team overhauled our existing Class 222 rolling stock with eye-catching exteriors in Lumo’s signature blue and new single-class, modern, and comfortable interiors. The team then launched a new rail base in Preston and hosted a special launch event to strengthen connections with the local community, including 50 VIPs. As part of this expansion, the team recruited 100 new staff, including the training of recently hired drivers specifically for the new route. What makes this achievement more remarkable is the pace it has been delivered. The team have worked at record speed to establish a new rail company which has not been done since East Coast Trains Ltd (Lumo East Coast) was launched in 2021. The team have balanced the realities of a live operational railway, successfully navigating demanding timescales, completing operational requirements and a complex regulatory environment, while maintaining a focus on safety, compliance and customer experience. To ensure that customers throughout the new route knew Lumo and understood our value proposition, the team implemented a marketing and communications campaign to drive awareness and “day one” revenue. This included an innovative advertising campaign at petrol stations, highlighting the lower cost of rail travel, as well as a “Golden Tickets” campaign, offering free tickets on the first-ever Lumo West Coast service. During the project, several significant challenges arose, requiring the team to develop solutions. One of the most significant challenges centred around driver route learning and ensuring the right competence and operational readiness was in place within demanding timescales. This required careful planning, close collaboration and a great deal of flexibility as operational constraints evolved throughout the project. The team also had to navigate resistance and challenge from parts of the wider industry; as a new entrant, there were times where the team needed to confidently challenge existing thinking. When faced with challenges, the team remained focused on finding solutions, supported each other through difficult periods and consistently looked for ways to move forward. The team’s success is evident in the numbers. Operational performance has reached levels comparable with, and in some areas surpassing, established operators on the same route. This is especially impressive given the challenges associated with launching a new service and building capability at pace. The Class 222 fleet has performed better than the same fleet where they originated from; delivering reliability levels ahead of other operators. This demonstrates the effectiveness of the team’s approach to planning, maintenance and operational delivery. The clearest measure of success is that the new service has quickly established itself as a credible, reliable and high-performing operator with challenges addressed when they arise. Why they should be recognised We believe that the team behind our West Coast service launch deserve to be recognised for their commitment, capability, and professionalism. This was a highly complex project with many stakeholders and layers of operational, staffing, regulatory, governmental, reputational, and commercial challenges. In the end, the launch (and the subsequent, ongoing service) has proven popular with most customers. This is entirely down to the effort of this team, who meticulously planned the project and developed creative solutions as challenges arose. It is through their efforts that customers now have access to frequent, increasingly reliable, and affordable services between London Euston and Stirling.
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22
PROJECT TEAM OR PERSON AWARD (UNDER £5 MILLION)

ATG Scotland

Company Name
Network Rail
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The ATG Scotland Team has transformed its role from a maintenance function into a proactive engineering partner supporting all nine TME areas in Scotland. Rather than simply responding to requests, the team identifies opportunities to improve track quality, reduce track access requirements and deliver better engineering outcomes through the intelligent use of survey, design and asset data. The team's work delivers benefits across the whole of Scotland's Railway. Their survey and design solutions support safer, more efficient maintenance delivery while improving asset performance and track quality. They also play a critical role in supporting the West Coast Main Line safety case for tilting trains, ensuring one of the UK's most strategically important routes can continue to operate safely and reliably. The ATG Scotland Team is recognised for its collaborative and positive approach. They work closely with Maintenance, Works Delivery and Asset Management teams, sharing expertise and mentoring colleagues to help others succeed. Their willingness to support challenges outside their immediate remit has made them a trusted and respected team whose influence extends across the route. Innovation is at the heart of everything the team does. They have introduced mobile mapping, remote condition monitoring and bespoke survey and monitoring techniques that reduce the need for staff to be on or near the line while providing richer engineering data. By challenging traditional methods and embracing new technology, they have expanded the services available to Scotland's Railway. Through innovation, technical excellence and a commitment to improving the railway, they have become a route-wide enabler of safer maintenance, better asset performance and greater efficiency.
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Alstom 2026 Supplier Day and CSR Awards

Company Name
Alstom
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Alstom’s 2026 Supplier Day and CSR Awards were the culmination of nearly three years of supplier engagement, development and return of experience. The CSR Awards and Supplier Day have become an annual programme created by Alstom to engage and develop suppliers which brought together more than 200 stakeholders from across the rail sector, including suppliers, customers, government representatives, industry bodies, and business leaders. The event created a unique platform for strategic dialogue and knowledge sharing that extended far beyond traditional supplier conferences. The 2026 programme improved the communication, education and support provided to suppliers. Based on four key CSR pillars; Improve Health and Wellbeing, Kickstart Economic Growth, Drive Equal Opportunity and Fight Climate Change, Alstom developed a four-stage process to support suppliers' development. The Engagement phase consisted of a launch webinar and benchmark survey to establish the progress made from the 2025 Awards. This was followed by the Inspire phase, during which Alstom’s experts provided training and insights into our experience through a series of webinars and open discussions centred around our CSR pillars. The Submission phase gave the suppliers the opportunity to tell Alstom about the excellent work they have been doing which align with our CSR pillars, these were assessed, leading to the Awards where we shared the outcomes and celebrated the winners. There were two award categories, one for large companies and one for SMEs for each CSR pillar. The Benchmark Survey demonstrated Alstom had already supported significant supplier progress in the CSR areas, e.g. >10% more responses, and increased strategy, actions and management processes in all areas. The 2026 objective and results surpassed those improvements. In parallel, the Supplier Day agenda was developed to incorporate perspectives from Alstom’s UK Managing Director and senior leadership team and covered key topics including commercial strategy, sustainability, health and wellbeing, diversity and inclusion, property, government policy, export opportunities, and future market developments. A combination of presentations, discussion panels and networking sessions was used to communicate key messages and encourage cross-sector engagement. The event brought together representatives from customers, rolling stock companies, operators, the Department for Transport Operator, UK Export Finance, the Rail Industry Association, and the Rail Forum, creating an unprecedented environment for collaboration and shared learning. The event’s influence reached far beyond the rail sector. Discussions on sustainability, diversity, health and wellbeing, and social value reflected challenges faced across all industries. Suppliers were able to learn from best-practice examples, exchange innovative ideas and understand how stronger environmental and social performance can drive business success. This was a complex event and awards process to manage, combining supplier development with delivering a conference, which informed and motivated the UK supply base and built cross sector networking. The team managed the development and delivery, from venue selection to speaker and guest coordination and produced an innovative and inspiring event. Alstom will continue to develop this process and support our suppliers’ development in this vital area.
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Ben Spence

Company Name
Heathrow Airport
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Ben Spence demonstrated exceptional leadership and project management in successfully delivering the decommissioning of Heathrow's original TTS fleet after more than 20 years of service. The TTS fleet had operated continuously across the 6.6km guideway since opening, with the final operational shift completed on 25 February 2026. Recognizing the complexity of removing and decommissioning nine vehicles within a live operational environment, Ben led the planning and execution of the entire program from start to finish. Between September 2025 and February 2026, Ben coordinated the safe removal of all nine TTS vehicles from Heathrow Airport and oversaw their transfer to Alstom's Derby facility. This required extensive planning and close collaboration with Operations, Engineering, Logistics, Alstom, and external contractors to ensure resources, access arrangements, transport logistics, and operational requirements were all managed safely and efficiently. Through his leadership, all nine vehicles were successfully transferred by 13 March 2026. Following vehicle transfer, Ben led the decommissioning program, which commenced on 17 March 2026 and was completed on 19 June 2026. Working across multiple teams and stakeholders, he ensured that valuable assets were identified, recovered, and preserved for future operational use. As a result, components including couplers, axles, HVAC units, and numerous other critical parts were salvaged, delivering an estimated £2.9 million in recovered assets to the business. In addition to the significant financial benefit, Ben ensured the project was delivered responsibly and sustainably. Over 3,000kg of scrap metal was recycled, minimizing waste and maximizing environmental value from the retired fleet. Ben now leads the commissioning of 20 new TTS cars at Heathrow alongside the Operations team and Alstom.
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Claymills Level Crossing Renewal Project

Company Name
Network Rail, AtkinsRéalis & Global Rail Construction Ltd.
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The Claymills Level Crossing Renewal Team delivered an exceptional infrastructure renewal project, transforming a significant operational and maintenance risk into a safer, more reliable and future-proof railway asset. Bringing together Network Rail, AtkinsRéalis, Global Rail Construction, Works Delivery Off-Track, local maintainers and supply chain partners, the team successfully delivered a critical level crossing renewal in just seven months, a programme that would typically take 24 months, providing lasting benefits for passenger and freight services, maintainers and the local community. Located on a busy section of railway carrying approximately 154 train movements per day, Claymills Level Crossing provides critical access to a Severn Trent Water pumping station and is regularly used by heavy goods vehicles. The crossing had become increasingly difficult to maintain due to obsolete equipment, unavailable spare parts and a history of vehicle strikes caused by a narrow road widening causing HGV ‘stand offs’ on the crossing. Faced with a 52-hour possession opportunity, available only once every two years, through outstanding leadership, innovation and collaboration, the team not only achieved this objective but also improved operational reliability, enhanced maintainability, supported the local community and left a lasting legacy beyond the railway boundary. Initiative What sets the Claymills team apart was their determination to take ownership of a longstanding challenge, driving solutions and overcoming barriers rather than accepting traditional constraints. Rather than accepting the limitations of a traditional programme and allowing a high risk asset to remain in service for several more years, the team recognised the strategic importance of the available possession opportunity and re shaped the project around it. The team proactively identified opportunities to reduce programme durations, streamline review processes and accelerate approvals whilst maintaining safety and quality standards. They worked across organisational boundaries, bringing together signalling, civils, construction, maintenance and operational expertise to solve problems collectively rather than in isolation. Crucially, they did not wait for challenges to emerge. Potential risks relating to design, possession access, stakeholder requirements and project interfaces were identified and addressed early, enabling the team to maintain momentum throughout an exceptionally condensed programme. The result was the successful delivery of an urgently needed renewal project in just 7 months, avoiding the need to wait a further 2 years for the next viable possession opportunity. Impact The impact of the Claymills project extends well beyond the immediate delivery team. By replacing obsolete equipment with modern infrastructure, the project removed a significant operational and reliability risk from a key route in the East Midlands. The upgraded crossing provides a safer, more resilient and maintainable asset that supports both passenger and freight services travelling through the route every day. The scheme has also delivered direct benefits to frontline maintenance teams. New equipment removes the challenges associated with unsupported legacy assets, reduces maintenance burden and provides a reliable platform for future operation. In addition, the road approach to the crossing was widened to address the long-standing issue of HGV stand-offs significantly reducing the risk of barrier strikes and disruption to rail services. This improvement benefits train operators, freight customers, maintainers and level crossing users alike. The project also delivered measurable financial and sustainability benefits through the recovery and reuse of approximately (circa) £33,000 worth of materials, including anti-trespass mats and road traffic light posts, which were repurposed for use elsewhere on the network. Ultimately, what began as a local asset renewal became a wider operational improvement that will continue delivering benefits for years to come. Attitude Throughout delivery, the team's attitude set them apart. Despite operating under intense time pressure, the team maintained a positive, solutions-focused mindset and fostered a culture of trust, openness and shared accountability. Challenges were approached collaboratively, with individuals stepping beyond their traditional responsibilities to support the wider project objective. The team worked closely with local maintainers, delivery partners, neighbours and stakeholders, ensuring that everyone affected by the works had a voice in the project. This approach built strong relationships and generated widespread support for the scheme. Rather than focusing solely on contractual deliverables, the team took pride in improving the local environment. The completed project delivered upgraded fencing, improved site aesthetics and enhancements to the surrounding area. Local stakeholders have commented positively on the transformation, with the project team leaving the site in a significantly better condition than they found it. Innovation The most innovative aspect of the Claymills project was not the level crossing renewal itself, but the team's approach to delivering the replacement of one of the last remaining examples of this ageing level crossing technology on the route. Faced with a programme typically requiring 24 months, the team adopted a streamlined delivery approach that enabled completion in just 7 months through accelerated reviews, integrated planning and close cross-organisational collaboration, while maintaining safety, quality and governance standards. The team also successfully coordinated complex interfaces between signalling, civils and construction disciplines, including collaboration with Works Delivery Off-Track to undertake crossing deck extension works as part of a single integrated solution. This innovative approach enabled the project to make full use of the limited possession opportunity, solving a recurring challenge that could otherwise have delayed renewal for years The project demonstrates that innovation is not always about new technology. Sometimes it is about challenging the ‘industry norms’, finding smarter ways to collaborate and delivering better outcomes for the railway as one team. The Claymills Level Crossing Renewal Team demonstrated exceptional initiative, delivered transformational impact, maintained an outstanding attitude throughout a highly challenging programme and developed innovative ways of working that enabled a critical project to be completed in just 7 months rather than the typical 24. The result is a safer crossing, improved reliability for passenger and freight services, a more maintainable asset for front line colleagues, (circa) £33,000 of recovered value and a positive legacy for the local community. This was not simply a level crossing renewal. It was an example of people taking ownership, working differently and delivering lasting benefits for the railway and the communities it serves.
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Dafydd THomas

Company Name
Network Rail
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I am pleased to nominate Dafydd Thomas for his exceptional leadership and delivery of the Gobowen Resilience Scheme an outstanding example of applying systems engineering to achieve transformational outcomes within a project under £5 million. Dafydd demonstrated exceptional ownership from the outset, recognising that the flooding at Gobowen was not simply a drainage defect but a complex, interconnected systems issue. Rather than waiting for a defined brief, he proactively shaped the problem, identifying the interdependencies between railway assets, local watercourses, highways drainage, and surrounding development. He moved beyond traditional delivery by initiating and leading engagement with external stakeholders including the Environment Agency, Shropshire Council, local developers, a local college, and the Marches Forward Partnership to define a shared system-wide solution. His ability to independently reframe the challenge and drive alignment across organisations ensured that the right problem was solved from the beginning. Crucially, Dafydd embedded systems engineering principles throughout the lifecycle of the project. He established clear requirements, mapped interfaces between organisations and infrastructure systems, and facilitated option selection based on whole-system performance rather than isolated asset improvements. This ensured that decisions were evidence-led and focused on delivering maximum benefit across the entire catchment, rather than short-term or single-party gains. He also ensured that future climate scenarios and development pressures were considered, future-proofing the scheme against increasing weather volatility. The outcome of Dafydd’s systems-led approach is truly transformational. The Gobowen Resilience Scheme now delivers not only improved reliability and reduced flooding risk for the railway, but also enhanced resilience for the wider town, including highways and local properties. By addressing root causes such as flow conveyance, debris blockage risk, and catchment interaction the scheme significantly reduces the likelihood and severity of future flooding events. This is far more than a localised fix it is a “whole system” solution that provides long-term climate resilience benefits to multiple stakeholders. By driving the project from concept to construction in under 12 months with delivery partner SRSA, Dafydd has accelerated the realisation of these benefits, reducing risk to passengers, staff, and the community significantly earlier than would typically be achieved. This pace was achieved through disciplined programme management, early contractor involvement, and seamless integration between design, stakeholder engagement, and delivery. Dafydd has consistently demonstrated a positive, collaborative and resilient attitude throughout the project. He has fostered a strong sense of shared purpose across a wide and diverse stakeholder group, breaking down organisational silos and creating a culture of trust and cooperation. He has also prioritised knowledge sharing, engaging with the local college to provide insight into engineering and infrastructure resilience, helping to inspire future talent while strengthening community ties. His leadership style has had a direct impact on team morale maintaining momentum under tight timescales while keeping safety, quality and stakeholder engagement at the forefront. He has acted as a role model for collaborative working and modern railway delivery, embodying the values of partnership, professionalism, and innovation. Innovation has been central to the scheme, driven by Dafydd’s systems engineering mindset. A key example is the implementation of a fully automated trash screen powered by water and solar energy. Rather than relying on traditional, labour-intensive solutions, this intelligent asset forms part of the wider drainage system, ensuring optimal performance during high-flow events and integrating seamlessly into the broader flood management strategy. This innovation delivers multiple benefits: Safety: Reduces the need for maintenance staff to attend site in hazardous conditions Sustainability: Uses renewable energy sources to operate, lowering carbon impact Reliability: Ensures continuous system performance with minimal intervention Efficiency: Frees up maintenance resources to focus on higher-value activities This solution directly addresses a long-standing operational challenge in a smarter, safer, and more sustainable way, while exemplifying how innovation can be embedded within a wider systems solution. Through his initiative, leadership, and application of systems engineering principles, Dafydd Thomas has delivered a high-impact, collaborative and forward-thinking project that sets a new benchmark for smaller-scale rail schemes.
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Energy and Environment Team

Company Name
Avanti West Coast
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The Avanti West Coast Energy & Environment Team is nominated for its outstanding leadership in driving sustainability, energy efficiency, and environmental improvement across the organisation's station portfolio. The team has gone far beyond its core responsibilities, embedding a culture of continuous improvement, innovation, and long-term thinking that is delivering measurable benefits for passengers, staff, operational teams, and the wider business. The team's greatest strength is its proactive approach. Rather than simply responding to compliance requirements or isolated asset issues, the Energy & Environment Team has taken ownership of identifying opportunities to improve energy performance, reduce carbon emissions, and enhance operational efficiency across the estate. They have developed a strategic and coordinated approach that considers not only immediate needs but also long-term performance, carbon reduction, asset resilience, and value for money. Through detailed analysis, stakeholder engagement, and forward planning, the team consistently identifies opportunities for improvement before they become operational challenges. The impact of their work extends far beyond individual sites or departments. The team has established a clear framework for energy management and decarbonisation that supports Avanti West Coast's wider environmental ambitions. Their work has influenced investment decisions, improved energy performance, reduced operational carbon emissions, and created a repeatable model for future projects. By embedding whole-life thinking into decision-making, they have ensured that sustainability is not treated as a standalone objective but as an integral part of asset management and operational excellence. The benefits are being realised across the wider station portfolio, creating lasting value for the business. Equally impressive is the team's attitude and collaborative culture. They are widely respected for their positive, solutions-focused approach and their ability to bring together operational teams, technical specialists, station management, suppliers, and stakeholders around shared goals. They foster an environment where ideas are welcomed, lessons are learned openly, and challenges are addressed collectively. Their willingness to support colleagues, share knowledge, and maintain momentum even when navigating complex operational constraints makes them a trusted and influential team within the organisation. Innovation is embedded in everything the team does. They consistently challenge traditional approaches, using data, evidence, and emerging technologies to identify smarter ways of improving performance. The team has championed new methods of assessing energy use, evaluating carbon reduction opportunities, and prioritising investment based on whole-life value rather than short-term cost alone. Their commitment to continuous improvement, lessons learned, and replicable best practice ensures that successful approaches can be applied across the wider estate, delivering benefits well beyond individual initiatives. Through their initiative, measurable impact, collaborative attitude, and commitment to innovation, the Avanti West Coast Energy & Environment Team has become a driving force for positive change within the railway. Their work demonstrates how a focused and passionate team can influence an entire organisation, creating lasting environmental, operational, and cultural benefits that will continue to shape the future of sustainable rail travel.
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Freightliner Limited IT Team

Company Name
Freightliner
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In early 2026, Freightliner Limited's IT Team undertook one of the most complex business transformation projects in the company's history: the separation of the Intermodal and Heavy Haul businesses following the sale of the Intermodal operation. The scale of the challenge was significant. Numerous interconnected systems across rail operations, engineering, terminal operations and corporate services had evolved over many years to support a single business structure. These systems now needed to be replicated, separated and reconfigured to operate independently, whilst simultaneously being disentangled from the parent company's US-based infrastructure. This was not a project with an established blueprint - many of the systems were deeply interdependent, making the separation exercise unprecedented in complexity. Every stage required meticulous planning, rigorous testing and precision execution to ensure critical business functions continued to operate safely and effectively as the project progressed. What makes this achievement even more remarkable is that the work was undertaken entirely by the existing IT team, without additional resources, whilst continuing to deliver day-to-day support for a 24/7 freight rail business. The team was responsible for maintaining systems critical to every aspect of Freightliner's operations, including planning, rostering, terminal technologies such as VBS and OCR, business intelligence reporting, payroll interfaces and workforce time recording systems. Any significant disruption could have had immediate consequences for operational performance, customer service and employee pay. To achieve the separation successfully, team members regularly worked evenings, weekends and out-of-hours periods to minimise operational impacts. In many cases there was no established precedent for the work being undertaken. Some system separations required the team to navigate unknown dependencies and develop solutions in real time, often operating on a careful test, learn and adapt basis whilst managing significant operational risk. However, the separation itself was only part of the challenge. For the past nine months, the team has been operating in an exceptionally demanding environment, supporting two independent businesses through complex Transitional Service Agreement (TSA) arrangements whilst meeting the expectations of two separate and highly demanding shareholder groups. Throughout this period, they have successfully balanced competing priorities, differing stakeholder requirements and ongoing operational demands, all whilst ensuring the railway operations for both businesses continued to function effectively every single day. The operational business is heavily dependent on IT systems to deliver services safely and efficiently, and the team has demonstrated unwavering commitment in maintaining that support. They have provided timely and transparent communication to stakeholders, ensuring the business remained informed and updated throughout every stage of the programme. When potential operational issues arose, they reacted immediately, working collaboratively across departments to minimise impact and protect business continuity. The pressure associated with this work has been considerable. At times, frustration and anxiety naturally emerged across the wider organisation as major changes were implemented. Throughout, the IT Team remained calm, professional and diplomatic. They consistently approached challenges with positivity and good humour, balancing technical expertise with strong stakeholder management skills. Their ability to absorb pressure, navigate uncertainty and maintain constructive working relationships has been instrumental in the success of the programme. Above all, the team has displayed exceptional resilience. They have repeatedly risen to new challenges, adapted when plans changed, learnt from setbacks and continued to deliver against demanding deadlines. Their professionalism has ensured not only the successful delivery of a major business transformation programme, but also the continued safe and reliable operation of Freightliner's rail services. The result has been the successful creation of independent IT environments capable of supporting two separate businesses, delivered with minimal disruption to operations. The project has enabled a significant corporate transaction to be completed while protecting operational performance, employee experience and customer service. The Freightliner Limited IT Team has demonstrated excellence in project planning, execution, innovation, stakeholder management and teamwork. Their dedication, resilience and commitment to delivering transformational change while maintaining operational stability make them exceptionally deserving recipients of the Rail Staff Awards 2026 Project Team Award Supporting Statement from Chris Lawrenson, CEO: “Over the past nine months, this team has delivered one of the most significant and complex transformation programmes that Freightliner has undertaken in recent years. What makes this achievement particularly exceptional is that it was delivered without additional resource and alongside the team's day-to-day responsibilities. Throughout the programme, they have continued to support a business that relies on technology for virtually every aspect of its operation and at no point have they lost sight of their responsibility to keep the railway moving, balancing competing priorities whilst maintaining focus on the operational needs of the business. The Freightliner IT Team exemplifies the very best of our organisation. Their technical expertise, teamwork, innovation, dedication and commitment to excellence have delivered transformational change whilst maintaining the trusted services upon which our customers, colleagues and operations depend. I can think of no team more deserving of recognition, and I strongly commend them to the judges for the Rail Staff Awards 2026 Project Team Award”. Supporting Statement from Richard Montague Fuller, CFO: “What impressed me most has been the way the team conducted themselves throughout the programme. They communicated openly and transparently, keeping colleagues informed and engaged during periods of significant change. When challenges arose, as they inevitably do in a programme of this scale, they responded quickly and calmly, always focused on protecting operational performance and business continuity. The team frequently worked evenings, weekends and outside normal hours to minimise disruption to our business and operations. Yet despite the intensity of the workload and the pressures placed upon them, they have consistently demonstrated professionalism, good humour and a collaborative spirit. Their collective resilience has been extraordinary. Time and again they have adapted to changing circumstances, overcome setbacks and delivered against demanding deadlines. Their efforts have not only enabled a successful business separation but have also safeguarded the reliability and performance of the railway throughout the transition”.
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GTR Brighton Pride Team

Company Name
GTR
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This year, the GTR Brighton Pride team successfully delivered another safe and professional event, which saw over 300,000 customer journeys to and from Brighton and Hove by rail over the weekend. Even with the added challenges of drought-like conditions, a horrific attack on another Pride event a week before and an extra concert at Preston Park on the Friday night, the team performed exceptionally well. Events like Pride can’t happen without many people playing their part. The team brought together colleagues from over 30 departments at GTR and facilitated the necessary conversations and cross-functional working, all while keeping everyone engaged and informed throughout. With the extra concert on the Friday, they actively engaged with the organiser from the outset, understood its impact and worked constructively to refine multiagency plans, all of which led to a result that effectively balanced the needs of customers, event organisers and the railway. Just a week before the event, the team learned of the appalling attack at an LGBTQ+ event in Berlin. Immediately, they worked across company lines to provide comprehensive reassurance for Brighton Pride attendees, determined to ensure it remained the safe, inclusive event it should be. Despite this happening during the busiest stage of the planning process, the team handled it effectively and sensitively without losing focus on the wider operation, giving colleagues and partners confidence that the team could respond calmly and positively to an evolving situation. The team worked collaboratively with internal and external partners throughout, integrating more closely with the city-wide operation than ever before. Working with other agencies, the team amplified key health messaging to customers, helping ease pressure on the city’s medical resources. They also made GTR’s tabletop exercise more effective by linking more scenarios to the wider event, encouraging colleagues to consider the impacts of their actions beyond the rail network. Some team members also helped develop GTR’s plans for the Qatar Goodwood Festival, which took place during the same weekend, willingly sharing their expertise and resources to support colleagues beyond their immediate operation. Keen to avoid a ‘same again’ philosophy, the team identified that the way information was traditionally presented could be improved and devised a way to convey key event information in a new, more bite-sized and accessible format, which saw colleague engagement with the plans triple. Frontline teams went into the weekend better informed, clearer about their role within the on-the-day operation and more empowered to provide excellent customer service. They also planned and implemented ‘Surprise and Delight’ initiatives to help customers and staff feel more connected to the event, in response to feedback from the previous year. These weren't changes for change's sake - each was designed in response to feedback or an identified need, turning learning from previous events into practical improvements. Looking to the future, managers across GTR were given opportunities to shadow the operation, developing capability for future Silver-level command roles. The team achieved far more than simply delivering a successful Brighton Pride. They strengthened collaboration within and beyond GTR, introduced effective new ways of working, developed future capability and supported an event that means so much to those who attend. Their impact will continue well beyond Pride weekend, as their work leaves GTR better prepared for future major events. They are thoroughly deserving of this award.
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GTR Infrastructure Projects Team

Company Name
Public Transport
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I am proud to nominate the GTR Infrastructure Project Team for a Rail Staff Award in recognition of their exceptional contribution to improving the railway for passengers, colleagues, communities, and the environment. The team has delivered significant improvements across the network, preserving the rich rail heritage of stations such as Lewes while modernising facilities for passengers, with this successful approach continuing through major projects including Peckham Rye. Customer experience has been significantly enhanced through the installation of upgraded CCTV systems, improving safety and security for passengers and staff alike. The team has also demonstrated a strong commitment to accessibility, delivering Access for All footbridges, helping to create a more inclusive railway and enabling passengers to travel with greater independence and confidence. The team's commitment extends beyond passengers. By creating and enhancing staff mess facilities, they have improved colleague wellbeing, providing more welcoming and comfortable spaces that support teamwork, morale, and productivity. The team has demonstrated a strong commitment to environmental sustainability by delivering new solar energy initiatives, including solar panel installations, alongside a range of green projects that reduce carbon emissions, improve energy efficiency, and support a more sustainable railway for future generations, and continuing to look for new inititives. Through their innovation, dedication, and collaborative approach, the GTR Infrastructure Project Team has delivered outstanding improvements in rail heritage, passenger safety, accessibility, staff welfare, and environmental sustainability. They are a shining example of excellence within the rail industry and are highly deserving of this award.
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Hither Green Sand Pit Project Team

Company Name
Network Rail
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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.
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Keeping Trains Safely Moving Programme Team

Company Name
Network Rail
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Why the Keeping Trains Safely Moving Programme Team Has Been Nominated Initiative The Keeping Trains Safely Moving Programme Team demonstrated exceptional ownership and initiative throughout the national rollout of Rail View Live (powered by GoodSAM). Rather than simply implementing a new technology, the team proactively identified a growing operational challenge: control centres were increasingly managing complex incidents with limited information, unclear locations and reduced situational awareness. Recognising the risks this posed to passengers, staff and railway operations, they took responsibility for finding a solution before it became a larger operational issue. The team actively sought lessons from the Kent & Sussex trial, engaged with key stakeholders across early adopter routes, and worked collaboratively with Anglia to develop a robust rollout plan. They anticipated potential barriers by securing agreement with national union representatives and successfully navigating the Data Protection Assurance System (DPAS) process. Their proactive approach ensured that the rollout could be delivered efficiently, safely and at pace across the organisation. Impact The impact of the team's work extends far beyond a local operational improvement. Rail View Live has become a transformative capability with benefits across the national railway network. By enabling live video, location sharing, secure messaging, file sharing and real-time streaming, the platform provides control centres with significantly enhanced situational awareness during incidents involving vulnerable people, trespass, violence, level crossing misuse, bridge strikes and major service disruption. This allows incident responders to make faster and more informed decisions, deploy the correct resources sooner, reduce unnecessary delays and improve safety outcomes. The team's work has delivered a genuine step change in incident management capability. Following the successful Anglia implementation, the solution was rapidly adopted across other routes and expanded into Fleet Desk operations, National Operations Control, drone deployments and engineering responses. Their efforts have created a nationally available capability that supports safer railway operations and better outcomes for passengers, staff and partners. Attitude Throughout the programme, the team consistently demonstrated a positive, resilient and collaborative attitude. Delivering a national change programme required extensive engagement with operational teams, route stakeholders, unions, information governance specialists and technology partners. The team approached these challenges constructively, building trust and maintaining momentum throughout the rollout. Their commitment to collaboration ensured that concerns were addressed early, feedback was incorporated into deployment plans, and stakeholders felt genuinely involved in the process. By focusing on shared outcomes rather than individual success, they created strong partnerships across the organisation and set an example of the behaviours and values required to deliver meaningful operational improvement. Innovation The introduction of Rail View Live represents a highly innovative response to a longstanding industry challenge. Rather than relying solely on traditional voice communication, the team embraced modern digital technology to provide operators with real-time visual intelligence directly from incident locations. The solution allows callers to securely share live video through a simple browser link without downloading an application, while also enabling location sharing, multilingual secure messaging, drone streaming and AI-supported documentation. This innovative approach transforms how incidents are assessed and managed, providing operational teams with information that was previously unavailable in real time. By successfully introducing and embedding a new way of working across the railway, the team has not only solved a recurring operational frustration but has also established a platform that supports future developments, including greater interoperability, enhanced emergency response coordination and the industry's transition towards next-generation multimedia communications. The Keeping Trains Safely Moving Programme Team is therefore deserving of recognition for combining initiative, impact, attitude and innovation to deliver a nationally significant improvement that is helping to keep passengers, staff and the railway safer every day.
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Lisa Stanford

Company Name
Greater Thameslink Railway
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Few railway projects touch every working day of so many people, but Lisa Stanford has led a major uniform transformation for around 5,000 frontline colleagues, delivered within the under £5 million award category. It is one of the largest uniform rollouts for a UK rail company, but her achievement goes far beyond clothing. She has created a programme built around listening, inclusion, confidence, sustainability and lasting social value. Lisa began by listening. More than 1,000 colleagues responded to her uniform survey, and she established a working group representing different roles and all four GTR brands. She visited stations and depots with samples, acted on feedback garment by garment, and followed this with a 40-person wearer trial and six days of size validation involving more than 90 colleagues. That engagement produced meaningful change: more breathable fabrics, improved fit, female-fit options and practical hot-weather clothing. Working with the Disability Employee Network, Lisa helped remove wool, source quieter fabrics and reduce labels and other features that could cause sensory discomfort. These weren’t cosmetic alterations. They were thoughtful responses to colleagues who needed to feel comfortable, respected and confident throughout their working day. Colleagues felt the difference immediately. One called it the “best uniform we have ever had”. Another praised the materials, quality and detail as “just amazing”, adding that the garments were “so comfortable”. A further colleague wrote that the brighter uniform “gives a lift to your attitude and confidence” and described the fit as “perfect”. Another summed up the deeper impact simply, saying the new uniform “makes you stand a little taller”. By the end of August, nearly 5,000 orders had been dispatched. Lisa combined empathy with disciplined project leadership. She coordinated experienced designers, suppliers, operational teams and colleagues across four brands; managed complex fit changes; challenged delivery and freight risks; and protected a highly visible rollout through significant external pressures. The programme was delivered within the time frame and to budget, strengthening its fit as a project-led achievement as well as a colleague-focused transformation. The refreshed design also introduced larger logos and reflective detailing intended to help customers identify colleagues more easily. Her most powerful wider impact may be what happens when the old uniform is no longer needed. Lisa chose not to let it simply become waste. Approximately 7,000 unworn surplus items were directed to charities, while branded garments entered a secure process designed to divert collected material from landfill. Lisa also worked with charities including Suited & Booted, which is using suitable clothing to help unemployed and low-income men approach interviews and employment with confidence. Through Level Trust’s Uniform Exchange, GTR shirts, skirts and trousers can also help children and families facing financial pressure feel ready for school. Lisa has shown exactly how a project under £5 million can deliver a lasting railway legacy. Through clear planning, inclusive engagement and careful delivery, she improved everyday working life for colleagues, made frontline teams more visible to customers, reduced waste, and created social value far beyond the railway.
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Maybole P-way

Company Name
Network Rail
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The Maybole P-Way team demonstrated exceptional initiative during the Stranraer and Glasgow SouthWestern line blockades, transforming disruptive access into a major opportunity to improve railway condition, reliability and resilience. Through careful planning, collaboration and proactive maintenance, they delivered significant infrastructure improvements at a fraction of the normal cost. Initiative Rather than simply completing planned tasks, the team identified and prioritised high-risk assets, integrating additional work into blockade periods. They proactively addressed emerging defects and maintenance backlogs before they could impact performance or safety. Impact The team delivered extensive renewals and repairs, including bridge bearer replacements, switch renewals, drainage improvements and track quality enhancements. Their work improved reliability, reduced future maintenance risk and achieved significant efficiencies through daytime working and close stakeholder integration. Attitude The team consistently displayed a positive, professional and safety-focused attitude. They embraced challenges, worked collaboratively across disciplines and maintained a strong commitment to delivering the best outcomes for the railway. Innovation By maximising disruptive access and combining multiple workstreams into planned possessions, the team developed a smarter, more efficient delivery model. Their integrated approach significantly increased output, reduced costs and minimised future disruption to passengers and freight customers.
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Mikhaila Pratt

Company Name
FirstGroup plc
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Mikhaila Pratt is an exceptional Project Manager who consistently demonstrates ownership, initiative, and a commitment to delivering successful outcomes across Avanti West Coast's station improvement programme. During FY25/26, she has led the delivery of multiple decarboniation and asset improvement projects, including Energy Efficiency BMS upgrades at Carlisle and Preston, Voltage Optimisation schemes at Stoke, Rugby and Carlisle, the Air Source Heat Pump installation at Crewe, and ventilation improvement works at Crewe. What sets Mikhaila apart is her proactive approach to project delivery. Rather than simply managing programme activities, she actively identifies potential risks and stakeholder concerns at an early stage, ensuring they are addressed before they can impact delivery. Her ability to take ownership and maintain momentum has been instrumental in progressing complex projects through governance, design, approvals, and implementation. Mikhaila has had a significant impact on the wider programme through her exceptional stakeholder management skills. She builds strong relationships across departments and engages stakeholders early, securing approvals and sign-offs efficiently while maintaining alignment between operational, technical, commercial, and safety requirements. This collaborative approach has removed barriers, accelerated decision-making, and enabled projects to progress smoothly through delivery. Equally important is Mikhaila 's attitude and influence on those around her. She is consistently positive, approachable, and solutions-focused, even when navigating challenging project constraints. Her calm and professional manner inspires confidence among colleagues and stakeholders alike, making her a trusted and respected member of the team. She actively encourages collaboration, promotes a one-team culture, and serves as a role model for professionalism and accountability. Through her reliability, proactive leadership, stakeholder engagement, and unwavering commitment to successful project outcomes, Mikhaila embodies the qualities of an outstanding Project Manager and is a highly deserving candidate for this award.
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Network Rail Wales & Borders & TfW Alliance Team

Company Name
Network Rail and TfW
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Wales faces a challenge that no other part of Britain faces. As rail reform progresses, Transport for Wales will remain outside Great British Railways. That means Wales cannot simply follow the model being developed elsewhere for bringing track and train closer together. Rather than seeing this as a barrier, the Network Rail Wales & Borders and TfW Alliance Team saw it as an opportunity to do something different. In just six months, the team designed, developed and secured approval for a first-of-its-kind Alliance Framework Agreement that creates a simpler, more joined-up way of working between the two organisations. Delivered for less than £30,000, the project provides a practical alternative to formal integration, enabling both organisations to make better decisions together, solve problems together and focus on shared outcomes, while retaining their separate responsibilities. This was no small undertaking. Colleagues from operations, commercial, finance, governance, legal and organisational change came together across organisational boundaries to tackle challenges that had no ready-made solution. Along the way, they navigated rail reform, government priorities, political change and elections and complex governance requirements, all while maintaining momentum and building support. What makes this achievement particularly impressive is the pace, value and quality of delivery. As far as we're aware, no comparable alliance has been developed and implemented in such a short timeframe. Yet speed never came at the expense of quality. The result is a robust framework designed not just to improve collaboration, but to fundamentally change how the railway is planned and delivered across Wales and Borders. Most importantly, the Alliance is already delivering results. New Alliance Joint Tasks are emerging through the pipeline, proving that the framework is doing exactly what it was designed to do: turning shared ambition into practical action. What started as a contract has become a platform for continuous improvement, future opportunities and a stronger, more mature partnership between Network Rail and Transport for Wales. The benefits extend far beyond the organisations themselves. Passengers, freight users, governments and railway colleagues all stand to benefit from a more joined-up, efficient and customer-focused railway. The Alliance creates the conditions for better decisions, clearer accountability and stronger partnership working across Wales and Borders. Crucially, it also supports the ambitions set out in the UK and Welsh Governments' Memorandum of Understanding on rail reform, providing a practical mechanism for delivering closer working between infrastructure and operations within Wales' unique constitutional and political context. For less than £30,000, this team has delivered something with the potential to shape the future of rail in Wales for years to come. Put simply, this team didn't wait for the future to arrive. They designed it. In one of the most complex operating environments in Britain, they found a way to bring organisations closer together when formal integration wasn't an option. The Wales & Borders Alliance is far more than a contract. It is an enduring partnership that is already delivering benefits today, creating opportunities for tomorrow, and providing the foundation on which rail reform in Wales will be delivered for years to come.
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Operation TAPAS

Company Name
c2c Railway
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Operation TAPAS Key Achievements • Approximately 1,500 additional frontline staffing hours delivered per period, increasing visible staffing and gateline coverage across the c2c network. • Early assessment identified an estimated 2:1 return on investment, demonstrating significant financial benefit. • Gateline exits increased by 7.5% at TAPAS locations compared with the week immediately before implementation. • Three of the four highest gateline transaction weeks recorded since 1 April occurred while TAPAS was operating. • Three of the top five weeks for peak CPAY revenue and three of the top four weeks for off-peak CPAY revenue were recorded at TAPAS locations during the project. • Ticketless travel reduced from 2.02% to 1.78%, with invalid ticket use falling to 0.59%. • Refusals reduced significantly from 3.49% to 2.47%. • Customer satisfaction regarding station staff availability increased from 70.8% to 75.0%. • Station personal safety scores increased from 78.8% to 81.5%. • On-board personal safety score
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Perth DU Off Track team - Barnhill Grazing Project – Delivering Sustainable Lineside INNS Management

Company Name
Network Rail
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The Barnhill Grazing Project is an innovative, low-cost approach to lineside vegetation management, demonstrating how nature-based solutions can deliver tangible operational, environmental, and financial benefits to the railway. In response to ongoing challenges around vegetation control, asset visibility, and the management of invasive non-native species (INNS), the Perth DU Ott-Track team implemented a controlled grazing solution using sheep. This simple but highly effective intervention provides a sustainable alternative to traditional mechanical and chemical methods, while supporting wider CP7 and Climate Ready Plan ambitions. The project has delivered measurable benefits across multiple areas: INNS management – targeted grazing contributes to the suppression and control of invasive species, reducing their establishment and spread while minimising reliance on herbicide treatment Cost efficiency – a low-cost, low-intervention solution, providing financial strong value Sustainability and carbon reduction – significantly reduces the need for fuel-intensive plant and chemical treatments, supporting decarbonisation and environmental objectives Biodiversity and land management – promotes a more balanced ecosystem, enabling native species to thrive alongside effective vegetation control The project aligns strongly with modern asset management principles, embedding risk-based decision-making and sustainable practice into routine operations. What sets the Barnhill Grazing Project apart is its simplicity, scalability, and replicability. It challenges conventional delivery models and provides a practical solution that can be adopted across other parts of the network to improve resilience and environmental performance. Delivered through effective collaboration between maintenance, asset management, and local land stakeholders, the project has successfully translated an unconventional idea into a proven, high-performing intervention. This nomination recognises a project that delivers meaningful impact across safety, sustainability, cost, and asset performance—demonstrating that innovative thinking and nature-based solutions can play a key role in the future of railway infrastructure. The project has attracted both internal and external media attention, including coverage from STV News and Bauer Media. This external recognition reinforces the project’s value beyond operational delivery, showcasing the railway as progressive, environmentally responsible, and open to innovative, nature-based approaches. It has also helped raise awareness of sustainable land management practices and strengthened positive engagement with local communities and stakeholders. article available at https://www.networkrailmediacentre.co.uk...
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Raheema Majid

