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! Nominations will close on 6th September.
Voting opens 14th-27th September, 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.
6
**NEW** COMMUNITY IMPACT TEAM OR PERSON AWARD
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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Magna Tram Train Project Team
Company Name
Network Rail Capital Programmes North Enhancements
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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Paul Wilkinson
Company Name
Northern Trains
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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ScotRail in the Community Team
Company Name
ScotRail
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Please tell us why you have nominated this individual
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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21
**NEW** EMERGING TALENT TEAM OR PERSON AWARD
Abdullah Asif
Company Name
Permaquip
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Please tell us why you have nominated this individual
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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Balazs Rozgonyi
Company Name
Freightliner
Photo
Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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Cameron Wood
Company Name
Permaquip
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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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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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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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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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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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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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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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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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.
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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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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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9
**NEW** PEOPLE & WORKFORCE TEAM OR PERSON AWARD
Adam Razzell
Company Name
Ceto Talent
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Please tell us why you have nominated this individual
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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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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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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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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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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WM Trains Ltd Resourcing Team
Company Name
London Northwestern Railway & West Midlands Railway
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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7
**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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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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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.
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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.
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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.
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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.
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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.
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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.
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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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7
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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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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Kath Martin
Company Name
GTR Grate 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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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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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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12
CUSTOMER SERVICE TEAM OR PERSON AWARD
Aleck Heetun
Company Name
Gtr SOUTHERN
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Please tell us why you have nominated this individual
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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Alexia Denney
Company Name
Greater Anglia
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Please tell us why you have nominated this individual
Alexia is not only passionate and committed to her role in the ticket office, but also deeply committed to the people around her—both colleagues and customers.
Alongside her day-to-day role, Alexia has championed Autism training, co-created wellbeing guides for staff, supported the delivery of Diversity and Inclusion sessions, helped onboard new colleagues into the business, and organised and delivered fundraising events at Clacton.
Most recently, Alexia organised a Brew Monday fundraising event for the Samaritans at Clacton—an event that had not been held there for some time. With support from her supervisor Caroline, Alexia baked all the cakes herself, helping to raise over £300 for the charity.
Alexia’s impact on the workplace is significant. She is consistently positive, always willing to get involved, and has a presence that brings people together. Her actions consistently reflect our company values and help create a supportive and inclusive working environment.
Alexia also shows great creativity and initiative. When she identifies a problem, she takes it upon herself to find a solution. For example, she created simple reference cards showing where ramps can and cannot be deployed at certain locations—an idea that improves the customer experience while also saving valuable time on the platform. She has also introduced local SQR checklists, which have already contributed to improved audit scores.
Alexia is the kind of colleague everyone hopes to work with—genuinely kind, full of heart, and always looking out for others. Her care for people and positive spirit make her not just a fantastic teammate, but someone who truly makes a difference to those around her.
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Freightliner Operations and IR/ER teams
Company Name
Freightliner
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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Katie North
Company Name
CrossCountry
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Please tell us why you have nominated this individual
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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Oxford Phase 2 Sponsorship Team
Company Name
Network Rail
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Please tell us why you have nominated this individual
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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Patrick Lawrence - GA ASB
Company Name
Land Sheriffs Limited
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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Richard Sutcliffe
Company Name
London Northwestern Railway and West Midlands Railway
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Please tell us why you have nominated this individual
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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Shahzada Kiyani
Company Name
London Northwestern Railway and West Midlands Railway
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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St Pancras Station GPR's - Rad, Mo, James, Abu, Jude, Nathan
Company Name
Govia Thameslink Railway
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Please tell us why you have nominated this individual
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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6
EQUALITY, DIVERSITY & INCLUSION TEAM OR PERSON AWARD
Ability Co-Chairs (Shelley & Gerrard)
Company Name
GWR
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Please tell us why you have nominated this individual
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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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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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
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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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9
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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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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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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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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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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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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8
INNOVATION & TECHNOLOGY TEAM OR PERSON AWARD
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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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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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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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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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.
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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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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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9
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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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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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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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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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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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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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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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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21
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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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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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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Fiona Lepine
Company Name
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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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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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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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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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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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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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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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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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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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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5
LIFETIME ACHIEVEMENT AWARD
Elizabeth Thomas
Company Name
Transport for Wales
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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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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3
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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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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11
PROJECT TEAM OR PERSON AWARD (UNDER £5 MILLION)
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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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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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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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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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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Please tell us why you have nominated this individual
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.
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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.
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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.
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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.
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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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Please tell us why you have nominated this individual
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.
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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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6
RAIL AMBASSADOR OF THE YEAR AWARD
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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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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Lorrae Smith
Company Name
GTR
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Please tell us why you have nominated this individual
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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Nathaniel Arthur
Company Name
Southern Railway
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Please tell us why you have nominated this individual
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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Rina Green
Company Name
GTR
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Please tell us why you have nominated this individual
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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1
RAIL ENGINEER OF THE YEAR AWARD
Charlie Bunyan
Company Name
Readypower Rail Services Ltd (Scotland)
Photo
Please tell us why you have nominated this individual
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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17
RAIL MANAGER OF THE YEAR AWARD
Adam Hopkins
Company Name
GWR
Photo
Please tell us why you have nominated this individual
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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Ashley (Ash) Knights
Company Name
Freightliner
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Please tell us why you have nominated this individual
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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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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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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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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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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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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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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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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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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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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15
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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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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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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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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Letchworth & Horsham Maintenance and Distribution team
Company Name
GTR
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Please tell us why you have nominated this individual
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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RTS Holbeck Depot Operations Team
Company Name
RTS Infrastructure Services Limited
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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West of England Driver Team
Company Name
GWR
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Please tell us why you have nominated this individual
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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7
SAFETY TEAM OR PERSON AWARD
Daniel Udoakah
Company Name
Network Rail
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Please tell us why you have nominated this individual
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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Hazard Management Tool Team
Company Name
RSK Business Solutions
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Please tell us why you have nominated this individual
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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Please tell us why you have nominated this individual
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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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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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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9
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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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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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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