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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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4

**NEW** SMALL BUSINESS TEAM OR PERSON AWARD

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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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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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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Vertiv Battery Refurbishment Division

Company Name

Vertiv

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5

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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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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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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Valerie Pope

Company Name

GWR

Company Name

Network Rail - Wales and Borders

Company Name

Network Rail

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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2

LIFETIME ACHIEVEMENT AWARD

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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2

PROJECT TEAM OR PERSON AWARD (OVER £5 MILLION)

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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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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8

PROJECT TEAM OR PERSON AWARD (UNDER £5 MILLION)

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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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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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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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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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

Company Name

GTR

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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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3

SAFETY TEAM OR PERSON AWARD

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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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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TRU East Safety Team

Company Name

Transpennine Route Upgrade East Alliance

Nominations 2026

Ian Croucher

Magna Tram Train Project Team

Magna Tram Train Station Project Team

Paul Wilkinson

Phil Shaw

Abdullah Asif

Balazs Rozgonyi

Cameron Wood

Celyn Davies

Charlotte Collinson

Duan Leadingham-White

Elizabeth Fielding

Fraser McAlpine

James Gray

Megan VanBergen

Mollie Kinns

Rhys Evans

WMTrains Digital Marketing Team

Adam Razzell

Anna Weis

Beckie Gray

CETO Talent Rail Team

Peter Jackson

Phillip shaw

WM Trains Ltd Resourcing Team

Craig Wolloms

New Street Station Fitters Team

Stephenie Brown

Vertiv Battery Refurbishment Division

Avanti Team Kilimanjaro

Eleasha Kell

Radoslav Kosturkov

Tim Brawn

Tim Mayman

Aleck Heetun

Alexia Denney

Freightliner Operations and IR/ER teams

Freightliner Payroll & HRIS Team

Katie North

Oxford Phase 2 Sponsorship Team

Siemens Mobility Sentinel Operations & Competence Governance Team

St Pancras Station GPR's - Rad, Mo, James, Abu, Jude, Nathan

Ability Co-Chairs (Shelley & Gerrard)

Clare Caddick

Elsie Brewster

James Gossage

Valerie Pope

ACTIVE TEAM GWR (TEAM OF 6)

Andy Johnson

Bernard Campbell

Fiona Baggley

GTR Wellbeing Team

ManKind

Phil Stanley

Wales & Borders Minds Matter Team - Hannah Lloyd Roberts, Alan Daly, Samantha Beynon, Caroline Parrot, Janice Mitchell-Rose.

Commercial and Procurement Assurance Team

Martin Catterall and Gareth Kinghorn

Property Digital Services

Real Time Information Group

The Permaquip Hub Innovation Team: Scott Harrison, Martin Sheppard, Anna Merrin, Polly Rivers & Cameron Wood

Wales and Western Electrification asset management and programme management team

Aemi Bestman and Paul Bucknall

Apprenticeship team

Customer Experience Training Team

Emma Lowe

Network Rail Telecoms Development, Training and Competency Team - Mark Law, Alison Walters, Louise Hardy

Victoria O'Reilly

Wales and Western Region Engineering Graduate Management Team

Barry Clarke Motherwell S&T

Daniel Adeola

Daniel Ibe

Jen Livens/ Jack Hanson

Jhaizia Mattis, Ombretta Edie and Kirsty Redman

Michelle Cummings - Hutchinson

Owen Solal Paterson

Peter Brown

Sam Hassein

Selena Walters

Tavara Barhuti Rhianna Harrison Yates