Company Name
BTTC Infrastructure Ltd
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Raheema does far more than manage programme, cost and actions. She takes responsibility for difficult situations, builds trust across challenging stakeholder groups, and finds practical routes forward where schemes are at risk of stalling or becoming unviable. Her calm, resilient and collaborative approach has repeatedly maintained momentum in environments where relationships, technical assurance and commercial pressure are hard to balance. Salford Undercroft is the clearest example. The scheme was highly political and had already faced around two years of difficulty. By the time Works Delivery became involved, stakeholder confidence was deteriorating and there was a genuine risk of the project stopping altogether. Raheema rebuilt the relationship between Network Rail, ArchCo and the wider stakeholder group, while ensuring that significant design and assurance concerns were confronted rather than worked around. She also identified a smarter and more commercially efficient route to delivery. By using Works Delivery engineering capability to provide the required assurance, the team developed an alternative to the traditional ASPRO route, reducing unnecessary cost while maintaining full governance and technical assurance. Her impact extends well beyond a single scheme. Across her portfolio and particularly when projects are under pressure, Raheema shows consistent initiative, strong leadership and sound decision-making. She creates confidence, unlocks stalled issues and turns complexity into delivery, which makes her a highly deserving candidate for this award.
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Telent Team Scotland (RETB Project)

Company Name
Telent
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Overview Throughout the RETB Project, Team Scotland has demonstrated exceptional performance in delivering for the customer, consistently providing value beyond contractual requirements to support the safe, reliable, and efficient operation of RETB in Scotland. Through proactive attitudes, innovation led thinking, and deep operational understanding, the team has addressed key performance challenges, identified and mitigated faults/issues early and delivered measurable improvements to railway performance. Our Customer-First Mindset At the core of the project team’s approach is a strong customer-first mindset, driven by personal accountability and pride in delivery. Team Scotland ‘s approach to the RETB project is driven by a desire to support frontline staff, reduce operational challenges, and improve the overall railway experience. This mindset drives behaviours such as: • Going beyond contractual obligations • Responding proactively to issues • Showing initiative and taking ownership of delivering solutions Supporting a Challenging Operational Environment The West Highland Line presents some of the most complex operational challenges in the UK rail network, including: • Infrastructure constraints and delays • Environmental risks such as rockfall • High levels of unexplained delays • Operational inefficiencies in key processes These challenges have contributed to poor Public Performance Measure (PPM) outcomes, requiring targeted intervention and innovative solutions. The team has played a critical role in supporting Network Rail to address these challenges and improve performance. Continuous Support Delivering Operational Reliability A defining feature of the team’s approach is the provision of continuous, informal & impactful support to the railway. This includes: • Supporting day-to-day operations of live systems • Supporting operational troubleshooting • Responding to technical issues and system failures • Providing expert advice to operational teams The Project has delivered and supported RETB systems, acting not only as a contractor but as a trusted partner to Network Rail and operators, this support is driven by a commitment to keeping the railway operational and minimising disruption for passengers and freight. Preventing Disruption and Keeping Trains Running The team has played a critical role in preventing service disruption, particularly in relation to RETB radio systems. When failures occur, trains risk being halted or downgraded to restricted operating methods, which can lead to significant delays or replacement bus services. In multiple instances, the team has: • Responded immediately to urgent requests • Travelled to site without contractual obligation • Resolved issues to restore full operation These interventions have directly enabled trains to continue running, delivering clear and immediate benefits to customers. Delivering Value Beyond Contract The team consistently delivers value for money by leveraging relationships and working collaboratively to reduce costs. Examples include: • Accessing track and operational support without incurring standard costs • Coordinating with stakeholders to share resources • Avoiding unnecessary expenditure through efficient problem solving In one example, support provided by Network Rail avoided costs typically associated with track access, demonstrating how collaboration delivers tangible financial benefits alongside operational improvements. Delivering Targeted, Customer-Driven Innovations Innovation in Team Scotland is driven by real customer needs. The RETB Project team works collaboratively with frontline staff to develop and deliver a suite of targeted innovations designed to address specific operational challenges. This ensures that all innovations are practical, relevant, and focused on delivering improvements. Innovations include: RETB Enhancements o Reduction in token exchange time from 9 seconds to 2.8 seconds o Reduced dwell times and improved operational efficiency o Lower workload for signallers Automated TRUST Reporting o Fully automated performance reporting o Improved data accuracy and delay attribution o Enhanced passenger information through better CIS data Delivering Measurable Customer Benefits These innovations deliver clear, measurable improvements for the customer, including: • Performance buffer improvements of 2–3 minutes per service • Reduction in PPM failures by over 12% • Reduction in unexplained delays by over 23% In addition, improvements in reporting accuracy and operational efficiency contribute to: • Better passenger information • Improved service reliability • Reduced disruption These outcomes demonstrate a strong focus on delivering tangible value to the customer. Deep Understanding of Customer Operations The team’s effectiveness is underpinned by a deep understanding of the operational environment; working closely with a variety of stakeholders, the team gains early insights into operational constraints, performance challenges, and safety considerations. This enables them to develop solutions that are not only technically sound but also operationally viable and impactful. Enhancing Safety and Performance In addition to maintaining operations, the team contributes to improving safety and performance. Examples include: • Monitoring of user worked crossings • Early detection of infrastructure risks • Improved operational visibility These enhancements ensure that safety and performance improvements go hand in hand, delivering a better overall outcome for the railway. Mentoring the Next Generation Team Scotland also recognises that delivering for the customer includes investing in the future workforce. By employing and supporting apprentices, the team provides structured, hands-on experience within a real operational railway setting, enabling individuals to develop technical knowledge and practical competence from the outset of their careers. This creates meaningful social value by opening up employment opportunities, skills development, and helping to build a sustainable pipeline of rail talent. Through this commitment, the RETB Project team is not only improving performance for today’s customers but also helping to prepare the next generation to contribute positively to the railway and wider community. Sector-Wide Impact The impact of the team’s work extends beyond individual projects and contributes to broader sector outcomes, including: • Improved reliability of rural rail services • Enhanced collaboration between organisations • More effective use of resources • Development of practical, scalable innovations These outcomes demonstrate how customer-focused delivery can generate lasting value across the railway network. Conclusion Team Scotland's approach to the RETB project exemplifies excellence in delivering for the customer. Through continuous support, proactive intervention, and customer-driven innovation, they have ensured the reliable operation of critical rail infrastructure while delivering significant value to stakeholders. Their commitment to going above and beyond, combined with a deep understanding of customer needs, has resulted in measurable improvements in performance, safety, and efficiency – making the RETB Project a standout candidate for this award.
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Tom Causebrook

Company Name
GTR
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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.
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Vertiv Battery Refurbishment Division

Company Name
Vertiv
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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.
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Wales & Western Advanced Timetable Team and Wales & Borders Investment Team

Company Name
Network Rail
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The Wales & Western Advanced Timetable Team (ATT) and the Wales & Borders Investment Team are being recognised for delivering a strategic rail planning project that is shaping the future railway in Wales while also delivering immediate operational benefits for passengers and operators. Together, the teams led the Cardiff Area Strategic Advice programme, a complex project focused on understanding how Cardiff Central and the wider South Wales network can accommodate significant future passenger and freight growth whilst maintaining a reliable and resilient railway. Working collaboratively with Transport for Wales, Welsh Government, Department for Transport, passenger operators, freight operators and Network Rail colleagues, they created a shared evidence base to support future investment and service decisions. The project assessed a wide range of proposed schemes and service aspirations including Cardiff Crossrail, Cardiff Central Enhancements, Cardiff West Junction Upgrade, the Burns Stations Programme, Cardiff-Bristol service enhancements, Cardiff-Liverpool services, Midlands Rail Hub connectivity, Cardiff-Abergavenny local services, the Abertillery extension, additional Maesteg services and future freight growth associated with Tata Steel's Electric Arc Furnace development at Port Talbot. What sets this team apart is the initiative they demonstrated throughout the project. While undertaking the Cardiff analysis, ATT identified emerging capacity risks beyond the original scope of the work. Recognising that proposed service growth in both South Wales and the Bristol area could create future operational constraints, the teams took ownership and proactively initiated a wider South Wales-Bristol Capacity Study rather than waiting to be commissioned. This required them to bring together stakeholders from across organisational, route and geographical boundaries, aligning different priorities and ambitions around a shared objective. Through regular workshops, collaborative problem-solving and independent technical analysis, they created a common understanding of future challenges and opportunities across one of the most important cross-border rail corridors in the UK. The teams consistently demonstrated a positive, solution-focused attitude. They successfully navigated competing stakeholder interests, encouraged constructive challenge and built confidence through transparent engagement and evidence-based recommendations. Their professionalism, resilience and collaborative approach ensured that stakeholders remained engaged throughout the process and developed collective ownership of the outcomes. The project also showcased innovation. Rather than assessing individual schemes separately, the teams developed a phased Indicative Train Service Specification that enabled multiple service aspirations and infrastructure interventions to be assessed together. This provided a much clearer understanding of cumulative network impacts, future dependencies and investment priorities, allowing stakeholders to make better-informed decisions about the future railway. This was far more than a traditional planning exercise. The teams identified opportunities, solved problems before they emerged and created a strategic framework that is now influencing the future development of the railway in Wales. ________________________________________ Tell us what impact this team has made? The impact of this project has been significant and continues to influence decision-making across Wales and the wider rail industry. One of the most immediate benefits was the identification of operational improvements at Cardiff Central. Through detailed timetable and capacity analysis, the teams challenged existing assumptions regarding train movements and station operations. Recommendations from the work have contributed to improved performance and operational resilience, benefiting passengers, train operators and operational teams through a more reliable railway. The project also delivered the first comprehensive assessment of how major rail investments and service aspirations interact across Cardiff and the wider South Wales network. This has provided a robust evidence base to support decision-making on major strategic programmes including Cardiff Crossrail, Cardiff Central Enhancements, Cardiff West Junction Upgrade, the Burns Programme and future Metro and Main Line service developments. Perhaps the most transformative impact came from the South Wales-Bristol Capacity Study. By proactively identifying future constraints before service commitments became embedded in business cases and delivery plans, the teams enabled the industry to understand the cumulative impact of multiple proposals across the corridor. This gave stakeholders the opportunity to address challenges early, reducing future risk and improving the likelihood of successful delivery. The study also transformed relationships between organisations. By bringing together Network Rail routes, Transport for Wales, Welsh Government, Department for Transport representatives, passenger operators and freight stakeholders, the teams created a shared understanding of future network requirements. This common evidence base has improved collaboration, strengthened trust and enabled more effective cross-border planning. The work is already helping inform investment and funding discussions by identifying the infrastructure interventions required to unlock future growth. It has provided stakeholders with greater confidence in future planning and ensured that conversations about investment are grounded in a clear understanding of network capability and operational constraints. The project has also safeguarded opportunities for future freight growth while supporting passenger service aspirations. This includes consideration of future freight demand associated with Tata Steel's transition to Electric Arc Furnace production at Port Talbot and wider rail freight growth objectives, ensuring that future railway planning supports both economic growth and sustainability goals. Importantly, the benefits extend well beyond the completion of the studies themselves. The relationships, evidence base and collaborative planning approach established through this work continue to shape how the industry works together. Decisions are now being made with a clearer understanding of their wider network impacts and dependencies, helping to avoid fragmented planning and delivering better outcomes for passengers and freight customers alike. For a project delivered with a value under £5 million, the scale of influence and benefits achieved has been exceptional. The teams demonstrated initiative by identifying challenges before they became problems, innovation through new approaches to capacity and timetable planning, a consistently positive and collaborative attitude, and an impact that extends across operational performance, future investment planning and strategic railway development. Through their leadership, expertise and commitment, the Wales & Western Advanced Timetable Team and the Wales & Borders Investment Team have delivered a project that will shape the future of rail in Wales for years to come and are highly deserving of recognition in the Rail Staff Awards Project Team (Under £5 Million) category.
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19
RAIL AMBASSADOR OF THE YEAR AWARD

Andrew Perry

Company Name
Great Western Railway
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Please tell us why you have nominated this individual
From 15 to almost 1000 apprenticeships! Andrew built and continues to lead GWR’s Apprenticeship programme. Nationally recognised for best practice, this year GWR was the first ever Train Operator (TOC) programme to achieve Platinum status from the national accreditation body Investors in People We Invest in Apprentices. This would not have happened without Andrew. His vision, passion and unwavering commitment have transformed apprenticeships at GWR and made a lasting impact across the rail industry. Recognising a critical gap in attracting and developing future talent, he took the initiative to create GWR's Apprenticeship Programme in 2010 with just 15 apprentices. Far more than a standard apprenticeship scheme, he developed an innovative programme that combines vocational training, work experience, academic learning, personal development and the Duke of Edinburgh Award, creating life-changing opportunities for hundreds of young people and adults. His impact has been truly transformational. The most recent recruitment campaign attracted over 1,000 applications and the programmes have achieved a retention rate of over 90%. Many former apprentices have developed their careers in GWR and progressed into management roles. In addition, he introduced Quest Apprenticeships, by expanding apprenticeship opportunities for existing employees at every level, helping GWR consistently exceed Department for Transport apprenticeship targets. To date, 932 apprenticeships have been delivered. His influence also extends into local communities, with over 6,000 schoolchildren participating annually in rail safety and educational initiatives - Junior Citizen, Junior Life Skills and Prison Me No Way - led by the Apprentice Team. Despite his national reputation as a leader in apprenticeships, he remains deeply committed to the individuals he supports, whether mentoring apprentices, delivering uniforms to new starters, chaperoning residential trips or driving the minibus to Duke of Edinburgh events. His positivity and genuine care for others embodies the very best of the railway. Through outstanding initiative, game-changing impact, inspirational leadership and relentless innovation, he has strengthened GWR’s talent pipeline, enhanced social mobility and helped secure the future workforce of the rail industry. Few individuals have contributed so much, to so many, over such a sustained period. Andrew is a truly worthy Rail Staff Awards nominee.
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Ben Simkin

Company Name
Cross Country Trains
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Please tell us why you have nominated this individual
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.
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Chris Gore

Company Name
GWR
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I would like to nominate Chris Gore, Customer Service and Retail Training Manager at GWR, for the Rail Ambassador of the Year Award. Chris embodies everything that a Rail Ambassador should be. Through his passion, enthusiasm and commitment to collaboration, he has brought together Learning and Development professionals from across the rail industry, creating a thriving network that has had a lasting and positive impact on countless individuals and organisations. Approximately six years ago, GWR's Digital Learning Team recognised an opportunity for learning professionals to share ideas and best practice across organisations. While the original concept did not gain significant momentum at the time, Chris saw its potential and transformed it into what has become a highly respected multi-TOC Learning and Development Forum. Chris's vision was simple but powerful: create an inclusive space where rail professionals could connect, learn from one another and break down traditional organisational barriers. Importantly, the forum has never relied on mandatory attendance or formal governance structures. Instead, Chris created a welcoming environment where people choose to participate because of the value, support and professional connections it offers. Under Chris's leadership, the forum has grown significantly, attracting participants from train operating companies and wider industry organisations. It has become a trusted space where people openly share challenges, explore solutions and exchange ideas that benefit not only their own organisations but the railway as a whole. The relationships formed through the forum have led to greater collaboration, reduced duplication of effort and the sharing of valuable resources across the industry. What makes Chris particularly deserving of this award is his ability to bring people together. New members are welcomed warmly and quickly become part of a professional community that encourages openness, curiosity and mutual support. Chris has built a culture where individuals feel comfortable contributing regardless of their experience, role or organisation. Chris's influence extends far beyond organising meetings. He has created opportunities for professionals from different parts of the industry to connect and learn from one another, helping to strengthen relationships across organisational boundaries. In doing so, he has fostered a spirit of partnership that benefits the wider railway and demonstrates the very best of what our industry can achieve when people work together. Even during periods when he was away from his role, the strength of the community he had built ensured the forum continued to thrive. This is perhaps the greatest testament to his leadership. The forum's continued success reflects not only the value it provides but also the strong foundations and positive culture that Chris established from the outset. Chris is consistently welcoming, approachable and enthusiastic. His positivity and passion are infectious, encouraging people to engage, contribute and return time and time again. Many industry professionals, myself included, have benefited from the connections, knowledge and support made possible through his efforts. The rail industry thrives when people are willing to look beyond organisational boundaries and work collectively towards improvement. Chris has championed exactly this approach, creating a network that has strengthened collaboration, supported professional development and brought people together from across the sector. For his outstanding commitment to collaboration, his ability to unite colleagues across the railway, and his lasting contribution to the development of people and relationships throughout the industry, I can think of no more deserving recipient of the Rail Ambassador of the Year Award than Chris Gore.
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Chris Gore

Company Name
GWR
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Please tell us why you have nominated this individual
I would like to nominate Chris Gore, Customer Service and Retail Training Manager at GWR, for the Rail Ambassador of the Year Award. Chris embodies everything that a Rail Ambassador should be. Through his passion, enthusiasm and commitment to collaboration, he has brought together Learning and Development professionals from across the rail industry, creating a thriving network that has had a lasting and positive impact on countless individuals and organisations. Approximately six years ago, GWR's Digital Learning Team recognised an opportunity for learning professionals to share ideas and best practice across organisations. While the original concept did not gain significant momentum at the time, Chris saw its potential and transformed it into what has become a highly respected multi-TOC Learning and Development Forum. Chris's vision was simple but powerful: create an inclusive space where rail professionals could connect, learn from one another and break down traditional organisational barriers. Importantly, the forum has never relied on mandatory attendance or formal governance structures. Instead, Chris created a welcoming environment where people choose to participate because of the value, support and professional connections it offers. Under Chris's leadership, the forum has grown significantly, attracting participants from train operating companies and wider industry organisations. It has become a trusted space where people openly share challenges, explore solutions and exchange ideas that benefit not only their own organisations but the railway as a whole. The relationships formed through the forum have led to greater collaboration, reduced duplication of effort and the sharing of valuable resources across the industry. What makes Chris particularly deserving of this award is his ability to bring people together. New members are welcomed warmly and quickly become part of a professional community that encourages openness, curiosity and mutual support. Chris has built a culture where individuals feel comfortable contributing regardless of their experience, role or organisation. Chris's influence extends far beyond organising meetings. He has created opportunities for professionals from different parts of the industry to connect and learn from one another, helping to strengthen relationships across organisational boundaries. In doing so, he has fostered a spirit of partnership that benefits the wider railway and demonstrates the very best of what our industry can achieve when people work together. Even during periods when he was away from his role, the strength of the community he had built ensured the forum continued to thrive. This is perhaps the greatest testament to his leadership. The forum's continued success reflects not only the value it provides but also the strong foundations and positive culture that Chris established from the outset. Chris is consistently welcoming, approachable and enthusiastic. His positivity and passion are infectious, encouraging people to engage, contribute and return time and time again. Many industry professionals, myself included, have benefited from the connections, knowledge and support made possible through his efforts. The rail industry thrives when people are willing to look beyond organisational boundaries and work collectively towards improvement. Chris has championed exactly this approach, creating a network that has strengthened collaboration, supported professional development and brought people together from across the sector. For his outstanding commitment to collaboration, his ability to unite colleagues across the railway, and his lasting contribution to the development of people and relationships throughout the industry, I can think of no more deserving recipient of the Rail Ambassador of the Year Award than Chris Gore.
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Douglas Thomson

Company Name
Scotrail
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Doug has been with Scotrail for 10 years, firstly as GPR and now as Station Supervisor at Dumfries. Doug take great pride in his work and encouraging his colleagues with training and mentoring to achieve their full potential. He is always available to assist his colleagues with advice over the phone even when off duty. He's also a firm favourite with customers for his positive friendly attitude and railway knowledge. Also Doug opened a railway heritage centre at Dumfries which was opened in July 2024 by Tim Hedley-Jones. The museum started off as a small window display in the old newspaper kiosk and became a very popular attraction to the station, however it soon became evident that the collection would soon out grow the kiosk and with the help of national lottery funding a large room was secured within the station. It contains many railway artifacts, books dvds and a large model railway collection. It has attracted a great many visitors and volunteers who help keep it open on a daily basis. It encourages local schools and groups to visit and learn the local history of the railway as well as railway safety. Doug has put a lot of passion into this project and has already taken part in a regional ITV programme to promote the heritage centre: https://www.itv.com/watch/news/catch-up-..., it's Facebook page currently has 429 members. He takes immense pride in what he has brought to Dumfries railway station and Scotrail to educate visitors in all aspects of railway life past present and future.
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Gwyn Rees

Jess Beale

Company Name
Network Rail
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Please tell us why you have nominated this individual
Jess Beale joined Network Rail as a graduate and has quickly built a solid reputation as a fab project leader! Jess doesn’t just complete the work given to her. She takes ownership and looks for ways to improve how people work together. A strong example is Spend a Shift initiative which Jess took from an early concept to route-wide delivery in just over four months. Spend a Shift gives colleagues the chance to experience roles outside their usual area. This helps them better understand the challenges faced by other teams. Jess secured the involvement of senior leaders from the start. The first placements included the Infrastructure Director working a night shift at Exeter Signal Box. The Route Director also spent time with colleagues on track. The initiative has already delivered tangible results. More than 25 Western route colleagues have taken part from a range of teams. It’s also expanded beyond Network Rail into the wider industry with colleagues from GTS Rail Operations signing up and GWR is also due to join the scheme. Jess has brought energy and determination to her role and I personally have really enjoyed working with her. Why? Well, she’s approachable, kind and always willing to help! She works confidently with people at all levels and also has a genuine desire to learn. She seeks out new tasks and takes on work beyond what might be expected from someone who is still relatively new to the railway. Jess is an excellent example of what a newcomer can bring to the railway. She’s taken ownership, built strong relationships and turned an idea into something that is already making a difference. Her work is helping teams across the railway understand each other and work better together and I’m excited to see where her career leads.
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Jody Yale

Company Name
CrossCountry
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Jody Yale has dedicated herself to building meaningful connections between CrossCountry and the communities it serves, making a lasting impact through her passion, commitment and belief in the positive role the railway can play in people's lives. Having worked at CrossCountry for almost a decade, including as Stakeholder Liaison Manager since 2018, Jody has become a highly respected ambassador for both the business and the wider community rail movement. Known for her enthusiasm, warmth and willingness to get involved, she consistently goes above and beyond to support community rail partnerships, station adoption groups, local organisations and educational initiatives. Jody's work has helped strengthen relationships between the railway and the communities it serves, ensuring that CrossCountry is seen not just as a transport provider, but as a valued community partner. She has played a key role in delivering projects and events that bring people together, helping local groups engage with the railway while promoting inclusion, accessibility and opportunity. Her involvement in Railway 200 activities across the network, including community-focused events that celebrated the railway's rich history and future potential, helped create memorable experiences for customers, colleagues and local communities alike. A passionate advocate for inspiring future generations, Jody regularly supports outreach work with schools and young people. From leading STEM activities in primary schools across the West Midlands to speaking with young girls about career opportunities in rail, she has worked tirelessly to showcase the wide range of opportunities available within the industry. Through these conversations and activities, she is helping to break down barriers, broaden horizons and encourage a more diverse future workforce. Jody has also championed initiatives that demonstrate the wider social value of the railway, helping to embed approaches that measure and highlight the positive impact CrossCountry delivers within local communities. Her work has strengthened partnerships, increased understanding of the railway's role beyond transportation and created opportunities that continue to deliver educational, social and community benefits. Whether supporting local projects, inspiring young people, celebrating railway heritage or building partnerships across the network, Jody approaches every opportunity with energy, professionalism and genuine care. Her commitment to making a difference has had a positive impact on countless individuals and communities, making her a truly deserving winner of the Community Impact Team or Person Award.
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Joyce Spiers

Company Name
British Transport Police
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Please tell us why you have nominated this individual
Joyce has completely transformed the rail industry’s approach to keeping colleagues and passengers safe. Through her leadership and dedication, she has overseen the expansion of the Safeguarding on Rail Scheme into the new Safer Railways Scheme, encouraging Train Operating Companies to adopt the framework and share best practice across organisations. She consistently challenges the industry to strive for excellence, routinely promoting cross-organisational learning and collaboration around what good safeguarding looks like in practice. One of Joyce’s greatest strengths is her ability to bring people together. She established a dedicated focus group that maintains strong connections between operators, while also inviting guest speakers and subject matter experts who can positively influence the industry. By creating opportunities for those with knowledge and experience to engage directly with those able to implement change, Joyce has helped drive meaningful improvements across the rail sector. The Safer Railways Scheme has become an essential tool within the industry, with accreditation recognised as a significant achievement for Train Operating Companies. The successful management, development, and assessment of the scheme would simply not be possible without Joyce’s hard work, determination, and unwavering commitment. The railway is undoubtedly a safer place because of her efforts. Joyce’s impact extends far beyond her own organisation. Her positivity, encouragement, and genuine care for people ensure that passengers and colleagues across the UK are better supported and protected. As the scheme continues to evolve, Joyce embraces every challenge with passion and infectious energy. By encouraging organisations to work towards accreditation, she is helping to create a consistent and standardised approach to safeguarding vulnerable individuals across the rail industry. She is a strong advocate within industry forums, regularly speaking up for those who need support while also being a trusted and approachable presence for colleagues. Joyce is always willing to listen, whether supporting others through frustrations and challenges or celebrating successes and progress. She continually seeks new ideas and innovative ways to improve safeguarding standards, facilitating events focused on collaboration and the sharing of best practice. Joyce has also gone above and beyond to engage non-Department for Transport Train Operating Companies that were not originally part of the previous scheme. Her determination and influence have resulted in more organisations becoming accredited, ultimately contributing to a larger, safer, and more joined-up railway environment. Alongside her professional achievements, Joyce is an incredibly positive, energetic, and supportive colleague. She brings her best self to work every day and travels extensively across the country to support organisations through accreditations and site visits. She is a positive role model within the British Transport Police and across the wider rail industry, with organisations consistently valuing her expertise, guidance, and perspective on safeguarding and vulnerability. Joyce’s dedication frequently goes above and beyond expectations. She handles complex and sensitive situations with calm professionalism, compassion, and integrity, while maintaining the very highest standards of accountability and care. Her influence strengthens collaboration between policing partners and the wider rail industry, helping to ensure safer outcomes for everyone who uses and works on the railway. Most importantly, Joyce leads by example. She inspires confidence, trust, and respect in everyone she works with and embodies the values this award represents: commitment, leadership, professionalism, and public service. For her outstanding contribution to safeguarding, her unwavering commitment to protecting vulnerable people, and the lasting positive impact she continues to have across the rail sector, I strongly believe Joyce is an exceptional candidate for Rail Ambassador of the Year. She is truly deserving of this recognition.
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Lindsay Clamp

Company Name
Chiltern Railways
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Please tell us why you have nominated this individual
Lindsay is an inspiring example of what can be achieved through determination, resilience and a love for the railway. Her railway career began as a First Class Host, before progressing to Train Manager and, most recently, Train Driver. She has achieved this progression whilst also raising a family, overcoming personal challenges and continually developing her confidence along the way. Her journey demonstrates that a career in rail is not only possible for women, but that there are opportunities to grow, develop and progress throughout your career. Lindsay has always brought something extra to her roles. As a Train Manager, her creativity and ability to connect with customers excelled when she wrote poems for her services, going on to win awards for her poetry and making countless customers smile along the way. She has openly shared her journey from Train Manager to Train Driver, including the challenges she has faced along the way. By being honest about her experiences, she has shown others that career progression isn’t always easy, but with determination and support, it is possible to overcome obstacles and achieve your goals. Beyond her own career, Lindsay actively supports others who are interested in joining the railway. She shares advice, encouragement and her own experiences to help people understand the opportunities available within the industry. She is particularly passionate about encouraging women to consider railway careers and is a positive member of the growing online community of female train drivers, also creating and leading a video with female drivers from across the continent for International Women’s Day earlier this year. Lindsay is also a fantastic ambassador for rail travel. Through her content, she shows families that travelling by train can be enjoyable, accessible and straightforward, including demonstrating how easy it can be to travel independently with children. She helps people see the railway not just as a workplace, but as an important part of everyday life and a great way to explore. Lindsay is a positive influence on others, being supportive, helpful and determined, and she consistently uses her experiences to encourage and empower those around her. She is a positive role model for the railway, for women considering a career in the industry, for parents balancing family life with a career, and for anyone who may be facing challenges of their own. She doesn’t just represent the railway, she brings her personality, passion and positivity to it.
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Lorrae Smith

Company Name
GTR
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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.
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Melissa Clarke

Company Name
East Midlands Railway
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Melissa has been an incredible inspiration to the entire railway community. Her presence on social media has spread far and wide, allowing current railway workers to discuss and compare differences in their roles, allowing retired workers to reminisce and see how the railway is changing and inspiring the next generation of railway workers. She goes out of her way inside and outside of her role as a Train Driver to make informative content about her role and the railway in general, inspiring people of all backgrounds, genders and ages. Particularly inspiring women and mother's, allowing them to believe a career on the railway is possible. Melissa often devotes her time to answering questions live on instagram, giving real insights into the industry. She led and organised a video to celebrate International Women's Day, uniting female train drivers from across the UK and Europe, encouraging women to join the railway. She is a strong advocate for Mental Heath and Wellbeing awareness and often creates content in support of charities and provides a safe space for people to talk, being open and honest herself about her own experiences which in turn helps others. More recently she has worked with the government to spread awareness about the changes regarding the minimum age you can apply to be a Train Driver. Not only has Melissa provided a place to talk about railway careers but she has restored the joy and romance back into trains. She often shows great places to visit; hotels to view trains, train-related days out, heritage railways, etc. Actively encouraging people to get back onto and enjoy our railways. Melissa's love for her role shows through her content and her presence out and about on the network. She is always happy to be approached by people to chat about the railway and it is a privilege to see her shine.
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Nathaniel Arthur

Company Name
Southern Railway
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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.
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Peter Graham

Company Name
Freightliner
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Please tell us why you have nominated this individual

Peter Graham is an outstanding ambassador for rail freight, bringing over two decades of industry experience across infrastructure and operations. After beginning his career at Network Rail as a Capacity Planner and then Train Planning Specialist, Peter has spent the past 13 years at Freightliner, holding key roles including Rail Strategy Manager, Head of Policy & Regulatory Affairs, and currently Policy & Government Affairs Director. Peter is widely recognised for his deep expertise and strategic insight, combined with a tireless commitment to championing rail freight at both a company and industry-wide level. He plays a pivotal role in representing Freightliner and the broader rail freight sector operating across key industry forums and, through his work, he consistently influences policy development and actively lobbies for legislative and regulatory change that benefits the industry as a whole. Politically astute, commercially minded, and highly connected, Peter has built strong, trusted relationships across all major political parties, government departments, and key stakeholders. His ability to navigate complex political landscapes ensures that rail freight remains firmly on the agenda, particularly in relation to sustainability, modal shift, and long-term infrastructure investment. Peter played a pivotal role in advancing Freightliner’s collaboration with DP World in Southampton, helping to drive their modal shift programme. Through his leadership and advocacy, this initiative has successfully increased the proportion of freight moved by rail with Southampton Rail share of container movements increasing from 21% to more than 30%, while Freightliner’s throughput grew by 40% in just 18 months. This has delivered clear environmental and operational benefits. In his current role, Peter’s remit extends beyond government affairs to include Performance and Claims, Property, ERTMS, PR, and Sustainability. This breadth of responsibility reflects both his capability and the trust placed in him across the business. Despite this wide-ranging portfolio, he approaches every challenge with enthusiasm and professionalism, consistently going above and beyond without hesitation. He remains consistently committed, always willing to take on additional responsibilities without hesitation and never seeking recognition for his efforts. Peter is deeply passionate about rail, sustainability, and people. He is a strong advocate for developing his team, fostering talent, and inspiring those around him. His leadership style is characterised by humility and approachability and he is widely respected not only for his expertise but also for his unassuming and collaborative manner. He is a strong advocate for diversity and inclusion, reflected in the composition of his team - 40% of whom are female in a business where female representation is just 11%. This commitment to creating a more balanced and inclusive workplace demonstrates his forward thinking leadership. Peter’s dedication, influence, commerciality, and unwavering commitment to the success of rail freight make him a highly deserving candidate for Rail Ambassador of the Year. Known for his humility and approachable nature, he leads by example and inspires those around him, always willing to support colleagues. Peter truly embodies the role of an ambassador—championing the industry, driving positive change, and earning the respect of peers across the rail sector, making a lasting, positive impact on rail freight. Supporting statement from Tim Shoveller, ex CEO of Freightliner Group Limited/Brookfield shareholder: "As the former CEO of the Freightliner Group, having Peter as a member of the leadership team was both a privilege and a rare find. Peter embodies the very best of the rail industry. His commercial acumen, diplomacy, humility, integrity and unwavering loyalty are matched only by his relentless commitment to improving and advancing the sector for future generations. Throughout his career, Peter has consistently demonstrated the ability to balance strategic vision with practical delivery, earning the respect of colleagues, customers and industry stakeholders alike. His influence extends far beyond his immediate role, making a lasting and positive impact on both the business and the wider rail community. Peter is not only one of the industry's outstanding talents but also an exceptional ambassador for the values and standards to which we aspire. His contribution to rail is significant, enduring and worthy of the highest recognition." Supporting statement from Maggie Simpson (OBE), Director General, Rail Freight Group "Peter's contribution to, and influence within, the rail sector extends far beyond the responsibilities of his role at Freightliner. He consistently demonstrates a strategic outlook, recognising not only the needs of his own organisation but also the broader challenges and opportunities facing the industry as a whole. A passionate advocate for collaboration, Peter understands the value of bringing together operators, customers, stakeholders and industry bodies to drive positive change and long-term success. His commitment to industry engagement has enabled him to play a significant role in shaping discussions, sharing best practice and promoting innovation across the sector. Peter is a highly respected industry contributor and an outstanding ambassador for both Freightliner and the wider rail community. Through his leadership, influence and unwavering commitment to the industry's future, he continues to make a lasting and meaningful impact."

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Phil Barnes

Company Name
Network Rail
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The railway faces a constant challenge: maintaining the highest standards of safety whilst continuing to deliver the reliable services that passengers and freight customers depend upon. No one has done more in recent years to address this challenge than Phil Barnes. As the driving force behind the Keeping Trains Safely Moving (KTSM) programme, Phil has led one of the most significant operational culture changes seen across the railway in a generation. Rather than accepting unnecessary disruption as the inevitable consequence of managing risk, he has championed a smarter, evidence-based approach that empowers railway professionals to make better operational decisions whilst maintaining safety as the overriding priority. Under Phil's leadership, KTSM has united Network Rail, train operators, freight operators and industry partners behind a shared vision. Through new training, innovative technology, operational trials and modernised standards, Phil has helped create a railway that is safer, more resilient and better performing. Just a few example of what Phil has recently delivered in the last 18 months. Rail View Live- As of the August 2026 reporting position, Rail View Live was operational in 70% of routes. Anglia, Central, East Coast, HS1, North & East, North-West Manchester, Scotland, Wales, Wessex and Western were recorded as live, with West Coast South, North-West Sandhills and the National Helpline progressing through onboarding. The operational evidence includes two Wessex incidents from August 2026: Following a road traffic collision in Godalming on 4 August, Rail View Live enabled civil police to show the Incident Controller the extent of damage, confirming that it would not interfere with railway operations. Following a bridge strike on 7 August, when no Mobile Operations Manager was available to attend, a witness used Rail View Live to identify which of two structures had been struck. This enabled the unaffected line to reopen at line speed within seven minutes. Operational risk-based decision-making The Keeping Train Safely Moving programme Phil has lead inlcuded at its heart helping people make better operational decisions to keep our railway safely moving. Operational Decision Making training was recorded as centrally completed in April 2026, with route capability to deliver the training built between April and June 2026. The supporting material previously supplied states that more than 1,000 railway colleagues were trained in operational risk-based decision-making. The August report confirms the delivery milestones, although it does not provide the final delegate total. NOP 4.20: Phil identified the need for a more consistent approach to managing trespass as it was one of the biggest causes of external delay. He developed collaboratively with others NOP 4.20 which was published in July 2026 to provide Route Operations Control with a clear, risk-based process for managing reports of trespass, crime in progress and concern for welfare. It builds on established practice, EDDY and the Joint Decision Model, and was supported and approved by British Transport Police and Network Rail’s legal team. It is aligned with the relevant requirements for signallers and drivers. The procedure establishes a consistent national framework that: balances safety with operational continuity; supports structured assessment using incomplete or changing information; restricts train services only when justified by available evidence; provides robust, auditable and consistent decisions across routes; and coordinates Route Operations Control, signallers, mobile staff and external agencies. NOP 4.20 also incorporates verification through CCTV, Rail View Live and driver reports, helping controllers test the reliability of information before imposing restrictions. Its three graduated intervention levels range from normal running for low or unconfirmed risk, through increased caution, to stopping or cautioning trains where an immediate risk is confirmed. The procedure addresses the wider risks that can arise when trains are stopped unnecessarily, including increased workload for signallers and route controllers, greater SPAD risk and overcrowding on station platforms. It gives frontline colleagues a Level 3 company standard for making difficult and potentially high-impact decisions. Phi has truly made the whole railway better, with both supporting and investing in our people, listening to them about what they need and the challenges faced, then developing tools and processes to help- some of which challenge existing convention but are all based on sound operational rationale. What sets Phil apart is his ability to unite people behind a common purpose. He has brought together organisations that have traditionally worked independently, creating genuine industry collaboration in pursuit of a safer and more efficient railway. Through his leadership, KTSM has become far more than a programme; it has become a movement that is changing how the railway thinks, learns and operates. The impact of Phil Barnes' leadership will be felt for years to come. Through his vision, determination and commitment to empowering people, he has helped create a railway that is safer, smarter and better able to keep trains moving for the customers who rely on it every day. For these reasons, he is an outstanding candidate for the Rail Staff Awards
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Richard Davies

Richard Harmer

Company Name
Young Rail Professionals
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Richard Harmer has spent years giving his time to champion the railway, support young professionals and encourage the next generation to see the opportunities a career in rail can offer. His contribution to Young Rail Professionals (YRP) began at local level as Chair of the North West committee before he took on responsibility across the organisation as Chief Operations Officer and, more recently, CEO. Each role has been voluntary and undertaken alongside his own career, reflecting a sustained commitment to an industry and community he cares deeply about. Richard now represents young professionals across the UK and Ireland, bringing together people from different employers, disciplines and stages of their careers. He is a familiar and approachable presence across YRP, regularly attending events and supporting the volunteers who deliver its work. His progression from local Chair to CEO also means he understands the organisation from the perspective of the people running activity on the ground. Richard has become a trusted representative for young professionals and someone who can bring their perspective into conversations with senior leaders and organisations across the industry. In July, he represented YRP at the parliamentary launch of the Rail Youth Promise, speaking on its Growth pillar and the importance of attracting, supporting and retaining the people who will shape rail's future. His commitment to young people extends beyond YRP and the railway. For several years, Richard has returned to his former secondary school to conduct mock interviews with pupils, giving them the opportunity to practise an unfamiliar experience and build confidence before taking their next steps into education or employment. He continues to make time for this alongside the growing responsibilities of his career and voluntary leadership. Richard's contribution is particularly valuable because he remains connected to people at every stage of their journey. He can represent young professionals in discussions with industry leaders while remaining accessible to a new volunteer attending their first YRP event, and he gives the same personal time to young people who have not yet started their careers. From leading his local YRP committee to representing young professionals across the industry, Richard has consistently used his experience and position to open doors for others, connect people and champion rail as an industry in which the next generation can build their future.
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Rina Green

Company Name
GTR
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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.
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Tracy Stevenson

Company Name
ScotRail
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Tracy Stevenson is a leading figure in promoting the railway in Scotland as a driver of social good, transforming charitable partnership working across Scotland and creating lasting benefits for communities, charities and colleagues. Through strategic leadership, innovative fundraising and an unwavering commitment to volunteering and community engagement, Tracy has generated significant charitable value across Scotland, including more than £7.3 million through ScotRail's partnership with Age Scotland and a 90% increase in fundraising and gift-in-kind support for Poppyscotland, while creating opportunities that improve lives and strengthen communities. Her work has delivered nearly £400,000 of direct charitable support for Age Scotland through fundraising, donations and goods purchased on the charity's behalf, while helping build a partnership worth more than £7.3 million through complimentary travel, advertising, train branding and organisational support. She also transformed ScotRail's support for Poppyscotl
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15
RAIL ENGINEER OF THE YEAR AWARD

Abdullah Asif

Company Name
Permaquip
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Abdullah Asif represents exactly what the Emerging Talent Team or Person Award is designed to celebrate: a rising star whose fresh perspective, technical capability, and drive for excellence are already shaping the future of the UK rail industry. Joining Permaquip straight from the University of Strathclyde, where he graduated as a Product Design Engineer, Abdullah stepped into his first professional role with remarkable confidence and curiosity. As part of Permaquip’s engineering team, he has quickly become an integral contributor to one of the company’s most strategically important projects - the introduction of the new INEOS Automotive vehicles into the Permaquip fleet. Working closely with Permaquip’s Engineering Director, Martin Sheppard, and collaborating directly with the engineering team at INEOS Automotive, Abdullah has demonstrated an impressive ability to navigate complex technical requirements, absorb new knowledge at pace, and translate it into practical, high quality engineering solutions. His work has supported Permaquip in expanding its capabilities, modernising its fleet, and strengthening its position as a trusted supplier of safe, innovative track side equipment. What sets Abdullah apart is not just his technical skill, but his mindset. He brings infectious enthusiasm, thoughtful problem solving, and a willingness to challenge assumptions, qualities that elevate team discussions and inspire those around him. Despite being at the very start of his career, he has already shown the maturity to take ownership of tasks, the creativity to propose new approaches, and the professionalism to work seamlessly with senior engineers and external partners. Abdullah embodies the spirit of emerging talent: • Fresh thinking that enhances engineering outcomes • Energy and commitment that strengthens team performance • A collaborative approach that builds trust across organisations • A passion for innovation that aligns with the future needs of the rail industry His contribution to the INEOS Automotive vehicle integration project is a clear example of meaningful impact delivered early in a career - proving that you don’t need decades of experience to drive change, improve operations and help move the UK’s railway forward. Abdullah is not just a promising engineer; he is a future leader in the making. His work at Permaquip already reflects the excellence, dedication, and forward thinking attitude that this award seeks to recognise.
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Bernard Campbell

Company Name
Network Rail
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Nomination for Bernard – Track Engineer & COSS, Hither Green Depot Bernard deserves recognition because he consistently demonstrates exceptional professionalism, dedication, and integrity in his dual roles as a committed track engineer and COSS at Hither Green depot, as well as a highly trusted and respected union representative. His ability to balance safety‑critical operational responsibilities with the demands of representing colleagues is remarkable. Bernard’s work ethic, long hours, and unwavering commitment to both the railway and the people within it make him stand out as an individual who consistently goes above and beyond what is expected. Bernard’s contribution to the railway is grounded in his deep technical competence and his strong sense of responsibility for the safety of the network. As a track engineer and COSS, he approaches every shift with precision, calm leadership, and a clear focus on maintaining safe working environments. He is known for stepping forward during challenging situations, offering guidance to less experienced colleagues, and ensuring that every task is completed to the highest standard. His behaviours consistently reflect initiative, teamwork, and a genuine commitment to keeping the railway safe for staff and passengers. Alongside his operational duties, Bernard serves as a dedicated union representative—an additional role he performs with equal professionalism. This is not a small undertaking; it requires emotional resilience, strong communication skills, and the ability to advocate for individuals fairly and effectively. Bernard regularly works extended hours to ensure every colleague who seeks his support is heard, represented, and treated with respect. The fact that “everyone requests him” as their representative speaks volumes. It demonstrates trust, credibility, and the confidence his peers have in his ability to stand up for them, even in complex or sensitive situations. Bernard’s dual commitment is particularly noteworthy because each role carries significant responsibility. Balancing safety‑critical engineering work with union representation requires exceptional time management, emotional intelligence, and personal sacrifice. Bernard never allows one duty to compromise the other. Instead, he excels in both. He is often the first to arrive, the last to leave, and the person colleagues turn to when they need clarity, reassurance, or advocacy. His presence strengthens team morale, improves communication, and fosters a culture of fairness and respect. Bernard’s efforts have a tangible impact on both the railway and the people who work within it. His engineering work contributes directly to safe track conditions, reduced risk, and reliable operations. His leadership as a COSS ensures that teams work confidently and cohesively, even under pressure. As a union representative, he has helped resolve issues, supported individuals through difficult circumstances, and ensured that staff feel valued and protected. These outcomes benefit not only the individuals he supports but the wider organisation, contributing to a safer, more collaborative, and more resilient working environment. Bernard embodies the qualities celebrated by the Rail Staff Awards: commitment, leadership, teamwork, and service to others. He is the colleague who shows up, steps forward, and stands firm—whether on the track or in a meeting room. His dedication is not performative; it is lived every day through his actions, his work ethic, and his care for the people around him. I know you will receive many deserving nominations, each representing someone who contributes meaningfully to the railway. However, I hope you will consider Bernard for this award. His professionalism, integrity, and unwavering commitment to both safety and people make him an exceptional candidate. He is a credit to Hither Green depot, to his colleagues, and to the railway as a whole.
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Charlie Bunyan

Company Name
Readypower Rail Services Ltd (Scotland)
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Charlie Bunyan is the embodiment of what the Rail Engineer of the Year Award seeks to recognise: a leader, innovator and problem solver whose work has delivered meaningful improvements in safety, reliability and operational performance. What truly sets Charlie apart is his refusal to accept "that's just the way it is" as an answer. He possesses a relentless drive to improve systems, challenge inefficiencies and find better ways of working. Where others see obstacles, Charlie sees opportunities. His determination to understand problems fully and deliver lasting solutions has resulted in tangible benefits across Readypower's engineering operation. One of Charlie's most notable achievements was addressing a long-standing issue surrounding operator familiarisation across a diverse fleet of On Track Plant machines. Rather than accepting the varying control configurations as an unavoidable consequence of operating different machine types, Charlie took ownership of the problem. Through detailed investigation, testing and collaboration, he developed a standardised control solution that improved consistency across the fleet. This innovation reduced familiarisation challenges for operators, improved efficiency and supported safer machine operation, delivering benefits far beyond the original problem. Charlie's engineering excellence is equally evident in his proactive approach to safety. After identifying a braking issue caused by insufficient brake pressure, he undertook a thorough assessment of the system and recognised that the existing pressure sensor was not delivering the required performance. By specifying and implementing a higher-rated sensor, Charlie resolved the issue and improved overall system reliability. This was not simply a repair; it was a permanent engineering improvement that increased confidence in a safety-critical system. His commitment to continuous improvement was further demonstrated when he identified limitations with a machine's towing arrangement. Understanding the potential safety and operational implications, Charlie redesigned the towing configuration by relocating the towing point to a stronger and more secure position on the chassis. He then coordinated the associated modifications required to towing equipment and air hoses, ensuring a complete and robust solution. The result was a safer, more stable and more reliable towing system that enhanced both operational performance and engineering integrity. Alongside his technical achievements, Charlie's leadership has had a significant impact on those around him. Despite leading a relatively small team, he has built a culture of excellence where quality is non-negotiable and pride in workmanship is expected. He consistently sets high standards, leads by example and refuses to accept substandard work as acceptable. As a result, his team regularly delivers work that exceeds expectations and performs well beyond what would typically be expected of its size. Charlie inspires those around him through his professionalism, resilience and unwavering commitment to doing things the right way. He has created an environment where continuous improvement is encouraged, accountability is valued and engineering excellence is the norm. His influence can be seen not only in the quality of the work produced, but in the attitude and capability of the people he leads. Charlie is much more than an outstanding engineer. He is an innovator who improves systems, a leader who develops people and a problem solver who delivers lasting results. His technical expertise, commitment to safety, drive for operational excellence and ability to inspire others make him a truly deserving recipient of the Rail Engineer of the Year Award.
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Dafydd THomas

Company Name
Network Rail
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I am pleased to nominate Dafydd Thomas for his exceptional leadership and delivery of the Gobowen Resilience Scheme an outstanding example of applying systems engineering to achieve transformational outcomes within a project under £5 million. Dafydd demonstrated exceptional ownership from the outset, recognising that the flooding at Gobowen was not simply a drainage defect but a complex, interconnected systems issue. Rather than waiting for a defined brief, he proactively shaped the problem, identifying the interdependencies between railway assets, local watercourses, highways drainage, and surrounding development. He moved beyond traditional delivery by initiating and leading engagement with external stakeholders including the Environment Agency, Shropshire Council, local developers, a local college, and the Marches Forward Partnership to define a shared system-wide solution. His ability to independently reframe the challenge and drive alignment across organisations ensured that the right problem was solved from the beginning. Crucially, Dafydd embedded systems engineering principles throughout the lifecycle of the project. He established clear requirements, mapped interfaces between organisations and infrastructure systems, and facilitated option selection based on whole-system performance rather than isolated asset improvements. This ensured that decisions were evidence-led and focused on delivering maximum benefit across the entire catchment, rather than short-term or single-party gains. He also ensured that future climate scenarios and development pressures were considered, future-proofing the scheme against increasing weather volatility. The outcome of Dafydd’s systems-led approach is truly transformational. The Gobowen Resilience Scheme now delivers not only improved reliability and reduced flooding risk for the railway, but also enhanced resilience for the wider town, including highways and local properties. By addressing root causes such as flow conveyance, debris blockage risk, and catchment interaction the scheme significantly reduces the likelihood and severity of future flooding events. This is far more than a localised fix it is a “whole system” solution that provides long-term climate resilience benefits to multiple stakeholders. By driving the project from concept to construction in under 12 months with delivery partner SRSA, Dafydd has accelerated the realisation of these benefits, reducing risk to passengers, staff, and the community significantly earlier than would typically be achieved. This pace was achieved through disciplined programme management, early contractor involvement, and seamless integration between design, stakeholder engagement, and delivery. Dafydd has consistently demonstrated a positive, collaborative and resilient attitude throughout the project. He has fostered a strong sense of shared purpose across a wide and diverse stakeholder group, breaking down organisational silos and creating a culture of trust and cooperation. He has also prioritised knowledge sharing, engaging with the local college to provide insight into engineering and infrastructure resilience, helping to inspire future talent while strengthening community ties. His leadership style has had a direct impact on team morale maintaining momentum under tight timescales while keeping safety, quality and stakeholder engagement at the forefront. He has acted as a role model for collaborative working and modern railway delivery, embodying the values of partnership, professionalism, and innovation. Innovation has been central to the scheme, driven by Dafydd’s systems engineering mindset. A key example is the implementation of a fully automated trash screen powered by water and solar energy. Rather than relying on traditional, labour-intensive solutions, this intelligent asset forms part of the wider drainage system, ensuring optimal performance during high-flow events and integrating seamlessly into the broader flood management strategy. This innovation delivers multiple benefits: Safety: Reduces the need for maintenance staff to attend site in hazardous conditions Sustainability: Uses renewable energy sources to operate, lowering carbon impact Reliability: Ensures continuous system performance with minimal intervention Efficiency: Frees up maintenance resources to focus on higher-value activities This solution directly addresses a long-standing operational challenge in a smarter, safer, and more sustainable way, while exemplifying how innovation can be embedded within a wider systems solution. Through his initiative, leadership, and application of systems engineering principles, Dafydd Thomas has delivered a high-impact, collaborative and forward-thinking project that sets a new benchmark for smaller-scale rail schemes.
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Daniel Holmes

Company Name
Great Western Railway
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This nomination is submitted in recognition of Daniel whose short professional journey so far within Great Western Railway exemplifies technical excellence, innovation, and an excellent commitment to safety and performance. His progression from apprentice to Engineering Support Technician has been marked by distinction, initiative, and a forward looking mindset that consistently strengthens depot capability and contributes meaningfully to the fleets performance and reliability. Daniel began his career with Great Western Railway through a four year mechanical and electrical apprenticeship, completed with distinction. This achievement reflects not only his academic and technical capability but also his dedication to understanding complex engineering principles and railway systems. Throughout his apprenticeship, he demonstrated exceptional proficiency in both mechanical and electrical disciplines, consistently performing above expectations and earning the respect of mentors and colleagues. His ability to absorb technical knowledge rapidly and apply it has set him apart early in his career. In addition to his traditional engineering training, he possesses a significant breadth of knowledge in software engineering, a skillset increasingly vital to the future of railway technology. Daniel’s understanding of digital systems, automation, and diagnostic software positions him at the forefront of modern engineering practice within the railway. As the rail industry continues to evolve toward integrated digital mechanical solutions, his dual expertise places Daniel in a unique position and enables him to contribute to innovation in ways few engineers can. This combination of mechanical competence and digital fluency is rare, and it enhances his value to every team. Upon completing his apprenticeship, he secured a Technician position working with much older rolling stock like the loco and coaches that operate the sleeper but also the modern Class 387s, this role required precision, resilience, and a deep understanding of rolling stock systems. His transition from apprentice to qualified technician appeared to be seamless. He quickly became known for his professionalism, reliability, and calm approach to problem solving. His contributions strengthened team performance, and he consistently demonstrated maturity beyond his experience level. Within 18 months, he achieved a significant career milestone: promotion to a team of six highly technical engineers dedicated to fleet performance by leading in depth fault rectification and investigations along with the safety of the train. This team plays a critical role in ensuring that the London and Thames Valley fleet operates reliably, efficiently, and in full compliance with safety standards. Daniel’s promotion to this team reflects his technical capability, his strong work ethic, and the confidence placed in him by depot leadership. In this role, he contributes to performance analysis, fault investigation, and continuous improvement initiatives that directly impact fleet reliability. An example where Daniel has used his excellent engineering and digital skills is the fault diagnosis and live reporting of the class 230 cab and saloon air conditioning. Daniel designed a system by which there is remote connections to the air conditioning system on the Class 230 battery train which also connects to the Wi-Fi which provides real time information, . The live data has been crucial to understanding the fault parameters and modifications required to ensure the air conditioning system is working as intended Dan’s approach to engineering is characterised by forward thinking, analytical precision, and a commitment to continuous improvement. He works effectively both independently and collaboratively, demonstrating strong communication skills, respect for colleagues, and a willingness to support team objectives. His ability to operate autonomously while maintaining alignment with team goals is a significant asset in rail engineering environments. Looking ahead, he is widely regarded as a future leader within railway engineering. His technical foundation is robust, his digital capability is advanced, and his mindset is consistently oriented toward innovation. He has already demonstrated leadership qualities through his initiative, his thoughtful decision making, and his willingness to mentor and support others. As he continues to develop, he is expected to play a pivotal role in shaping engineering standards, driving technological advancement, and guiding teams through the evolving challenges of modern railway maintenance. This nomination recognises an engineer who embodies the highest standards of Great Western Railway. His apprenticeship distinction, rapid career progression, dual expertise in mechanical and digital engineering, and proactive contributions to depot innovation make him an exceptional candidate for this award. He has consistently demonstrated excellence, initiative, and professionalism, and his future promises continued impact on fleet performance, safety, and technological development. Daniel’s personal and professional development is continuous where he is always looking to learn new engineering practices and deepen his knowledge. Dan is not only a high performing engineer today but an emerging talent, whose influence will strengthen depot capability for years to come. For these reasons, he is formally and wholeheartedly nominated for this award.
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Duan Leadingham-White

Company Name
Freightliner
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Duan joined Freightliner’s Vehicle Maintenance Facility (VMF) in Crewe in January 2023 as an Engineering Apprentice - Mechanical and Electrical Fitter. During his apprenticeship and subsequently, Duan has proved to be a significant asset to the team and a role model to other engineering apprentices at Freightliner’s Crewe facility. During the course of a standard day, Duan will undertake activities including wheelset exchanges, radiator fan motor exchanges, traction motor exchanges, examination inspections and fault finding on various systems from mechanical to electrical. Attitude From the very start of his apprenticeship at Crewe VMF, Duan has demonstrated outstanding dedication and commitment. He has a consistently strong work ethic, putting in significant time and effort to develop his skills and knowledge. His excellent attitude and professionalism have made him a strong role model for fellow apprentices. He is highly motivated and determined to succeed, showing a clear drive for personal and professional growth, leading to him successfully achieving his Apprenticeship in Maintenance and Operations Engineering Technician (Electromechanical Technician) – Level 3. Initiative Duan proactively seeks new opportunities to gain experience, regularly volunteering for unfamiliar or more challenging jobs such as fibreglass overhauls, bogie overhauls and modification work. He consistently demonstrates initiative and ownership, taking responsibility for completing assigned work within the required timescales and to a high standard. Impact As a very quick learner, Duan rapidly understands new tasks and applies learning effectively in practical settings - he is only shown once, takes on board what needs to be done and gets the job done. He delivers work to a high standard across a wide range of tasks, always maintaining quality and safety. Duan is ready and willing to work overtime when required, ensuring jobs are completed efficiently and on time, without prompting, as he understands what needs to be accomplished for the benefit of the team and the operation. Duan is reliable and dependable, consistently supporting and contributing to team workloads and depot objectives and actively learning from experienced colleagues while also supporting others, including his fellow apprentices. Innovation Freightliner’s Class 90 door handles have been subject to cracking due to their age and the fact that they are bonded to the door using fibreglass. They were previously overhauled by a third party, however recently they have been overhauled in-house at Crewe VMF to improve the quality of the overhaul. The design was improved by replacing the steel backing plates with stainless steel which prevents them from corroding and cracking further. To enable a stronger repair, Duan innovatively and using his own initiative, drilled new holes on the backing plate which enabled them to be fixed directly onto the fibreglass base layer rather than being bonded on, increasing their strength further and enabling a more accurate assembly due to them being held in place prior to the outer layers of fibreglass being added. Since this simple but effective change, the doors that Duan has overhauled have remained intact and strong, delivering both operational and cost efficiencies. In summary, and for all the reasons above, Duan is a great asset to Freightliner’s Crewe VMF and demonstrates clear potential for future success within the rail industry and beyond. He has successfully achieved his apprenticeship and is now employed as a full-time employee which is testament to the value that he brings to the Freightliner business. He is a very worthy nominee for the Emerging Talent Person RailStaff Award 2026. Paul Ryan, Engineering Director: I am passionate about developing the next generation of engineering talent that will sustain and strengthen the future of the UK rail industry. The rail sector continues to face significant challenges in attracting, developing and retaining skilled engineering professionals, making it more important than ever that we identify and invest in individuals who demonstrate both technical ability and the right attitude for long-term success. Duan is an outstanding example of why that investment is so valuable. Since joining Freightliner as an Apprentice, he has consistently exceeded expectations. His dedication to learning, willingness to take on challenging tasks and natural ability to absorb and apply new knowledge have made him a standout performer. What has impressed me most is not only Duan's technical competence, but also his maturity and commitment to continuous improvement. He actively seeks opportunities to broaden his experience, embraces difficult work and approaches work with enthusiasm and a determination to deliver the highest standards. His innovative approach to the Class 90 door handle repair is a perfect example of someone who looks beyond simply completing a task and instead considers how it can be done better, creating lasting operational benefits. Duan has already established himself as a trusted member of the Crewe VMF team and a role model for other apprentices. He represents exactly the type of emerging talent our industry needs and is a credit to Freightliner, the apprenticeship programme, and to the future of rail engineering in the UK. Glynis Appelbe, HR Director: The greatest challenges facing the UK engineering sector is attracting and developing talented individuals who possess not only technical potential but also the attitude, resilience and commitment required to build a successful long-term career. Competition for emerging engineering talent has never been greater, and our industry recognises the importance of investing in people who can become the future leaders, specialists and innovators of our sector. Throughout his apprenticeship, Duan has consistently demonstrated all of the qualities that employers hope to find but rarely see combined so strongly in one individual. His enthusiasm for learning, willingness to embrace new challenges and genuine commitment to supporting colleagues have enabled him to make a positive impact well beyond what would normally be expected of someone at this stage of their career. Duan has all the characteristics required to continue progressing through the organisation and has the potential to develop into a highly skilled engineer within Freightliner and the wider rail industry. His achievements to date are exceptional, but equally exciting is the considerable potential he has yet to realise.
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Elizabeth Fielding

Company Name
Northern Train Ltd
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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.
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Gary Cunningham

Company Name
Network Rail
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This nomination recognises Gary Cunningham, an engineer who has consistently demonstrated technical excellence, innovation, and leadership in addressing some of the most significant infrastructure challenges facing the railway. Over the last year, Gary has led a nationally significant initiative focused on the management and availability of critical Switches & Crossings (S&C) spare components. Recognising the operational risk posed by shortages of key materials and components, Gary established greater visibility of demand, stock availability, and national order requirements, enabling a more strategic and coordinated approach to asset management. This work has improved resilience across the network, reduced the risk of delays to maintenance and fault response activities, and supported more effective decision-making at both local and national level. In parallel, Gary has played a pivotal role in managing deteriorating rail condition across a busy main line route. Through detailed analysis of emerging trends, proactive inspection regimes, and targeted engineering intervention, Gary identified escalating asset risks before they could develop into significant operational issues. By implementing timely mitigation measures and prioritising maintenance activity, Gary helped prevent performance incidents, protect train services, and reduce the financial impact associated with infrastructure failures. What sets Gary apart is the ability to combine deep technical expertise with a practical understanding of railway operations. Gary is highly respected by colleagues across engineering, maintenance, operations, and project teams for a collaborative approach and an ability to translate complex engineering challenges into practical, deliverable solutions. Gary is known for fostering strong relationships, sharing knowledge openly, and ensuring that lessons learned are applied to deliver wider network benefits. Gary continually seeks opportunities to improve how the railway is maintained and managed. A commitment to asset stewardship, safety, reliability, and continuous improvement has delivered tangible benefits for passengers, freight customers, and the wider industry. Through innovation, leadership, and technical excellence, Gary exemplifies the qualities expected of a modern railway engineer and is a highly deserving candidate for Rail Engineer of the Year.
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Graham Hutchison

Company Name
Network Rail
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This nomination recognises Graham Hutchison, an exceptional engineer whose expertise, innovation and leadership have made a significant contribution to the railway industry through the advancement of surveying, design and engineering excellence across Scotland. As the technical lead for geospatial surveying and design activities, Graham has played a pivotal role in shaping how survey data is gathered, interpreted and utilised to support safe, efficient and cost-effective railway operations. His technical expertise, attention to detail and commitment to innovation have established him as a highly respected authority within the profession, both regionally and nationally. Throughout the year, Graham has provided invaluable leadership and support to technical teams across Scotland's Maintenance Delivery Units, helping to develop knowledge, build capability and strengthen engineering competence throughout the organisation. He is recognised not only for his technical excellence but also for his willingness to men
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James Gray

Company Name
Northern Train Ltd
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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.
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Matt Skinner

Company Name
Network Rail
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Matt has been the technical engine room behind implementing improvements in Electrical Safety for nearly a decade. He's led the Single Approach to Isolations workstream, which, in the last year has now seen the new, safer, electrical isolation processes (SAI25) adopted across 90% of the 25kV a.c. railway. He's taken true personal accountability for driving change, from engaging and understanding front line concerns, leading the safety case development, working up solutions to problems presented, and when necessary taking difficult decisions. The new SAI25 standard brings demonstrable compliance to the Electricity at Work Regulations, 1989; improved risk assessment and management and overall enhancements to the safety of all those working on or near the OLE system. The changes affect the working lives of hundreds, if not thousands, of Electrical Controllers, Isolation Planners, Nominated and Authorised Persons across the railway, both inside and outside of Network Rail. Plus these are improvements to the safety of anyone who ever works under an isolation. The changes are the first change of this scale for more than a generation and therefore extremely difficult and complex to introduce, yet Matt has met the challenges with considerable professionalism, willingness to understand all perspectives, extraordinary resilience and a level of determination without which the changes may never have been made. Along the way, he's also found time to lead the development of the Standard covering Test Before Touch on Overhead Line Equipment and supported the deployment of RoLE (Reminder of Live Exposed) equipment to identify risks of live exposed equipment. We can't count incidents that haven't happened; but the collective changes he's driven have almost certainly saved lives and serious injuries.
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Megan VanBergen

Company Name
Northern Trains Ltd
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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
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Steven Armstrong

Company Name
Grand Central Railway
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When faced with the challenge of maintaining a fleet of 25-year-old trains, Steven Armstrong chose not to accept reliability issues as the inevitable cost of ageing assets. Instead, he took decisive ownership of a fundamental transformation in the maintenance and monitoring of Grand Central's Class 180 fleet, delivering lasting benefits for performance, reliability and customer experience. Recognising that traditional maintenance practices relied heavily on reacting to failures after they occurred, Steven championed the introduction of remote condition monitoring supported by artificial intelligence-powered analytics across the fleet. He led the implementation of new technology, developed the supporting processes, and ensured engineering teams could convert huge volumes of technical data into meaningful interventions before faults affected train services. His initiative extended beyond his immediate responsibilities. Following a catastrophic transmission failure in service, Steven refused to accept that such events were unavoidable. He independently brought together the rolling stock owner, transmission manufacturer and technology suppliers to explore whether transmission health could be monitored remotely in the same way as engines. He secured funding, developed and delivered a proof-of-concept trial, and created the business case that has now secured approval for fleet-wide implementation. Steven did not wait to be asked. He saw risks, identified opportunities and drove solutions that are changing the future reliability of the fleet. Impact The results delivered by Steven have been transformational for passengers, colleagues and the business. Since the introduction of remote condition monitoring in June 2025, Steven and his team have identified and mitigated 237 emerging defects before they could develop into service-affecting failures. These interventions alone are projected to save £1.71 million in disruption-related costs. The performance improvements achieved on a fleet more than a quarter of a century old are exceptional: • Average miles travelled between technical incidents (MTIN) improved from 9,643 miles to 15,292 miles, an increase of 58.6%. • Average miles travelled between delay-causing failures (MP701D) improved from 8,212 miles to 13,090 miles, an increase of 59.4%. • Service disruption compensation costs reduced from £165,000 to £93,000 per period, a reduction of 43.6%. • Full train cancellations reduced by 40%. These improvements have translated directly into a better experience for customers through fewer failures, fewer delays and more reliable journeys. The wider engineering programme also delivered substantial reductions in engine-related defects, improved fleet availability, enhanced safety performance and achieved a full return on investment within six months. Steven's work has not simply improved engineering metrics. It has improved the railway experienced by thousands of passengers every day. Attitude Steven combines technical excellence with exceptional leadership and personal commitment. While leading one of the most significant fleet improvement programmes in Grand Central's recent history, he successfully completed a Master's Degree in Engineering Management and graduated from Arriva's high-potential leadership programme. Throughout this period, he maintained an unwavering commitment to improving fleet safety, reliability and performance. Respected across the organisation for his knowledge, professionalism and calm approach under pressure, Steven has become a trusted role model for engineering colleagues. He played a pivotal role in helping teams embrace new technology and data-driven decision making, ensuring that remote condition monitoring became embedded into everyday operations rather than remaining a standalone project. His influence extends far beyond technical delivery. He actively develops colleagues, shares knowledge and creates an environment where people are encouraged to challenge traditional thinking and seek continuous improvement. His team of Technical Riding Inspectors have embraced new technologies and adopted them as business-as-usual practices because of the confidence, support and leadership Steven provides. By developing both capability and culture, Steven is creating lasting benefits that will endure long after individual projects are completed. Innovation Steven's work represents genuine innovation for both Grand Central Rail and the wider railway industry. He led the implementation of an artificial intelligence-supported engine condition monitoring system capable of analysing millions of data points generated across the fleet. The technology has enabled a fundamental shift from time-based maintenance to maintenance driven by the actual condition of train components, allowing interventions to be targeted when they are truly needed. However, his most pioneering achievement arose from investigating transmission failures. Rather than accepting industry limitations, Steven developed a new approach for remotely monitoring transmission health through train-to-wayside data analysis. Working collaboratively with multiple stakeholders, he transformed an idea into a successful operational trial and subsequently secured approval for fleet-wide deployment. Grand Central understands this to be the first successful application of its kind on a European train fleet, creating a new capability to predict and prevent catastrophic transmission failures before they occur. The innovation has already attracted significant industry attention, with other operators exploring the approach and industry bodies inviting Grand Central to share the lessons learned. Steven has not only solved a problem for his own fleet but has helped create a blueprint that others are now seeking to follow. Conclusion Steven Armstrong exemplifies everything the Rail Engineer of the Year Award seeks to recognise. Delivering transformational improvements on a 25 to 26-year-old fleet demands exceptional engineering capability, vision and determination. Steven Armstrong has demonstrated all three. Through proactive leadership, innovative thinking and an unwavering commitment to reliability and safety, he has delivered measurable benefits worth millions of pounds, improved the experience of passengers, inspired colleagues and pioneered technology that is influencing the wider rail industry. His achievements go far beyond the expectations of his role. Steven has not only improved the performance of an ageing fleet; he has changed the way it is managed, maintained and understood. For his outstanding initiative, impact, attitude and innovation, he is an exceptionally deserving recipient of the Rail Engineer of the Year Award.
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Tom Hammond

Company Name
Ashby Electrical
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Tom was handed a survey task on the Leeds tag and trace package and delivered a full staging strategy. He interrogated the existing infrastructure himself rather than trusting the record drawings, catching discrepancies that would otherwise have surfaced as change mid-installation. Nobody asked him to. The result de-risked a live commission on an operational station, protected programme, and strengthened the client’s confidence in Ashby’s engineering. His method for capturing and presenting tag and trace data is now the reference point for how we scope comparable rail packages, his output has become other people’s starting point. Under real programme pressure he stayed steady, and none of it travelled down to his team. He’s who people go to when they’re stuck, and he takes time to bring junior engineers through the detail rather than just doing it himself. Dedicated, technically sharp, and genuinely one to watch.
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WAYNE PLATO

Company Name
GTR
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Wayne Plato is an exceptional railway engineer, an inspirational colleague and, above all, a person who has dedicated more than 21 years of his life to keeping Britain’s railway moving safely, reliably and efficiently. For over two decades, Wayne has served GTR within Rolling Stock Maintenance at Selhurst Depot, making an immeasurable contribution to the safety, reliability and availability of our trains. However, to describe Wayne simply as an excellent engineer would be to tell only a fraction of his story. Wayne’s greatest achievement is not just the trains he has helped keep in service, it is the people he has helped build. Throughout his career at Selhurst Inspection Shed, Wayne has been a quiet but hugely influential force in developing, coaching, mentoring and moulding generations of engineers, technicians, apprentices, leaders and managers. He has consistently gone beyond the requirements of his role, taking ownership of developing those around him and willingly sharing the wealth of knowledge and experience he has accumulated over more than 21 years in the railway. Multiple apprentices and service engineers have benefited from Wayne’s patience, structured guidance and technical expertise. Many have gone on to become senior technicians, highly accomplished service engineers, Production Leaders and Production Managers. Their success is, in no small part, part of Wayne’s legacy. What makes this even more remarkable is that Wayne has never sought recognition for it. He is an incredibly humble man who has often remained in the background while the people he has coached have stepped forward and achieved great things. Some of those he has supported have gone on to receive well deserved recognition within the rail industry themselves, while Wayne has simply continued doing what he does best, supporting others, solving problems and passing on his knowledge. That, to me, is the very definition of leadership. Wayne has an exceptional technical ability and a wealth of practical railway knowledge, but his real gift is his willingness and ability to transfer that knowledge to others. He understands that a railway is only as strong as the people who maintain, operate and lead it. Rather than keeping knowledge to himself, Wayne has invested it in the next generation. His impact therefore reaches far beyond his immediate team. Every engineer he has developed, every apprentice he has supported and every leader he has helped shape represents a continuation of Wayne’s contribution to GTR and to the wider railway industry. In an industry facing an ageing workforce, an increasing number of new apprentices and new colleagues, and significant organisational change as we move towards Great British Railways, the importance of experienced people like Wayne cannot be overstated. His approach demonstrates something fundamental, technical excellence matters, but sharing that excellence is how we make the railway stronger for the future. Wayne has also been a problem-solver in the truest sense. He has used his considerable experience and technical understanding to support colleagues through difficult faults, maintenance challenges and operational pressures. He is the person people turn to, not simply because he knows the answer, but because he takes the time to explain it, teach it and make others better equipped to face the next challenge themselves. And then there is the person behind the engineer, Wayne has become a fatherly figure and a trusted go to person for many colleagues and staff members. His calmness, humility, resilience and willingness to help have made him someone people can depend upon. He has contributed not only to the technical capability of those around him, but also to the culture and morale of the workplace. That influence cannot be measured on a maintenance spreadsheet, but it is every bit as important. As Wayne approaches retirement and prepares to finally hang up his tools, I believe there is no more fitting time to recognise the extraordinary contribution he has made. For more than 21 years, Wayne has helped keep our trains safe and reliable. But his greatest legacy will not be found in the trains he maintained. It will be found in the engineers he developed, the leaders he helped create, the apprentices he inspired, the problems he helped solve and the countless colleagues who have been better because they had Wayne in their corner. Recognising Wayne as Rail Engineer of the Year would celebrate far more than an outstanding engineer. It would celebrate a mentor, a teacher, a leader, a role model and a truly remarkable human being. It would also send a powerful message to the railway industry, that the knowledge we pass on, the people we develop and the lives we positively influence are just as important as the work we deliver. Wayne has spent his career giving his knowledge, experience and time to others without asking for anything in return. Now, as he prepares to leave the railway, I believe it is our turn to give something back. Wayne Plato deserves to be recognised, not because he has ever asked to be, but precisely because he never has.
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36
RAIL MANAGER OF THE YEAR AWARD

Adam Hopkins

Company Name
GWR
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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.
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Adam Hopkins

Company Name
GWR
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I am nominating Adam Hopkins because he represents exactly what I believe a great rail manager should be. Adam doesn't simply manage people or complete the requirements of his role — he actively identifies potential in others, creates opportunities for them to succeed and takes personal responsibility for helping them develop. In my 11 years with GWR, no manager has had the same impact on my career as Adam has had in the last 24 months. Adam believed in me when I wasn't always confident enough to believe in myself. He didn't just tell me that I could progress — he actively helped me make it happen. Initiative — Taking ownership and creating opportunities Adam has consistently demonstrated that he doesn't wait for opportunities to appear; he creates them. He recognised that I had the potential to progress towards a management role and took ownership of helping me get there. He supported me in starting and completing my Level 3 NVQ in Team Leading, encouraging me throughout the process and making sure I had the confidence to see it through. He then took that development further by putting me forward to help cover an on-call management role. This was a significant opportunity for me to gain genuine management experience and develop the skills required to take the next step in my career. What stands out is that Adam didn't simply put my name forward and leave me to work it out. He coached me every step of the way. He took an active interest in my development, shared his knowledge and experience, challenged me to improve and supported me when I needed guidance. That is true ownership — not just managing today's workforce, but actively helping to build tomorrow's leaders. Impact — Developing people and changing careers The impact Adam has had on me cannot be measured simply by one task completed or one operational result. He has changed the direction of my career. After 11 years with GWR, the last 24 months have been the most significant period of development I have experienced, and Adam has been the person at the centre of that journey. Because of his support, I have completed my Level 3 NVQ in Team Leading, gained valuable experience covering an on-call management role and developed the confidence, knowledge and leadership skills to work towards becoming a manager myself. The biggest measure of Adam's impact is the person I am today compared with the person I was two years ago. He didn't just improve my performance — he increased my belief in what I was capable of achieving. And that impact has the potential to go much further than just one individual. By investing in people, developing their skills and giving them real opportunities to lead, Adam is helping to create a stronger and more capable management team for the future. Attitude — A manager who brings people with him Adam's attitude is one of the qualities I value most. He is positive, approachable and supportive, but he also knows when to challenge people and encourage them to step outside their comfort zone. He never made me feel that asking questions was a weakness. Instead, he made me feel that learning was part of becoming a better leader. When I have doubted myself, Adam has encouraged me. When I have faced something new, he has helped me understand it. When I have had an opportunity to progress, he has pushed me to take it. He has been someone who consistently builds confidence rather than taking it away. That makes Adam a role model. He demonstrates that leadership isn't about having all the answers or simply telling people what to do. It is about bringing people with you, supporting them and helping them become better than they were before. Innovation — Developing people differently For me, Adam's greatest innovation is the way he approaches people development. Rather than relying solely on traditional training or waiting for someone to become ready for management, Adam has taken a practical approach. He has helped me gain a formal qualification through my Level 3 NVQ while also giving me the opportunity to put that learning into practice through the on-call management role. He combined learning, real-world experience, coaching and responsibility. That approach allowed me to develop not just knowledge, but judgement, confidence and leadership ability. Adam understood that you cannot learn everything about management from a classroom or a qualification. Sometimes, you need someone willing to give you the opportunity, stand beside you and coach you through the experience. That is exactly what Adam did for me. Why Adam deserves to win There are many good managers within the rail industry, but I believe Adam stands out because his success is measured by the success of the people he develops. In my 11 years at GWR, nobody has invested in my career, believed in my potential or helped me progress as much as Adam has over the last 24 months. He helped me start and complete my Level 3 NVQ. He gave me the opportunity to gain management experience. He coached me every step of the way. He challenged me. He supported me. And most importantly, he believed in me. The manager I am working towards becoming is partly the result of the manager Adam has been for me. That is the definition of exceptional leadership. Adam hasn't simply managed my career — he has helped build it. For his initiative in developing people, the lasting impact he has made, his positive influence and his innovative approach to developing future leaders, I believe Adam Hopkins is an outstanding candidate for Rail Manager of the Year
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Adam Jones

Company Name
BTTC Infrastructure Ltd
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I am delighted to nominate Adam Jones for the Rail Manager of the Year Award in recognition of his exceptional leadership, commitment to excellence, and significant contribution to both business growth and people development over the past year. Adam has consistently demonstrated the qualities of an outstanding leader, combining strategic thinking with a genuine commitment to supporting those around him. His contribution to the growth of the business has been exceptional. Through his involvement in securing and developing new business opportunities, supporting recruitment activities, and helping build organisational capability, he has played a key role in driving the business forward. His recent promotion to Director is a testament to the impact he has already delivered and the confidence that colleagues and senior leaders have in his ability to lead at the highest level. What makes Adam particularly deserving of this award is that his focus extends far beyond his own objectives and responsibilities. He consistently supports others in achieving their goals, providing guidance, encouragement, and practical leadership across the business. His willingness to invest time in helping colleagues succeed has created a positive and high-performing environment that benefits both individuals and the wider organisation. The success of his leadership is clearly reflected in the performance and culture of his team. His team consistently demonstrates exemplary standards in areas such as one-to-one engagement, timesheet compliance, professional behaviours and overall accountability. These strong foundations are the result of Adam’s proactive leadership, focus on communication, and commitment to maintaining high standards while supporting the wellbeing and development of his people. In addition to his direct management responsibilities, Adam has made a significant contribution to improving engagement and collaboration across the business. He has successfully re-energised the London Link-Up events, creating valuable opportunities for colleagues to connect, share knowledge, and strengthen relationships across teams. Despite an exceptionally busy schedule, he remains a regular presence in the London office and is always willing to offer support and guidance to colleagues, regardless of whether they are part of his direct team. His visibility, approachability, and willingness to help have had a noticeably positive impact on morale and collaboration. Adam has also shown strong leadership through his contributions to wider business initiatives. His input during a Leadership Day were insightful, constructive, and influential, while the follow-up work demonstrated his commitment to turning ideas into meaningful actions. Similarly, his contribution to a European Summit showcased his ability to represent the business, share expertise, and support strategic objectives beyond his immediate remit. Above all, Adam leads by example. His positive attitude, dedication to developing people, focus on delivering results, and unwavering commitment to the business make him an exceptional manager and role model. His impact is felt not only within his own team but across the wider organisation, making him a highly deserving recipient of the Rail Manager of the Year Award.
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Ashley (Ash) Knights

Company Name
Freightliner
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Initiative Ash Knights is a railway professional through and through. During his 16 years with Freightliner, he has developed an exceptional depth of operational knowledge, navigating significant changes across both the business and the wider rail industry. Throughout his career, Ash has consistently demonstrated the ability to anticipate challenges, take ownership of complex issues and lead from the front. One of the most significant examples of this was the Gemini relocation project in 2025, which saw shipping operations move from the Port of Felixstowe to London Gateway. The change required the transfer of approximately ten daily intermodal services and the complete redesign of Freightliner's inland rail operation in less than four months. This was a once-in-a-generation operational transformation, effectively doubling the number of daily intermodal trains operating from London Gateway to accommodate rapidly increasing container volumes. Ash played a pivotal role in the planning, coordination and delivery of this unprecedented change. His ability to assess complex operational requirements, identify potential risks and develop practical solutions was instrumental in ensuring the project was completed successfully and safely within an exceptionally challenging timeframe. Impact The successful delivery of the Gemini project had a profound impact on Freightliner's ability to continue providing reliable services to customers during a period of major change. Ash's contribution was central to this success, helping to deliver a seamless transition while maintaining operational performance and customer confidence. If that challenge was not enough, early 2026 brought another significant test. Following the sale of Freightliner's Intermodal business to CMA CGM, the Freightliner Group underwent a major restructuring. As part of the separation process, the locomotive and wagon fleet was divided between the newly separated businesses, creating a host of operational, logistical and commercial challenges. As Head of Intermodal Delivery, Ash became a key figure in managing the fleet implications of the split. From wagon storage and train formation changes to fleet allocation and operational continuity, he worked methodically through countless scenarios and solutions. His expertise and judgement were invaluable in ensuring the transition was delivered successfully with minimal disruption to customers and operations. Working alongside his dedicated team, Ash invested countless hours, including evenings and weekends, to ensure service continuity throughout this highly complex period. His influence and leadership were instrumental in maintaining stability at a time when the business was undergoing transformational change. Attitude What sets Ash apart is not only his capability but also his character. Calm under pressure, measured in his decision-making and unwavering in his commitment, he is a leader whom colleagues trust implicitly. Throughout every challenge, Ash has demonstrated humility, professionalism and resilience. He never seeks recognition or personal reward for his efforts, viewing the extraordinary as simply part of his responsibility. While many would regard the scale of the challenges he has faced as exceptional, Ash approaches each one with a quiet determination and a steadfast focus on doing what is best for the business, its customers and his team. His leadership style creates confidence and stability, particularly during periods of uncertainty. He leads by example, supporting and empowering those around him while maintaining the highest professional standards. As a result, he is respected not only for his expertise but also for the integrity and authenticity with which he leads. Innovation Ash's innovative thinking is rooted in operational excellence. He possesses a unique ability to take highly complex operational challenges and develop practical, sustainable solutions that deliver results. Whether redesigning the use of rail assets to support the Gemini transition or resolving the intricate fleet challenges arising from the business split, Ash has consistently demonstrated an ability to think creatively whilst remaining grounded in operational reality. His deep understanding of rail operations allows him to challenge established ways of working, identify opportunities for improvement and implement solutions that enhance efficiency, reliability and performance. His approach combines strategic thinking with exceptional attention to detail, ensuring that innovation translates into tangible business outcomes rather than theoretical improvements. Summary The significance of Ash's contribution is perhaps best demonstrated by the fact that this nomination was prompted by Freightliner's Commercial Director. While Ash's role sits firmly within operational delivery, his influence extends directly to customer confidence, service reliability and the reputation of the business. Throughout both the Gemini transition and the subsequent separation of the Freightliner business, Ash's leadership provided assurance not only to operational teams but also to our commercial function and, ultimately, our customers. His ability to anticipate challenges, mitigate risks and maintain operational continuity ensured that customers experienced minimal disruption during two of the most significant transformations in the company's recent history. Clive Slayford, Commercial Director, commented: "Without Ash's input, calmness and ability to foresee the unforeseeable, I would have been extremely concerned about the impact that either of these major projects could have had on customer confidence and our ability to deliver. However, as it transpired, I could not have asked for better." There can be no stronger endorsement of Ash's performance than the confidence placed in him by colleagues whose success depended upon the seamless delivery of these complex projects. His expertise, professionalism and unwavering commitment to both the business and its customers exemplify the very highest standards of railway management and make him an exceptionally deserving candidate for Rail Manager of the Year. Supporting Statement – Nick Matthews, COO: “Ash plays a pivotal role within the operational rail structure, coordinating multiple complex workstreams to ensure the successful delivery of our daily, weekly, and monthly schedules from an asset perspective. His exceptional technical expertise, combined with a pragmatic and creative approach to problem-solving, enables him to consistently turn challenges into solutions. Equally important is the trust and support he inspires, not only within his own team but across the wider Freightliner business. Through his collaborative approach and unwavering commitment, Ash has become an indispensable contributor to our operational success”.
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Ashley John

Company Name
Transport for Wales
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I would like to nominate Ashley John for his outstanding leadership and commitment during a period of significant change. Ashley stepped up from his role as Duty Manager to take responsibility for running the Newport, Hereford and the Marches stations while new managers were being brought into position. He took on this additional responsibility with a positive attitude, demonstrating flexibility, resilience and a genuine commitment to supporting both his teams and the wider operation. During this period, Ashley made a significant impact on standards across the stations. He provided clear leadership, challenged and supported his teams and empowered individuals to take ownership of their roles. His approach created greater accountability and helped build confidence within the teams. Most importantly, Ashley delivered strong and consistent results while managing these additional responsibilities. He maintained focus on operational performance whilst also investing time in developing his people and improving standards. Ashley’s willingness to step up when the business needed him, combined with his leadership, professionalism and ability to bring out the best in his teams, makes him a very deserving candidate for this award. Ashley has demonstrated exactly what great leadership looks like - stepping forward, raising standards, empowering others and delivering results.
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Barry Hobbins

Company Name
Network Rail
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I am delighted to nominate Barry Hobbins for the Rail Manager of the Year Award. Barry is an exceptional manager whose leadership, operational expertise and commitment to both passengers and colleagues consistently set the standard for others to follow. He combines extensive operational knowledge with a people-focused approach, creating a safe, efficient and supportive environment for staff, passengers and retail colleagues alike. One of Barry's most outstanding qualities is his proactive approach to station management and crowd control. He has an exceptional understanding of station operations and is highly skilled at anticipating issues before they develop into larger problems. Whether dealing with planned events, service disruption or unexpected operational challenges, Barry takes ownership from the outset, developing practical and effective plans to manage situations safely and efficiently. Rather than waiting for problems to arise, he actively identifies risks and implements solutions beforehand, ensuring that staff are prepared and passengers experience the least possible disruption. Barry's operational excellence has a direct and positive impact on both passenger experience and staff performance. His ability to assess situations quickly and respond effectively helps maintain the safe and smooth running of the station, even during periods of significant pressure. He consistently ensures that all staff are fully briefed, informed and updated on changing circumstances. This clear and effective communication builds confidence across the team, enables colleagues to carry out their roles effectively and ensures that passengers receive accurate information when they need it most. What truly distinguishes Barry as a Rail Manager is the way he balances operational priorities with genuine care for people. Passengers are always at the forefront of his decision-making, but he never loses sight of the needs of his team and retail colleagues. He recognises that successful operations depend on effective teamwork and works hard to ensure everyone feels valued, informed and supported. His approachable nature and willingness to listen encourage open communication and foster a positive working environment. Barry's leadership style has a significant influence on morale and team cohesion. During challenging situations, he remains calm, professional and focused, providing reassurance and clear direction to those around him. His ability to remain composed under pressure inspires confidence and allows staff to perform at their best, even in demanding circumstances. He leads by example, demonstrating professionalism, integrity and a strong work ethic in everything he does. A particular strength of Barry's leadership is his commitment to developing others. He willingly shares his knowledge and experience, helping colleagues build confidence and improve their skills. New members of staff benefit greatly from his guidance and support as they adapt to station procedures and operational requirements. He takes time to ensure individuals understand their responsibilities and have the tools they need to succeed, helping to build a stronger and more capable workforce. Barry also demonstrates a strong commitment to continuous improvement and innovation. He is constantly looking for more effective ways to communicate, plan and coordinate station activities. His focus on improving operational efficiency, workforce deployment and staff awareness contributes to safer operations and better outcomes for both customers and colleagues. By encouraging collaboration and ensuring information is shared effectively, he helps create an environment where teams can respond quickly and confidently to changing circumstances. Safety remains at the heart of everything Barry does. He responds quickly and effectively to incidents, ensuring that passenger and staff safety are always the highest priority. His strong decision-making skills, combined with his operational knowledge and ability to coordinate teams effectively, ensure incidents are managed professionally and with minimal disruption. His expertise in crowd management is particularly valuable, helping to maintain safe station operations during busy periods and unexpected events. Above all, Barry demonstrates unwavering dedication to the railway, its passengers and its people. His ability to anticipate challenges, communicate effectively, support his colleagues and deliver consistently high standards of service makes him an exceptional rail manager. He does not simply manage operations; he creates an environment where people feel supported, informed and motivated to deliver their very best. For these reasons, I believe Barry Hobbins is a highly deserving recipient of the Rail Manager of the Year Award. His initiative, leadership, professionalism and commitment to excellence have a lasting and positive impact on everyone he works with. Barry exemplifies the very best qualities of railway management and is thoroughly deserving of this recognition.
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Bethan Jelfs

Company Name
CrossCountry
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Since joining CrossCountry in March 2024, Bethan Jelfs has demonstrated outstanding leadership, building strong teams, strengthening industry partnerships and delivering benefits for customers across some of the railway's busiest routes. Drawing on more than 15 years of experience with Transport for Wales, she has quickly become a highly respected leader known for her collaborative approach, strategic thinking and commitment to people. Bethan's ability to build trusted relationships across organisational boundaries has had a significant impact on both CrossCountry and the wider railway. Working across shared routes between Cardiff, Bristol and the West Midlands, she has strengthened partnerships with industry colleagues and stakeholders, creating a more joined-up approach to planning, decision-making and operational delivery. Her leadership has been particularly evident during major events and periods of high demand in Cardiff, where improved cooperation between CrossCountry and Transport for Wales has enabled more effective planning and communication, helping to deliver a better experience for customers. Equally impressive is the impact Bethan has had within her own teams. She is an approachable, visible and supportive leader who invests time in developing colleagues and empowering managers to succeed. Her leadership style creates an environment where people feel valued, trusted and able to contribute, resulting in increased confidence, engagement and collaboration across the business. She is also a passionate advocate for equality, diversity and inclusion, ensuring these principles remain central to the way her teams operate. What truly sets Bethan apart is her unwavering focus on the people who keep the railway moving. In a room full of senior managers, she is often the first to recognise the dedication, professionalism and achievements of frontline colleagues. She understands that success is built on the efforts of those delivering the service day in, day out, and she consistently ensures their contribution is acknowledged and celebrated. This ability to champion frontline teams while maintaining strong strategic oversight has earned her widespread respect from colleagues at every level. During a period of change and growth, Bethan has successfully taken on an expanded remit across the West Midlands and North West while maintaining high standards of performance and engagement. She leads with authenticity and integrity, bringing people together behind a common purpose and turning collaboration into tangible results. Through her positive influence, commitment to people and proven ability to deliver through partnership, Bethan has strengthened relationships, developed colleagues and helped create a more resilient, customer-focused railway. She exemplifies the very best qualities of a modern rail leader and is a highly deserving candidate for Rail Manager of the Year.
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Brinsley Gordon

Company Name
GTR
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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.
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Carole Bayliss

Company Name
Network Rail
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I am nominating Carole Bayliss for Rail Manager of the Year because she demonstrated exceptional leadership, compassion and resilience during one of the most challenging periods of organisational change I have experienced. As part of the Management Efficiencies Programme, Carole learned that her entire team was being disbanded and that her own role, as Head of Sponsorship, ASPRO, Communications and Change Management for West Coast South Route, would not exist in the new organisation. Despite facing significant personal uncertainty about her own future, Carole never allowed this to detract from her commitment to her people. Initiative Rather than waiting for direction, Carole immediately took ownership of supporting her team through the transition. She proactively made herself available to every individual affected, providing guidance, coaching and practical support. She spent countless hours helping colleagues understand opportunities, prepare applications and navigate recruitment processes, often placing the needs of others ahead of her own. Impact Carole's actions had a profound impact on the wellbeing and future success of her team. During an incredibly uncertain and emotional period, she ensured that individuals felt supported, valued and equipped to secure new opportunities. Her leadership helped many colleagues, including myself, successfully move into new roles. The positive impact extended far beyond operational outcomes, protecting morale, wellbeing and engagement during a period that could easily have had the opposite effect. Attitude What impressed me most was Carole's unwavering positivity and professionalism. Despite knowing that she herself was at risk and facing an uncertain future, she consistently demonstrated resilience, empathy and genuine care for others. She became a source of stability and reassurance for her team, embodying the values of leadership and people-first management. Her actions inspired confidence and helped maintain morale when it was needed most. Innovation Carole recognised that standard change management approaches alone would not be enough. She created a highly personal and supportive environment, tailoring her support to the needs of individuals rather than taking a one-size-fits-all approach. Through mentoring, coaching and practical career support, she transformed what could have been a purely transactional process into one centred around people, ensuring colleagues were not only informed but genuinely supported throughout their journey. Carole's leadership during this period was extraordinary. She placed the needs of her team ahead of her own, demonstrated the very best of people management, and left a lasting positive impact on the lives and careers of those she supported. For these reasons, I believe she is an outstanding candidate for Rail Manager of the Year.
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Chloe Rapson

Company Name
Network Rail
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Chloe leads the Wales and Borders attribution team. The team investigates every train delay over three minutes, identifying the cause and responsible party, providing the data that underpins our performance reporting, financial settlements and improvement activity across the railway. What Chloe has achieved over the last few years has been nothing short of exceptional. When she took on the team, performance against key measures was typically between 40% and 60%. Through her leadership, determination and relentless focus on improvement, the team now consistently achieves 100% performance across Data Quality, Delay Resolution and Schedule 8 KPIs. They have also achieved no OU TINs (delay causing incidents un-investigated by Network Rail) since 2023 and successfully delivered two consecutive years without leaf fall neutral zones, ensuring every autumn delay is investigated and used to identify opportunities to improve performance for passengers and freight users in future years. One of the achievements Chloe is most proud of, and rightly so, is the team's 94% engagement score in the 2026 employee survey. With many team members working shifts within Wales route control, engagement has historically been a challenge. The significant improvement in this area is a direct reflection of the time, effort and care Chloe has invested in creating a positive, supportive and inclusive team culture. These results have not happened by chance. Chloe has transformed the way the team operates, introducing new processes, strengthening governance and placing a huge emphasis on recruitment, training and capability development. From implementing assessment days for train delay attributor recruitment to creating structured development programmes, ongoing competency testing and targeted upskilling, she has built a highly capable and resilient team. Her attention to detail and determination to understand every area of KPI non-compliance has driven improvements through better processes, enhanced quality checks and rigorous auditing, even during periods of significant disruption to feedback to our control colleagues. Collaboration has also been a key part of Chloe's success. She has worked very closely with our Transport for Wales colleagues to build strong relationships and genuine partnership working. Through initiatives such as co-location working at Level 2, weekly Level 3 meetings, collaboration days, joint team meetings and shared quality assurance processes, she has helped create a culture where teams work together towards the common goal of improving our attribution data quality to improve performance. While delivering some of the best KPI results in the country (and frequently sharing her learning with other routes) Chloe has remained focused on creating an inclusive environment where people feel valued, engaged and proud of what they do. This is evident through the feedback her team have given me with many saying she's the best manager they've ever had. Since Chloe has been in role there has also been an big improvement in diversity particularly with women in roles within the team for her direct reports she has taken this from 0% to 37% (as a whole attribution team we are now at 29%) again highlighting the effort Chloe puts in to creating a diverse and inclusive environment championing NR's values. She genuinely cares about her team, holds them to account, values the benefit diversity brings to a team and is always looking for ways to help individuals develop and succeed. Quite simply, Chloe is an invaluable member of the Wales & Borders Performance Team. She gives 100% to everything she does, takes pride in her work holding herself to a very high standard and consistently goes above and beyond. She has an great ability to identify problems, take ownership and deliver solutions, often before anyone has even asked. Wales and Borders are very lucky to have Chloe in the team and the results she has delivered speak for themselves. She is thoroughly deserving of recognition for the impact she has made, not only on performance, but on the people around her as well.
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Corinne Dean

Company Name
Heavy Haul Rail Ltd
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Corinne embodies the very definition of exceptional leadership. When challenges arise, she is always at the forefront, inspiring and guiding the team while willingly taking on more than her fair share of the workload. Her extensive knowledge and experience have earned her the affectionate nickname of "The Oracle", as she always seems to have the answer, no matter how complex the problem. What truly sets Corinne apart is the unwavering support she provides to those around her. She is the kind of leader who always has your back, advocating for her team and ensuring everyone feels supported, valued, and empowered to succeed. She actively encourages personal and professional growth, sharing her knowledge freely and helping others achieve their ambitions. Beyond her leadership within the team, Corinne is a pillar of the Crewe depot, providing stability, resilience, and reassurance during challenging times. She consistently brings clarity and perspective when uncertainty or rumours arise, acting as a trusted voice of reason for colleagues across the site. Her calm and measured approach helps maintain confidence and focus, even in the most difficult situations. Equally impressive is Corinne's empathy and understanding. She takes the time to listen, appreciate individual circumstances, and support colleagues through both professional and personal challenges. Her genuine care for others creates an environment where people feel respected, understood, and able to perform at their best. No matter the situation, Corinne approaches every challenge with professionalism, positivity, and a smile. Her leadership, knowledge, compassion, and unwavering commitment to those around her make her an invaluable asset to the organisation and truly deserving of this recognition.
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Damon Colvin

Company Name
GTR
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I would like to nominate Damon for this award in recognition of the exceptional leadership, commitment and professionalism he has shown in establishing and developing the new Revenue Inspection team on the Southern rail network. When Damon took on the role, he was faced with a significant challenge. Southern had not had a dedicated revenue protection team for around nine years. During that time, ticketless travel had become a growing concern, with passengers who paid for their journeys becoming increasingly frustrated at seeing others travel without a valid ticket or any apparent consequence. Damon was appointed to lead the new team after the recruitment process had already taken place. He inherited 40 new Revenue Inspectors, also known as Passenger Hosts, all of whom were new to the role. He was effectively tasked with building the operation from the ground up supported by four Team Leaders, The starting point was far from ideal. The team had to be established in a run-down room at Gatwick, with equipment, processes, training, monitoring and deployment arrangements all needing to be put in place. Damon took ownership of these challenges rather than waiting for someone else to resolve them. He organised the equipment and operational requirements, helped establish how the team would work across the network, supported the Team Leaders and ensured that staff were properly mentored and monitored as they learned an entirely new role. Within just a few months, Damon had helped turn a newly recruited group of staff into an operational team carrying out revenue protection duties across a large and challenging part of the Southern network. This was not simply a case of putting staff on trains and asking them to check tickets. The team was operating across Sussex and South London, including some of the busiest commuter areas in the country, on a network where passengers had become accustomed to seeing little or no visible revenue protection for almost a decade. That presented major challenges for both the staff and management. There were inevitable teething problems, new processes to establish, new staff to develop and a very large geographical area to cover. Damon consistently showed the initiative to identify problems, find practical solutions and support his team through those challenges. Rather than simply managing the day-to-day operation, he played a key role in creating the operation itself. His impact can now be seen a year on. The team has become established, confident and effective, with strong management structures and a clear operational purpose. Most importantly, it is delivering measurable benefits through increased revenue protection and helping to tackle ticketless travel across Sussex and South London. The introduction of this team has also sent an important message to paying passengers: revenue protection is once again being taken seriously on the Southern network. This is particularly important for customer confidence and fairness, as passengers who purchase tickets should be able to see that the railway is actively addressing those who do not. Damon has also demonstrated the right attitude throughout the process. Establishing a team of this size from scratch, while dealing with new staff, new processes and the pressures of operating across a busy railway network, could easily have become overwhelming. Instead, he has remained professional, approachable and focused on supporting his colleagues. What stands out most is that Damon has not simply inherited an established team and managed it. He helped build this team from the ground up. He took 40 people who were new to revenue protection, supported four Team Leaders with railway and or revenue experience, established the operational foundations, dealt with the inevitable challenges and helped develop them into a successful team delivering real results across the Southern network. For me, that demonstrates all four qualities the judges are looking for: Initiative – Damon took ownership of establishing an entirely new operation and solved problems as they arose. Impact – The team is now delivering tangible revenue protection benefits across Sussex and South London and helping reduce ticketless travel in areas that had seen little dedicated revenue protection for almost a decade. Attitude – Damon has provided consistent leadership, support and professionalism while helping staff adapt to a challenging new role. Innovation – He had to develop practical ways of establishing a completely new team, putting structures, equipment, monitoring, deployment and mentoring arrangements in place from the ground up. Damon's achievement is not just about the number of tickets checked or the staff he manages. It is about re-establishing a culture of revenue protection on a major part of the Southern network and building a team capable of continuing that work for the future. For those reasons, I believe Damon is an outstanding candidate for this award and fully deserves recognition for the leadership, dedication and impact he has demonstrated.
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Daniel Guy

Company Name
Grand Central Railway
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I am delighted to nominate Daniel Guy for Rail Manager of the Year. As Sunderland's Operations Training & Simulator Manager, Dan plays a key role in supporting the East Coast Digital Programme and Grand Central's implementation of ETCS. Through his expertise, professionalism and commitment, he has become a highly respected subject matter expert, representing Grand Central across both internal and industry forums. What makes Dan exceptional is not simply how well he performs his role, but how consistently he goes beyond it. He continually steps outside his formal responsibilities to support colleagues, improve safety, drive innovation and deliver benefits for Grand Central and the wider railway industry. Dan's initiative Dan consistently demonstrates outstanding initiative by identifying needs and taking action before being asked. A powerful example followed a Grand Central fatality incident in February 2025. Although his role has no on-call responsibility, Dan immediately recognised the support required by the Driver involved, having assisted them through a previous fatality a year earlier. Without hesitation, he travelled approximately 150 miles to attend the incident location, liaised with Control and remained with the Driver until they returned home safely. Dan did not arrive home until almost 4am. His support has continued ever since. Despite having no management responsibility for the Driver, he still meets with them regularly and maintains contact to support their wellbeing. This commitment is entirely voluntary and demonstrates exceptional care, compassion and leadership. Dan also shows initiative at a strategic level. When Arriva invited ideas for future growth opportunities, he independently researched potential new routes and developed a detailed business proposal, including risks and business justification. Although it was not ultimately progressed, it received serious consideration and demonstrated both initiative and strategic thinking well beyond the expectations of his role. Whenever resource pressures emerge, Dan instinctively steps forward. Whether supporting the Safety Team with operational standards reviews, assisting Driver Management colleagues, providing management presence during ETCS testing, or volunteering for wider business projects, he focuses on what needs to be done rather than what he is expected to do. Dan's impact Dan's impact extends far beyond his immediate responsibilities. Within Sunderland's simulator suite, he develops ETCS training scenarios and actively encourages Drivers to gain additional experience and confidence ahead of implementation. Rather than simply completing his own work, he regularly invites Drivers to use the simulator to develop familiarity, refresh skills and strengthen competence. He frequently remains beyond his contracted hours to provide additional coaching and support, helping prepare Drivers for one of the most significant operational changes currently facing the railway. Dan has also played a key role in the development of Grand Central's electronic Competence Management System (eCMS), helping shape a more data-led and risk-based approach to competence management. This innovative work is helping position Grand Central at the forefront of modern competence management. His influence reaches beyond Grand Central. Through active engagement with Network Rail, RSSB, Hull Trains, East Midlands Railway and other industry partners, Dan has built strong professional relationships that have delivered tangible benefits. These collaborations have supported ETCS development, simulator initiatives, overspeed detection workstreams and operational knowledge sharing, ensuring that Grand Central both contributes to and benefits from industry best practice. For a relatively small operator, Dan has helped ensure Grand Central has a respected and influential voice within major industry programmes and forums. His attitude Dan is one of the most passionate, positive and committed managers I have worked alongside. He genuinely cares about the railway and the people who work within it. Whether supporting a colleague through difficult circumstances, helping Drivers build confidence, attending industry forums, contributing to communications groups or assisting operational teams, he is always willing to help. He regularly volunteers to create Driver Safety communications following incidents and near misses, often outside normal working hours, because he believes Drivers should feel informed, supported and equipped to operate safely and confidently. Perhaps most importantly, Dan leads through influence rather than authority. Many of the people he supports do not report directly to him, yet he is widely respected for his integrity, expertise and willingness to help others succeed. He is often the first person to volunteer when additional support is needed and consistently puts the needs of colleagues, customers and the business ahead of his own convenience. He is a role model for Grand Central's values and a trusted source of support, guidance and encouragement for those around him. Dan's innovation Innovation lies at the heart of Dan's contribution. He has been a driving force behind the integration of Non-Technical Skills throughout operational activity, ensuring they are embedded within training, competence assessments, investigations, safety briefs and performance improvement activity. Through his persistence and leadership, human factors have become a much stronger consideration in the way colleagues learn, develop and operate. He has also helped drive innovation in simulator development and ETCS readiness, creating realistic learning opportunities that encourage continuous improvement beyond mandatory training requirements. Dan continually looks for better ways of working and is never satisfied with simply following established processes if there is an opportunity to improve them. His work on eCMS, ETCS implementation and competence management demonstrates a genuine commitment to innovation that delivers practical benefits for both colleagues and the business. Conclusion Many managers successfully deliver their roles. Dan consistently exceeds his. Whether supporting colleagues through difficult circumstances, advancing ETCS implementation, improving operational standards, strengthening safety culture or driving innovation, he always focuses on what is needed rather than what is expected. His leadership, expertise, compassion and commitment have made a significant difference to individuals, Grand Central and the wider railway industry. For these reasons, I can think of no more deserving recipient of the Rail Staff Awards Rail Manager of the Year award than Daniel Guy.
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David Easton

Company Name
Network Rail
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David Easton is the driving force behind many of the improvements seen across Motherwell Delivery Unit and the wider Scotland Maintenance function. Not only managing performance; he actively looks for better ways of working, empowers others to take ownership and creates an environment where people are trusted to make decisions and deliver results. Whether it's frontline staff, technicians, engineers or aspiring leaders, David encourages people to take initiative, develop their skills and challenge traditional approaches. Under David's leadership, Motherwell has delivered significant improvements in performance, reducing backlog levels to some of the lowest seen despite operating across one of Scotland's most demanding networks. The Delivery Unit covers the West Coast Main Line, some of Scotland's busiest routes and extensive rural routes, all with limited access opportunities and competing priorities. Through strong leadership and a relentless focus on improvement, he has helped create a more resilient and effective organisation. David is passionate about developing people. He has created clear pathways that allow apprentices and early-career staff to progress towards engineer-level roles, while giving them the support and opportunities needed to grow professionally. This focus on development has helped create a highly engaged workforce with excellent retention rates and a strong pipeline of future talent. He also leads by example away from the day job. David actively supports engagement with local schools, Career Ready programmes and railway charities, encouraging colleagues to mentor, volunteer and help inspire the next generation of railway professionals. A strong advocate of initiatives such as 21st Century Maintenance, David continually challenges established practices and encourages teams to embrace more efficient and autonomous ways of working. His ability to improve performance whilst investing in people has left a lasting impact across the business. Through his leadership, commitment to continuous improvement and genuine passion for developing others, David has made a significant contribution to Scotland's Railway and is a highly deserving recipient of this award. David's leadership has improved performance, developed people and helped shape a culture where continuous improvement is part of everyday business. What sets him apart is his ability to bring people with him, giving them the confidence, support and opportunities to succeed. The benefits of his leadership can be seen not only in the performance of Motherwell Delivery Unit, but in the people he has developed and the positive influence he continues to have across Scotland's Railway. He is a highly deserving recipient of this award.
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David Webb/Electrification & Plant Wales & Borders

Company Name
Network Rail
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I am delighted to nominate David Webb, Section Manager, for his outstanding leadership, dedication and commitment during the recovery of the major lineside fire at Marshfield. The fire caused extensive damage to railway infrastructure, including approximately 400 metres of cess damage, and resulted in 13,801 delay minutes and £838,000 of delay costs. The scale of damage required a rapid, complex and coordinated recovery effort involving multiple disciplines working together under significant operational pressure. Although David's substantive role is as an OLE Section Manager, he immediately stepped forward to lead the recovery effort across all disciplines. Recognising the importance of restoring the railway safely and efficiently, David attended work on his rest day and worked significantly beyond his contracted hours throughout the recovery period, without any expectation of reward or recognition. David became the focal point for coordinating the recovery works, ensuring that all activities were prioritised, resourced and delivered in the correct sequence. Under his leadership, teams successfully removed extensive fire-damaged infrastructure and delivered a comprehensive programme of renewal works. The recovery included the removal and replacement of damaged traction power equipment, 650V power cables and traction bonding. Engineering teams restored power supplies through cable jointing, testing and reconfiguration works to return critical systems to service. Extensive damaged troughing was removed and replaced to provide new routes for signalling, telecoms and power cables. The signalling and telecommunications recovery was particularly challenging. Multiple data link cables were renewed and tested, fibre optic communication circuits were run out and jointed, and critical signalling communications links were restored. Complex testing activities were coordinated to return signalling systems to operational status and ensure services could safely resume. The recovery also involved the replacement and testing of high-voltage ATF cables, pressure testing of newly installed equipment, completion of cable jointing activities and restoration of traction power connections. This required close coordination between E&P teams, telecoms specialists, signalling technicians, UKPN engineers and contractors to ensure work was completed safely and efficiently. David also coordinated civils and off-track activities, including the installation of replacement boundary fencing, establishment of site facilities and welfare arrangements, and the management of a large worksite involving numerous teams and contractors. Possessions, isolations and access arrangements had to be carefully managed throughout the recovery to allow multiple activities to take place simultaneously whilst maintaining the safety of everyone involved. One of David's greatest achievements was bringing together numerous disciplines with differing priorities and technical requirements into a single, coordinated recovery team. His leadership ensured that decisions were made quickly, issues were resolved without delay and resources were directed where they were needed most. Throughout the recovery he maintained a relentless focus on safety, delivery and collaboration. The final stages of the recovery included completion testing, re-energisation of the overhead line equipment, safe handback of possessions and demobilisation of the site. Through David's leadership and commitment, the railway was restored following a major infrastructure incident that had the potential to cause prolonged disruption to passengers and freight operators alike. What sets David apart is not just his technical competence, but his willingness to take responsibility far beyond the expectations of his role. He sacrificed personal time, worked exceptionally long hours, led activities outside his own discipline and remained focused on achieving the best outcome for the railway. His calm leadership, professionalism and determination inspired those around him and were instrumental in delivering a successful recovery. David's actions during the Marshfield fire recovery exemplify the very best of the rail industry. His commitment to safety, teamwork, operational performance and customer service make him an exceptionally worthy recipient of a Rail Staff Award. Key achievements 1.Led the recovery of a major infrastructure incident causing 13,801 delay minutes and £838,000 in delay costs. 2.Coordinated multiple disciplines including OLE, E&P, Signalling, Telecoms, Civils, Off-Track, UKPN and contractors. 3.Attended work on his rest day and worked substantially beyond contracted hours to support recovery. 4.Led the replacement and restoration of power, signalling and telecoms infrastructure damaged by fire. 5.Managed possession, isolation and site coordination activities across a complex multi-disciplinary worksite. 6.Successfully drove the safe restoration and re-energisation of the railway following extensive infrastructure damage.
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Derek Black

Company Name
LNER
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Initiative Derek consistently demonstrates ownership beyond the boundaries of his role. As Assurance Engineer Lead, he has driven the development of LNER's engineering assurance strategy, engineering change assurance, depot assurance activities and supplier assurance governance. He actively challenges proposals where safety or engineering risk requires further consideration, ensuring potential issues are identified and addressed before they become operational problems. For example, during reviews of infrastructure compatibility and depot arrangements associated with TRU fleet displacement planning, Derek proactively raised concerns regarding track asset condition assessments and safe operational requirements rather than simply accepting proposals at face value. Impact Derek's impact extends far beyond his immediate team. Through his leadership of engineering assurance activities, he has influenced major strategic programmes including ETCS assurance, engineering change governance, supplier assurance, fleet safety risk management and TRU readiness activities. His work contributes directly to maintaining the safety, reliability and compliance of LNER's rolling stock fleet and engineering operations. He has also played a key role in assurance oversight relating to major fleet issues, including ACER crack recovery programmes, engineering risk management and rolling stock compatibility activities. These activities affect operational performance, fleet availability and passenger service delivery across the business. Attitude Derek is a highly respected and collaborative leader who brings decades of railway experience to the Engineering & Assurance function. Throughout his career, which spans over 43 years in rail engineering, depot management, technical training and assurance leadership, he has consistently supported colleagues, coached others and fostered a culture of professionalism and continuous improvement. His approach encourages open challenge, constructive discussion and effective engagement with internal and external stakeholders, helping teams work together to resolve complex engineering and safety issues. Innovation While Derek's role is rooted in assurance and governance, he continually seeks smarter ways to manage engineering risk and improve operational resilience. He has been instrumental in developing assurance-based approaches covering engineering change, supplier assurance, operational safeguards and fleet risk management. His ability to combine practical engineering experience with modern assurance methodologies has helped establish robust governance frameworks that support safe decision-making across engineering operations. His work on fleet assurance, safety risk assessments and strategic engineering programmes demonstrates a commitment to finding practical and sustainable solutions to industry challenges. Derek Black exemplifies the qualities of an outstanding rail manager. Through exceptional leadership, proactive ownership, strategic thinking and an unwavering commitment to safety and engineering excellence, he has helped shape the way Engineering & Assurance supports LNER's operations. His influence extends across people, projects and processes, delivering meaningful improvements that continue to benefit colleagues, customers and the wider railway industry.
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Ellis Wood

Company Name
Amulet Security
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Ellis Wood occupies the role of Assistant Contract Manager on the Northern Trains operation, a position he takes immense pride in and has done for a number of years. A natural leader, Ellis consistently strives for greateness and is an excellent role model for officers who work towards progressing through the contract and reaching a managerial position like he has. Ellis has been a part of the operation for a nunber of years, progressing from frontline officer to now assistant contract manager, evidencing his committment, persistence and hard work over a sustained period. Ellis succeeds at all tasks he tips his hat to with his eye for detail ensuring that all he does produces results for both company and client. Ellis continues to push himself and strive to reach his goals and personal ambitions within the industry and despite his relatively young age, Ellis has already gained a strong reputation within the transport sector. Ellis is my nominated manager not just because he supports me in all I do but because he does the same for everyone, selflessly sacrificing time away from his own commitments to help others work towards their goals and targets.
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Gemma Scott/Planning Team

Company Name
HULL TRAINS COMPANY LIMITED
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Rail Manager of the Year - Gemma Scott, Planning and Performance Manager Gemma has demonstrated exceptional leadership, professionalism, and dedication through her outstanding planning and delivery of additional rail services to support Hull's football and rugby fan base travelling to London. Faced with significant operational challenges, she successfully secured additional train paths, coordinated extra crew resources, and ensured a full fleet complement was available, including the deployment of Class 803 units from sister company Lumo. The result was one of the most successful operational days in Hull Trains' history, delivering the highest number of customers carried in a single day, adding nearly 20% capacity. This exceptional accomplishment showcased Gemma's ability to turn complex operational challenges into outstanding commercial and customer outcomes. Her proactive approach, meticulous planning, and ability to collaborate across multiple teams enabled the business to meet increased customer demand while maintaining high standards of service and operational performance. Gemma consistently went above and beyond expectations, balancing commercial opportunity with operational excellence and ensuring thousands of customers could travel reliably and comfortably to support their teams. Through strong leadership, effective stakeholder management, and an unwavering commitment to delivering the best possible customer experience, Gemma has made a significant contribution to both her colleagues and the wider rail industry. Her determination, professionalism, and ability to lead complex operational initiatives make her a truly deserving candidate for Rail Manager of the Year.
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Helen Dickerson

Company Name
Greater Anglia
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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.
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James Edwards

Company Name
GTR
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I am proud to nominate James Edwards for Manager of the Year in recognition of his exceptional leadership, dedication, and commitment to both his team and the wider railway industry. Over the past ten years, James has progressed from Rail Enforcement Officer to Team Leader and now Rail Enforcement Manager. Throughout his career, he has consistently demonstrated the qualities of an outstanding leader, setting the standard for professionalism, integrity, and operational excellence. As a manager, James leads by example. He is proactive, solutions-focused, and approaches every challenge with a determination to find positive outcomes. His problem-solving mindset has been instrumental in addressing complex issues across the network, delivering tangible improvements in safety, enforcement, and partnership working. Rather than waiting for others to act, James is always the first to lead, taking ownership of challenges and inspiring confidence in those around him. James has developed strong and effective partnerships with Local Authorities, the British Transport Police, other Train Operating Companies, and community stakeholders. His work has supported the implementation of Railway Behaviour Notices, Public Spaces Protection Orders, strengthened information-sharing arrangements, and fostered collaborative approaches to enforcement and crime prevention. These partnerships have delivered real benefits to passengers, railway staff, and local communities. What truly distinguishes James as a manager is his unwavering support for his people. He is approachable, accessible, and always willing to provide guidance, advice, or assistance. Whether supporting a member of his own team or helping colleagues from across the wider railway family, James is known for making himself available whenever needed. His open-door approach has created a culture of trust, accountability, and teamwork, enabling those around him to perform at their best. James embodies the values of a modern leader. He has a genuine "can-do" attitude, encourages innovation, and empowers others to take ownership and develop professionally. His enthusiasm, resilience, and commitment to doing the right thing have earned him the respect of colleagues, partners, and stakeholders alike. James is a credit to GTR, the Railway Safety Accreditation Scheme and the wider British Transport Police family. His leadership has not only delivered outstanding operational results but has also positively influenced the people and organisations he works with every day. For his exceptional leadership, commitment to partnership working, dedication to his team, and relentless drive to achieve positive outcomes, I can think of no more deserving recipient of the Manager of the Year Award than James Edwards.
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John Kelly

Company Name
Network Rail
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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.
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Josh Maloney

Company Name
TSGN
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Josh embodies what it truly means to put people first. In the wake of the tragic derailment at Lewes, his immediate response was centered entirely on the well-being of our team. He went above and beyond, making it his personal mission to personally check on the welfare of every single driver in the depot during an incredibly difficult and stressful time. What makes Josh so exceptional, however, is that this wasn't a one-off effort, it is simply who he is every day. Josh consistently makes it his priority to check in with every driver he crosses paths with, offering genuine warmth, active listening, and sincere support. His care doesn't stop at the boundary of his own line-management responsibilities; he frequently steps up to support drivers across other managers' teams whenever extra support is needed. Josh sets the standard for compassionate leadership. He is exemplary in his approach to staff welfare and is an overall fantastic Driver Manager who brings out the absolute best in our depot community.
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Kathleen (Kat) McGee

Company Name
ScotRail
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Many people were involved in getting Glasgow Central up and running following the fire at Union Corner, but there were few, if any, who made a bigger contribution than Kat McGee. Kathleen McGee, known universally as Kat, is ScotRail’s Area Manager for Glasgow Central, Ayr, and Inverclyde. She was instrumental in the coordination of operations at Glasgow Central and she acted as a critical advisor to the Network Rail and Glasgow City Council crisis management teams. Kat was also a key voice in shaping decisions by the ScotRail executive team in this mammoth collaborative operation. Kat demonstrated a cool head, pragmatism, and extreme problem solving under exceptional circumstances. The fact she achieved all of this while keeping the safety of the hundreds of thousands of ScotRail and cross-country services' customers at the forefront of her mind is an incredible achievement. The entire Scottish rail network has benefitted from the immense support and leadership Kat showed in the large-scale disruption in Scotland’s busiest train station. Kat never lost sight of the importance of keeping teams of people updated throughout every phase of the work to reopen Glasgow Central. But her biggest achievement was writing plans to enable hundreds of thousands of customers to navigate the station while the recovery operation continued and routes in and out of the station were drastically altered to keep people moving safely. She even made time to record wayfinding videos for ScotRail social media channels so customers would have easy access to the new ways of getting around the station. Kat worked with Network Rail to keep trains and people moving. Despite long hours, Kat helped with risk assessments, alternative train service plans, and staff relocation throughout the incident. Glasgow Central’s Low Level would not have reopened for business within four days had it not been for Kat’s knowledge, dedication, flexibility, and willingness to go the extra mile for her staff and customers. Faced with a rapidly evolving and high-pressure situation, Kat acted decisively, coordinating with operations control, supporting frontline staff, and ensuring accurate, timely information was communicated throughout the incident. Kat not only helped maintain safety and order but also played a key role in reducing disruption and supporting an effective recovery of services. Colleagues have consistently praised Kat’s clear judgement, resilience, and ability to remain composed while managing multiple demands. Kat’s resourcefulness and strong leadership skills helped to deliver tangible results for our customers in the reinstatement of services to Glasgow Central. Within four days of the fire, low-level services were able to resume with weekday journeys averaging around 55,000. This rose to 94,000 following the partial reopening of nine high-level platforms between 18–24 March. Passenger levels returned to near-normal levels once all station platforms were made available and a full timetable was restored from Wednesday, 25 March. On that day, ScotRail recorded around 120,000 passenger journeys at Glasgow Central as people used the train to return to work, education, and for leisure travel
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Laila Salmani

Company Name
Network Rail
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I am proud to nominate Laila Salmani for the Manager of the Year Award in recognition of her outstanding leadership, dedication to her team, and the transformational impact she has had on the Station Control environment. Since becoming Line Manager of the Station Control team, Laila has delivered significant operational improvements while creating a culture where people feel valued, supported, and motivated to succeed. Her leadership has transformed the Station Control Room into a professional, efficient, and welcoming workplace. One of Laila's key achievements has been the complete overhaul and decluttering of the Control Room. She ensured that every workstation was fully equipped with the necessary hardware and resources, giving staff the tools they need to perform their roles effectively. She also championed the installation of new train display systems and upgraded equipment, improving operational awareness, communication, and overall efficiency within the Control Room. However, what truly makes Laila exceptional is her people-focused leadership style. She leads through trust, respect, visibility, and support. Laila is never afraid to listen to feedback, encourage new ideas, and involve her team in decisions that affect their workplace. She creates an environment where every member of staff feels heard and respected, regardless of their role or experience. Laila regularly takes time to understand the strengths and aspirations of her team members and actively supports their development. Her commitment to nurturing talent is demonstrated by the number of employees who have progressed under her management. In the last year alone: One Station Controller successfully moved into a Project Team role. One Station Controller progressed to become a Signaller. One Station Controller moved into a Mobile Operations Manager (MOM) position. One Station Controller progressed into a Facilities Management role. These achievements are a direct reflection of Laila's commitment to coaching, mentoring, and creating opportunities for career progression. She does not simply manage performance; she invests in people. Laila encourages staff to gain new skills, build confidence, and challenge themselves. She celebrates success while providing constructive support when challenges arise. Her leadership has also created a strong pipeline of future talent. Through her positive and supportive learning approach, four Customer Service Assistants are currently shadowing Station Controllers and developing the skills required to become permanent members of the Control Room team. This demonstrates her commitment to succession planning and ensuring the future success of the operation. Laila's caring and compassionate leadership is perhaps best demonstrated by her support of a colleague who had been absent due to long-term sickness for nearly two years. Throughout this difficult period, she maintained regular contact, offered encouragement, showed genuine concern for their wellbeing, and supported them every step of the way during their return-to-work journey. Thanks to her patience, understanding, and unwavering support, that employee successfully returned to work and remains a valued member of the team today. Laila also leads by example during challenging operational situations. She remains calm under pressure, provides clear direction, and instils confidence in her team during incidents and disruptions. Her positive attitude helps maintain team morale, even during demanding periods. Staff know that she will always support them, whether dealing with operational challenges, development opportunities, or personal difficulties. The culture within the Station Control Room today is testament to her leadership. Staff enjoy coming to work, colleagues support one another, and individuals feel empowered to contribute ideas and improvements. Morale is high, teamwork is strong, and there is a genuine sense of pride within the team. Laila consistently balances operational excellence with genuine care for her people. She develops talent, improves performance, drives innovation, and creates an environment where individuals can thrive both professionally and personally. For her exceptional leadership, commitment to staff development, dedication to wellbeing, and the lasting positive impact she has made across the Station Control operation, I can think of no one more deserving of the Manager of the Year Award than Laila Salmani. Laila does not simply manage a team; she inspires people, develops future leaders, and creates a workplace where everyone has the opportunity to succeed.
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Laura Mason

Company Name
Freightliner
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Initiative: Initiative: Since joining Freightliner in June 2025, Laura has quickly established herself as a highly effective leader, bringing extensive experience gained during almost 11 years at Network Rail (‘NR’) across performance, delay resolution, operations and customer management. One of Laura's most significant achievements has been transforming Freightliner's approach to NR claims management. Recognising opportunities to improve consistency, efficiency and understanding, she took the initiative to work collaboratively with both Freightliner colleagues and NR stakeholders to develop clearer processes and expectations. Through a series of workshops and engagement sessions, Laura improved understanding across the business, reduced backlogs and established a more professional and consistent approach to claims management. Never satisfied with maintaining the status quo, she proactively identifies areas where processes can be strengthened and challenges existing practices constructively when they do not deliver the right outcomes. Her ability to combine operational knowledge with practical problem solving has enabled meaningful improvements that continue to benefit both Freightliner and external partners. Impact: Laura's contribution has delivered tangible and measurable results across the business. Through her leadership of the Performance and Claims function, she has strengthened Freightliner's approach to ensuring incidents are thoroughly understood, lessons are identified and improvements are implemented. Her work directly supports better operational reliability, improved customer outcomes and stronger relationships with NR. Her focus on performance improvement has brought together operational teams across the business to identify recurring issues and ensure actions are owned and delivered. This disciplined approach has contributed to significant operational improvements, including the remarkable achievement of recording no Schedule 8 incidents attributed to late departures from Freightliner terminals during the final week of April, a result not achieved in recent memory. Beyond performance metrics, Laura's work has improved collaboration between organisations, enhanced internal capability and strengthened Freightliner's reputation as a professional and constructive industry partner. The positive impact of her leadership extends well beyond her immediate team and contributes directly to a more reliable and resilient rail freight network. Attitude: Laura is widely respected for her professionalism, integrity and collaborative approach. She combines high standards and accountability with genuine warmth and support for others, creating an environment where colleagues feel valued, listened to and encouraged to succeed. She invests significant time in developing others, providing coaching, guidance and practical support to help colleagues build confidence and capability. Her approachable nature and willingness to help have made her a trusted colleague, and she consistently works to foster a positive and inclusive culture. Laura demonstrates exceptional courage and authenticity. Alongside her day-to-day responsibilities, she has played an important role in raising awareness and understanding of OCD, helping to challenge misconceptions and reduce stigma. By sharing her own experiences through internal communications, she has provided valuable support and reassurance to colleagues who may be facing similar challenges. Her commitment to helping others extends beyond the workplace. She has volunteered on an alpaca farm and supported the charity Pets as Therapy, taking her dog into local primary schools to help children develop confidence and enjoyment in reading. Innovation: Laura brings fresh thinking and a modern perspective to performance management and claims handling. Drawing on her experience from both NR and Freightliner, she has successfully bridged organisational boundaries to create more effective ways of working. Her approach focuses on understanding root causes, building collaborative relationships and translating learning into practical actions. Rather than simply responding to issues as they arise, Laura continuously looks for opportunities to prevent problems, improve processes and strengthen performance outcomes. The workshops and engagement sessions she introduced have established greater consistency and understanding across teams, while her focus on learning and continuous improvement has embedded a more proactive performance culture. By combining operational expertise, analytical thinking and strong stakeholder management, Laura has delivered innovative solutions that are producing lasting benefits for Freightliner and the wider rail freight industry. Summary: Laura has made an exceptional contribution since joining Freightliner. Through her leadership, initiative, integrity and commitment to continuous improvement, she has delivered measurable operational benefits, strengthened industry relationships and supported the development of colleagues across the business. She exemplifies the qualities of an outstanding rail leader and is a highly deserving recipient of the Rail Manager of the Year award. Glynis Appelbe, HR Director: “Since joining Freightliner, Laura has been a breath of fresh air. Not only has she introduced new ways of thinking and working, but her infectious energy, enthusiasm and dynamic approach have transformed what can often be perceived as a technical or niche subject into something that colleagues genuinely want to engage with and contribute to. Equally impressive is Laura's caring, authentic and empathetic nature. She has spoken openly and courageously about her own experiences living with OCD, sharing her story with honesty and vulnerability. By doing so, she has helped to raise awareness, break down misconceptions and challenge the stigma that can still be associated with mental health and neurodiverse conditions. Her willingness to support others, listen without judgement and encourage open conversations has had a meaningful impact on colleagues across the business, creating a more inclusive and supportive environment where people feel comfortable bringing their whole selves to work”. Jules Graham, Customer Relationship Executive, Network Rail: “Laura is highly deserving of this award, consistently demonstrating a commitment to supporting others while driving positive change. She is confident in constructively challenging processes and behaviours that are ineffective or misaligned with the right standards, helping to deliver meaningful improvements. A dedicated leader and mentor, Laura invests time in developing colleagues, creating an environment where people feel empowered to grow and succeed. She is a passionate advocate for mental health awareness, openly sharing her own experiences and supporting the work of OCD-UK to increase understanding and reduce stigma. Laura's empathy, integrity and genuine interest in people help foster a supportive and inclusive culture where colleagues feel valued, respected and able to bring their whole selves to work. Her positive influence extends far beyond her role, making a lasting difference to individuals, teams and the wider organisation”.
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Mo Uddin

Company Name
GTR
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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.
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Monica Coseru

Company Name

CrossCountry

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Monica Coseru is an exceptional railway leader whose expertise, dedication and people-focused approach play a vital role in keeping services running across the CrossCountry network. As a Customer Service Manager based at Birmingham New Street, the heart of the CrossCountry operation, she manages one of the most challenging balancing acts in the business: ensuring colleagues receive the training, development and competency assessments they need while maintaining the resources required to deliver a reliable service for customers. Monica is widely respected for her ability to bring people together, build strong relationships and make sound decisions in a fast-paced operational environment. She takes a leading role within the Birmingham management team, coordinating traincrew releases across a large and complex workforce while working closely with colleagues from Resources, Operations and Traincrew Management. Her deep understanding of operational requirements, combined with her knowledge of individual colleagues and their needs, allows her to make informed decisions that support both performance and wellbeing. What sets Monica apart is her proactive leadership style. She anticipates challenges before they arise, works collaboratively to find practical solutions and remains calm under pressure, even when faced with competing priorities. Her ability to balance the needs of the business with those of her colleagues has earned her the trust and respect of teams across the depot. She is visible, approachable and supportive, always willing to provide guidance, encouragement and assistance to those around her. Monica's work has a direct impact on service delivery. Through careful planning and effective management of training and resourcing requirements, she helps ensure Birmingham remains consistently well staffed and operationally resilient. By preventing resource gaps, supporting workforce development and maintaining strong working relationships across the business, she plays a significant role in reducing disruption and supporting reliable services for customers. However, Monica's contribution goes far beyond operational performance. She is a manager who genuinely cares about her people, creating an environment where colleagues feel supported, valued and able to succeed. Her professionalism, leadership and commitment set an example for others and help foster a positive culture across one of the busiest locations on the network. Through her outstanding leadership, operational expertise and unwavering commitment to both colleagues and customers, Monica makes a remarkable contribution to CrossCountry every day. She is a highly deserving recipient of the Rail Manager of the Year Award.

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Nick Smith

Company Name
Freightliner
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This award recognises an outstanding manager who demonstrates exceptional leadership, professionalism and dedication to their team. The ideal nominee consistently exceeds expectations in supporting colleagues, enhancing performance and driving excellence within the rail industry. Nick Smith exemplifies these qualities to the highest standard. Nick joined Freightliner in September 2021, bringing with him 14 years of experience at Red Funnel Group, where he held a number of senior operational roles, including Duty Manager and Head of Operations. Since joining Freightliner, Nick has progressed rapidly through the organisation, advancing from General Manager to his current role leading all operations in Freightliner’s Southampton portfolio. Nick demonstrates a strong and consistent commitment to customer delivery, people development and safety leadership. In April 2026, he led the World Safety Day programme across the Southampton businesses, placing a clear and deliberate emphasis not only on physical safety, but also on the mental health and wellbeing of colleagues, reinforcing a holistic and inclusive approach to safety, something that Nick is passionate about. He also demonstrates his commitment to both showcasing Freightliner’s business and supporting emerging talent, most recently by hosting university students from the CMA CGM Excellence Fund for Education at the Southampton site which supports outstanding students from diverse socio-economic and geographical backgrounds, helping to open pathways to world-class education and future leadership opportunities. Under his leadership, the Southampton operation has achieved unprecedented operational success, strengthening its safety culture while also delivering exceptional operational performance. In March 2026, the team achieved an all-time weekly record of 5,119 containers moved, surpassing the previous best of 4,823. This momentum continued into April 2026, when the team exceeded expectations once again by moving a record 1,108 containers in a single day. These achievements reflect the discipline, focus and high standards that Nick consistently instils and the loyalty he has engendered in his team to want to deliver for him. Nick leads with integrity and authenticity, setting a visible example through his actions. He maintains a hands-on approach and consistently demonstrates a willingness to support his teams at all levels. Despite his many achievements, he remains humble and does not seek personal recognition, instead ensuring that success is shared across his team. He has fostered a high-performing and inclusive environment that inspires trust, engagement and loyalty. His leadership continues to deliver tangible performance improvements while positively shaping the culture of the Southampton operation. As Nick Matthews, Chief Operating Officer, commented: “Nick is a true example to all managers across the Freightliner Group as to what can be achieved with hard work, dedication, commitment and loyalty to your team.” Freightliner firmly believes that Nick will continue to go from strength to strength in the future, and he is a highly deserving nominee for this award and a true ambassador of the rail freight industry. A statement from one of our Freightliner customers, Chris Singleton, Sales Director at Freight International in support of the nomination. Throughout our long-standing business relationship, Nick has consistently delivered professional, reliable, and high-quality solutions for complex project cargo and multimodal transportation requirements. His extensive industry knowledge, attention to detail, and commitment to customer service have made him a trusted partner in helping us successfully manage challenging logistics projects. What truly sets Nick apart is his positive attitude and determination to find the right solution, regardless of the complexity of the requirement. He approaches every challenge with professionalism, integrity, and a genuine desire to achieve the best possible outcome for his customers. His ability to remain proactive, responsive, and solution-focused gives us complete confidence that every shipment is in capable hands. Nick’s high level of service, reliability, and integrity are second to none. He is someone who always delivers on his commitments and can be relied upon to be there when it matters most, on time, every time. His consistency and dedication have played an important role in the success of many of our logistics operations over the years. Beyond being a valued business associate, Nick has become a friend. The trust and respect we have developed through years of working together are a testament to his character and professionalism. Nick, I cannot thank you enough for everything you have done for us over the years. Your support, commitment, and partnership have been greatly appreciated, and we look forward to continuing to strengthen and enhance our business relationship for many years to come. CHRIS SINGLETON SALES DIRECTOR Freight International
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Pete Jackson

Company Name
Greater Anglia Trains Limited
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"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
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Rachel Long

Company Name
Network Rail
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Rachel consistently takes ownership of complex challenges across drainage and lineside asset management, identifying issues and driving solutions before they become larger operational risks working with a multitude of stakeholders to address challenges that would have detrimental impacts on the safe running of the railway and impact customers. She actively seeks opportunities to improve asset performance, business processes, and ways of working rather than waiting for problems to arise. She empowers her team to think independently, challenge existing approaches, and develop practical solutions that deliver long-term benefits for the railway. She promotes a culture of accountability and continuous improvement, encouraging colleagues to take ownership of their work while providing the support and guidance needed to succeed. Her proactive approach ensures that opportunities for improvement are identified early and transformed into tangible outcomes. Rachel delivers benefits that extend beyond her immediate team and influence the wider organisation for example The proactive land management of the Peatland Restoration project with Forth Rivers Trust that will support flood management and improve wildlife habitats and increase Climate resilience. Through her focus on effective drainage and lineside asset management, she helps drive improvements in asset performance, risk reduction, compliance, and value for money, By maintaining a strong focus on strategic objectives while understanding operational realities, she ensures that improvement initiatives translate into meaningful business benefits. Rachel creates an inclusive environment where everyone feels valued, respected, and empowered to contribute. She actively develops her team, encouraging individuals to stretch beyond their comfort zones and realise their potential. She is passionate about the railway, her people, and improving the way the industry operates. She consistently challenges her team to be better while remaining approachable, supportive, and encouraging. Her positivity and resilience are evident in the way she tackles challenges and supports others through change. She serves as a role model for collaboration, professionalism, and integrity, fostering a culture where people feel motivated to succeed and contribute their best work. Beyond her professional responsibilities, she demonstrates a strong commitment to supporting charitable causes and community initiatives through promoting voluntary leave to her team including annual volunteer days at Aberdour station to help with the community upkeep. She leads by example, helping raise tens of thousands of pounds for Breast Cancer Now and inspires others to get involved. Rachel actively promotes innovation across drainage and lineside asset management, encouraging teams to challenge traditional approaches and embrace new ways of working. She champions the use of data, lessons learned, and innovative thinking to improve decision-making and deliver better outcomes. Rather than relying solely on established methods, she encourages continuous review and refinement of processes, helping eliminate recurring frustrations and driving greater efficiency. She creates an environment where new ideas are welcomed, explored, and implemented when they add value. Her commitment to learning, sharing knowledge, and adopting best practice ensures that successful initiatives can be replicated across teams and disciplines, maximising their impact. Rachel exemplifies outstanding leadership through her passion, inclusivity, and commitment to continuous improvement. She inspires people to achieve more than they believe possible supporting her team through promoting and funding further education and encourages taking on secondments to enhance their careers. She creates an environment where individuals thrive and drives meaningful improvements across drainage and lineside asset management. She has the most diverse team in asset management showcasing the positives of working with a team from diverse backgrounds, celebrating cultural and heritage backgrounds through team events. Her ability to combine technical expertise, strategic thinking, innovation, and people-focused leadership delivers benefits for both the business and its employees. Through her unwavering commitment to improvement, support for charitable initiatives, and dedication to developing others, she leaves a positive and lasting impact on everyone she works with and is highly deserving of recognition through this award. Beyond her immediate responsibilities, Rachel has played a key role in strengthening the resilience of Scotland's Railway through her leadership in flood management, climate adaptation and drainage and vegetation strategy. Working with multidisciplinary teams and external partners, she has helped deliver sustainable improvements that benefit passengers, freight customers and local communities. Rachel's leadership is evident not only in the outcomes she delivers but in the people she develops. Through her inclusive approach, commitment to learning and dedication to supporting others, she has created a high-performing and diverse team that continues to make a positive impact across the business. For her outstanding contribution, dedication and leadership, she is highly deserving of this award.
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Rebecca Watling

Company Name
Network Rail
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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.
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Ross Evans

Company Name
Greater Thameslink Railway (GTR)
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Ross Evans has made a huge difference to the safety of young people across the GTR network through his leadership of our schools outreach programme. What stands out about Ross is that he doesn't wait for problems to arise before taking action. Using intelligence from GTR's Zero Harm system and British Transport Police, he identifies areas where young people are most at risk and works with schools and communities to prevent incidents from happening in the first place. Over the last year alone, Ross has engaged with 19,899 young people through 28 school visits, seven Try-a-Train events, 15 Safety in Action days, three community engagement stands and sessions with more than 1,000 families. These aren't just impressive numbers; they have led to real improvements in safety. Following targeted engagement activity, youth-related incidents at Oxted and Southbourne reduced to zero, while Bexhill recorded just one incident. What makes Ross particularly deserving of this award is the way he goes beyond the boundaries of his role. He has created opportunities for colleagues who are unable to carry out their normal duties to support community engagement activities, helping them stay connected with the business and supporting their return to work. He has also worked with youth justice programmes, using education and positive engagement to help young offenders make better choices and build a more positive future. Ross builds strong relationships wherever he goes. Schools, families, the British Transport Police and community organisations all trust and value his support because of his genuine commitment to helping people. He is passionate about making a difference and is an excellent ambassador for both GTR and the rail industry. Quite simply, Ross's work prevents harm, improves safety and changes lives. His initiative, commitment and ability to deliver measurable results make him an outstanding candidate for Rail Manager of the Year.
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Samantha Dobson

Company Name
GTR
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It is with immense pride and unwavering conviction that I nominate Sam Dobson for the National Rail Awards "Manager of the Year." In the demanding, high-pressure environment of the GTR Shunters department, Sam has not 'just' managed; she has fundamentally transformed the culture, operations, and morale of our entire team. She is a visionary leader whose influence has touches every corner of our operation. Driving Cultural Transformation When Sam stepped into her role, she inherited a department in need of a champion. She immediately took up the mantle, leading a charge that has shifted our collective mindset from one of functional necessity to one of genuine pride. Through her relentless advocacy, she has cultivated a work environment where staff no longer feel like cogs in a machine, but as valued professionals. Her ability to listen, engage, and act has created a surge in morale; our team is more positive, cohesive, and motivated than at any point in recent memory. Tangible Improvements and Staff Well-being Sam understands that excellence in rail requires a foundation of respect for the workforce. She has been the driving force behind massive, long-overdue improvements to our staff facilities. By securing resources and relentlessly pushing for upgrades, she has provided our team with the clean, modern, and functional spaces they deserve. These are not just physical improvements—they are a clear signal to every shunter that their comfort and dignity are a top priority. She has turned the workplace into a space where people want to be, rather than just where they have to be. Leadership by Example and Professional Development Sam’s most impressive trait is her refusal to lead from behind a desk. She is a constant presence on the ground, leading by example, rolling up her sleeves, and demonstrating the same work ethic she expects from others. Her leadership is infectious. Beyond the daily operation, she has become a dedicated mentor to me and she is actively identifying potential in her staff and providing the pathways, encouragement, and support necessary for them to develop professionally. She is building the next generation of rail talent by investing in the people we have today. Sam Dobson is the gold standard for management in the rail industry. She possesses a mixture of operational grit and emotional intelligence that turns good departments into great ones. She has not only improved our facilities and our processes, but she has also restored a sense of purpose and value to the Shunters department. For her tireless dedication, her transformative leadership, and her unwavering commitment to the people who keep our network moving, there is no one more deserving of the Manager of the Year award than Samantha Dobson.
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Tuna Mutlu

Company Name
AtkinsRealis
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RAIL MANAGER Opening Statement As Senior Estimating Manager, Tuna Mutlu made a significant contribution to Transport for London's Piccadilly Line Upgrade programme during 2025-2026, providing estimating and cost assurance leadership across 32 multidisciplinary rail infrastructure projects. The portfolio included stations, depots, traction power systems, substations, drainage, MEP and structural works, requiring effective stakeholder management across multiple technical disciplines and delivery teams. Combining over 11 years of construction and MEP experience with strong stakeholder engagement and commercial expertise, he supported critical investment decisions, improved cost certainty and delivered significant value across the programme, as reflected in an average stakeholder feedback score of 9.5/10. Initiative Tuna consistently demonstrates initiative by challenging established assumptions, identifying opportunities for improvement and driving better outcomes before issues arise. His proactive approach enables informed decisions, optimised investment and greater value across TfL projects. Where design information is incomplete and scope continues to evolve, Tuna engages with project teams to develop robust assumptions and support timely decision-making. On a Track Isolator Switch project, Tuna reviewed three existing estimates and developed revised commercial assessments that reduced forecast costs by 25%. He also identified that the manual solution was 10% more cost-effective than the motorised alternative, enabling stakeholders to make a well-informed investment decision. Similarly, on the Cockfosters Depot project, Tuna proactively led a value engineering exercise to evaluate the OTX and UTX delivery options and challenge conventional assumptions. His analysis identified a 45% cost differential between the options, providing stakeholders with a clear understanding of the commercial implications and supporting the most cost-effective delivery strategy. Tuna’s performance is independently recognised through ten stakeholder feedback submissions from Project Managers, Engineers, Commercial Managers and Programme Leaders, achieving an average score of 9.5/10, including two perfect 10/10 reviews. A TfL Project Manager commented: ‘Tuna was extremely proactive when estimating our works on a tight turnaround and was excellent at fact finding around our still developing scope to help us provide early insights into our budget management and project procurement lifecycle.’ A TfL Commercial Manager added: ‘Tuna’s quick response to our estimation request is highly remarkable and technical expertise in delivering the works is outstanding.’ Impact Through first-principles estimating, value engineering and rigorous cost assurance, Tuna identified c£15 million of cost-saving and optimisation opportunities across the programme. These interventions improved affordability, increased cost certainty and reduced commercial risk, supporting more informed investment decisions across the Piccadilly Line Upgrade. His estimates support project approvals, business cases and investment decisions across traction power, stations, depots, electrical systems, drainage and structural asset projects. Tuna’s technical approach consistently delivers reliable outcomes. Transformer room estimates completed for various stations aligned within approximately 2–3% of benchmark budgets, providing increased confidence in project forecasting and affordability assessments. Several projects benefited from Tuna's ability to deliver under pressure and provide timely commercial insight. Beyond direct project delivery, Tuna shared lessons learned and commercial insights across AtkinsRéalis, applying experience gained on TfL projects to Network Rail's Wellington and Cullompton station estimates. He also contributed to industry advancement through research into 5D BIM adoption in UK construction, exploring how digital cost management practices can improve project delivery. A TfL Programme Manager shared: ‘His responsiveness, attention to detail and ability to deliver accurate estimates under tight timelines were truly impressive. His commitment and efficiency made a significant difference, allowing our team to stay on track and present with confidence.’ A TfL Project Manager added: ‘A very quick and thorough turnaround for a value engineering exercise we undertook to understand our best options. Tuna was very accommodating and quick to provide valuable information.’   Attitude Tuna's professionalism, positive attitude and collaborative approach have made him a trusted member of the wider TfL project community. He builds strong working relationships across disciplines, communicating openly with project teams, clients and suppliers while consistently making time to support colleagues and share his expertise. Known for being approachable, responsive and willing to go the extra mile, he helps stakeholders understand complex estimates and commercial issues, fostering collaboration and trust across multidisciplinary teams. Committed to continuous improvement, Tuna balanced postgraduate study alongside a demanding project workload while delivering across a major TfL programme. In addition to supporting project teams, Tuna actively mentored graduate and junior colleagues, sharing commercial knowledge, reviewing work and helping to develop estimating capability within the wider team. A TfL Senior Engineering Leader commented: ‘Tuna was collaborative, asked key questions and commenced the task straight away. The cost estimates were completed quickly, very clearly set out and communicated effectively. I found Tuna collaborative, a good and clear communicator, efficient and very helpful. I would recommend Tuna.’ A further TfL Project Manager stated: ‘Tuna has been great to work with and is a credit to the estimation team. Tuna always kept me updated with how the estimate was progressing and clearly communicated timelines.’   Innovation Tuna demonstrates innovation by developing new estimating approaches and digital reporting tools that improve decision-making, transparency and efficiency across project teams. Recognising stakeholders often needed to compare multiple delivery strategies, he enhanced estimating templates to incorporate structured optioneering and value-engineering assessments. Rather than producing separate estimates, Tuna developed formats that present alternative delivery options, associated costs and commercial implications within a single model. This includes comparisons of Build Only, Design & Build and full employer-cost scenarios, reducing the need for multiple submissions, improving transparency and accelerating decision-making. For the Track Isolator Switch programme, this approach enabled side-by-side comparison of manual and motorised solutions, allowing stakeholders to quickly understand cost differences and select the most appropriate solution. Tuna also developed a digital reporting solution using Power BI that transformed fragmented manual reporting into a single source of truth for programme performance, risks, activities and operational information. The platform reduced reporting effort, strengthened governance and improved management visibility, enabling faster and more informed decision-making across the programme. A TfL Estimating Lead summarised his contribution: ‘A particular strength of Tuna is his strong first-principles approach to estimating. He thoroughly analyses project requirements, challenges assumptions where necessary, and develops robust estimates based on sound engineering and commercial judgement.’
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Warren Turner

Company Name
Arriva TrainCare
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I'd like to nominate Warren Turner, Depot Manager at Bristol, for this award in recognition of the outstanding leadership and commitment he demonstrates every day through the Arriva values of Caring Passionately, Doing the Right Thing, and Making a Difference. Warren is immensely proud of his depot and the people who work within it. He is passionate about ensuring that his team feels valued, recognised, and represented. This commitment is reflected in the remarkable success of ATC Bristol, which has received more internal Heart Awards than any other area or business unit across Arriva Rail Services. Warren actively celebrates the achievements of his colleagues and creates an environment where people are encouraged to succeed and be recognised for their contribution. Warren consistently demonstrates what it means to Care Passionately. He invests time and energy in developing his people, listening to their concerns, and ensuring that they have the support they need to thrive. His leadership has created a strong sense of pride within the depot, helping to foster a culture of engagement, teamwork, and mutual respect. He also exemplifies Doing the Right Thing. Warren leads with integrity and always places safety, professionalism, and the wellbeing of his people at the forefront of his decision-making. He is a trusted colleague who is always willing to support fellow depot managers, sharing best practice and offering assistance whenever needed. His collaborative approach benefits not only Bristol but the wider ATC operation. Most notably, Warren continuously strives for operational excellence and is determined to make a lasting difference. The significant improvements and changes implemented over the past year stand as a testament to his meticulous approach and his ability to build a compelling case for positive change. Through his dedication, attention to detail, and relentless focus on improvement, Warren has delivered tangible benefits for both his depot and the wider business. Warren's passion for his people, commitment to excellence, and unwavering support for his colleagues make him an exceptional leader. He embodies the values that ATC seeks to promote and is making a meaningful difference every day.
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Zoe Swan

Company Name
Southern
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Since her arrival, Zoe has quickly become a highly valued member of the Brighton Driver Management Team. She demonstrates exceptional people management skills on a consistent basis with the kind and caring way she manages her team. Train Drivers can be faced with all sorts of challenges, but no situation is too small or too big for Zoe as her team have a trust in her to support them through all sorts of circumstances. Zoe does this with consistent professionalism and empathy. Alongside this, Zoe consistently focuses on improving productivity and standards across the whole depot and while she proudly manages her own team, Zoe's people first and understanding approach mean she is frequently found supporting other staff and managers alike. Never one to shy away from a challenge, Zoe has successfully led on the Joint Working Party, managing and representing stakeholders from all across the Southern network to ensure the drivers are supported out on the rails. Zoe's enthusiasm for collaboration and joint working can also be seen in her engagement days, where she has successfully contributed her ideas and opinions to ensure maximum gain for both the drivers and managers. Zoe is quick to support in times of disruption and can frequently be found going above and beyond for Brighton drivers. When faced with challenging operational incidents, Zoe is one of the first to volunteer her support and works closely with the Resource Managers to ensure limited impact is felt across our network. Alongside her responsibilities managing her team, Zoe is a wonderful source of support for her fellow managers. Always available for advice or guidance, anyone is welcome to ask Zoe anything and all will be treated with same caring and welcoming approach. Zoe's approach and success in her role as Driver Manager make her a clear candidate for Rail Manager of the Year.
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30
RAILWAY DEPOT TEAM OR PERSON AWARD

Banbury Track Maintenance Team

Company Name
Network Rail
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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.
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Bernard Campbell

Company Name
Network Rail
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Nomination for Bernard – Track Engineer & COSS, Hither Green Depot Bernard deserves recognition because he consistently demonstrates exceptional professionalism, dedication, and integrity in his dual roles as a committed track engineer and COSS at Hither Green depot, as well as a highly trusted and respected union representative. His ability to balance safety‑critical operational responsibilities with the demands of representing colleagues is remarkable. Bernard’s work ethic, long hours, and unwavering commitment to both the railway and the people within it make him stand out as an individual who consistently goes above and beyond what is expected. Bernard’s contribution to the railway is grounded in his deep technical competence and his strong sense of responsibility for the safety of the network. As a track engineer and COSS, he approaches every shift with precision, calm leadership, and a clear focus on maintaining safe working environments. He is known for stepping forward during challenging situations, offering guidance to less experienced colleagues, and ensuring that every task is completed to the highest standard. His behaviours consistently reflect initiative, teamwork, and a genuine commitment to keeping the railway safe for staff and passengers. Alongside his operational duties, Bernard serves as a dedicated union representative—an additional role he performs with equal professionalism. This is not a small undertaking; it requires emotional resilience, strong communication skills, and the ability to advocate for individuals fairly and effectively. Bernard regularly works extended hours to ensure every colleague who seeks his support is heard, represented, and treated with respect. The fact that “everyone requests him” as their representative speaks volumes. It demonstrates trust, credibility, and the confidence his peers have in his ability to stand up for them, even in complex or sensitive situations. Bernard’s dual commitment is particularly noteworthy because each role carries significant responsibility. Balancing safety‑critical engineering work with union representation requires exceptional time management, emotional intelligence, and personal sacrifice. Bernard never allows one duty to compromise the other. Instead, he excels in both. He is often the first to arrive, the last to leave, and the person colleagues turn to when they need clarity, reassurance, or advocacy. His presence strengthens team morale, improves communication, and fosters a culture of fairness and respect. Bernard’s efforts have a tangible impact on both the railway and the people who work within it. His engineering work contributes directly to safe track conditions, reduced risk, and reliable operations. His leadership as a COSS ensures that teams work confidently and cohesively, even under pressure. As a union representative, he has helped resolve issues, supported individuals through difficult circumstances, and ensured that staff feel valued and protected. These outcomes benefit not only the individuals he supports but the wider organisation, contributing to a safer, more collaborative, and more resilient working environment. Bernard embodies the qualities celebrated by the Rail Staff Awards: commitment, leadership, teamwork, and service to others. He is the colleague who shows up, steps forward, and stands firm—whether on the track or in a meeting room. His dedication is not performative; it is lived every day through his actions, his work ethic, and his care for the people around him. I know you will receive many deserving nominations, each representing someone who contributes meaningfully to the railway. However, I hope you will consider Bernard for this award. His professionalism, integrity, and unwavering commitment to both safety and people make him an exceptional candidate. He is a credit to Hither Green depot, to his colleagues, and to the railway as a whole.
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Christopher Clarke

Company Name
GTR
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I am delighted to nominate Chris for recognition of his outstanding contribution and commitment over the past year. Having completed nine years on the railway, Chris has built up a wealth of experience and knowledge, which he has consistently used to support both his colleagues and the wider service. Over the last year, Chris has stepped up significantly by taking on the responsibilities of a higher-grade supervisor. He has embraced this additional responsibility with professionalism, dedication and a genuine willingness to help wherever he is needed. He has regularly provided cover across a number of different sites, including locations that are a significant distance from his home, demonstrating that he is willing to go the extra mile to ensure the service continues to operate effectively. Chris has also worked significant additional hours when the team has needed him most. On numerous occasions, he has put the needs of the company and his colleagues before his own personal plans, cancelling commitments.
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Colette Smith

Company Name
South Western Railway
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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.
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Craig Rae

Company Name
Network Rail
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Craig has gone Above and Beyond to provide excellent Customer Service to the Delivery Units Maintenance Sections. Provided additional assistance to sort out issues for Sections in need. Creating Change Request forms to either guarantee access for Maintenance Teams, contacting other work deliverers to arrange deconfliction to ensure Sections can carry out required Maintenance activities and maintain Train Performance. Took on extra work to ensure Access could be gained to rectify Track Geometry issues created following a Tamping Issue. Assisted the Section to secure access for the following night to ensure Maintenance could be carried out to repair and reduce impact to Passenger services. Also assisted a Track Engineers with the late decision to removal of Tamping Shift before onset of Hot Weather. Contacted other impacted Work Deliverers and submitted Change Request forms.
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Crewe Vehicle Maintenance Facility (VMF)

Company Name
Freightliner
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Crewe VMF is the proud home of Freightliner's fleet of 27 Class 90 locomotives. Built locally at BREL Crewe Works between 1988 and 1990, these locomotives continue to be maintained in the town of their birthplace, supported by the dedicated Crewe VMF team and Field Support Engineers. Despite being nearly four decades old and operating in demanding daily service, the Class 90 fleet continues to deliver exceptional reliability and availability. This achievement is the result of the commitment, expertise and passion of the Crewe VMF team, whose relentless focus on continuous improvement has produced outstanding results. Initiative Crewe VMF has developed a proactive, data-driven approach to fleet reliability that ensures every issue is investigated, understood and addressed. Information is gathered from multiple sources, including driver helpline reports, technician findings during scheduled examinations, operational feedback and performance data. Rather than treating issues as isolated events, the team actively analyses trends and identifies opportunities for improvement. A culture of continuous learning means that "no fault found" is never accepted as an outcome with every report reviewed to identify root causes and deliver lasting solutions. This approach drives continuous improvement activities, including; fleet-wide modifications and upgrades, targeted fleet inspections and checks, maintenance plan enhancements, improved overhaul specifications and focused technical briefings and training. By taking ownership of fleet performance and continually seeking ways to improve, the team demonstrates exceptional initiative in maintaining an ageing but vital fleet. Impact The most significant demonstration of success came in April, when Freightliner's Class 90 fleet achieved an extraordinary milestone of zero delay minutes attributable to technical locomotive failures. This reflects the collective effort of the maintenance teams, technical engineers, materials management and operational support. It showcases the direct impact that disciplined maintenance, effective planning and strong teamwork can have on operational performance. The benefits extend beyond reliability statistics. Improved locomotive availability supports Freightliner's customers, enhances network performance, reduces operational disruption and delivers greater confidence in the fleet's ability to meet demanding commercial requirements. Achieving zero delay minutes on a fleet of locomotives nearly 40 years old is a remarkable accomplishment and a testament to the Crewe team. While the majority of Freightliner's traction remains diesel-powered due to the nature of the freight routes and the tonnages hauled, Freightliner continues to actively support its sustainability agenda through increased use of electric traction. The reliability and availability delivered by the Crewe team has been a key enabler of this strategy. Through the exceptional maintenance standards, technical expertise and diligence of the team, the Class 90 fleet continues to provide dependable electric haulage, supporting a significant modal shift towards lower-carbon operations. As a result, Freightliner has increased the proportion of electric traction within its operations to 28%, a figure that reflects both the capability of the Class 90 fleet and the commitment of the Crewe team to maintaining industry-leading levels of reliability. By ensuring these locomotives remain available for service every day, Crewe VMF is not only delivering operational performance but also making a direct contribution to Freightliner's environmental objectives and the wider rail industry's drive towards a more sustainable future. Attitude One of the defining characteristics of Crewe VMF is the pride and passion of its people. The Class 90 fleet holds a special place within the depot. Many of the fitters and technicians have developed extensive specialist knowledge over years of working with these locomotives and treat them with exceptional care and attention. The depot operates through a close and supportive network involving the Depot Manager, Materials Manager, Technical Engineer, maintenance teams and Field Support Engineers. Working in close partnership with Freightliner's Control team, maintenance activities are carefully planned to maximise fleet availability while maintaining the highest standards of safety and reliability. This collaborative attitude creates a culture where everyone shares responsibility for fleet performance. Challenges are approached positively, expertise is shared openly and success is achieved collectively. Innovation Crewe VMF continually seeks new ways to improve the performance, reliability and maintainability of the Class 90 fleet. Current innovation and modification programmes include installation of HID headlights with LED marker and tail lights, relay coil improvement programme, baselining of Electronic Rack Modules, installation of second locomotive/TDM configuration indicators. These enhancement programmes ensure the fleet continues to evolve and benefit from modern technologies, despite its age. The team combines decades of locomotive expertise with innovative engineering solutions to extend fleet life, improve reliability and support operational excellence. Supporting statement: Paul Ryan, Engineering Director: “Through exceptional initiative, measurable operational impact, outstanding team attitude and a commitment to innovation, the depot has transformed the performance of an ageing fleet and delivered industry-leading reliability. The achievement of zero technical delay minutes is not a matter of luck, it is the result of a highly skilled, passionate and collaborative team that refuses to accept complacency and continually strives for improvement. For its dedication, expertise and outstanding contribution to Freightliner's operational success, I believe Crewe VMF is a deserving winner.” Supporting statement: Peter Graham, Policy & Government Affairs Director: “Freightliner remains firmly committed to achieving its ambitious sustainability targets, driven by both the continued growth of rail freight through modal shift and the increased utilisation of electric traction wherever operationally possible. The contribution of Crewe VMF is critical where their expertise, diligence and attention to detail have helped increase the proportion of electric traction to 28% of Freightliner's train mileage, delivering substantial carbon savings and environmental benefits while continuing to deliver strong operational performance. By proactively identifying improvements, implementing modifications and maintaining industry-leading reliability, Crewe VMF enables greater use of electric haulage across the network. This not only supports operational excellence but also makes a direct contribution to Freightliner's sustainability ambitions and the wider decarbonisation of UK rail freight. It demonstrates how engineering excellence can directly support a greener railway, making a tangible difference to business performance and environmental outcomes. Their efforts ensure that a fleet of locomotives built locally nearly 40 years ago continues to play a vital role in delivering sustainable freight transport today”.
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Cricklewood Driver Management Team

Company Name
Greater Thameslink Railway
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Since December 2025, Beckie, Vivienne and Paul have worked together to transform engagement, communication and inclusion at Cricklewood Depot. Recognising opportunities to strengthen the connection between colleagues, improve the flow of information and create a more inclusive environment, they have consistently gone beyond the expectations of their roles to deliver initiatives that have had a lasting positive impact across the depot. As a team, Beckie, Vivienne and Paul identified a need for clearer, more engaging communication that would bring colleagues together across different roles, teams and shift patterns. Rather than relying on existing channels, they developed and launched the Cricklewood Crunch, a weekly newsletter designed to share important updates, celebrate successes, recognise achievements and promote key operational and safety messages. The success of the newsletter has been driven by their collective ownership. Together, they have encouraged contributions from colleagues, sought out good news stories and ensured that employees across the depot feel informed, recognised and involved. What began as a simple communication initiative quickly evolved into an important part of depot life. The team also recognised an opportunity to improve inclusion and belonging. Through the celebration of seasonal, cultural and religious events throughout the year, they have created opportunities for colleagues to learn from one another and feel represented. These activities have been delivered with enthusiasm and authenticity, helping to build a workplace culture where everyone feels welcome and valued. The team's efforts have delivered benefits well beyond their immediate responsibilities. The Cricklewood Crunch has become a valued communication tool, increasing awareness of key messages while giving colleagues a platform to celebrate achievements, recognise success and share best practice. By shining a spotlight on individuals and teams, the newsletter has helped foster pride, encourage positive behaviours and strengthen engagement across the depot. It has also improved connectivity between functions, helping colleagues understand and appreciate the contributions made by others. Their commitment to inclusion has had an equally positive impact. The celebration of diverse seasonal and cultural events has strengthened relationships, encouraged participation and created a stronger sense of community. These initiatives have helped ensure colleagues feel recognised not only for what they do, but for who they are. Collectively, their work has contributed to a more informed, connected and inclusive depot culture that continues to benefit colleagues at all levels.
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Crown Point Yard Team

Company Name
Greater Anglia (GA Trains Ltd)
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The Yard Team at Crown Point Depot is the railways equivalent of the ‘dream team’. They are hardworking, dependable, resilient and, above all, genuinely committed to one another and to getting our trains out for our passengers every single day. What makes this team special is not simply what they do, but the way they do it. They have built a true family ethic within the yard. Everyone looks out for everyone else; people step in when help is needed. They celebrate each other's achievements, support each other through difficult days and continually put the needs of the operation and our passengers at the heart of what they do. Their contribution is often behind the scenes, but the impact is felt every time a train leaves Crown Point ready to carry passengers. One of the best and clearest examples of what this team can achieve came in June 2026, when Crown Point Depot opened its doors to the public and welcomed more than 1,000 visitors. What appeared to the public to be a fantastic and enjoyable open day was, behind the scenes, a huge operational undertaking. It required meticulous planning, detailed preparation, constant communication and an enormous amount of teamwork. The Yard Team were instrumental in making it happen, while simultaneously ensuring the railway continued to operate. A service departed the depot in the morning and returned that evening, meaning the team had to manage the complexities of the open day alongside the demands of normal railway operations. It was a massive operational feat, requiring everyone to pull together and maintain the same high standards of safety, organisation and professionalism throughout. The success of the day demonstrated exactly why this team deserves our recognition. The Open Day showed that their contribution is not limited to getting trains out of the depot. They are also ambassadors for the railway and play an important role in connecting the railway with the community it serves. On a day-to-day basis, the Crown Point Yard Team consistently demonstrate that they see the bigger picture. They understand that their role is not simply about completing a list of tasks. It is about taking ownership of the wider operation and doing everything possible to support the delivery of a safe, reliable and dependable passenger service. When something unexpected happens, their instinct is not to wait for somebody else to tell them what to do. They take responsibility, communicate with colleagues, assess what needs to happen and get on with it. Their work directly supports punctuality, reliability and, ultimately, the passenger experience. Their impact also extends beyond the yard. Their willingness to work collaboratively with colleagues across the depot and across our business creates a stronger operation as a whole. The Yard Team is almost always invisible to our passengers, but their contribution is fundamental. They are a team in the truest sense of the word — and that is why they are our dream team.
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Daniel Clarke

Company Name
GTR
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Dan is an outstanding supervisor and team member who consistently goes above and beyond for both his team and the engineering department. He is someone who uses his initiative every day, particularly when the unexpected happens, finding practical solutions and doing whatever he can to ensure the service continues to run safely and effectively from his depots. At the same time, Dan never loses sight of the people around him. He actively listens to his staff, takes their views and options seriously and ensures that everyone is treated fairly, with respect and understanding. Dan has had and continues to have a huge positive impact on his immediate team. His staff genuinely enjoy working with him and feel comfortable approaching him, whether it is to raise an issue at work, discuss a challenge, or simply share a personal achievement or something happening in their lives away from work. This speaks volumes about the relationships Dan has built with his team and the trust and respect they have for him. He does not
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Daniel Cromwell

Company Name
Arriva Traincare
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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.
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Darren Briody

Company Name
Govia Thameslink Railway
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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
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GN Shunting Team

Company Name
GTR
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I am delighted to nominate this incredible team of 21 people for recognition of their outstanding contribution over the last eight months to our team. Throughout this period, every member of the team has gone above and beyond to ensure that our service continues to run safely, effectively and consistently, while also supporting the company in meeting its key objectives (KPIs) for trains arriving and departing depots. What makes this team truly special is that each individual brings their own unique strengths, skills, experience and personality, and together these differences create a team that works exceptionally well as one, despite being spread over four different sites. The last eight months have presented challenges that have required commitment, resilience, teamwork and, at times, a willingness to go far beyond what would normally be expected. This team has repeatedly stepped up to the challenge, supporting one another and putting the needs of the service first, sometimes at the detriment to plans in their personal lives. Their dedication has made a real difference, helping to maintain continuity and ensuring that standards remain high even when circumstances have been difficult. Several members of the team have also demonstrated exceptional qualities that deserve additional recognition. Some have consistently gone above and beyond what was expected of them, while others have shown outstanding initiative by identifying problems and taking action without waiting to be asked. One particularly notable example was the identification of a broken section of track before an incident occurred. This proactive approach demonstrates exactly the level of awareness, responsibility and commitment to safety that we should be celebrating. However, what makes this team deserving of recognition is not simply one individual achievement or one moment of going the extra mile. It is the collective contribution of all 21 people. Every member plays an important part, whether that is through their knowledge, reliability, problem-solving, leadership, support for colleagues, attention to detail, or simply being someone others can depend on. Each person brings something different to the team, and it is those individual qualities coming together that make the team stronger. They have shown that going above and beyond is not just about doing more; it is about caring about the service, caring about colleagues and taking pride in getting things right. They have demonstrated initiative, professionalism, teamwork and a genuine commitment to delivering the best possible service. For these reasons, I believe this team should be celebrated for everything they have achieved over the last eight months. Their hard work, dedication and willingness to support one another have helped ensure that the service continues to run and that the company’s objectives are met. Most importantly, they have shown what can be achieved when individuals come together with a shared purpose. They are not just a team that works together—they are a team that makes each other better, and they deserve to be recognised for that. I could not be prouder of this team
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Greg Jackson

Company Name
GB Railfreight
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Greg Jackson is an Intermodal Controller at GB Railfreight (GBRf) and is recognised by colleagues across the business for the commitment, flexibility and professionalism he brings to one of the company's busiest and most demanding operations. Working within the expanding and increasingly complex intermodal network, Greg plays a key role in helping services run smoothly, often in challenging circumstances. In recent weeks alone, he has been on shift during some particularly difficult days, dealing with both GBRf and Network Rail-related issues while remaining focused on finding practical solutions and minimising disruption. Colleagues describe his determination to avoid cancellations wherever possible and his willingness to go the extra mile to keep trains moving. A key part of Greg's success is his ability to work with people. Whether supporting traincrew, operational teams or customers, he takes the time to explain decisions, build understanding and work collaboratively to resolve issues. His calm and approachable manner has earned him the respect of colleagues across the business. Greg is also known for his reliability and flexibility. He regularly covers shifts to help ensure Control remains fully staffed and is always willing to support the wider team when required. When necessary, he steps up to undertake Duty Control Manager responsibilities, providing additional support and leadership during demanding operational periods. Beyond his day-to-day responsibilities, Greg has introduced systems and processes on the Intermodal desk designed to reduce recurring issues and improve efficiency throughout the week. Colleagues have highlighted the positive impact these changes have had in supporting both customers and traincrew, while helping the wider operation run more effectively. He is also a strong team player, regularly assisting other desks and providing guidance and support to new starters as they settle into their roles. The reality of Greg's role is that when challenges arise, he is often one of the first people colleagues turn to for help. His experience, proactive approach and willingness to support others have made him a trusted member of the Control team. The fact that multiple colleagues from different parts of the business independently put Greg forward for recognition speaks volumes about the positive impact he has on those around him and on the operation as a whole. "He is a total team player, supporting others on other desks and covering short notice vacancies whenever he can. I feel extremely lucky to have him as an Intermodal Controller and cannot thank him enough for caring as much as he does." Julie Garn, Intermodal Director, GB Railfreight “He is the first person we all call if we have a vacancy control. Greg has put a system in place on the Intermodal desk to try to reduce the issues during the week. He also assists other desks on a level we all hope others would.” Andy Appleton, Duty Control Manager, GB Railfreight
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Haji Abdalle

Company Name
ABM
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1. Initiative Haji consistently demonstrates outstanding initiative and ownership in managing the Eurostar contracts consumables and storage operation. In an environment supporting the cleaning of trains serving many tens of thousands of passengers each day, maintaining uninterrupted availability of essential supplies is critical. Haji takes personal responsibility for ensuring the operation is always fully supported, proactively resolving challenges and identifying solutions before they can affect service delivery. His willingness to go above and beyond, combined with his self-motivated approach, makes him an invaluable member of the team who can always be relied upon to take action and deliver results. 2. Impact Haji's contribution has a direct and measurable impact on the success of the contract. Through his exceptional management of consumables, equipment and storage facilities, operational teams consistently begin every shift fully equipped and ready to perform at their best. His attention to detail, forward planning and commitment to maintaining high standards ensure the operation runs smoothly and efficiently. By supporting operational readiness every day, Haji plays a key role in helping ABM deliver the high-quality service expected by Eurostar and its passengers. 3. Attitude Haji is a highly respected and valued member of the team whose positive attitude sets an outstanding example for others. He approaches every task with enthusiasm, professionalism and pride, while always maintaining a collaborative and supportive approach. His reliability, work ethic and commitment to excellence have earned the trust and respect of both colleagues and management. Haji consistently embodies ABM's values and contributes positively to the culture of the workplace, making him a role model for both existing and new team members. 4. Innovation Haji continually looks for opportunities to improve processes and enhance operational performance. Through careful observation and a proactive mindset, he has identified opportunities to strengthen equipment reliability and improve overall efficiency. His focus on preventative solutions and continuous improvement has helped enhance operational resilience, increase readiness and support more efficient ways of working. Haji's innovative thinking, combined with his commitment to excellence, has delivered lasting benefits to the operation and demonstrates his desire to make a positive difference beyond his core responsibilities. Overall Summary Haji consistently exceeds expectations through his exceptional commitment, initiative, positive attitude and focus on continuous improvement. His contributions have strengthened operational performance, enhanced team readiness and helped deliver a consistently high standard of service. He is a trusted, dependable and highly respected colleague whose actions embody the very best of ABM's values, making him an extremely deserving candidate for this award. Writing improvements: Removed references that could imply failure or problems, replaced them with positive achievement-focused language, strengthened the impact and leadership elements, and aligned the content more closely with the style typically used in award nominations.
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Jamie Kane

Company Name
Networkrail
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Since his arrival within Edinburgh DU, Jamie has excelled in his role as Track Access Coordinator. Jamie consistently goes above and beyond to assist teams in securing the necessary Track Access for a wide range of maintenance and emergency works, helping to prevent delays to services and minimise disruption to the railway. Jamie’s strong knowledge of isolations is also a valuable asset, providing essential support when planning works that require isolations to be carried out safely and effectively. He has also developed strong working relationships and contacts with various contractors, supporting effective deconfliction when adding worksites to possessions and helping ensure that planned works can be delivered safely and efficiently. Jamie is a great asset to Network Rail. His commitment to supporting the wider railway, his willingness to assist others and his focus on putting passengers and services first make him a highly valued member of the Edinburgh DU team.
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Jason Funnell

Company Name
Southern
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Jason has been a Driving Instructor for Southern for a number of years and has been responsible for the training and development of many of our drivers. Whilst Jason approaches all his instructor duties with high levels of consistency, effort and detail, one recent experience really demonstrated Jason's abilities as an Instructor. After being requested to support another driver back on track, Jason spent a considerable amount of time not just helping them with driving, but really understanding them and how to adapt a variety of different techniques to fit their personality and way of thinking. The driver explained Jason spent time tailoring a plan that could realistically be introduced and in a way that would benefit this driver, rather than a broad brush approach. The driver also explained that Jason spent time working on both the non-technical areas and psychological challenges that drivers face. They explained how Jason worked with them on deciding safe and positive ways to deal with mental capacity before anything becomes a significant risk. The driver working with Jason explained this to be one of the most useful and productive spells of the career and credit Jason for creating an honest, authentic and genuine environment for them to learn, develop and trust own in their driving ability. Whilst this recent experience details the time and care Jason puts into his work, this is but one of many occasions where Jason has gone above and beyond to help his fellow drivers develop. Jason is a credit to Eastbourne Depot and to Southern for his work as a Driving Instructor.
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Kellyann McCafferty

Company Name
Network Rail
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Individual Contribution - For involvement in hiring process and training of new DU Planning Assistant with the aim of benefitting the whole Delivery Unit. Kellyann was involved with the hire of a new Planning Assistant for Edinburgh Delivery Unit. The aim is for the role to assist Sections with Planning/Systems support. Though not a line manager for the role Kellyann took time to sift CVs and interview for the role. Further more Kellyann has then been critical to the training and mentorship for this new staff member. Spending substantial time to show how sections plan work, request access and use systems. Kellyann is a credit to the Delivery Units Planning community with the level of support provided with the aim of benefiting other sections.
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Khaled Rouissi

Company Name
GTR
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Khaled Rouissi is the kind of person who quietly becomes part of the foundations of a railway depot. For more than 2 decades, Khaled has been one of the dependable people behind the scenes at GTR’s Selhurst Depot, helping ensure that trains are safe, reliable, maintained to the highest standards and ready to enter service. But his contribution cannot be measured simply by the number of trains he has worked on, faults he has resolved or shifts he has completed. His greatest contribution has been the difference he has made to the people around him and, through them, to the wider operation of the railway. Khaled has consistently gone above and beyond what could reasonably be expected of him. He has never been someone who simply completes the task in front of him and walks away. When a problem arises, he takes ownership. He draws upon more than decades of railway experience, investigates the issue, shares his knowledge and works with colleagues to find the right solution. More importantly, he does not simply solve problems, he uses them as opportunities to teach others, ensuring that the knowledge gained is retained within the depot, that is what makes Khaled so valuable. At Selhurst Inspection Shed, Khaled has been a constant source of technical knowledge, practical experience and sound judgement. Engineers, technicians and apprentices have repeatedly turned to him when faced with difficult faults, unfamiliar problems or situations where experience matters. He has an extraordinary ability to break down complex technical issues, explain them clearly and give people the confidence to resolve similar challenges themselves in the future, his impact has therefore extended far beyond his own role. Khaled has coached, mentored and developed numerous apprentices and service engineers. Many of those individuals have progressed into senior technicians, exceptional service engineers, Production Leaders and Production Managers. Some have subsequently achieved recognition within the rail industry themselves. There is a powerful reason for that. Khaled has not just maintained trains, he has helped maintain and strengthen the depot’s collective knowledge. In an industry where safe and reliable rolling stock is fundamental to keeping passengers moving, that contribution is enormous. Every person he has developed represents another capable individual helping to maintain GTR’s fleet safely and reliably. His influence has multiplied through every person he has supported. Khaled has also demonstrated the very best qualities of teamwork. He is approachable, patient, dependable and willing to help regardless of someone’s position, experience or job title. He has become a trusted go to person for colleagues throughout the depot. When people need advice, reassurance, technical insight or simply someone who will take the time to listen, Khaled is often the person they turn to. In many respects, he has been a fatherly figure to those around him. That is not something that appears on a job description, but it has had a profound effect on the culture of the depot. Khaled creates confidence in others. He makes people feel supported rather than judged, and he encourages colleagues to learn rather than fear making mistakes. His calm, humble and resilient manner has helped create an environment where people feel comfortable asking questions and developing their skills. His innovation is equally important. Khaled greatest innovation has not necessarily been a new piece of equipment or a revolutionary process. It has been his ability to turn years of practical experience into a living knowledge base for the next generation. He has continually found better ways of explaining, coaching and transferring knowledge, rather than allowing valuable experience to leave the railway with him. At a time when the railway is facing an ageing workforce, welcoming new apprentices and new joiners, and undergoing significant change as we move towards Great British Railways, this is more important than ever. Khaled represents the bridge between generations. He carries decades of practical railway knowledge, but rather than keeping that knowledge to himself, he has spent his career handing it to others. That is a legacy that will continue long after he has hung up his tools. After decades of dedication and excellent service, I believe it is particularly important that we recognise what he has given to Selhurst Depot and to the railway. There are people whose contribution is highly visible because they stand at the front. Khaled is different. He has spent much of his career standing behind others, helping them succeed. He has watched apprentices become technicians, technicians become leaders and leaders become managers, often without seeking recognition for the role he played in their journey. Over 2 decades, Khaled has helped keep the railway moving. He has helped keep trains safe, supported colleagues through difficult situations, developed the next generation of railway professionals and strengthened the depot through his knowledge, experience and character. Recognising Khaled with this award would be a fitting tribute to a man whose contribution has reached far beyond his job description, because Khaled Rouissi has not simply been a member of Selhurst Depot, he has been part of its fabric. He has been the person people could rely on, the engineer team could learn from, the colleague people could turn to and the mentor who helped shape the careers of those who will carry the railway forward. And that is why I cannot think of anyone more deserving of the Railway Depot Team or Person Award.
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Letchworth & Horsham Maintenance and Distribution team

Company Name
GTR
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The Letchworth & Horsham Maintenance & Distribution Team are the true unsung heroes of GTR. While their work is rarely seen by passengers, their dedication, expertise and commitment are fundamental to keeping the railway operating safely, efficiently and reliably every day. They are the backbone of the organisation, providing the essential support that keeps our 238 stations, depots and head offices supplied, maintained and ready to serve millions of customers. Supporting 238 stations across the GTR network, the team consistently demonstrates outstanding initiative by anticipating operational needs, responding rapidly to urgent requests and resolving challenges before they impact customers or colleagues. Their work allows frontline teams to concentrate on delivering exceptional customer service, knowing they have a dependable team working tirelessly behind the scenes. One of the team's most significant responsibilities is the management of lost property. They collect lost property from stations across the entire GTR network and transport it to City Thameslink, where every effort is made to reunite items with their rightful owners. When property remains unclaimed after the retention period, they coordinate collections by MIND and NOAH, two charities proudly supported by GTR. Their dedication ensures forgotten belongings are transformed into meaningful support for vulnerable people and local communities, demonstrating compassion, sustainability and social responsibility alongside operational excellence. Their impact extends well beyond maintenance and distribution. The team is responsible for the logistics that underpin major operational events across the railway, including festivals, sporting events and large-scale engineering programmes such as the East Coast Digital Programme. Their meticulous planning ensures equipment, materials and resources are delivered to the right locations at the right time, enabling major projects and events to be delivered safely, efficiently and with minimal disruption to passengers. They also play a vital role in delivering one of GTR's most recognisable community initiatives by planning, building and supporting the GTR Brighton Pride float. Their creativity, technical expertise and teamwork help showcase GTR's commitment to diversity, inclusion and community engagement, reflecting the company's values both within and beyond the railway. What truly distinguishes this team is their attitude. They are dependable, resilient and always willing to go above and beyond to support colleagues across the business. Whether responding to an urgent operational requirement, preparing for a major engineering blockade or ensuring a station has everything it needs to operate safely, they approach every task with professionalism, pride and an unwavering commitment to excellence. Their positive attitude and collaborative approach have earned them the respect and trust of colleagues throughout GTR. Innovation is embedded in everything they do. They continually improve logistics, streamline distribution processes and find smarter ways of working that increase efficiency across the business. Their ability to adapt to changing operational demands while maintaining exceptionally high standards has made them an invaluable asset to GTR. The Letchworth & Horsham Maintenance & Distribution Team embody everything this award represents. Their work touches every corner of the organisation—from 238 stations, depots and head offices, to major engineering programmes, community events, lost property management and charitable partnerships. They quietly keep the railway moving, often without recognition, enabling thousands of colleagues to deliver for millions of passengers every day. They are the railway's true unsung heroes, and there is no team more deserving of the Railway Depot Team or Person Award.
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Marie Mason PWAY East Admin

Company Name
Network Rail
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I'd like to nominate Marie for an award she is a Super Admin because she is always willing to go the extra mile to help others and keep things running smoothly in the office. Marie regularly supports other teams when they're short staffed or covering absences. During February and March, an office that would normally have four admins was left with just Marie due to illness and secondments. Despite being on her own, she kept everything running without complaint and continued providing excellent support to everyone who needed it. She is incredibly flexible and will often change her office days to support meetings, interviews, training sessions, or simply to provide cover when someone is off. If there's a gap to fill, Marie is always willing to help. Marie is also the friendly face many visitors, contractors and delivery drivers see when they arrive. She makes everyone feel welcome, helps them find the right people, and makes sure they have everything they need. Nothing is ever too much trouble, and she always approaches things with a positive attitude without wanting recognition. What really makes Marie stand out is how much she cares about people. She is always there for colleagues during difficult times and is often the first to notice when someone isn't quite themselves. She takes the time to listen, offer support, and check in on people when they need it most. Following the loss of a team member, Marie supported the Section Manager during visits to the family and has continued to stay in touch with the widow over the years, helping her remain connected to the railway family she had been part of for so long. Marie is also always looking for ways to make things better. She recognised that the fixed office intercom was causing unnecessary disruption and pushed for a mobile solution. She spent time speaking to different departments, explaining the benefits and driving the idea forward until it became a reality. The new system allows staff to answer visitors and deliveries from their desks rather than constantly getting up to answer the door, making day-to-day work much easier and more efficient. Marie is someone who genuinely cares about her colleagues, takes pride in her work, and is always willing to help wherever she can. Marie has worked for Network Rail for 20 years and plays a huge part in keeping the depot running smoothly and is thoroughly deserving of recognition through this award.
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Martin Smith

Company Name
Scotrail
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Martin has dedicated 21 years to the railway industry, working across a variety of roles including Duty Manager, Control and now as a Depot Operator. His passion for the railway combined with his exceptional breadth of knowledge and experience, makes him an invaluable asset to the depot and the wider railway operation. What sets Martin apart is that he doesn't simply complete the task in front of him. His extensive railway knowledge allows him to anticipate problems, understand their potential operational consequences and take action before they become an issue. A great example of this was when Martin identified that a seal was missing from a HST CAB. He immediately recognised that when the Mainline Driver arrived for their safety check, that in that condition, the train would likely be failed and could be prevented from entering service. Rather than simply reporting the defect and leaving it for someone else to resolve, Martin took ownership. He sourced a replacement seal and ensured Maintenance had fitted it, ensuring the train was ready for service and able to depart on time. This is typical of Martin's approach. He has an instinctive understanding of how the different parts of railway operations fit together, allowing him to identify potential problems early and where he cannot resolve them himself, know exactly who needs to be contacted to get them resolved as quickly as possible. His actions help prevent avoidable disruption and keep the depot and railway operating smoothly. Martin's contribution goes beyond operational problem solving. He has also become an important mentor to new members of staff, sharing his extensive knowledge and experience to help others develop their confidence and competence. He is compassionate and patient in his approach to training. If someone struggles to understand something, Martin never becomes frustrated or makes them feel inadequate; instead, he adapts his teaching method to suit the individual. After 21 years in the industry, Martin's passion for the railway remains as strong as ever. He combines exceptional knowledge with initiative, practical problem solving and genuine care for his colleagues. He is someone who sees a problem and acts, rather than waiting for someone else to deal with it. Martin doesn't just help keep trains moving; he helps the people around him become better railway staff. His experience, attitude and willingness to go above and beyond make him an outstanding candidate for the Railway Depot Team or Person Award.
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RTS Holbeck Depot Operations Team

Company Name
RTS Infrastructure Services Limited
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I would like to nominate the Holbeck Depot Operations Team at RTS Infrastructure Services Ltd for the exceptional way they have maintained safe, reliable depot operations throughout a major live upgrade programme. Holbeck Depot is being upgraded to provide the operational readiness required ahead of the planned Neville Hill shutdown. The works will enable Holbeck to accommodate new rolling-stock configurations and additional assets so that it can operate as a temporary depot and continue supporting essential railway services while Neville Hill is unavailable. Although the construction and engineering works are significant, the depot has remained operational throughout. The Operations Team has continued to provide the fuelling, servicing and maintenance facilities required by operational Train Operating Companies and Freight Operating Companies, while adapting to an environment that is changing around them. The upgrade includes track slews, the installation of new switches and crossings, alterations to depot infrastructure and a series of changing construction stages. Each stage has affected how the depot can be accessed, how trains and people move around the site and how normal operational activities are undertaken. Rather than allowing these changes to disrupt service delivery, the Operations Team has worked proactively to understand the implications of each stage and introduce safe, practical arrangements that allow the depot to remain functional. The team has continually adapted methods of working to reflect the changing site layout and operational constraints. This has included reviewing train movements, access arrangements, operational interfaces and the positioning of assets and equipment. New arrangements have been communicated through clear driver briefings and engagement with depot users, ensuring that those entering the depot understand the latest requirements and can operate safely. A particular strength of the team has been its ability to manage the interface between live railway operations and construction activity. Working within and around changing CDM and Principal Contractor boundaries requires constant awareness, communication and cooperation. The team has embraced this responsibility and has worked closely with the project team, contractors, operators, drivers and other stakeholders to identify risks, resolve issues and prevent operational conflicts before they affect customers or services. This has required far more than simply continuing with day-to-day duties. The team has demonstrated genuine initiative by anticipating the operational consequences of upcoming construction stages and helping to shape workable solutions. They have challenged arrangements where necessary, contributed practical depot knowledge and ensured that proposed changes can be safely implemented in a live operational environment. Their impact has been significant. Maintaining depot operations has protected the continued fuelling, servicing and maintenance of rolling stock, supporting the wider railway and reducing the risk of disruption to passenger and freight services. The team’s efforts have enabled the upgrade works to progress while preserving a high level of customer service and operational performance. The Operations Team has also maintained strong stakeholder relationships throughout. Customers and depot users have received regular information and support as arrangements have changed. This consistent communication has helped maintain confidence in the depot and ensured that operators understand how each stage of the works affects them. Their attitude has been equally impressive. Major infrastructure works inevitably create inconvenience, uncertainty and additional pressure for operational staff. Despite this, the team has remained positive, professional and solutions-focused. They have approached each new challenge with flexibility and resilience, supporting one another and maintaining high standards even when familiar routines have had to change. This attitude has helped create a collaborative environment in which operations and construction can work alongside one another. The team has not treated the upgrade as something happening around them; they have actively engaged with it and taken ownership of ensuring that the depot continues to function safely and effectively. The team has also shown innovation in the way it has managed a constantly evolving workplace. Rather than relying on a single fixed operational plan, it has developed and implemented stage-specific methods of working that respond to the changing infrastructure and available depot capacity. By combining operational experience with early engagement and clear briefings, the team has found practical ways to maintain services that might otherwise have been heavily restricted or suspended. What makes this achievement particularly worthy of recognition is that the Operations Team’s success can easily go unnoticed. Construction progress is visible, but the continuous operational effort required behind the scenes to keep the depot functioning is less obvious. Every safe train movement, completed service, successful fuelling activity and satisfied customer during the upgrade reflects the team’s planning, communication and commitment. Their work is also essential to the future success of the Neville Hill shutdown arrangements. By continuing to operate Holbeck during the upgrade and supporting the transition to its enhanced capability, the team is helping prepare the railway for a major operational change. Their knowledge, adaptability and engagement will be crucial in ensuring that Holbeck is ready to receive the new rolling-stock configurations and assets required during the shutdown. The Holbeck Depot Operations Team represents the very best of railway teamwork. They have maintained essential services while adapting to substantial infrastructure change, protected the safety of depot users, supported customers and contributed directly to the successful delivery of a strategically important upgrade. They have demonstrated initiative by identifying and resolving operational challenges before they become problems; impact by keeping essential depot services available; attitude through their resilience, professionalism and collaborative approach; and innovation through the development of flexible working arrangements suited to each construction stage. For these reasons, I believe the Holbeck Depot Operations Team thoroughly deserves recognition. Their commitment has ensured that the depot has remained safe, operational and customer-focused throughout a highly complex period of change, while preparing Holbeck to fulfil its vital temporary-depot role during the Neville Hill shutdown.
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Regional Resource Teams LNER

Company Name
LNER
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In the past two years the Resource Team has had everything thrown at them, New structure, New Resource system, Biggest timetable change in over 20 years, with a a much larger work force. The team have taken leaps and bounds to achieve this, working over ours, additionally, Double keying in two systems while transitioning. Liaising with new teams to ensure pay is correct while the new system beds in and then while we transition to a new pay system. Often working on days off to ensure deadlines were met, Trains were Staffed, Leave was allocated. While the front lines often get the glory, this little (ish) team is the heart of the engine that keeps our trains running. When there has been sickness the team has banded together with support to other regions ( staff from Scotland aiding London and Newcastle to support Leeds etc) one another and each other, Like Family (but honestly closer for some) Integrating new members and other roles hasn't been easy. The new system still needs work but the team continues to rally round and continue where many would have given up, to allow our front lines to provide the brilliant service to the public. they have had to problem solve, spin on a dime, and work through new processes systems, workarounds, liaise with unions, learn new technologies support each other in uncertain times and genuinely make me proud to see how they cope day after day after day.
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Scarborough Depot - Overnight Serving Team

Company Name
Arriva TrainCare
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The Scarborough Overnight Servicing Team consistently demonstrates what outstanding teamwork looks like in the rail industry. Supporting the TransPennine Express fleet from Arriva TrainCare's managed Scarborough Depot, the team has built a culture of safety, pride, ownership and customer focus that delivers exceptional results night after night. Initiative The Scarborough team has developed a reputation for taking ownership beyond the scope of their contractual responsibilities. Rather than simply completing allocated tasks, they proactively identify operational challenges and respond before they impact the customer or service delivery. A prime example of this is their willingness to regularly undertake work from the station environment to ensure train services are delivered as planned. The team does not wait to be directed; they actively seek solutions and adapt to changing circumstances to support both Arriva TrainCare and TransPennine Express. Their support for shore supply operations also demonstrates initiative. By actively assisting the customer in reducing engine idling, emissions and noise, they have embraced responsibilities that support wider environmental objectives while improving operational performance. Impact The impact of the Scarborough Overnight Servicing Team is measurable, consistent and significant. Over the last two years, the team has achieved: Zero accidents Zero incidents 786 train arrivals and departures serviced during 2026 No late departures attributed to Arriva TrainCare activities Consistent delivery of contractual obligations These results are not isolated successes; they represent a sustained period of operational excellence. The team's performance directly contributes to fleet availability, service reliability and customer satisfaction. Their commitment to maintaining exceptionally high standards of train presentation has also resulted in positive feedback from the customer at contract review. Customers experience the benefits of the team's work every day through clean, well-presented and service-ready trains. Attitude What truly sets the Scarborough team apart is their culture. Despite being geographically remote from many other Arriva TrainCare locations, they embody the company's values in everything they do. They are positive, engaged and proud of both their depot and the organisation they represent. The team consistently demonstrates resilience, professionalism and a willingness to support one another. They have created an environment where high standards are the norm and where every individual takes personal responsibility for the team's success. From personal experience, their pride in Arriva TrainCare and the railway is evident in every interaction. They are always willing to go the extra mile, always focused on delivering for the customer and always committed to representing the business in the best possible way. This attitude has not gone unnoticed and is regularly recognised by our customer, who values the team's commitment, professionalism and partnership. Innovation The Scarborough Overnight Servicing Team have demonstrated innovation through their approach to service delivery and continuous improvement. Their support of shore supply arrangements has helped reduce engine emissions and noise, demonstrating a practical and forward-thinking approach to depot operations. They continually look for ways to support the customer more effectively while maintaining the highest standards of safety and performance. For us they are more than a servicing team; they are trusted partners to the customer, ambassadors, and a benchmark for depot excellence across the industry.
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Southampton Rail Terminal – Freightliner

Company Name
Freightliner
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Freightliner is proud to nominate the Southampton Rail Terminal team for the Railway Depot Team of the Year Award in recognition of their outstanding contribution to rail freight operations, exceptional teamwork, unwavering commitment to safety, and record-breaking operational performance. Over the past six months, the Southampton Rail Terminal has gone from strength to strength, delivering unprecedented levels of productivity and throughput. These achievements have been made possible through the hard work, creative planning, operational expertise and dedication of colleagues across all functions within the terminal. Their collaborative approach has transformed performance and established Southampton as a benchmark for excellence within both Freightliner and the wider rail freight industry. Delivering Excellence in a Complex Operating Environment Operating one of the UK's busiest intermodal rail terminals presents unique challenges. Rail freight activity is heavily influenced by shipping schedules, creating significant peaks and troughs in demand. The terminal now regularly handles vessels carrying up to 24,000 TEU, equating to approximately 12,000 containers, requiring rapid and efficient movement of freight from quayside, to terminal, to train, and onwards to inland distribution hubs. The Southampton team consistently responds to these challenges with professionalism and precision. Their ability to coordinate train arrivals and departures, manage terminal capacity, and maintain operational performance while meeting demanding customer requirements is exceptional. This level of execution requires meticulous planning and disciplined adherence to train schedules, ensuring delays and performance penalties are minimised while maximising service reliability. Record-Breaking Performance The team's commitment to continuous improvement has resulted in a series of historic achievements. In March 2026, Southampton Rail Terminal achieved an all-time weekly record of 5,119 containers moved, surpassing the previous record of 4,823 containers. Demonstrating that this success was no one-off achievement, the team exceeded expectations again in April 2026, moving a remarkable 1,108 containers in a single day, establishing a new daily performance record. These milestones are a direct reflection of the team's discipline, focus and determination to continually raise standards. Under strong local leadership, colleagues work together to identify opportunities for improvement, challenge established norms and find innovative ways to increase capacity and efficiency, while never compromising on safety. Safety and Culture Alongside their operational achievements, the Southampton team has continued to strengthen its safety culture, recognising that sustainable success can only be achieved when colleagues return home safely every day. Despite the significant uptick in volume, the site has seen no reportable injuries year to date. The team's commitment to safe operations, effective communication and mutual support has created an environment where individuals take ownership, collaborate effectively and work together to overcome operational challenges. Their culture of accountability and teamwork underpins every aspect of the terminal's success. Clive Slayford, Commercial Director, Freightliner, said: "Commercial's job is so much easier when you know you have a strong and competent operational team supporting you. It is one thing to sell our products and services, but without the operational delivery and support, we are nothing. The Southampton team are true professionals in their fields, consistently going above and beyond to support our rail customers and maintain Freightliner's position as the UK's leading rail freight operator. They are also a fantastic group of people—highly personable, collaborative and a pleasure to work with." Chris Lawrenson, CEO, Freightliner, said: "In an industry as competitive as ours, where rail freight can sometimes be perceived as slow and unreliable, facilities such as our Southampton Rail Terminal demonstrate exactly why rail can compete on every front. Just when I thought this team had exceeded every expectation of what was operationally achievable at the site, they went and surpassed it again. They are a dedicated team of operational professionals who set the standard not only within Freightliner, but across the wider rail freight sector." Why Southampton Rail Terminal Deserves to Win The Southampton Rail Terminal team embodies everything this award seeks to recognise. They have demonstrated: • Exceptional teamwork and collaboration across multiple functions; • Outstanding commitment to safety and operational excellence; • Innovative planning and problem-solving in a highly complex environment; • Record-breaking productivity and throughput performance; • Consistent delivery for customers under challenging and unpredictable operating conditions; • A relentless drive for continuous improvement. Their achievements over the past year have not only delivered outstanding results for Freightliner and its customers but have also set a new benchmark for depot and terminal operations across the UK rail freight industry. For these reasons, Freightliner is delighted to nominate the Southampton Rail Terminal team for the Railway Depot Team of the Year Award 2026.
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TME Inverkeithing Team

Company Name
Network Rail
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April 2026 marked a significant milestone, achieving what is believed to be the first-ever fault-free run of the Track Geometry Train on the Forth Rail Bridge structure. This success follows a carefully planned programme of disruptive access possessions, enabling the team to carry out critical maintenance works. These included the development and implementation of a structured plan for the replacement of the longitudinal bearers across the bridge. A key enhancement to maintenance capability has been the introduction of dynamic recording using the On-Track Machine Monitoring (OTMM) system. By referencing the structure in metre chainage, the team can now directly compare successive geometry runs. This innovation has greatly improved the accuracy of fault identification, enabling more targeted and efficient interventions. Once faults are identified, corrective action is taken using plastic packers of varying thicknesses, ranging from 3mm to 15mm. These allow adjustments to both rail height and alignment, depending on the severity and nature of the geometry defect, ensuring precise and effective remediation. In preparation for these works, the team invested six months in developing and refining the lubrication and fixing process for the 4,500 holding-down systems that secure the longitudinal bearers. This effort has resulted in a new, standardised process designed to improve long-term performance and reliability. To support this, a dedicated test area was established at the depot. This enabled both product testing and hands-on staff training, ensuring the chosen methods and materials were robust, repeatable, and fully understood prior to deployment. This achievement is unprecedented. Historically, the bridge experienced an average of around 10 geometry faults per run, with recurring defects and peaks reaching as high as 30 faults. Eliminating these to achieve a fault-free run represents a step-change in performance. To address this long-standing issue, the team developed a structured programme focused on delivering cost-effective maintenance while directly targeting repeat geometry defects. The approach combined detailed planning with a strong focus on innovation, ensuring that interventions were both efficient and sustainable. Key to this success has been the introduction of new and improved maintenance techniques, including an enhanced lubrication and fixing process for the holding-down systems. This new methodology has been specifically designed with long-term reliability and asset longevity in mind and is now being embedded as standard practice for all future installations on the structure. Collectively, these initiatives demonstrate a proactive and forward-thinking approach, moving away from reactive maintenance towards a more predictive, data-driven model that effectively reduces repeat faults and improves overall asset performance.
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The Edinburgh Maintenance Delivery Unit Off-Track Team

Company Name
Network Rail
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Railway Depot Team of the Year: Edinburgh MDU Off-Track Team Transforming Vegetation Management Through Digital Innovation The Edinburgh Maintenance Delivery Unit (MDU) Off-Track Team has transformed how vegetation is managed across 370 miles of railway corridor in Scotland, including 120 miles of the East Coast Main Line. Through the full adoption of Network Rail's Digitised Lineside Inspection (DLI) tool, the team has created a safer, faster and more effective approach to inspection and maintenance planning, reducing an MDU-wide inspection cycle from three years to just eight weeks. For decades, vegetation inspections required colleagues to walk miles of railway in remote locations, often facing difficult terrain and challenging weather conditions. The process was resource-intensive and time consuming, with inspections spread across a three-year cycle. Recognising that traditional methods could no longer meet the demands of a modern railway, the Edinburgh Off-Track Team chose to lead change rather than continue established practice. Led by Track Maintenance Engineer Tracy Penman and Off-Track Section Managers Ryan Stewart and Sean Sharky, the team embraced DLI and fundamentally changed how vegetation inspections are delivered. Adoption required significant effort. Team members developed new digital skills, redesigned inspection processes and overcame connectivity challenges across Scotland, all while maintaining day-to-day operational delivery. The Digitised Lineside Inspection platform uses high-resolution video imagery collected from passenger and Network Rail inspection trains, combining this information with aerial survey and asset data. This enables inspectors and engineers to assess vegetation condition remotely and safely using laptops and mobile devices rather than spending long periods on or near the operational railway. The team's achievement goes beyond simply adopting a new technology. Edinburgh North and Edinburgh South have both achieved 100% DLI adoption, making them among the first teams in the business to fully embed digital vegetation inspections into normal operations. This represents a significant cultural shift, demonstrating how a small team can successfully challenge decades of established working practices. A major breakthrough came when DLI was integrated into Ellipse and MyWork Manager, creating a fully digital process from inspection through to work planning and delivery. Condition scores and inspection findings now flow directly into maintenance planning systems, removing the need for manual data entry and providing a single source of accurate asset information. The benefits have been substantial. Work that previously took three years to inspect across the MDU can now be completed in just eight weeks, giving the team a far more up-to-date understanding of vegetation risks and enabling earlier intervention before issues affect railway operations. Most importantly, the initiative has delivered significant safety improvements. By carrying out inspections remotely, the team has dramatically reduced workforce exposure to operational railway hazards, difficult terrain and adverse weather conditions. It has also reduced the need for line blockages and unnecessary travel, enabling colleagues to spend more time undertaking targeted maintenance activities that improve asset condition and network resilience. The move to digital inspection has also improved decision-making. Better quality asset intelligence allows investment to be targeted precisely where it will have the greatest impact, supporting more efficient maintenance, improved compliance and a reduction in vegetation-related risks. The team is now using advanced hyperspectral survey data to identify invasive species, monitor tree health, detect leaf-fall hotspots and predict areas at risk of vegetation encroachment before they become operational issues. Through innovation, collaboration and determination, the Edinburgh MDU Off-Track Team has achieved: • 100% adoption of Digitised Lineside Inspection • Reduction of the inspection cycle from three years to eight weeks • Significant reduction in workforce exposure to lineside hazards • Improved asset intelligence and targeted investment decisions • Greater maintenance efficiency and capacity for preventative work • Earlier identification and mitigation of risks that affect railway performance Few teams can demonstrate such a dramatic transformation in such a short period of time. The Edinburgh MDU Off-Track Team has turned a pioneering digital tool into a business-as-usual operation, delivering faster inspections, better data, smarter investment decisions and, most importantly, a safer railway for colleagues and passengers. Their success is not measured solely by technology adoption, but by the culture change they inspired and the operational improvements they achieved. By transforming vegetation management across one of Scotland's most important railway corridors, they have set a new standard for the industry and are truly deserving of recognition as Railway Depot Team of the Year.
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Tom Ground

Company Name
GB Railfreight
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Tom Ground is being nominated in recognition of his quick thinking, operational knowledge and decisive action during a significant disruption on the East Coast Main Line. On 10 June, the East Coast Main Line was blocked south of Peterborough at Sandy, leaving service 4L98 stopped and facing what appeared likely to be an out-and-back cancellation. Faced with a rapidly developing situation, Tom acted quickly to assess the available options and identify a solution that would minimise disruption to both the operation and the customer. Within 25 minutes of the incident occurring, Tom had identified and secured a diversionary route via March, Cambridge and Royston. This was a complex task, particularly given that the route had only recently been cleared for deep-sea traffic. The solution required a strong understanding of the network, the confidence to make decisions under pressure and the ability to find a practical way forward while maintaining safe operations. As a result of Tom's actions, 4L98 departed Peterborough Yard on a significant diversion and still arrived at London Gateway just six minutes behind its booked arrival time. What initially looked set to become a cancellation was instead transformed into a successful recovery, ensuring that the train continued its journey with minimal impact. The wider benefits of Tom's intervention extended beyond a single service. By securing an alternative route so quickly, he helped rescue a full rotation and ensured the customer remained unaffected by the disruption on the East Coast Main Line. His ability to respond decisively prevented the incident from having a greater operational impact and demonstrated the value of proactive, solution-focused thinking. The reality of operational railway planning is that opportunities to make a difference often come down to a matter of minutes. In this instance, Tom identified a safe and workable solution, secured the necessary route and kept the train moving when cancellation seemed the most likely outcome. His initiative, knowledge and willingness to take ownership in a challenging situation make this a particularly noteworthy example of operational problem-solving and customer-focused delivery. “What impressed me most was the speed and initiative Tom showed. He assessed the situation, found a practical and safe solution, and got the train moving again before the disruption could have a wider impact. His actions rescued a full rotation and ensured our customer remained completely unaffected by the issues on the ECML. This was an excellent piece of safe, quick-thinking work and a great example of someone taking ownership in a challenging situation to deliver the best possible outcome for GBRf and our customer.” Tom Mainprize, Head of Timetabling, GB Railfreight
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Tracy Cameron

Company Name
Network Rail
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Tracy has been integral to making my transition into Network Rail such a positive and enjoyable experience. She plays a vital role in the daily functions of Edinburgh DU, providing invaluable support and guidance to engineers, planners, track teams, signalling teams and off-track teams. The railway is ever-changing, and Tracy consistently demonstrates the initiative and adaptability needed to keep our teams moving at pace. Her willingness to assist with impromptu scripts and find practical solutions to meet fast-paced deadlines is essential to the efficient running of our railway. Tracy goes above and beyond what is expected, including working beyond our normal hours during period-end to ensure the needs of the business always come first. Her positive attitude, approachable nature and insightful guidance have helped me enormously, as well as the wider team. Tracy leads by example, continually demonstrating commitment, professionalism and a genuine willingness to support others. She is an invaluable member of Edinburgh DU, and the positive impact she has on both the people around her and the wider business is truly deserving of recognition.
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West of England Driver Team

Company Name
GWR
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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.
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24
SAFETY TEAM OR PERSON AWARD

Amulet & Northern Trains - Workplace Related Violence Project

Company Name
Amulet / Northern Trains
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From the midway point of year through to the end of 2025, the Northern TSO team took part in yet another groundbreaking experiment, this time centred around reducing workplace related violence. The experiment which followed on from the previous award winning experiment with Cambridge University centred around reducing violence against women and girls was focused over a 6 months period which would see high visibility security presence deployed across locations in which crime data evidenced a concerning trend around workplaced related violence. Working from the previous year's data provided by Northern Trains, 20 hotspot locations was taken at random and categorised into "treatment" stations with the remaining 20 recieving business as usual coverage/presence. The "treatment" locations would see a sustained increase of TSO presence on a daily basis over a 6 months period. Through hard work and a committment to drive positive change to the railway network, the experiment was completed after 6 long months of effort from our TSO teams and our intelligence analyst to collate and present the data back to Northern Trains and Cambridge University. In April 2026 we recieved the first official feedback following a comprehensive review of all of the data provided which included the amount of station visits to the locations forming part of the experiment, the length of each visit over that 6 months period as well as all incident reports relating to the subject in question through the experiment. The experiment was described as "a first of its kind experiment globally, where it would trial if security deployments can reduce workplace violence in a mass transit environment" The results of the experiment and findings gathered by Dr Barak Arial alongside Northern Train's Phil Jones has since been shared wider within the rail industry, highlighting the ongoing efforts and work being conducted through the Amulet team operating on behalf of Northern Trains. This not only captures the ongoing partnership between Amulet and Northern Trains but also the trust in the security operation to not only carry out a task of such significance but to ensure the plaudits and feedback is also relayed far and wide across the industry. Northern Trains Crime Reduction Manager Phil Jones said "Workplace violence against frontline rail staff is an urgent and growing challenge across the UK rail network, demanding a clear, evidence-led response. The role of visible security interventions, particularly through dedicated teams such as Travel Safe Officers (TSOs), is increasingly recognised as a critical component in safeguarding both staff and passengers.   Through a pioneering collaboration between the Rail Delivery Group, the University of Cambridge’s Institute of Criminology, and the Northern and Amulet Security partnership, the UK rail industry has, for the first time, rigorously evaluated the effectiveness of uniformed Travel Safe Officers using Randomised Controlled Trial (RCT) methodology. This represents a significant step forward in building a robust evidence base for preventative security within the rail environment.   The findings are both clear and compelling. Targeted deployment of high-visibility Travel Safe Officers resulted in an approximate 40% reduction in workplace violence incidents at treated locations. This provides strong empirical validation of the “capable guardianship” model, demonstrating that a visible, proactive security presence can act as a powerful deterrent to offending behaviour.   Importantly, these results move the conversation beyond anecdotal reassurance and firmly into measurable impact. They confirm that strategic, intelligence-led deployment of TSOs not only enhances perceptions of safety but delivers tangible reductions in harm to frontline staff.   This study sets a new benchmark for evidence-based security practice in the UK rail sector and demonstrates how targeted investment in frontline security can deliver meaningful improvements in safety, resilience, and staff wellbeing".
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Barry Smith

Company Name
Network Rail
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I would like to nominate Barry in recognition of his outstanding contribution to Health and Safety, his unwavering support for colleagues, and the positive difference he has made throughout his career at Network Rail. Barry is the person that everyone turns to. No problem is ever too big or too small, and he is always at the end of the phone ready to offer advice, guidance, and support. His willingness to help others, regardless of the situation, has earned him the respect and admiration of colleagues across the business. On a personal level, Barry has had a huge impact on my career. He encouraged me to believe in myself and supported me in working towards my NEBOSH qualification, something I never thought I was capable of achieving. Barry saw potential in me when I couldn't see it myself. His encouragement, confidence in my abilities, and continual support gave me the belief to push forward and succeed. I will always be grateful for the role he played in helping me achieve this milestone. Barry is far more than a manager or Health and Safety professional. He is a mentor, a trusted advisor, and someone who genuinely cares about people. He recognises when colleagues may be struggling, whether at work or in their personal lives, and is always there to listen, offer support, and help where he can. His compassion and kindness make him someone people naturally gravitate towards when they need help. His Health and Safety knowledge is second to none. Throughout his career at Network Rail, Barry has shared his expertise with countless colleagues, including delivering numerous IOSH courses. What makes Barry exceptional is his ability to bring these courses to life. He injects his own personality, experience, and passion into the training, making it engaging, relatable, and easy to understand. As a result, he has helped many employees develop their knowledge, confidence, and commitment to working safely. As Barry prepares to retire from Network Rail, it is difficult to overstate the impact he has had. His wealth of knowledge, dedication to developing others, and genuine care for people will be greatly missed. He has left a lasting legacy through the individuals he has supported, encouraged, and inspired throughout his career. Barry truly deserves this recognition for his exceptional service, commitment, and the positive influence he has had on so many people. His knowledge, compassion, and dedication embody the very best of Network Rail, and his contribution will not be forgotten. Thank you, Barry, for everything you have done for so many of us.
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CCTV Team

Company Name
Greater Anglia
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I am proud to nominate the Greater Anglia CCTV Team for this award. They are an outstanding group of dedicated professionals whose contribution is fundamental to the safety and security of our railway, yet whose work is very often unseen and unrecognised. This is a team of unsung heroes. Every day, they provide a vital service supporting the investigation of crime, antisocial behaviour, assaults, accidents and other serious incidents across the Greater Anglia network. Their work frequently involves reviewing footage of extremely traumatic, distressing and, at times, disturbing incidents. Despite the nature of what they see, they remain professional, objective and compassionate, ensuring that the evidence they recover is accurate, reliable and capable of standing up to the highest levels of scrutiny. Their role requires far more than simply finding and downloading CCTV footage. They must maintain a high level of specialist knowledge of increasingly sophisticated CCTV and digital evidence management technology across a large and complex railway network. They understand how these systems work, how to retrieve the best possible evidence, how to preserve its integrity and how to ensure that it is handled appropriately throughout the evidential process. Their expertise is particularly critical when police make an arrest. When a suspect is detained, the CCTV Team often has to respond immediately, working under significant pressure and within strict custody time limits. There is no simple option to finish their shift and deal with it the following day. If critical evidence is required, they remain focused on the task until the footage has been identified, secured, processed and submitted to the police. This can mean working long hours, under considerable pressure, because they understand what is at stake. And the impact of their work is considerable. The evidence they provide has helped investigators identify offenders, establish exactly what happened during incidents, support arrests and prosecutions, and ultimately remove dangerous and persistent offenders from the railway environment. Their work plays a direct role in making the railway safer for passengers and colleagues alike. But their contribution goes beyond crime. When serious or tragic accidents occur, CCTV can provide the facts that answer some of the most difficult questions. Their work can help investigators understand what happened, establish timelines and provide an impartial record of events when eyewitness accounts may be unavailable or conflicting. Behind every piece of footage is a team of people who understand the importance of getting it right. They work quietly and professionally, without seeking recognition or praise. They are rarely the people passengers see, and their names will seldom appear in the headlines. Yet when something goes wrong on our railway, they are often among the first people called upon to help establish the truth. The Greater Anglia CCTV Team combines technical expertise, resilience, integrity, dedication and an extraordinary commitment to public safety. Their contribution is not measured simply by the number of CCTV requests they complete. It is measured by the criminals identified, the victims supported, the staff protected, the prosecutions assisted, the incidents understood and, ultimately, the people who are safer because of the work they do. I firmly believe that without the dedication of this team, many offenders would remain unidentified and continue to cause harm across the railway. Their evidence can be the crucial link between an incident occurring and an offender being held accountable. They are the people behind the evidence. They are the people who remain at their desks when others have gone home. They are the people who deal with the difficult footage so that others do not have to. And they are the people who consistently put the safety of our passengers, colleagues and railway community ahead of themselves. I therefore ask that the Greater Anglia CCTV Team be recognised for the outstanding contribution they make to our railway. They have never stopped delivering. They have never stopped caring. This year, I believe these remarkable unsung heroes deserve to cross the winning line. They truly deserve to be the winners.
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Carlisle Support Services - FRL Response Team

Company Name
Carlisle Support Services
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The Response Team plays a vital role in the safe and successful delivery of major events across the network, including football matches, concerts and other large-scale events that bring significant numbers of passengers into our stations. These events can create complex and fast-moving operational challenges, requiring preparation, teamwork, sound judgement and the ability to respond quickly when circumstances change. What makes the Response Team deserving of recognition is the ownership they demonstrate before, during and after these events. They understand that successful event management is about more than simply being present. They anticipate potential challenges, remain alert to emerging risks and proactively support passengers and colleagues throughout the event. Whether dealing with large crowds, vulnerable passengers, challenging behaviour, welfare concerns or unexpected situations, the team takes responsibility and acts decisively to keep people safe and the operation running effectively. The impact of their contribution is significant. Their presence provides reassurance to passengers and confidence to staff working during some of the busiest and most demanding periods on the network. During major football fixtures and concerts, their ability to manage challenging situations, support vulnerable passengers and respond quickly to emerging issues helps prevent situations from escalating and minimises disruption. Their support for staff on duty is equally important, ensuring colleagues know that additional assistance is available when pressures increase. The team's ability to work effectively with BTP and other operational partners further strengthens their contribution. During major events, communication, coordination and a shared understanding of the situation are essential. The Response Team works collaboratively with BTP to support a safe and coordinated approach, particularly when managing large crowds or more serious situations. Their professionalism and ability to remain composed under pressure help create a safer environment for passengers, colleagues and partners alike. Their attitude sets them apart. Major events can be demanding, unpredictable and fast-paced, but the Response Team consistently approaches them with professionalism, resilience and a positive mindset. They remain approachable and compassionate when supporting passengers, while providing calm and practical assistance to colleagues. They are willing to step into challenging situations and provide support where it is needed, demonstrating the values and standards expected of the organisation. The team's innovation is reflected in the way they adapt to each event. A football match, concert or other major event can present very different challenges, and the team does not rely solely on a one-size-fits-all approach. They use their experience, knowledge and judgement to adapt to crowd levels, passenger behaviour, station conditions and emerging risks. This flexibility allows them to respond effectively when circumstances change and find practical solutions to problems as they arise. Ultimately, the Response Team is an essential part of what makes major events safe, well managed and successful. Their contribution may not always be visible to every passenger, but their presence, preparation and intervention can make a significant difference. From supporting vulnerable passengers and colleagues to managing challenging situations and working alongside BTP, they consistently put safety, service and teamwork first. The Response Team deserves recognition for the professionalism, commitment and resilience they bring to every major event. They take ownership, anticipate challenges, support passengers and colleagues, work seamlessly with partners and remain calm when the pressure is highest. Whether it is a packed football match, a sold-out concert or another major event, they are the team that helps ensure the network is ready, responsive and safe when it matters most.
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Daniel Udoakah

Company Name
Network Rail
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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
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David Evans and the Elizabeth line Railway Security and Safeguarding Officer (RSSO) Team

Company Name
Carlisle Support Service and the Elizabeth line
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David Evans and the Elizabeth line Railway Security and Safeguarding Officer (RSSO) Team have made an exceptional contribution to passenger, staff and public safety across one of the busiest railway networks in the United Kingdom. In April, David successfully mobilised the Elizabeth line RSSO contract from the ground up, bringing together two previously separate safety and safeguarding functions into one integrated operation. Starting with no existing team, David recruited, trained and developed a highly capable workforce who have quickly become a trusted and visible presence across the network. David’s leadership has been central to this success. He has embedded high standards, robust training, strong operational discipline and a safeguarding-first approach, empowering officers to intervene confidently when passengers or staff are at risk. He has created a culture where professionalism, courage, compassion and public protection sit at the heart of every intervention. This approach has already produced significant outcomes. The team safeguarded a female passenger subjected to intimidating behaviour onboard a train. When the suspect became violent and assaulted two RSSOs, officers demonstrated exceptional bravery by detaining him under Section 24 PACE until British Transport Police arrived. Their actions protected passengers, prevented further harm and ensured a dangerous offender was brought under control. The team also prevented a potential suicide after identifying a vulnerable male expressing suicidal intentions. Through calm engagement, compassion and professional safeguarding techniques, officers prevented a tragedy and ensured the individual received appropriate support and care. Other notable interventions include safeguarding a school-aged female following reports of a knife threat, supporting a vulnerable woman affected by domestic abuse concerns, intervening in violent assaults against railway staff, recovering stolen property for victims of crime and managing incidents that posed risks to station operations and emergency access routes. In every case, officers have demonstrated sound judgement, professionalism and an unwavering commitment to public safety. The quality of this work has been recognised by Transport for London, which highlighted the professionalism of the mobilisation, the bespoke RSAS accreditation programme and the team’s ability to apply complex railway powers while maintaining a safeguarding-first mindset. TfL also recognised the team’s strong partnership working, trust and shared commitment to creating a safer Elizabeth line. While this nomination recognises David’s leadership, it equally celebrates the RSSO officers who put themselves in challenging situations every day to safeguard vulnerable people, deter criminal activity and support the travelling public. Together, they have established themselves as a trusted safety and safeguarding partner, working collaboratively with TfL, GTS, British Transport Police and station teams. What is particularly impressive is that these outcomes have been achieved during the mobilisation of a brand-new contract. Every intervention represents a passenger protected, a vulnerable person safeguarded, a member of staff supported, or a serious incident prevented. David Evans and the Elizabeth line RSSO Team have demonstrated exceptional leadership, courage and dedication to protecting others, making them highly deserving recipients of the RailStaff Award for Safety Team or Person of the Year.
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Eugene Obeng

Company Name
Amulet Security / Northern Trains
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Eugene Obeng occupies the role or Travel Safe Officer and operates within our Central Region. Eugene is not only consistently the highest performing officer on the Police accredited Northern Trains operation but has been consistently for a number of years and takes immense pride in his position of trust. His proactive approach to reporting offences and creating a safer railway network is something to truly be admired with him averaging over 200 incident reports every 4 weeks with a high percentage of this leading to meaningful results for both Northern Trains and The British Transport Police, this is made even more impressive by the fact that he has been doing this month on month since 2022, this has previously seen him recognised at a number of internal and external award ceremonies. His methodical approach is deeply admired by his colleagues and his determination to uphold the standards he has set for himself from day 1 of employment is something that makes Eugene so unique. TSO Obeng is a model professional who is process driven, follows instructions well and is consistently concious about how his efforts and results reflect on the business and our partners. The results Eugene has achieved are staggering with the impact made astronomical and consistently being maintained over a prolonged period of time. Eugene Obeng is the true definition of "consistency" and recognising him for such efforts will hopefully allow him to see the difference he makes across the railway network on a daily basis and inspire even more future success.
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Hazard Management Tool Team

Company Name
RSK Business Solutions
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We are nominating the HMT team for their exceptional commitment to rail safety. They did not simply comply with safety process — they identified a structural weakness in how safety itself was being managed across the industry, took ownership of fixing it, and built a solution now trusted by organisations including Network Rail and RSSB. Their work exists for one reason: to protect the people who rely on rail safety assurance being done properly, and it deserves recognition on exactly those terms. Initiative: taking ownership of a safety risk CSM-RA is the structured process that underpins how hazards are identified, risk is assessed, controls are set and safety is demonstrated on every major railway project. Yet the tools used to manage it — spreadsheets, Word documents, PDFs, email chains, locally stored files — have barely changed. This is not a minor inconvenience. When hazard records exist in multiple uncontrolled versions, when actions are tracked separately from the hazards they relate to, and when evidence is scattered across different systems, the risk is not just inefficiency — it is a genuine safety assurance gap. A missed action or an out-of-date hazard record is exactly the kind of failure that safety management systems exist to prevent. Nobody instructed this team to fix that gap. They experienced it directly in their own work, recognised it as a safety risk worth taking seriously rather than a paperwork frustration to tolerate, and chose to act before anyone escalated it as a problem. That is initiative in its most meaningful form for a safety nomination: not waiting for an incident or an audit finding to force change, but proactively identifying a systemic weakness in how safety information is managed and taking ownership of closing it. Impact: from a safety gap in one team to an industry-wide safety improvement The tangible safety impact of HMT is direct. It replaces fragmented, version-uncertain hazard documentation with a single source of truth: live hazard registers, full audit trails, version control, clear action ownership and tracking, and structured evidence management, all visible to every organisation involved in a project. In practice, this closes the exact gaps that cause real safety assurance risk — no more ambiguity over which hazard record is current, no more actions quietly falling through the cracks between organisations, and full traceability of every decision and its supporting evidence. This has not stayed a localised improvement for one team. Network Rail is now preparing to trial the platform, and RSSB — the organisation responsible for developing rail safety standards and good practice across the industry — has engaged directly with the team's work. Both are strong external endorsements that this addresses a genuine, industry-recognised safety risk rather than an isolated inconvenience. The team's engagement has since extended to Irish Rail and Translink as well, reinforcing that the safety gap they identified, and the improvement they built to close it, is one the wider rail industry recognises as significant. Ultimately, every improvement to traceability, action ownership and evidence management under HMT is a direct contribution to protecting the people CSM-RA exists to protect: the workers delivering the project, and the passengers and public who depend on the railway being safe. Attitude: leading by example on a safety culture that welcomes scrutiny A genuine safety culture depends on people being willing to have their own work challenged, rather than defending it. This team has consistently demonstrated exactly that. Rather than developing HMT internally and presenting a finished product, they took early, unfinished work directly to organisations like Network Rail and RSSB and invited scrutiny of it — a resilient and confident attitude that put the quality of the safety outcome ahead of any discomfort in being told something didn't yet work. That same openness shaped how the team worked internally. Rail safety specialists, developers, digital specialists and business development professionals had to trust each other's expertise rather than defer only to their own — a safety specialist accepting that a good idea needed to be genuinely usable, a developer accepting that a technically elegant solution still had to reflect real safety assurance practice. That willingness to be challenged, by colleagues and by the industry alike, and to keep improving as a result, is precisely the role-model behaviour that strengthens a safety culture rather than simply satisfying it. It sets a standard for how safety-related problems should be approached: openly, collaboratively, and without ego. Innovation: a genuinely new tool built to close a recurring safety gap The easy option would have been a better spreadsheet or an improved shared folder structure — a response that treats the symptom without touching the underlying safety risk. Instead, the team asked a more creative and more difficult question: could the entire hazard management process be run collaboratively, in real time, in one governed environment, closing the safety gaps caused by fragmentation at their source rather than working around them? That reframing — from managing documents about hazards to managing the hazards themselves, live and collaboratively — is the genuinely inventive idea behind HMT, and it is a direct, creative response to a recurring safety frustration the industry had otherwise learned to live with. The team's approach to developing the tool was equally inventive from a safety standpoint: rather than building in isolation, they created an ongoing feedback loop directly with the organisations responsible for safety assurance across the industry — including RSSB itself — testing and refining the platform against real safety assurance practice at every stage. Designing that kind of continuous, industry-validated development process for a safety-critical tool is itself a considered and creative piece of safety leadership, not just a technical achievement. Summary This team identified a genuine, previously accepted weakness in how railway safety is assured, took ownership of fixing it without being asked, built a solution now validated by Network Rail, maintained the humility and resilience to have their work challenged and improved at every stage, and invented a a genuinely new rather than settling for a cosmetic fix.
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James Pettitt / Freightliner Limited HSE Team

Company Name
Freightliner Ltd
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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...
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Joint Readiness & Resilience Team

Company Name
South Western Railway & Network Rail Wessex
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The Joint Readiness & Resilience Team exemplifies outstanding leadership and innovation in railway safety. Established in June 2025, the team was created to bring together South Western Railway and Network Rail colleagues into a single integrated function dedicated to strengthening operational safety, emergency preparedness, incident response, and organisational resilience across the railway. What makes this team exceptional is their unwavering commitment to creating a safer railway through genuinely collaborative working. From the outset, they set aside organisational boundaries and adopted a shared safety-first approach, operating as one team with a common purpose: protecting passengers, colleagues, and the railway network through effective planning, preparedness, and risk management. The team comprises: Ross Liddell, Head of Readiness & Resilience (South Western Railway) Gabriella Dichello, Project Manager, Operational Resilience (Network Rail) Richard Davies, Project Manager, Operational Resilience (Network Rail) Ruby Dempsey, Business Continuity, Emergency Planning & Operational Readiness Manager (South Western Railway) Together, they have delivered a series of initiatives that have significantly enhanced safety, emergency readiness, and operational resilience across the Wessex route and South Western Railway. One of their most notable achievements has been securing and delivering a recently retired Class 455 vehicle to Basingstoke Rail Operating Centre, creating a unique immersive training environment. This facility provides realistic, hands-on training for operational teams and emergency responders, allowing staff to rehearse incident response procedures, improve decision-making under pressure, and develop critical safety skills in a controlled environment. The long-term benefits of this investment will continue to strengthen preparedness and reduce operational risk for years to come. The team has also successfully led the integrated rail response to four State Visits at Windsor, coordinating extensive safety planning and risk management activities across multiple organisations and partner agencies. Their work ensured that complex operational risks were effectively identified, mitigated, and managed, enabling the safe delivery of nationally significant events while maintaining normal railway operations. Recognising the increasing challenges facing the railway, the team has designed and implemented integrated processes, procedures, and governance arrangements to support major engineering programmes and large-scale operational events. Through their leadership, more than six significant engineering work programmes have been delivered with robust readiness and contingency arrangements in place, helping to ensure safe operations, effective incident management, and the protection of both frontline staff and customers. A key success has been their pioneering approach to business continuity and operational resilience. Rather than relying on traditional models, the team has developed an integrated framework that reflects the realities of a modern railway, strengthening how Network Rail and South Western Railway prepare for, respond to, and recover from disruptive events. This work has improved organisational readiness while supporting safer decision-making during periods of operational stress. The team has transformed assurance and preparedness activities through the introduction of immersive tabletop exercises. These exercises bring together operational leaders, specialist teams, and partner organisations to test emergency plans against realistic scenarios, identify vulnerabilities, and drive continuous improvement. As a result, the railway is better prepared to respond safely and effectively when incidents occur. Their contribution to safety extends beyond preparedness and response. The team has established collaborative forums and networks that enable the sharing of best practice and proactive management of emerging risks. This includes developing integrated approaches to complex challenges such as soil moisture deficit response, bringing together expertise from across the industry to identify hazards, reduce risk, and improve operational safety. The team's influence has also helped embed a stronger safety culture across the organisations they serve. By championing integration, encouraging open collaboration, and promoting learning and continuous improvement, they have strengthened relationships between teams and created an environment where safety is viewed as a shared responsibility rather than an organisational obligation. Their commitment to developing future safety professionals is equally impressive. By securing the recruitment of both a Network Rail Year in Industry Student and a South Western Railway Readiness & Resilience Apprentice into the integrated team, they are helping to build the next generation of railway safety and resilience professionals while embedding collaborative behaviours from the very start of their careers. Beyond their day-to-day responsibilities, the team has actively shared their expertise with the wider profession, contributing to industry thought leadership and promoting innovative approaches to resilience, preparedness, and safety management. Their willingness to share lessons learned and best practice demonstrates a genuine commitment to improving safety across the wider railway industry. Perhaps most importantly, the team consistently demonstrates the behaviours that underpin an outstanding safety culture. They challenge constructively, learn continuously, support one another, and approach every task with professionalism, integrity, and a relentless focus on reducing risk and protecting people. Their work is making a tangible difference to the safety of colleagues, customers, and the communities the railway serves. Although still a relatively new team, they have already established themselves as leaders in integrated railway safety and preparedness. Their achievements demonstrate what can be accomplished when organisations work together with a shared commitment to protecting people and delivering a safer, more resilient railway. For their exceptional contribution to safety, their innovative approach to preparedness and risk management, and their unwavering commitment to protecting passengers, colleagues, and the railway, the Joint Readiness & Resilience Team is thoroughly deserving of this award.
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Matthew Smiles

Company Name
Amulet Security / Northern Trains
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Matt Smiles occupies the role of TSO supervisor operating on the Northern Trains contract within the West region. On Sunday 12th July 2026, Matthew Smiles was alerted by Northern Trains station staff to an incident which had occurred on the station. Upon Matt arriving and conducting a search of the area he was made aware of a lone female who was sat down on the benches within the station and appeared distressed. Matt not being aware of the circumstances at the time began to factfind, asking the female was she ok and trying to disginguish what had occurred for her to find herself in her current state. Matt quickly began to gather the facts and it become apparent the female had been the victim of a sexual assault. Matt was calm, professional and displayed empathy allowing the female to share information at her own pace whilst agreeing to find a quite part of the station for her to be comfortable in discussing what had occurred. Matt sat with the female for around 30 minutes, even contacting a family member of the females and explaining the situation for the female as she did not feel able to relay the information to others and had built an initial relationship with Matt who was acting as the independent individual to help support the victim and liaise with family members and the Police. Matt remained on hand to support and guide the female whilst giving his statement to police which led to a successful arrest a short time later. Matt's approach was nothing short of exceptional and in such distressing circumstances, Matt offered reassurance, displayed empathy and prioritised the females feelings throughout.
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Michael O'Hagan

Company Name
Network Rail
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This nomination recognises Michael O’Hagan for a commitment to safety, workforce health and environmental stewardship that has had a significant and lasting impact across the railway. Throughout the year, Michael has consistently demonstrated exceptional leadership in creating and maintaining a positive safety culture, leading by example and ensuring that safety remains at the heart of every decision. Michael’s influence extends well beyond the requirements of the role, with colleagues at all levels viewing Michael as a trusted advisor, mentor and subject matter expert. A visible and proactive presence across the delivery unit, Michael spends significant time engaging directly with front-line teams, conducting site visits, facilitating meaningful safety conversations and helping colleagues identify and manage risk effectively. Rather than simply auditing compliance, Michael focuses on developing people, improving understanding and building competence, empowering teams to take ownership of safety and make in
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Mojeed Adisa

Company Name
Carlisle Support Services
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Rail Award Nomination – Mojeed Adisa (HSQE) I would like to nominate Mojeed for a Rail Award in recognition of his outstanding contribution to health, safety, quality, and environmental compliance across the rail operation. Mojeed consistently demonstrates exceptional leadership, professionalism, and commitment to maintaining the highest standards of safety and operational excellence. Through regular site audits, inspections, compliance reviews, and incident investigations, he provides practical guidance and constructive feedback that helps teams continuously improve their performance. His communication skills are excellent, and he is always approachable and willing to support colleagues. He takes the time to understand operational challenges, listens to concerns, and works collaboratively with teams to identify effective solutions. His ability to engage with stakeholders at all levels has helped drive a positive safety culture across the business. A particularly strong example of Mojeed's dedication was during a severe site incident, where he provided immediate support to the operational team, guided the investigation process, assisted with completing the necessary documentation, and ensured the welfare of those involved was prioritised. His calm and supportive approach helped the team manage a challenging situation effectively while ensuring compliance requirements were met and valuable lessons were identified. Mojeed's commitment to continuous improvement, attention to detail, and proactive approach to safety management make him an invaluable member of the HSQE team. His contribution has had a significant positive impact on both colleagues and operational performance, making him a highly deserving candidate for this award.
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Nominee: 1Y90 LNER Investigation Team Lead Investigator: Adam Davies, On Train Skills & Competency Manager, LNER Assistant Investigators: Julie Fitzpatrick, Station Compliance Manager, LNER. Vishal Passan, Ops Standards & Assurance Manager, LNER

Company Name
LNER
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This investigation team at LNER is highly deserving of recognition as Safety Team of the Year for their exceptional work following the incident onboard LNER service 1Y90 on 1 November 2025. Faced with a highly sensitive incident, the team demonstrated outstanding professionalism, resilience, and commitment to further improving safety for both colleagues and customers. Initiative The investigation presented significant complexity, requiring the team to navigate challenging operational, human factors, and safety considerations. Rather than simply fulfilling the requirements of a standard investigation, the team took ownership of understanding the wider lessons that could be learned from the incident. They approached the investigation with determination and thoroughness, making sure that every opportunity to further improve safety was identified and explored. Despite the significant demands of his role as On Train Skills & Competency Manager, Adam Davies led the investigation with exceptional diligence and professionalism, ensuring a comprehensive review. Importantly, this work was undertaken in addition to the team members' normal day-to-day responsibilities. Despite the considerable demands on their time and resources, they remained focused on delivering a thorough investigation that would provide meaningful and lasting safety improvements for LNER and the wider rail industry. Their commitment went far beyond what was expected, demonstrating exceptional dedication to protecting colleagues and customers. Impact The team's work resulted in recommendations for LNER, aimed at further strengthening both staff and passenger safety. These recommendations have provided clear opportunities to further enhance operational practices, improve preparedness, and help to reduce risk. Beyond the immediate benefits to LNER, the investigation generated valuable learning for the wider rail industry. By identifying key lessons and sharing insights from such a rare incident, the team ensured that the findings could support safety improvements beyond their own organisation. A key strength of the investigation was the collaborative approach adopted throughout. The team worked closely with Health & Safety Representatives from the RMT, ASLEF and TSSA trade unions, making sure perspectives and experiences of frontline colleagues were fully considered. This partnership approach strengthened the quality of the investigation, increased confidence in its findings, and helped ensure that recommendations reflected the practical realities faced by railway staff. Attitude Throughout the investigation, Adam and the team displayed remarkable professionalism, integrity, and resilience. Their work required sensitivity, objectivity, and unwavering focus. The team maintained the highest standards throughout, working collaboratively with stakeholders, managers and trade union representatives while keeping the safety and wellbeing of staff and customers at the forefront of every decision. Their willingness to engage openly and constructively with trade union representatives demonstrated a genuine commitment to partnership working and continuous improvement. This inclusive approach fostered trust, encouraged open dialogue, and made sure that all parties remained focused on the shared objective of improving safety outcomes. Their commitment to delivering a thorough and impactful outcome, despite balancing the demands of their substantive roles, reflects the values of LNER at their very best. They served as role models for professionalism and dedication, demonstrating how safety leadership can make a real difference during the most challenging circumstances. Innovation What distinguishes this investigation team is their determination to identify wider opportunities for learning and improvement, resulting in recommendations. By translating the findings into actionable improvements for both LNER and the wider industry, and by actively engaging trade union safety representatives throughout the process, the team ensured that lessons learned were robust, credible and capable of delivering lasting change. Their work has contributed to an even stronger safety culture and has helped make sure that lessons learned are shared. Summary This LNER Investigation Team exemplifies excellence in safety leadership. Through their initiative, dedication, professionalism, collaborative approach and commitment to industry-wide learning, they delivered an investigation that has already generated meaningful safety improvements and will continue to influence safer practices in the future. Their work stands as an outstanding example of turning adversity into positive change. By leading a complex and emotionally challenging investigation, identifying meaningful recommendations, working in partnership with trade union representatives, and doing so alongside their normal responsibilities, Adam and the team have made a significant contribution to improving the safety of both railway staff and customers. They are exceptionally worthy recipients of the Safety Team of the Year Award.
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Northern Trains Bradford Travel Safe Officer Team

Company Name
Amulet Security
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Over the last 12 months our Northern Trains Bradford TSO team has worked tirelessly to produce a high quality and consistent standard to our client Northern Trains. Their approach has helped create a dependable and professional working environment where colleagues feel supported and rail staff, passengers and stakeholders receive a high standard of service. By doing so they have undeniably made a significant contribution to the safety and security of the rail network in and around Yorkshire. With incredible team work, the team has been able to recognise each others strengths and work together to ensure each one is extracted. Where some officers strengths lay in their understanding of dealing with medicals or safeguarding incidents, others strengths may lay with enforcement or conflict management. By doing this they collectively reduced anti social behaviour and low level crime as well as providing support when needed for vulnerable individuals. This is evident when looking at some of the statistics the team has racked up over the past 12 months. In total, this has seen 15,471 Byelaw offences reported which have been challenged and dealt with on the network. A total of 13 Suicide Interventions have been made whilst operating on the network in which potentially life saving action has been taken. There have also been a total of 241 other incidents relating to safeguarding of children and vulnerable people, medical incidents, VAWG/USB incidents and workplace related violence incidents reported by the team, again reinforcing their commitment to safety, security and clear running of the railway. These efforts show a distinct determination to go above and beyond on a daily basis to achieve a safer place to travel and work on the Northern Trains Network. The team's work has also been highlighted on a number of occasions, with 15 compliments with high praise being shared by members of the client in relation to our Bradford TSO Team, often citing their calmness, composure and high professionalism when faced with challenging circumstances.
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Northern Trains Manchester CT Team

Company Name
Amulet Security
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Our Northern Trains CT Team consistently show outstanding teamwork, commitment and a collective contribution to delivering a high quality service for our client. In doing so they have demonstrated the ability to maintain a clear focus on service, safety (of the public and railway staff) as well as supporting each other on a daily basis. This has often made a meaningful impact to the stations they serve, with positive feedback being shared by senior members of the station and Department for Transport, whom on their many visits to these sites have praised the work being demonstrated by the team. Over the last 12 months, the team as a collective has completed a total of 4462 reports in which they have been required to apply a number of the advised Counter Terrorism security protocols such as the HOT protocol, WHAT Protocol and the 4 C’s to ensure that not only passenger and staff safety is placed as a priority but in a manner in which does not cause panic or alarm. It is though, the efforts that are less obvious that in fact stand out once a closer look is taken. The team's efforts have seen a strong relationship being forged with not only their railway colleagues but the many vendors who occupy space at both Manchester Victoria and Manchester Oxford Road, often times identifying and highlighting issues that without a truly security orientated mind would otherwise go unnoticed, and then working collaboratively to resolve. The teams efforts were also recently recognised at the Northern Trains – Amulet Contract Celebration in which they were rewarded as the operations team of the year, further highlighting the impact their efforts have had.
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Operation Fortitude

Company Name
GBR Anglia
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Key Achievements 664 additional patrol hours delivered across the c2c and Greater Anglia networks, increasing officer visibility at stations and on trains. Over 600 frontline colleagues trained in personal safety, conflict management and assault prevention. Successful prosecutions secured against offenders who assaulted railway staff, reinforcing that violence and abuse will not be tolerated. Industry-leading staff safety initiatives developed and deployed, including innovative approaches to managing spitting incidents. International recognition received from RATP, the operator of much of Paris' public transport network, which is exploring Operation Fortitude's approach to spitting incidents. Growing national demand for Operation Fortitude training and best practice, with interest from rail organisations across the UK. Bespoke training programme expanded to include cleaning colleagues, ensuring all frontline staff benefit from enhanced safety knowledge and support. Operation Fortitude is transforming the way
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Rail Enforcement Team

Company Name
GTR
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The GTR Rail Enforcement Team has demonstrated exceptional commitment, professionalism and dedication in making the railway a safer environment for passengers, staff and local communities across the Thameslink, Southern, Great Northern and Gatwick Express networks. Through a combination of high-visibility patrols, proactive enforcement, safeguarding interventions and community engagement, the team of just 38 consistently deliver outstanding results while supporting GTR's strategic objective of creating a safe and secure railway for all. During the past twelve months, the team completed an exceptional: • 11,401 Station visits • 13,450 Train patrols • 114 Initiated arrests • 799 Intelligence reports submitted to British Transport Police • 3,748 Removals from trains and services • 290 Vulnerable person interventions • 25 Suicide interventions • 47 Missing persons located These figures represent far more than operational outputs. Behind every interaction is a member of the public or rail staff who has been protected, reassured, safeguarded or supported during a difficult situation. The team's safeguarding impact has been particularly noteworthy. Through the identification and support of vulnerable individuals, officers have intervened in hundreds of welfare-related incidents and prevented 25 individuals from taking their own lives. These interventions have required professionalism, empathy, quick decision-making and close partnership working with emergency services and support agencies. The Rail Enforcement Team has also played a pivotal role in tackling crime and anti-social behaviour through intelligence-led deployments and targeted operations conducted alongside British Transport Police and Home Office Police forces. Their activities have disrupted criminality, reduced passenger and staff concerns and enhanced confidence across the network. Beyond enforcement, the team has invested significant effort into prevention and education. Officers have supported Junior Citizen schemes, rail safety education programmes, passenger awareness events and community engagement initiatives designed to improve public understanding of railway safety and personal security. A key area of focus has been supporting GTR's commitment to addressing Violence Against Women and Girls (VAWG). Through dedicated awareness campaigns, onboard patrols, passenger engagement activities and promotion of the Text 61016 reporting service, the team has worked tirelessly to ensure passengers feel safer when travelling. Their visible presence and proactive conversations with passengers have helped build confidence in reporting concerns and accessing support. The team's involvement at major festivals, community events, revenue protection initiatives and Passenger Security Awareness Events has further strengthened GTR's reputation as a collaborative, responsible and community-focused operator. Their work consistently demonstrates the balance between enforcement, prevention, safeguarding and customer service. The accompanying evidence illustrates the breadth of the team's activities, from onboard patrols and station operations to partnership events, educational initiatives and public safety campaigns. Their visibility, professionalism and dedication continue to make a tangible difference across the network every day. In recognition of their exceptional operational performance, commitment to protecting vulnerable people, contribution to crime reduction and unwavering dedication to passenger safety, the GTR Rail Enforcement Team is highly deserving of recognition.
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Research & Development Team

Company Name
Network Rail
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Some of the most serious safety risks on the railway are those that cannot be easily seen. Contact wire fatigue cracks develop beneath the surface of the wires within overhead line equipment (OLE), making them extremely difficult to identify through traditional inspection methods. Left undetected, these cracks can progress to dewirement, presenting a significant safety and operational risk to maintenance personnel and passengers. Identifying deterioration before it reaches this point is therefore critical to managing contact wire condition safely. Contact wire breakages account for over 40% of disruption associated with OLE neutral-section failures. Historic incidents at Wembley (2017) and Murthat (2022) resulted in more than 32,700 delay minutes and cost approximately £6m to remedy. With the guidance from Technical Authority Electrification & Plant Engineering and NW&C E&P, the project team understood that reliance on the Borescope visual inspection left a gap in how this risk could be identified and managed. Working with engineering and technology partner Traxion NDT, the team developed an ultrasonic inspection capability (RightLines) that can identify subsurface fatigue cracks, providing an extra layer of safety assurance. The team received Network Rail’s full product acceptance in February 2025. Maintenance teams can now detect fatigue cracks earlier, more accurately and targeted towards risk sites effectively and avoid unnecessary contact wire renewals. The team's success was built on close collaboration between frontline OLE maintenance teams, Network Rail engineers and technology specialists. Together, they challenged traditional inspection practices and developed a safer, more proactive approach to managing contact wire condition to help prevent incidents before they occur. Frontline safety has remained central as RightLines has moved into operational use. A supplier-led familiarisation session gives maintenance teams practical hands-on experience with the equipment, reinforcing its safe use and addressing manual handling best practise. Through these sessions and their ongoing support, the team has been able to positively influence the safety culture, behaviours and competence among OLE frontline maintenance teams. The RightLines device has been successfully deployed across North, West & Central, including Sandwell & Dudley, Bletchley and Stafford. Deployment is now extending across the rail network, with Scotland recently purchasing a device. Only recently, a contact wire dewirement at Bourne End in May 2026 resulted in over 10,000 delay minutes and £2.5 million in Schedule 8 costs alone. The incident highlighted the type of defect that RightLines is designed to identify at an earlier stage, reinforcing the value of proactive ultrasonic inspection. The safety benefit also extends to the inspection activity itself. Traditional inspection methods, such as the borescope may require on-track plant. The RightLines device enables inspection to be completed from ground level with as few as two technical staff, reducing the need for on-track plant. This reduces the number of people required to undertake the inspection and their exposure to the operational railway, while reducing reliance on subjective visual judgement. RightLines is changing how a difficult-to-see safety risk is managed on the railway. The RightLines device is providing maintenance teams with a safer way to analyse contact wire condition, giving them greater confidence in asset condition decisions by taking away the subjectivity of the Borescope inspection.
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Reza Samavati / Speed Management Programme Team

Company Name
Network Rail
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The Speed Management Programme (SMP) team is nominated for the Safety Team Award for its work to reduce the catastrophic train overspeed risk through the development of the National Speed Database (NSD), a transformational initiative that is changing how speed restriction information is managed, assured and shared across the railway. Overspeeding events recorded in the Safety Management Intelligence System (SMIS) have increased by 30% over the last eight years, while Temporary Speed Restrictions (TSRs) have risen by 60% over the last 15 years. With extreme weather events becoming more frequent the use of Temporary, Emergency and Blanket Speed Restrictions is expected to increase further. Excessive train overspeeding can lead to derailments, serious injuries, fatalities, legal consequences and significant reputational damage. For decades, speed restriction information has been managed through multiple disconnected systems and processes, creating duplication, inefficiency and challenges in maintaining a single trusted source of data. Recognising this industry-wide issue, the SMP team established a vision to create a national, authoritative repository of speed information that can support safer railway operations, improve consistency and provide the foundation for future digital railway capabilities, including in-cab real-time speed management information. Delivering this vision requires collaboration across a complex rail ecosystem. The team has brought together Network Rail regions, route teams, train and freight operators, suppliers and industry partners to define requirements, establish governance and develop a solution capable of meeting diverse operational and engineering needs. What makes the SMP team exceptional is its combination of innovation, collaboration and user-led design. The team is not simply developing a technology solution; it is building industry-wide consensus around a new approach to managing speed information. Through extensive stakeholder engagement, user research, assurance activities, safety validation and supplier collaboration, the team is ensuring that the solution is practical, evidence-based and capable of delivering long-term value. The National Speed Database represents a significant step change for the rail industry. By creating a single trusted source of speed restriction data, it has the potential to reduce safety risks, improve data quality, eliminate duplication, and enable greater interoperability between railway systems. The SMP provides the platform of warranted and timely business critical information for future innovation by making speed data more accessible, consistent and reusable across the industry. Throughout the programme, the SMP team has demonstrated outstanding leadership, resilience and commitment. By maintaining a relentless focus on safety, stakeholder engagement and user needs, the team has united a diverse range of organisations behind a common objective and created momentum for lasting industry change. Creation of the National Speed Database is more than a technology project. It is a safety-led industry transformation programme that will help mitigate catastrophic train overspeeding risk, modernise the management of critical railway data and improve safety for passengers and railway colleagues for years to come. For its outstanding contribution to industry-wide safety improvement, the Speed Management Programme team is a highly deserving recipient of the Safety Team Award
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Southend GA RPT Team

Company Name
Land Sheriffs Limited
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Land Sheriffs would like to nominate the Southend GA Revenue Protection team for the exceptional courage, teamwork and decisive action they demonstrated while supporting the British Transport Police during a high-risk incident involving a knife on 15 January 2026. While on duty, the team received an urgent request from the British Transport Police to assist with a knife-wielding male in a nearby supermarket car park. Recognising the immediate threat to public safety, they responded without hesitation and ran to the scene to support officers already attempting to detain the highly aggressive individual. On arrival, the team displayed outstanding judgement and situational awareness. One officer immediately recovered a police officer's handcuffs and located the discarded knife, securing the area to preserve vital evidence and protect members of the public. As the suspect became increasingly violent, Daniel and Steve provided immediate physical assistance, helping the officers bring the man safely to the ground and restraining his legs while he was handcuffed. Despite the suspect continuing to kick, shout and spit, the team remained disciplined, focused and fully committed throughout the incident until the man was removed from the scene. After the incident, our officers continued to support the police by assisting with evidence preservation, securing the scene, conducting welfare checks with attending officers and ensuring all operational reports were completed accurately. The team's quick and courageous actions helped police safely resolve a dangerous incident while protecting colleagues, officers and members of the public. Their partnership working, operational resilience and unwavering commitment to public safety demonstrate the highest standards of railway safety. For these reasons we believe they are highly deserving recipients of the Safety Team or Person Award.
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TRU East Safety Team

Company Name
Transpennine Route Upgrade East Alliance
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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.
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Travel Safe Team

Company Name
ScotRail
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The origin of the ScotRail Travel Safe Team (TST) was a result of the rising trends and risk associated with anti-social behaviour across the ScotRail Network. The development of the team was the first of its kind within ScotRail, a completely new role and concept which provides support for one of the key elements that underpins the ScotRail Anti-Social Behaviour, Assaults Reduction and Safeguarding strategy. In April 2026 ScotRail submitted their application to achieve the national Safer Rail Scheme Accreditation (SRS), this was not a mandatory requirement for ScotRail. The Travel Safe Team are the vital resource and lead in maintaining, developing a safer rail environment and as such ScotRail were awarded official accreditation on their first application. The TST is a dedicated resource aiming to actively engage, educate, and reassure passengers and colleagues. They are a reactive resource with the flexibility to quickly focus on emerging trends and hot spot areas across the network through positive actions and interventions and engagement with customers. Using education as one of many mitigations developed to reduce the associated costs of Anti-Social Behaviour (ASB) and crime to the business, they have managed to reduce the level of youth related incidents from 75 per cent to 30 per cent. ScotRail’s internalised Travel Safe Team is special when compared with other UK rail operators. It is rare for a rail operating company not to outsource their Travel Safe Team. By keeping the TST in-house, ScotRail can react quickly to high activity areas, and feedback intelligence efficiently. The embedded weekly intelligence lead taskings meetings with ScotRail internal departments (CCTV/Customer information), BTP, and Network Rail ensure all available resources are utilised and have been deployed to key locations. The annual Operations Ballaton and Safer Shores were launched in July 2025, with the key aim to provide a safe environment for the local community and visitors to the Loch Lomond resort of Balloch and Ayr coastal locations throughout the summer months. The multi-agency initiative brings together ScotRail, Police Scotland, British Transport Police, Scottish Fire and Rescue Service, West Dunbartonshire and Argyll & Bute Councils, and Loch Lomond & The Trossachs National Park Authority. The TST assists in engaging with anti-social behaviour, safeguarding on trains and stations. Leading on education campaigns, providing safe spaces and maintaining a visible presence in key areas throughout the summer months. In 2022/23 a total of 248 ASB incidents were recorded in the Balloch, Helensburgh, and Dalmuir areas with a 75 per cent increase in 23/24. The establishment of a collaborative partnership consisting of ScotRail Travel Safe Team, British Transport Police (BTP), Police Scotland, and Local authorities has recorded since April 2025 a decrease in these areas of 57 per cent compared to previous year. The focus on building rapport, trust and educating the youth demographic has seen a number of lasting positive relationships between the team and identified individuals and groups who historically were practising unsafe behaviours. A key indicator that engagement is working has been the recording off an excess of 400 youth engagements which have required no further intervention, demonstrating the TST’s de-escalation skills and change in behaviours. The value the TST brings to communities they work within is vital. So far this year there have been more than 33,768 passenger, colleague engagements in which assistance or advice has been provided and 399 welfare concerns and individuals signposted to further agencies. The team are data driven and target locations of high risk to life locations, this focus has resulted in 11 suspected suicide interventions and over 25 occasions of medical assistance since April 2025, including two incidents of CPR. Collaboration with internal and external parties is vital to the overall success, the team have worked effortlessly to grow partnership working. In the past year the team have collaborated directly with, Police, Ambulance and Fire Services to provide bespoke safety education inputs for highly vulnerable youths. In addition, the team work closely with Railway Children with several high offending and risk-taking young people, this work has seen individuals re-engage in family life and education, with a number of the individuals training to be youth ambassadors.
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Trespass & Welfare Officer Team

Company Name
ResponSec
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Safety Team or Person Award ResponSec: Trespass & Welfare Officer Team In November 2025, ResponSec began a trial project for its client, Arriva Rail London, in response to a growing challenge across the network, including an increase in trespass, vulnerable-person and mental health incidents, including suicide attempts. The trial began with eight Trespass & Welfare Officers deployed across the network to help reduce trespass and support vulnerable passengers who may present at stations or on trains. The positive response to the trial has since seen the team double in size to 16 officers, with the project continuing to receive positive feedback. Initiative The team has taken on one of the most challenging areas of railway safety. Trespass and vulnerable-person incidents can develop extremely quickly. Once someone has entered the railway environment, the risks increase significantly, with the potential for emergency switch-offs, train stoppages, major disruption and, most seriously, loss of life. Trespass & Welfare Officers are trained to recognise vulnerability and respond appropriately. This may mean approaching someone who appears distressed, speaking with them, providing reassurance or bringing in further support. The officers are not simply responding to incidents they have been sent to. They use their judgement and experience to assess situations and decide what action is needed. ResponSec has also invested in additional training to ensure the team has the right skills for the situations they may encounter. Officers have completed training in safeguarding and wellbeing, as well as the Samaritans Managing Suicidal Contacts course. This gives the team a greater understanding of how to approach and communicate with people experiencing distress, while recognising when specialist support is required. Impact The scale of the team's work is significant. Between P11 2025/26 and P5 2026/27, TWOs: Patrolled 9,678 trains Completed 10,789 station visits Had 4,683 meaningful passenger interactions Made 146 safeguarding and welfare interventions Removed 240 individuals for byelaw breaches, safety concerns or anti-social behaviour Supported 23 BTP incidents Facilitated 13 ambulance responses Intervened in 50 prohibited e-bike/e-scooter incidents The 146 safeguarding and welfare interventions demonstrate the breadth of the team's impact. These have included supporting suicidal individuals at Canada Water, Hackney Downs and Willesden Junction, protecting a vulnerable person at Acton Central after unsafe behaviour around a moving train, and responding to self-harm, missing children, vulnerable adults and medical distress. The team has also supported women experiencing suspected drink spiking, stalking, harassment and domestic abuse, as well as vulnerable young people involved in knife-related incidents, youth violence, trespass and train surfing. Importantly, much of the team's impact comes from preventing situations from becoming major incidents in the first place. By intervening early, TWOs can prevent people entering dangerous areas, reduce the risk of serious harm and lessen the potential disruption caused by emergency incidents. They also provide specialist support to station teams dealing with complex welfare and trespass situations, while supporting the wider network during major disruption, fatalities, person-struck incidents and other critical events. The growth from eight officers to 16 is itself a clear indication of the value the programme is providing across the network. Attitude This work requires more than security experience. Officers may be dealing with people experiencing acute distress, mental health difficulties or suicidal thoughts, often in busy public environments and under considerable pressure. They need to remain calm and professional while treating people with care and respect. The team understands that vulnerability cannot always be approached as a security issue alone. Officers use conversation and reassurance where appropriate, while recognising when a situation needs to be escalated. Officers also engage directly with passengers, carrying information and contact details for organisations that can provide further support, while offering valuable support to colleagues dealing with difficult and potentially traumatic situations. Innovation The strength of the Trespass & Welfare Officer model is that it brings together areas that would traditionally sit separately. The role combines security, welfare, safeguarding and operational safety, giving officers the skills to deal with situations that do not fit neatly into one category. Someone showing signs of vulnerability can quickly become involved in a serious railway safety incident. Having officers who understand both the welfare and safety risks means situations can be dealt with by people who understand the wider picture. It is a practical approach to a complex issue, creating a specialist role focused on reducing trespass while supporting vulnerable people across the network. Conclusion Since launching as a trial in November 2025, the Trespass & Welfare Officer team has established itself as an important resource across the London Overground network. The numbers show the scale: almost 10,000 train patrols, more than 10,700 station visits and 146 safeguarding and welfare interventions in the latest reporting period. But the real impact is in what sits behind those numbers: people supported in moments of crisis, vulnerable passengers protected from harm, children safeguarded, incidents prevented from escalating and frontline colleagues given additional support. The team has demonstrated that railway safety isn't just about preventing people from entering dangerous places. It is about understanding people, recognising risk early and having the skills to intervene before a situation becomes a tragedy.
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19
STATION STAFF TEAM OR PERSON AWARD

Abdi Mohamad

Company Name
Northern Railway
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I only know this individual as Abdi. He works at in Warrington Central Station. He has assisted me on and off the train in a very respectful and efficient manner. He is a truly lovely representation of Northern rail staff. I am registered blind and either use along White mobility-cane or My Guide dog. Recently I’ve been on holiday and I was using my cane and Aldi helped me alight from the train and the lady who was looking after My Guide I was on holiday she texted me to tell me she was going to walk over and meet me at the station and Abdi guided me around to Asda, which is about a five minute walk from the station premises. He guided me very diligently. He always loves to see me with My Guide dog and and I meet Mason‘s (My Guide dogs puppy walker) Abdi gets such a kick out of this interaction. He is always pleasant and lovely to be around and we have a good conversation. he’s very helpful and does his best to assist me in every way he can. I would be so delighted if Abdi won this award because he deserves it so much
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Ashley Genus

Company Name
GTR
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I am writing to express my sincere gratitude and admiration for a member of East Croydon Station staff, Ashley Genus, following the service disruptions and cancellations of train services on 14 June 2026. During what was clearly an extremely challenging situation, Ashley demonstrated exceptional professionalism, patience, and dedication to customer service. With hundreds of passengers affected by the cancellations, many understandably frustrated and anxious about their journeys, he remained calm, courteous, and focused throughout. What impressed me most was his commitment to assisting every passenger who approached him. Despite having to manage the concerns of more than 200 people at the same time, Ashley took the time to answer questions, provide guidance, and offer reassurance wherever possible. Even when faced with anger and criticism from some passengers- circumstances that were entirely beyond his control- he continued to conduct himself with remarkable composure and respect. It is easy to overlook the tremendous pressure frontline railway staff face during major disruptions. Ashley’s ability to remain professional while ensuring passengers felt informed and supported deserves special recognition. His efforts undoubtedly helped ease a very stressful situation for many people and reflected extremely well on both East Croydon station and the wider railway service. I hereby nominate Ashley Genus for Rail Staff Award 2026 under outstanding Station Staff / Person Award category.
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Charles Dickson

Company Name
GTR
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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.
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Chris Buckett

Company Name
Amulet Security / Northern Trains
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Chris Buckett forms part of our security operation based at Manchester Victoria station. Chris, who joined us in 2022 has been ever present on the contract and has built strong relationships at his place of work with him widely respected for his hard working approach to each task he carries out. Chris' committment and flexibility to see the wider team achieve the best possible results is second to none, this sees him regularly sacrificing rest days often on short notice with little fuss just to ensure our client remain pleased with the service provided. He is a model professional and remains his colleagues biggest cheerleaders, often offering a helping hand to new starters and sharing advice based on his knowledge and understanding of the role. Chris' selfless approach is what sets him apart from others, he does this with minimal fuss and expects nothing in return which makes him so valuable to us. Chris is ever reliable and has forged long last relationships across the wider network, something which benefits him in his current role. Chris performs to a consistently high standard each time he arrives on site and aims to impress with each possible opportunity, making a real difference for those passengers using Northern's stations and services.
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Daniel Hall

Company Name
West Midland Trains
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I would like to nominate Daniel Hall for a Rail Staff Award in recognition of his exceptional commitment to improving the customer experience. Daniel consistently demonstrates a genuine passion for our customers in everything he does. In his role as a Local Area Relief for West Midlands Railway (WMR), he does not have a designated station; however, this has never prevented him from taking full ownership of every location he attends. Instead, Daniel embraces each station as if it were his own, ensuring that customers are met with a clean, safe, and welcoming environment at all times. What truly sets Daniel apart is his customer-first mindset. He always considers the impact of his actions on the customer experience, proactively identifying opportunities to improve standards and acting on them without hesitation. He does not wait to be asked—he takes initiative, recognising where support is needed and stepping in to make meaningful improvements that directly benefit both customers and colleagues. Daniel is also a fantastic team player. He consistently supports his colleagues, sharing knowledge, offering assistance, and contributing to a positive and collaborative working environment. His approachable nature and willingness to help ensure that those around him feel supported, particularly in challenging or understaffed situations. A clear example of Daniel’s impact was during his support at Tyseley, where the station has been operating with reduced staffing levels for some time. Understanding the pressures this created, Daniel actively sought out ways to help, ensuring the station was presented to a high standard for customers. He worked efficiently to identify and rectify issues, quickly closing out any failures and helping to restore the station to where it needed to be. His efforts had a direct and visible impact on improving the customer environment. Daniel consistently goes above and beyond, always striving to do his very best. His proactive attitude, strong sense of ownership, and unwavering focus on customers make a real difference every day. He takes pride in his work, supports his team, and delivers improvements that enhance the overall customer experience. For his dedication, positive attitude, and the tangible impact he has on our customers and colleagues, Daniel is a truly deserving candidate for this award.
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EMR Major Station Teams

Company Name
East Midlands Railway
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I am incredibly proud to nominate the EMR Major Station Teams for Station Staff Team of the Year, in recognition of their outstanding commitment to our customers and each other throughout what has been one of the most challenging periods our frontline teams have faced. Our major stations are where the railway and our customers meet. When things go well, our teams are there to welcome people, provide assistance and help journeys run smoothly. When things go wrong, they become something much more: the visible, human face of EMR. Over the past year, our station teams have been tested repeatedly. They have supported customers through significant disruption, periods of severe overcrowding, extreme weather and fleet reliability challenges. More recently, they have been at the forefront of supporting customers through the introduction of the reduced Intercity timetable, managing cancelled services, reduced formations and the understandable frustration and uncertainty this has created for our customers. At Sheffield, teams have faced particularly challenging periods of crowding when Liverpool services have been disrupted or terminated short, requiring colleagues to respond quickly to rapidly increasing passenger numbers and work with industry partners to keep the station safe and customers informed. At Nottingham, colleagues have managed the significant seasonal demand associated with Skegness services alongside the everyday pressures of operating one of our busiest regional hubs. They have dealt calmly and professionally with vulnerable customers, operational incidents and disruption, frequently needing to balance very different customer and operational priorities at the same time. At Derby, Leicester and across our other major locations, colleagues have continually adapted to changing service patterns, short-notice disruption and increased demands for customer information and journey planning. And at London St Pancras, our teams operate in one of the most complex and high-profile station environments on the network. They have managed significant crowding and disruption while working alongside multiple train operators and industry partners, often supporting large numbers of customers whose journeys have changed with very little notice. The response from our teams to these pressures has consistently demonstrated what great frontline leadership looks like. Colleagues have not simply waited to be told what to do. They have taken ownership of situations, repositioned themselves to where customers need them most, proactively approached passengers, identified vulnerable or less confident travellers, found alternative journey options and worked together to solve problems as they emerge. Throughout periods of disruption, they have often been delivering difficult messages about cancellations, overcrowding or changed journeys to understandably frustrated customers. Yet they have continued to do so with empathy, patience and professionalism. Behind that customer-facing response has been an equally important commitment to each other. The pressure of repeatedly managing disruption should not be underestimated. Our colleagues have supported one another through difficult shifts, stepped across normal role boundaries when additional help has been required and continued to turn up determined to provide the best possible experience for our customers. Crucially, they have also learned and adapted. Experiences from challenging days have been used to improve how we manage the next one. Teams have changed how colleagues are positioned, improved local communication, adapted approaches to queues and passenger flows and worked more closely across station, train and control teams. Rather than accepting disruption as something simply to be managed, colleagues continually look for practical ways to make the experience better for the next customer. What makes their contribution particularly remarkable is that all of this has happened alongside the everyday responsibility of operating our stations safely and delivering consistently high standards. Thousands of customers pass through our major stations every day. For many of them, the colleague they meet on the platform, gateline or concourse is EMR. That interaction can define how they feel about their entire journey. This year has asked an enormous amount of our station colleagues. There have been difficult days, challenging conversations and circumstances outside their control. Yet time and again they have responded in the same way: by stepping forward, supporting each other and doing everything they can for our customers. There is no single moment that defines why the EMR Major Station Teams deserve this award. Their achievement is the consistency with which they have delivered throughout an exceptionally demanding year. When our railway has faced some of its greatest challenges, our station teams have repeatedly demonstrated resilience, compassion, initiative and pride in what they do. They are the human face of EMR when our customers need us most, and I can think of no team more deserving of recognition as Station Staff Team of the Year.
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Eileen Rogers

Company Name
West Midland Trains
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Eileen Rogers I would like to nominate Eileen Rogers for the Station Staff Award in recognition of her outstanding proactive approach and unwavering customer focus. In her role working in the ticket office at Wolverton station for London Northwestern Railway (LNR), Eileen consistently goes above and beyond to support both customers and colleagues on the front line. Her ability to anticipate needs, take initiative, and maintain a calm, professional presence makes a genuine difference in challenging situations. A perfect example of this was on 27 June 2025 at Wolverton, when Eileen was on duty during significant disruption following a derailment the previous evening. Despite frequent platform changes and high levels of uncertainty, Eileen played a vital role in ensuring passengers were safely and efficiently guided to the correct trains. Feedback captured during an SQR audit on the day highlighted the exceptional support provided by station staff. Passengers were directly assisted, guided, and reassured throughout the disruption, with Eileen contributing to an environment where people could still travel with confidence despite the chaos. The auditor noted that without the staff’s support, passengers would have struggled to reach their destinations. Eileen’s dedication doesn’t stop during disruption. She has also created and maintains a customer mood board at the station, showcasing positive feedback and reinforcing a culture of pride and service excellence. Her colleague’s recognition further supports this, noting: “Great work Eileen, you should be very proud… the positive comments in the audit are very refreshing to read.” Eileen embodies what true front-line support looks like: proactive, customer-focused, and deeply committed to helping others. Whether visible on the platform or working behind the scenes to uplift standards and morale, Eileen makes a lasting impact every day. Thank you, Eileen, for your continued dedication and for setting such a high standard of customer care.
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Glasgow Central Station Team

Company Name
ScotRail
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The Union Street fire incident presented one of the most significant operational challenges faced by Glasgow Central Station in recent years. In the face of an evolving emergency, intense public scrutiny, and considerable uncertainty, the Glasgow Central Station team demonstrated exceptional professionalism, leadership, resilience and teamwork. It is with great pride that we nominate the Glasgow Central Station team for the Rail Staff Awards Station Team of the Year. From the moment the incident unfolded, the team’s response was exemplary. With customer and colleague safety as their absolute priority, station staff worked seamlessly alongside emergency services, Network Rail and other train operators to manage an unprecedented situation. Despite the scale and complexity of the disruption, the team remained calm, decisive and focused, ensuring that critical information was communicated quickly and accurately to their teams and stakeholders. What truly distinguished the Glasgow Central team was their ability to move beyond immediate incident management and rapidly develop practical solutions to an ever-changing set of challenges. Faced with operational restrictions, the team demonstrated remarkable ingenuity and problem-solving skills, continually adapting to ensure plans were delivered to maintain as much service continuity as possible. Every member of the team played their part, from frontline managers and colleagues to operational staff working with leaders, multiple agencies and partners. The station’s response was characterised by collaboration and commitment. Working around the clock, colleagues showed an unwavering determination to minimise disruption for passengers and support the wider rail network. There was a shared sense of responsibility that transcended individual roles, with teams volunteering additional hours, taking on unfamiliar tasks and supporting one another through a highly pressurised period. Their ability to remain united and focused on delivering the best outcome for customers was truly inspiring. Perhaps the most impressive achievement was the team's delivery of the complex plan to safely reopen the station to customers. Reopening Glasgow Central required meticulous planning, robust risk management and close coordination between numerous stakeholders. The team successfully balanced the need to restore services quickly with the overriding requirement to maintain safety. Through detailed preparation, clear communication and exceptional execution, they delivered a phased and controlled reopening that enabled passengers to return to the station with confidence. Throughout the recovery period, customers remained at the heart of every decision. Staff’s visible presence, empathy and professionalism after reopening helped reduce anxiety and maintained trust in the railway during a challenging time. The feedback received from customers, partners and colleagues reflected the positive impact of their efforts and highlighted the difference that a dedicated station team can make. The Union Street fire incident tested Glasgow Central Station in extraordinary circumstances. The response provided by the station team showcased the very best of the railway industry: outstanding plan delivery, innovation, teamwork and customer focus. Their actions ensured the safe management of a major incident but also enabled the successful restoration of one of the UK's busiest stations. The Glasgow Central Station team showcased everything that the Station Team of the Year award seeks to recognise.
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Hitchin Station Team

Company Name
GTR Great Northern
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The Hitchin Station Team , comprising Platform Staff ,RCO’s and Ticket Office are a highly committed and customer-focused team working at a busy interchange station on the Great Northern network, providing vital connections to Cambridge and destinations north on the East Coast Main Line. The team's success is built on a culture of teamwork, professionalism, and mutual support. They are friendly, approachable, and always willing to help one another, creating a positive working environment that enables them to deliver an exceptional level of service to customers. Their collaborative approach ensures that passengers receive consistent support, whether through day-to-day customer interactions, passenger assistance requirements, or during challenging operational incidents. What truly sets this team apart is their connection with the local community and regular passengers. As familiar faces at the station, they have developed strong relationships with customers, many of whom know team members by name. These interactions help create a welcoming atmosphere and demonstrate the team's genuine commitment to making every customer's journey a positive experience. The team consistently demonstrates professionalism, compassion, and empathy, particularly when supporting vulnerable customers. They take the time to understand individual needs, provide reassurance during difficult situations, and ensure that passengers who may require additional support are treated with dignity, respect, and care. Their ability to balance operational responsibilities with a people-focused approach reflects the very best of customer service and railway professionalism. The team take great pride in their station, working hard to ensure facilities remain available, clean, and welcoming for all passengers. Their attention to detail and ownership of the station environment contribute significantly to customer satisfaction and the overall reputation of the station. During periods of disruption, the team's strengths are particularly evident. They work seamlessly together to keep customers informed, reassured, and moving whenever possible. By communicating effectively, supporting each other, and working closely with colleagues across the railway, they minimise the impact of service disruption and help customers continue their journeys safely and efficiently. The team's willingness to go above and beyond, combined with their exceptional teamwork, customer focus, professionalism, and empathy, makes them truly deserving of recognition. They consistently demonstrate the values of Great Northern and make a positive difference to both their customers and colleagues every day.
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Humaas Shakeel

Company Name
Amulet Security / Northern Trains
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Humaas Shakeel operates as a security officer based at Manchester Victoria station, a role he takes great pride in and has done so for a number of years. On the night of 26th March, Humaas was tasked with ensuring safety and security at Manchester Victoria station. On the evening in question, there was a dozen individuals from across the transport sector sleeping in the station to support the Railway Children's annual big sleepout including a number of Amulet Security/Northern Trains colleagues. At approximately 0130 Humaas was conducting his patrols and searches of the station when he became aware of three young school girls, still dressed in school uniform despite it being close to 2am. Humaas approached and began to factfind around how they found themselves in the station during the night and what their intentions were. Humaas using his skills, experience and Railway Children's safeguarding training ironically completed that week was able to distinguish that the girls was reported missing from the Halifax area, over 1 hour away from the location they found themselves in at Manchester Victoria. With the young girls appearing extremely vulnerable and with no contact with their families, Humaas sought support from the Police where he shared all the information required regarding the girls where Police was able to confirm they had been reported missing from their respective homes. Whilst this was ongoing, Humaas allowed them to remain in the station to ensure they remained safe in his care whilst striking up a relationship which ensured the girls was not panicked or attempt to flee the station. A short while later, officers from The British Transport Police arrived at the station, thanking Humaas for his proactive approach before then taking the girls to be re-united with their worried families. The following morning, I receieved several messages and emails from separate individuals who was taking part in the over night charity sleepout, thanking and praising Humaas for his outstanding efforts in keeping the young girls safe at the station. The positive feedback which was also relayed to Northern Trains and posted on LinkedIn via Railway Children's Coporate and Events Manager Mary McGlaughlin who shared "at Manchester Victoria we had a real reminder of the dangers faced as 3 young vulnerable girls entered the station through the night with no where to go, the brilliant Northern security officer handled the situation with such compassion and is a real credit to Northern Trains" This was followed up with an extensive email recieved by Louise Thornton, also of the Railway Children who kindly shared the following " At the beginning of the evening the security officer on duty came over to let us know he was on duty for the night, just in case we needed anything and this brings me to the main reason for my email. At 1.30am we saw three teenage girls walking around the station. The security officer was quick to engage with them, kept them engaged and stayed with them until the police arrived. It was clear to see that he was doing a fantastic job handling the situation as it could have quite easily escalated.   I have no doubt that all of your staff do a brilliant job when faced with these safeguarding concerns but seeing this staff member, in person, handling this situation, really shows the important role that your teams play in safeguarding vulnerable people" What made this situation even more special was that Humaas had completed his safeguarding champions training only the previous day, emphasising the importance of role related training sessions in which allowed Humaas to utilise this to gain a positive outcome. Whilst reading over the incident report submitted by Humaas, one thing struck me the most, in the incident report Humaas noted that during the incident despite being a lone officer he ensured he maintained a calm and composed approach as he was concious of waking those who was sleeping in the station over night. I believe that highlights the type of individual Humaas is that during a challenging situation he is still thinking about the welfare of not only those he is attempting to support but also those within the wider vicinity. Humaas is a credit to himself but also Manchester Victoria station, a location that for Humaas is home away from home.
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Jane Ezi

Company Name
Carlisle Support Services
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Jane Ezi responded to a potential suicide incident at Clapham High Street. She acted swiftly and calmly in a highly distressing situation, supporting the young woman involved with genuine compassion and excellent judgement. She provided reassurance and care while maintaining control of the incident throughout, helping to bring it to a positive outcome. A vulnerable young woman in crisis was kept safe because Jane responded the way she did. The result was resolved well, with no escalation and a positive outcome for the person at the centre of it. In a role built around customer service and cleaning, this is about as far from a routine shift as it gets, and Jane met it without hesitation. Well Deserved Appreciation Jane's handling of the incident was praised directly by the client. It was also acknowledged separately by British Transport Police, an organisation that deals with crisis situations daily and does not offer praise lightly. Two independent external parties recognising the same intervention is strong confirmation of how well it was handled, not internal opinion, but outside validation from people qualified to judge it. What she showed instead was leadership in its truest and least comfortable form: First, the judgement to know instantly what a frightened, vulnerable stranger needed, and then the composure to deliver it, under real pressure, with a life genuinely on the line. That is not a skill that can be taught in an afternoon, and it is not something that shows up on a CV. It is character trait, and it only reveals itself at the moment it counts. A Reflection of Our Values Moments like this are rare, and that is exactly why they matter so much. They are the truest test of what our people are actually made of, stripped of routine with nothing to fall back on but instinct and training and care for a total stranger. Jane passed that test without anyone watching to make sure she would. Jane is a true credit to Clapham High Street and to First Rail London. Her composure under pressure, her compassion for a stranger in crisis, and the external recognition her actions earned from both the client and BTP make her not just deserving candidate, but exactly the kind of person rail industry would need to grow.
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Jason Gahan

Company Name
Greater Anglia
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Jason Gahan has been with the business for around two and a half years as an Area Hybrid Relief, covering both ticket office and train dispatch duties across the Chelmsford area. Since joining the railway, Jason has consistently demonstrated an excellent attitude towards his work and a genuine commitment to providing great customer service. He is dependable, professional and always willing to support both his colleagues and the wider operation. What particularly sets Jason apart is his exceptional flexibility. Working in a relief role naturally requires adaptability, but Jason regularly goes above and beyond what is expected. He is incredibly accommodating when shifts need to be changed, often makes himself available at short notice and regularly volunteers for overtime when additional cover is required. This flexibility makes a genuine difference. When there are gaps in coverage, Jason's willingness to help has enabled us to keep ticket offices open that may otherwise have needed to close. This means customers continue to have access to face-to-face support, ticket purchasing and advice when they need it. His contribution has also directly supported our Schedule 17 performance by helping us maintain our committed ticket office opening hours. Behind every percentage and performance figure are individual shifts that need to be covered, and Jason is one of those people who can consistently be relied upon to step forward and help us deliver. As a hybrid colleague, Jason also provides valuable operational flexibility by being able to undertake both ticket office and dispatch duties. This allows him to support different stations and different areas of the operation depending on where he is needed most. Despite frequently changing locations, duties and shifts, Jason maintains the same positive attitude and high standard of customer service wherever he is working. He simply gets on with the job and does everything he can to support our customers and his colleagues. It can sometimes be the people quietly and consistently doing the right thing every day who make the biggest difference to an operation. Jason is one of those people. In just two and a half years, he has established himself as an incredibly reliable and valued member of the team. His flexibility, work ethic, customer focus and willingness to go above and beyond have made a measurable contribution to our performance while helping us keep our stations staffed and our ticket offices open for customers.
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Liverpool Central Station Security Team

Company Name
Carlisle Support Services
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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.
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London Victoria Control Point team

Company Name
GTR Southern and Gatwick Express
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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.
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Lost Property City Thameslink

Company Name
GTR
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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.
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Paul Gardner

Company Name
Amulet Security / Northern Trains
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Paul Gardner forms part of our security professionals tasked to maintain safety and security at Manchester Victoria station. Paul, who operates throughout the evening takes immense pride in his role, a real people's person who embraces his position of responsibility on the station and ensuring individuals remain safe in his care. Paul recently supported a number of individuals deemed vulnerable at the station including a young boy who finds himself in the care system, Paul through his experience and outgoing personality has forged a strong relationship with this individual which has seen Paul be able to achieve some positive results across a number of challenging incidents. Working as a security officer throughout the night at a high profile city centre location can be extremely challenging and for some incredibly daunting, Paul sees it as the opposite, often emphasising that his personality, skills and experience was meant for this environment and how it allows him to take responsibility and ensure those in need of support get the appropriate care with him present. Paul conducts himself with the upmost professionalism and due to this he has helped a number of individuals remain same at the station in some challenging situations. Paul continues to put people first and do so with minimal fuss but maximum effort, we are incredibly thankful for Paul's attitude and approach to public safety
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Radoslav Kosturkov

Company Name
Thameslink
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I am nominating Rado Kosturkov because in just two years on the railway, he has shown what can happen when someone genuinely cares about passengers, colleagues and finding better ways of doing things. Rado works across different stations and roles, so he sees first-hand the everyday challenges frontline staff face. Rather than just accepting that something is difficult or saying, “That’s how we’ve always done it,” he looks for a practical solution. A great example is the Customer Information QR Code Flashcard Booklets he created. Rado noticed how much time staff could spend trying to find the correct information or poster while a passenger was standing in front of them. He created a simple set of QR codes giving quick access to useful customer information. What started as one idea has grown, and the booklets are now being used across more than 40 stations on the GTR network. It is a simple idea, but one that helps colleagues give passengers information quickly and confidently. He also noticed the amount of printed material that could be wasted when posters were difficult to find or unnecessarily printed again. Rado created a system to organise and store posters so they can be found, displayed when required and reused. This has reduced unnecessary printing and helped save money. But Rado's contribution isn't only about innovation. Customer care and safety are at the heart of what he does, and he has already received two Lifesaver Awards. One example that really shows his attitude happened after he had finished a 12-hour shift. A wheelchair user needed assistance at a station further along the route, but despite more than 25 minutes of trying, the required assistance couldn't be confirmed. Rado could have gone home. Instead, he thought about what could be done to make sure the passenger wasn't left without support. Using his knowledge of the route, he suggested travelling on the same train, and using the onboard ramp at the destination, where he knew step-free access was available. Once the plan had been agreed with Control, Rado spoke with the driver so the information could be passed between the train crew. He then travelled with the service and personally completed the wheelchair assistance. Nobody asked Rado to give up more of his own time after a 12-hour shift. He did it because there was a passenger who needed help. His teamwork has also been demonstrated recently at West Hampstead Thameslink. When a passenger alerted staff to a small fire outside the station entrance, Rado and his colleague reacted immediately and worked together to prevent the situation from becoming more serious, while keeping passengers, the on-call manager and Control informed. The following day, Rado was asked to help when a passenger became unwell on a platform. As a first aider, he supported his colleagues and was prepared to use the defibrillator if it became necessary. Thankfully it wasn't needed, but Rado also thought about something easily overlooked during an emergency: the passenger's dignity. He asked for the privacy screen to be brought out while they waited for the ambulance, protecting the person from feeling exposed while also shielding other passengers and children from seeing something potentially distressing. For me, these examples say more about Rado than any job title could. He shows initiative by identifying problems and doing something about them. He creates impact by turning his ideas into tools now being used across the network. He brings innovation by finding simple, practical solutions to everyday problems. And his attitude is demonstrated by the way he treats passengers and works alongside colleagues. Rado doesn't always wait for someone to tell him what needs doing. If he sees a problem, he tries to solve it. If a colleague needs support, he helps. And if a passenger needs him, he goes the extra mile — sometimes quite literally. For somebody with only two years in the railway, that is something worth recognising.
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Team Paddington

Company Name
Network Rail and GWR
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Team Paddington is transforming the operation of one of the UK's busiest and most complex stations by bringing together Network Rail and Great Western Railway (GWR) colleagues under a shared mission, common objectives and single leadership structure. Not accepting traditional organisational boundaries, the team took ownership of creating a more joined-up railway, breaking down silos and establishing a unified operation focused on delivering the best possible passenger experience. Frontline colleagues are empowered to identify and solve problems. A key example was the team's response to inconsistencies in supporting customer ticketing enquiries. Listening to colleague feedback, Team Paddington developed and introduced joint ticketing training across Network Rail and GWR, equipping staff with the knowledge and confidence to resolve issues at the first point of contact. This has reduced unnecessary handoffs between teams and created a more seamless customer experience. Team Paddington's integrated approach has delivered measurable improvements for customers, colleagues and operational performance. Employee engagement is at record levels, demonstrating the strength of the station's collaborative culture. Network Rail's employee engagement score has reached 81% with a 92% participation rate, while GWR colleagues achieved an exceptional 92% engagement score with an 85% participation rate. These results reflect a workforce that feels valued, connected and committed to delivering outstanding customer service. Operationally, the team has transformed train preparation and boarding processes through closer collaboration between station teams, traincrew and onboard colleagues. Improvements to seat reservation processes have reduced reservation loading times from 7.75 minutes to just 3 minutes, while enhanced coordination has reduced train cleaning times by one minute. The introduction of standardised boarding checks and clearer accountabilities has also resulted in 70% fewer operational query calls to station control, enabling improved right-time starts. These changes have created a smoother and more efficient boarding experience. Customers, particularly those travelling with luggage, families or requiring additional assistance, benefit from a calmer station environment. Customer service performance has also reached exceptional levels. Improved teamwork, enhanced colleague capability and a relentless focus on customer experience have driven mystery shopper scores to peaks of 100%, demonstrating a consistently high standard of service. During disruption, Team Paddington developed a single, coordinated plan, with Network Rail and GWR colleagues working seamlessly together to provide consistent information, proactive assistance and effective support. A culture of trust, respect and collective accountability sits at the heart of Team Paddington's success. Regardless of employer, colleagues work as one team with a shared purpose and commitment to customer service. The team's success demonstrates a way of integrated working that delivers tangible benefits and has the potential to be replicated across the wider rail industry. The team actively invests in morale, wellbeing and professional development through joint team events, cross-functional "Lunch and Learn" sessions and collaborative development opportunities. Team Paddington's greatest innovation has been redefining how different rail organisations operate within a major station environment. By creating a single leadership structure and fostering shared accountability across Network Rail and GWR, the team is pioneering a genuinely integrated way of working. Through initiatives such as joint ticketing training, cross-organisational learning programmes and collaborative operational processes, Team Paddington has improved efficiency, enhanced customer service and embedded a culture of continuous improvement. Through exceptional initiative, measurable impact, positive leadership and innovative collaboration, Team Paddington has demonstrated what is possible when partnership, trust and customer focus are placed at the heart of station operations.
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Tom Cutter

Company Name
Greater Anglia
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Tom Cutter is someone who has developed enormously throughout his railway career and is a great example of what can be achieved through hard work, commitment and a genuine passion for looking after customers. After spending more than 10 years working on the platforms at Chelmsford, Tom was recently promoted to a WSR (With Supervisor Responsibility) position at Witham Station. Having seen Tom's journey over the years, the progress he has made from where he started to where he is today is something that deserves real recognition. One of Tom's greatest strengths has always been his communication with customers. He understands how important good, timely information is, particularly when things go wrong. During disruption, Tom is constantly making announcements, liaising with Control and doing everything he can to ensure customers understand what is happening and what their options are. Tom doesn't simply make announcements because it is part of the job; he takes pride in them. His clear, confident and engaging style has become something he is known for at Chelmsford. His announcements have even attracted recognition beyond the railway. Chelmsford City Council chose to film Tom delivering a poem over the station's public address system, demonstrating just how distinctive and engaging his communication with customers has become. What makes Tom particularly deserving of recognition, however, is the journey he has been on. He has spent more than a decade developing his experience on the frontline, learning the railway and building his confidence before taking the next step into a role with greater responsibility. His recent promotion at Witham is thoroughly deserved and represents the next chapter in that journey. Tom has shown that excellent customer service isn't just about getting people from A to B; it is about being visible, communicating clearly, taking ownership and being there for customers when they need you most. Tom has come a long way during his railway career, and I am incredibly proud of the progress he has made. I believe he deserves recognition not only for the excellent service he provides to our customers every day, but also for the commitment and determination that have enabled him to progress from a long-serving member of the Chelmsford platform team into his new supervisory role at Witham.
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